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2 TOTAL PRODUCTIVE MAINTENANCE KULDEEP MATHUR M.B.A. JIWAJI UNIVERSITY GWALIOR 1

3 1. About TPM 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 2

4 1. Other Definition TPM combines the traditional 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. 3

5 1a. Other Explanations of TPM TPM brings maintenance into focus as a necessary and vitally important part of the business. It is no longer regarded as a non-profit activity. Down time for maintenance is scheduled as a part of the manufacturing day and, in some cases, as an integral part of the manufacturing process. It is no longer simply squeezed in whenever there is a break in material flow. The goal is to hold emergency and unscheduled maintenance to a minimum. 4

6 2. Origins of TPM TPM evolved from TQM, Dr. Deming introduced statistical analysis and used the resulting data to control quality during manufacturing (TQM) The Japanese imported preventive maintenance (PM) from the united states in the 1950s and it remained well established until the 1970s. This consisted mainly of time-based maintenance featuring periodic servicing and overhaul. During the 1980s PM was steadily replaced by predictive maintenance, or condition-based maintenance Some general concepts of TQM did not work well in the maintenance environment. There was little or no involvement of the machine operator in the maintenance program and maintenance personnel had little training beyond what was contained in often inadequate maintenance manuals. 5

7 2. Origins of TPM (Cont.) The need to go further than preventive maintenance was quickly recognized by those companies who were committed to TQM The origin of the term "Total Productive Maintenance" is disputed. Some say that it was first coined by American manufacturers over forty years ago. Others contribute its origin to a maintenance program used in the late 1960's by Nippondenso, a Japanese manufacturer of automotive electrical parts. Seiichi Nakajima, an officer with the Institute of Plant Maintenance in Japan is credited with defining the concepts of TPM and seeing it implemented in hundreds of plants in Japan. TPM is defined as productive maintenance involving total participation - a kind of marriage between PM and TQM, Maintenance became an integral part of TQM in the early 90’s. 6

8 3. TPM 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 7

9 4. TPM Goal (1) TPM aims to establish good maintenance practice through the pursuit of "the five goals of TPM” (1) Improve equipment effectiveness : examine the effectiveness of facilities by identifying and examining all losses which occur - downtime losses, speed losses and defect losses. (2) Achieve autonomous maintenance : allow the people who operate equipment to take responsibility for, at least some, of the maintenance tasks. This can be at : ◦ the repair level (where staff carry out instructions in response to a problem); ◦ the prevention level (where staff take pro-active action to prevent foreseen problems); and the ◦ improvement level (where staff not only take corrective action but also propose improvements to prevent recurrence). 8

10 4. TPM Goal (2) (3) Planed maintenance: have a systematic approach to all maintenance activities. This involves the identification of the nature and level of preventive maintenance required for each piece of equipment, the creation of standards for condition-based maintenance, and the setting of respective responsibilities for operating and maintenance staff. The respective roles of "operating" and "maintenance" staff are seen as being distinct. Maintenance staff are seen as developing preventive actions and general breakdown services, whereas operating staff take on the "ownership" of the facilities and their general care. Maintenance staff typically move to a more facilitating and supporting role where they are responsible for the training of operators, problem diagnosis, and devising and assessing maintenance practice. 9

11 4. TPM Goal (3) (4) Train all staff in relevant maintenance skills : ◦ The defined responsibilities of operating and maintenance staff require that each has all the necessary skills to carry out these roles. ◦ TPM places a heavy emphasis on appropriate and continuous training. (5) Achieve early equipment management : ◦ The aim is to move towards zero maintenance through "maintenance prevention" (MP). ◦ MP involves considering failure causes and the maintainability of equipment during its design stage, its manufacture, its installation, and its commissioning. ◦ As part of the overall process, TPM attempts to track all potential maintenance problems back to their root cause so that they can be eliminated at the earliest point in the overall design, manufacture and deployment process. 10

12 Objective of TPM 11 Zero accidents Zero defects Zero downtime Zero failures Zero losses Zero delays Zero overtime Zero …….

13 Similarities between TQM and TPM The TPM program closely resembles the popular Total Quality Management (TQM) program. Many of the tools such as employee empowerment, benchmarking, documentation, etc. used in TQM are used to implement and optimize TPM. Following are the similarities between the two. ◦ Total commitment to the program by upper level management is required in both programs ◦ Employees must be empowered to initiate corrective action, and ◦ 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. 12

14 Differences between TQM and TPM 13 CategoryTQMTPM Object Quality ( Output and effects ) Equipment ( Input and cause ) Means of attaining goal Systematize the management. It is software oriented Employees participation and it is hardware oriented TargetQuality for PPM Elimination of losses and wastes.

