2. DEFINITION
• A company-wide team-based effort to build quality into equipment and to
improve overall equipment effectiveness
• Total
– all employees are involved
– it aims to eliminate all accidents, defects and breakdowns
• Productive
– actions are performed while production goes on
– troubles for production are minimized
• Maintenance
– keep in good condition
– repair, clean, lubricate
DEFINITION
1
3. DEFINITION
• TPM combines the traditionally American practice of preventive maintenance
with Total Quality Control and Total Employee Involvement, to create a
culture where operators develop ownership of their equipment, and become
full partners with Maintenance, Engineering and Management to assure
equipment operates properly everyday.
• TPM is a system for maintaining and improving the integrity of production and
quality systems through machines, equipment, processes, and employees
that add value to the manufactuirng procerss. TPM should by fully integrated
within the manufacturing processes and any necessary support processes.
DEFINITION
2
4. HISTORY
DEFINITION
2
• Dr. Deming introduced statistical analysis and used the resulting data to
control quality during manufacturing (TQM)
• Some general concepts of TQM did not work well in the maintenance
environment
• The need to go further than preventive maintenance was quickly recognized
by those companies who were committed to TQM
• Maintenance became an integral part of TQM in the early 90’s
5. TPM MODULES
• TPM GOAL
• TARGETS OF TPM
• TPM SCOPE
• 8 PILLARS OF TPM
• CLASSIFFICATION OF MAJOR LOSSES
• PQCDSM IN OFFICE
• C-L-I-T METHOD
• OEE
• MTTR, MTBF, MTTF
• TPM IMPLEMENTATION ROADMAP
6. TPM GOAL
• TPM (Total Productive Maintenance) is a holistic approach to equipment
maintenance that strives to achieve perfect production.
ZERO
Breakdowns
Accidents
Small Stops
Defects
7. TARGETS OF TPM
• PRODUCTION
– Obtain Minimum 80% of overall production efficiency
– Obtain Minimum 90% of overall Equipment Efficiency
• QUALITY
– No Customer Complaint
• COST
– Reduce Cost of Poor Quality
• HIGH PRODUCT DELIVERY
• MULTI TASKING OPERATORS
• SAFETY
9. 8 PILLARS OF TPM
5 S
Focused
Improvement
Autonomous
Maintenance
Planned
Maintenance
Training
&
Education
Early
Management
Quality
Maintenance
Qffice
TPM
SHE
TOTAL PRODUCTIVE MAINTENANCE
10. 5S
5S - SEIRI, SEITON, SEISO, SEIKETSU, SHITSUKE
0
• SEIRI - Sorting and organising the items as critical, important, frequently used item, useless or items that are not need as of now. For this
step, the worth of the item should be decided based on the utility and not cost.
• SEITON - Concept is that “ Each item has its place and only one place”. The item should be placed back after usage and at the same
place. To identify items easily, name plates and coloured tags has to be used.
• SEISO - This involved cleaning of workplace free of burrs, oil, grease, wastes, scrap etc. No loosely hanging wires and oil leakage from
machine.
• SEIKETSU - Employee has to discuss together and decide on standards for keepling the workplace/Machines/pathways neet and clean.
This standard should be implemented for whole organisation and inspected randomly.
• SHITSUKE - Considering 5s as a way of life and bring about self discipline among the employees of the organisation. This includes
wearing ID cards, safety PPEs, following work procedures, punctuality, dedication to the organisation etc.
PRIORITY FREQUENCY OF USE HOW TO USE
Low Less than once per year Throw away, store away from
workplace
Average At least 2/6 month, once per month, once per week Store together but offline
High Once per Day Locate at the workplace
11. AUTONOMOUS MAINTENANCE
AUTONOMOUS MAINTENANCE - JISHU HOZEN
1
This pillar is geared towards developing operators to be able to take care of small maintenance tasks, thus freeing up the skilled maintenance
people to more value added activity and technical repairs. The operators are responsible for upkeep of their equipment to prevent it from
deterioration.
