AN INVESTIGATION INTO TOTAL PRODUCTIVE MAINTENANCE AND ITS APPLICABILITY ACROSS VARIOUS ENGINEERING ENVIRONMENTS

Prepared For Dr Jim Mooney

AN INVESTIGATION INTO TOTAL PRODUCTIVE
MAINTENANCE AND ITS APPLICABILITY ACROSS
VARIOUS ENGINEERING ENVIRONMENTS


This thesis is submitted in partial fulfilment for the
B.Eng. in Engineering Management
Under the auspices of the University of The West of Scotland
May 2012
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I. Declaration

WE
Stefano Clemente B00188005
Paul Coakley B00212107
Liam Scott B00200684
Matthew Sweeney B00198060

Hereby declare that the project entitled

AN INVESTIGATION INTO TOTAL PRODUCTIVE MAINTENANCE AND ITS
APPLICABILITY ACROSS VARIOUS ENGINEERING ENVIRONMENTS
Submitted by us in partial fulfilment for the B.Eng. in Engineering Management it is our own
work and we have not contravened University regulations in submitting this project. In
particular, we are aware of the University regulations on plagiarism, cheating and collusion,

and are aware of the potential consequences of any breach of regulations in this regard.

Signatures



Dated: / /

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II. Abstract

Across the manufacturing industry losses and waste occur due to factors such as
operators, processes and tooling or equipment. It is vital for organisations to have an
effective maintenance strategy to address these problems; Total Productive Maintenance
(TPM) is a comprehensive maintenance methodology that compliments this need to solve
problems of losses and waste reduction.
This study outlines what TPM is and why it should be implemented; determining its
principles or objectives and the benefits that should be realised. The related tools and
techniques have been assessed and the key components to its successful implementation
in industry.
Secondary research was conducted to gain an understanding of TPM and its related tools
and techniques. Primary research was conducted including site visits to Walker Precision
Engineering and Coca-Cola Enterprises also questionnaires were distributed to persons in
industry and a case study was undertaken in order to determine its applicability across
differing engineering environments.
This allowed the group to oversee various different maintenance programs and made it
possible to compare and contrast with TPM.
We concluded that TPM is a revolutionary concept that has tangible results in reducing
maintenance costs whilst increasing the efficiency, capability and profitability of

engineering organisations. However from primary research the project team concluded
that typically engineering organisations will draw specific components from TPM that are
more applicable within their own organisation.



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III. Acknowledgment

The investigative team would like to thank the following people for their efforts and guidance
throughout this report
The guidance received from UWS‟s Dr Jim Mooney and Mr Peter Griffin during the course
of the trimester was invaluable.
Also Mr Walker & Barry Sloss from WPE for their accommodation of the team during a
visit to Walker Precision Engineering.
Paul Dolan of Coca Cola Enterprises for his willingness to communicate with the group and
provide insight into operations within the facility and organisation.
John Cotton of UWS maintenance for his delegation of time to the group and contribution to
primary research.


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IV. Glossary of Terms

5S: A method of visually controlling and addressing problems in the work floor
CBM: Condition Based Maintenance
CCE: Coca Cola Enterprises
CMMS: Computerised Maintenance Management System

FMEA: Fault Modes Effects Analysis
IR: Infrared
IRR: Internal Rate of Return
JIPM: Japan Institute for Plant Maintenance
JIT: Just in Time
KPI: Key Performance Indicator
MA: Maintenance Assistant
OEE: Overall Equipment Effectiveness
PDCA: Plan, Do, Check, Act
PM: Preventative Maintenance
RE: Reactive Maintenance
ROI: Return on Investment
SLA: Service Level Agreement
SME: Small to Medium Enterprise
SMED: Single Minute Exchange of Dies
TPM: Total Productive Maintenance
TQM: Total Quality Management
UWS: University of the West of Scotland
VM: Visual Management
VOSA: Vehicle and Operator Services Agency
WCM: World Class Manufacturing
WPE: Walker Precision Engineering


