COEP Technological University, Pune

Manufacturing Philosophy

Total Productive Maintenance

Submitted By-
Kussumanjali Nirmal 112010086
Siddhesh Padate 112010088
Jaya Nandeshwar 112011016

Under Guidance of

Dr. M. P. Khond

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Table of Contents:
Page No.
Title Page 1
Table of Contents 3
CHAPTER 3: TOTAL PRODUCTIVE MAINTENANCE 5
3.1. Introduction 5
3.2. Strategies of Maintenance 5
3.3. What is Total productive Maintenace (TPM)? 6
3.4. Aim of TPM 7
3.5. History of TPM 7
3.6. Comparison between TPM, TQM and JIT. 8
3.7. Measures of Maintenance Performance 9
3.8. Overall Equipment Effectiveness 10
3.9. Pillars of Total productive maintenance 11
3.9.1. Pillar 1- Kobetsu Kaizen (Focused Improvement) 12
3.9.2. Pillar 2- Planned Maintenance 13
3.9.3. Pillar 3- Jishu Hozen (Autonomous Maintenance) 14
3.9.4. Pillar 4- Safety and Hygiene 15
3.9.5. Pillar 5- Education and Training 16
3.9.6. Pillar 6- Equipment design, process, fabrication for easy maintenance. 17
3.9.7. Pillar 7- Office Administration 18
3.10. Steps To Implement TPM 19
3.10.1 Step One: Identify Pilot Area 19
3.10.2 Step Two: Restore Equipment to Prime Operating Condition 21
3.10.3 Step Three: Measure OEE 23
3.10.4 Step Four: Address Major Losses 29
3.10.5 Step Five: Introduce Proactive Maintenance Techniques 31
3.11. Additional TPM Activities 33
3.12. Sustaining the Improvement Achieved with Total Productive 34
Maintenance (TPM)

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3.13. Total Productive Maintenance: A Case Study 35
3.14. Question Bank 35
References 36

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CHAPTER 3: TOTAL PRODUCTIVE MAINTENANCE
3.1. Introduction

In today’s industrial scenario huge losses/wastage occur in the manufacturing shop floor. This
waste is due to operators, maintenance personal, process, tooling problems and non-availability of
components in time etc. Other forms of waste include idle machines, idle manpower, break down
machine, rejected parts etc are all examples of waste. The quality related waste are of significant
importance as they matter the company in terms of time, material and the hard earned reputation
of the company. There are also other invisible wastes like operating the machines below the rated
speed, startup loss, breakdown of the machines. Zero oriented concepts such as zero tolerance for
waste, defects, break down and zero accidents are becoming a pre-requisite in the manufacturing
and assembly industry. In this situation, a revolutionary concept of TPM has been adopted in many
industries across the world to address the above said problems.

Maintenance is the heart of industrial operations, encompassing a diverse array of activities aimed
at preserving and optimizing equipment, machinery, and facilities. It involves routine inspections,
repairs, and proactive measures to ensure operational continuity and efficiency. Maintenance
serves multiple goals, including keeping equipment operational, minimizing downtime, and
extending its lifespan. It ensures uninterrupted production by proactively addressing potential
failures, complies with safety regulations to protect personnel and assets, and optimizes costs by
prioritizing tasks based on operational needs and risks.

3.2. Strategies of Maintenance

1. Breakdown maintenance:
In this type of maintenance, no care is taken for the machine, until equipment fails. Repair is
then undertaken. This type of maintenance could be used when the equipment failure does not
significantly affect the operation or production or generate any significant loss other than
repair cost. However, an important aspect is that the failure of a component from a big machine
may be injurious to the operator. Hence breakdown maintenance should be avoided. [1]

2. Preventive maintenance:
It is a daily maintenance (cleaning, inspection, oiling, and re-tightening), design to retain the
healthy condition of equipment and prevent failure through the prevention of deterioration,
periodic inspection or equipment condition diagnosis, to measure deterioration. Just like
human life is extended by preventive medicine, the equipment service life can be prolonged
by doing preventive maintenance.

3. 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. E.g. Replacement of
coolant or oil every 15 days.

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4. Predictive maintenance:
This is a method in which the service life of important part is predicted based on inspection
or diagnosis, to use the parts to the limit of their service life. Compared to periodic
maintenance, predictive maintenance is condition-based maintenance. It manages trend
values, by measuring and analysing data about deterioration and employs a surveillance
system, designed to monitor conditions through an on-line system. E.g. Replacement of
coolant or oil, if there is a change in colour. Change in colour indicates the deteriorating
condition of the oil. As this is a condition-based maintenance, the oil or coolant is replaced.[1]

5. Corrective maintenance:
It improves equipment and its components so that preventive maintenance can be carried out
reliably. Equipment with design weakness must be redesigned to improve reliability or
improving maintainability. This happens at the equipment user level. E.g. Installing a guard,
to prevent the burrs falling in the coolant tank.

6. Maintenance prevention:
This program indicates the design of new equipment. Weakness of current machines is
sufficiently studied (on site information leading to failure prevention, easier maintenance and
prevents of defects, safety and ease of manufacturing). The observations and the study made
are shared with the equipment manufacturer and necessary changes are made in the design of
new machine.[1]

3.3. What is Total productive Maintenace (TPM)?

It can be considered as the medical science of machines. Total Productive Maintenance (TPM) is
a maintenance program, which involves a newly defined concept for maintaining plants and
equipment. The goal of the TPM program is to markedly increase production while, at the same
time, increasing employee morale and job satisfaction.

