TPM

Total productive maintenance (TPM)

TPM

  

Originated  in Japan in 1971 as a method for improved machine availability through better utilization of maintenance and production resources.

Whereas in most production settings the operator is not viewed as a member of the maintenance team, in TPM the machine operator is trained to perform many of the day-to-day tasks of simple maintenance and fault-finding. Teams are created that include a technical expert (often an engineer or maintenance technician) as well as operators. In this setting the operators are enabled to understand the machinery and identify potential problems, righting them before they can impact production and by so doing, decrease downtime and reduce costs of production.

TPM is a critical adjunct to lean manufacturing. If machine uptime is not predictable and if process capability is not sustained, the process must keep extra stocks to buffer against this uncertainty and flow through the process will be interrupted. Unreliable uptime is caused by breakdowns or badly performed maintenance. Correct maintenance will allow uptime to improve and speed production through a given area allowing a machine to run at its designed capacity of production.

One way to think of TPM is "deterioration prevention": deterioration is what happens naturally to anything that is not "taken care of". For this reason many people  refer to TPM as "total productive manufacturing" or "total process management". TPM is a proactive approach that essentially aims to identify issues as soon as possible and plan to prevent any issues before occurrence. One motto is "zero error, zero work-related accident, and zero loss".

TPM is a maintenance process developed for improving productivity by making processes more reliable and less wasteful.TPM is an extension of TQM(Total Quality Management). The objective of TPM is to maintain the plant or equipment in good condition without interfering with the daily process. To achieve this objective, preventive and predictive maintenance is required. By following the philosophy of TPM we can minimize the unexpected failure of the equipment.

To implement TPM the production unit and maintenance unit should work jointly.

Original goal of total productive management:

“Continuously improve all operational conditions, within a production system; by stimulating the daily awareness of all employees” (by Seiichi Nakajima, Japan, JIPM)

TPM focuses primarily on manufacturing (although its benefits are applicable to virtually any "process") and is the first methodology Toyota used to improve its global position (1950s). After TPM, the focus was stretched, and also suppliers and customers were involved (Supply Chain), this next methodology was called lean manufacturing. This sheet gives an overview of TPM in its original form.

An accurate and practical implementation of TPM, will increase productivity within the total organization, where:

(1) .. a clear business culture is designed to continuously improve the efficiency of the total production system
(2) .. a standardized and systematic approach is used, where all losses are prevented and/or known.
(3) .. all departments, influencing productivity, will be involved to move from a reactive- to a predictive mindset.
(4) .. a transparent multidisciplinary organization in reaching zero losses.
(5) .. steps are taken as a journey, not as a quick menu.

Finally TPM will provide practical and transparent ingredients to reach operational excellence.

TPM has basically 3 goals - Zero Product Defects, Zero Equipment Unplanned Failures and Zero Accidents.

The Pillars & their details
a) Efficient Equipment Utilization
b) Efficient Worker Utilization
c) Efficient Material & Energy Utilization

1. Focused improvement (Kobetsu Kaizen) - Continuously even small steps of improvement.
2. Planned Maintenance - It focuses on Increasing Availability of Equipments & reducing Breakdown of Machines.
3. Initial Control - To establish the system to launch the production of new product & new equipment in a minimum run up time.
4. Education & Training - Formation of Autonomous workers who have skill & technique for autonomous maintenance.
5. Autonomous Maintenance (Jishu Hozen) - It means "Maintaining one's equipment by oneself". There are 7 Steps in & Activities of Jishu Hozen.
6. Quality Maintenance (Hinshitsu Hozen) - Quality Maintenance is establishment of machine conditions that will not allow the occurrence of defects & control of such conditions is requored to sustain Zero Defect.
7. Office TPM - To make an efficient working office that eliminate losses.
8. Safety, Hygiene & Environment - The main role of SHE (Safety, Hygiene & Environment) is to create Safe & healthy work place where accidents do not occur, uncover & improve hazardous areas & do activities that preserve environment.

