Total Productive Maintenance

School of Management Studies, Nagaland UniversityMGT 401 Total Quality Management

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Total Productive Maintenance (TPM)By

Rokov N. Zhasa(NU Reg. No. 111291 of 2011-2012)

April 17, 2013

Note: This topic is covered under UNIT V of MGT 401 TQM, NU MBA Old syllabus.

1.1 IntroductionIn the 1950’s, not much importance was given to preventive breakdown maintenance of equipements. The tendency was to repair after the occurrence of breakdowns or equipments. Then in the 1970’s, the concept of productive maintenance emerged which comprises preventive maintenance, equipment reliability engineering, equipment reliability engineering, equipment maintainability, engineering and equipment engineering economics. Under this system the responsibility for equipment maintenance remained on the shoulders of technical group. Shortly after, the concept of true Total Productive Maintenance (TPM) came into practice wherein everyone from the operator to top management owns equipment maintenance. Under TPM, the operators instead of limiting themselves to using the machine and calling a technician in the event of a breakdown, inspect, clean, lubricate, adjust and even perform simple calibration on their respective equipment.

1.2 Origin of TPMThough many are said to be responsible behind the emergence of TPM, Seiichi Nakajima, an officer with the Institute of Plant Maintenance in Japan is credited with defining the concepts of TPM and seeing it implemented in hundreds of plants in Japan.

1.3 Definition of TPM (What is TPM?)Total Productive Maintenance (TPM) is a management system for optimizing the productivity of manufacturing equipment through systematic equipment maintenance involving employees at all levels. It is a maintenance programme which involves a newly defined concept for maintaining plants and equipment. The Goal of the TPM Programme is to markedly increase production while, at the same time, increasing employees’ morale and job satisfaction.

Under TPM, everyone is involved in keeping the equipment in good working order to minimize production losses from equipment repairs, set ups, etc.

1.4 Objectives of TPM (Why TPM was launched?)The objectives of TPM are as listed below:


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1. Aim at the creation of collective culture relating to the attainement of maximum efficiency throughout the production process.

2. Use the system so as to prevent losses and to reach the “Zero accident”, “Zero Defect”, and “Zero Breakdowns” , in the manufacturing process.

3. Involve the entire work force from bottom to top.4. Obtain “Zero losses” by integrating the activities of teams with the production

system.

1.5 Wastes Eliminated in TPMTPM eliminates 6 big losses which are listed below.

1. Break down which can result in long, expensive repairs.2. Set ups and changeovers which can take much longer time than needed.3. Idling and minor stoppages which are hard to quantify and add up to big losses.4. Reduced equipment speed which results in gradual deterioration of equipment cycle

times.5. Defects and rework which results in quality losses and unhappy customers6. Start-up losses which can take much longer time to get to steady state after a

change.

1.6 Equipment Maintenance TechniquesTPM uses four equipment maintenance techniques, viz. preventinve maintenance, corrective maintenance, maintenance prevention and break down maintenance.

1. Preventive Maintenance: It involves cleaning, inspection, oiling and re-tightening of the parts which help to retain the healthy condition of equipment and prevents failure through prevention of deterioration, periodic inspection or equipment condition diagnosis to measure data about deterioration.

The preventive maintenance is further classified into periodic maintenance (Time Based Maintenance) and Predictive Maintenance.

Time Based Maintenance consists of Periodically inspecting, servicing and cleaning equipment and replacing parts to prevent failures and process problems.

The predictive maintenance is condition based maintenance which manages trend values by measuring and analyzing data about deterioration and employs surveillance system which is designed to monitor conditions through an online system.

2. Corrective Maintenance. It is to modify or improve an equipment for increased reliability and easier maintenance. This means that the equipment with design weaknesses are redesigned to improve reliability or maintainability.

3. Maintenance prevention: It is to design and install new equipment that are maintenance-free based on the study of weaknesses of current equipment.


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4. Break down Maintenance: It is to repair equipment quickly after they breakdown.

