Contents:

 Introduction.
 Definition of TPM.
 Planning Steps.
 Case Study.
Introduction:
 TPM keep the plant and equipment at its highest
productive level.
 TPM breaks the traditional barriers b/w maintenance &
production personnel.
 Predictive and preventive maintenance should be done.
 Predictive means statistical tool & data to determine when
a piece of equipment will fail.
 Preventive maintenance is the process of periodically
performing activates such as lubrication etc
 • All Encompassing by
maintenance and
Total: Production
individuals working
together

• Production of goods and

Productive: services that meet or exceed
customers expectations.

• Keeping equipment
and plant in as good as
Maintenance: or better than the
original condition at
all times.
Definition:
 " it encompasses all departments including,
maintenance, operations, facilities, design engineering,
project engineering, instruction engineering, inventory
and stores, purchasing, accounting finances, plant /site
management" .
 (TPM) originated in Japan in 1971 as a method for
improved machine availability through better
utilization of maintenance and production resources
 Plan

Learning new
philosophy

Training
TPM
Area for
Improvement
Performance
Goals
Implementation
Plan

Work Groups
The Plan:
 Following 7 steps for starting of TPM.

 Management learn the new philosophy.

 Promotes the new philosophy.
 Funding for training of employees.
 Identification of areas for improvement.
 Performance Goals formulation
 Implementation of Plan
 Autonomous work groups
Learning new philosophy:
 Easy approach is to accept todays good performance
numbers and say why change??
 Management want to learn about TPM how it will affect
their operations.
 Benchmarking with a successful origination will provide
valuable information.
 Many organizations have had the flavor-of-the-month
approach to changing management techniques.
 New manager develops new system that will presumably
solve all the organizations problem.
Promoting the Philosophy:
 Senior management promoting system and let the
employees know that they totally committed to its success.
 If the belief in the new philosophy not there then positive
results will not happen.
 Management should lead the way by practicing the new
philosophy.
 One of the best ways to implement the new philosophy is
just to start doing it.
 In this way employees take interest to do TPM.
Training:
 Teach the philosophy to managers at all levels begin from
senior manager and then to line supervisors.
 Don’t just teach HOW : also teach the WHY :
 Senior management spent time to learning and
ramification of applying this philosophy to the
organization.
 Some managers not show the change, they need to be
replaced or early retirement.
 The philosophies that promoted within TPM and TQM do
lead to flatter management structures.
 First line supervisors need to learn their role in what most
likely will be a new environment.
 In reality a supervisor is only as good as their ability to
coach their team.
 Employees need to learn about the various tools used
performing their tasks.
 Instructions in the job area should be present that
maintenance people do the jobs that production people do.
 Cross pollination of ideas between maintenance
technicians and production operators.
Improvement Needs:
 A good first step is to let the operators and maintenance
technicians tell management which machines are needed
for system improvement.
 This action will build credibility and start the organization
towards TPM
 For this an implementation team of operators and
technicians to coordinate this process is essential.
Down Time Losses:
 Planned:
Start-ups.
Shift Change.
coffee and lunch breaks.
Planned maintenance shutdown.
• Unplanned:
Equipment breakdown.
Change overs
Lack of materials.
• Reduce speed losses:
Idling and minor stoppage.
Slow downs
• Poor Quality Losses:
Process non conformance.
Scrap.
Goals:
 Goals should be set after improvement needs are
identified.
 Time line must be decide for successful goals.
 Identify needs and setting goals begins the process of
getting the organization to work together as a team.
Developing Plans:
 First develop and implement an overall plan of action
for training all employees.
 Plan to use teams of maintenance technicians and
operators to work on particular problems.
 Priorities can be set by management eliminate
problem.
 As processes and procedures are improved, the
structure of whole organization will change.
Overall Equipment Effectiveness:
 The Overall Equipment Effectiveness was originated
from the Total Productive Maintenance practices,
developed by S.Nakajima at the Japan Institute of
Plant Maintenance,
