Improve Productivity, Quality, Safety, Moral of Workforce Along With Reduce Cost & Response Time With

Improve Productivity,
Quality, Safety, Moral of

Workforce along with
Reduce Cost & Response
time with
TPM Methodology.
Presented by : - Mr. Deepak Sahoo

Prepared by :- Mr. Deepak Sahoo , TPM Consultant
Day Plan
Start time 9.00 End Time : 3 PM
TPM Part 1 9AM 11 AM
TPM part 2 (5S) 11.10AM to 12.o5 PM
TPM Part 3 (Kaizen Pillar) 12.45PM to 2 PM
TPM Part 4 (JH) 2.10 PM to 3 PM
Lunch time 12.o5PM to 12.45

Break time @ 11PM and 2 PM

Agenda
Why Change
Evolution of Business Excellence culture
Overview of TPM
Type of Maintenance
Pillars of TPM
Workplace organization (5 S) - Details
Kaizen Pillar - Details
JH Pillar - Details

The Story of Eagle
The Story of Eagle

The Story of Eagle . . .
The eagle has the longest life-span

of its species
It can live up to 70 years
But to reach this age, the eagle

must make a hard decision
In its 40s
Its long and flexible talons can no

longer grab prey which serves as food.
Its long and sharp beak becomes bent

Its old-aged and heavy wings, due to their

thick feathers, become stuck to its chest and
make it difficult to fly.
Then, the eagle is left with only two options:

die or go through a painful process of change
which lasts 150 days.
The process requires that the eagle fly to a

mountain top and sit on its nest
There the eagle knocks its beak

against a rock until it plucks it out
The eagle will wait for a new beak to grow

back and then itll pluck out its talons
When its new talons grow back, the eagle

starts plucking its old-aged feathers
And after five months, the eagle takes its
famous flight of rebirth and lives for ...
30 more years
Why Change !
Many times, in order to survive; we have to start a change process.
Sometimes need to get rid of old memories, habits and other past
traditions.
Organizational change is needed in order to align the company with

changing business environment.
Due to External Factors Due to Internal Factors
Market volumes, changing product Skills of employees, present plant

profile, competition on price and variety, technologies with respect to future
segment, product specifications, change product specifications driven by
in business environment driven by customers, level of productivity,
government Policies etc. Quality, cost and
morale of employees.

The Change Process
The change process starts by
Demonstrated change in the management.
Setting up a new management system and process that
reflects new approach and mind set.
Implementing, achieving and sustaining activities in line
with new mindset
Process of
PLAN SHARE UNDERSTAND change
start
Management creates Share with Employees understand

policy and provides the employees the vision of
vision and mission. Management
Change !!!!!
NAME FROM TO
Customer
Company Driven Customer Driven
orientation
Operational
Output Inspection Input Setting
Processes
People processes Individual Effort Team Effort
People skills By pass problem Finding Solution
Decisions Consultative /
Unilateral
Empowered
Leadership Managing Leading
Management Style Delegation Empowerment

Leaders are most important for bringing
change in an organization.
Environment makes people !

If environment changes, people change.

More About People .
People need to work with their minds not just
hands
Smart work is always better than Hard work.
What how- when why of the problem is
more important than who
Problems are created by people and hence they
alone can find solutions

Decision styles
You decide within constraints
Let us decide
I will ask you all together and I decide
I will ask individually and I decide

I decide

Style of Working
working levels
Communication
Cooperation
Collaboration
Team working

Style of Working level & Team ?
A group of
guys
A group of guys
A collection of
Peoples
A Team Leader
and some peoples
A team is a collection of people

related to one another
who share a common objective
and work in a collaboration with
one another
to achieve a common target.

