TPM is an impratnat area of concern in TQM.

1. MEL420: Total Quality Management
Total Productive Maintenance
S G Deshmukh

2. Contents..
 Imperatives
 Concepts of maintenance
 OEE
 Pillars of TPM
 Examples
 Case study
 Closure

3. Concept of maintenance
 A set of various maintenance
interventions (corrective, preventive,
condition based etc.) and the general
structure in which these interventions
are foreseen.
Source: Pintelon and Waeyenbergh, 1999

4. Done By
A B C D
Routine
Inspection
38 % 62 %
Periodic
Inspection
5 % 93 % 2 %
Minor
Repair
1 % 85 % 4 % 10 %
Shutdown 2 % 83 % 4 % 11 %
Practice of Maintenance Function in India
A : Operator B : Maintenance
C : Project/Construction D : Sub-Contractor
Source: Survey 1998 ( of 139 companies)

5. Generation Characteristics
of Equipment
Maintenance technique &
Philosophy
I
(Before Second
World War)
Simple, over
designed , easy-
to-repair
Basic & Routine
Reactive breakdown service
II
(II WW to late 70’s)
Complex, Higher
main. Cost relative
to other op costs
Planned Preventive Maintenance
Time tested approach
III
(80’s onwards)
Continued
complexity
Costly downtime
JIT systems
Rising demand for
standards
Safety
Condition monitoring
Reliability Centered Maintenance
Computer aided
Multi-skilled workers
Reliability & availability
Proactive & strategic

6. Time line…1..
 1950’s
 Manpower (simple)
 “Fix it when it breaks”
 Maintenance is a production task
 “necessary evil”
 1950-1974
 Mechanization (complex)
 “I operate – You fix”
 Availability/longevity and PM
 Maintenance is a task of maintenance department
 “ technical matter”

7. Time line…2..
 > 1975
 Automation (more complex)
 Reliability , availability, maintainability with safety,
quality & environment
 CBM, Multi-skiling
 Maintenance is NOT an isolated function
 “Profit contribution”
 2000 onwards
 Globalization
 Trend towards outsourcing
 IT and Technology based
 Maintenance is external and internal partnerships
 ”partnership” concept

8. Types of Maintenance..
Breakdown maintenance:
 It means that people wait until equipment
fails and repair it. Such a thing could be
used when the equipment failure does not
significantly affect the operation or
production or generate any significant loss
other than repair cost.

9. Types of Maintenance..
Preventive maintenance
 It is a daily maintenance (cleaning,
inspection, oiling and re-tightening), design
to retain the healthy condition of equipment
and prevent failure through the prevention of
deterioration, periodic inspection or
equipment condition diagnosis, to measure
deterioration. It is further divided into
periodic maintenance and predictive
maintenance

10. Types of Maintenance..
 Periodic maintenance (Time based maintenance - TBM)
 Time based maintenance consists of periodically
inspecting, servicing and cleaning equipment and
replacing parts to prevent sudden failure and process
problems.
 Predictive maintenance
 Service life of important part is predicted based on
inspection or diagnosis, in order to use the parts to the
limit of their service life. Compared to periodic
maintenance, predictive maintenance is condition
based maintenance. It manages trend values, by
measuring and analyzing data about deterioration and
employs a surveillance system, designed to monitor
conditions through an on-line system.

11. Types of Maintenance
Maintenance prevention
 It indicates the design of new equipment.
Weaknesses of current machines are
sufficiently studied (on site information
leading to failure prevention, easier
maintenance and prevents of defects,
safety and ease of manufacturing) and are
incorporated before commissioning new
equipment.

12. Remarks..
 With profit margins decreasing , need for
good maintenance planning is obvious
 In traditional organizations, maintenance is
NOT given due importance.
 It is a support function, non-productive and a
non-core function adding very little value to
business or bottom-line
Lack of connection between
Maintenance and Profitability

13. Remarks..
 The concept has moved from failure
based to use-based maintenance and
increasingly towards condition based
maintenance
 Greater emphasis on availability,
reliability, and safety of the production
facilities to meet competitive priorities
of cost, quality, delivery and service