POLICY
1. Uninterrupted operation of equipment.
2. Flexible operators to operate and maintain other equipments.
3. Eliminating the defects at source through active employee participation.
4. Stepwise implementation of JH activites.
JISHU HOZEN TARGETS
1. Reduce oil consumption by 50%
2. Reduce process time by 50%
3. Increase use of JH by 50%
7 STEPS IN JISHU HOZEN
1. Preparation of employees 5. General inspection
2. Initial Cleanup of Machines 6. Autonomous Inspection
3. Take counter measures 7. Standardization
4. Fix tentative JH Standard 8. Autonomous Management
12. AUTONOMOUS MAINTENANCE
STEP 1 - TRAIN THE EMPLOYEES
1
Educate the employees about TPM, TPM advantages, abnormalities or 6 major losses in production
STEP 2 - INITIAL CLEAUP OF MACHINES
• Set a date to Implement Step 1
• Arrange items needed for cleaning
• On the arrange date, employees should clean the complete machine with the help of maintenance. Dust, Stains, Oil & grease should
be cleaned.
• While cleaning take care of oil leakage, loose wires, unfastned nuts & bolts and worn out parts.
• After cleanup categorize the problems with suitable tags.
• White tags is placed where problem can be solved by operators. Pink or Red tag are placed where the aid of maintenance is needed.
WHITE TAG
Date:- ________________
Machine:-___________________________
Abnormalities:-_______________________
Location:-___________________________
Identified By:-________________________
___________________________________
___________________________________
RED TAG
Date:- ________________
Machine:-___________________________
Abnormalities:-_______________________
Location:-___________________________
Identified By:-________________________
___________________________________
___________________________________
13. AUTONOMOUS MAINTENANCE
STEP 2 - continue....
1
• Contents of tag are transferred to a register.
• Make note of area which are inaccessible
• Finally close the open parts of machine and run the machine.
STEP 3 - COUNTER MEASURES
• Counter actions had to taken against the abnormalities mentioned in the TAG.
STEP 4 - TENTATIVE STANDARD
• Autonomous Maintenance schedule should be made and followed.
• The schedule should be made regarding cleaning, inspection and lubrication
STEP 5 - GENERAL INSPECTION
• The employees are trained in disciplines like Pneumatics, hydraulics, electricals, lubricant & coolants, drives, nuts & bolts and Safety.
• This is necessary in order to use inspection manual correctly by employees.
STEP 6 - AUTONOMOUS INSPECTION
• New method of cleaning and lubricating are used
• Inspection points considered in preventice maintenance should be taken in schedule
• Frequency of cleaning and lubrication should be reduced on experience basis.
14. AUTONOMOUS MAINTENANCE
STEP 7 - STANDARIZATION
1
• Upto the previous steps only the machinery/ Equipments was the concentration. However in this step the surroundings of machinery are
organised. Necessary items are organised to reduce or eliminate item searching time.
STEP 8 - AUTONOMOUS MANAGEMENT
• OEE and other TPM targets are achieved by continuous improvement through Kaizen.
15. AUTONOMOUS MAINTENANCE
C-L-I-T SHEET
1
• CLIT are the maintenance activities done by operators as part of autonomous maintenance.
– CLEAN → Clean the specified part or surface using the mentioned technique, up to the specified standard.
– LUBRICATE → Lubricate the specified part using grease, oil, etc. using the mentioned technique, up to the specified standard.
– INSPECT → Check the specified part or region for cracks, leaks, temperature & pressure readings, etc.
– TIGHTEN → Tighten the specified Nut, bolt, Screw, etc. using the mentioned technique up to the specified standard.
16. FOCUSSED IMPROVEMENT
FOCUSSED IMPROVEMENT - KOBETSU KAIZEN
2
• Kaizen is for small improvements but carried out on continual basis. The principle behind is that small but large improvements are more
effective than few improvements of large value. This pillar is aimed at reducing losses in the workplace that affects our efficiency
KAIZEN POLICY
• Practice concepts of zero losses.
