total productive maintainance
TRANSCRIPT
TOTAL PRODUCTIVE MAINTENANCE
NITISH CHACHRA
4th YEAR MECHANICAL
SECTION ‘B’
ROLL NO : 75
Total Productive Maintenance
CONTENTS
TOPICS PAGE NO
1. INTRODUCTION 3
2. LITERATURE REVIEW 4
3. THEORY OF TOTAL PRODUCTIVE
MAINTENANCE
7
4. STEPS FOR IMPLEMENTING TPM 14
5. BENEFITS OF IMPLEMENTING TPM 19
6. DIFFICULTIES IN IMPLEMENTING TPM IN
INDUSTRIES
20
7. CONCLUSION 20
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1. INTRODUCTION
1.1 Abstract
Total productive maintenance is practical technique aimed at maximizing the
effectiveness of facility that we use within our organization .Total productive
maintenance establishes a system of productive maintenance, covering the entire
life cycle of equipment, covers all department, involves participation of all
employees from top to bottom and promotes small group autonomous activities.
During high growth era companies are making technical progress in automation
and centralization of the plants, which needs large amount of manual work to
maintain the automation systems. The strategy of maintaining the equipment of a
plant is crucial for the effectiveness of manufacturing. And, as the competitive
environment in the world continues to increase the pace, our project work intends
to help companies to look for new strategies to save on costs, develop
employees to face future challenges and bring about a new culture at work place.
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1.2 Definition
Total Productive Maintenance has been defined in not one, but many ways.
Seiichi Nakajima (1988) has defined TPM as an innovative approach to
maintenance that optimizes equipment effectiveness, eliminates breakdowns,
and promotes autonomous maintenance by operators through day-to-day
activities involving the total work force. Slack, Chambers and Johnston, (2001)
define total productive maintenance (TPM) as the productive maintenance carried
out by all employees through small group activities, where productive
maintenance is maintenance management that recognizes the importance of
reliability, maintenance and economic efficiency in plant design.
2. LITERATURE REVIEW
2.1 Present State In manufacturing industries, the production process requires non-stop operation
of automatic production line equipment. A stoppage at any stage of the
production line, due to failure of any equipment, causes a drop in the production
rate and quality of the products. Thus, productivity is the result of the varying
levels of functioning of the production lines. Maintenance is undertaken at
required intervals to ensure proper functioning of the system. Success of a
product is generally measured by the quality of the output and customer
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satisfaction. Failure of the product is mainly due to the inefficiency in process
planning and the downtime losses that lead to the loss in availability of the
equipment, which in turn leads to the lower efficiency. So it becomes highly
important to reduce the downtime loss in order to increase the productivity of the
particular equipment.
2.2 Origin
TPM is an evolving process, starting from a Japanese idea that can be traced
back to 1951, when preventive maintenance was introduced into Japan from the
USA (Deming). Nippondenso, part of Toyota, was the first company in Japan to
introduce plant wide preventive maintenance in 1960. In preventive maintenance
operators produced goods using machines and the maintenance group was
dedicated to the work of maintaining those machines. However with the high level
of automation of Nippondenso, maintenance became a problem as so many more
maintenance personnel were now required. So the management decided that
much of the routine maintenance of equipment would now be carried out by the
operators themselves. (Autonomous Maintenance, one of the features of TPM is
more cost effective to use as the operator (compared to a highly skilled engineer)
is on a lower pay rate. This is not to reduce costs, however; the operator has a
better understanding of the how the equipment works on a daily basis, can tell if
an issue is appearing, can tell if quality is decreasing, and, through constant
learning, is allowed to follow a career path to a better job. The maintenance group
then focused only on more complex problems and project work for long term
upgrades.
