About Total Productive Maintenance (TPM)
Total productive maintenance (TPM) started as a method of physical asset management focused on maintaining and improving manufacturing machinery, in order to reduce the operating cost to an organization. After the PM award was created and awarded to Nippon Denso in 1971, the JIPM (Japanese Institute of Plant Maintenance), expanded it to include 8 pillars of TPM that required involvement from all areas of manufacturing in the concepts of lean Manufacturing. TPM is designed to disseminate the responsibility for maintenance and machine performance, improving employee engagement and teamwork within management, engineering, maintenance, and operations.
There are eight types of pillars TPM:
- Focused improvements
- JH Pillar (Autonomous maintenance)
- PM pillar (Planned maintenance)
- QM pillar (Quality maintenance)
- DM pillar (Development maintenance)
- E&T pillar (Education and training)
- OTPM (Office total productive maintenance, or office TPM)
- SHE Pillar (Safety, health and environment)
Objectives & deliverables of TPM implementation in an Organization:
The goal of TPM is the continuous improvement of equipment effectiveness through engaging those that impact on it in small group improvement activities. Total quality management (TQM) and total productive maintenance (TPM) are considered as the key operational activities of the quality management system. In order for TPM to be effective, the full support of the total workforce is required. This should result in accomplishing the goal of TPM: “Enhance the volume of the production, employee morals, and job satisfaction.” The main objective of TPM is to increase the Overall Equipment Effectiveness (OEE) of plant equipment. TPM addresses the causes for accelerated deterioration and production losses while creating the correct environment between operators and equipment to create ownership.
OEE has three factors which are multiplied to give one measure called OEE
Performance x Availability x Quality = OEE
Each factor has two associated losses making 6 in total, these 6 losses are as follows:
Performance = (1) running at reduced speed – (2) Minor Stops
Availability = (3) Breakdowns – (4) Product changeover
Quality = (5) Startup rejects – (6) Running rejects
The objective finally is to identify then prioritize and eliminate the causes of the losses. This is done by self-managing teams that solve problems. Employing consultants to create this culture is a common practice.
Implementation of TPM in Shop floor
Following are the steps involved by the implementation of TPM in an organization:
- Initial evaluation of TPM level,
- Introductory Education and Propaganda (IEP) for TPM,
- Formation of TPM committee,
- Development of a master plan for TPM implementation,
- Stage by stage training to the employees and stakeholders on all eight pillars of TPM,
- Implementation preparation process,
- Establishing the TPM policies and goals and development of a road map for TPM implementation.
The Steering committee should consist of production managers, maintenance managers, and engineering managers. The committee should formulate TPM policies and strategies and give advice. This committee should be led by a top-level executive. Also a TPM program team must rise, this program team has oversight and coordination of implementation activities. As well, it’s lacking some crucial activities, like starting with partial implementation. Choose the first target area as a pilot area, this area will demonstrate the TPM concepts. Lessons learned from early target areas, the pilot area can be applied further in the implementation process.
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