Overview of TPM

Total
Productive
Maintenance
Jubilant Organosys Ltd.

By : Mr. Snahil Kumar

 Overview of TPM

Overview of
Total Productive
Maintenance

Overview 2
 Overview of TPM

Progress of Equipment Management

In Japan and Future Planning
Years Key-words Explanation
Before 1950s Breakdown maintenance • Repairing after failure by the person in charge of
repairs.
• Management of equipment is not considered

1950s Preventive maintenance • Preventive maintenance of equipment by the person

in charge of maintenance
• Economical maintenance control

1960s Production maintenance • Management of total equipment life (equipment

planning, maintenance, improvement, revision) by
the person in charge of equipment from the
economical point of view

1970s TPM in production department • Production maintenance by all members related to

equipment planning, operation and maintenance
(Manufacturing industry)

1980s Companywide TPM (whole • TPM activity by all members related to production,
development, business, and management, etc.
industry)

1990s Global TPM • Global and general TPM activity including local
production

2000s TPM in unmanned operation • TPM development is unmanned operation plants by

employing FA/CIM
plants

Overview 3
 Overview of TPM

DEFINITION OF TPM ( PRODUCTION TPM )

What is TPM?

1. To set a goal to maximise equipment efficiency

(overall efficiency).
2. By establishing a total system for PM for the
entire life of equipment.
3. Participation by all departments, including
equipment planning, operating and
maintenance departments.
4. Involving all personnel, including top personnel
to first-line operators.
5. For promoting PM by motivation management,
namely, by autonomous small-group activities.
Overview 4
 Overview of TPM

TPM DEFINITION (contd)

TPM MEANS …………..
1. Taking as a prime objective a company structure that
pursues production efficiency to its ultimate limits.
( = Comprehensive efficiency)
2. Putting together a practical shop-floor system to prevent
losses before they occur throughout the entire production
system’s life cycle: Zero accidents, Zero Defects, Zero
Breakdown etc.
3. Involving all functions, including production, Development,
Sales and Management.
4. Having all employees participate from top executives to
front-line workers
5. Achieving Zero losses through overlapping small groups.
Overview 5
 Overview of TPM

Effectiveness of TPM

P…..Productivity improvement ----------------------------------------------1.5 to 2 times

• Reduction in Number of Sporadic Failures-----------------1/10 to 1/250
• Equipment Operating--------------------------------------------1.5 to 2 times

Q…..Reduction in Product Defects-----------------------------------------1/10

Reduction in Customer Claims--------------------------------------1/4

C…..Reduction in Maintenance Cost---------------------------------------30%

D…..Reduction in Product Inventories--------------------------------------0

S….. Reduction in Accident, Elimination of Pollution------------------0

M…..Increase in Number of Employee Suggestions--------------------5 to 10 times

Overview 6
 Overview of TPM

Preventive Medicine for Equipment = Preventive Maintenance

Preventive Medicine

Daily Health
Early
checkups
Prevention treatment
(diagnosis)

Prevents Measures Repair

deterioration deterioration deterioration

Daily maintenance Make preventive

Inspection
(lubricate, clean, repairs (advance
(diagnosis)
adjust, inspect) replacements)

Preventive Maintenance
Overview 7
 Individual Improvement

Planned Maintenance

Development Management

Education & Training

Equipment Ownership
TPM

Quality Maintenance
TPM 8 Pillar Approach

Office TPM

Safety, Health &

Environment
Overview 8
Overview of TPM
 Overview of TPM

Purpose and Main

Activities of the 8 Pillars

of TPM

Overview 9
 Overview of TPM

Individual Improvement
Purpose:
• Realize zero losses of all types, such as failure losses and defect losses
• Demonstrate ultimate production efficiency improvement
Members:
• Staff
• Line Leader

Activities:
• Understanding the 16 major losses
• Calculating and settling goals for overall equipment efficiency, productivity
and production subsidiary resources
• Implementation of PM analysis
• Thorough pursuit of equipment and production “as it should be”.

Overview 10
 Overview of TPM

Equipment Ownership
Purpose:
•Training of operators proficient in equipment
•Protecting one’s own equipment by one’s staff

Members: Operator, Line Leader

Activities:
Implementation of 7 steps
1. Initial clean-up
2. Countermeasures for the source of problems and measures for difficult-to-
access locations
3. Creation of tentative Equipment Ownership standards
4. General inspection
5. Autonomous inspection
6. Standardization
7. All-out goals management
Overview 11
 Overview of TPM

Planned Maintenance

Purpose:
•Improving efficiency of maintenance departments to prevent 8 major losses

Members:
•Staff
•Leader and maintenance men of maintenance department

Activities:
• Daily Maintenance
• Time Based Maintenance
• Condition Based Maintenance
• Improvement for increasing the service life expectancy
• Control of replacement parts
• Failure analysis and prevention of recurrence.
• Lubrication control
Overview 12
 Overview of TPM

Quality Maintenance

Purpose:
Achieve zero defects by supporting and maintaining equipment conditions

Members: Quality assurance Staff, Production engineering staff, Line Group

Manager
Activities:
• Verify quality characteristics standards; understand defect phenomena and
performance
• Investigating the conditions for building in quality, unit processes and raw
materials, equipment and methods
• Investigating, analysing and improving the conditions of malfunctions
• Setting 3M conditions; setting standard values for inspection
• Creation of standards that can be followed; trend management

Overview 13
 Overview of TPM

Development Management
Purpose:
• Reducing product development and prototyping time
• Reducing the development, design and fabrication time of equipment
• Improving 1-shot start-up stability of products and equipment
Members: Research and development staff, Production engineering staff,
Maintenance staff
Activities:
•Setting development and design goals
•Ease of production
•Ease of QA Implementation
•Ease of use Reflect in MP design
•Ease of maintenance
•Reliability
•Investigate LCC
•Design release drawing
Production: Identify problems in the prototype, trial run and initial-phase mass
production control stages.

