TPM: TOTAL PRODUCTIVE

MAINTENANCE
 What is TPM ?

It is a Japanese approach for

 Creating company culture for maximum efficiency
 Striving to prevent losses with minimum cost
 Zero breakdowns and failures, Zero accident, and
Zero defects etc.
 The essence of team work (small group activity) focused on condition
and performance of facilities to achieve zero loss for improvement
 Involvement of all people from top management to operator
 Why TPM?
MARKET CIRCUMSTANCES
• Easy funds for /capacity build up
• Market demand & High quality
competition in the market
• Stiff competition, low returns
• Increasing quality consciousness
in market
• New plants very efficient and cost
effective.
• Increasing input material cost
• Increasing wages and salaries.
IN-HOUSE CIRCUMSTANCES
• Rising cost of raw material
• Higher power cost & specific power
• Higher specific fuel consumption
• Higher man power cost
• Heavy losses, low profit due to
equipment failures / low reliability
/ indifferent attitude
• lack of horizontal communication
• Low moral/ organizational politics
• Unsafe working
• Pressure from TOP to progress fast
 Need for a system which focus on:

 Cost reduction through reducing losses

 Market share expansion /customer satisfaction
 Increased Profitability
 Skill up-gradation
 Reduced distribution cost
 Reduced equipment failure
 Employees involvement

May decide to adopt TPM

• To improve equipment's operating efficiency and
reliability ,thereby achieve cost reduction.
• Market share expansion.
• Skill development. Zero loss, add profits
• High productivity full employee involvement &
dynamic team
 Goals of TPM

 Increase production quality.

 Increase job satisfaction.
 Reduce Losses
 Brings together people from all
departments concerned with
equipment.
 Effective use of equipment.
 Continuous Improvement
 Encouraging input from all employees
 Principles of TPM

• Use Overall Equipment Effectiveness (OEE) as a

compass for success.
• Work toward zero losses
• Providing training to upgrade operations and
maintenance skills
• Involve everyone and utilize cross-functional teamwork
 TPM Targets

 P PRODUCTIVITY To achieve planned production.

 Q QUALITY To improve product & process
quality.
 C COST To reduce cost
 D DELIVERY To deliver goods as required by
the customer.
 S SAFETY To maintain safety
 M MORALE To improve morale
 Benefits of TPM
Tangible benefits of TPM
 Increased Productivity
 Increased Product Quality
 Increased equipment productivity
 Increased Company’s manufacturing profit
 Reduced Costs
 Reduced equipment downtime
 Reduced Process defect
• Reduced Customer compliant/claims
• Reduced Financial losses due to reduction in breakdowns
 Reduced Repair costs.
 Reduced Maintenance hours.
 Reduced Energy costs.
 Benefits of TPM
Intangible benefits of TPM

• Increased confidence and ‘can-do’ attitude

• Achieving full-self management
• Operators have ownership of their equipment's
• They look after it by themselves without direction
• Giving better image to the visitors and thereby getting more
orders
 Shift in Paradigm
 Enhance job satisfaction
 Losses in TPM

Manufacturing losses are categorized into 16 bid losses.

Equipment losses A total of 8 Losses

Manpower losses A total of 5 Losses

Material losses A total of 3 Losses

 Losses in TPM
Equipment losses

Equipment Failure
Availability
Setup and Adjustments
Loss
Shutdown Loss

Idle and Minor Stoppages

Cutting Blade Loss

Performance
Loss Reduced Speed

Startup Loss

Quality Loss Process Defects

 Equipment Losses
Losses Definition
Equipment Failure The equipment breaks down causing the function of the line or process
to stop. Often this is considered as a sporadic failure, typically caused
by equipment component failure.
Setup and This loss occurs during a changeover between products.
Adjustments
Shutdown Loss The loss incurred by deliberately shutting down the equipment within
the production plan.
Idle and Minor These are typically small stoppages not logged as breakdowns and
Stoppages issues causing the machine to pause or idle for short periods. Like
Waiting for a machine to index, emptying a mould during press
operation, product blockage.
Cutting Blade Loss The time loss incurred swapping any consumable tooling item when it
has become worn/ineffective or damaged.
Reduced Speed Losses due to actual operating speed falling below the designed speed
of the equipment.
Startup Loss The loss incurred whilst starting up equipment, to get to steady state
operating conditions.
Process Defects This is the loss of defective product i.e. Not Right First Time
 Losses in TPM

