Chapter One

INTRODUCTION

1.1 Introduction

1.2 Concept and Definitions of Total Productive

Maintenance (TPM)

1.3 Historical Background

1.4 Development in TPM

1.5 Need and Importance of TPM

1.6 Eight Pillars of TPM

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1.1 Introduction :
Total Productive Maintenance (TPM) is a process or technique. This technique was
first introduced by Japanese in 1952. This is an extension to TQM. Total Productive
Maintenance is a well-defined and organized program which eliminates the losses
caused by break-down of machines and equipments by identifying and attacking all
causes of equipment break downs and system down time.Total Productive
Maintenance here in after referred as TPM. TPM is a cost-effective
technique.Through this technique it is possible to maintain the plant,
machinery/equipment and tools in productive state in least cost. Well maintained
machines lead to productivity. There is a relation between cost of maintenance and
cost of quality. We can’t think quality outputs without quality inputs and one of the
important input is TPM. Cost incurred to maintain equipment is considered as a
quality cost. It is possible to achieve stated quality through conscious efforts put by
everyone who is directly or indirectly involved in the production and maintenance
system by implementing TPM technique. Europeans and Americans thought that
production is low status work and maintenance has below status than production
because maintenance does not take part directly in revenue generation rather it is
treated as system overhead. But Japanese have proved that production and
maintenance has high status. Productivity encompasses cost, quality, quantity, efforts,
time, rework, scrap, working environment and competitiveness of the organization.
Every manufacturing organization wants to achieve productivity and TPM plays
major role in it. This study is concerned with the assessment of TPM as tool to
improve organization’s performance.
In a competitive environment, organization requires a significant competitive
advantage. Implementation of quality system is used to get competitive edge. Total
productive maintenance (TPM) is one of the important pillars of quality systems.
TPM can be considered as the medical science of machines. TPM is a maintenance
program which involves newly defined concept for maintaining plants and
equipments. The goal of TPM program is to markedly increase production while, at
the same time, increasing employee morale, job satisfaction. TPM helps to hold
emergency and unscheduled maintenance to a minimum. Maintenance is the set of
activities performed to keep machines working. It is remedial action to restore the
equipment to its specified condition. Number of parameters determines the quality of
production but proper maintained machine is one of the important parameters which
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determines quality of production. Cost incurred to maintain the machines vary from
organization to organization and machine to machine. But the cost of maintenance
after break down is no doubt more than the cost of maintenance if done periodically.
TPM helps to improve quality, delivery schedule, and production quantity. Quality is
multi-dimensional, but reliability is the key component of quality. Product reliability
is the top priority of manufacturing units. Equipment problems and breakdowns have
a direct effect on production cost, production quality and production schedule. There
are various types of machine maintenance viz. breakdown maintenance, periodic
maintenance, preventive maintenance, corrective maintenance, predicative
maintenance etc it has number of criteria and organizations used any one or
permutation combination of two or more maintenance methods as per the need of the
system. Total productive maintenance (TPM) is a change management approach that
has considerable impact on the internal efficiency of manufacturing organizations
(Jackson, 2000)1. TPM is an organization-wide strategy to increase the effectiveness
of production environments, especially through methods for increasing the
effectiveness of equipment. TPM is considered by many writers to be an
indispensable contribution to lean production supporting just-in-time (JIT)
manufacture and total quality management (TQM), and has been shown as an
essential pillar alongside JIT and TQM for companies seeking world-class
manufacturing status (Bamber,Sharap and Hides 1999:162)2. This method gives lot of
advantages to the organization in monetary and nonmonetary terms. The basic
concept of TPM is zero loss concepts zero breakdown, zero defects and zero
accidents. TPM is also known as totally painted machine. Another long form is taking
pride in our Machine and this is the basic philosophy behind TPM technique. Using
this philosophy, ownership of machine assigned to the operator and after some period
operator feels this is my machine and I must maintain it. They treat maintenance as a
routine everyday activity of production. Special time allocated for machine
maintenance, which leads to high equipment and labour productivity without
compromise with stated quality, apart from reducing maintenance cost and keeping
machine in working state. There are number of benefits which organization can enjoy
for long time if organization implements TPM. It is the philosophy through which
organization can go into continuous improvement mode in all the activities. These
activities lead to productivity and competitiveness of individual to groups, machines

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 to plants and overall complete organization. Organizations having these two
characteristics can sustain growth without having fear of survival.

1.2 Concept and Definitions of Total Productive Maintenance:

In TPM, the machine operator is thoroughly trained to perform much of the simple
maintenance and fault-finding. Eventually, by working in "Zero Defects" teams that
include a technical expert as well as operators, they can learn many more tasks -
sometimes all those within the scope of an operator. Tradesmen are also trained at
doing the more skilled tasks to help ensure process reliability.
This should be fully documented, Autonomous Maintenance ensures appropriate and
effective efforts are expended after the machine becomes wholly the domain of one
person or team. Safety is paramount, so training must be appropriate. Operators are
often capable of high standards of technical ability; this is improved through the use
of "best practice" procedures and proper training of these procedures.This study looks
at the processes included in Total Productive Maintenance (TPM) 3.
In any modern manufacturing facility the equipment used requires a level of
maintenance to ensure that the manufacturing process is not disrupted and the
production plan can be achieved. In some industries, especially those using
continuous production, the plant would shut down for annual maintenance, where
equipment is repaired and critical components replaced. World class organizations
spend time and resources on maintaining their equipment as it is more effective to
have a preventative maintenance plan than repair or replace equipment when it fails.
There are a number of plant maintenance processes that are employed by successful
organizations.

a) Corrective Maintenance: This type of maintenance procedure is used in companies

that do not employ a preventative maintenance program. In its simplest form, a
company will not perform maintenance on a piece of equipment until a failure occurs.
When this happens the plant maintenance department will then perform work on the
item to either repair it so that it can be placed back into service or replace the piece of
equipment if it cannot be repaired or requires maintenance that would cause
significant delays to the production schedule.