Team Leader is the Eyes & Ears of Team
Every team has a leader and members.
A team leader
First remove his Hat outside.
Has need for improvement
Sets targets for the team
Good communicator
Good coordinator
Works as a member
Resource person for the members
Understands teams strengths and weaknesses
Has counseling skills
Change Factor and Its Outcomes
Action
Skills Resource
plan
Rewards Confusion
Action
Vision Resource
plan
Rewards Anxiety
Action
Vision Skills
plan
Rewards Frustration
Vision Skills Resource Rewards No Start
Action
Vision Skills Resource
plan Slow Change
Action
Vision Skills Resource
plan
Rewards Change

Change Management Tools
6-
RCM TQM Sigma WCM
TPM
JIT TPS OE
ME
Lean
Manufacturing

What is Maintenance and Its Objective
Maintenance is a set of organised activities that are
carried out in order to keep an item in its best
operational condition with minimum cost acquired.
PLANT
Maximising Production Reduce Breakdowns

M
A
Minimising Energy I Reduce Downtime
Usage N
T
Optimising Useful Life Improving Equipment
of Equipment
E Efficiency
N
Providing Budgetary A Improving Inventory
Control N Control
C
Optimising Resources E Implementing Cost
Utilisation Reduction

Type of Maintenance
Run to Failure Maintenance (RTF)
Preventive Maintenance (PM)
Corrective Maintenance (CM)
Predictive Maintenance (PDM)
Improvement Maintenance (IM)

Type Of Maintenance
MAINTENANCE
PLANNED UNPLANNED MAINTENANCE

MAINTENANCE (REACTIVE)
(PROACTIVE)
EMERGENCY BREAKDOWN
PREDECTIVE PREVENTIVE IMPROVEMENT CORRECTIVE

MAINTENANC MAINTENANC MAINTENANCE MAINTENANC
E E E
STATISTICAL CONDITION - DEFERRED REMEDIAL

ENGINEERING DESIGN -
- BASED BASED
SERVICES OUT
WINDOW RUNNIN ROUTINE OPPORT SHUTDOWN SHUTDOWN SHUTDOWN

G U-NITY PREVENTIVE IMPROVEMEN CORRECTIVE
T

Run to Failure Maintenance (RTF)
Emergency maintenance: it is carried out as fast as
possible in order to bring a failed machine or
facility to a safe and operationally efficient
condition.
Breakdown maintenance: it is performed after the
occurrence of an advanced considered failure for
which advanced provision has been made in the
form of repair method, spares, materials, labour
and equipment.

Preventive Maintenance (PM)
Routine maintenance which includes those maintenance activities that are
repetitive and periodic in nature such as lubrication, cleaning, and small
adjustment.
Running maintenance which includes those maintenance activities that are
carried out while the machine or equipment is running and they represent
those activities that are performed before the actual preventive maintenance
activities take place.
Opportunity maintenance which is a set of maintenance activities that are
performed on a machine or a facility when an unplanned opportunity exists
during the period of performing planned maintenance activities to other
machines or facilities.
Window maintenance which is a set of activities that are carried out when a
machine or equipment is not required for a definite period of time.
Shutdown preventive maintenance, which is a set of preventive maintenance
activities that are carried out when the production line is in total stoppage
situation.

Corrective Maintenance (CM)
Remedial maintenance, which is a set of activities that are
performed to eliminate the source of failure without
interrupting the continuity of the production process.
Deferred maintenance, which is a set of corrective

maintenance activities that are not immediately initiated
after the occurrence of a failure but are delayed in such a
way that will not affect the production process.
Shutdown corrective maintenance, which is a set of

corrective maintenance activities that are performed when
the production line is in total stoppage situation.

Improvement Maintenance (IM)
Design-out maintenance which is a set of activities that are used to
eliminate the cause of maintenance, simplify maintenance tasks, or
raise machine performance from the maintenance point of view by
redesigning those machines and facilities which are vulnerable to
frequent occurrence of failure and their long term repair or
replacement cost is very expensive.
Engineering services which includes construction and construction

modification, removal and installation, and rearrangement of
facilities.
Shutdown improvement maintenance, which is a set of improvement

maintenance activities that are performed while the production line is
in a complete stoppage situation.

