total productive maintenance & overall equipment efficiency

1. What is Total Productive
Maintenance?
TPM is a plant improvement methodology which
enables continuous and rapid improvement of the
manufacturing process through use of employee
involvement, employee empowerment, and
closed-loop measurement of results.

2. Breakdown of TPM
TOTAL = All encompassing by maintenance and
production individuals working together
PRODUCTIVE = Production goods and services that
meet or exceed customers’ expectations
MAINTENANCE = Keeping equipment and plant in as
good as or better than the original conditions at all
times

3. Goals of TPM
1. Aims at getting the most effective use of equipment
2. Builds a comprehensive PM system
3. Brings together people from all departments concerned
with equipment
4. Requires the support and cooperation of everyone from
top managers down
5. Promotes and implements PM activities based on
autonomous small group activities.
6. Maintaining Equipment for life
7. Encouraging input from all employees
8. Using teams for continuous improvement

4. TPM Basic Policy and Objectives
o To maximize overall equipment effectiveness (Zero
breakdowns and failures, Zero accident, and Zero
defects etc) through total employee involvement
o To improve equipment reliability and maintainability
as contributors to quality and to raise productivity
o To aim for maximum economy in equipment for its
entire life
o To cultivate equipment-related expertise and skills
among operators
o To create a vigorous and enthusiastic work environment

5. TPM Corporate policy
• To aim for world-class maintenance, manufacturing performance
and quality
• To plan for corporate growth through business leadership
• To promote greater efficiency through greater flexibility
• Revitalize the workshop and make the most of employee talents

6. TPM - Evolution
• Breakdown maintenance
• Preventive maintenance (PM)
• Productive maintenance
• Total productive maintenance

8. 12 TPM Development Program Steps
Preparation
1. Formally announce the decision to introduce TPM
2. Conduct TPM introductory education and publicity campaign
3. Create TPM promotion organization
4. Establish basic TPM policy and goals
5. Draft a master plan for implementing TPM

9. Introduction
6. Kick off TPM initiatives
(to cultivate the atmosphere to raise morale, inspiration and
dedication)
Implementation
7.Build a corporate constitution designed to maximize the effectiveness of facilities
- Conduct focused improvement activities
- Establish and deploy autonomous maintenance program
- Implement planned maintenance program
- Conduct operation and maintenance skills training
8.Build an early management system for new products and equipment

10. 9. Build a quality maintenance system
10. Build an effective administration and support system
11. Develop a system for managing health, safety, and the
environment
Consolidation
12. Sustain a full TPM implementation and raise levels (Prize)

12. Five fundamental TPM
activities
1. Autonomous maintenance
2. Equipment improvement
3. Quality maintenance
4. MP(Maintenance Prevention) system-building
5. Education and training

14. Pillars of TPM

15. PILLAR 1 - Autonomous Maintenance
A collaborative team activity involving production, maintenance,
and engineering Maintaining Basic conditions on shop floor & in
Machines. All over participation through TPM Circles.
PILLAR 2 - Focused Improvement
Improvement on every one’s activity.
Improvement is to eliminate Production losses and cost
reduction. Improvement in Reliability, Maintainability, and cost.

16. PILLAR 3 - Planned Maintenance
Logical analysis “Real causes for real counter measures”.
Focus on Prevention. It is aimed to have trouble free machines and
equipments producing defect free products for total customer satisfaction.
Example: Preventive Maintenance, Breakdown Maintenance, etc.,
Six steps in Planned maintenance :
1.Equipment evaluation and recoding present status.
2.Restore deterioration and improve weakness.
3.Building up information management system.
4.Prepare time based information system, select equipment, parts
and members and map out plan.
5.Prepare predictive maintenance system by introducing equipment
diagnostic techniques.
6.Evaluation of planned maintenance.

17. PILLAR 4 - Quality Maintenance
-Developing perfect machine for perfect Quality.
-Eliminating In – Process defects and custom complaints.
PILLAR 5 - Education & Training
-Skills development for uniformity of work practices on machines.
-Skills for Zero defects, Zero breakdowns & Zero accidents.
-Multi Skilled employees in all departments
PILLAR 6 - Development Management
-Developing machines for “high equipment effectiveness”.
-Quick process for developing new products.
Example: KAIZEN

18. PILLAR 7 - Safety, Health & Environment
-Zero accidents and Zero hazards at works.
-Zero Pollution at Plant and Environment.
PILLAR 8 - Office 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

19. TPM and Traditional Maintenance
Reactive maintenance inherently wasteful and
ineffective with following disadvantages:
1.No warning of failure
2.Possible safety risk
3.Unscheduled downtime of machinery
4.Production loss or delay
5.Possible secondary damage
Need for:
-Stand-by machinery
-A stand-by maintenance team
-A stock of spare parts

20. Costs include:
-Post production
-Disrupted schedule
-Repair cost
-Stand-by machinery
-Spare parts
Real cost of reactive maintenance is more than the
cost of maintenance resources and spare parts
Pro-active maintenance (planned, preventive and
predictive) more desirable than reactive maintenance

21. TPM enables or provides:
The traditional maintenance practices to change from reactive to pro-active
A number of mechanisms whereby
Breakdowns are analyzed
Causes investigated
Actions taken to prevent further breakdowns
Preventive maintenance schedule to be made more meaningful
To ‘free up’ maintenance professionals to:
Carry out scheduled and preventive maintenance
Gather relevant information as important input to the maintenance system
Keep the system up to date
To review cost effectiveness
To develop and operate a very effective maintenance system an integral
part of manufacturing

