PAS-1918-2022 TPM Guild

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PAS 1918:2022
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Total productive maintenance
(TPM) – Implementing key
performance indicators – Guide
THIS IS A WORKING DRAFT AND MUST NOT BE REGARDED OR USED AS A PAS
THIS DRAFT IS NOT CURRENT BEYOND 07/01/2022
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Contents
Foreword 3
Introduction 5
1 Scope 6
2 Normative references 6
3 Terms and definitions 6
4 TPM 9
4.1 Concept 9
4.2 The eight pillars summary of TPM 9
Figure 1 – Eight pillars of TPM 10
4.3 Losses 10
Figure 2 – Loss structure in production activities (sixteen major losses) 11
Figure 3 – Loss structure in plant activities (eight major losses) 13
5 Key performance indicators (KPIs) and key activity indicators (KAIs) 15
5.1 Setting and using KPIs and KAIs 15
5.2 KPIs 15
5.3 KAIs 21
6 Focused improvement 25
6.1 General 25
6.2 Introduction method 25
7 Autonomous maintenance 27
7.1 General 27
8 Planned maintenance 28
8.1 General 28
9 Quality maintenance 31
9.1 General 31
10 Education and training to develop skill and knowledge 32
10.1 General 32
11 Safety, health, and environment 34
11.1 General 34
12 Early management 35
12.1 General 35
13 Improvement of the administrative and indirect departments 37
13.1 General 37
14 Relationship between each pillar and KPIs and KAIs 38
14.1 General 38
14.2 Use of KPIs and KAIs in each pillar 38
15 Evaluation of TPM milestones 38
Table 1 – Relationship between each pillar and KPIs and KAIs 39
Bibliography 42

Foreword
Publishing information
This PAS was sponsored by the Japan Institute of Plant Maintenance (JIPM). Its
development was facilitated by BSI Standards Limited and it was published under licence
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• [SG member organization];
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Introduction
Total productive maintenance (TPM) is a management system for equipment management
and productivity maintenance primarily in the discrete parts manufacturing industries and
process industries, centred on automation lines, with the aim of reducing losses to zero.
Japan introduced preventive/productive maintenance (PM) from the United States in the
1950s through the 1960s. In 1971, Nippondenso Co., Ltd. (now DENSO Corporation), a
general manufacturer of automotive parts, and JIPM created TPM based on the PM concept.
TPM involves all the employees in the efforts to improve, according to the capabilities of
each employee. After that, TPM is improved by developing the culture of people and
equipment in order to improve the corporate constitution and build a profitable corporate
organization.
TPM has been adopted and popularized in various manufacturing industries worldwide. The
purpose of this PAS is to clarify the concept of TPM, help organizations to implement TPM
and provide a common understanding of it.
Typical indicators at a manufacturing site are Q (Quality), D (Delivery), C (Cost), S (safety),
etc. As management technologies to achieve these, total quality control (TQC) is positioned
under Q, lean manufacturing method/just-in-time (JIT) is under D, and TPM is under C.
Whereas TQC targets quality (focusing on output and results),TPM is characterized by
targeting equipment (focusing on input and equipment function). The principle of the lean
manufacturing method and JIT is to eliminate waste (“Muda”), while TPM is to prevent loss;
they are closely related even though they appear to be different. In practice, preventive
maintenance activities ensure stable operation of equipment, leading to zero loss due to
product defects and equipment stoppage. It is important to manage and optimize safety
inventory for delivery responsibilities and inventory for preventive maintenance time, and
these methods are intended to be used in a balanced manner to achieve a high level of
success, leading to the creation of a stronger corporate structure.
This PAS is intended to enable organizations that are introducing TPM, to better understand
it. It is also important to continue TPM after it is introduced, and this PAS is of use to
organizations that have already introduced TPM.

1 Scope
This PAS gives guidance on the concept of TPM and the key performance indicators (KPIs)
that are relevant to implementing it. Guidance is provided on TPM for manufacturing plants
and equipment.
NOTE This PAS sets out the basics of TPM as described in IATF 16949 for companies seeking IATF
(International Automotive Task Force) certification and does not preclude the expansion of the scope of
application or the introduction of new technologies based on these basics.
This PAS does not cover specific issues with the lean manufacturing method and JIT or
TQC.
2 Normative references
There are no normative references in this document.
3 Terms and definitions

For the purpose of this PAS the following terms and definitions apply.
3.1 total productive maintenance (TPM)
system of maintaining and improving the integrity of production and quality systems through
machines, equipment, processes and employees that add value to the organization
[SOURCE: IATF 16949:2016]
3.2 discrete parts manufacturing
systems of functions for producing products or parts consisting of discrete elements
[SOURCE: ISO/TR 10314-1:1990, 2.2.2]
3.3 loading time
time the process is available to run after planned stoppages for planned maintenance or
team meetings, etc.
3.4 operating time
total time the process is actually operated
3.5 overall equipment effectiveness (OEE)
ratio of the operating time for adding value to the loading time of the equipment
NOTE This is an indicator for evaluating and analysing the total amount of time loss of equipment.
3.6 mean time between failures (MTBF)

average operating time between failures
NOTE MTBF is an indicator that expresses the ability to maintain equipment, as well as to identify failure
losses. See 5.2.2.8 for the calculation of MTBF.
3.7 mean time to repair (MTTR)

average repair time
NOTE MTTR is an indicator that expresses the ability to maintain equipment, as well as to identify failure
losses. See 5.2.2.9 for the calculation of MTTR.
3.8 PQCDSME classification

categories of indicators for evaluating the effectiveness of TPM activities: productivity (P),
quality (Q), cost (C), delivery (D), safety (S), morale (M), and environment (E)
3.9 Pillars of TPM
3.9.1 pillar
management structure to effectively achieve the target objectives of the company by building
teams across occupational and professional boundaries

3.9.1.1 focused improvement

pillar of TPM that involves selecting an improvement theme and facilitating an improvement
team to make improvements
3.9.1.2 autonomous maintenance
pillar of TPM in which workers in the manufacturing department are enabled to develop
knowledge and skills (qualifications as necessary) to restore and improve their equipment
and autonomously implement maintenance activities, such as cleaning, inspection and
lubricating, and also manage the production shop autonomously or create a self-managed
team
3.9.1.3 planned maintenance
pillar of TPM that involves improving the reliability and maintainability of equipment
3.9.1.4 quality maintenance
pillar of TPM that involves maintaining the operating conditions of the equipment so that it
continues to produce non-defective products
3.10 time-based maintenance (TBM)
process of determining the maintenance cycle from the evaluation of conventional failure
and maintenance records and performing maintenance at each cycle
[SOURCE: JIS Z 8141:2001]
3.11 condition-based maintenance (CBM)
method of preventive maintenance in which the tendency of equipment to deteriorate is
managed using equipment diagnosis technology and other techniques, and the best
countermeasures are taken at the optimal time before a failure occurs
[SOURCE: JIS Z 8141:2001]
3.12 4M
method of classifying the various conditions of production into the main elements of
“Material”, “Machines”, “Method” and “Man”
3.13 non-defective product
product that satisfies the quality standards specified for each product or process
3.14 standard cycle time
cycle time defined as a standard for production by taking the capacity of production
resources, production plan and work performance into account
3.15 actual cycle time
measured time it takes to make a component or for equipment to complete a cycle
3.16 tag
visual tool used to identify an equipment abnormality and the type of abnormality
NOTE The reverse side of a tag can contain requests for action and an action plan. The tag is only removed
when a defect is resolved.
3.17 maintenance prevention (MP)

process of preventing failures in the planning and construction of new equipment by
designing this with a high degree of reliability and maintainability, taking maintenance
information and new technologies into account
3.18 one-point lessons (OPL)
concise, single sheet that uses pictures, figures or photographs to summarize important
information, such as basic knowledge of equipment functions, how to deal with common
issues or communicating improvements made to equipment
NOTE An OPL is used for prompt communication on a single topic through relay training.

