TPM (Total Productive Maintenance)

The Big Idea – Getting operators involved in maintaining their own equipment, and emphasizing
proactive and preventive maintenance will lay a foundation for improved production (fewer
breakdowns, stops, and defects).

 WHAT IS TPM?

 TRADITIONAL TPM

 OEE AND THE SIX BIG LOSSES

 SIMPLIFIED ROADMAP

 ADDITIONAL TPM ACTIVITIES

 SUSTAINABLE IMPROVEMENT

W HAT I S TPM?

TPM (Total Productive Maintenance) is a holistic approach to equipment maintenance that strives to
achieve perfect production:

 No Breakdowns
 No Small Stops or Slow Running
 No Defects

In addition it values a safe working environment:

  No Accidents

TPM emphasizes proactive and preventative maintenance to maximize the operational efficiency of
equipment. It blurs the distinction between the roles of production and maintenance by placing a strong
emphasis on empowering operators to help maintain their equipment.

The implementation of a TPM program creates a shared responsibility for equipment that encourages
greater involvement by plant floor workers. In the right environment this can be very effective in
improving productivity (increasing up time, reducing cycle times, and eliminating defects).

T RADI T I ONAL TPM

The traditional approach to TPM was developed in the 1960s and consists of 5S as a foundation and
eight supporting activities (sometimes referred to as pillars).

The traditional TPM model consists of a 5S foundation (Sort, Set in Order, Shine, Standardize, and Sustain)
and eight supporting activities.

The 5S Foundation
The goal of 5S is to create a work environment that is clean and well-organized. It consists of five
elements:

 Sort (eliminate anything that is not truly needed in the work area)
 Set in Order (organize the remaining items)
 Shine (clean and inspect the work area)
 Standardize (create standards for performing the above three activities)
 Sustain (ensure the standards are regularly applied)
It should be reasonably intuitive how 5S creates a foundation for well-running equipment. For example,
in a clean and well-organized work environment, tools and parts are much easier to find, and it is much
easier to spot emerging issues such as fluid leaks, material spills, metal shavings from unexpected
wear, hairline cracks in mechanisms, etc.

The Eight Pillars

The eight pillars of TPM are mostly focused on proactive and preventative techniques for improving
equipment reliability.

Pillar What Is It?

Autonomous Places responsibility for routine maintenance, such as cleaning, lubricating, and inspection, in the
Maintenance hands of operators.

Planned Maintenance Schedules maintenance tasks based on predicted and/or measured failure rates.
Pillar What Is It?

Quality Maintenance Design error detection and prevention into production processes. Apply Root Cause Analysis to
eliminate recurring sources of quality defects.

Focused Improvement Have small groups of employees work together proactively to achieve regular, incremental
improvements in equipment operation.

Early Equipment Directs practical knowledge and understanding of manufacturing equipment gained through TPM
Management towards improving the design of new equipment.
Pillar What Is It?

Training and Education Fill in knowledge gaps necessary to achieve TPM goals. Applies to operators, maintenance
personnel and managers.

Safety, Health, Maintain a safe and healthy working environment.

Environment
Pillar What Is It?

TPM in Administration Apply TPM techniques to administrative functions.

O E E AND THE SIX BIG LOSSES

Introduction to OEE
OEE (Overall Equipment Effectiveness) is a metric that identifies the percentage of planned production
time that is truly productive. It was developed to support TPM initiatives by accurately tracking
progress towards achieving “perfect production”.

 An OEE score of 100% is perfect production.

 An OEE score of 85% is world class for discrete manufacturers.
 An OEE score of 60% is fairly typical for discrete manufacturers.
 An OEE score of 40% is not uncommon for manufacturers without TPM and/or lean programs.

OEE consists of three underlying components, each of which maps to one of the TPM goals set out at
the beginning of this topic, and each of which takes into account a different type of productivity loss.

Component TPM Goal Type of Productivity Loss

Availability No Stops Availability takes into account Availability Loss, which includes all events that stop plann
appreciable length of time (typically several minutes or longer). Examples include Unplann
breakdowns and other down events) and Planned Stops (such as changeovers).

Performance No Small Stops or Performance takes into account Performance Loss, which includes all factors that cause p
Component TPM Goal Type of Productivity Loss

Slow Running less than the maximum possible speed when running. Examples include both Slow Cycles,

Quality No Defects Quality takes into account Quality Loss, which factors out manufactured pieces that do no
including pieces that require rework. Examples include Production Rejects and Reduced Y

OEE Perfect OEE takes into account all losses (Availability Loss, Performance Loss, and Quality Loss),
Production truly productive manufacturing time.

For a complete discussion of OEE, including information on how to calculate Availability,

Performance, Quality, and OEE visit our dedicatedOEE (Overall Equipment Effectiveness) page.

