TOTAL PRODUCTIVE MAINTENANCE,JAPANESE TECHNOLOGY,

1. Quality and Reliability Engineering
(171906)
PROF. MAYUR S. MODI
MECHANICAL ENGINEERING DEPARTMENT
SSASIT,SURAT

3. History :
 This is an innovative Japanese concept.
 Developed in 1951.
 Nippondenso was the 1st company that
implemented TPM in 1960.
 Based on these developments Nippondenso was
awarded the distinguished plant prize for developing
and implementing TPM, by the Japanese Institute
of Plant Engineers ( JIPE ).
 This Nippondenso became the first company to
obtain the TPM certifications.

4. Introduction to TPM
• TPM is a continuous improvement strategy that covered all
aspects of an organization .
• TPM is a innovative Japanese concept.
• How ever the concept of preventive
maintenance was taken from USA

5.  Total productive maintenance (TPM) originated in
Japan in 1971 as a method for improved machine
availability through better utilization of maintenance
and production resources.
 TPM is a maintenance process developed for
improving productivity by making processes more
reliable and less wasteful.TPM is an extension of TQM.
 The concept of ‘true’ TPM is that everyone from the
operator to top management is responsible for
maintenance activities.
Introduction

7. Total Productive Maintenance (TPM) is a
method to achieve maximum equipment
effectiveness through employee
involvement
Management + Operators + Maintenance
What is TPM ?

8. What is TPM?
 Total productive maintenance is a
maintenance program which involves a newly
defined concept for maintaining plant and
equipment.
 Coupled with the right tools and training,
TPM equips the operator the necessary skills
to address mechanical or equipment
related issue.
 Think about how to Increase production and
reduced cost by reducing or eliminating
loss, and this is the TPM.

9. TPM in three words :
Total = All individuals in the organization
working together.
Productive = production of goods that
meet or exceed customer’s
expectations.
Maintenance = keeping equipment and
plant in good condition at all
times.

11. TPM was introduced to achieve the
following purposes
• 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.
• Goods send to customers
must be non defective.

12. Principles of TPM
 Use Overall Equipment Effectiveness (OEE) as a compass for
success.
 Improve existing planned maintenance systems.
 Work toward zero losses
 Providing training to upgrade operations and maintenance skills
 Involve everyone and utilize cross-functional teamwork

13. Objectives of TPM
 To markedly increase production while, at the same time,
increasing employee morale and job satisfaction.
 To hold emergency and unscheduled maintenance to
minimum.
 To create a lean organization with reduced cycle time
and improved operational efficiency.
 Achieve zero defects, zero breakdown and zero
accidents in all functional areas of the organization.
 Involve people in all level of organization for forming
different teams to reduce defects and self
maintenance.

14.  Adoption of life cycle approach for improving the
overall performance of production equipment.
 Improving productivity by highly motivated workers
which is achieved by job enlargement.
 The use of voluntary small group activities for
identifying the cause of failure, possible plant and
equipment modification.
Objectives of TPM

17. Category TQM TPM
Object Quality ( Output and
effects )
Equipment ( Input and
cause )
Mains of attaining goal
Systematize the
management. It is
software oriented
Employees
participation and it is
hardware oriented
Target Elimination of losses
and wastes.
Difference between TPM &
TQM
Quality for PPM

18. Types of maintenance
 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.

19. Types of maintenance
 Preventive Maintenance
 Preventive Maintenance is PERIODIC MAINTENANCE
that retains the condition of equipment and prevents failure
through the prevention of deterioration, periodic
inspection, and equipment condition diagnosis. PM
includes cleaning, inspection, lubrication and tightening.
 Preventive Maintenance is further divided into Periodic
Maintenance and Predictive Maintenance.
 Periodic Maintenance is time-based.
 Predictive Maintenance is condition-based.

20. Types of maintenance
 Corrective Maintenance
 Corrective Maintenance improves
equipment and its components so that
preventive maintenance can be performed
reliably.
 Equipment with a design weakness is
redesigned with corrective maintenance
to improve reliability or maintainability.

21. Types of maintenance
 Maintenance Prevention
 It indicates the design of a new equipment.
 Weakness of current machines are sufficient studied
and are incorporated before a new equipment.

