Degree of excellence in manufacture industry by the • Zero breakdowns • Zero accidents • Zero defects

1. 1
AN ARTICLE ON CONCEPTS OF TOTAL PRODUCTIVE
MAINTENANCE
Master of Business Administration
(2018-20)
Subject Name
Total Productive Maintenance
Submitted By
Rishabh Pare
Enroll No.1803DMBA0004581
2 Year & 4Sem
Submitted To
Dr.T.K.Mandal
SVSM, SVVV Indore
Shri Vaishnav Vidyapeeth Vishwavidyalaya
Shri Vaishnav School of Management

2. Table Content
Page No.
1. Abstract 1
2. Introduction 2
3. History 3
4. Concept 4
5. Types 6
6. Principles 7
7. Functions 8
8. Advantages 9
9. Conclusion 10
10. Limitation 11
11. Suggestions 12
12. References 13

3. The Concepts of Total Productive Maintenance
By: Rishabh Pare
ABSTRACT
“Degree of excellence” The purpose of this paper is to adopt the total productive
maintenance (TPM) how implement in the manufacturing industry and production
houses. Improving and maintaining the concept of TPM. Quality and Maintenance of
manufacturing systems are closely related functions of any organization. Over some
time two concepts have emerged which are Total Productive Maintenance (TPM) and
Total Quality Management (TQM). Effectiveness and efficiency of equipment play a
major role in the modern manufacturing industry to determine the performance of the
organizational production function as well as the level of success achieved in the
organization. Overall Equipment Effectiveness is used as the measure of success of
TPM implementation. Function and principles are a methodology that aims to
implement in firms to increase productivity, quality, and performance and zero
unplanned failures, zero product defects, and zero accidents. Participation of
employee increases in frim to implementing the TPM.

4. INTRODUCTION
“Degree of excellence”
Total Productive Maintenance (TPM) is an approach to equipment maintenance that aims
to achieve a perfect production process by increasing productivity, efficiency, and
safety. The three goals of TPM are zero unplanned failures, zero product defects, and
zero accidents.
TPM is a lean approach to improving the manufacturing process and combing the
traditional practices preventive maintenance, total quality control, total employee
involvement.
Total Productive Maintenance is part of manufacturing to improving the Plan Do Check
act cycle (PDCA).
TPM is a culture that focuses on improving the effectiveness of the plant, equipment and
processes though the empowerment of Peoples with aim of keeping all Machines in
top working conditions though the Life.(It can be considered medical science of
machine)
TOTAL:-
 All employee top to bottom to take part.
 All departments, equipment and machines to be covered in this activity.
PRODUCTIVE:-
 To improve the productivity by reducing wastes ,losses and costthrough
improvements (effective utilization of all resources)
MANTENANCE:-
 Maintaining the equipment so that its efficiency can be high to whole of its life(old
machine as brand new)
According to ME :- TPM is the process of overall conservation and improving in the
production or manufacturing firm quality, reliability and durability the machines,
equipment, process, employees and employee health/wealth(Employee well-being).
OBJECTIVE OF TPM
 Zero breakdowns
 Zero accidents
 Zero defects

5. HISTORY
 TPM evolved from TQM, Dr. Deming introduced statistical analysis and used the
resulting data to control quality during manufacturing (TQM)
 Total Productive Maintenance (TPM) was developed by Seiichi Nakajima based on
the experience of the practical application of maintenance best practices in Japan
between 1950 and 1970. This experience led to the recognition that a leadership
mind-set engaging front line teams in small group improvement activity is an
essential element of effective operation. The outcome of his work was the application
of the TPM process in 1971. One of the first companies to gain from this was
Nippondenso, a company that created parts for Toyota.
 Nakajima was instrumental in incorporating the best known evolving maintenance
systems into one organized approach. Nakajima began studying American preventive
maintenance in the 1950s. He learned of reliability and maintainability engineering,
life cycle costing, zero defects, preventive and predictive maintenance, operator-
assisted maintenance, and task teams.
 U.S. companies are seeing the value of Total Productive Maintenance (TPM)and
have adopted it. 3M, Quaker Oats, Timken, Corning, Proctor and Gamble,
Westinghouse, Lever Brothers, DuPont, Milliken, Texas Instruments, Motorola, GM,
Exxon, and Ford are just a few such companies.
 Total Productive Maintenance has been implemented in Japan since the 1970s with
over a thousand companies involved now. It made its way to the United States in
1985-86 through Tennessee Eastman, a division of Kodak, and Baxter-Travenol (now
Baxter Healthcare).
 Main manufacturing excellence approach of Toyota and other excellent Japanese
companies since the 70’s.
 TPM is foundation for JIT, FA, Poka Yoke, Lean Manufacturing, Zero Defects
 TPM Reference Standard - JIPM (Japan Institute of Plant Maintenance)
 Comes from the best of Japanese Industrial Excellence and evolved from the heat of
the continuing Energy Crisis and Globalization challenges to achieve more with less.
 Toyota was able to significantly reduce equipment related problems in its movement
toward Just-In-Time (JIT). By minimizing delays caused by equipment problems,
Total Productive Maintenance is a key contributor in streamlining the flow of
production.

