Overview of TPM

(Total Productive Maintenance)

Implementation

What is TPM?

TPM is an innovative approach to maintenance that

maximizes the OEE i.e. Overall Equipment Efficiency, eliminates the breakdown and reduces chronic losses to zero by involvement of all employees through day-to-day autonomous maintenance and practicing Gemba

Genbutsu

TPM is a 3-letter word

Total
Signifies involvement of all functions and people at all level of hierarchies.

Productive
- Emphasis on efficient and effective utilization of all the resources.

Maintenance
- Means keeping man-machine-material system in optimal condition.

Five Countermeasure for for ZERO Breakdowns

1.Maintaining well- regulated basic conditions

2.Adhering to proper operating procedures

3.Restoring deterioration

4.Improving weakness in design

5.Improving operation and maintenance skills

5 TPM Development Activities

Activities?
1. To set a goal to maximise equipment efficiency (overall efficiency) by eliminating six big losses 2. By establishing a total system for PM for the entire life of equipment. 3. An initial equipment management programme 4. Increasing skill of Operation and Maintenance Personnel 5. For promoting PM by motivation management, namely, by autonomous small-group activities.

From TPM of Production Department of Companywide TPM Covering All Company Activities

Top Management

Planning

Financial

Personnel

Genera l Affairs Administrative

Production
Plant Plant Plant

Development of products & equipments

Plant

Sales

TPM Phase 1 TPM Phase 2

TPM Phase 1

TPM of Production Department

TPM Phase 2

Company-wide TPM encompassing production, development, sales and administration

TPM 8 Pillar
To Become World Class Manufacturing Organization
Results and Recognitions
Safety, Health & Environment Planned Maintenance Education & Training Quality Maintenance

Initial Flow Control

Kobetsu Kaizen

Jishu Hozen

Motivation and Innovation Total Employees Participation & Commitment

Office TPM

Typical TPM Organizational Chart

Plant Head
Head of Department TPM Promotion Office
Company wide TPM Promotion committee

Kobetsu-Kaizen sub-committee Jishu-Hozen sub-committee

Planned maintenance sub-committee

Section Chief
TPM Circle Leaders

Initial flow control sub-committee Quality Maintenance sub-committee

Executives/ Supervisor
TPM Circle Members

Office TPM subcommittee

Front-line Worker Total Company Employees

Education and training sub-committee

Safety, Health & Environment subcommittee

Sheet 01 of 03

Roles of TPM Promotion Organization

Name Team Activity Meeting Frequency Monthly

TPM Steering Committee TPM Secretariat Facilitating Team

Unit head & team Manager & team GMs, Dy. GMs

Decides the policy, fixing targets & review. Co-ordination, support services Providing guidance, resources, training to circles.

Weekly

Monthly

Circles

Shop floor personnel

Implementing Jishu Hozen activities

Daily

TPM Basic Policy and Example of Target Setting

Market circumstances
1. 2. 3. 4. 5. Timely and effective start-up of new products Flexible response to the demand trend Reduction in prices High-level quality assurance Conservation of resources and energy-saving
1. 2. 3. 4.

In-house circumstances
Increase in production and quality trouble Equipment deterioration due to overload operation Increase in equipment which has design weak points Lack of awareness and knowledge of equipment control of the operators 5. Field operators morale depression due to uncertain responsibility of the operation

Basic Policy 1.Aiming at zero-failure, zero-defects and zero-disaster through introduction of PM with all workers participating, which in turn contributes to the improvement of overall equipment efficiency and reduction in costs. Key points 1. Reduction in equipments failure 2. Reduction in waiting and set-up time 3. Effective use of existing equipment
Target
1. 2. Reduction in equipment failure Equipment failure rate

4. Accuracy management of equipment, tools and jigs 5. Promotion of resources conservation and energy-saving 6. Education and training cultivation of manpower
Actual record Actual record Target

(Target)

938/Month 1.03%/hundred hours

---------

Less than 10/month Less than 0.1%/hundred hours

3. 4.
5. 6. 7. 8. 9. 10.