 the aims of TPM is to achieve the ideal performance
and achieve the Zero loss which means no production
scrap or defect, no breakdown, no accident, no waste
in the process running or changeover.
 OEE = Availability x Performance rate x
Quality rate
 Availability = ((Required availability – Downtime)/
Required availability)* 100
 Performance rate = ((design cycle time * output)/
Operating time)* 100
 Quality rate = ((production input – quality defects)/
Production input)* 100
Autonomous work Groups:
 Autonomous work groups are established based on the
natural flow of activity.
 Make the operator responsible for the equipment and the
level of maintenance that he is capable of performing.
 Operators and maintenance personnel are brought
together resulting in are autonomous work group.
 These groups must have the authority to make decisions
about keeping the equipment in first class running order.
 Maintenance technicians operators are also train the
production operators how to change oil and minor trouble
shooting.
 Skilled technicians are used for major jobs.
Summary:
 Seven steps will lead to establish TPM.
 An effective TPM program will lead to improved
productivity and of course an improved bottom line.
Case Study:
 This study is done in the manufacturing sector
at Asella Malt Industry,
 Asella, Ethiopia, Africa and the values chosen are
meant for justifying the research initiatives only.
 OEE value in boiler plant was calculated and analysed
before and after implementation of TPM in industry.
 This is done by examining the inputs to the
production process and identifying, eliminating the
losses associated with each to maximize the
production.
 Major industry Losses were identified are shut down
(planned maintenance),production adjustment,
equipment failure (mainly boiler),process failures,
normal production loss, abnormal production loss,
quality defects, and reprocessing.
 The bottle neck in boiler plant for malt manufacturing
process due to which productivity is going down most
of the time and this plant was selected as equipment
for OEE calculation
Calculations on OEE of the boiler plant for:
 January, 2011(before TPM  Calculation of OEE in June,
implementation): 2011(after TPM implementation):
 Mechanical breakdown=43.43hrs  Mechanical breakdown=13.35hrs
 Electrical breakdown=11.25hrs  Electrical breakdown=2.50hrs
 Electronics/safety device  Electronics breakdown=0
breakdown=2.03hrs
 Total breakdown=57.11hrs  Total breakdown=16.25hrs
 Setup and other  Setup and other
conditions=7.30hrs conditions=7.30hrs
 Total loss=64.41 hrs (Summation  Total loss=23.55hrs (Summation
of all above losses) of all above losses)
 Total good hours=720hrs
 Net loss (Total good hours-Total  Total good hours=720hrs
loss)  Net loss (Total good hours-Total
 =720 hrs - loss)
 64.41hrs =655.19hrs  =720 hrs.-23.55hrs. = 696.05hrs
 Availability rate=(Net loss ÷ Total good  Availability rate=(Net loss÷ Total
hours) ×100=(655.12 ÷ 720)×100=90.99% good hours)×100=(696.05 ÷
 Percentage of quality=(Total steam 720)×100=96.67%.
produced-Defected steam) ÷ Total steam
 Percentage of quality=(Total steam
produced Defected steam=Total
breakdown× Steam produced per produced-Defected steam) ÷ Total
hour=(7200-571.1) ÷ 7200=92.07% Thus, steam produced Defected
quality rate is 92%. steam=Total breakdown Steam
 Performance rate=[Net loss- produced per hour=(7200-162.5 ÷
(Management loss+Start up loss]÷Net 7200)=97.74% ≈ 98% Thus, quality
loss=[655.19-(90+15)] 655.19=83.97%. rate is 98%.
(Consumption item furnace oil per  Performance rate=[Net loss-
batch=5550 litters and 210,316
(Management loss+Start up loss)]
litter’s/month, Management loss=90 hrs,
Startup loss=15hrs). Thus, performance ÷Net loss=[696.05-(90+15)] ÷
rate is 83.97%. 696.05=84.91%
 OEE=(Availability rate) × (Performance  OEE=(Availability rate) × (Performance
rate) × (Quality rate)100=(0.9099)× rate) × (Quality rate) ×100%=(0.9667)×
(0.8397) × (0.9207)=70.35% (0.8491) × (0.9774)=80.23%
OEE Calculation:
Before TPM implementation After TPM implementation
2011 2011

Month OEE Value Month OEE Value

January 70.35% May 75.60%

February 66.44% June 80.23%

March 70.81%
CONCLUSION:
 A manufacturing facility has been studied and analysed to
study TPM implementation issues, the roadmap followed
and the key benefits achieved from OEE as a result of TPM
implementation.
 It can be seen that OEE on boiler plant has shown a
progressive growth Table which is an indication of increase
in equipment availability, decrease in rework, rejection and
increase in rate of performance.
 As a result overall productivity of industry also increased.
 This proactive maintenance strategy contributed to
manufacturing performance improvements are highlighted