TOTAL PRODUCTIVE MAINTENANCE

Author
Dr. K. Baranidharan. M.com.,M.B.A.,M.Phil.,Ph.D.,M.S.W., Assit Professor in Management Studies (SIMS) Sri Sairam Institue of Technology(SIT) Chennai West Tambaram. e.mail : baranibarani50@yahoo.com, idhayaco@gmil.com cel No: 9843287287

Abstract:
Total Productive Maintenance (TPM) is a Increase production while, at the same time, increasing employee morale and job satisfaction and maintaining plants and equipment. The TPM program closely resembles the popular Total Quality Management (TQM) program. This paper will define TPM in some detail, evaluate its strengths and weaknesses as a maintenance philosophy, and discuss implementation procedures. Key words : Total Quality Management, Total Productive Maintenance, 5S.

Introduction
In todays global economy, the survival of companies depends on their ability to rapidly innovate and improve. As a result, an increasing search is on for methods and processes that drive improvements in quality, costs and productivity. In todays fast changing marketplace, slow, steady improvements in manufacturing operations will not guarantee profitability or survival. Companies must improve at a faster rate than their competition if they are to become or remain leaders in their industry. The maintenance of plant and machinery deserves importance since idle or defective machinery means loss of money. In developing countries a large number of equipment lie idle, due to want of spares or lack of component persons to repair the items or the cost of repair is comparable with a new replacement. Since maintenance requires specific skills in troubleshooting and the operators dont have skills to maintain or repair the equipment on their own, some organizations have separate maintenance department. In such cases the operators of the machinery dont care about maintenance leading to more down time of the equipment. Unless the equipment is always in proper working conditions, the organization will undergo losses. Total Productive Maintenance (TPM) was also evolved in Japan to taken care of this important aspect of business. Increased productivity is the hallmark of TPM and hence TPM is a part of Total Quality Management (TQM) since the former has a bigger role to play in satisfying customers and shareholders of an organization.

Maintenance
The combination of all technical and administrative actions, including supervision actions, intended to retain an item in, or restore it to, a state in which it can perform a required function. maintenance is a set of organised activities that are carried out in order to keep an item in its best operational condition with minimum cost acquired. Activities of maintenance function could be either repair or replacement activities, which are necessary for an item to reach its acceptable productivity condition and these activities, should be carried out with a minimum possible cost. Maintenance objectives should be consistent with and subordinate to production goals. The relation between maintenance objectives and production goals is reflected in the action of keeping production machines and facilities in the best possible condition. Maximising production or increasing facilities availability at the lowest cost and at the highest quality and safety standards. Reducing breakdowns and emergency shutdowns. Optimising resources utilisation. Reducing downtime. Improving spares stock control. 2

First generation: Fix it when it broke Second generation: Plant availability, Increase equipment life, Lower cost. Third generation: Higher plant availability, Higher Reliability, Increase safety, Better Quality Production, No damage to the Environment, Increase Equipment life, Greater cost effectiveness

Types of Maintenance Breakdown maintenance

It means that people waits until equipment fails and repair it. Such a thing could be used when the equipment failure does not significantly affect the operation or production or generate any significant loss other than repair cost.

Preventive Maintenance
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 cleaning, inspection, lubrication and tightening. Preventive Maintenance is further divided into Periodic Maintenance and Predictive Maintenance. Periodic Maintenance is time-based. Predictive Maintenance is condition-based.

Corrective Maintenance
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
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

Origin of TPM
The origin of TPM can be traced back to the year 1951, when preventive maintenance concept was introduced in Japan. Nippon Denso was the first organization to introduce plantwide preventive maintenance in the 1960s. Nippon Denso was a major supplier to Toyota Motors. TPM was added as a new element of Toyota Productions System (TPS). The existing

elements of TPS were: Total Quality Contorl (TQC), Just In Time (JIT) and Total Employees Involvement (TEI). The secret of Japanese TPM was not known to the west till the publications of two text books on TPM by Seiichi Nakajima in the year 1988. then, the missiong link, TPM for world class equipment performance was noted and many companies adopted it since the 1990s. thus, TPM is a relatively new concept in the industry world

