T P M

TPM Definition
A company-wide team-based effort to build quality into equipment and to improve
overall equipment effectiveness
Total
all employees are involved
it aims to eliminate all accidents, defects and breakdowns
Productive
actions are performed while production goes on
troubles for production are minimized
Maintenance
keep in good condition
repair, clean, lubricate
TPM combines the traditionally American practice of preventive maintenance with
Total Quality Control and Total Employee Involvement, to create a culture where
operators develop ownership of their equipment, and become full partners with
Maintenance, Engineering and Management to assure equipment operates properly
everyday.
Origins of TPM
Dr. Deming introduced statistical analysis and used the resulting data to control
quality during manufacturing (TQM)
Some general concepts of TQM did not work well in the maintenance
environment
The need to go further than preventive maintenance was quickly recognized by
those companies who were committed to TQM
Maintenance became an integral part of TQM in the early 90s






Total Productive Maintenance Principles
Increase Overall Equipment Effectiveness (OEE)
Improve existing planned maintenance systems
The operator is the best condition monitor
Provide training to upgrade operations and maintenance skills
Involve everyone and utilize cross-functional teamwork
DIFFERENT NAMES OF TPM :
. Total preventive maintenance
.Total perfect manufacturing
. Total productive management
.Total profit management
.Total people management
.Total process management
.total productive maintenance
METRICS FOR TPM EFFICIENCY :
1. OVERALL EQIPMENT EFFICIENCY (OEE)
2. OVERALL PERFORMANCE EFFICIENCY(OPE)

Overall equipment efficiency

OEE is a metric that the teams use to measure their progress. OEE is a best
practices way to monitor and improve the effectiveness of your
manufacturing process (machines, manufacturing cells, assembly lines, etc.)
OEE is simple and practical. It takes the most common and important
sources of manufacturing productivity loss, places them into three primary
categories and distills them into metrics that provide an excellent gauge for
measuring where you are and how you can improve. OEE is measured by
multiplying three factors expressed in percentages: Equipment Availability
(Equipment Failure & Adjustments and Set-ups), Performance Efficiency
(Reduced Speed, Minor Stops and Idling), and Quality (Rejects and Defects,
Startup Losses). If youre operating at 85% OEE, you are considered to be
World Class

Overall performance efficiency
OPE is the TPM metric commonly used outside the manufacturing environment (it
can be used in the manufacturing environment to analyze people/process
performance). OPE stands for Overall Performance Efficiency. OPE indicates how
effective People/Processes are running and provides a tool on which to base
improvement efforts in support of business objectives. OPE is calculated by
multiplying three factors expressed as percentages: Scheduling & Abnormalities,
Operator Performance, and Process Performance. These factors measure Value and
Non-Value Added in the process (waiting waste, change-over waste, retrieving
waste, delivering waste, cell motion waste, rework waste, etc.).


T otal Productive Maintenance: the jargon
5S
This refers to the five Japanese words seiri, seiton, seison, seiketsu, shitsuke. These
represent guidelines to organize and manage the workspace in such a way, that a
visual controlled and efficient production becomes possible. The key target of 5S is
to keep the workplaces clean and organized.

Dojo
Strictly speaking this is a sports centre for Japanese martial arts!. Within the
framework of TPM, a Dojo is however an internal training facility to practise this
improvement method.

First time right
This expression emphasizes the importance of doing things correct the first time.
After all, rework will reduce the Overall Equipment Effectiveness!

Gemba
Gemba is a Japanese term for place where it happens, here this is the
manufacturing floor. The saying go to the gemba" means that managers should
visit their shopfloor frequently to discover problems and to help to realize
improvements (go and see).

Kaizen
Literally this means adjusting a process (kai) to become good (zen). However,
Kaizen also stands for implementing small improvements, step-by-step. See also:
SGA.

Labeling
Labeling involves the marking of things that are desired or not. Labeling methods
vary from cards with desired repair-actions and target dates on it, to marking the
correct position of a temperature indicator.

Model machine
During the implementation of TPM, this machine is ahead of the other equipment
regarding optimization and standardization (by rolling out the TPM pillars)

Overall Equipment Effectiveness (OEE)
This index number for the machine efficiency is multiplication of several sub-
indicators, which all have a value between 0 and 1, and 100%. Usually, at least the
following sub-indicators are included in the OEE:
The machine availability A = (scheduled production time standstill)/(
scheduled production time)
The relative machine performance P = (average processing time)/(fastest
possible processing time)
The Quality Q = the fraction approved products
In that case, OEE = A x P x Q x 100%.
It is possible to add extra sub-indices at will, such as the supply performance S. By
doing that, the definition of the OEE can be stretched to such an extent, that it is
better to rename it to Overall Factory Efficiency (OFE).
In all cases, the aim of carrying out OEE-measurements is the detection of hidden
losses. This resembles the elimination of waste with Value Stream Mapping, a tool
used in Lean manufacturing.