Overview 14
 Overview of TPM

Office TPM
Purpose:
• Achieve zero function losses
• Creation of efficient offices
• Implementation of service support functions for production departments
Members:
•Leaders and members of administration/Indirect departments
Activities:
•Equipment Ownership activities
1. Initial clean-up (personal space)
2. Work inventory
3. Countermeasure for problems
4. Standardization
5. Promotion of autonomous management activities of work
• Individual improvement through project activities
1. Shortening of settlement schedule
2. Improvement of distribution
3. Improvement of purchasing and subcontracting
4. Reform of production control system

Overview 15
 Overview of TPM

Education and Training

Purpose:
• Establishment of technical education for operations and maintenance
workers
Members:
•Operators
•Maintenance workers
Activities:
•Basic process of maintenance
•Tightening nuts and bolts
•Aligning keys
•Maintenance of bearings
•Maintenance of conductive parts
•Prevention of leaks
•Maintenance of oil pressure and air pressure equipment
•Maintenance of electrical control equipment

Overview 16
 Overview of TPM

Safety and Health

Purpose:
• Achievement and support of zero failures
• Realization of a healthy and invigorating workplace that gives meaning
to work
Members:
•Safety, health and environment managers and specialised committee members
•Staff specialising in safety and health

Activities:
•Measures to improve equipment safety
•Measures to improve work safety
•Improvement of work environment (noise, vibration and odors)
•Measures to prevent pollution
•Creation of healthy employees
•Promotion of invigorating activities

Overview 17
 Overview of TPM

12 Steps for TPM Development Programs

Stage Step Essential
Preparation 1. Declaration by top management to introduce TPM Declared in TPM in-house seminar
s for Carried in company magazine
introduction 2. Introductory education and campaign for TPM Managers : Trained in seminar camp at each level
General employees : Seminar meeting using slides
3. Establishing TPM promotion organization Committee and subcommittees
Secretary
4. Setting basic principles and target for TPM Bench-mark and target
Prediction of effects
5. Creation of master plan for establishing TPM From preparations for introduction to examination
Beginning 6. Kick-off of TPM Suppliers
of Related companies are invited
introduction Affiliated companies
7. Establishing systems for improving production efficiency Pursuing maximum efficiency of production
Actual 7.1 Individual improvement Project team activities and small group activities in the workshop
introduction
7.2 Equipment Ownership Step system, diagnosis and qualification certification
7.3 Planned maintenance Improvement maintenance, periodic maintenance, predictive
maintenance
7.4 Operation and maintenance skills upgrading training Group education of leaders and training members
8. Establishing initial control systems for new products Development of easy-to-manufacture products and easy-to-
and equipment operate equipment
9. Establishing quality maintenance organization Setting conditions without defectives, and its maintenance and
control
10. Establishing systems to improve efficiency of Support for production, increasing efficiency in the department
administration and other indirect departments and of equipment
11. Establishing systems to control safety, sanitation and Establishing zero accidents and zero pollution systems
working environments
Steady 12. Total application of TPM and raising its level Application of PM award
application Challenge of a higher target

Overview 18
 Overview of TPM

PILLAR

Kobetsu Kaizen

or

Focussed Improvements

KK -19
 Overview of TPM

KAIZEN
“Kaizen” Levels

• Restoration
• Betterment
• “Kaizen”
• Revolution
• Renovation
“Kaizen” = Fill difference between present status and goal
- Aim at good condition in the past. -Aim at achieving “what the equipment
and the operation must be” in the future.
Restorative Past Level
Renovating “Kaizen”
Difference Future Level
Present Level
Difference Present Level
• First, bring to a condition of the past,
another line or another company
• Copying is also technology
• Develop new ideas by changing conception
• Importance is to train people who can maintain

KK -20
 Overview of TPM

Kobetsu Kaizen Pillar

Target: 8 Major Plant losses
1. Shutdown loss: Time lost when production stops for
planned annual shutdown maintenance or periodic
service
2. Production adjustment loss: Time lost when changes
in supply and demand require adjustments to production
plans
3. Equipment failure loss: Time lost when equipment
suddenly loses its specified functions
4. Process failure loss: Time lost in shut down due to
external factors such as changes in chemical or physical
properties of materials being processed, operating
errors, defective raw materials etc.

KK -21
 Overview of TPM

Kobetsu Kaizen Pillar

Target: 8 Major Plant losses

5. Normal production loss: Rate and time losses at plant

start up, shut down, or change over.
6. Abnormal production loss: Rate loss occuring when
plant underperforms due to malfunctions and
abnormalities.
7. Quality defect loss: Losses due to producing rejected
product, financial loss, physical loss
8. Reprocessing loss: Recycling losses due to passing
material back through the process.

KK -22
 Overview of TPM

Kobetsu Kaizen Pillar

9. Raw Material losses

10. Energy losses

11. Manual work loss

12. Management losses

13. Transportation losses

14. Reducing maintenance material losses

15. Reducing administration losses

16. Testing and analysis losses

KK -23
 Overview of TPM

The structure of losses

Calender time: calender time is the number of hours on
the calender:
365 X 24 = 8760 hrs in a year
30 x 24 = 720 hrs in a 30 days month

Working Time: actual number of hours that a plant is

expected to operate in a year or a month. To
calculate working time, subtract from the calender
time the time lost as a result of closing the plant for
production adjustment or for periodic servicing such
as shutdown maintenance.
KK -24
 Overview of TPM

The structure of losses

Operating time : The time when plant actually operates
Working time – (equipment failure + process failure
time)
Net Operating Time: The time during is the time during
which a plant is producing at the standard production
rate. To calculate net operating, subtract
performance time losses from the operating time.
Performance time losses consists of normal
production losses ( start up, shutdown, change over)
and abnormal production losses ( production rate
reduction due to abnormalities.)
KK -25
 Overview of TPM

The structure of losses

Valuable Operating time : The net time when plant
actually produces acceptable product. To calculate
this subtract the time for reprocessing and rejected
products from net operating time.

