A presentation on TPM and its objectives, goals, benefits, pillars and other aspects have been explored as well as its relation to 5s & visual. In the end, step by step implementation of TPM, losses & OEE, these tools also have been shown & discussed.

1. Presentation By
Rahmat Ullah
B. Tech. (E.I.E)

2.  TPM - Introduction
 Why need TPM
 TPM - History
 TPM - Objectives
 TPM - Targets
 TPM – Benefits
 TPM Foundation - 5S & Visual Management
 TPM – 8 Pillars
 TPM vs TQM
 TPM Implementation – 4 Phases & 12 Steps
 6 Big Losses to OEE
 OEE

3.  Total Productive Maintenance (TPM) is a method
to achieve maximum equipment effectiveness
through employee involvement.
 A key tool in Lean Manufacturing.
 TPM is a team based maintenance.

4. T: TOTAL
 Participation of all Employees. Include all
Departments, operation, equipment and process.
P: PRODUCTIVE
 Pursue the maximization of efficiency of the
production system by making all loses zero.
 Zero accidents, Zero defects, Zero breakdowns.
M: MAINTENANCE
 To improve the efficiency of the equipment.
Maintenance means the entire life cycle of the
production system.

5.  Avoid wastage in a quickly changing economic
environment.
 Producing goods without reducing product quality.
 Reduce cost of Manufacturing.
 Goods send to the customers must be non
defective.
 In TPM, the operators are also made to involve in
the maintenance process.
 TPM will improve teamwork skills and flexibility
between operators and maintenance staff.
 TPM will improve equipment availability (uptime).

7.  Total Productive Maintenance (TPM) was
developed by Seiichi Nakajima in Japan between
1950 and 1970.
 One of the first companies to gain from this
was Nippondenso, a company that created
parts for Toyota.
 An internationally accepted TPM benchmark
developed by the JIPM Seiichi Nakajima is
therefore regarded as the father of TPM.

8.  Increase production while, at the same time,
increasing employee morale and job satisfaction.
 Hold emergency & unscheduled maintenance to a
minimum.
 To provide the safe and good working environment
to the worker.
 Achieve Zero Defects, Zero Breakdown and Zero
accidents in all functional areas of the
organization.
 Involve people in all levels of organization.
 Form different teams to reduce defects and Self
Maintenance.
 To fulfill Regulatory compliances.

9. 1. PRODUCTION
i). Obtain Minimum 80% Overall Production Efficiency.
ii). Obtain Minimum 90% Overall Equipment Effectiveness.
iii). Run the Machine during lunchtime.
2. QUALITY
Operate in a manner, so that there are no customer complaint.
3. COST
Reduce the manufacturing cost as much as possible.
4. DELIVERY
Achieve 100% success in delivering the goods as required by the customer.
5. SAFETY
Maintain an accident free environment.
6. MULTYTASK
Develop multiskilled & flexible workers.

10.  Increased Employee Morale
 Increased Productivity
 Improved Sharing and Working as a Team
 Improved Reputation
 Improved Product Quality
 Improved Customer Satisfaction
 Reduced Costs
 Improved Delivery Time
 Enhanced safety Records
 Improved Image
 Improved tidiness and cleaning of the
working place

13.  Visual management is a workplace that is a self-
ordering, self-explaining, self-regulating and self-
improving environment where what is suppose to
happen does, on time, every time because of visual
solutions What gets measured & displayed gets done
 It makes it easy to understand the processes which
have been put into place
 A business management technique and a system of:
 Information displays.
 Visual controls.
 Labels and signs.
 Color coding and other markings.
 Communicates important information in the physical
workplace.

14.  Make everyone’s job easier.
 Give all associates a high degree of ownership
in their work, and pride in their workplace.
 Increase communication by making
information easier to understand.
 Improve company overall success.

15. • Highlight abnormalities and deviations.
Employees will quickly identify and react to
safety, quality, efficiency problems.
• Share goals and ideas.
• Share performance metrics.
• Report team and Kaizen progress.
• Indicate safety risks.
• Promote safe behavior at work.
• Provides an immediate insight to what needs to
be done next.

17.  Creates stability to the environment, equipment
and work.
 Reduces errors and mistakes.
 Reduces downtime and maintenance costs.
 Increases the awareness of waste and waste
management.
 Improves compliance to safety.
 Reduces the opportunity for miscommunication.
 Improves the communication between different
shifts.
 Improves employees involvement and morale.
 Eliminates the need for time consuming meetings.
 Eliminates the need for constant supervision.

18. There are three basic steps:
1) Organize the workplace using 6S (Sort, Set in
order, Shine, Standardize, Sustain, & Safety)
2) Ensure that all required work standards,
instruction and related information are clearly
displayed in workplace.
3) Control workplace processes by exposing and
stopping errors and by preventing future
occurrences.

21.  A method to visually communicate
important information in the workplace.
 Information regarding:
• How to do the job (SOP)
• Show how things are used
• Show where things are stored
• Show performance status
• Identify hazardous areas

22.  Control measures include actions that can be
taken to reduce the potential of exposure to
the hazard, or the control measure could be to
remove the hazard or to reduce the likelihood
of the risk of the exposure to that hazard
being realized.
 The purpose of a control measure is to prevent
or reduce the level of risk associated with a
hazard or hazardous event to an acceptable
level. This could be through activities such as
regular maintenance, corrective actions or
performing an operational response

24.  Visual elements in a workplace have a
tremendous impact on education, morale, and
productivity.
 A visually dynamic workplace energizes
employees, builds pride and ownership, and
conveys the strength and currency of the
organization.

