Improving 1.

Operators: Do Autonomous Maintenance

the 2. Maintenance staff: Do advanced, specialised maintenance
people 3. Production engineers: Plan maintenance-free equipment

Methods
Team Leaders

Production Control
Front-Line Workers
Quality Control
001
Cost Control
TPM - An Overview
Labour Equipment
Effectiveness Effectiveness Delivery Control
Working Hours Working Time
Safety, Health and
Environment
Loading Hours Loading Time
The Goals
Net Working
Operating Time of Human Relations
Hours
TPM
Net Operating
Effective Hours Output
Time = Productivity
Input
Value-adding Value-adding
Hours Operating Time ( The factory’s goal )
( Productive Hours )
 The Harsh Business Environment and the Need for TPM

Business Environment Equipment (Production)

Reduce costs dramatically

Lower costs by maximising
(essential for survival)
equipment/production efficiency

Stringent demands Establish and maintain

on quality KPIs for Businesszero-defect
Success conditions
The Goals
of
More diverse Minimal changeover times TPM
requirements Right-first-time startup
Shorter delivery times Stockless production

Build a flexible
Pressure on resources production system,
(people and equipment)
responsive to demand
 How the Production Inputs and Outputs are Related

Input Money
Methods
Output Men / Women Machinery Materials

Productivity Production Control

Quality Quality Control

Cost Cost Control

Delivery Delivery Control

Safety, Health and

Safety Environment

Morale Human Relations

Plant Engineering Output

Labour Inventory Input
= Productivity
Methods and
Allocation Maintenance Control
( The factory’s goal )
 How The Losses Inherent in Production Systems
(The 16 Big Losses) are Structured
The 5 Big Losses Impeding Labour Equipment
The 8 Big Equipment Losses
Labour Effectiveness Effectiveness Effectiveness

9. Management Working Hours Working Time 8. Shutdown Loss

Loss
Loading Hours Loading Time 1. Breakdown Loss
10. Motion Loss
Net Working 2. Setup and
Operating Time
11. Line Hours Adjustment Loss
organization Loss Net Operating 3. Cutting Tool
Effective Hours
Time Replacement Loss
12. Logistics Loss Value-adding Value-adding
Hours Operating Time 4. Startup Loss
13. Measurement ( Productive Hours )
and Adjustment 5. Minor Stop and
Loss Idling Loss
The 3 Big Losses Impeding Resource
Consumption Effectiveness 6. Speed Loss

Resource Consumption Effectiveness 7. Quality Defect

And Rework Loss
Input Energy Input Materials

15. Energy Loss Number of 14. Yield Loss

Effective Energy
good products
16. Consumables Weight of
Loss good products
What Happens When a Production Operation Is Automated ?

AUTOMATED PRODUCTION

OPERATION MAINTENANCE

AUTOMATED NOT AUTOMATED

EQUIPMENT PEOPLE
MAKES MAINTAIN
THE PRODUCTS THE EQUIPMENT
 How Maintenance Evolved in Japan

1950 1960 1970 1980 1990

Breakdown maintenance

Preventive maintenance

Corrective maintenance

Maintenance prevention / Productive maintenance

Total Productive Maintenance

The time-based period The condition-based period

 The Relationship between
TPM, Productive Maintenance and Preventive Maintenance

The pursuit of A comprehensive Autonomous

cost-effectiveness system Maintenance
( profitable PM ) ( MP-PM-CM ) by operators
( team activities )

Key features of
Preventive
Maintenance

Key features of
Productive
Maintenance

Key features of
TPM
 The Definition of TPM ( Enterprise-Wide TPM )

TPM is defined as a programme that:

1. Aims to create a culture and environment that constantly tries to maximise the
effectiveness of the entire production system ( in other words, to increase its
OEE );

2. Uses a hands-on approach to build a ‘zero accident, zero defect, zero

breakdown’ system designed to pre-empt losses of all types throughout the
life cycle of the production system;

3. Includes development, sales, administrative and other departments as well as

production;

4. Involves everyone at every level of the organisation, from top management to

front-line employees;

5. Uses overlapping small-group activities to attain the target of zero losses.

From TPM in Production to TPM Across the Company

TPM Level 2

Top Management

Planning Personnel

Financial General
Affairs

Production Development Sales

Plant Plant Plant Plant

TPM Level 1
 Overlapping Small-Group Activities

Company Chairman

Company TPM
Site Managers Steering Committee

Site TPM
Steering Committee
Unit Managers

Unit TPM
Steering Committee
Line Leaders

Line TPM Meetings

Team Leaders (Team Leader’s
Meetings)

Shop-Floor Teams
(PM Circles)
Front-Line Workers
 The Purpose of TPM

Improving 1. Operators: Do Autonomous Maintenance

the 2. Maintenance staff: Do advanced, specialised maintenance
people 3. Production engineers: Plan maintenance-free equipment

