1) For each NC, corrective actions in Sr. No.

5 shall be in past
tense .i.e. implemented one. Hence please copy all that you have
mentioned in effectiveness verification and paste in corrective
actions

2) For effectiveness verification you need to conduct may be special

internal audit or CFT review after corrective actions
implementation and update the evidences seen to decide
effectiveness of the corrective actions. You have written same as
that of corrective actions. Evidence of effectiveness verification
for all NCs required which can be one CFT MOM or one internal
audit report for all NCs .

3)      For each NC, in row Sr. No. 5, Impact on the other processes  /
products needs to be updated.
 8 Pillars of TPM
What is 8 Pillars of TPM (Total
Productive Maintenance)?
The concept of eight pillars of TPM is improvement in
equipment reliability by prevention and proactive activities.

TPM 8 Pillars:
1. Autonomous Maintenance
2. Focused Improvement
3. Planned Maintenance
4. Quality Maintenance
5. Early Management / Development Management
6. Training and Education
7. Safety, Health and Environment
8. Office TPM

The purposes, expectations and requirements associated

with documenting the individual elements of advanced
product quality planning (APQP) status report. Here on
qualitybook.org, I tried to describe each APQP element in
easy language as well easier for understand and implement
at real workplace. Let's see each element in deep:

1. Autonomous Maintenance
The purpose of the first pillar of total productive maintenance is to
provide training for each operator to minimize gap between
maintenance personnel & operators, so that they can work as team.
In this pillar, development of operators for handle initial
maintenance requirements and tasks which are regular required for
maintain smooth operations. Hence the maintenance peoples can
divert and send time on more value added activities and technical
maintenance. In this concept focus on, each equipment operator is
responsible, for maintain and prevention of its equipment.
Autonomous Maintenance program's target are:
o Prevention of equipment deterioration by regular
checking, verification and correct operations.
o Proper management, and bring equipment return
to its ideal condition by restoration, replacement and
maintain.
o Establish the basic condition required to keep
equipment well maintained.

How to implement Autonomous Maintenance?

o ✧ Educate employee: Every employee related to

manufacturing processes, mainly equipment operators must
educate about total productive maintenance. Generally,
regular maintenance activities required to maintain
machinery such as frequency of oiling, how to use safely etc.
o ✧ Initial Cleaning: Implementation of 5S system
always recommended along with total productive
maintenance system, without cleaning there is no
environment will be not comfortable for further implement.
Every equipment must be dust, oil leakage, loose wiring,
unfastened nuts and bolts, loose parts, as well all related
materials should be in order organized.
o ✧ Counter Measure: Measures for locations where
difficult to access area, and countermeasure source of
problem is initial requirements this phase. Due to
implementation of countermeasure phase, it will be easier for
reach at inaccessible places.
o ✧ General Inspection: It is extremely important if
you are working with total productive maintenance, to
improve the technical skills of employee and use standards
and manuals for inspection processes. Trained employee will
teach others to use inspection manuals correctly in
disciplines for routine machinery and equipment inspection
processes.
o ✧ Autonomous Inspection: Participation in
autonomous inspection process, each employee establishes
own autonomous schedule and chart as per condition and
tasks assigned. In this process employee use its experience
for conducting its regular inspection process for identify parts
which have never given any trouble or don't required any
inspection those should be removed from inspection form.
 Frequency, cleanup, inspection and preventive actions must
be maintained or balanced as per experience by self-
decisions for its own equipment.
o ✧ Standardization: You have to organize your
equipment and necessary items on previous experience, as
that will easier to maintain and reduce time of operations.
Prepare work environment well organized such that there is
no difficulty to getting any item and remember that, everyone
follows the standard operating system strictly.
o ✧ Autonomous Management: overall equipment
effectiveness and other total productive maintenance goals
must be achieved by continuous improvement through
specific processes.

What are the benefits of the Pillar?

