TOTAL PRODUCTIVE

MAINTENANCE - TPM

Student:

Fernanda de Souza Marques / Marina Carlucci de Moraes

Student No.: 2006 5372 / 2006 5343

Class:

Mechanical and Manufacturing Engineering 3th Year

Module:

Quality Management

Year:

2014-2015

Lecturer:

Mary Doyle-kent

ABSTRACT
TPM or Total Productive Maintenance is a methodology that ensures the improvement of
productivity by eliminating losses due to equipment breakdowns, drop in speed of
production, losses due to low quality of manufactured products. It was born in the USA and
developed in Japan. Consolidates the total junction of man, machine, and company, in this
way, makes everyone involved in manufacturing processes have their importance. Based on
eight pillars, which support it, wishes to bring improvements in both physical (machines) and
psychological (employees) areas. The TPM plays an important role in industry, being widely
used for the purpose of obtaining a reduction in costs and increasing productivity, as well as
professional growth and motivation of the involved, so that they get more engaged in the
search for good results. In order to evaluate TPM in practice, was conducted a case study in
the company MRC Bearings, supplier of aerospace acknowledge.

TABLE OF FIGURE

Figure 1- Graphic Improve Hours Unplanned Maintenance..................................................................9

Figure 2 - TPM Pillars.........................................................................................................................11

CONTENTS
1.

2.

INTRODUCTION.........................................................................................................................6
1.1

Corrective Maintenance.........................................................................................................6

1.2

Preventive Maintenance.........................................................................................................7

1.3

Predictive Maintenance..........................................................................................................7

1.4

Total Productive Maintenance TPM....................................................................................8

ANALYSIS....................................................................................................................................9
2.1

Advantages............................................................................................................................9

2.1.1

Reduced maintenance costs...............................................................................................9

2.1.2

Increase productivity..........................................................................................................9

2.1.3

Lower inventory.................................................................................................................9

2.1.4

Reduced variability (of products parts and production schedules).....................................9

2.2

Disadvantages......................................................................................................................10

3.

EXAMPLE..................................................................................................................................10

4.

DISCUSSION..............................................................................................................................12
4.1
4.1.1

Focused Improvement......................................................................................................12

4.1.2

Autonomous Maintenance...............................................................................................13

4.1.3

Planned Maintenance.......................................................................................................13

4.1.4

Training and Education....................................................................................................14

4.1.5

Early Management...........................................................................................................14

4.1.6

Quality Maintenance........................................................................................................14

4.1.7

Office TPM......................................................................................................................14

4.1.8

Safety, Health & Environment.........................................................................................15

4.2
5.

TPM Pillars..........................................................................................................................12

Steps to implement TPM......................................................................................................15

CONCLUSION...........................................................................................................................17

6.

REFERENCES............................................................................................................................17

7.

APPRENDICES..........................................................................................................................17

1.

INTRODUCTION

To understand the subject matter discussed in this assignment, it is first necessary to

understand the concept of maintenance. Maintenance is the combination of all technical and
administrative in order to maintain or replace an item in a state in which it can perform a
required function actions. For this it is necessary to establish some guidelines associated with
your goals:
The maintenance function is to reduce the downtime of equipment, whether
periodical or not, and zero downtime for emergencies that cause losses in the process. So
your main objective is to keep the equipment, facilities and instruments operating at
maximum use, reducing process costs.
Maintain industrial safety, cleanliness, hygiene and order according to the needs and
requirements of standards.

1.1 Corrective Maintenance

Souza (2006) defines the corrective maintenance as a technical activity responsible for
correcting a flaw identified in any part of the equipment. Incumbent upon it to generate the
information needed for analysis of performance, repeatability and other parameters of the
fault on the equipment. For corrective maintenance, it is necessary to have appropriate
workshops in order to complete the requested services, as well as appropriate tools and
appropriate instruments for development activity.
The services required under the corrective maintenance tend to become repetitive over
time, and with that, staff acquires greater speed and knowledge to solve problems, thus
forming the basis of preventive / predictive maintenance, and reducing costs in accordance
with the criticality of the process. Souza (2006) reports that most of corrective maintenance
applies to rotating equipment, the components wear out quickly. It is also held in damaged
equipment with operational failures and rotating equipment small. The occurrence of failures

necessarily lead to a detailed analysis to find the root cause of failures, and so identify them
and eliminate them so that they are recorded in the history of the equipment.
1.2 Preventive Maintenance

According to Souza (2006), Predictive Maintenance should be planned and scheduled,

where the equipment should be inspected periodically due to possible wear from the time and
conditions of use. To perform the MP, the implementation of a checklist in which the operator
must fill according to five activities to be performed, it is necessary they are:
Inspection of equipment;
Lubrication of equipment and components;
Calibration, verification and adjustment of instruments;
Cleaning;
Exchange of periodic components
With the implementation of Preventive Maintenance, the company should consider
benefits such as reducing the aging of equipment, improving the operational state of the
same, reducing the risk of breakage and the average time between failures.

