Quality Management

Session 9
TPM Total Productive Maintenance

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Evolution of TPM
Pre 1950 Breakdown maintenance.
Fixed when broken, reactionary

1950s Preventive maintenance.

Planned programme, restoration

1960s Productive maintenance.

Eliminate or simplify maintenance

1970s Total Productive Maintenance.

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TPM Introduction
Japanese technique, developed by
Seiici Nakajima in 1970s.
Achieve world class manufacturing.
Suitable for all environments and all
production volumes.
Highly reliable and consistently operated
machines, equipment and processes.
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TPM Introduction
A world class standard of performance
in manufacturing in terms of the overall
effectiveness of equipment (machines
and processes).
OEE Overall
Equipment Effectiveness

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TPM
Aims to eliminated production losses
With teams of the people who set up, operate
and maintain the processes, enabling them to
be proactive and focus on their process, their
problems and their environment.
Because operators
(the process owners)
add value during the
transformation
process.
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6 Big Losses
LOSS - ANYTHING THAT PREVENTS EFFECTIVE
OPERATION CAUSED BY FAULTS AND PROBLEMS
RECOGNISE, MEASURE AND REDUCE LOSSES
AVAILABILITY:Breakdown loss, Set-up/Changeover
and Adjustment loss
PERFORMANCE: Idling and Minor stoppage loss,
Speed
QUALITY: Scrap and Rework, Start-up losses
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TPM Losses
BREAKDOWN: Due to failures and repairs being carried out
SET-UP & ADJUSTMENT: Due to changing batches of product
type
IDLING & MINOR STOPPAGE: Due to waiting for material/parts
to arrive; faulty/sticking sensors (not a breakdown but requires
operators attention)
SPEED: Machine not operating at optimum cycle time due to
fault(s)
SCRAP & REWORK: Quality defects due to process capability
problems
START-UP: Due to process taking time to stabilise before
achieving capable production
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Effect of losses
PLANNED AVAILABLE TIME
GROSS OPERATING TIME
NET OPERATING TIME

VALUABLE
OPERATING
TIME

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AVAILABILITY
LOSSES
PERFORMAN
CE
LOSSES

QUALITY
LOSSES

Monitoring Losses
Unless equipment has sophisticated monitoring
devices attached only operators can accurately
monitor and record this data.
Because of the nature of the calculation of Overall
equipment effectiveness (OEE), theres little incentive
for operators to falsify data since artificially improving
one ratio will tend to worsen another eg improving
the Quality Rate by carrying out unofficial rework will
depress the Performance Rate, since less time will
be available and fewer parts than expected will be
produced.
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Chronic and Sporadic Losses

Sporadic occasional / random but with MAJOR
impact
Chronic constant minor losses due to multiple
issues which have difficult root causes.
Sporadic
Losses

Chronic
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Time

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Chronic and Sporadic Losses

Sporadic
Sudden change in frequency or type of loss, infrequent or
unusual events
Identifiable and often due to change in conditions (method,
tools etc)
RESTORATION return to previous level

Chronic
Occur repeatedly, perceived as normal or part of process
Caused by hidden (difficult to identify) defects (machinery,
equipment, methods)
INNOVATION achieve optimal conditions
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Time

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Chronic and Sporadic Losses

LOSS
1. Sporadic Breakdowns
Chronic Breakdowns
2. Set-up & Adjustment
3. Idling and minor stoppage
4. Speed
5. Sporadic Quality defects
Chronic Quality defects

Obvious Hidden
X
X

X
X
X
X

X
X

Table 2.5 Characteristics of Chronic Loss (Nakajima et al 1989:43)

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Overall Equipment
Effectiveness (OEE)
Availability Rate (AR) = Actual Availability
Planned Availability
Performance Rate (PR) = Actual Performance
Expected Performance
Quality Rate (QR) = Good Output
Total Output

OEE = AR * PR * QR
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Best of Best
Week

OEE = AR * PR * QR

46.5 = 69

71

95

43.2 = 73

65

91

45.6 = 65

75

94

Average

45.1

69

B of B

52

73

70.3 93.3
75

95

Best of Best means achieving simultaneously the best

individual Availability, Performance and Quality ratings
obtained separately over a number of recent weeks.
It becomes a realistic target.
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Autonomous Maintenance
Autonomous maintenance (First Line Maintenance) is the activities
an operator performs to ensure their equipment is maintained in its
best operating condition.
Operators trained to: clean, inspect, lubricate, check fasteners
Monitor performance
create and use work instructions, perform simple repairs
Taking ownership of the machinery
pride, responsibility, condition, continually improve
Workers are the experts on their facilities
Its your machine!
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Preventive Maintenance
The rapid detection and treatment of equipment
abnormalities before they cause defects or losses.
The creation & application of planned routine
service and maintenance schedules for all
equipment.
Primary Inputs:
Continuous monitoring & periodic inspection of
equipment.
Manufacturers recommendations & equipment
history.
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Condition Based (Predictive)

Maintenance
Automated sensors detect conditions likely to cause
equipment failures:
Thermal
Lubrication systems
Leak detection
Crack detection
Noise & vibration monitoring
Corrosion monitoring

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Changing Roles
Operators
basic maintenance
monitor effectiveness
detect/predict problems
perform simple
improvements and
repairs

Maintenance
major repairs
restore deterioration
plan and perform
preventive time based
maintenance
analyze breakdowns
and performance predictive maintenance

Underpinned by Training and Education

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TPM - What does it involve?

Restore, maintain and improve existing facilities
Detect and eliminate faults and problems
Establish, monitor and improve process effectiveness
Establish and maintain a clean and tidy workplace
(5S CANDO)
Detect and eliminate inherent faults
Provide and improve maintenance systems to
support the facilities
Purchase and install the facilities that provide the
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best return.

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CANDO (5 Ss)
Cleanliness - no debris, nicer environment,
safer etc
Arrangement - workplace and facilities
layout, easy to access and use
Neatness - store tools etc neatly - a place for
everything
Discipline - operators maintain everything in
its place
Order - procedures and support mechanism
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TPM Philosophy
Teamwork
Respect for everybody
Motivation of all employees, especially
production workers
Participation and encouragement
Employee training and development
Continuous improvement
Recognition and rewards
Note the similarity to TQM
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Benefits of TPM
Maximised efficiency of equipment
Improved reliability of equipment
leading to improved product
quality and equipment productivity
Improvement in overall equipment
effectiveness (OEE) as a
measurable route to increased
profitability
Enhanced working environment motivation, morale, team-working
Financial rewards
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Summary: 5 Pillars of TPM

1. Attack 6 losses, improve OEE.
2. Set up planned preventive maintenance.
3. Establish autonomous maintenance.
4. Training and Education.
5. Equipment improvement, maintenance
and prevention.

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Passport for week Nine

Using the process you
investigated for week 6,
identify examples of the 6
big losses and how to
reduce/eliminate them.
Also bring three copies of
the TPM worksheet which is
posted on Moodle and a
calculator.
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