Needs of TPM
Total Productive Maintenance was introduced to achieve the following objectives. The important ones are listed below. Avoid wastage in a quickly changing economic environment. Producing goods without reducing product quality. Reduce cost. Produce a low batch quantity at the earliest possible time. Goods send to the customers must be non defective

Meaning
Total Productive Maintenance (TPM) is an approach to managing physical assets that emphasizes the importance of operator involvement in making equipment reliable Management has always held an operator accountable for production output. More than ever, that person is also responsible now for product quality Many factors affect how well that can be achieved, including the way in which the workplace is organized as well as the equipments effectiveness. When several people are involved, producing quality depends on teamwork Strategy of TPM is to change the attitude from I use, You maintain to I use, I maintain. Think about how to Increase production and reduced cost by reducing or eliminating loss, and this is the TPM.

Objectives
To improve equipment effectiveness: TPM examines the effectiveness of facilities by identifying and examining all loses. Example: Downtime loses, Speed loses, and defect loses. To achieve autonomous Maintenance: TPM allows the people who operate equipment to take responsibility of the maintenance tasks. To train all staff in relevant maintenance skills: TPM places a heavy emphasis on appropriate and continuous training to all operating and maintenance staffs To plan maintenance: TPM has a systematic approach to all maintenance activities.

To achieve early equipment management: TPM aims to move towards zero maintenance through Maintenance Prevention.

TPM Pillars

PILLAR 1 - Autonomous Maintenance: A collaborative team activity involving production, maintenance, and engineering. Maintaining Basic conditions on shop floor & in Machines. All over participation through TPM Circles. Example: 5 S, JISHU HOZEN ( Autonomous maintenance ), etc.,An approach that Develops operating and maintenance skills. Strengthens communication and cooperation. PILLAR 2 - Focused Improvement: Improvement on every ones activity. Improvement is to eliminate Production losses and cost reduction. Improvement in Reliability, Maintainability, and cost. PILLAR 3 - Planned Maintenance: Logical analysis Real causes for real counter measures. Focus on Prevention. It is aimed to have trouble free machines and equipments producing defect free products for total customer satisfaction. PILLAR 4 - Quality Maintenance: Developing perfect machine for perfect Quality. Eliminating In Process defects and custom complaints. PILLAR 5 - Education & Training: Skills development for uniformity of work practices on machines. Skills for Zero defects, Zero breakdowns & Zero accidents. Multi Skilled employees in all departments PILLAR 6 - Development Management: Developing machines for high equipment effectiveness. Quick process for developing new products. Example: KAIZEN 5

PILLAR 7 - Safety, Health & Environment: Zero accidents and Zero hazards at works. Zero Pollution at Plant and Environment. PILLAR 8 - Office TPM: Office TPM must be followed to improve productivity, efficiency in the administrative functions and identify and eliminate losses. This includes analyzing processes and procedures towards increased office automation

P Q C D S M in Office TPM :
P - Production output lost due to Material, Manpower productivity, Production output lost due to want of tools. Q - Mistakes in preparation of cheques, bills, invoices, payroll, Customer returns/warranty attributable to BOPs, Rejection/rework in BOP's/job work, Office area rework. C - Buying cost/unit produced, Cost of logistics - inbound/outbound, Cost of carrying inventory, Cost of communication, Demurrage costs. D - Logistics losses (Delay in loading/unloading) Delay in delivery due to any of the support functions, Delay in payments to suppliers, Delay in information S - Safety in material handling/stores/logistics, Safety of soft and hard data. M - Number of Kaizens in office areas

The 5s method as the basis of TPM

The 5S principle is a method of creating and maintaining a well-organized, clean, highly efficient and high quality workplace. The method name is an abbreviation of Japanese words: seiri, seiton, seiso, seiketsu, shitsuke, that in English have been translated into sort, systematize, sweep, sanitize, self-discipline. The 5S method is consistent with the principles of the Japanese Kaizen philosophy which focuses not only on products but also on work quality, machine operation methods, process characteristics and approach to processes and procedures. Kaizen applies to all aspects of workers behavior and it requires changes to it leading to participation and cooperation. Drawing on Kaizen principles, employees of the steel sector introduce workers awareness management programs aimed at continuous improvement and productivity growth.

