TOTAL PRODUCTIVE MAINTENANCE (TPM)

Plant improve methodology which enabling continuous and rapid

improvement of the manufacturing process through use of employee
involvement, employee empowerment, and closed-loop measurement of
result.
Companies, which seek to improve competitiveness, must infuse quality
and improvement measures in all aspects of their operations. This
principle led to complete overhaul of maintenance practices in
manufacturing plants. Maintenance managers now view the consistent
production of quality goods as greatly dependent on the quality of
operations rendered by the necessary machinery. The TPM approach helps
increase uptime of equipment, reduces machinery set-up time, enhances
quality, and lowers costs. Through this approach, maintenance becomes
an integral part of the team. The ultimate benefits that can be obtained by
implementing TPM are increased profitability and improved productivity.
Financial quantification specifically calculating the savings is not directly
shown on the income statement. Non-financial measures can be
converted into financial savings and cost reductions realized by
implementing TPM. The implementation of TPM if intertwine with other
initiatives causing a confounding impact.
TPM is thus a method for bringing about change. It is a set of standard
activities that can lead to improved management of plant assets when
properly performed by individuals and teams. Philosophically, TPM
resembles total quality management (TQM) in several aspects,
1. Total commitment to the program by upper level management is
required,
2. Employees must be empowered to initiate corrective action, and
3. A long-range outlook must be accepted as TPM may take a year or
more to implement and is an on-going process. Changes in employee
mind-set toward their job responsibilities must take place as well. Total
productive maintenance (TPM) is the systematic execution of
maintenance by all employees through small group activities
The two main goals of TPM are to develop optimal conditions for the
workshop as a human machine system and to improve the overall quality
of the workshop environment.
The useful definitions and benefits of implementing TPM in a company as
below:
1. Maximized efficiency of equipment leading through participation of all
employees.
2. Improved reliability of equipment leading to improved product quality
and equipment productivity
3. Economical use of equipment throughout its total service life.

4. Operators trained and equipped to perform minor but essential asset

care of their machines.
5. Increased utilization of skilled trades in higher technical areas and more
diagnostic work
6. Practical and effective total quality team working example aimed at
equipment improvement and maintenance prevention.
7. Improvement in overall equipment effectiveness as a measurable route
to increase profitability
Three stages of TPM
Stage 1 - Planning and Preparation
Step 1: Announce top management decision to introduce TPM
Step 2: Start education and training to introduce TPM
Step 3: Create an organizational structure to support TPM
Step 4: Establish basic TPM policies and goals
Step 5: Prepare Master Plan for TPM development
Step 6: Hold TPM Kick-off (company-wide address)

Stage 2 Pilot Installation

1. Select Pilot Area
2. Form Team
3. Conduct a TPM Workshop

Stage 3 Plant-Wide Implementation

1. Reflect Upon Pilot Area Implementation
2. Improve/Refine the Plan
3. Select Multiple Sites
4. Repeat Phase II for All Sites
Conclusions
1. Sustain The Gains.
Audit
Monthly reviews by plant leadership
Give higher level training for operators

 Presentations by Team Members.

Celebrate the Success

Goals:
Zero accidents
Zero breakdowns
Zero defects
Zero loss of equipment speed

Why Do TPM?

People Involvement
o Joint effort top to bottom.
People Development
o Enabler to improve operator skills.
Team Work
o Synergy toward a common goal.
o Positive impact to the workplace.
Cost Reduction
o Unscheduled Overtime
o Reduced Initial Capital Investment
o Increased Productivity
o Longer Equipment Life
Continuous Improvement
o Machines and Equipment

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Total productive-maintenance (TPM) is a proven and successful procedure

for introducing maintenance considerations into organisational activities.
It involves operational and maintenance staff working together as a team
to reduce wastage, minimise downtime and improve end-product quality.
It needs active well-focussed maintenance staff, even when the system is
perceived to be working as expected. TPM builds on the concepts of justin-time (JIT), lean management, total quality management (TQM) and
design to achieve minimum life-cycle cost (LCC). TPM combines the best
features of productive and PM procedures with innovative management
strategies and encourages total employee involvement. TPM focuses

attention upon the reasons for energy losses from, and failures of
equipment due to design weaknesses that the associated personnel
previously thought they had to tolerate.