6. CONCEPT
The technical meaning of maintenance involves functional check, servicing, repairing or
replacing of necessary devices, equipment, machinery, building infrastructure,
and supporting utilities in industrial, business, governmental, and residential
installations. Over time, this has come to include multiple wordings that
describe various cost-effective practices to keep equipment operational; these
activities take place either before or after a failure
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).
The traditional TPM model consists of a 5S foundation (Sort, Set in Order, Shine,
Standardize, and Sustain) and eight supporting activities.
Total quality management (TQM) is the continual process of detecting and reducing or
eliminating errors in manufacturing, streamlining supply chain management,
improving the customer experience, and ensuring that employees are up to speed
with training. Total quality management aims to hold all parties involved in the
production process accountable for the overall quality of the final product or service.
 TPM is basically maintaining and improving the conditions, Durability,
Reliability and degree of excellence how to improving they machines, equipment
efficiency and more production without any defect, breakdowns, accidents as
Wall as employee safety and job satisfaction and overcome the loss.

7. TYPES OF MAINTENACE
1. Breakdown maintenance:-
In this type of maintenance, no care is taken for the machine, until equipment fails.
Repair is then undertaken. This type of maintenance 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:-
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.
3. 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.
Example: - Replacement of coolant or oil every 15 days.
4. 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. Change in colour indicates the deteriorating condition of the oil. As this
is a condition-based maintenance, the oil or coolant is replaced.
5. Corrective maintenance:
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. This happens at the equipment user level.
Example: - installing a guard, to prevent the burrs falling in the coolant tank.

8. 6. Maintenance prevention:
This program indicates the design of new equipment. Weakness of current machines
is sufficiently studied (on site information leading to failure prevention, easier
maintenance and prevents of defects, safety and ease of manufacturing).
One of the major goals of TPM and OEE programs is to reduce and/or eliminate what are
called the Six Big Losses – the most common causes of equipment-based
productivity loss in manufacturing. Six Big Losses to gain additional actionable
insight to the OEE Factors of Availability, Performance, and Quality.
 Equipment Failure,
 Setup and Adjustments,
 Idling and Minor Stops,
 Reduced Speed,
 Process Defects,
 Reduced Yield.
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)

9. The eight pillars of TPM are mostly focused on proactive and preventive techniques for
improving equipment reliability:
1. Autonomous Maintenance.
2. FocusedImprovement
3. Planned Maintenance
4. Quality management
5. Early/equipment management
6. Education and Training
7. Administrative & office TPM
8. SafetyHealth Environmental conditions
9. Routine maintenance
PRINCIPLES
 Increase the Overall Equipment Effectiveness (OEE).
 Improve existing planned maintenance systems.
 The operator is the best condition monitor.
 Provide training to upgrade operations and maintenance skills.
 Involve everyone and utilize cross-functional teamwork.
Why Total Productive Maintenance Require?
 Increase productionrate while, at the same time,
 Increasing employee morale and job satisfaction.
 Avoid wastage in a quickly changing economic environment.
 Producing goods without reducing product quality.
 Reduce cost.
 Producea low batch quantity at the earliest possible time.
 Goods send to the customers must be non-defective.
 Involve people in all levels of organization.
 Form different teams to reduce defects and self-Maintenance.
 Hold emergency and unscheduled maintenance to a minimum.

10. FUNCTIONS
1. Improved equipment performance. Equipment operators and maintenance workers
prevent poor performance by conducting maintenance inspections and preventive
maintenance activities. They also capture information about poor machine
performance, enabling teams to diagnose declining performance and their causes. By
preventing and eliminating these causes, these employees can improve performance
efficiency.
2. Increased equipment availability. TPM enables operators and maintenance workers
alike to help prevent equipment failures by performing maintenance inspections and
preventive maintenance activities. These employees also capture information
regarding machine downtime, enabling your improvement team to diagnose failures
and their causes. When you are able to prevent and eliminate the causes of failures,
your asset availability improves.
3. Increased equipment OEE/FTT quality levels. Process parameters that have a
direct effect on product quality are called key control characteristics. For example, if
a thermocouple in a furnace fails and an incorrect measurement is sent to the
heating elements, this causes temperatures to fluctuate, which might significantly
affect product quality. The goal of a TPM program is to identify these key control
characteristics and the appropriate maintenance plan to ensure prevention of a
failure of performance degradation.
4. Reduced emergency downtime and less need for “fire fighting” (i.e., work that must
be done in response to an emergency).
5. An increased return on investment or Return on Investment, in equipment.
6. Increased employee skill levels and knowledge.
7. Increased employee empowerment, job satisfaction, and safety.

