TPM

Total Productive Management

TQM TPM Consultant

Shigeru Tsujita 1
 Number of TPM Awards
200
177
180
160
140
120
100
80
60
40
20
0
75
77
79
81
83
85
87
89
91
93
95
97
99
01
2
year
 02 TPM Award

Asia 23
Total India 8, Taiwan 5, Indonesia 3, Malaysia 3,
177 Thailand 5, Singapore 1, Philippines 1

Japan 95
Foreign Europe 32
Countries 82 Germany 6, Belgium 6, Italy 5, UK 4, French 3,
Netherlands 3, Others 5,

North America 13
TPM Award USA 13,

Others 14
Brazil 7, Morocco 2, Others 5 3
 02 TPM Award in India and Thailand

Award for Excellence in Consistent TPM Commitment

Tanfac Industries Limited (India)
Unilever/Hindustan Lever Limited, Sumerpur Factory Complex (India)

Award for TPM Excellence

Tata Metaliks Ltd., Kharagpur (India)
Thai Rayon Public Co., Ltd. (Thailand)
Thai Sulphites & Chemicals Co., Ltd. (Thailand)
Unilever/Hindustan Lever Limited, Daman Detergent Factory (India)
Unilever/Hindustan Lever Limited, Mangalore Factory (India)
Unilever/Hindustan Lever Limited, Orai Factory (India)
Unilever/Hindustan Lever Limited, Rajpura Factory (India)

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TPM Award

Fabrication &assembly
industries
Process industries

Others

5
Fabrication and assembly industries
Automotive parts

Semiconductor and
electronic devices
General and precision
machinery
Automobile and vehicle

Electrical machinery
and parts
Metal goods

House and wood work

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Process industries
Chemicals

Foodstuff

Rubber and plastics

Ferrous and nonferrous

metal
Cement, ceramics

Textiles

Printing 7
 Effect of TPM Activity

Productivity Quality
Productivity 2.2times,1.7times In-process defects 40%,10%
No. of Breakdowns 1/20,1/15 No. of complaints 0,1/9
OEE 97%,92%

Cost Delivery
Streaming expense 50%,30% Inventory turnover 1.3times
Energy expense Stock 60%,50%
Maintenance expense 60%,40% No. of delayed days 0

Safety Morale
Accident Zero No. of improvement proposals 30times,
5times
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 Improve human resource

Improve the corporate culture

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Characteristic of TPM

1. Zero(Accidents, Defects, Failures)

2. Loss

3. Technology

4. Step activities

5. Top down

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QC TQC

PM TPM

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 Development of TPM in Japan

1950s 1960s 1970s

Era
Preventive Productive maintenance Total Productive
Maintenance maintenance
Preventive Maintenance Behavioral science
Maintenance 1951- Prevention 1960- Systems engineering
Productive
Reliability engineering Ecology
Theories Maintenance 1954-
1962- Logistics
Maintainability
Engineering economy
Improvement 1957-

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TPM and TQM

TPM TQM

TPM TQM
TQM TPM

Idea 1. Idea 2. Idea 3.

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 To become clever
TQM

Study by oneself Learn from others

Go to school TPM
Math Jishu-Hozen

Science Kobetsu-Kaizen

Geography Planned Maintenance

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Definition of TPM (Company-Wide TPM)
1. TPM aims to create a corporate system that maximizes the
efficiency of the production system
(overall efficiency improvement),
2. TPM creates systems for preventing the occurrence of all losses on
the front line and is focused on the end product. This includes
systems for realizing "zero accidents, zero defects, and
zero failures" in the entire life cycle of the production system
3. TPM is applied in all sectors, including the production,
development, and administration departments,
4. TPM is based on the participation of all members, ranging
from the top management to frontline employees.
5. TPM achieves zero losses through overlapping small-group
activities. 17
 Loss Structure in Production Activities
In Fabrication and Assembly Industries
Equipment The Eight Major Losses
Hours worked

(1) Shutdown losses

Operating hours

(2) Failure losses

Scheduled
Loading hours
downtime (3) Setup and adjustment losses

(4) Cutting-blade losses

Downtime
Utilization hours
losses
(5) Start-up losses
Perfor-
Net utilization Other stoppage losses
mance
hours
losses
(6) Minor stoppage/Idling losses
Value- Defect
added hours losses (7) Speed losses

(8) Defect/rework losses

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 Human
Worker-hours The Five Major Losses

