TPM SESSION AT

Godrej & Boyce Mfg. Co. ltd.

Overview of TPM
 Definition of TPM (TPM for Production Sector)

1.TPM aims to maximize equipment Effectiveness

2.TPM aims to establish a total system of PM, designed
for the entire life of equipment.
3.TPM operates in all departments involved with
equipment, including Planning Production, and
Maintenance departments.
4.TPM is based on the participation of all members, from
top management to frontline staff members.
5.TPM is carried out PM through motivation
management, i.e. small-group activities.
 New Definition of TPM (Company-Wide TPM)-1989
1.TPM aims to create a corporate system that maximizes the efficiency
of the production system (overall efficiency improvement)

2.TPM creates systems for preventing the occurrence of all losses on

the front line and is focused on the end product. This includes
systems for realizing "zero accidents, zero defects, and zero
failures" in the entire life cycle of the production system

3.TPM is applied in all sectors, including the production,

development, and administration depar1ments,

4.TPM is based on the participation of all members, ranging from the

top management to frontline employees.

5.TPM achieves zero losses through overlapping small-group

activities.
11
 TPM ?
PREV.MAINT.
(1951)

CM MP
(1957) PRODUCTIVE MAINT. (1960)

AUTO.MAINT. TPM PARTICIPATION

(JISHU HOZEN) TOTAL PROD. MAINT. BY ALL
(1971)
 RELATIONSHIP BETWEEN TPM, PRODUCTIVE
MAINTENANCE AND PREVENTIVE MAINTENANCE

(3)
PROD. (2)
TOTAL (1)
MAINT.+ ECONOMIC
AUTO. SYSTEM
EFFICIENCY
MAINT.
( PM-CM-
(SMALL MP)
GROUP ( PM )
ACTIVITIES)

FEATURES OF TPM

FEATURES OF PRODUCTIVE
MAINTENANCE

FEATURES OF PREVENTIVE
MAINTENANCE
 SPREAD OF TPM

Automobile Industries Its Suppliers& Nippon Denso

-Toyota, Nissan,Mazda Affiliates -1971

Consumer Electronics,
Micro Electronics,
M/C Tools, Plastics, Films etc..

Food, Rubber,Oil Refining,

Chemicals, Pharmaceuticals,
Gas,Cement, Paper Making,
Iron & Steel, Printing Etc….
 SPREAD OF TPM IN OTHER COUNTRIES
2001 TPM AWARDS
COUNTRIES NOS.
JAPAN JAPAN 109
ASIA TAIWAN 8
INDIA 6
THAILAND 5
SOUTH KOREA 2
SOUTH AMERICA CHINA 1
MALAYSIA 1
INDONASIA 1

UK 11
EUROPE FRANCE 5
NORTH AMERICA GERMANY
ITALY
4
3
SPAIN 1
SWEDEN 1
NETHERLAND 1
BELGIUM 1
EUROPE TURKEY 1

NORTH U.S.A. 12
AMERICA CANADA 1

BRAZIL 6
ASIA SOUTH
AMERICA
ARGENTINA 3
CHILE 1

JAPAN -109, OTHERS -75

 WHY IS TPM SO POPULAR ?
• SIGNIFICANT TANGIBLE RESULTS

• TRANSFORMING THE PLANT ENVIRONMENT

• TRANSFORMING THE PLANT EMPLOYEES

CUSTOMER ORDERS / SALES PLAN PRODUCTION SYSTEM

PRODUCTION PLANNING MANUFACTURING PRODUCE GOOD PRODUCTS

QUICKER AND CHEAPER

MATERIAL WORKER CUSTOMER’S

AND PRODUCT
EQUIPMENT SATISFACTION
ENERGY

PRODUCTVITY, QUALITY,
INVESTMENT IN COST , DELIVERY
EQUIPMENT

SAFETY &
MORALE
MAINTENANCE UTILITY

MANAGEMENT
METHOD
INPUT OUTPUT
 PRODUCTION EFFICIENCY IN TPM

Production
Production =
Efficiency Cost

Simultaneously
From TPM of Production Department to Company-wide
TPM Covering All Company Activities

Top Management

Genera
Planning Financial Personnel
l Affairs

Administrativ
e
Development
Production of products & Sales
equipments
Plant Plant Plant Plant

TPM Phase 1
TPM Phase 2

TPM Phase 1 TPM of Production Department

TPM Phase 2 Company-wide TPM encompassing production,
development, sales and administration
 pmI l a udi vi dnI
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TPM

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TPM 8 Pillar Approach

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 Typical TPM Organization Chart

President
TPM Promotion Office

Plant Company wide TPM

FOCUS IMPROVMNT
Manager Promotion committee sub-commmittee
AUTO.MAINT
sub-committee
Section Plant TPM promotion
committee Planned Maint.
Chief sub-committee
Initial flow control
Sub- Section TPM sub-committee
Section promotion committee QUALITY MAINT.
Chief sub-committee
Office improvement
Supervisor Foreman TPM sub-committee
promotion committee Education and Trg.
(Leader Meeting) sub-committee