Availability is the operating time expressed as a

percentage of the calender time.
a= calender time-(shutdown maint. Loss+production
adjustment loss+ equipment failure loss+process
failure loss)

KK -26
 Overview of TPM

The structure of losses

Availability is the operating time expressed as a

percentage of the calender time.
a = calender time-(shutdown maint. loss + production
adjustment loss+ equipment failure loss + process
failure loss)
b = calender time

Availability = (a/b) x 100 %

KK -27
 Overview of TPM

The structure of losses

A plant’s performance rate expresses the actual
production rate as a percentage of the standard
production rate( intrinsic capacity of a particular plant)
D = average actual production rate
C = standard production rate
Performance rate = D/C x 100 %
The rates can be expressed in tons/hour or tons/day

KK -28
 Overview of TPM

The structure of losses

The quality rate expresses the amount of acceptable
product without rework. First time through rate
E = production quantity (t) – (quality defect loss +
reprocessing loss) (t)
D = production quantity

Quality rate = E/D x 100 %

KK -29
 Overview of TPM

Relationship between Six Major Losses on

Equipment and Overall Equipment Effectiveness

Equipment Six major losses Calculation of overall equipment effectiveness

c Equipment Availability =
loadingtime − downtime
× 100
Loading Failure loadingtime

time (e.g)

d Set up and Availability =

460mins − 60mins.
× 100 = 87%
Down time

adjustment 460mins.
losses

Operating
Performance theoretical cycle time x processedamount
time eIdling and minor efficiency
=
Operatingtime
× 100
stoppage
(e.g)
Net
Speed
losses

Performance 0.5mins./unit x 400units

= × 100 = 50%
operating f Reduced speed efficiency 400mins

time
Rate of quality processedamount - defect amount
Valuable
g Defects in products
= × 100 = 100
Defect
losses

processedamount
process
operating (e.g)
time Rate of quality 400 units - 8 units
h Reduced yield products
=
400 units
× 100 = 98%

Overall equipment =
Availability × Performance × Rate of quality products
effectiveness efficiency
(e.g.) 0.87× 0.50× 0.98×100 = 42.6%

KK -30
 Overview of TPM

Overall plant effectiveness

<Plant <8 - major losses> <Calculation of the overall plant efficiency>
>
Calendar time (A) c Planned maintenance Calenderhour - ( ¦ § ¨)
Availability = © ×100%
Calenderhour

suspension
d Production adjustment (C)
Availability = ×100%
Loss by
(A)
Working time (B)
e Equipment failure
Performance = Actualaverageproduction(T/H)×100%
stoppage

f Process failure efficiency Standardproduction(T/H)

Loss by

Operation Performance = (D)×100 %

time(C) efficiency (C)
g Normal Production
capacity
Loss by

Net
Operation h Abnormal Production
Rateof quality =Production(T) -¬
( ­ (T ))
× 100%
time (D) products Production(T)
¬ Quality Defect
Rateof quality= (E) ×
deficiency

100 %
Loss by

Valued
products (D)
operation
time(E) ­ Reprocessing

OPE= Availability x Performance x Rate of Quality pro ducts

efficiency

KK -31
 Overview of TPM

7 steps for carrying out the Kobetsu Kaizen activities

Step Details Activity
Step 0 Select improvement 1. Select and register topic
topic 2. Form project teams
3. Plan activities
Step 1 Understand situation 1. Identify bottleneck process
2. Measure failures, defects and other losses
3. Use baselines (Bench Mark) to set targets
Step 2 Expose and eliminate 1. Thoroughly study and expose abnormalities
abnormalities 2. Restore deterioration and correct minor flaws
3. Establish basic equipment condition
Step 3 Analyze causes 1. Stratify and analyze causes
2. Apply analytical techniques (why-why analysis,
Why OK analysis etc.)
3. Conduct experiments, apply specific
technology, fabricate prototypes
KK -32
 Overview of TPM

Step Details Activity

Step 4 Plan improvements 1. Make improvement proposals and prepare
drawings
2. Compare cost effectiveness of alternate
proposals and make budget
3. Check for possible adverse effects and
disadvantages
Step 5 Implement 1. Carryout improvement plan
improvements 2. Perform tests, trial runs
3. Provide instructions to work on improved
equipment, operating conditions.
Step 6 Check results 1. Evaluate results with time as improvement
project goes on
2. Check whether targets have been achieved, if
not start from step 3 again
Step 7 Consolidate gains 1. Prepare inspection and work standards
2. Make drawings and feed information to
Development management Pillar
3. Train operators and or fitters to sustain the
results
KK -33
 Overview of TPM

Cost loss methodology

Cost loss methodology is used for identification of all

losses across the cross-section of the company. This
is a very powerful tool for pinpointing the areas of
losses for which action needs to be taken. Examples of
some of the topic are raw material cost loss, Energy
cost loss, Maintenance cost loss, administrative and
overhead loss, inventory carrying cost loss, etc.

KK -34
 Overview of TPM

Overall Plant efficiency

Calender time = 30 days

Shut down maintenance loss = 1 day
No plan for production = 1 days
Equipment failure = ½ day
Process failure = ½ day
Standard performance rate = 1000t/day
Actual production in the month = 23,900t
Defects = .2%
Reprocessing = .2 %

KK -35
 Overview of TPM

PILLAR

Hinshitsu Hozen

or

Quality Maintenance

QM - 36
 Overview of TPM

“Hinshitsu-Hozen”
What is “Hinshitsu-Hozen?

