IMPLEMENTATION OF

TPM
Dr. Siti Rosimah, ST., MT., IPU
Minggu ke-2
What is 5S and TPM
• TPM starts with 5S.
• Problems cannot be clearly
seen when the workplace is
unorganized.
• Cleaning and organizing the
workplace helps the team to
uncover problems.
• Making problems visible is the
first step of improvement
5 Steps To Operational And Process Excellence
Type Maintenance
1. Breakdown maintenance: It means that people wait until equipment fails and repair it
2. Preventive maintenance: It is a daily maintenance ( cleaning, inspection, oiling, and
re-tightening ), designed to retain the healthy condition of equipment and prevent failure
through the prevention of deterioration, periodic inspection or equipment condition diagnosis,
to measure deterioration
• Periodic maintenance ( Time based maintenance - TBM): Time-based maintenance consists of
periodically inspecting, servicing, and cleaning equipment and replacing parts to prevent sudden
failure and process problems
• Predictive maintenance: This is a method in which the service life of important parts is predicted
based on inspection or diagnosis, in order to use the parts to the limit of their service life
2. Corrective maintenance: It improves equipment and its components to perform preventive
maintenance reliably. Equipment with design weaknesses must be redesigned to improve
reliability or maintainability
3. Maintenance prevention: It indicates the design of new equipment. Weakness of current
machines are sufficiently studied ( on-site information leading to failure prevention, easier
maintenance and prevention of defects, safety, and ease of manufacturing ) and are
incorporated before commissioning new equipment time-based
TPM
• an innovative Japanese concept
• TPM brings maintenance into focus as a necessary and vitally important
part of the business.
• Preventive maintenance is the concept wherein, operators produced goods
using machines, and the maintenance group was dedicated to the work of
maintaining those machines, however with the automation of
Nippondenso, maintenance became a problem as more maintenance
personnel were required
• the management decided that the routine maintenance of equipment
would be carried out by the operators
• Maintenance group took up only essential maintenance works
• preventive maintenance also added Autonomous maintenance done by
production operators.
• The maintenance crew went into the equipment modification to
improve the reliability
• This leads to maintenance prevention
• preventive maintenance along with Maintenance prevention and
Maintainability Improvement gave birth to Productive
maintenance
• The aim of productive maintenance was to maximize plant and
equipment effectiveness to achieve optimum life cycle cost of
production equipment and maximize plant and equipment
effectiveness
• involving the employee’s participation
• all employees took part in implementing Productive maintenance
employees
TPM Targets
• Obtain Minimum 90% OEE ( Overall Equipment Effectiveness )
• Operate in a manner, so that there are no customer complaints
• Reduce the manufacturing cost by 30%
• Achieve 100% success in delivering the goods as required by the
customer
• Maintain a accident-free environment
• Increase the suggestions by 3 times
The important of TPM
•Avoid wastage in a quickly changing economic
environment.
•Producing goods without reducing product quality.
•Reduce cost.
•Produce a low batch quantity at the earliest possible
time.
•Goods sent to the customers must be non-defective.
TQM and TPM
• The TPM program closely resembles the popular Total Quality
Management (TQM) program
• employee empowerment, benchmarking, documentation, etc. used in TQM
are used to implement and optimize TPM
• Total commitment to the program by upper-level management is required
in both programs
• Employees must be empowered to initiate corrective action
• A long-range outlook must be accepted as TPM may take a year or more to
implement and is an ongoing process.
• Changes in employee mindset toward their job responsibilities must take
place as well
The differences between TQM and TPM
TPM Targets
• Obtain Minimum 90% OEE (Overall Equipment Effectiveness)
• Run the machines even during lunch. (Lunch is for operators and not
for machines!)
• Operate in a manner, so that there are no customer complaints
• Reduce the manufacturing cost by 30%.
• Achieve 100% success in delivering the goods as required by the
customer.
• Maintain an accident free environment.
• Increase the suggestions from the workers/employees by 3 times.
Develop Multi-skilled and flexible workers.
OEE (Overall Equipment Efficiency)
• The basic measure associated with TPM
• highlights the actual "Hidden capacity" in an organization
• not an exclusive measure of how well the maintenance department
works
• Is a metric that identifies the percentage of planned production
time that is truly productive
• The design and installation of equipment as well as how it is operated
and maintained affect the OEE
• It measures both efficiency (doing things right) and effectiveness
(doing the right things) with the equipment
Component TPM Goal Type of Productivity Loss
Availability No Stops Availability takes into account Availability Loss, which includes all events that
stop planned production for an appreciable length of time (typically several
minutes or longer). Examples include Unplanned Stops (such as breakdowns and
other down events) and Planned Stops (such as changeovers).

Performance No Small Stops or Slow Performance takes into account Performance Loss, which includes all factors that
Running cause production to operate at less than the maximum possible speed when
running. Examples include both Slow Cycles, and Small Stops.

Quality No Defects Quality takes into account Quality Loss, which factors out manufactured pieces
that do not meet quality standards, including pieces that require rework.
Examples include Production Rejects and Reduced Yield on startup.

