Welcome!!

Introduction to TPM
Kindly Turn your Phone in Silent Mode
2

What Do The Following

Slides Have In Common ?

3
4
5
6
7

What Did The Previous

Slides Have In Common ?

All Pictures Show Owner

Involvement In Maintenance or
Restoring Processes
00

Definition of TPM

A set of activities for

restoring equipment to its
optimal condition and
changing the work
environment to maintain
those conditions through
daily maintenance activities.
 Meaning of T-P-M
Total Efficiency Maximisation
Total Lifecycle of Production System
T - TOTAL
Total Manpower Coverage

Productivity Maximisation by :
Zero Accident
P - PRODUCTIVE Zero Defect
Zero Breakdown

Maintenance Covers Life Cycle

Of Prod. System:
M - MAINTENANCE Individual Processes
Plants
Prod. Management System
 TPM History

Total Productive
Maintenance
1971 - Present

Breakdown Preventive Corrective Maintenance

Maintenance Maintenance Maintenance Prevention
< 1950 1950 - 1970 1957 - 1978 1960 - 1980
 Pillars of TPM

8 Pillars of TPM
 The ideal conditions for TPM are
Availability => greater then 90 %.
Performance Efficiency => greater then 95%.
Rate of quality products => greater then 99%.
Therefore the ideal overall equipment effectiveness
should be.
0.9 x 0.95 x 0.99 x 100 = 85 +%
This figure is not just a remote goal. All the PM prize
winning companies have an equipment
effectiveness greater then 85%.
HISTORY OF TPM
16

TPM Origin [History]

What Is The Origin Of

Total Productive Maintenance ?

To :

United Stated Henry Ford Preventive Maintenance

From :

Japan Nippon Denso - Productive Maintenance

 TPM Origin [History]

Productive Maintenance (PM) originated in the U.S. in

late 1940s & early 1950s.

Japanese companies modified and enhanced it to fit

the Japanese industrial environment.

The first use the term TPM was in 1961 by Nippon-

denso, a Japanese auto components manufacturer.

Seiichi Nakajima head of JIPM, one of the earliest

proponents, known as the Father of TPM.
EXPECTATION FROM TPM
 What Can Be Expected ?
Productivity:
Value added improvement
Reduction in breakdowns.
Augment in Overall equipment efficiency.

Quality:
Reduction in Work-In-Process (WIP) defects.
Reduction in Parts Per Million (PPM).

Cost:
Production costs reduced.
Quality cost reduced.
 What Can Be Expected ?
Delivery:
Reduced finished goods inventory.
100% on-time delivery.
Reduced premium freight.

Safety & Morale:

Zero accidents.
5 -- 10 suggestions per employee.

Education:
Skill upgrading of employees..
OEE
 Calculating Equipment Loss

Overall
Equipment = Operating Rate X Performance X Rate of
Efficiency Efficiency Qlty Products

Operating Performance Rate of

Rate Efficiency Quality Pdts.

Function of Total Time Vs Function of Std. Cycle Time Function of Good O/Put
Down Time : Vs. Actual Cycle Time: Vs. Defective O/Put :
Scheduled Operation Stability Rejections
Planned Mtn Minor Stoppages Rework
B/Down Mtn
C/Over
Tool Change
 Calculating Equipment Loss

Overall
Equipment = Operating Rate X Performance X Rate of
Efficiency Efficiency Qlty Products

Operating Performance Rate of

Rate Efficiency Quality Pdts.

87% 50% 98%

Goal :
> 85%
OEE = 43 %
 Maintenance Statistics
Maintenance personnel in half of U.S.
plants spend 50% of their time fixing
problems instead of preventing them.
Maintenance Technology, Inc. 1992
60%

55.00%
In India, this ratio is
50%

40%
over 80% as per a Year
30%
2000 study done by
20% TPM Club of India
15.00%
10%
8.00%

0%
Corrective Preventive Predictive
 Equipment Failure Statistic
37% Of Equipment Failures Are Due To Poor
Lubrication Management

Lubrication Method
13.0%
Lack Of Lubricant
24.0%

Other Equip. Failures

63.0%
Source: JIPM
 Equipment Failure Statistic

12% Of Equipment Failures Are Due To Dirt And

Poor Clean-Up Habits

Lubrication Method
13%
Lack Of Lubricant
Dirt 24%
12%

Other Equip.
49% is Failures
due to 51%
CLT
Source: JIPM
TPM Start with 5S
BENEFITS OF TPM
29

Why is TPM so popular and important ?