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Contents

I. Declaration 2
II. Abstract 3

III. Acknowledgment 4
IV. Glossary of Terms 5
Contents 6
1. Introduction 8
1.1 Scope 9
2 Total Productive Maintenance 10
2.1 Total Productive Maintenance History 10
2.2 Total Productive Maintenance Theory 12
2.3 TPM Implementation 14
2.4 Progression 19
2.5 The Benefits of TPM 21
2.6 The Cost and Cost Benefits of TPM Implementation 22
2.7 Sustainment 23
2.8 Change Management 25
2.9 Force Field Analysis 27
2.10 Preventative Maintenance 30
2.11 Autonomous Maintenance 32
2.12 Pre-use Check 36
2.13 Condition Monitoring 37
3 Computerised Maintenance Management Systems (CMMS) 42
3.1 Capabilities of a CMMS 43
3.2 Benefits 44
3.3 Disadvantages 44
3.4 CMMS using Access 45
3.5 Verdict 48
3.6 CMMS using Maintenance Assistant 50
3.7 Verdict 53
3.8 Web based VS desktop based CMMS 54
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3.9 Other CMMS available on market 55
4 Development 56
4.1 TPM Goals 58
4.2 World Class 59
5 T.P.M Tools and Techniques 62
5.1 Visual Management 62
5.2 Kanban 63
5.3 Kaizen 64
5.4 5S 66
5.5 JIT 68
5.6 Ishikawa Analysis 69
5.7 Role of Teams and Group Exercises 70
5.8 Single Minute Exchange of Dies (SMED) 72
5.9 Overall Equipment Effectiveness (OEE) 74
6 TPM Case Studies 78
6.1 Oki Printing Solutions (Cumbernauld) 78
6.2 Site Visits 81
7 Conclusion 98
7.1 Future Work 99
8 Appendices 100
8.1 Table of Figures 100
8.2 Maintenance Fault Report Sheet 101
8.3 Meetings 102
8.4 Project Management 112
9 Bibliography 115



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1. Introduction

In today‟s industrial scenario huge losses and wastage occur on the manufacturing shop floor.
This waste is typically down to certain factors such as operators, processes and tooling or
equipment. These factors have knock on effects to the production capability or capacity of
manufacturing organisations, either by causing idle machines or manpower or by machine
downtime.
In recent times the introduction of “Zero Oriented” concepts such as zero waste or
breakdowns has become a pre-requisite to solving these problems in the manufacturing
industry. Henceforth a revolutionary concept of Total Productive Maintenance (TPM) has
been adopted in many industries across the world to address the problems listed above.
In this study TPM will be evaluated by researching key criteria such as;
 What is Total Productive Maintenance?
 Why implement TPM?
 Related Tools and Techniques
 Research into Industry via Site Visits, Questionnaires and Case Studies
Due to TPM‟s theoretical advantages and current global emergence, it is a topic of great
interest and debate, meriting an investigation into its applicability across various engineering
environments.

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1.1Scope
1.1.1 In scope
 Secondary research will be carried out in order to develop a full understanding of total
productive maintenance, its history, principles and its emergence and relevance in
engineering today.
o This will include background reading of relevant literature and internet
research. After initial secondary research, write ups will begin on project
introduction, TPM history, theory, implementation and components.

o A literature review will be carried out on any case studies, articles or relevant
books that have been analysed throughout the early stages of the project.
 A questionnaire will be developed and distributed to several local businesses in order
to initiate primary research.
o A survey of UWS will be used to develop the questionnaire
o Any findings or opinions drawn from questionnaire replies will be written up
and included in the report.
 An investigation into computerised maintenance management systems will transpire.
This will include a demonstration of a CMMS and its features by utilizing Microsoft
access and the maintenance software “Maintenance assistant”.
 As part of primary research, the group will undergo several site visits, including
Walker Precision Engineering, and the Coca Cola Enterprises bottling plant.
o After each visit, a review will be written up containing any conclusions or
findings with relation to TPM, as well as, with reason, any recommendations
made by the group.
 The group will interview the head of maintenance for UWS Hamilton campus
o Any findings or conclusions will be converted into report form
 After all primary research has been completed time will be allocated to generating the
report and combining any material written by separate members of the group.
o This will include a review of the report and any fundamental improvements
will entail.
 Once the report is finalised preparation for the group presentation will begin.


1.1.1 Out of scope

 While recommendations will be made following each site visit, the group will not be
implementing TPM or any of its components into any of these organisations.
 While a mock CMMS will be created for the facilities of UWS, the system will not be
incorporated into the organisation.

