TPM

The TPM Guide
Total Productive Maintenance
Imants BVBA
http://leanmanufacturingcoaching.com
Imants BVBA http://www.managementsupport.com
1. TPM definition (1)

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
1. TPM definition (2)

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.
2. 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
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
Education and training

Safety and environmental management
TPM in the office
Process quality management
Early management of new equipment
Equipment and process improvement
Planned Maintenance
Autonomous Maintenance
4. Eight major pillars of TPM

4.1. Autonomous Maintenance (1)
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

4.1. Autonomous Maintenance (2)
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

4.2. 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)

4.2.1. Equipment losses
Downtime
loss
Equipment failure / breakdowns

Set-up / adjustments
Minor stopping / idling

Speed loss
Reduced speed
Process errors
Quality loss
Rework / scrap

4.2.2. Manpower and material losses
Cleaning and checking

Manpower
losses
Waiting materials
Waiting instructions
Waiting quality confirmation
Material yield
Material
losses
Energy losses
Consumable material losses

4.2.3 Overall Equipment Effectiveness (OEE)
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.

Overall Equipment Effectiveness = Availability x Performance x Quality Yield
Downtime loss
Availability
Performance
Quality Yield
Speed loss
Quality loss

Overall Equipment Effectiveness = Availability x Performance x Quality Yield
Availability = time available for production - downtime

time available for production
Performance = ideal cycle time x number of parts produced

operating time
Quality Yield = total number of parts produced - defect number

total number of parts produced

4.3. 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

4.4. 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

4.5. 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

4.6. 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

4.7. 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

4.8. Safety and environmental management
Assuring safety and preventing adverse
environmental impacts are important priorities in
any TPM effort
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
5. TPM Implementation
12 steps
Announcement to introduce TPM
Introductory education campaign for the workforce
Preparation
TPM Promotion (special committees)

Establish basic TPM policies and goals
Preparation and Formulation of a master plan
Kick-off
Invite customers, affiliated companies and subcontractors

Develop an equipment management program
Develop a planned maintenance program
Implementation
Develop an autonomous maintenance program

Increase skills of production and maintenance personnel
Develop early equipment management program
Stabilization
Perfect TPM implementation and raise TPM levels
5.1. Announce top managements decision to
introduce TPM
State TPM objectives in a company

newsletter
Place articles on TPM in the company
newspaper
5.2. Introductory education campaign
Seminars for managers

Slide presentations for all employees
5.3. TPM Promotion
Special committees at every level to promote

TPM
Newsletters
Articles
Videos
Posters
5.4. Establish basic TPM policies and goals
Analyze existing conditions

Set goals
Predict results
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
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
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
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
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
5.8. 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
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
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
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
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
6. TPM Benefits
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
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The TPM Guide

Total Productive Maintenance

1. TPM definition (1)

1. TPM definition (2)

Imants BVBA http://www.managementsupport.com

Imants BVBA http://www.managementsupport.com

Imants BVBA http://www.managementsupport.com

Education and training

TPM in the office

Process quality management

Early management of new equipment

Equipment and process improvement

4. Eight major pillars of TPM

4. Eight major pillars of TPM

Train the operators to close the gap

4. Eight major pillars of TPM

4. Eight major pillars of TPM

Imants BVBA http://www.managementsupport.com

4. Eight major pillars of TPM

Equipment failure / breakdowns

Minor stopping / idling

Imants BVBA http://www.managementsupport.com

4. Eight major pillars of TPM

Cleaning and checking

Imants BVBA http://www.managementsupport.com

4. Eight major pillars of TPM

OEE figures are determined by combining the

Imants BVBA http://www.managementsupport.com

4. Eight major pillars of TPM

Overall Equipment Effectiveness = Availability x Performance x Quality Yield

Imants BVBA http://www.managementsupport.com

4. Eight major pillars of TPM

Overall Equipment Effectiveness = Availability x Performance x Quality Yield

Availability = time available for production - downtime

Performance = ideal cycle time x number of parts produced

Quality Yield = total number of parts produced - defect number

4. Eight major pillars of TPM

Imants BVBA http://www.managementsupport.com

4. Eight major pillars of TPM

New equipment needs to be:

4. Eight major pillars of TPM

4. Eight major pillars of TPM

Administrative and support departments can be

Imants BVBA http://www.managementsupport.com

4. Eight major pillars of TPM

Imants BVBA http://www.managementsupport.com

4. Eight major pillars of TPM

Imants BVBA http://www.managementsupport.com

Imants BVBA http://www.managementsupport.com

TPM Promotion (special committees)

Invite customers, affiliated companies and subcontractors

Develop an autonomous maintenance program

Perfect TPM implementation and raise TPM levels

Imants BVBA http://www.managementsupport.com

State TPM objectives in a company

Imants BVBA http://www.managementsupport.com

Seminars for managers

Imants BVBA http://www.managementsupport.com

Special committees at every level to promote