25.  E.g. Oil Level Indicator
 Motor Running Status
 Motor Rotation Direction Indicator
 Gauges Labels Marking
 Drive Tension Guide
 Indication marking for nuts & bolts
 Indication marking for valve controls
 Direction Indicator of adjustment.
 Bin Labels for different components
 Labeling of disposed bin.
 Floor Marking for Machines, Equipments & bins.
 Shadow Board
 Emergency Button
 LOTO (Lock Out Tag Out) Station
 OPL (One Lesson Point) Posters
 Kaizen Posters
 Different Pipeline ( Gas, Water, Hot Water, Cold Water, Steam, Fire
Water) Color Coding

28.  Autonomous Maintenance is maintenance
performed by Operators.
 Basic maintenance that can be easily
performed on daily basis by operators, e.g.
CILT, Cleaning, Inspection, Lubrication &
Tightening.
 Learning about the equipments to understand
how it works & be able to spot signs of
troubles.
 A collaborative team activity involving
production, maintenance, and engineering.

32.  With planned maintenance , we evolve an effort
from a reactive to proactive method and use
trained maintenance staff or help train the
operators to better maintain their equipment.
 Improve reliability and maintenance of
machines by 50%.
 Reduce spares of inventory.
 Zero equipment failure and breakdown.
 Reduce maintenance cost by 20%.

33.  Reduces unplanned stop times
 Maintenance when machine is not in production
 Reduces inventory through control of spare
parts.
 Logical analysis “Real causes for real counter
measures”.
 Focus on Prevention.
 It is aimed to have trouble free machines and
equipments producing defect free products for
total customer satisfaction. Example: Preventive
Maintenance, Breakdown Maintenance, etc.,

34.  Step: 1 – Evaluating equipment failures and
assessing the current situation.
 Step: 2 – Restoration & improvement of
deteriorated equipment.
 Step: 3 – Tentative standard maintenance
procedure.
 Step:4 – Total inspection of quality function.
 Step:5 – Improvement of inspection and
maintenance efficiency.
 Step:6 – Execution of preventive maintenance.
 Step: 7 – Horizontal replication

35.  To create a Continuous Improvement culture utilizing
the Focused Improvement (Kaizen) technique to achieve
maximum productivity of people, machinery, and material
utilization, resulting in ZERO Accidents, ZERO Waste, ZERO
Defects, ZERO Losses.
 To eliminate all possible losses to improve safety and
productivity, and reduce defects and production costs.
 Recurring problems are identified.
 Combines the collective talents of a company to ensure
continuous improvement.
 Improvement on every one’s activity.
 Improvement is to eliminate Production losses and cost
reduction.
 Improvement in Reliability, Maintainability, and cost.

36.  Collect Data
 Identify, Prioritize, & Select Projects (FI Topics
Registry)
 Ensure Equipment Is Restored (Step 1 of AM Pillar)
 Establish the Team
 Use the CAP-Do Process to manage the
improvement cycle
 Monitor and Hold the Gains
 Document the Project (Kaizen Summary Sheet,
Kaizen database)
 Celebrate Success
 Replicate Where Applicable.
 Share Learning's (Kaizen database, CI and Pillar
SOP’s )

37.  New equipment reaches planned performance
faster
 Maintenance is simpler and more robust.

38.  Removes root source of defects.
 Reduces number of defects.
 Reduces cost by catching defects early.
 Developing perfect machine for perfect Quality.
 Eliminating In – Process defects and custom
complaints.
 Policy :
◦ Defect free conditions and control of equipments.
◦ QM activities to support quality assurance.
◦ Focus of prevention of defects at source.
◦ Effective implementation of operator quality assurance.

39.  Skills development for uniformity of work practices on machines.
 Skills for Zero defects, Zero breakdowns & Zero accidents.
 Multi Skilled employees in all departments.
 Steps in Educating and training activities :
◦ Setting policies and priorities and checking present status of
education and Training.
◦ Establish of training system for operation and maintenance skill up
gradation.
◦ Training the employees for upgrading the operation and maintenance
skills.
◦ Preparation of training calendar.
◦ Evaluation of activities and study of future approach.
◦ A clear understanding of the criteria for judging normal and abnormal
conditions.
◦ The ability to quickly respond to any and all abnormalities.

40.  Office TPM must be followed to improve
productivity, efficiency in the administrative
functions & identify and eliminate losses. This
includes analyzing processes & procedures
towards increased office automation.
 Plans & Guidelines:
◦ Providing awareness about office TPM to all support
departments.
◦ Helping them to identify P, Q, C, D, S, M in each function
in relation to plant performance.
◦ Identify the scope for improvement in each function.
◦ Collect relevant data.
◦ Help them to solve problems in their circles.

41.  P - Production output lost due to Material, Manpower
productivity, Production output lost due to want of tools.
 Q - Mistakes in preparation of cheques, bills, invoices,
payroll, Customer returns/warranty attributable to BOPs,
Rejection/rework in BOP's/job work, Office area rework.
 C - Buying cost/unit produced, Cost of logistics -
inbound/outbound, Cost of carrying inventory, Cost of
communication, Demurrage costs.
 D - Logistics losses (Delay in loading/unloading)
◦ Delay in delivery due to any of the support functions
◦ Delay in payments to suppliers
◦ Delay in information
 S - Safety in material handling/stores/logistics, Safety of soft
and hard data.
 M - Number of Kaizen in office areas

42.  Target
◦ Zero accident
◦ Zero health damage
◦ Zero fires
 It helps to create a safe workplace and a
surrounding area that is not damaged by our
process or procedures.
 It plays an active role in each of the other pillars on
a regular basis.
 To create awareness among employees various
competitions like safety slogans, quiz, drama,
posters etc can be organized at regular intervals.

47. Feedback to improve…
rahmateie@gmail.com