Total Productive Maintenance

Total Productive
Maintenance
Sohail Nadeem
Lead Trainer & Consultant – Business
Excellence Consulting Inc.
info@biztoday.pk
www.biztoday.pk
Outline of today’s session
o Introduction & importance of Total Productive Maintenance (TPM)

o Why should you implement TPM?
o Benefits of TPM implementation
o TPM pillars and House of TPM
o How to sustain TPM initiative in an organization
o Good examples from experience of trainer
Business Improvement Practices Beyond Manufacturing 2 Version 1.0

Sohail Nadeem
DVM, MBA, M.Phil - TQM, CSSBB (ASQ-USA)
Sohail.Nadeem@biztoday.pk
My Purpose & Passion

I help people &
organizations to identify
relevant problems, develop
sustainable solutions,
achieve goals, find success
and fulfilment.

Introduction & Importance
of TPM
4
What is Total Productive Maintenance
❖ TPM stands for Total Productive Maintenance.

❖ TPM Development was first published in Japan in 1982. Since then
new concepts and refinements have been added to the basic program.
❖ TPM first took root in the automotive industry. More recently it has been
introduced in consumer goods, electronics, plastics and many others.
❖ Administrative and support departments such as product development
and sales also use TPM.
❖ Production output and rate, quality, safety, and the environment depend
almost entirely on the state of equipment.
❖ TPM is a method for continuously improving the effectiveness of
production equipment and processes.
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Total Productive Maintenance Pillars
Business Improvement Practices Beyond Manufacturing 12/3/202 1

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Lean Manufacturing – Wastes Linked to Maintenance

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Why TPM should be implemented?
❖ Guarantees Significant Tangible Results - Results achieved include –
reduction in equipment breakdowns, lower quality defects and claims,
higher productivity, shrinking inventory, lower number of accidents.
P… net productivity up by 2x
Q…process defect rate down 90%
C…production costs down 30%
D…production and work in process inventories halved
S…accidents 0
M…improvement suggestions up by 10x
❖ Transforms the Plant Environment – a rusty plant can be reborn as a
pleasant, safe working environment.
❖ Transforms the Employees - As concrete results are achieved, workers
become motivated. Associates begin to think of TPM as part of their job.

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Workplace Transformation
❖ Customers and visitors are impressed by these changes

❖ Confidence in the plant’s products increases.
❖ Overall Equipment Effectiveness (OEE) is maximized through zero
breakdowns and failures, zero accidents, zero defects through
total employee involvement.
❖ Equipment reliability and maintainability as contributors to
quality and productivity is increased.
❖ TPM culture promotes zero loss activities.
❖ TPM involves all associates from the shop floor to top
management.

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Radical Example of workplace transformation

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0
Setting Up Foundations for
TPM
11
MAINTENANCE
FOUNDATIONS
To Provide tools for the units to stabilize the equipments and

maintenance processes

Maintenance model
Goals of the maintenance foundations

▪ build and maintain good maintenance practices;
▪ provide the required foundation for the TPM implementation.

Maintenance Classification
Maintenance Management
System (CMMS) Asset and Maintenance Management (AMM)
Project Corrective
Maintenance Category Preventive Maintenance
Maintenance Maintenance
Maintenance Sub-category Predictive Scheduled Inspection based Project based Technical Failure
Scheduled/Predictive Workorder Inspection based Project Workorder Failure Workorder

Work order type (AMM)
(PM03) Workorder (PM02) (PM04) (PM01)
▪Calibration (301) ▪Work from ▪Capital investment work ▪Breakdown (101)

