Total Productive Maintenance
Total Productive Maintenance
Total Productive Maintenance
In industry, total productive maintenance (TPM) is a system of maintaining and improving the integrity of production and quality
systems through the machines, equipment, processes, and employees that add
business value to an organization.
[1]
TPM focuses on keeping all equipment in top working condition to avoid breakdowns and delays in manufacturing processes.
[2]
Contents
History
Objectives
Principles
Implementation
Difference from TQM
References
History
The term total productive maintenance is attributed to Nippondenso, a company that created parts for Toyota.[3] However, Seiichi
[4]
Nakajima is regarded as the father of TPM because of his numerous contributions to TPM.
Objectives
One of the main objectives of TPM is to increase the productivity of a factory and its equipment with a modest investment in
maintenance. Total quality management (TQM) and total productive maintenance (TPM) are considered as the key operational
activities of the quality management system. In order for TPM to be effective, the full support of the total workforce is required. This
[5]
should result in accomplishing the goal of TPM: "Enhance the volume of the production, employee morale and job satisfaction."
The main objective of TPM is to increase the Overall Equipment Effectiveness (OEE) of plant equipment. TPM addresses the causes
for accelerated deterioration while creating the correct environment between operators and equipment to create ownership.
OEE has three factors which are multiplied to give one measure called OEE
Performance x Availability x Quality = OEE
Each factor has two associated losses making 6 in total, these 6 losses are as follows:
The objective finally is to identify then prioritize and eliminate the causes of the losses. This is done by self-managing teams that
solve problem. Employing consultants to create this culture is common practice.
Principles
The eight pillars of TPM are mostly focused on proactive and preventive techniques for improving equipment reliability:
1. Autonomous Maintenance
2. Focused Improvement
3. Planned Maintenance
4. Quality management
5. Early/equipment management
6. Education and Training
7. Safety Health Environment
8. Administrative & office TPM
. Manufacturing support.[6]
With the help of these pillars we can increase productivity
Implementation
ganization:[4]
Following are the steps involved by the implementation of TPM in an or
- Stage by stage training to the employees and stakeholders on all eight pillars of TPM,
- Establishing the TPM policies and goals and development of a road map for TPM implementation.
According to Nicholas,[7] the steering committee should consist of production managers, maintenance managers, and engineering
managers. The committee should formulate TPM policies and strategies and give advice. This committee should be led by a top-level
executive. Also a TPM program team must rise, this program team has oversight and coordination of implementation activities. As
well, it's lacking some crucial activities, like starting with partial implementation. Choose the first target area as a pilot area, this area
will demonstrate the TPM concepts.[7] Lessons learned from early target areas/the pilot area can be applied further in the
implementation process.
In the UK foundry industry an implementation model was published in several Foundryman magazines by the Institute of British
Foundrymen. Journal articles written by Toni Carannante CEng, offer an implementation model with proven success and remain
available from the Institute of Cast Metals Engineers (ICME).
TQM is based on five cornerstones: The product, the process that allows the product to be produced, the organization that provides
the proper environment needed for the process to work, the leadership that guides the organization, and commitment to excellence
throughout the organization.[9]
In other words, TQM focuses on the quality of the product, while TPM focuses on the equipment used to produce the products. By
preventing equipment break-down, improving the quality of the equipment and by standardizing the equipment (results in less
variance, so better quality), the quality of the products increases. TQM and TPM can both result in an increase of quality. However,
the way of going there is different. TPM can be seen as a way to help achieving the goal of TQM.
References
1. Gubata, Joyce (2014). "Just-in-time Manufacturing".Research starter's Business.
2. −≤
3. "An Introduction tpm in www.plant-maintenance.com" (http://www.plant-maintenance.com/articles/tpm_intro.shtml).
Retrieved 2016-03-09.
4. "Seiichi Nakajima - The Principles and Practice of TPM"(https://www.cetpm.de/downloads/nakajima/index.htm).
www.cetpm.de. Retrieved 2016-03-09.
5. Prabhuswamy, M; Nagesh, P; Ravikumar, K (February 2013). "Statistical Analysis and Re
liability Estimation of Total
Productive Maintenance".IUP Journal of Operations Management. Rochester, NY: Social Science Electronic
Publishing. XII (1): 7–20. SSRN 2246601 (https://ssrn.com/abstract=2246601) .
6. "TPM-Total Productive Maintenance at LeanProduction.com" (http://www.leanproduction.com/tpm.html). Retrieved
7 March 2015.
7. Nicholas, John (1998).Competitive manufacturing management. Europe: McGraw-Hill.
8. Wienclaw, R (2008). Operations & Business Process Management.
9. Creech, Bill (1994). Five Pillars of TQM: How to Make Total Quality Management Work for You. E P Dutton.
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