Total Production Maintenance (abbr. TPM) is an ideology, methods and tools aimed at maintaining the constant performance of equipment with the involvement of all personnel. Total manufacturing maintenance is used to ensure the continuity of production processes. The main goal of the system is to achieve the highest possible efficiency of equipment by reducing losses in the following main categories: reducing equipment downtime due to breakdowns; reduction of equipment downtime during changeovers and settings; reducing/eliminating the time when equipment produces defective products.
Completing the course allows you to get the following results:
- Mastering the TPM methodology;
- Organization of at least one type of equipment based on TPM principles;
- Developed TPM standards;
- Developed system for checking and assessing the condition of equipment;
- TPM improvement plan for the future.
Features of the training:
The TPM course does not require special training and is available to any specialist/manager. During the course, much attention is paid to the practical use of the TPM tool; during the training, specialists apply new knowledge by directly working with the equipment. New approaches can be easily replicated in a company, affecting any number of production units and types of equipment. Upon successful implementation of projects, training participants receive a TPM specialist certificate. Depending on the scale of TPM implementation, training can take from 1 to 3 weeks.
The seminar-training “Total Equipment Maintenance (TPM)” allows you to gain basic knowledge about the Lean Manufacturing system from the point of view of organizing the efficient and safe operation of equipment.
The training is practical in nature, so at least 50% of the time is devoted to workshops and group discussions. But since the target audience of the training is senior managers of technical and production departments, heads of HR departments and development services during the training pay more attention to strategic issues when implementing TPM than to studying TPM tools. For a more in-depth practical study of TPM tools in the Lean Consult product line, there are other seminars and trainings on this topic.
The training will cover the goals, concept, core principles and components of TPM. Participants will study the types of losses and main indicators associated with the operation of equipment. An overview of the main TPM tools will be provided. One of the main components of TPM - autonomous maintenance - will be studied in detail.
Key issues such as the redistribution of roles and responsibilities of the main TPM participants, the implementation strategy and algorithm, and existing information technologies to support TPM processes will also be considered.
During the training, examples will be used from real consulting projects of the Lean Consult group on the implementation of Lean Manufacturing at enterprises in Russia and Kazakhstan, incl. in a French-Kazakh joint venture.
The knowledge gained as a result of the training will allow participants to get answers to the following questions regarding the TPM system:
- What is TPM?
- What problems are solved with TPM?
- What are the goals of TPM?
- What are the risks and benefits of implementing TPM?
- What does TPM consist of?
- What tools are used in TPM?
- Who participates and is responsible for what in the TPM system?
- What are the steps to deploy a TPM system?
- What human, material and other resources and to what extent are needed to implement TPM?
- What information technologies are used to support TPM?
- What are the critical success factors when implementing TPM?
- What will change for me personally and my department after the successful implementation of TPM?
As a result of practical exercises, participants will be able to learn:
- Identify, evaluate and prioritize problems related to equipment performance
- Calculate overall equipment efficiency (OEE)
- Develop visual standards for autonomous equipment maintenance by operators
- Distribute roles and responsibilities in TPM work
TPM (Total Productive Maintenance)– a system of general care for the equipment used in the enterprise. Aims at increasing the level of maintenance efficiency, which helps reduce various losses associated with the use of production equipment.
The main purpose of using the system– prevent, identify in advance defects in technical equipment that can lead to even greater problems.
The TRM system, being part of the lean manufacturing concept, is being implemented to ensure optimal operating conditions. In fact, it is understood that the enterprise provides conditions under which the efficiency of the equipment used increases, but at the same time the costs of its maintenance are reduced due to:
- Timely service;
- Avoiding serious breakdowns and downtime;
- Increased productivity;
- Equipment improvements.
It is assumed that the TPM system covers the entire enterprise and is implemented on all production lines. The basis of the system is drawing up a schedule of preventive maintenance work, lubrication procedures, cleaning, and general inspection activities.
TPM principles
- Autonomous maintenance;
- Scheduled maintenance;
- Quality service;
- Continuous Improvement / Kaizen;
- Early equipment control;
- Employee training;
- Safety, health, environment;
- TRM in offices.
The listed principles assume the participation of all operators and repairmen in a single maintenance process, as well as their responsibility for the state of the technical equipment of the enterprise. Employees working on equipment must constantly monitor and monitor the functioning of the equipment used. If they deviate from operating standards, they must immediately contact repair services. The latter are immediately obliged to respond to such requests and immediately take the necessary measures.
Stages of TRM implementation
- Equipment is selected for experimental use of the system. This could be equipment that simply needs improvement, or that is problematic or has limited capacity.
- The selected equipment is brought into fully working condition.
- The overall efficiency of the equipment is measured.