Three main reasons:

1. It guarantees dramatic results (Significant

tangible results)
Reduce equipment breakdowns
Minimize idle time and minor stops
Less quality defects and claims
Increase productivity
Reduce manpower and cost
Lower inventory
Reduce accidents
30

2. Visibly transform the workplace

(plant environment)

Through TPM, a filthy, rusty plant covered

in oil and grease, leaking fluids and spilt
powders can be reborn as a pleasant and
safe working environment
Customers and other visitors are impressed
by the change
Confidence on plants product increases
31

3. Raises the level of workers knowledge and

skills

As TPM activities begin to yield above concrete

results, it helps:

The workers to become motivated

Involvement increases
Improvement suggestions proliferate
People begin to think of TPM as part of the
job
32

Tangible Benefits of TPM

Tangible benefits:
o Productivity up due to
Sudden breakdowns down
Overall facilities effectiveness up
o Process defect rate down
o Products and work-in-process down
o Shutdown accidents down
o Pollution incidents down
o Improvement suggestions up
o Repair costs drop
o Energy costs reduce
33

In-Tangible Benefits of TPM

Intangible benefits:
o Achieving full-self management
Operators have ownership of their equipment's
They look after it by themselves without direction

o Eliminating breakdowns and defects

o Growing confidence and can-do attitude
o Making previously dirty and oily workplaces
to a unrecognizably clean, bright and lively
o Giving better image to the visitors and thereby
getting more orders
 Six Major Losses
Down Time.
1. Breakdowns due to equipment failure.
2. Setup and adjustment (e.g. exchange of dies in injection
molding machines, etc.)
Speed Losses.
3. Idling and minor stoppages (abnormal operation of
sensor, etc.).
4. Reduced speed (discrepancies between designed and
actual speed of equipment)
Defects.
5. Defects in process and rework (scrap and quality defects
requiring repair)
6. Reduced yield between machine startup and stable
production.
 The Equipment Losses (you can and must
measure)
Setup and Adjustments
Including changeovers.
Programming.
Equipment Test runs.
Availability Equipment Failures
Sporadic breakdowns.
Chronic breakdowns.

Idling and Minor Stoppages

Jams and other short stoppages.
No parts, no operator.
Equipment Blocked.
Efficiency Reduced Speed
Equipment worn out.
Lack of accuracy.
 The Equipment Losses (you can and must
measure)

Quality Process Defects

Scrap.
Rework

Others (define)
Equipment warm up etc.
No parts, no operator.
Autonomous Maintenance
 What is Autonomous Maintenance

Activities in which each operator

performs timely Inspection, Lubrication,
Consumable parts replacement, Repair,
Troubleshooting, Accuracy checks, etc. .
. . . on their own equipment.
39

Operator Autonomous Maintenance

7 Steps

T P M

Aut. Mgt.
7
Standardization
6
Autonomous Inspection
5
General Inspection 4
Prepare Temporary Standards 3
Countermeasures for Hard-To-Access & Source Of
Contamination 2
Initial Clean-up
1
40

7 Step Development For

Operator Autonomous Maintenance
Step 1: Initial Clean-Up Stage 1
Upgrading The Basic
Step 2: Countermeasures For Hard-
To-Access & Source Of Conditions Of The Equipment
Contamination
Step 3: Prepare Temporary Standards

Stage 2
Step 4: General Inspection Steps To Measure &
Step 5: Autonomous Inspection Prevent Deterioration

Stage 3
Step 6: Standardization Steps To Expand OAM &
Step 7: All-Out Autonomous Master The Maintenance
Management Skills
Implementing TPM..Autonomous Maintenance

TPM
 TPM Implemented
Machine Operators are trained to do much of the maintenance
operations, and its part of their Standard Work

TPM
 What Does TPM Look Like?