1.7 UNIQUENESS OF TPM The major difference between TPM and other concepts is that the operators are also

made to involve in the maintenance process. The concept of “I operate, you fix” is not allowed.

1.8 Benefits of TPMDirect benefits of TPM:

1. Increase productivity and OPE (overall plant efficiency) by 1.5-2 times.2. Rectify customer complaint.3. Reduce the manufacturing cost by 30%.4. Satisfy customers by 100%.(with delivering right quality, quantity and at right time)5. Reduce accidents.6. Follow pollution control measures.

INDIRECT BENEFITS1. Higher confidence level among the employees.2. Keep the work place clean, neat and attractive.3. Favorable change in the attitude of the operators.4. Achieve goals by working as a team.5. Horizontal deployment of a new concept in all areas of organization.6. Share knowledge and experience.7. The workers get a feeling of owning the machine.

1.9 Performance Measures of Maintenance SystemOverall Equipment Efficiency (O.E.E.). OEE is a combination of the uptime (availability of the equipment), cycle time efficiency (production efficiency) and quality output of the equipment. This can be increased through implementation of TPM

OEE % = uptime % x Speed % x Quality %

The uptime (availability of the equipment) is the proportion of time the equipment is actually available out of the time it should be available. It is given by the following formula.

Uptime % =(MTBF-MTTR)

X 100MTBF

Where, MTBF is the Mean Time Between Failures and MTTR is the Mean Time to Repair. Further, the formula for MTBF is as given below.

MTBF =Total Running Time

No. of failures


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Speed (%) Efficiency =Actual cycle time

X 100Design cycle time

Quality (%) Efficiency =Good parts produced

X 100Total parts produced

1.10 Pillars of TPMTPM has 8 pillars which will enhance its success. The pillars are listed below.

1. 5 S2. Jishu Hozen (Autonomous Maintenance)3. Kaizen 4. Planned Maintenance5. Quality Mainintenance6. Training7. Office TPM8. Safety, Health & Environment

Fig.1 : The 8 Pillars of TPM

I. 5 SThe concepts that comprise 5s activities tend to be overly didactic. This is because the activities are not entered on results, but rather they emphasize people's behavioural

Safety, Health & EnvironmentOffice TPMTrainingQuality MaintenancePlanned MaintenanceKaizenJishu Hozen5S

TPMVII Pillars


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patterns, such as the elimination of unnecessary items from the work environment or the cleaning and neatening of equipment. Consequently, the activities are of a kind that make quantitative assessment of their effectiveness difficult. When 5s activities are promoted, questions are often'raised such as "which is more important, 5s activities or work?" or "How much earnings would 5s activities bring?:

5s activities are intended to qualitatively change the ways in which people think and behave, and, through these changes, to alter the quality of both equipment maintenance and the work environment. Before 5s activities are begun, everyone involved should clearly understand and codify in writing the goals and meaning of the 5S's for each individual company and work environment.

The concepts that comprise 5s activities tend to be overly didactic. This is because the activities are not entered on results, but rather they emphasize people's behavioural patterns, such as the elimination of unnecessary items from the work environment or the cleaning and neatening of equipment. Consequently, the activities are of a kind that make quantitative assessment of their effectiveness difficult. When 5s activities are promoted, questions are often'raised such as "which is more important, 5s activities or work?" or "How much earnings would 5s activities bring?:

5s activities are intended to qualitatively change the ways in which people think and behave, and, through these changes, to alter the quality of both equipment maintenance and the work environment. Before 5s activities are begun, everyone involved should clearly understand and codify in writing the goals and meaning of the 5S's for each individual company and work environment. Furthermore, since 5s activities must be carried out with determination and concerted effort, it is helpful to devise slogans. Unless the specific rules are made highly pragmatic, it is hard to put them into practice. 5'S'represents five action items that are initially done with some kinds of persuasion. However, these aspects should become a pan of the habit in individuals. These actions are described below:

1. SEIRI (Sort out)

This denotes action to identify and sort out all items into necessary and unnecessary items and discard all unnecessary items from the shop floor. Items include parts, sub-assemblies, jigs, dies, raw materials, machines, files, documents in the files, racks, rejected goods lying in the workplace or "gemba" in Japanese.