3.19 quality maintenance (QM) matrix

table of equipment, methods and operating conditions relating to quality characteristics and
inspection items for maintaining quality
3.20 downtime loss
failure loss, setup and adjustment loss, cutting-blade/tool change losses and start-up loss
associated with machine stoppage that can be determined using the characteristics of each
plant
3.21 deterioration
degradation over time of strength or performance of equipment and lubricants used in
equipment, etc., due to stress caused by operation or use or, in production systems,
reduction in productivity due to degradation of equipment performance or loosening of
management
NOTE Natural deterioration progresses over time under the specified operating or operating conditions,
whereas deterioration that progresses due to unspecified use or poor operating conditions is called forced
deterioration.

4 TPM
4.1 Concept
TPM is a management system that aims to reduce losses to zero in production systems,
especially in manufacturing plants and equipment. TPM prevents failure, product defects,
work wastage and other losses by continuously maintaining and improving manufacturing
plants and equipment.
As an activity, (1) all stakeholders involved in production at the manufacturing plant build
pillars, and (2) operational teams carry out daily activities for reducing losses to zero.
First, a definition of losses (see 4.3) is agreed upon, and KPIs and KAIs (Clause 5) are
established and documented to clarify the losses and understand the results and progress of
the activities.
After the losses have been clarified, all stakeholders involved in production implement
improvement activities to reduce losses through pillar activities (see Clause 6 to Clause 13),
with the aim of reducing losses to zero.
4.2 The eight pillars summary of TPM
To achieve the objectives of TPM effectively and efficiently, task teams are built over
occupational fields to promote TPM activities; these are called the pillars. The following are
the eight pillars (see also Figure 1) discussed in this PAS:
a) focused improvement (FI);
b) autonomous maintenance (AM);
c) planned maintenance (PM);
d) quality maintenance (QM);
e) education and training to develop skill and knowledge (ET);
f) safety, health and environment (SHE);
g) early management (EM); and
h) improvement of the administrative and indirect departments (IAI).
Focused improvement (a), autonomous maintenance (b), planned maintenance (c) and
quality maintenance (d) are the pillars directly related to reducing loss and improving OEE in
production activities, and should be carried out.
Education and training (e) and safety, health and environment (f) are necessary conditions in
order to carry out TPM.
The implementation of early management (g) and improvement of the administrative and
indirect departments (h) may be added to or modified according to the organization’s plant
situation. Furthermore, other pillars can be added according to the situation at each plant.
A description of each pillar is provided in Clause 6 to Clause 13.

Figure 1 – Eight pillars of TPM
4.3 Losses
4.3.1 General
TPM defines loss as the difference between the ideal operating condition of equipment and
the current operating condition and the ideal process and the current process. To minimize
losses, it is important to recognize and quantify them clearly. Examples of basic loss types
for two types of production – discrete parts manufacturing and process industries – are given
in 4.3.2 and 4.3.3.
4.3.2 Sixteen major loss types in discrete parts manufacturing
4.3.2.1 General
In a discrete parts manufacturing plant, as typified by the automotive and automotive parts
industries, there are sixteen major loss types. These are explained in 4.3.2.2 to 4.3.2.17 and
shown in Figure 2.
4.3.2.2 Equipment/machinery failure losses
Equipment/machinery failure losses occur due to production stoppages caused by
breakdowns of production equipment and production machinery as well as utility equipment,
e.g. the time that is lost due to sudden or chronic equipment failure.
4.3.2.3 Setup and adjustment losses
Setup and adjustment losses are those caused by stoppage time when the production
equipment or line is stopped when changing to a new variant or different product. Stoppage
time is the time between the completion of the previous product’s production and when
non-defective production of the next product can begin.

WARNING. THIS IS A DRAFT AND MUST NOT BE REGARDED OR USED AS A PUBLISHED PAS. THIS DRAFT IS NOT CURRENT BEYOND 7
JANUARY 2022.
Figure 2 – Loss structure in production activities (sixteen major losses)

4.3.2.4 Cutting-blade/tool change losses

Cutting-blade/tool change losses occur due to periodic replacement of blades or
replacement due to sudden breakage. These include product defects before and after
replacement and the time when non-defective production is ready to begin.
4.3.2.5 Start-up losses
Start-up losses are incurred during the start-up or warm-up process until quality is stable and
non-defective products can be produced. They occur when the equipment is restarted after
having been shut down for a certain period. Examples include start-up after an outage for
routine maintenance, start-up after a long period of outage due to production adjustments,
start-up after an outage due to a holiday, and start-up after a break for lunch.
4.3.2.6 Minor stoppage/idling losses
Minor stoppage/idling losses are caused by equipment stoppage due to temporary
abnormality or idling rather than equipment failure; for example, if a workpiece jams on the
chute and sputters or if a sensor activates and temporarily stops the machine due to a
quality failure. These losses are different in character from equipment failures, as the
machine continues to operate normally provided the workpiece is removed and reset.
4.3.2.7 Speed losses
Speed losses occur where the actual production rate of the equipment is slower than the
current standard production rate or the predetermined production rate, which is the
production rate at the time of equipment acceptance.
4.3.2.8 Defect/rework losses
Defect/rework losses are losses such as time spent in the production of defective products
caused by the equipment, as well as the time spent in repairing the defective products to
make them good.
4.3.2.9 Shutdown (SD) losses
Shutdown losses are those caused by stopping equipment to perform planned maintenance
or due to lack of demand (curtailment). SD losses might be unavoidable for quality, safety
and reliability reasons, although the length of time can be reduced depending on the
equipment.
4.3.2.10 Management losses
Management losses occur in the management of the production process, in which a worker
suspends work due to waiting for materials, waiting for instructions, waiting for breakdown
repairs, etc.
4.3.2.11 Motion losses
Motion losses are caused by poor layout of equipment, parts and materials requiring
excessive walking, carrying, stretching, etc., by workers and differences between the skill
required of the worker and the actual skill of the worker,
4.3.2.12 Line balancing losses
Line balancing losses are caused by an imbalance in working load, e.g. waiting time by
multi-process and multi-equipment workers on a production line or idle time by inadequate
line balance on the assembly line.
4.3.2.13 Automation substitution losses
Automation substitution loss is a human loss caused by not automating. The advantages of
automation include saving of labour, stability of quality and improvement of production
speed.

