International Journal of Business and General

Management (IJBGM)
ISSN (P): 2319–2267; ISSN (E): 2319–2275
Vol. 11, Issue 1, Jan–Jun 2022; 53–64
© IASET

TOOLING MANAGEMENT: A STRONG TPM PILLAR

Ashutosh Kolhatkar1 & Anand Pandey2

1
Research Scholar, Symbiosis International (Deemed University), Lavale, Pune, Maharashtra, India
2
HOD, SIT, Symbiosis International (Deemed University), Lavale, Pune, Maharashtra, India

ABSTRACT

In order to achieve manufacturing excellence through the Total Productive Maintenance (TPM) initiative, various aspects
must be considered in order to improve the effectiveness of the tooling division and make it a major strength of the
organization. The paper reviews the literature of various authors on the subject of TPM implementation approaches, pillar
structures, and success enablers and barriers. It evaluates a captive tool room in India to classify the scenario observed
within the organisation in view of TPM implementation. Based on the specific role of the tool room in developing new
tooling or the tool maintenance function, it follows an approach of either Early Management, Planned Maintenance, or the
Focused Improvement Pillars of TPM. Whereas, organisations having both these roles do not give enough justice to
tooling functions when attached to any one of these pillars. The paper illustrates and specifies the various aspects to be
considered under the purview of the tool room. The study provides guidance to organisations that are unsure whether to
follow standard TPM practise or develop a separate pillar for tooling management in light of organisational structure,
technological advantage, and long-term growth. The approach of the TPM strategy will help enhance organisational
sustained performance and will give the Indian industry a competitive edge in the challenging market.

KEYWORDS: Total productive maintenance, tooling management, Indian Industry, TPM pillars

Article History
Received: 29 Apr 2022 | Revised: 30 Apr 2022 | Accepted: 05 May 2022

INTRODUCTION

TPM is one of the Japanese philosophies used in the industry to achieve manufacturing excellence. TPM was developed in
Japan by Seiichi Nakajima, and the TPM process was introduced in 1971 (Shirose, 1999). The aim of the process was to
enhance machine maintenance and its performance. The organization, Nippon Denso, was first awarded the PM prize in
recognition of exhibiting this process. Later, the Japanese Institute of Plant Maintenance (JIPM) enlarged the role of TPM
to include eight pillars. The introduction of these pillars was in view of clarifying the roles and responsibilities of various
functions in order to enhance the machine performance, thereby achieving total employee involvement and a teamwork
atmosphere. It has a major role in taking an organisation towards zero breakdowns, zero defects, and zero accidents.

With 8 pillars of TPM: Focused improvement, Autonomous Maintenance, planned maintenance, education &
training, Early management, Quality management, Safety Health Environment, and office TPM, it allocates major roles
and responsibilities to production, maintenance, engineering, Quality and reliability. It also focuses on Human resources,
new products, and equipment development. It covers the support functions of safety, health, and the environment, as well
as office functions. The industries that apply the TPM philosophy establish an organogram of various functions. Broadly,

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54 Ashutosh Kolhatkar & Anand Pandey

industries follow the conventional approach recommended by JIPM while implementing TPM. The basic approach of eight
pillars broadly takes care of the concept of enhancing the productivity of machines by total employee involvement. Despite
that, various studies elaborate on changes in approach, number of pillars, steps of implementation, and adaptability to the
industry's objectives for successfully implementing TPM. The whole purpose of changing the approach is in view of fully
utilizing the strengths of the organization, suitability with the organisational structure, and the drive towards meeting the
objectives.

Industries like the automotive industry, the electrical industry, and the medical industry have a vital tooling
function in the production system. The tooling function has two major roles viz. new tooling development, for new
products and life cycle management, and for tool maintenance services to support production. While new tooling
development follows the early management pillar approach, tool maintenance service follows either planned maintenance
or a focused improvement approach. With the tooling function having both of these output parameters, organizations'
decision to attach it to any one of these pillars does not give enough justice to such an important entity. It is essential to
bring in a specific focus on tooling contributions throughout the entire system and create major support in achieving the
organisational goal. The paper herewith illustrates the importance of various aspects regarding the operations involved in
tooling and the need-based addition of the 9th pillar for tooling management in the TPM structure.