OEE Perfect Production OEE takes into account all losses (Availability Loss, Performance Loss, and Quality
Loss), resulting in a measure of truly productive manufacturing time.
OEE is a function of the three factors
• Availability or uptime (downtime: planned and unplanned, tool change, tool service, job
change, etc.): proportion of time the machine is actually available out of time it should be
available.
Availability (A) = (Planned production time – unscheduled downtime)/Planned production
time
Production time = Planned production time – Downtime
• Performance efficiency (PE) (actual vs. design capacity):
Performance (Speed) = (Cycle time x Number of products processed)/Production time
• Rate of quality output (Defects and rework): percentage of good parts out of total
produced. Sometimes called “yield”
Quality(Q) = (Number of products processed – Number of products rejected)/(Number of
products processed)
• OEE = A x PE x Q
Six Big Losses OEE Category Examples
Unplanned Stops Availability Loss Tooling Failure, Unplanned
Maintenance, Overheated
Bearing, Motor Failure
Setup and Adjustments Availability Loss Setup/Changeover, Material
Shortage, Operator Shortage,
Major Adjustment, Warm-Up
Time
Small Stops Performance Loss Component Jam, Minor
Adjustment, Sensor Blocked,
Delivery Blocked,
Cleaning/Checking
Slow Running Performance Loss Incorrect Setting, Equipment
Wear, Alignment Problem
Production Defects Quality Loss Scrap, Rework
Reduced Yield Quality Loss Scrap, Rework
Comments
There is flexibility on where to set the threshold
between an Unplanned Stop (Availability Loss)
and a Small Stop (Performance Loss).
This loss is often addressed through setup time
reduction programs such as SMED (Single-Minute
Exchange of Die).
Typically only includes stops that are less than
five minutes and that do not require maintenance
personnel.
Anything that keeps the equipment from running
at its theoretical maximum speed.
Rejects during steady-state production.
Rejects during warm-up, startup or other early
production.
OEE was developed to support TPM initiatives by accurately
tracking progress towards achieving “perfect production”

An OEE score of 100% is perfect production.

An OEE score of 85% is world-class for discrete manufacturers.
An OEE score of 60% is fairly typical for discrete manufacturers.
An OEE score of 40% is not uncommon for manufacturers without
TPM and/or lean programs.
Stages in TPM implementation
Step A - PREPARATORY STAGE
• STEP 1 - Announcement by Management to all about TPM introduction in
the organization: Proper understanding, commitment and active
involvement of the top management in needed for this step
• STEP 2 - Initial education and propaganda for TPM: Some need intensive
training and some just awareness training based on the knowledge of
employees in maintenance
• STEP 3 - Setting up TPM and departmental committees: When committees
are set up it should take care of all those needs
• STEP 4 - Establishing the TPM working system and target: Each area/work
station is benchmarked and target is fixed up for achievement
• STEP 5 - A master plan for institutionalizing: implementation leading to
institutionalizing wherein TPM becomes an organizational culture
STEP B - INTRODUCTION STAGE:
• A small get-together, which includes our suppliers and customer’s
participation, is conducted.
• Suppliers as they should know that we want quality supply from
them. People from related companies and affiliated companies who
can be our customers, sisters concerns etc. are also invited.
• Some may learn from us and some can help us and customers will get
the message from us that we care for quality output, cost and
keeping to delivery schedules.
STAGE C – IMPLEMENTATION
• In this stage eight activities are carried which are called eight pillars in
the development of TPM activity.
• These four activities are for establishing the system for production
efficiency, one for the initial control system of new products and
equipment, one for improving the efficiency of administration and
are for control of safety, and sanitation as the working environment.
STAGE D - INSTITUTIONALISING STAGE
• TPM implementation activities would have reached the maturity
stage.
• Now is the time to apply for the PM award.
TPM Plant Wide Structure
TPM EXAMPLE

