TPM Benefits and Abnormalities

Blog by: Students of Vishwakarma Institute of Technology, Pune

1. Rishikesh Mishra
2. Jayrajanant Kulkarni
3. Anand Malani
4. Prathamesh Kudale
5. Sarvesh Malakolikar

WHAT IS TPM

Total Productive Maintenance (TPM) started as a tangible asset management strategy aimed at reducing the organization's operating costs by maintaining and improving production equipment. JIPM (Japanese Institute of Plant Maintenance) expanded the PM award after it was developed and awarded to Nippon Denso in 1971 to incorporate the eight pillars of TPM that needed to work in all production departments in the field of soft production. TPM aims to break the bond of machine repair and operation between management, engineering, maintenance, and staff while improving staff interaction and team performance.

OBJECTIVE

The goal of TPM is to increase the efficiency of equipment over time by involving those who contribute to the development of small groups. The basic functions of a quality management system are total quality management (TQM) and total productive maintenance (TPM). TPM requires the full cooperation of all staff to be successful. This should help TPM achieve its goal of "increasing productivity, staff morale, and job satisfaction."

The main goal of TPM is to improve the Performance of Comprehensive Equipment (OEE) Equipment. TPM addresses the causes of rapid decline and loss of productivity while promoting ownership between operators and tools.

OEE is made up of three repetitive parts to produce one metric called OEE Performance x Availability x Quality = OEE.

Each element has two losses, six of which are total. The six losses are as follows:

Performance = (1) low speed running - (2) Small stops

(3) Separation - (4) Product Switch = Availability

(5) Castle implementation - (6) Castle run = Quality

An OEE score of 100% is perfect production. An OEE score of 85% is world-class for discrete manufacturers. An OEE score of 60% is fairly typical for discrete manufacturers. An OEE score of 40% is not uncommon for manufacturers without TPM and/or lean programs

Finally, the goal is to identify, prioritize, and eliminate the causes of loss. This is achieved by problem-solving teams. It is a common practice to hire consultants to help build this culture.

PRINCIPLES

The eight pillars of TPM are closely related to the efficient and effective methods of increasing the reliability of equipment:

1. Users who use all their senses to help find the causes of loss are known as auto-care.

2. Focused Development - A scientific problem-solving approach aimed at reducing productivity losses.

3. Professional repair actions performed by trained mechanics and engineers are known as systematic maintenance.

4. Quality Control - A scientific and mathematical method for finding and eliminating errors and their causes.

5. Pre-management / operational management includes the introduction of scientific equipment and design ideas that reduce losses and make seamless production more efficient.

6. Education and Training - Helping to constantly improve staff and management knowledge.

7. Management and Office TPM - Utilizing TPM tools to improve all aspects of production facility support functions, such as production planning, resource management, and flow of information, as well as enhancing staff morale and rewarding qualified staff to do so.

8. Environmental and Safety Conditions

Benefits

1. Less unplanned maintenance time

TPM is largely based on staff equipping, as well as encouraging employees to take control of their machinery, leading to increased production time.

TPM assigns all maintenance equipment to all machine workers. For everyone to be responsible for the equipment and equipment in good condition. At TPM everyone is usually given the responsibility to perform basic maintenance and cleaning procedures and to encourage a positive attitude toward problems. This makes the repair workers more efficient.

The main function of TPM would be to clean, inspect, lubricate, and repair the machine.

2. A safer working environment

Fig 1. Traditional TPM model of a 5S 

Source: Lean Production’s Guide to TPM

The TPM model is based on the 5S framework, ensuring that all workplaces are organized, ordered, clean, and balanced at all times, with eight separate functions that will ensure a safe working environment. With the help of 5S and continuous machine service, the results are clean. , healthy equipment that is less likely to have faults and downtime .and a clean workplace such as dirty workplaces poses a risk of industrial damage.

And incidents of workplace misconduct are greatly reduced.

3. Increased quality output

One of the main functions of TPM is Quality Assurance, which ensures quality improvement in the production process. This proven initiative is effective in improving customer quality and satisfaction.

For example, look at this potato chip manufacturer’s program. 

Fig 2. Process flow diagram

 Source: The Impact of Quality Maintenance Pillar of TPM on Manufacturing Performance

As a result, the company experienced increased quality output and zero customer complaints.

4. Proven impact

TPM’s main goal of achieving ‘total productivity is measured using Total Resource Performance (OEE) points.

OEE facilitates process improvement as it quickly identifies lost areas, balances progress, and improves overall equipment production with the help of data collected.

OEE allows you to measure and compare your location with industry efficiency and justifies your TPM development plan works well.

Fig 3

Disadvantages

• One of the challenges of using TPM as a method is that it takes longer to use. The length of time required is determined by the size of the organization. There is no easy way to put TPM in place. This is in contrast to the general management practices of managers.

• Completely maintaining productivity is an expensive strategy that not all organizations can implement in their work environment.

• There are not enough resources (people, money, time, etc.) and help provided

• Insufficient understanding of approach and philosophy by middle management

• TPM is not a “quick fix” approach, it involves a cultural change in the way we do things that is a Departmental constraint within the Business Unit.

• Many people view TPM activities as an additional function/threat.

How can we counter Disadvantages In TPM?

Overcoming the initial challenges of the TPM program is one of the keys to achieving a successful implementation. Because a project like TPM is highly visible in the organization, the way the roadblocks are handled by the team empowers the performance of the entire TPM project.

1] Resistance to Change

We can first introduce to employees that the changes may mean that they will need to put less effort into certain tasks and that, overall, TPM will make their day-to-day work easier and more efficient. Making sure they know that this is a good way to motivate them to do their best.

Secondly to motivate your employees by offering some kind of rewards. You need a work ethic that ensures your employees are happy with the new environment and those who do well are rewarded. When they see the rewards, not financial benefits, you are on the right track.

2] Provide TPM training to all employees.

Training should take place at the beginning of the project life cycle. All employees should be exposed to both the TPM method and the important soft methods. As part of confirming commitment to the project, all senior managers should be provided with TPM training and, as a result, understand the benefits and requirements of the program.

TPM payment information can assist in obtaining the required commitment and support from hesitant senior executives during the initial stages. Gaining acquisition and support becomes easier as the project team records the tangible benefits from TPM efforts.

3] Senior Management Pressure 

You cannot use TPM unless your supervisors make sure a change is required. Senior executives should be the ones to drive any change and lead by example. As mentioned, you need to make sure your top management knows exactly how to make planned changes. You need to encourage them to plan for change and have a strategic vision for the implementation of these changes.

This is why program managers need to work closely with people who have a complete understanding of the production process.

4] Using CMMS to support remediation projects

As TPM continues, performance improvements and maintenance of production equipment play a major role in bringing benefits. Initially, automated repairs, the first pillar of TPM, were performed by assigning maintenance equipment to the operators.

Later, with the use of CMMS, systematic care (the third pillar of TPM) may be introduced to help reduce downtime periods in both scheduled adjustments and reduce emergency breaks. The project team should track development with metrics like OEE.

Conclusion

Today, with competition in the industry all the time, TPM can be the only thing that stands between the success and total failure of other companies. Proved to be an effective program. It can be adapted to work not only on industrial plants, but also on construction, building maintenance, transportation, and various other conditions. Employees should be educated and convinced that TPM is not just another "Monthly Plan" and that management is fully committed to the plan and the extended time required to make full use of it. If everyone involved in the TPM program does their part, an unusually high return on investment compared to invested resources can be expected.