- The main losses identified by applying the Kaizen strategy are eliminated.
- Preventative maintenance methods are being implemented.
Results of using TRM
- Product quality improves;
- The number of consumer complaints is reduced;
- Maintenance costs are reduced;
- Equipment productivity increases;
- Cases of unscheduled repairs are reduced;
- Downtime is reduced;
- Production costs are reduced;
- Technical defects are completely eliminated;
- Increased job satisfaction among employees;
- Increased return on investment;
- The accident rate at the enterprise is reduced.
Pay attention to the training program:
Total Productive Maintenance (TPM) is one of the lean manufacturing tools that helps reduce losses associated with equipment downtime due to breakdowns and excessive maintenance. The main idea of TPM is the involvement of all enterprise personnel, and not just the relevant services, in the equipment maintenance process. The success of implementing TPM, like any other lean manufacturing tool, is related to the extent to which the ideas of the methodology are conveyed to the consciousness of personnel and are positively received by them. To facilitate the staff training process, it can be used from the portal’s file storage. This article provides a more detailed description of the presentation materials, which can be used both independently and for conducting training sessions using the presentation. For ease of working with the presentation, the titles of the chapters of the article completely coincide with the titles of the presentation slides.
How it usually happens
The uninterrupted operation of equipment is the key to the stable functioning of production, and, consequently, the basis for guaranteed fulfillment of orders and achievement of planned performance indicators of the enterprise as a whole.
The life cycle of equipment consists of a sequential alternation of two phases: operation and maintenance. Responsibility for implementing these phases is usually assigned to different services. Technological personnel are involved in the operation of equipment, and maintenance services (mechanics, electricians, programmers, etc.) are engaged in prevention and repair. This division of responsibilities is quite natural, since operation and maintenance require specific skills. Operations personnel monitor product manufacturing technology, monitor quality, and ensure that planned targets are met. Maintenance personnel carry out activities to monitor the condition of equipment, preventive maintenance and troubleshooting. Unfortunately, such a division of functions often causes mutual misunderstanding between the operation and maintenance services and, as a consequence, leads to ineffective maintenance of the equipment as a whole.
Why is this happening?
For many enterprises, it is quite common for repair and maintenance services to have different, unrelated goals, and, as a consequence, different indicators characterizing the effectiveness of their activities. For operators, the main thing is to achieve planned targets. This is often understood as carrying out the plan at any cost and leads to the merciless operation of equipment that requires preventive maintenance or, even worse, requires immediate repair. For repair services, the main thing is to perform tasks to bring faulty equipment into working condition. However, when equipment fails over and over again due to improper use, there is a natural feeling in the support environment that the work of the repairman is not valued, and the achievement of planned performance indicators does not depend on the effort put in.
What happens?
The conflict of interests between process and maintenance personnel cannot but affect the overall efficiency of production. “Tug of war” takes a lot of effort and does not in any way contribute to the smooth, uninterrupted operation of the equipment. In turn, instability in the functioning of production leads to difficulties in planning, postponement of orders, and increased costs. The moral and psychological atmosphere in the team, which turns out to be divided into warring tribes, is not improving at all.
What would you like?
The ideal case seems to be when the condition of the equipment (operation and maintenance) can be predicted at any foreseeable point in time. Such predictability can be achieved only if it is possible to completely get rid of force majeure shutdowns of equipment due to its failure. It is quite natural that any equipment is subject to wear and tear, and sooner or later there comes a time when worn parts are destroyed, leading to malfunctions of the equipment as a whole. It is important to prevent such developments, to predict the onset of a critical situation in time and take measures to prevent it. Thus, the time required for emergency repairs should be completely eliminated from the maintenance phase. In this case, the equipment can be either in the operating phase or in the planned maintenance phase.
How to do it?
In order to gain full control over the performance of production equipment, it is necessary to radically reconsider the attitude towards it. First of all, taking care of the equipment should concern not only the repair service, but also the production personnel. This means that the efficiency indicator of equipment use should become decisive for both structural units. Simple work on preventive maintenance, condition monitoring, and recording equipment problems can be assigned to operational workers. After all, no matter how they use the equipment for its intended purpose most of the time. They are the ones who have the opportunity to continuously monitor his condition and take timely measures to prevent critical situations. At the same time, the task of repair services is to carry out maintenance in such a way as to reduce the probability of its breakdown during operation to an infinitesimal value. To do this, you should continuously analyze emerging technical problems and use the results of the analysis to plan preventative maintenance in accordance with maintenance needs, as well as to create instructions for servicing equipment during operation.