▪Condition monitoring (302) Scheduled/predictive (401) ▪Breakdown not causing
activity (201) ▪Extra ordinary line stoppage (102)
▪Lubrication (303)
Maintenance Activity Type ▪ Line improvement s(202) maintenance (402) ▪Technical failures outside
▪Statutory inspection (304)
(AMM) ▪Safety improvements (203) ▪Special charges work (403) of NPH (103)
▪Planned service/overhaul (305)
▪Environmental ▪Production activities (404)
▪Safety/Environment inspection (306) improvement s(204)
▪Condition inspection (307) ▪Repair of spare parts(205)
Unplanned
Maintenance Organisation Planned Maintenance
Maintenance Initiative Optimize Utilize Minimize
Extra-ordinary Routine
Maintenance Budgeting Routine Maintenance
Maintenance Maintenance

Computerized maintenance management system (CMMS)
▪ AMM: Asset & Maintenance Management

▪ It supports processes for:
▪ Financial control of capital projects
▪ Maintenance management through Work Orders
▪ Management of engineering labor activity
▪ Management of technical stores
▪ Asset disposal

Preventive Maintenance
It is to prevent the components and equipment becoming fully or partially
incapable of performing one or more functions for which they were
designed and constructed.
Thus, assets perform without technical stoppages and in the optimum
technical conditions
Planning for Preventive Maintenance

▪ Where to execute the work (asset, equipment or
component)?
▪ What to do?
▪ When to do the activity?
▪ Who will perform the activity?
▪ Which tools to use?
▪ How to perform the activity?

Scheduled Maintenance
▪ These are activities carried out at fixed intervals, regardless of the

components and equipment condition.
▪ Intervals are usually time based (monthly, quarterly etc.) or based on a

measure of asset usage (kilometres, hours operation etc).

Predictive Maintenance
Typical predictive maintenance activities are:

Human sense inspection: visual, smell, touch
Checking for leaks (oil, grease, product, water etc.);
Visual inspection (loose parts, wearing components);
Measurement of wear & backlash
Conditions monitoring with the help of tools:

Vibration analysis;
Oil analysis;
Infrared imaging;
Motor current analysis

Other Maintenance
Inspection Based Maintenance
▪ These activities are generated as a result of the predictive maintenance
activities and technical improvement activities.
▪ This activity is planned and scheduled in the 5W+1H format.
Project maintenance
▪ These are activities related to the capital and non capital projects (like
extraordinary maintenance and special charges).
▪ Maintenance internal labour and spare parts used for projects fall into
this category.
Corrective maintenance
▪ Maintenance activities required to correct technical failures

Maintenance Foundations
Maintenance foundations
Establish Develop
breakdown technical
Analysis
analysis experts
Factory Work Technical

assets order store
structure management management
Key Factors to evaluate

activity performance indicators of maintenance routines delivering expected results;
real implementation according to the defined routines/standards;
there is no pilot or priority area for foundations. Maintenance foundations have to be
present at production lines, industrial services, technical stores and workshops.

Factory Asset Structure
▪ Key Activities
▪ Create and review the factory assets structure;
▪ Execute ABC criticality asset ranking for the assets.
▪ Performance Indicators
Name Input data Formula Base Effective
Assets covered with FLOC A. total # of factory assets 𝐵

>95% 100%
structure* B. amount of assets in AMM 𝐴
A. total # of assets on FLOC level5

ABC ranking completed on the 𝐵 production + industrial
B. total # of assets on FLOC level5 with ABC production
FLOC level 5* 𝐴 services
rank set
▪ Typical Gaps
▪ Not all assets are captured in AMM
▪ FLOC structure in some areas does not go to the 5th level.
▪ Most of the equipment ranked A
▪ ABC ranking done but not used.

Work order management
▪ Key Activities
▪ Establish the maintenance planner role
▪ Establish basic maintenance planning and weekly scheduling routine.
A. total # work orders(PM01,PM02, PM03) to be completed
this months 𝐵
Work order completion B. total # work orders(PM01,PM02, PM03) from A actually >90% >99%
𝐴
completed this months
A. total # work orders(PM03) to be completed this months