As can be seen from the above table, OEE is tightly coupled to the TPM goals of No Breakdowns
(measured by Availability), No Small Stops or Slow Running (measured by Performance), and No
Defects (measured by Quality).

It is extremely important to measure OEE in order to expose and quantify productivity losses, and in
order to measure and track improvements resulting from TPM initiatives.

Benefits of Automated OEE Tracking

Manually calculating OEE is a great way to start. It can be done with pencil and paper or with a simple
spreadsheet, and only five pieces of data are needed (Planned Production Time, Stop Time, Ideal Cycle
Time, Total Count, and Good Count). Performing manual OEE calculations helps reinforce the
underlying concepts and provides a deeper understanding of OEE. However, there are also very strong
benefits to quickly moving to automated OEE data collection:

Item Benefit

Stop Time The accuracy of manual unplanned stop time tracking is typically in the range of 60 to 80% (based on re
across many companies). With automatic Run/Down detection, this accuracy can approach 100%.

Small Stops and For most equipment it is impossible to manually track slow cycles and small stops. This means that a gr
Slow Cycles useful information, such as time-based and event-based loss patterns, is not available.

Operator Focus With automated data collection the operator spends more time focused directly on the equipment (versus
paperwork).

Real-Time Results Automated data collection provides results in real-time, enabling improvement techniques such as SIC (

Creating a “Best of the Best” OEE Goal

An interesting question is how to set an effective “stretch” goal for OEE. As it happens, there is an
excellent technique for doing so called “Best of the Best”. Here is how it works:

1. Track OEE (including Availability, Performance, and Quality) for the target equipment for one
month. Make sure to compile the results by shift.
2. Review every shift result, keeping track of the best individual result for Availability, Performance,
and Quality across all shifts (i.e. the highest Availability score across all shifts, the highest
Performance score across all shifts, etc.).
3. Multiply the best individual results together to calculate a “Best of the Best” OEE score.

This newly calculated “Best of the Best” OEE score represents the stretch goal – derived from the best
results actually achieved across the month for Availability, Performance, and Quality.

Understanding the Six Big Losses

OEE loss categories (Availability Loss, Performance Loss, and Quality Loss) can be further broken
down into what is commonly referred to as the Six Big Losses – the most common causes of lost
productivity in manufacturing. The Six Big Losses are extremely important because they are nearly
universal in application for discrete manufacturing, and they provide a great starting framework for
thinking about, identifying, and attacking waste (i.e. productivity loss).

Six Big Losses OEE Category Examples Comments

Unplanned Availability Tooling Failure, Unplanned Maintenance, There is flexibility on where to set the
Stops Loss Overheated Bearing, Motor Failure Unplanned Stop (Availability Loss) an
(Performance Loss).

Setup and Availability Setup/Changeover, Material Shortage, Operator This loss is often addressed through se
Adjustments Loss Shortage, Major Adjustment, Warm-Up Time programs such as SMED (Single-Minu

Small Stops Performance Component Jam, Minor Adjustment, Sensor Typically only includes stops that are
Loss Blocked, Delivery Blocked, Cleaning/Checking that do not require maintenance person

Slow Running Performance Incorrect Setting, Equipment Wear, Alignment Anything that keeps the equipment fro
Loss Problem theoretical maximum speed.

Production Quality Loss Scrap, Rework Rejects during steady-state production

Defects

Reduced Yield Quality Loss Scrap, Rework Rejects during warm-up, startup or oth
S I MP L I F IED ROADMAP

An excellent way to get a deeper understanding of TPM is to walk through an implementation example.
This section provides a step-by-step roadmap for a simple and practical TPM implementation.

Step One – Identify Pilot Area

In this step the target equipment for the pilot TPM program is selected. There are three logical ways to
approach this selection.

Which Equipment? Pros Cons

Easiest to Improve  Best opportunity for a “quick win”.  Less payback than improving con
 More forgiving of limited TPM experience.  Does not “test” the TPM process
options.

Constraint/Bottleneck  Immediately increases total output.  Working on a critical asset as a tr

 Provides fastest payback. option.
 May result in equipment being of
it is improved.

Most Problematic  Improving this equipment will be well-supported  Less payback than improving con
by operators.  Unsolved problems are often unso
 Solving well-known problems will strengthen may be challenging to get good re
support for the TPM project.

Here are some additional guidelines:

 For a company with limited TPM experience and/or support (whether through internal staff or
external consultants) the best choice is usually the Easiest to Improve equipment.
 For a company with moderate or strong TPM experience and/or support (whether through internal
staff or external consultants) the best choice is almost always the Constraint/Bottleneck equipment.
The key is to minimize potential risk by building temporary stock and otherwise ensuring that
unanticipated stop time can be tolerated.
 Teams often gravitate to selecting the Most Problematic equipment. This, however, is rarely the
best choice (unless it happens to also be the Constraint/Bottleneck).

