TATYASAHEB KORE INSTITUTE OF ENGINEERING AND

TECHNOLGY, WARANANAGAR
Approved by AICTE New Delhi and affiliated to Shivaji University,
Kolhapur
Twice Accredited by National Board of Accreditation New Delhi
NAAC Accredited “A” Grade Institute with CGPA 3.27

AN AUTONOMOUS INSTITUTE

INDUSTRIAL MAINTANANCE ENGINEERING

UNIT-3 & 4
Total Productive Maintenance

Dr. M. R. Jadhav (Asst. Prof.)

Department of Mechanical Engineering,
TKIET
 Zero breakdowns, Zero Defects and TPM
• Physical condition of equipment deteriorates due to
many reasons, one of them is usage.
• The deterioration could be external (visible) or
internal (invisible). If the deterioration or decay or
defects are not noticed in right time, the equipment
breaks down.
• Therefore, the plant engineer is required to go on
keen observation of the equipment conditions
regularly so as to prevent the occurrence of any
breakdown.
To achieve zero breakdown (i.e. no breakdown) the
important steps are listed below :
(a) Rectify design deficiency (as soon as it is identified).
(b) Rectify the deterioration so as to bring the condition
nearest to its original state.
(c) Stick to optimum operating conditions (as prescribed
by OEM in the manual).
(d) Maintain the basic equipment conditions (by proper
and timely cleaning, lubricating, bolt tightening, etc.)
(e) Improve maintaining and operating skills
Zero Defects
•Zero Defects is a management tool aimed at the reduction of defects
through prevention. It is directed at motivating people to prevent
mistakes by developing a constant, conscious desire to do their job
right the first time.
•Zero Defects seeks to directly reverse the attitude that the amount of
mistakes a worker makes doesn't matter since inspectors will catch
them before they reach the customer.
•Zero Defects involves reconditioning the worker "to take a personal
interest in everything he does by convincing him that his job.
•The development of Zero Defects is credited to Philip B. Crosby, a
quality control department manager on the Pershing missile program
at the Martin Company, though at least one contemporary reference
credits an small, unnamed group of Martin employees.
1. Quality is conformance to requirements

•Every product or service has a requirement: a description

of what the customer needs. When a particular product
meets that requirement, it has achieved quality, provided
that the requirement accurately describes what the
enterprise and the customer actually need.
•In common manner of speaking, an inexpensive
disposable pen is a lower-quality item than a gold-plated
fountain pen.
• In the technical sense of Zero Defects, the inexpensive
disposable pen is a quality product if it meets requirements:
it writes, does not skip or clog under normal use, and lasts
the time specified.
2. Defect prevention is preferable to quality inspection
and correction
•The second principle is based on the observation that it is
nearly always less troublesome, more certain and less
expensive to prevent defects than to discover and correct
them.
•It saves lot of human power and cost of inspection and
correction.
•For example If a person changes the poor condition brake
shoes of his bike before next riding then it will prevent lot
of energy of the rider and reduce the risk of accident on the
road and generation of new defect in the bike due to poor
condition brake shoes which observed later and needs the
correction and in turn of high cost of repair.
3. Zero Defects is the quality standard
The third is based on the determining norms nature of
requirements: if a requirement expresses what is
genuinely needed, then any unit that does not meet
requirements will not satisfy the need .
If units that do not meet requirements actually do
satisfy the need, then the requirement should be
changed to reflect reality.
4. Quality is measured in monetary terms – the Price of
Nonconformance (PONC)
•The fourth principle is key to the methodology. Phil Crosby
believes that every defect represents a cost, which is often
hidden. These costs include inspection time, rework, wasted
material and labor, lost revenue and the cost of customer
dissatisfaction.
•When properly identified and accounted for, the magnitude of
these costs can be made apparent, which has three advantages.
•First, it provides a cost-justification for steps to improve
quality.
•Second, it provides a way to measure progress, which is
essential to maintaining management commitment and to
rewarding employees.
• Third, by making the goal measurable, actions can be made
concrete and decisions can be made on the basis of relative
Ideally, breakdowns can be eliminated by maintenance
prevention (MP) or adoption of maintenance free
design.
Defects that go undetected and untreated are called
hidden defects. To eliminate failures, we must expose
hidden defects and treat equipment before it breaks
down. The following five steps help eliminate failures
(a) Maintaining well regulated basic conditions
(cleaning, lubricating and bolting).
(b) Adhering to proper operating procedures.
(c) Restoring deterioration.
(d) Improving weaken in design.
(e) Improving operation and maintenance skills.
Overall Equipment Effectiveness (OEE) is a metric used
in manufacturing and production industries to measure
the performance, availability, and quality of equipment or
processes. It provides insight into how efficiently
equipment is being utilized to produce goods.
OEE is typically calculated using the following formula:

Availability: This measures the percentage of time that

the equipment is actually available and operational for
production. It takes into account factors such as
downtime due to equipment breakdowns, changeovers,
and planned maintenance.
Performance: This measures the speed at which the
equipment is operating compared to its maximum
potential speed. It considers factors such as slow cycles,
idling, and minor stops.

Quality: This measures the number of good units

produced compared to the total number of units produced,
accounting for defects and rework.
•Each of these components is expressed as a percentage,
and when multiplied together, they yield the OEE
percentage, which represents the overall efficiency of the
equipment.
•An OEE score of 100% indicates that the equipment is
operating at its maximum capacity with no downtime, at
maximum speed, and producing only good quality
products.
•OEE is a valuable tool for identifying areas of
improvement within a manufacturing process and for
setting benchmarks to drive continuous improvement
initiatives.
•By analyzing OEE data, manufacturers can pinpoint
inefficiencies, prioritize improvement efforts, and
ultimately enhance productivity and profitability.
Strategies to improve OEE
•Reduce unplanned downtime: Implement preventive maintenance
schedules, predictive maintenance technologies, and condition
monitoring to identify and address equipment issues before they
cause breakdowns.
•Minimize changeover times: Standardize processes, invest in
quick-change tooling, and train operators to perform changeovers
efficiently.
:
•Optimize planned downtime: Schedule maintenance during periods
of low demand or utilize downtime for activities such as cleaning,
inspection, and training.

Increase equipment speed: Identify bottlenecks and constraints in

the production line, upgrade equipment, optimize settings, and
streamline processes to maximize throughput.
•Minimize idle time: Analyze production schedules to eliminate
unnecessary gaps between operations, reduce setup and teardown
times, and ensure smooth material flow.
•Address minor stops: Investigate and resolve recurring issues
causing minor stops, such as jams, misfeeds, and sensor errors,
through root cause analysis and corrective actions.
•Implement quality control measures: Utilize statistical process
control (SPC), error-proofing techniques, and automated inspection
systems to detect and prevent defects in real-time.
•Reduce defects and rework: Analyze defect data to identify common
sources of defects, implement process improvements, provide
additional training to operators, and enhance quality assurance
protocols.
•Foster a culture of continuous improvement: Encourage employee
involvement in problem-solving, provide training on quality
standards and best practices, and recognize and reward contributions
to improving product quality.
 Autonomous Maintenance Program
An Autonomous Maintenance (AM) program is a structured
approach to empower front-line operators to take ownership of
routine equipment maintenance tasks within a manufacturing or
production facility.
The goal of AM is to increase equipment reliability, reduce
unplanned downtime, and improve overall equipment effectiveness
(OEE) by decentralizing maintenance responsibilities and engaging
operators in proactive equipment care.
Key elements of an Autonomous Maintenance program
Training and Education: Providing operators with the necessary
knowledge and skills to understand equipment operation, identify
potential issues, and perform basic maintenance tasks safely and
effectively. Training may cover topics such as equipment anatomy,
lubrication, inspection techniques, and troubleshooting.
Standardization: Establishing standardized procedures for routine
maintenance tasks, including cleaning, inspection, lubrication, and
minor adjustments. Standardization ensures consistency and
reliability across different shifts, operators, and pieces of
equipment.
Initial Cleaning and Inspection: Conducting a thorough initial
cleaning and inspection of equipment to identify and eliminate
sources of contamination, wear, or deterioration. This step sets the
foundation for ongoing maintenance activities and helps operators
develop a deeper understanding of equipment condition.
Skill Development: Building operator skills through hands-on
experience, continuous training, and knowledge-sharing initiatives.
Operators may be encouraged to participate in cross-training
opportunities and collaborate with maintenance personnel to
develop advanced troubleshooting skills.
Autonomous Inspection and Monitoring: Empowering operators to
conduct regular inspections and condition monitoring activities to detect
early signs of equipment degradation or malfunction. This may involve
using checklists, visual inspections, sensory observations, and basic
measurement tools to assess equipment health.
Simple Maintenance Tasks: Delegating simple maintenance tasks to
operators, such as cleaning, lubrication, belt tensioning, and part
replacement, to prevent minor issues from escalating into major
breakdowns. Operators are encouraged to take proactive measures to
address small abnormalities and deviations from standard operating
conditions.
Documentation and Feedback: Documenting maintenance activities,
observations, and findings to track equipment performance, identify
recurring issues, and inform continuous improvement efforts. Operators
are encouraged to provide feedback on maintenance procedures,
equipment design, and process reliability to facilitate ongoing
optimization.
Empowerment and Accountability: Creating a culture of
ownership, accountability, and continuous improvement among
operators by empowering them to contribute ideas, suggest
improvements, and take initiative in maintaining equipment
reliability.
Recognition and rewards may be provided to operators who
demonstrate exceptional performance and commitment to AM
principles.