• Focus to achieve cost reduction targets in all resources.
• Focus to improve overall plant equipment efficiency.
• Extensive use of PM analysis as a tool of eliminating losses
• Focus of easy handlling of operators
KAIZEN TARGETS
Achieve and sustain zero losses with respect to minor stops, measurements & adjustments, defects and unavoidable downtime.
It also aims to achieve 30% manufacturing cost reduction.
KAIZEN TOOLS
• PM Analysis.
• Why-Why Analysis
• Summary of losses
• Kaizen register
• Kaizen summary sheet.
17. MAJOR LOSSES IN PRODUCTION
There are total 16 major losses in Production:-
CATEGORY LOSSES
EQUIPMENT RELATED LOSS
Breakdown
Setup & Adjustment loss
Start-up loss
Minor Stoppage loss
Defect and rework loss
Speed reduction loss
Tool Change loss
Shutdown loss
MANPOWER RELATED LOSS
Management loss
Operating Motion loss
Line Organisation loss
Logistic/distribution loss
Measurement & adjustment loss
ENERGY & MATERIAL RELATED
LOSS
Energy loss
Yield loss
Die & Tool loss
2
18. CLASSIFICATION OF LOSSES
CATEGORY SPORADIC LOSSES CHRONIC LOSS
Causation
Causes for this failure can be easily traced.
Cause - Effect relationship is simple to trace
This loss cannot be easily identified
and solved. Even if various counter
measures are applied.
Remedy Easy to establish a remedial measure
This type of loss are caused because
of the hidden defects in the machine,
equipments and methods
Impact / Loss A single loss can be costly
A single cuause is rare - a
conbination of causes trends to be a
rule.
Frequency of occurence
The frequency of occurence is low and
occasional
The frequency of loss is more.
Corrective Action
Usually the line personnel in the productio
can attend to this problem.
Specialities in process engineering,
quality assurence and maintenance
people are required.
2
20. PLANNED MAINTENANCE
With Planned Maintenance we evolve our efforts from reactive to a proactive method and use trained maintenance staff to
help train the operators to better maintain their equipments.
3
POLICY
• Achieve and sustain availability of machines
• Optimum maintenance cost
• Reduce spare inventory
• Improve reliability and maintainability of machines
TARGET
• Zero equipment failure and breakdown
• Improve reliability and maintainability by 50%.
• Reduce maintenance cost by 20%
• Ensure availability of spares all the time.
21. PLANNED MAINTENANCE
3
6 STEPS IN PLANNED MAINTENANCE
• Equipment evaluation and recording of present status
• Restore deterioration and improve weakness.
• Building up information management system.
• Prepare time based information system, select equipment, parts and members and map out
plan
• Prepare predictive maintenance system by introducing equipment diagnostic techniques.
• Evaluation of planned maintenance.
22. PLANNED MAINTENANCE
3
MTTR, MTBF, MTTF
MTTR - Mean Time To Repair → It represents the average time required to repair a failed component or device.
MTTR reflects the time it takes an organization to react to unplanned incidents and put their gear, equipment, and devices
back to work again.
Calculate MTTR
Find out the total time spent on unplanned maintenance for a given asset (e.g., a specific device). Then you divide that
number by the number of failures that happened with that equipment over a specified period of time.
23. PLANNED MAINTENANCE
3
MTBF - Mean Time Between Failure → MTBF indicates the level of quality and reliability of assets. So, by carefully
monitoring this metric, you’ll be able to know the expected life span of a given asset. It can be used to make decisions on
issues such as scheduling of maintenance, inventory management.
Calculate MTBF
Find the total number of operational (online) hours for a given asset over a given period. Then divide that number by the
number of failures that happened over the same time.
