History of TPM
Between 1950 and 1970, Seiichi Nakajima invented TPM in Japan.
On the other hand, preventive maintenance is a concept that originated in the United States. In 1960, Nippondenso, a Toyota components company, was the first to implement plant-wide preventive maintenance. They were the very first recipients of the PM award.
The JIPM created a TPM standard that is used all over the world. As a result, TPM’s father, Seiichi Nakajima, is revered. The concept of preventive maintenance is that operators build things with machines, and the maintenance team is in charge of keeping them operating.The purpose of productive maintenance is to make plants and equipment more efficient in order to accomplish the intended results.
What is TPM?
Total Productive Maintenance (TPM) is a strategy of physical asset management that focuses on maintaining and upgrading manufacturing machines in order to reduce an organization’s operating costs. It’s a method for decreasing waste related to manufacturing equipment and machinery.To spot problems sooner, TPM focuses on integrating the machine operator in routine checks and cleaning of the machine. Reduced machine “downtime” owing to unforeseen faults, maximizing a machine’s capabilities, and tracking life cycle costs are among the other areas of focus.
In a word, total productive maintenance (TPM) is the discipline of getting the most out of machines and equipment.
TPM is based on Nakajima’s 5-S method and has eight pillars. TPM is built on the 5S foundation (Sort, Set in Order, Shine, Standardize, and Sustain). The eight pillars of total productive maintenance rely on proactive and preventative maintenance techniques to increase equipment reliability.The eight pillars of TPM in administration are autonomous maintenance, targeted improvement (kaizen), planned maintenance, quality management, early equipment management, training and education, safety, health, and the environment, as well as TPM in administration. Let’s take a deeper look at each of the pillars separately.
1. Autonomous Maintenance
Autonomous maintenance entails thoroughly training and entirely entrusting your personnel with normal maintenance tasks such as cleaning, lubricating, and inspecting. This instills a sense of ownership in machine operators and allows them to learn more about their machines. It also ensures that the machinery is always clean and oiled, aids in the early detection of problems before they turn into failures, and frees up maintenance personnel to focus on higher-level jobs. Autonomous maintenance can be defined in a few phrases. Equipment operators are in charge of simple preventive maintenance tasks.
2. Focused Maintenance :The core of targeted improvement is the Japanese term “kaizen,” which means “improvement.” In manufacturing, kaizen refers to the constant improvement of operations and processes. Focused improvement looks at the entire process and makes recommendations for how to enhance it. To achieve regular, incremental improvements to equipment operating processes, TPM requires small teams to develop a proactive mindset of working together. It is feasible to uncover recurring problems by diversifying team members through cross-functional brainstorming. It also collects comments from all throughout the company, allowing teams to observe how processes affect other regions.
Furthermore, focused improvement increases efficiency by lowering product faults and reducing the number of procedures, as well as increasing safety by assessing the risks connected with each individual action. Finally, targeted improvement ensures that gains are consistent, repeatable, and long-term.
3. Planned Maintenance: Planned maintenance comprises studying metrics such as failure rates and previous downtime, then scheduling maintenance work around these expected or measured failure rates or downtime times. In other words, because equipment maintenance must be completed at a specific time, you can plan it when the equipment is idle or generating at a lower capacity, guaranteeing that production is not affected. Furthermore, planned maintenance enables inventory to be built up in advance of scheduled maintenance.
Because you’ll know when each piece of equipment needs to be repaired, having this inventory on hand will help you avoid any production losses caused by maintenance.
4. Early Equipment Management: The TPM pillar of early equipment management uses total productive maintenance’s practical expertise and broad understanding of industrial equipment to the design of new equipment. By incorporating feedback from those who use the equipment the most, suppliers can improve maintainability and the way the machine operates in future designs.
When discussing equipment design, it’s critical to examine matters like cleaning and lubrication ease, part accessibility, ergonomically situating controls in a way that is pleasant for the operator, how changeovers happen, and safety measures.
5. Quality Maintenance :If the quality of the work you’re doing isn’t up to par, all of your maintenance planning and strategizing will be for naught. In the manufacturing process, the quality maintenance pillar focuses on discovering and preventing design mistakes.It accomplishes this by using root cause analysis to identify and eliminate recurring sources of errors (particularly, the “5 Whys”). By proactively identifying the source of errors or faults, processes become more dependable, resulting in goods that fulfill criteria the first time.
The most important benefit of quality maintenance is that it prevents defective items from progressing farther down the line, potentially causing a lot of rework.
6. Safety, Health, and environment :Employees can perform their obligations without jeopardizing their health if they work in a safe workplace. It’s important to build a productive workplace, but it shouldn’t come at the expense of an employee’s safety and health .To achieve this, all TPM solutions must include safety, health, and the environment at all times. Apart from the obvious benefits, employees’ attitudes improve when they arrive at work each day in a safe workplace since they are not concerned about this critical component. This could result in a large increase in output. During the early stages of the project, safety should be a top priority.
7. Training and education: A lack of equipment competence might undermine a TPM program. Training and education are beneficial to all staff, including operators, managers, and maintenance workers. They’re made to make sure that everyone knows the TPM process and that any knowledge gaps are filled so that TPM goals may be reached. Operators learn how to maintain equipment and identify problems before they become serious in this class. The maintenance crew learns how to implement a proactive and preventative maintenance schedule, while the managers study TPM principles, employee development, and coaching. Personnel can learn more about operating procedures by using single-point lessons placed on or near the equipment.
8. TPM in administration: The quality of a TPM program is determined by the sum of its parts. Total productive maintenance should extend beyond the plant floor by identifying and eliminating waste in administrative processes. In order to assist production, this requires enhancing order processing, procurement, and scheduling. Administrative operations must be efficient and waste-free because they are typically the first stage in the manufacturing process. If order-processing activities are enhanced, for example, the material is supplied to the plant floor faster and with fewer errors, lowering the risk of downtime while missing components are identified.
How to implement TPM Pillars
Select a Pilot Area
You could focus on an upgradeable piece of equipment or a manufacturing area that has been identified as problematic and requires immediate attention in order to increase profitability. In this initial step of the TPM process, identify SMART targets: Specific, Measurable, Attainable, Realistic, and Timed goals are those that are specific, measurable, attainable, realistic, and time.
•Which is the most inconvenient?
Fixing the equipment that creates the most problems for operators will be much welcomed, boosting TPM program support. However, this technique may not bring as much immediate gratification as the previous one, and getting a quick result from solving an unresolved problem may be difficult, resulting in boredom.
•Which of the following is the easiest to improve?
Selecting the easiest to change equipment provides quick and favorable results, but it does not put the TPM process to the test as rigorously as the other two options.
Focus on restoring specific pieces of equipment to functioning order: Establish a current productivity baseline once your pilot area has been selected. Prepare your TPM implementation strategy by organizing and defining it. Make use of the 5S methodology (Sort, Set, Shine,Standardize, Sustain). Implementing an autonomous maintenance program and, where appropriate, giving training to equipment operators should be high on the priority list.
Allowing employees to participate in simple maintenance operations on a regular basis can lengthen equipment lifespans and find mechanical issues early, much like a car owner can save a significant amount on repair costs by performing basic routine maintenance.
•Taking photographs of the location and the current status of the equipment, then posting them on your project board; photographing and posting updates to the equipment and surrounding area on the project board.• Maintaining a list of the tools and components that you use on a regular basis (a shadow board with tool outlines is a popular option).