TOTAL PRODUCTIVE MAINTENANCE

NITISH CHACHRA 4th YEAR MECHANICAL SECTION B ROLL NO : 75

Total Productive Maintenance

CONTENTS

TOPICS

PAGE NO

1. INTRODUCTION

2. LITERATURE REVIEW

3. THEORY OF TOTAL PRODUCTIVE

MAINTENANCE

4. STEPS FOR IMPLEMENTING TPM

14

5. BENEFITS OF IMPLEMENTING TPM

19

6. DIFFICULTIES IN IMPLEMENTING TPM IN

20

INDUSTRIES

7. CONCLUSION

20

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1. INTRODUCTION

1.1 Abstract

Total productive maintenance is practical technique aimed at maximizing the

effectiveness of facility that we use within our organization .Total productive

maintenance establishes a system of productive maintenance, covering the entire

life cycle of equipment, covers all department, involves participation of all

employees from top to bottom and promotes small group autonomous activities.

During high growth era companies are making technical progress in automation

and centralization of the plants, which needs large amount of manual work to

maintain the automation systems. The strategy of maintaining the equipment of a

plant is crucial for the effectiveness of manufacturing. And, as the competitive

environment in the world continues to increase the pace, our project work intends

to help companies to look for new strategies to save on costs, develop

employees to face future challenges and bring about a new culture at work place.

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1.2 Definition

Total Productive Maintenance has been defined in not one, but many ways.

Seiichi Nakajima (1988) has defined TPM as an innovative approach to

maintenance that optimizes equipment effectiveness, eliminates breakdowns,

and promotes autonomous maintenance by operators through day-to-day

activities involving the total work force. Slack, Chambers and Johnston, (2001)

define total productive maintenance (TPM) as the productive maintenance carried

out by all employees through small group activities, where productive

maintenance is maintenance management that recognizes the importance of

reliability, maintenance and economic efficiency in plant design.

2. LITERATURE REVIEW

2.1 Present State In manufacturing industries, the production process requires non-stop operation of automatic production line equipment. A stoppage at any stage of the production line, due to failure of any equipment, causes a drop in the production rate and quality of the products. Thus, productivity is the result of the varying levels of functioning of the production lines. Maintenance is undertaken at required intervals to ensure proper functioning of the system. Success of a product is generally measured by the quality of the output and customer
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satisfaction. Failure of the product is mainly due to the inefficiency in process planning and the downtime losses that lead to the loss in availability of the equipment, which in turn leads to the lower efficiency. So it becomes highly important to reduce the downtime loss in order to increase the productivity of the particular equipment. 2.2 Origin TPM is an evolving process, starting from a Japanese idea that can be traced back to 1951, when preventive maintenance was introduced into Japan from the USA (Deming). Nippondenso, part of Toyota, was the first company in Japan to introduce plant wide preventive maintenance in 1960. In preventive maintenance operators produced goods using machines and the maintenance group was dedicated to the work of maintaining those machines. However with the high level of automation of Nippondenso, maintenance became a problem as so many more maintenance personnel were now required. So the management decided that much of the routine maintenance of equipment would now be carried out by the operators themselves. (Autonomous Maintenance, one of the features of TPM is more cost effective to use as the operator (compared to a highly skilled engineer) is on a lower pay rate. This is not to reduce costs, however; the operator has a better understanding of the how the equipment works on a daily basis, can tell if an issue is appearing, can tell if quality is decreasing, and, through constant learning, is allowed to follow a career path to a better job. The maintenance group then focused only on more complex problems and project work for long term upgrades. The maintenance group performed equipment modification that would improve its reliability. These modifications were then made or incorporated into new
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equipment. The work of the maintenance group, with the support and input from operators and production engineers, is then to make changes that lead to maintenance prevention and increased quality through fewer defects and a reduction in scrap levels. Thus preventive maintenance along with maintenance prevention and maintainability improvement were grouped as productive maintenance. The aim of productive maintenance was to maximize plant and equipment effectiveness to achieve the optimum life cycle cost of production equipment. Nippondenso already had quality circles which involved the employees in changes. Therefore, now, all employees took part in implementing Productive maintenance. Based on these developments Nippondenso was awarded the distinguished plant prize for developing and implementing TPM, by the Japanese Institute of Plant Engineers (JIPE). Thus Nippondenso of the Toyota group became the first company to obtain the TPM certifications.