TPM Implemented.
Necessary tools are readily available

TPM
 What Does TPM Look Like?

TPM Implemented
Equipment is modified such that it easy to keep clean, easy
to see when maintenance is required.

Before After

TPM
 What Does TPM Look Like?

TPM Implemented
Happy and Engaged Associates

TPM
46

STEP 1: Initial Clean-Up

Cleaning Is Inspection:
Take pictures to show Before Conditions
Safety first
Thoroughly clean dirt accumulated over years
Open covers and guards to clean inside
Also clean the environment around the equipment
Cleaning becomes a normal part of the operator
responsibility
Using TPM Problem Tags:
47
48

After Photo Of Sizer

49
50

Photo Of Cleaning
51
52

STEP 1: Initial Clean-Up - continued

TPM

Cleaning is Inspection:
Using TPM Problem Tags:
Tags to be filled out by all operators
Attach tags to problem location
Each problem requires its own tag
BLUE TAG -- Operator responsible to
repair
RED TAG -- Maintenance group
responsible for repairs
53

TPM
TPM
Autonomous Maintenance Autonomous Maintenance
Step. No. 12 3 4 5 Step. No. 12 3 4 5
Problem Found Here Problem Found Here
Equipment:
Equipment:
A
: sset No.: Asset
: No.:
Date Found: Date Found:
Found By: Found By:
Description of Problem: Description of Problem:

REMOVE THIS SHEET AFTER ATTACHING ATTACH THIS SHEET TO EQUIPMENT

TAG AND USE IT AS COPY
Page 1 Page 2
54
55
56
57

Tag History
Upon completion of the repair, log or file tags for
future reference. Keep the information at the cell.

Red tag history highlights:

Recurring problems
Repair history
Maintenance response

Blue tag history highlights:

Operator repairs and minor
stoppages
Recurring problems that need to
be red tagged
58

Photo Of Problem
59

Photo Of Problem
60

Floor Exercise 1
Initial Clean-up

1. Participants will go to the designated Machine

2. Facilitators will assign participants to a
specific piece of equipment or area
3. Using the proper cleaning material and
TPM tags the participants will clean the
equipment and tag all problems.

Continued on next slide

61

Floor Exercise 1 - continued

4. Upon Completion Of The Initial Clean-Up:

a. Collect All Copies Of TPM Tags
b. Take the Tags to the Training Room
and Discuss the Tags and Problem
Areas.

Be Sure to Return the Tags to the Cell

Discussion.
62

Step 2
Counter Measures for Hard-to-Access

& Source of Contamination

63

Countermeasures For Hard-To-

Access & Source of Contamination

Countermeasures For Hard-to-Access Areas

1. Relocate for better access

2. Lexan covers
3. Windows or guards
4. Fill unused or unnecessary
holes/grooves

Note: Always use approved and permanent

countermeasures.
64

Countermeasures For Hard-To-

Access & Source of Contamination

Eliminate Sources That Make The Equipment Dirty.

1. Repair or tag leaks
2. Create ways to remove slag, shavings etc.
3. Use filters where necessary
4. Check for exhaust fan possibilities
5. If the source can not be eliminated, contain the
source until it can be eliminated

Note: Always use approved and permanent

countermeasures.
65

Source of Contamination Before

66

Tree City Welder

Before Improvement
67

Tree City Welder

After Improvement
68

Step 3
Prepare Temporary Standards
69

Prepare Temporary Standards

This step is to enhance the equipment

reliability & maintainability.
70

Prepare Temporary Standards - continued

Temporary Check Sheet For Clean-Up &

Lubrication Standards:
What items need to be done
Who will perform the check
Where the location is to be checked
What to use for the inspection or cleaning
Target time to complete the task
71

Prepare Temporary Standards - continued

Gauges should be marked for high

and low operating ranges.

