What can TPM do for YOU?

TPM is based on the ideas of optimizing equipment effectiveness, achieving Zero in terms of
operational losses, equipment breakdowns, accidents, etc., involving commitment throughout
an organization. JIPM is the originator and key proponent of this unique concept since 1971.

What is TPM?
TPM is a common sense Management strategy used to create an evolution in the workplace
that produces positive results. TPM aims at maximizing your production system efficiency by
addressing the entire equipment life cycle and building a concrete, shop floor based system to
prevent all losses. TPM takes traditional PM and integrates it with a Kaizen approach. Now
"Maintenance" takes on its true meaning, to maintain, not just repair, or people who fix
machines. We must create a new environment where we improve, then maintain, and then
improve again! This approach allows us to transform our company into the World Class facility
we must be to stay competitive.

Who participates in TPM?

What makes TPM different from other methodologies is that it
involves all departments, from production to development, sales
and administration. "Total" involvement is key for success!
TPM creates a proactive environment where we eliminate losses
by asking "Why?" until the problems are resolved one at a time!
Productivity
Reduction in failures
Overall Equipment Effectiveness (OEE) increase
Quality
Reduction in defect rate to 1/10
Reduction in customer claims to
Cost
Production cost reduction 50%
Delivery
Inventory reduction to
Meeting customer timeframe
Safety
Zero Labor accidents
Zero pollution
Morale
Kaizen suggestions increase 5-10 times

TPM Gets Results!

Although priorities vary per company, the key indicators that must be measured to show us the
trend of our company are referred to as P-Q-C-D-S-M. The improvements made here directly
affect the bottom line. Benchmarking is conducted before kick-off to establish a historical base
for comparison to track TPM success!

With today's competition being global instead of local, can you afford to not implement TPM?
 The 8 Pillars of TPM
To generate results throughout the company,
TPM recognizes and implements 8 Pillars of
Activity. These pillars create a cross-functional
environment that allows us to harvest the most
benefit possible from our efforts.

Equipment Loss & OEE

One of the primary measures used in TPM is Overall Equipment Effectiveness (OEE).
Availability, Performance Efficiency, and Rate of Quality comprise the three elements of OEE
that allow us to see where we are being damaged the most from losses. TPM recognizes 16
Major Losses that affect the workplace and TPM utilizes various tools to drive out these costly
wastes.

16 Major Losses:
Failure Loss Set-up/Adjustment
Cutting Blade Idling/Minor Stops
Start-up Loss Defect & Rework
Speed Loss Shutdown Loss
Motion Loss Management Loss
Measure/Adjust Line Organization
Yield Loss Lack of Automation
Energy Loss Die, Jig, & Tool Loss

OEE(%) = Availability x Performance Efficiency x Rate of Quality

 Availability
Time actually used for production
Performance Efficiency
How efficiently time was used for
Production
Rate of Quality
Good to Non-conforming Ratio

12 Step TPM Development

JIPM uses a Step-by-Step approach to training and consulting, helping to act as a guide for
companies who make the commitment to implement TPM, coaching them to ensure a smooth
transition to thinking and performing like a World Class company!

Preparation 1. Declaration by Top Management to introduce TPM

2. Introductory education and campaign for TPM

3. Establishing TPM Pilot model machines are started and carried out by
Promotion organization and Manager and Supervisor teams! TPM means "Total"
pilot model or team Involvement.
4. Setting basic policy and target for TPM

5. Creation of Master Plan for TPM

Kick-Off 6. TPM Kick-Off

Implementation 7. Establishing systems for improving production efficiency

8. Initial phase management system for new products & equipment

9. Establishing the Quality Maintenance system

10. Establishing an operation efficiency system for administration

11. Establishing Safety and Environmental protection systems

Steady 12. Total application of TPM and raising the level (TPM Award)
Application

TPM Awards
Each year, JIPM offers TPM and PM Awards to plants and individuals for exemplary TPM/PM
achievements. The PM Awards committee, consisting of JIPM's full-time directors and other
experts, select Award winners on the basis of the initial screening, TPM Document, and On-site
assessment.

Here are the types of Awards given by JIPM:

TPM Awards:
Award for World Class Achievement
 Special Award for TPM Achievement
Award for Excellence in Consistent TPM Commitment - First Category
Award for TPM Excellence - First Category
Award for Excellence in Consistent TPM Commitment - Second Category
Award for TPM Excellence - Second Category

PM Awards:
Award for Distinguished PM Engineering Contractor
Award for Distinguished PM Product
Award for Distinguished PM Paper
Award for Distinguished Engineer

What Companies have achieved the JIPM - TPM Award in the USA?