The maintenance group performed equipment modification that would improve its
reliability. These modifications were then made or incorporated into new
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equipment. The work of the maintenance group, with the support and input from
operators and production engineers, is then to make changes that lead to
maintenance prevention and increased quality through fewer defects and a
reduction in scrap levels. Thus preventive maintenance along with maintenance
prevention and maintainability improvement were grouped as productive
maintenance. The aim of productive maintenance was to maximize plant and
equipment effectiveness to achieve the optimum life cycle cost of production
equipment.
Nippondenso already had quality circles which involved the employees in
changes. Therefore, now, all employees took part in implementing Productive
maintenance. Based on these developments Nippondenso was awarded the
distinguished plant prize for developing and implementing TPM, by the Japanese
Institute of Plant Engineers (JIPE). Thus Nippondenso of the Toyota group
became the first company to obtain the TPM certifications.
2.3 Literature Survey
TPM is considered to be Japan’s answer to US style productive maintenance.
TPM has been widely recognized as a strategic weapon for improving
manufacturing performance by enhancing the effectiveness of production
facilities. TPM has been accepted as the most promising strategy for improving
maintenance performance in order to succeed in a highly demanding market
arena. TPM is the proven manufacturing strategy that has been successfully
employed globally for the last three decades, for achieving the organizational
objectives of achieving core competence in the competitive environment. TPM is
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a highly influential technique that is in the core of “operations management” and
deserves immediate attention by organizations across the globe.
TPM is a methodology to support its lean manufacturing system, since
dependable and effective equipment are essential pre-requisite for implementing
Lean manufacturing initiatives in the organizations. While Just-In-Time (JIT) and
Total Quality Management (TQM) programs have been around for a while, the
manufacturing organizations off late, have been putting in enough confidence
upon the latest strategic quality maintenance tool as TPM. Figure 2.1 shows the
relationships between TPM and Lean Manufacturing building blocks. It is clearly
revealed, that TPM is the corner stone activity for most of the lean manufacturing
philosophies and can effectively contribute towards success of lean
manufacturing.
2. THEORY OF TOTAL PRODUCTIVE MAINTENANCE
TPM seeks to maximize equipment effectiveness throughout the lifetime of the
equipment. It strives to maintain the equipment in optimum condition in order to
prevent unexpected breakdown, speed losses, and quality defects occurring from
process activities. There are three ultimate goals of TPM: zero defects, zero
accident, and zero breakdowns. Nakajima suggests that equipments should be
operated at 100 percent capacity 100 percent of the time (Nakajima, 1988).
Benchmarking on overall equipment effectiveness (OEE), productivity (P), quality
(Q), cost (C), delivery (D), safety (S) and morale (M) etc. can facilitate an
organization to realization of zero breakdown, zero defect, zero machine
stoppage, zero accidents, zero pollution, which serve as the ultimate objective of
TPM. TPM has been envisioned as a comprehensive manufacturing strategy to
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improve equipment productivity. The strategy elements include cross-functional
teams to eliminate barriers to machine uptime, rigorous preventive maintenance
programs, improved maintenance operations management efficiency, equipment
maintenance training to the lowest level, and information systems to support the
development of imported equipment with lower cost and higher reliability.
The main goal of an effective TPM program effort is to bring critical maintenance
skilled trades and production workers together. Total employee involvement,
autonomous maintenance by operators, small group activities to improve
equipment reliability, maintainability and productivity, and continuous
improvement (kaizen) are the principles embraced by TPM. A TPM program
typically enlarges the responsibility of production employees from merely
operating machines to such areas as detecting machine failures, performing
basic maintenance, and keeping work areas clean and organized. Swanson
(2001) describes the four key components of TPM as worker training, operator
involvement, teams and preventive maintenance. As TPM is a common element
to the lean drive, it requires not only flexible equipment, but also flexible
employees involved in the production process. The practices of TPM help
eliminate waste arising from an unorganized work area, unplanned downtime,
and machine performance variability.