To reducing performance losses, increasing equipment
availability time, equipment reliability and individual
performance as well as overall equipment effectiveness
(OEE) is possible to improve through deployment of
autonomous maintenance system in organization. in addition,
improvement to employee engagement, capability
confidence, equipment ownership and independency levels.
2. Focused Improvement
Focused improvement is the initial pillar of total productive
maintenance system, it is focus on improvement on the whole
system, through identify and eliminate losses by team approach.
Organizational complex issues can possible through
implementation of focused improvement step, generally this pillar
follows a structured system support of PDCA cycle to identify and
eliminate issues b systematic way. In this pillar you have to
establish an analysis of the different type of losses affecting the
existing system and manufacturing activities, and strategic
management to determine criteria for targeting issues and losses.
For making every employee to be self-sufficient in solving an
appropriate issue, as well develop the capabilities of the team, and
the pillar ensures that the manpower has the skills and motivation
to identify and reduce issues from their processes.
Benefits of Focused Improvement
o Improving efficiency by reducing defects in
product, processes and system
o Improving safety performance by reducing risk
factors in processes by analyze risk levels and appropriate
actions
o The focused improvement pillar ensures that the
approach taken in consistent and repeatable to assure
sustainability
 Planned Maintenance
Objective of this pillar is to establishment of the predictive
maintenance system for equipment and related tooling materials, as
well as try it should have achieved the natural life cycle of each
equipment elements. To achieve goals such as zero break downs,
prevention of equipment and predictive system are possible through
planned maintenance which is third pillar of total productive
maintenance. The objectives of the planned maintenance are:

o Reduction of MTTR (Minimize Mean time to

repair): MTTR is measurement of repair time scale between
two repairs processes down for any particular equipment, this
time can possible to reduce by take some actions such as
diagnose issue quick and accurately, take the corrective
actions quickly, optimize machine to minimize setup and
adjustment time, optimize spare parts well organized.
o Increase of MTBF (Maximize Mean Time between
Failure): You can increase time by measure MTBF of each
equipment's sequence failure such as machine breakdown,
tool breakdown and performance degradation or part failure.
o To do less than 1% of total maintenance
hours devoted to reactive maintenance

The purpose of this pillar planned maintenance is to producing zero

defect products without any trouble by machine and equipment
during manufacturing processes, and that can be possible though
focused on preventive maintenance, breakdown maintenance,
corrective and maintenance prevention system.
Benefits of Planned maintenance
The benefit from the implementation of planned maintenance
is the reduction of the equipment breakdowns, and with
 minimum product defects, as well as seamless
manufacturing processes. The system also helps to reduced
cost and improve machine efficiency, further it will also allow
manage safety and quality improvement. In short:

o Optimum Maintenance Cost.

o Improve Reliability and maintainability of
equipment.
o Reduces parts inventory & effective maintenance.
o Equipment Sustain availability.

The planned maintenance structural system, where all the activities

should pre-scheduled for maintenance, operational and controlled.

 Quality Maintenance
Quality management is defined as a procedure for control the
condition of machinery and equipment elements that directly or
indirectly negative impacts in quality of products during
manufacturing processes. To achieve purpose of zero defects by
help and maintain equipment condition needs to setup error
proofing system in manufacturing facility to prevent mistakes from
happening in initial stage & root cause analysis to identify real
cause, to fix it immediately and permanently.

Quality Maintenance Procedure

⧩ Initially, you have to define standard system for the
quality maintenance, and have to maintain quality
parameters and quality standards with fully controlled
environment.
⧩ On base of quality maintenance requirements and
against the standards you can easily identify quality
defects, localize all quality defects from existing
processes.
⧩ To implementation of quality maintenance, identify
and select key equipment & related defects for
implement processes of this step, the process helps to
make standardize the system, if all the activities are
successfully evaluated.
⧩ Check & evaluate pilot equipment's operating system,
related processes and materials used in processes, you
 have to evaluate function, operation and method
verification for implementation and establish proper
setup and operating management for each equipment
which can be produce zero defect product, and that will
be achieves through continuous improvement and
monitoring on each activity.
⧩ It is very important that each equipment must be
examined, to prepare it for manage for maximum
production can be achieved by restoration.
⧩ In the total productive maintenance system,
preventive maintenance is necessary and important
stage for continuous improvement at any level. Hence
preventive maintenance analysis must be conducted on
this procedure stage.
⧩ Identify all the root cause of the problem, and
eliminate factors that creating defects in manufacturing
processes.
⧩ To setup change, you have to optimize operating
conditions and methods.
⧩ Detection of each defects in product and processes,
and regular tasks must be recorded.
⧩ Every identified defects must be restored or improved
as appropriate requirements.
⧩ Establish standard values for inspection of
components.
⧩ You have to define the parameter or criteria to
determine and validate for confirmed products / non-
defective product in production lines.
⧩ You have to define standard values for inspection
points, and try to minimize the number of inspection
stages or step to focus on particular inspection points.
⧩ Establish graphical presentation for inspection, and
identified points for inspection for analysis and
evaluation of standards.
To prevent quality defects, you have to setup quality conditions that
preclude, and define the systematic and methodical activities to
eliminate non-conformances in manufacturing processes. In short,
 the quality maintenance system reduces the cost of quality, and
minimize wastage which results from weak production processes.
overall, defect free condition and control of equipment, quality
management activity to control quality assurance, prevention of
quality defects etc. are major benefit of this pillar.

