total productive maintenance

T

Total Productive
Maintenance

P
M

Zero loss
or
Zero tolerance for
failure
through
People empowerment

© All rights reserved by Gulf Software Consultancy W.L.L.


INTRODUCTION
In the highly competitive world the difference between the winner and the looser is often one hundredth of
percentage.
This requires perfection and zero tolerance for failure leading to Overall Performance Effectiveness better
than the competition.

TOTAL PRODUCTIVE MAINTENANCE AIMS AT:‘Breakthrough improvement in productivity and reducing chronic losses to zero’
‘Creating a bright, clean, and pleasant factory’
‘Reinforcing people and facilities and through them, the whole organization’
Addressing ‘Overall equipment effectiveness (OEE)’
Institutionalising ‘Total Employees Involvement’, ‘Participative Management’ and an ‘Overall small group organisation’
Eliminating ‘Inter Departmental Walls’ and facilitating ‘Cross Functional Management’.
Being material oriented, it seeks to keep equipment in its intended condition.

Making possible unmanned operation, factory automation and computer integrated manufacturing.
“Lean Production” and “Just-In-Time (JIT)“.
“Step by Step approach”.

8 PILLARS OF TPM
8 PILLARS OF TPM

TPM

Total Productive Maintenance

activities

Environment Safety & v
Management

Ofce TPM

Initial Management
Upstream
Control

Training and skill
Development

Quality Maintenance
(hinshitsu-Hozen)

Planned Maintenance

Focussed Improvement
(Kobetsu-Kaizen)

Autonomous-Maintenance
(Jishu-Hozen)

Total Employee Involvement

Productive
Total Total
Productive
Maintenance


TO MEET

TPM BASIC POLICY AND EXAMPLE OF TARGET SETTING

MARKET DEMANDS

OPERATIONAL DEMANDS
•

•

Timely and effective start-up of new
products.

•

Flexible response to the demand trend.

•

Reduction in prices.

•

High-level quality assurance.

•

•

Conservation of resources and energy.

•

•
•

Increase in production and reduction in
quality problems.
Equipment deterioration due to overload
operation.
Elimination of equipment which has
design weak points.
Upgradation of knowledge of equipment
control for the operators.
Improve morale of associates.

BASIC POLICY
Aiming at “Zero accidents”, ”Zero failures”, and “Zero defects” through introduction of TPM with all
workers participating, which in turn contributes to the improvement of Overall equipment efficiency and
reduction in costs.

OBJECTIVES
•
Reduction in equipment failure.
4.
equipment, tools and jigs.
•
Reduction in waiting and setup time.
resource conversation and energy saving.
•
Effective use of existing equipment. 6.
cultivation of manpower.

Accurate Management of
5.

Promotion of

Education and training,

Benefits of TPM
(As seen in various TPM implementation in companies)
Tangibles
P - Increase in value added productivity
by 1.5 - 2.0 times.

- Improvement in Overall equipment
efficiency by 150% to 200%.
Q - Reduction in defect ratio by 25%.
- Reduction in customer complaints by 25%.
C - Reduction in manufacturing cost by 30%.

Intangibles
- JISHU-HOZEN leads to operators
maintaining own equipment leading to
ownership.
- Pleasant work environment.
- Happy visitors to plant leads to
business
growth.

D - Reduction in product and work-in-process
inventors by half.
S - Reduction in accidents to zero.
- Reduction in Pollution cases to zero.
M - Improvement proposal increased from 5 to 10.

Productive
Total Total
Productive
Maintenance


STEPS FOR TPM IMPLEMENTATION
1

Top Management
declaration of TPM
initiative.