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2 Total Productive Maintenance

2.1 Total Productive Maintenance History

Total Productive Maintenance (TPM) as it is known today began as an evolving process in
the post-World War Two era of Japan.
The Deming lectures on Quality Control introduced the concepts of improving quality that
help to reduce expenditure on defects while increasing productivity of the workforce and
overall market share and profitability of manufacturers. These ideas grew into what is
internationally recognised as the excellent reputation of Japanese goods and products.
Amongst these aspects of introducing quality control into manufacturing plants was to
strategically organise maintenance, not only on the products themselves but also the
manufacturing processes creating the products, such as machinery or tooling equipment. The
details of the organisation of maintenance; from maintenance staff, the scheduling and
planning of maintenance were carefully studied and analysed to achieve the best results.
The development cycle of TPM can be broken down into stages of its evolution. It first began
in the 1950‟s Japan, where the nation had heavily borrowed from the United States
techniques such as Preventative Maintenance (PM), these theories dictate that to predict
failure of a machine and conduct maintenance on machines or tooling to stop any failure from
occurring is in the best interests of an manufacturing facility, this was the beginning of the
establishment of maintenance functions in a manufacturing context.
Always improving and adding to the theories of improving quality, Preventative Maintenance
slowly morphed into Productive Maintenance, circa 1960‟s. The differentiation between
engineering for reliability or Reliability Engineering and simply scheduling maintenance
started as a greater understanding was developing into what factors contribute to a quality
initiative. Indeed advances in technology and manufacturing processes created a need for
skilled maintenance engineers to competently undertake maintenance work with the aim of

improving or creating efficiencies in the equipment effectiveness. This began the importance
of recognising reliability and the economic efficiency needed in manufacturing plant design.

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As these foundations continued to be laid, a more comprehensive system was beginning to
take shape. Manufacturers started to adopt a more scientific approach into what motivated
their workforce and how the workforce played a vital part in the production process. In the
1970‟s, TPM evolved into this system. Key elements of a successful and viable maintenance
program were brought to the attention of many manufacturers. Basing a system on total
employee participation and mutual respect between individuals and from top management to
the bottom level of the company structure created an atmosphere of a community, being able
to see actions conducted by individuals having an active effect on the success of a company.
TPM encroaches upon many theories to build a complete picture of how maintenance plays
such a vital role in an organisations success. Behavioural sciences, systems engineering and
logistics all contribute to the TPM model.
Maintenance initiatives have always played a major role in many manufacturing companies
but to be truly successful in engineering it is a pre-requisite to fully understand what is meant
by maintenance, what it entails, what it is trying to achieve and indeed how to get the best
results. TPM is a model that seeks to answer these questions, its long development is on-
going and to truly understand it‟s history, where it has evolved from may help to point
maintenance engineers of the future in the right direction of where TPM is heading. (Anon.,
1988)

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2.2 Total Productive Maintenance Theory

TPM by definition is a comprehensive maintenance program that involves the full
participation of an organisation and workforce.

It is conducted by all employees in small group oriented exercises and is founded on what is
known as the Five Pillars of TPM. These pillars are;
1. Maximise equipment effectiveness, improve Overall equipment Effectiveness
(OEE).
2. Develop and plan of productive maintenance for the life cycle of equipment,
machinery or tooling.
3. The involvement of all departments in an organisation that will plan, design
utilise or indeed maintain relevant equipment, machinery or tooling through
the TPM implementation. This may include engineering, design, production
and maintenance.
4. The full inclusion of the entire organisations workforce, from top level
management to the shop-floor employees.
5. TPM needs to be promoted throughout the workforce, usually accomplished
by small group activities. This forms a team building atmosphere and
motivation for success in an organisation.
These pillars can be viewed as aims or objectives for a successful TPM development
program; it is the foundations that an understanding of TPM is built upon.
The differentiation between Productive Maintenance and Total Productive Maintenance is in
the name.
Productive Maintenance is built upon planning for failure of equipment, striving for zero-
defective products and zero breakdowns. This is done by planning and scheduling regular
maintenance on equipment and prioritising maintenance tasks. It is however a costly way of
organising maintenance as it involves a dedicated maintenance crew, who with a specialist
knowledge were required to fulfil all maintenance jobs; it has been described as an “I
operate-you fix” method.