 Early Management / Development

Management
The aim of the development management / or early management is
process for establish system for reducing the time for new product
or equipment development start up time, commissioning time, and
stabilization time with highly expected quality product setup. You
can verify the management system by:

o In the development management, you have collect

the information from the customers regarding existing
product, and utilization and analyze all the feedback before
establishment of new design.
o Analysis of your existing product, and measuring
for your existing processes are match as easy of
manufacturing.
o At the phase of product design & production
planning for new product, you have measure the existing
system is really easy of manufacturing or not by identifying
possibilities of failures, to reviews of design of new product,
trail manufacturing & first trial type tests.

In this pillar, you can manage the processes through two types of
system, first is early equipment management and early product
management, both approaches are working on same principles, but
the design and planning are works separately. Hence the early
equipment management focus on loss & defect free processes,
hence the early product management concentrate on development
lead times, simultaneous activities by team management for
minimum quality loss.

 Training and Education

The purpose of this pillar is to establishment of education &
training for equipment operators and maintenance personnel for
technical, and system that drive total productive maintenance
 activities. Probably, total productive maintenance system is a
continuous learning process hence all the related personnel must
activity participate and learn through complete associated tasks. In
the pillar of Education and training, there are two major
components:

o Technical Training: In the technical skill training,

every employee related to equipment mostly operators and
maintenance personnel must be trained for the regular
maintenance procedures, troubleshooting of equipment and
problem solving skill on specific issues.
o Soft Skill Training: Diversity training &
communication skills, how to work as team are major
requirements for total productive maintenance system.

In short, in the education and training section organization

expecting the personnel who concern with their tasks must perform
as expert, and develop itself as multiskilling, as well come to work
and will perform all required functions effectively & independently
by proper training.
Benefit of this pillar is to enhance skills & performance of all
personnel for regular equipment operations and maintenance
activities, and essential for the successful implementation of total
productive maintenance system.

 Safety, Health and Environment

From the planning to sustain of total productive maintenance
activities, safety & prevention of adverse environmental impacts
should be on priorities. And should make the aim to be establish
system to target zero accident, zero health damage and zero fires
incidents. This pillar is playing important role at every stage of the
Total productive maintenance, and assuring that the total
productive maintenance activities are not violate safety system's
requirements.
The immediate benefits of implementation of this pillar is to
prevention of accident and incidents, environmental system
failures, and financial costs saving due to containment,
investigation and compensation to organization. This can be
 enhancing sustainability in organization due to involvement of this
pillar in total productive maintenance system.

 Office TPM
The purpose of the pillar office TPM is to achieve zero function
losses, establishment of efficient offices, and implementation of
service support functions for manufacturing processes.
Administrative and support team works in the total productive
maintenance system as collection, processing and distribution of
information for process analysis and flowing the required
information at various stages of total productive maintenance
system.
Actually, office TPM is not last pillar of the total productive
maintenance, but it works Symantecally with other pillars, it is
actively participated from the team establishment to finalization of
the improvement of each pillars, because it is administrative
functions and manage support on all stages together. Office TPM
addressing and playing supporting role for some major losses such
as:

o Elimination of processing losses, cost losses

including marketing, accounting and sales related,
communication losses, setup losses, accuracy losses etc.
o Managing the TPM by effective actions to eliminate
office equipment breakdowns, communication equipment and
office equipment.
o Reduction of time spent on retrieval of information
through any media.
o Minimize communication and time by
establishment of ideal system for correct information status
on any time availability.
o Reducing customer complaints due to
transportation and logistics issues.

By effective administrative systems across the organization and

interested parties, it is possible to elimination of losses, and this is
the part of office TPM. office TPM best measurable benefits are
inventory reduction, lead time reduction of critical processes,
retrieval time reduction, maximum utilization of resources, and
 reduction in administrative costs. This is not just cost reduction step
but also supporting in development functions, improvement in
customer satisfactions and deployment of flexible system in
organization.

