This document provides an overview of Total Productive Maintenance (TPM). It discusses TPM philosophy and goals of maximizing equipment effectiveness through employee involvement. The 8 pillars of TPM strategy are described, including autonomous maintenance, planned maintenance, and focused improvement. Equipment losses are defined and the metric of Overall Equipment Effectiveness (OEE) is introduced. Implementation of TPM is discussed through a 12 step approach involving preparation, implementation, and expansion phases with a focus on training, autonomous maintenance, and improvement activities.

1. © Lean & Mean Consulting. All rights reserved. 2015© Lean & Mean Consulting. All rights reserved. 2016
11/ 16
TPM
Total Productive Maintenance / Strategy for
Effective and Productive Maintenance
World-Class Standards & Best Practices of Operational Excellence

2. World-Class Standards & Best Practices of Operational Excellence
© Lean & Mean Consulting. All rights reserved. 2016
LEAN Management Academy - Outline
Knowledge & Expertise / Editable Training Presentations / 16 Modules

3. 3
Training Objectives
 Understand the concept and philosophy of TPM
 Learn the 8 pillars of TPM activities and step-by-step
implementation approach
 Learn the TPM tools and be able to identify and eliminate loss
 Learn how to kick-start TPM deployment with Autonomous
Maintenance, Planned Maintenance, Focused Improvement,
and Education & Training activities to improve equipment
effectiveness
 Understand the roles of a TPM implementation organization and
the critical success factors

4. 4
Agenda
 Introduction to TPM Philosophy
 TPM Fundamentals
 TPM Key Components
 Equipment Loss & OEE
 8 Pillars of TPM Strategy
 Autonomous Maintenance
 Approach to TPM Implementation
 Critical Success Factors

5. 1
Total Productive Maintenance
Module. 11

6. 6
Machine failures have many hidden causes
Failure is what we see
but is only the tip of the
iceberg
Minor machine defects are
generally unnoticed but are
the cause of almost all
machine failures
Loosening
Contamination
Corrosion
Leaks
Flaws
Deformation
Vibration
Cracks Backlash
Improper Temperature
Wear
Failure
Visible
Less
Visible

7. 7
What is TPM?
Total Productive Maintenance (TPM) is a method to
achieve maximum equipment effectiveness through
employee involvement
Management + Operators + Maintenance

8. 8
TPM is a paradigm shift 1
Old Attitude TPM Attitude
I use You maintain &
I fix
Operator Maintenance
We maintain !

9. Old Philosophy New philosophy
 I operate, you fix, he designs. . .
 Quality is costly. . .
 Supervisors & engineers are
experts. . .
 Defects, speed losses & unplanned
downtime are inevitable…
 Inventory is useful
We are all responsible for our
equipment.
Quality is free.
Operators/Maintenance are
experts too.
Zero defects, zero speed losses,
zero unplanned downtime.
Inventory is costly.
TPM is a paradigm shift 2

10. 10
TPM eliminates/reduces waste
Motion
Extra physical /
mental motion that
doesn’t add value
Waste
Waiting
Employees waiting
for another process
or information
Over
production
Producing more
than what the
customer needs
Intellect
Not using
employees full
intellectual
contribution
Over
processing
Adding excess value
when the customer
does not require it
Defects
Reprocessing, or
correcting work Inventory
Building and storing
products the
customer has not
ordered
Transportation
Moving from one
place to another

11. 11
TPM – Why do it?
 Reduce manufacturing costs (COO-Cost of Ownership)
 Maximize the effective use of plant equipment (increase
OEE-Overall Equipment Effectiveness)
 Optimize skills of the operations and maintenance
personnel
 Improve on-time deliveries
 Shorten Lead Times
 Improve Customer Satisfaction

12. 12
TPM Goals
 Maximize equipment
effectiveness
 Zero breakdowns
 Zero defects
 Zero accidents
Zero waste!