14. Different perspectives on TPM
 General movement on the part of businesses to try
to do more with less
 An integrated life-cycle approach to factory
maintenance and support
 A comprehensive productive-maintenance delivery
system
 Way of working together to improve equipment
effectiveness
 Production driven improvement methodology
 Intended to bring both functions together by a
combination of good working practices , team
working and continuous improvement

15. Need to exploit synergy between
operation and
Equipment
 Design of Equipment/Installation/
Tooling operation/QC
 Operation Education and Training
 Equipment Centered Maintenance
system
 Overall equipment effectiveness
(OEE)
= Availability x Rating x Yield

16. TPM
 Implications for various functions
 - Design
 - Manufacturing
 - Distribution
 - Customer feedback
 Quality
 - Through Design
 - Through Service
 - Through Operations
 Top Management Support
 Examples: Photostat Machine, Mixer etc

17. TPM …
 Strives for maximum equipment effectiveness
 Establishes a total system of preventive
maintenance for the entire life of the equipment
 Participation by all sectors of the organization
that plan, use and maintain equipment
 Participation from top management to the
frontline staff
 Execution based on small group activity (SGA):
team approach

18. TPM … according to JIPM
(Japanese Institute of Plant Maintenance )
 Establishes a corporate culture that will maximize
system effectiveness
 Organizing a practical shop-floor system to prevent
losses before they occur throughout the entire
production system life cycle with a view of achieving
zero accidents, zero defects, and zero breakdowns
 Involving all functions of organization including
production, development, sales and management
 Achieving zero losses through the activities of
overlapping small groups

19. Remarks..
 TPM is a Low Cost People Intensive System for
Maximizing Equipment Effectiveness by Involving
entire Company in a Preventive maintenance program
 Operators are Expected to :
 Understand how machine operate
 Perform all Routine PM (Lubrication, Cleaning etc)
 Inspect machine daily
 Handle all Basic Repairs

20. TPM..
TOTAL
 ALL Encompassing by maintenance, production
 Individuals working together.
PRODUCTIVE
 Production of Goods, Services that meet or exceed
 Customers Expectations.
MAINTENANCE
 Keeping equipment, Plant in as good or better than the
 Original conditions at all times.

21. Goals
•Maintaining & Improving Equipment Capacity
•Maintaining Equipment for Life
•Using Support from all areas of the operations
•Encouraging Input from all employees
•Using Teams for continuous improvement

22. Major Loss Areas in a Typical
Plant
 Planned downtime loss
 Unplanned downtime loss
 Idling and minor stoppages
 Slow down
 Process non conformities
 Scrap

23. Equipment Utilization
 Fundamental Premise - All equipment is
available to be run 7 X 24
Equipment Utilization
24 hours x 7 days
Unscheduled
Time
Scheduled
Downtime
Running Time
7 Major Losses

24. Unscheduled Time
 Is the time the equipment is available to run
more production. This measures how much
more output is available from the current
assets if needed
 Holidays
 Mid-Week idle time
 Weekends
 Rate is reduced due to lack of scheduled
demand
 Stopped or Off State

25. Scheduled Downtime
 Is the time allocated to scheduled
activities on the equipment
 Planned Maintenance / Shutdowns
 Meetings / Training / Breaks
 Trials
 Planned Cleaning
 Stopped, Off or Standby State

26. Major Losses
 Breakdowns
 Major Stoppages (Stopped, Off, Standby)
 Change Over (Stopped, Off, Standby)
 Start Up / Shut Down (Starting, Stopping,
Aborting)
 Performance Losses
 Minor Stoppages (Standby, Stopped)
 Speed Losses (Producing)
 Defects
 Quality Losses (Producing)

27. Running Time
 Is the time that is left (Producing)

28. Asset ( Capacity ) Utilization
 This defines how effective an asset is being utilized
 The inverse reveals how much more output is
available from the current asset if needed today.
 Graphically Presented :
Asset ( Capacity )
Utilization =

29. Minor Stoppages
 These are all stoppages less than 10 minutes
 For example - equipment jams
 Minor stoppages, although short in duration, are often a
significant total loss when summed up
 Minor stops highlight the area of operator frustration and
increasing trends can identify deterioration of the
equipment
 The actual # of minor stoppages are to be recorded
and we will back into the minor stoppage time.
 Be very accurate in capturing the time for the other
equipment losses !