One Point Lesson (OPL)
This is a best practise operation procedure written down on a sheet of A4, for
example simple (visual) instructions to set-up, inspect and/or maintain certain
machines. The aim is to standardize operating procedures, as a foundation for
improvement.
One Point Lessons are also used to describe suggestions for improvements, which
are then (before implementation) subject to discussion and possible adaptation by
all the people involved.
Pareto
This is the concept that 20% of the causes are usually responsible for 80% of the
consequences (like machine-failures resulting in a low OEE)

Pillar
The goal of the management pillars is to improve low OEE-values in a targeted
way. TPM embraces at least eight management pillars, or areas of special interest.
These are:
1. Continuous (focused) improvement - kobetsu kaizen
2. Autonomous maintenance - jishu hozen ('maintenance is a task of everyone)
3. Planned (preventive) maintenance
4. Training (with the aim to standardize the work)
5. Early (equipment) management: maintenance is taken into consideration
when new equipment is purchased. Another aim can be the optimal design of
a new production line, so that it intrinsically has a high OEE.
6. Quality management
7. TPM in the office: the optimization of administrative processes.
8. Safety and environment
Sometimes the optimal use of employee competences is added as ninth pillar.
Another rather popular extra pillar is Lean Flow, to introduce Lean manufacturing
tools and to prevent local optimization.

SGA or Small Group Activity
A multi-disciplinary improvement group, with for example engineers, operators
and quality inspectors, tries to solve one specific problem that is responsible for a
low OEE-value.

SMED
This acronym stands for Single Minute Exchange of Dies. SMED was invented by
Shigeo Shingo at Toyota. He claimed that molds for forming automobile bodies
should be exchangeable within ten minutes. Later, this concept widened to reduce
machine set-up times in general. In TPM the aim is to increase the OEE, by
reducing the standstill time. SMED is also applied in Lean manufacturing and
QRM, then with the goal to reduce waiting times.

TPM-board
This is a board with the size of a poster, with OEE-charts, objectives, activities and
the members of a SGA-team. These boards typically hang in places where many
people come, for example in coffee rooms.



8 Major Pillars of TPM

8 TPM Pillars
1st TPM Pillar: Autonomous Maintenance
Train the operators to close the gap between them and the maintenance staff,
making it easier for both to work as one team
Change the equipment so the operator can identify any abnormal conditions and
measure deterioration before it affects the process or leads to a failure
7 steps are implemented to progressively increase operators knowledge,
participation and responsibility for their equipment
1. Perform initial cleaning and inspection
2. Countermeasures for the causes and effects of dirt and dust
3. Establish cleaning and lubrication standards
4. Conduct general inspection training
5. Carry out equipment inspection checks
6. Workplace management and control
7. Continuous improvement

2nd TPM Pillar: Equipment and Process Improvement
Objective: maximize efficiency by eliminating waste and manufacturing losses
Manufacturing losses are categorized into 13 big losses:
Equipment losses (6)
Manpower losses (4)
Material losses (3)

Equipment Losses

Equipment Losses
Manpower and Material Losses

Manpower and Material Losses
OEE: Overall Equipment Effectiveness
OEE figures are determined by combining the availability and performance of your
equipment with the quality of parts made
OEE measures the efficiency of the machine during its planned loading time.
Planned downtime does not effect the OEE figure.


OEE: Overall Equipment Effectiveness

3rd TPM Pillar: Planned Maintenance
Objective: establish Preventative and Predictive Maintenance systems for
equipment and tooling
Natural life cycle of individual machine elements must be achieved
Correct operation
Correct set-up
Cleaning
Lubrication
Retightening
Feedback and repair of minor defects
Quality spare parts


4th TPM Pillar: Early Management of New Equipment
Objective: establish systems to shorten
new product or equipment development
start-up, commissioning and stabilization time for quality and efficiency
New equipment needs to be:
easy to operate
easy to clean
easy to maintain and reliable
have quick set-up times
operate at the lowest life cycle cost

5th TPM Pillar: Process Quality Management
Definition: a process for controlling the condition of equipment components that
affect variability in product quality
Objective: to set and maintain conditions to accomplish zero defects
Quality rate has a direct correlation with
material conditions
equipment precision
production methods
process parameters

6th TPM Pillar: TPM in Administrative and Support Departments.
Administrative and support departments can be seen as process plants whose
principal tasks are to collect, process, and distribute information
Process analysis should be applied to streamline information flow


7th TPM Pillar: Education and Training
TPM is a continuous learning process.
2 major components
soft skills training: how to work as teams, diversity training and communication
skills
technical training: upgrading problem-solving and equipment- related skills

8th TPM Pillar: Safety and Environmental Management
Assuring safety and preventing adverse environmental impacts are important
priorities in any TPM effort.