TPM focuses on optimising planning and scheduling. Availability,

performance and yield (i.e. acceptable quality-rate) are other factors that
affect productivity. Availability losses result from breakdowns and changeovers, i.e., the situation in which the line is not running when it should be.
Performance losses arise from speed losses and small stops or idling or
empty positions. In this case, the line may be running, but it is not
producing the quantity it should. Yield losses consist of losses due to
rejects and poor start-up behaviour in the line producing the products.
These losses lead to low values of the overall equipments effectiveness
(OEE), which provides an indication of how effective the production
process is. TPM helps to raise the value of the OEE by supplying a
structure to facilitate the assessment of those losses, and subsequently
giving priority to dealing with the more serious offenders.
Application of TPM leads to both short- and long-term improvements.
TPM entails having a:
Leaner organisational structure (i.e. fewer managers as well as
delegating power and responsibility to individual members of the team).
Multi-skilled workforce
Rigorous reappraisal of the way things are done now and so
improvements
are
introducedoften
resulting
in
simplification,
standardisation and/or harmonization. TPM seeks to encourage the setting
of ambitious, but attainable, goals for raising the value of the OEE and to
measure any deviations in what is achieved relative to the original
objective.
All employees through small-group activities, which include aiming for
zero breakdowns and zero defects, should implement it. The three
components of the concept are:
(I) optimised equipment-effectiveness,
(ii) autonomous-operator maintenance
(iii) company-led small-group activities throughout the entire organisation.
This is a high-employee involvement approach. TPM concepts involve
commitments to long-range planning, especially on the part of senior
management. Typically, TPM is initiated as a top down exercise, but only
implemented successfully via bottom-up participation.
TPM helps organise maintenance activities by applying the following
actions :
Cultivate a sense of ownership in the operator by introducing
autonomous maintenance the operator takes responsibility for the
primary care of his/her plant. The tasks include cleaning, routine
inspection, lubrication, adjustments, minor repairs as well as the
cleanliness of the local workspace.

Use cross-functional teams consisting of operators, maintainers,

engineers and managers to improve individual employee and
equipment performances.
Establish an optimal schedule of clean-up and PM to extend the
plant s lifespan and maximise its uptime.

Many TPM operators have achieved excellent progress [11], in

instances such as:

Wiser assessments of and improvements in the performance of

critical equipment.
Better understanding of the equipments criticality and where
and when is it financially worth improving.
More cooperative teamwork e.g. less adversarial or competitive
approaches between production and maintenance workers.
Improved procedures for (i) change-overs and set-ups, (ii)
carrying out maintenance tasks and (iii) better training of
operators and maintainers: all of these lead to reduced unit costs
of production and better service.
Increased enthusiasm, loyalty and involvement of the workforce.

A best practice, adapted to the maintenance process, is the integrated

maintenance practices that enable a company achieve a competitive
advantage over its competitors in the maintenance process. Specifically,
benchmarking is the practice of measuring performance against a pre-set
standard. Benchmarking is used by industries to learn about practices that
have been proven to lead to superior performances and then to adopt
them into their own organisational process.
Suggested three types:
Internal benchmarking, whereby multiple-plant organisations set
companywide standards for each of the sites to follow, and then charts
each site s performance relative to those standards.
Industry benchmarking, where a companys performance is measured
against those of other organisations in the same industrial sector.
Best-practice benchmarking, via which performance is measured against
those of other companies considered to be the leaders of that industry,
regardless of the end product or provided service of the particular
business.