To maintain integrity of quality (state of 100% non-defectives)

* Condition setting :
Set conditions for zero defects aimed at equipment and processes that do
not produce quality defects.
* Daily and periodical inspections :
Inspect and measure conditions in time series.
* Quality preventive maintenance :
Prevent quality defects by maintaining measured values within the standard
* Trend control and predictive maintenance :
Predict possibilities of quality defects occurring by observing trends of
measured values.
* Prior countermeasures:
Take measures beforehand
© JIPM, 1994
QM - 37
 Overview of TPM

Implementation Procedure for

Quality Maintenance

• Understanding quality defect phenomena.

• Setting of standard values for inspection items

and confirmation of results

• Concentration of inspection items and

shortening of inspection time

• Drafting of QM (Quality Maintenance) matrix

and reflection in standards
QM - 38
 Overview of TPM

Implementation Procedure for

Quality Maintenance (contd…)
• Master plan for QM

• 3M Analysis

• PM analysis for exposure and handling of

malfunctions

• Kaizens and Poka Yoke for eliminating defects

• Maintaining Zero Defect

• Process capability improvement plan

QM - 39
 Overview of TPM

QM Master plan

Master Plan for quality maintenance is planning of various

activities in this pillar with respect to the time frame in

months and years. According to the stage of TPM

implementation it can start at various levels. In the

beginning it will start with data collection on defects to

improving conditions to sustaining zero defect conditions.

QM - 40
 Overview of TPM

Brakes India (Sholinghur)

QM - 41
 Overview of TPM

3M analysis

This analysis is a set of conditions with respect to

machine, material and method for obtaining a good

products. It helps in identifying 3M standards and

checking is possible against these standards. Removing

this variability can some times eliminate Quality Defects in

the product.

QM - 42
 Overview of TPM

3M CONDITION FOR NO BLISTER BUBBLES

How to Frequency What to do
3M COndition Required value Responsibility
check
Machine

Baffle plate Both sheet should be seated Hand Comp.sup. Daily

without gap

Dipper agitator Uniform Rotation Visual Prodn.sup Daily

Voltage 240±10 V Voltmeter Prodn.sup Daily

Track Chain No jerking Visual Prodn.sup Shift once

PROCESS
Dipper temperature 28±2 C Digitron Prod. Sup./operator Hourly

Latex circulation No repelling of bubbles from Visual Prod. Sup./Comp.sup Weekly

dipper agitator
All teat end heaters should
Drying Visual Prod.Sup. Daily
be switched off in I drier

QM - 43
 Overview of TPM

3M CONDITION FOR NO BLISTER BUBBLES

How to
3M Condition Required value Responsibility Frequency What to do
check
No.1 product weight 0.75 - 0.80 Gms. Weighment Prodn.sup Hourly

Material(LATEX)

S.I.Value 2.0 - 2.4 S.I.check Comp.sup/Lab.sup Daily

Total alkalinity 0.35 - 0.50 % Titration Comp.sup/Lab.sup Daily

Sediments No sediments Hand Comp.sup/Lab.sup Weekly

QM - 44
 Overview of TPM

BILISTER BUBBLE -ANALYSIS

S No. Phenomenon Cause Countermeasure

1 Latex Temperature Chiller failure Alarm provided

above 30°c
Solenoid failure Alarm
provided (K)

2 Former temp Voltage variation Based on EB voltage

above 60°c. Tapping
during II dipper in Sub Station.
3 Dipper latex Baffle plate Periodic check.
agitation. misalignment.
4 Ammonia content High Total Alkalinity
above 0.5% Total Alkalinity checked once in a day
and maintained
below 0.5%.
QM - 45
 Overview of TPM

GOOD IN NO GOOD -3 M CONDITION

How to Responsi- What
3M conditions Required value bility Frequency to do
check
Loading Exactly on viton Visual Supervisor Every shift
ring
Solenoid wing No gap Visual Operator Twice in a shift
gap
Disc play No play Visual Operator Twice in a shift

stripping Uniform stripping Visual Operator Twice in a shift

Conductivity No worn out Visual Operator Once in hour

brush layers

Voltage 1200/900V +100V Voltmeter Electrician Once in a shift

Carbon brush No powder Visual Fitter Once in a shift

Sensor LEDshould glow. Visual Electician Once in a shift

No product in helmet Visual Operator Twice in a shift

QM - 46
 Overview of TPM

Poka Yoke for eliminating defects

To err is Human. Human Beings are very forgetful and tend to make mistakes.
Many times we end up saying “Operator Carelessness / Negligence” or
“Operator Inattentiveness”. If we carefully look at such processes, we can
reason out that these are a combination of many factors rather than just
“Operator Carelessness”.
Monotonous, mechanical and long tense working environment tend to make
people commit mistakes. If we bracket these mistakes as “carelessness”, the
people get demotivated and discouraged. Poka-Yoke is a technique for
avoiding simple human errors at work.

Poka is a Japanese word meaning “inadvertent errors” and Yoke comes from
Japanese word Yokerie meaning “to avoid”. This has also been termed as
“Mistake / Fool Proofing” or “Fail Safing”. The idea behind poka-yoke is to free
a person’s mind from maintaining repetitive vigil which may be practically
infeasible. By doing so a person without the fear of making mistake can
constructively do more value added activities.

QM - 47
 Overview of TPM

ERRORS ARE INEVITABLE BUT CAN BE ELIMINATED

People always make mistakes. These can be reduced or

even eliminated. Some of the Poke-Yoke devices,
which can help avoid defects, are ;

• Guide Pins / Locators of different sizes.

• Error Detection Buzzers and Alarms
• Limit Switches, Proximity and Photosensors.
• Counters
• Checklists

QM - 48
 Overview of TPM

Process Capability Improvement Plan

Sometimes capability of a process needs to be enhanced

to obtain high Cp value for critical characteristics. This plant

again follows the analysis for variation in the characteristics

and taking countermeasure against all the sources.

QM - 49
 Overview of TPM

PILLAR

Planned Maintenance

QM - 50
 Overview of TPM

Concept of Equipment Maintenance

We must know the most

appropriate maintenance
method for all types of Equipment
deterioration. And we must Maintenance
understand the characteristic
of deterioration on every part
of the equipment and
equipment function.

