• Laura Dietrich: Maintenance Manger

• Antoinette Lockett: Plant Manger

• Waseem Manzoor: Quality Manger
• Xiaoyan Liu: Production Manger
 Meeting Agenda
I. Understanding Downtime -Group
II. Major Losses of TPM -Antoinette Lockett
I. Planned Downtime Losses -Xiaoyan Liu
II. Unplanned Downtime Losses -Laura Dietrich
III. Reduce Speed Losses-
IV. Poor Quality Losses -Waseem Manzoor
III. Total Productive Maintenance
I. What is TPM -Antoinette Lockett
II. Breakdown of TPM -Laura Dietrich
III. TPM History -Laura Dietrich
IV. TPM Evolution
V. Goal of TPM -Antoinette Lockett
VI. Three Principles of Prevention
 Meeting Agenda Cont.
I. TPM-8 Pillars-Laura Dietrich
II. Kick off TPM
I. Launching TPM- Preparatory Stage-Antoinette Lockett
II. Autonomous Maintenance- Xiaoyan Liu
III. Equipment Management Life Cycle- Xiaoyan Liu
IV. TPM Implementation-Waseem Manzoor
V. Launching TPM- Stabilization-Waseen Manzoor
VI. Eliminating Equipment Losses-Laura Dietrich
VII. Improvement Goals for Chronic Losses-Laura Dietrich
III. Overall Equipment Efficiency
I. What is OEE-Xiaoyan Liu
II. OEE Factors-Xiayon Liu
III. Calculating OEE-Waseem Manzoor
IV. TPM Benefits-Xiaoyan Liu
Understanding
Downtime
MAJOR LOSSES
 Planned Downtime losses

• Start-ups
• shift changes
• coffee and lunch breaks
• planned maintenance shutdowns
 Unplanned Downtime Losses

• Equipment breakdown
• Changeovers
• Lack of material
 Reduced Speed Losses

• Idling and minor stoppages

• Slow-downs
 Poor Quality Losses

• Process non-conformities
• Scrap
TPM
 What is Total Productive
Maintenance?
• TPM is a plant improvement
methodology which enables continuous
and rapid improvement of the
manufacturing process through use of
employee involvement, employee
empowerment, and closed-loop
measurement of results
 Breakdown of TPM
• TOTAL = All encompassing by
maintenance and production
individuals working together
• PRODUCTIVE = Production goods and
services that meet or exceed
customers’ expectations
• MAINTENANCE = Keeping equipment
and plant in as good as or better than
the original conditions at all times
 TPM - History

• Productive maintenance (PM) originated in

the U.S. in late 1940’s & early 1950’s
• Japanese companies modified and enhanced
it to fit the Japanese industrial
environment
• The first use the term TPM was in 1961 by
Nippondenso, a Japanese auto components
manufacturer
• Seiichi Nakajima – head of JIPM, one of
the earliest proponents, known as the
Father of TPM
 TPM - Evolution

• Breakdown maintenance
• Preventive maintenance (PM)
• Productive maintenance
• Total productive maintenance
 Goals of TPM
1. Aims at getting the most effective use of
equipment
2. Builds a comprehensive PM system
3. Brings together people from all departments
concerned with equipment
4. Requires the support and cooperation of
everyone from top managers down
5. Promotes and implements PM activities based
on autonomous small group activities.
6. Maintaining Equipment for life
7. Encouraging input from all employees
8. Using teams for continuous improvement
 Three Principles of Prevention

• Maintenance of normal conditions

• Early discovery of abnormalities
• Prompt response
TPM 8 PILLARS
 Autonomous Maintenance

Kobetsu Kaizen

Planned Maintenance

Quality Maintenance

5s Training
PILLARS OF TPM

Office TPM

Safety, health and

Environment
Kick off TPM
Launching TPM- Preparatory Stage

• Announce top management’s decision

to introduce TPM
• Launch an educational campaign to
introduce TPM
• Create an organizational structure to
promote TPM
• Establish basic policies
• Form a master plan for implementing
TPM
Launching TPM- Preliminary
Implementation
Launching TPM- TPM Implementation

• Improve the effectiveness of each critical

piece of equipment
• Set up and implement autonomous
maintenance
• Establish a planned maintenance system in
the maintenance department
• Provide training to improve operator and
maintenance skills
• Develop an early equipment management
program
 Launching TPM- Stabilization

• Perfect TPM
implementation and raise
TPM levels
Eliminating Equipment Losses
Improvement Goals for Chronic Losses
OEE
 What is OEE

• OEE (overall equipment efficiency) is

a “best practices” way to monitor and
improve the efficiency of your
manufacturing processes
– machines
– manufacturing cells
– assembly lines
 OEE Factors
• Plant Operating Time
• Planned production time
– planned downtime ie. breaks
• Availability
– downtime losses
• Performance
– Speed losses
• Quality
– Quality losses
 World Class OEE

OEE Factor World Class

Availability 90.0%
Performance 95.0%
Quality 99.9 %
OEE 85.0%
 Calculating OEE

• Availability = Operating time/planned

production
• Performance = Ideal Cycle Time / Total
Pieces or
(total pieces / Operating time)/Ideal Run time
• Quality = Good Pieces / Total Pieces
• OEE = Availability X Performance X
Quality
 Example OEE Calculation
Item Data
Shift length 8 hrs = 480 min.
Short Breaks 2@ 15 min. = 30 min
Meal Break 1 @ 30 min = 30 min
Down Time 47 min
Ideal Run Time 60 pieces per min
Total Pieces 19,271 pieces
Reject Pieces 423 pieces
Availability =

Operating time
Planned production time
• = 373 minutes / 420 minutes
• = 0.8881 (88.81%)
Performance =

(Total pieces /Operating time)

Ideal Run Time
• = (19,271 pieces/373 minutes)/60
pieces per minute
• = 0.8611 (86.11%)
Quality =

Good Pieces
Total Pieces

• = 18,848 / 19,271 pieces

• = 0.9780 (97.80 %)
OEE =

Availability X Performance X Quality

• = 0.8881 X 0.8611 X 0.9780
• = 0.7479 (74.79%)
TPM BENIFITS
 TPM - Benefits

• Improved equipment eliminates the root cause of

defects
• Defects are prevented through planned
maintenance
• Preventive maintenance costs are reduced as
equipment operators conduct autonomous
maintenance
• Improved equipment designs ensure that new
equipment naturally produces fewer defects
• Simplified products designs and a redesigned
process produce with few defects
• Engineers, technicians and managers are trained in
maintenance and quality
 TPM - Benefits

(Japanese TPM Prize winners during 1982-1984)

• Equipment failures reduced from
1,000/month to 20/month
• Quality defects reduced from 1.0% to 0.1%
• Warranty claims reduced by 25%
• Maintenance costs reduced by 30%
• WIP decreased by 50%
• Productivity improved by 50%. (Patterson &
Fredendall, 1995)
 TPM – Success stories

• USPS Albany, New York: annual save of

$86,000; could save $4.5 million if applied
nationwide
• Yamato Kogyo Corp., Japan:
- productivity up by 130%,
- accidents cut by 90%,
- defects reduced by 95%,
- employee suggestion rate increased by
over 300%