Total Productive Maintenance
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TPM is a productive maintenance implemented by all employees in an organization.
TPM involves everyone in the organization from operators to senior management in equipment improvement.
TPM in three words:
Total = All individuals in the organization working together.
Productive = production of goods that meet or exceed customer’s expectations.
Maintenance = keeping equipment and plant in good condition at all times.
This is an innovative Japanese concept.
Developed in 1951.
Nippondenso was the 1st company that implemented TPM in 1960.
Based on these developments Nippondenso was awarded the distinguished plant prize for developing and implementing TPM, by the Japanese Institute of Plant Engineers ( JIPE ).
This Nippondenso became the first company to obtain the TPM certifications.
Increase production quality.
Increase job satisfaction.
Using teams for continuous improvement.
Improve the state of maintenance
Avoid wastage in quickly changing economic environment.
Producing goods with out reducing product quality.
Reduce cost for production
Produce a low batch quantity at the earliest time.
Goods send to the customer must be non defective.
Principles of TPM
Use Overall Equipment Effectiveness (OEE) as a compass for success.
Improve existing planned maintenance systems
Work toward zero losses
Providing training to upgrade operations and maintenance skills
Involve everyone and utilize cross-functional teamwork
Types of maintenance
.periodic maintenance( time based maintenance)
Repairs or replacements performed after a machine has failed to return to its functional state following a malfunction or shutdown.
e.g., an electric motor of a machine tool will not start, a belt is broken, etc.
Under such conditions, production department calls on the maintenance department to rectify the defect.
After removing the fault, maintenance engineers do not attend the equipment again until another failure or breakdown occurs.
The primary goal of preventive maintenance is to prevent the failure of equipment before it actually occurs.
It is designed to preserve and enhance equipment reliability by replacing worn components before they actually fail.
It is a daily maintenance which includes cleaning, inspection, oiling and re-tightening of equipments.
Long-term benefits of preventive maintenance:
Improved system reliability.
Decreased cost of replacement.
Decreased system downtime.
Better spares inventory management.
Periodic maintenance (TBM)
Time based maintenance consists of periodically inspecting, servicing and cleaning equipment and replacing parts to prevent sudden failure and process problems.
Extended life and use of the equipment.
Reliable production at the times when machine is needed most.
This is a method in which the service life of important part is expected 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.
Benefits of predictive maintenance
Increased plant readiness due to greater reliability of the equipment.
Many industries report from two to ten percent productivity increases due to predictive maintenance practices.
Reduced expenditures for spare parts and labor.
Reduces the probability of a machine experiencing a disastrous failure, and this results in an improvement in worker safety.
Corrective maintenance ( 1957 )
Maintenance actions carried out to restore a defective item to a specified condition
Corrective maintenance is probably the most commonly used approach, but it is easy to see its limitations.
When equipment fails, it often leads to downtime in production.
In most cases this is costly business. Also, if the equipment needs to be replaced, the cost of replacing it alone can be important.
It is also important to consider health, safety and environment (HSE) issues related to malfunctioning equipment.
Maintenance prevention (1960 )
It indicates the design of a new equipment.
Weakness 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 a new equipment.
Based on five Japanese words that begin with ‘S’, the 5S Philosophy focuses on effective work place organization and standardized work procedures.
Set In Order:(Seiton)
The first S focuses on eliminating unnecessary items from the workplace.
An effective visual method to identify these unneeded items is called red tagging.
A red tag is placed on all items not required to complete your job. These items are then moved to a central holding area.
This process is for evaluation of the red tag items.
Set In Order:(Seiton)
second S focuses on efficient and effective storage methods and how to organize the work area.
Strategies for effective Set In Order are painting floors, outlining work areas and locations, shadow boards, and modular shelving and cabinets for needed items such as trash cans, brooms, mop and buckets
Once you have eliminated the clutter and junk that has been clogging your work areas and identified the necessary items, the next step is to thoroughly clean the work area.
Workers will also begin to notice changes in equipment and facility location such as air, oil, coolant leaks, fatigue, breakage, and misalignment.
These changes, if left unattended, could lead to equipment failure and loss of production.
Now the first three S’s are implemented.
Use standard methods to keep Sort, Set In Order, and Shine to a condition .
Allow your employees to participate in the development of such standards.
This is the most difficult S to implement and achieve.
Maintain through empowerment, commitment, and discipline .
Sustain focuses on defining a new status quo and standard of work place organization.
