Total productive maintenance

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Total productive maintenance (TPM) started as a method of physical asset management, focused on maintaining and improving manufacturing machinery in order to reduce the operating cost to an organization. After the PM award was created and awarded to Nippon Denso in 1971, the JIPM (Japanese Institute of Plant Maintenance), expanded it to include 8 activities of TPM that required participation from all areas of manufacturing and non-manufacturing in the concepts of lean manufacturing. TPM is designed to disseminate the responsibility for maintenance and machine performance, improving employee engagement and teamwork within management, engineering, maintenance, and operations.

Contents

There are eight types of activities in TPM implementation process:

  1. Focused improvement (kobetsu-kaizen)
  2. Autonomous maintenance (jishu-hozen)
  3. Planned maintenance
  4. Quality maintenance (hinshitsu-hozen)
  5. Development management
  6. Education and training
  7. Office total productive maintenance (OTPM, or office TPM)
  8. Safety, health and environment

History

Total productive maintenance (TPM) was developed by Seiichi Nakajima in Japan between 1950 and 1970. This experience led to the recognition that a leadership mindset engaging front line teams in small group improvement activity is an essential element of effective operation. The outcome of his work was the application of the TPM process in 1971. One of the first companies to gain from this was Nippondenso, a company that created parts for Toyota. [1] They became the first winner of the PM prize. An internationally accepted TPM benchmark developed by the JIPM Seiichi Nakajima is therefore regarded as the father of TPM. [2] The classic TPM process he developed consisting of 5 principles was later enhanced by the JIPM to incorporate many of the lessons of lean manufacturing and is referred to as Company-Wide TPM which consists of 8 principles/activities. The name "Pillar" is symbolically used as a structural support to the structure of TPM. The term "activities" is more appropriate since execution of these 8 activities is the process of TPM implementation.

Objectives

The goal of TPM is the improvement of equipment effectiveness through engaging those that impact on it in small group improvement activities. Total quality management (TQM) and total productive maintenance (TPM) are considered as the key operational activities of the quality management system. In order for TPM to be effective, the full participation of entire organisation from top to frontline operators is vital. This should result in accomplishing the goal of TPM: "Enhance the volume of the production, employee morals, and job satisfaction." [3]

The main objective of TPM is to increase the overall equipment effectiveness (OEE) of plant equipment. TPM addresses the causes for accelerated deterioration and production losses while creating the correct environment between operators and equipment to create ownership.

OEE has three factors which are multiplied to give one measure called OEE:

Performance × Availability × Quality = OEE

Each factor has two associated losses making 6 in total, these 6 losses are as follows:

The objective finally is to identify then prioritize and eliminate the causes of the losses. This is done by self-managing teams that solve problems. Employing consultants to create this culture is a common practice.

Principles

The eight pillars of TPM are mostly focused on proactive and preventive techniques for improving equipment reliability:

  1. Autonomous maintenance – Operators who use all of their senses to help identify causes for losses
  2. Focused improvement – Scientific approach to problem solving to eliminate losses from the factory
  3. Planned maintenance – Professional maintenance activities performed by trained mechanics and engineers
  4. Quality maintenance – Scientific and statistical approach to identifying defects and eliminating the cause of them
  5. Early/equipment management – Scientific introduction of equipment and design concepts that eliminate losses and make it easier to make defect free production efficiently
  6. Education and training – Support to continuous improvement of knowledge of all workers and management
  7. Administrative & office TPM – Using total productive maintenance tools to improve all the support aspects of a manufacturing plant including production scheduling, materials management and information flow, as well as increasing morale of individuals and offering awards to well deserving employees for increasing their morals
  8. Safety health environmental conditions

With the help of these pillars, we can increase productivity. Manufacturing support. [4]

Implementation

Following are the steps involved by the implementation of TPM in an organization: [2]

  1. Initial evaluation of TPM level
  2. Introductory Education and Propaganda (IEP) for TPM
  3. Formation of TPM committee
  4. Development of a master plan for TPM implementation
  5. Stage by stage training to the employees and stakeholders on all eight pillars of TPM
  6. Implementation preparation process
  7. Establishing the TPM policies and goals and development of a road map for TPM implementation

According to Nicholas, [5] the steering committee should consist of production managers, maintenance managers, and engineering managers. The committee should formulate TPM policies and strategies and give advice. This committee should be led by a top-level executive. Also a TPM program team must rise, this program team has oversight and coordination of implementation activities. As well, it's lacking some crucial activities, like starting with partial implementation. Choose the first target area as a pilot area, this area will demonstrate the TPM concepts. [5] Lessons learned from early target areas/the pilot area can be applied further in the implementation process.

