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TPM

(Total Productive Maintenance)

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TPM stands for - - Total Profit Management Through Total Perfect Manufacturing Through

Total Productive Maintenance


Through Total People Management Total Proud Management
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History of TPM and its Present State

Developed from the US style of PM (preventive maintenance) in 1950s Subsequently, developed to its present state by JIPM (Japan Institute of Plant Maintenance) Now, TPM promotes entire company structures, every line of businesses, and in all parts of the world TPM is implemented company wide
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Progress of Equipment Management In Japan and Future Planning


Years
Before 1950s

Key-words
Breakdown maintenance

Explanation
Repairing after failure by the person in charge of repairs Management of equipment is not considered Preventive maintenance of equipment by the person in charge of maintenance Economical maintenance control Management of total equipment life (equipment planning, maintenance, improvement, revision) by the person in charge of equipment from the economical point of view Production maintenance by all members related to equipment planning, operation and maintenance TPM activity by all members related to production, development, business, and management, etc. Global and general TPM activity including local production

1950s

Preventive maintenance

1960s

Productive maintenance

1970s

TPM in production department (Manufacturing industry) Company wide TPM (whole industry) Global TPM

1980s

1990s 2000s

TPM development in unmanned operation plants TPM in unmanned operation by employing FA/CIM plants Goudar Associates 4

TPM Features

3 Autonomous maintenance by operators (small group activity)

2 Total System (MP-PM-CM)

1 Economic efficiency (profitable PM)

TPM features Productive Maintenance features Preventive Maintenance features


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Preventive Medicine for Equipment = Preventive Maintenance


Preventive Medicine

Daily Preventio n

Health checkups (diagnosis ) Measures deterioration

Early treatment

Prevents deterioration Daily maintenance (lubricate, clean, adjust, inspect)

Inspection (diagnosis)

Repair deterioration Make preventive repairs (advance replacements)

Preventive Maintenance
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BENEFITS OF TPM
(Effectiveness)

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Tangible Effectiveness
Productivity

Quality
Cost Inventory Accident Morale

(Customer Complaints, Defects

(Dispatch Adherence

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Tangible Benefits ( Example) P


: Productivity Improvement: 1.5 to 2 times Reduction in Number of Equipment Failures : 1/10 to 1/250 Overall Equipment Efficiency Improvement: 1.5 to 2 times : Reduction in Defects rate in Process : to 1/10 Reduction in Customer Claims : to 1/4 : Manufacturing Costs : Reduced by 30% Maintenance Cost : Reduced by 30% : Reduction in Product & Work-in-process Inventories: Reduced by 50% : Reduction in Accidents & Pollution cases Zero : Increase in Kaizen activity / Employee Suggestions: 5 to 10 times
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C
D S M

Intangible Benefits of TPM


1. After introduction of autonomous maintenance activity, Operators take care of machines by themselves without being ordered to 2. With achievement of Zero Breakdowns and Zero Defects, Operators get new confidence in their own abilities 3. Workplaces that used to be covered with oil and chips are now so clean and pleasant as to be almost unrecognizable 4. Improved image of the Company, leading to the possibility of increased orders
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TPM - A Definition (Production TPM)


A complete definition of TPM includes the following five elements : 1. TPM aims to maximize equipment efficiency

(Overall Equipment Efficiency)


2. 3. TPM establishes a thorough system of PM, for the equipments entire life span TPM is implemented by various departments (Engineering, Operations, Maintenance) 4. TPM involves every single employee, from Top

Management to workers on the Shop-floor


5. TPM is based on the promotion of PM through motivation management : autonomous small group activities
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New Definition of TPM (Company-Wide TPM)


1. TPM aims to create a corporate system that maximizes the efficiency of the production system (overall efficiency improvement) 2. TPM creates systems for preventing the occurrence of all losses on the front line and is focused on the end product. This includes systems for realizing "zero accidents, zero defects, and zero failures" in the entire life cycle of the

production system
3. TPM is applied in all sectors, including the production, development, sales and administration departments 4. TPM is based on the participation of all members, ranging from the top management to frontline employees 5. TPM achieves zero losses through overlapping small-group activities
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From TPM of Production Department of Company-wide TPM Covering All Company Activities

Top Management

Planning

Financial

Personnel

General Affairs

Administration

Production

Development of products & equipments


Plant

Sales

Plant

Plant

Plant

TPM Phase 1 TPM Phase 2

TPM Phase 1 TPM Phase 2

TPM of Production Department Company-wide TPM encompassing production, development, sales and administration
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What TPM Aims at


To restructure the Corporate culture through improvement of Human resources and Plant equipment
- Educate and foster employees so that they can respond to the needs of FA Improving (1) Operator : Ability to perform Jishu - Hozen

human
resources

(2) Maintenance Man

: Ability to perform high-quality maintenance

(3) Production Engineer : Ability to execute maintenance-free equipment plan

Improving Plant equipment

(1) Attain efficiency through revamping of the existing equipment (2) LCC-considered design of new equipment and minimizing their run-up time

Improving the Corporate Culture


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GOALS OF TPM

ZERO ACCIDENTS ZERO BREAKDOWNS

ZERO DEFECTS ZERO LOSSES


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Kobetsu Kaizen Planned Maintenance Development Management

TPM
Education & Training

TPM 8 PRINCIPLES

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Autonomous Maintenance (JH) Quality Maintenance

Office TPM Safety, Health & Environment

8 MAJOR PLANT LOSSES

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8 MAJOR PLANT LOSSES


The following eight losses are the major losses that prevent any plant from achieving its maximum efficiency: 1. Shutdown 2. Production adjustment 3. Equipment failure 4. Process failure 5. Normal production loss 6. Abnormal production loss 7. Quality defects 8. Reprocessing
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The 8 Major Plant Losses Definitions & Examples


Sl. No. Loss Definition Units Example

Shutdown loss

Time lost when production stops for planned annual shutdown maintenance or periodic servicing
Time lost when changes in supply & demand require adjustments to production plans Time lost when equipment suddenly loses its specified functions Time lost in shutdown due to external factors such as changes in chemical or physical properties of materials being processed, operating errors, defective raw materials, etc.

