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Seminar report

On

Total Productive Maintenance

Submitted in partial fulfillment of the requirement for the award of degree
Of MBA

SUBMITTED TO: SUBMITTED BY:

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Acknowledgement
I would like to thank respected Mr…….. and Mr. ……..for giving me such a wonderful
opportunity to expand my knowledge for my own branch and giving me guidelines to present a
seminar report. It helped me a lot to realize of what we study for.

Secondly, I would like to thank my parents who patiently helped me as i went through my work
and helped to modify and eliminate some of the irrelevant or un-necessary stuffs.

Thirdly, I would like to thank my friends who helped me to make my work more organized and
well-stacked till the end.

Next, I would thank Microsoft for developing such a wonderful tool like MS Word. It helped
my work a lot to remain error-free.

Last but clearly not the least, I would thank The Almighty for giving me strength to complete
my report on time.
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Preface
I have made this report file on the topic Total Productive Maintenance; I have tried my best
to elucidate all the relevant detail to the topic to be included in the report. While in the beginning
I have tried to give a general view about this topic.

My efforts and wholehearted co-corporation of each and everyone has ended on a successful
note. I express my sincere gratitude to …………..who assisting me throughout the preparation
of this topic. I thank him for providing me the reinforcement, confidence and most importantly
the track for the topic whenever I needed it.
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Content
1. Introduction
2. What is TPM?
3. Why TPM?
4. Evolution OF TPM
5. Objectives of Total productive maintenance
6. Benefits of Total Productive Maintenance (TPM)

7. Losses of Total Productive Maintenance (TPM)

8. Eight Pillars of Total Productive Maintenance (TPM)
9. Similarities and difference between TQM and TPM:

10. Implementation of TPM

11. Introduction to OEE
12. Creating a “Best of the Best” OEE Goal
13. Conclusion
14. References
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INTRODUCTION

Maintenance has a far greater impact on corporate profitability than most managers are willing to
consider, much less admit .And, as the competitive environment in the world continues to
increase the pace, companies are looking for new strategies to save on costs, develop employees
to face future challenges and bring about a new culture at work place. This has become
imperative to stay in business and have an edge over the competition. In this situation, a number
of strategies like Total Quality Management, Kaizen, quality circles, ISO certification, six sigma
and Total productive Maintenance are available and it is the management choice to selectively
implement these in their workplace.

WHAT IS TPM

Seiichi Nakajima (1988) has defined TPM as an innovative approach to maintenance that
optimizes equipment effectiveness, eliminates breakdowns, and promotes autonomous
maintenance by operators through day-to-day activities involving the total work force. Thus,
TPM is not a specific maintenance policy, it is a culture, a philosophy and a new attitude towards
maintenance. The salient features of TPM is the involvement of operators in carrying out
autonomous maintenance by participating in cleaning, lubrication, minor repair, adjustments etc.
The benefits of TPM can be very tangible. There are organizations, which through
implementation of TPM have been able to increase the production volume by 50%. Reduce
down time by 27% and rate of defective products by 80%. In addition to tangible benefits, TPM
also various intangible benefits such as fostering of teamwork, increase morale, safety and
nurturing the work force increased intellectual capabilities having the potential of meeting today
¢s level of competition and challenges.
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Why TPM?
TPM was introduced to achieve the following objectives. The important ones are listed below.

 Avoid wastage in a quickly changing economic environment.

 Producing goods without reducing product quality.
 Reduce cost.
 Produce a low batch quantity at the earliest possible time.

EVOLUTION OF TPM

TPM descends from Japan and came into existence in the seventies. After Dr W Edward Deming
made an impact in Japan through his teaching of quality, Japanese organization felt a need for
autonomous maintenance and small group activities to support the quality movement. Today
thousands of organizations all over the world are implementing TPM and about 100organisations
are now doing it in India.
Total productive maintenance (TPM) is a proven strategy for medium to large industries to get
superior business results and develop people skills to take on future business Challenges. Unlike
ISO certification process, in TPM, focus is on maintaining the equipment and process in perfect
condition- to get best quality products and involve all employees in Collectively carrying out loss
elimination, using analytical problem solving tools. The fundamental belief is that if the
equipment is maintained well and setting is done by a conscious, skilled operator, once can get
the best quality product. The whole concept of TPM is built around this belief and hence the
name total productive maintenance. However, this concept can be applied to places other than
plant and equipment and instead we could name Total productive Management rather than just
maintenance.
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Objectives of Total productive maintenance

The main objective of TPM is to increase the Overall Equipment Effectiveness of plant
equipment. TPM addresses the causes for accelerated deterioration while creating the correct
environment between operators and equipment to create ownership.

