Introduction
Due to the global crisis and increased competition, it is now a basic corporate necessity to provide quality products at competitive costs by lowering production costs, which can only be accomplished through increased manufacturing performance. As a result of the growing worldwide rivalry, companies are being forced to enhance and maximize their productivity to stay competitive.
In today’s increasingly competitive globalized environment, organizations are looking at maintenance as a possible source of cost savings and competitive advantage.
When it comes to dealing with reliability, availability, maintainability, and performance concerns, efficient integration of the maintenance function with engineering and other manufacturing activities in the company may help save a lot of time, money, and other valuable resources.
Total Productive Maintenance (TPM)
TPM is a method of maintenance that improves equipment performance, reduces failures, and encourages operators to do autonomous maintenance by integrating the entire workforce in day-to-day operations. A good strategy to enhance the quality of maintenance operations is the capacity to successfully adapt and establish effective TPM initiatives in a company. TPM presents the function of maintenance as an essential and critical component of the company. The TPM effort aims to improve businesses’ competitiveness by using a powerful organized approach to changing employees’ mindsets and resulting in a visible transformation in an organization’s work culture. TPM aims to involve all levels and activities of an organization in order to improve the overall performance of the manufacturing equipment. TPM is a world-class manufacturing (WCM) program focused on increasing industrial machinery efficiency. TPM actively engages employees from all levels and departments, from the ground of the plant to top management, to achieve consistent equipment operation. Whereas traditional preventive maintenance activities focus on maintenance sanghs.
History of TPM
Total productive maintenance (TPM) is a Japanese philosophy based on Productive Maintenance methods and practices. This concept was first developed in 1971 by M/s Nippon Denso Co. Ltd., a supplier to M/s Toyota Motor Company, Japan.
TPM Definitions
There are several varieties of definitions for TPM, and this is justified by the fact that there are many ways by which the TPM approach is implemented, as certain organizations place a greater emphasis on teamwork than on equipment management, while others place a greater emphasis on equipment effectiveness. TPM is defined as a “strategic approach that brings together both production and maintenance activities by combining strong working behaviors, collaboration, and continuous improvement.” Otherwise, TPM intends to establish a company-wide approach to reaching a world-class level of manufacturing performance in terms of the total effectiveness of equipment, tools, and processes.
TPM Objectives and Benefits
TPM is a critical component of lean manufacturing; therefore, one of TPM’s main goals is to eliminate the six major production losses and to maintain equipment to its specified capacity. TPM aims for a zero-product defect rate, which is no manufacturing waste or defect, no accident, no breakdown, and no damage during the process of transition. TPM’s main objectives include:
- Enhancing the Overall Efficiency of the Equipment (OEE).
- Enhancing the efficiency and effectiveness of maintenance by engaging employees in doing maintenance every day and achieving autonomous maintenance.
- Personnel education and training: through engaging the participation of all employees in the organization.
- Developing equipment to facilitate maintenance prevention. Therefore, workers’ and maintenance experts’ suggestions may aid engineer designers to define and obtain more productive equipment.
Direct & Indirect advantage of TPM
| Direct advantage | Indirect advantage |
| · Decrease in breakdowns in the range of (65-78) %. · Decrease in faults and rework in the range of (65-80) %
| · Employees are more confident. |
| · Decrease in production and maintenance costs in the range of (18-45) %. · Providing the correct quantity at the right moment and in excellent quality).
| · The workplace is clean, tidy, and attractive. |
| · Decrease in accidents in the range of (90-98) %. · Decrease in energy costs in the range of (8-27) %. | · Operators’ attitudes are improved, and staff ideas are increased by (32-65%). |
| · Customer complaints are reduced by 50-75 percent. · Company profit and OEE increased by (14-45%). | · Increasing employee participation (sharing skills and knowledge via teamwork) and increasing job satisfaction by establishing a pleasant work environment. |
TPM Pillars
The core TPM approaches are classified into eight TPM pillars or actions for achieving production performance improvements, these include: autonomous maintenance, focused maintenance, planned maintenance, quality maintenance, education and training, office TPM, development management, and safety, health, and environment.
Specific Summary of the Eight Pillars
| TPM pillar | Description | Benefits |
| Autonomous maintenance | Equipment operators oversee doing basic equipment maintenance. | Operators became more responsible for their equipment, and the equipment reliability increases |
| Planned maintenance | Maintenance program based on equipment failure rate encountered | Maintenance can be planned when there are few manufacturing operations. |
| Quality maintenance | Quality is integrated into the equipment to eliminate faults. | Defect elimination and, as a result, increased profit |
| Focused improvement | Improvement efforts are carried out with the help of cross-functional teams. | employees’ ability to solve problems is improved |
| Development management | Design of new equipment based on prior TPM activities | In a shorter time, new equipment reaches its full potential. |
| Education and training | Addressing the skills and knowledge gap through all workers’ training | Employees get the abilities they need to handle challenges at work. |
| Safety, health, and environment | ensuring a safe working environment free of accidents and injuries | Unfavourable conditions are eliminated, and the workplace is made healthy. |
| Office TPM | Throughout a company, the concepts of administrative functions are spread | Support functions are aware of the advantages of these enhancements |
5Ss
The 5Ss is the TPM’s foundation pillar from a Japanese concept that includes Seiri (sort, organization), Seiketsu (standardize the cleaning), Seiton (put in order), Seiso (shine, cleanliness), and Shitsuke (sustain, discipline). 5Ss is a strategy for reducing waste, increasing productivity, and improving quality by keeping a clean workplace and utilizing visual information to produce more reliable operating results. It’s a Japanese technique of housekeeping. If the workplace is disorganized, problems will go undetected. Cleaning and arranging the workplace assists us in identifying and resolving issues. Making problems apparent and visible to the public allows for improvement. If 5S is not handled seriously, it will result in 5D, which stands for Defects, Delays, Declining Profits, Dissatisfied Customers, and Demoralized Employees.
TPM Tools/ Metrics
TPM evaluation may be done using a variety of methods, and the best tool for the job is determined by the implementation requirements. These tools are used to evaluate, detect losses, and verify the efficiency of machines to come up with solutions to efficiency issues.
To evaluate and solve equipment and process-related issues, TPM employs the following tools/metrics:
- Overall Equipment Effectiveness (OEE),
- Overall Resource Effectiveness (ORE),
- Overall Plant Efficiency (OPE),
- Pareto Analysis,
- Single Minute Exchange Die (SMED)
- Statistical Process Control (SPC), Control Charts, and others.
- We will be only presenting the Overall Equipment Effectiveness (OEE) as it is the primary tool used to assess TPM implementation success.