22. Stages in introduction of TPM
organization
STAGE A Preparatory Stage Step 1:Announcement by
management to all about
TPM introduction in the
organization
Step 2:Initial education and
propaganda for TPM
Step 3:Setting up TPM and
department committees
Step 4:Establishing the TPM
working system and target
Step 5:A master plan for
institutionalizing
STAGE B INTRODUCTION STAGE
STAGE C IMPLEMENTATION STAGE
STAGE D INSTITUTIONALISING STAGE

23. Stage A – Preparatory stage
 Step 1:Announcement by management to all about
TPM introduction in the organization
 Proper understanding, commitment and active
involvement of top management in needed for this step.
 Senior management should have awareness
programmes, after which announcement is made to all.

24. Stage A – Preparatory stage
 Step 2:Initial education and propaganda for TPM
 Training is to be done based on the need.
 Some need intensive training and some just an
awareness.
 Take people who matters to place where TPM already
successfully implemented.

25. Stage A – Preparatory stage
 Step 3:Setting up TPM and department
committees
 TPM include improvement, autonomous
maintenance, quality maintenance etc., as part
of it.
 when committees are set up it should take
care of all those needs.

26. Stage A – Preparatory stage
 Step 4:Establishing the TPM working system and
target
 Now each area is benchmarked and fix up a target
for achievement.

27. Stage A – Preparatory stage
 Step 5:A master plan for institutionalizing
 Implementation leading to institutionalizing wherein
TPM becomes an organizational culture.

28. Stage B – Introduction Stage
 In this stage TPM is introduced.
 TPM is introduced based on customer
requirements, quality of product, etc.

29. Stage C – Implementation stage
 In this stage TPM is Implemented in organization.
 In this stage EIGHT ACTIVITIES are carried out
which are called EIGHT PILLARS in the
development of TPM activity.
 Four activity are for establishing the system for
production efficiency, one for initial control
system of new product and equipment, one for
improving the efficiency of administration and
are for control of safety, sanitation as working
environment.

30. Stage D – Institutionalizing Stage
 This the final stage of introduction of TPM in
organization.
 In this level, challenging level are think.

31. Pillars of TPM
Pillars of TPM
5s

32. Pillars of TPM
 PILLAR 1 - 5s
Japanese
Term
English
Translation
Equivalent ‘S’
term
SEIRI Organization Sort
SEITON Tidiness Systematize
SEISO Cleaning Sweep
SEIKETSU Standardization Standardize
SHITSUKE Discipline Self-discipline

33. Pillars of TPM
 SEIRI – Sort Out
 The first S focuses on eliminating unnecessary
items from the workplace.
 An effective visual method to identify these unneeded
items is called Red Tagging.
 A red tag is placed on all items not required to
complete your job. These items are then moved to a
central holding area.
 This process is for evaluation of the red tag items.

34. SEITON – Systematize
 Second S focuses on efficient and effective
storage methods and how to organize the work
area.
 Strategies for effective Set In Order are painting
floors, outlining work areas and locations,
shadow boards, and modular shelving and
cabinets for needed items such as trash cans,
brooms, mop and buckets.
Pillars of TPM

35. Pillars of TPM
 SEISO – Shine the workplace
 Once you have eliminated the clutter and junk that
has been clogging your work areas and identified the
necessary items, the next step is to thoroughly clean
the work area.
 Workers will also begin to notice changes in
equipment and facility location such as air, oil,
coolant leaks, fatigue, breakage, and
misalignment.

36. Pillars of TPM
 SEIKETSU - Standardization
 Now the first three S’s are implemented.
 Use standard methods to keep Sort, Set In Order,
and Shine to a condition .
 Allow your employees to participate in the
development of such standards.

37. Pillars of TPM
 SHITSUKE – Self discipline
 This is the most difficult S to implement and
achieve.
Maintain through empowerment, commitment,
and discipline .
Sustain focuses on defining a new status
quo and standard of work place
organization.

38. Pillars of TPM
 PILLAR 2 - Autonomous Maintenance
 This pillar is geared towards developing operators
to be able to take care of small maintenance tasks,
thus freeing up the skilled maintenance people to
spend time on more value added activity and
technical repairs.
 The operator are responsible for upkeep of their
equipment to prevent it from deteriorating.