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The shift to TPM rearranged this method and the “Total” in Total Productive Maintenance is
what differentiates it. The “Total” can be described in three meanings relevant to the theory.

1. Total Effectiveness: Building a system that fully embodies the advantages and the
concepts of Predictive and Productive Maintenance, achieving maximum profitability
and economic efficiency.
2. Total PM : Being able to establish a maintenance program that will be relevant and
span the entire life cycle of the equipment, aiming towards maintenance free
equipment, preventative maintenance so problems can be spotted and rectified before
they occur and improvement in the maintainability of equipment i.e. repairs or
modifications to equipment to prevent breakdowns or improved maintenance
accessibility.
3. Total Participation: Simply the full participation of the entire organisations
workforce from top management to shop floor workers.
Once these principles of TPM have been understood it necessary to look at what TPM
achieves. This is in the form of tackling the “Six Big Losses”. These are losses made in the
sense of profitability, performance and capacity or capability of equipment. These losses
affect what is known as the Overall Equipment Effectiveness (OEE).
 Downtime:
1. Breakdown of machines or equipment failure
2. Time lost to setup or adjustment.

 Speed Losses:
3. Idling and minor stoppages
4. Reduced operating speeds of processes.

 Defects:
5. Reworking or defective products. (Scrap or quality (specification)
defects.
6. Reduced yield between machine start up and production i.e. the number
of products produced from machine start up to switch off.
(Nakajima, 1998)

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2.3 TPM Implementation

The implementation of TPM as with any pending changes to an organisation will follow a
logical path which first must entail asking the question “Is the change required?” This can
only be answered by conducting an investigation into the current systems that are in place or
by gathering information on the performance indicators. Only then can an assessment be
carried out which may entail benchmarking.
Below shows a methodology that could be used to successfully implement TPM:
Step 1:
The formation of an officially recognised committee if not already in place to direct the
establishment in the development of the TPM program
Step 2:
The committee should have an understanding and be aware of the current situation within the
establishment. This will allow an accurate analysis of the current level of TPM development
which may be carried out using established review techniques or audit methodology.
Particular attention should be paid to the following areas that are said to have an impact on
the successful implementation of TPM:
1. The existing organisation.
2. Measures of performance.
3. Alignment to company mission.
4. The involvement of people.
5. An implementation plan.
6. Knowledge and beliefs.
7. Time allocation for implementation.
8. Management commitment.
9. Motivation of management and workforce.
Step 3:
Some of the most important aspects that must be considered are the obstacles presented to the

committee and the driving forces behind this resistance. This knowledge will empower the
committee with the necessary information to adapt a strategic plan aimed at successful
implementation of TPM. A recommendation would be to adopt the Force Field Analysis
method by the committee and use each of the nine categories on separate analysis sheets.
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Step 4:
The committee will develop an implementation strategy including timelines and milestones to
allow the rollout of the system to be measurable. As previously mentioned it has been well
documented that production driven programs have been shown as being the most successful
approach in implementing TPM.
Therefore the inclusion of the production associates during the development of the strategy
will encourage production ownership from the outset furthermore increasing the chances of
successful implementation.
Also at this stage the full requirements of the five pillars of TPM must be considered, because
successful TPM can only be achieved through consideration of each pillar due to their
dependence and interrelated requirements.
Additionally, at this stage measures of performance and milestone objectives should be
included in the plan to provide criteria for assessment, review and direction of the program.
Step 5:
Project management techniques should be employed to give the implementation of the plan
the best opportunity to succeed as advocated by Davis (1997) within his research into the
implementation of TPM within the UK. The implementation should also be production driven
and this has shown the most probable likelihood of successes and supported by the
engineering functions.