11. ADVANTAGE
A properly implemented TPM leads to remarkable improvements in all the facets of
manufacturing, and also enhances the effectiveness and efficiency of machines and
equipment. This is because it generates a better involvement of workers at the shop
floor, thereby enabling them to share the responsibility of equipment maintenance
and repairs, in order to improve their productivity, and also reduce cycle time and
defects.
In the right environment this can be very effective in improving productivity (increasing
up time, reducing cycle times, and eliminating defects).
Effectiveness and efficiency of equipment plays a major role in modern manufacturing
industry to determine the performance of the organizational production function as
well as the level of success achieved in the organization.
 Effective Utilization of available resources.
 Healthy Environment.
 Increase Profitably.
 Increase production rate.

12. CONCLUSION
As an effective tool for improved productivity, Total Productive Maintenance is an
innovative system for equipment and machine maintenance which optimizes
performance efficiency and quality rate, enhances autonomous operator maintenance
through daily activities, and also drastically reduces breakdowns. Performance,
features, reliability, conformance, durability, serviceability, aesthetics, and perceived
quality. Quality is Degree of excellence, effective and efficient use TPM 8 Pillars in
the production as well as firm increasing the production improving and maintaining
the though machines and equipment.
Total Productive Maintenance cannot be successfully implemented in a firm without the
total approval and involvement of top management and ground-level staff, as they
have to form teams that must oversee the activities of the manufacturing strategy.
Maintenance is part of life in manufacturing. Cleaning, lubrication, checking to
improve the product life cycle as well as PDCA cycle (Plan Do Check Act).
Employee involvement required in manufacturing film required the maintenance as
well as employee wellbeing.

13. LIMITATION
 Resistance to Change
Change is inevitable and only thing which is constant in our life. Any change (good or
bad) requires some effort in changing the way we used to do things before. You will
see lot of people in organisations who would advocate on change and improvement
but trust me when it comes to changing anything in their life, most of them will resist
changing. Be it a production manager, foreman or any ground level employee who
have to change their existing process to bring improvements in the organization will
resist to change.
 Lack of Reward Programme
Any development could only take place when the way of implementation is different from
the traditional one. TPM is such an unconventional methodology which is much
progressive. The employees are the roots and the pillars of a successful organization
but, how often we forget their contribution. There should be a proper mechanism to
reward and appreciate sincere and hardworking employees, which would motivate
them to work with more passion.
 Inventory issues
Traditional warehousing and inventory management strategies often segregate parts and
supplies from production areas and allow for significant inventory overhead avoiding
parts shortages. These strategies can directly undermine lean operational strategies,
including TPM, and excess inventories lead to waste.
 Developing a lean culture across the organization
Before beginning a TPM program the organization should embrace the culture of lean
improvement. Training, formation of cross-functional teams, and application of lean
principles should be in place. Employees should be engaged in a continuous process
of applying lean techniques to eliminate waste, increase quality, and maintain high
levels of safety.

14. SUGGESTIONS
Success comes to execution and execution is everything. Proper planning and
execution give the success. Maintenance is the part of life of machines and
equipment. Cleaning, lubrication and inspection change the life of equipment.
 Resistance to Change, change their workers attitude and behaviour.
 Give healthy environment.
 Build the better Relationship with workers.
 “We are all responsible for our equipment.” Build attitude.
 Make the proper maintenance chart (use Red, Green, orange, yellow TAG )
 Proper give the training, skill and acknowledge equipment and machinery.
 Well define the responsible and challenges.
 Minor machine defects are maintaining give the training.
 Develop Standards for Cleaning, Lubrication and Inspection.
 Inspection and Monitoring.

15. REFERENCES
1. - J. Venkatesh(2007): An Introduction to Total Productive Maintenance
(TPM): The Plant intenance Resource Center
2. Ranteshwar, Singhb Ashish, M GohilDhaval B Shah(2012): Total Productive
Maintenance (TPM) Implementation in a Machine Shop: A Case Study:
Nirma University International Conference on Engineering
3. Prabhuswamy, M; Nagesh, P; Ravikumar, K (February 2013). "Statistical
Analysis and Reliability Estimation of Total Productive Maintenance". IUP
Journal of Operations Management.
4. Nicholas, John (1998). Competitive manufacturing management.
5. Plant Maintenance Resource Center:An Introduction to Total Productive
Maintenance (TPM)
6. Wikipedia
7. LinkedIn
Thank you….