Total Productive

Maintenance (TPM)
Prevent inefficiencies and enhance safety through the
power of the TPM System
Contents
Introduction 4

The 8 Pillars of Total Productive Maintenance 5

Overall Equipment Effectiveness 9

Total Productive Maintenance: Step by Step 10

Roadblocks to TPM Success 12

Facility Marking Workbook 14

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Introduction

Total Productive Maintenance is a comprehensive, holistic strategy

for equipment maintenance that seeks to improve productivity by
reducing downtime, speed losses, and defects, while also promoting
the value of a safe, organized working environment. More than
guidelines on how to maintain equipment, TPM aims to instill a
feeling of responsibility for equipment in all employees.

First developed in 1969 by Seiichi Nakajima at Toyota Group

company Nippon Denso, Total Productive Maintenance was initially
designed to reduce waste in the auto industry, but it quickly became
apparent that TPM’s simple, straightforward tenets apply to almost
any business where equipment failures can lead to lost productivity.
Dubbed the “Father of Total Productive Maintenance,” Nakajima
once described TPM as “a company-wide program for improving
equipment effectiveness -- something that maintenance alone
could not do.”

Owing to their similar origins and core philosophies, Total Productive

Maintenance is often viewed as an extension of the 5S method of
workplace organization. While 5S aims to reduce wasted time and
materials in recurrent processes, TPM reduces waste caused by
equipment malfunctions and required maintenance. In concert,
these two methodologies work to eliminate all avoidable waste, thus
increasing productivity and, inevitably, profits.

Introduction creativesafetysupply.com/tpm
The 8 Pillars of Total
Productive Maintenance
Total Productive Maintenance is often broken down into eight
distinct pillars focused on proactive methods of improving
equipment reliability and, in turn, productivity. Each of these pillars
rests atop a foundation formed by the implementation of 5S
methodologies in the workplace.

EARLY EQUIPMENT
1 MAINTENANCE 5 QUALITY INTEGRATION

2 JISHU HOZEN 6 TRAINING

3 KAIZEN 7 OFFICE TPM

PLANNED SAFETY, HEALTH &

4 MAINTENANCE 8 ENVIRONMENT

EARLY EQUIPMENT MANAGEMENT

Early Equipment Management (or EEM) seeks to instill a high-level
of efficiency in a process from the start. Though EEM usually
requires careful planning, as the popularity and effectiveness of
EEM has grown, equipment manufacturers have begun to design
machines with an eye toward a customer’s autonomous and planned
maintenance standards.

The 8 Pillars of Total Productive Maintenance creativesafetysupply.com/tpm

JISHU HOZEN
Jishu Hozen is a Japanese term that roughly means, “autonomous
maintenance.” This pillar is aimed at teaching employees how to
maintain the equipment they use each day. Not only does this foster
a sense of personal responsibility for the upkeep and day-to-day
maintenance of the equipment, it also frees up skilled maintenance
workers to focus on more technical repairs that require specialized
training. Unlike most other workplace improvement initiatives,
autonomous maintenance can’t be mandated, but instead will
blossom organically in organizations where the other core tenets of
TPM have been put into place.

KAIZEN
Another Japanese concept, kaizen refers to the continuous
practice of making small improvements that, over time, add up to
tremendous benefits. While Kaizen relies heavily on discipline and
long-term planning, it has extremely minor up front costs, making
kaizen an incredibly cost-effective means of improving a business.
Helpfully, Kaizen doesn’t just apply to equipment maintenance. It
can be employed effectively in any aspect of a business where small
improvements can be found and acted upon.

PLANNED MAINTENANCE
This pillar aims to shift maintenance efforts from reactive
to proactive by utilizing trained maintenance staff to instruct
employees on how to maintain equipment on a day-to-day basis.
Complicated repairs will still require specialized skills, but by
offering equipment operators a basic grounding in how their
equipment functions, you empower them to make small repairs and
adjustments as they become necessary. This reduces equipment
downtime, improves efficiency, and gives each employee a sense of
ownership that directly translates into a desire to care for equipment.

The 8 Pillars of Total Productive Maintenance creativesafetysupply.com/tpm

QUALITY INTEGRATION
Where Planned Maintenace aims to improve equipment maintenance
procedures, Quality Integration focuses on creating the highest-
quality product possible by reducing or eliminating problems in
the manufacturing process. Establishing a solid understanding of
which parts of equipment impact product quality should be the first
step, followed by careful efforts to remove existing quality concerns.
Once existing quality concerns have been eliminated, potential future
quality concerns should be identified and eliminated.

TRAINING
The goal of this pillar is training employees on not just how to
maintain equipment, but also why maintenance is important. The
ultimate goal is to create “a factory full of experts” who not only
improve productivity by virtue of their comprehensive knowledge, but
who can also train others on how to maintain the workplace. Training
empowers employees to rapidly fix problems as they arise while
reinforcing each employee’s sense of personal responsibility toward
their role in the business.