15 The Pillars of TPM 14 Planned Maintenance 5S Total Employee Participation Jishu HozenKobetsu Kaizen Training & DevelopmentOffice TPM Safety,Health & Environment TOTAL PRODUCTIVE MAINTENANCE Quality Maintenance

16 TPM Plant Structure 15

17 5. TPM implementation 3 requirements for fundamental improvement Increasing motivation: changing peoples attitudes Increasing competency and peoples skills Improving the work environment, so that it supports the establishment of a program for implementing TPM 16

18 5. TPM Implementation 12 steps 17 Preparation Kick-off Implementation 1.Announcement to introduce TPM 2.Introductory education campaign for the workforce 3.TPM Promotion (special committees) 4.Establish basic TPM policies and goals 5.Preparation and Formulation of a master plan 7.Develop an equipment management program 8.Develop a planned maintenance program 9.Develop an autonomous maintenance program 10.Increase skills of production and maintenance personnel 12.Perfect TPM implementation and raise TPM levelsStabilization 11.Develop early equipment management program 6.Invite customers, affiliated companies and subcont.

19 5. TPM Implementation Process flow 18 Pilot Plant wide Autonomous Maintenance Selective Focused Improvement Planned Maintenance Autonomous Maintenance Selective Focused Improvement Planned Maintenance Zero Losses Step 1 : Declaration Step 6 : Kick Off 30 months Step 7 : Systems Step 12 : Total Application 6 months Train and Introduce Promotion Office Policies and Targets Prepare Master Plan Education Quality Office Safety

20 6. Benefits of Total Productive Maintenance TPM reduces equipment-related waste including: downtime, speed losses, defects, frequent adjustments, breakdowns, etc. Typical manufacturing operations have experienced improvements in the following areas in a relatively short period of time (6-12 months) through the implementation of TPM: Overall Equipment Effectiveness (capacity) improvement of 25-50%. ◦ Quality improvement of 25-50% ◦ Maintenance expenditure reductions of 10-50% ◦ Percent Planned vs. Unplanned maintenance increase of 10-60% ◦ Increased equipment productivity ◦ Reduced equipment downtime ◦ Increased plant capacity ◦ Lower maintenance and production costs ◦ Approaching zero equipment-caused defects ◦ Enhanced job satisfaction ◦ Increased Return On Investment 19

21 The Results of TPM Ford, Eastman Kodak, Dana Corp., Allen Bradley, Harley Davidson, M&M, Sundram Fasteners, Maruti, Tata Motors; these are just a few of the companies that have implemented TPM successfully. All report an increase in productivity using TPM. Kodak reported that a $5 million investment resulted in a $16 million increase in profits which could be traced and directly contributed to implementing a TPM program. One appliance manufacturer reported the time required for die changes on a forming press went from several hours down to twenty minutes! This is the same as having two or three additional million dollar machines available for use on a daily basis without having to buy or lease them. Texas Instruments reported increased production figures of up to 80% in some areas. Almost all the above named companies reported 50% or greater reduction in down time, reduced spare parts inventory, and increased on-time deliveries. The need for out-sourcing part or all of a product line was greatly reduced in many cases. 20

22 Conclusion Today, with competition in industry at an all time high, TPM may be the only thing that stands between success and total failure for some companies. It has been proven to be a program that works. It can be adapted to work not only in industrial plants, but in construction, building maintenance, transportation, and in a variety of other situations. Employees must be educated and convinced that TPM is not just another "program of the month" and that management is totally committed to the program and the extended time frame necessary for full implementation. If everyone involved in a TPM program does his or her part, an unusually high rate of return compared to resources invested may be expected. 21

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24 PILLAR 1 - Autonomous Maintenance (Jishu Hozen) JH is about automatic response in maintaining the machine’s basic condition. Geared towards developing operators to be able to take care of small maintenance tasks. Policy: Uninterrupted operation of equipments. Flexible operators to operate and maintain other equipments. Eliminating the defects at source through active employee participation. JISHU HOZEN Targets: Reduce process time by 50% Increase use of JH by 50% 23

