TPM

 T- Total

 P- Productive

 M- Maintenance ( Or Management)
What is TPM.

 TPM is a management strategy to get superior business

results.
 TPM improves Capability of all employees.
 TPM develops Team work to achieve better results and
involves every one.
 TPM develops an edge over competition.
 TPM brings about a step improvement in all business
results.
 TPM, once implemented does not need any other strategy.
TPM is Not….

 Just a set of activities.

 Just a new method of Maintenance.
 Just to bring about discipline.
 Just a right thing to do.
 Having any conflict with Six Sigma,TQM, QC or
Kaizen.
 Something which is delegated down wards.
 Vision

 Power of Zero

 Power of 100%
 Vision

 Power of zero defects

 Power of 100% Employee Involvement

 Power of Zero defects

 Just Imagine that if 1% of all the flights crashed.

 Just Imagine that if 1% of all the heart surgeries

failed.

 Just Imagine that if 1% of the buildings collapsed

soon after construction.
Power of 100% Employee Involvement

 Days Of “Boss” doing “thinking” and all others

“working” as per his/her instructions are gone.
 People are Enthusiastic to take part and have sense
of achievement.
 Decision can be taken by the person at the point of
action and with relevant information.
 There is huge amount of Energy in 100% Employee
Involvement.( TEI)
 Origin of TPM

 Tremendous Global Competition

 Image Of Japanese Products in Fifties and Sixties
 Dr. Deming’s teachings implemented widely in Japan in
1960s.
 5-S and Quality Circles and Kaizen achieved some Success
 Evolution Of TPM started in Japan in seventies by Japan
Institute of Plant Maintenance ( JIPM- Tokyo).
 Today thousands of companies all over the world are doing
TPM. In India we have more than 100 companies doing TPM
right now.
 What is 5-S

 Seiri - Discard unwanted items.

 Seiton - Organize for no search time.
 Seiso -Clean for checking defects.
 Seiketsu -Maintain equipment and work place for efficient
functioning.
 Shitsuke -Disciplined( New culture) Behavior
 Some Principles Of TPM

 Machine condition, Settings and correct operation are Key

to Good Quality Product.
 “I Run it and you fix it “ Concept has serious Limitations.
 If the Hen is Healthy it will give healthy Eggs.
 “Begin with the End in Mind” – Stephen Covey.
 Operator needs to Have Proper Attitude and skills to get
quality Product.
 Some Principles of TPM

 Zero defects or Zero loss state can be achieved only if

we prioritize and go step by step.
 Leadership has to play a key role in implementing TPM
and can not be delegated to technicians.
 TPM is Top Down as well as bottom up.
 It is not a project, it is a continuous improvement
journey.
 It is not one man’s project. It is a collective effort.
 Benefits by implementing TPM

 First Of all – The Big Culture Change.

 All the Measures-PQCDSM will improve in a big way.
 Reliability improves and creates more Capacity in the
existing plant.
 The Skills of Employees go Higher and Higher and so you
are ready for any new Challenge.
 Zero Break downs and Zero Minor Stops.
 All round improvement in Plants, Processes, systems and
People.
 Impact on Bottom Line

 P- Productivity will go higher 25%- 50%

 Q- Quality Defects will be minimum; < 500 PPM
 C- Cost of Mfg will be Lower - 10%-25%
 D- Delivery will get Better Reliability- 100%
 S- Safety incidents and accidents will be Zero
 M- Morale of people will go high tremendously
 Benefits on People Front.

 A Highly Disciplined work Place

 Highly Skilled Employees

 High Respect for individual Capabilities

 Take On Bigger Business Challenges

 Very Flexible and Conscious work force

 Pillar Structure Of TPM

 Autonomous Maintenance
 Progressive Maintenance
 Focused Improvement
 Education and Training
 Quality Maintenance
 Early Equipment Management
 Administrative Support
 Safety, Health and Environment
 What does the structure Mean

 These are similar to Pillars of a building.