Manpower losses

Operating Motion Loss

Management Loss

Manpower losses Line Organization Loss

Logistic Loss

Measurement and Testing

Manpower Losses

Losses Definition
Operating Motion Man-hour losses arising from differences in skills involved
Loss in etc.
Management Loss Waiting losses that are caused by management, such as
waiting for materials, waiting for tools, waiting for
instructions etc.
Line Organization This loss results from a shortage of operators on the line
Loss and operators having to work on more equipment than
was originally planned.
Logistic Loss Losses are created due to unnecessary/excessive operator
movement and transportation, as a result of poor layout
and work organization.
Measurement and Work losses from frequent measurement and adjustment
Testing in order to prevent the occurrence and outflow of quality
defects.
 Losses in TPM

Yield, Energy & Tooling Loss

Material yield

Yield, Energy
& Tooling Energy losses
Loss
Consumable material (Tooling)
losses
Yield, Energy & Tooling Loss

Losses Definition
Material yield This is the total loss between the input of raw material and
the output of finished goods
Energy losses Energy loss is the input energy which cannot be used
effectively for processing
Consumable Financial losses which occur with production or repairs of
material dies, jigs and tolls due to aging beyond services life or
(Tooling) losses breakage.
 OEE

• OEE (Overall Equipment Effectiveness) is the

standard for measuring manufacturing
productivity.
• It identifies the percentage of manufacturing
time that is truly productive.
• An OEE score of 100% means you are
manufacturing only Good Parts, as fast as
possible, with no Stop Time.
 How to calculate OEE?

OEE = A x P x Q

Where,
A = Availability
P = Performance
Q = Quality
• Availability : An Availability score of 100% means the process
is always running during Planned Production Time

• Performance : A Performance score of 100% means when the

process is running it is running as fast as possible.

• Quality : Quality takes into account Defects(including parts that

need Rework). A Quality score of 100% means there are no
Defects (only Good Parts are being produced).
 Calculating OEE

Running time
Availability =
Total Time

Components Produced
Performance =
Components supposed to be Produced

Total Acceptable Components

Quality =
Total Components produced
World Class OEE
 Calculating Example

Item Data
Shift Length 8 hours (480 minutes)
Breaks 2 x 15 minute and 1 x 30 minute
Down Time 47 minutes
Ideal Cycle Time 1.0 seconds
Total Count 19,271 widgets
Reject Count 423 widgets
 Calculating Example

• Planned Production Time

• Shift Length − Breaks
• 480 minutes − 60 minutes = 420 minutes
• Run Time
• Planned Production Time − Stop Time
• 420 minutes − 47 minutes = 373 minutes
• Good Count
• Total Count − Reject Count
• 19,271 widgets − 423 widgets = 18,848 widgets
• Availability
• Run Time / Planned Production Time
• 373 minutes / 420 minutes = 0.8881 (88.81%)
• Performance
• Total Count / Ideal total count
• 19,271 widgets / (373 minutes × 60 seconds x 1.0 second ) = 0.8611 (86.11%)
• Quality
• Good Count / Total Count
• 18,848 widgets / 19,271 widgets = 0.9780 (97.80%)
 Calculating Example

OEE = Availability × Performance × Quality

0.8881 × 0.8611 × 0.9780 = 0.7479 (74.79%)

Pillars of TPM
Autonomous Maintenance

Operator Maintains his own machine

 Goals of AM

Eliminates 6 major Losses and raise OEE through small group

activities
Eliminating Equipment Losses
Hidden Factors in Machine Failures
Relationship
What is Autonomous Maintenance

• Autonomous maintenance is the maintenance

performed by the operators.

• Basic Maintenance which can be easily performed

on daily basis, e.g. Cleaning, Lubricating,
Inspecting, etc.

• Learning about the equipment to understand how

it works and be able to spot signs of trouble.
Paradigm Shift
 7 Steps of Autonomous Maintenance

1. Cleaning and Inspection.

2. Eliminate problem sources and inaccessible areas.
3. Draw up Cleaning and Lubrication standards.
4. Conduct General inspection.
5. Conduct Autonomous Inspections
6. Standardize through visual work place
management.
7. Implement Autonomous Equipment management.
 1. Cleaning and Inspection

Eliminate all Dust, Grim on the machine, Lubricate, Tighten & find
and correct problems

• Eliminate all Dust and Grim on the machine, Lubricate and Tighten
Bolts.
• Find and Correct Abnormalities.
• Identify Defects which are hidden
• Gauge Hidden
• Limit Switch buried in debris
• Cracking in Housing.
• No lubrication
• Tagging of Abnormalities.
 Tagging

• Attach a tag to each abnormality which is

identified by the team.
• White tag for minor defects and Red Tag for
Major Defects.
• Fix as soon as possible and Remove the tags.
• Make Plans for Problems which can’t be
addressed immediately.
 Tags

ABNORMALITY CARD ABNORMALITY CARD

1 2 3 4 5 1 2 3 4 5

A.M. STEP A.M. STEP

• TAG NO. • TAG NO.

