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WHAT IS TPM?
h It is a well-defined and time-tested concept for
maintaining plants and equipment.
h Can be considered the science of machinery
health.
h m%#O Total employee involvement

h -.O Eliminate or minimize breakdown

during production
h %++%+-O Complete a preventive
maintenance program
h The old notion of "Ê
  
 




" is NOT followed. 
HISTORY OF TPM

Dr. Deming PM Nippondenso JIPM Award

(1900-1993) (1951) (1960·s) (1971)

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HISTORY OF TPM (CONT·D)
h Evolved from TQM, introduced by Dr. W. Edwards
Deming after World War II.
h Dr. Deming showed the Japanese usage of statistical
analysis for manufacturing quality control.
h Preventative maintenance (PM) was practiced in most
plants resulting in over-serviced machines to improve
production.
h TPM first used in late 1960·s by Nippondenso, a
supplier of electrical parts to Toyota.
h In 1971, Nippondenso received the PM Prize from
Japan Institute of Plant Maintenance (JIPM).
h Seiichi Nakajima, vice chairman of JIOPM, became
known as the father of TPM, he supported
 
implementation in hundreds of Japanese plants.
NEED FOR TPM
h
etter understanding of equipment performance
h
etter understanding of equipment criticality
and where to deploy improvement efforts
h Improved teamwork and a less adversarial
approach between production and maintenance
h Improved procedures for changeovers and set-
ups, leading to reduced costs and better service
h Carrying out frequent maintenance tasks, not to
mention the better training of operators and
maintainers
Œ
NEED FOR TPM (CONT·D)

ÿ
NEED FOR TPM (CONT·D)

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5S ² THE FOUNDATION OF TPM

'
5S ² THE FOUNDATION OF TPM
h 
" O
ü It means sorting and organizing the items as
critical, important, frequently used or not
currently needed. The item priority should be
decided based on utility not cost. As a result, the
search time is reduced.

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5S ² THE FOUNDATION OF TPM
h 
m " ,%+/O
ü The concept here is that "A place for everything,
and everything in its place". After usage items
should be stored in their designated storage
location. To identify items easily, name plates
and colored tags can be used. Vertical racks can
be used for organization.

h 
 " $+O
ü Seiso involves cleaning the workplace and
ensuring equipment is free of burrs, loose wires,
&
grease, oil, waste, scrap, etc.
5S ² THE FOUNDATION OF TPM
h 
0
m" %+%/%+O
ü Associates decide standards for keeping the
workplace, machines and pathways neat and
clean. These standards are implemented for
whole organization and are regularly checked.

h 1m0
" #23-#+O
ü Accepting 5S as a way of life forms self-discipline
among the associates. This includes wearing
badges, following work procedures, punctuality,
dedication to the organization, etc.

PILLARS OF TPM


(
JISHU HOZEN PILLAR
h Production Operators perform the TPM Activities
of Cleaning, Lubrication, and Inspection on a
Daily
asis.
h #%++,
ü Remove dirt, dust, stains, oil & grease.
ü Take care of any leaks, loose nuts/bolts.

h +3-+
ü Inspect each part using sight, hearing, smell & touch
to detect vibrations, noises, smells, component
heating, smoke or fluid leakage.
ü Address these problems with countermeasures.
 
JISHU HOZEN PILLAR (CONT·D)

Œ
JISHU HOZEN PILLAR (CONT·D)
h -%+
ü Moving components, e.g., bearings, shafts etc. will
fail without lubrication.
ü It reduces wear & tear, prevents corrosion, cools
moving parts & dampens shock.
ü Excess lubrication can cause overheating.

h +%3
ü Replacing consumable parts
ü Tightening loose connections
ü Performing precision checks
ü Adjusting sensors, etc.
ÿ
JISHU HOZEN PILLAR (CONT·D)
h -+%%
h Performance tracking considersO
ü Production volume
ü Product quality
ü Operation efficiency
ü Time usage

h Performance tracking data is collected on a daily

basis.

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O
ETSU AIZEN PILLAR
h "ai" means change and "Zen" means good.
aizen is small improvement carried out on a
continual basis involving all people in the
organization. It requires little or no investment.
h The goal is to achieve and sustain zero defects
and downtimes.
h 
 
 focuses on where it has the
maximum effect within a firm. It analyses
operations data, uncovers waste, uses root cause
analysis (e.g., the 5 Why approach), removes
waste and measures results.
'
O
ETSU AIZEN PILLAR (CONT·D)
h aizen activities promote efficient equipment
and proper utilization of manpower, materials,
and energy by eliminating 16 major losses.
h Examples O
ü Relocating equipment for easier access.
ü Making shields to minimize contamination.
ü Centralizing lubrication points.
ü Making debris collection accessible.