In order to create a wide base of support for the TPM project, make sure to include the full spectrum of
associated employees (operators, maintenance personnel, and managers) in the selection process, and
work hard to create a consensus within the group as to the equipment selection choice.

Once the pilot area has been selected, create a local visual focus for the project (e.g. a project board)
where plans and progress updates can be posted.

Step Two – Restore Equipment to Prime Operating Condition

In this step, the equipment will be cleaned up and otherwise prepped for improved operation. Two key
TPM concepts will be introduced:

 5S
 Autonomous Maintenance
First, a 5S program should be initiated (including both operators and maintenance personnel).

Item Description

Photograph Take photographs that capture the initial state of the equipment and post them on the project board.

Clear Area Clear the area of debris, unused tools and components, and any other items that are not needed.

Organize Organize remaining tools and components onto shadow boards (boards containing outlines as visual cues).

Clean Up Thoroughly clean the equipment and surrounding area (including residue from any leaks or spills).

Photograph Take photographs that capture the improved state of the equipment and post them on the project board.

Checklist Create a simple 5S checklist for the area (creating Standardized Work for the 5S process).

Audit Schedule a periodic audit (first daily, then weekly) to verify that the 5S checklist is being followed. During the a
as needed to keep it current and relevant. Keep audits positive and motivational (treat them as a training exercise

Next, an Autonomous Maintenance program should be initiated. Strive to build a consensus between
operators and maintenance personnel on which recurring tasks can be productively performed by
operators. In many cases, light training will be required to bring up the skill level of operators.

Item Description

Inspection Identify and document key inspection points (all wear parts should be included). Consider creating a map of in
Points visual aid.

Visibility Replace opaque guarding with transparent guarding in cases where inspection points are obscured (where feas

Set Points Identify and document all set points and their associated settings. Consider indicating settings directly on the e
for inspection and auditing.
Item Description

Lubrication Identify and document all lubrication points. Schedule lubrication to occur during changeovers or other planne
Points avoid creating new sources of unplanned stop time). Consider externalizing lubrication points that are difficul
stopping the equipment (where feasible and safe to do so).

Operator Train operators to bring any anomalies or emerging conditions to the attention of the line supervisor.
Training

Create Create a simple Autonomous Maintenance checklist for all inspection, set point, lubrication, and other operato
Checklist tasks (creating Standardized Work for the Autonomous Maintenance process).

Audit Schedule a periodic audit (first daily, then weekly) to verify that the Autonomous Maintenance checklist is be
audit, update the checklist as needed to keep it current and relevant. Keep audits positive and motivational (tre
exercise).

Step Three – Start Measuring OEE

In this step, a system is put into place to track OEE for the target equipment. This system can be
manual (refer to www.oee.com for detailed information about performing manual OEE calculations) or
automated (such as Vorne’s XL Productivity Appliance™), but the scope of the system must include
unplanned stop time reason code tracking.

For most equipment, the largest losses are a result of unplanned stop time. Therefore, it is strongly
recommended to categorize each unplanned stop event to get a clear picture of where productive time is
being lost. It is also recommended to include a category for “unallocated” stop time (i.e. stop time
where the cause is unknown). Providing a category for unallocated stop time is especially important
with manually tracked OEE. It improves accuracy by providing operators with a safe option when the
stop time reason is not clear.

Data should be gathered for a minimum of two weeks to identify recurring reasons for equipment
unplanned stop time, and to identify the impact of small stops and slow cycles. Review the data during
each shift to ensure that it is accurate and to verify that the true causes of unplanned stop time are being
captured.
A Top Loss chart is an excellent way to visualize the reasons for lost production. In this example, the top
loss is an unplanned stop event called “Infeed Material Jam”.

Step Four – Address Major Losses

In this step, the most significant sources of lost productive time are addressed. The TPM concept of
Focused Improvement (also known asKaizen) is introduced.

Item Description

Select Loss Based on equipment-specific OEE and stop time data, select one major loss to address. In most cases, the ma
should be the largest source of unplanned stop time.

Create Team Create a cross-functional team to address the problem. This team should include four to six employees (opera
personnel, and supervisors) with the best equipment knowledge and experience…and that are likely to work w

Collect Collect detailed information on symptoms of the problem, including observations, physical evidence, and pho
Information Consider using an Ishikawa (fishbone) diagram at the equipment to collect observations.
Item Description

Organize Organize a structured problem solving session to: a) identify probable causes of the problem, b) evaluate prob
gathered information, and c) identify the most effective fixes.

Schedule Schedule planned stop time to implement the proposed fixes. If there is an existing change control process, be
process when implementing fixes.

