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    Total Productive Maintenance (TPM)

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    RAM KUMAR
    Total Productive Maintenance (TPM) was developed in the 1970s to involve machine operators in preventative maintenance. The goals of TPM are to eliminate losses like downtime and defects through continuous improvement activities. TPM performance is measured by Overall Equipment Effectiveness (OEE), which considers availability, performance, and quality. The five core elements of TPM are operator self-maintenance, planned maintenance, small group improvement activities, education and training, and maintenance prevention.

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    Total Productive Maintenance (TPM)

    Uploaded by

    RAM KUMAR
    238 views14 pages
    Total Productive Maintenance (TPM) was developed in the 1970s to involve machine operators in preventative maintenance. The goals of TPM are to eliminate losses like downtime and defects through continuous improvement activities. TPM performance is measured by Overall Equipment Effectiveness (OEE), which considers availability, performance, and quality. The five core elements of TPM are operator self-maintenance, planned maintenance, small group improvement activities, education and training, and maintenance prevention.

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    Total Productive Maintenance (TPM) was developed in the 1970s to involve machine operators in preventative maintenance. The goals of TPM are to eliminate losses like downtime and defects through continuous improvement activities. TPM performance is measured by Overall Equipment Effectiveness (OEE), which considers availability, performance, and quality. The five core elements of TPM are operator self-maintenance, planned maintenance, small group improvement activities, education and training, and maintenance prevention.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    238 views14 pages

    Total Productive Maintenance (TPM)

    Uploaded by

    RAM KUMAR
    Total Productive Maintenance (TPM) was developed in the 1970s to involve machine operators in preventative maintenance. The goals of TPM are to eliminate losses like downtime and defects through continuous improvement activities. TPM performance is measured by Overall Equipment Effectiveness (OEE), which considers availability, performance, and quality. The five core elements of TPM are operator self-maintenance, planned maintenance, small group improvement activities, education and training, and maintenance prevention.

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    © All Rights Reserved
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    of 14