24. PLANNED MAINTENANCE
3
MTTF - Mean Time To Failure → Refers to the average life span of a given asset. MTTF represents an expectation. It
sets the amount of time you can expect a given asset to work reliably until it fails.
MTTF vs MTBF
The only major difference between them is that MTBF is usually reserved for repairable items. MTTF, on the other hand, is
used in scenarios where fixing an item isn’t an option.
Calculate MTTF
MTTF is calculated by taking the total number of operational hours and dividing them by the number of assets you’re
monitoring.
25. PLANNED MAINTENANCE
3
MTTD - Mean Time To Detect → Rrefers to the average time it takes your organization to become aware of incidents
when they happen. Bringing and keeping MTTD low is the key to managing all of the other metrics.
26. TRAINING & EDUCATION
TRAINING & EDUCATION
4
• It is aimed to have multi skilled employees who can perform all required functions effectively and independently.
• The employees should be trained enough to “Know-How” to do the job and “Know-Why” it is to be done. To achieve this level the four
phases of skills are required .
– Phase I : Do not know.
– Phase II : Know the theory but cannot do.
– Phase III : Can do but cannot teach.
– Phase IV : Can do and also teach.
TARGET
• Achieve and sustain downtime at zero caused due to operator unavaiability on critical machine.
• Achieve and sustain zero losses due to lack of knowledge / skills / techniques
• Aim for 100% participation in suggestion scheme
STEPS
1. Setting policies and priorities and checking present status of education and training.
2. Establish of training system for operation and maintenance skills upgradation.
3. Preparation of training calendar.
4. Training the employees.
5. Evaluation of activities and study of future approach.
27. EARLY EQUIPMENT & PRODUCT MANAGEMENT
EARLY MANAGEMENT OF PRODUCT & EQUIPMENT
5
• Early Equipment Management is a well organized process and it guides for the design and manufacture of the machine.
• It focuses on reducing the difficulties related to the operation and machine care activity.
• Early management aims to implement new product and processes with minimum development lead time and easy mass produced.
• The main goal is defect free product and zero breakdown.
• Two main parts are 1. Early Equipment Management, 2. Early Product Management.
• Both approach focuss on using the lessons from previous experiences to eliminate the potential failure modes during the planning,
development and design stages
• New products must be designed foolproof so that the product run can be smooth.
• New machines must be designed for easier operations, changeover, and maintenance
BENEFITS
• Reduce the product and process setup lead time.
• Improve Overall Equipment Efficiency
• Able to deliver mass product volume and good product quality.
28. EARLY EQUIPMENT & PRODUCT MANAGEMENT
OEE CALCULATION
5
• OEE is a measure of how well a planned production time of an equipment is utilized to produce good products. It can be measured from 0%
to 100%.
OEE Factors
OEE depends on three major factors.
• Availability
• Performance
• Quality
Availability
Availability factor is the measure of how well a planned production time is used for producing products. Availability is calculated by the following
formula:
Availability = Run time / Planned production time
Run Time → is obtained by reducing idle time from Planned production time.
Run Time = Planned production time − Idle time(downtime)
Idle time → is the time for which machine is not running. This can be due to breakdown, material shortage, power failure, change over, etc.
Planned production time = Duration of shift − Total break duration
29. EARLY EQUIPMENT & PRODUCT MANAGEMENT
5
Downtime= Downtime is calculated from the following factors:-
30. EARLY EQUIPMENT & PRODUCT MANAGEMENT
5
Performance
Performance factor is a measure of how well a machine is able to maintain its cycle time for producing parts.
Performance factor is calculated by following formula,
Performance = (Cycle Time × Total products produced) / Run Time
Cycle time can be calculated by time study.
Quality factor
Quality factor measures how well a machine is able to produce good parts.