Conclusion:
Total productive maintenance is easy process, if you keep
long term commitments and follow all the total productive
maintenance standard requirements such as 5S,
autonomous and preventive maintenance, training, kaizen
and teamwork. Most organization starts their works with TPM
to aims zero breakdown, MTBF and MTRR, Prevention of
equipment etc.., but some direct positive impact you can also
measure such as:

 Productivity: To reduce Breakdowns / OEE increase /

for MTBF increase
 Quality: To Reduce Scrap at machine / to reduce cost
of quality control / to reduce customer complaints
 Costs: To reduce production cost
 Delivery: To decrease Capital bound in finished goods /
To increase fulfillment delivery time
 Safety: To reduce personal injuries / Zero Accident

Some more benefits that are measurable such as increase

technical skills and expertise of operators and maintenance
personnel, maximize the actual productive utilization through
involve everyone in this program, improvement reliability and
maintainability of each equipment as raise quality and
 productivity, maximize economy in equipment & increase life
of the equipment.

TPM (Total Productive Maintenance)

The Big Idea – Getting operators involved in maintaining their own

equipment, and emphasizing proactive and preventive maintenance will
lay a foundation for improved production (fewer breakdowns, stops, and
defects).

 WHAT IS TPM?

 

 

 TRADITIONAL TPM

 

 

 OEE AND THE SIX BIG LOSSES

 

 

 SIMPLIFIED ROADMAP

 

 

 ADDITIONAL TPM ACTIVITIES

 

 

 SUSTAINABLE IMPROVEMENT

WHAT IS TPM?
 TPM (Total Productive Maintenance) is a holistic approach to
equipment maintenance that strives to achieve perfect production:

 No Breakdowns
 No Small Stops or Slow Running
 No Defects

In addition it values a safe working environment:

 No Accidents

TPM emphasizes proactive and preventative maintenance to maximize

the operational efficiency of equipment. It blurs the distinction between
the roles of production and maintenance by placing a strong emphasis
on empowering operators to help maintain their equipment.

The implementation of a TPM program creates a shared responsibility

for equipment that encourages greater involvement by plant floor
workers. In the right environment this can be very effective in improving
productivity (increasing up time, reducing cycle times, and eliminating
defects).

TRADITIONAL TPM

The traditional approach to TPM was developed in the 1960s and

consists of 5S as a foundation and eight supporting activities (sometimes
referred to as pillars).

Pillar What Is It? How Does It Help?

 Gives operators
Autonomous Places responsibility for routine maintenance, greater
Maintenance such as cleaning, lubricating, and inspection, in “ownership” of
the hands of operators. their
equipment.
 Increases
operators’
knowledge of
Pillar What Is It? How Does It Help?

their
equipment.
 Ensures
equipment is
well-cleaned
and lubricated.
 Identifies
emergent issues
before they
become
failures.
 Frees
maintenance
personnel for
higher-level
tasks.

Planned Schedules maintenance tasks based on  Significantly

Maintenance predicted and/or measured failure rates. reduces
instances of
unplanned stop
time.
 Enables most
maintenance to
be planned for
times when
equipment is
not scheduled
for production.
 Reduces
inventory
through better
control of wear-
prone and
failure-prone
parts.

Quality Design error detection and prevention into  Specifically

Pillar What Is It? How Does It Help?

Maintenance production processes. Apply Root Cause targets quality

Analysis to eliminate recurring sources of issues with
quality defects. improvement
projects
focused on
removing root
sources of
defects.
 Reduces
number of
defects.
 Reduces cost by
catching defects
early (it is
expensive and
unreliable to
find defects
through
inspection).

Focused Have small groups of employees work together  Recurring

Improvement proactively to achieve regular, incremental problems are
improvements in equipment operation. identified and
resolved by
cross-
functional
teams.
 Combines the
collective
talents of a
company to
create an
engine for
continuous
improvement.

Early Equipment Directs practical knowledge and understanding  New equipment

reaches
Pillar What Is It? How Does It Help?

Management of manufacturing equipment gained through planned

TPM towards improving the design of new performance
equipment. levels much
faster due to
fewer startup
issues.
 Maintenance is
simpler and
more robust
due to practical
review and
employee
involvement
prior to
installation.