2

TPM education and
awareness

3

Formation of TPM
organisation and
structure

4

Setting of basic company
TPM principles and
targets

5

Master plan for TPM
implementation

6

Kick-off of TPM company
wide

7

Establishing system for
improving plant
efficiency

8

Establishing upstream
control management for
new products and
equipments

9

Building quality
maintenance system

10

Improvement of
administration and
commercial function

11

Improvement of safety,
health, environment
system

12

Complete
implementation of TPM

Total Productive Maintenance


TPM – PROCESS MAP
Process

Focusing Point

Responsibility
Organisation

TPM Declaration

Declaration by Top Management
about adopting TPM as major
initiative for change

TPM Awareness

Top Management: ½ Day
Senior Management : 1 Day

Gulf
Software

✔

✔

✔

Managers/ Executives : 3 Days
Formation of TPM

Control steering for coordinating
company wide activity


Organisation Committee
 Departmental Committee

Departmental committee for
coordinating with Control committee
and department activity

Selection of Manager Model Machine
(MMM)

For department heads and
managers to understand & work on
a machine for Jishu

Start of Jishu Hozen activity in MMM

Hozen, OEE and Kobetsu Kaizen
activities

Target setting

Benchmarks and targets for
effectiveness of TPM

✔

✔

✔

✔

✔

✔

✔

✔

✔

✔

✔

Making Master plan
Formal Kick off

Implementation & Deployment of TPM
activities all over the organisation:
Jishu Hozen
OEE / Kobetsu Kaizen
Planned Maintenance
Training & Skill development
Office TPM
Initial Project Management
Safety and Environmental
Management
Complete implementation of TPM

Informing the commitment of Top
Management to all, including
Partners and Customers to TPM
Implement by horizontal
deployment Company wide of
various TPM activities
Regular and continuous training of
all people on activity plan. Review
and monitoring of the activities
Corrective action wherever
necessary

Accessing for results

Productive

Total Total
Productive
Maintenance


SERVICE OFFERED ON TPM
TPM AWARENESS FOR TOP MANAGEMENT

½ Day

Purpose

To understand TPM philosophy and approach

Contents

Overview on TPM
Steps for implementation
Role of Top Management in TPM implementation

TPM AWARENESS FOR SENIOR MANAGEMENT
Purpose

1 DAY

To understand TPM philosophy and approach
To understand concept of OEE and its use for management decision making

Contents

TPM steps
OEE
Autonomous Maintenance overview
Role of Senior management in TPM implementation

TPM AWARENESS FOR MANAGERS AND SENIOR EXECUTIVES
3 DAYS
Purpose

To understand the TPM philosophy and approach for "Zero accidents, Zero failures, and
Zero defects", and the various pillars for this goal.

Contents

TPM concepts including details of all pillars
Use of OEE for improvement and project identification
To understand “Jishu-Hozen” concepts.

TPM PROJECT IMPLEMENTATION


Drawing TPM road-map/master plan for a company.



Identifying and providing TPM education and training.



Creation of a model machine.



Hands on support for making model machine.



Deployment of all TPM elements company wide.



TPM project monitoring and review.



Measurements of benefits planned and achieved.

TotalProductive
Productive Maintenance
Total
Maintenance


About Us
ABOUT US
Gulf Software and Consultancy is an organisation specialising in the field of
TQM Applications. We are fast emerging as a center for Knowledge across
the Middle East. Our wide experience is backed by a highly skilled and totally
professional team of consultants who are rated as one of the best in this
business today. Even though established recently in the year 2005, it is fast

emerging as a formidable force to reckon. Our team of Consultants have
assisted many organizations in their improvement effort for enhancing
Business Performance through intervention of different proven tools and
techniques of Six Sigma.
Headquartered at Bahrain, Gulf Software has its spread across the G.C.C
countries and presence in select overseas countries as well.
For Additional Information, please contact:
STANDARD PRODUCT DIVISION
Gulf Software and Consultancy.
P.O.Box: 11651, Manama, Kingdom of Bahrain
Tel: (+973) 17537833, Fax: ( +973) 17537844, Email:

T
G0309 ISSUE 2 NS

For More Information www.gulf software.com
© All rights reserved by TQM International Pvt. Ltd.

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