25 PILLAR 1 - Autonomous Maintenance (Jishu Hozen – Contd.) 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 24

26 PILLAR 2 - Equipment and process improvement (Kobetsu Kaizen) This pillar is aimed at reducing losses in the workplace that affect the efficiencies. By using a detailed and thorough procedure it eliminate losses in a systematic method using various Kaizen tools. Basically kaizen is for small improvements. These activities are not limited to production areas and can be implemented in administrative areas as well. Kaizen Policy : Practice concepts of zero losses in every activity. To achieve cost reduction targets in all resources To improve over all plant equipment effectiveness. Kaizen Target : To achieve and sustain zero loses with respect to minor stops, measurement and adjustments, defects and downtimes. 25

27 Tools used in Kaizen PM analysis Why - Why analysis Summary of losses Kaizen register Kaizen summary sheet 26

28 PILLAR 3 - Planned maintenance It is aimed to have trouble free machines and equipments producing defect free products for total customer satisfaction. Policy : ◦ Achieve and sustain availability of machines ◦ Optimum maintenance cost. ◦ Reduces spares inventory. ◦ Improve reliability and maintainability of machines. Target : ◦ Zero equipment failure and break down. ◦ Improve reliability and maintainability by 50 % 27

29 PILLAR 3 - Planned maintenance (cont’d) Six steps in Planned maintenance : ◦ Equipment evaluation and recoding present status. ◦ Restore deterioration and improve weakness. ◦ Building up information management system. ◦ Prepare time based information system, select equipment, parts and members and map out plan. ◦ Prepare predictive maintenance system by introducing equipment diagnostic techniques and ◦ Evaluation of planned maintenance. 28

30 PILLAR 4 – Quality Maintenance ( Hinshitsu Hozen) Objective to set and maintain conditions to accomplish zero defects. Perfect equipment produce perfect parts! The condition are checked and measure in time series to verify that measure values are within standard values to prevent defects. Policy Defect free conditions and control of equipments. Focus on prevention of defects at source Effective implementation of operator quality assurance. Target Achieve and sustain customer complaints at zero Reduce cost of quality by 50 %. 29

31 Pillar 5: 5S - SEIRI - Sort out  To sort and organized items as critical, important, frequently used items, useless, or items that are not need as of now.  Critical items to be kept for use nearby and items that are not be used in near future, should be stored in some place. 30

32 SEITON - Organise Items shall be placed back after usage at the same place. The concept is "Each items has a place, and only one place". For easily identify, name plates and colored tags has to be used for the items. Vertical racks can be used for this purpose, and heavy items occupy the bottom position in the racks. 31

33 SEISO - Shine the workplace This involves cleaning the work place free of burrs, grease, oil, waste, scrap etc. No loosely hanging wires or oil leakage from machines. 32

34 SEIKETSU - Standardization Employees need to discuss together and decide on standards for keeping the work place / Machines / pathways neat and clean. This standards are implemented for the whole organization and are tested / Inspected randomly. 33

35 SHITSUKE - Self discipline This includes wearing badges, following work procedures, punctuality, dedication to the organization etc. Considering 5S as a way of life and bring about self-discipline among the employees of the organization. 34

36 PILLAR 6 - EDUCATION AND TRAINING Education is given to operators to upgrade their skill. It is not sufficient know only "Know-How" They should also learn "Know-why". The employees should be trained to achieve the four phases of skill. The goal is to create a factory full of experts. ◦ Phase 1 : Do not know. Phase 2 : Know the theory but cannot do. Phase 3 : Can do but cannot teach Phase 4 : Can do and also teach. 35

37 con’t Policy : 1. Focus on improvement of knowledge, skills and techniques. 2. Creating a training environment for self learning based on felt needs. 3. Training curriculum / tools /assessment etc conductive to employee revitalization 4. Training to remove employee fatigue and make work enjoyable. 36

38 CON’T Target : 1. Achieve and sustain downtime due to want of men at zero on critical machines. 2. Achieve and sustain zero losses due to lack of knowledge / skills / techniques 3. Aim for 100 % participation in suggestion scheme. 37

39 CON’T Steps in Educating and training activities : 1. Setting policies and priorities and checking present status of education and training. 2. Establish of training system for operation and maintenance skill up gradation. 3. Training the employees for upgrading the operation and maintenance skills. 4. Preparation of training calendar. 5. Kick-off of the system for training. 6. Evaluation of activities and study of future approach. 38