• EQUIPMENT …..................... • EQUIPMENT ….....................

ABNORMALITY IN BRIEF ABNORMALITY IN BRIEF

.................................................. ..................................................
……………………………………. …………………………………….
…………………………………….. ……………………………………..
……………………………………. …………………………………….
…………………………………….. ……………………………………..
• IDENTIFIED • IDENTIFIED
ON ……………BY…................... ON ……………BY…...................
• CORRECTED • CORRECTED
ON ...................BY……………….. ON ...................BY………………..
 Abnormalities in Bolts/Nuts

• Missing
• Loose
• Shaking
• Non Standard Bolts / Washers
• Corroded
• Damaged
• Excess / low length
• Paint on threads and head
Sample Bolts/Nuts Abnormalities
Sample Bolts/Nuts Abnormalities
Sample Bolts/Nuts Abnormalities
Sample Bolts/Nuts Abnormalities
Abnormalities in Transmission

• Slackness
• Tight
• Damaged
• Misalignment
• Noise
• Pulley/ belt/ gear/ shaft damaged
• Belt missing
• Tracking
• Eccentricity
• Play
Sample Abnormalities in Transmission
Abnormalities in Hydraulic System

• Oil level low / high

• Oil contaminated
• Oil pressure low / high
• Oil temperature high
• Jerks / Vibration
• Line damage
• Line not routed properly
• Noisy pump
• Pressure gauge not working
• Oil leak
Sample Abnormalities in Hydraulic System
Abnormalities in Pneumatic System

• Air / gas leak

• Line damage
• Line not routed properly
• Sluggish cylinder movements
• Filter not drained of moisture
• Lubricator level low / high
• Oil flow rate high
Sample Abnormalities in Pneumatic System
Abnormalities in Electrical System

• Loose connections
• Hanging wires
• Cable not routed properly
• Cable gland loose
• Motor generating noise
• Motor generating more heat
• Exposed wires
• Panel inlet filter block
• Panel / junction box open
• Screws missing
• Dust / dirt
• Connections with open wires
Sample Abnormalities in Electrical System
Sample Abnormalities in Electrical System
Examples of Tagging
 Monitoring of Tags

Autonomous Maintenance Step 1 -Abnormality Tag List

sl no Location Problem Detected Detected on Responsibility Rectified on Status

Total Tags Detected = Total Tags Rectified =

Team Members H.O.D Kaizen Co-ordinator Auditor

2. Eliminate problem sources and inaccessible areas

Correct sources of dirt and grim; prevent spattering and improve accessibility
for cleaning and lubrication.

• Reduction of the time for CLIT activity

• Find and correct the sources of contamination.
• Improve accessibility for Cleaning and Lubrication
• Modify equipment for easier checking and to eliminate sources
of contamination
• Transparent cover for belt guards, etc.
• Continuous removal for Chips.
3. Draw up Cleaning and Lubrication standards

Make standards to ensure cleaning, lubrication and tightening can be done

efficiently

• To develop a schedule and to follow strictly.

• Standards for Cleaning, lubrication, inspection & tightening to make
• What equipment should be cleaned, lubricate, inspect and tighten.
• What points should be cleaned, lubricate, inspect and tighten.
• Responsibility for cleaned, lubricate, inspect and tighten.
 Example

Autonomous Maintenance Tentative Check List

SL EQUIPMENT ACTION IF WHEN
NO STANDARD METHOD TOOL TIME
NO PART NOT OK DAILY WEEKLY MONTHLY

1 C1 Cleaning the Operator Panel Look & Do Clean 20 Sec √ X X

Clean the Headstock and

2 C2
Ramp
Look & Do Clean 30 Sec √ X X

3 C3 Clean the tool hooler and tool Look & Do Clean 20 sec √ X X

Team Members H.O.D Kaizen Co-ordinator Auditor

 Example

Eqpt Part Sr. Standard Method Tool Action if not ok Time When
No ( Min.
) Daily Weekly
Monthly
No
Water manifold C1 Look Clean & Rectify 0.13
leakag
e

Wire junctin box C2 No loose

. Look Inform to 0.20
Connection
Maint Dept.

Electric motor C3 Look Inform to 0.25

Listen Maint Dept.
No
Dust
No
Noise.
 Example
Eqpt Part Sr. Standard Method Tool Action if not ok Time When
N (Min. Daily Weekly Monthly
o )
Inverter Panel C Look & clean by 0.25
4 No Feel . air blower
dust

Proximity Switch C Look 0.30 -

5 No Tighten
Loos
e

Control Panel C Look & Clean 0.15 - -

6 Feel & Tighten
No
Loos
e
No
Dust
 4. Conduct General inspection.

• To Check for Proper hydraulic pressure, pneumatic pressure,

etc.
• To develop One Point Lesson
One Point Lesson
 What is OPL?