30. Major Stoppages
 These are all stoppages 10 minutes or greater
 Equipment Failures - Are failures due to
 Electrical
 Mechanical
 Other Failures
 Stoppages due to packaging defects
 Supplier related downtime
 Warehouse downtime
 For each major stoppage, each individual event should
be recorded noting the duration

31. Major Stoppages cont..
 The stoppage time is the total time from the
equipment stopping, until it starts again.
 These stoppages should be grouped into
Equipment and Other failures.
 Equipment failures are stoppages resulting from
equipment deterioration.
 It is the major responsibility of planned
maintenance to eliminate Equipment Failures.
 Over time, effective planned maintenance will
reduce the mean time between failures (MTBF).

32. Change Overs
 Change Overs are defined as any “change
process” that needs to be managed on the
production floor.
 Change overs include size change overs,
washouts, deal changes, line Sanitizations,
etc.
 Change Overs are considered to be non-
value added because they contribute a
significant amount of lost time that should
be available for running more demand.

33. “Running” Change Overs
 The running change over time begins when the line
is shut down to start the change and ends when the
line is re-started and the hourly case count has
reached 50% of its scheduled rate.

34. Quality ( Defect ) Losses
 Quality Losses occur when equipment is used to produce
product, which is not immediately available for distribution.
 All product which is not immediately released for distribution is
considered a loss, because of the delay created in the supply
chain.
 Often some of the material can be release after inspection, but
this increases inventory costs and reduces customer service.
 Quality Losses are normally calculated.
 The quantity of material initially held divided by the design rate
produces the equipment time used to generate Quality Losses.
 Example:
 Initial Hold 2300 units
 Design Speed 100 units/min
 Quality Loss 23 min.

35. Start Up and Shut Down
Losses
 These losses occur when equipment has been shutdown. Often
there are delays in equipment or man power preventing
immediate resumption of production.
 Examples include:
 Start up after annual shutdown
 Start up after holidays or weekends
 Start up after lunches and breaks
 Startup losses include the “ramp up time”. Therefor, the time
required to achieve 50% of the design rate. This is measured
in the same way as Changeovers.
 If the break or other scheduled event exceeds the scheduled
down time the excess time is considered part of the Shutdown
Loss.

36. Computing Speed Loss Time
and Minor Stoppage Time
 Example
 Available Time: 8 hours
 Actual Production: 1100 Units
 Designed Speed: 300 Units / hr
 Actual Speed: 250 Units / hr
 Losses accounted for:
 Change Over = 1 hour
 S/U & S/D = .5 hours
 Major Stoppages = 1 hour
 Quality = .5 hours

37. Computing Speed Loss Time and Minor
Stoppage Time example cont..
 Step 1. Subtract the known losses from the available time
 8 – 1 - .5 –1 - .5 = 5 hours of Remaining Time
 Step 2. Calculate Speed Loss assuming no minor stoppages.
 Speed Loss Factor ( SLF ) = 1 – 250 / 300 = .167
 Speed Loss Time = Remaining Time * SLF
 Speed Loss Time = 5*.167 = .83 hours
 Step3. Calculate the total time for Speed Loss & Minor
Stoppages.
 To produce 1100 Units at the design speed should have taken
 1100 Units @ 300 Units / hour = 3.67 hours of Theoretical
Production Time

38. Challenges:
 Provide Usable Data and Information to the Users to Make
decisions.
 Ensure Flexible Standardization for the User to define what is
being captured and how it is used.
 Stratification - Factory, Department, Line, Machine Center,
Component.
 Clarification - What caused the change of state:
 User Input
 Blocked
 Starved
 Electrical or Mechanical Failure
 Protocol for the Myriad of Possibilities, Definitions and local
Environments.

39.  Other way of computing OEE

40. Formulas and Abbreviations
A = Availability = MTBF/(MTBF+MTTR)
MTBF: Mean Time Between Failure
MTTR: Mean Time to Repair
OEE = Ax PE x Q
OEE = Overall equipment Effectiveness
PE= Performance Efficiency= RE x SE
RE = Rate Efficiency
= (Actual Production Vol.) x Actual CT/
Actual Running Time
SE = Speed Efficiency
= Design cycle Time (DCT)/Actual Cycle Time (ACT)
Q= Quality Rate
= (Actual Production Volume – Defective Volume)/
Actual Production Volume