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Step 6:
At this point it would be prudent to review the strategy and examine the process including

milestones and tasks, carry out any required amendments based on this review. Also at this
stage it would be relevant to examine the attitude of the workforce including management as
this a conceptual model as a key success factor in the implementation of TPM.
A review of the achievements of the TPM program must result in the communication and
reward of the achievements aimed at reinforcement of successful behaviour and practice.
Reward and recognition should be used to encourage and motivate in the required direction.
Furthermore, this reinforces management commitment to the TPM program.
Conversely, if failure to achieve the required results is seen at the review stage, analysis of
why the expectations have not been met must be carried out and consequently amendments to
the activities must be promptly made so inappropriate practice or direction is not continued.
At this stage the determination of top management and the steering organisation to make
TPM succeed must be well communicated to all personnel involved in TPM development.
Continuous management commitment is necessary for continued improvement and
development of TPM








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2.3.1 TPM Implementation Chart (Figure 2-1)

To successfully implement TPM into an organisation a clear understanding of its
development cycle must be achieved. This is typically done by creating a 'Master Plan'.
In creating a targeted and systematic approach to a implementation strategy allows
management to create goals, standards and objectives that are realistically achievable.

The implementation strategy should target:

1. Equipment Effectiveness by eliminating or controlling the 'six big losses’.
2. Promote Autonomous Maintenance.
3. Create Quality Control & Assurance techniques.
4. Planned Maintenance techniques.
5. Identify skills and training required.

The TPM Implementation plan was devised by following the TPM Master Plan present in:
Nakajima, S. (1988). Introduction to TPM:Total Productive Maintenance. In S. Nakajima,
Introduction to TPM:Total Productive Maintenance (pp. 66-67).
Cambridge,Massachusetts: Productivity Press.


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Figure 2-1




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2.4 Progression

The successful implementation of TPM creates a vehicle that will enable the company to
continue its journey towards World Class accreditation Figure 2-2 shows some of the
components that would have to be addressed or implemented most of which are discussed
within this report.

Figure 2-2
2.5 The Benefits of TPM

The benefits for the company that operate a TPM system are wide and varying these ranges
from an increase in OEE brought about by the use of effective Preventative Maintenance this
reduces the requirement for Reactive Maintenance in turn eliminating the Fire Fighting
culture.
The increase in up time will create a more effective and competent method in which the
demands of the customer will be met, this also improves the overall ability to compete in the
world marketplace further enforcing the repute of the company and increasing the vendor
rating.
This is all good and well but the benefits for the employees must also be noted and these will
include less pressure on maintenance staff for urgent repairs through the eradication of
reactive type maintenance. Overall job security will be assured if the company is performing
well in the market and efficiency levels are achieved.
The creation of a working environment with less stress will inevitably lead to improvements
in job satisfaction this will be experienced through the whole facility leading to better
cooperation between maintenance, production, and other department‟s further supported by
less pressure on production to recover from breakdown losses


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2.6 The Cost and Cost Benefits of TPM Implementation

Another consideration for the implementation will be associated costs; this may be the single
most important consideration. These additional costs may include additional staff and staff
training and the initial maintenance on equipment to achieve a standard close to the original
as new condition this may include the purchase of new equipment, these costs may be
required during the early stages of the implementation dependent of the strategy adopted.
It has been shown that an expected start-up cost can be about 10-20% increase in training and
about 15 % increase in maintenance costs for the first two years if a 10% plant coverage is
attained by year one (20% by year two). This investment goes down significantly if only a
couple of machine centres or units are piloted. In fact, if the desire is slow integration the first
year (1-3 pilots only), maintenance costs and training costs may be slight and can often be
covered with only slight budget overruns. The major variables are the current condition of
your equipment (how well maintained it is), your people (how skilled and knowledgeable
they are) and the persistence implementation committee will take in making this work.
It may not be in the best interest to focus TPM through all the equipment within the plant
because the return on investment (ROI) may not be desirable (cost to implement TPM could
be greater than the returns from improvement) these decisions will be based on financial
feasibility studies that look at the forecasted growth in production and the associated profit
versus the cost. These studies will look at the payback period on any injection of capital this
can be accomplished using various methods; these include a simple cumulative payback
period or a more realistic Initial Rate of Return (IRR).
Return on Investment can be calculated over a five year period with an Expected reduction in
maintenance costs of 25-30% and Manufacturing costs 20-25%. Returns should be expected
in year two – five and not the first year of investment.
Any decision on the investment will have to consider that history has shown around 25% of
companies who start TPM will be extremely successes full. Another 25% will experience
moderate successes but because of competition from other programs or lack of constancy of
effort and the lack of committed leadership will only make it a modest success and may

revert after a few years of effort. The other 50% will fail in the first 18 to 24 months.
(Marshall Institute)
Some of the benefits included by the creation of a TPM system for both the company and staff
include job satisfaction and an increased OEE with emphasis on the creation of an untied workforce
and last but not least a reduction in the opportunities of accidents
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2.7 Sustainment