Predictive Maintenance (PDM)
Condition-based predictive maintenance
depends on continuous or periodic condition
monitoring equipment to detect the signs of
failure.
Statistical-based predictive maintenance

depends on statistical data from the meticulous
recording of the stoppages of the in-plant
items and components in order to develop
models for predicting failures.
What is TPM ?
Total Productive Maintenance
Total Profit Management

Total People Management
Total Perfect Manufacturing
Total Productive Management
Total Product Manage

How it Origin ?
PRODUCTION ENGINEERING Preventive maintenance was conceived in
the 1950s post world war II. Productive
maintenance (developed in 1960s),
STATISTICAL PROCESS CONTROL
incorporates disciplines like maintenance
prevention design, reliability,
maintainability engg, and economic engg
ORGANIZATION THEORY to enhance the economic life of the
equipment investment for the entire life
of the equipment
Excellent
GROUP DYNAMICS
Companies
Social Learning
Theory
Nakajima
TPM
TPM started with the automobile industry &
rapidly became part of the culture at Toyota,
Nissan & Mazda in Japan and few other
COGNITIVE organizations in the USA. Initially TPM activities
PSYCHOLOGY were limited to those departments directly
BEHAVIORAL involved with production, however now
SCIENCE administrative departments have also started
QUALITY MOVEMENT applying the principles of TPM.

The Origin Of TPM.
World war II huge losses to Japanese industry & economy. Japanese
Automotive Industry helped by Management Experts from USA
Challenges faced by Japanese industry
Low demand for high variety Stringent Quality requirements
To produce at Lowest cost to be competitive
Evolution of Planned Maintenance for quality & reliability

Changeover time reduction (SMED) for flexible & small batches
Evolution of regime of Asset care and
People Care
Primary pillars of TPM
Planned Maintenance
Autonomous Maintenance (Basic Equipment Care)

From FPS XPS TPS - TPM
TPM was first applied by the Japanese company Nippondenso, a supplier
to the automotive industry.
TPM
Ford Xerox Toyota
Production Production Production
System System System
Later the method was further developed by the Japan Institute for Plant
Maintenance.
Break the cycle of (Fix Operate Failure Fix)
3
FIX
1 2
OPERATE FAILURE
There is a temptation to fix the failure and keep operating till

the next failure. We need to break this cycle.
MMM - A new definition of Asset care

TPM is Double S for sustained implementation
Slow & Steady Sweet

Objectives of TPM:
Zero Accident
3 Zs Zero Breakdown
Zero Abnormalities
What has been decided

must be done
exactly as per standards
Passion No excuses
No compromise
Perfection

TPM Definition:
A set of activities for
restoring equipment to its
optimal condition and
changing the work
environment to maintain
those conditions through
daily maintenance
activities.

TPM Definition:
A set of activities for
restoring equipment to its
optimal condition and
changing the work
environment to maintain
those conditions through
daily maintenance
activities.

Total Productive Maintenance: the jargon
5S - This refers to the five Japanese words seiri, seiton, seison, seiketsu, shitsuke. These represent
guidelines to organize and manage the workspace in such a way, that a visual controlled and efficient
production becomes possible. The key target of 5S is to keep the workplaces clean and organized.
Dojo - Strictly speaking this is a sports centre for Japanese martial arts!. Within the framework of TPM,
a Dojo is however an internal training facility to practise this improvement method.
First time right - This expression emphasizes the importance of doing things correct the first time.
After all, rework will reduce the Overall Equipment Effectiveness!
Gemba - Gemba is a Japanese term for place where it happens, here this is the manufacturing floor.
The saying go to the gemba" means that managers should visit their shopfloor frequently to discover
problems and to help to realize improvements.
Kaizen - Literally this means adjusting a process (kai) to become good (zen). However, Kaizen also
stands for implementing small improvements, step-by-step. See also: SGA.
Labeling - Labeling involves the marking of things that are desired or not. Labeling methods vary from
cards with desired repair-actions and target dates on it, to marking the correct position of a temperature
indicator.

Total Productive Maintenance: the jargon 2
Model machine - During the implementation of TPM, this machine is ahead of the other equipment
regarding optimization and standardization (by rolling out the TPM pillars)
Overall Equipment Effectiveness (OEE) - This index number for the machine efficiency is
multiplication of several sub-indicators, which all have a value between 0 and 1, and 100%. Usually, at least
the following sub-indicators are included in the OEE:
The machine availability A = (scheduled production time standstill)/( scheduled production time)
The relative machine performance P = (average processing time)/(fastest possible processing time)
The Quality Q = the fraction approved products
In that case, OEE = A x P x Q x 100%.
It is possible to add extra sub-indices at will, such as the supply performance S. By doing that, the definition
of the OEE can be stretched to such an extent, that it is better to rename it to Overall Factory
Efficiency (OFE). In all cases, the aim of carrying out OEE-measurements is the detection of hidden losses.
This resembles the elimination of waste with Value Stream Mapping, a tool used in Lean manufacturing.
One Point Lesson (OPL)