(
PLANNED MAINTENANCE PILLAR
h Objectives of Planned MaintenanceO
ü Achieve & sustain machine availability
ü Reduce spares inventory
ü Improve reliability & maintainability

h Steps in Planned MaintenanceO

ü Evaluate & record present equipment status.
ü Restore deterioration and improve weaknesses.
ü Select equipment, parts and team.
ü Prepare predictive maintenance system.
ü Evaluate planned maintenance.

&
QUALITY MAINTENANCE PILLAR
h Through QM we understand what equipment
parts affect quality, eliminate quality concerns
and then move to potential quality concerns.
h The transition is from reactive to proactive (From
Quality Control to Quality Assurance).
h QM activities check equipment conditions in time
series to verify that measured values are within
standard values.
h It predicts possibilities of defects and helps to
take countermeasures before defects occur.

TRAINING PILLAR
h Its goal is to have multi-skilled employees who
perform all required functions effectively and
independently.
h The focus is on achieving and sustaining zero
losses due to lack of knowledge/skills/techniques.
h Operators acquire/upgrade skills through
education and training.
h It is not sufficient for operators to learn how to do
something; they should also learn why they are
doing it and when it should be done.

OFFICE TPM PILLAR
h Office TPM should be started after activating
four other pillars of TPM (Jishu Hozen, obetsu
aizen, Quality Maintenance and Planned
Maintenance).
h Office TPM must be followed to improve
productivity & efficiency in the administrative
functions.
h It includes analyzing processes and procedures
towards increased office automation.

(
OFFICE TPM PILLAR (CONT·D)
h Office TPM addresses twelve major lossesO
ü Processing loss
ü Cost loss
ü Communication loss
ü Idle loss
ü Set-up loss
ü Accuracy loss
ü Office equipment breakdown
ü Communication channel breakdown
ü Time spent on retrieval of information
ü Unavailability of correct on-line stock status
ü Customer complaints due to logistics
ü Expenses on emergency dispatches/purchases  
SAFETY, HEALTH & ENVIRONMENT
PILLAR
h The objective of this pillar is to ensureO
ü Zero accidents
ü Zero health damage
ü Zero fires

h The focus is on creating a safe workplace not

damaged due to work procedures.
h This pillar plays an active role in each of the
other pillars on a regular basis.

Œ
TPM IMPLEMENTATION

ÿ
Strategic Maintenance Management Process
TPM IMPLEMENTATIONO 12 STEPS
Y NAAJIMA

[
TPM IMPLEMENTATION MODEL

'
THE ROLE OF COORDINATOR IN THE IMPLEMENTATION

1. To know about
† Their plant

† Their processes

† Their necessities

† Their human resources

† Their material resources

2. To disseminate the TPM culture byO

† Giving presentation to multi-level groups

† Giving individual presentations to managers,

operators, technicians.
(
3. ScheduleO
† Creating a master plan and keep it working

† Training and implementation workshops

4. CoordinateO
† The most concerned area of each department

† Resources required to solve them

5. CommunicateO
† Projects taken

† Accomplishments

† Results

6. JustifyO
† Time required

† Resources used (&

PRACTICAL IMPLEMENTATION

(
EVALUATION OF TPM PROGRAMME

-$
h Find the effectiveness of the department before
the programme (Find the need of the programme)

h Implement the TPM programme

h Take a review of the department after the

programme to evaluate the TPM programme by
calculating the effectiveness of the department

ExampleO To find the effectiveness of the store (

before and after the TPM programme
SIX
IG LOSSES IN MANUFACTURING

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7+

h Include the ´Involvement in TPMµ as a

requirement in the
alanced scorecard of the
department.
h Policy deployment within the department

h TPM engagement is now with every employee·s

alanced Scorecard
h Evaluate the TPM component in the balanced
scorecard as per the effectiveness of the
programme

(ÿ
3+,[ 3%#6%#-+#m#3

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RELATION WITH TOTAL QUALITY MANAGEMENT

h Many of TQM tools (7 QC tools,

enchmarking,
employee empowerment etc.) can be used to
evaluate TPM.
h TQM is a management approach and it is
exclusively for management whereas TPM is
more related to employee.
ut TPM initiative is
actually to be taken from the management and
implementation of TPM should ensure the
employee engagement.

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