4.3.2.14 Measuring and adjustment losses

Measuring and adjustment losses are caused by frequent measurement and adjustment by
a worker to prevent quality defects and spillage.
4.3.2.15 Yield losses
Yield loss is quantity loss due to the difference between the weight of the material and the
weight of the product or the difference between the total weight of material input and the
weight of the product.
4.3.2.16 Energy losses
Energy loss refers to energy that is not used in processing with respect to input energy, and
includes electricity, fuel, steam, air and water (including wastewater treatment).
4.3.2.17 Die, jig and tool losses
Die, jig and tool losses occur during the production and repair of moulds, jigs and tools
needed to make products.
4.3.3 Eight major loss types in process industries
4.3.3.1 General
In a process manufacturing plant, as typified by the petrochemical and food industries, there
are eight major losses as set out in 4.3.3.2 to 4.3.3.9 and shown in Figure 3.
Figure 3 – Loss structure in plant activities (eight major losses)
4.3.3.2 Shutdown losses

Shutdown losses are those caused by stopping equipment to perform planned maintenance
or due to lack of demand (curtailment). SD losses might be unavoidable for quality, safety
and reliability reasons, although the length of time can be reduced depending on the
equipment.
4.3.3.3 Production adjustment losses
Production adjustment losses are caused by suspending plant operation as a result of
adjustments in the production plan due to supply and demand. An example is suspending
production to adjust for seasonal products and to adjust inventory.

4.3.3.4 Equipment/machinery failure losses

Equipment/machinery failure losses are due to production stoppages caused by breakdowns
of production equipment, production machinery and utility equipment, such as stoppage time
resulting from sudden or chronic equipment failure.
4.3.3.5 Process failure losses
Process failure losses are caused by plant stoppage due to changes in the chemical or
physical properties of the materials handled in the process, or due to operational errors.
Examples are leaks, spills, clogs, corrosion, erosion, dust dispersion and operational errors.
4.3.3.6 Normal production losses
Normal production losses occur due to plant starts, shutdowns and product switching. The
standard production rate cannot be maintained during plant start-up, shutdown and product
switching. The reduced production is considered a loss.
4.3.3.7 Abnormal production losses
Abnormal production losses occur when the production rate is intentionally reduced due to a
plant failure or abnormality. This is the case when the plant is operated at low load, low
speed, or at less than the standard production rate, but does not reach failure stoppage.
4.3.3.8 Quality defect losses
Quality defect losses arise from the time spent producing defective products and the loss
caused by the disposal of defective products.
4.3.3.9 Reprocessing losses
Reprocessing losses occur when defective products are returned to the previous process
and reworked to make non-defective products.

5 Key performance indicators (KPIs) and key activity indicators (KAIs)

5.1 Setting and using KPIs and KAIs
In TPM activities, KPIs and KAIs should be established and documented to clarify losses
and to understand the results and progress of activities. This enables comparison not only of
KPI trends over time, but also with similar plants.
KPIs represent the results of reduced losses resulting from TPM activities, whereas KAIs
represent the actual status of TPM activities.
KPIs should be set in terms of PQCDSME classification. This allows for wide-ranging loss
recognition and reduction.
KPIs should be aligned with business goals [key management indicators (KMI)] and set
according to the objectives of TPM activities, production methods and production items.
Subclause 5.2 describes the typical KPIs used in TPM and the areas of PQCDSME
classification in which they can be used.
5.2 KPIs
5.2.1 General
The KPIs used in TPM are described for each PQCDSME classification. KPIs may be used
in more than one area. Other KPIs, with clearer definitions, can be established to suit the
actual situation.
5.2.2 Production
5.2.2.1 Overall equipment effectiveness (OEE) (%)
OEE is the ratio of the operating time for adding value to the loading time of the equipment.
That is, it is an indicator for evaluating and analysing the total amount of equipment time loss.
OEE is calculated using the following formula.
OEE = Availability × Performance rate × Non-defective products rate

= Standard cycle time × Number of non-defective products/
Loading time × 100
The process industry has different definitions of availability, performance rate and
non-defective products rate, so the second formula can vary for process plants.
5.2.2.2 Availability (%)

Availability is the ratio of loading time to the operating time, excluding equipment downtime
(breakdowns, setups, adjustments, etc.).
Availability is an indicator for evaluating and analysing the level of downtime caused by
failures, setups and adjustments. It is calculated using the following formula.
(Loading time – Downtime) / Loading time × 100

5.2.2.3 Performance rate (%)

The performance rate is an indicator used to calculate speed loss that does not appear in
availability. It clarifies the level of speed loss and minor stoppage and is calculated using the
following formula.
(Output x Standard cycle time)/ Operating time
5.2.2.4 Non-defective products rate (%)

The non-defective products rate is the ratio of the number of first pass non-defective
products to the input parts. It is an indicator of the level of quality loss and is calculated using
the following formula.
(No. of input parts – No. of defective parts) / No. of input parts
5.2.2.5 Number of failures (actual quantities)

The number of failures is the actual quantity of failures per month. It is an indicator of the
equipment/machinery failure losses (see 4.3.2.2).
5.2.2.6 Failure downtime (hours/defined period)

The failure downtime is the total time recorded for failure downtime per month or relevant
period and is a measure of manifesting failure loss (see 4.3.2.2).
5.2.2.7 Failure duration rate (%)

The failure duration rate is an indicator to evaluate and analyse the level of loss of downtime
due to equipment failure per loading time. It is calculated using the following formula.
Total failure downtime / Total loading time × 100
5.2.2.8 MTBF (hours)

MTBF is the average operating time between failures. It is an indicator of equipment
maintenance capability, specifically the frequency of failure losses. It is calculated using the
following formula.
Total operating time / Total number of failures
5.2.2.9 MTTR (hours)

MTTR is the average repair time and is an indicator of equipment maintenance capability,
specifically the average duration of failure losses. It is calculated using the following formula.
Total repair time / Number of repairs

5.2.2.10 Number of minor stoppages (actual values)

The number of minor stoppages is the actual quantity of minor stoppages during a specified
period. It is an indicator of the effect of autonomous maintenance and makes minor
stoppages evident.
5.2.3 Quality
5.2.3.1 Number of in-process defects (actual values)
The number of in-process defects is the actual quantity during a defined period. It is an
indicator of quality loss.
5.2.3.2 In-process defect rate (%)

The in-process defect rate is the ratio between the number of in-process defects and the
quantity of production per defined period. It is calculated using the following formula.
In-process defects / Quantity of production × 100
The number of in-process defects includes all rejected, defective and reworked products.
5.2.3.3 Number of complaints/customer returns (actual quantities)

The number of complaints/customer returns is the actual quantity processed as a
complaint/return during a defined period.
A complaint/customer return is a procedure for returning, exchanging or reworking a product
that was initially delivered to the customer following an abnormality.
This is an indicator of whether the customer’s required specifications are satisfied or not.
5.2.3.4 Yield rate (%)

The yield rate is the ratio between the production output from a quantity of input raw
materials and the actual production output produced from the input raw materials. It is an
indicator of the yield loss and is calculated using the following formula.
Quantity of product actually produced from batch of raw materials /

Quantity of product from batch of raw materials × 100
5.2.3.5 First pass quality rate (%)

The first pass quality rate is the ratio between the production quantity and the quantity of
non-defective product produced that can be sent to the next process as non-defective
product without rework. It is calculated using the following formula.
Quantity of non-defective product / Production quantity × 100

5.2.3.6 Initial-flow period (days or months)

The initial-flow period is the period from the start of the initial flow control to the end of the
initial flow control.
5.2.3.7 Number of initial complaints (actual quantities)

The number of initial complaints is the number of complaints/customer returns in the initial
phase of new product sales.
The definition of the initial phase can vary from one organization to another.
5.2.3.8 Number of initial problems (actual quantities)

The number of initial problems is the number of problems in the initial phase of mass
production.
5.2.3.9 Number of initial defects (actual quantities)