Like the concept of TQM, TPM is focused on improving all the big picture
indicators of manufacturing success. TPM is very much about safety, asset
utilization, expanding capacity without investment in new equipment or people
and, of course, continuing to lower the cost of equipment maintenance and
improve machine uptime. TPM implementation requires a long-term commitment
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to achieve the benefits of improved equipment effectiveness through training,
management support, and teamwork.
The basic practices of TPM are often called the pillars or elements of TPM. The
entire edifice of TPM is built and stands, on eight pillars. TPM paves way for
excellent planning, organizing, monitoring and controlling practices through its
unique eight-pillar methodology. TPM initiatives, as suggested and promoted by
Japan Institute of Plant Maintenance (JIPM), involve an eight pillar
implementation plan that results in substantial increase in labor productivity
through controlled maintenance, reduction in maintenance costs, and reduced
production stoppages and downtimes. The core TPM initiatives classified into
eight TPM pillars or activities for accomplishing the manufacturing performance
improvements include Autonomous Maintenance; Focused Maintenance;
Planned Maintenance; Quality Maintenance; Education and Training; Office TPM;
Development Management; and Safety, Health and Environment.
3.1 Eight Pillars For TPM Implementation
Pillar 1 - 5S: TPM starts with 5S. Problems cannot be clearly seen when the work
place is unorganized. Cleaning and organizing the workplace helps the team to
uncover problems. Making problems visible is the first step of improvement.
Below is a table which describes what the 5S’s are:
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Japanese Term English Translation
Equivalent 'S' term
Seiri Organisation Sort
Seiton Tidiness Systematise
Seiso Cleaning Sweep
Seiketsu Standardisation Standardise
Shitsuke Discipline Self - Discipline
Total Productive Maintenance
Pillar 2 - Jishu Hozen (Autonomous Maintenance):
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 spend time
doing more value-added activity and technical repairs. The operators are
responsible for the upkeep of their equipment to prevent it from deteriorating.
Autonomous maintenance policy includes:
• Uninterrupted operation of equipments;
• Flexible operators to operate and maintain other equipments;
• Eliminating the defects at source through active employee participation; and
• Stepwise implementation of autonomous maintenance activities.
Pillar 3 - Kaizen (Continuous Improvement):
"Kai" means change, and "Zen" means good (for the better). Basically kaizen is
for small improvements, but carried out on a continual basis and involves all
people in the organization.Kaizen is opposite to big spectacular innovations.
Kaizen requires no or little investment. The principle behind it is that a very large
number of small improvements are moved effective in an organizational
environment than a few improvements of large value. This pillar is aimed at
reducing losses in the workplace that affect efficiencies. By using a detailed and
thorough procedure losses are eliminated in a systematic method using various
Kaizen tools. These activities are not limited to production areas and can be
implemented in administrative areas as well. The Kaizen policy is:
• Practice concepts of zero losses in every sphere of activity;
• Relentless pursuit to achieve cost reduction targets in all resources;
• Relentless pursuit to improve over all plant equipment effectiveness;
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• Extensive use of PM analysis as a tool for eliminating losses; and
• Focus of easy handling of operators.
Pillar 4 - Planned Maintenance:
It is aimed to have trouble-free machines and equipment producing defect-free
products for total customer satisfaction.
This breaks maintenance down into 4 groups that were defined earlier.
• Preventive Maintenance;
• Breakdown Maintenance;
• Corrective Maintenance; and
• Maintenance Prevention.
Pillar 5 – Quality Maintenance:
It is aimed towards customer delight through highest quality through defect-free
manufacturing. The focus is on eliminating non-conformances in a systematic
manner, much like Focused Improvement. An understanding is gained of what
parts of the equipment affect product quality, eliminating current quality concerns
and then moving to potential quality concerns. Transition is from re-active to pro-
active (Quality Control to Quality Assurance.
