TPM (Total Productive Manitainance)

vs TQM
Three words:

Total: signifies to consider every aspect and involving everybody

from top to bottom;

Productive: emphasis on trying to do it while production goes on and

minimize troubles for production; and

Maintenance: means equipment upkeep autonomously by production

operators in good condition – repair, clean, grease, and accept
to spend necessary time on it.
TPM is an innovative approach to plant maintenance that is complementary with
TQM, JIT, TEI, Continuous Performance Improvement (CPI), and other world-class
strategies

TPM is not a maintenance specific policy; it is a culture, a philosophy, and a new

attitude towards maintenance.

There are three ultimate goals of TPM:

Zero defects, zero accident, and zero breakdowns.

The benefits
arising from TPM can be classified in six categories including productivity
(P), quality (Q), cost (C), delivery (D), safety (S) and morale (M).
Pillar 1-5S:
Problems cannot be clearly seen when the work place is unorganized.
Cleaning and organizing the workplace helps the team to uncover problems.
Making problems visible is the first step of improvement.
5S is not taken up seriously, then it leads to 5D (delays, defects, dissatisfied
customers, declining profits, and demoralized employees).

Seiri (Sort/Clear): Sort out unnecessary items from the workplace and discard them .
Seiton (Set in order/Configure): Arrange necessary items in good order so that they can
be easily picked up for use.
Seisio (Shine/Clean and check): Clean the workplace completely to make it free from
dust, dirt and clutter .
Seiketsu (Standardize/Conformity): Maintain high standard of house keeping and
workplace organization .
Shitsuke (Sustain/Custom and practice): Train and motivate people to follow good
housekeeping disciplines autonomously
Pillar 2- Autonomous maintenance (AM):
This pillar is geared towards developing operators to be able to take care of small

maintenance tasks, thus freeing up the skilled maintenance people to spend time on more

value added activity and technical repairs.

The operators are responsible for upkeep of their equipment to prevent it from

deteriorating, maintain the machine in new condition.

This includes cleaning, lubricating, visual inspection, tightening of loosened bolts etc
Pillar 3-Kaizen: “Kai” means change, and “Zen” means good (for the better).
Basically kaizen is for small improvements, but carried out on a continual basis and
involve all people in the organization.
Kaizen is opposite to big spectacular innovations. Kaizen requires no or little investment.

The principle behind is that “a very large number of small improvements are move
effective in an organizational environment than a few improvements of large value”.

This pillar is aimed at reducing losses in the workplace that affect our efficiencies. By
using a detailed and thorough procedure we eliminate losses in a systematic method
using various kaizen tools.

Kaizen target are achieve and sustain zero loses with respect to minor stops,
measurement and adjustments, defects and unavoidable downtimes.

It also aims to achieve 30% manufacturing cost reduction. Tools used in kaizen are Why-
Why analysis, Poka-Yoke (Poka-Yoke is Japanese term, which in English means ‘mistake
proofing’ or ‘error prevention’)
Kaizen activities try to thoroughly eliminate losses. Six major losses that were identified
are-equipment failure, set-up and adjustments, small stops, speed losses during
production, and losses during warm-up
Pillar 4-Planned maintenance (PM):

This breaks maintenance down into four “families” or groups, viz., preventive
maintenance, breakdown maintenance, corrective maintenance, and maintenance
prevention.

With PM we evolve our efforts from a reactive to a proactive method and use
trained maintenance staff to help train the operators to better maintain their
equipment.
In PM policy are achieve and sustain availability of machines, optimum maintenance
cost, reduces spares inventory, and improve reliability and maintainability of
machines.

PM targets are zero equipment failure and break down, improve reliability and
maintainability by 50 percent, reduce maintenance cost by 20 percent, and ensure
availability of spares all the time.
Pillar 5-Quality maintenance (QM):

It is aimed towards customer delight through highest quality through defect free
manufacturing.