Many supervisors and shop floor managers have a tendency to keep items which might be required in the distant future, or in greater quantities than necessary. The number of items required for a specific time frame should be decided. Some of the steps comprise of

a) Classification of all items into categories - necessary (can be used in the near future) and unnecessary (not required at all or required in the distant future).


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b) Fixing the quantities of items required in the distant future to be kept in the workplace.

c) Taking out trash and rubbish from the workplace immediately. d) Prepare and circulate a list of items which are not required to all other

departmentslsections to identify what they can use. e) Attaching a big red tag to all such items indicating name, disposal procedure, and

date of disposal and retention period (the period after which items will not remain in the workplace).

f) Taking action to remove (from the workplace) dispose of these items after the retention period.

2. SEITON (Organise)

This is the process of arranging all necessary items in an organized manner so that no time is lost in finding them. It involves deciding a place for everything and keeping everything in its place. The following guidelines should be helpful:

a) Depending on the frequency of their use, shelf life, bulk etc., decide how and where the ittmr would be placed in the workplace. For example, small tools can be kept in racks while big bulky ones may be stored in the floor. More frequently used items should be kept in the middle shelves of the racks. The principle is to store them as near to the place of use as possible to minimize searching and handling time.

b) Use the first-in, first-out principle to prevent loss due to deterioration. c) Put labels on all items to clearly identify them. d) Store dies and moulds together along with tools necessary for setting them up. e) Maintain a clear space around the fire extinguishers and keep passages free. f) Clearly demarcate passages, work areas and storage areas. g) Design storage methods so that items are stocked properly and are not damaged.

Establishing tidiness in the work environment depends upon a study of work efficiency. The amount of time needed to retrieve an item and return it to storage should be measured and the results can then be used as a yardstick to evaluate the level of tidiness (e.g., a 30- second retrieval for documents and tools).

3. SEISO (Shine the work place)

This is the process of cleaning the workplace thoroughly to remove all dirt, oil, soot, etc. and waste from the machines, floors, walls, and other areas. Many times, cleaning leads to the discovery of potential problems such as loose nuts, leakage and wear. Implementation requires three steps,

a) Undertaking cleaning of the workplace completely with the participation of everybody including top and senior managers.

b) Implementing schemes in your own machine and work area and make employees responsible for the designated areas.


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c) Ensuring that machines and workplaces are cleaned daily.

Cleaning means more than simply cleaning up the general environment. It also means guarding from dirt every single part of the item used, upon which our livelihood depends. In other words, cleaning is a form of inspection. The problems caused by grime, dust, and foreign matter are related to all aspects of accidents, defects, and malfunctions. The recent tendency among young people to disdain dirty work environments is affecting personnel recruitment.

Cleaning should not be carried out by hired contractors. Rather,it should be an undertaking of the plant's employees, with responsibilities assigned to everyone. For large and public areas, a method of fair, rotational assignments is recommended. "Colour conditioning,"i.e., choosing a pleasant paint scheme for the equipment and work environment, is an important element in creating a light and neat atmosphere.

Personal cleanliness often refers to hygienic conditions for food and drink, such as the facilities for hot water and tea. Recently, an increasing number of shop floor workers have begun to wear light-coloured smocks. Since grime and dirt are readily seen on these smocks, the level of personal cleanliness can be easily judged. These cases exemplify the goal of personal cleanliness readily apparent.

In considering the environment and pollution in terms of the people affected, investigation of this subject expands into several other areas, all of which should be understood from the 5s perspective. These include dealing with oil, mist, dust, noise, paint-thinner-type oil products, and poisons. Some enterprises promote placement of flowers in the shop environment. Thus, the idea of personal cleanliness embraces the upkeep of a generally clean and pleasant atmosphere.