Restart Restart production and determine the effectiveness of the fixes over an appropriate time period. If sufficiently
changes to procedures and move on to the next major loss. Otherwise, collect additional information and orga
problem solving session.

During this step, OEE data should continue to be carefully reviewed each shift to monitor the status of
losses that have already been addressed, as well as to monitor overall improvements in productivity.

Step Five – Introduce Proactive Maintenance Techniques

In this step, proactive maintenance techniques are integrated into the maintenance program (thus
introducing the TPM concept of Planned Maintenance).

First, identify all components that are candidates for proactive maintenance:

Item Description

Components that Identify and document all components that undergo wear (these should have been established as inspectio
Wear Consider replacing wear components with low-wear or no-wear versions.

Components that Identify and document all components that are known to regularly fail.
Fail

Stress Points Consider utilizing thermography and/or vibration analysis to provide additional insights as to equipment

Next, establish initial proactive maintenance intervals:

Item Description

Wear Based For wear components, establish the current wear level and a baseline replacement interval (in some cases r
Item Description

triggered early by an Autonomous Maintenance inspection as established in Step Two).

Predicted Failure For failure-prone components, establish a baseline (predicted) failure interval.
Based

Time Based Create a baseline Planned Maintenance Schedule that schedules proactive replacement of all wear and fail
Consider using “Run Time” rather than “Calendar Time” as the interval time base.

Work Order Create a standard process for generating Work Orders based on the Planned Maintenance Schedule.
Based

Next, create a feedback system for optimizing the maintenance intervals:

Item Description

Component Log Create a Component Log sheet for each wear and failure-prone component. Record every instance of rep
information about the component condition at the time of replacement (e.g. wear amount, “component fa
issues”, etc.).

Monthly Audit Perform a monthly Planned Maintenance audit: a) verify that the Planned Maintenance Schedule is being
the Component Log sheets are being maintained, and c) review all new entries in the Component Log an
intervals where appropriate. Keep audits positive and motivational (treat them as a training exercise).

Maintenance Anytime there is an unscheduled component replacement, consider adjusting the maintenance interval. I
Interval the Planned Maintenance Schedule, consider adding it.
Adjustments

Component Consider plotting data over time from thermography and vibration analysis to expose emerging problem
Analysis

ADDI T I ONAL TPM ACTIVITIES

The Simplified Roadmap is optimized to provide an incremental, step-by-step approach to

implementing TPM. So, what comes next in the TPM journey?
There are an additional four TPM activities that are not within the scope of the Simplified Roadmap.
The question then becomes, when should these activities be introduced? In keeping with the
incremental, step-by-step approach, selection of new activities should be prioritized based on whatever
is the most pressing and urgent need.

TPM Activity Introduce When…

Quality Maintenance Quality is at the forefront of issues facing the company. This may be a result of a) significant custome
quality or b) significant internal concerns being raised over quality (e.g. unsatisfactory first-pass yield

Early Equipment New equipment is being designed or installed in a constraint/bottleneck area.

Management

Safety, Health, The company a) has no substantive Safety, Health, Environment program, or b) the existing program w
Environment benefit from being linked into existing TPM activities.

TPM in Administration Administrative issues (e.g. delays in processing customer orders or invoices, issues with part procurem
largest impediments to smoothly running production.

S US TAI NABLE IMPROVEMENT

One of the greatest challenges at any company is how to achieve sustainable improvement. This
includes both a) achieving short-term success and b) maintaining that success over the long-term. This
section outlines four techniques for achieving sustainable improvement.

 Engaging Employees
 Succeeding Early
 Providing Active Leadership
 Evolving the Initiative

Engaging employees is important for both short-term and long-term success of initiatives. A powerful
technique for engaging employees is creating a shared vision of the future “improved” state of the
company – and clearly outlining how it will benefit employees. This will create a strong, broad-ranging
motivation to succeed. Another powerful technique is recognizing and rewarding desired behavior. In
the context of TPM, this may include providing a monthly rotating trophy for the Best 5S Area or
awarding gift certificates each month for the Biggest Kaizen Improvement.
Succeeding early helps to ensure long-term success by building momentum behind the initiative. By
way of contrast, if an initiative is perceived as having been tried and failed, it will be much harder to
successfully implement that initiative in the future.

Providing active leadership is one of the primary responsibilities of senior management (up to and
including the Plant Manager). It means regularly demonstrating the importance of TPM activities
through words and actions. Active leadership combats the natural tendency of employees to drift back
into old patterns of behavior and old ways of working. It continually feeds new energy into the
initiative, which over time is absorbed by employees in the form of new engrained behaviors.

Evolving the initiative applies continuous improvement techniques to ensure that it does not become
stale and that employees do not become complacent. The goal is to keep the initiative fresh and
interesting. Evolving the initiative also helps to ensure that it thrives over the long-term by constantly
adapting it to a changing environment.