TPM PILLARS DEVELOPMENT

The concept of preventive maintenance (PM) was transferred from the United States to Japan in the 1950s. While Japan
learned the concepts of productive maintenance, corrective maintenance, maintenance prevention, and reliability
engineering from the United States, they were suitably modified in the Japanese way to bring total productive maintenance
(TPM) methodology. The modification was made in view of bringing in an overall perspective of improving production
efficiency, the operator’s participation in routine maintenance, and the effective use of small group activities. Nippondenso
Co., Ltd. was the first organisation to implement these concepts and was awarded a productive maintenance (PM) award in
the year 1971. The Japanese Institute of Plant Maintenance (JIPM), earlier the Japanese Institute of Plant Engineers (JIPE),
supported the development and put in a lot of effort to spread the TPM concept. With the initial development in the
fabrication and assembly industries, it was further extended to process industries as well (Japan Institute of Plant
Maintenance, E. 1996).

While TPM initially focused on production activities, it expanded its horizons to practically all functions of the
organization. The TPM concept has gained worldwide acceptance and has spread to Asia, Europe, North America and
Latin America. The well-established TPM by now aimed to create a robust corporate and production system that focused
on zero defects, zero accidents, zero failures, and zero losses. TPM has a lot of common points with the Just-in-Time (JIT)
concept and Total Quality Control (TQC). And the principles of TPM were driving all-round improvement in productivity,
Quality, Delivery, Cost, Safety & Morale parameters.

Over the period, TPM was a philosophy rather than a mere machine maintenance implementation. While
Nakajima (1988) described it as an innovative approach, Chaneski (2002) explained it as a programme implementation.
Lawrence (1999) found it to be a way to extract more from less. Besterfield (2011) mentioned it as a collaborative
approach of various functions for the purpose of improving productivity. Rhyne (1990) mentioned it as coordination
between maintenance and production; Blanchard (1997) mentioned it as a life cycle strategy.

Impact Factor (JCC): 7.4543 NAAS Rating 3.51

Tooling Management: A Strong TPM Pillar 55

Figure 1: TPM Pillar Structure as Suggested by JIPM, (2022).

To encompass the involvement of all employees and ensure overall organisational gain, the TPM philosophy is
built on eight pillars. These 8 pillars include Focused improvement or Kobetsu Kaizen, Autonomous Maintenance or Jishu
Hozen, Planned Maintenance or Kaikaku Hozen, Training and Education, Early or Development Management, Quality
Maintenance, Office TPM and Safety Health, and Environment (Japan Institute of Plant Maintenance, E. 1996). There is a
strong linkage between these pillars. The 5S system of Seiri (Sort), Seiton (Set in order), Seiso (Shine), Seiketsu
(Standardize), and Shitsuke (Sustain) forms the foundation of the structure. Figure (1) illustrates the TPM pillar structure
with the latest pillar nomenclature (Japan Institute of Plant Maintenance, 2022). Each pillar has a definite role to play in the
system. Individual improvement works on eliminating the losses, thereby achieving organisational effectiveness.
Autonomous maintenance works on the principle of empowering the operators to carry out routine maintenance and bring
in machine ownership. The role of planned maintenance is to support the autonomous maintenance pillar and further
improve machine performance. Training and education pillar practically support each and every pillar for necessary
knowledge, skill, and competency development. The early or development management pillar is involved in new products
as well as equipment development with the underlying thought of maintenance reduction or elimination. Quality
maintenance has a prime role in achieving zero defects. Office TPM, or the administration, is a service and support
function, and TPM’s objective is to bring agility to the entire process. And finally, the safety, sanitization, and
environmental control pillar focuses on safety, health, and sustainability aspects and works towards zero accidents or
incidents.