B. total # of work orders (PM03) from A completed within 3
Work order schedule 𝐵
weeks (-1,0,1) >90% >99%
compliance 𝐴
▪ Typical Gaps
▪ Work order types and activity types are used incorrectly
▪ Technicians and production not well educated or do not follow the maintenance routine.
▪ PM03 work orders are very general and not following 5W+1H structure
▪ Activities in basic maintenance routine do not have exact timing and responsible person

Technical store management
▪ Key Activities
▪ Easy to find;
▪ Right quality;
▪ Available when needed.
A. total # of inventory documents for ERSA materials
Inventory record B
B. total # of inventory documents for ERSA materials 1− >95% >98%
accuracy** posted with adjustments A
A. total # of ERSA materials B
Non used materials** B. total # of ERSA materials out of stock for 3 month <5% <2%
A
A. total # of ERSA materials
B. total # of ERSA materials non moving for 3 years B−C
Obsolete materials** <5% <2%
C. total # of ERSA materials non moving for 3 years in A
BOM and classified as A or Z
▪ Typical Gaps
▪ Poor storage conditions of the materials, SHE concerns
▪ Poor service level despite high inventory record accuracy
▪ Storeroom access process is not well established
▪ No clear technical store layout exists
▪ Unavailability of BOMs

Establish breakdown analysis
▪ Key Activities
▪ Start measuring breakdown levels based on the standard definition;
▪ Train key engineering staff on breakdown analysis;
▪ Start using breakdown analysis as a tool for the root cause analysis of the
breakdowns;
▪ Prioritize which breakdown to focus on.
A. Runtime
B. total # of technical breakdowns ( all PM01-101 and 𝐵 × 100 Tracking A
Breakdown index PM01-102) above 10 min Tracking factory wide
𝐴 machines
▪ Typical Gaps
▪ Use the breakdown analysis tool to analyze the breakdowns
▪ The quality of the breakdowns analysis is critical

To Provide tools for the units to stabilize the equipments and
maintenance processes
Factory: DC:
Battery charging area
Visual management
Safety
Efficiency

Continuous Improvement Methodologies in TPM

How TPM Implementation look like?
❖ Machine Operators are trained to do much of the maintenance
operations, and it’s part of their Standard Work

❖ Necessary tools are readily available

❖ Equipment is modified such that it easy to keep clean, easy to

see when maintenance is required.
Before After

❖ Happy and Engaged Associates……

Implementing TPM
31
How to Implement TPM?
1. Formally announce decision to introduce TPM.

2. Conduct TPM introductory education & publicity campaign
3. Create a TPM promotion organization.
Plant Manager Companywide TPM promotion

Committee
Section Managers Plant TPM Promotion
Committee
Group Leaders
Section TPM Promotion
Committee
Shop FloorAssociates
PM circles

4. Establish basic TPM policy and goals.
Policy – example:
▪ Establish a profitable corporate constitution, promote TPM
Establish numerical goals – examples:

▪ Zero breakdowns,
▪ Zero defects, seek to maximize overall equipment effectiveness.

5. Draft a master plan for implementing TPM.

To formulate a master plan for implementation decide what
activities must be pursued to achieve the TPM goals.

The core TPM activities are:
▪ Focused improvement
▪ Autonomous Maintenance
▪ Planned Maintenance
▪ Education and Training
▪ Early Equipment Management
▪ Quality Maintenance
▪ Administrative and support department activities (Logistics & Office)
6. Kick off TPM initiative – should be designed to cultivate an atmosphere
that raises morale and inspires dedication.
7. Build a corporate constitution designed to maximize production

effectiveness.
8. Build an early management system for new products and
equipment.
9. Build a quality maintenance system.
10. Build an effective administration and support system.
11. Develop a system for managing health, safety, and the
environment.
12. Sustain full TPM implementation and sustain levels.
The first pillars to implement are the Focused Improvement,Autonomous
Maintenance, Planned Maintenance, & Training and Development Pillars


The Eight Major Plant Losses:

❖ Shutdown loss
❖ Production adjustment loss
Loss deployment
❖ Equipment failure loss
◦ All pillars are responsible
❖ Process failure loss for analyzing the loss
deployments for their
❖ Normal production loss
losses.
❖ Abnormal production loss ◦ As losses are reduced,
❖ Quality defect loss the priority of teams
selected will change
❖ Reprocessing loss

How to Implement TPM – Machine Boards
TPM
Business Improvement Practices Beyond Manufacturing
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Hamed.Ali.Mohamed2@gmail.com 38
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How to Implement TPM – FI Pillar

How to Implement TPM – AM Pillar



1. Select Equipment to work on….
•
Equipment that is giving you problems with…
• Unplanned downtime
• Excessive quality problems
• Excessive repair costs
• Premature “end of life” failures
• Running slower than “design” to prevent breakdowns
2. 5S Event….
• Improve ability to perform regular inspections
• Allow the discovery of potential problems
• Log problems and potential problems and develop an immediate action
plan
• Mark all lubrication, fluid connections and directions, etc
• Paint equipment
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3. Defining Machine Operator Tasks

• Develop Standards and Checklists – Cleaning, Lubrication,
Visual Checks, Procedures to keep equipment new.
4. Make Machne Operator maintenance tasks easier/quicker
• Easy to see when things need to be maintained
• Lubrication needs become obvious to operator
• Routine cleaning operations easier
• Machine disassembly minimized
• Automate maintenance when possible
• Clear signals when maintenance is needed
• Ensure operator training is complete
• Finalize Checklist schedules
Define Maintenance Tech Tasks

• Provide Tech support to operator questions
• Provide clear communication path
• Spare Parts Program
• Equip Manufacturer recommendations
• Breakdown History Data
• Eliminate Equipment Deterioration
• Scheduled general inspections
• Equipment overhauls triggered by checklists
• Identify and Resolve Chronic Problems
• Breakdown history log
• Root cause analysis methods including 5 Whys

Define Maintenance Tech Tasks
• Develop and Analyze Equipment History

• Plot failure history
• Correlate with Equipment Quality Performance
• Determine Equipment Parameters That Predict
Failure
• Use information from equipment manufacturer
• Oil, vibration, temperature analysis
• Develop Equipment Monitoring Systems
• Ensure appropriate accuracy and tolerance
• Lease equipment to ensure usability before
purchase

TPM

❖ Reactive Maintenance – if it is not broken do not fix it.

❖ Preventive Maintenance – time or machine cycle based
maintenance functions
❖ Predictive Maintenance – functions on feedback that
something needs to be done.
❖ TPM – Autonomous Maintenance & Planned Maintenance

How to Implement TPM – Training & Development Pillar

How to Implement TPM – Quality Pillar
❖ Loss methologies in use:

◦ Use of a QA Matrix which is a tool that prioritizes actions against
the sources of defects in a process. The matrix correlates defect
modes with machine parameters. The matrix identifies the
location of ‘Q’ points – the points that need to be controlled to
eliminate defects.
◦ Defect Reduction Methodology
◦ CpK Improvement Methodology

How to Sustain TPM
52
How to sustain TPM?
❖ Measuring progress is key (through Steering Committee)

❖ The Primary Measurement tool is OEE (Overall Equipment
Effectiveness is measures….
OEE = Equip Availability X Performance Efficiency X Quality Rate
❖ Build strong teams at every level and staff a promotion office
❖ Track projects weekly from date of closure, up to 6 months then
monthly for the next 6 months. When a project looses traction, the
pillar team analyzes the anomaly & take corrective actions as needed.
Once a project is sustained for a year, it can be removed from the KPI
tracker.
❖ Use management indicators that show everyone (at every level) what
concrete progress is being made and motivate their continued
involvement.

How to sustain TPM?
❖ Recognized as the Global leaders in TPM

❖ Two audits take place with Japanese auditors
❖ In the face of growing competition, the
award drives a continuous culture of
improvement the focuses on cost reduction &
improvement in efficiencies
TPM
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Key Takeaways…
❖ TPM is a method for continuously improving the effectiveness of

production equipment and processes by improving ‘On Demand’
availability of the equipment, through improved maintenance.
❖ The primary focus is on involving machine operators in routine

maintenance, and making that maintenance easily seen, easily
done, and effective. This only happens through involvement of
every single associate in every department in a factory.