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b) Preventive Maintenance: Companies that use a preventative maintenance will plan
regular maintenance inspections so that any issues that may occur with a piece of
equipment can be identified before a critical failure occurs. Preventative maintenance
also ensures that critical parts are replaced before they fail and consumable items,
such as oil and lubricants, are changed regularly.

c) Predictive Maintenance: Some companies use predictive maintenance to maintain

their equipment. Predictive maintenance helps companies determine the condition of
their equipment so that they can predict when maintenance should be performed. This
method can be a considerable cost saving over preventive maintenance as it allows
maintenance departments to perform work on equipment only when they believe it is
needed rather than on a set schedule. This procedure is also known as condition-based
maintenance as a company can employ conditioning monitoring which uses non-
destructive testing, such as infrared, vibration analysis and sound analysis.
TPM (Total Productive Maintenance) is a holistic approach to equipment maintenance
that strives to achieve perfect production:
No Breakdowns
No Small Stops or Slow Running
No Defects
In addition it values a safe working environment:
No Accidents

TPM emphasizes proactive and preventative maintenance to maximize the operational

efficiency of equipment. It blurs the distinction between the roles of production and
maintenance by placing a strong emphasis on empowering operators to help maintain
their equipment.
The implementation of a TPM program creates a shared responsibility for equipment
that encourages greater involvement by plant floor workers. In the right environment
this can be very effective in improving productivity (increasing up time, reducing
cycle times, and eliminating defects).
Getting operators involved in maintaining their own equipment, and emphasizing
proactive and preventive maintenance will lay a foundation for improved production
(fewer breakdowns, stops, and defects) that strives to achieve perfect production.

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1.2.1 Some of the definitions of TPM:
Total productive maintenance (TPM) was first defined in 1971 by the Japan Institute
of Plant Maintenance (JIPM). TPM is a companywide strategy to increase the
effectiveness of production environments, especially through methods for increasing
the effectiveness of equipment4.

In 1971, the Japanese Institute of Plant Maintenance (JIPM) defined TPM as a system
of maintenance covering the entire life of the equipment in every division including
planning, manufacturing, and maintenance. TPM was defined by the Japan Institute
for Plant Maintenance (JIPM) in 1971 in terms of the goals:
Maximize equipment effectiveness.
Develop a system of productive maintenance for the life of the equipment.
Involve all departments that plan, design, use, or maintain equipment in
implementing TPM.
Actively involve all employees–from top management to shop floor workers.
Promote TPM through motivation management: autonomous small-group
improvement activities (SGIA) 5.

According to Nakajima (1988)6Total Productive Maintenance is a significant activity

in creating an immutable manufacturing system against unexpected disruptions, which
do occur during progressing customer orders.

Total Productive Maintenance is the equipment and process improvement strategy

that links many of the elements of a good maintenance program to achieve higher
levels of equipment effectiveness (Williamson, 2000)7.

One approach to improve the performance of maintenance activities is to implement a

Total Productive Maintenance (TPM) system (Hermann, 2000)8.

Total Productive Maintenance (TPM) is a maintenance program which involves a

newly defined concept for maintaining plants and equipment. The goal of the TPM
program is to markedly increase production while, at the same time, increasing
employee morale and job satisfaction. TPM brings maintenance into focus as a
necessary and vitally important part of the business. It is no longer regarded as a non-
profit activity. Down time for maintenance is scheduled as a part of the manufacturing

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day and, in some cases, as an integral part of the manufacturing process. The goal is
to hold emergency and unscheduled maintenance to a minimum (Venkatesh J, 2009)9.

“A process which involves people from factory/office working together safely, in

small organised teams, to ensure the most efficient working equipment and
environment possibleABB Ltd. (2002)10”

Total productive maintenance (TPM) 11 is a system of maintaining and improving the

integrity of production and quality systems through the machines, equipments,
processes and employees that add business value to the organization.

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TPM (Total Productive Maintenance) is a maintenance philosophy designed to
integrate equipment maintenance into the manufacturing process. The goal of any
TPM program is to eliminate losses tied to equipment maintenance or, in other words,
keep equipment producing only good product, as fast as possible with no unplanned
downtime.

It can be considered as the medical science of machines. Total Productive

Maintenance (TPM)13 is a maintenance program which involves a newly defined
concept for maintaining plants and equipment. The goal of the TPM program is to
markedly increase production while, at the same time, increasing employee morale
and job satisfaction.

