1. Total quality management
Unit-3
Total Productive Maintenance
Presented by
N.vigneshwari

2. Today’s topic
Total Productive Maintenance

3. Introduction to maintenance
Maintenance defined:
Maintenance is defined as the management , control, execution, and quality assurance of activities which ensure the achievement of optimum availability and performance of a plant in order to meet business objectives.
Maintenance is the activity to ensure the physical assets to continue to do what their users wanted to do

4. Types of maintenance
Corrective maintenance or emergency maintenance or break down maintenance
Preventive maintenance
Productive maintenance or predictive maintenance
Total productive maintenance

5. Corrective maintenance or emergency maintenance
Corrective maintenance or emergency maintenance or break-down maintenance which performs maintenance or repair activity on any piece of equipment only if it breaks down. This approach leads to uncertainty and risk because no one knows when or where equipment will break down.

6. Preventive maintenance
Preventive maintenance technique assumes a more pro-active stance, establishing maintenance routines that take care of equipment. Maintenance workers regularly oil and clean equipment and perform other periodic maintenance. While preventive maintenance improved reliability as compared to corrective maintenance, it ignored many causes of break-downs in equipment.

7. Productive maintenance or predictive maintenance
Productive maintenance or predictive maintenance extended preventive maintenance to try to reduce the chances of break-downs through modern monitoring and analysis techniques such as computer-aided monitoring and forecasting that diagnoses the condition of equipment during operation. In using these techniques, productive maintenance tries to identify signs of equipment deterioration or imminent failure and to take corrective action before actual equipment failure.

8. Total productive maintenance
Total productive maintenance works much more broadly to identify and correct all potential causes of break-downs to achieve an ambitious goal of zero break-downs.
Total productive maintenance is a well defined and organised maintenance program which places a high value on teamwork, consensus building and continuous improvement. Reliability and TPM principles call for avoiding crisis, relying on teamwork, maximising capacity, minimising costs and continuously improving processes for manufacturing.

9. Specific actions of TPM require the following: (i) restoring equipment to a like-new condition
(ii) having operators involved in the maintenance of the equipment
(iii) improving maintenance efficiency and effectiveness
(iv) training the labour force to improve upon their job skills
(v)equipment management and maintenance prevention, which is considered inherent in the reliability strategy and
(vi) the effective use of preventive and predictive maintenance technology.

10. Cont….
The philosophy in TPM is that if equipment is in good condition and making what it is designed to make, most problems then arise from human error. In which case, firms should aim to employ equipment that is easy to use correctly, but difficult to use incorrectly.

11. Cont…
Total Productive Maintenance (TPM) is the systematic execution of maintenance by all employees through small group activities.
TPM is a manufacturing led initiative that emphasises the importance of people, a ‘can do’ and ‘continuous improvement’ philosophy. It also emphasises the importance of production and maintenance staff working together.
The dual goals of TPM are zero breakdowns and zero defects
TPM improves equipment efficiency rates and reduces cost. It also minimises inventory costs assoicated with spare parts.
The implementation of TPM can generate considerable cost savings through increased productivity of the machinery.
Thus the TPM is concerned with the fundamental rethink of business processes to achieve improvements in cost, quality, speed etc.

12. Concept of TPM
The concept of ‘true’ TPM is that everyone from the operator to top management is responsible for maintenance activities.
TPM embraces various disciplines to create a manufacturing environment wherein everyone feels that it is his/her responsibility to keep the equipment running and productive.
Under TPM, operators no longer limit themselves to simply using the machine and calling the technician when a breakdown occurs. Operators can inspect, clean, lubricate, adjust, and even perform simple calibrations on their respective equipment.
In TPM, a management should also show interest in data concerning equipment uptime, utilization, and efficiency
In short, everyone understands that zero breakdowns, zero defects, and maximum productivity are goals to be shared by everyone under TPM
TPM cannot be implemented overnight. Normally it takes an organisation at least two years to set an effective TPM system in place
TPM activities are carried out in small teams with specific tasks. Every level in the overall organisation must be represented by a team or more

13. Guiding principles of TPM programs
(i) Maximise equipment effectiveness by reducing down time to zero.
(ii) Establish a thorough system of preventive maintenance for entire life span of equipment, from design and acquisition to disposal.
(iii) Implement maintenance programs in all organisational areas (engineering, operations, facility management, maintenance) to spread TPM throughout the system.

14. Cont…
(iv) Involve every single member of the organisation from top managers to workers on the shop floor. .
(v) Assign responsibility for preventive maintenance to small, autonomous groups of employees rather than managers.
TPM is a comprehensive system of equipment maintenance that encompasses all activities with any influence on equipment uptime. These activities are:

15. (i) Regulating basic conditions: TPM advocates keeping a well-organised shop floor which should be very clean.
(ii) Adhering to proper operating procedures: The most significant cause of chance break-downs is a failure to follow proper operating procedures. When operators deviate from procedures, they introduce errors and variance into the process.
(iii) Restoring deterioration : TPM requires diligent effort to discover and predict deterioration in equipment and then to follow standard repair methods to eliminate any source of variation in the system.

16. (iv) Improving weaknesses in design: TPM tries to identify and correct any defects in equipment designs that contribute to break-downs or complicate maintenance (for example, use of modular designs in computers).
(v) Improving operation and maintenance skills : Equipment users contribute to TPM by learning and following correct operating procedures to prevent errors that may cause chance break-down. Also, sharp skills help to prevent repair errors and correct any problems on the first attempt. TPM enhances the skill of both users and maintenance workers through education and training.
Through these activities, TPM attacks variances and waste created by break-downs by preventing problems and eliminating causes of defects.

