TOTAL PRODUCTIVE MAINTENANCE

Total Productive Maintenance

Background
• Total Quality Management (TQM), Just-in-Time (JIT), Total Productive Maintenance (TPM) and Total Employee
Involvement (TEI) are components of “World Class Manufacturing” [Cua et al. 2001].
• TPM is a Japanese concept developed in the 1970s by extending preventive maintenance to become more like
productive maintenance.
• Lean manufacturing: efficiency and profitability can be improved through the elimination of waste.
• TPM’s goal is continuous improvement by systematic identification and elimination of waste, inefficient operation
cycle time, and quality defects in manufacturing and processes [McCarthy, 2004].
• Consider every aspect
Total
• Involving everybody from top to bottom

• Emphasis on trying to do it while production goes on

Productive
• Minimize disruption for production

• Equipment upkeep autonomously by production operators when possible

Maintenance
• Partnership between maintenance and production
Total Productive Maintenance

Why is TPM needed?

• Need to change and remain competitive by continuous
improvement.
• Achieving enhanced production flexibility objectives
• Ensuring appropriate quality and production quantities in JIT
manufacturing environment
• Tapping significant cost reduction opportunity regarding
maintenance related expenses
• Ensuring more effective use of human resources and garnering
of human resource competencies through adequate training
and multi-skilling
• To work smarter and not harder (improve employee skill)
Total Productive Maintenance

Goal & strategic elements of TPM

• There are three ultimate goals of TPM: zero defects, zero
accident, and zero breakdowns.
• TPM benefits can be classified into six categories: productivity
(P), quality (Q), cost (C), delivery (D), safety (S) and morale (M).
• The strategic elements of TPM include
• Cross-functional teams to eliminate barriers to machine
uptime,
• Rigorous preventive maintenance programs,
• Improved maintenance operations management efficiency,
• Equipment maintenance training to the lowest level,
• Information systems to support the development of
equipment with lower cost and higher reliability.
Total Productive Maintenance

Pillars & foundation of TPM

• 5 S is the foundation for TPM

TPM: 5s Model and implementation

5 S components
• Japanese words: seiri ( 整理 ), seiton ( 整頓 ), seisō ( 清掃 ), seiketsu ( 清潔 ), and shitsuke ( 躾 ).
• In some quarters, 5S has become 6S, the sixth element being safety (safe).
TPM: 5s Model and implementation

1. Sort:
Sort through all items in a location and removing all unnecessary items from the location.

Goals:
• Reduce time looking for an item by reducing the number of unnecessary items.
• Reduce the chance of distraction by unnecessary items.
• Simplify inspection.
• Increase the amount of available, useful space.
• Increase safety by eliminating obstacles.
TPM: 5s Model and implementation

Defective or Defective or
1. Sort: excess raw excess product
material. inventory
Implementation:
• Check all items in a location and evaluate whether or not their
presence at the location is useful or necessary (e.g. those given Outdated or
in figure) Old rags and other
broken tools, jigs
cleaning supplies
• Remove unnecessary items as soon as possible. Place those that & ins
cannot be removed immediately in a 'red tag area' so that they
are easy to remove later on.
• Keep the working floor clear of materials except for those that Outdated posters,
are in use for production. signs, notices, and
memos
“When in doubt, throw it out!”
Example KE: Daily gen reports at Head office.
TPM: 5s Model and implementation

2. Set in order:
Putting all necessary items in the optimal place for fulfilling their function in the workplace.
Goals:
• Make the workflow smooth and easy by making things easier to find.
• Avoid accidents or loss due to things being out of place
TPM: 5s Model and implementation

2. Set in order:
Implementation:
• Arrange work stations in such a way that all tooling /
equipment is in close proximity, in an easy to reach spot
and in a logical order adapted to the work performed.
• Place components according to their uses, with the
frequently used components being nearest to the
workplace.
• Arrange all necessary items so that they can be easily
selected for use. Make it easy to find and pick up
necessary items.
• Assign fixed locations for items. Use clear labels, marks At a NASCAR race, the pit crew has 17 seconds to change 4
or hints so that items are easy to return to the correct tires, fill the gas tank, wash the windows, and give the
location and so that it is easy to spot missing items. driver a drink. Is it possible to do this with the workspace
on the left
TPM: 5s Model and implementation