Michigan Auto Compressor *

Phillips 66 *
Subaru-Isuzu *
Milliken *
Motorola Inc. Sector Materials Organization*
Hitachi Cable Indiana *
Matsushita Compressor Corporation of America (MCCA)*

PM Analysis is a method worked out by Kunio Shirose (JIPM), based on his many years of
experience, to compensate for the problems of factor analysis as generally practiced by
enterprises. He defines it as the "method of physically analyzing chronic malfunction
phenomena, used on principles and rules, to reveal the mechanism of the phenomena."

Thus, PM Analysis is the analysis of chronic malfunction phenomena, such as chronic

defects/failures, based on physical principles/rules, to reveal the mechanism of the
phenomena and to list all factors considered to affect them from the aspects of equipment
mechanisms, personnel, materials, and methods. Put differently, PM Analysis comprises:

An analytical, systematic approach

Factor analysis for factor system review
Extracting all defects to attain zero defects
Reducing chronic malfunctions to zero

PM Analysis is not merely a method for improvement, but a way of viewing and thinking about
matters.

Approaching with the physical viewpoint is essential. Why this way of thinking is required is
shown below:

Way of addressing factors differs depending on how the

phenomena are physically understood
Through logical study of matters, factors are not overlooked and
systematic analysis is possible
Often-committed erroneous determinations, based on sensory
judgement, can be avoided
Factors, data, and management approaches used in
countermeasures to chronic losses, which have proven ineffective
are radically reviewed
Simply call or write, or use our convenient Info Request Form.

Japan Institute of Plant Maintenance Phone: 770-321-2440

3901 Roswell Road Fax: 770-321-2448
Suite 301 Website: http://www.jipm.com
Marietta, Georgia 30062 E-mail: info@jipm.com
USA

Japan Institute of Plant Maintenance Phone: +81 3-3433-0351

Shuwa Shiba-Koen, 3-Chome Bldg. Fax: +81 3-3433-8665
3-1-38 Shiba-Koen Website: http://www.jipm.or.jp
Minato-ku, Tokyo 105 E-mail: info@jipm.or.jp
JAPAN

About the Japan Institute of Plant Maintenance

The Japan Institute of Plant Maintenance (JIPM) is a private non-profit organization. We offer
an array of services, including plant maintenance consulting, seminars, research, publications
and other professional services.
Our goal is to assist companies of all sizes and in all industries by helping them achieve high
manufacturing productivity and product quality. We do this by involving all personnel in the
concept and implementation of Total Productive Maintenance (TPM).

JIPM also offers annual awards of various types to companies and individuals for exemplary
plant maintenance achievements.

JIPM membership includes more than 1,600 manufacturing facilities; its more than 2,000
associates represent small and large businesses as well as public institutions in the United
States, Japan and other countries.

In April 1996, JIPM opened a new office in Atlanta, Georgia to better serve the needs of
members and clients in North, Central and South America.

Alignment of ISO 9000 and TPM is critical for business value and manufacturing
success. This seminar will focus on "how to integrate ISO 9000 and TPM, and the
linkage between ISO 9000 and TPM at an element and pillar level. QS 9000 and the
2000 changes to ISO 9000 will also be discussed.

Align your systems

Reduce Costs
Eliminate redundancy and confusion
Improve throughput
Create Business value

Learn How To Align ISO 9000 and TPM

Relating TPM Pillars to ISO 9000 elements
QS 9000 and the ISO 9000:2000 Changes
Develop a systematic process to succeed

Quality systems the Present and the Future

Eight Quality Management Principles
Assessing your Current State
Alignment before Integration
Simplification and Tuning
Linking ISO 9000 elements and TPM Pillars
Managing the integration process
Assuring business value
Registrar issues
Winning with a unified integrated system

TPM, or Total Productive Maintenance is a management methodology that allows

companies to reduce costs, increase profits and efficiency, while improving the
workplace morale. What makes TPM so effective is that it becomes a company
philosophy, or way of conducting business. It is much more than just a tool or system.
TPM addresses the entire company and production cycle to create real results that
 yield tangible as well as intangible effects. While TPM is normally initiated at the shop-
floor level, it also focuses on the indirect departments as well to create a total package
for a companys continuous improvement efforts. To further enhance this, TPM can
help your company achieve Total Employee Involvement.