The number of initial defects is the number of defects at the initial phase of mass production.
5.2.4 Cost
5.2.4.1 Maintenance expenses rate (%)
The maintenance expenses rate is an indicator that evaluates and analyses maintenance
investment from a macro perspective. It is calculated using the following formula.
Maintenance expenses / Plant equipment asset value× 100
5.2.4.2 Loss reduction value (monetary value/defined period)

Loss reduction value is an indicator of the results of loss reduction activities in monetary
terms.
5.2.4.3 Value of improvement proposals (monetary value/defined period)

Value of improvement proposals is the result of loss reduction activities in monetary terms.
5.2.4.4 Development time (days or months)

Development time is the period required to develop new equipment.
5.2.5 Delivery
5.2.5.1 On-time in full (OTIF) (%)
OTIF is the ratio of compliance with the delivery date and quantity fixed in the order during a
defined period. It is calculated using the following formula.
Number of complete orders delivered on time / Number of orders

5.2.5.2 On-time delivery rate (%)

The on-time delivery rate is the ratio of whether the planned delivery date is satisfied. It is
calculated using the following formula.
Quantity of products delivered on time / Quantity of products requested
5.2.5.3 Lead time (days, hours, etc.)

The lead time is the number of days, hours, etc., required from order to delivery. However, it
can also refer to the number of days from the time an order becomes available for
production in a factory until it is shipped from the factory, or the time it takes for materials to
arrive and be completely processed.
It is calculated using the following formula.
Delivery date (or time) – Order date (or time)
5.2.5.4 Inventory days (days)

Inventory days is an indicator of the number days for which production can continue with the
current inventory. It is calculated using the following formula.
Monetary value of inventory / Monetary value of inventory used per day
5.2.5.5 Number of days in process (days)

The number of days in process is an indicator of the level of product in process stagnating in
the factory. It is calculated using the following formula.
Inventory amount of cost of product in process / Monetary value of inventory

usage per day
or
Quantity of product in process / Usage quantity per day.
5.2.6 Safety and health

5.2.6.1 Number of accidents (actual quantities)
The number of accidents is simply the total number of accidents per month.
5.2.6.2 Accident frequency rate (actual quantities/106 hours)
The accident frequency rate is an indicator of the frequency of accident occurrence,
specifically the number of cases per one million work hours. It is calculated using the
following formula.
Number of accidents resulting in workdays lost / Work hours × 106

5.2.6.3 Accident duration rate (days/hours)

The accident duration rate is an indicator of the degree of accidents; a ratio of workdays lost
to a total of 1 000 work hours. It is calculated using the following formula.
Number of labour loss days / Total work hours × 1 000 h
5.2.6.4 Work hours without an accident (hours)

Work hours without an accident is the total number of hours continuously worked without
accidents resulting in loss of workdays.
5.2.6.5 Number of industrial accidents (actual quantities/month or term)

The number of industrial accidents is the total number of accidents, regardless of how many
workdays were lost.
Number of accidents resulting in workdays lost + Accidents without workdays

lost per month or term
5.2.7 Education and morale

5.2.7.1 TPM participation ratio (%)
The TPM participant ratio is the percentage of all employees who participated in TPM
activities and is calculated using the following formula.
Number of participants in TPM activities / Number of employees
5.2.7.2 Employee satisfaction

Employee satisfaction is an index of trends obtained from periodic questionnaires on
employee workability, safety, training effectiveness, etc.
5.2.8 Environment
5.2.8.1 Energy (volume/defined period)
Energy is the total amount of energy used by a plant, company, etc., during a defined period.
5.2.8.2 Resource (volume/defined period)
Resource is the total amount of resource used by a plant, company, etc., during a defined
period.
5.2.8.3 Industrial waste (monetary value or volume)

Industrial waste is the monetary equivalent or volume treated as industrial waste.

5.2.8.4 Number of environmental accidents and amount of pollution (actual

quantities/period)
The number of environment accidents and amount of pollution is the number of
environmental accidents and amount of pollution generated per defined period.
5.3 KAIs
5.3.1 General
The KAIs used in TPM are described in subclauses 5.3.2 to 5.3.9 for each pillar. KAIs may
be used in more than one area. Other KAIs can be defined and established to suit the actual
situation.
5.3.2 Focused improvement

5.3.2.1 Number of focused improvements (actual quantities)
The number of focused improvements is the number of focused improvements during a
defined period.
5.3.2.2 Number of improvement suggestions (actual quantities)

The number of improvement suggestions is the number of improvement suggestions from
employee during a defined period.
5.3.3 Autonomous maintenance

5.3.3.1 Autonomous maintenance activities time (man-hours)
Autonomous maintenance activities time is the total time spent on autonomous maintenance
activities.
5.3.3.2 Autonomous maintenance rate (%)

The autonomous maintenance rate is the ratio of works, such as breakdown recovery,
inspection and restoration, performed in autonomous maintenance. The definition of the
work can vary from one organization to another. It is calculated using the following formula.
Autonomous maintenance hours/total maintenance hours
5.3.3.3 Number of abnormalities found and restorations (actual quantities)

The number of abnormalities found and restorations is the number of restorations after
identifying abnormalities by attaching tags.
5.3.4 Planned maintenance

5.3.4.1 Total maintenance time (man-hours)
Total maintenance time is the total number of maintenance man-hours, that is, the total
hours worked by maintenance workers.

5.3.4.2 Planned maintenance time (man-hours)

Planned maintenance time is the number of maintenance man-hours required for preventive
maintenance and corrective maintenance.
5.3.4.3 Preventive maintenance time (man-hours)

Preventive maintenance time is the number of maintenance man-hours required for
preventive maintenance.
5.3.4.4 Preventive maintenance rate (%)

The preventive maintenance rate is the ratio of time spent on preventive maintenance during
maintenance work. It is calculated using the following formula.
Preventive maintenance time / Actual maintenance time × 100
The definition of the denominator can vary from one organization to another.
5.3.4.5 Corrective maintenance time (man-hours)

Corrective maintenance time is the number of maintenance man-hours required for
corrective maintenance.
5.3.4.6 In-house maintenance rate (%)

The in-house maintenance rate is the labour cost of maintenance personnel in the
maintenance cost (including contracted for maintenance expenses). It is calculated using the
following formula.
Maintenance labour cost / Maintenance cost × 100

where Maintenance costs = Maintenance labour costs + Maintenance expenses
(including contracted expenses)
5.3.4.7 Spare-parts storage value (monetary value)

The spare-parts storage value is the monetary value of spare parts stored.
5.3.5 Quality maintenance

5.3.5.1 Quality defects reduced to zero (actual quantities)
The number of quality defects reduced to zero is the number of specific quality defects that
are eliminated during a defined period.

5.3.6 Education and training to develop skill and knowledge

5.3.6.1 Number of participants in in-house training (number of people)
The number of participants in in-house training is the total number of people who have
received in-house training.
5.3.6.2 Number of participants in external training (number of people)

The number of participants in external training is the total number of people who have
received external training.
5.3.6.3 Number of one-point lesson training (actual quantities)

The number of one-point lessons training is the number of training using one-point lesson
training.
5.3.6.4 Number of one-point lessons created (actual quantities)

The number of one-point lessons created is the number of one-point lesson documents
created.
5.3.7 Safety, health and environment

5.3.7.1 Number of near misses (actual quantities)
The number of near misses is the number of near-miss experiences recorded by employees
in their memos and is an indicator of countermeasure activities for potential non-safety
factors.
5.3.7.2 Number of indications by safety patrols (actual quantities)

The number of indications by safety patrols is the number of problems found during safety
patrols.
5.3.8 Early management
5.3.8.1 Number of developments (actual quantities)

The number of developments is the number of newly developed items of equipment.
5.3.8.2 Number of patent applications (actual quantities)

The number of patent applications is the number of patent applications filed.
5.3.8.3 Maintenance prevention (MP) information (actual quantities)

MP information is the total amount of MP information utilized and the amount of MP
information collected.