 These are conceptual bodies of knowledge and not
departments or water tight compartments.
 These are faculties which help each other to achieve
the final Objective of Zero loss/defect.
 There is a lot of give and take from each Pillar.
 Ultimate aim is to make employees more capable and
develop a culture so that they can achieve the
objective.
Autonomous Maintenance

 What It does.
- Creates Self Sufficient Operators with tremendous
Ownership.
- Clean and Best quality Equipment to Produce Best
quality Products.
 What will you get.
- Zero Breakdowns and Minor Stoppages.
- Higher Capacity and Increased Equipment Life.
- Better returns from the same machines.
Progressive Maintenance

 What it does.
-Training and Partnership to equipment operators.
- Systematic and Cost Effective Maintenance System.
1. Time Based Maintenance System 2. Corrective Maintenance.
3. Predictive(Condition Based) Maintenance 4. Maintenance Prevention.
 What will you get.
- Increase the life span of the Equipment and critical components.
- Zero Breakdowns.
- Reduced Maintenance cost.
- Design input to get Better Equipment.
 Focused Improvement

 What it does.
-Systematically identifies and Eliminates all losses.
- Eliminates all Chronic Problems in the Process.
- Develops good Problem solving skills in People.
- Encourages “Kaizen” in the Plant.
- Develops Team work and sense of achievement.
 What will you get.
- Savings in cost of Mfg. By elimination of losses.
- Better Quality by elimination of Chronic losses.
- Develops Great Satisfaction in Employees.
 Education & Training

 What it does.
- Develops Skills in Operation and Maintenance.
- Develops Self Sufficient(Autonomous) Operators.
- Develops Problem solving Skills.
- Develops Teamwork and Organizational Skills.
 What will you get.
- Highly skilled Employees.
- Capability for facing Future business Challenges.
- Employees will be able to see direct link between
their Efforts and business growth.
 Quality Maintenance
 What it does.
- Identifies Direct link between the Process
Inputs(4M+E) and Product Quality.
- Identifies operator skill-gaps to get best quality.
- Comply Statutory & Mandatory requirements.
 What will you get.
- Very highly quality conscious & skilled operators.
- Best competitive quality and elimination of consumer
complaints.
 Early Equipment Management
 What it does.
- Takes all inputs from the Plant Data System and
incorporates into new equipment design.
- Systematic approach towards MP Design.
- Takes all inputs from operators for Maintainability
and Operability.
 What will you get.
- New Equipment with all inputs incorporated.
- Tremendous advantages in terms of life cycle cost,
operability and maintainability.
 Administration & Support

 What it does.
- Highly responsive & Productive Support System.
- Elimination of Losses in the Administrative Dept.
- Better Productivity in admin. & Support Dept.
 What will you get.
- Better Organization image and Product Franchise.
- Savings by Elimination of Losses in Admin.Dept.
- Involvement Of Admin.Staff in the whole Plant effort of
TPM.
 Safety,Health and Environment
 What it does.
- As the name indicates improves safety of the People,Plant
and equipment.
- takes care of Environmental impacts on the Health and
Hygiene of Employees.
 What will you get.
- Enhances company’s image by good records.
- Better Employee satisfaction in the long run.
- Saves company huge losses and Penalties.
 How does the integration help

 Autonomous Maintenance can not sustain on its own.

 Though Autonomous Maintenance is the Mother pillar.
 It needs a lot of support from others.
 Maintenance training( Self managed)
 Loss analysis and elimination.
 Quality Maintenance support.
 Education and Training
 Leadership support.
 Six big losses

 Breakdown losses.
 Set-up and adjustment losses.
 Minor stoppage losses.
 Speed losses.
 Quality defect and rework losses.
 Yield losses.
 Calculation of OEE.

 Availability= (Loading Time- Down time)/ Loading time.

 Operation time- down time losses= Loading time.
 Loading time- speed losses = Net operation time

 Performance rate= (Optimal cycle time x output)/ operation time.

 Quality Rate= (Input- Reject) / Input

 Overall Equipment Efficiency= Availability x performance rate x

Quality Rate.
 Losses in Assembly lines.

 We just saw the six big losses.

 These are contributing to the Overall Equipment
Efficiency in an Engineering industry.
 However for an assembly line we need to look at 16
major losses.
 The reason being there are equipment and there
are people who also contribute to losses.
 Seven Major losses which can impede OEE

 Failure losses.
 Setting up and adjustment losses.
 Cutting blade losses.
 Start up losses.
 Minor stoppage and idling losses.
 Speed losses.
 Defect or rework losses.
 Losses that can impede machine loading time

 Shut down Loss

 Five major losses that can impede human work
efficiency

 Management losses.
 Motion losses.
 Arrangement losses.
 Losses due to lack of automation.
 Monitoring and adjustment losses.
 Three major losses that can impede effectiveness of
resources.

 Yield losses.
 Energy losses.
 Die, Jig and fixture losses.
 Business Measures

 P- Productivity, Production Volume or Process

Reliability.
 Q- Quality- expressed in PPM
 C- Cost of Mfg.
 D- Delivery-Reliability of delivery.
 S- Safety incidents and accidents.
 M- Morale of people.
 Internal measures

 What are internal measures.