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The 8 Pillars of Total Productive Maintenance creativesafetysupply.com/tpm

OFFICE TPM
As its name suggests, Office TPM seeks to bring the gradual,
incremental improvements of Total Productive Maintenance from the
shop into an office setting to improve productivity and efficiency in
administrative tasks. The most common forms of productivity loss
that Office TPM aims to counter are:

• Processing loss

• Cost loss including in areas such as procurement,

accounts, marketing, sales leading to high
inventories
• Communication loss
A recent study found
• Idle loss that inefficient
communications cost
• Set-up loss
small companies an
• Accuracy loss average of $420,000
annually, while large
• Office equipment breakdown
companies lose
• Communication channel breakdown, telephone $62.4 million
and fax lines each year.

• Time spent on retrieval of information

• Non availability of correct online stock status

Source: Society for Human
Resource Management
• Customer complaints due to logistics www.shrm.org

• Expenses on emergency dispatches/purchases

SAFETY, HEALTH, AND ENVIRONMENT

This pillar focuses on creating a workplace that is safe and orderly,
that will not be disrupted by common processes or procedures. The
ultimate goal is zero accidents, zero fires, and zero negative effects
on employee health.

The 8 Pillars of Total Productive Maintenance creativesafetysupply.com/tpm

Overall Equipment
Effectiveness
Overall Equipment Effectiveness is a handy framework for measuring
efficiency by dividing a process into three factors:

AVAILABILITY Availability details planned and unplanned

stoppage. An availability score of 100% means the
process in question is running continuously during
production time.

PERFORMANCE Performance examines slow cycles and minor

stops. A performance score of 100% dictates that
when the process is running, it continuously runs at
full speed.

QUALITY Quality takes into account defects, both in

products created and in equipment. A quality score
of 100% means there are zero defects, and that only
high-quality products are being created.

There are six major kinds of loss that consistent monitoring of

Overall Equipment Effectiveness can protect an organization from:

 Unplanned production stops  Slowed production

 Time lost due to setup and  Production defects

adjustments
 Reduced production yield
 Small stops

Overall Equipment Effectiveness creativesafetysupply.com/tpm

Total Productive Maintenance:
Step By Step
Now that you’ve learned about the ideas that make up TPM, it’s time
for something more practical: A step by step walkthrough of how
TPM might be implemented in an organization.

STEP 1 Identify Your Target Area

Though it’s tempting to employ TPM throughout a facility all at once,
it’s often far more effective to integrate TPM in one or two pieces
of equipment to begin with, then gradually expand TPM efforts as
needed.

Determining the best place to start can be difficult, but most

organizations should focus initially on those pieces of equipment
that are the easiest to improve. Not only does this provide a quick
win and potential improvements in efficiency and productivity, it also
rapidly demonstrates the value of TPM to others in the organization
which can be critical for earning their support.

STEP 2 Make Your Equipment Shine

This step focuses on restoring equipment to ideal operating
conditions, which makes implementing autonomous maintenance
procedures significantly easier. Not just focused on equipment,
this step can also include light training to ensure that all equipment
operators are at the same level of competency.

TPM: Step by Step creativesafetysupply.com/tpm

STEP 3 Start Measuring Overall Equipment
Effectiveness
With equipment running at the desired level, a baseline OEE
measurement can be created. This can be done manually or by
using an automated program, but regardless of the method, the goal
is the same: Creating a point of reference against which you can
measure increases and decreases in OEE as time goes on. Regular
comparisons against this baseline will make it easy to find and
eliminate issues with equipment.

STEP 4 Address Losses

Once a problem is identified, it’s time to find a solution. Smaller
losses may only require a design tweak or slight alteration to a
process, but big losses should be addressed by a small team of
operators, maintenance personnel, and supervisors armed with
the best tools and understanding of the equipment. Ideally, an
organization will only have to solve these big losses once, as the
implementation of TPM will prevent them from occurring in the first
place.

STEP 5 Adopt Proactive Maintenance

Techniques
Having fixed all major problems and designed a system for
monitoring effectiveness, it’s now time to implement a maintenance
regimen that will ensure those issues won’t come back. In this step,
it’s important to identify which components of equipment are most
likely to fail, then adopt a maintenance schedule based on the speed
at which these components wear. Alternately, a time-based schedule
(based on calendar time OR total production time) may be used,
though that requires more attentive monitoring to counteract any
flaws that might crop up between schedule maintenance efforts.

TPM: Step by Step creativesafetysupply.com/tpm

Roadblocks to TPM Success
Perhaps the most powerful of the “lean tools,” Total Productive
Maintenance is also often the most difficult to properly implement in
an existing company. Two reasons exist for this:


TPM can require significant cultural changes that impact a wide
swath of a company’s employees -- far more than other lean
methods. As a result, it may take time to establish widespread
trust in the benefits TPM offers.


Equipment maintenance is often a secondary
consideration for a company, particularly if management
views maintenance efforts as a necessary evil instead of
an opportunity to improve productivity.

Total Productive
Maintenance Is Not
Total Quality Management
Often confused due to their similar
acronyms, Total Productive Maintenance
is not Total Quality Management. TQM is
a philosophy that seeks to align divisions
in an organization toward a common
goal of meeting customers’ needs. TPM,
meanwhile, is a strategy for improving
efficiency by involving equipment
operators in the ongoing
maintenance of their machines.

Roadblocks to TPM Success creativesafetysupply.com/tpm

For additional information about Total Productive
Maintenance plus industry updates, helpful
product recommendations, and more:

creativesafetysupply.com/tpm 

 More info: Total Productive Maintenance creativesafetysupply.com/tpm

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