1. INTRODUCTION TO TOTAL PRODUCTIVE MAINTENANCE (TPM)

2. What is TPM?
Total Productive Maintenance (TPM) is a well-defined and time-tested concept for maintaining plants and equipment. TPM can be considered as the medical science of machines.
TPM was introduced to achieve the following objectives:
􀂃 Avoid waste in a quickly changing economic environment.
􀂃 Produce goods without reducing product quality.
􀂃 Reduce costs.
􀂃 Produce a low batch quantity at the earliest possible time.
􀂃 Send only non-defective parts to the customers.
TPM involves all Denso Associates. The major difference between TPM and other concepts is that the Production Operators are directly involved in the process of maintaining their equipment.
The old notion of "I operate the equipment, You Maintain it" is NOT followed.

3. History with TPM
Total Productive Maintenance is an innovative Japanese concept, the origin of which can be traced back to the early 1950s when preventive maintenance was introduced in Japan.
The concept of preventive maintenance originated in the USA. Preventive maintenance is the concept of daily maintenance designed to maintain equipment in good condition and prevent failure through the prevention of deterioration and periodic inspections.
Nippondenso was the first company to introduce plant-wide preventive maintenance in 1960.
Nippondenso operators used machines to produce products and the maintenance group maintained the machines; however, with the introduction of more and more factory automation, maintenance became a problem because more maintenance personnel were required.
Management decided that the production operators could perform the routine maintenance on their equipment (Autonomous Maintenance, one of the features of TPM). The maintenance group could then focus on essential maintenance projects.

4. Thus, Nippondenso, which already practiced preventive maintenance, also added Autonomous Maintenance performed by production operators. The maintenance group began identifying modifications to improve overall equipment reliability. The modifications were made or incorporated in new equipment. This led to Maintenance Prevention.
Preventive maintenance along with Maintenance Prevention,Autonomous Maintenance and Maintainability Improvement gave birth to Productive Maintenance. The goal of productive maintenance was to maximize plant and equipment effectiveness to achieve optimum life cycle cost of production equipment.
By then Nippondenso had made quality circles, involving the employees’ participation in implementing Productive Maintenance.
Based on these developments Nippondenso was awarded by the Japanese Institute of Plant Engineers (JIPE) the distinguished plant prize for developing and implementing TPM.
Nippondenso of the Toyota group became the first company to obtain the TPM certification.
Denso Vision 2015
To meet our Goals, we must surpass customer expectations of quality, cost, and delivery,
which create a new level of value for everyone.

5. TPM Goals and Benefits
The goal of the TPM program is to markedly increase production while, at the same time, increase associate morale and job satisfaction.
TPM brings maintenance into focus as a necessary and vitally important part of the business. It is no longer regarded as a non-profit activity. Downtime for maintenance is scheduled as a part of the manufacturing day and, in some cases, as an integral part of the manufacturing process. The goal is to hold emergency and unscheduled maintenance to a minimum.
The benefits of TPM are:
• A Safer Workplace
• Associate Empowerment
• An Easier Workload
• Increased Production
• Fewer Defects
• Fewer Breakdowns
• Fewer Short Stoppages (Chokotei)
• Decreased Costs
• Decreased Waste (Muda)

6. Equipment Efficiency
Equipment that does not operate well or is always breaking down causes more work for everyone and can cause customer dissatisfaction. If equipment breaks down during production, many other processes can be affected. Refer to the figure.
Production equipment not being able to produce products with normal equipment performance is due to 6 major losses:
• Startup Loss
• Setup/Adjustment Loss
• Cycle Time Loss
• Chokotei Loss
• Breakdown Loss
• Defect Loss

7. If the equipment operates without breakdowns and is consistently working well, everyone’s work is easier, the company is more profitable, and working conditions are improved.
The inverted stair step diagram on the following page shows graphically how the losses in availability, performance, and quality work together to reduce the overall effectiveness of a machine.
The top bar, total operating time, shows the total time a machine is available to make a product. This is usually considered to be 480 minutes per 8-hour shift.
Bars A and B show availability.
Bar A represents the net operating time, which is the time available for production after subtracting planned downtime (no scheduled production) such as a holiday, no orders, or no personnel.
Bar B shows the actual running time after subtracting downtime losses such as equipment failures and setup and adjustments.

8. Bars C and D show performance.
Bar C represents the Target Output of the machine during the running time, calculated at the designed speed of the machine.
Below it, bar D represents the actual output, reflecting speed losses such as minor stoppages and reduced operating speed.
Bars E and F show quality. As you can see, the actual output (E) is reduced by defect losses such as scrap and startup losses, shown as the shaded portion of bar F. As this diagram shows, the bottom-line good output is only a fraction of what it could be if losses in availability, performance, and quality were reduced.
The diagram also suggests that to maximize effectiveness—to grow the good output on the bottom line—you must reduce not only quality losses, but also availability and performance losses. The three factors work together, and the lowest percentage is usually the constraint that most needs addressing.