41. Equipment Effectiveness = M/C Availability x Perf. Eff. x Quality
= (PT-DT/PT)x (TCT/ACT) x (QP-D/QP)
PT= Planned Time
DT= Down Time
TCT= Theor. Cycle Time
ACT= Actual Cycle Time
QP= Quantity Produced
D= No. of defects

42. OEE…
To three measurable:
 Availability (Time), Performance
(Speed) & Yield (Quality).
 When the losses from
Time X Speed X Quality are multiplied
together, thus resulting in OEE

43. Example
XYZ Plant runs TWO shifts (2x8 = 16 hours), during
each shift, 2 Hours of planned down-time:
 Planned Running Time = 16-2x2= 12 Hours
110 minutes for set ups + 75 min for breakdowns/
repairs
 Actual running time = 12x60-(110+75)= 535 min
 A = Availability = (535/12x60)= 0.7431

44. Average daily throughput of machine = 830 units
Actual cycle time= 0.6 min/part
In theory it should take 830x0.6 = 498 minutes/
days parts to produce
RE= Rate Efficiency= (Actual Prod Vol. x Actual CT)/
Actual run time
= 830x0.6/535= 498/535
= 0.9308
Suppose machine is designed to produce 2 parts/min
=0.5min/part
SE = Speed Efficiency
= Design CT/Actual CT = 0.5/0.6= 0.8333
PE = RE x SE= 0.9308x0.833 = 0.7756
The machine produces 800 good units
Quality rate = 800/830 = 0.9639
OEE = A x PE x P=0.7431 x 0.7756 x 0.9639
=0.5555
OEE = 55.55%

45. Typical Losses
 Downtime for equipment set-up or adjustments
 Downtime from Sporadic/Chronic equipment
 Breakdown
 Idling & Minor stoppages
 Reduced speed of Operations
 Defects Caused by variability in equipment
 Performance
 Reduced Yield caused by Non-Optimal operation

46. PILLARS for TPM
 Autonomous Maintenance
 Continuous Improvement
 Planned Maintenance
 Quality Maintenance-
 Material Planning
 & Design
 Education & Training
 Office TPM
 Safety/ Hygiene of Environmental
Control

48. Good Housekeeping (5-S)
 A place for everything
 Everything in its place
 Everything Visible
 Everyone involved in cleaning, checking
& anticipating Problems

49. Philosophy of 5-S
 Based on Japanese words that
begin with ‘S’, the 5S Philosophy
focuses on effective work place
organization and standardized
work procedures. 5S simplifies
work environment, reduces
waste and non-value activity
while improving quality
efficiency and safety

50. 5-S : Housekeeping Practices
 Sort means to separate needed tools, parts, and
instructions from unneeded materials and to
remove the latter.
 Systematize means to neatly arrange and identify
parts and tools for ease of use.
 Sweep means to conduct a cleanup campaign.
 Standardize means to conduct Sort, Simplify, and
Scrub at frequent, indeed daily, intervals to
maintain a workplace in perfect condition
 Self-discipline means to form the habit of always
following the first four Ss.

51. Observations..
 Once fully implemented, the 5S process
can increase morale,
 create positive impressions on
customers, and
 increase efficiency and organization.
 Not only will employees feel better about
where they work, the effect on continuous
improvement can lead to less waste, better
quality and faster lead times. Any of which
will make your organization more profitable
and competitive in the market place.

52. JAPANESE ENGLISH MEANING
TYPICAL
EXAMPLE
Seiri Sort Organization
Throw away
rubbish
Seiton Systematize Neatness
30-second
retrieval of
document
Seiso Sweep Cleaning
Individual
cleaning
responsibility
Seiketsu Standardize Standardizati
on
Transparency of
storage
Shitsuke
Self-
discipline
Discipline Do 5 “S” daily

53. 5-S
• SEIRI
- Identifying Unnecessaries ,Getting Rid of the
Unnecessary , and Stratification Management
• SEITON
- Functional Layout ; Deciding Where to Put What?
- Promoting Neatness
• SEISO
- Workplace and Equipment Cleaning
- The “To Clean is to Inspect” Attitude
• SEIKETSU
- Visual Management and and Tools and
Methods for Visual Control
• SHITSUKE
- Habit Formation and Discipline , and Personal
Responsibility

54. Seiri: Sort or Organization. This is about
separating things that are necessary for the job
from those that are not.
After
Before

55. TQM and TPM
Category TQM TPM
Object
Quality (Output
and effects)
Equipment
(Input and
cause)
Means of
attaining
goal
Systematize the
management.
It is software
oriented
Employees
participation and it
is hardware
oriented
Target Quality for PPM
Elimination of
losses and
wastes.