By implementing an Autonomous Maintenance program,

organizations can enhance equipment reliability, optimize
maintenance resources, and cultivate a culture of proactive
maintenance and continuous improvement throughout the
organization.
AM complements other maintenance strategies, such as preventive
maintenance and predictive maintenance, to maximize equipment
uptime and productivity.
 THE EIGHT PILLARS OF TPM
The following Figure 10.5 depicts 8 pillars of total productive
maintenance. The philosophy of the TPM stands on these eight factors.
1.Kobetsukaizen- (Kaizen)
• Kobetsukaizen, popularly known as Kaizen, means
continuous improvement is effected by eliminating various
losses that occur in the production and productivity due to
human negligence or ignorance in maintaining equipment
and machinery properly or maintaining quality of material,
tools and other auxiliary items.
The objective of Kaizen can be stated concisely as -
•To maximize the overall effectiveness of equipment,
process, and the plant by elimination of all losses through
small group activities.
The various losses are grouped below which need to be
eliminated.
Group 1
(a) Energy loss.
(b) Yield loss.
(c) Losses due to improper design of die, jigs and fixture,
etc. or their application.
Group 2
(a) These factors impede human work efficiency.
(b) Managerial inefficiency.
(c)Improper arrangement of materials, tools, machinery
and instructions.
(d) Improper monitoring of work and workers.
(e) Lack of automation
Group 3
(a) The factors affecting equipment efficiency and thus
resulting in low utilisation and low production.
(b) Machine breakdowns.
(c) Failure of workers to arrive in time and collect
instructions and materials and tools.
(d) Late starting.
(e) Reworking of defective elements.
(f) Setting of tool, work piece and inspections.
(g) Idling of the machine due to non-availability of
material, tools or temporary absence of workmen.
(h) Losses due to non-optimal speed, feed, etc. because of
poor knowledge of the operator or poor condition of the
machinery.
Group 4
(a) Losses due to scheduled down time.
(b) Restore basic conditions of equipment.
(c) Improve 'why-why' analysis system to get correct
information about reasons of breakdown and poor
performance.
(d) Failure analysis system.
(e) Training of all maintenance work personnel on basic
modules of maintenance.
(f) Supporting machinery in workshops and handling
equipment, operations for full implementation of the
principle underlying in JISHU-HOZEN in inspection,
lubrication, minor adjustments, cleaning, etc.
2. Safety and Hygiene (Autonomous System)
• To achieve pleasant working environment.
• To achieve zero accident.
• To provide safe working conditions and work place.
3. Office Administration
•The objective of this pillar is keep the workmen free from
the tensions due administrative problems.
•The implementation of TPM should also include the
administrative part that indirectly influences the job.
•The planning work, logistics and spare parts management,
information flow and wage administration etc will
indirectly affect the work of the operators of maintenance
4. Jishu-Hozen
•To achieve zero equipment failure and zero product
defects through the Autonomous Maintenance Activities.
Definition
•Jishu-Hozen can be defined as carrying out initial or basic
maintenance of equipment by the operators themselves and
informing of the potential of major breakdown.
•The concept of JISHU-HOZEN lies in the fact that ‘A
mother is the best judge regarding the health of her kid
than an outsider’. So also the person who works on certain
machine knows better about its condition and performance.
Thence the basic maintenance work is assigned to the
operators of that machinery
5. Training, Education and Development
•To disseminate maintenance and engineering know how.
•To eliminate equipment failure, product defects and
accidents resulted due to ignorance and lack of skill.
•To train each and every maintenance personnel in their
respective jobs.
•To develop multi-skill workforce
6. Maintenance Prevention
This maintenance consists of preventive maintenance and
maintenance prevention techniques to improve mean time
between failures (MTBF). To improve operating time the
following six big losses are reduced.
(a) Equipment failures ,(b) Set up adjustments ,(c)
Defectives ,(d) Yield loss ,(e) Minor stops , (f) Reduced
speed losses
7.Quality Maintenance
Objectives
• To build quality through equipment,
• To ensure that no product defects are caused by faulty
equipment, and
• To build a reliable production line (zero failures).