Maintenance must be Specialized

Maintenance
performed with clear roles. maintenance Outside
by the
We must decide who will by the contractor
production
maintain what parts of maintenance maintenance
department
equipment department

(Jishu Hozen) (Keikaku Hozen)

 Overview of TPM

The Process of Equipment Maintenance

1 What equipment?
Evaluate the criticality of the equipment based on P,Q,C,D,S and M
criteria and classify the equipment
2 What parts?
Practical decision making through step activity of Jishu Hozen and
Keikaku Hozen . Logical decision making,through the application of
FMEA, FTA, PM analysis, RCM (Reliability Centered Maintenance) etc
3 What maintenance method? BM (Breakdown maintenance)

Select from the following maintenance TBM (Periodic maintenance)

methods for each part. Selection
depends on the criticality of the Inspection and Repair (Overhaul)
equipment.
CBM (Predictive maintenance)
4 Draft the standard maintenance procedure
5W1 H method should be used to draft the standard maintenance
procedure
5 Carryout maintenance systematically
Maintenance tasks must be performed systematically based on the
maintenance calendar and standard maintenance procedure.
 Overview of TPM

Analysis of Stress and Strength

Three major causes
of failure Factors
1 Neglected Deterioration • Inadequate compliance with basic requirements
Strength analysis Cleaning, Oiling and tightening are not carried out properly.
Operators perform routine maintenance improperly or not at all.
Stress and strength

• Neglected deterioration
Safety margin
Failure : a
Detection of natural and accelerated deterioration and proper restoration
are neglected. In other words, inspection, examination and preventive
repair to correctly restore the equipment are not carried out.
Time Indifferent / no awareness to the stress

2 Uncontrolled stress • Non-compliance with usage requirements

Equipment and machinery posses operating limitations based on design
Stress and strength

Failure : b considerations. Sometimes these are ignored.

Example: Current, Voltage,RPM, Velocity, Temperature etc.
• Lack of skill
Repair error by maintenance personnel or operators. Equipment
Time
operation error (Parts replacement error, operation without license)
3 Insufficient Strength
• Inherent design weaknesses
Stress and strength

Insufficient strength can be inherent due to poor design, fabrication

and installation caused by lack of engineering skills or error.
Failure : c

Time
 Overview of TPM

Subdivision of Failure Factors

• Inadequate compliance with basic

Uncontrolled stress requirements

• Neglected deterioration

Neglected deterioration • Non-compliance with usage

requirements

• Lack of skill
Insufficient strength
• Inherent Design weaknesses

Five Countermeasures to Achieve Zero Failures
Five Factors
Inadequate compliance
1
with basic requirements
Non-compliance with
2
usage requirements
3 Neglected deterioration
Inherent design
4
weaknesses
5 Lack of skill
Overview of TPM
Five Countermeasures
1 Adequate compliance with
basic requirements
Compliance with usage
2
requirements
3 Restoration of deteriorated
equipment condition
4
Rectification of design
weaknesses
5 Improvement of operation and
maintenance skills
 Overview of TPM

Concept of Keikaku Hozen

I Activities to enhance equipment availability
* Activities to extend MTBF of equipment
* Activities to curtail MTTR of equipment

1. Guidance and assistance activities for Jishu-Hozen

2. 7-step activities for planned maintenance

Maintenance work
II. Activities to conduct maintenance

Planning and management

5. Study on predictive maintenance

3. Corrective maintenance activities

Input Reduction
Maintenance information
management
efficiently

Management of maintenance
spare parts

4. MP activities
Maintenance cost
management

Improvement of output: Establishment of planned

Zero failures, zero defects and maintenance (Source : processing and
Assembling New TPM
zero accidents structure Implementation Program,
Page 244)

© JIPM, 1994
 Overview of TPM

Keikaku Hozen Promotion Procedure

Failure reduction activity

Rank equipment criticality

Select the equipment parts to be maintained

Select maintenance method

Draft standard equipment maintenance procedure

Practice preventive maintenance (PM) based on maintenance calendar

 Overview of TPM

Building Keikaku Hozen System

Unexpected failure reduction activity

Support to Jishu Hozen
Restoration and improvement
against visible deterioration
Equipment Recurrence prevention activity
ranking and Keikaku-
Improvement of design weaknesses Hozen
consideration
Extension of inherent service-life Step-up
of
Maintenance Start of preventive maintenance activity
method Periodic Maintenance

Predictive Maintenance

Reinforcement of other maintenance activity

Maintenance planning
Maintenance records (Information management)
Drawing control
Lubrication control
Spare parts control