Difference from TQM

Total quality management and total productive maintenance are often used interchangeably. However, TQM and TPM share a lot of similarities but are considered as two different approaches in the official literature. TQM attempts to increase the quality of goods, services, and concomitant customer satisfaction by raising awareness of quality concerns across the organization. [6]

TQM is based on five cornerstones: The product, the process that allows the product to be produced, the organization that provides the proper environment needed for the process to work, the leadership that guides the organization, and commitment to excellence throughout the organization. [7]

In other words, TQM focuses on the quality of the product, while TPM focuses on the losses that impede the equipment used to produce the products. By preventing equipment break-down, improving the quality of the equipment and by standardizing the equipment (results in less variance, so better quality), the quality of the products increases. TQM and TPM can both result in an increase in quality. However, the way of going there is different. TPM can be seen as a way to help to achieve the goal of TQM.[ citation needed ]

Related Research Articles

A quality management system (QMS) is a collection of business processes focused on consistently meeting customer requirements and enhancing their satisfaction. It is aligned with an organization's purpose and strategic direction. It is expressed as the organizational goals and aspirations, policies, processes, documented information, and resources needed to implement and maintain it. Early quality management systems emphasized predictable outcomes of an industrial product production line, using simple statistics and random sampling. By the 20th century, labor inputs were typically the most costly inputs in most industrialized societies, so focus shifted to team cooperation and dynamics, especially the early signaling of problems via a continual improvement cycle. In the 21st century, QMS has tended to converge with sustainability and transparency initiatives, as both investor and customer satisfaction and perceived quality are increasingly tied to these factors. Of QMS regimes, the ISO 9000 family of standards is probably the most widely implemented worldwide – the ISO 19011 audit regime applies to both and deals with quality and sustainability and their integration.

Total quality management (TQM) is an organization-wide effort to "install and make a permanent climate where employees continuously improve their ability to provide on-demand products and services that customers will find of particular value." Total emphasizes that departments in addition to production are obligated to improve their operations; management emphasizes that executives are obligated to actively manage quality through funding, training, staffing, and goal setting. While there is no widely agreed-upon approach, TQM efforts typically draw heavily on the previously developed tools and techniques of quality control. TQM enjoyed widespread attention during the late 1980s and early 1990s before being overshadowed by ISO 9000, Lean manufacturing, and Six Sigma.

Focused improvement in the theory of constraints is an ensemble of activities aimed at elevating the performance of any system, especially a business system, with respect to its goal by eliminating its constraints one by one and by not working on non-constraints.

Six Sigma (6σ) is a set of techniques and tools for process improvement. It was introduced by American engineer Bill Smith while working at Motorola in 1986.

Kaizen is a concept referring to business activities that continuously improve all functions and involve all employees from the CEO to the assembly line workers. Kaizen also applies to processes, such as purchasing and logistics, that cross organizational boundaries into the supply chain. Kaizen aims to eliminate waste and redundancies. Kaizen may also be referred to as zero investment improvement (ZII) due to its utilization of existing resources.

A business process, business method, or business function is a collection of related, structured activities or tasks performed by people or equipment in which a specific sequence produces a service or product for a particular customer or customers. Business processes occur at all organizational levels and may or may not be visible to the customers. A business process may often be visualized (modeled) as a flowchart of a sequence of activities with interleaving decision points or as a process matrix of a sequence of activities with relevance rules based on data in the process. The benefits of using business processes include improved customer satisfaction and improved agility for reacting to rapid market change. Process-oriented organizations break down the barriers of structural departments and try to avoid functional silos.

Quality management ensures that an organization, product or service consistently functions well. It has four main components: quality planning, quality assurance, quality control, and quality improvement. Quality management is focused both on product and service quality and the means to achieve it. Quality management, therefore, uses quality assurance and control of processes as well as products to achieve more consistent quality. Quality control is also part of quality management. What a customer wants and is willing to pay for it, determines quality. It is a written or unwritten commitment to a known or unknown consumer in the market. Quality can be defined as how well the product performs its intended function.

<span class="mw-page-title-main">Operations management</span> In business operations, controlling the process of production of goods

Operations management is concerned with designing and controlling the production of goods and services, ensuring that businesses are efficient in using resources to meet customer requirements.

