Overview of Total Productive Maintenance

Ghifari Syuhada 1306387802

Department of Mechanical Engineering, Universitas Indonesia

Abstract. TPM or Total Productive Maintenance is defined as a company-wide, team-

based effort to build quality into. TPM is a developed method from the original PM by the
Japanese. It was first used in 1971 by Nippon Denso Co., Ltd and after its success TPM has
spread progressively throughout the world. The main aims are to increase productivity by
reducing lost production time due to breakdowns, increasing available time for production
and hence output from the process. This paper will be a summary overview of said subject
and all that is included such as the foundation of TPM, the eight pillars, and Overall
Equipment Effectiveness (OEE) [1].
Keywords: Total Productive Maintenance, Autonomous Maintenance, Overall Equipment Effectiveness

Pillars of TPM
TPM is based on eight key strategies which include improved planning of maintenance activities,
measurement of machine performance, continuous improvement and enhancement of safety. These
pillars are listed below.
Table 1 Pillars of TPM

Pillar Description Benefits [2]

Autonomous Involve the operator in Improve OEE by reducing performance loss
maintenance daily machine maintenance and increasing equipment availability
Plan maintenance activities Reduction in breakdowns which leads to
Planned maintenance so that production is not reduced cost, improved machine efficiency,
interrupted improved quality and safety performance
Identification and problem Improving efficiency, reducing defects and
Equipment and process
solving of recurring improving safety performance due to
improvement
problems eliminating losses, ensure sustainability
New equipment achieves Reduce product and process introduction
Early management of
desired performance levels lead times, improved OEE, and able to
new equipment
earlier deliver in volume at the right quality
Introduce improvement Reduce cost of quality, waste from poor
Quality management projects to address quality quality, rework, consumer complaints, and
issues the need for inspection are reduced
Eliminating losses in the administrative
Address waste in systems across the whole organization. Cost
TPM in the office
administration functions reduction and sustainability of the
manufacturing process efficiency
Develop operators so that Increased skills and performance of
Education and training they can routinely maintain personnel, able to maximize the potential of
equipment all employees
Prevent reoccurrence of lost time accidents
Safety, health and Eliminate potential safety
and reduce the number of minor accidents
environmental risks, improve the working
as well as preventing environmental system
management environment
failure
 TPM is based on the approaches illustrated below, which are focused on proactive and preventive
methods for improving equipment effectiveness:

Figure 1 Pillars of TPM

Goals of TPM
The goals of Total Productive Maintenance are as follow:
1. To increase production/productivity by eliminating or reducing breakdowns, stops and
rejects
2. To maximize the effective utilization of capital assets (machinery and equipment)
3. To reduce cycle times by eliminating stops or slow running of machines
4. To extend the useful life of production equipment
5. To fully support the companys business mission to support customer demand
6. To support the introduction of:
Flow through the process
Continuous improvement
Standardized work
Pull systems

Principles of TPM
There are 5 principles of Total Productive Maintenance:
1. To improve existing planned maintenance systems, restoring equipment to the optimal
condition and maintaining it in that condition
2. To identify problems at an early stage, and fix them before they become large costly
repairs
3. To increase Overall Equipment Effectiveness (OEE)
4. To provide training to upgrade the skills of operations and maintenance personnel
5. To involve everyone and utilize cross-functional teamwork the operator is the best
condition monitor of the equipment they use
 6S/Workplace Organization
Typically, a precursor to the implementation of a TPM program is the introduction of 6S or
workplace organization. 6S is simply a set of steps used to organize the workplace in the cleanest, safest
and most efficient manner. The 6S steps are:
Table 2 6S/Workplace Organization steps

6S Step Activity
SORT Remove all unnecessary items from the
workplace
Identify all tools and equipment needed to
perform the work
SET-IN-ORDER Organize all required tools and
equipment in the most efficient manner
SHINE Clean the workplace thoroughly
Ensure everything is in perfect working
order
STANDARDIZE Create a consistent way to perform tasks
and procedures
Achieved through continual application
of the SORT, SET-IN-ORDER, and
SHINE steps
SUSTAIN Make a habit of properly maintaining
correct procedures
SAFETY Safety first when determining where
items are to be located

The Six Big Losses

These losses are typically addressed through the implementation of an Overall Equipment
Efficiency program.
Table 3 The Six Big Losses

Equipment loss Description

Breakdowns General breakdowns
Tooling failures
Equipment failure
Unplanned maintenance
Set-up/Adjustments Changeover
Shortages
Complex adjustments
Warm-up time
Idling/Minor losses Jams/misfeeds
Minor adjustments
Speed Incorrect settings
Wear
 Operator inefficiency
Quality defects Scrap during production runs
Rework during production runs
Start-up losses Defects produced during the start-up
process (Scrap or rework)

Overall Equipment Effectiveness (OEE)

Overall Equipment Effectiveness (OEE) was already defined as one of the key measures of TPM
which indicates how effectively the machinery and equipment is being run. It combines measures of
machine Availability, Performance, and Quality.
OEE Calculation

.
=

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=

OEE is calculated using the following formula:

= Availability x Performance x Quality

Improving OEE
OEE can be improved by focusing on the causes of three categories of losses and eliminating or
reducing their occurrence, the three categories are as follow:
Table 4 Description of the Six Big Losses Based on Three Categories of Losses

OEE Factor OEE Loss Description

Availability (Downtime Breakdowns
Losses)
Set-ups/Adjustments
Performance (Speed Reduced speed
Losses)
Minor Stops/idling
Quality (Defect Losses) Defects
Start-ups/Yield loss
Random machine failures causing
stoppages of more than 10 minutes
Time lost when changing from one
product to another
Not running at ideal cycle time caused
by wear or poor maintenance
Stoppages of less than 10 minutes
caused by jams/ blocked or dirty sensors
Process rejects requiring rework
Time taken for a machine to stabilize on
starting the machine
 References

[1] M. O'Brien, TPM and OEE, Limerick, Ireland: LBS Partners, 2015.

[2] D. C. Owen, Total Productive Maintenance, Birmingham: SMMT Industry Forum Ltd.