Front-line Small group formed Safety and hygiene

sub-committee
Worker on the production
floor (PM circle)
 Focused Improvement
Purpose:
• Achieve zero losses of all types.
• Achieve ultimate production efficiency improvement

Members:
• Staff / Manager

Activities:
• Understanding the 16 major losses
• Calculating and settling goals for overall equipment
efficiency, productivity and production subsidiary resources
• Implementation of PM analysis
• Thorough pursuit of equipment and production “as it
should be”.
Autonomous Maintenance
Purpose:
•Training of operators for proficient in equipment
• Maintaining one’s own equipment self
Members: Operator, Line Leader
Activities: Implementation of 7 steps
1. Initial clean-up
2. Countermeasures for the source of problems and
measures for difficult-to- access locations
3. Creation of tentative autonomous maintenance
standards
4. General inspection
5. Autonomous inspection
6. Standardization
7. All-out goals management
 Planned Maintenance
Purpose:
• Improving efficiency of maintenance departments to
prevent 8 major losses
Members:
• Manager and maintenance men of maintenance department
Activities:
• Daily Maintenance
• Time Based Maintenance
• Condition Based Maintenance
• Improvement for increasing the service life expectancy
• Control of replacement parts
• Failure analysis and prevention of recurrence.
• Lubrication control
 Quality Maintenance
Purpose:
Achieve zero defects by supporting and maintaining
equipment conditions
Members: Quality assurance Staff, Production engineering staff, Manager
Activities:
• Verify quality characteristics standards; understand defect
phenomena and performance
• Investigating the conditions for building quality, processes
and raw materials, equipment and methods
• Investigating, analysing and improving the conditions of
malfunctions
• Setting 3M conditions, setting standard values for inspection
• Creation of standards that can be followed; trend
management
Development Management
Purpose:
• Reducing product development and prototyping time
• Reducing the development, design and fabrication time of equipment
• Improving 1-shot start-up stability of products and equipment
Members: Research and development staff, Production engineering
staff, Maintenance staff
Activities:
•Setting development and design goals
•Ease of production
•Ease of QA Implementation
Reflect in MP design
•Ease of use
•Ease of maintenance
•Reliability
•Investigate LCC
•Design release drawing
Production: Identify problems in the prototype, trial run and initial-
phase mass production control stages.
Office TPM
Purpose:
• Achieve zero function losses
• Creation of efficient offices
• Implementation of support functions for production departments
Members:
•Leaders and members of administration/Indirect departments
Activities:
•Autonomous maintenance activities
1. Initial clean-up (personal space)
2. Work inventory
3. Countermeasure for problems
4. Standardization
5. Promotion of autonomous management activities of work
• Individual improvement through project activities
1. Shortening of settlement schedule
2. Improvement of distribution
3. Improvement of purchasing and subcontracting
4. Reform of production control system
Education and Training
Purpose:
• Establishment of technical education for operations and
maintenance workers
Members:
•Operators
•Maintenance workers
Activities:
•Basic process of maintenance
•Tightening nuts and bolts
•Aligning keys
•Maintenance of bearings
•Maintenance of conductive parts
•Prevention of leaks
•Maintenance of oil pressure and air pressure equipment
•Maintenance of electrical control equipment
 Safety and Health
Purpose:
• Achievement and support of zero failures
• Creating a healthy and safe workplace that gives meaning to work

Members:
• Safety, health and environment managers and specialised committee membe
• Staff specialising in safety and health
Activities:
• Measures to improve equipment safety
• Measures to improve work safety
• Improvement of work environment (noise, vibration and odors)
• Measures to prevent pollution
• Creation of healthy employees
• Promotion of invigorating activities
FUNCTIONS OF VARIOUS TPM COMMITTEES

TPM STEERING
COMMITTEE

PERIODIC REVIEW OF TPM

IMPLEMENTATION WITH THE
HELP OF TPM SECRETARIAT &
SUB-COMMITTEES
 TPM SECRETARIAT
• DEVELOPMENT OF TPM PROGRAMMES
• ENSURE TPM IS MOVING IN RIGHT DIRECTION
• AT RIGHT SPEED
• HOW TO IMPROVE TEAM WORK
• ENSURE FULL INVOLVEMENT OF ALL

TPM EFFORTS ON
RIGHT TRACK

DEDICATED SENIOR LEVEL PERSON

• PUBLICISE IN COMPANY
MAGAZINES OR THROUGH
SEPARATE LETTER

• ANNOUNCE FOR SELECTION OF A

MODEL EQUIPMENT WHERE
MAXIMUM IMPROVEMENT IS
POSSIBLE

• HORIZONTAL REPLICATION
EXAMPLE OF BASIC TPM POLICY
& GOALS

BASIC TPM POLICY

•WITH EVERYONE’S PARTICIPATION, TO AIM FOR ZERO
BREAK DOWNS AND ZERO DEFFECTS AND SEEK TO
MAXIMISE OVERALL EQUIPMENT EFFECTIVENESS