1.3 Historical Background :

History of TPM:
From where did TPM evolve? What spurred its development? TPM originated in
Japan and was an equipment management strategy designed to support the Total
QualityManagement strategy. The Japanese realized that companies cannot produce a
consistent quality product with poorly-maintained equipment. TPM thus began in the
1950s and focused primarily on the preventive maintenance. As new equipment was
installed, the focus was on implementing the preventive maintenance
recommendations by the equipment manufacturer. A high value was placed on
equipment that operated at designed specifications with no breakdowns. During these
same years, a research group was formed which later became the Japan Institute of
Plant Management (JIPM) 14.

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During the 1960s, TPM focused on productive maintenance, recognizing the
importance of reliability, maintenance, and economic efficiency in plant design. This
focus took much of the data collected about equipment during the 1950s and fed it
back into the design, procurement, and construction phases of equipment
management. By the end of the 1960s, JIPM had established and awarded a PM prize
to companies that excelled in maintenance activities.
Then in the 1970s, TPM evolved to a strategy focused on achieving PM efficiency
through a comprehensive system based on respect for individuals and total employee
participation. It was at this time that “Total” was added to productive maintenance.
By the mid-1970s, the Japanese began to teach TPM strategies internationally and
were recognized for their results.
This process was an evolutionary one that took time, not because it was technically
difficult to produce the results, but because of the efforts to change the organizational
culture so that it valued the “Total” concept.
Today the international focus on TPM is intensifying. This interest is expressed to
support a company’s full utilization of its assets. For example, one of the prevalent
strategies today is the concept of Lean Manufacturing. It is based on the Toyota
production system and is designed to drive out waste from an organization.
Lean Manufacturing strategies have yet to produce the true benefits possible because
they assume full asset utilization. Furthermore, the full utilization of assets will never
occur without an effective TPM strategy. Therefore, are Lean Manufacturing
strategies effective today? The answer is no. A quick review of the current state of
maintenance in the United States indicates that changes are required if companies
want to achieve the benefits of Lean Manufacturing.

Maintenance Cost :
Various financial studies showed U.S. companies were spending over 600 billion
dollars on maintenance and related expenditures in 1990. Of this huge amount,
approximately onethirdwas unnecessary or wasted. This waste provides a cost
advantage that companies can ill afford to give to their international competitors.
Where are the wastes? They are in the ineffective use and control of maintenance
resources, labor, and materials. For example, what is the percentage of time that a
maintenance technician is involved in actual hands-on activities? Is it twohours out of
eight? Three hours? In companies where reactive or emergency types of maintenance

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make up 50% or more ofthe maintenance workload, technicians average only 2-3
hoursof hands-on activities per day. During the rest of their time, they are engaged in
non-productive activities such as looking for parts, drawings, instructions, or
authorization. What about inventory wastes? The cost of having too many spares is
paid, not only in capital investments, but also in carrying costs, storage costs and
labor costs. Still other costs include spoilage costs, pilferage costs, and the costs of
damage caused by materials being stored and moved frequently.
A recent survey of maintenance and maintenance-related personnel showed
organizational issues that were impacting maintenance efficiency and effectiveness 15.
These areas include:
Maintenance scheduling
Hiring and training maintenance technicians
Too much emergency or breakdownmaintenance
Lack of controls overmaintenance spares
Lack of upper management support and understanding
Each of these problems are difficult to solve, but when combined provide any
manager with a formidable task. However, organizations that have these problems
will have an almost impossible task trying to implement a TPM program. The right
step is to solve some of these basic problems first, before tackling the task of
implementing TPM. Later in the text, methodology is presented showing how to solve
these problems
The major credit for the development of Total Productive Maintenance (TPM)16 goes
to Seiichi Nakajima, an engineer from Japan. Nakajima developed TPM in the early
1970s as an outgrowth of productive maintenance––a hybrid of preventive and
predictive maintenance and several engineering methods carried out through
employee involvement.

Nakajima was instrumental in incorporating the best known evolving maintenance

systems into one organized approach. Nakajima began studying American preventive
maintenance in the 1950s. He learned of reliability and maintainability engineering,
life cycle costing, zero defects, preventive and predictive maintenance, operator-
assisted maintenance, and task teams. Nakajima then superbly combined these
practices to create a highly effective process. As a result of his work, Toyota was able

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to significantly reduce minimizing delays caused by equipment problems; Total
Productive Maintenance is a key contributor in streamlining the flow of production.
In fact, George Smith, the founder of Marshall Institute, was at the forefront of
maintenance improvement philosophies and best practices in the U.S and Japan. It can
be said that George had a profound impact on the establishment and the philosophy of
Total Productive Maintenance.

George was invited to Japan in the 1950’s to teach the principles of preventive
maintenance. His technical interpreter throughout his lecture circuit was none other
than Seiichi Nakajima. George’s impact on Nakajima was credited in his first book on
Total Productive Maintenance. Nakajima’s “Blue Book” was heralded as the first of
its kind and was the blueprint for all such improvements.

Total Productive Maintenance has been implemented in Japan since the 1970s with
over a thousand companies involved now. It made its way to the United States in
1985-86 through Tennessee Eastman, a division of Kodak, and Baxter-Travenol (now
Baxter Healthcare).

Increasingly, more U.S. companies are seeing the value of Total Productive
Maintenance (TPM) and have adopted it. 3M, Quaker Oats, Timken, Corning, Procter
and Gamble, Westinghouse, Lever Brothers, DuPont, Milliken, Texas Instruments,
Motorola, GM, Exxon, and Ford are just a few such companies.
Marshall Institute has refined TPM through the years into Total Process Reliability
(TPR). TPR is a more holistic approach to operational reliability and it also includes
structured tools such as root cause analysis and PM optimization.