OEE has three factors which are multiplied to give one measure called OEE
Performance x Availability x Quality = OEE

Each factor has two associated losses making 6 in total , these 6 losses are as follows:

Performance = (1) running at reduced speed - (2) Minor Stops

Availability = (3) Breakdowns - (4) Product changeover

Quality = (5) Startup rejects - (6) Running rejects

The objective finally is to identify then prioritize and eliminate the causes of the losses. This is
done by self managing teams that problem solve. Employing consultants to create this culture is
common practice.
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Benefits of Total Productive Maintenance (TPM)

 Productivity Improvement - Productivity is improved through fewer losses in the
company.
 Quality Improvement - Quality is improved as a result , that the failures and malfunctions
is reduced.
 Cost Reduction - THE cost is reduced because the losses and other not value added work
is reduced.
 Employee Ownership - Ownership of equipment by operators through Autonomous
Maintenance.
 Employee Confidence - "Zero failure", "zero defect" and "zero accident" conditions
builds employee self-confidence.
 Improved working environment - Clean working conditions provides a good working
environment.
 Increased Plant Reliability.
 Customer Satisfaction - TPM leads to high delivery performance and customer
satisfaction.

Losses of Total Productive Maintenance (TPM)

1. Breakdown losses
2. Setup and adjustment losses
3. Idling and minor stoppage losses
4. Speed losses
5. Quality defects and rework losses
6. Strat-up/ yield losses
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Eight Pillars of Total Productive Maintenance (TPM)

Developed in the early 50s, Total Productive Maintenance is a program for increasing efficiency
of machines and processes which stands on eight pillars with 5S as its foundation.

TPM 5S Foundation

5S is considered the foundation of the lean TPM program because without it the initiative will
founder under the weight of disorganization, indiscipline and inefficiency.

It is important because it results in a clean, visually organized workplace that is self-maintaining.

5S consists of five basic steps:

 Sorting all the items in the workplace and removing everything that is not necessary and
does not contribute to the creation of value for the customer
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 Setting in Order everything that remains in an organized manner such that find items
and raw materials is easy. This reduces waiting and searching time in the process
enhancing the flow of value throughout the value chain
 Shining (Cleaning) is a way of making any abnormalities visible as well ensuring that
quality of the final product is of a high standard. It has been observed that a clean and
organized workplace has a positive effect on worker morale, not to mention that it also
ingrains a sense discipline – all of which has an impact on overall productivity
 Standardizing ensures that the improvements made are documented for posterity as well
as serving as a basis for further improvements and training
 Sustaining the improvements through scheduled audits is a way of stabilizing the system
by ensuring the agreed standards are been followed. Audits also serve as a measure of the
effectiveness of the established standards – feedback that can be used to determine
whether the standards need further revision or improvement.

The 5S program sets the pace for the introduction of Total Productive Maintenance and must be
fully mature before any attempts are made to implement other aspects of the system.

As a stand-alone component, 5S is very effective in improving the organizational metrics and has
been shown to increase aspects such as productivity and quality.

For example, if the workplace is clean and organized, tools used in maintenance are easily
located – this has a positive effect on machine uptime.

The Eight TPM Pillars

Once a high degree of stability is established using the 5S program, an organization can start
implementing the total productive maintenance in earnest.

Total productive maintenance has eight pillars that are aimed at proactively establishing
reliability of machines.

One point that has to be made here is that people are centre of this system and must be
continuously trained to identify and eliminate waste.

It is a system that is based on a clear set of principles and structures and should not be interpreted
to be a set of tools or techniques to be applied haphazardly.

TPM Pillar 1: Autonomous Maintenance (Jishu Hozen)

Jishu Hozen or Autonomous Maintenance places the responsibility of basic maintenance

activities on the hands of the operators and leaves the maintenance staff with more time to attend
to more complex maintenance tasks.

Maintenance activities that are carried out by shop floor workers include basic cleaning of
machines, lubricating, oiling, and tightening of nuts and bolts, inspection, diagnosis of potential
problems and other actions that increase the productive life of machines or equipment.
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By carrying out these maintenance activities, the workers become more responsible towards their
work and downtime is reduced because there is no need of waiting for maintenance staff as they
can correct simple problems that may occur from time to time.

Maintenance staff on the other hand will be more concerned with issues that require a higher
technical ability such as replacement and servicing of internal parts. They will also carry out
scheduled or planned maintenance which means production will not be interrupted unnecessarily.