56. TPM Starters
 BIRLA TYRES
 GABRIEL
 BHARAT SEATS
 BAJAJ AUTO
 M&M
 BPL SANYO
 SUNDARAM
CLATTON
 SONA
 SUNDARAM
FASTNERS
 CLUTCH AUTO
 VIKRAM CEMENT
 HLL

57. Observations..
 TPM is a manufacturing led initiative
that emphasizes the importance of
people,
 a 'can do' and 'continuous improvement'
philosophy and the importance of
production and maintenance staff
working together.

58. TPM & Other concepts
 The major difference between TPM and
other concepts is that the operators are
also made to involve in the
maintenance process. The concept of "I
( Production operators ) Operate,
You ( Maintenance department ) fix" is not
followed.

59. Example
 As an example, in one manufacturing plant, one
punch press was selected as a problem area.
 The machine was studied and evaluated in extreme
detail by the team. Production over an extended
period of time was used to establish a record of
productive time versus nonproductive time.
 Some team members visited a plant several kms
away which had a similar press but which was
operating much more efficiently. This visit gave them
ideas on how their situation could be improved.
A course of action to bring the machine into a "world
class" manufacturing condition was soon designed
and work was initiated.

60. Example .. contd
The work involved taking the machine out of
service for cleaning, painting, adjustment, and
replacement of worn parts, belts, hoses, etc.
As a part of this process, training in operation
and maintenance of the machine was reviewed.
A daily check list of maintenance duties to be
performed by the operator was developed. A
factory representative was called in to assist in
some phases of the process

61. Example .. contd
 After success has been demonstrated on
one machine and records began to show
how much the process had improved
production, another machine was
selected, then another, until the entire
production area had been brought into a
"world class" condition and is producing
at a significantly higher rate

62. Learnings..
 Note that in the example above, the operator was
required to take an active part in the maintenance of the
machine. This is one of the basic innovations of TPM.
 The attitude of "I just operate it!" is no longer
acceptable. Routine daily maintenance checks, minor
adjustments, lubrication, and minor part change out
become the responsibility of the operator.
 Extensive overhauls and major breakdowns are handled
by plant maintenance personnel with the operator
assisting. Even if outside maintenance or factory experts
have to be called in, the equipment operator must play a
significant part in the repair process

63. Direct benefits of TPM
 Increase productivity and OPE ( Overall Plant
Efficiency ) by 1.5 or 2 times.
 Rectify customer complaints.
 Reduce the manufacturing cost
 Satisfy the customers needs by Delivering the
right quantity at the right time, in the
required quality. )
 Reduce accidents.
 Follow pollution control measures.

64. Indirect benefits of TPM
 Higher confidence level among the employees.
 Keep the work place clean, neat and attractive.
 Favorable change in the attitude of the
operators.
 Achieve goals by working as team.
 Horizontal deployment of a new concept in all
areas of the organization.
 Share knowledge and experience.
 The workers get a feeling of owning the
machine.

65. Industry Practice
 Ford, Eastman Kodak, Dana Corp., Allen Bradley, Harley Davidson; these
are just a few of the companies that have implemented TPM successfully.
All report an increase in productivity using TPM.
 Kodak reported that a $5 million investment resulted in a $16 million
increase in profits which could be traced and directly contributed to
implementing a TPM program.
 One appliance manufacturer reported the time required for die changes on
a forming press went from several hours down to twenty minutes! This is
the same as having two or three additional million dollar machines
available for use on a daily basis without having to buy or lease them.
 Texas Instruments reported increased production figures of up to 80% in
some areas. Almost all the above named companies reported 50% or
greater reduction in down time, reduced spare parts inventory, and
increased on-time deliveries. The need for out-sourcing part or all of a
product line was greatly reduced in many cases.
 Birla Cement, TVS, HLL, Tata Steel, Rallis are some of the Indian
companies going for TPM

66. Tata Steel conferred “The TPM Excellence Award – 2004”
by Japan Institute of Plant Maintenance (JIPM)
-November 15, 2004
 Four units of Tata Steel have been adjudged winners
of the ‘TPM Excellence Award - 2004’ by Japan
Institute of Plant Maintenance (JIPM). Every year the
institute confers the TPM awards to applicants from
all over the world, who are doing remarkably well in
implementing TPM to increase plant efficiency. This is
the first time in India, when a hot strip mill, a
bearings plant or a precision tube mill has achieved
the distinction of getting the JIPM TPM Excellence
Award.