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1.4 Developments in TPM:
According to Mourbay17, following categorized the evolution of maintenance
philosophies over the past 60 years into three generations starting from the 1930s as
summarized in Table 1.1

Table 1.1
Evolution of TPM
Background and Maintenance Techniques
Generation Characteristics of and Philosophy
Equipment
Basic and routine
First Generation (Before Equipment simple, over
maintenance Reactive
the Second world war) designed, easy to repair
breakdown service (“fix it
when it is broke)

More complex, greater

Second Generation
dependence of industry on Planned preventive
(Second world war- Late
machinery Higher maintenance
1970s)
maintenance cost relative Time tested approach
to other operating cost

Condition monitoring,
Continued growth in plant hazard studies, failure
complexity and modes and effect analysis
accelerating use of Reliability centered
automation Downtime maintenance as corner
very costly Just in time stone Computer aided
Third Generation (1980s)
systems more common maintenance management
Rising demand for information system
standard of product or Workforce with multi-
service quality Tightening skills and team working
legislation on safety Emphasis on reliability
and availability Proactive
and strategic
Source: www.plant-maintenance.com

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The recognition of maintenance as a potential profit generator, however, is a fairly
recent development of maintenance in a time perspective as shown in Table 1.2.

Table 1.2
Maintenance in a time perspective
<1950 1950-1975 >1975 2000 onwards
Manpower Mechanization Automation Globalization
(Simple) (Complex) (More complex) (crossing boundaries)
Reliability, availability,

“I operate- you fix” maintainability with

Availability, emphasis on safety, quality

and environment Optimal concept,
longevity,
Condition based outsourcing
“Fix it when cost are the main focus
maintenance, condition Information and
itbreaks” Preventive
monitoring, multi- communication
maintenance
skilling,maintenance technology is stressed
and work order managementinformation
management system andasset
management
Maintenance is
Maintenance
Maintenance is “a task Maintenance is (maybe) “external and internal
is“a
of maintenance “not an isolated function” partnerships”
production
department” Integration efforts Maintenance meets
task”
Production
“Necessary
“ Technical matter” “Profit contributor” “Partnership”
evil”
Source: www.plant-maintenance.com

PM or Total Productive Maintenance is a Japanese idea that can be traced back to

1951. This is the year when preventive maintenance was first introduced into Japan,
from the United States. Nippondenso, (part of Toyota), was the first company in Japan
to introduce plant wide preventive maintenance in 1960.
The fundamentals of preventive maintenance are that operators produced goods using
machines, and the maintenance group was dedicated to the work of maintaining those
machines. However, with the high level of automation of Nippondenso, maintenance
became a bigger and bigger problem, so many more maintenance personnel were now
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required. Because of the scale of the problem the management decided that the routine
maintenance of equipment would now be carried out by the operators themselves (this
is autonomous maintenance, one of the features of TPM). The maintenance group
would then focus only on "maintenance" works for upgrades.
The maintenance group would focus on performing equipment modification that
would improve its reliability. These modifications were then made or incorporated,
into new equipment. The focus of the work of the maintenance group is then to make
changes that lead to maintenance prevention. Thus preventive maintenance along with
maintenance prevention, and maintainability improvement, were grouped as
productive maintenance. The goal of productive maintenance was to maximize plant
and equipment effectiveness, to achieve the optimum life cycle cost of production
equipment.
This was easier for Nippondenso to implement, since they already had quality circles
which involved the employees in changes. Once TPM was implemented all
employees took part in implementing productive maintenance. Based on these
changes Nippondenso was awarded the distinguished plant prize for developing and
implementing TPM, by the Japanese Institute of Plant Engineers (JIPE).
Nippondensoof the Toyota group became the first company to obtain the TPM
certifications. The practice has become widespread in the manufacturing world today.
TPM can be considered a new way of looking at maintenance, or conversely, a
reversion to old ways but on a mass scale. When using TPM the machine operator
performs much, and sometimes all, of the routine maintenance tasks themselves. This
auto-maintenance ensures appropriate, and effective efforts, are expended since the
machine is wholly the domain of one person or team. Companies, who are committed
to Total Productive Maintenance, find that they experience less downtime, waste and
higher productivity.
After TPM, the focus was stretched even further, with suppliers and customers
becoming involved. The next step in methodology was called lean manufacturing.
This methodology was simply adding on to TPM in its original form. TPM is
considered a critical adjunct to lean manufacturing. This is because if machine up-
time is not predictable, and if process capability is not sustained, the process must
keep extra stocks to buffer against this uncertainty, and flow through the process will
be interrupted. It is important to understand that an accurate and practical

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implementation of TPM will increase productivity within the total organization,
where the following factors are found:
A clear business culture that is designed and committed to continuously
improve the efficiency of the total production system
A business organization that has a standardized and systematic approach
where all losses are prevented and/or known, a method of record keeping is
consistently used.
A company culture where all departments, influencing productivity, will be
involved to move from a reactive to a predictive mindset.
A commitment to move toward a transparent multidisciplinary organization
that is reaching zero losses.
Management that understands that steps are taken as a journey, not as a quick
menu
It has been clearly shown that Total Productive Maintenance can provide practical and
transparent ingredients that can help businesses of any size reach operational
excellence.