Improving 1. Raise OEEs by improving the equipment currently in use

the 2. Design new equipment for minimum life-cycle cost and
equipment vertical startup

Improve the Company

 Example of System For Maximising Production Effectiveness
[9] Extracting the Ultimate Performance from the Human - Machine System
[6] Quality Maintenance System
Establish zero-defect conditions for Establish zero-defect conditions for Establish zero-defect conditions for Establish zero-defect conditions for
materials (Materials) equipment (Machinery) methods (Methods) operation (Men/Women)

[1] Focused Improvement Phase 1 Phase 2 Phase 3 Phase 4

Early

[3] Effective Maintenance

Losses Approach Periodically
Stabilise failure Extend reverse Predict management
intervals equipment life deterioration equipment life information
system
Shutdown Breakdown

Functional design standards

Restore

Design reviews and countermeasures at each stage

loss loss Correct Use diagnostic

Phase 1
Correct design Estimate
neglected weaknesses equipment life techniques to
deterioration predict

(for products, production equipment and dies)

Pursue ideal and

Feedback of MP

[5] Early management system

system
Management Setup and conditions periodically equipment life

information

Design standards for cost reduction

loss adjustment Eliminate restore
loss Eliminate Do
forced random
Eliminate deterioration failures engineering
Improve analysis of

Commissioning control
Motion loss minor defects
Cutting-tool maintainability catastrophic

Phase 2
replacement failures
loss Correct visible Identify
Turn •Establish basic

MP design standards
Line deterioration warning signs Maintain
organisation adjustment conditions of deterioration
loss into condition- •Observe correct equipment
setting operating precision
Startup loss (and quality)
conditions
Roll out improvement to other areas

Logistics loss

production equipment and dies

Maintenance of newly-installed
Minor stops Identify

Phase 3
and required skills
idling loss Step 1 Step 4 Step 5 Step 6
Maintenance system

Measurement
and Initial cleaning General Autonomous Standardisation
[2] Autonomous

adjustment P-M Analysis Inspection inspection

loss Speed loss Step 2 Step 7
IE, VE, QC Countermeasures Full self-

Phase 4
Yield loss Quality defect against contamination management
and sources and hard-to-
rework loss access areas
Life-cycle cost-
Energy loss Step 3 benefit analysis

Provisional
Consumables Autonomous Right-first-time attainment of
loss Maintenance Professional maintenance and
Autonomous Maintenance skills QCDSM requirements
Standards
Improvement
skills [4] Operating and maintenance skills development
Ability to handle new production
Required skills equipment and dies
[7] System for effective operation of administrative and support departments
[8] Safety, health and environmental management system
 A Comparison of the Features of TPS, TQM and TPM

System TPS ( JIT ) TQM ( TQC ) TPM

Supermarket system SQC Preventive Maintenance

Origin (‘pull’,or ’kanban’ system)(Statistical Quality Control) Productive Maintenance

Inventory (D)
Quality (Q) Equipment, labour and
Focus WUS (waste,
(of product and work) unit consumption losses (C)
unevenness and strain)

Just in Time, Systematic Pursuit of optimal conditions,

the hands-on, management the hands-on,
Method shop-floor approach, (systemising and shop-floor approach, and
and profitable IE standardising) going back to first principles

People Workplace management Engineering expertise

Multi-skilling
development techniques (QC tools) (equipment and maintenance)

Overlapping teams,
Organisation Existing organisation Policy management
pillar subcommittees
and operation plus specialist staff and QC Circles
and a step-by-step approach

Zero losses (zero accidents,

Objective Zero inventory ppm-order quality
defects and breakdowns)
 Development in Number of TPM Prizewinning Sites

Total Overseas
200 Award for World-class TPM 90
Achievement
Number of Sites

185
177
180 Advanced Special Award for TPM 80
172
Achievement

160 Special Award for TPM 152 151 70

Achievement
140
Award for Excellence in Consistent 135
60
TPM Commitment, 1st Category
120 (Average for 1991-2002 - 118.4)
Award for TPM Excellence,
109 50
1st Category 101
100
Award for Excellence in Consistent
84 40
TPM Commitment, 2nd Category
80 (sites with more than ¥500 million capital and more than 500 employees) 72
Award for TPM Excellence,
30
2nd Category
60 (sites with less than ¥500 million capital and less than 500 employees)
51
Trend in number of prizewinning 41 42
20
40 sites outside Japan (Overseas)
29
(Average for 1981-1990 – 18.6) 22
20 16 16 10
(Average for 1971-1980 - 3.2) 14
10 12
7 8 8
2 6 3 5
2 2 2 2 1
0 0
71
72

73
74
75

76
77

78
79
80

81
82

83

85

86
87

88
89
90

91
92

93
94
95

96
97

98
99
00

02
84

01
Fiscal Year
19
19

19
19
19

19
19

19
19
19

19
19

19

19

19
19

19
19
19

19
19

19
19
19

19
19

19
19
20

20
19

20