Agenda

 TPM Overview

 Pillars of TPM

 Implementing TPM

 Benefits of TPM
TPM Overview
 Introduction
 Maintenance has a far greater impact on corporate profitability than most managers are willing to consider, much less
admit

 And, as the competitive environment in the world continues to increase the pace, companies are looking for new
strategies to save on costs, develop employees to face future challenges and bring about a new culture at work place
 Major Losses in Production Line and
 Organization
Failure losses – Breakdown loss  Logistic loss
 Setup / adjustment losses  Measurement and adjustment loss
 Start up loss  Energy loss
 Frequent Minor stoppage  Die, jig and tool breakage loss
 Speed loss - Operating at low speed  Yield loss
 Defect / rework loss  Repeated customer complaints
 Scheduled downtime loss  Scrap products
 Shortage of materials  Machine maintenance not done
 Area mishap  Incompetent resources
 Improper planning  Poor supplier response
 What is TPM
 TPM is a plant improvement methodology which enables continuous and rapid improvement of the manufacturing
process through use of employee involvement, employee empowerment, and closed-loop measurement of results.

T: Total
 Participation of all Employees
 Include all Departments, operation, equipment and process
Total
P: Productive
 Pursue the maximization of efficiency of the production
Productive
system by making all loses zero
 Zero accidents Zero defects Zero breakdowns
M: Maintenance
Maintenanc  To improve the efficiency of the equipment
e
 Maintenance means the entire life cycle of the production
system
 Maintenance is not only to repair and maintain the machines.

A system of maintaining and improving the integrity of Production and Quality

Systems through the Machines, Equipment, Processes, and Employees that
TPM Add Business Value to an Organization
TPM Goals
Maximize
Equipment Zero Accidents
Effectiveness

Achieve Zero
Reduce Cost
Defects

Achieve Zero Increase

Breakdowns Production

By Involving All Employees

 TPM Philosophy
 Basic philosophy of TPM is Prevention & Participation by all departments &
personnel, including top personnel to first-line operators

 Keeping the equipment in optimal condition with Visual control

 Make a clean workplace

 TPM aims at elimination or reduction of losses

 The concept of loss is basic to practicing TPM

 Concept of Loss
16 types of losses in manufacturing environment
a.Equipment Efficiency related
b.Human efficiency related
c.Cost related

a.Equipment Efficiency related b.Human efficiency related c.Cost related

 Availability Related 9. Management Losses 9. Yield loss
1. Break Down loss 10. Operating motion Loss 10. Energy loss
2. Setup loss 11. Line Organization loss 11. Die/Tool loss
3. Tool change loss 12. Loss due to failure to automate
4. Start up loss 13. Loss due to Adjustment & Measurement
5. Planned Maintenance

 Performance Related
6. Minor stops
7. Reduced speeds

 Defect Related
8a. Scrap
8b. Rework
Pillars of TPM
 Zero Br ea k

Autonomous
Autonomous
down

Maintenance
Maintenance
s
Pillars of TPM

Focused
Focused Improvement
Improvement

Planned
Planned Maintenance
Maintenance
Zero

Quality
Quality Maintenance
Maintenance

Early
Early Management
Management //
Development
Development
Defect
s

Management
Management
5S Workspace Management

Training
Training
Total Productive Maintenance 

Safety
Safety Health
Health And
And
Commitment From Leadership Management

Environment
Environment

Office
Office TPM
TPM
Zero A
cciden
ts
 Autonomous Maintenance
 The purpose of the first pillar of total productive maintenance is to provide training for each operator to minimize gap
between maintenance personnel & operators, so that they can work as team
 In this pillar, development of operators for handle initial maintenance requirements and tasks which are regular required
for maintain smooth operations
 Hence the maintenance peoples can divert and send time on more value added activities and technical maintenance. In
this concept focus on, each equipment operator is responsible, for maintain and prevention of its equipment
 Autonomous Maintenance program's target are:
 Prevention of equipment deterioration by regular checking, verification and correct operations.
 Proper management, and bring equipment return to its ideal condition by restoration, replacement and maintain.
 Establish the basic condition required to keep equipment well maintained.
 Autonomous Maintenance Implementation It is extremely important if you are working with
total productive maintenance, to improve the
technical skills of employee and use standards
and manuals for inspection processes. You have to organize your equipment and
necessary items on previous experience,
Implementation of 5S system always as that will easier to maintain and reduce
recommended along with total Autonomous time of operations. Prepare work
productive maintenance system, without Inspection environment well organized such that there
cleaning there is no environment will be is no difficulty to getting any item and
not comfortable for further implement. Initial
remember that, everyone follows the
Cleaning
Standardization standard operating system strictly