2.3 Literature Survey TPM is considered to be Japans answer to US style productive maintenance. TPM has been widely recognized as a strategic weapon for improving manufacturing performance by enhancing the effectiveness of production facilities. TPM has been accepted as the most promising strategy for improving maintenance performance in order to succeed in a highly demanding market arena. TPM is the proven manufacturing strategy that has been successfully employed globally for the last three decades, for achieving the organizational objectives of achieving core competence in the competitive environment. TPM is

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a highly influential technique that is in the core of operations management and deserves immediate attention by organizations across the globe. TPM is a methodology to support its lean manufacturing system, since dependable and effective equipment are essential pre-requisite for implementing Lean manufacturing initiatives in the organizations. While Just-In-Time (JIT) and Total Quality Management (TQM) programs have been around for a while, the manufacturing organizations off late, have been putting in enough confidence upon the latest strategic quality maintenance tool as TPM. Figure 2.1 shows the relationships between TPM and Lean Manufacturing building blocks. It is clearly revealed, that TPM is the corner stone activity for most of the lean manufacturing philosophies manufacturing. and can effectively contribute towards success of lean

2. THEORY OF TOTAL PRODUCTIVE MAINTENANCE

TPM seeks to maximize equipment effectiveness throughout the lifetime of the equipment. It strives to maintain the equipment in optimum condition in order to prevent unexpected breakdown, speed losses, and quality defects occurring from process activities. There are three ultimate goals of TPM: zero defects, zero accident, and zero breakdowns. Nakajima suggests that equipments should be operated at 100 percent capacity 100 percent of the time (Nakajima, 1988). Benchmarking on overall equipment effectiveness (OEE), productivity (P), quality (Q), cost (C), delivery (D), safety (S) and morale (M) etc. can facilitate an organization to realization of zero breakdown, zero defect, zero machine stoppage, zero accidents, zero pollution, which serve as the ultimate objective of TPM. TPM has been envisioned as a comprehensive manufacturing strategy to
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improve equipment productivity. The strategy elements include cross-functional teams to eliminate barriers to machine uptime, rigorous preventive maintenance programs, improved maintenance operations management efficiency, equipment maintenance training to the lowest level, and information systems to support the development of imported equipment with lower cost and higher reliability. The main goal of an effective TPM program effort is to bring critical maintenance skilled trades and production workers together. Total employee involvement, autonomous maintenance by operators, small group activities to improve equipment reliability, maintainability and productivity, and continuous

improvement (kaizen) are the principles embraced by TPM. A TPM program typically enlarges the responsibility of production employees from merely operating machines to such areas as detecting machine failures, performing basic maintenance, and keeping work areas clean and organized. Swanson (2001) describes the four key components of TPM as worker training, operator involvement, teams and preventive maintenance. As TPM is a common element to the lean drive, it requires not only flexible equipment, but also flexible employees involved in the production process. The practices of TPM help eliminate waste arising from an unorganized work area, unplanned downtime, and machine performance variability. Like the concept of TQM, TPM is focused on improving all the big picture indicators of manufacturing success. TPM is very much about safety, asset utilization, expanding capacity without investment in new equipment or people and, of course, continuing to lower the cost of equipment maintenance and improve machine uptime. TPM implementation requires a long-term commitment

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to achieve the benefits of improved equipment effectiveness through training, management support, and teamwork. The basic practices of TPM are often called the pillars or elements of TPM. The entire edifice of TPM is built and stands, on eight pillars. TPM paves way for excellent planning, organizing, monitoring and controlling practices through its unique eight-pillar methodology. TPM initiatives, as suggested and promoted by Japan Institute of Plant Maintenance (JIPM), involve an eight pillar

implementation plan that results in substantial increase in labor productivity through controlled maintenance, reduction in maintenance costs, and reduced production stoppages and downtimes. The core TPM initiatives classified into eight TPM pillars or activities for accomplishing the manufacturing performance improvements include Autonomous Maintenance; Focused Maintenance;

Planned Maintenance; Quality Maintenance; Education and Training; Office TPM; Development Management; and Safety, Health and Environment.