 Measures to track at tactical level.
 Measures to be tracked by teams.
 They are normally contributing to business measures.
 Some internal measures.
 No. of Breakdowns.
 Duration of breakdowns.
 Minor stoppages.
 MTBF.
 MTTR.
 Quality defects.
 Scrap or wastages.
 Self Managed( Autonomous) Maintenance.

 Cleaning, Inspection and lubrication.

 Cleaning is to find defects.
 Have a critical eye and find all defects.
 Prioritize the defects and start eliminating those.
 Identify chronic problems in your area and analyze them.
 Learn your equipment fully including power transmission,
settings, centerlines, quality standards etc.
 Learn daily maintenance activities and do them.
 Reduce all minor stoppages to zero..
 Step 1 : Initial Cleaning

Step 1 Step 2 Step 3

Initial cleaning Address sources Set cleaning, inspection,
of problems and lubrication standards

Restoration Improvement Improvement

al

conta

Cleaning,
Inspection
target time
Cleaning, Inspection,
lubrication target time

OVERALL OBJECTIVE
Restore equipment/process to ideal condition
Begin developing people’s skill to identify abnormal
conditions
 Step 2 : Address Sources of Problems

Step 1 Step 2 Step 3

Initial cleaning Address sources Set cleaning, inspection,
of problems and lubrication standards

Restoration Improvement Improvement

al

conta

Cleaning,
Inspection
target time
Cleaning, Inspection,
lubrication target time

OVERALL OBJECTIVES:
• Address remaining abnormalities & problems
• Make the equipment conditions established easier to maintain
• Develop people’s ability to identify the root cause of problems and make
improvements
• Further eliminate losses
 Step 3 : Set Cleaning, Inspection and
Lubrication Standards

Step 1 Step 2 Step 3

Initial cleaning Address sources Set cleaning, inspection,
of problems and lubrication standards

Restoration Improvement Improvement

al

conta

Cleaning,
Inspection
target time
Cleaning, Inspection,
lubrication target time

OVERALL OBJECTIVES
• Address the problems and abnormalities identified in the Lubrication
System
• People have acquired the hands-on skills to properly maintain these
conditions
• Finalize the standards that will maintain equipment conditions and
results
 7 Steps of Autonomous Maintenance

Phase I Phase II Phase III Phase IV

STEP 1
STEP 5
STEP 2 STEP 7
STEP 4 STEP 6
STEP 3

. Restore Equipment to . Establish improved

Basic Conditions inspection standards .Standardize systems . Develop robust
Cleaning through depth and methods organization and
Inspection technical training & culture that is
Lubrication thorough understanding . Implement quality capable of
. Put standards in of equipment and and process control SELF-MANAGEMENT
place to maintain them processes
THE FOUR PHASES TO ZERO BREAKDOWNS
Outline of Breakdown Countermeasure Approach
Phase 1 Phase 2 Phase 3 Phase 4
Steps 1-3 Steps 4 Steps 5 Steps 6
Reduce Variations of Prolong Life Span Periodically Replace Predict Parts
Parts Life Span* of Specific Parts Deteriorated Parts Failure and Replace

# of
breakdowns

RP1 RP1 RP1 RP1

RP2
RP2 RP2
RP2 RP3 RP3
RP: Replacement Period RP4
Restore Neglected Lengthen Specific Estimate Parts Life, Condition Based Maintenance
Deterioration Parts Life Restore Periodically Condition Monitoring,
(handling of hidden defects) . correct design weakness . Improve maintainability Machine Diagnosis
Eliminate Accelerated . improve proper part loading Analyze Critical Failure,
Detect Abnormality
Deterioration . select parts that fit conditions Estimate & Lengthen
By The Senses
. restore basic conditions Eliminate Sporadic Parts Life
. adhere to use conditions . Classify trend or non-trend
Failure . Analyze cross section surface
.operation/repair mistakes cases
. Analyze gear material wearing

Table 2
. What is a trend?
Restore External . Analyze gear mesh
. Why not detected before
Deterioration breakdown? . * Life Span = MTBF
 AM or Jishu-Hozen of an
assembly line

 The AM work progress for Assembly line is different.

 The Manual work done by individual will be treated under IE
methodology.
 There is scope for improvement in Productivity, safety and
Quality.
 The time taken and the fatigue developed both should be
taken into consideration.
 Five Major Losses which hamper Human work.