2. Set in order:
Implementation:

• WIP: Work-in-progress
TPM: 5s Model and implementation

3. Shine:
Sweeping or cleaning and inspecting the workplace, tools and machinery on a regular basis.
Goals:
• Improves the production process efficiency and safety, reduces waste, prevents errors and defects.
• Keep the workplace safe and easy to work in.
• Defects should be easy to see in the well-lit and clean environment
• Ideally anyone must be able to detect any problems within 15m (50 feet) in 5 sec.
• Keep the workplace clean and pleasing to work in.
TPM: 5s Model and implementation

3. Shine:
Implementation:
• Clean the workplace and equipment on a daily basis, or at
another appropriate (high frequency) cleaning interval.
• Inspect the workplace and equipment while cleaning.
• Cleaning stations need to be abundant and accessible.
• Create procedures for continued daily shine processes
• Set periodic machine inspection and maintenance target
What is the best time to find defects, dents, and scratches on your
automobile?
It is when you are hand washing it. Likewise, the best time to find
defects and safety problems is when you are cleaning your work
area
TPM: 5s Model and implementation

4. Standardize
Standardize the processes used to sort, order and clean the workplace.
Goal:
• Establish procedures and schedules to ensure the repetition “Sort,”
“Set in Order,” and “Shine”
• Create a consistent way of implementing the tasks that are performed.
Implementation:
• Develop a work structure that will support the new practices and
make it part of the daily routine.
• Ensure everyone knows their responsibilities of performing the
sorting, organizing and cleaning.
• Use photos and visual controls to help keep everything as it should be. 5S resource corner at Scanfil Poland
factory
• Review the status of 5S implementation regularly using audit
checklists.
TPM: 5s Model and implementation

5. Sustain
The developed processes by self-discipline of the workers. Also translates
as "do without being told".
Goal:
• Ensure that the 5S approach is followed.
Implementation:
• Organize training sessions.
• Perform regular audits to ensure that all defined standards are being
implemented and followed.
• Implement improvements whenever possible. Worker inputs can be
very valuable for identifying improvements.
• When issues arise, identify their cause and implement the changes Visual board for tracking and
necessary to avoid recurrence. maintaining 5S progress
Which power plant best follows the 5s model? Which areas need
improvement?
Total Productive Maintenance

Pillars & foundation of TPM

Total Productive Maintenance

1) Autonomous Maintenance
• This pillar aims at developing operator ownership.
• The operator performs day-to-day tasks to be able to develop
skills and in turn mastery of the equipment, thereby freeing up
the skilled maintenance people.
• This way they can spend more time for technical repairs and
other value added activities.
• In this activity operators are responsible for safeguarding of
their equipment to avoid operating abnormalities
Total Productive Maintenance

2) Focused Maintenance (KAIZEN)

• KAIZEN is a Japanese word, where “Kai" stands for change, and "Zen" stands for good or better.
• Kaizen principle is all about seeking small improvements.
• It is believed that small improvements in a large number have more effect than large improvements in a
small number in any organization
• KAIZEN is executed on a continuous basis, which comprises of
people across every level of the hierarchy of an organization.
• It requires almost negligible investment.
• This pillar aims to reduce losses in the workplace that are
bottlenecks to plant efficiencies. Using a systematic procedure
losses are eliminated in a phased manner.
• These activities can be implemented in both production as well
as administrative areas.
Any example of Kaizen? Any future Kaizen you can think of?
Total Productive Maintenance