1.3 Predictive Maintenance

According to Souza (2006), Predictive Maintenance is one captures real operating

conditions of machines through data that inform wear or degradation process. Its objectives
are to predict the occurrence of failure, eliminating unnecessary disassembly for inspection,
reducing maintenance costs, ensuring the effective increase reliability and consequently
productivity.
Predictive Maintenance are found the following advantages:
Increased process reliability;
Involvement of high technology more accurate and effective;
Keep equipment operating in a safe manner and time;
Making decisions without interrupting the operation of the equipment;
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This activity is directly related to the gain by reducing the number of stops, thus
reducing production losses, thereby becoming a differentiator in today's competitive market.

1.4 Total Productive Maintenance TPM

TPM is a management model that aims to increase the productivity and
competitiveness of an industry through improvements in equipment, that it desire zero fault
and zero breakage of machinery and consequently the zero defects in products and zero loss
in the process.
Preventive maintenance emerged in the United States, around the year 1950 and has
been enhanced by the Japanese, being the basis of the TPM. In 1971, the company Nippon
Denso Co. Ltd. Toyota group received the PM award, created by JIPM - Japanese Institute of
Plant Maintenance, and thus the TPM was initially developed in the automotive industry and
has quickly become part of the organizational culture of companies like Toyota, Nissan and
Mazda, and even their suppliers and affiliates.
The main objectives of TPM are zero defects, zero losses, zero accidents, zero
breakdowns, zero failures, gains in productivity and competitiveness, efficiency gains,
improved quality, no rework or adjustments to work with safety and comfort.
The main features of the TPM are: participation of all departments and employees,
establish goals for the elimination of losses, development the mindset of the people using the
equipment as a learning material, make the TPM one routine work, highlighting the activities
(make visible - frame of activities), reduce costs (TPM must be profitable).
The deployment of TPM the company achieves tangible and intangible benefits. The
tangible benefits are: safety (zero accidents and zero defects), productivity (productivity
gains, reduced breakage), cost, inventory (inventory reduction), quality (reducing defects).
Already intangibles are larger organization and cleanliness of the work environment,
reducing breakage and defects causes the operators improve their confidence.

2. ANALYSIS
2.1 Advantages

2.1.1

Reduced maintenance costs

The change of corrective maintenance to preventive/predictive maintenance reduces

the breakdown repair and consequently reduces the maintenance costs. Using scheduled
maintenances, everyone works equally.

2.1.2

Increase productivity

Once that the equipment are not breaking, the machines and operators are always
working.

2.1.3

Lower inventory

There is no need to have a big inventory, with more accurate estimates of component
replacement requirements.

2.1.4

Reduced variability (of products parts and production schedules)

If there is a reduced variation in the process, the equipment have better accuracy and
repeatability.

2.2 Disadvantages

Challenging to implement
Total Productive Maintenance is a difficult method to implement because two
motives:
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i) To implement TPM it is necessary a change of mind of all the employees.

When the total productive maintenance is implemented, there is a need to
cooperation of all departments and people involved.
ii) In a manufacturing process, the area that spends more time is the maintenance.

3. EXAMPLE

In 1996 MRC Bearings, supplier of aerospace acknowledged that he had a problem, in

which about eighty percent of their hours were devoted to maintenance orders emergency
service. In October 1997, more than a thousand hours were consumed by unplanned
maintenance in just one area. Ten months later, that number dropped to less than 30 hours.
Greg Folts, Continuous Improvement Manager at MRC attributes his remarkable success
with the implementation of a Total Productive Maintenance (TPM) program.

Figure 1- Graphic Improve Hours Unplanned Maintenance

According Folts at the beginning, many people were skeptical and not interested in
getting involved with TPM. They had to rely on the Marshall Institute to organize their efforts
to TPM. Folts began working with the cleaning, inspection, lubrication, and the remedial
work on a few machines. As time passed and the results appeared, who were hesitant at first
suddenly wondered when your machine would be programmed to a TPM event.