Thank you
Questions? 57

Total Productive Maintenance

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Total Productive

o Introduction & importance of Total Productive Maintenance (TPM)

Business Improvement Practices Beyond Manufacturing 2 Version 1.0

My Purpose & Passion

Business Improvement Practices Beyond Manufacturing 3 Version 1.0

❖ TPM stands for Total Productive Maintenance.

Business Improvement Practices Beyond Manufacturing 5

Business Improvement Practices Beyond Manufacturing 12/3/202 1

Business Improvement Practices Beyond Manufacturing 7

Business Improvement Practices Beyond Manufacturing 8

❖ Customers and visitors are impressed by these changes

Business Improvement Practices Beyond Manufacturing 9

Business Improvement Practices Beyond Manufacturing 1

To Provide tools for the units to stabilize the equipments and

Business Improvement Practices Beyond Manufacturing 12 Version 1.0

Goals of the maintenance foundations

Business Improvement Practices Beyond Manufacturing 13 Version 1.0

Scheduled/Predictive Workorder Inspection based Project Workorder Failure Workorder

▪Calibration (301) ▪Work from ▪Capital investment work ▪Breakdown (101)

Maintenance Initiative Optimize Utilize Minimize

Business Improvement Practices Beyond Manufacturing 14 Version 1.0

▪ AMM: Asset & Maintenance Management

Business Improvement Practices Beyond Manufacturing 15 Version 1.0

Planning for Preventive Maintenance

Business Improvement Practices Beyond Manufacturing 16 Version 1.0

▪ These are activities carried out at fixed intervals, regardless of the

▪ Intervals are usually time based (monthly, quarterly etc.) or based on a

Business Improvement Practices Beyond Manufacturing 17 Version 1.0

Typical predictive maintenance activities are:

Conditions monitoring with the help of tools:

Business Improvement Practices Beyond Manufacturing 18 Version 1.0

Business Improvement Practices Beyond Manufacturing 19 Version 1.0

Factory Work Technical

Key Factors to evaluate

Business Improvement Practices Beyond Manufacturing 20 Version 1.0

Assets covered with FLOC A. total # of factory assets 𝐵

A. total # of assets on FLOC level5

Business Improvement Practices Beyond Manufacturing 21 Version 1.0

A. total # work orders(PM03) to be completed this months

Business Improvement Practices Beyond Manufacturing 22 Version 1.0

Business Improvement Practices Beyond Manufacturing 23 Version 1.0

Name Input data Formula Base Effective

Business Improvement Practices Beyond Manufacturing 24 Version 1.0

Battery charging area

Business Improvement Practices Beyond Manufacturing 25 Version 1.0

Business Improvement Practices Beyond Manufacturing 26 Version 1.0

Business Improvement Practices Beyond Manufacturing 27 Version 1.0

❖ Necessary tools are readily available

Business Improvement Practices Beyond Manufacturing 28 Version 1.0

❖ Equipment is modified such that it easy to keep clean, easy to

Business Improvement Practices Beyond Manufacturing 29 Version 1.0

❖ Happy and Engaged Associates……

Business Improvement Practices Beyond Manufacturing 30 Version 1.0

1. Formally announce decision to introduce TPM.

Plant Manager Companywide TPM promotion

Business Improvement Practices Beyond Manufacturing 32 Version 1.0

4. Establish basic TPM policy and goals.

Establish numerical goals – examples:

Business Improvement Practices Beyond Manufacturing 33 Version 1.0

5. Draft a master plan for implementing TPM.

activities must be pursued to achieve the TPM goals.

7. Build a corporate constitution designed to maximize production

Business Improvement Practices Beyond Manufacturing 35 Version 1.0