 Management losses- Waiting for materials, instructions etc.

 Motion Losses- Losses due to skill difference, poor layout etc.
 Arrangement losses-Multi-process or Multi-stand operations,
line balancing.
 Loss resulting due to lack of automation-Lifting,
moving, turning etc
 Monitoring and adjustment losses-Monitoring for Quality
defects or Flow of materials.
 Seven Major losses of Human Motion.

 Waiting time losses- Standing or watching( Management Loss), poor

line balancing.
 Walking time losses- Just walking and not doing any work.
 Transportation time losses-Movement of materials by lifting or on a
trolley.
 Searching time losses- Poor identification of parts, no visual controls.
 Judgment time losses- poor visual controls, lack of skills and lack of
procedures.
 Set up and adjustment Losses- Positioning or adjustment is done.
 Defect losses- not fitting properly, not tightening and creating defects.
 So, how do we carry out improvement

 Proper storage of parts and methods of Indication.

 Preventing Quality Defects.

 Preventing assembly defects.

 Storage of parts and methods of indication

 The storage of parts to be the nearest to the place of assembly.

 Separate parts in separate bins or storage.
 “First in First out” (FIFO) method to be followed.
 Proper inventory control and levels to order new material.
 Marking for the parts storage-Type and size ( for Kan-ban proper
arrangements)
 Provide Work-abnormality indication lamp, Transportation calling
lamp, work in progress indication lamp and abnormality indication
lamps.
 Preventing Quality Defects

 Steps to prevent careless errors- Steps to make erroneous actions

impossible: Poka yoke, fail safe, can not fit other way round etc.
 The Precision of parts to be checked beforehand.
 Prompt flow of information.
 Jigs and tools should be checked for functioning and accuracy.
 Excellent work distribution, process formation and line balancing
required.
 Layout of assembly line.
 Work Standards to be provided on time and training.
 Preventing assembly defects

 Remove Unnecessary tools and repair tools.

 Jigs and tools placed in storage locations should be easy
to see, easy to remove and easy to put back.
 Position and heights of parts shelves, size and shape and
replenishment of parts to be made very functional.
 Excessive production and Tentative placements should be
avoided.
 Work standards and criteria to be provided.
 Visual controls to be in place.
 Improvement of Human motion losses.

 Providing proper guiding of parts into assembly.

 Usage of pneumatic tools and other tools.
 Introduction of signboards to highlight and keep in
proper angle and height.
 Synchronizing the main conveyor and the dolly.
 Taking care of ergonomics in lifting, tightening,
bending and holding tools.
 Both hands to be used.
 Six Steps for Implementing Jishu-Hozen in assembly
line

 Step 1 -Initial Preparation.

 Step 2- Counter-measures for places of difficulty.
 Step 3- Setting Temporary standards.
 Step 4- Overall Inspection.
 Step 5- Attainment of balance in a line.
 Step 6- Putting standards in order and adherence
to standards.
 Step-1: Initial Preparation and Improvement.

 Remove all unnecessary things.

 Removal of dust, grime and dirt.
 Improve parts shelves, boxes, work stands,
equipment and tools.
 Expose defects- Put Defect tags.
 Identify storage places.
 Preparation of Identification marks.
 Step 2: Countermeasures for the Places of difficulty.

 Countermeasures for the sources of dust and dirt.

 Measures for handling heavy items.
 Easy to use equipment and tools.
 Steps for doing parallel operations.
 Improvements to remove errors by carelessness.
 Assessing the gains achieved by these
improvements.
 Step 3: Setting temporary standards.

 Practicing Visual control.

 Preparation and implementation of Inspection standards.
 Preparation and Implementation of operating standards.
 Improvement of line efficiency (OEE).
 Step 4:

 Optimization of tools and jigs.

 Arrangements for prevention of careless errors.
 Work facilitation.
 Elimination of deterioration tools.
 Elimination of inaccurate jigs and measuring
instruments.
 Step 5: Attainment of balance in a line.

 Optimization of work distribution.

 Introducing parallel operations.
 Improvement of parts feeders.
 Improvement of heights of shelves and dispensing
methods.
 Optimization of parts placement methods.
 Optimization of inventory.
 Optimization of human motions.
 Step 6: Putting standards in place and adhering to
standards.

 Prevention of quality defects.

