Module 3

The 8 Pillars of Total Productive

Maintenance.
1. Focussed Improvement (Kobetshu Kaizen)
2. Autonomous Maintenance (Jishu Hozen)
3. Planned Maintenance.
4. Initial Phase Management (Maintenance
Prevention)
5. Quality Maintenance
6. Training and Education Development
7. Office TPM Administrative and Indirect
departments
8. Safety and Health Environment Management
TPM HOUSE OF PRODUCTIVITY IMPROVEMENT
The traditional approach to TPM was developed in the
1960s and consists of 5S as a foundation and Eight
Supporting activities

1. The 8 pillars of Total

Productive
Maintenance to ensure
zero defect, zero
breakdown, and zero
accident with total
employee participation.

2. Each pillar have their own

unique role in improving
the plants performance.
The TPS House
The house graphic shows the relationship between all the parts
that make up TPS.
• TPM to be a foundation activity necessary for success.
• designed to remove waste from the production of
automobiles
1/8 Focused Improvement
Purpose:
• Realize zero losses of all types,
such as failure losses and defect
losses
• Demonstrate ultimate
production efficiency
improvement
Members:
• Cross Functional Teams -
Engineers and Process
• Line Leader
1/8 Focused Improvement • Recurring problems are
Activities: identified and resolved by
• Understanding the 6 major cross-functional teams.
losses • Combines the collective
• Calculating and settling
goals for overall equipment talents to create an engine for
efficiency, productivity and continuous improvement.
production subsidiary
resources
• Implementation of PM
analysis
• Thorough pursuit of
equipment and production
“as it should be”.
2/8 Autonomous • Have small groups of
Maintenance (Jishu Hozen) employees work together
Members proactively to achieve regular,
Production and
incremental improvements in
Operators
• Operator involvement equipment operation.
in regular cleaning,
inspection, lubrication,
• and learning about
equipment to maintain
basic conditions and spot
signs of trouble
2/8 Autonomous Maintenance • Gives operators greater
Activities: “ownership” of their equipment.
• Initial clean-up • Increases operators’ knowledge of
• Eliminate sources of their equipment.
contamination & inaccessible • Ensures equipment is well-cleaned
areas and lubricated.
• Develop cleaning & • Identifies emergent issues before
lubrication standards they become failures.
• General inspection of • Frees maintenance personnel for
equipment higher-level tasks.
• General inspection of process
• Standardization
• Autonomous Management
3/8 Planned Maintenance
Purpose
Improving Reliability,
Maintainability and Cost • Significantly reduces instances
Maintenance can be classified of unplanned stop time.
into 4 categories: • Enables most maintenance to
• Preventive Maintenance be planned for times when
• Breakdown Maintenance equipment is not scheduled
• Corrective Maintenance
for production.
• Maintenance Prevention
• Reduces inventory through
better control of wear-prone
and failure-prone parts.
3/8 Planned Maintenance
Members:
Staff • Schedules maintenance
Leader and maintenance men of tasks based on predicted
maintenance department
and/or measured failure
Activities:
rates.
• Support and Guidance for Jishu Hozen
activities
• Reduce or eliminate equipment losses
• Build an Information Management
System
• Build a Periodic Maintenance System
• Build a Predictive Maintenance System
• Evaluate the Planned Maintenance
System
4/8 Quality Maintenance
Members:
• Quality Assurance Staff,
• Production Engineering Staff,
• Design error detection and
• Line Group Manager prevention into production
processes.
Activities:
• Apply Root Cause Analysis to
• Investigating the conditions for
eliminate recurring sources
building in quality, unit
processes and raw materials, of quality defects.
equipment and methods
• Investigating, analyzing
andimproving the conditions of
malfunctions
4/8 Quality Maintenance
(Hinshitsu Hozen)
Purpose • Specifically targets quality
Focus on eliminating non issues with improvement
conformances projects focused on removing
• Developing Perfect Machine root sources of defects.
for Perfect
• Reduces number of defects.
• Quality.
• Reduces cost by catching
• Eliminating In-Process
defects and customer defects early (it is expensive
complaints. and unreliable to find defects
• Transition from Quality through inspection).
Control to Quality Assurance
5/8 Training and Education
Members: • Fill in knowledge gaps
• Operators
• Maintenance Technicians necessary to achieve
• Staff TPM goals.
Activities: • Applies to operators,
• Analyze the current program & set policy &
maintenance
priority strategies
• Design a training program for improving operating
personnel and
and maintenance skills
managers
• Implement operating and maintenance skill
training
• Design and develop a skill development program
• Foster an environment that encourages self –
development
• Evaluate the activities and plan for the future
5/8 Training and
Education • Operators develop skills to
Purpose: routinely maintain
• To develop operator's skill equipment and identify
in operation as well as in emerging problems.
maintenance • Maintenance personnel learn
• To train and upgrade techniques for proactive and
preventative maintenance.
maintenance staff skill in
• Managers are trained on
specialized maintenance
TPM principles as well as on
• To train staff to do their
employee coaching and
jobs more skillfully and development.
effectively
6/8 Initial Flow Control
Members: • Have small groups of
• Research and development
employees work together
staff,
• Production engineering staff, proactively to achieve regular,
• Maintenance staff incremental improvements in
equipment operation.
Activities:
• Setting development and
design, trial run and initial-
phase mass production
control stages
• Reliability improvement
• Investigate Life Cycle Cost
6/8 Initial Flow Control
• Recurring problems are
Purpose:
identified and resolved by
• To reduce
cross-functional teams.
substantial time for • Combines the collective
development of New talents of a company to
Product create an engine for
• To achieve low Start continuous improvement.
up time during • New equipment reaches
commissioning of planned performance
New Equipment levels much faster due to
fewer startup issues.
7/8 Office TPM
Members:
• Leaders and members of
administration/Indirect departments
Activities:
• Increase work efficiency through
focused improvement
• Build a system of administrative
autonomous maintenance
• Improve administrative capacity
through education and training
• Create an efficient staffing system
• Develop a work evaluation system
7/8 Office TPM
Purpose: • Extends TPM benefits beyond
• To Improve Work the plant floor by addressing
Efficiency & waste in administrative
functions.
Effectiveness in Offices
• Supports production through
• Maintain A Pleasant
improved administrative
Environment operations (e.g. order
• To Create Value for Our processing, procurement, and
Organization scheduling).
8/8 Environment, Health and Safety
Members:
• Safety, health and environment managers and
selected committee members.
• Staff specializing in safety and health.
Activities:
• Measures to improve equipment safety
• Measures to improve work safety
• Improvement of work environment (noise, vibration
and odors)
• Measures to prevent pollution
• Creation of healthy employees
• Promotion of invigorating activities
8/8 Safety and Health
Environment • Extends TPM benefits
Management. beyond the plant floor by
Purpose: addressing waste in
• To achieve zero administrative functions.
accidents, • Supports production
• Zero health hazards at through improved
works.
administrative operations
• To maintain zero
(e.g. order processing,
pollution Plant
procurement, and
• Zero fire
scheduling).
Module Summary
1. Learning take place by sharing
2. Contents relevant to your Job
3. Can you utilize the learning to your workplace
4. Clarification of the objectives
5. Any of your questions doubts answered
6. Outcome of the team activities helpful
7. Is the content understandable
8. Training exposed to new knowledge