TQM 4

Total Productive Maintenance
(TPM)
What is Maintenance?
 The Management, control, execution and quality assurance

activities which ensure the achievement of
optimum availability and performance of a plant in order to
meet business objectives.
 Types Of Maintenance :
 Preventive Maintenance
 Predictive Maintenance
 Scheduled Maintenance
 Breakdown Maintenance
Introduction to TPM
 Total
 Participation of all the employees
 Includes all the departments , Operations, equipment's and Processes.
 Productive
 Pursue the maximization of efficiency of the production system by making all losses
zero.
 Zero Accidents, Zero defects, Zero Breakdowns.
 Maintenance
 To improve the efficiency of the equipment.
 Maintenance means the entire life cycle of the production system.
TPM - a Japanese Approach
 Creating company culture for maximum efficiency

 Striving to prevent losses with minimum cost
 Zero breakdowns and failures, Zero accident, and Zero defects etc.
 The essence of team work (small group activity) focused on
condition and performance of facilities to achieve zero loss for
improvement
 Involvement of all people from top management to operator
History of TPM
 TPM first introduced in Japan 20 years ago and rigorously been

applied in past 10 years
 TPM planning & implementation in Japanese factories supported by
JIPM (Japan Institute of Plant Maintenance)
 Awarded yearly prizes to various industries:
 Automotive, Metals, Chemicals, Rubber, Food, Glass etc.
Need of TPM
 Avoid wastage in a quickly changing economic environment.

 Producing goods without reducing product quality.
 Reduce cost.
 Goods send to the customers must be non defective.
Objectives of TPM
 Increase production while, at the same time, increasing employee

morale and job satisfaction.
 Hold emergency & unscheduled maintenance to a minimum.
 To provide the safe and good working environment to the worker.
 Achieve Zero Defects, Zero Breakdown and Zero accidents
 in all functional areas of the organization.
 Involve people in all levels of organization.
 Form different teams to reduce defects and Self Maintenance.
 To fulfill Regulatory compliances.
Targets of TPM
 Production
 Quality
 Cost
 Delivery
 Safety
 Multi Tasking
 Total commitment of upper level management.
 Employees must be empowered to initiate corrective action.
Category TQM TPM

Quality ( Output and Equipment ( Input and
Objective
effects ) cause )
Systematize the Employees participation
Mains goal
management. It is and it is hardware oriented
software
oriented
Targe Quality for PM Elimination of losses and
t wastes.
Just in Time
Developments of JIT
 1960’s: Developed as Toyota Production System by Taiichi Ohno and

his colleagues
 1970’s: U.S. and European auto makers began to apply JIT to
improve quality and productivity
 1990’s and beyond: Expanded the JIT concept to streamline all types
of operations.
JIT - Meaning
 A set of techniques to increase productivity, improve quality, and

reduce cost of an operations
 A management philosophy to promote elimination of waste and
continuous improvement of productivity
JIT - Benefits of JIT
 Reduction in throughput times

 Reduction in WIP
 Improvement in quality
 Improvement in productivity
 Reduction in resource requirements
 Improvement in customer satisfaction
 improvements in return on assets
JIT - Elements
 Elimination of waste
 Quality at the source
 Balanced and flexible work flow
 Respect for people
 Continuous improvement (Kaizen)
 Simplification and visual control
 Focus on customer needs
 Partnerships with key suppliers
JIT – To Avoid Wastes
 Anything that exceeds the minimum resources needed for the

appropriate value
 Toyota’s seven deadly wastes:
Overproduction (excessive production resources)
Inventory
Waiting
Transportation
Processing
Motion
Defective parts
JIT – Inventory Reduction
 Inventory costs money - carrying costs, obsolescence costs, and

opportunity costs
 Inventory covers up problems and bottlenecks.
 Inventory reduction forces organization and employees to eliminate
sources of problems and work as a team.
JIT – Quality at the Source
 Jidoka – autonomation (automatic detection of defects, e.g., Poka-

yoke)
 Employee empowerment
 Statistical process control
 Prevention orientation (elimination of root causes through PDSA
cycle)
JIT – Balanced and Flexible
Work Flow
 Yo-i-don (ready, set, go) system
 Stable production schedule
 Set-up time reduction
 Flow-shop and cellular layouts
 Shojinka (flexible & multi-skilled workforce)
 Teamwork
 Total productive maintenance (TPM)
JIT – Respect for People
 Productivity improvement needs employee support

