Way of Thinking and

Implementing TPM Activities

May 22, 2009
Yoshitaka Murase
Advisor (Former Executive Director)
Japan Institute of Plant Maintenance
JIPM 08 Dec. 5

Do you agree with any of the following?

1)

We have introduced various kinds of control methods so far, such as TQC

and IE, but they have produced little results. Its the same with TPM, isnt it?

2)

I have heard that TPM is an effective technique for plant innovation. But it
has no influence on headquarters and the entire company, does it?

3)

The same point of the equipment has gotten out of order repeatedly. We
cannot take fundamental measures and cannot keep stable production.

4)

We have trouble with frequent quality problems (waste and failures) or

complaints.

5)

We are coping with increased production by capital investment, rather than

increasing productivity.

6)

We want to develop hit products to drastically change the corporate culture,

but

7)

We are in a critical situation due to decline in sales and decrease in profits,

but we are at a loss what to do
and more
JIPM 08 Dec. 5

 What is TPM?
The aim of TPM (which stands for Total Productive Maintenance) is to
improve corporate culture through the improvement of personnel and
equipment systems and the resulting zero-loss manufacturing
processes.

In more
* TPM is a registered trademark of JIPM.
specific
terms

Improvement/Maintenance activities aimed at achieving

"3 zeros," namely zero accidents, zero defects and zero failures.
JIPM 08 Dec. 5

 Steps for achieving "3 zeros"

Establish a framework by which
challenges are constantly
identified, improvements are made
to them and maintenance is
carried out.
1) Clarification of the relationship between
the management issue and the TPM
target
2) Building of the mechanism to solve
issues
Ensure that problems and
improvements made to
challenges are visible to all
involved.

Visual management

Increased visibility
of losses

1) Activity board

2) Quality product map

3) Malfunction map
failures

4) Map of number of equipment

5) Improvement progress map

Identification of
losses

6) One-point lesson, etc.

Identify losses of all sorts (Muri [strain], Muda [waste]

and Mura [variance]) using TPM approaches and break
them down into specific tasks.
1) 5S 2) Past examples of malfunctions
3) Issues in divisions and departments, etc.
JIPM 08 Dec. 5

Improve corporate values

Optimization of whole
business processes
Optimization of whole
production processes

TPM

Part

Improvement of the
cultures of production sites

TPM

Part

TPM

Part

II

Structuring

(Hi Value)

Develop! the Enterprise

(Hi Activity)
Improve! the Process

Reduce operation-related losses,

line organization-related losses
and production/energy resourcesrelated losses

Overall
improvement of
plants/companies

(Hi Productivity)

Groundwork

Reduce! the Cost

III

Optimize whole production

processes by enhancing
coordination with related sections
from a perspective of production
processes, while continuing with
the activities from Part I

Optimize whole business

processes while continuing
with the activities from Part I
and Part II

JIPM 08 Dec. 5

 of Awarded Industries
~2007

Process industries

Fabrication & assembly industries

Automobile and vehicle

Ferrous, nonferrous metals

Automotive parts

Chemicals

Rubber, plastics

Foodstuf

Machinery
General & precision
Semiconductor and
electronic devices
Electronics (consumer
electronics and
communications)
Metal product
Housing, woodwork

Total
Other

Textiles

Pharmaceuticals

Paper, pulp

Printing

Cement, ceramics

Electricity, gas, petroleum, coal

Total

Note: Figures in brackets ( ) indicate the number of workplaces that have received the Award for
TPM Excellence (formerly the PM Excellent Award). A total of 2,427 workplaces have won this
award from 1971 to 2007.
JIPM 08 Dec. 5

Europe
19Area-302site

48 Area - 798 Site

North America
2Area-71site

Asia
Africa

16Area-328site

4Area-8site

Oceania
2Area-6site

South & Middle America

5Area-73Site

On site Assessment

Jishu-Hozen
(Autonomous Maintenance)