Operating worker-hours

Scheduled (9) Management losses

Loading Worker-hours
downtime

(10) Motion losses

Actual working
worker- hours
(11) Line organization losses
Effective
worker-hours
(12)Losses resulting from failure to automate

Value-
added
worker-hours (13) Measuring and adjustment losses

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Tree major losses that can impede effective use of production resources

(Energy ) (Materials)

Input energy Materials(Weight) Dies/jigs/tools

Effective Non-defective
energy product weight

Energy losses Yield losses Dies/jigs/tools losses

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Overall Equipment Effectiveness & the Structure of Losses
Fabrication and Assembly Industries
Equipment
The Eight Major Losses

Operating hours (1) Shutdown

Availability
Shut-
Loading hours Down (2)Failures
losses
(3) Setup/adjustment
Downtime
Utilization hours
losses (3) Cutting blade
Performance Rate
Net utilization Speed
(5) Start-up
hours losses

Value Defect (6) Minor stoppage

added hours losses
(7) Speed losses
Quality Rate
(8) Defect/rework

Overall Equipment Effectiveness = Availability x Performance Rate x Quality Rate

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Safety/hygiene systems
Efficiency improvement
8 Pillars for Implementation

for administrative/supervisory dept.

Quality maintenance system
TPM

Initial-phase mgt system

for equipment
Operation/maintenance
skill development
Planned Maintenance
by the maintenance section
Jishu-Hozen
Kobetsu-Kaizen
1st Pillar

Kobetsu-Kaizen
(Focused improvement)

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Policy Ideal Condition

Gap=Loss

Present situation

Kaizen

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 Project Team

Section

Kaizen
Small Group

Individual

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Tools for Kaizen
QC Story and QC Technique

Why why Analysis

PM Analysis

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Source: Edited by Japan Institute of Plant Maintenance , New Implementation Program in Fabrication and Assembly Industries
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Source: Edited by Japan Institute of Plant Maintenance , New Implementation Program in Fabrication and Assembly Industries
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 2nd Pillar

Jishu-Hozen

(Autonomous Maintenance)

Individual workers

Protecting their own equipment

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 Step-by step Implementation of Jishu-Hozen

1.Initial Phase Cleaning

2.Countermeasures for Sources of Problems and difficult locations

3.Establishing Tentative Standards for Jishu-Hozen

4.Overall Inspection

5.Autonomous Inspection

6.Standardization

7.Autonomous Management
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 Step-by step Implementation of Jishu-Hozen
(process industries)
1.Initial cleaning

2.Control contamination sources and improve inaccessible places

3.Establishing cleaning and checking standards

4.General equipment inspection

5.General process inspection

6.Systemize Jishu-Hozen

7.Autonomous Management
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 Tags attached on defects uncovered

TPM TPM
Jishu-Hozen Step No. 12345 Jishu-Hozen Step No. 12345
Equipment name: Equipment name:
Control No.: Control No.:
Date of detection: Date of detection:
Detector: Detector:
Description of defects Description of defects

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Lubrication System
Water mixed
Some grease nipples disappeared
No oil level gauge

Motor,Pump

Wiring System
-Unfixed
-Wiring in contact with one another 38
 Mitsubishi Chemical
Jishu-Hozen
14.6 Machines/Person
Hour/person.month
35
30
25
Within
20
working hours
15
10 Outside
5 working hours
0
6 9 12 6 9 12 6 9
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94 95 96
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 Change sense of values

Machine with cover Machine without cover

Easy to inspection &Maintenance

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3rd Pillar

Planned Maintenance

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Effective implementation of production activities

Equipment operation under constant reliability

Maintenance
Efficiently secure and maintain the reliability

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Purpose of planned maintenance
Maximize performance of equipment
Maximize productivity with minimum means

Equipment reliability

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 Maintenance

Jishu-Hozen Planned Maintenance

by the production dept. by the maintenance dept.
Equipment improvement
Maintenance technology
and skill improvement

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 Planned Maintenance Activities

Equipment improvement Maintenance technology and

skill improvement
Support of Jishu-Hozen Specialized maintenance skills
Steps activity of planned Equipment repair skills
maintenance
Inspection and measurement skills
Corrective maintenance
Equipment diagnostic techniques
Maintenance prevention and skills
Predictive maintenance New maintenance technology