9. Maintenance
Maintenance is defined as “activities that retain machine performance”.
The number, frequency, and severity of equipment breakdowns can be decreased with proper maintenance. Maintenance includes servicing current conditions and taking action to prevent future problems.
Types of Maintenance
The major categories of Maintenance include:
• Breakdown Maintenance
• Preventive Maintenance
• Predictive Maintenance
• Corrective Maintenance
• Maintenance Prevention
Breakdown Maintenance (BM) is when we wait for equipment to fail and then repair it. For
example, some electronic equipment is simply replaced when it fails.
Equipment breakdown is classified according to the duration of the stop. Refer to the diagram.

10. Preventive Maintenance is periodic maintenance that retains the condition of equipment and prevents failure through the prevention of deterioration, periodic inspection, and equipment condition diagnosis. PM includes daily cleaning, inspection, lubrication and tightening.
Autonomous Maintenance is daily preventive maintenance (cleaning, inspection, lubrication and re-tightening) performed by the equipment operator.
Preventive Maintenance is further divided into Periodic Maintenance and Predictive
Maintenance. Periodic Maintenance is time-based, which involves periodically inspecting, servicing, and cleaning equipment and replacing parts to prevent problems. Predictive Maintenance is condition-based, which involves predicting the service life of important parts based upon inspection or diagnosis, to use the parts to the limit of their service life.
Corrective Maintenance improves equipment and its components so that preventive maintenance can be performed reliably. Equipment with a design weakness is redesigned with corrective maintenance to improve reliability or maintainability.
Maintenance Prevention deals with improving the design of new equipment. Current machine data (information leading to failure prevention, easier maintenance, prevention of defects, safety,and ease of manufacturing) are studied and designs are incorporated in new equipment.

11. Pillars of TPM

12. Pillars of TPM 5S

13. 5S – The Foundation of TPM
TPM starts with 5S. Problems cannot be clearly seen when the work place is unorganized. Cleaning and organizing the workplace helps the team to uncover problems. Making problems visible is the first step of improvement.

17. Supervisor
Supervisor

31. EARLY MANAGEMENT & MAINTENANCE PREVENTION

34. TPM is a Lean tool for Quality and Productivity
TPM IMPLEMENTATION

35. TPM as a Lean Initiative
Competitive costs require
Spending control
Defect control
Downtime reduction
TPM = Total Productive Maintenance
Proactive (with all employees involved)
Preventive
Predictive
Planned

36. Why Change? ACTIONS: Reduce defectives / scrap
Reduction of lost production time
Lowest possible cost by reducing waste

37. Lean System 5S Visual Factory T P M Peak Performance
Pull system / flow production
Rapid Changeover / Customer-driven lot size
Continuous Waste Reduction
Lean Measures
5S Visual Factory
Standardized Work
T P M
Variation reduction / Six Sigma
In-Station Process Control
Leadership by Example & Commitment
Employee Involvement & Mutual Respect

38. 7 Wastes Transportation Excess production Added processes Motion
Waiting
Inventory
Non-conformance (defectives)

39. Causes of Waste Excess Manning Excess Downtime
Poor layout and material presentation
Rework and extra processes
Inconsistent / inefficient work methods
Excess Downtime
Tooling condition
Unreliable equipment
Long changeovers
Incapable process
Defectives - Rework or Replace
Incapable processes or process not compatible with customer expectations or design spec (design for mfg)
Operator methods and errors
A key to standardized work and to eliminating waste is the importance of workplace improvements.

40. Effective TPM Eliminates 5 Losses
Equipment breakdowns
Defects, scrap, and rework
Safety Issues
Mini stoppages
Reduced speed

41. Seven Steps of TPM Operator Autonomous Maintenance 7 6 7 5 6 4 3 5 2 1
General Inspection
Autonomous Inspection
Standardization
Aut. Mgt. 7 6 5
These are the 7 steps for Operator Autonomous
Maintenance:
1. Initial clean-up
2. Countermeasures for Hard-to-Access & Source
of Contamination
3. Prepare Temporary Standards
4. General Inspection
5. Autonomous Inspection
6. Standardization
7. Autonomous Management 4
Initial Standards 3
Countermeasures for Contamination 2
Initial Clean-up 1

42. TPM is Planned, Predictive, & Preventive
Starts with 5S / Visual Factory
Builds a comprehensive downtime data base by cause, frequency, and duration
Predicts and prevents downtime by PM system
Expands role of Operator as first point of early warning and prevention
Professional Maintenance

43. Set in order (make orderly and neat)
5S Workplace
A safe, clean, orderly workplace is fundamental to quality, efficiency, and teams
Sort (organize)
Shine (clean)
Set in order (make orderly and neat)
Standardize (visual place for everything)
Sustain (maintain the system)

44. TPM starts with 5S
You can’t see problems clearly when the workplace is in disarray
Cleaning and organizing the workplace helps the team to uncover problems
Making problems visible is the first step of improvement
Clean machines and workplace create pride & Safety