TPM IMPLEMENTATION APPROACHES

While implementing TPM, the focus is on reducing losses, i.e., weaknesses. The other aspect that becomes a key enabler
for successful implementation is making use of strengths. As per Patterson, Kennedy and Fredendall (1995), the TPM
system should take advantage of organisational capabilities. The use of strengths and capabilities needs to be brought into
the structure. This could be in the form of new product development, research and development, tooling, supply chain etc.
This will help to align the organisational goals with the roles and responsibilities of various functions. Jain, Singh and
Bhatti (2018) evaluated enablers for successful implementation of TPM in terms of human, work, maintenance,
knowledge, organization and customer categories. Gupta and Khanna (2019) discussed managerial, organizational,

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56 Ashutosh Kolhatkar & Anand Pandey

cultural, employee, financial, strategic, operational, technical, equipment, customer, informational, governmental,
infrastructural, educational, and physiological perspectives. While these aspects are important for the success of TPM,
there are a few barriers that cause hindrance to its implementation. Rathi et al. (2021) elaborated on various barriers in
implementing TPM in the Indian industry. These are towards lack of motivation, commitment, communication, co-
ordination, adoptability, training, planning, finance, time, teamwork etc. Two critical barriers identified are the lack of
organisational structure and total employee involvement. Studies indicate the need to take along all the agencies of the
organisation while driving TPM. Diaz-Reza et al. (2018) elaborated on managerial commitment as one of the most
important aspects of strategy deployment in TPM. Innovation, research, and development are the key aspects for sustained
performance and growth over a long period of time other than these factors. Visionary top management would consider
these aspects in the TPM structure and provide the system in line with them.

Jain, Singh, and Bhatti (2020) evaluated various strategies for improving the performance of TPM
implementation. These strategies were preventive maintenance initiatives, top management leadership, implementation of
TPM pillars, and the role of TPM enablers. It is important to identify critical success factors in the implementation. The
pillars are nothing, but the basic practices adopted by the organisation to fully explore and utilise human intellectual
potential. While describing TPM pillars, Singh and Singh (2019) discussed various approaches as suggested by researchers
for implementing TPM based on changing conditions and applications other than the conventional 8-pillar approach by
JIPM. Ahuja and Khamba (2009) mentioned the Western 5 pillar approach, the 6-pillar model by Bamber, and the five-
phased roadmap by Naguib. The western 5-pillar approach was based on maintenance prevention, preventive maintenance,
autonomous maintenance, corrective maintenance, and predictive maintenance. Naguib (1993) explained the five-phased
approach of management commitment and support, restructuring of maintenance into production modules, planning
roadmap, skill competency and team building, and an assessment process with a feedback system. As part of the TPM
improvement plan, Willmott (1994) used a three-stage approach that considered conditions, measurement, and
improvement cycle. McKone, Schroeder, and Cua (1999) illustrated a framework consisting of autonomous maintenance
and planned maintenance in relation to environmental, organizational, and managerial contexts. Carannante, Haigh, and
Morris (1996) suggested an eight-step approach as follows: system, measurement, autonomous maintenance,
housekeeping, continual improvement, culture, training, and plant design for implementing TPM. While Bamber, Sharp
and Hides (1999) suggested a 6-step approach that included creating a steering committee, understanding the situation,
restraining and driving forces, development of a plan, executing the plan, and reviewing the mechanism. This research
indicates that there is no fixed formula for achieving improvement, but the approach mainly depends on organisational
structure, culture, demand, and the objectives driving towards the vision.

In this context, the situation in India is no different. According to CII, nearly 300 organisations in India are keen
on implementing TPM practise as of now. While Vikram Cement was the first Indian company to get a TPM excellence
award in 1995, Sundram Fasteners Ltd. was the first Indian engineering company to get an award in 1998 (Gupta and
Khanna, 2019). During the period from 2009 to 2019, more than 40% of TPM awards have been won by Indian companies
(Janangiraman, 2021). While elaborating on the needs of Indian industry, Ahuja &Khamba (2009) demonstrated a structure
for indigenous TPM methodology. An indigenous strategy in view of the condition of Indian industry was suggested to
apply for the successful implementation of TPM. There are inherent characteristics of the Indian industry like poor
responsiveness, low productivity standards, lack of quality approach, rigid organogram, lack of common driving standards
and policies, and lack of skill, competency, and expertise. These characteristics pose enormous challenges while being

Impact Factor (JCC): 7.4543 NAAS Rating 3.51

Tooling Management: A Strong TPM Pillar 57

competitive worldwide. Majumdar and Manohar (2012) emphasized a framework to focus on the foundation,
implementation, and operational stages of TPM for improving productivity and business competitiveness. It’s a general
perspective in the Indian industry that maintenance is an operating cost and focus is given to reduce the cost rather than
getting a competitive advantage by leveraging it. While the situation is improving with the implementation of the TPM
philosophy, the approach is also shifting from reactive to proactive. With TPM, machine maintenance is proving to be a
strategy for organisational benefits. There is also a thought process in understanding the TPM methodology and
implementing it suitably while adapting to the organisational needs and conditions.

