Name: TRIPTI

Entry No: 2017BSZ8035

OPC Assignment: Total Productive Maintenance (TPM)
TPM definition
TPM combines the traditionally American practice of preventive maintenance with Total Quality
Control and Total Employee Involvement, to create a culture where operators develop ownership of
their equipment, and become full partners with Maintenance, Engineering and Management to assure
equipment operates properly everyday.
TPM principles
1. Increase Overall Equipment Effectiveness (OEE).
2. Improve existing planned maintenance systems.
3. The operator is the best condition monitor.
4. Involve everyone and utilize cross-functional teamwork.
5. Provide training to upgrade operations and maintenance skills.
6. A fact-based approach to continuous improvement.
Why is TPM Important
1. TPM will improve teamwork skills and flexibility between operators and maintenance staff
2. TPM will improve equipment availability (uptime)
3. TPM saves us money.
TPM Goals
1. Maximize equipment effectiveness
2. Zero breakdowns
3. Zero defects
4. Zero accidents
5. Zero waste

What TPM Is NOT

1. A maintenance department program
2. Just a workshop or event
3. A way to eliminate skilled trades (maintenance staff, technicians, etc.)
4. Making operators and office staff into skilled tradesman

TPM Benefits

Direct Benefits of TPM Indirect Benefits of TPM

Increase Productivity and Overall Plant Efficiency
Rectify customers complaints
Satisfy the customers’ needs by 100%
Comply with all relevant governmental regulations
Less unplanned maintenance time
Safe working environment
Higher confidence level among the workers
Keep the work place clean, neat and attractive
Favourable change in the attitude of the operators
Achieve goals by working as Team
Share knowledge and experience
The worker get a feeling of OWNING the machine

. Autonomous Maintenance
Planned Maintenance
Early Equipment Management
Quality Maintenance
Education & Training
Office TPM
Safety, Health & Environment
Eight Pillars
Autonomous Maintenance
Planned Maintenance
Focused Improvement
Early Equipment Management
Quality Maintenance
Education & Training
Office TPM
Safety, Health & Environment
Prevent Equipment Deterioration
Equipment Restoration & Proper Management
Establish Basic Conditions
Objective: establish Preventative and Predictive
Maintenance systems for equipment and tooling.
Equipment losses, Downtime loss, Speed loss &
Quality loss
Quick setup time
Reduce process errors Rework / scrap
Easy to operate, maintain and reliable.
Objective : to set and maintain conditions to
accomplish zero defects
Quality rate has a direct correlation with
material conditions, equipment precision,
production methods, process parameters
TPM is a continuous learning process
2 major components
soft skills training: how to work as teams,
diversity training and communication skills
technical training: upgrading problem-solving
and equipment- related skills
Administrative and support departments can be
seen as process plants whose principal tasks are
to collect, process, and distribute information
Process analysis should be applied to streamline
information flow
Assuring safety and preventing adverse
environmental impacts are important priorities
in any TPM effort
Overall Equipment Effectiveness (OEE)
TPM’s major goal of achieving ‘perfect production’ using an Overall Equipment Effectiveness (OEE)
score – the gold-star standard for rating manufacturing productivity. It is applicable to both discrete
and process production settings. OEE allows organisation to benchmark the facility against the
industry standards, and prove TPM improvement program is working.

TPM Pillar: 5S
TPM starts with 5S. Problem cannot be clearly seen when the work place is unorganized. Cleaning
and organising the workplace helps the team to uncover problem. Making problem visible is the first
step of improvement.

Japanese term English translation Equivalent ‘s’ term

Seiri Organisation Sort
Seiton Tidiness Systematize
Seiso Cleaning Sweep
Seiketsu Standardization Standardize
Shitsuke Discipline Self-discipline

Pillars of TPM: Jishu Hozen

This pillar is geared towards developing Operators to be able to take care of small maintenance tasks,
thus freeing up skilled maintenance people to spend time on more value added activity and technical
repairs. The operators are responsible for up keep of their equipment to prevent it from deteriorating.
Policy: 1) Uninterrupted operation of equipment’s.
2) Flexible operators to operate & maintain other equipment’s.
3) Eliminating the defects at source through active employee participation
4) Stepwise implementation of JISHU HOZEN activities
Pillars of TPM: Kaizen
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. The principal behind is
that “a very large number of small improvements are more effective in an organizational environment
than a few improvements of large value. This pillar is aimed at reducing losses in the work place that
affect our efficiencies. By using a detailed and through procedure, we eliminate losses in a systematic
method using various Kaizen Tools. These activities are not restricted to production areas and can be
implemented in administration area as well.
Policy:
1) Practice concepts of Zero Losses in every sphere of activities.
2) Relentless pursuit to achieve cost reduction targets in all sources.
3) Relentless pursuit to improve overall plant equipment effectiveness.
4) Extensive use of PM analysis as tool to eliminate losses.
5) Focus on easy handling of operators.
At its core, TPM is about improving equipment reliability through taking ownership and pride in
its upkeep. Done correctly, TPM can have measurable, lasting results such as improved quality
output, improved manufacturing maintenance regime, reduced changeover and a proactive culture that
“Takes Pride in its Machinery”.
Total Productive Maintenance Case Study
Journal Paper Name: A case study of total productive maintenance implementation at precision tube
mills
Journal Name: Journal of Quality in Maintenance Engineering
TPM Implementation:

References:
1. Yamashina, H., 1995. Japanese manufacturing strategy and the role of total productive maintenance. Journal of
Quality in Maintenance Engineering 1 (1), 27–38.
2. Rodrigues, M., & Hatakeyama, K. (2006). Analysis of the fall of TPM in companies. Materials Processing
Technology, 276-279.
3. Khanlari, A., Mohammadi, K., & Sohrabi, B. (2008). Prioritizing equipments for preventive maintenance (PM)
activities using fuzzy rules. Computers & Industrial Engineering, 54, 169-184.
4. TPM for every operator, Productivity Press development team
5. Nippon Denso
6. Society for maintenance & reliability profeesionals