JIPM 08 Dec. 5

TPM Awards Assessment Agencies

SMMT Industry Forum

Association franaise des ingnieurs de maintenance

Korean Standards Association

Japan Institute of Plant Maintenance
Corporate Synergy Development Center

Confederation of Indian Industry

Technology Promotion Association

JIPM 08 Dec. 5

Progress of TPM
1954
Start of PM study group
1962 (Showa 37) Translation of the instructions about maintenance of weapons issued by the US Navy
The instructions were taken out of the USA by Mr. Nakajima of JIPM
and translated by the representatives of seven Japanese companies.
Publication of This is Plant Maintenance, Kappa Books,
1963 (Showa 38) (Japanese-language version only)
Conduct oiling, inspection, repair and replacement before the equipment
goes out of order [Preventive maintenance]
How to carry out maintenance before the equipment goes out of order and
what kind of diagnostic devices are to be used for that purpose
What is preventive maintenance (PM)?
To prevent the equipment from going out of order (getting sick) and extend its
service life, inspect the equipment before it goes out of order and conduct oiling,
repair and replacement according to the inspection results.
1964 (Showa 39) Study of structures and features of machines by inviting machine manufacturers
Device PM study group and machine PM study group
|
Establishment of Awards for PM Excellence (to be granted to companies
implementing plant maintenance properly)
1967 (Showa 42) Machine PM study group
Pumps, compressors, blowers, steam traps, solenoid valves and other components
Publication of Handbook for Machine Maintenance, Japan Management
Association, 1967 (Showa 42) (Japanese-language version only)

JIPM 08 Dec. 5

Eight pillars of TPM

1964 (Showa 39) Establishment of Awards for PM Excellence

1967 (Showa 42) Spread of plant maintenance
Maintenance chart
|
Plant maintenance chart
1968 (Showa 43) Introduction of Critical Path Method (CPM) and part technique
Development of equipment diagnostic devices (for example, vibration
devices)
1969 (Showa 44) Establishment of the Japan Institute of Plant Engineers (JIPE)
Transformation into incorporated association of JIPM in 1981
(Showa 56)
1971 (Showa 46) Change from PM to
TPM (Total member participation
Productive Maintenance)
|
Total Productive Maintenance
1982 (Showa 57)
TPM (Company-wide TPM)
Total Productive Management
Autonomous

maintenance

(Jishu Hozen)

Individual

improvement
(Kobetsu Kaizen)
Planned
maintenance
Quality maintenance

Initial-phase control
Work improvement
Personnel training
Safety and health
management

However, there was nothing about the environment.

JIPM 08 Dec. 5

1990 (Heisei 2)

TPM came to take environmental issues into account.

(Pollution and environmental problems came to draw attention.

1992 (Heisei 4)

Among the eight pillars of TPM, a concept of improving losses

for cost reduction appeared.
(Pursuit of loss systems and costs)

|
1993 (Heisei 5)

Creation of mechanisms to maintain, continue and develop TPM

|
2006 (Heisei 18) Start of new empirical study, "Unification of thing and
information"

JIPM 08 Dec. 5

Aims of eight pillars

Eight pillars of TPM activities

Pillars of activities

Aims

Individual improvement
Kobetsu-Kaizen activities

Improvement of equipment efficiency via the pursuit of zero loss, and

improvement of technical capabilities

Establishment of the autonomous

maintenance Jishu-Hozen system

Training of personnel proficient in equipment and work, and capable

of maintenance management

Establishment of the planned

maintenance system

Establishment of the plans and a management system to realize

zero failure equipment, and prevent failures

Establishment of the initial-phase

management system

Establishment of systems to shorten the development period, and to

enable one-short start up

Establishment of the quality

maintenance system

Establishment of conditions for zero failures to prevent defects, and

establishment of systems for maintenance and management

Establishment of the systems to improve the

efficiency of administration and support
sections. Office-TPM

Establishment of an efficient office where office work loss is

eliminated

Establishment of the systems for

education and training

Establishment of systems to systematically foster personnel

proficient in equipment and work

Establishment of the systems for

safety, health and the environment

Establishment of active plants which are safe and secure for workers
JIPM 08 Dec. 5

 Steps for achieving "3 zeros"

Establish a framework by which
challenges are constantly
identified, improvements are made
to them and maintenance is
carried out.
1) Clarification of the relationship between
the management issue and the TPM
target
2) Building of the mechanism to solve
issues
Ensure that problems and
improvements made to
challenges are visible to all
involved.

Visual management

Increased visibility
of losses

1) Activity board

2) Quality product map

3) Malfunction map
failures

4) Map of number of equipment

5) Improvement progress map

Identification of
losses

6) One-point lesson, etc.

Identify losses of all sorts (Muri [strain], Muda [waste]

and Mura [variance]) using TPM approaches and break
them down into specific tasks.
1) 5S 2) Past examples of malfunctions
3) Issues in divisions and departments, etc.
JIPM 08 Dec. 5

Case example of activity board

JIPM 08 Dec. 5

Case example of activity board

JIPM 08 Dec. 5

One-point lesson

JIPM 08 Dec. 5

One-point lesson contest

JIPM 08 Dec. 5

View of meeting

JIPM 08 Dec. 5

View of coaching by trainer

JIPM 08 Dec. 5

Training center for education

JIPM 08 Dec. 5

Training center for education

JIPM 08 Dec. 5

What are 16 major losses?

