1.

TPM TOTAL PRODUCTIVE MAINTENANCE

Total Productive Maintenance - TPM is a management model that aims to
increase the productivity and competitiveness of an industry through improvements in
equipment, that it desire zero fault and zero breakage of machinery and consequently
the zero defects in products and zero loss in the process.
Preventive maintenance emerged in the United States, around the year 1950 and
has been enhanced by the Japanese, being the basis of the TPM. The TPM was initially
developed in the automotive industry and quickly became part of the organizational
culture of companies like Toyota, Nissan and Mazda, and yet its suppliers and affiliates.
The main objectives of TPM are zero defects, zero losses, zero accidents, zero
breakdowns, zero failures, gains in productivity and competitiveness, efficiency gains,
improved quality, no rework or adjustments to work with safety and comfort.
The main features of the TPM are: participation of all departments and
employees, establish goals for the elimination of losses, development the mindset of the
people using the equipment as a learning material, make the TPM one routine work,
highlighting the activities (make visible - frame of activities), reduce costs (TPM must
be profitable).
The deployment of TPM the company achieves tangible and intangible benefits.
The tangible benefits are: safety (zero accidents and zero defects), productivity
(productivity gains, reduced breakage), cost, inventory (inventory reduction), quality
(reducing defects). Already intangibles are larger organization and cleanliness of the
work environment, reducing breakage and defects causes the operators improve their
confidence.

Figura 1: TPM Pillars
Fonte: https://www.industryforum.co.uk/expertise/manufacturing-operations/tpm/
Below is the definition of each of the 8 columns that make up the TPM.
1.1 Focused Improvement

The Focused Improvement is characterized by eliminating large losses,
increasing the overall effectiveness of equipment. Making great improvements, changes
and methods in order to increase the efficiency of the equipment.
The practice indicates that it is easier and effective do improvement activities in
stages, documenting the visually progress as procedures. The steps are:
Selection of Equipment / Process as Model;
Constitution and Training Working Groups;
Survey of Current Losses;
Definition of Themes and Goals for Improvement;
Development of Improvement Plan;
Mapping of analysis and Countermeasures;
Implementation of Improvement;
Proof of Income;
Providence to Prevent Recurrence;
Dissemination of Improvements Implemented in equipment / processes.

1.2 Autonomous Maintenance

According to Souza (2006), Autonomous Maintenance aims to eliminate large
losses and increase the overall effectiveness of equipment through the activities of small
groups, causing the operator to acquire knowledge and skills related to your equipment.
Such maintenance operators are trained to supervise and act as maintainers of the first
level. The expression "I'll take care of my machine" is the keynote of this maintenance
(Nakajima, 1989).
1.3 Planned Maintenance

The planned maintenance program is touted as success in managing processes.
The mechanical interventions on the equipment become, mostly programmed by
optimizing the equipment stop and improving productivity.
According to Souza (2006) concept of the philosophy of Planned Maintenance is
the awareness of losses arising from equipment failures and changes in mentality of the
Divisions of production and maintenance to minimize these flaws and defects with
minimal cost.

1.4 Training and Education

According to Souza (2006) the pillar of education and training is responsible for
providing resource to the production departments, maintenance, and management skills
and acquire knowledge about the equipment and mainly about the philosophy of TPM.
Thus, they will believe in the work to be done, which will result in increased
productivity, reduced losses and improved quality. Training is an investment that should
not save, because the return is guaranteed. Activities related to this pillar are: Perform
audits, reduce the doubts regarding TPM, among others.
1.5 Early Management

For Souza (2006), the major objective of this pillar is the development of the
technical specification of machinery and equipment, analyzing requirements and
specifications adopted by the TPM, mediating the claims of the other pillars of the
program. The pillar acts together with the pillar of Autonomous Maintenance. The fifth
pillar is directly linked to the acquisition of new equipment, modernization of processes
and systems, based on experience and applying such projects, thinking about the
integration between man and machine taking into account environmental conditions and
production.
1.6 Quality Maintenance

The pillar aims to act in the elimination of losses related to the quality of
equipment, assisting in troubleshooting, establishing conditions on equipment that does
not produce defects in the final product. According to Souza (2006), the support areas to
ensure Zero equipment breakdown and Zero defects in the product is critical to decision
through data analysis, evaluation of causes, conduct audits, and constant search for
greater reliability in product and process. It is recommended to use the Decision
Diagram.
1.7 Office TPM

Also known as "Maintenance of Offices", according to Souza (2006), the pillar
"Office TPM" aims to reduce losses in administrative processes, eliminating rework
non-value added , increasing the financial efficiency and yields of equipment and
machinery, besides seeking the expansion of knowledge needed for inventory
management and logistics, helping to solve problems of flows in the administrative
proceedings.
1.8 Safety, Health & Environment

According to Souza (2006), the main objective of the pillar is to implement the
principles of environmental management at the factory, through measures that minimize
environmental impact, ensuring the safety and health of each stakeholder in the process,
also reducing waste and generating increased productivity by reducing accidents.
Among the priorities of the pillar are: fetching zero accidents through reliable
equipment, prevention of human error, and equipment and processes that do not harm
the environment.