Total productive maintenance (TPM) is a strategy that operates according to the idea that everyone
in a facility should participate in maintenance, rather than just the maintenance team. This
approach uses the skills of all employees and seeks to incorporate maintenance into the everyday
performance of a facility.

Total: In the context of TPM, “total” signifies a comprehensive and holistic approach that
encompasses all aspects of maintenance, production, and operations within an organization. It
implies that TPM involves the active involvement and commitment of all stakeholders, from
frontline workers to senior management, across all levels and departments.

Productive: The term “productive” emphasizes the goal of TPM, which is to enhance productivity
and efficiency throughout the organization. It signifies a focus on maximizing the output of
production processes while minimizing waste, downtime, and inefficiencies. Productivity

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improvements are achieved through optimized equipment performance, streamlined processes,
and empowered employees.

Maintenance: TPM is still rooted in the concept of maintenance, but it goes beyond traditional
approaches by integrating maintenance activities with production processes. Maintenance in the
context of TPM involves not only repairing equipment after breakdowns but also implementing
proactive strategies to prevent failures, optimize performance, and prolong asset lifespan. It
encompasses a wide range of activities, including preventive maintenance, predictive maintenance,
and reliability-centered maintenance.

3.4. Aim of TPM

TPM brings maintenance into focus as a necessary and vitally important part of the business. It is
no longer regarded as a non-profit activity. Downtime for maintenance is scheduled as a part of
the manufacturing day and, in some cases, as an integral part of the manufacturing process.

The goal of TPM is as follows:

1. Bring emergency and unscheduled maintenance to a minimum.

2. Maximize equipment uptime and availability.
3. Optimize equipment performance and efficiency.
4. Empower employees at all levels to participate in maintenance and improvement activities.
5. Induce continuous improvement and innovation.
6. Identify and eliminate sources of waste, inefficiencies, and losses within production processes.
7. Reduce defects to improve product quality.
8. Drive ongoing improvements through small, incremental changes (Kaizen).

3.5. History of TPM

The TPM concept was introduced by an automotive components producer Nippon Denso (today
“Denso”), the second-biggest member of the Toyota Group. In the 1960s, they were the first to
implement preventive maintenance - a regular machine upkeep effort by specialized workers. But
as they observed the growth in automation across their plants, they recognized the need to address
upkeep more sustainably. Hence, Nippon Denso turned to train the machine operators to perform
maintenance themselves (autonomous maintenance), cutting down costs and minimizing
downtime.

Thus, together with the introduction of maintenance prevention, work on error-proofing the
machines - Nippon Denso has created productive maintenance, later renamed TPM, centred around
all employees working together towards machine conservation and keeping high-quality
production flowing. Their implementation of it has become a baseline for other companies.[9]

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3.6. Comparison between TPM, TQM and JIT.

TQM, JIT and TPM have similar fundamental goals of continuous improvement and waste
reduction. The three together form a comprehensive and consistent set
of manufacturing practices directed towards improved performance. Therefore, manufacturing
plants are likely to combine the implementation of TQM, JIT, and TPM practices.

Total Quality management: TQM is a manufacturing program aimed at continuously improving

and sustaining quality products and processes by capitalizing on the involvement of management,
workforce, suppliers, and customers, to meet or exceed customer expectations. Quality
management stress the importance of cross-functional product design and systematic process
management. It emphasize the importance of management commitment and a well-established
strategy.

Just-in- Time: JIT is a manufacturing program with the primary goal of continuously reducing and
ultimately eliminating all forms of waste. Two major forms of waste : work-in-process inventory
and unnecessary delays in flow time , can be addressed through the implementation of JIT
practices, such as set-up time reduction for example.

Total Productive Maintenance: TPM is a manufacturing program designed primarily to maximize

equipment effectiveness throughout its entire life through the participation and motivation of the
entire work force.

Just-In-Time (JIT) Total Quality Total Productive

Aim JIT focuses on being
efficient and reducing
waste.
Employee JIT wants everyone to
Involvement work together as a team.
Preventive JIT doesn't directly involve
Maintenance preventive maintenance, as
its primary focus is on
minimizing waste and
optimizing production
flow.
Quality JIT doesn't worry too
Control much about making things
perfect.
Management (TQM) Maintenance (TPM)
TQM focuses on TPM focuses on
improving the quality keeping machines
of our products and working well to
services prevent disruptions in
production.
TQM encourages TPM involves
everyone to help everyone in keeping
make things better. machines running
smoothly.
TQM focuses on TPM is all about fixing
fixing things before machines before they
they cause trouble to break down.
ensure quality of
product.
TQM wants TPM makes sure
everything to be just things are working
right, all the time. correctly all the time.

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 Customer JIT wants to deliver things
Focus quickly and with fewer
delays.
Continuous JIT always looks for ways
Improvement to make the flow of things
or processes better.
TQM makes sure TPM ensures machines
everything meets are reliable to meet
what the customer customer demands and
wants. expectations
consistently.
TQM keeps trying to TPM always tries to
make things better all find ways to improve
the time. how machines work.

In a company, Just-In-Time (JIT) keeps things running smoothly by cutting waste and making the
most of resources. Total Quality Management (TQM) is all about making products better and
keeping customers happy. And Total Productive Maintenance (TPM), ensures that machines stay
reliable, minimizing any disruptions in operations.
Together, JIT, TQM, and TPM work like a well-oiled machine, each playing a vital role in keeping
the company running smoothly. JIT ensures wise resource use, TQM focuses on making top-notch
products, and TPM ensures smooth machine operation. This teamwork not only boosts an
organization’s efficiency but also ensures that consistently high-quality products are delivered,
keeping customers happy and coming back for more.
3.7. Measures of Maintenance Performance

Measuring maintenance performance is important to find the effectiveness of maintenance. I

requires the utilization of key performance indicators (KPIs). Common KPIs include:

1. Mean Time Between Failures (MTBF): It is the average time elapsed between consecutive
equipment failures It indicates equipment reliability and uptime. If ⁁ is the failure rate of
equipment. MTBE is 1/ ⁁. A good maintenance performance means higher values of MTBE

2. Mean Time to Repair (MTTR): It is the average duration required to restore equipment
functionality following a failure. It indicates maintenance responsiveness and efficiency. If
repair rate is µ ,MTTR is1/µ. The severity of the breakdown significantly influence the MTTR.
A good or fast maintenance performance aims to minimise MTTR.