Methodology
To achieve these objectives TPM uses, MTBF and MQM
(Man-Quality-Machine) management and also dissects
operating mistakes
8. Planned Maintenance
Objectives
• To maximise performance of the equipment.
• To minimise cost in maintenance.
• To achieve zero equipment breakdown.

Methodology
• Establish predictive maintenance system.
• Establish corrective maintenance system.
• Establish preventive maintenance system.
• Establish training system for maintenance crew and
supervisors.
• Detailed activity planning for planned maintenance.
 TPM Organization
•Total Productive Maintenance (TPM) is a systematic
approach for maintaining equipment and machinery to
maximize their overall effectiveness and minimize
downtime.
•In TPM, maintenance is not just the responsibility of the
maintenance department but involves the entire
organization, including operators, maintenance personnel,
and management.
•Here's how a typical TPM organization might be
structured:
TPM Steering Committee: This committee is typically
comprised of senior management representatives from
various departments within the organization. They provide
overall guidance and direction for TPM implementation, set
goals and targets, allocate resources, and monitor progress.
TPM Coordinator/Manager: This individual is
responsible for coordinating all TPM activities, facilitating
communication between different departments, providing
training, and ensuring that TPM principles are effectively
implemented throughout the organization.
TPM Teams: These teams are typically cross-functional
and include members from different departments such as
production, maintenance, quality assurance, and
engineering. Each team is responsible for implementing
TPM activities for specific equipment or production lines.
Operators: Operators play a crucial role in TPM by
conducting routine inspections, basic maintenance tasks,
and participating in equipment improvement activities.
They are trained to identify and address minor issues
before they escalate into major problems.
Maintenance Personnel: Maintenance technicians are
responsible for more complex maintenance tasks, repairs,
and overhauls. In TPM, their role is not just to fix
breakdowns but also to prevent them through proactive
maintenance activities.
Engineering Department: The engineering department
supports TPM initiatives by providing technical expertise
for equipment improvements, modifications, upgrades,
and the implementation of advanced maintenance
techniques such as predictive maintenance.
Quality Assurance Department: This department ensures that TPM
activities contribute to improving product quality, reducing defects,
and meeting customer requirements. They may also be involved in
conducting audits and assessments to monitor TPM effectiveness.
Training Department: TPM requires continuous training and skill
development for employees at all levels. The training department is
responsible for providing training programs on TPM principles,
techniques, and tools.
Support Functions: Other departments such as human resources,
finance, and procurement may also play a supporting role in TPM
implementation by providing resources, budget allocation, and
ensuring alignment with organizational policies and procedures.
External Consultants/Experts: In some cases, organizations may
seek the assistance of external consultants or experts with expertise
in TPM to provide guidance, training, and support during the
implementation process.
Total Productive Maintenance-Management Decision