Days

Shutdown work, periodic servicing, statutory inspections, autonomous inspections, general repair work, etc.
Production-adjustment shutdown, inventory-reduction shutdown, etc. Failed pumps, burnt-out motors, damaged bearings, broken shafts, etc. Leaks, spills, blocks, corrosion, erosion, dust scatter, misoperation

Production adjustment loss Equipment failure loss Process failure loss

Days

Hours

Hours

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The 8 Major Plant Losses Definitions & Examples (contd.)


Sl. No. 5 Loss Normal production loss Definition Rate & time losses at plant startup, shutdown or changeover Units Rate decrease, hours Rate decrease, hours Hours, tons, rupees Example Production rate reductions during warmup period after startup, cooldown period before shutdown, and product changeover Low-load operation, low-speed operation, and operation at below standard production rate Physical & time losses due to making product that fails to meet quality standards

Abnormal production loss Quality defect loss

Rate loss occurring when plant underperforms due to malfunctions & abnormalities Time lost due to producing rejectable product, physical loss of rejected product, and financial losses due to product downgrading Recycling losses due to passing material back through the process

Reprocessing loss*

Hours, tons, rupees

Recycling losses occur when rejected material has to be returned to a previous process to make it acceptable 20

* In certain industries or with certain products, reprocessing or reworking is impossible. In such cases, these types of losses will be treated as quality losses & accordingly, eight major losses are reduced to seven.

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8 Activities and Loss


KOBETSU KAIZEN SAFETY, HYGIENE, ENVIRONMENT JISHU HOZEN

OFFICE TPM

LOSS

PLANNED MAINTENANCE

QUALITY MAINTENANCE DEVELOPMENT MANAGEMENT

EDUCATION & TRAINING

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OVERALL PLANT EFFICIENCY


AND THE STRUCTURE OF LOSSES

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Overall Plant Efficiency and the Structure of Losses

Plant

Eight major losses


(1) Shutdown

Calculation of Overall Plant Efficiency


Calendar time - (1+2+3+4) 100 Availability ty = Calendar time

(2) Production adjustment Calendar time (A)

C A

100

(%)

(3) Equipment failure


Working time (B) Shutdown losses
Major stoppage losses

(4) Process failure


(5) Normal production loss (6) Abnormal production loss

Performance rate = Average actual production rate ( t / h )

100

Standard production rate ( t / h )

Operating time (C) Net Operating Time (D) Effective Performance losses

=
Quality rate =

D C

100

(%)

Production amount

Defect Operating Time (E) losses

(7) Quality defect (8) Reprocessing

(7+8)

Production amount

100

=
Availability

E D

100

(%)

Overall Plant Efficiency

Performance rate

Quality rate

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TPM
DEPLOYMENT
IN 12 STEPS

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Kobetsu Kaizen Planned Maintenance Development Management

TPM
Education & Training

TPM 8 PRINCIPLES

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Autonomous Maintenance (JH) Quality Maintenance

Office TPM Safety, Health & Environment

Twelve Steps for the TPM Implementation Program


Preparatory stage Step 1: The top person's declaration of the resolve to introduce TPM The declaration is made in an internal TPM lecture meeting, and should be printed in an internal bulletin or newsletter. Step 2: TPM introductory education and campaign Managerial staff: Staff of the same level are scheduled together for training General employees: Slide-show meetings Step 3: Formation of TPM promotion organizations and formal organizational models Committees, specialized subcommittees, promotion secretariat Formal organization models Step 4: Setting of basic TPM policy and targets Benchmarks and targets; prediction of effects Step 5: Preparation of a master plan for implementing TPM From preparation stage to application for TPM Award Start of introduction Step 6: Kick-off of TPM initiative Customers, suppliers and affiliated companies are invited

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Twelve Steps for the TPM Implementation Program (Contd)


Implementation stage Step 7: Establishment of a system for improving the efficiency of the production department Pursuit of improvement of efficiency in the production department Step 7.1: Kobetsu-Kaizen Project-team activities and workshop small-group activities Step 7.2: Jishu-Hozen Step method, diagnosis, and approval certificates Step 7.3: Planned maintenance Corrective maintenance, periodic maintenance, predictive maintenance Step 7.4: Operation / maintenance skill development Collective education of leaders and education concerning transmission of education to members Step 8: Establishment of initial phase management systems for new products and new equipment Development of easy-to-manufacture products and easy-to-use equipment Step 9: Establishment of quality maintenance systems Creation of conditions in which defects do not occur, and the maintenance / management of those conditions Step 10: Creation of systems for improvement of the efficiency of administrative/supervisory sectors Increase production-support effectiveness, Improve & streamline administrative functions and office environments Step 11: Creation of systems for the control of safety, health, and the environment Creation of systems for zero accidents and zero pollution cases Establishment stage Step 12: Complete implementation of TPM and level improvement Undergoing examinations for the receipt of PM awards; Setting sights on higher targets.

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