3. Failure Rate: It is expressed as the number of failures occurring over a specific duration. It can
also be expressed as the reciprocal of the mean time between failures (MTBF). Lesser the failure
rate better is the maintenance performance.

Failure rate= Numbers of failure/Total time.

Failure rate= 1/MTBF

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4. Availability: It refers to the function of the time for which the equipment is available for
productive use. It is proportion of time machine is actually available out of time it should be
available. Availability is a useful measure for assessing maintenance effectiveness.

Availability = (Planned production time – unscheduled downtime) /Planned production time

or Availability=MTBF/ (MTBF+MTTR)

5. Equipment Downtime Percentage: The percentage of total available production time during
which equipment is non-operational due to maintenance activities or failures.

Equipment downtime percentage= (1- Availability)x100

6. Overall Equipment Effectiveness: It is a key performance indicator used to measure the

efficiency and productivity of manufacturing or production equipment. It provides a
comprehensive assessment by considering three main factors: availability, performance, and
quality.

3.8. Overall Equipment Effectiveness

The basic measure associated with Total Productive Maintenance (TPM) is the OEE. This OEE
highlights the actual "Hidden capacity" in an organization. It measures both efficiency (doing
things right) and effectiveness (doing the right things) with the equipment. It incorporates three
basic indicators of equipment performance and reliability.

Thus OEE is a function of the three factors mentioned below.

1. Availability or uptime (downtime: planned and unplanned, tool change, tool service, job change
etc.)

2. Performance efficiency (actual vs. design capacity)

3. Rate of quality output (Defects and rework) [1]

1. Availability:

Availability: It refers to the function of the time for which the equipment is available for productive
use. It is proportion of time machine is actually available out of time it should be available.
Availability is a useful measure for assessing maintenance effectiveness

Availability = (Planned production time – unscheduled downtime) /Planned production time

or Availability=MTBF/ (MTBF+MTTR)

In manufacturing, downtime directly impacts availability. Planned downtime involves scheduled

maintenance activities like routine check-ups and equipment setup. Unplanned downtime,

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however, arises unexpectedly from equipment breakdowns or material shortages, leading to
production delays.

2. Performance efficiency:

Productivity or Performance efficiency: It is loss of production volume. Net production time is the
time during which the products are actually produced. Speed losses, small stops, idling, and empty
positions in the line indicate that the line is running, but it is not providing the quantity it should.

Performance (Speed) = (Cycle time x Number of products processed)/ Production time

Cycle time is the theoretical time required for making 1 product.

Productivity is affected by reduced speed, idling, and major stoppages. Reduced speed occurs
when equipment operates below capacity due to wear or inadequate maintenance. Idling and
stoppages result from mechanical issues or material shortages, disrupting production flow and
efficiency.
3. Quality Rate:

Quality Rate: Which is percentage of good parts out of total produced. Sometimes called “yield”.
This essential to calculate as loss occurred because of Poor Quality.

Quality (Yield) = (Number of products processed – Number of products rejected)/ (Number of

products processed)

Quality is compromised by process nonconformities and scrap. Process deviations lead to .defects,
impacting product integrity. Scrap, the disposal of defective products, represents wasted resources
and affects product quality and profitability.

Overall Equipment Effectiveness (OEE): Overall Equipment effectiveness is measured as the

product of decimal equivalent of the three previous metrics using equations: availability,
Productivity and Quality rate.

OEE=Availability x Performance Efficiency x Quality Rate

3.9. Pillars of Total productive maintenance

Total productive maintenance has eight pillars that are aimed at proactively establishing reliability
of machines. It is a system that is based on a clear set of principles and structures and should not
be interpreted to be a set of tools or techniques to be applied haphazardly.One point that has to be
made here is that people are centre of this system and must be continuously trained to identify and
eliminate waste.

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 1. KOBETSU KAIZEN

TOTAL PRODUCTIVE MAINTENANCE

2. PLANNED
MAINTENANCE

3. JISHU HOZEN

4. SAFETY AND
HYGIENE

5. EDUCATION AND
TRAINING

6. EQUIPMENT
DESIGH,FABRICATION

7. OFFICE
ADMINISTRATION

Fig. Pillars of TPM

3.9.1. PILLAR 1- Kobetsu Kaizen (Focused Improvement)

Kobetsu Kaizen is one of the key pillars of Total Productive Maintenance (TPM) and is often
referred to as Focused Improvement. It is a systematic approach to continuous improvement that
focuses on identifying and eliminating losses in equipment, processes, and systems to improve
overall equipment effectiveness (OEE) and productivity.

Here are some key aspects of Kobetsu Kaizen within the context of TPM:

Loss Identification: The first step in Kobetsu Kaizen is to identify and categorize losses or wastes
in production processes. These losses can include equipment breakdowns, setup and changeover
times, minor stoppages, defects, and reduced operating speed.

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Root Cause Analysis: Once losses are identified, teams conduct root cause analysis to understand
the underlying reasons for these losses.

