First Session
Introduction
Introduction to TPM
What is TPM?
Equipment: the Focus of TPM
Second Session
Components of TPM
TPM-AM: Autonomous
Maintenance
TPM-PM: PM & PDM
TPM-EM: Equipment Management
Third session
TPM Implementation
Feasibility Study
Implementation
Case Studies
Introduction to TPM
Historical Background
Todays challenges
The TPM Solution
What is TPM?
TPM Definition
TPM Goals
TPM Concepts
TPM Benefits
Introduction to TPM
Historical Background
Todays challenges
The TPM Solution
Historical Background
Nakajima introduced TPM in Japan in
1971 Based on his observations of PM
systems in Western countries
1987 United States (Hartmann)
TPM Prize in Japan
1971-1982
51
1983-1988
65
Contd
TPM is now well accepted by the
Japanese industrial sector, and is
attracting the attention of Western
industrial nations, China, and
various southeast Asian countries.
Ford, Motorola, Kodak, DuPont,
Proctor & Gamble, IBM, AT&T, ...
Contd
TPM helped Japanese to gain a
manufacturing advantage over the
rest of the world.
TPM Institutions
Japan Institute of Plant
Maintenance
International TPM Institute, Inc.,
USA
Growth of PM
Stage 1: Breakdown maintenance
Stage 2: Preventive maintenance
Stage 3: Productive maintenance
Stage 4: TPM
Todays Challenges
Global Competition
The Quality Challenge
Just-In-Time
Cycle Time Reduction
Set Up Reduction
Cost Reduction
.
Contd
Cost Reduction
Capacity Expansion
Other Issues
Environment
Energy Conservation
Just-in-Time
Modern production technique that
reduces inventory levels
considerably.
An equipment breakdown in the
middle of a JIT run, immediately
wipes out all gains.
Set-Up Reductions
JIT and cycle time reductions
result in shorter and more
frequent production runs.
Suddenly, set-ups become crucial
Past OEE studies show that set-up
and adjustments can consume up
to 50% of total production time
Cost Reduction
Past efforts have been on
manufacturing costs
Maintenance costs make up 5-15%
of total production costs
Production costs have been
decreasing
Maintenance cost have been
escalating
Capacity Expansion
Manufacturing produces a product
Maintenance creates the capacity for
production
Studies show low equipment
productivity on sometimes new
equipment
There is so much available capacity
hidden in your existing equipment
Other Issues
Environmental issues
The other side of the environmental
coin is energy conservation.
Example: electrical motors are the
highest energy consumers in many
industries, yet many run at low
efficiency, due to partially burnt
windings, bad insulation, etc.
PM alone cannot
eliminate breakdowns
According to the principles of
reliability engineering, the causes
of equipment failure change with
the passage of time
See Figure
What is TPM?
TPM Definition
TPM Goals
TPM Concepts
TPM Benefits
TPM Definition
Nakajima (JAPAN)
Productive maintenance involving
total participation
Hartmann (U.S.A.) TPM is a
philosophy that can permanently
improve the over all effectiveness of
equipment with active involvement of
operators
PM - Preventive Maintenance
MP - Maintenance Prevention
MI - Maintainability Improvement
Total participation of all involved
employees
TPM Goals
Improve product quality
Reduce waste
Improve the state of maintenance
Empower employees
TPM Concepts
Employees empowerment
Equipment management
Interface
Maintenance-Production
Many industries are organized
with maintenance on one side and
production on the other
The organizational line frequently
gets in the way, causing delays and
production stoppages
In TPM, both sides work as a team
Old Administrative
System
Consumes much time
Promotes inefficiency
Causes longer downtimes
increases costs, and
decreases productivity
Teamwork
Team management: System that
organizes people into effective
teams in order to accomplish a
companys stated goals and
objectives
An Effective Team
Achieves business results
Has documented goals and
supporting plans
Exhibits responsibility for clearly
defined processes
is accountable to itself and higher
level teams
Assesses its progress
Contd
Has good documentation
Has everyones participation
Uses quality improvement tools
Has a skilled leader and members
Equipment Management
the focus of TPM
Factors affecting
equipment effectiveness
Equipment failure (breakdown)
Setup and adjustment downtime
Idling and minor stoppages
Reduced speed
Process defects
Reduced yield
Down Time.
Speed Losses.
3. Idling and minor stoppages (abnormal operation of sensor,
etc.).
4. Reduced speed (discrepancies between designed and actual
speed of equipment)
Defects.
5. Defects in process and rework (scrap and quality defects
requiring repair)
6. Reduced yield between machine startup and stable production.
Equipment
Availability
Programming.
Test runs.
Equipment Failures
Sporadic breakdowns.
Chronic breakdowns.
Equipment
Efficiency
No parts, no operator.
Blocked.
Reduced Speed
Equipment worn out.
Lack of accuracy.
Contd.
Quality
Process Defects
Scrap.
Rework
Others (define)
Equipment warm up etc.
No parts, no operator.
Availability
Loading time = Total available
time per day (or month) Planned
downtime
Planned downtime: amount of
downtime officially scheduled in
the production
plan
Loading Time
- Down Time
Availability
Loading Time
100
Example
Example
Performance Efficiency
0.5 min
0.8 min
=62.5%
Contd.
Example
Number of processed items per day is
0.5 min
0.8 min
Operation time is
= 62.5%
= 80%
Performance Efficiency
PE = Net operation rate x Operating speed rate.
PE
100
Operation time
actual cycle time
100
Operation time
Ex: Processed amount = 400 items.
Ideal cycle time = 0.5 min
Operation time
= 400 min
PE
Contd.
Alternative formula in case ideal cycle time is not known or products with different
cycle times are run on the same machine.
Rate of Quality
Pr ocessed amount - rejects
Rate of Quality
100
Pr ocessed amount
Usable operating time - Defects time loss
Rate of Quality
100
Usable operating time
Example
Processed amount
= 200
Rejects
=4
200 - 4
Rate of Quality
98%
200
Overall Equipment
Effectiveness
Example
Loading time
= 800 min.
Down time
= 50 min.
Theoretical cycle time
= 1.5 min.
Processed amount
= 290 parts.
Rejects
= 6 parts.
(a)
(b)
(c)
(d)
Find
Availability,
Performance Efficiency,
Rate of Quality,
Overall Equipment Efficiency,
85 +%