A Model of Deployment Plan for Keikaku Hozen System Building
Main activity and aims
Jishu Hozen’s Steps (Typical model line)
1. Support activity for the production
department
• Early start-up of Jishu Hozen activity
• Support to improve Jishu Hozen skills
2. Zero breakdown activity
• Achieve one tenth no. of breakdowns
• Build the foundations for preventive
maintenance
• Reform awareness of maintenance
personnel
3. Establish maintenance planning
management
• Establish Keikaku Hozen
management
• Classify equipment based on criticality
and draft the maintenance standard
4. Maintenance information
management system development
• Information management useful for
preventive maintenance
• Computer management
5. Spare parts control
• Control to support preventive
maintenance
• Reduce the cost of retrieving,
replenishment and administration
6. Predictive maintenance system
development
• Research the optimal maintenance
time
• Strive to minimize maintenance cost
7. Lubrication management
• Eliminate failures caused by defective
lubricant or working oil
• Reduce management cost
8. Maintenance skill education
• Improve failure prediction capabilities
• Establish maintenance system run by
selected elite
Kick-off in April of 1st year. Audit is planned in September of 4th year.
Problems
• “You produce, I fix”
mentality
• Breakdown maintenance is
widespread
• Breakdown repair is the
primary job
• Many think zero
breakdowns is impossible
• Delay in building system
• Lack of proper planning
• Breakdown maintenance
• Only data collection is done
• Information is not used
• Lack of control or no
control at all
• Response is given only
when emergency
• Incapable of implementing
predictive maintenance.
Only simplified diagnosis is
implemented
• Throwing responsibilities to
the shop floor
• Only the total usage is
controlled
• Education is focused mainly
on repair skill
• Insufficient knowledge of
diagnosis
• Low awareness
Overview of TPM
1st Year 2nd year 3rd year 4th year
Step 1 Step 2 Step 3 Step 4 Step 5
Support for initial cleaning Red tag removal and support to deal with areas with difficult access
Production skill Education
Preliminary Education for total inspection skills (Preparation) Review task sharing with Jishu Hozen side
Preliminary education for total inspection
skills (implementation)
Why-Why analysis (for the production department)
Record and Analyse each breakdown
Thorough restoration and improvement activities Activities to prevent recurrence of breakdowns Deploy all the three activities mentioned
against deteriorated parts Preliminary education for total inspection left-hand side to all the equipment
skills (implementation)
Rectify equipment weakness
(Implement corrective maintenance)
Review maintenance system
Rank equipment based on criticality
and select maintenance method
Draft the standard inspection and maintenance standard procedure
Practice maintenance based on maintenance calendar
Record Analyse each breakdown
Prepare maintenance information computerization
Implement maintenance information computerization
Carryout seiri-seiton for spare parts
Physical control of the stock (visual control system)
Determine what items and what quantity should be stoked
Draft the spare parts control standard Systemize ordering method
Study the needs of predictive maintenance Research and develop equipment diagnostic
techniques
Learn equipment diagnostic techniques
activity
Model
Select the equipment and parts to be diagnosed
Accumulate data based on simplified diagnosis Apply to the shop floor
Investigate and integrate various types of oils Promote visual control system. Indicate oil level, oil type etc.
Review oil standard
Study the technical aspects of
oils and select the optimal oils
Draft the lubricant control standard Control the pollution level of working oil and lubricant
Enlighten and educate through practice (learn from breakdowns)
Participate in seminar organised by JIPM
Plan and implement skill evaluation and education for each individual
 Overview of TPM

PILLAR

Jishu Hozen

or

Autonomous Maintenance

JH -60
 Overview of TPM

Reasons Why Autonomous Maintenance is Required

No satisfactory increase in the
performance record can be seen …
n Activities to keep
dow los
s record on equipment
d k ge • Confirmation of
min ea ppa degradation
ve Br ss or sto working conditions
siti o
l Min
f po re of Reduced speed
• Daily inspection
o
ck ca loss • Periodical
La take ne
to achi Im inspection
m co pro
nd pe
Set- uc r p Activities to prevent
u
loss p and a
t in os
sp itio equipment
d justm ec n
ent of tio to degradation
k ill n
s
or or
Defect quality
loss Po erat • Keep
op cleaning
• Inspection
ss
Yield lo • Additional
tightening

Activities to restore
Preventive Production the machine
Maintenance Maintenance TPM
conditions

Japanese
U.S style of PM
style of PM
Maintenance
Department’s
sole
• Frequent servicing
responsibility
• Solution of
abnormality
• Good communication

JH -61
 Overview of TPM

Why Jishu Hozen

• To prevent equipment deterioration
• To maintain equipment in optimal condition
• To establish basic equipment condition
• To eliminate equipment failure
• To make operator familiar with his equipment
• To eliminate Quality defect
• To eliminate cost losses
JH -62

The Mind set ………..
¾Individual preserving one’s own equipment
¾Significant change from early theory of
“ I manufacture – You repair”
or
“I make - You Fix”
PRODUCTION
• Maintenance does not its job
• They take too long to fix the equipment
• This equipment is so old no wonder it
breaks down again and again
• We are too busy to do vital daily checks
Overview of TPM
MAINTENANCE
• Production do not know how
to operate
• We get lot of r5epairs sew we
don’t have ample to do a real
corrective action and are forced
to do only temporary job
• We prepare the standards but they
do not do the checks
JH -63
 Overview of TPM

EQUIPMENT DETERIORATION

Natural Deterioration Accelerated Deterioration

Extend Life Time Eliminate Causes

Corrective Maintenance Establish Basic Condition

• Prevent errors by • Cleaning : Eliminate all
improving operability dust & Dirt
• Improve Maintainability • Lubricating : Keep
& Repair Quality lubricants clean and
• Improve safety & replenished
Reliability • Tightening : Keep nuts
& bolts secure
JH -64
 Overview of TPM

Classification of Maintenance Activities

A. Activities to prevent deterioration
By correct operation, Improvement of basic conditions and
adjustments to prevent quality defects
B. Activities to measure deterioration
By senses (touch, see, hear, smell)
C. Activities to rectify deterioration
By improving reliability, maintainability of machines (MTBF, MTTR)
ROLE OF PRODUCTION ROLE OF MAINTENANCE
• Play vital role in A. also records • Play role in as a guide and educationist and
maintenance data for prevention providing help in identifying areas “sources of
of recurrences of problem and problems and “ Hard to Clean”
MP design. • Play in role B by vibration and fluid Analysis.
• Play role in B by five senses • Play major role in C by improving MTBF, MTTR.
• Play role in C by prompt • Besides that they maintain MIS, work for new
reporting and assisting in equipment design and set up maintenance
sporadic failure standards