Pillar 6 – Training:
It is aimed to have multi-skilled revitalized employees whose morale is high and
who are eager to come to work and perform all the required functions effectively
and independently. Education is given to operators to upgrade their skill. It is not
sufficient to know only "know-how" but they should also learn "know-why". By
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experience they gain, "know-how" on how to overcome a problem and what is to
be done. This they do without knowing the root cause of the problem and why
they are doing so. Hence it becomes necessary to train them on knowing "know-
why". The employees should be trained to achieve the four phases of skill. The
goal is to create a factory full of experts. The different phases of skills are one, do
not know, two know the theory but cannot do, three can do but cannot teach and
four, can do and also teach.
Pillar 7 - Office Tpm:
Office TPM should be started after activating four other pillars of TPM (JH, KK,
QM, and PM). 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.
Pillar 8 - Safety, Health And Environment:
In this area the focus is on creating a safe workplace and a surrounding area that
is not damaged by our process or procedures. This pillar will play an active role in
each of the other pillars on a regular basis. The targets are:
• Zero accident;
• Zero health damage; and
• Zero fires.
A committee is constituted for this pillar which comprises of representatives from
offices as well as workers. Very high importance must be given to Safety in the
plant. The safety manager looks after functions related to safety. To create
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awareness among employees various competitions like safety slogans, quizzes,
drama, posters, etc. related to safety can be organized at regular intervals.
3.2 Overall Equipment Efficiency
TPM initiatives in production help in streamlining the manufacturing and other
business functions, and garnering sustained profits. The strategic outcome of
TPM implementations is the reduced occurrence of unexpected machine
breakdowns that disrupt production and lead to losses, which can exceed millions
of dollars annually. Overall equipment effectiveness (OEE) methodology
incorporates metrics from all equipment manufacturing states guidelines into a
measurement system that helps manufacturing and operations teams improve
equipment performance and, therefore, reduce equipment cost of ownership
(COO). TPM initiatives are focused upon addressing major losses, and wastes
associated with the production systems by affecting continuous and systematic
evaluations of production system, thereby affecting significant improvements in
production facilities. The evaluation of TPM efficiency can facilitate significantly
enhanced organizational capabilities across a variety of dimensions. TPM
employs OEE as a quantitative metric for measuring the performance of a
productive system. OEE is the core metric for measuring the success of TPM
implementation program. The overall goal of TPM is to raise the overall
equipment effectiveness. OEE is calculated by obtaining the product of
availability of the equipment, performance efficiency of the process and rate of
quality products.
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3.3 Productivity
Productivity is a measure of the effective use of resources, usually expressed as
the ratio of output to input. Productivity ratio can be calculated for a single
operation, department, an organization or an entire country. For profit based
organizations, productivity is an important factor determining how competitive a
company is.Activity can be identified with production and consumption.
Production is a process of combining various immaterial and material inputs of
production so as to produce tools for consumption. The methods of combining the
inputs of production in the process of making output are called technology.
Technology can be depicted mathematically by the production function which
describes the function between input and output. The production function depicts
production performance and productivity is the metric for it. Measures may be
applied with, for example, different technology to improve productivity and to raise
output.
3. STEPS FOR IMPLEMENTING TOTAL PRODUCTIVE MAINTENANCE
Various researchers give different approaches to the steps to implement TPM.
However, these approaches are fairly similar.Gupta et al. (2006) list a 12-step
process designed to implement TPM, accomplish TPM acceptance, create TPM
support from management, unions and employees, create enthusiasm and
positive expectations for TPM, develop a realistic custom installation plan and
accomplish world class results in a timely manner.
Step 1: Announcement of top management decision of implementing TPM.Top
management needs to build an environment that will help with the introduction of
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TPM. Without this support of management, skepticism and resistance will prevent
this initiative from getting off the ground. Detailed TPM articles including TPM
objectives should be clearly stated in the company’s newsletter or newspaper.