Quality factor is calculated by following formula,
Quality factor = No of good products produced / Total no of products produced
31. QUALITY MAINTENANCE
QUALITY MAINTENANCE
6
• Quality Maintenance focus is on eliminating non conformance in a systematic manner. We gain what parts of the equipments affect product
quality and begin to eliminate current quality concerns, then move to potential quality concerns. Our aprocach is to go reactive to proactive.
POLICY
• Defects free condition and control of equipments.
• QM activities to support quality assurance.
• Focus of prevention of defect at source.
• Focus on poka yoke(Error proofing).
• In-line detection and segregation of defects.
TARGET
• Achieve and sustain customer complaint at zero.
• Reduce in-process defects by 50%
• Reduce cost of quality by 50%.
32. QUALITY MAINTENANCE
6
DATA REQUIREMENT RELATED TO:-
• PRODUCT
– Product wise defects.
– Severity of the defects and its contribution-Major/Minor.
– Magnitude and frequency of its occurence.
• PROCESS
– The operatong condition for individual sub-process related to men, machine material, method.
– The standard setting condition
– Reduce cost of quality by 50%.
33. OFFICE TPM
OFFICE TPM
7
• Office TPM should be started after activating four other pillars of TPM(JH, KK, QM, PM). Office TPM must be followed to:-
– Improve productivity
– Improve efficiency in the administrative fuctions
– Identify and eliminate losses.
• Office TPM addresses 12 major losses:
• Kobetsu Kaizen topics for office TPM:
Processing loss Setup loss Communication channel
breakdown, telephone etc.
Customer complaint due to logistics
Communication loss Accuracy loss Time spent on retrieval of
information
Expenses on emergency dispatches
Idle loss Office Equipment
Breakdown
Non Availability of correct online
stock information
Cost loss including in areas such as procurement,
accounts, marketing, sales leading to high inventory
Inventory reduction Motion and space
losses
Equalizing the work load
Lead time reduction of
critical processes
Retrieval time
reduction
Zero breakdown of office
equipments like telephone, PCs
34. OFFICE TPM
P Q C D S M in Office TPM
7
Production output loss due to need of material, manpower productivity, production output loss due to need of tool
P
Mistakes in preparation of cheques, bills, invoices, payroll, Customer/Warranty return, office area rework.
Q
Buying cost/unit produced, cost of logistics - inbound/outbound, cost of carrying inventory
C
Safety in material handling/storage/logistics. Safety of soft and hard data.
S
Logistics losses (Delay in loading/unloading), Delay in delivery, Delay in payments, Delay in information
D
Number of Kaizens in office area
M
35. SAFETY HEALTH & ENVIRONMENT
SHE - SAFETY, HEALTH & ENVIRONMENT
8
TARGET
• Zero Accident
• Zero Health Damage
• Zero fires.
In this area we focus on to create a safe workplace and a surrounding area that is not damaged by our process or procedure.
36. TPM IMPLEMENTATION ROADMAP
There are four phases of TPM Implementation:-
1. Preparation phase
2. Kick-Off Phase
3. Implementation phase
4. Stabilization
PREPARATION
KICK - OFF
IMPLEMENT
STABILIZE
37. TPM IMPLEMENTATION ROADMAP
PREPARATION PHASE
1
• Announcement to introduce TPM
• Introductory eductation campaign for the workforce
• TPM Promotion(Special Committee)
• Establish basic TPM policies and goals
• Preparation and formulation of a master plan
38. TPM IMPLEMENTATION ROADMAP
KICK OFF PHASE
2
• Invite customers, affliated companies, external suppliers and subcontractors in
the TPM implementation program
• Companies/Consultants can help by giving practical approach required to
implement TPM
• Suppliers can prepare new tools or fixtures during the implementation of Kaizens,
5s.
39. TPM IMPLEMENTATION ROADMAP
IMPLEMENTATIO PHASE
3
• Develop an equipment management program.
• Develop a planned maintenance program
• Develop an autonomous maintenance program
• Increase skills of production & maintenance personnels
• Develop early euipment management program.