Training and Fill in knowledge gaps necessary to achieve  Operators

Education TPM goals. Applies to operators, maintenance develop skills to
personnel and managers. routinely
maintain
equipment and
identify
emerging
problems.
 Maintenance
personnel learn
techniques for
proactive and
preventative
maintenance.
 Managers are
trained on TPM
principles as
well as on
employee
coaching and
development.
Pillar What Is It? How Does It Help?

Safety, Health, Maintain a safe and healthy working  Eliminates

Environment environment. potential health
and safety risks,
resulting in a
safer
workplace.
 Specifically
targets the goal
of an accident-
free workplace.

TPM in Apply TPM techniques to administrative  Extends TPM

Administration functions. benefits beyond
the plant floor
by addressing
waste in
administrative
functions.
 Supports
production
through
improved
administrative
operations (e.g.
order
processing,
procurement,
and
scheduling).
The traditional TPM model consists of a 5S foundation (Sort, Set in Order, Shine,
Standardize, and Sustain) and eight supporting activities.
The 5S Foundation
The goal of 5S is to create a work environment that is clean and well-
organized. It consists of five elements:

 Sort (eliminate anything that is not truly needed in the work area)
 Set in Order (organize the remaining items)
 Shine (clean and inspect the work area)
 Standardize (create standards for performing the above three
activities)
 Sustain (ensure the standards are regularly applied)

It should be reasonably intuitive how 5S creates a foundation for well-

running equipment. For example, in a clean and well-organized work
environment, tools and parts are much easier to find, and it is much
easier to spot emerging issues such as fluid leaks, material spills, metal
shavings from unexpected wear, hairline cracks in mechanisms, etc.

The Eight Pillars

The eight pillars of TPM are mostly focused on proactive and
preventative techniques for improving equipment reliability.

OEE AND THE SIX BIG LOSSES

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.

Component TPM Goal Type of Productivity Loss

Availability No Stops Availability takes into account Availability Loss, which

includes all events that stop planned production for an
appreciable length of time (typically several minutes or
longer). Examples include Unplanned Stops (such as
breakdowns and other down events) and Planned Stops (such
as changeovers).

Performanc No Small Performance takes into account Performance Loss, which

e Stops or Slow includes all factors that cause production to operate at less
Running than the maximum possible speed when running. Examples
include both Slow Cycles, and Small Stops.

Quality No Defects Quality takes into account Quality Loss, which factors out
manufactured pieces that do not meet quality standards,
including pieces that require rework. Examples include
Production Rejects and Reduced Yield on startup.
 Component TPM Goal Type of Productivity Loss

OEE Perfect OEE takes into account all losses (Availability Loss,
Production Performance Loss, and Quality Loss), resulting in a measure
of truly productive manufacturing time.

For a complete discussion of OEE, including information on how to

calculate Availability, Performance, Quality, and OEE visit our
dedicated OEE (Overall Equipment Effectiveness) page.

As can be seen from the above table, OEE is tightly coupled to the TPM
goals of No Breakdowns (measured by Availability), No Small Stops or
Slow Running (measured by Performance), and No Defects (measured
by Quality).

Item Benefit

Stop Time The accuracy of manual unplanned stop time tracking is typically in the
range of 60 to 80% (based on real-world experience across many
companies). With automatic Run/Down detection, this accuracy can
approach 100%.

Small Stops For most equipment it is impossible to manually track slow cycles and small
and Slow stops. This means that a great deal of potentially useful information, such as
Cycles time-based and event-based loss patterns, is not available.

Operator With automated data collection the operator spends more time focused
Focus directly on the equipment (versus spending time on paperwork).

Real-Time Automated data collection provides results in real-time, enabling

Results improvement techniques such as SIC (Short Interval Control).
It is extremely important to measure OEE in order to expose and
quantify productivity losses, and in order to measure and track
improvements resulting from TPM initiatives.

Benefits of Automated OEE Tracking

Manually calculating OEE is a great way to start. It can be done
with pencil and paper or with a simple spreadsheet, and only five pieces
of data are needed (Planned Production Time, Stop Time, Ideal Cycle
Time, Total Count, and Good Count). Performing manual OEE
calculations helps reinforce the underlying concepts and provides a
deeper understanding of OEE. However, there are also very strong
benefits to quickly moving to automated OEE data collection:

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.