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MRC formed the Equipment Improvement Team (EIT) to work on the root cause of
the problems related to the equipment instead of just fixing the symptoms. Thus, it was
possible to solve chronic problems of equipment and increase its efficiency. After initial
success, followed eight events of TPM, MRC has expanded its efforts to TPM for his second
unit. They created a Steering Committee TPM, which had an important active member Bengt
Nilsson - Chairman of the MRC Bearings. Nilsson considers the TPM program as one of the
cornerstones for excellence manufacturing.
MRC has begun to create full-time TPM teams, which these TPM Coordinators
organize events in their areas, also lead EITs, and make sure the process keeps working. The
areas that MRC focused on were:
Preventative maintenance
1. Putting predictive maintenance process in place (i.e., vibration analysis
equipment)
2. Cleaning the machines, resulting in inspection
3. Creating standards on the equipment for cleaning, lubrication, and daily
checks
4. Collecting data on downtime
5. Creating Equipment Improvement Teams
6. Creating TPM Area Coordinators

From this experience, Russell suggests that organizations began TPM programs start
small and keep it simple. The key lesson got it was that good training and support of
management are critical to the success of TPM.

4. DISCUSSION

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Maintenance traditionally works separated of the manufacturing department. When

the companies start to see that maintenance and manufacturing working together bring
advantages,

TPM

emerged.

The

fact

to

change

corrective

maintenance

to

predictive/preventive maintenance only bring profits for the company, because there are a
reduction in the maintenance costs and an increase of productivity. The basic practices of
TPM are often called the pillars or elements of TPM. The entire edifice of TPM is built and
stands, on eight pillars.

Figure 2 - TPM Pillars

Source: https://www.industryforum.co.uk/expertise/manufacturing-operations/tpm/

4.1 TPM Pillars

4.1.1

Focused Improvement

The Focused Improvement is characterized by eliminating large losses, increasing the

overall effectiveness of equipment. Making great improvements, changes and methods in
order to increase the efficiency of the equipment.
The practice indicates that it is easier and effective do improvement activities in
stages, documenting the visually progress as procedures. The steps are:

Selection of Equipment / Process as Model;

Constitution and Training Working Groups;
Survey of Current Losses;
Definition of Themes and Goals for Improvement;
Development of Improvement Plan;
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4.1.2

Mapping of analysis and Countermeasures;

Implementation of Improvement;
Proof of Income;
Providence to Prevent Recurrence;
Dissemination of Improvements Implemented in equipment / processes.

Autonomous Maintenance

According to Souza (2006), Autonomous Maintenance aims to eliminate large losses

and increase the overall effectiveness of equipment through the activities of small groups,
causing the operator to acquire knowledge and skills related to your equipment. Such
maintenance operators are trained to supervise and act as maintainers of the first level. The
expression "I'll take care of my machine" is the keynote of this maintenance (Nakajima,
1989).

4.1.3

Planned Maintenance

The planned maintenance program is touted as success in managing processes. The

mechanical interventions on the equipment become, mostly programmed by optimizing the
equipment stop and improving productivity.
According to Souza (2006) concept of the philosophy of Planned Maintenance is the
awareness of losses arising from equipment failures and changes in mentality of the Divisions
of production and maintenance to minimize these flaws and defects with minimal cost.

4.1.4

Training and Education

According to Souza (2006) the pillar of education and training is responsible for
providing resource to the production departments, maintenance, and management skills and
acquire knowledge about the equipment and mainly about the philosophy of TPM. Thus, they
will believe in the work to be done, which will result in increased productivity, reduced losses
and improved quality. Training is an investment that should not save, because the return is
guaranteed. Activities related to this pillar are: Perform audits, reduce the doubts regarding
TPM, among others.

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4.1.5

Early Management

For Souza (2006), the major objective of this pillar is the development of the technical
specification of machinery and equipment, analyzing requirements and specifications adopted
by the TPM, mediating the claims of the other pillars of the program. The pillar acts together
with the pillar of Autonomous Maintenance. The fifth pillar is directly linked to the
acquisition of new equipment, modernization of processes and systems, based on experience
and applying such projects, thinking about the integration between man and machine taking
into account environmental conditions and production.