Overall Equipment Effectiveness (OEE) 18:

OEE is an abbreviation for the manufacturing metric overall equipment effectiveness.

It isa metric that measures the availability, performance efficiency and quality rate of
the equipment. The result of OEE is expressed in percentage.
Manufacturing a product is a complex process. OEE is a tool that combines multiple
manufacturing issues and data point to provide information about the process. By
analyzing and calculating data it also function as a framework for root
causeanalysis.OEE is to provide specific process information. All members of
manufacturing team from assembly technician to financial personnel can use the data
to understand the current status of the manufacturing process. By having a
predetermined framework of the impact of machine availability, performance &
quality ,OEE provide the framework to track underlying issues and root cause .OEE
provide a framework for improvement in the manufacturing process. The Components
of this frame work is
1. OEE
2. Availability
3. Performance
4. Quality

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OEE is a very simple metric to indicate the current status of a manufacturing process
and complex tool to understand the effect of various issues in manufacturing process
and how they affect the entire process
OEE = Availability X Performance X Quality
Availability refer to machine or cell being available for production when scheduled at
the basic level when a process running, it is creating value for the end user. When
process is stopped it’s creating a cost with no associated value .Whatever it’s due to
mechanical failure, raw material or operator issue, the cell or machine is either
producing or not producing by comparing scheduled run time to actual run time. The
availability component of OEE allow for a determination of lost production due to
down time.
Performance is to determine by how much waste is created through running at less
than optimal speed .By comparing the actual cycle time against ideal cycle time.OEE
allows for a determination of how much production was lost by cycle that did not
meet the ideal cycle time.By comparing the quantity of goods to reject parts the
percent of time actually adding value by producing good product is exposed.

1.5 Need and Importance of TPM :

Globalization is the new success mantra for every business. Organizations want to
create their global image, through their product performance in global market. The
rules of global market are not decided by any Govt. or any governing agency. It is the
rule of market which rule on everyone who is involved in globalization. Market
oriented, customer oriented, quality products, customized product etc are the terms
used in global market. No one predicate the future, but one can guess for what there is
a future and answer to this question is quality, speed, least cost, innovation etc.
Organization excelling themselves to achieve these can survive otherwise there is no
hope. Organization realized the importance of quality systems and started enjoying
the benefits of quality systems. Organization to organization quality systems differ but
the main purpose of all quality systems is to adopt standard methodology to produce
quality product, with less effort, less time, least cost and thus develop the
environment which everyone want to excel for quality products. Many firms have
moved to bring total quality management concepts to the practice of preventive
maintenance with an approach as total productive maintenance (TPM). We can say
total productive maintenance is an extension of total quality management philosophy

15
to the maintenance function. TPM is a tool for the organization to maintain specified
quality and to create environment in which each employee, each task and each process
has a scope for improvement and when the organization develops a continues
improvement culture it affect quality , productivity and competitiveness of the
organization.This is possible to achieve through total productive maintenance.

Benefits of Total Productive Maintenance (TPM)

Productivity Improvement - Productivity is improved through fewer losses in
the company
Quality Improvement - Quality is improved as a result , failures and
malfunctions are reduced
Employee Ownership - Ownership of equipment by operators through
Autonomous Maintenance
Employee Confidence - "Zero failure", "zero defect" and "zero accident"
conditions build employee self-confidence
Improved working environment - Clean working conditions provide a good
working environment
Increased Plant Reliability
Customer Satisfaction - TPM leads to high delivery performance and customer
satisfaction

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1.6 Eight Pillars of Total Productive Maintenance (TPM)19:
Figure 1.1: Organization Structure for TPM Implementation

Source: www.plant-maintenance.com
Figure 1.2: Pillars of TPM:

Source: www.plant-maintenance.com

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Pillar – 1 - 5S:
TPM starts with 5S. Problems cannot be clearly seen when the work place is
unorganized. Cleaning and organizing the workplace helps the team to uncover
problems. Making problems visible is the first step of improvement.
Table 1.3
5S
Japanese Term English Translation Equivalent 'S' term
Seiri Organisation Sort
Seiton Tidiness Systematise
Seiso Cleaning Sweep
Seiketsu Standardisation Standardise
Shitsuke Discipline Self - Discipline
Source: www.plant-maintenance.com

Seiri - Sort out:

This means sorting and organizing the items as critical, important, frequently used items,
useless, or items that are not needed as of now. Unwanted items can be salvaged. Critical
items should be kept for use nearby and items that are not be used in near future, should be
stored in some place. For this step, the worth of the item should be decided based on utility
and not cost. As a result of this step, the search time is reduced.

Table 1.4
Sorting Criteria
Priority Frequency of Use How to use
Throw away, Store away
Low Less than once per year, Once per year<
from the workplace
Average At least 2/6 months, Once per month, Once per week Store together but offline
High Once Per Day Locate at the workplace
Source: www.plant-maintenance.com
Seiton - Organise :
The concept here is that "Each item has a place and only one place". The items should
be placed back after usage at the same place. To identify items easily, name plates and
colored tags have to be used. Vertical racks can be used for this purpose, and heavy
items occupy the bottom position in the racks.