Understanding the Six Big Losses

Six Big OEE
Losses Category Examples Comments

Unplanned Availability Tooling Failure, Unplanned There is flexibility on where to

Stops Loss Maintenance, Overheated set the threshold between an
Bearing, Motor Failure Unplanned Stop (Availability
Loss) and a Small Stop
(Performance Loss).

Setup and Availability Setup/Changeover, Material This loss is often addressed

Adjustments Loss Shortage, Operator Shortage, through setup time reduction
Major Adjustment, Warm-Up programs such as SMED
Time (Single-Minute Exchange of
Die).

Small Stops Performance Component Jam, Minor Typically only includes stops
Loss Adjustment, Sensor Blocked, that are less than five minutes
Delivery Blocked, and that do not require
Cleaning/Checking maintenance personnel.

Slow Running Performance Incorrect Setting, Equipment Anything that keeps the
Loss Wear, Alignment Problem equipment from running at its
theoretical maximum speed.

Production Quality Loss Scrap, Rework Rejects during steady-state

Defects production.

Reduced Quality Loss Scrap, Rework Rejects during warm-up,

Yield startup or other early
production.

OEE loss categories (Availability Loss, Performance Loss, and Quality

Loss) can be further broken down into what is commonly referred to as
 the Six Big Losses – the most common causes of lost productivity in
manufacturing. The Six Big Losses are extremely important because
they are nearly universal in application for discrete manufacturing, and
they provide a great starting framework for thinking about, identifying,
and attacking waste (i.e. productivity loss).

SIMPLIFIED ROADMAP

An excellent way to get a deeper understanding of TPM is to walk

through an implementation example. This section provides a step-by-
step roadmap for a simple and practical TPM implementation.

Step One – Identify Pilot Area

In this step the target equipment for the pilot TPM program is selected.
There are three logical ways to approach this selection.

Which Equipment? Pros Cons

 Best opportunity for a  Less payback than

Easiest to Improve “quick win”. improving constraint
 More forgiving of limited equipment.
TPM experience.  Does not “test” the TPM
process as strongly as the
other options.

Constraint/Bottlenec  Immediately increases  Working on a critical asset

k total output. as a trial project is a
 Provides fastest payback. higher risk option.
 May result in equipment
being offline more than
desired as it is improved.

Most Problematic  Improving this  Less payback than

equipment will be well- improving constraint
supported by operators. equipment.
 Solving well-known  Unsolved problems are
problems will strengthen often unsolved for a
support for the TPM reason – it may be
Which Equipment? Pros Cons

project. challenging to get good

results.

Here are some additional guidelines:

 For a company with limited TPM experience and/or support

(whether through internal staff or external consultants) the best
choice is usually the Easiest to Improve equipment.
 For a company with moderate or strong TPM experience and/or
support (whether through internal staff or external consultants) the
best choice is almost always the Constraint/Bottleneck equipment.
The key is to minimize potential risk by building temporary stock
and otherwise ensuring that unanticipated stop time can be
tolerated.
 Teams often gravitate to selecting the Most Problematic
equipment. This, however, is rarely the best choice (unless it
happens to also be the Constraint/Bottleneck).

In order to create a wide base of support for the TPM project, make sure
to include the full spectrum of associated employees (operators,
maintenance personnel, and managers) in the selection process, and
work hard to create a consensus within the group as to the equipment
selection choice.

Once the pilot area has been selected, create a local visual focus for the
project (e.g. a project board) where plans and progress updates can be
posted.

Step Two – Restore Equipment to Prime Operating Condition

In this step, the equipment will be cleaned up and otherwise prepped for
improved operation. Two key TPM concepts will be introduced:

 5S
 Autonomous Maintenance
 First, a 5S program should be initiated (including both operators and
maintenance personnel).

Item Description

Photograp Take photographs that capture the initial state of the equipment and post them
h on the project board.

Clear Area Clear the area of debris, unused tools and components, and any other items
that are not needed.

Organize Organize remaining tools and components onto shadow boards (boards
containing outlines as visual cues).

Clean Up Thoroughly clean the equipment and surrounding area (including residue from
any leaks or spills).

Photograp Take photographs that capture the improved state of the equipment and post
h them on the project board.

Checklist Create a simple 5S checklist for the area (creating Standardized Work for the
5S process).

Audit Schedule a periodic audit (first daily, then weekly) to verify that the 5S
checklist is being followed. During the audit, update the checklist as needed to
keep it current and relevant. Keep audits positive and motivational (treat them
as a training exercise).

