1. Total Productive Maintenance (TPM)
Dr. David Baglee.
Faculty of Applied Sciences
School of Computing & Technology
University of Sunderland
extn: 2869
David Baglee

2. Modern Maintenance Practices: The need
Rapid Changes over the past 20 years
Increase in the value of assets
Increased complexity of assets
New maintenance methods
Changing views of organisations and responsibility of maintenance
David Baglee

3. Changing Awareness
Growing awareness of how equipment failure affects safety and environment
Awareness of connection between maintenance and product quality
Pressure to achieve increased levels of equipment availability and maintain costs
David Baglee

4. Attitudes and Skills
Maintenance staff need to adopt new ways of thinking
Managers are seeking a new approach to maintenance
Operator involvement
David Baglee

5. New Techniques
The pressure for change have resulted in several new techniques for maintenance planning and management
New tools include:
Decision support tools (expert systems)
Equipment design
Organisational changes
Maintenance techniques: TPM
David Baglee

6. TPM Introduction
TPM created in Japan, based upon the American concept of preventative maintenance
Examined corrective maintenance, maintenance prevention reliability engineering etc..
The aim was to develop an all encompassing manufacturing philosophy
A unique aspect was the involvement of operators under Autonomous Maintenance
David Baglee

7. TPM Introduction
TPM born within Nippondenso a components supplier to Toyota in 1969
The aim was to supply Toyota on a Just in time basis
This required the highest levels process reliability
David Baglee

8. TPM- Definitions
TPM - Total Productive Maintenance is a philosophy of manufacturing that focuses on the effective relationship of workers to equipment and the meaning and elimination of waste.
TPM improves the company by improving its personnel and its equipment.
It is a manufacturing philosophy not an engineering system
David Baglee

9. TPM Principles
Many studies have shown that 60% of breakdowns are caused by contamination and poor lubrication
Cleaning and “appropriate” routine maintenance can detect and prevent 70% of all breakdown causes
David Baglee

10. Elements of TPM 1. Maximise Overall Equipment Effectiveness (OEE)
2. Develop Productive Maintenance
(Reliability & maintainability)
3. Involve all departments who plan, design, use & maintain
4. Involve all employees from Top Management to Shop floor
5. Promote TPM through Small Group activity
David Baglee

11. Elements of TPM
Establish maintain and improve the condition of equipment
Detect and eliminate minor faults
Measure the effectiveness of equipment
Establish and maintain a clean workplace
Detect and eliminate significant inherent faults
Provide maintenance support
David Baglee

12. 1. Equipment Effectiveness (OEE)
1. Measure Overall Equipment Effectiveness (OEE)
Availability
Performance
Quality
Eliminate the 6 Big Losses
David Baglee

13. The 6 Big Losses 1. Equipment Failure (Breakdown)
2. Set-up and adjustment downtime
3. Idling and minor stoppages
4. Reduced Speed
5. Quality Defects and rework
6. Start up losses
Availability
Performance
Quality
David Baglee

14. Definition
Availability: determines how much time the Process is available for production. Shutdowns, Breakdowns, or Set up and Adjustment times reduce availability of a process.
Performance Rate: reflects the level of actual production with respect to desired production rate. Inherent machine problem causes in reduced Performance rate
Quality Rate: reflects the level of Quality products produced out of the total produced quantity. Defective products reduce Quality Rate.
David Baglee

15. Effect of 6 Big Losses TOTAL AVAILABLE TIME 1. Equipment Failures
Operating Time
Breakdown
Losses
2. Set Up & Adjust
Net
Operating
Time
Speed
Losses
3. Idling & minor stops
4. Reduced speed
Valuable
Operating
Time
Defect
Loss
5. Defects in process
6. Reduced Yield
David Baglee

16. Effect of 6 Big Losses David Baglee TOTAL AVAILABLE TIME
1. Equipment Failures
Total Time- Downtime
Total time
Operating Time
Breakdown
Losses
Availability =
X 100
2. Set Up & Adjust
3. Idling & minor stops
Net
Operating
Time
Speed
Losses
Actual Rate While running
Design Rate
Performance =
X 100
4. Reduced speed
Valuable
Operating
Time
Defect
Loss
5. Defects in process
Material in - 1st grade out
Material in
Quality =
X 100
6. Reduced Yield
David Baglee

17. Equipment Effectiveness
Availability x Performance x Quality
Availability = time available for production – downtime
time available for production
Performance = actual production
ideal production or capacity
Quality Yield = total quantity produced – quantity out of spec
total quantity produced
David Baglee

18. What should you expect?
Based on results consistently obtained by Companies
meeting the standard of the Japan Institute for Plant
maintenance achievable TPM goals are:
Availability: Greater than 90%
Performance: Greater than 95%
Quality Rate: Greater than 99%
90% X 95% X 99% = an OEE of 85%
David Baglee

19. TPM Pillars 2. Involve all departments
From Concept through Design to Operation and Maintenance all functions must play their part.
The Business strategy must cascade through the entire organisation and be consistent with maintenance excellence
3. Involve all employees
Starting with Management Commitment everybody in the organisation should understand their role in the delivery of TPM and be able to contribute
David Baglee

20. TPM Pillars 4.Team working
Overlapping teams throughout the organisation
Skills and knowledge combined
Management, maintenance and operators
Shared responsibility
Possible cultural problems?
David Baglee

21. Pillars of TPM 5. Autonomous Maintenance Prevent deterioration:
Operate equipment correctly
Clean, lubricate and tighten bolts
Make adjustments (mainly set-up)
record data on breakdowns and malfunctions
Work with Maintenance to make improvements
Conduct daily inspections
Conduct certain periodic inspections
Develop Checklists
David Baglee

22. TPM IMPLEMENTATION Develop and implement: Cleaning instructions
Lubricating
Checks and adjustments
Data collection techniques
Continuous improvements
David Baglee

23. Before
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24. After
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25. David Baglee

26. David Baglee

27. Workplace Organisation
TPM requires a thorough implementation of the 5S’s.
5S methodology is a highly successful technique used to promote clean, organised and disciplined working environment
The 5S’s are a step-by-step approach common sense approach to organising any workplace by involving all employees who normally work in an area.
Sort
Store
Sweep and Shine
Standardise and Share
Self Discipline
David Baglee

28. Sort & Store
Objective: To remove unneeded items and locate a specific place for specific items
Decide what is needed and to be kept, and what is not needed to be discarded
Key technique: Red tagging and sign boarding
David Baglee

29. Sweep and Shine
Objective: To use cleaning to identify abnormalities and areas for improvement
Key technique: Clean to inspect, visual sweeping
David Baglee

30. Standardise & Share
Objective: To consolidate the first three S’s by establishing standard procedures
Determine the best work practices
Key technique: Visual management
David Baglee

31. Self Discipline
Objective: To sustain improvements and develop an environment for future improvements.
Key techniques: Auditing, training, 5S promotional campaigns, reward and recognition.
David Baglee

32. Wrong Approach to TPM Production make a plan
Maintenance dept, not included
Plan given to operator to carry out all tasks
Tell operator to improve or move on!
David Baglee

33. TPM IMPLEMENTATION Approach in a structured way Accept 3-5 yrs
Culture shift (we use, you repair)
Measure benefits (OEE)
Support from everyone involved
Regular audits
Development ‘new’ maintenance system
Improve personnel training and development
David Baglee

34. Summary TPM is not easy to implement Based upon shop floor teams
Focus on machinery conditions and improvement
Compatible with and complementary to other quality initiatives
Implements Total Quality at the ‘sharp end’
David Baglee