Step-by-step roadmap for a simple and practical

TPM implementation
•Step One – Identify Pilot Area
•Step Two – Restore Equipment to Prime Operating
Condition
•Step Three – Start Measuring OEE
•Step Four – Address Major Losses
•Step Five – Introduce Proactive Maintenance Techniques
Identify Pilot Area
Which Equipment? Pros
Easiest to Improve ∙ Best opportunity for a “quick win”.
∙ More forgiving of limited TPM experience.
Constraint/Bottleneck ∙ Immediately increases total output.
∙ Provides fastest payback.
Most Problematic ∙ Improving this equipment will be
well-supported by operators.
∙ Solving well-known problems will
strengthen support for the TPM project.
Cons
∙ Less payback than improving constraint
equipment.
∙ Does not “test” the TPM process as
strongly as the other options.
∙ Working on a critical asset as a trial project
is a higher risk option.
∙ May result in equipment being offline
more than desired as it is improved.
∙ Less payback than improving constraint
equipment.
∙ Unsolved problems are often unsolved for
a reason – it may be challenging to get
good results.
Restore Equipment to Prime Operating Condition
Item Description
Photograph Take photographs that capture the initial state of the equipment and post them on
the project board.
Clear Area Clear the area of debris, unused tools and components, and any other items that
are not needed.
Organize Organize remaining tools and components onto shadow boards (boards containing
outlines as visual cues).
Clean Up Thoroughly clean the equipment and surrounding area (including residue from any
leaks or spills).
Photograph Take photographs that capture the improved state of the equipment and post them
on the project board.
Checklist Create a simple 5S checklist for the area (creating Standardized Work for the 5S
process).
Audit Schedule a periodic audit (first daily, then weekly) to verify that the 5S checklist is
being followed. During the audit, update the checklist as needed to keep it current
and relevant. Keep audits positive and motivational (treat them as a training
 Autonomous Maintenance program should be initiated
Item Description
Inspection Points Identify and document key inspection points (all wear parts should be included). Consider creating a map of
inspection points as a visual aid.
Visibility Replace opaque guarding with transparent guarding in cases where inspection points are obscured (where
feasible and safe to do so).
Set Points Identify and document all set points and their associated settings. Consider indicating settings directly on the
equipment as a visual aid for inspection and auditing.
Lubrication Points Identify and document all lubrication points. Schedule lubrication to occur during changeovers or other planned
stops (in other words, avoid creating new sources of unplanned stop time). Consider externalizing lubrication
points that are difficult to access or that require stopping the equipment (where feasible and safe to do so).

Operator Training Train operators to bring any anomalies or emerging conditions to the attention of the line supervisor.

Create Checklist Create a simple Autonomous Maintenance checklist for all inspection, set point, lubrication, and other
operator-controlled maintenance tasks (creating Standardized Work for the Autonomous Maintenance process).

Audit Schedule a periodic audit (first daily, then weekly) to verify that the Autonomous Maintenance checklist is being
followed. During the audit, update the checklist as needed to keep it current and relevant. Keep audits positive
and motivational (treat them as a training exercise).
Start Measuring OEE
Address Major Losses
Item Description
Select Loss Based on equipment-specific OEE and stop time data, select one major loss to address. In most
cases, the major loss that is selected should be the largest source of unplanned stop time.
Create Team Create a cross-functional team to address the problem. This team should include four to six
employees (operators, maintenance personnel, and supervisors) with the best equipment
knowledge and experience…and that are likely to work well together.
Collect Information Collect detailed information on symptoms of the problem, including observations, physical evidence,
and photographic evidence. Consider using an Ishikawa (fishbone) diagram at the equipment to
collect observations.
Organize Organize a structured problem solving session to: a) identify probable causes of the problem, b)
evaluate probable causes against the gathered information, and c) identify the most effective fixes.

Schedule Schedule planned stop time to implement the proposed fixes. If there is an existing change control
process, be sure to utilize that process when implementing fixes.
Restart Restart production and determine the effectiveness of the fixes over an appropriate time period. If
sufficiently effective, document any changes to procedures and move on to the next major loss.
Otherwise, collect additional information and organize another structured problem solving session.
Introduce Proactive Maintenance Techniques:
identify all components that are candidates for proactive maintenance

Item Description
Components that Identify and document all components that undergo wear
Wear (these should have been established as inspection points
in Step Two). Consider replacing wear components with
low-wear or no-wear versions.
Components that Identify and document all components that are known to
Fail regularly fail.

Stress Points Consider utilizing thermography and/or vibration analysis

to provide additional insights as to equipment stress
points.
Introduce Proactive Maintenance Techniques:
establish initial proactive maintenance intervals

Item Description
Wear Based For wear components, establish the current wear level and a baseline
replacement interval (in some cases replacement may be triggered early by
an Autonomous Maintenance inspection as established in Step Two).

Predicted Failure Based
Time Based
For failure-prone components, establish a baseline (predicted) failure
interval.
Create a baseline Planned Maintenance Schedule that schedules proactive
replacement of all wear and failure-prone components. Consider using “Run
Time” rather than “Calendar Time” as the interval time base.

Work Order Based Create a standard process for generating Work Orders based on the Planned
Maintenance Schedule.
Introduce Proactive Maintenance Techniques:
create a feedback system for optimizing the maintenance intervals

Item Description
Component Log Create a Component Log sheet for each wear and failure-prone component.
Record every instance of replacement, along with information about the
component condition at the time of replacement (e.g., wear amount,
“component failed”, “no observable issues”, etc.).
Monthly Audit Perform a monthly Planned Maintenance audit: a) verify that the Planned
Maintenance Schedule is being followed, b) verify that the Component Log
sheets are being maintained, and c) review all new entries in the
Component Log and adjust maintenance intervals where appropriate. Keep
audits positive and motivational (treat them as a training exercise).
Maintenance Interval Anytime there is an unscheduled component replacement, consider
Adjustments adjusting the maintenance interval. If the component is not on the Planned
Maintenance Schedule, consider adding it.
Component Analysis Consider plotting data over time from thermography and vibration analysis
to expose emerging problems and issues.
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