TPM Basics

Maintenance - Valves Division KSB PUMPS Ltd.
MPA Maintenance
Total Productive Maintenance (TPM) is a maintenance

program concept.Philosophically,TPM resembles
Total Quality Management (TQM) in several aspects, such as
(1)total commitment to the program by upper level

management is required,
(2) employees must be empowered to initiate

corrective action, and
3) a long range outlook must be accepted as TPM
may take a year or more to implement and is an on-going

process.
Changes in employee mind-set toward their
job responsibilities must take place as well.
MPA Maintenance
History of TPM
TPM evolved from TQM, which evolved as a direct result
of Dr. W. Edwards Deming's influence on Japanese industry.
Dr. Deming began his work in Japan shortly after
World War II. As a statistician.
Dr. Deming initially began to show the Japanese how to
use statistical analysis in manufacturing and how to use the
resulting data to control quality during manufacturing.
The initial statistical procedures and the resulting quality

control concepts fueled by the Japanese work ethic soon
became a way of life for Japanese industry.
This new manufacturing concept eventually became knows

as Total Quality Management or TQM.
MPA Maintenance
Background of TPM
Main manufacturing excellence approach of Toyota and

other excellent Japanese companies since the 70s
TPM is the foundation for JIT FA Poke Yoke, Lean

Manufacturing & Zero Defects
Comes from the best of Japanese Industrial Excellence

and evolved from the heat of the continuing Energy Crisis
and Globalization Challenges to achieve more with Less
MPA Maintenance
What For TPM?

TPM brings maintenance into focus as a necessary
and vitally important part of the business.
It is no longer regarded as a non-profit activity.
Down time for maintenance is scheduled as a part

of the manufacturing day and, in some cases, as an
integral part of the manufacturing process.
It is no longer simply squeezed in

whenever there is a break in material flow.
The goal is to hold emergency and

unscheduled maintenance to a minimum.
MPA Maintenance
What is TPM?
T Total Overall efficiency.

Total production system.
Participation of all employees.
P Productive Zero defect.

No trouble in operation.
Safety.
M Maintenance Longer life cycle of production

system.
MPA Maintenance
What is TPM?
Aims at Breakthrough improvement in productivity and
reducing chronic losses to zero.
Aims at Creating a bright, clean, and pleasant factory.
Means To reinforce people and facilities and through them,
the whole organization.
Addresses Overall equipment effectiveness.
Institutionalizes Total Employees Involvement
Participative management and an Overall-small group
organization.
Eliminates inter departmental walls and facilitates Cross
Functional Management.
Is material oriented; it seeks to keep equipment in its intended
condition.
MPA Maintenance
TPM Results in
Results in building up corporate culture that thoroughly
pursues production
System efficiency improvement OEE (Overall Equipment

efficiency-)
Constructs a system to prevent every kind of loss, for example
Zero accidents, Zero defects and Zero failures based Gemba
(Work Place) and Genbutsu (actual thing) over the entire life
cycle of a production system.
Covers all departments including production, Quality Control,
Purchase, marketing, Administration, Design & development,
Maintenance & Engineering.
Requires all and full involvement from top management to
frontline employees. It builds up an overlapping multidiscipline
process based management teams to achieve excellence
MPA Maintenance
What is OEE?
Overall Equipment Efficiency
OEE = A x P x Q
A= Availability
P= Performance
Q= Quality
MPA Maintenance
How to Calculate OEE?

Availability = Standard time downtime
Standard time
Components Produced
Performance =
Components supposed to be Produced
Total Acceptable Components

Quality =
Total Components produced
MPA Maintenance
Why TPM?
MARKET CIRCUMSTANCES IN-HOUSE CIRCUMSTANCES
Easy funds for /capacity build up Rising cost of raw material
Market demand / consumption Higher power cost & specific
sluggish, High quality competition power
in the market Higher specific fuel consumption
Result -Stiff competition, low Higher man power cost
returns Heavy losses, low profit due to
Opportunity to earn profit equipment failures / low reliability /
Increasing quality consciousness indifferent attitude
in market Lower skill levels and involvement
New plants very efficient and cost Compartmentalization,
effective. lack of horizontal communication
Increasing input material cost Low moral/ organizational politics
Increasing wages and salaries. Unsafe working
Pressure from TOP to progress fast
CRISIS FOR THE COMPANY

MPA Maintenance
Need for a system which focus on:

Cost reduction through loss control
Market share expansion /customer satisfaction
INCREASED PROFITABILITY
Skill up-gradation
Reduced distribution cost
Reduced equipment failure
Employees involvement
May decide to adopt TPM
To improve equipments operating efficiency and reliability

Thereby achieve cost reduction. Market share expansion.
Skill development. Zero loss, add profits

High productivity full employee involvement & dynamic
team
MPA Maintenance
Effectiveness of TPM
RESULTS EXPECTED ESSENTIAL REQUIREMENTS
Productivity enhancement
Employee Involvement
Cost Reduction
Top management Commitment
Delivery period shortening
Management Tools
Sales Expansion
MPA Maintenance
Process
The process adopted is a proven methodology based on:
1. Understanding the current status
2. Setting up an organisation
3. Training people
4. Identifying model areas and machines for initial improvement
5. Improvement of Model machines to the original condition and
achievement of zero loss concept. Each machine is to be
improved by a Cross Functional Team consisting of 1 team
leader (Manager Level) and 5-6 members consisting of
Engineer/Supervisor level.
6. Horizontal deployment of the approach to the rest of the plant
7. Finally covers entire organization and involve every employee
from top to bottom.
MPA Maintenance
16 major Losses
1. Equipment failure loss
2. Set up & adjustment loss
3. Cutting tool and jig change loss
4. Start up loss
EQUIPMENT LOSS
5. Minor Stoppage and idling loss
6. Reduced speed loss
7. Defects &rework loss
8. Shutdown loss
9. Management loss
10. Operating motion loss
11. Line organization loss MAN LOSS
12. Logistics loss
13. Measurement and adjustment loss
14. Energy Loss
15. Die, Tool and Jig loss MATERIAL& ENERGY LOSS
16. Yield loss

MPA Maintenance
7 Types of Waste
1. Over Production waste
2. Inventory waste
3. Conveyance waste
4. Defect production waste
5. Idle time waste
6. Process related waste
7. Operation related waste
MPA Maintenance
Set PQCDSM target in all areas

P PRODUCTIVITY To achieve planned production.
Q QUALITY To improve product & process quality.
C COST To reduce cost
D DELIVERY To meet delivery targets
S SAFETY To maintain safety
M MORALE To improve morale
PQCDSM To be calculated & improved by using PDCA cycle.
MPA Maintenance
SDCA- PDCA Cycle

DO CHECK
Improvement Improvement D C Improvement
results
Activities PLAN
ACT
Improvement P A standardize
to results or
plan for next
improvement
Focus cycle
on Initiate improvement Standardization
Vital
few
ACT
Know the
TO Improve the A S STANDARD
Routine standards or its use
DO
work CHECK the work C D the work
against the standard according to
the standard
MPA Maintenance
POINTS TO IMPROVE
Throw out the Traditional concepts of manufacturing methods
Think of How the new method will work: not how it wont
Dont accept excuses
Correct Mistakes the moment they are found
Problems give you the chance to use your Brain
Ask WHY five times
Ten persons ideas are better than one persons knowledge
MPA Maintenance
A - Type B - Type C - Type
Problem Problem
Problem
Action : This stage No Action : This stage

Action taken this stage
Problem Resolved
Problem Resolved Problem Resolved
No chances of reoccurrence
chances of reoccurrence without any action
chances of reoccurrence
Tool to be used : Y Y analysis Tool to be used : PM analysis Tool to be used : E & T
MPA Maintenance
7 QC Tools
1) Check sheet
2) Pareto diagram
3) Cause & effect Diagram
4) Graph & control charts
5) Histogram
6) Stratification
7) Scatter diagram
MPA Maintenance
OTPM
SHE
E&T
QM
DM
JH
5S
PM
MPA Maintenance
MPA Maintenance
2 JISHU HOZEN
THIS PILLAR DEVELOPS OPERATOR TO TAKE CARE OF SMALL MAINTENANCE TASKS .
RESULTING SKILLED MAINTENACE TEAM TO CONCETRATE ON VALUE ADDED AND
TECHNICAL REPAIRS .
THE OPERATOR RESPONSIBLE FOR UP KEEP OPF THEIR EQUIPMENT TO PREVENT IT
FROM DETERIORATING
7STEPS
1. Initial cleaning
2. Counter measures for the causes of forced deterioration& improve hard to access
3. Preparation of tentative JH standards
4. General inspection
5. Autonomous Inspection
6. Standardization
7. Autonomous Management
MPA Maintenance
3 PLANNED MAINTENANCE
THIS PILLAR AIMED TOWARDS
TROUBLE FREE MACHINES AND EQUIPMENTS
PRODUCING DEFECT FREE PRODUCTS FOR TOTAL CUSTOMER SATISFACTION
FOUR CATEGORIES
PREVENTIVE MAINTENANCE
BREAK DOWN MAINTENANCE
CORRECTIVE MAINTENANCE
MAINTENANCE PREVENTION
BENEFITS
ACHIEVE AND SUSTAINAVAILABILITY OF MACHINES