<span class="mw-page-title-main">5S (methodology)</span> Workplace organisation method

5S is a workplace organization method that uses a list of five Japanese words: seiri (整理), seiton (整頓), seisō (清掃), seiketsu (清潔), and shitsuke (躾). These have been translated as 'sort', 'set in order', 'shine', 'standardize', and 'sustain'. The list describes how to organize a work space for efficiency and effectiveness by identifying and sorting the items used, maintaining the area and items, and sustaining the new organizational system. The decision-making process usually comes from a dialogue about standardization, which builds understanding among employees of how they should do the work.

Capacity planning is the process of determining the production capacity needed by an organization to meet changing demands for its products. In the context of capacity planning, design capacity is the maximum amount of work that an organization or individual is capable of completing in a given period. Effective capacity is the maximum amount of work that an organization or individual is capable of completing in a given period due to constraints such as quality problems, delays, material handling, etc.

In business, engineering, and manufacturing, quality – or high quality – has a pragmatic interpretation as the non-inferiority or superiority of something ; it is also defined as being suitable for the intended purpose while satisfying customer expectations. Quality is a perceptual, conditional, and somewhat subjective attribute and may be understood differently by different people. Consumers may focus on the specification quality of a product/service, or how it compares to competitors in the marketplace. Producers might measure the conformance quality, or degree to which the product/service was produced correctly. Support personnel may measure quality in the degree that a product is reliable, maintainable, or sustainable. In such ways, the subjectivity of quality is rendered objective via operational definitions and measured with metrics such as proxy measures.

<span class="mw-page-title-main">Norman Bodek</span> American teacher and consultant

Norman Bodek was a teacher, consultant, author and publisher who published over 100 Japanese management books in English, including the works of Taiichi Ohno and Dr. Shigeo Shingo. He taught a course on "The Best of Japanese Management Practices" at Portland State University. Bodek created the Shingo Prize with Dr. Vern Beuhler at Utah State University. He was elected to Industry Week's Manufacturing Hall of Fame and founded Productivity Press. He was also the President of PCS Press. He died on December 9, 2020, at the age of 88.

Overall labor effectiveness (OLE) is a key performance indicator (KPI) that measures the utilization, performance, and quality of the workforce and its impact on productivity.

Overall equipment effectiveness (OEE) is a measure of how well a manufacturing operation is utilized compared to its full potential, during the periods when it is scheduled to run. It identifies the percentage of manufacturing time that is truly productive. An OEE of 100% means that only good parts are produced, at the maximum speed, and without interruption.

Lean Six Sigma is a process improvement approach that uses a collaborative team effort to improve performance by systematically removing operational waste and reducing process variation. It combines Lean Management and Six Sigma to increase the velocity of value creation in business processes.

Manufacturing execution systems (MES) are computerized systems used in manufacturing to track and document the transformation of raw materials to finished goods. MES provides information that helps manufacturing decision-makers understand how current conditions on the plant floor can be optimized to improve production output. MES works as real-time monitoring system to enable the control of multiple elements of the production process.

<span class="mw-page-title-main">Industrial engineering</span> Branch of engineering which deals with the optimization of complex processes or systems

Industrial engineering is an engineering profession that is concerned with the optimization of complex processes, systems, or organizations by developing, improving and implementing integrated systems of people, money, knowledge, information and equipment. Industrial engineering is central to manufacturing operations.

The following outline is provided as an overview of and topical guide to production:

In a business context, operational efficiency is a measurement of resource allocation and can be defined as the ratio between an output gained from the business and an input to run a business operation. When improving operational efficiency, the output to input ratio improves.

<span class="mw-page-title-main">Seiichi Nakajima</span>

Seiichi Nakajima was a Japanese citizen and pioneering founder of the Total Productive Maintenance system. He established the PM Awards.

References

  1. ↑ "An Introduction tpm in www.plant-maintenance.com" . Retrieved 2016-03-09.
  2. 1 2 "Seiichi Nakajima - The Principles and Practice of TPM". www.cetpm.de. Archived from the original on 2019-06-05. Retrieved 2016-03-09.
  3. ↑ Prabhuswamy, M; Nagesh, P; Ravikumar, K (February 2013). "Statistical Analysis and Reliability Estimation of Total Productive Maintenance". IUP Journal of Operations Management. XII (1). Rochester, NY: Social Science Electronic Publishing: 7–20. SSRN   2246601.
  4. ↑ "TPM-Total Productive Maintenance at LeanProduction.com" . Retrieved 7 March 2015.
  5. 1 2 Nicholas, John (1998). Competitive manufacturing management. Europe: McGraw-Hill.
  6. ↑ Wienclaw, R (2008). Operations & Business Process Management.
  7. ↑ Creech, Bill (1994). Five Pillars of TQM: How to Make Total Quality Management Work for You. E P Dutton.
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