3) Planned Maintenance
• Associated with raising the output by carefully minimizing defects
and failures along with bettering the quality of maintenance
personnel, thereby raising machine availability and in turn plant
availability.
• Planned Maintenance follows the concept of zero failures similar
to Focused Improvement.
• Zero failures mean zero defects, zero reworks and zero accidents
during the maintenance process.
• Various maintenance methodologies such as Breakdown
Maintenance, Preventive Maintenance and Corrective
Maintenance can be used. These will be the focus of our next
section.
Total Productive Maintenance

4) Quality Maintenance
• The focus is on maintaining highest quality through error free production.
• Much like Focused Improvement, the aim here is to eliminate non-conformances in a systematic manner.
• It helps in recognizing which parts of the equipment disturb the quality of product and helps the operator to
eradicate present quality concerns before they turn out to be a potential quality concern
• Treat the process downstream as your customer.
• Some tools are:
• Pareto analysis (The Pareto Principle states that 80 percent of a project's benefit comes from 20 percent of the
work. Or, conversely, that 80 percent of problems can be traced back to 20 percent of causes).
• Statistical process control (SPC - control charts);
• Problem solving techniques (brainstorming,
cause-effect diagrams, and 5-M approach);
• Team based problem solving;
• Poka-yoke systems (mistake proofing)
Total Productive Maintenance

5) Education and Training

• Employees having high morale and knowledge do
wonders for a company.
• Aimed at developing employees into multi-skilled
dynamic work forces wherein everyone is enthusiastic
about his work and does all the given functions
effectively and more independently.
• This is imparted by engaging the operators in various
ways of education in order to upgrade their skills
Total Productive Maintenance

6) Safety, Health and Environment Control

• Aim is to develop a safer workplace and surroundings
• An independent HSE department is set up for this pillar
which comprises of representatives of various officers
and operators.
• Safety is especially important for a utility company as it
generates and distributes electricity and also interacts
with the general public.
Total Productive Maintenance

7) Office TPM
• Improve productivity and efficiency of the administrative
functions by identifying and eliminating losses.
• It includes activities such as analyzing the procedures and
processes for increased office automation.
• Targets losses such as cost and processing loss in the areas of
accounts, procurements, and sales and marketing that lead
to high inventories.

8) Development Management
• Use of previous learning in developing the maintenance
practices for new systems.
• It consists of minimizing the problems occurred in the existing
system so as to avoid repeating the same for the new ones.
Total Productive Maintenance

Benchmarks
Total Productive Maintenance

Exercise
• Assemble the washers, nut and bolt as shown below.
• Record the time it takes you to complete the activity.
• The fastest and slowest participants are requested to
repeat the activity.
• The slow participants are given a 5S layout
• The fast participants are given bucket of bolts.
• Time taken to complete the activity is recorded again
and compared to the previous time.
OVERALL EQUIPMENT EFFECTIVENESS
 OVERALL EQUIPMENT EFFECTIVENESS
 Overall Equipment Effectiveness (OEE) is a total
measure of performance that relates the
availability of the process to the productivity and
quality

 OEE is a Key Performance Indicator (KPI) that can

measure the impact of change on a process caused
by eliminating process, or equipment losses

DME-483 Industrial Maintenance Management 27

 WHY IS OEE SO IMPORTANT ?
 If you were told that your department was running flat out you might
reasonably assume that the equipment was running efficiently and
effectively.

 What if the equipment only ran for 75% of the time?

 What if when it ran it ran at 80% of its speed ?

 What if only 90% of the parts it made are good?

 Individually these performance measures seem to indicate an OK piece

of equipment, but is it a true picture?

 What’s impacting on these performance figures?

DME-483 Industrial Maintenance Management 28

 HOW TO MEASURE OEE?

