PRODUCTIVE MAINTENANCE

TOTAL

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TOTAL PRODUCTIVE MAINTENANCE .

TPM

GOAL Increase production while, at the same time, increasing employee morale and job satisfaction.

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TOTAL PRODUCTIVE MAINTENANCE .

TPM

Why we need TPM ?

The major objectives of the TPM are listed as under :
1. Avoid wastage in quickly changing environment. 2. Reduce Cost of Manufacturing. 3. Produce a low batch quantity at the earliest possible time. 4. Goods send to Customers must be non defective
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Introduction
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(Total Quality Management)

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Why TPM ?
TPM was introduced to achieve the following objectives. The important ones are listed below. 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 the customers must be non defective.
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What is TPM?
Strategy of TPM is to change the attitude from I use, You maintain to I use, I maintain. Think about how to Increase production and reduced cost by reducing or eliminating loss, and this is the TPM.

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Objectives of TPM
To improve equipment effectiveness TPM examines the effectiveness of facilities by identifying and examining all loses. Example: Downtime loses, Speed loses, and defect loses. To achieve autonomous Maintenance TPM allows the people who operate equipment to take responsibility of the maintenance tasks. To train all staff in relevant maintenance skills TPM places a heavy emphasis on appropriate and continuous training to all operating and maintenance staffs
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Objectives of TPM

To plan maintenance
TPM has a systematic approach to all maintenance activities.

To achieve early equipment management

TPM aims to move towards zero maintenance through Maintenance Prevention.

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MAINTENANCE

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MAINTENANCE.
MAINTENANCE The Management, control, execution and quality assurance of activities which ensure the achievement of optimum availability and performance of a plant in order to meet business objectives.

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Maintenance
Objectives :
To enable product and service quality, and customer satisfaction through healthy equipments Maximize useful life of the equipments Prevent unsafe working Minimize process variability Reduce the operational attributable to the equipments Minimize frequency and severity of equipment interruptions Maximize the productive capacity of the equipment resources
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Why Maintenance is critical ?

Operational cost is one of the key differentiators

Machine would work only if people work

Ever increasing dependence on technology and machines due to higher levels of automation

Specialized technology calls for specialized maintenance skills

A good maintenance system can result into an effective inventory control for spare parts

Maintenance is no longer viewed as reaction to machine breakdowns, the role is to participate in quality and productivity enhancement
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Types (Phases) of Maintenance

Breakdown Maintenance (Pre 1950s) to set the machine right when in trouble Preventive Maintenance (1950s) establish a maintenance system to improve machine performance Productive Maintenance (1960s) recognizing importance of maintenance (1960s), reliability (1962), maintainability engineering (1962) and economic efficiency (engineering economy)

Total Productive Maintenance (1970s) productive maintenance efficiency through a comprehensive system based on respect on individuals or total employee participation
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Maintenance Decisions
Centralized vs. Decentralized Departmentalization general or specific skills, physical location, etc. In House vs. Outsourced System cost factors, convenience, skill required, etc. Standby Equipments cost of maintenance (of the main as well as stand by), time for maintenance, need for reliability, etc. Repair vs. Replacement cost factors, performance assurance, etc.
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The Evolution of Maintenance

First Generation Fix it when it broke Second Generation Plant availability Increase equipment life Lower cost Third Generation Higher plant availability Higher Reliability Increase safety Better Quality Production No damage to the Environment Increase Equipment life Greater cost effectiveness

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Pillars of TPM

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Pillars of TPM

PILLAR 1 - Autonomous Maintenance

A collaborative team activity involving production, maintenance, and engineering Maintaining Basic conditions on shop floor & in Machines. All over participation through TPM Circles. Example: 5 S, JH ZEN ( Autonomous maintenance ), etc., An approach that

Develops operating and maintenance skills Strengthens communication and cooperation

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Steps in JH ZEN :

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

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Steps in JISHU HOZEN:

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Pillars of TPM
PILLAR 2 - Focused Improvement
Improvement on every ones activity. Improvement is to eliminate Production losses and cost reduction. Improvement in Reliability, Maintainability, and cost.

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Pillars of TPM
PILLAR 3 - 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.
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Pillars of TPM
PILLAR 4 - 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.

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Pillars of TPM
PILLAR 5 - Education & 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. Kick-off of the system for training. Evaluation of activities and study of future approach. A clear understanding of the criteria for judging normal and abnormal conditions The ability to quickly respond to any and all abnormalities
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Pillars of TPM
Four Levels of Skills
Level 1: Lack both theoretical and practical ability (needs to be taught) Level 2: Knows theory but not in practice Level 3: Has mastered practice but not theory
Level 4: Mastered both practice and theory

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Pillars of TPM
PILLAR 6 - Development Management
Developing machines for high equipment effectiveness. Quick process for developing new products. Example: KAIZEN

Kaizen Policy :
Practice concepts of zero losses in every sphere of activity. relentless pursuit to achieve cost reduction targets in all resources. Relentless pursuit to improve over all plant equipment effectiveness. Extensive use of PM analysis as a tool for eliminating losses. Focus of easy handling of operators.
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Pillars of TPM
PILLAR 7 - Safety, Health & Environment Zero accidents and Zero hazards at works. Zero Pollution at Plant and Environment.