Total Productive Maintenance (TPM) involves various management

decisions that are crucial for its successful implementation and
sustainability. These decisions are aimed at optimizing equipment
performance, reducing downtime, improving product quality, and
fostering a culture of continuous improvement. Management
decisions in TPM:
Commitment to TPM: Top management must commit to
implementing TPM throughout the organization. This commitment
involves providing resources, setting clear goals and objectives, and
communicating the importance of TPM to all employees.
Formation of TPM Teams: Management needs to establish cross-
functional TPM teams responsible for implementing and managing
TPM activities. These teams typically include representatives from
production, maintenance, quality assurance, and engineering
departments.
Setting TPM Goals and Targets: Management must set specific,
measurable goals and targets for TPM implementation, such as
improving equipment availability, reducing breakdowns, increasing
productivity, and enhancing product quality.
Allocation of Resources: Adequate resources, including budget,
time, and personnel, must be allocated to support TPM initiatives.
This includes funding for training programs, maintenance
equipment, and improvement projects.
Training and Skill Development: Management should invest in
training and skill development programs to ensure that employees at
all levels have the necessary knowledge and competencies to
effectively implement TPM practices.
Establishing TPM Policies and Procedures: Management needs to
develop clear policies and procedures for implementing TPM
activities, including equipment maintenance, autonomous
maintenance, planned maintenance, and quality management.
Implementing Autonomous Maintenance: Autonomous
Maintenance (AM) is a key pillar of TPM where operators take
responsibility for routine maintenance tasks. Management must
support the implementation of AM by providing training, resources,
and incentives for operators.
Implementing Planned Maintenance: Planned Maintenance (PM)
involves scheduling maintenance activities based on equipment
condition and performance data. Management should establish PM
schedules and ensure that maintenance tasks are carried out
effectively.
Implementing Quality Management Practices: TPM emphasizes
the integration of quality management practices into maintenance
activities to improve product quality and reduce defects.
Management should promote collaboration between maintenance
and quality assurance departments.
Continuous Improvement: Management must foster a culture of
continuous improvement by encouraging employees to identify and
implement improvement opportunities. This may involve implementing
Kaizen events, conducting root cause analysis, and implementing
corrective actions.
Monitoring and Evaluation: Management should establish key
performance indicators (KPIs) to monitor the effectiveness of TPM
implementation. Regular audits, reviews, and assessments should be
conducted to evaluate progress and identify areas for improvement.
Recognition and Rewards: Management should recognize and reward
employees for their contributions to TPM implementation and
improvement initiatives. This could include incentives, awards, or other
forms of recognition to motivate employees and reinforce desired
behaviors.
Overall, management decisions play a critical role in driving the
successful implementation of TPM and fostering a culture of continuous
improvement within the organization. Effective leadership, commitment,
and support are essential for realizing the full benefits of TPM.
 Educational campaign creation of organizations for
Total Productive Maintenance
Creating an educational campaign for Total Productive Maintenance
(TPM) within an organization requires careful planning and
execution to ensure that all employees understand the principles and
benefits of TPM and are motivated to actively participate in its
implementation. Here's a step-by-step guide to creating an
educational campaign for TPM:
Identify Objectives: Determine the specific objectives of the
educational campaign. These may include introducing TPM concepts,
explaining its benefits, gaining employee buy-in, and fostering a
culture of continuous improvement.
Target Audience: Identify the target audience for the campaign,
which may include operators, maintenance personnel, supervisors,
managers, and other relevant stakeholders. Tailor the messaging and
content of the campaign to suit the needs and interests of each
audience group.
Develop Educational Materials: Create educational materials such
as presentations, brochures, posters, videos, and handouts that
explain the key principles of TPM, its implementation process, and
the role of employees in achieving TPM goals.
Training Programs: Develop training programs to provide
employees with the knowledge and skills required for TPM
implementation. Training topics may include autonomous
maintenance, planned maintenance, quality management, and
continuous improvement methodologies such as Kaizen.
Launch Event: Organize a launch event to kick off the TPM
educational campaign. This could be a workshop, seminar, or town
hall meeting where senior management introduces the campaign,
explains its objectives, and highlights the importance of TPM for the
organization's success.
Communication Channels: Use multiple communication channels
to reach employees and reinforce key messages about TPM. This