Points of lubrication should be

marked and color coded for quick,
accurate identification.
72

Key Points For Success In Implementation

Cooperation Between All Departments

Maintenance understanding and support
Led By Work Teams
Operator Input and Decision on Check
Sheet Items
TPM Activities Become Part Of The Daily
Routine
73

Key Points For Success In Implementation

(Continued)

Transmission Of Education
One Point Lesson Sheet
Standardization

Activities Board:
Timing Chart One Point Lessons
# Of Equipment Failures Defect Rate
# Of Minor Stoppages Current Step In Progress
Changeover Time Problem Tag Data
"Before" & "After" Pictures Downtime Data
Clean-up Time Equipment Check Time
Maintenance Costs Accidents
74

Key Points For Success In Implementation

(Continued)

Quick Repair

TPM Meetings

Step System

Step Review

Promote Success Stories

75

Autonomous Maintenance Review

Upon completion of each step, the work

teams will request a review of the step just
completed.

This review will allow team and managers

to confirm whether the Autonomous
Activities are being followed to their intent.
TPM is a Journey,
not a Destination
Questions

TPM
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.
2a. Periodic 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 (CBM) :

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.
 Availability

Loading time = Total available time per

day (or month) Planned downtime
Planned downtime: amount of downtime
officially scheduled in the production
plan
Loading Time - Down Time
Availabili ty 100
Loading Time
 Example

Loading time per day = 460 min.

Downtime: breakdowns = 20 min.
Setup 20 min = 20 min.
Adjustments = 20 min.
Availability =?

Loading Time - Down Time

Availabili ty 100
Loading Time
 Example

Loading time per day = 460 min.

Downtime: breakdowns = 20 min.
Setup 20 min = 20 min.
Adjustments = 20 min.
Availability =?

Loading Time - Down Time

Availabili ty 100
Loading Time
460 - 60
Availabili ty 100 87%
460
 Performance Efficiency
Performance Efficiency = (net operation
rate) x (operating speed rate),
Operating speed rate refers to the
discrepancy between the ideal speed
(equipment capacity as designed) and its
actual operation speed
Theoratica l cycle time
Operating Speed rate
actual cycle time
Example
Theoretical cycle time per item is 0.5 min
Actual cycle time is 0.8 min
OSR =0.5/ 0.8 x 100 =62.5%
 Contd.
Net operating time calculates losses
resulting from minor stoppages such as
small problems and adjustment losses.
Actual Processing time
Net Operating rate
Operation time

Processed amount actual cycle time

Operation time
Example
Number of processed items per day is 0.5 min
Actual cycle time is 0.8 min
Operation time is = 62.5%
NOR = (400)(8)/400 x 100 = 80%
 Performance Efficiency
PE = Net operation rate x Operating speed
rate.
Processed amount Actual cycle time ideal cycle time
PE 100
Operation time actual cycle time

Processed amount ideal cycle time

100
Operation time

Ex: Processed amount = 400 items.

Ideal cycle time = 0.5 min
Operation time = 400 min
400 (items ) 0.5 (min)
PE 100 50%
400 (min)
 Contd.
Alternative formula in case ideal cycle time is not known or
products with different cycle times are run on the same machine.

Operation time - Lost time

PE
Operation time

Lost time due to

Idling and minor stoppages,
Speed losses,
 Rate of Quality
Pr ocessed amount - rejects
Rate of Quality 100
Pr ocessed amount
Usable operating time - Defects time loss
Rate of Quality 100
Usable operating time

Example
Processed amount = 200
Rejects =4

200 - 4
Rate of Quality 98%
200
Overall Equipment Effectiveness
Example
Loading time = 800 min.
Down time = 50 min.
Theoretical cycle time = 1.5 min.
Processed amount = 290 parts.
Rejects = 6 parts.

Find
(a) Availability,
(b) Performance Efficiency,
(c) Rate of Quality,
(d) Overall Equipment Efficiency,