45. Downtime Visual Controls
Visual or audio alerts
Abnormality obvious at a glance (e.g. stoppage, reject, control fault)
Alerting Maint and team leaders
Provide real time “scoreboard” for employees
Machine down light visible.
Production status board (e.g. actual counts vs. goal)
Scrap counts and downtime minutes
Located in clear view in shop (not in control room)
Simple, self regulating, & employee managed

46. TPM is Planned, Predictive, & Preventive
Starts with 5S / Visual Factory
Builds a comprehensive downtime data base by cause, frequency, and duration
Predicts and prevents downtime by PM system
Expands role of Operator as first point of early warning and prevention
Professional Maintenance

47. Downtime Database
Categorize at a minimum by Equip, Tooling, C/O, Other
Segmented bar graph for E-T-O lost time
Subcategories for Equip (e.g.)
Hydraulic / pneumatic
Mechanical / lubrication
Electrical / controls
Shot-end components
Subcategories for Tooling (e.g.)
Slides
Cores
Inserts
Ejector pins
Subcategories for Other (e.g.)
Operator error
Materials

48. TPM is Planned, Predictive, & Preventive
Starts with 5S / Visual Factory
Builds a comprehensive downtime data base by cause, frequency, and duration
Predicts and prevents downtime by PM system
Expands role of Operator as first point of early warning and prevention
Professional Maintenance

49. Predictive Maintenance Tools
Rate/hr vs. target or historical normal output (B/W)
Database
maintenance history
statistical probability (frequency & duration)
Physical prediction of impending failure
Sound (bearing)
Temperature (cooling water)
Flash (core pins)
Shot monitoring system
SPC on part geometry
Hydraulic pressure (ejector pins)
Spindle loads (amps)
Fluids / Lubrication analysis (milipore)
Vibration Signature Analysis

50. Preventive Maintenance System
History of downtime by major machine & tool
Downtime measurement & tracking
Mean Time Between Failures
Average downtime
Pareto of causes at component level (eg L/S or temp sensor)
Cost to maintain
Develop PM cards based on frequency of failure and magnitude of average lost time (start small & grow)
Limit & prox switches
Shot tip / sleeve
Critical frame and cylinder mounting bolts
Expendable tools
Valves, hoses, packing, seals
PM’s have instruction, schedule/frequency & sign-off
PM’s / repairs done in window of opportunity when machine is down
Cycle count or date based execution of PM’s (eg cutter change)
PM status visual (work completed / not completed)

51. TPM is Planned, Predictive, & Preventive
Starts with 5S / Visual Factory
Builds a comprehensive downtime data base by cause, frequency, and duration
Predicts and prevents downtime by PM system
Expands role of Operator as first point of early warning and prevention
One point lessons for operator awareness
Creates OMP (Operator - Maintenance Partnership)
Operator performs checks, problem solving, and improvements
Professional Maintenance

52. TPM Active Planned Maintenance Process Production Operators
Clean & Check
Observe
Categorize
Manufacturing Engineers
Equipment Planning
Equipment Studies
Production Planning & Control
Schedule P.M.
Quality Engineers
Standards & Calibrations
Active
Planned
Maintenance
Process
All of these activities must work together to fully achieve a successful planned maintenance program.
Everyone must understand their roles and responsibilities and execute as a team.
Planned maintenance can no longer be the sole responsibility of the maintenance department.

53. OMP - Operator Maintenance Partnership
Operator training in TPM
Operator basic equip inspection & tooling checks
Operator basic cleaning
Operator lubrication check
One point lessons (capture knowledge)
TPM Board & TPM Tags (proactive operator involvement)
TPM

54. TPM Tag System
Problem communication tool to and from maintenance, tool room, and production
Identify abnormal machine conditions
Record problem discovered by operator
Record problem found during scheduled PM
Status tracking system of requested repairs
TPM visual management tool (hang tags)
Repair history for future problem solving
TPM Tag used for recording problem & fix
Blue Tag-Operator or Maint responsible to repair
Red Tag- Safety-related request (priority)

55. TPM is Proactive, Predictive, Preventive & Planned
Starts with 5S / Visual Factory
Builds a comprehensive downtime data base by cause, frequency, and duration
Predicts and prevents downtime by PM system
Expands role of Operator as first point of early warning and prevention
Professional Maintenance

56. Professional Maintenance
Equip Safety
Skill building
Cross-training
Area Maintenance
Maint Mgmt System
Down alarms
Planned PM

57. Operator Autonomous Maintenance
7 Steps
OIL
T P M 7 6 5 4 3 2 1
General Inspection
Autonomous Inspection
Standardization
Aut. Mgt. 7 6 5
These are the 7 steps for Operator Autonomous
Maintenance:
1. Initial clean-up
2. Countermeasures for Hard-to-Access & Source
of Contamination
3. Prepare Temporary Standards
4. General Inspection
5. Autonomous Inspection
6. Standardization
7. Autonomous Management 4
Prepare Temporary Standards 3
Countermeasures for Contamination 2
Initial Clean-up 1

58. TPM Initial Focus TPM I TPM II Step 1 Step 4 Step 2 Step 5 5S Step 3
prerequisite for TPM I