Occurrence of equipment failure Shutdown time

Overall equipment efficiency Improvement of productivity Reduction of rework and quality defects from process Energy saving Number of Kaizen employees suggestions Labour accidents

1.59% 5.800 hours/month

88.8% 11.3% 0.7% 100% (Second half of 1983) 2.1/year/employee (1983) 11/year

-------------------------------------

Less than 0.2% Less than 1200 hours/ month (1/5)

More than 95.0% More than 169% (50% increase) Less than 0.1% Less than 70% (Second half of 1985) 60/year/employee 0/year

Apply for PM Excellent award in order to have the results of TPM activities evaluated

12 Steps for TPM Development Programs

STEP KEY POINT
Top management formerly announces decision to introduce TPM at in house meeting involving all, publish in company magazine Top management s commitment Senior Management group training Tran the trainer training Training to general employee in their local language, slide shows TPM Steering Committee Pillar Sub Committee TPM Secretariat & Apex TPM Promotion Committee TPM Circle / teams Set base lines & targets Forecast effects Bench marking Prepare separate master action plan for pillars for three years Prepare a combined master action plan for three years for the steering committee to monitor Breaking up the three-years plan in to yearly, six monthly & monthly targets & action plan

Preparation Phase:
1. Declaration of TPM Initiative 2. Conduct TPM Introductory education/awareness & publicity campaign 3. Establishing TPM promotion organization

4. Establish basic TPM policy and Goals

5. Creation of master action plan for implementing TPM

12 Steps for TPM Development Programs

STEPS KEY POINTS
Top management formerly starts the TPM initiatives with public announcement of : a) TPM Policy, B) Master plan for three years Presentation by Pillar sub committee Presentation by workers representative To invite customer, dealers, sub contractors etc. To find out the actual base lines & pursue the ultimate Bench Mark in production effectiveness

Introductory Phase:
6. Kick Off of TPM Initiatives

Implementation Phase:
7. Build a corporate / organization structure designed to maximize production effectiveness

7.1 Conduct Kobetsu-Kaizen Formation of improvement project teams Focused improvement activities Formation & monitoring of workplace small group activities 7.2 Establish & deploy JishuHozen autonomous maintenance program 7.3 Implement Planned Maintenance program 7 step autonomous maintenance Proceed step by step with audits and pass certificates at each steps Preparation of activity boards PM Maintenance TBM CBM Predictive Maintenance Zero Breakdown initiatives Shutdown maintenance

12 Steps for TPM Development Programs

STEPS
7.4 Conduct operation & maintenance skill training

KEY POINTS
Group education for group leaders / circle leaders Group leaders then pass on their training to members Specialized training on skill development Evaluation of training Vertical start up after shut down, new commissioning of equipment or process Vertical start up with a new product Establish, maintain & control conditions for zero defects ISO 9000:2000

8. Build an early management system for a) New Product b) New Equipment / process 9. Build a quality maintenance system

10. Build an effective administration Increase production support effectiveness to establish & & support system control internal service standards Improve & streamline administrative functions & office environments 11. Develop a system of managing occupational health, safety & environment Assure an accident free. Pollution free & occupational healthhazard free work place ISO 14000:1996 & OHSAS:18000:1999

Apply for TPM Awards 12. Sustain full TPM implementation AIM for even higher targets & raise levels

CONSOLIDATION PHASE:

Purpose and Main Activities

of the 8 Pillars of TPM

Kobetsu Kaizen (Focused Improvement)

Purpose: Realize zero losses of all types, such as failure losses and defect losses Demonstrate ultimate production efficiency improvement Members: Staff Line Leader Activities: Understanding the 16 major losses Calculating and settling goals for overall equipment efficiency, productivity and production subsidiary resources Implementation of PM analysis Thorough pursuit of equipment and production as it should be.

Jishu Hozen (Autonomous Maintenance)

Purpose:
To develop equipment conscious & competent operator To bring the machine to the basic condition

Members:
Operator, Line Leader

Activities:
Initial clean-up Eliminate sources of contamination & inaccessible areas Develop cleaning & lubrication standards General inspection of equipment General inspection of process Standardization Autonomous Management

Keikaku Hozen (Planned Maintenance)

Purpose:
To achieve ZERO Breakdown To reduce maintenance cost To enhance skill of maintenance technicians Staff Leader and maintenance men of maintenance department

Members:

Activities:
Support & Guidance for Jishu Hozen activities Evaluation of equipment failure breakdown status & understand situation Reverse Deterioration & Correct Weaknesses Build an Information Management System Build a Periodic Maintenance System Build a Predictive Maintenance System Evaluate the Planned Maintenance System

Hinshitsu Hozen (Quality Maintenance)

Purpose:
To achieve ZERO Defects by supporting and maintaining equipment conditions