Steps in introduction of TPM in Organisation

Stage Preparation Stage

Step (Nakajimas 12 Steps) Step 1:Announce top managements decision to introduce TPM Step 2:Introductory education campaign Step 3:TPM Promotion Step 4:Establish basic TPM policies and goals Step 5: Preparation and Formulation of a master plan

Preliminary Implementation Stage TPM Implementation Stage

Step 6:TPM kick-off Step 7:Develop an equipment management program Step 8:Develop a planned maintenance program Step 9:Develop a autonomous maintenance program Step 10:Increase skills of production and maintenance personnel Step 11:Develop early equipment management program

Stabilisation Stage

Step 12:Perfect TPM implementation and raise TPM levels

Direct Benefits of TPM

1. Increase Productivity and Overall Plant Efficiency by 1.5 to 2 times 2. Rectify customers complaints 3. Reduce manufacturing cost by .percent 4. Satisfy the customers needs by 100% 5. Reduce accidents 6. Comply with all relevant governmental regulations

Indirect Benefits of TPM

1. Higher confidence level among the workers 2. Keep the work place clean, neat and attractive 3. Favourable change in the attitude of the operators 4. Achieve goals by working as Team 5. Share knowledge and experience 6. The worker get a feeling of OWNING the machine 7

Cost of Implementing of TPM

Maintenance programs in place. Age of the equipment. Pace to be taken. Some plants have excellent programs in place and have kept the equipment in very good shape, so the cost for implementing TPM in these plants will be lower than for those who have a bad program or none in place. Old equipment sometimes will face the high cost of parts if attainable. If a fast paced implementation is required, the cost per year will be higher. Lack of awareness invariably has a negative impact.

Workers Awareness
There are various types of awareness. There is ecological awareness, marketing awareness, market awareness, productivity, work efficiency or work safety awareness, etc. What is work safety awareness then? It is all the information and beliefs on how to work not to cause an accident and the ability to see the link between efficiency and working conditions and a workers health and life. Work safety awareness is combination of the health and safety system and the TPM concept. Workers awareness in the TPM system consists of their expertise, views and opinions on safe work methods, work organization improvement, care for the machines, etc. It is also the assessment of workers results and attitude at individual workplaces. It is also the adopted approach to work and safe behavior models. The particular elements overlap and blend creating a whole. The higher the level of workers TPM awareness, the higher quality of organizational culture and the more efficient and safer the work .

Difficulties faced on TPM implementation

Sufficient resources like people, money, time, etc. and assistance are not provided. TPM is not a quick fix approach, it involve cultural change to the ways to do the things. 8

 Incomplete understanding of the methodology and philosophy by middle management. Many people treat it just another program of the month without paying any focus and also doubt about its effectiveness. Workers show strong resistance to any change Many people considered TPM activities as additional work or threat.

Conclusion
Today, with competition in industry at an all time high, TPM may be the only thing that stands between success and total failure for some companies. It has been proven to be a program that works. It can be adapted to work not only in industrial plants, but in construction, building maintenance, transportation, and in a variety of other situations. Employees must be educated and convinced that TPM is not just another "program of the month" and that management is totally committed to the program and the extended time frame necessary for full implementation. If everyone involved in a TPM program does his or her part, an unusually high rate of return compared to resources invested may be expected.

Reference:
1. Total Quality Management, Dale H. Besterfield, Pearson, Chennai, 2012 2.Total Quality Management, Subburaj Ramasamy, Tata Mcgraw Hill Education Private Limtied, New Delhi, 2011. 3. Total Quality Management, Senthil Arsu, Scoetech Publications(india) Pvt.Ltd, Chennai, 2010. 4.www.maintenanceresources.com 5.www.Kalyan City.com 6.www.qualityconsultants.co.in

7.www.leanmfgconsortium.com 8.www.plant-maintenance.com

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