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Seiso - Shine the workplace:
This involves cleaning the work place free of burrs, grease, oil, waste, scrap etc. No
loosely hanging wires or oil leakage from machines.
Seiketsu - Standardization:
Employees have to discuss together and decide on standards for keeping the work
place / Machines / pathways neat and clean. These standards are implemented for
whole organization and are tested / inspected randomly.
Shitsuke - Self-discipline:
Considering 5S as a way of life and bring about self-discipline among the employees
of the organization. This includes wearing badges, following work procedures,
punctuality, dedication to the organization etc.
Pillar 2 –JishuHozen (Autonomous maintenance) :
This pillar is geared towards developing operators to be able to take care of small
maintenance tasks, thus freeing up the skilled maintenance people to spend time on
more value added activity and technical repairs. The operators are responsible for
upkeep of their equipment to prevent it from deteriorating.
Policy:
1. Uninterrupted operation of equipment
2. Flexible operators to operate and maintain other equipment.
3. Eliminating the defects at source through active employee participation.
4. Stepwise implementation of JH activities.
JishuHozen Targets:
1. Prevent the occurrence of 1A / 1B because of JH.
2. Reduce oil consumption by 50%
3. Reduce process time by 50%
4. Increase use of JH by 50%
Steps in JishuHozen :
1. Preparation of employees.
2. Initial cleanup of machines.
3. Take counter measures
4. Fix tentative JH standards
5. General inspection
6. Autonomous inspection
7. Standardization and
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 8. Autonomous management.

Each of the above mentioned steps is discussed in detail below.

Train the Employees: Educate the employees about TPM, Its advantages, JH
advantages and Steps in JH. Educate the employees about abnormalities in
equipment.
Initial cleanup of machines :
Supervisor and technician should discuss and set a date for implementing
step1
Arrange all items needed for cleaning
On the arranged date, employees should clean the equipment completely with
the help of maintenance department.
Dust, stains, oils and grease have to be removed.
Following are the things that have to be taken care while cleaning. They are
Oil leakage, loose wires, unfastened nuts and bolts and worn out parts.
After clean up problems are categorized and suitably tagged. White tags are
place where problems can be solved by operators. Pink tag is placed where the
aid of maintenance department is needed.
Contents of tag are transferred to a register.
Make note of area which were inaccessible.
Finally close the open parts of the machine and run the machine.
1. Counter Measures :
Inaccessible regions have to be reached easily. E.g. If there are many
screw to open a fly wheel door, hinge door can be used. Instead of
opening a door for inspecting the machine, acrylic sheets can be used.
To prevent work out of machine parts necessary action must be taken.
Machine parts should be modified to prevent accumulation of dirt and
dust.
2. Tentative Standard :
JH schedule has to be made and followed strictly.
Schedule should be made regarding cleaning, inspection and
lubrication and it also should include details like when, what and how.

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3. General Inspection :
The employees are trained in disciplines like Pneumatics, electrical,
hydraulics, lubricant and coolant, drives, bolts, nuts and Safety.
This is necessary to improve the technical skills of employees and to
use inspection manuals correctly.
After acquiring this new knowledge the employees should share this
with others.
By acquiring this new technical knowledge, the operators are now well
aware of machine parts.
4. Autonomous Inspection :
New methods of cleaning and lubricating are used.
Each employee prepares his own autonomous chart / schedule in
consultation with supervisor.
Parts which have never given any problem or part which don't need
any inspection are removed from list permanently based on experience.
Including good quality machine parts. This avoids defects due to poor
JH.
Inspection that is made in preventive maintenance is included in JH.
The frequency of cleanup and inspection is reduced based on
experience.
5. Standardization :
Upto the previous stem only the machinery / equipment were the
concentration. However in this step the surroundings of machinery are
organized. Necessary items should be organized, such that there is no
searching and searching time is reduced.
Work environment is modified such that there is no difficulty in
getting any item.
Everybody should follow the work instructions strictly.
Necessary spares for equipment’s is planned and procured.
6. Autonomous Management :
OEE and OPE and other TPM targets must be achieved by continuous
improve through Kaizen.

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 PDCA (Plan, Do, Check and Act) cycle must be implemented for
Kaizen.

Pillar 3 - 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. Kaizen is opposite to big spectacular innovations. Kaizen requires
no or little investment. The principle 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 workplace
that affect our efficiencies. By using a detailed and thorough procedure we eliminate
losses in a systematic method using various Kaizen tools. These activities are not
limited to production areas and can be implemented in administrative areas as well.
Kaizen Policy:
1. Practice concepts of zero losses in every sphere of activity.
2. Relentless pursuit to achieve cost reduction targets in all resources
3. Relentless pursuit to improve over all plant equipment effectiveness.
4. Extensive use of PM analysis as a tool for eliminating losses.
5. Focus of easy handling of operators.
Kaizen Target:
Achieve and sustain zero loses with respect to minor stops, measurement and
adjustments, defects and unavoidable downtimes. It also aims to achieve 30%
manufacturing cost reduction.
Tools used in Kaizen:
1. PM analysis
2. Why - Why analysis
3. Summary of losses
4. Kaizen register
5. Kaizen summary sheet.
The objective of TPM is maximization of equipment effectiveness. TPM aims at
maximization of machine utilization and not merely machine availability
maximization. As one of the pillars of TPM activities, Kaizen pursues efficient
equipment, operator and material and energy utilization that is extremes of

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productivity and aims at achieving substantial effects. Kaizen activities try to
thoroughly eliminate 16 major losses.