5.3.9 Improvement of the administrative and indirect departments: Man-hour

reduction (hours)
Man-hour reduction is the number of man-hours reduced by an improvement.

6 Focused improvement
6.1 General
The aim of focused improvement of TPM is to eliminate losses and increase the
effectiveness of the plant, select improvement themes and enable improvement teams.
In focused improvement activities, losses that inhibit productivity and cost reduction are
identified and analysed for causes by the improvement team. As the company develops its
TPM activities it can utilize a cost deployment system to relate losses to cost.
To address these factors, the activities identify better conditions and implement improvement
by eliminating losses through the maintenance of basic conditions, compliance with
operating conditions, and restoration of equipment that has deteriorated.
The standards are revised to maintain the ideal conditions of the equipment and processes
established by these activities.
6.2 Introduction method

6.2.1 General
A person or a team is assigned to the improvement theme of the plant, with responsibility for
implementing the improvements.
The activities are implemented in the ten steps set out in 6.2.2 to 6.2.11. At the end of each
step, the results are audited by management and relevant people before the next step
begins.
6.2.2 Step 1: Select model equipment

In this step a line, process or equipment is selected as a model using one of the following
three perspectives:
1) those with large losses;
2) those with a large effect of horizontal replication; and
3) those that are targeted by AM pillar.
6.2.3 Step 2: Organize project team(s)

In this step the project is assigned to a cross-functional team.
6.2.4 Step 3: Clarify current losses

In this step the team clarify loss data for the model line, process or equipment.
6.2.5 Step 4: Set improvement theme and goal

Based on the loss analysis, an improvement theme and target are set by the team.
6.2.6 Step 5: Map out improvement plan

A plan is prepared for problem analysis and implementation of countermeasures.

6.2.7 Step 6: Implement analysis and plan countermeasures

Various analysis techniques are used to understand the situation and develop an
improvement plan.
6.2.8 Step 7: Implement improvement

Countermeasures are implemented.
6.2.9 Step 8: Confirm effects

Effects on losses are confirmed for each improvement activity.
6.2.10 Step 9: Measures to prevent recurrence

Standards are revised to reflect the improvement activity and training given as necessary.
6.2.11 Step 10: Horizontal replication

Improvements are replicated on similar lines, processes and equipment and the next model
equipment is selected.

7 Autonomous maintenance
7.1 General
The aim of autonomous maintenance is to reduce losses in production, which requires that
workers in the manufacturing department maintain the equipment they use and that they
clean, inspect, lubricate and find abnormalities, replace parts and repair the equipment they
handle.
In autonomous maintenance activities, a worker or work group is assigned to each piece of
equipment or line to perform maintenance activities such as cleaning, inspecting, and
lubricating and retightening. Therefore, workers are provided with the basic knowledge about
equipment and the skills (including qualifications) necessary for autonomous maintenance
and safety. Workers maintain normal conditions and stable operation of equipment by
detecting problems and conducting daily inspections of the equipment they are responsible
for. By doing so, they can prevent failures and minor stoppages. As a result, the basic
conditions for zero loss, such as the elimination of losses due to equipment failure and the
elimination of quality losses by maintaining operating conditions, can be maintained.

7.2.1 General
Each piece of equipment or line in the plant is assigned a worker or work group to be
responsible for carrying out maintenance and inspecting the equipment. Activities are
implemented in the seven steps set out in 7.2.2 to 7.2.8 for each piece of equipment or line.
At the end of each step, the results are audited by management and relevant people before
the next step begins. Workers are trained on the next step.
7.2.2 Step 1: Initial cleaning and inspecting

This step involves first disposing of unused items around the equipment, organizing and
cleaning up the jigs and tools, and removing all the dirt and debris from the equipment,
thereby revealing any equipment abnormalities. Tags are attached to the abnormalities and
assigned to operators or maintenance to resolve. In preparation for the next step, difficult to
access areas and sources of contamination are identified and a provisional cleaning and
inspection standard developed.
7.2.3 Step 2: Countermeasures for sources and difficult areas

The sources of dirt, debris and leakage are addressed, and difficult to access areas
examined and improvements made. This enables cleaning and inspection time to be
reduced. A lubrication map of the equipment is created.
7.2.4 Step 3: Preparation of provisional standards

Standards (provisional standards) are developed for cleaning, inspecting and lubricating to
maintain the equipment in its restored condition.
7.2.5 Step 4: General inspection

In this step, workers are educated to understand the structure, function and operating
principles of the equipment and to develop an inspection manual and carry out an overall
inspection to identify potential abnormalities. Specifically, based on the equipment, the team
receives basic training on machine elements, lubrication, pneumatics, hydraulics, electricity,

drive, equipment safety and processing conditions, and inspects each item, identifying
abnormalities and attaching tags. The intention is to restore equipment exhibiting
deterioration, then to improve the provisional standards developed in step 3 and revise
inspection standards.
By completing this step, the restoration of the equipment is complete and a standard for
maintaining its operating condition is created. As a result, the expectation is that there will be
no more equipment failures or minor stoppages due to inadequate routine inspections.
7.2.6 Step 5: Autonomous inspection

The restored condition of the equipment is further improved to increase its reliability.
Cleaning, lubricating and overall inspecting standards are comprehensively reviewed and
systematized. An efficient and zero-error system for daily inspection activities and
autonomous maintenance standards are created.
Particularly from the perspective of zero defects, items related to quality, such as inspections
of operating conditions, are reflected in the autonomous maintenance standards.
7.2.7 Step 6: Standardization

Up until step 5, the standards have been developed with a focus on equipment and daily
inspections, but in step 6 the goal is to ensure the maintenance of equipment and expand
the standards to include related operation around equipment to reduce losses. Focusing on
workers’ operation and set-up operation it reduces work wastage, unsafe work and high-load
operation, and improves jigs, tools and measuring tools to reduce overall losses. Operation
standards and inspection standards are revised to ensure standardization.
7.2.8 Step 7: Autonomous management

Step 7 involves maintaining previous activities and continuing to implement improvements to
equipment, workers and the workplace. The standards toward zero loss are autonomously
developed and revised in response to changes in products, equipment and processing
conditions.
8 Planned maintenance
8.1 General
The aim of planned maintenance is to establish an equipment maintenance system
promoting zero failures, and to create and implement plans to improve the reliability and
maintainability of equipment. Planned maintenance can reduce the total cost of equipment
itself (initial costs), maintenance costs such as equipment maintenance (running costs), and
losses due to equipment deterioration during the life cycle of the equipment (from equipment
design and manufacturing to operation and maintenance).
There are, therefore, two major categories of activities in planned maintenance. The first is
improving the reliability of the equipment, reducing the frequency of equipment failures and
extending the planned maintenance cycle as much as possible. The other activity is to
improve the maintainability of equipment, reducing the time to restore equipment when it
fails and reducing the time spent on planned maintenance.


