TPM

Source: Kaizen Institute, Frankfurt

Why T P M ?
In the Past: The Company determines the price.

Sales Price

Production costs

Profit

Now and in the future, the Market determines the price

Profits decrease
as losses arise
Market Price

Production Costs

Profit
Sales Price

Production cCsts

Profit

As costs decrease, Profits increase!

Quelle: Kaizen Institute

Mike
MikeJohnson:
Johnson:

Muda and losses

Source: Kaizen Institute, Frankfurt

Why T P M ?
Heinrichs Law

1
29
300

Severe problem

Major problems

Minor problems

Before 1 Severe problem occured, there were 300 minor and 29 major problems to handle.
TPM is a tool which addresses potential signs of machine break-downs and is therefore an
important instrument to prevent total machine crashes.
Source: Kaizen Institute, Frankfurt

Goals of TPM
The goal of TPM is to increase efficiency and productivity.
This improves profit margins, our competitiveness and guarantees job security.

Machin
e
The goal of TPM is to
maximize the efficiency of
machines and technical
equipment.

Reduction or prevention of losses

like:

Team
Member
The goal of TPM is to
increase efficiency through
more involvement,
participation in making
decisions and joint
responsibility
Create improvements through ownership!!

- scrap, rework

Recognize weaknesses and make

improvements

- machine downtime

Have a safe and effective work environment

- unnecessary change overs

... through the team members

Source: Kaizen Institute, Frankfurt

T P M philosophy
By changing the
circumstances the
attitude of the team
members change.
3

Machines and
surroundings
change.

People
change/adapt.

The culture changes.

After implementation of
TPM there is a
recognizable change of
motivation.
More knowledge
promotes pride and
ownership of the
equipment and
processes.

TPM is a registered trademark of the JIPM (Japanese Institute of Plant Maintenance)

Source: Kaizen Institute, Frankfurt

8 TPM Basics
Kaizen (Continuous
Improvement)

Planning system for new

machines and equipment

TPM (Autonomous
Maintenance)

Training

Security and
Environemental
protection

Prevention of the six

frequent losses.

Improvement of the
product quality
Zero Faults

Improvement of office
efficiency
Zero defects

Zero accidents
Source: Kaizen Institute, Frankfurt

Seven Steps of TPM

Full
autonomous
maintenance

Step 7
Step 6
Step 5
Step 4
Step 3
Step 2
Step 1

Organization and
tidiness
Autonomous Inspection

General Inspection
Cleaning and lubrication standards

Countermeasures at the source of problems

Initial cleaning of machines, equipment and surroundings
Source: Kaizen Institute, Frankfurt

Why Total Productive Maintenance?

With the implementation of Total Productive Maintenance, Team members will
assume ownership for their working processes.
Examples of maintenance similarities in private life and in the company.
Private

Company

Cleanliness
Gas

Cleanliness

Reflector
control

Tools ok?

Clean
filter?

Tire pressure

Oil gage
Cooling water

Enough
coolant?

Enough
lubricant?
Source: Kaizen Institut, Frankfurt

Why Total Productive Maintenance?

By training the team members in Total Productive Maintenance, the team
members will be able to attend to minor equipment repair by themselves.

Private

Company
Refill cooling
water

Change
reflector

Refill hydraulic
oil

Fix tools

chang
e
filter
Change tires

Change spark
plugs

Attend to
equipment

Fix
screws

Source: Kaizen Institute, Frankfurt

TPM Step 1
SUMMARY
Goal:

Initial cleaning of the machines and the equipment,

lubricate according to lubrication plan, etc.

Process

1. Preparation
2. Coordination
3. TPM workshop
4. Review

Hint:

Only clean machines and clean equipment make

problems visually apparent!!!

Therefore:

CLEANING IS CHECKING !
Source: Kaizen Institute, Frankfurt

Goal of step 2
Countermeasures at the source of problems - Improves
Preventive Maintenance
Look for causes of contamination
Take corrective actions to prevent the contamination
Improve the maintenance possibilities

These activities have the greatest success if there

is a team with members of Maintenance,
Production and Engineering.
Source: Kaizen Institute, Frankfurt

Cleaning and Lubrication Standards

What do we know about standards?
For example:

How to achieve a correct refill of a hydraulics tank using a standard.

Standard 1:

Standard 2:

Standard 3:

Standard 4:

Color code the

lubricant

Color code the oil can

in the same color

Color code the re-fill

inlet in the same color

Make the min/max

fill heights visually
apparent

Source: Kaizen Institute, Frankfurt

Why Visual Management?

The information reception of
a human being happens via;
Eye: 83 %

Humans learn;
Through hearing

Through seeing

Ear: 11 %
Sense of smell: 3.5 %

Sense of touch: 1.5 %

Sense of taste: 1 %

Through hearing and

seeing

Through
conversation

By hands on!
Quelle: Kaizen Institute

Goals of visual management

Visualize strength and weaknesses

Visualize structures and processes

Show trends and corrective actions

Create visual standards

Quelle: Kaizen Institute