Total Productive Maintenance (TPM) – Benefits, Approach, Elements, Targets
Table of Contents
Introduction
Since Industry Forum was founded in 1994 with the aim of driving continuous improvement methods in automotive manufacture, it has successfully expanded to support aviation, petrochemical, electronics, food, and beverage divisions on a global scale.
As an the integral approach to the business solutions TPM (Total Productive Maintenance) is a core support programmer affiliated with the Japanese Institute of the Plan Maintenance (JIPM) considered to be the global leading body Total Productive Maintenance (TPM) is not the just a professional maintenance approach but also a cultural the transformation programmer.
Industry Forum teams are experienced practitioners and have a deep understanding of the multiple environments of application and hands-on experience with the application. Our senior, experienced teams have operated at the corporate level in large organisations, understand the holistic programmer approach, and have worked directly with the Japanese Institute of Plan Maintenance (JIPM) for the award activities. Our teams have core disciplines, and although they have a wide range of knowledge, our approach is to hone our expertise in the core disciplines so that depth of application is assured.
What is Total Productive Maintenance (TPM)
It can be considered as the medical science of the machines. Total Productive Maintenance (TPM) is the maintenance program which involves a newly defined concept for the maintaining plants and the equipment. The goal of the Total Productive Maintenance (TPM) program is to the markedly increase production while at the same time increasing employee morale and the job satisfaction.
Total Productive Maintenance (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. Downtime for maintenance is scheduled as a part of the manufacturing day and, in some cases, as an integral part of the manufacturing process. The goal is to keep emergency and unscheduled maintenance to a minimum.
History of TPM
Total Productive Maintenance (TPM) is an innovative Japanese concept. The origin of Total Productive Maintenance (TPM) can be traced back to 1951, when preventive maintenance was introduced in Japan. However, the concept of preventive maintenance was taken from the USA. Nippondenso was the first company to introduce plant-wide preventive maintenance in the 1960s. Preventive maintenance is the concept wherein operators produce goods using machines, and the maintenance group is dedicated to maintaining those machines. However, with the automation of Nippondenso, maintenance became a problem as more maintenance personnel were required. So the management decided that the operators would carry out the routine maintenance of the equipment. This is autonomous maintenance, one of the features of Total Productive Maintenance (TPM). The maintenance group took up only the essential maintenance work.
Thus, Nippondenso, which already followed preventive maintenance, also added autonomous maintenance done by the production operators. The maintenance crew went in for equipment modifications to improve reliability. The modifications were made or incorporated into the new equipment. This led to maintenance prevention. Thus, preventive maintenance, along with maintenance prevention and Maintainability improvement, gave birth to productive maintenance. The aim of productive maintenance was to maximise plant and equipment effectiveness.
By then, Nippon and Denso had made quality circles involving the employee’s participation. Thus, all the employees took part in implementing productive maintenance. Based on these developments, Nippondenso was awarded the distinguished plant prize for developing and implementing Total Productive Maintenance (TPM) by the Japanese Institute of Plant Engineers (JIPE). Thus, Nippondenso of the Toyota Group became the first company to obtain the Total Productive Maintenance (TPM) certification.
TPM Targets
- The Obtain Minimum 90% OEE (Overall Equipment Effectiveness).
- Run the machines even during lunch. Lunch is the for operators and not for the machines.
- Operate in the manner so that there are no customer the complaints.
- Reduce the manufacturing cost by the 30%.
- Achieve 100% success in delivering the goods as required by the customer.
- Maintain an accident free the environment.
- Increase the suggestions from the workers employees by the 3 times. Develop Multi-skilled and the flexible workers.
Why TPM
The Total Productive Maintenance (TPM) was introduced to achieve the following objectives. The important ones are listed the below.
- Avoid wastage in the quickly changing economic the environment.
- Producing goods without reducing product the quality.
- Reduce the cost.
- The Produce a low batch quantity at the earliest possible time.
- Goods send to the customers must be the non-defective.
How to start TPM
A senior person from one of the support functions Head of Finance MIS the Purchase etc. should be heading the sub-committee. Members representing all the support functions and people from the Production & Quality should be included in the subcommittee. The Total Productive Maintenance (TPM) co-ordinate plans and guides the subcommittee.
- Providing awareness about office Total Productive Maintenance (TPM) to all the support departments.
- Helping them to the identify P, Q, C, D, S, M in each function in relation to the plant performance.
- Identify the scope for improvement in the each function.
- Collect relevant the data.
- Help them to the solve problems in their circles.
- Make up the activity board where progress is monitored on both sides results and actions along with the Kaisers.
- Fan out to the cover all employees and circles in the all functions.
Benefits of TPM
- Involvement of all the people in support functions for the focus on better plant performance.
- The Better utilized work the area.
- Reduce the repetitive work.
- Reduced administrative the costs.
- The Reduced inventory the carrying cost.
- Reduction in number of the files.
- Productivity of people in the support functions.
- The Reduction in breakdown of the office equipment.
- Reduction of customer complaints due to the logistics.
- Reduction in the expenses due to emergency dispatches the purchases.
- Reduced the manpower.
- The Clean and pleasant work the environment.
Eight pillars of TPM
- Focused Improvement
- Autonomous Maintenance
- Planned Maintenance
- Training & Education
- Early Management
- Quality Maintenance
- Office TPM
- Safety, Health & Environment
1. Focused Improvement
Focused Improvement is the first pillar of Total Productive Maintenance (TPM). It provides a structured team-based approach to the drive elimination of specifically identified losses in the any process.
