Total Productive Maintenance - Nakajima
(Note in the Training Material for the Course Conducted by me in 1994 for ONGC in the subject of Managerial Economics and Costing for Engineers
The Definition of TPM
The Spread of TPM in Japan
How do TPM and TQC Differ?
The Basic Concepts of TPM
1. Maximizing Overall Equipment Effectiveness
2. Autonomous Maintenance
In factory automation, production workers do not have to operate machines themselves. These operators asked to oversee machines can do inspection of the automatic machines every day or week as per a plan and do routine maintenance. Specialist maintenance persons can act as equipment doctors, who periodically do expert diagnostic checks and do the required maintenance.
3. Small Group Activities in Maintenance
Similar to quality circles, zero defect movement groups and Jishu Kanri.
Program for Evolving TPM
1. Five Activities - Pillars
2.Twelve Steps to Evolve TPM
Maximizing Overall Equipment Effectiveness
Eliminating Six Big Losses
Autonomous Maintenance
Small Group Activities in Maintenance
Education and Training for Evolving TPM
‘Jishu Kanri’ activities in the Japanese steel industry Small group activities being promoted by the industry as a whole
HIDEO SUGISAWA &KAZUO HIROSE
International Journal of Production Research, Volume 15, 1977 - Issue 6, Pages 523-538
The group activities called ‘ Jishu Kanri ’ by foremen and workers in the forefront of production has been actively promoted in the Japanese Steel Industry by establishing a committee for ’ Jishu Kanri’ activities in the Japan Iron and Steel Federation, with the positive cooperation of its member companies. Nearly 8 years have elapsed since the establishment of this committee, and during this period the ability and skill of the group leaders and members in managing group activities and their awareness of problems and solutions have been greatly improved, thereby contributing much to the improvement of quality, attainment of production targets, reduction in the production costs, and improvement of safety.
https://www.tandfonline.com/doi/abs/10.1080/00207547708943147?journalCode=tprs20
The Japan Iron & Steel Federation adopted the name "Jishu-Kanri GK) Activities" to generalize the uniqueness of small group activities in this industry. JK activities are defined as "continuous group activities in which individual workers voluntarily organize small groups, select leaders from among themselves, hold discussions on an equal footing, and with their leaders as the nuclei, take up problems at the workshop, set goals for the solution of the problems, and make efforts to achieve the goals with participation by everyone".
Workers' voluntary problem solving activities cover a wide range such as product quality enhancement, efficiency improvement, cost reduction, promoting safety at the workshop, and others. In 1983, ensuring work safety was the top of activity (27.4%). About 90% of the activities in 1993 related to four areas:
efficiency improvement (30.8%), cost reduction (24.6%), ensuring work safety (19.6%) and product quality enhancement (14.6%).
Innovation and Jishu Kanri Activities in the Japanese Steel Industry,
YONEYAMA, Kikuji,
ECONOMIC JOURNAL OF HOKKAIDO UNIVERSITY, 24, 25-58
1995
Doc URL: http://hdl.handle.net/2115/30527
jishu 自主, じしゅ
自 oneself
主 master,
Jishu - mean by himself as per his decision
Jishu kanri is managing by himself, or his decisions
https://nihongomaster.com/japanese/dictionary/word/30338/jishu#:~:text=lord%2C%20chief%2C%20master%2C%20main%20thing%2C%20principal
Hoshin Kanri
Hoshin means direction and Kanri means management in Japanese.
https://kanbanize.com/lean-management/hoshin-kanri/what-is-hoshin-kanri
https://iopscience.iop.org/article/10.1088/1742-6596/1179/1/012089
https://books.google.co.in/books?id=bkhKaEspqaEC
2021
TPM Philosophy
https://www.youtube.com/watch?v=1hGbvo6DzRQ
2013
___________________________
https://www.youtube.com/watch?v=sZezLYax8E0
___________________________
Tsutomu Nakamura, General Manager, Japan Institute of Plant Maintenance
Presentation at Chennai, 12 September, 2013
http://tpmclubindia.org/pdf/2013/Japan_Institute_Plant_Manintenance.pdf
1961 Japan Management Association established plant maintenance department.
1971 TPM was proclaimed.
1981 Japan Institute of Plant Maintenance was launched.
https://jipmglobal.com/about/tpm
WHAT IS TPM?
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
TPM - Good Presentation
http://www.authorstream.com/Presentation/kececimehmet-2116331-tpm/
Seiichi Nakajima
TPM - Note Included in ONGC Course on Maintenance ( Sep 12 to 17, 1994 coordinators, Prof. Narayana Rao, & Prof. Hedge)
https://www.efficientplantmag.com/2015/06/remembering-the-father-of-tpm/
https://oee.academy/oee-academy/history-of-oee-and-tpm/
https://www.linkedin.com/pulse/what-tpm-how-implement-benefits-implementing-aryan-viswakarma/
https://www.academia.edu/20808937/Implementing_Total_productive_Maintenance_learning_from_two_companies
Implementing TPM: The North American Experience
Andrew Ginder, Alan Robinson, Charles J. Robinson
CRC Press, 26-Aug-2020 - Business & Economics - 224 pages
This book provides an understanding of the complexity and comprehensiveness of the total productive maintenance (TPM) process. It supplements works by Japanese authors with guidance and detail on how the TPM process relates to North American plants or facilities.
https://books.google.co.in/books?id=O2H4DwAAQBAJ
Systematic Industrial Maintenance to Boost the Quality Management Programs
Adnan Bakri, Mohd Al-Fatihhi Mohd Szali Januddi
Springer Nature, 04-Jun-2020 - Technology & Engineering - 78 pages
This book discusses the main quality management (QM) programs and their possible integration into systematic industrial maintenance (SIM). Unlike traditional engineering maintenance books, it not only explains the theory but also provides practical examples of the integration of QM and SIM programs. It also includes reference sources, making it useful for readers wanting to explore specific areas in more depth.
Chapter 1 introduces various aspects of the main quality management (QM) programs, including total quality management (TQM), just-in-time (JIT) and lean manufacturing (Lean). Subsequently, it examines the relation of quality and maintenance. Chapter 2 reviews the concepts of systematic industrial maintenance (SIM) and the application of quality control (QC) tools. Chapter 3 offers an overview, historical perspective and trends in industrial maintenance techniques. Chapters 4, 5, 6, 7, 8 and 9 focus on topics related to schedule-based maintenance, condition-based maintenance, reliability-based maintenance, computerized-based maintenance, risk-based maintenance and total productive maintenance. Covering the theory of each of these types of SIM, the chapters also explain their real-world application in QM and highlight their merits and weaknesses in the context of supporting QM.
https://books.google.co.in/books?id=xXHpDwAAQBAJ
2008
https://economictimes.indiatimes.com/news/company/corporate-trends/132-indian-manufacturing-cos-join-tpm-excellence-league/articleshow/2875307.cms?from=mdr
Updated on 4.2.2022, 20 May 2020, 5 June 2019. 18 December 2013
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