Overview of TPM

TPM – TOGETHER WE EXCEL

 HISTORY OF PM IN JAPAN
1950 1960 1970 1980 1990

Breakdown
maintenance

Preventive
maintenance

Productive
maintenance

TPM
“Time based Maintenance”
Condition based TPM

“Condition based
maintenance”
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 Progress of Equipment Management
In Japan and Future Planning
Years Key-words Explanation
Before 1950s Breakdown maintenance • Repairing after failure by the person in charge of
repairs.
• Management of equipment is not considered

1950s Preventive maintenance • Preventive maintenance of equipment by the person

in charge of maintenance
• Economical maintenance control

1960s Production maintenance • Management of total equipment life (equipment

planning, maintenance, improvement, revision) by
the person in charge of equipment from the
economical point of view

1970s TPM in production department • Production maintenance by all members related to

equipment planning, operation and maintenance
(Manufacturing industry)

1980s Companywide TPM (whole • TPM activity by all members related to production,
development, business, and management, etc.
industry)

1990s Global TPM • Global and general TPM activity including local
production

2000s TPM in unmanned operation • TPM development is unmanned operation plants by

employing FA/CIM
plants
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 WHY ? TPM

SURVIVAL

GLOBALISATION
ZERO DEFECT

TPM

CUSTOMER COMPETITION
SATISFACTION

CUSTOMER DEMAND

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How does TPM
address these
issues ?

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DEFINITION OF TPM (PRODUCTION TPM)
What is TPM?

1. To set a goal to maximise equipment efficiency

(overall efficiency).
2. By establishing a total system for PM for the
entire life of equipment.
3. Participation by all departments, including
equipment planning, operating and
maintenance departments.
4. Involving all personnel, including top personnel
to first-line operators.
5. For promoting PM by motivation management,
namely, by autonomous small-group activities.
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 TPM DEFINITION (contd)
TPM MEANS …………..
1. Taking as a prime objective a company structure that
pursues production efficiency to its ultimate limits.
( = Comprehensive efficiency)
2. Putting together a practical shop-floor system to prevent
losses before they occur throughout the entire production
system’s life cycle: Zero accidents, Zero Defects, Zero
Breakdown etc.
3. Involving all functions, including production, Development,
Sales and Management.
4. Having all employees participate from top executives to
front-line workers
5. Achieving Zero losses through overlapping small groups.
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 TPM OBJECTIVES

~ ZERO ACCIDENTS
~ ZERO BREAKDOWNS
~ REDUCE COST
~ REDUCE DEFECTS

ABCD  Z

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 EFFECTIVENESS OF TPM

P… Productivity improvement ----------------------------------- 1.5 to 4 times

• Reduction in Number of Equipment Failures ---------- 1/10 to 1/250
• Equipment Operating ---------------------------------------- 1.5 to 3 times

Q … Reduction in Product Defects ---------------------------- 0 to 1/100

• Reduction in Customer Claims ---------------------------- 0 to 1/10

C … Reduction in Manufacturing Cost ------------------------ 20 to 50%

• Reduction in Maintenance Cost --------------------------- 30%

D … Reduction in Product Inventories ------------------------ 0 to 1/10

S … Reduction in Accident, Elimination of Pollution ------ Zero
M … Increase in Number of Employee Suggestions ----- 5 to 10 times
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 INTANGIBLE EFFECTS OF TPM
1. After introduction of autonomous maintenance activity,
operators take care of machines by themselves without
being ordered to.
2. With achievement of zero breakdowns and zero
defects, operators get new confidence in their own
abilities.
3. Workplaces that used to be covered with oil and chips
are now so clean and pleasant as to be almost
unrecognisable.
4. Improved image of the company, leading to the
possibility of increased orders.

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INTANGIBLE EFFECTS OF TPM

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 PRODUCTIVITY - DEFINITION

Production
Productivity =
Cost

Simultaneously

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8 Pillar Approach

TEI, 5S, KAIZEN

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Individual Improvement
Purpose:
• Realize zero losses of all types, such as failure losses and defect losses
• Demonstrate ultimate production efficiency improvement
Members:
• Staff
• Line Leader

Activities:
• Understanding the 16 major losses
• Calculating and settling goals for overall equipment efficiency, productivity
and production subsidiary resources
• Implementation of PM analysis
• Thorough pursuit of equipment and production “as it should be”.