Members:
Quality Assurance Staff, Production Engineering Staff, Line Group Manager

Activities:

Verify quality characteristics standards; understand defect phenomena and performance Investigating the conditions for building in quality, unit processes and raw materials, equipment and methods Investigating, analyzing and improving the conditions of malfunctions Setting 3M conditions; setting standard values for inspection Creation of standards that can be followed; trend management

Initial Flow Control

Purpose:
To reduce substantial time for development of New Product To achieve low Start up time during commissioning of New Equipment

Members:

Research and development staff, Production engineering staff, Maintenance staff

Setting development and design goals Ease of production Ease of QA Implementation Ease of use Reflect in MP design Ease of maintenance Reliability Investigate LCC Design release drawing Production: Identify problems in the prototype, trial run and initial-phase mass production control stages

Activities:

Office TPM
Purpose:
To Improve Work Efficiency & Effectiveness in Offices Maintain A Pleasant Environment To Create Value for Our Organization

Members:
Leaders and members of administration/Indirect departments

Activities:
Increase work efficiency through focused improvement Build a system of administrative autonomous maintenance Improve administrative capacity through education & training Create an efficient staffing system Develop a work evaluation system

Education & Training

Purpose:
To develop operator's skill in operation as well as in maintenance To train & upgrade maintenance staff skill in specialized maintenance To train staff to do their jobs more skillfully & effectively

Members:
Operators Maintenance Technicians Staff Analyze the current program & set policy & priority strategies Design a training program for improving operating and maintenance skills Implement operating & maintenance skill training Design & develop a skill development program Foster an environment that encourages self development Evaluate the activities & plan for the future

Activities:

Safety, Health & Environment

Purpose:
To Improve Environment At Workplace & Surroundings, To Create Health Consciousness To Bring down the Accidents to ZERO Safety, health and environment managers and specialized committee members Staff specializing in safety and health

Members:

Activities:
Measures to improve equipment safety Measures to improve work safety Improvement of work environment (noise, vibration and odors) Measures to prevent pollution Creation of healthy employees Promotion of invigorating activities

Correlation chart of Overall Plant Efficiency and Loss KAIZEN

Enhanced labor productivity by labor saving, saving of energy and improved yield are important in accomplishing efficiency in process industry in addition to merely enhancing overall production efficiency. Overall Plant Efficiency
84 % 39 %

B M

Goa l

O.E.E
85 65 99 66

Production Cost Efficiency

10 0 90

Production Lead Time Efficiency

(Planned quantity Production quantity)*Planned quantity

Availability

Performance Rate
96 81

Non-defective Rate

Heat and Motive Power efficiency 100 90

Raw Material yield

Labour Productivity
100 77

Lead Time Efficiency

100 90

90 80

99 97

99 96

Failure loss

Periodical repair losses

Steady loss

Non-steady loss

Defect loss

Reprocessing loss

Energy loss

Raw Material loss

Manual work loss

Inventory loss

Process Control loss

(1) Reduce failures (2) Equipment weakness Kaizen (3) Reduce time needed for repair (4) Expand planned maintenance

(1) Shorten time needed for periodical repairs (2) Stronger works management (3) Stronger safety measures (4) Reduce maintenance man hours

(1) Reduce process failures. (2) Bottleneck process Kaizen (3) Process Kaizen

(1) Reduce startup loss (2) Bottleneck process Kaizen (3) Process Kaizen

(1) Reduce process defects (2) Reduce scrap losses (3) Stronger HinshitsuHozen (4) Raw material Kaizen

(1) Reduce reprocessing (2) Process inspection (3) Hinshitsu-Hozen (4) Raw material Kaizen

(1) Reduce fuel requirement per product unit. (2) Reduce electric power requirement per product unit (3) Reduce water requirement per product unit (4) Reduce air requirement per produce unit

(1) Reduce material requirement per product unit (2) Reduce auxiliary materials (3) Processing method Kaizen (4) Raw material Kaizen

(1) Reduce rework (2) Automation (3) Layout Kaizen (4) Action on sources that generate dirtiness, defects etc.

(1) Reduce product inventory (2) Inventory work Kaizen (3) Through MM management (4) Automated warehouse

(1) Short lead time (2) Reduce work in process (3) Layout Kaizen (4) Stronger production control

TPM STANDS FOR.

Total Profit Management

Through Total Perfect Manufacture

Through Total Productive Maintenance

Through Total People Management

Total Proud Management