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Total Productive Maintenance is a new way of looking at maintenance, or conversely, a reversion to old ways but on a mass scale. In TPM the machine operator performs much, and sometimes all, of the routine maintenance tasks themselves. This automaintenance ensures appropriate and effective efforts are expended since the machine is wholly the domain of one person or team. TPM is a critical adjunct to lean manufacturing. If machine uptime is not predictable and if process capability is not sustained, the process must keep extra stocks to buffer against this uncertainty and flow through the process will be interrupted.. One way to think of TPM is "deterioration prevention" and "maintenance reduction", not fixing machines. For this reason many people refer to TPM as "Total Productive Manufacturing" or "Total Process Management". TPM is a proactive approach that essentially aims to prevent any kind of slack before occurrence. Its motto is "zero error, zero work-related accident, and zero loss."

Contents 1 Introduction 2 History 3 Implementation 4 Further reading 5 References

Introduction

History

TPM is a Japanese idea that can be traced back to 1951 when preventive maintenance was introduced into Japan from the USA. Nippondenso, part of Toyota, was the first company in Japan to introduce plant wide preventive maintenance in 1960. In preventive maintenance operators produced goods using machines and the maintenance group was dedicated to the work of maintaining those machines. However with the high level of automation of Nippondenso maintenance became a problem as so many more maintenance personnel were now required. So the management decided that the routine maintenance of equipment would now be carried out by the operators themselves. ( This is Autonomous maintenance, one of the features of TPM ). The maintenance group then focussed only on 'maintenance' works for upgrades.

The maintenance group performed equipment modification that would improve its reliability. These modifications were then made or incorporated into new equipment. The work of the maintenance group is then to make changes that lead to maintenance prevention. Thus preventive maintenance along with Maintenance prevention and Maintainability Improvement were grouped as Productive maintenance. The aim of productive maintenance was to maximize plant and equipment effectiveness to achieve the optimum life cycle cost of production equipment.

Nippondenso already had quality circles which involved the employees in changes. Therefore, now, all employees took part in implementing Productive maintenance. Based on these developments Nippondenso was awarded the distinguished plant prize for developing and implementing TPM, by the Japanese Institute of Plant Engineers ( JIPE ). This Nippondenso of the Toyota group became the first company to obtain the TPM certifications.

Implementation

TPM has five goals ¹

TPM identifies the 6 major sources of losses (types of waste) (Muda) and then works systematically to eliminate them by making improvements (Kaizen). TPM has 8 pillars of activity^{citation needed}, each being set to achieve a “zero” target. These pillars are:

TPM Success Measurement - A set of performance metrics which is considered to fit well in a Lean/TPM environment is Overall Equipment Effectiveness, or OEE.

Further reading

• Seiichi Nakajima (1989)"Introduction to TPM"
• Seiichi Nakajima (1993)"TPM Development Program" ISBN 0-915299-37-2
• Japan Institute of Plant Maintenance (1996), TPM for Every Operator, Productivity Press, ISBN 978-1-56327-080-2
• Leflar, James (2001), Practical TPM: Successful Equipment Management at Agilent Technologies, Productivity Press, ISBN 978-1-56327-242-4
• Campbell, John D. and Reyes-Picknell, James (2006), Uptime, 2nd Edition: Strategies for Excellence in Maintenance Management, Productivity Press, ISBN 978-1-56327-335-3

References

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