Next, an Autonomous Maintenance program should be initiated. Strive

to build a consensus between operators and maintenance personnel on
which recurring tasks can be productively performed by operators. In
 many cases, light training will be required to bring up the skill level of
operators.

Item Description

Inspection Identify and document key inspection points (all wear parts should be
Points included). Consider creating a map of inspection points as a visual aid.

Visibility Replace opaque guarding with transparent guarding in cases where inspection
points are obscured (where feasible and safe to do so).

Set Points Identify and document all set points and their associated settings. Consider
indicating settings directly on the equipment as a visual aid for inspection and
auditing.

Lubrication Identify and document all lubrication points. Schedule lubrication to occur
Points during changeovers or other planned stops (in other words, avoid creating
new sources of unplanned stop time). Consider externalizing lubrication
points that are difficult to access or that require stopping the equipment
(where feasible and safe to do so).

Operator Train operators to bring any anomalies or emerging conditions to the

Training attention of the line supervisor.

Create Create a simple Autonomous Maintenance checklist for all inspection, set
Checklist point, lubrication, and other operator-controlled maintenance tasks (creating
Standardized Work for the Autonomous Maintenance process).

Audit Schedule a periodic audit (first daily, then weekly) to verify that the
Autonomous Maintenance checklist is being followed. During the audit,
update the checklist as needed to keep it current and relevant. Keep audits
 Item Description

positive and motivational (treat them as a training exercise).

Step Three – Start Measuring OEE

In this step, a system is put into place to track OEE for the target
equipment. This system can be manual (refer to www.oee.com for
detailed information about performing manual OEE calculations) or
automated (such as Vorne’s XL Productivity Appliance™), but the scope
of the system must include unplanned stop time reason code tracking.

For most equipment, the largest losses are a result of unplanned stop
time. Therefore, it is strongly recommended to categorize each
unplanned stop event to get a clear picture of where productive time is
being lost. It is also recommended to include a category for
“unallocated” stop time (i.e. stop time where the cause is unknown).
Providing a category for unallocated stop time is especially important
with manually tracked OEE. It improves accuracy by providing
operators with a safe option when the stop time reason is not clear.

Data should be gathered for a minimum of two weeks to identify

recurring reasons for equipment unplanned stop time, and to identify
the impact of small stops and slow cycles. Review the data during each
shift to ensure that it is accurate and to verify that the true causes of
unplanned stop time are being captured.

Item Description

Select Loss Based on equipment-specific OEE and stop time data, select one major loss to
address. In most cases, the major loss that is selected should be the largest
source of unplanned stop time.

Create Team Create a cross-functional team to address the problem. This team should
Item Description

include four to six employees (operators, maintenance personnel, and

supervisors) with the best equipment knowledge and experience…and that
are likely to work well together.

Collect Collect detailed information on symptoms of the problem, including

Information observations, physical evidence, and photographic evidence. Consider using
an Ishikawa (fishbone) diagram at the equipment to collect observations.

Organize Organize a structured problem solving session to: a) identify probable causes
of the problem, b) evaluate probable causes against the gathered information,
and c) identify the most effective fixes.

Schedule Schedule planned stop time to implement the proposed fixes. If there is an
existing change control process, be sure to utilize that process when
implementing fixes.

Restart Restart production and determine the effectiveness of the fixes over an
appropriate time period. If sufficiently effective, document any changes to
procedures and move on to the next major loss. Otherwise, collect additional
information and organize another structured problem solving session.
 A Top Loss chart is an excellent way to visualize the reasons for lost production. In this
example, the top loss is an unplanned stop event called “Infeed Material Jam”.
Step Four – Address Major Losses
In this step, the most significant sources of lost productive time are
addressed. The TPM concept of Focused Improvement (also known
as Kaizen) is introduced.

Item Description

Components Identify and document all components that undergo wear (these should
that Wear have been established as inspection points in Step Two). Consider
replacing wear components with low-wear or no-wear versions.

Components Identify and document all components that are known to regularly fail.
that Fail

Stress Points Consider utilizing thermography and/or vibration analysis to provide

additional insights as to equipment stress points.
 During this step, OEE data should continue to be carefully reviewed
each shift to monitor the status of losses that have already been
addressed, as well as to monitor overall improvements in productivity.