may include email newsletters, intranet announcements, bulletin
boards, and team meetings.
Engagement Activities: Implement engagement activities to
encourage employee participation and involvement in TPM
initiatives. This could include contests, quizzes, team-building
exercises, and recognition programs to celebrate achievements and
contributions.
Feedback Mechanisms: Establish feedback mechanisms to solicit
input and suggestions from employees about the educational
campaign and TPM implementation. This could include surveys,
suggestion boxes, and regular meetings to address concerns and
provide updates.
Progress Tracking: Monitor and track the progress of the
educational campaign and TPM implementation efforts. This could
involve tracking key performance indicators (KPIs) related to
equipment uptime, maintenance costs, and product quality
improvements.
Continuous Improvement: Continuously evaluate the
effectiveness of the educational campaign and make adjustments as
needed based on feedback and results. Identify areas for
improvement and refine the campaign to ensure its ongoing
success.
Sustainment Plan: Develop a sustainment plan to ensure that the
momentum of the TPM educational campaign is maintained over
the long term. This may involve ongoing training, communication,
and reinforcement activities to embed TPM principles into the
organization's culture.
By following these steps, organizations can create an effective
educational campaign for Total Productive Maintenance that
engages employees, fosters understanding and commitment, and
drives successful TPM implementation.
 establishment of basic policies and goals
Assess Current State: Begin by assessing the current state of
maintenance practices within the organization. Evaluate equipment
reliability, maintenance processes, and workforce skills to identify
areas for improvement.
Gain Management Support: Obtain commitment and support from
top management for implementing TPM. Communicate the potential
benefits of TPM in terms of increased productivity, reduced
downtime, and improved product quality.
Formulate TPM Policy: Develop a clear and concise TPM policy
statement that outlines the organization's commitment to excellence
in equipment maintenance and reliability. The policy should
emphasize employee involvement, continuous improvement, and a
proactive approach to maintenance.
Set Specific Goals: Define specific goals and objectives for TPM
implementation. These goals should be SMART (Specific,
Measurable, Achievable, Relevant, Time-bound) and aligned with
the organization's overall strategic objectives. Examples of TPM
goals include reducing equipment downtime by X%, increasing
overall equipment effectiveness (OEE) to Y%, or improving mean
time between failures (MTBF).
Involve Employees: Engage employees at all levels in the goal-
setting process to foster ownership and commitment. Encourage
input from frontline workers who have valuable insights into
equipment performance and maintenance challenges.
Provide Training and Resources: Ensure that employees have the
necessary training and resources to support TPM initiatives. Offer
training programs on maintenance best practices, problem-solving
techniques, and the use of TPM tools and methodologies.
Establish Key Performance Indicators (KPIs): Identify key
performance indicators (KPIs) to measure progress towards TPM
goals. Common KPIs for TPM include OEE, MTBF, mean time to
repair (MTTR), and maintenance cost as a percentage of total
production cost.
Implement Continuous Improvement: Emphasize the importance
of continuous improvement in TPM policies and goals. Encourage
regular review and refinement of maintenance practices based on
data-driven insights and feedback from employees.
Promote Collaboration: Foster a culture of collaboration and
teamwork among maintenance personnel, production staff, and
management. Encourage cross-functional teams to work together to
identify and address root causes of equipment failures and
performance issues.
Communicate and Celebrate Successes: Keep employees
informed about progress towards TPM goals through regular
communication channels. Celebrate successes and recognize
achievements to maintain momentum and motivation.
Monitor and Adjust: Monitor the effectiveness of TPM policies
and goals over time and be prepared to make adjustments as
needed. Continuously seek feedback from employees and
stakeholders to ensure that TPM initiatives remain aligned with
organizational priorities.
By following these steps, organizations can establish clear policies
and goals for Total Productive Maintenance (TPM) that drive
continuous improvement in equipment reliability, productivity, and
overall business performance.
formation of master plan for Total Productive Maintenance
Assessment and Benchmarking:
Evaluate the current state of maintenance practices and
equipment reliability.
Conduct benchmarking studies to understand best practices in
TPM implementation within similar industries.
Vision and Objectives:
Define a clear vision for TPM implementation aligned with the
organization's overall goals.
Establish specific objectives and targets to be achieved through
TPM, considering aspects like equipment uptime, productivity
improvements, and cost reduction.
Leadership and Governance:
Appoint a dedicated TPM steering committee or leadership team
responsible for overseeing the implementation process.
Define roles and responsibilities within the organization, ensuring
accountability at various levels.
Training and Skill Development:
Develop a training plan to equip employees with the necessary
skills and knowledge for TPM implementation.
Provide training sessions on TPM principles, methodologies,
problem-solving techniques, and use of relevant tools.
Equipment Assessment and Improvement:
Conduct a thorough assessment of all equipment to identify areas
for improvement.
Prioritize equipment based on criticality and potential impact on
overall productivity.
Develop plans for equipment maintenance, reliability
improvement, and life cycle management.
Autonomous Maintenance:
Implement autonomous maintenance practices, empowering
frontline operators to take ownership of basic equipment care and
inspection tasks.
Provide training and support to operators to perform routine
maintenance activities effectively.
Planned Maintenance: Develop a structured preventive
maintenance program, including scheduled inspections, lubrication
tasks, and component replacements.
Utilize predictive maintenance techniques such as vibration
analysis, thermography, and oil analysis to identify potential
failures before they occur.
Focused Improvement (Kaizen): Establish a system for
continuous improvement, encouraging employees to identify and
address root causes of equipment failures and performance issues.
Implement small-scale improvement projects (Kaizen) focused on
optimizing equipment performance, reducing downtime, and
eliminating waste.
Quality Maintenance: Integrate quality management principles into
maintenance practices to enhance product quality and reliability.
Implement Total Quality Management (TQM) tools and
methodologies to address quality-related issues proactively.
Safety, Health, and Environment (SHE) Management:
Ensure that TPM initiatives prioritize safety, health, and
environmental considerations.
Develop safety protocols, conduct risk assessments, and
implement measures to mitigate potential hazards associated with
maintenance activities.
Performance Measurement and Review:
Define key performance indicators (KPIs) to track progress and
effectiveness of TPM initiatives.
Establish regular review processes to monitor KPIs, identify areas
for improvement, and make necessary adjustments to the TPM
master plan.
Culture and Communication:
Foster a culture of continuous improvement, collaboration, and
teamwork across all levels of the organization.
Communicate the importance of TPM, share successes, and
recognize contributions to TPM implementation.
Sustainment and Continuous Improvement:
Develop mechanisms to sustain TPM practices over the long
term, including training programs, performance incentives, and
recognition systems.
Encourage ongoing learning and adaptation to incorporate
emerging best practices and techn
Steps for Implementing TPM The 12-step process is
designed to implement TPM: Accomplish TPM
acceptance; Create TPM support from management,
unions and employees; Create enthusiasm and positive
expectations for TPM; Develop a realistic custom
installation plan; and Accomplish world-class results in a
timely manner.
Step 1: Announcement of top management decision of
implementing TPM: - Top management needs to create an
environment that will support the introduction of TPM.
Without the support of management, skepticism and
resistance will kill the initiative. Detailed TPM articles
including TPM objectives should be clearly stated in
company's newsletter, newspaper and magazine.
Step 2: TPM education Program and collection of
information: - This program will inform and educate
everyone in the organization about TPM activities,
benefits and its objectives. For managers: offer
seminars/retreats according to level, For general workers:
provide slide presentation. This step of implementing
TPM also consists of collection of information about
TPM and to understand how it works. TPM coordinator
must understand what TPM is, how it works, its proper
implementation sequence, the amount of effort that will
be required, how it can be benefited for the plant, how
long it will take to implement etc. Information resources
include TPM conferences, TPM seminars, TPM books,
magazines, the Internet, and conversations with
consultants.
Step 3: Establish an organizational structure:- This
group will promote and sustain TPM activities once
they begin. Team-based activities are essential to a TPM
effort. This group needs to include members from every
level of the organization from management to the shop
floor. This structure will promote communication and
will guarantee that everyone is working toward the
same goals .
Step 4: Formulate basic TPM policies and goals: -
Analyze the existing conditions and set the goals that
are Result oriented, Specific, Measurable, Attainable
and Realistic. Then predict the results. The established
TPM policies and goals should be very much clear to
everyone involved in TPM implementation.
Step 5: Master plan for TPM deployment and its presentation: - After
establishing TPM policies and goals, a detailed proposed master plan
for implementation of TPM is prepared and proposal is presented to
management. This activity can be carried out by a consultant, plant
personnel, or both. Consultant involvement typically begins with a
plant visit to observe production operations, learn about the
equipment (type, function, condition, problems and losses etc.),
study maintenance operations(structure, size and tasks etc.), gauge
orderliness and cleanliness in the plant, and talk to employees to
determine their motivation and attitude. The consultant then can