2. Planned Maintenance
Planned Maintenance is the third pillar of Total Productive Maintenance (TPM) and aims to the achieve zero breakdowns. It follows a structured approach to the establish a management system that extends the equipment reliability at optimum the cost.
3. Autonomous Maintenance
Autonomous Maintenance is the second of the eight pillars of Total Productive Maintenance (TPM). It follows a structured approach to increasing the skill levels of personnel so that they can understand, manage, and improve their equipment and processes. The goal is to change operators from being reactive to working in a more proactive way to achieve optimal conditions that eliminate minor equipment stops as well as defects and breakdowns.
4. Training & Education
Training and Education is the fourth pillar of Total Productive Maintenance (TPM). It ensures that staff are trained in the skills identified as essential both for their personal development and for the successful deployment of Total Productive Maintenance (TPM) in line with the organization’s goals and the objectives.
5. Quality Maintenance
Quality Maintenance is the sixth pillar of Total Productive Maintenance (TPM) and aims to the assure zero defect conditions. It does this by understanding and controlling the process interactions between manpower material machines and the methods that could enable defects to the occur. The key is to prevent defects from being produced in the first place rather than installing rigorous inspection systems to detect the defect after it has been the produced.
6.Early Management
Early Management is the fifth pillar of Total Productive Maintenance (TPM) and aims to the implement new products and processes with the vertical ramp up and minimized development lead the time. It is the usually deployed after the first four pillars as it builds on the learning captured from other pillar teams incorporating improvements into the next generation of product and equipment the design.
7.Office TPM
Office Total Productive Maintenance (TPM) is the seventh pillar and concentrates on all areas that provide administrative and support functions in the organization. The pillar applies the key Total Productive Maintenance (TPM) principles in the eliminating waste and losses from the departments. The pillar ensures that all processes support the optimization of manufacturing processes and that they are completed at the optimal cost.
8.Safety, Health & Environment
Safety Health and Environment (SHE) is the final Total Productive Maintenance (TPM) pillar and the implements a methodology to drive towards the achievement of zero accidents. It is the important to note that this is not the just safety related but covers zero accidents zero overburden physical and the mental stress and strain on employees and the zero pollution.
Elements of TPM
- Autonomous the Maintenance.
- The Visual Controls.
- 6s.
- Utilize Predictive the Technologies.
- The Reliability Cantered Maintenance (RCM).
- Mistake the Proofing.
- The Set-up Reduction.
- Understanding you’re the downtime losses OEE Loss Tree etc.
- Return equipment and the workplace to ideal conditions.
- Workshops.
- Kaizen small continuous the improvements.
Types of maintenance
1. Breakdown maintenance
In this type of maintenance, no care is taken for the machine until the equipment fails. Repair is undertaken. This type of maintenance could be used when the equipment failure does not significantly affect the operation or production or generate any significant loss other than the repair cost. However, the important aspect is that the failure of a component on a big machine may be injurious to the operator. Hence, breakdown maintenance should be avoided.
2.Preventive maintenance
It is the daily maintenance cleaning inspection, oiling, and re-tightening design to retain the healthy condition of equipment and prevent failure through the prevention of deterioration periodic inspection or the equipment condition diagnosis to measure the deterioration. It is further divided into periodic maintenance and predictive maintenance. Just like human life is extended by preventive medicine, the service life of equipment can be prolonged by doing preventive maintenance.
3.Corrective maintenance
It improves equipment and its components so that preventive maintenance can be carried out reliably. Equipment with design weaknesses must be redesigned to improve reliability or maintainability. This happens at the equipment user level when installing a guard to prevent the burr from falling into the coolant tank.
4. Maintenance prevention
This program indicates the design of new equipment. The weaknesses of the current machines are sufficiently studied on-site, leading to failure prevention, easier maintenance, and the prevention of defects, safety, and ease of manufacturing. The observations and studies made are shared with the equipment manufacturer, and necessary changes are made in the design of the new machine.
5. Predictive maintenance
This is a method in which the service life of an important part is predicted based on an inspection or diagnosis in order to use the parts to limit their service life. Compared to periodic maintenance, predictive maintenance is condition-based maintenance. It manages trend values by measuring and analysing data about deterioration and employs a surveillance system designed to monitor conditions through an online system.
PQCDSM in TPM
- P – Production output lost due to the want of material Manpower productivity Production output lost due to want of the tools.
- Q – Mistakes in preparation of the cheques bills invoices payroll Customer returns warranty attributable to the BOPs Rejection rework in BOP’s job work Office area the rework.
- C – Buying cost unit produced Cost of the logistics inbound outbound Cost of the carrying inventory Cost of communication Demurrage the costs.
- D – Logistics losses Delay in the loading unloading.
- S – Safety in the material handling stores logistics Safety of soft and the hard data.
- M – Number of citizens in the office areas.
Conclusion
Today, with the competition in industry at an all-time high, Total Productive Maintenance (TPM) may be the only thing that stands between success and total failure for some companies. It has been proven to be a program that works. It can be adapted to work not only in industrial plants but also in construction, building maintenance, transportation, and a variety of other situations.
Employees must be educated and convinced that Total Productive Maintenance (TPM) is not just another program of the month and that management is totally committed to the program and the extended time frame necessary for full implementation. If everyone involved in a Total Productive Maintenance (TPM) program does his or her part, an unusually high rate of return compared to the resources invested may be expected.
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