Step Five – Introduce Proactive Maintenance Techniques

In this step, proactive maintenance techniques are integrated into the
maintenance program (thus introducing the TPM concept of Planned
Maintenance).

First, identify all components that are candidates for proactive

maintenance:

Next, establish initial proactive maintenance intervals:

Item Description

Wear Based For wear components, establish the current wear level and a baseline
replacement interval (in some cases replacement may be triggered early by
an Autonomous Maintenance inspection as established in Step Two).

Predicted For failure-prone components, establish a baseline (predicted) failure

Failure interval.
Based

Time Based Create a baseline Planned Maintenance Schedule that schedules proactive
replacement of all wear and failure-prone components. Consider using “Run
Time” rather than “Calendar Time” as the interval time base.

Work Order Create a standard process for generating Work Orders based on the Planned
Based Maintenance Schedule.

Next, create a feedback system for optimizing the maintenance

intervals:
Item Description

Component Log Create a Component Log sheet for each wear and failure-prone
component. Record every instance of replacement, along with
information about the component condition at the time of replacement
(e.g. wear amount, “component failed”, “no observable issues”, etc.).

Monthly Audit Perform a monthly Planned Maintenance audit: a) verify that the
Planned Maintenance Schedule is being followed, b) verify that the
Component Log sheets are being maintained, and c) review all new
entries in the Component Log and adjust maintenance intervals where
appropriate. Keep audits positive and motivational (treat them as a
training exercise).

Maintenance Anytime there is an unscheduled component replacement, consider

Interval adjusting the maintenance interval. If the component is not on the
Adjustments Planned Maintenance Schedule, consider adding it.

Component Consider plotting data over time from thermography and vibration
Analysis analysis to expose emerging problems and issues.

ADDITIONAL TPM ACTIVITIES

The Simplified Roadmap is optimized to provide an incremental, step-

by-step approach to implementing TPM. So, what comes next in the
TPM journey?

There are an additional four TPM activities that are not within the scope
of the Simplified Roadmap. The question then becomes, when should
these activities be introduced? In keeping with the incremental, step-by-
step approach, selection of new activities should be prioritized based on
whatever is the most pressing and urgent need.
TPM Activity Introduce When…

Quality Quality is at the forefront of issues facing the company. This may be a
Maintenance result of a) significant customer issues being raised over quality or b)
significant internal concerns being raised over quality (e.g.
unsatisfactory first-pass yield).

Early Equipment New equipment is being designed or installed in a constraint/bottleneck

Management area.

Safety, Health, The company a) has no substantive Safety, Health, Environment

Environment program, or b) the existing program would significantly benefit from
being linked into existing TPM activities.

TPM in Administrative issues (e.g. delays in processing customer orders or

Administration invoices, issues with part procurement) are one of the largest
impediments to smoothly running production.

SUSTAINABLE IMPROVEMENT

One of the greatest challenges at any company is how to achieve

sustainable improvement. This includes both a) achieving short-term
success and b) maintaining that success over the long-term. This section
outlines four techniques for achieving sustainable improvement.

 Engaging Employees
 Succeeding Early
 Providing Active Leadership
 Evolving the Initiative

Engaging employees is important for both short-term and long-term

success of initiatives. A powerful technique for engaging employees is
creating a shared vision of the future “improved” state of the company –
and clearly outlining how it will benefit employees. This will create a
strong, broad-ranging motivation to succeed. Another powerful
technique is recognizing and rewarding desired behavior. In the context
of TPM, this may include providing a monthly rotating trophy for the
Best 5S Area or awarding gift certificates each month for the Biggest
Kaizen Improvement.

Succeeding early helps to ensure long-term success by building

momentum behind the initiative. By way of contrast, if an initiative is
perceived as having been tried and failed, it will be much harder to
successfully implement that initiative in the future.

Providing active leadership is one of the primary responsibilities of

senior management (up to and including the Plant Manager). It means
regularly demonstrating the importance of TPM activities through
words and actions. Active leadership combats the natural tendency of
employees to drift back into old patterns of behavior and old ways of
working. It continually feeds new energy into the initiative, which over
time is absorbed by employees in the form of new engrained behaviors.

Evolving the initiative applies continuous improvement techniques to

ensure that it does not become stale and that employees do not become
complacent. The goal is to keep the initiative fresh and interesting.
Evolving the initiative also helps to ensure that it thrives over the long-
term by constantly adapting it to a changing environment.