TPM-How To Implement Total Productive Maintenance

How to implement Total Productive Maintenance
As we conduct lean assessments at manufacturing facilities throughout the region, I

have noticed organizations increasingly embracing lean concepts. But one key area
that often falls by the wayside is equipment maintenance. I repeatedly see facilities
in which there is a complacent attitude about equipment maintenance and
reliability. “Equipment is expected to fail.” Maintenance is primarily reactive. Where
they exist, preventive maintenance plans are sketchy, often ignored, and not used
because “we’re experienced.” Large inventories of spare parts are stored in
conditions that significantly reduce their useful life. Operators ignore the early
warning signs of pending failure. Furthermore, I always hear at least 10 reasons
why “we can’t change the way we do things around here.”
What if other industries took the same path as these organizations? Take, for
example, the aircraft maintenance industry. There is a high degree of discipline
from the certifications of those who perform the maintenance to the suppliers of
parts and materials used on the job. Procedures are very specific, and every
process and step is documented. Consequently, with more than 27,000 takeoffs
and landings every day in the United States, aircraft crashes due to equipment
failure rarely happen. Another good example is NASCAR Winston Cup racing. The
best-of-the-best in stock car racing depend on reliable equipment to do their job;
every race car must meet rigid safety guidelines and has to be reliable. The old
saying in the pits is: “If you can’t finish, you can’t win.” Achieving 100 percent
reliability takes discipline and teamwork. Organizations that want to compete and
become “world class” need to successfully implement Total Productive Maintenance
(TPM) programs.
TPM requires effective leadership from the start. That is part of the meaning of
“total” in Total Productive Maintenance. Without effective leadership that links TPM
efforts to the business and holds people accountable for performing highly specified
work, equipment performance and reliability will continue to decline and TPM
initiatives will be short-lived. Many of today’s business leaders have risen through
the ranks when maintenance was only responsible for “fixing things” – not for
preventing problems. Viewing maintenance as a non-value-adding support function,
they often subject the maintenance department to severe cost-cutting; this usually
results in higher costs due to decreased equipment effectiveness.
Companies that have been successful usually follow an implementation plan that
includes the following 12 steps:
Step 1:Announcement of TPM. Top management needs to create an

environment that will support the introduction of TPM. Without the support of
management, skepticism and resistance will kill the initiative.
Step 2:Launch a formal education program. This program will inform and
educate everyone in the organization about TPM activities, benefits and the
importance of contribution from everyone.
Step 3:Create an organizational support 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 everyone is working toward the same goals.
Step 4:Establish basic TPM policies and quantifiable goals. Analyze the
existing conditions and set goals that are SMART: Specific, Measurable, Attainable,
Realistic and Time-based.
Step 5:Outline a detailed master deployment plan. This plan will identify what
resources will be needed and when for training, equipment restoration and
improvements, maintenance management systems and new technologies.
Step 6: TPM kick-off. Implementation will begin at this stage.
Step 7: Improve the effectiveness of each piece of equipment. Project teams

will analyze each piece of equipment and make the necessary improvements.
Step 8 :Develop an autonomous maintenance program for

operators. Operators’ routine cleaning and inspection will help stabilize conditions
and stop accelerated deterioration.
Step 9:Develop a planned or preventive maintenance program. Create a

schedule for preventive maintenance on each piece of equipment.
Step 10:Conduct training to improve operation and maintenance skills. The

maintenance department will take on the role of teachers and guides to provide
training, advice and equipment information to the teams.
Step 11:Develop an early equipment management program. Apply

preventive maintenance principles during the design process of equipment.
Step 12:Continuous improvement. As in any lean initiative, the organization

needs to develop a continuous improvement mind-set.
Maintenance and reliability as a core business strategy is key to a successful TPM

implementation. Without the support of top management, TPM will be just another
“flavor of the month.” Implementing TPM using the above 12 steps will start you on
the road to “zero breakdowns” and “zero defects.”

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How to implement Total Productive Maintenance

As we conduct lean assessments at manufacturing facilities throughout the region, I

Step 1:Announcement of TPM. Top management needs to create an

Step 6: TPM kick-off. Implementation will begin at this stage.

Step 7: Improve the effectiveness of each piece of equipment. Project teams

Step 8 :Develop an autonomous maintenance program for

Step 9:Develop a planned or preventive maintenance program. Create a

Step 10:Conduct training to improve operation and maintenance skills. The

Step 11:Develop an early equipment management program. Apply

Step 12:Continuous improvement. As in any lean initiative, the organization

Maintenance and reliability as a core business strategy is key to a successful TPM

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