    Total Productive

    Maintenance (TPM)
    Summary of TPM
    TPM was developed in the
    1970's as a method of
    involving machine operators
    in the preventive
    maintenance of their
    machines - a reaction to
    increasing specialization and
    centralization of the
    maintenance function that
    had created division-of-
    labor barriers between
    operators and the
    maintenance of their
    machines and equipment.
    Autonomous maintenance
    activities tap the knowledge
    and skill of the people who
    work with the equipment on
    a daily basis, and gives
    operators a stake in the
    performance of the
    equipment. This involvement
    is part of a larger philosophy
    of continuous improvement,
    or Kaizen, that touches all
    shop floor activities.
    Involving machine operators
    also makes the regular
    maintenance people more
    productive by focusing them
    on more extensive
    preventive maintenance
    (PM) tasks.
    The overriding objective of
    TPM is the elimination of
    LOSSES. Losses, or waste,
    includes equipment
    downtime, defects, scrap,
    accidents, wasted energy,
    and labor inefficiency.
    Equipment reliability is a
    cornerstone of a lean
    production system. With
    little or no buffer inventories,
    equipment failures directly
    impact production volumes
    and customer service, so
    effective preventive
    maintenance is a critical
    activity. By bringing together
    people from all departments
    concerned with equipment
    into a comprehensive PM
    system, equipment
    effectiveness is raised to the
    highest possible level.
    Most TPM programs are
    built upon autonomous small
    group activities - the people
    closest to the action. This
    requires the support and
    cooperation of everyone
    from top management on
    down.
    Benefits of effective TPM
    include the following:
    ● Safer Working
    Environment
    ● Improved
    Equipment Reliability -
    Uptime
    ● Increased
    Capacity
    ● Increased
    Productivity
    ● Improved Quality
    ● Company
    Financial Performance
    and Job Security
    Concept of Zero
    The goal of TPM is to drive
    all waste to zero: Zero
    Accidents, Zero Defects,
    Zero Breakdowns.
    On the surface this may
    seem impossible, but is it
    possible to run for an hour
    with no accidents, defects,
    or breakdowns? If it can be
    done for an hour, can it be
    done for two hours? a shift?
    a day? and so on.
    The Concept of Zero is built
    upon error-proofing
    activities, or Poka-Yoke, in
    the design of the process to
    make it impossible to make
    and pass on defects. Poka-
    Yoke concepts are also
    commonly applied to
    equipment to prevent
    breakdowns (e.g. automatic
    lubrication systems).
    Measuring
    Performance
    The primary metric to gauge
    TPM performance is Overall
    Equipment Effectiveness, or
    OEE.
    OEE is a combined
    measurement that shows
    the impact of equipment
    availability, equipment
    performance, and quality of
    output. The metric is
    calculated by multiplying
    Availability x Performance x
    Quality, as detailed below:
    Availability:
    100% minus the following:
    ● All known
    losses(stoppages),
    measured in time, due
    to equipment failures.
    ● Losses (in time)
    due to process set-up
    and adjustments.
    ● Losses (in time)
    due to start-ups after
    shifts, breaks, lunch,
    and weekends.
    Performance:
    100% minus the following:
    ● Losses (in time)
    due to minor stoppages.
    ● Losses (in time)
    due to speed (Actual vs.
    Engineered Speed).
    Quality:
    100% minus the following:
    ● Losses due to
    defects and rework
    EXAMPLE: So, if Availability
    is 95%, Performance is 97%,
    and Quality is 98%, then
    OEE is .95 x .97 x .98 =
    90.3%
    Core Elements of TPM
    There are five core elements
    to a TPM program:
    ^. Operator Self-
    Maintenance - Basic
    program of cleaning,
    lubrication, general
    inspection, and minor
    preventive maintenance
    to be completed by
    production operators
    (associates).
    _. Conduct Planned
    Maintenance - Develop
    and execute planned
    maintenance activities.
    Establish standards for
    each piece of
    equipment, prioritize
    equipment based on
    relative importance to
    safety, quality,
    productivity and cost.
    Establish a maintenance
    plan for each piece of
    equipment - may be
    based on time,
    condition, overhaul, or
    predictive maintenance.
    e. Small Group Kaizen
    Activities - Team
    activities that focus on
    eliminating losses by
    focusing on all elements
    of OEE. The 5-Why
    analysis is often used to
    guide small group
    actions.
    f. Education and Training -
    All employees must be
    systematically trained to
    provide awareness and
    improve skill levels.
    h. Maintenance Prevention
    - Early equipment
    management is a
    system whereby shop-
    floor personnel
    participate in the new
    equipment concept and
    design phase to develop
    equipment that requires
    less maintenance, and is
    more easily maintained
    when maintenance is
    required. As with all
    processes, the most
    leverage to effect
    change exists in the
    design phase.
    Maintenance Activities
    There seven primary
    Maintenance Activities to
    support the Five Core
    Elements of TPM:
    ^. Education and Training -
    Program to
    systematically enhance
    maintenance technical
    skills. Many
    organizations have
    effectively adopted pay-
    for-skills programs.
    _. Support and Guidance
    for Operator Self-
    Maintenance - Provide
    instructions to operators
    on cleaning, lubrication,
    safety, and
    contamination
    countermeasures.
    Support Kaizen
    activites.
    e. Downtime
    Countermeasures -
    Track breakdowns,
    analyze root cause,
    apply countermeasures.
    The goal is to increase
    mean time between
    failures (MTBF) and
    reduce mean time to
    repair (MTTR).
    f. Preventive Maintenance
    Program - Identify and
    number all equipment,
    establish standards for
    cleaning, lubrication,
    and inspection. Develop
    schedule of PM
    activities and track
    conformance to
    schedule - this includes
    lubrication program
    activities.
    h. Spare Parts
    Management - Establish
    inventory standards and
    reorder points for parts
    needed on Planned
    basis. Apply 5-S
    principles to storage
    area.
    i. Maintenance Cost
    Analysis - Understand
    where cost is incurred
    for parts, indirect
    supplies, oils &
    lubricants, manpower,
    and outside contractors.
    Organize systematic
    actions to reduce costs
    - goal is to reduce long
    term total cost - not to
    be sacrificed for short
    term cost improvement.
    j. Maintenance Efficiency
    Improvement - Track
    maintenance activities
    by category: planned
    (time-based, condition-
    based, predictive), and
    unplanned (breakdown).
    Goal is to increase
    percentage of
    maintenance hours on
    planned vs. unplanned,
    and lower overall total
    for both.
    Recommended Books
    ● Japan Institute of
    Plant Maintenance, TPM
    For Every Operator
    (Shopfloor Series),
    (1996, Productivity
    Press), ISBN:
    1563270803
    ● Keniche Sekine,
    Keisuke Arai, & Ken'iche
    Sekine, TPM for the
    Lean Factory :
    Innovative Methods and
    Worksheets for
    Equipment Management
    (1998, Productivity
    Press), ISBN:
    1563271915
    ● Productivity
    Press Development
    Team, TPM For
    Supervisors (1996,
    Productivity Press),
    ISBN: 1563271613

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