3.1 Eight Pillars For TPM Implementation Pillar 1 - 5S: TPM starts with 5S. Problems cannot be clearly seen when the work place is unorganized. Cleaning and organizing the workplace helps the team to uncover problems. Making problems visible is the first step of improvement. Below is a table which describes what the 5Ss are: Japanese Term Seiri Seiton Seiso Seiketsu English Translation Organisation Tidiness Cleaning Standardisation Equivalent term Sort Systematise Sweep Standardise 'S'

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Shitsuke

Discipline

Self - Discipline

Pillar 2 - Jishu Hozen (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 doing more value-added activity and technical repairs. The operators are responsible for the upkeep of their equipment to prevent it from deteriorating. Autonomous maintenance policy includes: Uninterrupted operation of equipments; Flexible operators to operate and maintain other equipments; Eliminating the defects at source through active employee participation; and Stepwise implementation of autonomous maintenance activities.

Pillar 3 - Kaizen (Continuous Improvement): "Kai" means change, and "Zen" means good (for the better). Basically kaizen is for small improvements, but carried out on a continual basis and involves all people in the organization.Kaizen is opposite to big spectacular innovations. Kaizen requires no or little investment. The principle behind it is that a very large number of small improvements are moved effective in an organizational environment than a few improvements of large value. This pillar is aimed at reducing losses in the workplace that affect efficiencies. By using a detailed and thorough procedure losses are eliminated in a systematic method using various Kaizen tools. These activities are not limited to production areas and can be implemented in administrative areas as well. The Kaizen policy is: Practice concepts of zero losses in every sphere of activity; Relentless pursuit to achieve cost reduction targets in all resources;
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Relentless pursuit to improve over all plant equipment effectiveness; Extensive use of PM analysis as a tool for eliminating losses; and Focus of easy handling of operators.

Pillar 4 - Planned Maintenance: It is aimed to have trouble-free machines and equipment producing defect-free products for total customer satisfaction. This breaks maintenance down into 4 groups that were defined earlier. Preventive Maintenance; Breakdown Maintenance; Corrective Maintenance; and Maintenance Prevention.

Pillar 5 Quality Maintenance: It is aimed towards customer delight through highest quality through defect-free manufacturing. The focus is on eliminating non-conformances in a systematic manner, much like Focused Improvement. An understanding is gained of what parts of the equipment affect product quality, eliminating current quality concerns and then moving to potential quality concerns. Transition is from re-active to proactive (Quality Control to Quality Assurance.

Pillar 6 Training: It is aimed to have multi-skilled revitalized employees whose morale is high and who are eager to come to work and perform all the required functions effectively and independently. Education is given to operators to upgrade their skill. It is not

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sufficient to know only "know-how" but they should also learn "know-why". By experience they gain, "know-how" on how to overcome a problem and what is to be done. This they do without knowing the root cause of the problem and why they are doing so. Hence it becomes necessary to train them on knowing "knowwhy". The employees should be trained to achieve the four phases of skill. The goal is to create a factory full of experts. The different phases of skills are one, do not know, two know the theory but cannot do, three can do but cannot teach and four, can do and also teach.

Pillar 7 - Office Tpm: Office TPM should be started after activating four other pillars of TPM (JH, KK, QM, and PM). 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.

Pillar 8 - Safety, Health And Environment: In this area the focus is on creating a safe workplace and a 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. The targets are: Zero accident; Zero health damage; and Zero fires. A committee is constituted for this pillar which comprises of representatives from offices as well as workers. Very high importance must be given to Safety in the plant. The safety manager looks after functions related to safety. To create

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awareness among employees various competitions like safety slogans, quizzes, drama, posters, etc. related to safety can be organized at regular intervals.

3.2 Overall Equipment Efficiency TPM initiatives in production help in streamlining the manufacturing and other business functions, and garnering sustained profits. The strategic outcome of TPM implementations is the reduced occurrence of unexpected machine breakdowns that disrupt production and lead to losses, which can exceed millions of dollars annually. Overall equipment effectiveness (OEE) methodology incorporates metrics from all equipment manufacturing states guidelines into a measurement system that helps manufacturing and operations teams improve equipment performance and, therefore, reduce equipment cost of ownership (COO). TPM initiatives are focused upon addressing major losses, and wastes associated with the production systems by affecting continuous and systematic evaluations of production system, thereby affecting significant improvements in production facilities. The evaluation of TPM efficiency can facilitate significantly enhanced organizational capabilities across a variety of dimensions. TPM employs OEE as a quantitative metric for measuring the performance of a productive system. OEE is the core metric for measuring the success of TPM implementation program. The overall goal of TPM is to raise the overall equipment effectiveness. OEE is calculated by obtaining the product of availability of the equipment, performance efficiency of the process and rate of quality products.

