Transcript Introduction to Total Productive Maintenance (TPM)

Presented by: SIKANDAR ALI
Under the guidance: MAHMOOD ALAM SIR
Department of Mechanical Engineering
Integral University, Lucknow. 1
 Introduction
 What
is TPM
 TPM History
 Why TPM need
 TPM Objectives
 TPM targets
 Pillars of TPM
 Benefits of TPM
 Thought Change
 List of TPM Certified Company
 Conclusion
 References
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 TPM
is a unique Japanese philosophy.
 concept was first introduced by M/s Nippon Denso Co. Ltd
 Total
Productive Maintenance is a maintenance program
which involves a concept for maintaining plants and
equipment.
 Involvement of all people from top management to operator.
 It
is the goal of the TPM program to increase production,
employee motivation, and job satisfaction by eliminating
emergency repairs and unscheduled maintenance break
downs.
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T: TOTAL


Participation of all Employees.
Include all Departments, operation,
process.
equipment
and
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.
It is a Japanese approach for
Creating company culture for maximum efficiency.
 Striving to prevent losses with minimum cost
 Zero breakdowns and failures, Zero accident,
and Zero defects etc.
 Involvement of all people from top management to
operator.
 Reduce Cost of Manufacturing
 Goods send to Customers must be “ non –
defective”

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 Origin
of TPM can be traced back to 1951.
 Nippondenso
was the first company to introduce plant wide
preventive maintenance in 1960.
 TPM
first introduced in 1971, Nippon Denso Co., Ltd
Japan.
 The
first example of TPM used in Europe to deliver world
class performance was by Volvo in Ghent, Belgium.
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 Avoid
wastage in a quickly changing economic
environment.
 Producing goods without reducing product quality.
 Reduce cost.
 Goods send to the customers must be non defective.
Safe Work Environment
Job Security
Quality
Increased Productivity
Improved Skills
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1.
Increase production while, at the same time, increasing
employee morale and job satisfaction.
2.
Hold emergency & unscheduled maintenance to a
minimum.
3.
To provide the safe and good working environment to the
worker.
4.
Achieve Zero Defects, Zero Breakdown and Zero accidents
in all functional areas of the organization.
5.
Involve people in all levels of organization.
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1.
PRODUCTION
I). Overall Production Efficiency.
ii). Overall Equipment Effectiveness.
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.
6.
SAFETY
Maintain an accident free environment.
MULTYTASK
Develop multiskilled & flexible workers.
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 PILLAR
1 - Autonomous Maintenance
Team activity involving production, maintenance, and engineering.
 Maintaining Basic conditions on shop floor & in Machines.
 Develops operating and maintenance skills.
 Prevent equipment deterioration through correct operation and daily
checks
 Bring equipment to its ideal state through restoration and proper
management
 Establish the basic conditions needed to keep equipment well
maintained.

 PILLAR
2 - Focused Improvement
Improvement on every one’s activity.
 Improvement is to eliminate Production losses and cost reduction.
 Improvement in Reliability, Maintainability, and cost.

PILLAR 3 - Planned Maintenance
• 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.
PILLAR 4 - Quality Maintenance
• 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
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PILLAR 5 - Education & Training
• Skills development for uniformity of work practices on machines.
• Skills for Zero defects, Zero breakdowns & Zero accidents.
• Multi Skilled employees in all departments
The employees should be trained on the basis of his knowledge:
PHASE 1: Do not know.
PHASE 2: Know the theory but cannot do.
PHASE 3: Can do but cannot teach.
PHASE 4: Can do and also teach.
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PILLAR 6 - Development Management
KAI means change and ZEN means good (for the better).
Basically Kaizen is for small improvements, but carried out on
a continual basis and involves all people in the organization.
Kaizen Policy :
• Achieve cost reduction targets in all resources.
• Improve over all plant equipment effectiveness.
• Focus of easy handling of operator
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PILLAR 7 - Safety, Health & Environment
•
•
Zero accidents and Zero hazards at works.
Zero Pollution at Plant and Environment
PILLAR 8 - Office TPM
Office TPM must be flowed to improve productivity, efficiency in
the administrative function and identify eliminate losses.
This includes analyzing process and procedure towards increased
office automation. Office TPM covers these major losses:
1.
2.
3.
4.
5.
6.
7.
8.
Processing loss.
Cost loss, accounts marketing leading to high inventories.
Communication loss.
Idle loss.
Set-up loss.
Accuracy loss.
Office equipment breakdown.
Communication channel breakdown.
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Direct Benefits of TPM
1.
2.
3.
4.
5.
Increase Productivity
and Overall Plant
Efficiency by 1.5 to 2
times.
Rectify customers
complaints.
Reduce manufacturing
cost by ….percent.
Satisfy the customers
needs by 100%
Reduce accidents.
Indirect Benefits of TPM
1.
2.
3.
4.
5.
Higher confidence level
among the workers.
Keep the work place
clean, neat and
attractive.
Favorable change in the
attitude of the operators.
Achieve goals by working
as Team.
Share knowledge and
experience.
Operator and
Equipment
Mother and
baby
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LIST OF TPM CERTIFIED COMPANY