JH -65
 Overview of TPM

Classification of Maintenance and Responsibility Implementation Assigned

Classification Operation Maintenance

Prevention Measurement Restoration

Proper Operation
Normal Operation
Set-up and adjustment
Cleaning, Address Latent Defects
Preventive
Lubrication
Maintenance
Daily Maintenance Retightening
Operation Condition, Daily Inspection for
Deterioration
Minor Check
Time – based Inspection
Time based
Time – based Inspection
Maintenance
Time – based Check
Productive
Maintenance Tend Check
Predictive
Maintenance Unscheduled Check
Strength KAIZEN
Corrective Maintenance Lightening of Loading
(Reliability)
Accuracy Improvement
Corrective
Maintenance Corrective Conditions Monitoring
Maintenance
KAIZEN of Check Operation
(Maintain-ability)
KAIZEN Of Check Operation

Check Quality KAIZEN

Others
Maintenance MP Activities
Prevention
Planned Breakdown Maintenance
Breakdown
Maintenance Earlier discovery of interior situation and positive
Emergency Maintenance
and rapid report/remedy
Sporadic Repair

JH -66
 Overview of TPM

7 Steps for Evolving Autonomous Maintenance

Step Name
1 Initial clean-up All-around clean-up of dust and dirt, centering on equipment proper, and
implementation of lubrication, and machine parts adjustment; discovery and repair
of malfunctions in equipment

2 Measures against Sources Prevent causes of dust and dirt and scattering, improve places which are difficult
to clean and lubricate and reduce the time required for clean-up and lubrication.

3 Formulation of clean-up and Formulate behavioral standards so that it is possible to steadily sustain clean-up,
lubrication standards lubrication and machine parts adjustment in a short period (Necessary to indicate
a time frame-work that can be used daily or periodically)….

4 Overall inspection Training in check-up skills through check-up manuals; exposure and restoration of
minor equipment defects through overall check-ups

5 Autonomous check-up Formulation and implementation of autonomous check-up sheets

6 Orderliness and tidiness
Standardize various types of on-the job management items and devise complete
systematization of up-keep management.
• Standards for clean-up, check-ups and lubrication
• Standards for physical distribution in the workplace
• Standardization of data records
• Standardization of die management, jigs and tools

7 All-out autonomous Development of corporate policies and goals, and making improvement activities
management routine : Steadily record MTBF analysis, analyze these, and carry out equipment
improvements

JH -67
 Overview of TPM

Preparations for JH Activities

• Prepare a Cleaning & Lubrication map

• Arrange Tools
• Arrange Red & White Tags
• History of Failures
• Training on 7 steps of Jishu Hozen
• Gantt Chart
• Training on 7 types of abnormalities
JH -68
 Overview of TPM

STEP 1 : Initial Clean up

• CLEANING IS INSPECTION

• USE 5 SENSES FOR CLEANING

• FIND OUT 7 TYPE OF ABNORMALITIES

• PUT TAGS ON ABNORMALITIES

• PREPARE LIST OF UNFULFILLED BASIC

CONDITIONS

JH -69
 Overview of TPM

STEP 1 : Initial Clean up

Make the list of
• Hard to clean,
• hard to lubricate,
Areas / Parts
• hard to tighten,
• hard to inspect,
• hard to adjust
• Record cleaning time
• Carry out audit on 1st step
• Meeting after the daily activities
• Refer to the old history records
JH -70
 Overview of TPM

7 types of abnormalities
1. Minor Flaws
2. Unfulfilled Basic Conditions
3. Inaccessible places
4. Contamination sources
5. Quality Defect Sources
6. Unnecessary and non-urgent items
7. Unsafe places

JH -71
 Overview of TPM

1.MINOR FLAWS
Contamination Dust, Dirt, powder, oil, grease, rust, paint
Damage Cracking, crushing, deformation, chipping, bending,
Play Shaking, falling out, tilting, eccentricity, wear, distortion,
corrosion,
Slackness Belts, Chains

Abnormal Unusual noise, overheating, Vibration, strange smells,

Phenomenon discoloration, incorrect pressure or current
Adhesion Blocking, hardening, accumulation of debris, peeling,
malfunction

JH -72
 Overview of TPM

2. UNFULFILLED BASIC CONDITIONS

Lubrication Insufficient, Dirty, Unidentified, unsuitable, Leaking

Lubrication Supply Dirty, damaged or deformed lubricant inlets, faulty

lubricant pipes

Oil level gauges Dirty, Damaged, leaking, No indication of correct level

Tightening Nuts and Bolts slackness, Missing, Cross-threaded,

Too long, Crushed, Corroded, Unsuitable washers,
wing nuts on backward

JH -73
 Overview of TPM

3. INACCESSABLE PLACES
Cleaning Machine construction, Covers, Layout, footholds, Space

Checking Construction, Covers, Layout, footholds, Instrument position

and Orientation, Operating – Range display

Lubricating Position of lubricant inlet, construction, height, footholds,

lubricant outlets, space

Tightening Covers, Construction, Layout size, Space

Operation Machine layout, Position of valves, Switches and leavers,

Footholds

Adjustment Position of pressure gauges, thermometers, flow meters,

moisture gauges, vacuum gauges, etc.

JH -74
 Overview of TPM

4. CONTAMINATION SOURCES
Product Leaks, Spills, Spurts, Scattering, Overflow
Raw materials Leaks, Spills, Spurts, Scattering, Overflow
Lubricants Leaking, Spills, Seeping oils, Hydraulic fluids, Fuel oils,
etc.

Gases Leaking compressed air, gases, steam, vapors, exhaust

fumes, etc.

Liquids Leaking water, Hot, Cold, half finished products, Waste

water, Leaking supply lines etc.

Scrap Flashes, cuttings, packaging materials, and non

conforming products.

Others Contaminants by people & Forklifts, Infiltration through

cracked walls, broken windows etc.

JH -75
 Overview of TPM

5. QUALITY DEFECT SOURCES

Foreign Matter Dust, Rust, powder, chips, moisture, wire scraps, wood
pieces, paper pieces, stones etc.

Shock Dropping, Jolting, collision, Vibration etc.

Moisture Too little or Too much, infiltration
Grain Size Abnormalities in screens, Compressed air separators,
centrifugal separators,

Concentration Inadequate warming, heating, compounding, mixing,

evaporation, stirring etc.