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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 Collect relevant data Help them to solve problems in their circles Make up an activity board where progress is monitored on both sides results and actions along with Kaizens. Fan out to cover all employees and circles in all functions.
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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. M - Number of Kaizens in office areas
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Steps in introduction of TPM in a organization

Stage Preparation Stage Step (Nakajimas 12 Steps) Step 1:Announce top managements decision to introduce TPM Step 2:Introductory education campaign Step 3:TPM Promotion Step 4:Establish basic TPM policies and goals Step 5: Preparation and Formulation of a master plan Preliminary Implementation Stage TPM Implementation Stage Step 6:TPM kick-off Step 7:Develop an equipment management program Step 8:Develop a planned maintenance program Step 9:Develop a autonomous maintenance program Step 10:Increase skills of production and maintenance personnel Step 11:Develop early equipment management program Stabilisation Stage
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Step 12:Perfect TPM implementation and raise TPM levels

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Implementation of TPM

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Steps in introduction of TPM in a organization

Step 1: Announce top managements decision to introduce TPM

State TPM objectives in a company newsletter Place articles on TPM in the company newspaper

Step 2: Introductory education campaign

Seminars for managers Slide presentations for all employees

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Steps in introduction of TPM in a organization

Step 3:TPM Promotion

Special committees at every level to promote TPM Establish an organizational structure Newsletters Articles Videos Posters

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Steps in introduction of TPM in a organization

Step 4: Establish basic TPM policies and goals

Analyze existing conditions Set goals Goals that are Result oriented, Specific, Measurable, Attainable and Realistic Predict TPM policies and goals should be very much clear to everyone involved in TPM implementation results.

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Steps in introduction of TPM in a organization

Step 5: Preparation and Formulation of a master plan

A master plan lays out your goals, what you will do to achieve them and when you will achieve them Detailed plans for each pillar have to be prepared 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 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

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Program Development Master Plan

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Steps in introduction of TPM in a organization

Step 6: TPM kick-off The main kick-off to TPM should take the form of a formal presentation (feasible study Report)with all the employees attending This opportunity can be used to gain the full support of the employees Invite external customers, affiliated and subcontracting companies
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Steps in introduction of TPM in a organization

Step 7: Develop an equipment management program The tools of total quality management and continuous improvement are applied to the management and improvement of equipment Form project teams Select model equipment - Identify equipment problems - Analyze equipment problems - Develop solutions and proposals for improvement Typical membership of a team - Five to seven operators - A maintenance person - A technical expert Tools - Pareto - Cause & effect - Root cause - Methods analysis
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Steps in introduction of TPM in a organization

Step 8: Develop a planned maintenance program
Set up plans and schedules to carry out work on equipment before it breaks down, in order to extend the life of the equipment Include periodic and predictive maintenance Include management of spare parts and tools

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Steps in introduction of TPM in a organization

Step 9: Develop a autonomous maintenance program
A handing-over of maintenance tasks from specialized maintenance personnel to production operators Tasks to hand over - Cleaning - Lubricating - Inspecting - Set-up and adjustment
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A Chart for Autonomous Maintenance

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Steps in introduction of TPM in a organization

Step 10: Increase skills of production and maintenance personnel
The training sessions must be planned shortly after the kick-off presentation 2 major components - soft skills training - technical training Train leaders together Have leaders share information with group members
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Training Skill Development Matrix

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Steps in introduction of TPM in a organization

Step 11: Develop early equipment management program The principle of designing for maintenance prevention can be applied to new products, and to new and existing machines New products must be designed so that they can be easily produced on new or existing machines New machines must be designed for easier operations, changeover and maintenance Existing machines: - analyze historical records for - trends of types of failures - frequency of component failures - root causes of failures - determine how to eliminate the problem and reduce maintenance through an equipment design change or by changing the process
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Steps in introduction of TPM in a organization

Step 12: Perfect TPM implementation and raise TPM levels
Evaluate for the PM Award: The Japanese Institute for Productive Maintenance runs the annual PM Excellence Award. They provide a checklist for companies applying for the award Set higher goals

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6 Big Loses
Six Big Loss Category Breakdowns Loss Category Down Time Loss Examples Tooling Failures Unplanned Maintenance General Breakdowns Equipment Failure Setup/Changeover Material Shortages Operator Shortages Major Adjustments Warm-Up Time Comment There is flexibility on where to set the threshold between a Breakdown (Down Time Loss) and a Small Stop (Speed Loss). This loss is often addressed through setup time reduction programs.

Setup and Adjustments

Down Time Loss

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6 Big Loses
Six Big Loss Category Small Stops Loss Category Speed Loss Examples Obstructed Product Flow Component Jams Misfeeds Sensor Blocked Delivery Blocked Cleaning/Checking Rough Running Under Nameplate Capacity Under Design Capacity Equipment Wear Operator Inefficiency Comment Typically only includes stops that are under five minutes and that do not require maintenance personnel. Anything that keeps the process from running at its theoretical maximum speed (a.k.a. Ideal Run Rate or Nameplate Capacity).
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Reduced Speed

Speed Loss

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6 Big Loses
Six Big Loss Category Startup Rejects Loss Category Quality Loss Examples Scrap Rework In-Process Damage In-Process Expiration Incorrect Assembly Scrap Rework In-Process Damage In-Process Expiration Incorrect Assembly Comment Rejects during warm-up, startup or other early production. May be due to improper setup, warm-up period, etc. Rejects during steady-state production.

Production Rejects

Quality Loss

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Benefits of TPM
The properly implemented TPM has made excellent progress in a number of areas. These include; Increased equipment productivity Improved equipment reliability Reduced equipment downtime Increased plant capacity Extended machine line Lower maintenance and production costs Approaching zero equipment-caused defects Improved team work between operators and maintenance people Enhanced job satisfaction Improved return on investment Improved safety
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Thank you

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