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3.3 Productivity Productivity is a measure of the effective use of resources, usually expressed as the ratio of output to input. Productivity ratio can be calculated for a single operation, department, an organization or an entire country. For profit based organizations, productivity is an important factor determining how competitive a company is.Activity can be identified with production and consumption. Production is a process of combining various immaterial and material inputs of production so as to produce tools for consumption. The methods of combining the inputs of production in the process of making output are called technology. Technology can be depicted mathematically by the production function which describes the function between input and output. The production function depicts production performance and productivity is the metric for it. Measures may be applied with, for example, different technology to improve productivity and to raise output.

3. STEPS FOR IMPLEMENTING TOTAL PRODUCTIVE MAINTENANCE

Various researchers give different approaches to the steps to implement TPM. However, these approaches are fairly similar.Gupta et al. (2006) list a 12-step process designed to implement TPM, accomplish TPM acceptance, create TPM support from management, unions and employees, create enthusiasm and positive expectations for TPM, develop a realistic custom installation plan and accomplish world class results in a timely manner. Step 1: Announcement of top management decision of implementing TPM.Top management needs to build an environment that will help with the introduction of
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TPM. Without this support of management, skepticism and resistance will prevent this initiative from getting off the ground. Detailed TPM articles including TPM objectives should be clearly stated in the companys newsletter or newspaper. Step 2: TPM education program and collection of information.This program will inform and teach everyone in the organization about TPM activities, benefits and its objectives. This step of implementing TPM also consists of the collection of information about TPM and to understand how it works. The TPM co-ordinator must understand what TPM is, how it works, its proper implementation sequence, the amount of effort that will be required, how it can be of benefit to the plant and how long it will take to implement. Step 3: Establish an organizational structure: This group will promote and sustain TPM activities once they begin. Team-based activities are essential to a TPM effort. This group needs to include members from every level of the organization, from management to the shop floor. This structure will promote communication and will guarantee that everyone is working toward the same goals. Step 4: Formulate basic TPM policies and goals. Analyze the existing conditions and set the goals that are result oriented, specific, measurable, achievable and realistic. Then predict the results. The established TPM policies and goals should be very clear to everyone involved in TPM implementation. Step 5: Master plan for TPM deployment and its presentation. After establishing TPM policies and goals, a detailed proposed master plan for implementation of TPM is prepared and a proposal is presented to management. This activity can be carried out by a consultant, plant personnel, or both. Consultant involvement typically begins with a plant visit to observe production operations, learn about
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the equipment (type, function, condition, problems and losses etc.), study maintenance operations (structure, size and tasks etc.), gauge orderliness and cleanliness in the plant, and talk to employees to determine their motivation and attitude. Step 6: Feasibility study and its presentation.The results of the feasibility study, will establish a base line, against which TPM results and progress can be measured and also helps in setting the realistic goals, based on the data obtained. A feasibility study typically includes 2 to 6 teams (5 to 9 members each). It will include overall equipment effectiveness (OEE) observations and calculations for 40 to 100 percent of important equipment. The study will evaluate the condition of this equipment and the required current and future maintenance activities. Skills of plant personnel, cleanliness or orderliness of the plant, and plant culture (attitude, motivation, and management style) will also be studied. Then feasibility study results are presented. Both management and the union should be present in the presentation. The presentation should propose an installation strategy and identify a pilot installation. It should conclude with a recommendation that TPM is to be installed. Step 7: Pilot installation. A TPM pilot installation should cover between 10 and 25 percent of plant equipment, not just a few selected machines. There should be a minimum of 6 TPM teams to insure survivability of the installation. Areas appropriate for pilot installations are where major improvement is needed (too many breakdowns, delays, or idle time, or low capacity or productivity) and where quick success is likely. A good feasibility study is required for all pilot areas. All employees in the pilot areas must receive TPM training. Clear goals and deadlines must be established and team meetings must be held on schedule.
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Step 8: Plant-wide installation. TPM co-coordinators of most companies wait too long before expanding the TPM installation over the whole plant. There is no need to wait for final results of the pilot installation. A good and well thought out staggered expansion plan is important, as is a detailed installation plan for each additional area. Expansion initiatives should begin every 3 months (6 months maximum) using the same priorities and decision criteria as for pilots. Step 9: Introduction audit. Hartmann (2000), according Gupta et al. (2006) feels that audits have proven to be very valuable to insure good progress and a proper and successful installation. There are two types of audits: the first audit is fairly simple and checks if the TPM fundamentals are done correctly (teamwork, organization, tasks, PM development, etc.) and whether the program is on schedule. They are typically carried out 6-12 months after launch by internal or external specialists. Step 10: Progress audit. It is usually the last step before the certification. This audit will point out existing deficiencies (and opportunities) to bring TPM to a successful conclusion. The theoretical part of the audit will be done in the office with the team going over a lot of data followed by a practical part out in the plant around the equipment. The progress audit comes 18-30 months after launch to determine if and how: Preventive maintenance is carried out by the TPM teams; Equipment improvement activities have been executed according to schedules; Increase in OEE has been reached;