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 Equipment Related losses

Downtime Equipment failure / breakdowns

loss Set-up / adjustments

Minor stopping / idling

Speed loss
Reduced speed

Process errors
Quality loss
Rework / scrap

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 Manpower and material losses

Cleaning and checking

Waiting materials
Manpower
losses
Waiting instructions

Waiting quality confirmation

Material yield
Material
Energy losses
losses
Consumable material losses

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Autonomous Maintenance
Purpose:
•Training of operators proficient in equipment
•Protecting one’s own equipment by one’s staff

Members: Operator, Line Leader

Activities:
Implementation of 7 steps
1. Initial clean-up
2. Countermeasures for the source of problems and measures for difficult-to-
access locations
3. Creation of tentative autonomous maintenance standards
4. General inspection
5. Autonomous inspection
6. Standardization
7. All-out goals management
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Planned Maintenance

Purpose:
•Improving efficiency of maintenance departments to prevent 8 major losses

Members:
•Staff
•Leader and maintenance men of maintenance department

Activities:
• Daily Maintenance
• Time Based Maintenance
• Condition Based Maintenance
• Improvement for increasing the service life expectancy
• Control of replacement parts
• Failure analysis and prevention of recurrence.
• Lubrication control
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Quality Maintenance

Purpose:
Achieve zero defects by supporting and maintaining equipment conditions

Members: Quality assurance Staff, Production engineering staff, Line Group

Manager
Activities:
• Verify quality characteristics standards; understand defect phenomena and
performance
• Investigating the conditions for building in quality, unit processes and raw
materials, equipment and methods
• Investigating, analysing and improving the conditions of malfunctions
• Setting 3M conditions; setting standard values for inspection
• Creation of standards that can be followed; trend management

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Development Management
Purpose:
• Reducing product development and prototyping time
• Reducing the development, design and fabrication time of equipment
• Improving 1-shot start-up stability of products and equipment
Members: Research and development staff, Production engineering staff,
Maintenance staff
Activities:
•Setting development and design goals
•Ease of production
•Ease of QA Implementation
•Ease of use Reflect in MP design
•Ease of maintenance
•Reliability
•Investigate LCC
•Design release drawing
Production: Identify problems in the prototype, trial run and initial-phase mass
production control stages.

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Office TPM
Purpose:
• Achieve zero function losses
• Creation of efficient offices
• Implementation of service support functions for production departments
Members:
•Leaders and members of administration/Indirect departments
Activities:
•Autonomous maintenance activities
1. Initial clean-up (personal space)
2. Work inventory
3. Countermeasure for problems
4. Standardization
5. Promotion of autonomous management activities of work
• Individual improvement through project activities
1. Shortening of settlement schedule
2. Improvement of distribution
3. Improvement of purchasing and subcontracting
4. Reform of production control system
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Education and Training
Purpose:
• Establishment of technical education for operations and maintenance
workers
Members:
•Operators
•Maintenance workers
Activities:
•Basic process of maintenance
•Tightening nuts and bolts
•Aligning keys
•Maintenance of bearings
•Maintenance of conductive parts
•Prevention of leaks
•Maintenance of oil pressure and air pressure equipment
•Maintenance of electrical control equipment
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Safety and Health
Purpose:
• Achievement and support of zero failures
• Realization of a healthy and invigorating workplace that gives meaning
to work
Members:
•Safety, health and environment managers and specialised committee members
•Staff specialising in safety and health

Activities:
•Measures to improve equipment safety
•Measures to improve work safety
•Improvement of work environment (noise, vibration and odors)
•Measures to prevent pollution
•Creation of healthy employees
•Promotion of invigorating activities

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 Typical TPM Organizational Chart

President
TPM Promotion Office

Plant Company wide TPM

“Kobetsu-Kaizen”
Manager Promotion committee sub-committee
“Jishu-Hozen”
Plant TPM promotion sub-committee
Section
Chief committee Planned maintenance
sub-committee
Initial flow control
Sub- Section TPM promotion sub-committee
Section committee “Hinshitsu-Hozen”
Chief sub-committee
Office improvement
Foreman TPM
Supervisor sub-committee
promotion committee
Education and training
(Leader Meeting) sub-committee

Front-line Small group formed on Safety and hygiene

the production floor sub-committee
Worker
(PM circle)

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 12 Steps for TPM Development Programs
Stage Step Essential
Preparation 1. Declaration by top management to introduce TPM Declared in TPM in-house seminar
s for Carried in company magazine
introduction 2. Introductory education and campaign for TPM Managers : Trained in seminar camp at each level
General employees : Seminar meeting using slides
3. Establishing TPM promotion organization Committee and subcommittees
Secretary
4. Setting basic principles and target for TPM Bench-mark and target
Prediction of effects
5. Creation of master plan for establishing TPM From preparations for introduction to examination
Beginning 6. Kick-off of TPM Suppliers
of Related companies are invited
introduction Affiliated companies
7. Establishing systems for improving production efficiency Pursuing maximum efficiency of production
Actual 7.1 Individual improvement Project team activities and small group activities in the workshop
introduction
7.2 Autonomous maintenance Step system, diagnosis and qualification certification
7.3 Planned maintenance Improvement maintenance, periodic maintenance, predictive
maintenance
7.4 Operation and maintenance skills upgrading Group education of leaders and training members
training
8. Establishing initial control systems for new products Development of easy-to-manufacture products and easy-to-
and equipment operate equipment
9. Establishing quality maintenance organization Setting conditions without defectives, and its maintenance and
control
10. Establishing systems to improve efficiency of Support for production, increasing efficiency in the department
administration and other indirect departments and of equipment
11. Establishing systems to control safety, sanitation and Establishing zero accidents and zero pollution systems
working environments
Steady 12. Total application of TPM and raising its level Application of PM award
application Challenge of a higher target