Table 1.5
16 Major losses in a organization
Loss Category
1. Failure losses - Breakdown loss
2. Setup / adjustment losses
3. Cutting blade loss
4. Startup loss Losses that impede equipment
5. Minor stoppage / idling loss. efficiency
6. Speed loss - operating at low speeds.
7. Defect / rework loss
8. Scheduled downtime loss
9. Management loss
10. Operating motion loss
Loses that impede human work
11. Line organization loss
efficiency
12. Logistic loss
13. Measurement and adjustment loss
14. Energy loss
Loses that impede effective use of
15. Die, jig and tool breakage loss
production resources
16. Yield loss.
Source: www.plant-maintenance.com

Table 1.6
Classification of losses:
Aspect Sporadic Loss Chronic Loss
Causes for this failure can be
This loss cannot be easily identified
easily traced. Cause-effect
Causation and solved,even if various counter
relationship is simple to
measures are applied
trace.
This type of losses is caused because
Easy to establish a remedial
Remedy of hidden defects in machine,
measure
equipment and methods.
A single cause is rare - a
Impact / Loss A single loss can be costly combination of causes trends to be a
rule
Frequency of The frequency of occurrence
The frequency of loss is more.
occurrence is low and occasional.

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 Usually the line personnel in Specialists in process engineering,
Corrective
the production can attend to quality assurance and maintenance
action
this problem. people are required.

Source: www.plant-maintenance.com

Pillar 4 –Planned Maintenance :

It is aimed to have trouble free machines and equipment’s producing defect free
products for total customer satisfaction. This breaks maintenance down into 4 "families"
or groups which were defined earlier.
1. Preventive Maintenance
2. Breakdown Maintenance
3. Corrective Maintenance
4. Maintenance Prevention
With Planned Maintenance we evolve our efforts from a reactive to a proactive
method and use trained maintenance staff to help train the operators to better maintain
their equipment.
Policy:
1. Achieve and sustain availability of machines
2. Optimum maintenance cost.
3. Reduces spares inventory.
4. Improve reliability and maintainability of machines.
Target:
1. Zero equipment failure and break down.
2. Improve reliability and maintainability by 50 %
3. Reduce maintenance cost by 20 %
4. Ensure availability of spares all the time.
Six steps in plannedmaintenance:
1. Equipment evaluation and recoding present status.
2. Restore deterioration and improve weakness.
3. Building up information management system.
4. Prepare time based information system, select equipment, parts and members
and map out plan.
5. Prepare predictive maintenance system by introducing equipment diagnostic
techniques and

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 6. Evaluation of planned maintenance.

Pillar 5 –Quality Maintenance :

It is aimed towards customer delight through highest quality through defect free
manufacturing. Focus is on eliminating non-conformances in a systematic manner,
much like Focused Improvement. We gain understanding of what parts of the
equipment affect product quality and begin to eliminate current quality concerns, and
then move to potential quality concerns. Transition is from reactive to proactive
(Quality Control to Quality Assurance).
QM activities are to set equipment conditions that preclude quality defects, based on
the basic concept of maintaining perfect equipment to maintain perfect quality of
products. The condition is checked and measure in time series to very that measure
values are within standard values to prevent defects. The transition of measured
values is watched to predict possibilities of defects occurring and to take counter
measures before hand.
Policy:
1. Defect free conditions and control of equipment.
2. QM activities to support quality assurance.
3. Focus of prevention of defects at source
4. Focus on poka-yoke. ( fool proof system )
5. In-line detection and segregation of defects.
6. Effective implementation of operator quality assurance.
Target:
1. Achieve and sustain customer complaints at zero
2. Reduce in-process defects by 50 %
3. Reduce cost of quality by 50 %.
Data requirements:
Quality defects are classified as customer end defects and in house defects. For
customer-end data, we have to get data on
1. Customer end line rejection
2. Field complaints.
In-house, data include data related to products and data related to process

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Data related to product:
1. Product wise defects
2. Severity of the defect and its contribution - major/minor
3. Location of the defect with reference to the layout
4. Magnitude and frequency of its occurrence at each stage of measurement
5. Occurrence trend in beginning & the end of each production/process/changes
(Like pattern change, ladle/furnace lining etc.)
6. Occurrence trend with respect to restoration of breakdown/modification /
Periodical replacement of quality component.
Data related to processes:
1. The operating condition for individual sub-process related to man, method,
material and machine.
2. The standard settings/conditions of the sub-process
3. The actual record of the settings/conditions during the defect occurrence.
Pillar 6 - Training:
It is aimed to have multi-skilled revitalized employees whose morale is high and who
is eager to come to work and perform all required functions effectively and
independently. Education is given to operators to upgrade their skill. It is not
sufficient to know only "Know-How" by they should also learn "Know-why". By
experience they gain, "Know-How" to overcome a problem what has to be done. This
they do without knowing the root cause of the problem and why they are doing so.
Hence it become necessary to train them on knowing "Know-why". The employees
should be trained to achieve the four phases of skill. The goal is to create a factory full
of experts.

The different phases of skills is

Phase1: Donotknow.
Phase2: Know the theory but cannot do.
Phase3: Can do but cannot teach
Phase 4: Can do and also teach.

Policy:
1. Focus on improvement of knowledge, skills and techniques.
2. Creating a training environment for self-learning based on felt needs.