 Demonstrate by
 providing cross-training opportunities
 creating a safe and equitable work environment
 encouraging people to achieve their potential by giving them
greater responsibility and authority
 promoting teamwork (formal and informal)
 developing partnerships with unions
JIT – Continuous Improvement
(Kaizen)
 Employee suggestion system
 Process improvement
 5S’s
 Seiri - organization
 Seiton - tidiness
 Seiso - purity
 Seiketsu - cleanliness
 Shitsuke - discipline
JIT – Simplification and Visual
Control
 Standard and simple product designs
 Andon boards
 Kanban pull system
 Flag systems
 Music as signals
 Performance display systems
JIT – Focus on Customer Needs
 Customer needs determine the “value” of a product or service

 Be responsive to customers needs (present and future)
 Strive to “delight,” not just “satisfy” customers
JIT – Partnerships with Suppliers
 Reduce number of suppliers

 Use long-term contracts
 Emphasize price, delivery, and services
 Improve communication
 Share information
 Develop local just-in-time delivery
 Provide technical support to suppliers
JIT - Implementation
 Top management commitment

 Steering committee
 Education program
 Pilot project planning
 Employee training
 Pilot implementation
 Pilot post mortem
 Feedback to steering committee
Benchmarking
Benchmarking
 A continuous systematic process of evaluating the product, service

and work processes of organisations that are recognised as
representing as the best practices for the purpose of organisational
improvement
 What is best practice?
 The methods used in work processes that produce outputs which best
meet customer requirements in a particular field.
Benchmarking
 Definition of benchmarking
 'The practice of being humble enough to admit that someone is
better at something and being wise enough to try to learn how to
match and even surpass them at it' (American Productivity & Quality
Centre) `Benchmarking is the process of continuously measuring and
comparing an organisation against business leaders anywhere in the
world to get information that help the organisation to take action to
improve its performance'
Benchmarking
 Introduction to Benchmarking
 What is a benchmark?
 A reference value against which performance is compared Example:
 • `normal' heartbeat is 6O-80 per minutes;
 • `normal' working hours is eight hours per day;
 • `normal' walking speed is 2-3 miles per hour; and etc..
 Benchmark is the conversion of best practices into measurement of
best performance.
Benchmarking - Process
 Planning
 Analysis
 Integration
 Action
 Maturity
Benchmarking -Steps
 Step 1 – What to Benchmark?

 Step 2 – Whom to Benchmark?
 Internal Benchmarking
 Competitive Benchmarking
 Functional Benchmarking
 Partnering
 Step 3 – Determine Data Collection method? (Internal, External, Original)
 Step 4 – Collection of Data.
Benchmarking -Steps
 Step 5 – Analyze the performance gap

 Step 6 – Project performance levels
 Step 7 – Communicate Findings
 Step 8 – Establish Functional goals
 Step 9 – Develop Action Plans
 Step 10 – Implement Plan and Monitor Results
 Step 11 – Recalibrate Benchmarks
 Step 12 – Maturity

TQM 4

Uploaded by

Copyright:

Available Formats

TQM 4

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

TQM 4

Uploaded by

Copyright:

Available Formats

Total Productive Maintenance

 The Management, control, execution and quality assurance

 Creating company culture for maximum efficiency

 TPM first introduced in Japan 20 years ago and rigorously been

 Avoid wastage in a quickly changing economic environment.

 Increase production while, at the same time, increasing employee

Category TQM TPM

 1960’s: Developed as Toyota Production System by Taiichi Ohno and

 A set of techniques to increase productivity, improve quality, and

 Reduction in throughput times

 Anything that exceeds the minimum resources needed for the

 Inventory costs money - carrying costs, obsolescence costs, and

 Jidoka – autonomation (automatic detection of defects, e.g., Poka-

 Productivity improvement needs employee support

 Customer needs determine the “value” of a product or service

 Reduce number of suppliers

 Top management commitment

 A continuous systematic process of evaluating the product, service

 Step 1 – What to Benchmark?

 Step 5 – Analyze the performance gap

You might also like