4. SEIKETSU (Standardization)

This means maintaining a high standard of workplace organization and housekeeping at all times by repeating Seiri, Seiton and Seiso regularly. It involves the following:

a) Decide a schedule specifying frequency and persons responsible for carrying out Seiri, Seiton and Seiso and ensuring that it is done according to the schedule. Make 5s a routine.

b) Eliminate activities that make the workplace dirty and disorganized. c) Protect workers from dangerous and unsafe conditions. d) Standardize operations an daily maintenance procedures. e) Institute competition between various sections/ departments for the best

organized and maintained workplace - lay down criteria and determine the level of 5s activities in various workplaces.

f) Managers should take note of the status in their visits to the workplace.

5. SHITSUKE (Self-discipline)


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This denotes the self-discipline acquired by practising 4Ss continuously, spontaneo6sly and willingly to make them a part of daily life. It involves establishing standards, educating and training employees to observe good work habits and obey the rules of the workplace.

II. Jishu Hozen (Autonomous maintenance)This pillar aims to prepare the operators to take care of routine maintenance tasks which will help to free the core maintenance personnel to concentrate on high end maintenance activities. The operator’s act of taking care of small maintenance tasks will prevent deterioration in equipment.

The autonomous maintenance aims for uninterrupted operation of equipments, flexible operators to operate and maintain other equipments, and elimination of defects through active employee participations.

The steps in Jishu Hozen (JH) are as follows:

1. Preparation of employees through proper training prognramme on TPM, its advantage, JH advantages and steps of JH and about abnormalities in equipments.

2. Initial clean-up of machines which involves identifying items needing cleaning; fixing date for cleaning; actual cleaning; removal of duct, oil and grease; checking for oil leakage, loose wires and worn out parts etc.; fixing white tags for problems which can be solved by operators themselves and pink tags for the problems which require assistance from maintenance department; transferring the content to register; making note of areas which are inaccessible; finally closing the open parts of machine and running it.

3. Taking counter measures for the areas of the machine which are in accessible.4. Fixing tentative JH standards which involves preparation of schedule for cleaning,

inspection and lubrication, and which should include details like when, what and how.5. General inspection training for employees in the areas viz., pneumatics, electrical,

hydraulics, lubrication and coolant, drives, bolts, nuts and safety.6. Autonomous inspection advocates, (i) new methods for cleaning and lubricating, (ii)

removal of parts from list permanently which have never given any problem or part which don’t need any inspection, (iii) inclusion of good quality machine parts, (iv) inclusion of inspection that is made is preventive maintenance in JH, and (v) reduction of the frequency of clean-up and inspection based on experience.

7. Standardization aims that surroundings of machinery are organized such that each item has a definite space and each space is assigned with definite item which will greatly reduce the search of items and their search times.

8. Autonomous management aims to achieve Overall Equipment Efficiency and Overall Production Efficiency and other TPM targets through Kaizen and implement PDCA (Plan, DO, Check and Act) cycle for Kaizen.

III. Kaizen


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Kaizen means ‘change for better’ in Japanese. Kaizen is made of two sets of characters, viz., Kai and Zen which mean Change and Good respectively. It is originally Japanese management concept for incremental change/ improvement. It is actually a way of life philosophy, assuming that every aspect of life deserves to be constantly improved. The foundation of Kaizen model consists of five elements which are: Team work, Personnel discipline, Improved morale, Quality Circles and Suggestions for improvement. The best use of Kaizen team is for break through improvements and activities to sustain such improvemts.

Kaizen focusses on zero losses, cost reduction in all resources, improvement of overall plant effectiveness, use of PM analysis as a tool for eliminating losses and easy handling of operators. It tries to achieve zero losses with respect to minor stoppages, measurement and adjustments, defects and unavoidable downtimes. It also aims to achieve 30% manufacturing cost reduction. The losses can be categorized as listed below:

1. Losses that impede equipment efficiency2. Losses that impede human work efficiency3. Losses which impede effective use of production resources.