17. Need for TPM
The central problem that indicates have struggled with its how to make the choice between the above said four maintenance technique. This has led to the increasing interest within industry in new strategy called ‘Total Productive Maintenance (TPM)’. The TPM offer a path to long term continuous-improvement rather than the promise of a quick fix.

18. Objectives of TPM
The five goals of TPM are:
To improve equipment effectiveness: TPM examines the effectiveness of facilities by identifying and examining all losses, like down time losses, speed losses and defect losses
To achieve autonomous maintenance: TPM allows the people who operated equipment to take responsibility of the maintenance tasks.
To plan maintenance: TPM has a systematic approach to all maintenance activities. This involves the identification of the nature and level of preventive maintenance required for each piece of equipment, the creation of standards for condition-based maintenance, and the setting of respective responsibilities for operating and maintenance staff.
To train all staff in relevant maintenance skills: TPM places a heavy emphasis on appropriate and continuous training to all operating and maintenance staffs.
To achieve early equipment management: TPM aims to move towards zero maintenance through ‘Maintenance prevention (MP). TPM attempts to track all potential maintenance problems back to their root cause so that they can be eliminated at the earliest point in the overall design, manufacture and deployment process.

19. What are the 6 Big losses?
TPM works to eliminate the following six big losses: 1
Breakdowns
Long interruptions, expensive repairs 2
Setup and changeover
Taking much longer than needed 3
Idling and minor stoppages
Hard to quantify, add up to big losses 4
Reduced speed
Equipment cycle times have gradually deteriorated 5
Defects and rework
Quality losses and unhappy customers 6
Start up losses
Too long to get to steady state after a change.

20. Twelve steps for TPM development
Stage
Step
Details
Preparation stage
1. Announce top management about the decision to introduce TPM
Use statement at TPM lecture in company, articles in company, newspaper
2.Launch education and campaign to introduce TPM
Use seminars, slide presentations, retreats, etc.
3.Create organisation to promote teams
Create special committees at top, medium and low levels and assign staffs
4.Establish basic TPM policies and goals
Analyse existing conditions, set goal, and predict results
5.Formulate basic TPM policies and goals
Prepare detailed implementation plans

21. Preliminary implementation stage
6. Hold TPM kick-off
Invite clients, affiliated and subcontracting companies

22. TPM implementation stage
Improve effectiveness of each piece of equipment
Select model equipment and form project teams
7. Develop an autonomous maintenance program
Build diagnosis skills and establish worker certification procedure
8. Develop a scheduled maintenance program for the maintenance department
Include periodic and preventive maintenance and management of spare parts, tools, blue prints, and schedule
9. Conduct training to improve operation and maintenance skills
Train leaders together. Leaders share information with group members
10. Develop early equipment management program
Design, commission and control the maintenance prevention program

23. Stabilisation stage
12. Perfect TPM implementation and raise TPM levels
Evaluate TPM and set higher goals

24. Overall equipment effectiveness (Measures of TPM)
The TPM efforts are measured by the factor called overall equipment effectiveness (O.E.E)
Overall equipment effectiveness = availability x performance efficiency x rate of quality products

25. Benefits of TPM
The properly implemented TPM has made excellent progress in a number of areas. These include:
Increased equipment productivity
Improved equipment reliability
Reduced equipment downtime
Increased plant capacity
Extended machine line
Lower maintenance and production costs
Approaching zero equipment-caused defects
Improved team work between operators and maintenance people
Enhance job satisfaction
Improved return on investment
Improved safety

26. Terotechnology
A word derived from the greek word “tero” or “ I care”, which is now used with the term “technology” to refer to the study of the costs associated with an asset throughout its life cycle-from acquisition to disposal
Terotechnology is concerned with the application of managerial, financial, engineering and other skills to extend the operational life and increase the efficiency of equipment and machinery
It is concerned with the reliability and maintainability of physical assets and also takes into account the processes of installation, commissioning, operation, maintenance, modification and replacement

27. Terotechnology is an integrated approach to cost control and encompasses all the cost elements starting from design and development of part or product upto its final disposal. It is concerned with plant design, manufacture of the plant and equipment, installation and commissioning of the same and subsequent maintenance and repairs and after sale, service with a view to achieve results at most economical levels. Broadly, the subject of terotechnology covers the entire process of monitoring installation, commissioning, and thereafter maintenance, repairs, replacement and plant removal and its disposal.
Maintenance in terotechnology covers maintenance management, man-machine-maintenance-economy interfaces, reliability and risk management, data management and databases, optimisation, condition monitoring, condition-based maintenance and its impact on company’s business

28. Objectives of use of terotechnology in TPM
The objectives of the use of principles of terotechnology are, 1.To minimize total lifecycle costs 2. Extend the useful life of the plant and equipment 3. Assure optimum availability of the installed equipment and 4. To ensure operational readiness at all times

29. Activities of terotechnology
These may thus consist of:
Decision regarding design, production and cost targets
Decision as regards requirement of physical resources, plant, and equipment
Considering requirements of plant and equipment from the point-of-view of production capability, reliability, environment control, safety of operations, decrease toxicity of materials and processes, and human aspects.
Deciding on the specifications of the equipment to be procured from outside
Acquiring, installing and commissioning the plant and equipment and handing it over to the production department after carefully carried-out tests and inspection

30. Benefits of terotechnology
Better maintenance and higher reliability of plant and equipment
Lower costs of maintenance and repairs
Better control on spare part management
Less breakdowns, lower breakdown costs and smooth, uninterrupted production
Higher quality, better efficiency of operations, and high quality of work life
Better image of the company amongst its customers
Better communication between suppliers, producers and customers
Higher prices can be fixed and greater profitability is possible

31. References
Total Quality Management – V.Jayakumar Total Quality Management – Santosh Sharma Bhanu Prakash Verma Total Quality Management – K.Shridhara Bhat

32. THANK YOU