This is a best practise operation procedure written down on a sheet of A4, for example simple (visual)
instructions to set-up, inspect and/or maintain certain machines. The aim is to standardize operating
procedures, as a foundation for improvement. One Point Lessons are also used to describe suggestions for
improvements, which are then (before implementation) subject to discussion and possible adaptation by all
the people involved.
Pareto - This is the concept that 20% of the causes are usually responsible for 80% of the consequences (like
machine-failures resulting in a low OEE)
Pillar - The goal of the management pillars is to improve low OEE-values in a targeted way. TPM embraces
at least eight management pillars, or areas of special interest. These are:
Continuous (focused) improvement - kobetsu kaizen
Autonomous maintenance - jishu hozen ('maintenance is a task of everyone)
Planned (preventive) maintenance
Training (with the aim to standardize the work)
Early (equipment) management: maintenance is taken into consideration when new equipment is
purchased. Another aim can be the optimal design of a new production line, so that it intrinsically
has a high OEE.
Quality management
TPM in the office: the optimization of administrative processes.
Safety and environment
Sometimes the optimal use of employee competences is added as ninth pillar. Another rather popular extra
pillar is Lean Flow, to introduce Lean manufacturing tools and to prevent local optimization.

SGA or Small Group Activity - A multi-disciplinary improvement group, with for
example engineers, operators and quality inspectors, tries to solve one specific
problem that is responsible for a low OEE-value.
SMED - This acronym stands for Single Minute Exchange of Dies. SMED was
invented by Shigeo Shingo at Toyota. He claimed that molds for forming automobile
bodies should be exchangeable within ten minutes. Later, this concept widened to
reduce machine set-up times in general. In TPM the aim is to increase the OEE, by
reducing the standstill time. SMED is also applied in Lean manufacturing.
TPM-board
This is a board with the size of a poster, with OEE-charts, objectives, activities and
the members of a SGA-team. These boards typically hang in places where many
people come, for example in coffee rooms.

Operator and Equipment

Individual
Improvement
Planned Maintenance
Development
management
Pillars Of TPM
Education & Training
Autonomous
TPM
Maintenance
Quality Maintenance
5S / workplace organization
TPM in Offices
Safety, health &

Environment
Healthy equipment like a healthy body.
AM Pillar More Details
Daily Prevention Measure Inject before

Deterioration breakdown
Routine Service Monitor Timely Preventive

Clean Predict Maintenance
Tighten
Adjust
Inspect
Lubricate
By Operators &
By Operators Maintainers By Maintainers

Enhance pride and ownership at the workplace
CLEANING
CHECKING
DISCOVER PRIDE IN THE

ABNORMALITIES WORKPLACE
RESTORE & ELIMINATE

ABNORMALITIES
POSITIVE EFFECTS (Event Review)

TPM enhances the effectiveness of both Plant Equipment &
Human Resources
Benefits
Transformation in human resources
Education & empowerment of employees such that Reducing equipment
Operators can perform autonomous maintenance breakdowns
Maintenance can perform high quality maintenance
Every one can focus on product & process Minimizing idling and
improvements minor stops
Lessening Quality defects
/ claims
Boosting productivity
Shrinking inventory
Transformation in plant equipment
Cutting accidents
Efficiency improvement through enhanced Promoting employee
utilization of equipment
Proper assessment of Maintenance cost & better
involvement / increased
spending suggestions from
employees

JH / AM Pillar
OBJECTIVE
TO PRACTISE AUTONOMOUS MAINTENANCE ACTIVITIES TO
ACHIEVE ZERO EQUIPMENT FAILURE AND ZERO PRODUCT DEFECT
CAUSED BY FORCED DETERIORATION
JISHU HOZEN FOCUSSED ON UPGRADING SKILL OF THE