TOOLING MANAGEMENT

In industries such as automobiles, electrical, electronics, and the medical industry, tooling plays a major role in the entire
production system. The study of a captive tool room of one of the major electrical products industries in India is considered
here to understand various aspects from a TPM perspective. Tools designed and manufactured to meet the tooling
requirement include Press tooling, moulds, jigs, fixtures, special-purpose set-ups, gauges, and other such built equipment.
These tools are important for new product development as well as life cycle management. While these tools are built to
meet the component's quality and performance standards, they also play an important role in increasing productivity and
capacity. These tools are crucial in demonstrating the breadth and depth of manufacturing capability. Typically, any such
large industry has a diverse range of products in its portfolio to meet market demand and specific segmentation. More
variety, more and more tooling will be required. The variety and the new tooling demand cause a dynamic situation in the
tooling workshop. The tooling workshop has one more important role to play. This is the cost of keeping this tooling in
good working order for the rest of its life. This is referred to in the industry as a tool maintenance function. Because of the
wear and tear on the tooling element, it requires periodic upkeep. This is referred to as preventive maintenance. The tooling
during its production run may undergo breakdown. This may occur due to uncertain conditions caused by reliability issues.
It may be due to built-in reliability during design, manufacturing, or in the installation process. Or it could be due to
operational reliability issues during production or the maintenance process (Kolhatkar and Pandey, 2022). The activity of
restoring the basic condition of tooling after such a mishap is referred to as "breakdown maintenance." Though these two
activities form a major part of the tool maintenance function, the industry has now started moving towards predictive
maintenance in tooling. Predictive maintenance is built on the principle of monitoring the condition of a tool and setting up
a trigger for carrying out the maintenance. So, the maintenance is carried out only when warranted. This has a significant
impact on tool maintenance costs. The tool maintenance function also performs tool modifications for product change, tool
life enhancement, tool repair time reduction, etc. as a part of corrective maintenance. Figure (2) shows the classification of
the tool maintenance functions as reactive or proactive.

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58 Ashutosh Kolhatkar & Anand Pandey

Figure 2: Planned Maintenance Pillar Activities.

Figure 3: Toolroom Activity Interrelation.

Figure (3) illustrates various activities performed by the tool room and their interrelations. It clearly indicates the
stages followed right from the initiation of a new tooling request till the tool is approved as a part of new tool
manufacturing. Thereafter, the tool maintenance activities are performed on the tooling until its life is over. Engineering
and production teams are the customers for this tool room. As a part of industrialization, the engineering function serves as
a liaison between the tool room and production.

As the tooling section or the tool room performs both the functions of new tool manufacturing and tool
maintenance services, the philosophy requirements for these functions are different. New tool design and development is
comparatively a long-term activity, and it looks at breakthrough changes. The tool maintenance function focuses on
providing short-duration, quick support for the production system. There is a distinct difference in the working philosophy
and approaches of both these tooling functions, as illustrated in table (1).

Impact Factor (JCC): 7.4543 NAAS Rating 3.51

Tooling Management: A Strong TPM Pillar 59

Table 1: Approach Difference in Two Major Functions of Tool Room

Aspect New Tool Manufacturing Tool Maintenance Function
Concept New concept No change
Improvement Breakthrough Incremental
Activity duration Long period of time (1 to 12 months) Short period of time (2 hrs to 15 days)
Machinery Requirement High Low
Analysis tools DFMEA/ PFMEA Root cause/ KT analysis
Reliability Inherent/ built Operational/ service
Delivery parameter Lead time MTTR/ MTTM
Quality parameter First time right MQBF/ MQBM
Cost parameter Cost per part over the life of tool Cost of maintenance

Figure 4: Corresponding Toolroom Activities For Early Management

Pillar.