OEE = AVAILABILITY x PRODUCTIVITY x QUALITY

DME-483 Industrial Maintenance Management 29

 OEE AND THE SIX BIG LOSSES
Equipment Six Big Losses

Planned Downtime
Total Available time

1 Breakdowns
Available time
2 Setup / adjustment
Available operating time
3 Idling / minor
stoppages
Actual operating
time 4 Speed

Effective Defects in process

operating 5 and rework
time
6 Start up losses

DME-483 Industrial Maintenance Management 30

 OVERALL EQUIPMENT EFFECTIVENESS
“The percentage of time equipment is actually running when we need
it”

AVAILABILITY= AVAILABLE TIME – UNPLANNED DOWNTIME x 100%

AVAILABLE TIME
Where:-
Available Time = Total Available Time – Planned Downtime*

*Note :- Planned Downtime could be PM, no scheduled work, breaks,

etc.
1 Breakdowns
Available time
2 Setup / adjustment
Available operating time

DME-483 Industrial Maintenance Management 31

 AVAILABILITY
“The percentage of time equipment is actually running when we need it”

AVAILABILITY= AVAILABLE TIME – UNPLANNED DOWNTIME x 100%

AVAILABLE TIME
Where:-

Available Time = Total Available Time – Planned Downtime*

*Note :- Planned Downtime could be PM, no scheduled work, breaks, etc.

1 Breakdowns
Available time
2 Setup / adjustment
Available operating time

DME-483 Industrial Maintenance Management 32

 PLANNED VS UNPLANNED DOWNTIME
 Planned
 Excess capacity.
 Planned breaks.
 Planned Maintenance.
 Communications briefs / team meetings.

 Unplanned (Losses)
 Breakdowns.
 Set Ups and Adjustments.
 Late deliveries (material).
 Operator availability.

 Note :
 Planned time such as breaks, meetings and maintenance can be
considered as losses (useful for encouraging ideas on how to minimise their
disruption) as long as a consistent approach is taken.

DME-483 Industrial Maintenance Management 33

 PRODUCTIVITY
“The difference between the potential output and actual output, when the
equipment was available”

PRODUCTIVITY = IDEAL CYCLE TIME x ACTUAL OUTPUT* x 100%

AVAILABLE OPERATING TIME

*Note :- Actual Output is the Quantity of good & bad parts

Available operating time

3 Idling / minor
stoppages
Actual operating
time 4 Speed

DME-483 Industrial Maintenance Management 34

 Operating Speed vs Productivity

 Operating Speed Rate

 The % of actual cycle time against ideal cycle time.

 Productivity
 The Operating Speed Rate factored with interruptions to
constant processing, i.e. idling and minor stoppages.

DME-483 Industrial Maintenance Management 35

 QUALITY
“The total good parts produced expressed as a % of the total parts
produced”

QUALITY= PARTS MADE – DEFECT QUANTITY x 100%

PARTS MADE

Actual operating
time 5 Defects in process
and rework

Effective
operating 6 Start up losses
time

DME-483 Industrial Maintenance Management 36

 Processed vs Defect Quantity

• Parts Made
– The total quantity of parts produced in the available
time.

• Defect Quantity
– The quantity of parts that did not meet the required
standard (including rework) in the available time.

DME-483 Industrial Maintenance Management 37

 OEE and the Six Big Losses
Equipment Six Big Losses

1 Breakdowns
Available time
2 Setup / adjustment
Available operating time
3 Idling / minor
stoppages
Actual operating
time 4 Speed

Effective Defects in process

operating 5
and rework
time
6 Start up losses

DME-483 Industrial Maintenance Management 38

 Six Big Losses - What Are They ?
Six Big Losses
The time lost due to key equipment breaking down
or deterioration which causes the production to be
1 Breakdowns stopped for more than 10 min.

2 Setup / adjustment

3 Idling / minor
stoppages

4 Speed

5 Defects in process
and rework

6 Start up losses

DME-483 Industrial Maintenance Management 39

 Six Big Losses - What Are They ?
Six Big Losses
The time lost through “product change over and
1 Breakdowns adjustment ” to the point where the production
of the new product is completely satisfactory.

2 Setup / adjustment

3 Idling / minor
stoppages

4 Speed

5 Defects in process
and rework

6 Start up losses

DME-483 Industrial Maintenance Management 40

 Six Big Losses - What Are They ?
Six Big Losses
The time lost through key equipment being
1 Breakdowns stopped for less than 10 min.