8.2.1 General
A group is assigned to be responsible for each item of equipment and to carry out the
necessary maintenance activities. Activities are implemented in the seven steps set out in
8.2.2 to 8.2.8. At the end of each step, the results are audited by management and relevant
people before the next step begins.
Planned maintenance activities are difficult to implement when minor stoppages are frequent
due to a lack of routine inspections and lubrication. Therefore, the introduction of planned
maintenance activities should be coordinated with autonomous maintenance activities (see
Clause 7).
8.2.2 Step 1: Recognition of the difference between basic conditions and the present
state
In this step, the function, structure and operating principles of the equipment are understood,
the equipment condition is assessed and the failure factors of the equipment are identified
as basic conditions neglected, operating conditions not followed, deterioration unchecked,
inadequate skills and inherent design weakness.
8.2.3 Step 2: Improvement of the difference between basic conditions and the present
state
In this step, equipment is restored to optimum condition. The failure factors identified in
step 1 are improved, and the cleaning of equipment, and appropriate lubrication and other
tasks may be transferred to autonomous maintenance.
8.2.4 Step 3: Preparation of standards

Standards are prepared to maintain the results of step 2. Specifically, the inspection criteria
are revised based on the failure factors identified in step 1 and the improvements made in
step 2. In addition, the results of the work carried out in accordance with the revised
inspection standards are documented.
8.2.5 Step 4: Extension of equipment life

Steps 1 to 3 reduce the forced deterioration of equipment. In step 4, corrective maintenance
(improvement of equipment and maintenance methods) is implemented to extend the life of
the equipment and measures are adopted to resolve defects in the equipment. Specifically, a
periodic maintenance inspection plan (maintenance calendar) is prepared, the factors of
equipment failure are classified into reliability, maintainability, operability, safety, etc., and
corrective maintenance is carried out.
8.2.6 Step 5: Improvement of inspection and maintenance effectiveness

The standards prepared during step 3 are revised to improve the effectiveness of the
inspection and maintenance work. To ensure that preventive maintenance is carried out and
the number of maintenance man-hours is reduced, methods are identified and implemented
for detecting signs of deterioration, quantifying the deterioration measurements, reducing
and consolidating inspection items, improving the reduction of maintenance time, and
reviewing the maintenance inspection plan (maintenance calendar).

NOTE Deterioration here refers to natural deterioration and function decline. This is distinct from forced
deterioration.
8.2.7 Step 6: Overall equipment diagnosis

The first five steps primarily address forced deterioration. Step 6 addresses events that do
not lead to equipment stoppage, but do not satisfy production conditions due to deterioration
of equipment function, e.g. an event where quality requirements cannot be met due to
functional deterioration of the equipment. The mechanisms underlying quality defects are
investigated in relation to the equipment specification and functional deterioration of the
equipment, and the equipment and maintenance methods are improved. The results of these
improvements are reviewed, and the inspection and maintenance standards revised so that
they can be maintained.
8.2.8 Step 7: Equipment optimization

In step 7, predictive maintenance activities are carried out with the aim of extending the
service life of equipment. Equipment diagnosis technology is used to detect early signs of
abnormality and predict the state of deterioration of the equipment, and a self-diagnostic
function is added to the equipment.

9 Quality maintenance
9.1 General
The aim of quality maintenance is to provide equipment that can continuously produce
non-defective products, maintain the 3M (Material, Machine, Method) conditions for
non-defective products within the standard, and anticipate quality defects and implement
countermeasures. The fourth M, “Man”, is maintained by the activities in the ET pillar.
Quality maintenance activities primarily involve identifying and maintaining the 3M conditions
that affect quality. For this purpose, the relationship between quality and equipment
condition is clarified, and control points identified. The quality department, maintenance
department and production department work together to prevent quality defects caused by
equipment and processing conditions.

9.2.1 General
A group is assigned to be responsible for each item of product and to carry out the
necessary maintenance activities. Activities are implemented in the ten steps set out in 9.2.2
to 9.2.11. At the end of each step, the results are audited by management and relevant
people before the next step begins. Through this, the quality is restored, and the workers are
educated.
9.2.2 Step 1: Confirmation of present status

In this step, the present status in the plant is surveyed by, for example, stratifying defect
generation status and phenomena. The goal and plan of the activity are then set.
9.2.3 Step 2: Survey processes which generate defects

In this step, a QA (quality assurance) matrix to analyse the relationship between the
processes and defect modes is prepared. Survey and analysis are also made to determine
which processes generate defects that reduce quality and which unit processes generate
defects in case equipment or method conditions of some unit processes fail.
9.2.4 Step 3: Survey and analyse 3M conditions

In this step, surveys are made as to which materials, equipment, methods or inspections
eliminate defect modes for each process in the QA matrix by examining drawings,
standards, products and equipment using the 3M conditions.
9.2.5 Step 4: Implementation of the primary measures

In this step, abnormality of the 3M conditions identified in step 3 are listed for each unit
process, and studied, and primary measures are implemented. Measures that cannot be
implemented in this step are implemented in step 5 or later.
9.2.6 Step 5: Analysis for the non-defective conditions

In this step, the remaining essential problems in step 4 are analysed using techniques such
as P-M analysis, failure mode and effects analysis (FMEA) and Design of Experiments.

9.2.7 Step 6: Implementation of countermeasure for essential problems

In this step, countermeasures for essential problems analysed in step 5 are implemented,
and the results of implementation are evaluated within a certain time if quality characteristics
designed are satisfied.
9.2.8 Step 7: Improve 3M conditions

In this step, standards and 3M conditions obtained in step 3 are re-examined.
9.2.9 Step 8: Improve and simplify inspection method

In this step, all the 3M conditions set in step 7 are selected. This step investigates the
measurement method that can be inspected in the process and implements a standard as a
quality control point.
9.2.10 Step 9: Revise QM matrix

In this step, to check all inspected items, the relationship between quality characteristics and
inspection items of equipment for maintaining quality are summarized in a QM matrix.
9.2.11 Step 10: Maintain standard and trend control

In this step, a check is made as to whether conditions for each factor set to preclude defects
are maintained and to control fluctuation degrees trends. The component(s) which causes
quality defects if the standard values deviate is identified and a display is put on the
component(s) as a quality control point (Q component).
10 Education and training to develop skill and knowledge

10.1 General
Education and training to develop skill and knowledge provides the human resources
needed for implementing TPM to achieve zero loss by educating workers on the basic
structure of equipment, improvement methods for problem solving, safety, etc., and
evaluating their own skills and knowledge.
This includes training on safety, production and equipment maintenance, finding defects,
and standards and methods for implementing improvements.
Education and training plans are prepared, and educational materials and in-house
instructors provided. Each education and training plan should be prepared in line with the
progress of autonomous maintenance, quality maintenance and planned maintenance. At
the same time, regarding job tasks, job titles and job classifications, the level of knowledge,
skills, techniques, qualifications and morale required to perform the work in line with
technological advances are clarified. This establishes an education and training system that
takes individual skill development and education and training plans into account.

10.2.1 General
The five steps set out in 10.2.2 to 10.2.6 are implemented. At the end of each step, the
results are audited by management and relevant people before the next step begins.