67. Press Release of Tata Steel
(Contd)
 Competitiveness, sustainability and the need to maintain its position as the
lowest cost producer in the world had prompted Tata Steel to adopt various
improvement initiatives which helped the company in achieving its goal of being
the lowest cost producer of steel in the world. As part of this effort, in 1999-
2000 the company undertook to implement “Total Productive Maintenance” or
TPM at some of its critical units. These were the hot strip mill, precision tube
mills (tubes division), bearings division (Kharagpur) and the Wire Rod Mill.
 The prime objective of deployment of TPM at Tata Steel has been to achieve a
status of “Zero Accident”, “Zero Breakdown”, “Zero Customer Complaint” and
“Zero Defect”. The remarkable deployment results of TPM in the four units had
encouraged Tata Steel to challenge the coveted ‘TPM Excellence Award - First
category” of JIPM, for all these four units.
Buoyed by the significant improvements achieved in these units, the
deployment of this TPM philosophy has now been done at all the
manufacturing and support service areas of the company including mines and
collieries. As of now, more than 50 units of the company have initiated the TPM
journey and are at various stage of its deployment.

68. Office TPM
 Office TPM should be started after activating
shop floor TPM
 Office TPM must be followed to improve
productivity, efficiency in the administrative
functions and identify and eliminate losses.
This includes analyzing processes and
procedures towards increased office
automation.

69. Major Losses in office
 Office TPM addresses twelve major losses. They are
 Processing loss
 Cost loss including in areas such as procurement, accounts,
marketing, sales leading to high inventories
 Communication loss
 Idle loss
 Set-up loss
 Accuracy loss
 Office equipment breakdown
 Communication channel breakdown, telephone and fax lines
 Time spent on retrieval of information
 Non availability of correct on line stock status
 Customer complaints due to logistics
 Expenses on emergency dispatches/purchases

70. How to start Office TPM?
 Providing awareness about office TPM to all support
departments
 Helping them to identify P, Q, C, D, S, M in each
function in relation to plant performance
 Identify the scope for improvement in each function
 Collect relevant data
 Help them to solve problems in their circles
 Make up an activity board where progress is
monitored on both sides – results and actions along
with Kaizens.
 Fan out to cover all employees and circles in all
functions.

71. P Q C D S M in Office TPM
 P – Production output lost due to want of material, Manpower
productivity, Production output lost due to want of tools.
 Q – Mistakes in preparation of cheques, bills, invoices, payroll,
Customer returns/warranty, Rejection/rework in POs/job work,
Office area rework.
 C – Buying cost/unit produced, Cost of logistics –
inbound/outbound, Cost of carrying inventory, Cost of
communication, Demurrage costs.
 D – Logistics losses (Delay in loading/unloading)
 Delay in delivery due to any of the support functions
 Delay in payments to suppliers
 Delay in information
 S – Safety in material handling/stores/logistics, Safety of soft and
hard data.
 M – Number of kaizens in office areas.

72. TPM
 Part of Strategy
 Proactive to eliminate breakdowns
 Planned & Controlled expenses with specific
measures
 Maintenance as a part of equipment selection &
design
 Carefully Planned Inventory
 Everybody’s Job
 Generates & Implement Ideas
 Quality – Everybody’s Job!
 Part of manufacturing team
TQC+TEI = TPM

73. Some Comments
 Education and knowledge of TPM
 Ignoring the yardstick
 TPM is NOT a maintenance system
documentation
 Reset priorities
 TPM cannot be implemented
overnight
 Address all human issues

74. Closure…
 TPM is a people initiative
 Involvement of all
 Support from top management
 It is NOT a maintenance program but to
be treated as a plant wide philosophy in
the spirit of continual improvement