22. Establish and maintain a clean,
neat and tidy workplace
Translation of 5 Japanese S’s
1. Seiso => Shine / Cleanliness
(Thoroughly clean the workplace)
Advantages:
– Pleasant and safer workplace and improved morale
– No wear, corrosion and failure of machinery due to dirt and debris
– Easy detection of oil leakage and spilage
– Psychological effects for improved reactions and performances
– Reduced hazards and more visible warning signs

23. 2.Seiri => Sort / Arrangement
(Eliminate unnecessary items)
Better arrangement for ease of access and use of:
-Facilities, tools, fixtures and materials etc.
which brings substantial benefits
3.Seiton => Set In Order / Neatness
Efficient and effective storage method
-Defined location for storage of every facility required for production process
-Encourage people to return the facility after use

24. 4.Shitsuke => Sustain / Discipline
(Sustain new status quo ‘everything in its place’)
Required to ensured that facilities are:
-Returned in proper location after use
-Kept clean and tidy
-Repaired / replaced if damaged
5.Seiketsu => Standardize / Order
Order and control to be established for:
-The above procedures and mechanisms
-Introduction of CAN DO activities at early stage
-Part of the company culture

25. Tangible and Intangible Benefits of TPM
 Tangible benefits:
1.Productivity up due to
 Sudden breakdowns down
 Overall facilities effectiveness up
2.Process defect rate down
3.Customer compliant/claims down
4.Products and work-in-process down
5.Shutdown accidents down
6.Pollution incidents down
7.Improvement suggestions up

26. Tangible benefits (contd.):
8.Financial losses drop due to reduction in breakdowns
9.Repair costs drop
10.Maintenance labour-hours reduce
11.Energy costs reduce
12. Company’s manufacturing profit ratio up

27. Intangible benefits:
1.Achieving full-self management
2.Operators have ownership of their equipments
3.They look after it by themselves without direction
4.Eliminating breakdowns and defects
5.Growing confidence and ‘can-do’ attitude
6.Making previously dirty and oily workplaces to a unrecognizably
clean, bright and lively
7.Giving better image to the visitors and thereby getting more orders

28. Why is TPM so popular and important ?
Three main reasons:
1. It guarantees dramatic results (Significant tangible results)
 Reduce equipment breakdowns
 Minimize idle time and minor stops
 Less quality defects and claims
 Increase productivity
 Reduce manpower and cost
 Lower inventory
 Reduce accidents

29. Why is TPM so popular and important ?
2. Visibly transform the workplace
(plant environment)
Through TPM, a filthy, rusty plant covered in oil and grease, leaking fluids
and spilt powders can be reborn as a pleasant and safe working
environment
Customers and other visitors are impressed by the change
Confidence on plant’s product increases
3. Raises the level of workers knowledge and skills
As TPM activities begin to yield above concrete results, it helps:
 The workers to become motivated
 Involvement increases
 Improvement suggestions proliferate
 People begin to think of TPM as part of the job

30. What is OEE
OEE (overall equipment efficiency) is a “best practices” way
to monitor and improve the efficiency of your manufacturing
processes
-machines
-manufacturing cells
-assembly lines

44. Why use OEE?
Productivity Increases of 10-50%
 Reduce Unplanned Downtime
Reduce Setup and Changeover Times
Better Management of Resource Allocation, Planning and Scheduling
Operator Productivity Increases
Efficiency with Automated Data Collection
Better Root Cause Analysis
Improve Quality, Minimize Rejects
Identify Bottlenecks and Constraints
Improve On-Time Delivery
Manage Operations Pre-emptively & Proactively
Measurably Improve Profitability

45. Why use OEE?
 OEE is integral to Successful LEAN manufacturing
 Used adroitly, Strategic OEE means Millions of $$ of Profits
 ‘Financial OEE’ becomes a Navigational tool for Success
 OEE = Quality, Reliability and Manufacturing Best Practices
 World Class OEE = “Least Price Provider” of products

46. Why use OEE?
Characteristics of Top Quartile Manufacturing Organizations
OEE is the visual metric of Total Productive Manufacturing
TPM is integrated to successful LEAN Manufacturing
 Constantly improving their ‘Best Ever’ performance
 Synergizing every player’s contribution
 Effectively Communicating new ideas or conditions

47. Why is OEE so important?
 If you were told that your department was running flat out you might
reasonably assume that the equipment was running efficiently and
effectively.
 What if the equipment only ran for 65% of the time?
 What if when it ran it ran at 80% of its speed ?
 What if only 90% of the parts it made are good?
 Individually these performance measures seem to indicate an OK
piece of equipment, but is it a true picture?
 What is having an impact on these performance figures?

48. How do I measure OEE?
Overall Equipment Effectiveness
OEE % = Availability x Performance x Quality
Shows group or plant output as a percentage of maximum capacity
World Class = 85% (= 95% x 95% x 95%)
It is not uncommon to > 90%!
Availability %
Percentage of scheduled time that the operation is actually operating.
Availability % = Run Time / Scheduled Time
Performance %
Speed at which the Work Center runs as a percentage of its designed
speed or ideal cycle time or most often considered the “Standard”.
Performance % = (Parts Made x Standard) / Run Time
Quality %
Good Units produced as a percentage of the Total Units Started.
Quality % = Good Units / Units Started