•TO CREATE A WELL ENGINEERED EQUIPMENT AND

USE IT TO BUILD IN QUALITY

•TO DEVELOP EQUIPMENT COMPETENT PERSONNEL

AND HAVE THEM EXERCISE THEIR FULL POTENTIAL

•TO CREATE LIVELY AND ENERGETIC WORK PLACE

 TPM IN TOTALITY

MAXIMISING EFFICIENCY OF •VISION EXCELLENCE

TOTAL PRODUCTION SYSTEM TPM •MISSION

SUPPORT FOCUS EFFECTIVENESS RESULT

(8-PILLARS) ZERO ABNORMALITY P PRODUCTION •SHARE HOLDER’S
DELIGHT
•KOBETSU KAIZEN ZERO ACCIDENT Q QUALITY
•CUSTOMERS
•PLANNED MAINT.
ZERO BREAK DOWN DELIGHT
•EDU.& TRG. C COST
•PROCESS
•QUALITY MAINT ZERO CUSTOMER EXCELLENCE
D DELIVERY
•INITIAL FLOW COMPLAINTS
•CONT.
CONTROL ZERO DEFFECTS S SAFETY IMPROVING
•OFFICE TPM ORGANISATION
ZERO POLLUTION M MORAL
•SHE
•JISHU HOJEN

APPROACH
•TEAM APPROACH •TOTAL CUSTOMER
•OWNERSHIP SATISFACTION
•TOTAL EMPLOYEES •REWARDS &
PARTICIPATION RECOGNITION
•REGULAR REVIEW
 PRODUCTIVITY --- COMPANY-A
Company – A
(Incre ase w ith re spe ct to be nch m ark 1996-97)

2.00

1.75
No. of times

1.50

1.25

1.00
A vg. A pr'01 to 2001-2002
1996-97 1997-98 1998-99 1999-2000 2000-2001
O c t'01 (Target)
S eries 1 1.00 1.45 1.46 1.65 1.67 1.77 1.87
 DOWNTIME TREND --- COMPANY-A
Downtime trend

700
664.08
600
500
400 321.68
300 168.46
200
76.25 55.63
100
0 6.5
1996-97 1997-98 1998-99 1999-2000 2000-01 2001-02 (till
date)
 CUSTOMER COMPLAINTS --- COMPANY-A
Customer complaints Company – A
7

0
Apr'01 to
1996-97 1997-98 1998-99 1999-2000 2000-01
Sep''01

% of Sales 6.2 2.69 1.25 1.24 1.19 1.11

 COST --- COMPANY-A
Cost Company – A

Decrease with respect to Bench Mark 1996-97)

1.2

GOOD
GOOD
1

0.8
No. of Time s

0.6

0.4

0.2

0
2001-02(Till Target
1996-97 1997-98 1998-99 1999-2000 2000-01
Date) (2002-03)
Series1 1 0.84 0.85 0.81 0.81 0.81 0.78
 SAFETY --- COMPANY-A
Safety Company – A

M A J O AR C C I D E N T S S T A T I S T I C S O F T H E P L A N T (E X C L D S M S )
51
60
NO. OF ACCIDENTS

50
40 22
30 22 17 17
20 5
10
0
1 9 9 6 -9 7 1 9 9 7 -9 8 1 9 9 8 -9 91 9 9 9 -2 0 0 20 0 0 0 -0 1 2 0 0 1 -
0 2 (T ill
Y E AR D a te )
 WHAT TPM IS NOT?
• ONLY MAINT. DEPARTMENT’S ACTIVITY---NO
• TPM--- PRODUCTIVITY DRIVEN INITIATIVE
---ONLY MAINT CAN NOT DO
• MAINT.--- ASSET MANAGEMENT
• TPM---TOTAL PARTICIPATIVE MANAGEMENT
 TPM SUCCESS FACTORS

• TOP MANAGEMENT TIME FOR MONTHLY

STEERING COMMITTEE REVIEW MEETING
• SUCCESS OF MANAGER MODEL MACHINES
• PARTICIPATION BY ALL
• GOOD & DEDICATED PERSON FOR TPM
SECRETARIATE.
• DEPARTMENTAL / CIRCLE MEETINGS.
• 8 PILLARS SUB-COMMITTEE MEETINGs.
 TPM SUCCESS FACTORS
• PEOPLE’S MOTIVATION THROUGH VARIOUS
SCHEMES SUCH AS
A)MOTIVATING SUGGESTION SCHEMES
B) REWARDS & RECOGNITION FOR VARIOUS
TPM ACTIVITIES
• LAUNCHING OF COMPAIGNS FROM TIME TO
TIME SUCH AS 5S, , BEST ACTIVITY BOARD,
BEST KAIZEN, BEST OPL ETC..
• TPM GALLERY,ACTIVITY DISPLAY BOARDS
• LINKING OF TPM ACTIVITIES WITH APPRAISAL
SYSTEM
• ONE RELIGION