4.1.6

Quality Maintenance

The pillar aims to act in the elimination of losses related to the quality of equipment,
assisting in troubleshooting, establishing conditions on equipment that does not produce
defects in the final product. According to Souza (2006), the support areas to ensure Zero
equipment breakdown and Zero defects in the product is critical to decision through data
analysis, evaluation of causes, conduct audits, and constant search for greater reliability in
product and process. It is recommended to use the Decision Diagram.

4.1.7

Office TPM

Also known as "Maintenance of Offices", according to Souza (2006), the pillar

"Office TPM" aims to reduce losses in administrative processes, eliminating rework nonvalue added , increasing the financial efficiency and yields of equipment and machinery,
besides seeking the expansion of knowledge needed for inventory management and logistics,
helping to solve problems of flows in the administrative proceedings.

4.1.8

Safety, Health & Environment

According to Souza (2006), the main objective of the pillar is to implement the
principles of environmental management at the factory, through measures that minimize
environmental impact, ensuring the safety and health of each stakeholder in the process, also
reducing waste and generating increased productivity by reducing accidents. Among the
priorities of the pillar are: fetching zero accidents through reliable equipment, prevention of
human error, and equipment and processes that do not harm the environment.
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4.2 Steps to implement TPM

Step 1: Announcement of TPM The company decides to implement the TPM and
compromising in its realization.

Step 2: Diffusion of the method Let everyone aware about what is TPM and do
educative lectures.

Step 3: Create an equip that will coordinate the TPM - The coordinating body assumes
the conduction of the program.

Step 4: Establish a pilot line - Pilot line is necessary to debug the method and improve
learning.

Step 5: Training of managers and supervisors The top management needs to know
the concept of TPM.

Step 6: TPM starts Implementation of the program.

Step 7: Prepare documents and procedures - Documents and procedures for small
workgroups.
Step 8: Operators training - Introduction to TPM through rigorous training.
Step 9: Do a program of preventive maintenance for all parts of the equipment.

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Step 10: Measuring results - Parameters to see the influence of TPM results in areas
that is used.
Step 11: Audit - Developing an audit system to enter the settings of TPM.
5. CONCLUSION

With the study on Total Productive Maintenance, it was possible to understand how
good managed maintenance can benefit a company like MRC Bearings. Analyzing the TPM
from theory to practice, we could have a systematic notion of the techniques used in an
enterprise, encompassing from the senior levels even simple employees.
The overall goal of Total Productive Maintenance is the increased productivity of the
industry, which depends on several factors, and collaboration of the entire team. As the base
TPM are the pillars 8, which bind directly to the types of maintenance, losses and metrics.
In general way, the TPM can be applied both in an industrial sector as an
administrative sector, fostering an environment of pleasant, organized labor and has the
support of all. It is considered a complete project, as it involves many areas of the company
as Production, Quality, Process, Maintenance, Safety and Environment.
Analyzing the qualitative and quantitative results of the implementation of
Autonomous Maintenance and TPM as on the MRC Bearings, shows the feasibility of this
project since investments are minimal compared with the cost reduction, waste and increase
productivity.
For more obstacles that meets for implementation of TPM, the actions for the
implementation of this philosophy must always be considered. It should persist for the
company to achieve its goals and profit from the improvements obtained.

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REFERENCES

J. I. P. M. (Japan Institute of Plant Maintenance) (1997). Autonomous maintenance for

operators. Oregon: Productivity Press.
Marshall Institute (2006) Total Productive Maintenance Case Study. Available at:
www.marshallinstitute.com/default.asp?
ARTID=tpmcase&Area=Articles&Page=Maintenance_Resources [Accessed: 16 October
2014].
Nakajima, S. (1988) Introduction to TPM Total Productive Maintenance. Cambridge MA:
Productive Press.
Quadro, Leticia (2010) TPM Total Productive

Maintenance. Available at:

www.administradores.com.br/artigos/carreira/tpm-manutencao-produtiva-total/45081/
[Accessed: 16 October 2014].
Rubrich, Larry (2010) TPM is most difficult of all lean tools to implement. Available at:
www.reliableplant.com/Read/26210/tpm-lean-implement [Accessed: 16 October 2014].
Souza, V. (2006) Organization and Management of Maintenance. So Paulo: All Print.
Wakjira, M W, Singh, A P. (2012) Total Productive Maintenance: A Case Study in
Manufacturing

Industry.

[Online]

Global

Journals

Inc.

Avaiable

http://globaljournals.org/GJRE_Volume12/4-Total-Productive-Maintenance-A-CaseStudy.pdf [Accessed: 16th October 2014].

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from:

6. APPRENDICES

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