Step 2: TPM education program and collection of information.This program will
inform and teach everyone in the organization about TPM activities, benefits and
its objectives. This step of implementing TPM also consists of the collection of
information about TPM and to understand how it works. The TPM co-ordinator
must understand what TPM is, how it works, it’s proper implementation
sequence, the amount of effort that will be required, how it can be of benefit to the
plant and how long it will take to implement.
Step 3: Establish an organizational structure: This group will promote and sustain
TPM activities once they begin. Team-based activities are essential to a TPM
effort. This group needs to include members from every level of the organization,
from management to the shop floor. This structure will promote communication
and will guarantee that everyone is working toward the same goals.
Step 4: Formulate basic TPM policies and goals. Analyze the existing conditions
and set the goals that are result oriented, specific, measurable, achievable and
realistic. Then predict the results. The established TPM policies and goals should
be very clear to everyone involved in TPM implementation.
Step 5: Master plan for TPM deployment and its presentation. After establishing
TPM policies and goals, a detailed proposed master plan for implementation of
TPM is prepared and a proposal is presented to management. This activity can
be carried out by a consultant, plant personnel, or both. Consultant involvement
typically begins with a plant visit to observe production operations, learn about
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the equipment (type, function, condition, problems and losses etc.), study
maintenance operations (structure, size and tasks etc.), gauge orderliness and
cleanliness in the plant, and talk to employees to determine their motivation and
attitude.
Step 6: Feasibility study and its presentation.The results of the feasibility study,
will establish a base line, against which TPM results and progress can be
measured and also helps in setting the realistic goals, based on the data
obtained. A feasibility study typically includes 2 to 6 teams (5 to 9 members
each). It will include overall equipment effectiveness (OEE) observations and
calculations for 40 to 100 percent of important equipment. The study will evaluate
the condition of this equipment and the required current and future maintenance
activities. Skills of plant personnel, cleanliness or orderliness of the plant, and
plant culture (attitude, motivation, and management style) will also be studied.
Then feasibility study results are presented. Both management and the union
should be present in the presentation. The presentation should propose an
installation strategy and identify a pilot installation. It should conclude with a
recommendation that TPM is to be installed.
Step 7: Pilot installation. A TPM pilot installation should cover between 10 and 25
percent of plant equipment, not just a few selected machines. There should be a
minimum of 6 TPM teams to insure survivability of the installation. Areas
appropriate for pilot installations are where major improvement is needed (too
many breakdowns, delays, or idle time, or low capacity or productivity) and where
quick success is likely. A good feasibility study is required for all pilot areas. All
employees in the pilot areas must receive TPM training. Clear goals and
deadlines must be established and team meetings must be held on schedule.
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Step 8: Plant-wide installation. TPM co-coordinators of most companies wait too
long before expanding the TPM installation over the whole plant. There is no
need to wait for final results of the pilot installation. A good and well thought out
staggered expansion plan is important, as is a detailed installation plan for each
additional area. Expansion initiatives should begin every 3 months (6 months
maximum) using the same priorities and decision criteria as for pilots.
Step 9: Introduction audit. Hartmann (2000), according Gupta et al. (2006) feels
that audits have proven to be very valuable to insure good progress and a proper
and successful installation. There are two types of audits: the first audit is fairly
simple and checks if the TPM fundamentals are done correctly (teamwork,
organization, tasks, PM development, etc.) and whether the program is on
schedule. They are typically carried out 6-12 months after launch by internal or
external specialists.
Step 10: Progress audit. It is usually the last step before the certification.
This audit will point out existing deficiencies (and opportunities) to bring TPM to a
successful conclusion. The theoretical part of the audit will be done in the office
with the team going over a lot of data followed by a practical part out in the plant
around the equipment. The progress audit comes 18-30 months after launch to
determine if and how:
• Preventive maintenance is carried out by the TPM teams;
• Equipment improvement activities have been executed according to schedules;
• Increase in OEE has been reached;
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• The improved equipment condition has been accomplished and documented;
and
• The planned levels of skill have been accomplished.