Overall equipment
Every employee related to effectiveness and other total
manufacturing processes, Educate
productive maintenance
Autonomous
mainly equipment operators Employee Management
goals must be achieved by
must educate about total continuous improvement
productive maintenance. through specific processes
Autonomous
Maintenance

Benefits: To reducing performance losses, increasing equipment availability time, equipment reliability and individual performance as
well as overall equipment effectiveness (OEE) is possible to improve through deployment of autonomous maintenance system in
organization. in addition, improvement to employee engagement, capability confidence, equipment ownership and independency levels.
 Focused Improvement
 Focused improvement is the initial pillar of total productive maintenance system, it is focus on improvement on the
whole system, through identify and eliminate losses by team approach
 Organizational complex issues can possible through implementation of focused improvement step, generally this pillar
follows a structured system support of PDCA cycle to identify and eliminate issues b systematic way
 In this pillar you have to establish an analysis of the different type of losses affecting the existing system and
manufacturing activities, and strategic management to determine criteria for targeting issues and losses
 For making every employee to be self-sufficient in solving an appropriate issue, as well develop the capabilities of the
team, and the pillar ensures that the manpower has the skills and motivation to identify and reduce issues from their
processes

Benefits:
 Improving efficiency by reducing defects in product, processes and system
 Improving safety performance by reducing risk factors in processes by analyze risk levels and appropriate actions
 The focused improvement pillar ensures that the approach taken in consistent and repeatable to assure sustainability
 Planned Maintenance
 Objective of this pillar is to establishment of the predictive maintenance system for equipment and related tooling
materials, as well as try it should have achieved the natural life cycle of each equipment elements
 To achieve goals such as zero break downs, prevention of equipment and predictive system are possible through
planned maintenance which is third pillar of total productive maintenance
 The objectives of the planned maintenance are:-
 Reduction of MTTR (Minimize Mean time to repair): MTTR is measurement of repair time scale between two repairs
processes down for any particular equipment, this time can possible to reduce by take some actions such as
diagnose issue quick and accurately, take the corrective actions quickly, optimize machine to minimize setup and
adjustment time, optimize spare parts well organized.
 Increase of MTBF (Maximize Mean Time between Failure): You can increase time by measure MTBF of each
equipment's sequence failure such as machine breakdown, tool breakdown and performance degradation or part
failure.
 To do less than 1% of total maintenance hours devoted to reactive maintenance
 Planned Maintenance
 The purpose of this pillar planned maintenance is to producing zero defect products without any trouble by machine
and equipment during manufacturing processes, and that can be possible though focused on preventive maintenance,
breakdown maintenance, corrective and maintenance prevention system.

Benefits:
The benefit from the implementation of planned maintenance is the reduction of the equipment breakdowns, and with minimum product
defects, as well as seamless manufacturing processes. The system also helps to reduced cost and improve machine efficiency, further it
will also allow manage safety and quality improvement. In short:
 Optimum Maintenance Cost.
 Improve Reliability and maintainability of equipment.
 Reduces parts inventory & effective maintenance.
 Equipment Sustain availability.
The planned maintenance structural system, where all the activities should pre-scheduled for maintenance, operational and controlled
 Quality Maintenance
 Quality management is defined as a procedure for control the condition of machinery and equipment elements that directly or
indirectly negative impacts in quality of products during manufacturing processes
 To achieve purpose of zero defects by help and maintain equipment condition needs to setup error proofing system in
manufacturing facility to prevent mistakes from happening in initial stage & root cause analysis to identify real cause, to fix it
immediately and permanently.