Benifits of 5 S’s
Simplifies work environment
Provide self esteem for everyone in the organization.
Similarities b/w TQM & TPM
Total commitment to the program by upper level management is required in both programs.
Employees must be empowered to initiate corrective action, and
A long range outlook must be accepted, as TPM may take a year or more to implement.
It is an on-going process which is a continuous process improvement.
Differences between TQM and TPM
1.Autonomous maintains 2.Planned maintains 3. Equipment and process improvement 4.Early management of new equipment 5.process quality management 6.TPM in the office 7.education and training 8.saftey and environmental management.
Autonomous Maintenance (1)
Train the operators to close the gap between them and the maintenance staff, making it easier for both to work as one team
Change the equipment so the operator can identify any abnormal conditions and measure before it affects the process or leads to a failure
Autonomous Maintenance (2)
Seven (7) steps are implemented to progressively increase operators knowledge, participation and responsibility for the equipment.
1. perform initial cleaning and inspection
2.Countermeasures for the causes and effects of dirt and dust
3.Eastblish cleaning and lubrication standards
4.Counducting general inspection training
5.Carry out equipment inspection checks
6.workplace management and controls
Equipment and process improvement (3)
Objectives: Maximize efficiency by eliminating waste and manufacturing loss
Manufacturing losses are categorized into 13 bid losses:
Equipment losses (6)
Manpower losses (4)
Material losses (3)
Manpower and material losses
Overall Equipment Effectiveness
OEE figures are determined by combining the availability and
performance of your equipment with the quality of parts made
OEE measures the efficiency of the machine during its loading time.
Planned downtime does not effect the OEE figure
Overall Equipment Effectiveness (OEE)
Overall Equipment Effectiveness (OEE)
Objectives : Establish preventative and predictive maintenance system for equipment and tooling
Natural life cycle of individual machine elements must be achieved
feedback and repair of minor defects
quality spare parts
Early management of new equipments
Objective: establish system to shorter
new production or equipment development
start-up, commissioning and stabilization time for quality and efficiency
New equipment need to be :
easy to operate
easy to clean
easy to maintain and reliable
have quick set-up times
operate at the lowest life cycle cost
Process quality management
Definition: a process for controlling the condition of equipment components that affect variability in product quality
Objectives: to set and maintain condition to accomplish zero definition
Quality rate has direct correlation with
TPM in administration and support department
Administration and support departments can be seen as process plans whose principles tasks are to collect, process and distribute information.
Process analysis should be applied to streaming information flow
Education and training
TPM is a continuous learning process
Two major components :
soft skills training : how to work as a team, diversity training and communication skills
Technical training : upgrading problem-solving and equipment-related skills
Safety and environmental management
Assuring safety and preventing adverse environment impacts are important priority in ant TPM effort
Requirement and fundamental improvements
Increasing motivation: changing people attitudes
Increasing competency and people skills
Improving the work environment, so that it support the establishment of a program for implementing TPM
Announce top management decision to introduce TPM
State TPM objectives in a company newsletter
Place articles on TPM in a company newspaper
Introductory education campaign
Seminars for managers
Slide presentation for all employs
Special committees at every level to promote TPM
Establishing basic TPM policies and goals
Analyze existing conditions
Preparation and Formulation of a master plan
A master plan lays out your goals, what you will do to achieve them and when you will achieve them
Detailed plans for each pillar have to be prepared
The main kick-off to TPM should take the form of a formal presentation with all the employees attending
This opportunity can be used to gain the full support of the employees
Invite external customers, affiliation and subcontracting companies
Develop an equipment management program
The principle of designing for maintenance prevention can be new products, and to new existing machines
New products: must be designed so that they can be easily produced on new existing machines
New machines : must be designed for easier operation, changeover and maintenance
Determine how to eliminate the problem and reduce maintenance through an equipment design change or by changing the process
Increase equipment productivity
Reduced equipment downtime
Increased plan capacity
Lower maintenance and production cost
Approaching zero equipment-caused defects
Enhance job satisfaction
Increase return on investment
Human knot activity:
Stand in a circle with a group of at least four people.
Use your right hand to grab the right hand of the person directly across from you.
Use your left hand to grab the left hand of the person to the right of the person holding your other hand.
Untangle, as a group, back into one open circle, without letting go of hands or dislocating any joints.
Focus on Change
TPM may be the only thing that stands between success and total failure for some companies.
It can be adapted to work not only in industrial plants, but in construction, building maintenance, transportation, and in a variety of other situations.