It is a tool to communicate:
 Knowledge and Skills about the equipment.
 Cases of problems.
 Cases of improvements.
 What is Objective

 To raise the knowledge and skills in a short

period of time.
 To have knowledge handy to be used anytime they
are needed.
 To encourage team work.
 To raise the level of commitment in the operator.
 How to Generate OPL?

 One member of the team thinks, studies and

prepares the sheet to express the idea.
 The author explains the lesson to the rest of
the team.
 The team discusses possible improvements.
 They get a clear-reliable OPL.
 How to make an OPL?

 Take a piece of paper and write the title.

 Illustrate the idea with images and a few words.
 Have some technician verify the contents and get
it approved by the Kaizen Coordinator.
 Show it to the team.
 Keys to success of an OPL

 Be original. Many different materials can be used

in the illustration.
Treat only ONE piece of knowledge.
 Be simple and clear.
 Verify that the facts are just as expressed.
 Make it available to every one
One Point Soap Plant Prepared by: ……….. Approved by ……….
Lesson Prepared on: ……… Administered by …….

Type: Basic Knowledge: V-Belts OPL Number:

Wrong Correct

Vibrating belt indicates No vibration/oscillation of

that belt is loose V belt indicates proper fit
Seen & understood: Operator: Operator: Operator: Operator:_______
One Point Soap Plant Prepared by: ……….. Approved by ……….
Lesson Prepared on: ……… Administered by …….

Type: Insulation Jacket in Plodder OPL Number:3

Wrong Correct

Insulation damaged causing Check the Insulation and

problems to Soap quality replace with new as soon
you see water falling

Seen & understood: Operator: Operator: Operator: Operator:_______

One Point Soap Plant Prepared by: ……….. Approved by ……….
Lesson Prepared on: ……… Administered by …….

OPL Number:2
Type: General Awareness: Cable Arrangement

Wrong Correct

Wires Loose & Hard to access Metal Holder to put all wires in Order

Seen & understood: Operator: Operator: Operator: Operator:_______

One Point Soap Plant Prepared by: ……….. Approved by ……….
Lesson Prepared on: ……… Administered by …….

OPL Number:2
Type: General Awareness: Safety while opening & inspecting Soap cutting Machine

Wrong Correct

Opening & Inspecting the cutting Open & Inspect cutting machine only
machine when Green light ON can when RED light ON & machine is
cause SERIOUS INJURIES stopped to prevent accidents

Seen & understood: Operator: Operator: Operator: Operator:_______

One Point Soap Plant Prepared by: ……….. Approved by ……….
Lesson Prepared on: ……… Administered by …….

OPL Number:2
Type: General Awareness: Leakage from Plodder cover

Wrong Correct

Vacuum Leakage through Final Plodder Check the Gasket regularly, replace
gasket Leads to poor quality of soap if gasket is torn & tighten cover
lock to avoid leakage

Seen & understood: Operator: Operator: Operator: Operator:_______

 How to do general inspection

Detecting malfunctions and defects using the 5 senses

Hearing: Noises Smell : Smell of fire

Whistling Musty
squeaking Foulness
Humming Gas

Seeing : Fracture
Standstill
Disorderliness
Dirt

Feeling : Coarseness Taste : Aroma

Unevenness sweet
Soiling sour
Oily status bitter
5. Conduct Autonomous Inspections

• To develop standards for routine internal check up.

• Hydraulic
• Air Pressure
• Lubrication
• Operator should execute routine checkup.
Checklist for Autonomous Inspection
 6. Standardize through visual work place
management.
Organisation for lubrication System Responsibility for lubrication system
 Visual Management

C- CLEANING

L- LUBRICATION

T- TIGHTENING

YELLOW DAILY (BEGNING OF A SHIFT)

GREEN WEEKLY (MONDAY BEFORE 10 AM)
RED MONTHLY ( IST DAY OF MONTH )
Visual Management
Visual Management
Visual Management
Visual Management
Visual Management
Visual Management
Visual Management
 7. Implement Autonomous Equipment
management

• To conduct Regular audit

• Compare each process result (actual) with actual goal (target)
• Zero accidents
• Zero defects
• Zero Breakdowns
• Minimum set-up time
 How to sustain AM?

• Active Leader ship

• AM is owned by production department and supported by
production department
• Proper operator training, education and skill certification.
• The time required for Cleaning and Lubrication should be
included in daily schedule.
• Supervisors need to ensure that AM activities are performed.