IV. Planned maintenance.Planned maintenance aims to have trouble free machines and equipment to produce defect free products to fully satisfy customer’s requirements. This planned maintenance is classified into Preventive Maintenance, Breakdown Maintenance, Corrective Maintenance and Maintenance prevention.

Steps in Planned Maintenance are listed below:

1. Evaluate equipment and record its present status.2. Restore from deterioration of equipment and minimize its weaknesses.3. Build up information management system.4. Prepare time based information system, select equipement parts and memebers and

map out plan.5. Prepare predictive maintenance system by introducing equipment diagnostic

techniques.6. Evaluate planned maintenance.

V. Quality maintenanceQuality maintenance aims to maintain the equipment in good operating condition such that highest quality products are delivered to customers through defect free manufacturing. In this maintenance, the operating characteristics of vital parts of equipment which cause great quality concerns to the products being manufactured by the use of those equipment, are studied and they are replaced, redesigned, to ensure defect free output. So, quality maintenance performs quality assurance instead of quality control. The quality maintenance focusses on defect free conditions and control of equipment, quality maintenance activities


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to support quality assurance, prevention of defects at sources, in-line detection and segregation of defects and effective implementation of operator quality assurance.

VI. TrainingTraining is an important pillar in TPM which emphasizes educating operators to upgrade their skill. It is not sufficient to know only “Know-how” but they should learn “Know-why”. By experience they gain “Know-how” to overcome a problem which they face. The idea is to create multi-skilled employees in a factory. So, the training concentrates on the following:

1. Focus on improvement of knowledge, skills and techniques.2. Creating a training environment for self-learning based on felt needs.3. Training curriculum/ tools/ assessment, etc. conductive to employee revitalization.4. Training to remove employees fatigue and make work enjoyable.

VII. Office TPMOffice TPM should be taken up after achieving Autonomous maintenance (JH), Kaizen, Planned maintenance and Quality maintenance.

This mainly aims to improve the productivity and efficiency in the administrative functions by identifying and eliminating losses in them. This is achieved by analyzing processes and procedures for enhanced office automation. The office TPM aims to eliminate the following losses.

Processing loss Cost loss including in areas such as procurement, acocunts, marketing, sales leading

to high inventories Communication loss Idle loss Set up time loss Accuracy loss Office equipment breakdown Breakdown of communication channel, telephone and fax lines Time spent on retrieval of information Non-availability of correct on line status Customer complaints due to logistics Expenses on emergency dispatches/ purchases

VIII. Safety, health and environmentThese things aim to have zero accident, zero health damage and zero fires. One can achieve these things by creating a safe work place and a surrounding area that is not damaged by the processes and procedures. The awareness among employees can be created through competitions like safety, slogans, quiz, posters, etc. which are organized at regular intervals.


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1.11 ConclusionThe need of the hour for a developing State like our own (Nagaland), where the industrial base is practically non-existent or sadly but truly primitive when compared to our more advanced cousins in Japan or China, is not only just the setting up and running businesses but also in achieving excellence in quality of the way work is carried out, the end product and services. Excellence is the force that will make our industrial base as it develops, not just withstand the competitive forces but also ensure that our industry will thrive and go beyond the edge of mere survival. TPM, though a Japanese and definitely a very advanced system of management (which no doubt should we choose to implement, will demand a lot of effort from the stakeholders involved and by that I mean all of us), can be a tool to help us achieve excellence in the quality of production and operations outcome. The trick may however lie in how we adapt the system to our own conditions and at the same time how we raise ourselves from the depths of underperformance to demanding standards that lead up to world class performance levels.

References1. Panneerselvam, R. Production and Operations Management, 2nd Edition, PHI (2010)2. MS 96 Total Quality Management, IGNOU

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Total Productive Maintenance