Gain understanding of what parts of the equipment affect product quality and begin
to eliminate current quality concerns, and then move to potential quality concerns.

Transition is from reactive to proactive (quality control to quality assurance).

The transition of measured values is watched to predict possibilities of defects
occurring and to take counter measures before hand.

Quality maintenance activities to support quality assurance, focus of prevention of

defects at source, focus on Poka-Yoke (fool proof system), in-line detection and
segregation of defects, and effective implementation of operator quality assurance.
Pillar 6-Training:
It is aimed to have multi-skilled revitalized employees whose morale is high and who
has eager to come to work and perform all required functions effectively and
independently.
By experience they gain, “Know-How” to overcome a problem what to be done. This
they do train them on knowing “Know-why”. Create a factory full of experts.
The different phase of skills is
phase 1-do not know,
phase 2-know the theory but cannot do,
phase 3-can do but cannot teach, and
phase 4-can do and also teach.

Training policy’s are focus on improvement of knowledge, skills and techniques,

creating a training environment for self-learning based on felt needs.

Remove employee fatigue and make, work enjoyable.

Steps in educating and training activities are setting policies and priorities and
checking present status of education and training, establish of training system for
operation and maintenance skill up gradation, training the employees for upgrading
the operation and maintenance skills, preparation of training calendar, kick-off of the
system for training.
Pillar 7-Office TPM:

Starts after activating four other pillars of TPM (AM, Kaizen, PM, and QM). Office
TPM must be followed to improve productivity, efficiency in the administrative
functions and identify and eliminate losses.
This includes analyzing processes and procedures towards increased office
automation.

12 major losses, they are processing loss; cost loss including in areas such as
procurement, accounts, marketing, sales leading to high inventories;
communication loss; idle loss; set-up loss; accuracy loss; office equipment
breakdown; communication channel breakdown, telephone and fax lines; time
spent on retrieval of information; non availability of correct on line stock status;
customer complaints due to logistics; and expenses on emergency
dispatches/purchases.
Pillar 8-Safety, health and environment:
Create a safe workplace and a surrounding area that is not damaged by our process or
procedures.

This pillar will play an active role in each of the other pillars on a regular basis.
Target are zero accident, zero health damage, and zero fires.

Awareness among employees various competitions like safety slogans, quiz, drama,
posters,
 TPM IMLEMENTATION
(i) Master plan: The TPM team, along with manufacturing and maintenance
management, and union representatives determines the scope/focus of the TPM
program. The selected equipments and their implementation sequence are
determined at this point. Baseline performance data is collected and the program’s
goals are established.

(ii) Autonomous maintenance: The TPM team is trained in the methods and tools of
TPM and visual controls. The equipment operators assume responsibility for cleaning
and inspecting their equipment and performing basic maintenance tasks. The
maintenance staff trains the operators on how to perform the routine maintenance,
and all are involved in developing safety procedures. The equipment operators start
collecting data to determine equipment performance
(iii) Planned maintenance: The maintenance staff collects and analyzes data to determine
usage/need based maintenance requirements. A system for tracking equipment
performance metrics and maintenance activities is created (if one is not currently
available). Also, the maintenance schedules are integrated into the production schedule to
avoid schedule conflicts.

(iv) Maintenance reduction: The data that has collected and the lessons learned from
TPM implementation are shared with equipment suppliers. This ‘design for
maintenance’ knowledge is incorporated into the next generation of equipment
designs. The maintenance staff also develops plans and schedules for performing
periodic equipment analysis (burner pump, fuel filter, rotary cup atomizer, furnace tube
and valve, etc.). This data from analysis is also fed into the maintenance database to
develop accurate estimates of equipment performance and repair requirements.
These estimates are used to develop spare parts inventory policies and proactive
replacement schedules.