13. 13
TPM goals (continued)
TPM aims at getting the most efficient use of equipment and establishes a
planned maintenance system including:
maintenance prevention
preventive maintenance
and improvement-related maintenance for the company

14. 14
Eight Pillars (Strategies) of TPM
AutonomousMaintenance
PlannedMaintenance
FocusedImprovement
EarlyEquipment
Management
QualityMaintenance
Education&Training
TPMintheOffice
Safety&Environmental
Management
TPM Goals:
Zero Defects, Zero Breakdowns, Zero Accidents
5S & Visual Management

15. 15
TPM Pillars & Activities 1
Pillar Activities
Autonomous maintenance Operator involvement in regular cleaning, inspection,
lubrication, and learning about equipment to maintain
basic conditions and spot signs of trouble
Planned maintenance A combination of preventive, predictive, and proactive
maintenance to avoid losses, and planned responses
to fix breakdowns quickly
Focused equipment and
process improvement
Measure of equipment- or process-related losses and
specific improvement activities to reduce the losses
Education and training A planned program for developing employee skills and
knowledge to support TPM implementation

16. 2
Total Productive Maintenance
Module. 11

17. 17
Basic definitions
Uptime Part of total available time during which an equipment, machine, or system is
either fully operational or is ready to perform its intended function. Opposite
of downtime.
Downtime Part of total available time during which an equipment or machine was unable
to continue operations or was not ready to perform its intended function,
mainly due to the breakdowns. Opposite to uptime.
Breakdown Production is stopped. The process of failing to function or operate normally.
Breakdown is the stoppage lasting over 5 minutes. It requires intervention of
specialists (maintenance technicians), and necessary research before re-start.
Usually, the reasons are identifiable and systematically registered.
Micro-stoppage Production is not stopped. Usually short duration and high frequency. Strongly
involve operators. Work continues without identifying and eliminating of root
causes that are not registered.

18. 18
Understanding TPM
Maintenance
Team
Production
team
Autonomous
Maintenance
Preventive & Predicitive
Maintenance
Breakdown
elimination
Micro-stoppages
elimination
TPM

19. 19
Team Roles for Maintenance
“I only repair the machines ..”
New Roles of Maintenance
Equipment Improvements:
 Investigate and implement simple
improvements to eliminate root causes
of downtime
 Involvement in capital purchase
Corrective Actions:
 Study and analyse causes of downtime
 Carry out repairs efficiently and
effectively
 Upgrade and overhaul old plant
Preventative Actions:
 Work as part of a Team
 Implement and adhere to a planned
maintenance schedule
 Pass equipment knowledge onto
operators
 Use predictive techniques
 Develop routine maint. standards
 Increase own skills with enhanced
training

20. 20
TPM Program
Autonomous
Maintenance
World
Class
Manufacturing
Predictive
Maintenance
Maintenance
Prevention
Preventive
Maintenance
TPM
Teams
Data Collection
& Analysis
OEE
Measurement
System
Management
Support/Employee
Involvement
TPM
Implementation
Strategy
Training &
Education
Phase 0
Phase 1
Phase 2
Phase 3
Skill
Improvement
GOAL

21. 3
Total Productive Maintenance
Module. 11

22. 22
TPM Key Components
 Preventive Maintenance - using schedules or planned maintenance
to ensure the continuous, smooth operation of equipment.
 Autonomous Maintenance - involving production employees in the
total machine maintenance process. This goes well with 5S.
 Predictive Maintenance - determining the life expectancy of
components in order to replace them at the optimum time.
 Maintenance Prevention - designing or selecting equipment that will
run with minimal maintenance and is easy to service when necessary.

23. 23
Preventive Maintenance
Preventive maintenance:
 Daily maintenance:
 cleaning, checking, lubricating and tightening to prevent
deterioration.
 Most of these activities are covered by autonomous
maintenance, and are performed by the operators.
Nevertheless, those activities need to be scheduled and
treated as planned maintenance activities.
 Periodic inspections or equipment diagnosis to
measure deterioration.
 Restoration to correct and recover from
deterioration.

