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Total Productive Maintenance: An Introduction To

The document provides an introduction to Total Productive Maintenance (TPM). It discusses the background and history of TPM originating from Japan in the 1950s. It outlines the basic concepts of TPM including building a profitable operation, practicing prevention over cure, involving everyone through group work, using hands-on approaches, and aiming for automation. It also discusses the eight pillars of TPM and objectives of achieving zero failure, zero defects, zero accidents, and zero waste.

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Roshan Akaravita
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152 views25 pages

Total Productive Maintenance: An Introduction To

The document provides an introduction to Total Productive Maintenance (TPM). It discusses the background and history of TPM originating from Japan in the 1950s. It outlines the basic concepts of TPM including building a profitable operation, practicing prevention over cure, involving everyone through group work, using hands-on approaches, and aiming for automation. It also discusses the eight pillars of TPM and objectives of achieving zero failure, zero defects, zero accidents, and zero waste.

Uploaded by

Roshan Akaravita
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
You are on page 1/ 25

An Introduction to

Total Productive Maintenance

PRESENTED BY : A . R DEVINDA
WINDFORCE (PVT) LTD
Background and History of TPM

 TPM is an innovative Japanese concept which can be traced back to 1951.


 The concept of preventive maintenance was taken from USA.
 Nippon Denso was the first company to introduce plant wide preventive
maintenance in 1960.
 Nippon Denso which already followed preventive maintenance also added
Autonomous maintenance done by production operators.
 By then Nippon Denso had made quality circles, involving the employees
participation. Thus all employees took part in implementing Productive
maintenance.
Father of TPM
Saiichi Nakajima
Evolution of TPM in Japan
5 Basic Concepts of TPM

Build a profitable operation.


Practice prevention rather than cure.
 Involve everyone.
Organize the workforce into a pyramid of overlapping small groups and have
operators carry out Autonomous Maintenance
 Use the Hands-On shop-floor approach.
Aim for automation and unattended operation.
The Eight Pillars of TPM
Objectives of TPM

 Zero Failure
 Zero Defect
 Zero Accident
 Zero Waste
Concept Of Zero Failure

We must change our way of thinking from “equipment may fail” to


“equipment shall not fail” and realize that the equipment can be
protected from failure.
2 Types Of Failures

Function Stoppage: Failure causing the equipment to stop


completely.

Function Deterioration: Equipment function is not fully utilized


and is beginning to malfunction by
minor stoppages.
10
Rules For Zero Failure
Discover latent defects to prevent failures

“Failure” is only the tip of the


iceberg
FAILURE

LATENT DEFECTS

Dust, soiling, adhesion of raw materials.


Abrasion, backlash, looseness, leaks
Corrosion, deformation, flaws, cracks
Temperature, vibration, sound, and other errors
11
How To Eliminate Failures To Zero

 Establish Basic Conditions


 Observe Operating Conditions
 Restore Equipment From a Deteriorated State
 Improve Weak Points Of Design
 Upgrade The Skill Level
12
5 Countermeasures For Zero Failures And 5 TPM Principles

1. Establish Basic Conditions Focus improvement

Operator Autonomous
2. Observe Operating
Maintenance
Conditions

Restore Equipment
3. From a Deteriorated Planned Maintenance
State

Improve Weak Points


4. Education And Training
In Design

5. Improve The Skill Level Initial Flow Control Of


Equipment
13
Breakdowns & Defects Can Be
Divided Into 2 Loss Categories

1. Sporadic Loss: Defects suddenly occur, or a


piece of equipment suddenly
stops. The root cause is usually
easy to locate.

2. Chronic Loss: This type of loss does not occur


suddenly. There is usually more
than one type of cause to the loss,
which makes the root cause
difficult to locate.
14
Chronic Loss Causes

Cause Cause

Cause Cause Cause Cause

Cause Cause

(Single Cause) (Several Causes)(Combinations Of Several Causes)


Understanding
The Cause
It is difficult to focus on and understand causes.
Problem Solving

There are two classifications for problems.

 Occurrence type problems


 Statistical problem solving
 Creative problem solving
 Setting type problems.
 PDCA
5 GEN approach in Problem Solving

Approach Tool
Genba – The precise location Common Sence
Genbutsu – The evidence 5W+1H
Genjitsu – The Facts 5W+1H
Genri – The Principles (Root Causes) Brainstorm /Why Why
Gensoku – The Rules ( Standards) Brainstorm /Why Why
Why Why
Method
7 QC in
Problem
Solving
19
Cause And Effect Diagram

 Man
 Machine
 Materials
 Method
 Measurement
 Mother Nature
20
21
Advance 5s and Kaizen

 Advance 5s.
 Taking counter measures
 Understand the purpose and purpose of the purpose before applying.
 Kaizen Thinking.
 Corrective action under constrains which will improve own work.
Autonomous Maintenance. (JH)

 Eliminate forced deterioration and control natural


deterioration.
 Transform attitude of operators from I Operate you
maintain to I Operate I Maintain.
Seven steps of JH
25

Thank You!

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