Loss Elimination: Based on the root cause analysis, teams develop and implement targeted
improvement actions to eliminate or reduce losses. This can involve implementing preventive
maintenance programs, improving equipment reliability,etc.

Continuous Monitoring and Review: This involves ongoing monitoring and review of performance
metrics. Teams track key performance indicators (KPIs) such as OEE, mean time between failures
(MTBF), mean time to repair (MTTR), defect rates, and production output to measure the
effectiveness of improvement efforts.

Kaizen Events: These events bring cross-functional teams together to brainstorm ideas, analyze
data, and develop action plans for rapid improvement.
Standardization and Documentation: To ensure sustainability, improved processes and best
practices identified through Kobetsu Kaizen are standardized and documented. Standard operating
procedures (SOPs), maintenance checklists, visual aids, and training materials help reinforce new
ways of working and transfer knowledge across the organization.

Example- Suppose a manufacturing plant experiences frequent breakdowns on a particular

machine, leading to significant downtime and production losses. A Kobetsu Kaizen approach
would involve analyzing the root causes of these breakdowns, such as wear and tear of critical
components, inadequate lubrication, or improper operating procedures. Based on the analysis, the
team could implement preventive maintenance schedules, train operators on proper machine
handling and maintenance tasks, install condition monitoring sensors for early fault detection, and
improve spare parts availability. These actions aim to reduce unplanned downtime and improve
overall equipment reliability.

3.9.2. PILLAR 2- PLANNED MAINTAINANCE

Planned Maintenance, also known as Scheduled Maintenance, is a proactive maintenance strategy

aimed at maximizing equipment reliability, minimizing downtime, and optimizing maintenance
resources through planned interventions.

Preventive Maintenance: Planned Maintenance involves scheduling regular inspections, servicing,

and replacement of components based on equipment manufacturer's recommendations, historical
data, and predictive maintenance techniques. This proactive approach helps prevent equipment
failures, breakdowns, and unexpected downtime.

Scheduled Inspections: Equipment is regularly inspected at predetermined intervals to detect early

signs of wear, deterioration, or potential issues. These inspections may include checking
lubrication levels, tightening bolts and fasteners, inspecting belts and chains, calibrating sensors,
and verifying safety systems.

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Spare Parts Management: Planned Maintenance includes maintaining an inventory of critical spare
parts and consumables to minimize downtime during maintenance activities.

Benefits of Planned Maintenance include:

• Increased equipment reliability and uptime

• Reduced unplanned downtime and production losses
• Extended equipment lifespan and reduced repair costs
• Improved safety and compliance with regulatory requirements
• Enhanced productivity and operational efficiency

For example: The maintenance team creates a preventive maintenance schedule for the CNC
machine based on the equipment manual, historical data, and industry best practices. The schedule
includes regular tasks such as lubrication, cleaning, inspection of critical components, and
calibration of sensors.

➢ Weekly: Lubricate ball screws, check coolant levels, inspect tool holders.
➢ Monthly: Clean filters, inspect electrical connections, calibrate spindle speed.
➢ Quarterly: Check axis alignment, perform vibration analysis, verify coolant flow rates.

3.9.3. PILLAR 3 JISHU HOZEN(AUTONOMOUS MAINTENANCE)

Jishu Hozen, also known as Autonomous Maintenance, involves empowering operators and
frontline maintenance personnel to take ownership of equipment care and maintenance tasks. The
goal of Jishu Hozen is to prevent equipment breakdowns, improve equipment reliability, and create
a proactive maintenance culture within the organization.
Benefits of Jishu Hozen (Autonomous Maintenance) include:

• Increased equipment reliability and uptime.

• Reduced breakdowns and unplanned downtime.
• Improved safety by identifying and addressing potential hazards early.
• Empowerment of operators and frontline personnel, leading to a sense of ownership and
pride in their work.
• Cost savings through proactive maintenance and optimized equipment performance.
• Creation of a culture of continuous improvement and collaboration between operators and
maintenance teams.

Maintenance skills are imparted to operators through structural training program

Raise the skills from A to D

A-Don’t know
B –know

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 C -can teach

D –Can do

For example- With training and standardized procedures in place, operators begin performing
routine maintenance tasks as part of Jishu Hozen. They take responsibility for tasks such
as:Checking and replenishing coolant levels, Lubricating moving parts such as ball screws and
guide rails,Inspecting and replacing worn or damaged cutting tools,etc.

3.9.4. PILLAR-4 SAFETY AND HYGIENE

Safety and hygiene are critical aspects of maintaining a healthy and productive work environment
in any industry or setting. It includes-

1. Workplace Safety:

• Conduct regular safety inspections and risk assessments to identify potential hazards such
as slip and trip hazards, machinery risks, chemical exposures, electrical hazards, and
ergonomic issues.
• Implement safety protocols, procedures, and training programs to educate employees about
safety practices, emergency procedures, personal protective equipment (PPE) usage, and
hazard mitigation.
• Provide and maintain necessary safety equipment and facilities such as fire extinguishers,
first aid kits, safety signs, emergency exits, safety showers, eyewash stations, and
ventilation systems.

2. Occupational Health and Hygiene:

• Identify and assess potential health hazards in the workplace such as exposure to chemicals,
dust, noise, vibration, radiation, and biological agents.
• Provide respirators, gloves, safety goggles, earplugs, and protective clothing to employees
based on the nature of their work and potential exposure risks.
• Ensure proper ventilation, temperature control, and lighting in work areas to promote a
comfortable and healthy work environment.
• Establish hygiene protocols for handling and disposing of hazardous materials, waste
management, sanitation of workspaces, and personal hygiene practices.
• Conduct regular health screenings, medical examinations, and ergonomic assessments to
monitor and address potential health issues among employees.
• Promote wellness programs, healthy lifestyle choices, and mental health support services
to enhance overall well-being and productivity.