24. 24
Goals of a Suggestion System
Tangible & Intangible Results
Development & Activation of the
Organizational Structure
Improvement of Performance
on the Job
Effects
Participation
Development
of Skills
1
3
2
Source: Kaizen Teian 1 - Developing Systems for Continuous Improvement
Through Employee Suggestions

25. 25
Goals of a Suggestion System
Tangible & Intangible Results
Development & Activation
of the Organizational Structure
Improvement of Performance
on the Job
Source: Kaizen Teian 1 - Developing Systems for Continuous Improvement Through
Employee Suggestions
Effects
Development of Skills
Participation

26. 26
One-Point Lessons as a Cascading Training Tool
Team members are responsible for
training each other
Teaching promotes effective leadership
and accountability
One-point lessons – a teaching tool that
is short and to the point
Follow up to see what has been taught is
practiced

27. 27
 Activity board is a visual tool to guide teams to action
 Basic elements of problem solving:
1. What are we going to do? (Theme)
2. Why are we going to do it? (Vision)
3. How far are we going to go? (Targets)
4. How are we going to do it? (Method)
5. What is the sequence and timing of actions? (Schedule)
6. Who does what? ( Roles)
7. What results do we expect? (Assessment)
Activity Board

28. Equipment Loss
Diagnosis & OEE
4
Total Productive Maintenance
Module. 11

29. 29
Introduction to OEE
 OEE (Overall Equipment Effectiveness) is a metric that
identifies the percentage of planned production time that is
truly productive
 How to understand OEE score?
 An OEE score of 100% is perfect production (not attainable in reality)
 An OEE score of 85% is world class for discrete manufacturers
 An OEE score of 60% is fairly typical for discrete manufacturers
 An OEE score of 40% is not uncommon for manufacturers without TPM
and/or lean programs
What is your organization’s OEE score?

30. 30
OEE and NON-OEE. Example Data
How close a piece of equipment is producing sellable product at the theoretical
processing speed over the entire period of time observed
Example Data
22%
9%
13%
4%4%4%
44%
Non-Operation time
Scheduled Downtime (PM)
Unscheduled Downtime
Yield loss (Rework & Scrap)
Idle (Wait for Operator/
Starvation/Blockage)
Speed loss
OEE

31. 31
Total operating time
Available time
Running time
A
Scheduled
unavailable time
Failure &
Idle time
Theoretical production
Real production
Real production
Good production
Speed losses &
Micro-stoppages
Rejects & Rework
B
C
D
E
F
OEE = B/A x D/C x F/E
Availability Performance Quality
Understanding OEE. Definition
100% OEE
Lost capacity %
• Breakdowns > 5 minutes
• Overrun on planned
downtime
• Changeovers & Trials
• External causes
• Operational speed lower
than the nominal
• Micro-stoppages < 5 min
• Programmed breaks
• Planned maintenance
• Meetings & HR
• All quality defects
incl. products on-hold

32. 32
Six Big Equipment Losses
Source: Japan Institute of Plant Maintenance (JIPM)
OEE
Availability Performance Quality
Breakdowns
Setups &
Adjustments
Reduced
Speed
Minor Stops
& Idling
Defects &
Rework
Startup &
Yield Loss

33. 33
 Largest of the 6 major equipment losses
 Caused by equipment defects which require any kind of
repair. Examples:
 Tooling failures
 Unplanned maintenance
 General breakdowns
 Equipment failure
 Losses consist of downtime with labor and spare parts
required to fix the equipment
 Magnitude is measured by downtime
Breakdown Losses

34. 34
Strategies for Zero Breakdowns
 Restore equipment
 Maintain basic equipment conditions
 Adhere to standard operating
procedures
 Improve operator maintenance skills
 Don’t stop at quick fixes
 Correct design weaknesses
 Study breakdowns relentlessly

35. Planned Maintenance
6
Total Productive Maintenance
Module. 11

36. 36
How do you maintain your equipment?
Fix it and forget it

37. 37
Objective:
To increase equipment reliability and minimize maintenance cost by
reducing breakdowns and developing efficient maintenance
methods
Planned Maintenance
 Benefits:
 Significantly reduces instances of unplanned downtime
 Enables most maintenance to be planned for times when
equipment is not scheduled for production
 Reduces inventory through better control of wear-prone
and failure-prone parts