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 3. Training curriculum / tools /assessment etc. conductive to employee
revitalization
4. Training to remove employee fatigue and make work enjoyable.

Target:
1. Achieve and sustain downtime due to want men at zero on critical machines.
2. Achieve and sustain zero losses due to lack of knowledge / skills / techniques
3. Aim for 100 % participation in suggestion scheme.
Steps in Educating and training activities:
1. Setting policies and priorities and checking present status of education and
training.
2. Establish training system for operation and maintenance skill up gradation.
3. Training the employees for upgrading the operation and maintenance skills.
4. Preparation of training calendar.
5. Kick-off of the system for training.
6. Evaluation of activities and study of future approach.
Pillar 7 –Office TPM:
Office TPM should be started after activating four other pillars of TPM (JH, KK, QM,
PM). 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. Office TPM addresses
twelve major losses.
They are
1. Processing loss
2. Cost loss including in areas such as procurement, accounts, marketing,
sales leading to high inventories
3. Communication loss
4. Idle loss
5. Set-up loss
6. Accuracy loss
7. Office equipment breakdown
8. Communication channel breakdown, telephone and fax lines
9. Time spent on retrieval of information
10. Non availability of correct on line stock status
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 11. Customer complaints due to logistics
12. Expenses on emergency dispatches/purchases

How to start office TPM?

A senior person from one of the support functions e.g. Head of Finance, MIS,
Purchase etc. should be heading the sub-committee. Members representing all support
functions and people from Production & Quality should be included in subcommittee.
TPM co-ordinate plans and guides the subcommittee.
1. Providing awareness about office TPM to all support departments
2. Helping them to identify P, Q, C, D, S, M in each function in relation to plant
performance
3. Identify the scope for improvement in each function
4. Collect relevant data
5. Help them to solve problems in their circles

1. Make up an activity board where progress is monitored on both sides - results

and actions along with Kaizens.
2. Fan out to cover all employees and circles in all functions.
Kobetsu Kaizen topics for Office TPM:
Inventory reduction
Lead time reduction of critical processes
Motion & space losses
Retrieval time reduction.
Equalizing the work load
Improving the office efficiency by eliminating the time loss on retrieval
ofinformation, by achieving zero breakdown of office equipment like
telephone and fax lines.
Office TPM and its Benefits:
1. Involvement of all people in support functions for focusing on better plant
performance
2. Better utilized work area
3. Reduce repetitive work
4. Reduced inventory levels in all parts of the supply chain
5. Reduced administrative costs
6. Reduced inventory carrying cost
7. Reduction in number of files

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 8. Reduction of overhead costs (to include cost of non-production/non capital
equipment)
9. Productivity of people in support functions
10. Reduction in breakdown of office equipment
11. Reduction of customer complaints due to logistics
12. Reduction in expenses due to emergency dispatches/purchases
13. Reduced manpower
14. Clean and pleasant work environment.

P Q C D S M in Office TPM :
P - Production output lost due to want of 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.
How office TPM supports plant TPM:
Office TPM supports the plant, initially in doing JishuHozen of the machines (after
getting training of JishuHozen), as in JishuHozen at the
1. Initial stages machines are more and manpower is less, so the help of
commercial departments can be taken, for this
2. Office TPM can eliminate the lodes on line for no material and logistics.
Extension of office TPM to suppliers and distributors:
This is essential, but only after we have done as much as possible internally. With
suppliers it will lead to on-time delivery, improved 'in-coming' quality and cost
reduction. With distributors it will lead to accurate demand generation, improved
secondary distribution and reduction in damages during storage and handling. In any

29
case we will have to teach them based on our experience and practice and highlight
gaps in the system which affect both sides. In case of some of the larger companies,
they have started to support clusters of suppliers.
PILLAR 8 –Safety, Health and Environment:
Target:
1. Zero accident,
2. Zero health damage
3. Zero fires
In this area focus is on to create a safe workplace and a surrounding area that is not
damaged by our process or procedures. This pillar will play an active role in each of
the other pillars on a regular basis.
A committee is constituted for this pillar which comprises representative of officers as
well as workers. The committee is headed by Senior Vice President (Technical ).
Utmost importance to safety is given in the plant. Manager (Safety) looks after
functions related to safety. To create awareness among employees various
competitions like safety slogans, Quiz, Drama, Posters, etc. related to safety can be
organized at regular intervals.

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1.Jackson M 2000 An analysis of flexible and Reconfigurable Production Systems,
Doctoral Thesis Production Systems. Linkopings Universitat Linkoping Sweden.
2.Bamber, C.J. Sharp, J.M., Hides, M.T. 1999 Factors affecting successful
implementation of total productive maintenance. Journal of Quality in Maintenance
Engineering 6(3) 162
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4. The concept of plant maintenance with total participation is proclaimed by JIPM
(1971)
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for Identification of Attributes for TPM Implementation Voice ofResearch Volume
3 Issue 3 December 2014 ISSN No.2277-733JIPM(1971) SGIM
6. Introduction to TPM :Nakajima (1988)
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Maintenance Technology Magazine online 13, no.4, April (2000)
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Technology Magazine online 13, no. 4, April 2000.
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Maintenance
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maintenance through a performance measurement system framework”, The
International Journal of Flexible Manufacturing Systems, 2002,Vol. 14, pp. 33-52.
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