Introduction to Total Productive Maintenance (TPM)

In 1971, the Japan Institute of Plant Maintenance (JIPM) defined TPM as a system of maintenance
covering the entire life of the equipment in every division including planning, manufacturing, and
maintenance. Because of its targeted achievement to increase productivity out of the equipment, the term
TPM is sometimes known as Total Productivity Management.
The JIPM runs the annual PM Excellence Award and they provide a checklist for
companies applying for the award. There are 10 main items in the checklist:
Policy and objectives of TPM

Organisation and operation

Small-group activities and autonomous maintenance

Training

Equipment maintenance

Planning and management

Equipment investment plans and maintenance prevention

Production volumes, scheduling, quality, and cost

Safety, sanitation, and environmental conservation

Results and assessments.

Prevention is Better than Cure (Rule TPM) [Lip, 1989]

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Why is TPM Useful?
In modern day manufacturing and service industries, improved quality of products and services
increasingly depend on the features and conditions of organisations' equipment and facilities. In the late
70's, there was heavy snow in Sapporo, the northern-most island of Japan. Because the workers could not
get to work, Matsushita's vacuum cleaner factory stood still. Mr. Matsushita thought, 'Can we not rely on
our workers for production?' A year later, the first unmanned-factory in the world was born. As the
production relied 100% on equipment, TPM became mandatory.
Today, there are many similar examples such as Fujitsu-Fanuc, the world's most advanced
unmanned-factory, which uses reliable computer controllers for manufacturing
automation. Likewise super-computers run 24 hours a day all over the world to provide
uninterrupted services to the banking, finance, air-flight, hotel, tourist,
telecommunication and other service industries. However, this would not be possible
without TPM.
TPM is a programme for fundamental improvement that involves the entire human
resource. When implemented fully, TPM dramatically improves productivity and quality
and reduces costs. As automation and labour-saving equipment take production tasks
away from humans, the condition of production and office equipment increasingly affects
output, quality, cost, delivery, health and safety, and employee morale. In a typical
factory, however, many pieces of equipment are poorly maintained. Neglected equipment
results in chronic losses and time wasted on finding and treating the causes.
Equipment Effectiveness is Everyone's Responsibility
Both operations and maintenance departments should accept responsibility of keeping
equipment in good conditions. To eliminate the waste and losses hidden in a typical
factory environment, we must acknowledge the central role of workers in managing the
production process. No matter how thoroughly plants are automated or how many robots
are installed, people are ultimately responsible for equipment operation and maintenance.
Every aspect of a machine's performance, whether good or bad, can be traced back to a
human act or omission. Therefore no matter how advanced the technology is, people play
a key role in maintaining the optimum performance of the equipment.
When company employees accept this point of view, they will see the advantage of
building quality into equipment and building an environment that prevents equipment and
tools from generating production or quality problems. This company-wide team-based
effort is the heart of TPM. It represents a dramatic change from the traditional "I make --
you fix" attitude that so often divides workers. Through TPM, everyone co-operates to
maintain equipment the company depends on for survival and ultimately for profitability.
Goals and Objectives of TPM
The goal of TPM is to increase the productivity of plant and equipment. Consequently,
maximised output will be achieved through the effort of minimising input -- improving
and maintaining equipment at optimal levels to reduce its life cycle cost. Cost-
effectiveness is a result of an organisation's ability to eliminate the causes of the 'six big
losses' that reduce equipment effectiveness:
Reduced yield (from start-up to stable production)
 Process defects

Reduced speed

Idling and minor stoppages

Set-up and adjustment

Equipment failure

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How to Implement the TPM?

Implementation plans for TPM vary from company to company depending on the level of maintenance and
particular plant requirements. TPM consists of six major activities:
1. Elimination of six big losses based on project teams organised by the production, maintenance,
and plant engineering departments.

2. Planned maintenance carried out by the maintenance department

3. Autonomous maintenance carried out by the production department in seven steps.

Step 1: Initial cleaning
Step 2: Actions to address the causes and effects of dust and dirt
Step 3: Cleaning and lubrication standards
Step 4: General inspection training
Step 5: Autonomous inspection
Step 6: Workplace organisation standards
Step 7: Full implementation of autonomous maintenance

4. Preventive engineering carried out mainly by the plant engineering department

5. Easy-to-manufacture product design carried out mainly by the product design department

6. Education and training to support the above activities

TPM can be successful in achieving significant results only with universal co-operation among all
constituents involved with the six activities listed above. Once a decision has been made to initiate TPM,
company and factory leadership should promote all six of these activities despite excuses that may come
from various quarters.
Through these activities, the company can gradually eliminate the losses shown in Figure
8.2, establish a more effective relationship between operators and machines, and maintain
equipment in the best possible condition.

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