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3.9.5. PILLAR 5 EDUCATION AND TRAINING

Education and training are crucial components of workforce development and organizational
success. They play a vital role in equipping employees with the knowledge, skills, and
competencies needed to perform their jobs effectively, adapt to changing environments, and
contribute to the achievement of organizational goals.

1.Training Program Development: Based on the needs assessment, develop tailored training
programs that address specific learning objectives, job requirements, compliance requirements,
and strategic priorities. Use a variety of training methods and formats such as instructor-led
training (ILT), e-learning modules, workshops, on-the-job training (OJT), simulations, role-
playing, and blended learning approaches.

2.Technical and Job-Specific Training: Provide technical training and job-specific skills
development programs that align with employees' roles, responsibilities, and career paths.Offer
training on industry-specific tools, software systems, equipment operation, safety procedures,
regulatory compliance, and best practices relevant to employees' job functions.
3.Soft Skills and Professional Development:Include soft skills training and professional
development opportunities in areas such as communication, teamwork, leadership, problem-
solving, time management, customer service, and conflict resolution.

4.Continuous Learning and Upskilling:

• Foster a culture of continuous learning, curiosity, and personal development within the
organization.
• Encourage employees to pursue ongoing learning opportunities, attend conferences,
participate in webinars, enroll in online courses, and obtain professional certifications
relevant to their roles and career aspirations.
• Provide resources, support, and incentives for employees to upskill, reskill, and stay
updated on industry trends, emerging technologies, and best practices.
5.Evaluation and Feedback: Gather feedback from participants, trainers, supervisors, and
stakeholders to assess learning outcomes, program impact, and areas for improvement.

By investing in education and training initiatives, organizations can empower their employees,
foster a culture of learning and development, improve job satisfaction and retention, boost
productivity and innovation, and achieve strategic objectives.

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3.9.6. PILLAR 6 Equipment design, process, fabrication and construction for easy
maintenance.

Designing equipment, processes, fabrication, and construction methods with easy maintenance in
mind is crucial for ensuring optimal performance, reducing downtime, and minimizing
maintenance costs.

1. Equipment Design:

• Modularity: Design equipment in modular components that can be easily accessed,

inspected, repaired, or replaced without requiring extensive disassembly. This approach
simplifies maintenance tasks and reduces downtime.
• Standardization: Use standardized parts, components, and interfaces to facilitate
interchangeability and compatibility. This makes it easier to stock spare parts, perform
replacements, and maintain consistency across equipment units.
• Accessibility: Ensure that critical maintenance points, such as lubrication points, filters,
sensors, and control panels, are easily accessible and clearly labeled. Minimize
obstructions and barriers that hinder maintenance activities.
• Self-Diagnostic Features: Incorporate self-diagnostic systems and built-in sensors that can
detect early signs of equipment malfunction or wear.
2. Process Design:

• Simplicity: Design processes with simplicity in mind, minimizing complexity and

unnecessary steps that can lead to operational inefficiencies and maintenance challenges.
• Robustness: Select process equipment and materials that are durable, reliable, and resistant
to wear, corrosion, and environmental factors. This reduces the frequency of maintenance
and extends equipment lifespan.
• Automation:Where feasible, automate repetitive or labor-intensive processes to reduce
manual intervention, human error, and maintenance requirements. Implement sensors,
actuators, and control systems for automated monitoring and control.
• Scalability: Design processes in modular units that can be easily expanded, modified, or
upgraded to accommodate changing production needs. This flexibility reduces the
complexity of maintenance during process modifications.

3. Fabrication and Construction:

• Quality Materials: Consider factors such as material compatibility, corrosion resistance,

and structural integrity.
• Proper Assembly: Ensure that equipment and structures are assembled according to design
specifications and industry standards. Use skilled labor, proper tools, and techniques to
avoid assembly errors and alignment issues that can complicate maintenance.

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 • Serviceability: Design equipment and structures with serviceability in mind, incorporating
features such as access panels, removable covers, hatches, and quick-release fasteners for
easy inspection and maintenance access.
• Safety Considerations: Prioritize safety features such as guardrails, safety barriers,
lockout/tagout mechanisms, and warning signs to protect maintenance personnel during
servicing and maintenance activities.

By integrating these principles into equipment design, process design, fabrication, and
construction processes, organizations can streamline maintenance workflows, reduce downtime,
improve equipment reliability, and optimize overall operational performance. Additionally,
involving maintenance teams early in the design and planning phases can lead to more effective
solutions tailored to maintenance needs.
3.9.7. PILLAR 7 : OFFICE ADMINISTRATION

Office administration encompasses a wide range of tasks and responsibilities aimed at ensuring
smooth and efficient operations within an office environment. Here are key aspects and best
practices related to office administration:

1. Communication and Correspondence: Manage incoming and outgoing communication through

emails, phone calls, letters, and other channels.Coordinate meetings, appointments, and
conferences, including scheduling, agenda preparation, and meeting logistics.
2. Office Supplies and Equipment Management: Monitor inventory levels, reorder supplies as
needed, and track expenses related to office supplies and equipment maintenance.3. Facilities
Management:Oversee office facilities including workspace layout, furniture arrangement, lighting,
heating, ventilation, and cleanliness. Coordinate maintenance and repairs for office facilities,
equipment, and utilities to ensure a safe and comfortable work environment.