Autonomous maintenance has benefits to both the workers and the organization as a whole:

 Operators become more responsible and concerned about the condition of equipment they
use on a daily basis
 Skill levels of workers increase as they gain an understanding of the general working of
equipment thus achieving the multi-skilling objective of a lean organization
 Machines operate at their optimal level because basic maintenance such as cleaning and
lubrication is carried out more regularly
 Problems are identified and corrected before they go out of control leading to major
breakdown of equipment.
 Engineering staff are freed-up to carry out higher-level maintenance activities on
sensitive and critical equipment thus reducing the overall system downtime

By carrying out the simple activities in this TPM pillar, capital investments are drastically
reduced because the organization has reliable equipment and does not have to replace machines
as often. This is because the lifespan of machines is drastically increased as forced deterioration
is checked through constant monitoring and maintenance.

TPM Pillar 2: Planned Maintenance

Planned maintenance is the scheduling of maintenance activities based on observed behaviour of

machines such as failure rates and breakdowns. By scheduling these activities around such
metrics, the cycle of breakdowns and failure is broken thus contributing to a longer service life
of machines.

Because there is a specific time for maintaining equipment, production is rarely interrupted as
these activities are scheduled around the time when they are idle or are producing very little. In
fact, production functions can build up some inventory to allow for the planned maintenance to
be carried out as they have prior information of when these activities are scheduled.

This is in contrast to reactive maintenance that waits for problems to occur which has a negative
impact on productivity due to machine downtime. Production will never be sure when they will
be able to get back to work because the problems are not clear and technicians will just be doing
exploratory work to find causes.

There are many obvious benefits of taking the planned maintenance approach as compared to
being reactive when technical issues arise:
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 By constantly scheduling maintenance activities, the number of breakdowns gradually

decrease and this then increases the capacity for productive activities
 Production functions can continue with their activities uninterrupted because they know
exactly when maintenance will take place.
 Maintenance is done when the production floor is not very busy
 Capital investments in machinery are reduced as the equipment is utilized to its fullest
potential
 Expensive machine parts do not have to be kept in inventory as there is better control of
the various categories of parts.

Pillar 3: Quality Maintenance

This TPM pillar addresses the issue of quality by ensuring equipment is able to detect and
prevent errors during production. By detecting errors, processes become reliable enough to
produce the right specification the first time.

The quality aspect of maintenance is very important because it helps in preventing defects from
moving down the value chain which only leads to a lot of rework.

Using lean tools such autonomation (jidoka) and andon, machines detect and report any
abnormal conditions, thereby releasing the operators from the tedious monitoring that is common
in non-lean operations.

The quality maintenance pillar of TPM also ingrains in the workforce the habit of finding the
root cause of problems instead of rushing to solutions that are not permanent. This is done
through tools such as 5 Whys root-cause-analysis and Ishakawa diagrams which are structured
ways of getting to the real reasons why problems occur.

Quality maintenance offers a number of advantages including:

 Targeted improvement activities address quality issues that arise from time to time in the
workplace by coming up with permanent countermeasures
 Defects are minimized or completely eliminated
 Cost of poor quality is reduced by getting quality right the first time. This happens
because errors are caught before they move down the value stream which reduces the
amount of rework that has to be done to correct them

Pillar 4: Focused Improvement (Kobetsu Kaizen)

In this pillar, cross-functional teams are assembled with the main working on problematic
equipment and coming up with improvement suggestions.

The use of cross-functional teams is important so as to have a large and varied number of
employees involved so as to bring in different experience as well as viewpoints to the table.
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These teams are better placed to come up with solutions to the issues that arise concerning
crucial machines. The kaizen projects for maintenance also serve as training sessions on the total
productive maintenance tool which results in the organization having a large pool of skilled
personnel.

Once a focussed improvement team for maintenance has been identified and trained, they choose
at least one piece of equipment as a pilot for their activities. Problems relating to the equipment
are identified and improvement goals set in a three to five day in-house kaizen event.

During the events, the participants map the current state of affairs as a baseline performance
measure on which they will compare any future performance after improvement.

The teams work together to make sure that any solutions that they come up with are implemented
and any follow-up activities are completed within the agreed timelines.

The focussed improvement pillar of TPM is therefore advantageous as quick gains are made
which helps in promoting the lean methodology to workers who may not have bought in to the
program.

The organization is able to build-up a large base of employees that are conversant with the right
tools for solving problems and getting to the root cause.

Pillar 5: Early Equipment Maintenance

The fifth TPM pillar of Early Management uses the experience gathered from previous
maintenance improvement activities to ensure that new machinery reaches its optimal
performance much early than usual.

Working with a myriad of stake-holders including suppliers, the company is able to hit the
ground running with highly reliable and productive equipment.