10.2.2 Step 1: Setting of policies and priority and survey of the status
In this step, the knowledge required for each piece of equipment or operation is clarified, and
based on this, the current state of skill level improvement and training for each position and
worker in the organization is investigated. Any issues are resolved and a “basic policy” and
“priority measures” are established for education and training.
10.2.3 Step 2: Establishment of education and training system

In this step, a training system is established to provide each position and worker in the
organization with education and training appropriate to their positions in the organization.
10.2.4 Step 3: Implementation of education and training

In this step, the worker skills are developed as follows.
a) Set up an educational curriculum
Based on the organization’s equipment, decide on the training curriculum by considering
each worker’s improvement ability target, the content of training and the time of training.
b) Prepare lesson plans and materials
Prepare lesson plans, practical skills and lectures or discussions for each subject, the
materials necessary for practising practical skills, and in-house textbooks for self-study.
c) Implement education
The training follows a lesson plan with an emphasis on practical skills. The trainees
attend a one-point lesson for each unit, which is tailored to their workplace and based on
the results of the training. The trainees return to their workplaces and communicate the
results of the training. One-point lessons can be effective for training when they
summarize problems and provide examples of improvement.
10.2.5 Step 4: Establishment of a capability development system

This step involves conducting individualized skills assessment and creating development
plans. After the training up to step 3 has been completed, a long-term development direction
(policy) is created that relates skills and individual competence in performing the job to
training methods, and a system is implemented to maintain and improve competence.
10.2.6 Step 5: Activity evaluation

This final step is to evaluate the activities to date and assess how the skills required for each
job and job class have been developed for each worker.

11 Safety, health, and environment

11.1 General
The aim of the safety, health and environment pillar is to analyse the possibility of accidents,
noise, heavy work and pollution in the plant and prevent their occurrence, as well as to
improve equipment and provide safety training with the objectives of achieving zero
accidents, a safe and comfortable work environment and zero pollution.
Safety and health activities seek to:
a) reduce losses due to machine and operation stoppage by pursuing safe work and
equipment operation to achieve zero accidents;
b) identify and assess potential hazards in the workplace, and eliminate or mitigate them by
taking health and safety measures; and
c) prevent occupational illnesses among employees, thereby creating a safer and healthier
workplace and eliminating losses due to absence from work.
Environmental activities are intended to reduce energy and material losses in factories and
thereby reduce risks to the global environment, such as environmental pollution and
excessive energy use due to plant operations.
Safety activities build on the analysis of past accidents and incidents to improve equipment
and prevent accidents. In addition, they prevent accidents by identifying events that are likely
to occur (near-miss incidents). Health activities are conducted to improve the working
environment to prevent injuries and illnesses caused by work (heavy muscle work, noise,
dust in the plant, etc.) and to prevent the risk of injury and illness. In addition, activities are
implemented to reduce the risk of polluting the global environment, contribute to reducing
energy consumption and increase the recycling of waste materials by eliminating energy and
material loss.

Safety, health and environment activities promote activities to prevent accidents and
incidents and can be implemented through compliance with related standards
[e.g. ISO 14001, ISO 45001 (OHSAS 18001), ISO 12100 (JIS B9700)].

12 Early management
12.1 General
The aim of early management is to develop equipment for zero failures, zero defects and
lowest life cycle cost, ensuring rapid and trouble-free commissioning of equipment (vertical
start-up). This is achieved by:
a) accumulating and analysing maintenance information when dealing with problems that
occurred in the past;
b) utilizing the analysis in process and equipment design;
c) identifying and resolving potential issues in the design phase; and
d) utilizing design gate reviews to ensure issues are resolved before proceeding to the next
stage.
Vertical start-up is achieved by evaluating the maintainability, reliability, operability, safety,
etc., of equipment at the time of equipment development, preventing failures that can occur
at the time of equipment start-up.
The relationship between the development and design process, product quality, defects and
equipment conditions, etc., is analysed and the items/events to be managed are identified
and prioritized in collaboration with related parties such as the product design, process
design, equipment design/manufacturing departments, production department, maintenance
department and quality control department. During analysis, decision-making takes account
of past maintenance information, the introduction of new technology and the equipment
management methods in the life cycle.
Each development process, including design, development and installation, is reviewed not
only by designers but also by related departments, such as production and maintenance, to
solve problems in advance. This reduces the time required for equipment installation and
post-installation start-up, as well as reducing the loss of production inspection and
maintenance activities.
Early management can also include early product management when developing new
products.
12.2.1 General
For new products and equipment, activities are implemented in the four steps set out in
12.2.2 to 12.2.5. At the end of each step, the results are audited by management and
relevant people before the next step begins.
12.2.2 Step 1: Survey and analysis of the current situation

This step involves investigating and analysing the current process of equipment
development to understand it, such as examining the occurrence of problems and the results
of countermeasures during trial manufacturing, commissioning, and the initial flow phase.
12.2.3 Step 2: Improving the early management workflow

This step involves improving the process for equipment development, setting up a gate
review process, and establishing and revising various standards and forms.

12.2.4 Step 3: Implementation of early management

In accordance with the development phase created in step 2, early management is
implemented using various standards and forms and conducting a design review at each
phase to identify problems and make improvements before the equipment is completed.
12.2.5 Step 4: Evaluation of early management

This step involves reviewing the performance of the revised early management
process (step 3) and making further improvements to the process.

13 Improvement of the administrative and indirect departments

13.1 General
Improvement of the administrative and indirect departments enhances the effectiveness of
operations related to supply chain management, such as production planning, shipping and
procurement, other than works by the manufacturing and maintenance departments, and
reduces losses caused by information transmission and duplication of operations.
Focused improvement, autonomous maintenance, education and training, creation of work
systems, and confirmation of results are implemented at each step.

13.2.1 General
The five steps set out in 13.2.2 to 13.2.6 are implemented. At the end of each step, the
results are audited by management and relevant people before the next step begins. The
relevant indirect operations are then sequentially expanded.
13.2.2 Step 1: Implementing 5S (Sort, Set in order, Shine, Standardize and Sustain) in
the office
Step 1 involves reviewing the stationery, documents and papers in the office, disposing of
unneeded items, and organizing them so that workers can quickly access what they need.
Folders, documents, etc., stored on computers are organized at the same time, and
standards are created for their maintenance.
13.2.3 Step 2: Improving workflow

Step 2 involves reviewing the workflow, investigating the actual conditions of duplicate work
and tasks that are waiting to be processed, and identifying problems. Vouchers and
documents are formalized to reduce unnecessary work and documents and to simplify
operations.
13.2.4 Step 3: Reviewing the work time

In step 3, based on the results of step 2, the work time for each task is reviewed and
potential time savings are identified.
13.2.5 Step 4: Standardization

In step 4, the operations manual is revised and standardized based on the results of the
previous steps.
13.2.6 Step 5: Maintenance

In Step 5, the results of previous steps are reviewed, and a standards-based work system is
maintained.