4. Document Management and Record Keeping: Establish and maintain a systematic approach to
document management, including filing, archiving, and retrieval of electronic and physical
documents.
Effective office administration contributes to organizational efficiency, productivity, and
professionalism. It involves attention to detail, strong organizational skills, effective
communication, problem-solving abilities, and the ability to multitask and prioritize tasks
effectively.

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3.10. Steps To Implement TPM :

Identify Pilot Area

Introduce Proactive Restore Equipment

Maintenance to Prime Operating
Techniques Condition

Address Major
Measure OEE
Losses

Fig: Steps for implemenatation of TPM

3.10.1. Step One : Identify Pilot Area

In this step the target equipment for the pilot TPM program is selected. There are three
logical ways to approach this selection.

Which Equipment? Pros Cons

Easiest to Improve • Best opportunity for a • Less payback than improving

“quick win”. constraint equipment.
• More forgiving of limited • Does not “test” the TPM
TPM experience. process as strongly as the
other options.

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Which Equipment? Pros Cons

Constraint/Bottleneck • Immediately increases • Working on a critical asset as

total output. a trial project is a higher risk
• Provides fastest payback. option.
• May result in equipment being
offline more than desired as it
is improved.

Most Problematic • Improving this equipment • Less payback than improving

will be well-supported by constraint equipment.
operators. • Unsolved problems are often
• Solving well-known unsolved for a reason – it may
problems will strengthen be challenging to get good
support for the TPM results.
project.

Using a pilot area to begin implementation helps gain more acceptance from staff when they see
the benefits that come out of the process. When choosing equipment for a pilot area, consider these
three questions:

• What's the easiest to improve? Selecting equipment that is easiest to improve gives you the
chance for immediate and positive results; however, it doesn't test the TPM process as
strongly as the other two options.

• Where's the bottleneck? Choosing equipment based on where production is clearly being
held up gives you an immediate increase in total output and provides quick payback. The

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 downside is that employing this equipment as a pilot means you're using a critical asset as
an example and risk the chance of it being offline longer than you would like.

• What's the most problematic? Fixing equipment that gives operators the most trouble will
be well-received, strengthening support for the TPM program. However, this doesn't give
you as much immediate payback as the previous approach, and it may be challenging to
obtain a quick result from figuring out an unsolved problem, leading to disinterest.

If this is your first time implementing a TPM program, your best choice is typically the first
approach – the easiest equipment to improve. If you have some or extensive experience with total
productive maintenance, you may choose to correct the bottleneck. This is because you can build
temporary stock or inventory, making sure downtime can be tolerated, which minimizes risk.

Include employees across all aspects of your business (operators, maintenance personnel,
managers, and administration) in the pilot selection process.[2]

3.10.2. Step Two : Restore Equipment to Prime Operating Condition

In this step, the equipment will be cleaned up and otherwise prepped for improved
operation. Two key TPM concepts will be introduced:
• 5S
• Autonomous Maintenance
First, a 5S program should be initiated (including both operators and maintenance
personnel).

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.

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 Item Description

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 exercise).

Next, an Autonomous Maintenance program should be initiated. Strive to build a consensus

between operators and maintenance personnel on which recurring tasks can be productively
performed by operators. In many cases, light training will be required to brin g up the skill
level of operators.

Item Description

Inspection Identify and document key inspection points (all wear parts should be
Points 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.

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 Item Description

Lubrication Identify and document all lubrication points. Schedule lubrication to

Points 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 Train operators to bring any anomalies or emerging conditions to the

Training attention of the line supervisor.

Create Create a simple Autonomous Maintenance checklist for all inspection,

Checklist 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).

3.10.3. Step 3: Measure OEE

Step three requires you to track OEE for the target equipment, either manually or using automated
software (if it includes code tracking for unplanned stoppage time). Regularly measuring OEE
gives you a data-driven confirmation on whether your TPM program is working and lets you track
progress over time.

Since the biggest losses regarding equipment are the result of unplanned downtime, it's important
to categorize every unplanned stoppage event. This gives you a more accurate look at where a
stoppage is occurring. Include an "unknown" or "unallocated" stoppage time category for unknown
causes.

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It's recommended that you gather data for a minimum of two weeks to get an accurate
representation of the unplanned stoppage time and a clear picture of how small stops and slow
cycles impact production. Below is a simplified example of a top 5 loss chart. Each loss is
categorized and is in descending order from the loss that causes the most downtime to the loss that
causes the least.

Overall equipment effectiveness is a powerful figure. It provides a lot of information in one

number, so there are multiple ways OEE is used to measure manufacturing productivity. When
calculated and interpreted correctly, it can significantly maximize your production. Overall
equipment effectiveness is used as a benchmark to compare any given production to industry
standards, in-house equipment or other shifts working on the same piece of equipment. Standard
OEE benchmarks are as follows:

• An OEE score of 100 percent is considered perfect production, meaning you're only
manufacturing quality parts as quickly as possible with no downtime.

• An OEE score of 85 percent is considered world class for discrete manufacturers and is a
sought-after long-term goal.

• An OEE score of 60 percent is typical for discrete manufacturers and shows there is
considerable room for improvement.

• An OEE score of 40 percent is considered low but not uncommon for manufacturers just
starting to track and improve performance. In most cases, a low score can easily be
improved through easy-to-apply measures.

Overall Equipment Effectiveness is not only a great tool for managers but can have a significant
impact on employees working the plant floor. Plant floor metrics can include:

• Target - A real-time production target

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 • Actual - The actual production count

• Efficiency - The ratio of target to actual; the percentage of how far ahead or behind
production is.

• Downtime - This includes all unplanned stoppage time for each shift and is updated in
real-time.

