TOTAL PRODUCTIVE MAINTENANCE

(TPM)
 • Rapid Changes over the past
20 years
• Increase in the value of assets
MODERN MAINTENANCE
P R AC T I C E S : • Increased complexity of assets
THE NEED
• New maintenance methods
• Changing views of organisations
and responsibility of
maintenance
 CHANGING AWARENESS

1 2 3
Growing awareness of Awareness of Pressure to achieve
how equipment failure connection between increased levels of
affects safety and maintenance and equipment availability
environment product quality and maintain costs
ATTITUDES AND SKILLS

Maintenance staff need to

adopt new ways of thinking

Managers are seeking a new

approach to maintenance

Operator involvement
 NEW TECHNIQUES

New tools include:

The pressure for change • Decision support tools
have resulted in several (expert systems)
new techniques for • Equipment design
maintenance planning • Organisational changes
and management • Maintenance techniques:
TPM
 TPM INTRODUCTION

TPM created in Japan, based upon the American concept of preventative maintenance

Examined corrective maintenance, maintenance prevention reliability engineering etc..

The aim was to develop an all encompassing manufacturing philosophy

A unique aspect was the involvement of operators under Autonomous Maintenance

 TS IATF 16949:2016

8.5.1.5 Total productive maintenance

“The organization shall develop, implement, and

maintain a documented total productive
maintenance system.”
 TPM INTRODUCTION

01 02 03 04
TPM born within The aim was to This required the Seiichi Nakajima,
Nippondenso, a supply Toyota on highest levels (JIPM) Developed
components a Just in time process reliability TPM further.
supplier to Toyota basis
in 1969
 TPM- DEFINITIONS

TPM - Total Productive

Maintenance is a philosophy
of manufacturing that focuses TPM improves the company It is a manufacturing
on the effective relationship by improving its personnel philosophy not an engineering
of workers to equipment and and its equipment. system
the meaning and elimination
of waste.
 TPM PRINCIPLES

1 2
Many studies have shown that 60% of Cleaning and “appropriate” routine
breakdowns are caused by contamination and maintenance can detect and prevent 70% of all
poor lubrication breakdown causes
 ELEMENTS OF TPM

Maximise Maximise Overall Equipment Effectiveness (OEE)

Develop Develop Productive Maintenance

• (Reliability & maintainability)

Involve Involve all departments who plan, design, use & maintain

Involve Involve all employees from Top Management to Shop floor

Promote Promote TPM through Small Group activity

 Establish Establish maintain and improve the condition of equipment

Detect and
Detect and eliminate minor faults
eliminate

Measure Measure the effectiveness of equipment

TPM
Establish and
Establish and maintain a clean workplace
maintain

Detect and
Detect and eliminate significant inherent faults
eliminate

Provide Provide maintenance support

TPM PILLARS
 PILLARS

1. 5S / 5C
Clear Out (Sort), Configure (Set in Order), Clean & Check (Shine), Conformity (Standardise) and Custom & Practice (Sustain).
2. JISHU HOZEN ( Autonomous maintenance ).
The operators have a responsibility for maintenance and repair of their equipment and also feed into improvement activates.
3. Kaizen.
Small continual improvements, reducing variation and waste
4. Planned Maintenance
Incorporating, preventative, corrective, breakdown maintenance and also maintenance prevention
5. Quality Maintenance
Aiming to achieve a Zero defects.
6. Training
To achieve in motivated, multiskilled, flexible and proactive workforce
7. Office TPM
Undertake TPM process on indirect operations, utilising Jishu Hozen, Kaizen, Planned Maintenance, and Quality
Maintenance.
8. Safety, Health and Environment
Aiming to achieve Zero accident, injury to health and fires.
(Venkatesh, 2015)
From <http://reliabilityweb.com/articles/entry/total_productive_maintenance/>
 EQUIPMENT EFFECTIVENESS (OEE)

1. Measure Overall Equipment Effectiveness (OEE)

• Availability
• Performance
• Quality

2. Eliminate the 6 Big Losses

 THE 6 BIG LOSSES
1. Equipment Failure (Breakdown)
2. Set-up and adjustment downtime Availability

3. Idling and minor stoppages

4. Reduced Speed
Performance

5. Quality Defects and rework

6. Start up losses
Quality
 DEFINITION

• Availability: determines how much time the Process is

available for production. Shutdowns, Breakdowns, or Set up and
Adjustment times reduce availability of a process.

• Performance Rate: reflects the level of actual production

with respect to desired production rate. Inherent machine
problem causes in reduced Performance rate

• Quality Rate: reflects the level of Quality products produced

out of the total produced quantity. Defective products reduce
Quality Rate.
 Effect of 6 Big Losses

TOTAL AVAILABLE TIME

1. Equipment Failures
Breakdown
Operating Time
Losses 2. Set Up & Adjust

Net 3. Idling & minor stops

Speed
Operating
Losses 4. Reduced speed
Time

Valuable 5. Defects in process

Defect
Operating Loss 6. Reduced Yield
Time
 Effect of 6 Big Losses

TOTAL AVAILABLE TIME 1. Equipment Failures

Availability = Total Time- Downtime X 100
Breakdown Total time
Operating Time Losses
2. Set Up & Adjust

Net 3. Idling & minor stops

Speed Performance = Actual Rate While running X 100
Operating Losses
Time 4. Reduced speed Design Rate