40 PILLAR 7 - OFFICE TPM Office TPM should be started after activating four other pillars of TPM to improve productivity, efficiency in the administrative functions and identify and eliminate losses. Processing loss Communication loss Set-up loss 39

41 CON’T How to start office TPM ? TPM co-ordinate plans and guides the sub committee. 1. Providing awareness about office TPM to all support departments 2. Identify the scope for improvement in each function 3. Collect relevant data 40

42 CON’T 5. Help them to solve problems in their circles 6. Make up an activity board where progress is monitored on both sides - results and actions along with Kaizens. 7. Fan out to cover all employees and circles in all functions. 41

43 CON’T Office TPM and its Benefits : 1. Involvement of all people in support functions for focusing on better plant performance 2. Better utilized work area 3. Reduce repetitive work 4. Reduced inventory levels in all parts of the supply chain 5. Reduced administrative costs 6. Reduced inventory carrying cost 42

44 PILLAR 8 - SAFETY, HEALTH AND ENVIRONMENT Target : 1. Zero accident, 2. Zero health damage 3. Zero fires. In this area focus is on to 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. 43

45 CON’T A committee is constituted for this pillar which comprises representative of officers as well as workers. The committee is headed by Senior vice President (Technical ). Manager (Safety) is looking after functions related to safety. To create awareness among employees various competitions like safety slogans, Quiz, Drama, Posters, etc. related to safety can be organized at regular intervals. 44

46 5. TPM Implementation 5.1. Announce top management’s decision to introduce TPM State TPM objectives in a company notice board information/company newsletter to inform all employees. Place articles on TPM in the company bulletins. 45

47 5. TPM Implementation 5.2. Introductory education campaign Seminars for managers Slide presentations for all employees 46

48 5. TPM Implementation 5.3. TPM Promotion Special committees at every level to promote TPM Newsletters Articles Videos Posters 47

49 5. TPM Implementation 5.4. Establish basic TPM policies and goals Analyze existing conditions Set goals Predict results 48

50 5. TPM Implementation 5.5. Preparation and Formulation of a master plan A master plan lays out your goals, what you will do to achieve them and when you will achieve them Detailed plans for each pillar have to be prepared 49

51 5. TPM Implementation 5.6. TPM kick-off The main kick-off to TPM should take the form of a formal presentation with all the employees attending This opportunity can be used to gain the full support of the employees Invite external customers, affiliated and subcontracting companies 50

52 5. TPM Implementation 5.7. Develop an equipment management program (1) The tools of Total Quality Management and Continuous Improvement are applied to the management and improvement of equipment Form project teams Select model equipment ◦ identify equipment problems ◦ analyze equipment problems ◦ develop solutions and proposals for improvement 51

53 5. TPM Implementation 5.7. Develop an equipment management program (2) Typical membership of a team five to seven operators a maintenance person a technical expert Tools Pareto Cause & effect Root cause Methods Analysis 52

54 5. TPM Implementation 5.8. Develop a planned maintenance program Set up plans and schedules to carry out work on equipment before it breaks down, in order to extend the life of the equipment Include periodic and predictive maintenance Include management of spare parts and tools 53

55 5. TPM Implementation 5.9. Develop a autonomous maintenance program A handing-over of maintenance tasks from specialized maintenance personnel to production operators Promote the seven steps Tasks to hand over cleaning lubricating inspecting set-up and adjustment 54

56 5. TPM Implementation 5.10. Increase skills of production and maintenance personnel The training sessions must be planned shortly after the kick-off presentation. 2 major components ◦ soft skills training ◦ technical training Train leaders together Have leaders share information with group members 55

57 5. TPM Implementation 5.11. Develop early equipment management program(1) The principle of designing for maintenance prevention can be applied to new products, and to new and existing machines. New products must be designed so that they can be easily produced on new or existing machines New machines must be designed for easier operations, changeover and maintenance 56

58 5. TPM Implementation 5.11. Develop early equipment management program(2) Existing machines: ◦ analyze historical records for  trends of types of failures  frequency of component failures  root causes of failures ◦ determine how to eliminate the problem and reduce maintenance through an equipment design change or by changing the process 57

59 5. TPM Implementation 5.12. Perfect TPM implementation and raise TPM levels Evaluate for the PM Award: The Japanese Institute for Productive Maintenance runs the annual PM Excellence Award. They provide a checklist for companies applying for the award. Set higher goals 58