From the TPM perspective, it follows the Early Management (EM) pillar approach for new tool development that
covers new products as well as new equipment management. This pillar is also termed “development management” in
some industries. The tooling development process is similar to early equipment management, where it covers the topics of
conceptual planning through the readiness for production. This is illustrated in the TPM philosophy as the 7 steps of the
EM pillar. During these steps, various activities are carried out in the tool development process. The tool development
activities corresponding to early management steps are shown in Figure (4). The concept planning stage can be referred to
as the customer input phase, where there is an understanding of the need for new tooling. It is to assess the present method
of manufacturing the component, find the gaps or problems in the existing system, and grasp the need to prevent these
gaps. The following step is execution planning, in which product engineering is done with manufacturability in mind.
While doing this, it is important to consider the inputs and look for alternatives to resolve the issues. At this stage, inputs
from manufacturing and tool maintenance are taken to address their viewpoints. Thereafter, the stage of design uses
various software to convert the requirement into the form of a design release. The design deliverables are in 3D or 2D form
based on the manufacturing capability. Reliability, maintainability, operability, safety, and flexibility are the main

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60 Ashutosh Kolhatkar & Anand Pandey

considerations in the design. Planning, procurement, machining, and assembly form the major activities in the
manufacturing stage. Once the tool is built, it follows the action of trial and troubleshooting. The inputs from the trial and
component inspection reports give rise to the stage of correction and rectification. This is followed by taking a pilot lot run
in the production scenario to validate short-term process capability and hand over the tool to production function.

Table 2: TPM Master Plan for Tool Room Activities

Steps of Implementation
Function Stages Significant Activities
1 Conceptualization
2 Planning
3 Design
New Tool Manufacturing 4 Manufacturing
5 Trial run
6 Debugging & proving
7 Pilot lot run
1 Tools evaluation
2 Restoration of deteriorated tools
3 Information management system
Tool Maintenance service
4 Develop Time Based Maintenance system
5 Develop Condition Based Maintenance system
6 Evaluation of planned maintenance system

The tool that runs in production undergoes wear and tear. This calls for upkeep of tooling over its entire life. The
tool maintenance function of the tool room comes into the picture at this point. It follows the planned maintenance (PM)
pillar approach. The traditional PM pillar focuses on supporting autonomous maintenance activities and enhancing the
performance of machines or equipment by plugging loopholes. It also carries out periodic maintenance, corrective
maintenance, condition-based or predictive maintenance, and maintenance prevention activities for the machine. The
corresponding steps to be followed for implementing TM pillar activities for tool maintenance function are given in table
(2). It starts with evaluating the basic condition of all tooling. This helps in categorizing the entire set of tools based on
criticality and is useful for prioritizing the activities. Based on the data, the initial activity is to resolve chronic issues and
restore the basic condition of the tooling. While this is being done, an information system helps with history generation and
effective data upkeep for analysis. The next step is to establish a preventive maintenance system. This is either a time-
based or production quantity-based system. This step is followed by predictive or condition-based maintenance. During the
step of evaluating the planned maintenance system, various parameters can be monitored for performance enhancement.
The major parameters under consideration are Mean time to maintain (MTTM), mean time to repair (MTTR), mean
quantity between maintenance (MQBM), mean quantity between failure (MQBF), and extended life expectancy. It follows
the TPM concept of achieving zero breakage, zero failures, zero defects, and zero accidents. The entire system is to support
production by enhancing the availability of tooling at an optimum cost.

TM also has a strong linkage with the pillar of focused improvement, or the Kobetsu Kaizen (KK) pillar. The KK
pillar works on the principle of eliminating 16 types of losses. These losses are captured based on equipment, people, or
other factors. It focuses on the cost evolution due to these losses and prioritizes improvements. While these losses are
captured for machine breakdown and set-up losses, they also capture tooling equipment failure losses, material yield
losses, and speed losses, which are directly linked with tooling management. The early management aspect of tooling has a

Impact Factor (JCC): 7.4543 NAAS Rating 3.51

Tooling Management: A Strong TPM Pillar 61

major role to play in reducing material yield loss, energy loss, and speed loss. The planned maintenance aspect of tooling
has a major role to play in improving the availability of tooling and reducing minor losses.