3.10.3.1. How to Calculate Overall Equipment Effectiveness (OEE)

Before calculating overall equipment effectiveness, it's important to denote the difference between
the terms effectiveness and efficiency when discussing OEE.

Effectiveness is the relationship between what could technically be produced and what is produced
at the end of a production period. For example, if your machinery can make 100 products an hour
and it only makes 80, then it is 80 percent effective.

However, this doesn't tell us how efficient the machinery is because we didn't consider things like
the number of operators, energy and the materials needed to reach 80 percent effectiveness. For
example, if your machinery runs 60 percent effective with one employee and becomes 75 percent
effective with two employees, the effectiveness increases by 25 percent, but efficiency decreases
to 50 percent based on labour.

There are two main ways to calculate OEE:

• Simple Calculation: The easiest way to calculate OEE is the ratio of fully productive time
to planned production time. It looks like this: OEE = (Good Count x Ideal Cycle Time) /
Planned Production Time.

• Preferred Calculation: This type of OEE calculation is based on the three OEE factors
discussed earlier – availability, performance and quality (good count). It looks like

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 this: Availability x Performance x Quality = OEE. This is the preferred calculation method
because not only do you get your OEE score showing how well you're doing, but you get
three numbers (availability, performance, and quality) showing what caused your losses.

Availability x Performance x Quality = OEE

3.10.3.2. Preferred Calculation Example

Below we'll look at two examples of Preferred Calculation.

Item Data

Downtime 6%

Efficiency 98%

Quality (Yield) 97%

A widget-making machine with 5 percent downtime (or 95 percent availability) has an efficiency
of 96 percent. (ASTM and other governing bodies help determine some machine efficiency ratings.
For others, it's as simple as looking at that machine's specific production.) Two of every 100
widgets the machine makes are rejected as being out of specification (98 percent quality). Since
OEE is calculated by multiplying the three factors (availability, performance and quality), your
formula looks like this: OEE = 0.94 x 0.98 x 0.97 = 89.356 percent

Let's look at a more practical example. A normal shift at a bottling facility takes 480 minutes.
Machine operators take three breaks during their shift totalling 50 minutes, and they do two

26
changeovers during the shift totaling 60 minutes of machine downtime for a total of 180 minutes
of lost time. To calculate the availability part of the equation, we take:

480 minutes - 180 minutes = 300 minutes

300 minutes / 480 = 62.5 percent Availability

To calculate the performance part of the equation, let's assume the bottling plant produces 60
bottles per minute. Factoring in the remaining 300 minutes, the bottling system can make 18,000
bottles (300 x 60). Let's say the machines are running slower at 1.5 seconds of cycle time, slowing
the maximum speed by two-thirds. This reduces the actual performance to 12,000 bottles. So, to
calculate the performance part of the equation, we take:

1.5 seconds per bottle = 1 / 1.5 = 2/3 = 66.7 percent Performance (66.7 percent x 18,000 bottles
= 12,000 units)

To calculate the quality part of the equation, let's say out of the 12,000 bottles, 3,000 don't meet
quality-control standards, making the quality rate of the bottles 75 percent. The quality part of the
equation is calculated as:

(12,000 - 3,000 defects) / 12,000 = 75 percent Quality

Another way to look at it is 3,000 bottles / 60 bottles per minute = 50 minutes lost quality.

So, to calculate the overall equipment effectiveness (Availability x Performance x Quality = OEE),
we'd take 62.5 percent x 66.7 percent x 75 percent = 31.25 percent OEE. This means we could
technically produce 28,800 bottles, but in the end, only 9,000 bottles are cleared for sale (9,000 /
28,800) = 31.25 percent.

3.10.3.3. What Are the Six Big Losses When It Comes to Overall Equipment Effectiveness
(OEE)?

Perhaps the biggest goal of implementing an OEE program is to reduce or eliminate the most
common causes of machine- or equipment-based productivity loss, known as the six big losses.

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These six losses are broken down into the three main OEE categories (availability, performance,
and quality). [6]

OEE Six Big Losses

Equipment Failure

Availability Loss

Setup and Adjustments

Idling and Minor Stops

Performance Loss

Reduce Speeds

Process Defects

Quality Loss

Reduced Yield

3.10.4. Step Four – Address Major Losses

In this step, the most significant sources of lost productive time are addressed. The TPM
concept of Focused Improvement (also known as Kaizen) is introduced.

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 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 Collect detailed information on symptoms of the problem, including

Information 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. 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.

During this step, OEE data should continue to be carefully reviewed each shift to monitor
the status of losses that have already been addressed, as well as to monitor overall
improvements in productivity.
Once you've got a data-driven snapshot of where your top losses are, it's time to address them.
This step uses the previously discussed pillar of focused improvement or kaizen. To do this, put

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together a cross-functional team of operators, maintenance personnel and supervisors that can
dissect the OEE data using root cause analysis and identify the main cause(s) of the losses. Your
team's process might look something like this:

• Select a loss based on OEE and stoppage time data. This should be the biggest source of
unplanned stoppage time.

• Look into the symptoms of the problem(s). Collect detailed information on symptoms like
observations, physical evidence, and photographic evidence. Using a fishbone diagram to
track symptoms and record information while you're at the equipment is strongly
recommended.

• With your team, discuss and identify potential causes of the problem(s), check the possible
causes against the evidence you've gathered, and brainstorm the most effective ways to
solve the issue.

• Schedule planned downtime to implement the agreed-upon fixes.