Viscosity Inadequate warming, heating, compounding, mixing,

evaporation, stirring etc.

JH -76
 Overview of TPM

6. UNNECCERY AND NON-URGENT ITEMS

Machinery Pumps, fans, compressors, columns, tanks etc.
Piping equipment Pipes, hoses, ducts, valves, dampers etc.
Measuring Temperatures, pressure gauges, vacuum gauges,
instruments ammeters etc.
Electrical equipment Wiring, piping, power leads, switches, plugs etc.

Jigs & Tools General tools, cutting tools, jigs, molds, dies, frames etc.

Spare parts Standby equipment, spares, permanent stocks, auxiliary

materials, etc.

Makeshift repairs Tape. String, wire, metal plates etc.

JH -77
 Overview of TPM

7. UNSAFE PLACES
Floors Unevenness, cracked, holes, projections, peeling, wear of steel
chucker plates, slipping.
Steps Too steep, irregular, slipping, missing handrails, etc.
Lights Dim, out of position, dirty or broken covers, no explosion
proofing, etc.
Rotating Displaced, fallen off or broken covers, not safe for emergency,
machinery missing emergency stop devices
Lifting Wires, hooks, brakes and other parts of cranes and hoists etc.
Devices
Others Special substances, solvents, toxic gases, insulating materials,
danger signs, protective clothing etc.

JH -78
 Overview of TPM

White tags for operators Red Tags to be attended by Maint.

Equipment Name ……………… Equipment Name ………………

Control No…………………….. Control No……………………..

Date of detection………………. Date of detection……………….

Detected by…………………….. Detected by……………………..

Description of Minor defects Description of Minor defects

…………………………………. ………………………………….

………………………………….. …………………………………..

…………………………………. ………………………………….

JH -79
 Overview of TPM

List of “Abnormalities” in the Equipment

Equipment Name : ______________________ Unit Name : ___________________________ No. : ______________
Why is it “Abnormality
Date of Why did it become
“Abnormality “Abnormality”? (What Contents of the tag” Planned Date of
No. Detec- Detector so? (What is the Executor
” Item will happen if it is left Countermeasures Classifica- Date completion
tion cause?)
as it is?) tion

JH -80
 Overview of TPM

STEP 2 COUNTERMEASURES AGAINST

SOURCES OF CONTEMINATION AND
HARD TO DO CLRI

• Countermeasures against sources of

contamination
• Make approach easy for CLRI
• Make easy to do CLRI
• Shorten cleaning , lubricating time
• Adopt concepts of localized guards
• Ranking the priority places for daily cleaning

JH -81
 Overview of TPM

STEP 3 Prepare Tentative Standards

• Standards for cleaning, lubricating and tightening

• Standards are made by operators themselves with

guidance by pm

• Standards are made by using 5w 1h

• Standards should be easily understood by every one

• Introduce extensive visual controls

JH -82
 Overview of TPM

JISHU-HOZEN CHECK SHEET

POINT NO. 3 HYDRAULIC TANK FRONT,LUB TANK,FRL AND WORK HEAD BACK

MACHINE : C P BORING CELL : CONNECTING ROD PLANT : ENGINE PLANT MONTH : JANUARY

STND.
SL. NO CHECK ITEM D W M VALUE 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30

1 HYDRAULIC TANK FRONT

No dirt &
1a Outer body dust

No Leak
1b Pipe Joints
btwn.
Max &
1c Oil level indicator Min.
in Green
1d Oil pressure Gauge Zone

2 LUBRICATION TANK
No dirt &
2a Tank outer body dust
btwn.
Max &
2b Level indicator Min.

2c El. Jn. Wiring 3M

No Leak
2d Lub Pipe joints
Checked By :

Sign. Of Supervisor

REVISION NO. 1 2 3 4

LEGENDS - ( ) - OK , ( ) - NOT OK , ( ) - NOT OK,RECTIFIED BY SELF , ( ) - NOT OK, INFORMED SUPERVISORP, ( ) - PLANNED.

JH -83
 Overview of TPM

TENTATIVE CLEAN LUB INSPECT

STANDARDS
Cell : Nozzle Cell Jishu - Hozen ( Tentative Cleaning, Lubrication and Inspection ) Standards

Equipment description : Micromatic OD Grinding Machine Equipment number : M12045 Cirlce name : NOZH 1

Person
Tools and Time Cycle During During
Illustration Classification No. Place or section Standards Method in
handling sec (month) operation stoppage
charge

Inspection 1 Tailstock With in the indicated Visual 2 W OP b

Tail stock
value range
1
Cleaning 2 Tailstock Free from mist & dust Waste cloth
, 30 W OP b
Inspection 3 Table Lubrication With in the indicated Visual 2 W OP b
value range
1
Inspection 4 Loader Pistion No Damage Remove the 3mm 1200 1 M OP b
Pistion block Allenkey

Keys : D : Daily; W : Weekly; SC : Setting change; PM : Maintenance staff; OP : Operator.

JH -84
 Overview of TPM

Aiders : Visual controls

JH -85
 Overview of TPM

VISUAL CONTROLS

Activity Symbol Tools

CLEAN
,
LUB
6
INSPECTION
12&
JH -86
 Overview of TPM

Four Steps to Become An Operator Strong on

Equipment And Autonomous Maintenance

Autonomous Four steps to

Maintenance become an operator
7 steps strong on equipment

4 Master how to repair

7 All-out autonomous management
the equipment

Learn how to operate the

6 Orderliness and tidiness
3
5 Autonomous check-up
equipment with the required
accuracy and how to evaluate
the product quality

4 General inspection Study the mechanism and

2 functions of equipment and
3 Formulation of clean-up and lubrication
standards machines

2 Measures against sources of outbreaks Familiarize with the concept of

equipment maintenance and
1
improvement and with how to put the
1 Initial clean-up idea into practical realization

JH -87