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 Kinds of Maintenance Types

Planned Unplanned

Preventive M Corrective M Breakdown M

Time Based M Condition Based M

Daily checks
Periodic checks Vibration

Periodic
inspection
Periodic serving

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The Six steps for building a Planned Maintenance System

Step 1: Evaluate equipments and understand situation

Step 2: Restore deterioration and correct weakness

Step 3: Build an information management system

Step 4: Build a periodic maintenance system

Step 5: Build a predictive maintenance system

Step 6: Evaluate the planned maintenance system 51

 Maintenance management system

Failure Check Service Replace Work Purchase

Data Data Data Data Data Data

Maintenance management system

Equipment logs Work report

Failure report Service records Budget consumption
Service schedule graphs
Check sheets
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Source: Edited by Japan Institute of Plant Maintenance , New Implementation Program in Fabrication and Assembly Industries
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Source: Edited by Japan Institute of Plant Maintenance , New Implementation Program in Fabrication and Assembly Industries
 Planned Maintenance System
Spare-parts
Control of
Specialized Autonomous control
Technical data maintenance maintenance

Equipment
Maintenance Daily checks
Diagnostics and Lubrication
Equipment
Calendar
Condition control
diagnostics Periodic checks
monitoring Discovery of abnormalities

Sudden Breakdown Fixed-asset

MP design Morning meetings control
breakdown

Breakdown Predictive Shutdown Opportunity Treatment of Breakdown

maintenance maintenance maintenance maintenance abnormalities maintenance

Education Budget

And training Checking and servicing records control

Future,maintainability, and reliability analysis Schedule

Small-group
control
activities

Supporting Subsystems
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4th pillar

Initial Phase Management

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PM

MP CM
(Corrective Maintenance)

MP Design

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Cost IC LCC
(Life cycle costing)

LCC=IC+RC+Abandon Cost

Initial Cost Running Cost

RC

Equipment life

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Source: Edited by Japan Institute of Plant Maintenance , New Implementation Program in Fabrication and Assembly Industries
5th Pillar

Quality Maintenance
Producing perfect products

Maintaining 4M
in perfect conditions

Establish perfect conditions

TPM Activities
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 Basic Philosophy of Zero Defect
Origins of quality defects
Materials Machine Method Man

Establish Materials Establish Equipment Establish Methods Establish Operating

conditions yielding conditions yielding conditions yielding conditions yielding
Zero defects Zero defects Zero defects Zero defects

Create and maintain

defect-free conditions

Zero quality defects

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Steps for Implementing Quality Maintenance
1.Prepare QA matrix
2.Prepare production-input condition analysis table
3.Prepare problem cart
4.Evaluate seriousness of problems
5.Use PM analysis to track down causes of problems
6.Assess impact of proposed countermeasures
7.Implement improvements
8.Review production-input conditions
9.Consolidate and confirm check points
10.Prepare a quality component table and assure quality
through strict condition control
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6th Pillar

Education and Training

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TPM Overview
Jishu-Hozen
Step activity
Overall Inspection
Kaizen Tools
QC Story
QC Tools
Why why analysis
PM Analysis
Maintenance
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 7th Pillar

Implementation of TPM in the

Administrative and Indirect Departments

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 Ideal situation

Gap
Losses
Kaizen

Present situation

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 Jishu-Hozen
at
Administrative and Indirect Departments

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8th Pillar

Safety/hygiene systems

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 The Twelve Steps of TPM Development
Stage Step
Preparation 1.Announce top management decision to introduce TPM
2.Launch education and campaign to introduce TPM
3.Create organization to promote TPM
4.Establish TPM policies and goals
5.Formulate master plan for TPM development
Preliminary 6.Hold TPM kick-off
implementation
TPM 7.Improve effectiveness of each piece of equipment
implementation 8.Develop Jishu-Hozen program
9.Develop a planned maintenance program for the maintenance
department
10.Conduct to training to improve operation and machine skill
11.Develop initial phase management
Stabilization 12.Perfect TPM implementation and raise TPM levels 74
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5. Creates master plan for implementing TPM

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 Keys to implement TPM

Support of top management

Clarify the reason of implement TPM
Visit TPM success plants

Carry out TPM using top managements and managers

initiative, so as to give a good example to the others.

Apply in all sectors, not only maintenance but also production

and production support

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 JIPM
Japan Institute for Plant Maintenance

Home Page: http://www.jipm.or.jp/index. html

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