Valuable 5. Defects in process

Defect
Operating Quality = Material in - 1st grade out X 100
Loss Material in
Time 6. Reduced Yield
 EQUIPMENT EFFECTIVENESS
Availability x Performance x Quality

Availability = time available for production – downtime

time available for production
Performance = actual production
ideal production or capacity
Quality Yield = total quantity produced – quantity out of spec
total quantity produced
 ACTIVITY Item Data
EXAMPLE OEE 8 hours = 480
CALCULATION Shift Length
min.
2 @ 15 min. = 30
Short Breaks
• The table opposite contains min.
hypothetical shift data, to be
used for a complete OEE 1 @ 30 min. = 30
calculation, starting with the Meal Break
calculation of the OEE Factors min.
of Availability, Performance, and
Quality. Note that the same Down Time 47 minutes
units of measurement (in this
case minutes and pieces) are 60 pieces per
Ideal Run Rate
consistently used throughout minute
the calculations
Total Pieces 19,271 pieces
Reject Pieces 423 pieces
 ACTIVITY OEE

• Planned Production Time = [Shift Length - Breaks]

• Operating Time = [Planned Production Time - Down

Time]

• Good Pieces = [Total Pieces - Reject Pieces]

 ACTIVITY OEE

• Planned Production Time = [Shift Length - Breaks] =

[480 - 60]= 420 minutes
•
Operating Time = [Planned Production Time - Down
Time] = [420 - 47] = 373 minutes
•
Good Pieces = [Total Pieces - Reject Pieces] = [19,271 -
423] = 18,848 pieces
 Activity: OEE Answer

= Operating Time / Planned Production Time

Availability = 373 minutes / 420 minutes
= 0.8881 (88.81%)

= (Total Pieces / Operating Time) / Ideal Run Rate

Performance = (19,271 pieces / 373 minutes) / 60 pieces per minute
= 0.8611 (86.11%)

= Good Pieces / Total Pieces

Quality = 18,848 / 19,271 pieces
= 0.9780 (97.80%)

= Availability x Performance x Quality

OEE = 0.8881 x 0.8611 x 0.9780
= 0.7479 (74.79%)
 WHAT SHOULD YOU EXPECT?
Based on results consistently obtained by Companies
meeting the standard of the Japan Institute for Plant
maintenance achievable TPM goals are:

Availability: Greater than 90%

Performance: Greater than 95%
Quality Rate: Greater than 99%

90% X 95% X 99% = an OEE of 85%

 INTEGRAL TO TPM

Involve all departments Involve all employees

From Concept through Design to Operation and Starting with Management Commitment
Maintenance all functions must play their part. everybody in the organisation should understand
The Business strategy must cascade through the their role in the delivery of TPM and be able to
entire organisation and be consistent with contribute
maintenance excellence
 Team working
• Overlapping teams throughout the organisation
• Skills and knowledge combined
• Management, maintenance and operators
TEAMS, TPM • Shared responsibility

• Possible cultural problems?

 • Prevent deterioration:
• Operate equipment correctly
• Clean, lubricate and tighten bolts
• Make adjustments (mainly set-up)
AUTONOMOUS • Record data on breakdowns and
MAINTENANCE
malfunctions
• Work with Maintenance to make
improvements
• Conduct daily inspections
• Conduct certain periodic inspections
• Develop Checklists
 Develop and implement:
• Cleaning instructions
• Lubricating
IMPLEMENTATION
• Checks and adjustments
• Data collection techniques
• Continuous improvements
BEFORE 5S
 Quarantine Area

5S
 • TPM requires a thorough implementation of the 5S’s.
• 5S methodology is a highly successful technique used
to promote clean, organised and disciplined working
environment
• The 5S’s are a step-by-step approach common sense
approach to organising any workplace by involving all
employees who normally work in an area.
WORKPLACE
ORGANISATION
• Sort
• Store
• Sweep and Shine
• Standardise and Share
• Self Discipline
 SORT & STORE

Objective: To remove unneeded items and locate a specific place for specific items
Decide what is needed and to be kept, and what is not needed to be discarded
Key technique: Red tagging and sign boarding
 SWEEP AND SHINE

Objective: To use cleaning to identify abnormalities and areas for

improvement
Key technique: Clean to inspect, visual sweeping
 STANDARDISE & SHARE

Objective: To consolidate the first three S’s by establishing standard

procedures
Determine the best work practices
Key technique:Visual management
 Objective: To sustain
improvements and develop an
environment for future
improvements.

SELF DISCIPLINE
Key techniques: Auditing,
training, 5S, promotional
campaigns, reward and
recognition.
 Production make a Maintenance
dept, not
plan included

WRONG Plan given to operator to carry

APPROACH TO out all tasks
TPM

Tell operator to improve or

move on!
 Approach in a structured way

Accept 3-5 yrs

Culture shift (we use, you repair)

Measure benefits (OEE)

TPM
IMPLEMENTATION Support from everyone involved

Regular audits

Development ‘new’ maintenance system

Improve personnel training and development

 SUMMARY

Focus on machinery
TPM is not easy to Based upon shop
conditions and
implement floor teams
improvement

Compatible with
Implements Total
and complementary
Quality at the ‘sharp
to other quality
end’
initiatives
 Give an Example the
Overview of elements of
TPM TPM

AIM OF THIS OEE Overview 5S

LECTURE

What is need
for
Implementation
QUESTIONS