Step 11: Certification. The certification process is gaining more and more
importance, because a certificate is used to show to the customer that equipment
and product quality have been improved and standard procedures are in practice
to maintain the equipment to the highest levels.
The International TPM Institute certification process is based on a strict set of
certification requirements.
Step 12: TPM Award. The final and most rewarding step of a TPM installation is
achieving the TPM Award. The award testifies that the plant is world-class, highly
productive, produces only top quality product, maintains its equipment in top
shape, and has a culture based on teamwork. Without the support of top
management, TPM implementation will fail. It is certain that implementing TPM
using the above steps will lead to “zero breakdowns” and “zero defects.” Ming-
Hong (2004) suggests that to be successful, not only support is required from top
management, but also from the head of each department. The other key factor is
that each employee must feel that they also have benefited from this activity. This
will improve their performance. This improved performance will reflect in their
monthly bonus. This will motivate the employee, which in turn will lead to better
progress.
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4. BENEFITS OF IMPLEMENTING TOTAL PRODUCTIVE MAINTENANCE
Kennedy postulates that the maintenance costs will halve, whilst the hidden costs
will reduce by ten fold in a period of three years of sustained TPM.The benefits
that will be able to be measured and can be used to track the effectiveness
include:
Capacity/OEE: Up 25% to 100%;
Productivity: Up 50% to 100%;
Scrap and rework: Down 70% to 90%;
Customer complaints: Down 50% to 75%;
Total operational costs: Down 20% to 30%;
Maintenance costs: Down 25% to 50%;
Accidents: Down 90% to 100%; and
Inventories and stocks: Down 40% to 60%.
Benefits that are not so easy to measure, but will improve the situation regarding
the level of tangible targets achieve include:
• An engaged, self motivated workforce;
• Operators and maintainers become equipment-competent and care for their
equipment;
• The elusive target of zero accidents and zero product defects is achieved;
• The workplace is neat clean and tidy and is a great place to work.
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5. DIFFICULTIES IN IMPLEMENTING TPM IN INDUSTRIES
Implementing TPM is not as easy a task as it seems to be. A great infrastructure
and commitment of all personnel from top level management to bottom level is
required. A lot of problems have to be faced, while implementing it. Some of them
are:
• Sufficient resources like people, money, time, etc. and assistance are not
provided;
• TPM is not a “quick fix” approach, it involve cultural change to the ways to do
the things;
• Incomplete understanding of the methodology and philosophy by middle
management;
• Many people treat it as just another “program of the month” without paying any
real focus and them also doubt it’s effectiveness;
• Workers show strong resistance to any change; and
• Many people consider TPM activities as additional work or a threat.
6. CONCLUSION
The literature highlights the contributions of various TPM implementation
initiatives for accruing strategic benefits for meeting the challenges posed by
global competition. TPM has emerged as a key competitive strategy for business
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organizations in the global marketplace. An effective TPM implementation
program can focus on addressing the organization’s maintenance related
problems, with a view to optimize equipment performance. TPM concepts and
philosophy can be effectively employed to realize fundamental improvements of
manufacturing performance in the organization, thereby leading the organizations
successfully in the highly competitive environment. TPM can prove to be an
effective global strategy for rendering firms a consistent enhancement of
performance in terms of achieving strategic core competencies. Thus, in the
highly competitive scenario, TPM might prove to be one amongst the best of the
proactive strategic initiatives that can lead the organizations to scale new levels
of achievements and could really make the difference between success and
failure of the organizations. The study validates the relevance of strategic TPM
Total productive maintenance initiatives into the manufacturing strategy for
realization of organizational objectives in the successful organizations. The study
clearly reveals that the successful TPM implementation program can facilitate the
manufacturing organization’s quest for achieving enhanced manufacturing
performance leading to competitive advantage.
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