Time lost during the standard cycle when the

equipment is not adding value.
2 Setup / adjustment

3 Idling / minor
stoppages

4 Speed

5 Defects in process
and rework

6 Start up losses

DME-483 Industrial Maintenance Management 41

 Six Big Losses - What Are They ?
Six Big Losses
The time lost through key equipment not
1 Breakdowns producing parts at its optimum rate.

2 Setup / adjustment

3 Idling / minor
stoppages

4 Speed

5 Defects in process
and rework

6 Start up losses

DME-483 Industrial Maintenance Management 42

 Six Big Losses - What Are They ?
Six Big Losses
The time lost through key equipment not
1 Breakdowns producing parts that meet the specified quality
standard.

The time lost through key equipment being

2 Setup / adjustment utilised to rework sub-standard parts.

3 Idling / minor
stoppages

4 Speed

5 Defects in process
and rework

6 Start up losses

DME-483 Industrial Maintenance Management 43

 Six Big Losses - What Are They ?
Six Big Losses
The time lost through key equipment not
1 Breakdowns producing parts to the specified quality
standard, following start up and before the
equipment achieves controllable production
conditions.
2 Setup / adjustment

3 Idling / minor
stoppages

4 Speed

5 Defects in process
and rework

6 Start up losses

DME-483 Industrial Maintenance Management 44

 DATA COLLECTION FOR OEE – KEY POINTS
 OEE is a measure of the equipment or process, not the operators
productivity.
 Keep it simple.
 Ensure the process of measuring and applying OEE involves the people
who use the equipment.
 Make data collection second nature not a hindrance.
 Understand the process.
 Obtain the data on fixed frequency.
 Snap shot v continuous.
 Units of time (1 min, 10 mins, 30 mins, etc.).
 Automatic or manual data collection.
 Ownership.
 Partnership – those completing sheets and those collecting/collating.
 Regular communication of results.
 Response to trends, peaks and troughs.

DME-483 Industrial Maintenance Management 45

 How to collect data for OEE

DME-483 Industrial Maintenance Management 46

 How to collect data for OEE
AVAILABILITY
Gross Time (in minutes) A
Planned Down Time (in minutes) B
Net Available Time (in minutes) C=A-B
Non planned stoppages (in minutes) D
Operating Time (in minutes) E=C-D
AVAILABILITY F = E/C

PRODUCTIVITY
Output G
Standard Cycle time (mins/ unit) H
PRODUCTIVITY I= (HxG)/E

QUALITY
Defect Quantity J
QUALITY K = (G-J)/G

DME-483 Industrial Maintenance Management 47

 HOW TO ELIMINATE LOSSES ?

DME-483 Industrial Maintenance Management 48

 HOW DO WE USE OEE
 OEE is only a measure, its benefits will be lost if the
shortfalls it identifies are not acted upon.

 OEE is a total measure of performance but the data used

to produce it must be used to prioritise improvement
tasks.

 The purpose of measurement is to identify losses, remove

waste and drive improvement.

 OEE should be used to support the Total Productive

Maintenance (TPM) approach and the tools it supplies.

DME-483 Industrial Maintenance Management 49

 BENEFITS OF OEE
 FOCUS
 Highlight priorities for change.

 SIMPLICITY
 Even complex processes can be measured.

 FEEDBACK
 Before and after change.

 BENCHMARKING
 Objective comparisons.

 TARGET SETTING
 Setting achievable goals.

DME-483 Industrial Maintenance Management 50

 Solving Problems
Production
MRP

APS Meeting
M/c # 1 Weekly
Daily Support NC OPS
OEE Log. Maint. Quality
X Hours OEE
M/c # 2 OEE
OEE
LVER 2 24
Hours

X Hours
M/c # 3 Customer protection

M/c # 4 2 Weeks

Counter measure

Improve Performance
Improve Quality
Equip. uptime

51