OPTIMUM MAINTENANCE COST
REDUCES SPARES INVENTORY
IMPROVE RELIABILITY AND MAINTENABILITY OF MACHINES
MPA Maintenance
11 Steps Approach to Zero Break down

Approach to Zero breakdown
1. Classify B/D data ( Including
Five Phases for concrete actions against breakdown Equipment Ranking)
2. Analysis of present status QC
Phase 1 : Change to natural deterioration
Approach
by eliminating
3. Eliminate forced deterioration
factors of accelerated
4. Find out root cause & implement
deterioration.
countermeasure
5. Identify breakdown recurrence /
Phase 2 : Extend inherent service life of understand phenomenon
equipment by corrective 6. Investigate weakness & improve
it
maintenance ( Improvements to
overcome design limitations)
7. Investigate natural deterioration
Phase 3 : Research natural deterioration 8. Set deterioration pattern
pattern.
Study how deterioration increases 9. Select & evaluate maintenance
over time point & standard
Phase 4 : Search which parameter to 10. Decide PM / TBM / CBM
measure for deterioration 11. Build best maintenance procedure
Phase 5 : Implement predictive

maintenance
MPA Maintenance
4 QUALITY MAINTENANCE
CUSTOMER DELIGHT THROUGH HIGHEST QAULITY

DEFECT FREE MANUFACTURING
ELIMINATING NON CONFORMANCES IN A SYSTMATIC MANNER
REACTIVE TO PROACTIVE LIKE (QUALITY CONTROL TO QUALITY ASSURANCE)
BENEFITS
1. DEFECT FREE CONDITION AND CONTROL OF EQUIPMENTS

2. QM ACIVITY TO CONTROL QUALITY ASSURANCE
3. FOCUS OF PREVENTION OF DEFECTS AT SOURCE
4. FOCUS ON POKA-YOKE (FOOL PROOF SYSTEM)
5. IN LINE DETECTION AND SEGREGATION OF DEFECTS
6. EFFECTIVE IMPLEMENTATION OF OPERATOR QUALITY ASSURANCE
7. ACHIEVE & SUSTAIN CUSTOMER COMPLAINT ZERO
MPA Maintenance
5 EDUCATION TRAINING
DEVELOPING MULTISKILL EMPLOYEES WHOSE MORALE IS HIGH AND WHO HAS

EAGER TO COME TO WORK AND PERFORM ALL REQUIRED FUNCTIONS
EFFECTIVELY AND INDEPENDENTLY
EMPLOYEES WILL BE TRAINED TO ADDRESS THE PROBLEM BY FINDING THE

ROOT CAUSE & ELIMINATING THEM
THE GOAL IS TO CREATE A FACTORY FULL OF EXPERTS
BENEFITS
1. ACHIEVE AND SUSTAIN ZERO LOSSES DUE TO LACK OF KNOWLEDGE /SKILLS

/TECHNIQUE
2. REMOVE FATIGUE AND MAKE WORK MORE ENJOYABLE
3. UPGRADING THE OPERATING & MAINTENACE SKILLS
MPA Maintenance
6 DEVELOPMENT MANAGEMENT
Collection & utilization of feedback information regarding present products before
the start of the design.- like MP sheet.
Measuring needs for Easy of manufacturing by analyzing the process for present products.
Measuring needs for Easy of manufacturing by analyzing process of new products in the
stage of planning & design of products.
By identifying failures possibilities based on design reviews of new products.
By identifying failures possibilities based on trail manufacturing & test of new products.
BENEFITS
1. REDUCES LEAD TIME TO NEW PRODUCT LAUNCH