(v) Holding the gains: The new TPM practices are incorporated into the
organization’s standard operating procedures. These new methods and data
collection activities should be integrated with the other elements of the production
system to avoid redundant or conflicting requirements
 OVERALL EQUIPMENT EFFECTIVENESS (OEE)
TPM employs OEE as a quantitative metric for measuring the performance of a
productive system. OEE is the core metric for measuring the success of TPM
implementation program .
The overall goal of TPM is to raise the overall equipment effectiveness, calculated as

OEE=Availability (A)×Performance efficiency (P)×Rate of quality (Q);

where:
Availability (A)=[(Loading time-Downtime) ÷Loading time] ×100,

Performance efficiency (P)=[Processed amount ÷ (Operating time ÷Theoretical cycle

time)]×100,
[ Actual/Estimated]

Rate of quality (Q)=[(Processed amount-Defect amount) ÷ Processed amount]×100

[Defectives/Total]
TPM has the standards of 90 per cent availability, 95 percent performance efficiency
and 99 percent rate of quality .
An overall 85 percent benchmark OEE is considered as world-class performance

A comparison between the expected and current OEE measures can provide the much-
needed impetus for the manufacturing organizations to improve the maintenance
policy and affect continuous improvements in the manufacturing systems.
Before TPM implementation: boiler plant

Mechanical breakdown=43.43hrs
Electrical breakdown=11.25hrs
Electronics/safety device breakdown=2.03hrs
Total breakdown=57.11hrs
Setup and other conditions=7.30hrs
Total loss=64.41 hrs (Summation of all above losses)
Total good hours=720hrs
Net Hrs (Total good hours-Total loss) =720 hrs - 64.41hrs =655.19hrs
(a) Availability rate=(Net hrs ÷Total good hours)×100 =(655.12 ÷720)×100=90.99%
(b) Percentage of quality=(Total steam produced - Defected steam) ÷Total steam
produced ,
Where, Defected steam=Total breakdown ×Steam produced per hour
=(7200-571.1) ÷7200=92.07%
(c) Performance rate=[Net hrs-(Management loss+Start up loss] ÷ Net hrs
=[655.19-(90+15)] ÷ 655.19=83.97%.

OEE=(Availability rate)×(Performance rate)×(Quality

rate)100=(0.9099)×(0.8397)×(0.9207)=70.35%
after TPM implementation :
Mechanical breakdown=13.35hrs
Electrical breakdown=2.50hrs
Electronics breakdown=0
Total breakdown=16.25hrs
Setup and other conditions=7.30hrs
Total loss=23.55hrs (Summation of all above losses)
Total good hours=720hrs
Net hrs (Total good hours-Total loss) =720 hrs.-23.55hrs. = 696.05hrs
(a) Availability rate=(Net loss ÷Total good hours)×100 =(696.05 ÷720)×100=96.67%
(b) Percentage of quality=(Total steam produced- Defected steam) ÷Total steam
produced =(7200-162.5 ÷7200)=97.74% ≈98%
(c) Performance rate=[Net hrs-(Management loss+Start up loss)] ÷ Net loss =[696.05-
(90+15)] ÷ 696.05=84.91%.
OEE = 80.23%.
 Topic No.s
Report preparation
1 CBM 1,31
and presentation
2 Reliability centered maintenance 2,30 On application of topics
3 Preventive maintenance 3,29 in industry(apparel preferred
4 Forecasting of maintenance 4,28,17 with case study
5 Maintenance planning 5,27 Report should include
6 Maintenance planning 6,26 Proper title
7 Maintenance planning 7,25 Introduction
Literature referred
8 Reliability – Repairable parts 8,24 Methodology
9 Reliability – Non Repairable parts 9,23 Results/Discussion/
10 TPM 10,22 Interpretation
Conclusion
11 Replacement- Sudden failure 11,21 References
12 Replacement- Sudden failure 12,20
13 FMEA 13,19
14 TERO 14,18
15 Maintenance strategies and performance 15,16
indicators for apparel