DISCUSSION

There are eight basic pillars under TPM as per JIPM guidelines. These pillars are Jishu Hozen, Kobetsu Kaizen, Planned
maintenance, Training and Education, Development Management, Quality Management, Safety Sanitization and
Environment control & Administration. These constitute an overall structure for ensuring the operational efficiency of a
manufacturing organization. This is true for most industries, whereas in industries where tooling technology has a key role
to play, like the automobile industry, electrical industry, medical industry, or home appliance industry, it is difficult to
assign a suitable weightage for the tooling content considering the linkage with practically every pillar. Tooling
management has a very strong linkage with early management, planned maintenance, and the focused improvement pillar.
If the industry is only involved in new tooling development, it can create a sub-section of tooling management under the
early management pillar. If it has only tool maintenance as its activity, it can consider tooling management as a sub-section
of planned maintenance. In the same scenario, if the organization is more focused on loss reduction, it can create a sub-
section under the focused improvement pillar. So, as a TPM structure, there is no fixed place for tooling management.

There are several industries in India that have tooling management as a separate pillar. At one of the TPM award-
winning groups of companies, Tooling Management (TM) is the 9th pillar in all its plants in India today. The scope of this
pillar varies from plant to plant. Few plants consider cutting tool management under the TM pillar. At some plants, press
tooling maintenance is considered under the TM pillar, and so on. For a single function to be handled under the TM pillar
is somewhat simpler in view of the basic 8 pillars.

In the situation where tooling management handles both the functions, i.e., of new tooling and tool maintenance,
either of these linkages is not suitable. By virtue of its operations, TM brings in technology. The new tooling helps to bring
in innovation through which the cost per component over its entire life is reduced. The kaizens done in the tool
maintenance function enhance the overall productivity, reliability, quality, and safety aspects. There it shows a strong need
for a separate pillar. With the inclusion of this pillar, the entire TPM system gets strength. It becomes the backbone of the
structure. The need for a separate pillar for tooling management is justified based on the following 3 major perspectives:

Organizational structure/Roles and Responsibility: With the new pillar of tooling management, there would be a
clear-cut focus with a dedicated team to work with. This would give enough weightage to the tooling entity in the entire
organization. Role clarity within the members would avoid clashes of objectives and priorities. While having a distinct
significance for two activities in the tool room, roles and responsibilities can be established without any ambiguity.
Moreover, the capacity of the tool room in the form of machinery and highly skilled trained manpower can be effectively
utilized with synergy between the two activities.

Innovation and new technology: There are great opportunities to make breakthrough improvements in the phase of new
tool development. Whether a tool is to be developed for a new product or for life cycle management, the entire process can be
thought of in a different manner. Over time, technological advancements in tool construction, tool materials, processing, and
manufacturing will result in significant improvements in quality, productivity, cost, and delivery.

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62 Ashutosh Kolhatkar & Anand Pandey

Long term perspective/sustained results: The whole purpose of TPM is to increase the efficiency and effectiveness
of the system to get a competitive advantage in terms of profitability and market support. This advantage is not for one
time but for a relatively long period of time. Any organisation, in its vision, looks for a longer sustenance perspective. To
achieve sustained growth, it needs upgradation of its technology, in terms of new products, new techniques, strategies, and
so on. For the quick development of new products, bringing in new technology in manufacturing, getting an innovative
approach, and tooling management focus give a noticeable advantage to the organization.

CONCLUSION

The TPM philosophy is gaining wide importance in the Indian industry to enhance its performance. The number of
industries applying for TPM awards is increasing year on year. Though there are the basic 8 pillars of TPM, a need is felt
by several industries to add or reduce the number of pillars based on the organogram or role of a specific function.

Tooling management is one of the vital functions in many Indian industries, especially in the automobile,
electrical, or medical industries. From the perspective of new tooling development, the function is attached to the early
management pillar. From the tool maintenance perspective, it is either attached to planned maintenance or the focused
improvement pillar.

When the tooling management function has both the roles of new tooling development and that of tool
maintenance services, it is necessary to have a separate pillar for "Tooling Management." Organizations need to understand
the situation and create a separate pillar to bring a specific focus to the activities.

 A separate pillar will help establish a clear strategy in the tool room for new tooling as well as for tool
maintenance services in terms of structure and role clarity. It will bring attention to the important function of the
organisation under the TPM umbrella.

 The technological and innovation aspects of tooling management will bring breakthrough advantages to the
organisation and prove to be the strongest support pillar.

 The focus on technology in new tooling development will ensure sustained growth for the organization and align
itself well towards the long-term vision.

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