Check List for 5 ‘S’- Own Office/Department

1.	No files on the table except today’s working files. Better avoid keeping IN/OUT trays on the table. This shall make table top clutter free.
2.	Identification mark for  keeping IN/OUT trays.
3.	Identify & mark a place for keeping all the files. Use the concept of visual control while designing and making storage location. Storage space should be such that when items are removed, empty space is visible and different items cannot be put into the same place.
4.	Files should be kept vertically with marking , tagging & Indexing to achieve Zero search retrieval. File numbering system established & all files marked.
5.	Standardization of type of files & should be placed in specified racks
6.	Proper identification & placement for all equipments ie PC, Printer ,Laptop & daily use items ie Lunch box, Water bottle, glass, Pen stand Spectacles, Pen drive, Mobile, Charger & helmet, etc. All items which are frequently  used should be visible.
7.	Ensure no loose wires of PC/Printer/Telephone.
8.	Standard table drawer stationery  templates for keeping all stationery items at fixed place ie Stapler, Stapler pins, Lunch, Highlighter, Marker, Eraser, Pen,U clips, Tape, Calculator, Paper cutter, Visiting card, Pencil & gum etc. Items in desk drawer are positioned as per frequency of use.
9.	Proper placement & identification of all keys.
10.	Record retention as per HR manual   (Chapter XXII PROCEDURE FOR PRESERVATION AND MANAGEMENT OF OFFICE RECORDS AND WEEDING OUT OF OLD RECORDS)
11.	Removal of all unwanted items ie More then required no of Pencils, pens, Used papers, torn files, Old editions of magazines already read, Unused/defective  pens, Old torn literature, More then one calender, unnecessary posters, Old Policy. The essence is to keep current/latest editions of journals, books , literature etc. This requires lots of patience, experience, time and understanding as to what is to be kept. Avoid ‘just in case attitude’ as far as possible.
12.	Proper marking on all electrical switches, Fans, Tubes etc
13.	Proper marking for placement of different Telephones ie Intercom, BSNL or other phones. Telephone no. to be written on the phone.
14.	Signage on the walls/floors ie Exits, Tiger guards lines, Holding area, Toilets, Pantry, PA Office, ED Sect, Red/green lights outside office etc.
15.	Placement of Notice boards to be marked and date of removal stickers for circulars to be used. Old circulars to be removed after the date.
16.	White boards to be maintained & there should place for keeping duster & white board marker.
17.	Deletion of all unwanted files/ mails from the computer.There should be only standard system Icon on the Desktop with one folder for other data.
18.	Office layout at the entrance of each department indicating name, Designation. Photo, location & their roles.
19.	Individual seat should have display of jobs being done at particular place.
20.	Targets for each section / jobs for  customer satisfaction ie performance indicators, Time taken for HBA, payment to suppliers, conveyance loans and various other such type of services.
21.	Updated TPM  activity board display.
22.	“ HALL OF FAME” Concept to be adopted. Every month one employee is identified who have done extraordinary work in his section. Display with his/her photograph and details of the work.
23.	Holding area to be marked. The files/items which can not be decided at the moment for its removal to be kept for further review.
24.	Red Tag Area Concept to be adopted. This is the marked area where all such items which may be useful to others but not being used by any individual, can be kept like Books, Journals, More then required stationary items or any such items.
25.	Common Office equipment ownership plate /maintained by to be written. Specifications, Next service due date, Last service date, Phone no. of service providers may be written. Display standard operating procedures.
26.	Removal of cob-webs and cleaning of ceilings, roof corners, structures. Cleaning of walls, window panes, floor cleaning etc
27.	Paint or draw lines around fixed area ie around flower pots, Office equipments etc.
28.	Overall aesthetics of tables/ equipment to be maintained.
29.	Fire extinguishers – Identify placement/location & ensure refilled/expiry date sticker.
30.	Entrance to department identified and visible.