38. 38
Planned Maintenance
 How to achieve the natural life cycle of individual machine
elements:
 Correct operation
 Correct set-up
 Cleaning
 Lubrication
 Retightening
 Feedback and repair of
minor defects
 Quality spare parts

39. 39
Preventive Maintenance
Corrective Maintenance
Maintenance Prevention
Breakdown Maintenance
Support for Autonomous Maintenance
Specialized maintenance skills
Equipment repair skills
Inspection and measurement skills
Equipment diagnostic skills
Develop new maintenance
technologies
Planned Maintenance: Main Activities
Improvement of Equipment
 MTBF
Improvement of Maintenance Skills
 MTTR

40. 40
Terminologies
 MTBF (Mean Time Between Failures)
 MTBF is a basic measure of reliability for repairable items. It can be
described as the number of hours that pass before a component,
assembly, or system fails. It is a commonly-used variable in reliability
and maintainability analyses.
 MTTF (Mean Time To Failure)
 MTTF is a basic measure of reliability for non-repairable systems. It is
the mean time expected until the first failure of a piece of equipment.
MTTF is a statistical value and is meant to be the mean over a long
period of time and large number of units.

41. Focused Improvement
7
Total Productive Maintenance
Module. 11

42. 42
To achieve regular, incremental improvements in equipment
operation by small groups
of employees working together proactively so as to continually
improve OEE performance
Focused Improvement
 Benefits:
 Recurring problems are identified and resolved by cross-
functional teams
 Combines the collective talents of a company to create an
engine for continuous improvement
Focused Improvement
Objective:

43. 43
Focused Improvement - Target
 Achieve and sustain zero losses - OEE
 Unplanned downtimes
 Minor stops
 Measurement and adjustments
 Defects
 It also aims to achieve 30% manufacturing cost reduction
Focused Improvement

44. 44
 Relocating gauges and grease fittings for easier access
 Making shields that minimize contamination
 Centralizing lubrication points
 Making debris collection accessible
Examples of Focused Improvement Events
Focused Improvement

45. 45
Improving OEE Through Kaizen Event
Focused Improvement
Set TPM
Targets
Go after
the targets
with everyone’s
help
Analyze
breakdowns,
suggest
improvements
Track and
record
performance
Report
results and
Have them
recognized
Achieve
and verify
targets

46. 46
Safety & Environmental Management
Safety & Environmental Management
Typical causes for
accidents in production
Unintentional unsafe acts
are the leading cause of
accidents in most work
places in industry.
Properly establishing
standardized work and
following standardized
work can prevent injuries.

47. TPM Implementation
9
Total Productive Maintenance
Module. 11

48. 48
TPM Implementation Master Plan
 Define a 3-5 year TPM Master Plan
 More detailed plan for the first 3 years
 3 major deployment phases:
 Preparation
 Implementation
 Expansion
 Suggested focus for first 3 years:
 Education & Training
 Autonomous Maintenance
 Planned Maintenance
 OEE / Focused Improvement
TPM Implementation

49. 49
12 Steps of TPM Implementation
12. Perfect TPM implementation and raise TPM levels
6. Invite customers, affiliated companies and subcontractors
TPM Implementation
Preparation
Kick-
off
Implementation
1. Announcement to introduce TPM
2. Introductory education campaign for the workforce
3. TPM Promotion (special committees)
4. Establish basic TPM policies and goals
5. Preparation and Formulation of a master plan
7. Develop an equipment management program
8. Develop a planned maintenance program
9. Develop an autonomous maintenance program
10. Increase skills of production and maintenance personnel
11. Develop early equipment management program
Stabilization

50. 50
 Engaging employees
 Aim for early success
 Providing active leadership
 Share success stories
 Rewards and recognition
 Continuously improve OEE
 Evolving the TPM initiative over time and integration with
Lean
How to Sustain TPM
Sustaining TPM

51. 51© Lean & Mean Consulting. All rights reserved. 2016