Quality Maintenance Procedure

 Initially, you have to define standard system for the quality maintenance, and have to maintain quality parameters and quality
standards with fully controlled environment
 On base of quality maintenance requirements and against the standards you can easily identify quality defects, localize all
quality defects from existing processes
 Quality Maintenance
Quality Maintenance Procedure
 To implementation of quality maintenance, identify and select key equipment & related defects for implement processes of this
step, the process helps to make standardize the system, if all the activities are successfully evaluated.
 It is very important that each equipment must be examined, to prepare it for manage for maximum production can be achieved
by restoration.
 In the total productive maintenance system, preventive maintenance is necessary and important stage for continuous
improvement at any level. Hence preventive maintenance analysis must be conducted on this procedure stage.
 Identify all the root cause of the problem, and eliminate factors that creating defects in manufacturing processes.
 To setup change, you have to optimize operating conditions and methods.
 Detection of each defects in product and processes, and regular tasks must be recorded.
 Every identified defects must be restored or improved as appropriate requirements.
 Establish standard values for inspection of components
 You have to define the parameter or criteria to determine and validate for confirmed products / non-defective product in
production lines
 You have to define standard values for inspection points, and try to minimize the number of inspection stages or step to focus
on particular inspection points.
 Establish graphical presentation for inspection, and identified points for inspection for analysis and evaluation of standards
Benefits: To prevent quality defects, you have to setup quality conditions that preclude, and define the systematic and methodical
activities to eliminate non-conformances in manufacturing processes. In short, the quality maintenance system reduces the cost of
quality, and minimize wastage which results from weak production processes. overall, defect free condition and control of equipment,
quality management activity to control quality assurance, prevention of quality defects etc. are major benefit of this pillar
 Early Management / Development
 The aim of the development management / or early management is process for establish system for reducing the time
for new product or equipment development start up time, commissioning time, and stabilization time with highly
Management
expected quality product setup. You can verify the management system by:
 In the development management, you have collect the information from the customers regarding existing product,
and utilization and analyze all the feedback before establishment of new design.
 Analysis of your existing product, and measuring for your existing processes are match as easy of manufacturing.
 At the phase of product design & production planning for new product, you have measure the existing system is
really easy of manufacturing or not by identifying possibilities of failures, to reviews of design of new product, trail
manufacturing & first trial type tests
 In this pillar, you can manage the processes through two types of system, first is early equipment management and
early product management, both approaches are working on same principles, but the design and planning are works
separately

Benefits: Hence the early equipment management focus on loss & defect free processes, hence the early product management
concentrate on development lead times, simultaneous activities by team management for minimum quality loss.
 Training and Education
 The purpose of this pillar is to establishment of education & training for equipment operators and maintenance
personnel for technical, and system that drive total productive maintenance activities
 Probably, total productive maintenance system is a continuous learning process hence all the related personnel must
activity participate and learn through complete associated tasks
 In the pillar of Education and training, there are two major components:
 Technical Training: In the technical skill training, every employee related to equipment mostly operators and
maintenance personnel must be trained for the regular maintenance procedures, troubleshooting of equipment and
problem solving skill on specific issues
 Soft Skill Training: Diversity training & communication skills, how to work as team are major requirements for total
productive maintenance system
 In short, in the education and training section organization expecting the personnel who concern with their tasks must
perform as expert, and develop itself as multiskilling, as well come to work and will perform all required functions
effectively & independently by proper training

Benefits: Is to enhance skills & performance of all personnel for regular equipment operations and maintenance activities, and essential
for the successful implementation of total productive maintenance system.
 Safety, Health and Environment
 From the planning to sustain of total productive maintenance activities, safety & prevention of adverse environmental
impacts should be on priorities
 And should make the aim to be establish system to target zero accident, zero health damage and zero fires incidents.
 This pillar is playing important role at every stage of the Total productive maintenance, and assuring that the total
productive maintenance activities are not violate safety system's requirements

Benefits: Implementation of this pillar is to prevention of accident and incidents, environmental system failures, and financial costs
saving due to containment, investigation and compensation to organization. This can be enhancing sustainability in organization due to
involvement of this pillar in total productive maintenance system.
 Office TPM
 The purpose of the pillar office TPM is to achieve zero function losses, establishment of efficient offices, and implementation of
service support functions for manufacturing processes
 Actually, office TPM is not last pillar of the total productive maintenance, but it works Symantecally with other pillars, it is
actively participated from the team establishment to finalization of the improvement of each pillars, because it is administrative
functions and manage support on all stages together
 Office TPM addressing and playing supporting role for some major losses such as:
 Elimination of processing losses, cost losses including marketing, accounting and sales related, communication losses,
setup losses, accuracy losses etc.
 Managing the TPM by effective actions to eliminate office equipment breakdowns, communication equipment and office
equipment.
 Reduction of time spent on retrieval of information through any media.
 Minimize communication and time by establishment of ideal system for correct information status on any time availability.
 Reducing customer complaints due to transportation and logistics issues