• Once the fix has been implemented, restart production and observe how effective the fix is
over time. If it resolves the issue, make a note to implement the change and move onto the
next cause of stoppage time. If not, gather more information and hold another
brainstorming session. [2]

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 Fig: Fishbone Diagram for Root Cause Analysis

3.10.5. Step Five – Introduce Proactive Maintenance Techniques

In this step, proactive maintenance techniques are integrated into the maintenance program
(thus introducing the TPM concept of Planned Maintenance).

First, identify all components that are candidates for proactive maintenance:

Item Description

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

Components Identify and document all components that are known to regularly
that Fail fail.

Stress Points Consider utilizing thermography and/or vibration analysis to provide

additional insights as to equipment stress points.

Next, establish initial proactive maintenance intervals:

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 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 For failure-prone components, establish a baseline (predicted) failure

Failure interval.
Based

Time Based 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 Create a standard process for generating Work Orders based on the
Based Planned Maintenance Schedule.

Next, 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).

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 Item Description

Maintenance Anytime there is an unscheduled component replacement, consider

Interval adjusting the maintenance interval. If the component is not on the
Adjustments Planned Maintenance Schedule, consider adding it.

Component Consider plotting data over time from thermography and vibration
Analysis analysis to expose emerging problems and issues.

You can optimize maintenance intervals by designing a feedback system. Things like log sheets
for each wear- and failure-prone component where operators can record replacement information
and component condition at the time of replacement will be key. Additionally, conduct monthly
planned maintenance audits to verify the maintenance schedule is being followed and the
component logs are being kept up to date. Review the logs' information to see if adjustments to the
maintenance schedule need to be made. [6]

3.11. ADDITIONAL TPM ACTIVITIES

The Simplified Roadmap is optimized to provide an incremental, step-by-step approach to
implementing TPM. So, what comes next in the TPM journey?

There are an additional four TPM activities that are not within the scope of the Simplified
Roadmap. The question then becomes, when should these activities be introduced? In
keeping with the incremental, step-by-step approach, selection of new activities should be
prioritized based on whatever is the most pressing and urgent need.

TPM Activity Introduce When…

Quality Quality is at the forefront of issues facing the company. This may
Maintenance be a result of a) significant customer issues being raised over
quality or b) significant internal concerns being raised over
quality (e.g., unsatisfactory first-pass yield).

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 TPM Activity Introduce When…

Early Equipment New equipment is being designed or installed in a

Management constraint/bottleneck area.

Safety, Health, The company a) has no substantive Safety, Health, Environment

Environment program, or b) the existing program would significantly benefit
from being linked into existing TPM activities.

TPM in Administrative issues (e.g., delays in processing customer orders

Administration or invoices, issues with part procurement) are one of the largest
impediments to smoothly running production.

3.12. Sustaining the Improvement Achieved with Total Productive

Maintenance (TPM)

Implementing a total productive maintenance program offers relatively short-term success. The
trick is sustaining that success over the long term. This starts with the employees. If employees
buy into the TPM program, envision the improved future of the company and can see how this
improved future benefits them, it can create a powerful sense of cohesiveness. Rewarding
achievements is an excellent way to strengthen the established cohesiveness among employees.

Another way to achieve sustainable improvement with your TPM program is by having engaging,
active leadership. This shows the importance of the program through not just words but actions.
Engaging leadership prevents employees from slipping back into old habits and breathes new
energy into the process on a regular basis.

Finally, don't overlook kaizen. Continuous improvement helps your TPM program adapt to
changing environments and keeps the program from becoming stale and employees from
becoming disinterested. [2]

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3.13. Total Productive Maintenance: A Case Study

In the past, American industries have been reluctant to implement total productive maintenance
into their current processes. In fact, a survey done by the Manufacturing Research Centre showed
that only 27 percent of respondents said TPM was a current business initiative, but only 6 percent
said they were fully implementing it. Additionally, only 5 percent of respondents said TPM was
their plant's approach to maintenance and reliability.

Despite this lack of interest, plants around the world are reaping significant benefits from making
total productive maintenance the focus of their maintenance efforts. A study published in the
International Journal of Innovative Science, Engineering & Technology found that, in a small-
scale polymer company, the OEE value before TPM implementation was 75 percent. After a TPM
program was implemented, OEE improved to 85 percent, and a better-quality rate was achieved.
The study further revealed how profitability increased by 12 percent, as breakdown and
maintenance costs dropped sharply (80 and 20 percent) while labour efficiency increased. Many
other tangible and intangible benefits were also uncovered because of implementing a TPM
program.

One of the most discussed case studies for TPM implementation is that of Latin American brewing
company Cervecería Cuauhtémoc Moctezuma, makers of six beer brands including Tecate, Dos
Equis and Sol. [6]

3.14. Question Bank

1. What is the importance of maintenance function in an organisation?
2. How TQM and TPM is complementary to each other?
3. How TPM is different from various traditional approach of maintenance?
4. Explain are the different types of maintenance performance measurement indicator?
5. Explain the pillars of TPM?
6. Describe the various steps of TPM Development.

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References:

1. An Introduction to Total Productive Maintenance (TPM) - J. Venkatesh

2. https://www.leanproduction.com/tpm
3. https://en.wikipedia.org/wiki/Total_productive_maintenance
4. https://ftmaintenance.com/maintenance-management/what-is-total-productive-
maintenance/
5. https://kanbantool.com/kanban-guide/total-productive-maintenance
6. https://www.learnleansigma.com/guides/total-productive-maintenance-tpm/
7. https://safetyculture.com/topics/total-productive-maintenance/
8. Relationships between implementation of TQM, JIT, and TPM and manufacturing
performance, Journal of Operations Management 19 (2001)
DOI: https://doi.org/10.1016/S0272-6963(01)00066-3
9. https://kanbantool.com/kanban-guide/total-productive-maintenance

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