 Elimination of dispersion of motions.
 Fixation of rhythmical work.
 Set up time reduction.
 Improvement of skills.
 Start up and stop optimization.
What is Phase Zero

 Phase Zero means time period in which Planning to

Implement TPM is done.
 Phase in which consensus of the critical Mass is
developed.
 Phase in which a Model is developed for Managers to
understand “Power of Zero and Power of 100” better.
 Phase in which “Where are we today” is understood.
 Phase in which Resources are identified.
 Phase in which Final decision to implement with clear
“Vision, Mission and Strategy” are drawn.
 Leadership Model work.

 Go to your model and meet in your team before starting

any work.
 Observe the your module while it is in operation.
 Look at all activities and make your plan.
 Document all data and try and analyze the data.
 Take before pictures or video shooting.
 Model work contd.

 Meet the Team leader and your facilitator.

 Have team member roles identified.
 First discuss about safety procedure.
 The start your work as mentioned in the steps.
 Give importance to 16 major losses.
 Identify your team goals.
 Identify all opportunity areas.
 Leadership model Contd.

 Put defect tags and keep them in place for some time.
 Meet in your team and discuss all opportunities.
 Do brain storming and come out with you action plan.
 Please do not get into line balancing until you would have
worked on all work stations.
 Make one point lessons to learn from each other.
 Identify Kaizens and document them.
 Role Of Leadership

 TPM is not just Bottom up exercise.

 TPM needs a great amount of Leadership initiative and
drive.
 There is no separate Leader; it is the same Plant leader
who will lead TPM.
 Leader has to get convinced first.
 TPM is “learning by doing” and “Lead by coaching”
 Leader has to come out with a clear “Vision”
understood by all in the Plant.
 What is a “Leadership-Model”

 A machine or Part of a machine to practice

Autonomous Maintenance and Learn while doing.
 An opportunity for the leaders to understand “zero
defect” and “100% employee involvement” Concept.
 An opportunity to understand the resources needed to
achieve the Vision.
 An opportunity to understand the issues and problems
better.
 An opportunity to build a cohesive team.
 More on “Leadership-Model”

 Leaders need to take time to do this important thing.

 This is the only opportunity to demonstrate to all
employees, the right way to do things and show the
potential of TPM.
 This shall be the show piece in the whole plant.
 This is a learning ground.
 This will take quite some time(3-4 months).
 A great opportunity to do integration of all pillars.
 Six steps of Phase zero

 Formally announce the decision to implement TPM.

 Introductory Education and publicity campaign.
 Create TPM Organization.
 Establish Vision, Mission, Strategy and Goals.
 Prepare a Draft Master Plan to implement TPM.
 Kick Off.
Formal Announcement

 Top Managements firm decision.

 Announce in company magazine.

 Take all the suppliers and vendors in confidence.

 Let employees understand clearly the purpose.

 Introductory Education

 TPM Overview training for all Managers.

 Leadership Model to be identified and Started.

 Slide shows to all employees teams.

 Education on team work.

 Posters and pictures for common employees.

 TPM Policies and Goals

 Plant Leader to share the vision.

 Plant to Identify and draft the mission and Strategy.
 Establish the current Performance Indices.
 Establish very stretching Goals for three years.
 Forecast them by Goals for each year.
 Master Plan for TPM

 The TPM committee shall prepare the Master plan.

 This is a draft Master Plan and will be refined after Leadership
Model.
 Master Plan is a very important document, but dynamic in nature.
 Master plan will cover activities from Kick off till the end.
 Master Plan will identify mile stones.
Structure to implement TPM

 No Major changes are needed.

 Plant Manager has to get fully involved.
 Identify one TPM Manager full time to support Plant
Manager.
 Identify leaders for each Pillar (AM, FI,PM).
 Identify Leaders for each team or circle.
 Working hours regulation is key.
 Kick Off

 Kick Off is very important milestone.

 Plant will invite all important affiliates, suppliers and contractors.
 Some plants make it a big event by involving families.
 However it should be felt as a great event by all employees.
 There is no looking back after Kick off.
 In Japanese plants it is like oath taking by Leaders and Key People.
 Dos and Don’ts for Phase Zero

 Do a good job of convincing people in Phase zero.

 Do give a lot of importance to preliminary education.
 Do a great job on the Leadership Model.
 Do not be in a great hurry to do kick off.
 Do not cut the time spent on education and training.
 Do not Transfer key people at least for one or two years.
What is outside consultants role.

 Major contribution in Phase Zero- guiding, training,

establishing structure.
 Training in Pillar Processes.
 Training in basic and advanced skills needed.
 Training in Problem solving tools and technologies.
 Conduct Step audits and Phase audits.