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 TPM Basic Policy and Example of Target Setting (Example)
Market circumstances In-house circumstances

1. Increase in production and quality trouble

1. Timely and effective start-up of new products 2. Equipment deterioration due to overload operation
2. Flexible response to the demand trend 3. Increase in equipment which has design weak points
3. Reduction in prices 4. Lack of awareness and knowledge of equipment control of
4. High-level quality assurance the operators
5. Conservation of resources and energy-saving 5. Field operators morale depression due to uncertain
responsibility of the operation

Basic Policy
Aiming at “zero-failure”, “zero-defects” and “zero-disaster” through introduction of PM with all workers participating, which in turn
contributes to the improvement of overall equipment efficiency and reduction in costs.

Key points
1. Reduction in equipments failure 4. Accuracy management of equipment, tools and jigs
2. Reduction in waiting and set-up time 5. Promotion of resources conservation and energy-saving
3. Effective use of existing equipment 6. Education and training cultivation of manpower

Target
Actual Actual Target (Target)
record record
1. Reduction in equipment failure 938/Month ----- Less than 10/month
2. Equipment failure rate 1.03%/hundred hours ----- Less than 0.1%/hundred hours

3. Occurrence of equipment failure 1.59% ----- Less than 0.2%

4. Shutdown time 5.800 hours/month ----- Less than 1200 hours/ month (1/5)
Apply for PM
5. Overall equipment efficiency 88.8% ----- More than 95.0% Excellent
6. Improvement of productivity 11.3% ----- More than 169% award in
(50% increase) order to have
7. Reduction of rework and quality defects from 0.7% ----- Less than 0.1%
process ----- Less than 70% the results of
8. Energy saving 100% (Second half of 1983) ----- (Second half of 1985) TPM
activities
9. Number of Kaizen employees suggestions 2.1/year/employee (1983) ----- 60/year/employee
evaluated
10. Labour accidents 11/year ----- 0/year

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 TPM - AWARD DETAILS
Award Current Status
Excellence Award

Consistency Award Challenging Consistency

Special Award

World Class Award

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Methodology

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 How to do : Pillar Leader’s role

• Commitment and involvement

• 3Cs : Conviction - Commitment - build Culture

• Review actions taken and support the team

• Champions & Pillar leader’s presence in ‘Gemba’ is a

must

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 How to do : Set direction
• Set goals - from current state to future state

• Set time based measurable targets

• Use appropriate tools / techniques - Do not change in

between to flavor of the month

• Review results and initiate countermeasures

• Involve : 100% participation by employees

• Impart effective and focussed training to all concerned

employees
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 How to do : Speed
• Realise that time is short

• See clock with seconds - remove calendars

• Split the plan linked into to goals to activities - that can be

done in hours/minutes daily

• Focus on priority activities

• Review and allocate resources

• Communicate progress made to all

• Total employee involvement with role clarity

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 How to do : Work only with 100% clarity

• Proceed with action only if clarity of thoughts / understanding is

100%

• Do not proceed with 99.9% clarity

• If in doubt, ask and seek help to get 100% clarity

• Do not work on assumptions

• Always work to data based - visuals - Gemba observation/analysis

• Communicate Clearly to all employees

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Manager Model Plant

CCR Plant

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 How to do Autonomous Maintenance

Step 0 Jishu Hozen Step-0

Step 1 Initial Phase Cleaning (Cleaning, Inspection)

Step 2 Countermeasures for Source of Problems and Difficult Locations

Step 3 Establishing tentative standards for Jishu - Hozen

Step 4 Overall Inspection

Step 5 Autonomous Maintenance

Step 6 Standardization

Step 7 Autonomous Management

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 Jishu Hozen – Step 0 Activities
1. Prepare process Flow chart
2. Create and update Equipment ledger
3. Prepare line diagram
4. Train operators on Abnormalities & Effects
5. Study, Arrange machine and system drawing
6. Arrange and study past failures reports
7. Arrange color codes for Lubricants & pipe lines
8. Paint safe guards/ railing etc., with zebra lines
9. Arrange Lubrication maps
10. Arrange for White and Red tags
11. Arrange for special tools for not accessible area “ JH Trolley”
12. Prepare special checklist to carry out Step 1
13. Arrange Inspection of Equipments
14. Prepare OPL (One point Lesson)

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Let us Aim for Achieving Pinnacle in
terms of P, Q, C, D, S, M through

TPM

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Thank you…

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