OPERATORS TO ASSESS:
ABILITY TO DETERMINE & JUDGE WHEN OPERATING

CONDITIONS BECOMES ABNORMAL.
ABILITY TO MAINTAIN BASIC OPERATING CONDITIONS.
RESPOND QUICKLY TO ABNORMALITIES & INFORM IN CASE OF

ANY DOUBTS.
JH Pillar
JISHU - HOZEN IS PROCESS OF CHANGE
OF THINKING :
- FROM
I OPERATE THE EQUIPMENT &

SOMEBODY ELSE MAINTAIN IT
- TO -
THIS IS MY EQUIPMENT & I MAINTAIN IT

Kaizen Pillar
Objective :
TO MAXIMISE OVER ALL EFFECTIVENESS OF THE
PLANT AND PROCESS BY ELIMINATION OF ALL LOSSES
AND TO REDUCE COST OF PRODUCTION THROUGH
SMALL GROUP ACTIVITIES
Focus on 16 Major Losses

PM Pillar
Objective :
TO ACHIEVE ZERO EQUIPMENT FAILURE AND
DOWNTIME WITH MINIMUM MAINTENANCE COST
Activities :
SUPPORT & GUIDANCE FOR JISHU HOZENACTIVITIES
ZERO FAILURE ACTIVITIES
ESTABLISHMENT OF PLANNED MAINTENANCE STRUCTURE
LUBRICATION MANAGEMENT ACTIVITIES
SPARE PARTS MANAGEMENT ACTIVITIES
MAINTENANCE COST MANAGEMENT ACTIVITIES
PREDICTIVE MAINTENANCE IMPROVEMENT &
SHUTDOWN MAINTENANCE
ENHANCEMENT OF MAINTENANCE TECHNOLOGY AND SKILLS

ED Pillar
Objective :
TO ELIMINATE PRODUCT DEFECT,EQUIPMENT FAILURE AND
ACCIDENT DUE TO LACK OF SKILL AND KNOWLEDGE.
TO MAKE EACH OPERATION & MAINTENANCE PERSONNEL AN
EXPERT IN OWN AREA.
TO DEVELOP MULTISKILL WORKFORCE.
Activities :
TRAINING ON BASICS OF BOLTING,LUBRICATION,
HYDRAULICS, PNEUMATICS AND ELECTRICITY.
EVALUATION OF EFFECTIVENESS OF TRAINING.
IDENTIFY TRAINING NEED FOR MULTI-SKILL ACTIVITY &
ORGANISE TRAINING.

QM Pillar
Objective :
TO ACHIEVE AND MAINTAIN ZERO DEFECTS IN OUR PRODUCT
FOR TOTAL CUSTOMER SATISFACTION.
Activities :
SET CONDITIONS FOR ZERO DEFECT.
MEASURE & INSPECT CONDITIONS AND ANALYSE TRENDS
TO PREDICT POSSIBILITY OF DEFECT GENERATION.
MAINTAIN PARAMETERS WITHIN STANDARD VALUES BY
TAKING PRIOR COUNTER MEASURES.

SHE Pillar
Objective :
TO MAKE & MAINTAIN FACTORY A SAFE & CLEAN WORK PLACE
AND TO ENSURE ZERO ACCIDENT WITH ALL EMPLOYEES
PARTICIPATION
Activities :
Accident Reduction
Better Resource Management
Pollution Control
Hygiene Work Place

DM Pillar
Objective :
Zero Losses in Process and Zero Waste in system.
Activities :
New Product innovation
Value Mapping
Management Style Improvement
Better Work flow
Loss cost structure
Web Matrix
Vender development
Branding

Office TPM Pillar
Objective :
Zero Losses in Management and collaborative work
culture among all department.
Activities :
5S in Office
Financial and other supportive dept.
File Motion Study
Command time study
Productivity cultural study
Work Study

Sustenance Cycle
Communicate
Sustenance Cycle
CRR
Review / Audit Resistance Prevention

What should we communicate?
Communication levels:
1. Initiative Level
i. TPM Evolution
ii. Definition (Restoring original conditions, continuous improvement, change in the
working environment, daily maintenance activities)
iii. Benefits of TPM self and organization
iv. Process of implementation
2. Organization level benefits
i. Problem
ii. Improvement
iii. Benefit
3. Actual workplace level what change is to be incorporated
Checklist, different method of working, different tools for work and its benefits