Benefits: By effective administrative systems across the organization and interested parties, it is possible to elimination of losses, and this is the part of
office TPM. office TPM best measurable benefits are inventory reduction, lead time reduction of critical processes, retrieval time reduction, maximum
utilization of resources, and reduction in administrative costs. This is not just cost reduction step but also supporting in development functions, improvement
in customer satisfactions and deployment of flexible system in organization.
Implementing TPM
 12 Step Approach
Phase 4 : Establish Step 12: Total application of TPM

Step 11: Safety, Health and Environment

Phase 3 : Execution Step 10: Office TPM

Step 9: Quality management system

Step 8: Early/Development management

Step 7: Improve the effectiveness

Phase 2 : Launch Step 6: Kick Off

Step 5: Master plan for implementation

Step 4: Setting basic policy and target

Phase 1 : Preparation
for Launch
Step 3: TPM organization and pilot activity

Step 2: Launch a formal education program

Step 1: Announcement of TPM

 Step 1: Announcement of TPM
 Plant Head, Unit Head along with senior management visits TPM practicing plants to see the effect of TPM
 In this step the target equipment for the pilot TPM program is selected. There are three logical ways to
approach this selection
 Easiest to Improve
 Constraint/Bottleneck
 Most Problematic
 Declaration by top management in the determination to introduce TPM at a gathering of managers, staff and
all employees
 Publicity to the event in company newsletter
 Setting up an interim committee to organize for TPM introduction

Additional Guidelines
 For a company with limited TPM experience and/or support (whether through internal staff or external
consultants) the best choice is usually the Easiest to Improve equipment
 For a company with moderate or strong TPM experience and/or support (whether through internal staff or
external consultants) the best choice is almost always the Constraint/Bottleneck equipment. The key is to
minimize potential risk by building temporary stock and otherwise ensuring that unanticipated stop time can
be tolerated
 Teams often gravitate to selecting the Most Problematic equipment. This, however, is rarely the best choice
(unless it happens to also be the Constraint/Bottleneck)

Step 2: Launch a formal education program
Introduction of TPM without proper training and education can lead to failure of the movement
 Organizing TPM awareness seminars for employees
 Poster and slogan contest
 Publishing articles on TPM in company newsletter
 Plant visits to TPM practicing companies
 Key role from Plant Head and Unit Head inclusive of top management
 Mentoring and coaching by Corporate Quality Team
 Step 3: TPM organization and pilot activity
 TPM is an activity which requires constant facilitation and tracking till a critical mass is achieved

 It shall be cross functional team with key member from Corporate Quality Team

 People who are trained as TPM Facilitators are part of this cross functional team

 Steering committee is formed consisting of senior plant personnel

 Plant in-charge is the chairman of TPM steering committee

 Senior level manager is made in-charge of the steering committee under the supervision of plant head

 Specialized sub-committees are formed headed by senior person from the relevant area with representation
from each department

 Status shall be shared during MRM

 Step 3: TPM organization and pilot activity
 Model Machine Activity

 Each unit selects a model machine/equipment Manager along with his engineers and staff work on the
machine to

 Do initial cleaning

 Identify sources of contamination

 Take measures for containing the contamination

 Do Kaizens to reduce the losses

 Model machines are showcased to all the employees as proof of TPM’s effectiveness

This group will promote and sustain TPM activities once they begin. Team-based activities are essential to a TPM
effort. This group needs to include members from every level of the organization – from management to the shop
floor. This structure will promote communication and will guarantee everyone is working toward the same goals
 Step 4: Setting basic policy and target
 TPM is not the goal but means to achieve the goals

 Data on Benchmarks - benchmark is the status at the start of activity

 Stretched targets are set for each of the item

 Timelines are fixed within which targets are to be achieved

 Tracking of progress is done wrt the master plan

Analyze the existing conditions and set goals that are SMART: Specific, Measurable, Attainable, Realistic and
Time-based
 Step 5: Master plan for implementation
 Master Plan is prepared to create a schedule for all the 12 steps upto the last stage of TPM

 Master Plan talks about major activities such as- formation of sub-committees, their start date and end date
etc.