<Loss structure in production activities (16 major losses)>

Working man-hours

<Equipment efficiency
improvement>
Elapsed time
<Equipment>

Scheduled downtime
Shutdown-related loss

Operating hours

Scheduled downtime
Failure loss

Loading man-hours
Net working manhours
Effective manhours
Value-added
man-hours

(Total production
man-hours)

Output of quality products

per invested man-hour

Loading hours

Setup loss
Cutting blade replacementrelated loss

Operation hours
Net operating
hours
Value-added
hours

Stoppage loss

Start-up-related loss
Other stoppage losses

Performance loss

Minor stoppage & idling loss

Speed reduction loss

Defect-related loss
Defect and rework loss

Cleaning and inspection

Waiting for instructions
Waiting for materials
Waiting for personnel
assignment
Waiting for quality
confirmation (Measuring and
adjustment)

The eight major losses that can impede equipment

efficiency

<Improvement of human
work efficiency>
Man-hours
<Human>

Output of quality products

per elapsed time

JIPM 08 Dec. 5

What are 16 major losses?

<Loss structure in production activities (16 major losses)>
<Improvement of human work efficiency>

<Equipment efficiency improvement>

Man-hours
<Human>
Working man-hours
Excluded man-hours

The five major types of loss that

can impede the improvement of
human work efficiency

(Support by other sections)

Instruction-wait loss

Management loss

Material-wait loss
Equipment downtime loss
Equipment performancerelated loss
Method & procedure-related
loss
Skill & morale loss
Line organization-related loss
Insufficient automation
implementation loss

Motion-related loss

Line organizationrelated loss

Logistics loss
Measuring and
adjustment-related loss

Elapsed time
<Equipment>
Operating hours

Loading man-hours

Loading hours

Net working manhours

Operation hours

Effective manhours
Value-added
man-hours

(Total production
man-hours)

Output of quality products

per invested man-hour

Net operating
hours
Value-added
hours

Output of quality products

per elapsed time

JIPM 08 Dec. 5

Energy loss

Start-up-related loss
Overload loss

<Energy>

<Materials>

Input energy

Input materials
(quantity and weight)

Effective energy

Quantity of quality
products
Weight of quality
products

Defect-related loss

Start-up-related loss
Cutting loss
Losses in weight

Heat release-related loss

Loss due to excess

Die, jig and tool loss

Yield loss

(Effectiveness rate of production resources)

...... The three major losses that can impede effective use of production resources
JIPM 08 Dec. 5

Examples of effects of TPM

P .. Value-added productivity
Number of sporadic failures
Equipment operating rate

1.5 to 3 times
1/10 to 1/290
1.5 to 2 times

Q .. Process defect rate

Customer complaint upon delivery

1/10
1/4 to 0

C .. Manufacturing cost of goods

30 to 50% reduced

D .. Work-in-process inventory

Reduced by half

S .. Zero absence-required disasters and zero pollution

M .. Number of improvement proposals

5 to 10 times

JIPM 08 Dec. 5

P = productivity Productivity (Company A)

3.03 times

Value-added productivity
1.5 to 3 times

Start of TPM introduction

Third year
JIPM 08 Dec. 5

Q = quality Number of complaints (Company B)

Customer complaints upon delivery 1/4 to 0

Zero complaints

Start of TPM introduction

Third year
JIPM 08 Dec. 5

Conclusion
Production efficiency improvement is to minimize the input of materials, human
work, equipment, energy and other resources that are necessary for production,
while maximizing the output. It depends on how much added values can be
increased and how much manufacturing cost can be reduced. For this purpose,
we must carry out activities for quantitative expansion, including:
(1) activities to improve the equipment efficiency
(2) activities to improve the human work efficiency, and
(3) activities to improve the management efficiency,
and we must also carry out activities for qualitative

expansion, including:

(1) activities to improve the quality and

(2) activities to promote unattended operations.
The ultimate goal of production efficiency is to sufficiently bring out and maintain
the equipment-specific capabilities and to fully bring out and maintain human
capabilities for that purpose. In other words, the goal is to maintain the manmachine system at the highest and ultimate conditions.
JIPM 08 Dec. 5

Thank you very much for your attention.

TPM Concept
Applicable to
Various Fields

JIPM 08 Dec. 5