develop and conduct the TPM presentation to management,
including questions and answers, and covers the following:
TPM overview (What is TPM?).
What TPM can do for the plant, its Expected costs and benefits?
Sequence of its implementation.
Customized implementation strategy.
How management and the union must support TPM.
How to get organized for implementing TPM.
The presentation also can be made by plant personnel covering the
same points with examples and impressions from seminars,
conferences, and plant visits. The presentation should end with a
recommendation to install TPM. Normally, management will make
a positive decision at this point. This decision must include a
commitment to strongly support TPM, carry out the necessary
training and the feasibility study, appoint a TPM coordinator, and
create the TPM steering committee. This plan will identify what
resources will be needed and when for training, equipment
restoration and improvements, maintenance management systems
and new technologies
Step 6: Feasibility study & its presentation: - every successful TPM
installation has been preceded by a good feasibility study.
The results of the feasibility study, will establish a base line, against
which TPM results and progress can be measured and also helps in
setting the realistic goals, based on the data obtained.
A feasibility study typically includes two to six teams(five to nine
members each).
It will include overall equipment effectiveness (OEE) observations
and calculations for 40 to 100 percent of important equipment.
The study will evaluate the condition of these equipment’s and the
required current & future maintenance activities.
Skills of plant personnel, cleanliness or orderliness of the plant, and
plant culture (attitude, motivation, and management style)will be
studied also.
Then Feasibility study results are presented. Both management
and the union should be present in the presentation.
The presentation should propose an installation strategy and
identify a pilot installation.
It should conclude with a recommendation that TPM is to be
installed. At this point, management will make a second and final
commitment to install TPM.
Now, at this stage, almost everybody has had some exposure or
heard about TPM during the execution of the feasibility study.
The OEE results are typically much lower than management
thought, creating a strong motivation to get going and improve the
productivity of equipment and the quality of product.
The feasibility study presentation meeting can be regarded as the
TPM kick-off
Step 7: Pilot installation: A TPM pilot installation should cover
between 10 and 25 percent of plant equipment, not just a few
selected machines.
There should be a minimum of six TPM teams to insure
survivability of the installation. Areas appropriate for pilot
installations are: where major improvement is needed (too many
breakdowns, delays, or idle time, or low capacity or productivity)
and where quick success is likely.
A good feasibility study is required for all pilot areas. All employees
in the pilot areas must receive TPM training. Clear goals and
deadlines must be established and team meetings must beheld on
schedule.
Step 8: Plant-wide installation: TPM coordinators of most
companies wait too long before expanding the TPM installation
over the whole plant. There is no need to wait for final results of
the pilot installation. A good and well thought out staggered
expansion plan is important, as is a detailed installation plan for
each additional area. Expansion initiatives should begin every 3
months (6 months maximum) using the same priorities and
decision criteria as for pilots.
Step 9: Introduction audit: to insure good progress and a proper and
successful installation, audits have proven to be very valuable.
There are two types of audits: the first audit is fairly simple and
checks if the TPM fundamentals are done correctly (teamwork,
organization, tasks, PM development, etc.) and whether the
program is on schedule. They are typically carried out 6-12 month
after launch by internal or external specialists
Step 10: Progress audit: It is usually the last step before
the certification. This audit will point out existing
deficiencies (and opportunities) to bring TPM to a
successful conclusion. The theoretical part of the audit
will be done in the office with the team going over a lot of
data followed by a practical partout in the plant around the
equipment. The progress audit comes 18-30 month after
launch to determine if and how:
• Preventive maintenance is carried out by the TPM teams.
•Equipment improvement activities have been executed
according to schedules.
• Increase in OEE has been reached.
•The improved equipment condition has been
accomplished and documented.
•The planned levels of skill have been accomplished
Step 11: Certification: The certification process is gaining
more and more importance, because certificate is used to
show to the customer that equipment and product quality
have been improved and standard procedures are in
practice to maintain the equipment to the highest levels.
The International TPM Institute certification process is
based on a strict set of certification requirements.

Step 12: TPM Award: The final and most rewarding step of
a TPM installation is achieving the TPM Award.
The award testifies that your plant is world-class: highly
productive, produces only top quality product, maintains
its equipment in top shape, and has a culture based on
teamwork