Indian Oil Corporation Limited.

Hindustan Unilever Ltd. Khamgaon

Hindustan Unilever Ltd. Haldia

Brakes India Ltd. Nanjangud

Brakes India Ltd. Pad

Brakes India Ltd. Foundry Div., Sholinghur

Shriram Pistons & Rings Ltd.

Exide Industries Limited.

Jamshedpur Utilities and Services Company Limited.

Munjal Showa Limited.

MRF Limited.

Galaxy Surfactants Ltd. Taloja and Tarapur

Sundram Fasteners Ltd. Hosur

Sundram Fasteners Ltd. Pondicherry
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TPM is a Lean tool for Quality and Productivity
Today, with competition in industry at an all time high, TPM may be the only
thing that stands between success. If everyone involved in a TPM program
does his or her part, an unusually high rate of return compared to resources
invested may be expected.
• It can be adapted to work not only in industrial plants, but in
construction, building maintenance, transportation, and in a variety of
other situations.
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1. http://www.wikipedia.com
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Industry In Bangladesh.
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Volume 3, Issue 11 (September 2012), PP. 62-67
4. http://www.plant-maintenance.com
5. B.S. Dhillon , Maintainability, Maintenance, and Reliability for Engineers, CRC Press, 2006
6. Total Quality Management TEC 5133 Spring 2009- Jan Mohrbacher
7. Total Productive Maintenance and Innovation Performance in Automotive Industry by Suzaituladwini Hashim1, Nurul Fadly
Habidin2, Juriah Conding3.
8. institute of Engineering and Technology: http://www.kn.theiet.org/magazine/reports/lean-manufacturing/rightfoundations.cfm
9. Maintenance engineering and management First edition 1998 Reprint 2007 By S.K.Srivastava S.Chand publication.
10. http:// www.evi.org
11. Nakajima Seiichi, Introduction to TPM: Total Productive Maintenance, Productivity Press (India).
12. Maintenance Planning Control & Documentation By E.N. White Gower Press U.K.
13. http:// www.maintenanceresources.com
14. http://www.tpmonline.com/articles_on_total_productive_maintenance/tpm/tpmroberts.htm
15. Total Productive Maintenance (TPM) Concepts and Literature Review, (Brooks Automation, Inc.2004) By Thomas R.
Pomorski.
16. Jonas Hansson, Fredrik Backlund, Liselott Lycke, New Research Managing commitment: increasing the odds for successful
implementation of TQM, TPM or RCM, International Journal of Quality & Reliability Management, Vol. 20 No. 9, 2003, pp.
993-1008
17. Hajime Yamashina, Japanese manufacturing strategy and the role of total productive maintenance, Journal of Quality in
Maintenance Engineering, Vol. 1, No. 1, 1995, pp. 27-38
18. Mohamed Ben-Daya, You may need RCM to enhance TPM implementation, Journal of Quality in Maintenance Engineering,
Vol. 6, No. 2, 2000, pp. 82-85
19. Suzuki T 1992, “TPM in Process Industry”, Productivity Press, New York, U.S.A.
20. Baluch N, Abdullah C S B and Mohtar S B 2010, “Maintenance Management Performance – An Overview towards
Evaluating Malaysian Palm Oil Mill”, The Asian Journal of Technology Management, vol. 3, issue 1, pp 1-5.
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I sincerely thank you for your co-operation and consideration .
Presented by: SIKANDAR ALI
[email protected]
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