Tuesday, June 4, 2019

Total Productive Maintenance - Japan Management Association

Tsutomu Nakamura, General Manager, Japan Institute of Plant Maintenance
Presentation at Chennai, 12 September, 2013


1961 Japan Management Association established plant maintenance department.

1971 TPM was proclaimed.

1981 Japan Institute of Plant Maintenance was launched.


TPM (Total Productive Maintenance) is a holistic approach to equipment maintenance that strives to achieve effectiveness and efficiency in the use of machines by maximizing availability and by maximizing quality output from each machine hour.

The objectives or aims of TPM are:

No Accidents
No Breakdowns
No Small Stops or Slow Running
No Defects

TPM emphasizes proactive and preventative maintenance to maximize the operational effectiveness and  efficiency of equipment. In focusing on productive availability and use of machines, it places  a strong emphasis on involving operators to help maintain their equipment.

The implementation of a TPM program creates a shared responsibility for equipment that encourages greater involvement by plant floor workers in regular cleaning, lubrication and other routine machine upkeep activities. Operators also inform machine condition frequently so that maintenance can be undertaken in timely manner. TPM became effective in many companies in improving productivity (increasing up time, reducing cycle times, and eliminating defects).

8 Pillars of TPM

Autonomous Maintenance

Places responsibility for routine maintenance, such as cleaning, lubricating, and inspection, in the hands of operators.
Gives operators greater “ownership” of their equipment.
Increases operators’ knowledge of their equipment.
Ensures equipment is well-cleaned and lubricated.
Identifies emergent issues before they become failures.
Frees maintenance personnel for higher-level tasks.

Planned Maintenance

Schedules maintenance tasks based on predicted and/or measured failure rates.
Significantly reduces instances of unplanned stop time.
Enables most maintenance to be planned for times when equipment is not scheduled for production.
Reduces inventory through better control of wear-prone and failure-prone parts.

Quality Maintenance

Design error detection and prevention into production processes. Apply Root Cause Analysis to eliminate recurring sources of quality defects.
Specifically targets quality issues with improvement projects focused on removing root sources of defects.
Reduces number of defects.
Reduces cost by catching defects early (it is expensive and unreliable to find defects through inspection).

Focused Improvement

Have small groups of employees work together proactively to achieve regular, incremental improvements in equipment operation.
Recurring problems are identified and resolved by cross-functional teams.
Combines the collective talents of a company to create an engine for continuous improvement.

Early Equipment Management

Directs practical knowledge and understanding of manufacturing equipment gained through TPM towards improving the design of new equipment.
New equipment reaches planned performance levels much faster due to fewer startup issues.
Maintenance is simpler and more robust due to practical review and employee involvement prior to installation.

Training and Education

Fill in knowledge gaps necessary to achieve TPM goals. Applies to operators, maintenance personnel and managers.
Operators develop skills to routinely maintain equipment and identify emerging problems.
Maintenance personnel learn techniques for proactive and preventative maintenance.
Managers are trained on TPM principles as well as on employee coaching and development.

Safety, Health, Environment

Maintain a safe and healthy working environment.
Eliminates potential health and safety risks, resulting in a safer workplace.
Specifically targets the goal of an accident-free workplace.

TPM in Administration

Apply TPM techniques to administrative functions.
Extends TPM benefits beyond the plant floor by addressing waste in administrative functions.
Supports production through improved administrative operations (e.g. order processing, procurement, and scheduling).

Source:  https://www.leanproduction.com/tpm.html

Six Big Losses

Unplanned Stops Availability Loss
Tooling Failure, Unplanned Maintenance, Overheated Bearing, Motor Failure There is flexibility on where to set the threshold between an Unplanned Stop (Availability Loss) and a Small Stop (Performance Loss).

Setup and Adjustments Availability Loss
Setup/Changeover, Material Shortage, Operator Shortage, Major Adjustment, Warm-Up Time This loss is often addressed through setup time reduction programs such as SMED (Single-Minute Exchange of Die).

Small Stops Performance Loss
Component Jam, Minor Adjustment, Sensor Blocked, Delivery Blocked, Cleaning/Checking Typically only includes stops that are less than five minutes and that do not require maintenance personnel.

Slow Running Performance Loss
Incorrect Setting, Equipment Wear, Alignment Problem Anything that keeps the equipment from running at its theoretical maximum speed.

Production Defects Quality Loss
Scrap, Rework Rejects during steady-state production.

Reduced Yield Quality Loss
Scrap, Rework Rejects during warm-up, startup or other early production.

Source:  https://www.leanproduction.com/tpm.html

Updated on 5 June 2019. 18 December 2013

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