2. REDUCE THE LOSSES
3. COST EFFECTIVE
MPA Maintenance
7 SAFETY HEALTH ENVIROMENT

CREATE SAFE WORK PLACE AND SAFE WORK PRACTICE
THIS PILLAR PLAY VITAL ROLE WITH OTHER PILLARS ON REGULAR BAISI
BENEFITS
ZERO ACCIDENT
ZERO FIRES
ZERO HELATH DAMAGES
SAFE WORKING CONDITION
SAFE WORK PRACTICE
MPA Maintenance
8 OFFICE TPM
TO IMPROVE PRODUCTIVITY
EFFICIENCY IN THE ADMINSTRATIVE FUNCTIONS AND IDENTIFY TO ELEMINATE

LOSSES
ANALYZYING PROCESSES AND PROCEDURES TOWARDS INCREASED OFFICE

AUTOMATION
BENEFITS
INVENTORY REDUCTION
LEAD TIME REDUCTION OF CRITICAL PROCESS
EQUILISING THE WROK LOAD
RETRIEVAL TIME REDUCTION (REDUCE REPETITIVE WORK)
BETTER UTYILIZED WORK AREA
REUDCTION IN ADMINISTRATIVE COSTS

MPA Maintenance
Practice TPM to Attain our Goals
INCREASE IN ASSET UTILIZATION AND EQUIPMENT OEE
FOSTER PRODUCTION EQUIPMENT OWNERSHIP
EQUIPMENT BREAK DOWN PREVENTION (PLANNED MAINTENANCE

THROUGH CM TBM &CBM
DEFECT PREVENTION (QM PROCESS & POKA YOKE)
EVOLVING IN TO SELF DIRECTED WORK TEAMS (SDWTS )& Lean Manufacturing
MPA Maintenance
MPA Maintenance

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Maintenance - Valves Division KSB PUMPS Ltd.

Total Productive Maintenance (TPM) is a maintenance

(1)total commitment to the program by upper level

(2) employees must be empowered to initiate

3) a long range outlook must be accepted as TPM

may take a year or more to implement and is an on-going

The initial statistical procedures and the resulting quality

This new manufacturing concept eventually became knows

Main manufacturing excellence approach of Toyota and

TPM is the foundation for JIT FA Poke Yoke, Lean

Comes from the best of Japanese Industrial Excellence

and Globalization Challenges to achieve more with Less

What For TPM?

It is no longer regarded as a non-profit activity.

Down time for maintenance is scheduled as a part

It is no longer simply squeezed in

The goal is to hold emergency and

T Total Overall efficiency.

P Productive Zero defect.

M Maintenance Longer life cycle of production

System efficiency improvement OEE (Overall Equipment

Overall Equipment Efficiency

How to Calculate OEE?

Total Acceptable Components

CRISIS FOR THE COMPANY

Need for a system which focus on:

May decide to adopt TPM

To improve equipments operating efficiency and reliability

Skill development. Zero loss, add profits

RESULTS EXPECTED ESSENTIAL REQUIREMENTS

16. Yield loss

1. Over Production waste

4. Defect production waste

5. Idle time waste

6. Process related waste

7. Operation related waste

Set PQCDSM target in all areas

Q QUALITY To improve product & process quality.

C COST To reduce cost

D DELIVERY To meet delivery targets

S SAFETY To maintain safety

M MORALE To improve morale

PQCDSM To be calculated & improved by using PDCA cycle.

SDCA- PDCA Cycle

Dont accept excuses

Correct Mistakes the moment they are found

Problems give you the chance to use your Brain

Ask WHY five times

Ten persons ideas are better than one persons knowledge

A - Type B - Type C - Type

Action : This stage No Action : This stage

Tool to be used : Y Y analysis Tool to be used : PM analysis Tool to be used : E & T

3) Cause & effect Diagram

4) Graph & control charts

THE OPERATOR RESPONSIBLE FOR UP KEEP OPF THEIR EQUIPMENT TO PREVENT IT

TROUBLE FREE MACHINES AND EQUIPMENTS

PRODUCING DEFECT FREE PRODUCTS FOR TOTAL CUSTOMER SATISFACTION

ACHIEVE AND SUSTAINAVAILABILITY OF MACHINES

11 Steps Approach to Zero Break down

Phase 5 : Implement predictive

CUSTOMER DELIGHT THROUGH HIGHEST QAULITY

1. DEFECT FREE CONDITION AND CONTROL OF EQUIPMENTS

DEVELOPING MULTISKILL EMPLOYEES WHOSE MORALE IS HIGH AND WHO HAS