Institute of Management,

Christ University

Main Campus, Bengaluru

Master of Business Administration: 2017-19

ENTERPRISE ASSET MANAGEMENT

CIA- I

Research based assignment

Submitted To: -

Prof. Padmanabh

Submitted By
MALLADI KRISHNA SAI CHARAN

IV MBA

L-2

1727924
 Total productivity Maintainance
Total productive maintenance refers to maintaining and improving integrity of production
and quality systems through machines, equipment, processes and employees that add
business value to an organization.
Literature review
According to MAGGARD & RHYNE, 1992 Total productive maintainance is a partnership
approach among all organisational functions especially between production and maintainance
for continous improvement of product quality, operation efficiency, Capacity assurance and
safety.Furthermore Total in TPM refers to total employee involvement, Total equipment
effectiveness and total maintainance delievery system.
TPM implementation
Tennessee Eastman’s plant maintenance division started searching for an innovative and
improved approach for maintenance. Even though the the state of maintenance management
was satisfactory but gaining maintenance improvements and tye of depth required to support
the company TQM program were nearly impossible. In 1986 Tennessee Eastman began
searching for a process which will fit their culture and also motivate employees at all levels.
TPM Preparation
TPM implementation
Tennessee Eastman established a TPM staff group for providing support and facilitation to all
the plant’s team involved with TPM. A corporate TPM “Champion” was a member of this
group. Top management ensured that all concerns regarding employees were anticipated and
responses to them were also thought over. Education and establishing a two-way
communication were regarded as the most crucial aspects for success of TPM.
Tennessee Eastman conducted an audit called opportunity audit whose main purpose was to
assess the current state of operations and maintenance according to potential for
Improvement.
They also prepared a reward and recognition system which they called a performance
management as a means of building commitment by positively reinforcing participants when
they attain important milestones. They may include:
 All personal trained to perform TPM tasks
 Cost reduction Goals
 TPM expansion goals
 TPM task performance goals
 Equipment uptime goals.

In april 1987 three teams were launched and by late 1991 120 TPM teams were launched
involving more than 5000 operators are now participating in TPM.
At Tennessee Eastman benefits of TPM were overwhelmingly positive downtime decreased
and workers were given basic knowledge of maintenance so that production would not stop in
case of minor contingencies. (MAGGARD & RHYNE, 1992)

In their paper (Ireland & Dale, 2001) tells about three companies which implemented TPM.
Company A produced rubber products and was experiencing inadequate skill levels, low
employee participation in its affairs, and a lack of application of appropriate continuous
improvement methodologies. To address these issues Company A decided to implement
TPM.They formed a TPM steering committee with the site directo as chair and production
maintainance human resources, and continuous improvement managers as members, along
with trade union representation. The autonomous maintenance process provided the company
with its biggest changes to organisational culture and competencies. The company followed
Nakajima's (1988) seven steps of autonomous maintenance (i.e. initial cleaning,
countermeasures for the causes and effects of dirt and dust, cleaning and lubricating
standards, general inspection, autonomous inspection, organisation and tidiness, and full
implementation of autonomous maintenance) and during the first step of cleaning and
tagging, which were undertaken in the firsttwo years, theygenerated 11,600 tags.
Company B specialized in Packaging and by 1990 was heading towards closure and as a
consequence, decided in 1991 to implement total quality management (TQM) and followed
this with TPM in 1994; The company has used the seven TPM pillars (i.e. focused
improvements; autonomous maintenance; planned maintenance; quality
maintenance;education and training; early equipment management, and safety and
environment) in its implementation of TPM. In the last three years customer complaints
reduced to 20 per cent of their value in 1995; production volumes have increased by 40 per
cent with the same number of employees; overtime costs were reduced by 40 per cent;
absenteeism has been reduced by 43 per cent; and the outputper employee has increased by
46 per cent. A TPM organisational structure was established, termed world class performance
(WCP). The factory was divided into three modules and each of these was managed by
module leaders. There were no specific TPM facilitators/co-ordinators employed, instead the
overall TPM process was managed by the WCP manager with the support of the module
leaders, their teams and the pillar champions.
Company C manufactured motorised vehicles. a Japanese company bought a 60 per cent
share in the company and by the late 1980s this had increased to 99 per cent. The Japanese
company brought with them the TPM process and stability for the factory by guaranteeing
everyone's job for three years. When TPM was launched the company appointed a TPM team
of 12 facilitators/co-ordinators reporting directly to the factory president. They used cost
deployment to identify improvement areas. Their main focus was to increase productivity and
reduce the work space, resulting in an increase in the quantity of products they manufacture
on their site and hence increasing market share.
Overall equipment effectiveness
OEE is a result can be expressed as the ration of the actual output of the equipment divided
by the maximum output of the equipment under the best performance condition. The Overall
Equipment Effectiveness was originated from the Total Productive Maintenance practices,
developed by S.Nakajima at the Japan Institute of Plant Maintenance, the aims of TPM is to
achieve the ideal performance and achieve the Zero loss. which means no production scrap or
defect, no breakdown, no accident, no waste in the process running or changeover. The
quantification of these accumulations of waste in time and its comparison to the total
available time can give the production and the maintenance management a general view of
the actual performance of the plant. And it can help them to focus the improvement on the
bigger loss.
OEE is equal to the multiplication of the three main bases for the main six big losses: 1.
Availability indicates the problem which caused by downtime losses. 2. Performance
indicates the losses caused by speed losses and 3. Quality indicates the scrap and rework
losses.
OEE = Availability x Performance rate x Quality rate
Where Availability = ((Required availability – Downtime)/ Required availability)* 100
Performance rate = ((design cycle time * output)/ Operating time)* 100
Quality rate = ((production input – quality defects)/ Production input)* 100. (R.Almeanaze,
2010)
A shot peening machine was selected for implementation of TPM.
The following plan were used for the implementation of TPM activities,
• Initial cleaning
• Listing and classification of abnormalities
• Why-Why Analysis
• Kaizen
• Jishu Hozan
• Safety
After implementation of TPM world-class performance of 85%OEE was achieved
In order to establish autonomous maintenance teams, better Communication and team- work
must be promoted. It is essential that the company devices an efficient data recording
systems, so that up-to date and accurate information will be available to the management
Information provided by the trend analysis can provide a basis for forming- long-term plans.
(Rajput & Jayaswal, 2012)

References
References
Ireland, F., & Dale, B. (2001). A study of total productive maintenance implementation . Journal of
Quality in Maintenance Engineering,.

MAGGARD, B. N., & RHYNE, D. M. (1992). Total productive maintenance: A timely integration of
production and maintenance . Production and Inventory Management Journal, 6-10.

R.Almeanaze, O. T. (2010). Total Productive Maintenance Review and Overall Equipment

Effectiveness Measurement . Jordan Journal of Mechanical and Industrial Engineering .

Rajput, H. S., & Jayaswal, P. (2012). A Total Productive Maintenance (TPM) Approach To Improve
Overall Equipment Efficiency . International Journal of Modern Engineering Research .