 Each sub-committee makes its own master plan

 Both the sub-committee plan and master plan shall be reviewed and approved by the plant/unit head

 The plans shall be reviewed, monitored and controlled on a monthly basis by senior manager

This plan will identify what resources will be needed and when for training, equipment restoration and
improvements, maintenance management systems and new technologies.
 Step 6: Kick off
 TPM Kick -Off is a memorable occasion in the TPM journey

 TPM is launched plant-wide with involvement of all employees

 Launch function to be attended by employees, suppliers, dealers and required stakeholders as applicable

 Top management addresses all the employees

 TPM organization structure, TPM policy and targets are announced

 Presentations are made by Model machine teams to exhibit the success of TPM activity on model machines
 Step 7: Improve the effectiveness
 Project teams will analyze each piece of equipment and make the necessary improvements.

 Focused Improvement  Achieve enhancement in tooling life through

 Focuses on Increasing Production & reducing  Change in material
cost  Change in design
 Enhancing competency and maximizing output  Change in process
per person  Surface treatment such as coating
 Cross functional teams take up projects to  Recycling and or salvaging
eliminate/reduce losses in the system  Identify non moving tools and tooling and take action
 Tools focus is on for disposal.
 Eliminating Production Loss due to non-
availability of tools
 Reducing Tool Cost by
 Reducing Tool Inventory
 Achieve price reduction through
 Import substitution
 Reduction in prices Absolute price reduction
 Variety reduction and hence price reduction
 Alternate source
 Step 8: Early\Development management
 To procure ‘maintenance free’ equipment by incorporating the improvements at the development stage of new
equipment

 To establish system for ensuring reliability, maintainability and operability

 To incorporate the improvements emanating from various Kaizens into the new equipment

 Objective is to get easy - to - use facilities

Operators’ routine cleaning and inspection will help stabilize conditions and stop accelerated deterioration.
 Step 9: Quality management system
 Quality maintenance focuses on
 Setting conditions under which no defects will be generated
 Less emphasis on measuring and maintaining the quality characteristic of the job
 Emphasis on controlling the cause side parameters
 To achieve the goal of Zero Defect, Zero rework and Zero Customer complaints
 Step 1  Step 6
 Gap analysis  Prepare cause side checklist
 Stratification  Step 8
 Step 2  Standard operating procedure
 Develop QA matrix  Step 9
 Step 3  Provide specific training to engineers / machine
 Identify 4 M conditions operators
 Step 4
 Defect classification (a/b/c type)
 Why Why analysis
 PM analysis
 Step 5
 Implement Poka yoke/ kaizen / countermeasures
 Set 4 M conditions
 Step 10: Office TPM
 This team focuses
 Reducing cost of buying of incoming material
 Optimizing material inventory
 Ensuring implementation of 1S,2S across entire plant
 Achieving optimum utilization of manpower

 Material cost reduction is achieved through:-

 Price reduction
 Taxation
 Value engineering
 Packaging
 Handling & transportation etc.
 Step 11: Safety, Health and Environment
 Focus on building shop-floor which is -
 Clean ,Bright & Safe
 This is achieved by eliminating tasks which are -
 Dirty ,Difficult & Dangerous
 Aim is to achieve
 Zero accident
 Zero pollution
 Zero health hazards

Change in attitude Listening

No doubting
Doing
Change in thinking style We can achieve ZERO
Forget the past glory
Not enough
Change in Culture Working together
Commitment of all
Involvement of workforce
Happy and Motivated employees
Ready to face challenges &
Satisfy changing customer needs
 Step 12: Total application of TPM
 After establishing framework for TPM implementation and achieving the results in each area, the plant appears
for TPM award by Senior Management

 Implementation to be made horizontally as applicable

Maintenance and reliability as a core business strategy is key to a successful TPM implementation. Without the
support of top management, TPM will be just another “flavor of the month.” Implementing TPM using the above 12
steps will start you on the road to “zero breakdowns” and “zero defects.”
Benefits of TPM
Benefits of TPM
 Effects of TPM
 Effects of TPM always evaluated in terms of
 P- Production
 Q-Quality
 C-Cost
 D-Delivery
 S-Safety
 M-Morale
 Intangible effects
 My Machine concept - First - Line operator owns the equipment
 Concept of Zero
 Clean Workplace
Sustain TPM
 Proposed
Production
TPM Targets
 Obtain Minimum 95% Overall Production Efficiency
 Obtain Minimum 85% Overall Equipment Effectiveness
 100% schedule maintenance
Quality
 Operate in a manner, so that there are no customer complaint
 No follow-up
 Being consistent
Cost
 Reduce the manufacturing cost as much as possible
Delivery
 Achieve 100% success in delivering the goods as required by the customer
Safety
 Maintain an accident free environment
Multitask
 Develop multiskilled & flexible workers.