39. Steps in JISHU HOZEN :
 Conduct initial cleaning/inspection
 Eliminate sources of contamination
 Establish provisional standards
 Develop general inspection training
 Conduct general inspections
 Improve workplace management and
control
 Participate in advanced improvement
activities

40. Pillars of TPM
 PILLAR 3 – Kaizen
kai + zen = kaizen
means means means
to change to good improvement
 Policy
 Practice concepts of zero losses in every sphere of activity.
 Rentless pursuit to achieve cost reduction target in all
resources.
 Focus of easy handling of operator.
 Extensive use of PM analysis as a tool for eliminating losses.

41. Pillars of TPM
 PILLAR 4 - Planned Maintenance
 Logical analysis “Real causes for real counter measures”.
 Focus on Prevention.
 It is aimed to have trouble free machines and equipments
producing defect free products for total customer
satisfaction.
Example: Preventive Maintenance, Breakdown Maintenance, etc.,
 Six steps in Planned maintenance :
 Equipment evaluation and recoding present status.
 Restore deterioration and improve weakness.
 Building up information management system.
 Prepare time based information system, select equipment,
parts and members and map out plan.
 Prepare predictive maintenance system by introducing
equipment diagnostic techniques.
 Evaluation of planned maintenance.

42. Pillars of TPM
 PILLAR 5 - Quality Maintenance
 Developing perfect machine for perfect Quality.
 Eliminating In – Process defects and custom complaints.
 Policy :
 Defect free conditions and control of equipments.
 QM activities to support quality assurance.
 Focus of prevention of defects at source
 Focus on POKA-YOKE. ( fool proof system )
 In-line detection and segregation of defects.
 Effective implementation of operator quality assurance.

43. Pillars of TPM
 PILLAR 6 - Training
 Skills development for uniformity of work practices on
machines.
 Skills for Zero defects, Zero breakdowns & Zero accidents.
 Multi Skilled employees in all departments
 Steps in Educating and training activities :
 Setting policies and priorities and checking present status
of education and training.
 Establish of training system for operation and maintenance
skill up gradation.
 Training the employees for upgrading the operation and
maintenance skills.
 Preparation of training calendar.

44. Pillars of TPM
 PILLAR 7 - Safety, Health & Environment
 Zero accidents and Zero hazards at works.
 Zero Pollution at Plant and Environment.
 In this area focus is on to create a safe workplace and
surrounding area that is not damaged by our process
or procedures.
 This pillar will play an active role in each of the other
pillars on a regular basis.

45. Pillars of TPM
 PILLAR 8 - Office TPM
 Office TPM must be followed to improve productivity, efficiency in the
administrative functions and identify and eliminate losses. This includes
analyzing processes and procedures towards increased office automation
 Plans & Guidelines:
 Providing awareness about office TPM to all support departments
 Helping them to identify P, Q, C, D, S, M in each function in relation to plant
performance
 Identify the scope for improvement in each function
 Make up an activity board where progress is monitored on both sides - results
and actions along with Kaizen.
 Fan out to cover all employees and circles in all functions.

46. Pillars of TPM
 P Q C D S M in Office TPM :
 P - Production output lost due to Material, Manpower productivity,
Production output lost due to want of tools.
 Q - Mistakes in preparation of cheques, bills, invoices, payroll,
Customer returns/warranty attributable to BOPs,
Rejection/rework in BOP's/job work, Office area rework.
 C - Buying cost/unit produced, Cost of logistics -
inbound/outbound, Cost of carrying inventory, Cost of
communication, Demurrage costs.
 D - Logistics losses (Delay in loading/unloading)
 Delay in delivery due to any of the support functions
 Delay in payments to suppliers
 Delay in information
 S - Safety in material handling/stores/logistics, Safety of soft and
hard data.

47. Direct benefits of TPM
 Increase productivity and OPE ( Overall Plant Efficiency
) by 1.5 or 2 times.
 Rectify customer complaints.
 Reduce the manufacturing cost by 30%.
 Satisfy the customers needs by 100 % ( Delivering the
right quantity at the right time, in the required quality. )
 Reduce accidents.
 Follow pollution control measures.

48. Indirect benefits of TPM
 Higher confidence level among the employees.
 Keep the work place clean, neat and attractive.
 Favorable change in the attitude of the operators.
 Achieve goals by working as team.
 Horizontal deployment of a new concept in all areas of
the organization.
 Share knowledge and experience.
 The workers get a feeling of owning the machine.

49. THANK U.