Such an approach has a positive impact on profitability of the company as maintenance costs are
dramatically reduced.

The productivity as well as output quality of the machines is also guaranteed from the very first
day when the equipment is commissioned.

Using the input from the people who use these machines on a daily basis, suppliers of the
equipment can improve the maintainability and operability in the next iteration of their products.

Among the factors that should be considered when designing new equipment include:

 Ease of cleaning and inspection

 Ease of lubrication
 Accessibility of equipment parts
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 Improving operability of machines through ergonomically placing controls in such a way

that they are comfortable to use by operators
 Making it easier for changeover to take place through simplification of procedures or
eliminating the unnecessary ones
 Feedback mechanisms that prevent out-of-spec situations as well as clear indications of
the correct specifications for quality products
 Increased safety features

Though the machines may be designed and manufactured with all the above considerations in
mind, it is still possible that there will be bugs that will need to be removed before full
commissioning.

Early management is a system that addresses these concerns and uses input from the staff who
will be using the equipment before installation.

Pillar 6: Education and Training

This pillar is concerned with filling the knowledge gap that exists in an organization when it
comes to total productive maintenance.

Lack of knowledge in the tools can stand in the way of proper implementation leading to
mediocre results at best and failure at worst.

Without proper training, tools such as TPM can be misunderstood by the staff which can result in
disastrous results for the company.

Ensuring that employees are trained gives the organization a reliable pool of knowledgeable staff
that can drive the initiative competently.

TPM education and training pillar is a company-wide initiative that does not leave out any
employee cadre. In fact, all levels in the organization – from the operators to senior managers –
get involved in the TPM training as well projects.

Through training, operators’ skills levels are raised to the point where they are able to carry-out
basic maintenance activities that were previously the preserve of maintenance staff.

The technical staff are then taught higher level skills such as preventive maintenance and
analytical skills to help become more proactive to problem solving.

At the managerial level, managers also learn the TPM skills so as to become competent mentors
to their juniors as well as be involved in coaching programs.

Pillar 7: Health, Safety & Environment

That workers must be able to perform their functions in a safe environment devoid of health risks
cannot be gainsaid.
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The health, safety and environment pillar of total productive maintenance ensures that all
workers are provided with an environment that is safe and that all conditions that are harmful to
their well-being are eliminated.

While the goal of any organization is to produce value for the customer in an efficient and
productive manner, this should be done in a way that is does not put to risk the safety of workers.
It is therefore important that any solutions which are put in place should consider the well-being
of the worker above all else.

When workers are in a safe environment, their attitude towards work changes dramatically with a
resultant increase in important metrics such as productivity. This is because injuries or fatalities
reduce when there is a concerted effort to make the workplace an accident-free environment.

The cross-functional teams will work towards making machines safe to use by the operators by
putting in place such features as guards, works standards, use of personal protective equipment
and first-aid kits in the work-area. Each of these measures are aimed at improving the safety of
the machines so as to have a more productive work-force.

Pillar 8: TPM in Office Functions

Taking TPM to the administrative functions is the next logical step in the total productive
maintenance program so as to have the whole organization speaking from the same page.

As these are supportive functions, making them understand and apply the principles of lean in
their own operations makes it easy for them to provide efficient service to the main value-
creating processes.

In addition, spreading the initiative into other functions removes the silo mentality and
encourages horizontal cooperation within the workforce. The organization will also benefit by
having a larger pool of workers who understand the principles of TPM and can easily be called
upon to play a positive role in its implementation.

The TPM principles can also be applied as stand-alone techniques to improve the efficiency of
these supportive functions. For example, if the administrative functions are able to improve their
order processing procedures, then material will get to the shop-floor in a flawless manner which
will have a positive effect on the workflow.

If suppliers are paid on time, they will have the ability to provide the services that they have been
contracted to give without any problem.

As we conclude with this pillar, it is important to note that each has its role in the greater scheme
of things and should be employed at the appropriate time.

While each TPM pillar has can be applied as a stand-alone component, the aim should be to
sequentially implement each of the pillars so as to have get the full benefits of a complete
system.
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Similarities and difference between TQM and TPM:

The TPM program closely resembles the popular Total Quality Management (TQM) program.
Many of the tools such as employee empowerment, benchmarking, documentation, etc. used in
TQM are used to implement and optimize TPM. Following are the similarities between the two.

 Total commitment to the program by upper level management is required in both

programmes
 Employees must be empowered to initiate corrective action, and
 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.