Resistance Prevention
We come across several excuses for not sustaining the improvements.
Most of them can be categorized under the following:
1. Lack of understanding / awareness
2. Lack of motivation / recognition
3. Lack of interest / self benefit
4. Inability to accept change / complacence
5. Non-operational issues

Sustenance
There are a variety of techniques we can employ to ensure
that our efforts are sustained:
Development of policies and goals
Create measurement tools
Frequent assessments of current conditions to ensure they

are on target
Creation of Process Improvement Teams to ensure that

these efforts are sustained and enhanced
Thank You !!!!
Any Question ?
Connect With Me @
Mobile :- +974 3370 8982
Email :- dksahoo2@gmail.com

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Improve Productivity, Quality, Safety, Moral of Workforce Along With Reduce Cost & Response Time With

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Improve Productivity,

Quality, Safety, Moral of

Presented by : - Mr. Deepak Sahoo

Lunch time 12.o5PM to 12.45

Prepared by :- Mr. Deepak Sahoo , TPM Consultant

Prepared by :- Mr. Deepak Sahoo , TPM Consultant

The Story of Eagle

Prepared by :- Mr. Deepak Sahoo , TPM Consultant

The eagle has the longest life-span

It can live up to 70 years

But to reach this age, the eagle

Its long and flexible talons can no

Its long and sharp beak becomes bent

Its old-aged and heavy wings, due to their

Then, the eagle is left with only two options:

The process requires that the eagle fly to a

There the eagle knocks its beak

The eagle will wait for a new beak to grow

When its new talons grow back, the eagle

Organizational change is needed in order to align the company with

Due to External Factors Due to Internal Factors

Market volumes, changing product Skills of employees, present plant

Prepared by :- Mr. Deepak Sahoo , TPM Consultant

Management creates Share with Employees understand

Prepared by :- Mr. Deepak Sahoo , TPM Consultant

Environment makes people !

Prepared by :- Mr. Deepak Sahoo , TPM Consultant

Prepared by :- Mr. Deepak Sahoo , TPM Consultant

You decide within constraints

I will ask you all together and I decide

I will ask individually and I decide

Prepared by :- Mr. Deepak Sahoo , TPM Consultant

Prepared by :- Mr. Deepak Sahoo , TPM Consultant

A team is a collection of people

Prepared by :- Mr. Deepak Sahoo , TPM Consultant

Vision Skills Resource Rewards No Start

Prepared by :- Mr. Deepak Sahoo , TPM Consultant

Prepared by :- Mr. Deepak Sahoo , TPM Consultant

Maximising Production Reduce Breakdowns

Prepared by :- Mr. Deepak Sahoo , TPM Consultant

Prepared by :- Mr. Deepak Sahoo , TPM Consultant

PLANNED UNPLANNED MAINTENANCE

PREDECTIVE PREVENTIVE IMPROVEMENT CORRECTIVE

STATISTICAL CONDITION - DEFERRED REMEDIAL

WINDOW RUNNIN ROUTINE OPPORT SHUTDOWN SHUTDOWN SHUTDOWN

Prepared by :- Mr. Deepak Sahoo , TPM Consultant

Prepared by :- Mr. Deepak Sahoo , TPM Consultant

Prepared by :- Mr. Deepak Sahoo , TPM Consultant

Deferred maintenance, which is a set of corrective

Shutdown corrective maintenance, which is a set of

Prepared by :- Mr. Deepak Sahoo , TPM Consultant

Engineering services which includes construction and construction

Shutdown improvement maintenance, which is a set of improvement

Prepared by :- Mr. Deepak Sahoo , TPM Consultant

Statistical-based predictive maintenance

Total Profit Management

Prepared by :- Mr. Deepak Sahoo , TPM Consultant

Prepared by :- Mr. Deepak Sahoo , TPM Consultant

Evolution of Planned Maintenance for quality & reliability

Prepared by :- Mr. Deepak Sahoo , TPM Consultant

There is a temptation to fix the failure and keep operating till

Prepared by :- Mr. Deepak Sahoo , TPM Consultant

Slow & Steady Sweet