14 Relationship between each pillar and KPIs and KAIs

14.1 General
To understand the status of activities in each pillar of TPM, it is necessary to use the KPIs
and KAIs described in Clause 5 for each pillar. A relationship between each pillar and KPIs
and KAIs is indicated by the ticks in Table 1.
14.2 Use of KPIs and KAIs in each pillar

To represent the activities in each pillar, several of the relevant KAIs and KPIs should be
selected with reference to Table 1. In addition, other KPIs and KAIs can be set with clear
definitions, taking account of the situation of the plant where TPM is applied and the
production methods.
For FI, however, the relevant KPIs and KAIs will differ depending on the improvement
theme, so they should be set appropriately.
Each pillar should continuously measure the selected KPIs and KAIs and set the target
values to be achieved. The KPIs and KAIs that achieve the target values should then be
assigned higher target values. For those KPIs and KAIs for which the effect of the activity
was small, and the target value was not achieved, the problem should be clarified, and the
improvement activity should be repeated.
15 Evaluation of TPM milestones

The results of TPM activities should be linked to results that are evaluated using KPIs and
KAIs. In addition to regularly conducting the evaluation in-house, external evaluation
services (e.g. inspection and awards for plants, tests to assess employee knowledge) can be
used. External evaluation services can also help to identify directions for continuous
improvement in the future.

JANUARY 2022.
Table 1 – Relationship between each pillar and KPIs and KAIs

Items Units Pillars
FI A) AM PM QM TE SHE EM IAI
KPIs
OEE % ✔ ✔
Availability % ✔
Performance rate % ✔ ✔
Non-defective products rate % ✔
Number of failures actual quantities ✔ ✔ ✔
Failure downtime hours/month ✔ ✔ ✔
Failure duration rate % ✔
MTBF hours ✔
MTTR hours ✔
Number of minor stoppages actual values ✔
Number of in-process defects actual values ✔
In-process defect rate % ✔
Number of complaints/customer returns actual quantities ✔
Yield rate % ✔
First pass quality rate % ✔
Initial-flow period days or months ✔
Number of initial complaints actual quantities
Number of initial problems actual quantities ✔
Number of initial defects actual quantities ✔
Maintenance expenses rate % ✔
Loss reduction value monetary value/ ✔ ✔ ✔
defined period
Value of improvement proposals monetary value/ ✔ ✔ ✔
defined period

JANUARY 2022.

Items Units Pillars
Development time days or months ✔
On-time in full % ✔
On-time delivery rate % ✔
Lead time days, hours, etc. ✔
Inventory days days ✔
Number of days in process days ✔
Number of accidents actual quantities ✔
Accident frequency rate actual quantities/ ✔
106 hours
Accident duration rate days/hours ✔
Work hours without an accident hours ✔
Number of industrial accidents actual quantities/ ✔
month or term
TPM participation ratio % ✔
Employee satisfaction – ✔
Energy volume/defined ✔
period
Resource volume/defined ✔
period
Industrial waste monetary value or ✔
volume
Number of environmental accidents and amount actual quantities/ ✔
of pollution period
KAIs
Number of focused improvements actual quantities
Number of improvement suggestions actual quantities ✔
Autonomous maintenance activities time man-hours ✔

JANUARY 2022.

Items Units Pillars
Autonomous maintenance rate % ✔
Number of abnormalities found and restorations actual quantities ✔ ✔
Total maintenance time man-hours ✔
Planned maintenance time man-hours ✔
Preventive maintenance time man-hours ✔
Preventive maintenance rate % ✔
Corrective maintenance time man-hours ✔
In-house maintenance rate % ✔
Spare-parts storage value monetary value ✔
Number of quality defects reduced to zero actual quantities ✔
Number of participants in in-house training number of people ✔
Number of participants in external training number of people ✔
Number of one-point lesson training actual quantities ✔
Number of one-point lessons created actual quantities ✔ ✔ ✔
Number of near misses actual quantities ✔ ✔
Number of indications by safety patrols actual quantities ✔
Number of developments actual quantities ✔
Number of patent applications actual quantities ✔
Maintenance prevention (MP) information actual quantities ✔
Man-hour reduction hours ✔
A) Related KPIs in the individual improvement activities differ depending on the improvement theme, so it is necessary to select them appropriately.

Bibliography
Standards publications
For dated references, only the edition cited applies. For undated references, the latest
edition of the referenced document (including any amendments) applies.
Standards publications
ISO 12100, Safety of machinery – General principles for design – Risk assessment and risk
reduction
ISO 14001, Environmental management systems – Requirements with guidance for use
ISO 45001, Occupational health and safety management systems Requirements with
guidance for use
IATF 16949:2016, Automotive quality management system
JIS B9700, Safety of Machinery – General Principles for Design – Risk Assessment and
Risk Reduction
JIS Z 8141:2001, Glossary of terms used in production management
OHSAS 18001, Occupational health and safety management systems – Requirements1)
Further reading
JAPAN INSTITUTE OF PLANT MAINTENANCE (JIPM). TPM Glossary, Tokyo: JIPM, first
printing 2017. Second printing 2019.
JAPAN INSTITUTE OF PLANT MAINTENANCE (JIPM). Total Productive Maintenance New
Implementation Program in Fabrication and Assembly Industries [2018], Tokyo: JIPM, 2018.
TPM Awards
https://jipmglobal.com/service/tpm-awards
1) Withdrawn.

PAS-1918-2022 TPM Guild

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1 © The British Standards Institution 2021

2 © The British Standards Institution 2021

3 © The British Standards Institution 2021

4 © The British Standards Institution 2021

5 © The British Standards Institution 2021

3 Terms and definitions

3.6 mean time between failures (MTBF)

3.7 mean time to repair (MTTR)

3.8 PQCDSME classification

6 © The British Standards Institution 2021

3.9.1.1 focused improvement

3.17 maintenance prevention (MP)

7 © The British Standards Institution 2021

3.19 quality maintenance (QM) matrix

8 © The British Standards Institution 2021

9 © The British Standards Institution 2021

Figure 1 – Eight pillars of TPM

10 © The British Standards Institution 2021

Figure 2 – Loss structure in production activities (sixteen major losses)

11 © The British Standards Institution 2021

4.3.2.4 Cutting-blade/tool change losses

12 © The British Standards Institution 2021

4.3.2.14 Measuring and adjustment losses

Figure 3 – Loss structure in plant activities (eight major losses)

4.3.3.2 Shutdown losses

13 © The British Standards Institution 2021

4.3.3.4 Equipment/machinery failure losses

14 © The British Standards Institution 2021

5 Key performance indicators (KPIs) and key activity indicators (KAIs)

OEE = Availability × Performance rate × Non-defective products rate

5.2.2.2 Availability (%)

(Loading time – Downtime) / Loading time × 100

15 © The British Standards Institution 2021

5.2.2.3 Performance rate (%)

(Output x Standard cycle time)/ Operating time

5.2.2.4 Non-defective products rate (%)

(No. of input parts – No. of defective parts) / No. of input parts

5.2.2.5 Number of failures (actual quantities)

5.2.2.6 Failure downtime (hours/defined period)

5.2.2.7 Failure duration rate (%)

Total failure downtime / Total loading time × 100

5.2.2.8 MTBF (hours)

Total operating time / Total number of failures

5.2.2.9 MTTR (hours)

Total repair time / Number of repairs

16 © The British Standards Institution 2021

5.2.2.10 Number of minor stoppages (actual values)

5.2.3.2 In-process defect rate (%)

In-process defects / Quantity of production × 100

5.2.3.3 Number of complaints/customer returns (actual quantities)

5.2.3.4 Yield rate (%)

Quantity of product actually produced from batch of raw materials /

5.2.3.5 First pass quality rate (%)

Quantity of non-defective product / Production quantity × 100

17 © The British Standards Institution 2021

5.2.3.6 Initial-flow period (days or months)

5.2.3.7 Number of initial complaints (actual quantities)

5.2.3.8 Number of initial problems (actual quantities)