TPM is a maintenance program which involves a newly defined concept for maintaining
plant and equipment. The goal of the TPM program is to markedly increase production while,
at the same time, increasing employee morale and job satisfaction.
The system relies on the participation of the employee to provide the first line of defence.
This is achieved by the employee undertaking routine maintenance and pre-use inspection.
Another way this is achieved is to have the employee empowered by taking ownership of
their particular piece of equipment which is one of the key aspects of TPM and this is taken
from its American roots of Total Quality Management (TQM). The reliability and the
attention to detail of the operator as an individual can help maintain the integrity of the
system. In the same hand, the failure of the system can be initiated by one operative; this
could be that they become lax in their approach to their duties and this can if not addressed
spread thought the work force.
Therefore in an effort to avoid such a situation the recruitment process will be responsible for
the selection of the appropriate type of operators. This should be selective in a way that only
those potential candidates with the ability to adapt and move with the system be hired which
is recognised as one of the main reasons for the failure of any Continuous Improvement
method the resistance to change by members of staff. Examples of such behaviours included
doing the minimum required, not actively cooperating and promoting the change initiative,
and not making an effort to ensure subordinates understood the change effort.

Various studies have looked into the resistance caused by the announcement of forthcoming

change; any change within an organisation will create anxiety within the workforce - this will
occur even when clearly conveyed. Wanberg and Banas (2000) document such behaviour that
states even a clearly communicated minimal change had an impact on the attitude of
workforce.

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“In contrast and contrary to his expectations, Oreg (2006) found a positive correlation
between individuals who reported receiving information about change and their resistance to
change. Oreg suggested that the result might indicate that simply providing information does
not result in reduced resistance to change, but rather that employees make decisions of
whether or not to resist based upon whether or not they agree or disagree with the change
proposed.”
Some of the ways this resistance is overcome is to create and show the operative that they are
part of the system this can be achieved by empowering them or championing them with the
responsibility and a duty of care for the system this could be done by educating them in the
various pieces of equipment or developing them to a level of internal excellence. This type of
training should benefit the process and install a level of intrinsic reward upon the operator.
(Schlesinger, 1979) Identified and set out six change approaches and four reasons that people
resist change the resistances they documented include:

Self-interest: How the change affected them and not the business

Misinterpretation: Poor communication or poor understanding of the up and coming
changes
Low Tolerance to Change: Those that are settled and sceptical to change
Differing assessment of proposal: Some employees may think the old way is best changing
this approach is paramount
The six documented methods include the following:

 Education and communication of the forth coming change
 Participation and Involvement of employees is more likely to succeed
 Facilitation & Support to ease any employee anxiety
 Negotiate & Agreements made with employees most effected
 Manipulation & Co-option selection of influential workers to promote
change
 Explicit & Implicit coercion if all else fails redeployment OR change
(Schlesinger, 1979)


This section looks at influence that the” people factor” has on the implementation and
sustainability of TMP but these influences are not exclusive within TPM but are present in most
restructuring or rolling out of new systems.
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2.8 Change Management

This resistance is not only found within the shop floor but can be common within upper and
middle management. This can be minimised by following some of the key aspects of change
management.

1. Benefits management and realisation to define measurable stakeholder aims, create a
business case for their achievement (which should be continuously updated), and monitor
assumptions, risks, dependencies, costs, return on investment, dis-benefits and cultural issues
affecting the progress of the associated work.
2. Effective communications to inform personnel of the reasons for the change and why, the
benefits of successful implementation including “what is in it for us” and you as well as the
details of the change.
3. The implementation of an effective training and education system with a goal of
upgrading the skill level within the organisation.

4. Counter resistance from the employees of the company and align them to overall strategic
direction of the organisation.
5. Provide personal counselling to address any change related fears were required.
6. Monitoring of the implementation and fine-tuning as required