TOTAL PRODUCTIVE MAINTENANCE

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Course Summary

Total Productive Maintenance is a key element in the ongoing success of most manufacturing organizations.  Having the ability to consistently deliver on time is tied directly to the ability of the production equipment to run when it is expected to.  This course is designed to assess the needs of TPM within organizations, determine the best means to apply the concepts and teach the appropriate personnel how to maintain long term results.  Upon completion of the course participants will understand and be able to apply the elements of TPM and have developed their own customized procedures for maintaining each key piece of production equipment. 

Course Key Deliverables:

• Understand the elements of TPM.
• Determine the right people to get involved in the program.
• Development of a customized TPM action plan.
• Have the ability to calculate the financial impact of their program.
• Create an operator training program by specific key production equipment.

Total Productive Maintenance is a new way of looking at maintenance, or conversely, a reversion to old ways but on a mass scale. In TPM the machine operator performs much, and sometimes all, of the routine maintenance tasks themselves. T his automaintenance ensures appropriate and effective efforts are expended since the machine is wholly the domain of one person or team.  TPM is a critical adjunct to lean manufacturing. I f machine uptime is not predictable and if process capability is not sustained, we cannot produce at the velocity of sales. One way to think of TPM is "deterioration prevention" and "maintenance reduction", not fixing machines.  For this reason many people refer to TPM as "Total Productive Manufacturing" or "Total Process Management".  TPM is a proactive approach that essentially aims to prevent any kind of slack before occurrence.  Its motto is "zero error, zero work-related accident, and zero loss." 

TPM has five goals:

1. Maximize equipment effectiveness.
2. Develop a system of productive maintenance for the life of the equipment,
3. Involve all departments that plan, design, use, or maintain equipment in implementing TPM.
4. Actively involve all employees.
5. Promote TPM through motivational management.

Introduction:

Think of productive equipment as we think of our cars or telephones: they are ready to go when we need them, but they need not run all the time to be productive.  For this concept to function properly,  the machines must be ready when we need them and they must be shut down in such a fashion as to be ready the next time.  Key measures include efficiency while running and quality.  Overall Equipment Effectiveness or OEE tells us how TPM is working, not just the typical measures of uptime and throughput.  TPM is a close companion of 5S and uses elements of the visual workplace.  Operators know what maintenance tasks are theirs; they also know what tasks are appropriate for the skilled trades maintenance crew.  TPM is an empowering philosophy that helps create ownership of the manufacturing process among all employees.  Teamwork is vital to the long-term success of TPM.

TPM is much more closely aligned to production than a maintenance department in mass production.  One-piece flow with zero defects requires high levels of process capability that, in conjunction with error proofing, allows for the reduction or elimination of inspection. 

When variation is reduced to increase process capability, maintenance and operations must be involved to prevent the deterioration of the process capability index.  Employee expertise and motivation are essential for TPM to work.  If machine downtime is viewed as “good” by operators (because then they don’t have to work), then TPM will fail.  If visual cues are ignored, the visual workplace will fail.

History:

TPM is a Japanese idea that can be traced back to 1951 when preventive maintenance was introduced into Japan from the USA. Nippondenso, part of Toyota, was the first company in Japan to introduce plant wide preventive maintenance in 1960.  In preventive maintenance operators produced goods using machines and the maintenance group was dedicated to the work of maintaining those machines.  However with the high level of automation of Nippondenso maintenance became a problem as so many more maintenance personnel were now required.  So the management decided that the routine maintenance of equipment would now be carried out by the operators themselves.  (This is Autonomous maintenance, one of the features of TPM ).  The maintenance group then focussed only on 'maintenance' works for upgrades.

The maintenance group performed equipment modification that would improve its reliability.  These modifications were then made or incorporated into new equipment.  The work of the maintenance group is then to make changes that lead to maintenance prevention.  Thus preventive maintenance along with Maintenance prevention and Maintainability Improvement were grouped as Productive maintenance.  The aim of productive maintenance was to maximize plant and equipment effectiveness to achieve the optimum life cycle cost of production equipment.

Nippondenso already had quality circles which involved the employees in changes.  Therefore, now, all employees took part in implementing Productive maintenance.  Based on these developments Nippondenso was awarded the distinguished plant prize for developing and implementing TPM, by the Japanese Institute of Plant Engineers ( JIPE ).  Thus Nippondenso of the Toyota group became the first company to obtain the TPM certifications.

Further Reading

• Japan Institute of Plant Maintenance (1996), TPM for Every Operator, Productivity Press, ISBN 978-1-56327-080-2
• Leflar, James (2001), Practical TPM: Successful Equipment Management at Agilent Technologies, Productivity Press, ISBN 978-1-56327-242-4
• Campbell, John D. and Reyes-Picknell, James (2006), Uptime, 2nd Edition: Strategies for Excellence in Maintenance Management, Productivity Press, ISBN 978-1-56327-335-3

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