Category TQM TPM

Object Quality ( Output and effects ) Equipment ( Input and cause )

Systematize the management. It is Employees participation and it

Mains of attaining goal
software oriented is hardware oriented

Elimination of losses and

Target Quality for PPM
wastes.
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Types of maintenance
1. Breakdown maintenance:

It means that people waits until equipment fails and repair it. Such a thing could be used when
the equipment failure does not significantly affect the operation or production or generate any
significant loss other than repair cost.

2. Preventive maintenance (1951):

It is a daily maintenance (cleaning, inspection, oiling and re-tightening ), design to retain the
healthy condition of equipment and prevent failure through the prevention of deterioration,
periodic inspection or equipment condition diagnosis, to measure deterioration. It is further
divided into periodic maintenance and predictive maintenance. Just like human life is extended
by preventive medicine, the equipment service life can be prolonged by doing preventive
maintenance.

2a. Periodic maintenance (Time based maintenance - TBM) :

Time based maintenance consists of periodically inspecting, servicing and cleaning equipment
and replacing parts to prevent sudden failure and process problems.

2b. Predictive maintenance:

This is a method in which the service life of important part is predicted based on inspection or
diagnosis, in order to use the parts to the limit of their service life. Compared to periodic
maintenance, predictive maintenance is condition based maintenance. It manages trend values,
by measuring and analyzing data about deterioration and employs a surveillance system,
designed to monitor conditions through an on-line system.

3. Corrective maintenance (1957) :

It improves equipment and its components so that preventive maintenance can be carried out
reliably. Equipment with design weakness must be redesigned to improve reliability or
improving maintainability

4. Maintenance prevention (1960 ):

It indicates the design of a new equipment. Weakness of current machines are sufficiently
studied ( on site information leading to failure prevention, easier maintenance and prevents of
defects, safety and ease of manufacturing ) and are incorporated before commissioning a new
equipment.
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Implementation of TPM
To begin applying TPM concepts to plant maintenance activities, the entire work force must first
be convinced that upper level management is committed to the program. The first step in this
effort is to either hire or appoint a TPM coordinator. It is the responsibility of the coordinator to
sell the TPM concepts to the work force through an educational program. To do a thorough job
of educating and convincing the work force that TPM is just not another "program of the month,"
will take time, perhaps a year or more.

Once the coordinator is convinced that the work force is sold on the TPM program and that they
understand it and its implications, the first study and action teams are formed. These teams are
usually made up of people who directly have an impact on the problem being addressed.
Operators, maintenance personnel, shift supervisors, schedulers, and upper management might
all be included on a team. Each person becomes a "stakeholder" in the process and is encouraged
to do his or her best to contribute to the success of the team effort. Usually, the TPM coordinator
heads the teams until others become familiar with the process and natural team leaders emerge.
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Introduction to OEE
OEE (Overall Equipment Effectiveness) is a metric that identifies the percentage of planned
production time that is truly productive. It was developed to support TPM initiatives by
accurately tracking progress towards achieving “perfect production”.

 An OEE score of 100% is perfect production.

 An OEE score of 85% is world class for discrete manufacturers.
 An OEE score of 60% is fairly typical for discrete manufacturers.
 An OEE score of 40% is not uncommon for manufacturers without TPM and/or lean
programs.

OEE consists of three underlying components, each of which maps to one of the TPM goals set
out at the beginning of this topic, and each of which takes into account a different type of
productivity loss.

Creating a “Best of the Best” OEE Goal

An interesting question is how to set an effective “stretch” goal for OEE. As it happens, there is
an excellent technique for doing so called “Best of the Best”. Here is how it works:

1. Track OEE (including Availability, Performance, and Quality) for the target equipment
for one month. Make sure to compile the results by shift.
2. Review every shift result, keeping track of the best individual result for Availability,
Performance, and Quality across all shifts (i.e. the highest Availability score across all
shifts, the highest Performance score across all shifts, etc.).
3. Multiply the best individual results together to calculate a “Best of the Best” OEE score.

This newly calculated “Best of the Best” OEE score represents the stretch goal – derived from
the best results actually achieved across the month for Availability, Performance, and Quality.
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CONCLUSION
TPM is a practical and down to earth technique aimed at maximizing the effectiveness of facility
that we use within our organization. The essence of TPM is team work, and at its very heart lies
the motivation and encouragement of the people who work within the organization. Today
thousands of organizations all over the world are implementing TPM and about hundred
organizations is now doing it in India.

By having a complete re-look at the whole gamut of manufacturing activities encompassing

design of the product, its specification, size and shape of material used for the products,
application of value analysis and value engineering techniques, optimum utilization of resources
including men, machines and materials, we will be able to achieve complete Total Productive
Maintenance. In short, achieving the maximum result for every money spent.
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References
 www.google.com
 www.wikipedia.com
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