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The improved equipment condition has been accomplished and documented; and The planned levels of skill have been accomplished. Step 11: Certification. The certification process is gaining more and more importance, because a certificate is used to show to the customer that equipment and product quality have been improved and standard procedures are in practice to maintain the equipment to the highest levels. The International TPM Institute certification process is based on a strict set of certification requirements. Step 12: TPM Award. The final and most rewarding step of a TPM installation is achieving the TPM Award. The award testifies that the plant is world-class, highly productive, produces only top quality product, maintains its equipment in top shape, and has a culture based on teamwork. Without the support of top management, TPM implementation will fail. It is certain that implementing TPM using the above steps will lead to zero breakdowns and zero defects. MingHong (2004) suggests that to be successful, not only support is required from top management, but also from the head of each department. The other key factor is that each employee must feel that they also have benefited from this activity. This will improve their performance. This improved performance will reflect in their monthly bonus. This will motivate the employee, which in turn will lead to better progress.

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4. BENEFITS OF IMPLEMENTING TOTAL PRODUCTIVE MAINTENANCE

Kennedy postulates that the maintenance costs will halve, whilst the hidden costs will reduce by ten fold in a period of three years of sustained TPM.The benefits that will be able to be measured and can be used to track the effectiveness include: Capacity/OEE: Up 25% to 100%; Productivity: Up 50% to 100%; Scrap and rework: Down 70% to 90%; Customer complaints: Down 50% to 75%; Total operational costs: Down 20% to 30%; Maintenance costs: Down 25% to 50%; Accidents: Down 90% to 100%; and Inventories and stocks: Down 40% to 60%. Benefits that are not so easy to measure, but will improve the situation regarding the level of tangible targets achieve include: An engaged, self motivated workforce; Operators and maintainers become equipment-competent and care for their equipment; The elusive target of zero accidents and zero product defects is achieved; The workplace is neat clean and tidy and is a great place to work.
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5. DIFFICULTIES IN IMPLEMENTING TPM IN INDUSTRIES

Implementing TPM is not as easy a task as it seems to be. A great infrastructure and commitment of all personnel from top level management to bottom level is required. A lot of problems have to be faced, while implementing it. Some of them are: Sufficient resources like people, money, time, etc. and assistance are not provided; TPM is not a quick fix approach, it involve cultural change to the ways to do the things; Incomplete understanding of the methodology and philosophy by middle management; Many people treat it as just another program of the month without paying any real focus and them also doubt its effectiveness; Workers show strong resistance to any change; and Many people consider TPM activities as additional work or a threat.

6. CONCLUSION

The literature highlights the contributions of various TPM implementation initiatives for accruing strategic benefits for meeting the challenges posed by global competition. TPM has emerged as a key competitive strategy for business

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organizations in the global marketplace. An effective TPM implementation program can focus on addressing the organizations maintenance related problems, with a view to optimize equipment performance. TPM concepts and philosophy can be effectively employed to realize fundamental improvements of manufacturing performance in the organization, thereby leading the organizations successfully in the highly competitive environment. TPM can prove to be an effective global strategy for rendering firms a consistent enhancement of performance in terms of achieving strategic core competencies. Thus, in the highly competitive scenario, TPM might prove to be one amongst the best of the proactive strategic initiatives that can lead the organizations to scale new levels of achievements and could really make the difference between success and failure of the organizations. The study validates the relevance of strategic TPM Total productive maintenance initiatives into the manufacturing strategy for realization of organizational objectives in the successful organizations. The study clearly reveals that the successful TPM implementation program can facilitate the manufacturing organizations quest for achieving enhanced manufacturing performance leading to competitive advantage.

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