Methodological basis
Total Productive Maintenance (TPM) can significantly improve the efficiency of equipment use. Hereinafter, by the efficiency of equipment use we will understand the combination of two indicators characterizing the relative operating time of the equipment and the relative time of unscheduled downtime due to equipment breakdowns (both indicators relate to the total operating time of production). The goal of TPM is to maximize the first indicator and reduce (ideally to zero) the second.
To solve this problem, TPM is based on a number of fundamental principles.
1. The condition of the equipment is inextricably linked with the general culture of workers (both operators and repairers). It is important that the staff knows their equipment, can identify faults, and most importantly, is not indifferent to technical problems.
2. Since operating equipment takes up most of the time, monitoring, recording deviations and basic maintenance should be the responsibility of operating personnel. In fact, who else but a person who constantly works with equipment can identify the primary signs of an emerging problem? Who else but he is able to tighten a bolt in time or lubricate it without wasting time waiting for eternally busy repairmen.
3. Like any methodology, TPM requires strict systematicity in its implementation. Maintenance activities must be documented in language that all employees can understand. Maintenance activities must be continuously monitored. Ineffective measures should be reviewed. Problems should be recorded and systematically analyzed. The results of the analysis should serve as a starting point for revising the methodology.
4. Full involvement of the enterprise personnel, from workers to senior management. In general, when it comes to the involvement of personnel in a particular process, one cannot separate the involvement of workers and the involvement of managers. Only when TPM ideas are supported at any level of the management hierarchy, only then can we talk about the effective application of the methodology. Of course, the forms of involvement differ significantly for managers and subordinates. For some, this is observation, registration and direct maintenance, for others it is analysis of downtime, development of documentation, control, and for others it is making organizational and management decisions, analyzing the effectiveness of the methodology, etc. The appearance of a “weak link” anywhere can lead to a decrease in the effectiveness of the technique and to its further complete collapse.
Loss of equipment operation
The TPM methodology is aimed at eliminating systemic losses in equipment operation. What does it mean? This means that it is possible to potentially eliminate any losses that are associated with the existing system for operating and maintaining the functionality of the equipment. First of all, this concerns losses associated with equipment breakdowns and the accompanying decrease in productivity and increased repair costs. TPM allows you to eliminate losses associated with excessive expenditures of time and material resources when setting up and reconfiguring equipment. Idling, slowing down and stopping equipment lead to increased wear and therefore also fall under the TPM methodology. Faulty equipment leads to an increase in the yield of defective products, so the use of TPM can reduce losses due to defects. This also includes losses during equipment startup.
Proper use of TPM can significantly reduce or even completely eliminate all of these losses.
Expected effect
A necessary condition for the effective implementation of TPM is the requirement to improve the overall culture of equipment maintenance by personnel. Consolidating the foundations of such a culture in the work team leads to the fact that equipment begins to be regarded not as a means of production, but as the basis for the prosperity of the enterprise and the key to the financial well-being of its employees. Naturally, eliminating equipment maintenance losses causes a chain reaction of increasing production efficiency as a whole. Briefly, the result of TPM implementation can be characterized as Increased productivity and quality while reducing maintenance and scrap costs.
TPM stages
The peculiarity of the TPM methodology is that, on its basis, a smooth and planned transformation of the existing service system to a more advanced one is possible. To this end, it is convenient to present the TPM implementation path as a sequence of stages, each of which pursues very specific goals and, most importantly, gives a very tangible effect.
1. Prompt repair of faults - an attempt to improve the existing maintenance system and find its weak points.
2. Maintenance based on forecasts - organizing the collection of information about equipment problems and their subsequent analysis. Planning preventive maintenance of equipment.
3. Corrective maintenance - improvement of equipment during maintenance in order to eliminate the causes of systematic malfunctions.
4. Autonomous maintenance - distribution of equipment maintenance functions between operating and maintenance personnel.
5. Continuous improvement is a mandatory attribute of any lean manufacturing tool. In fact, it means involving personnel in activities to continuously search for sources of losses in operation and maintenance, as well as proposing methods for eliminating them.
Stage 1: Operational repair
At the first stage of TPM implementation, you should “squeeze” everything that is possible out of the existing service system. This causes its shortcomings to become apparent and the need for change to become apparent.
We should start, of course, with a total revision of the documents regulating operation and repair activities. Along the way, you should pay attention to what types of work are performed spontaneously or unreasonably, and what arose under the influence of objective necessity. All types of work should be regulated, indicating responsible persons, time frames and reasons for carrying out the relevant activities.
Next, it is necessary to analyze the flow pattern of material flows of spare parts and consumables. At this stage, you should pay attention to the convenience and speed of obtaining the necessary materials from the warehouse, as well as the mechanism for their delivery to the service point.
Close attention should be paid to the results of repair and maintenance work. Is the maintenance provided sufficient? Has its functionality been fully restored? How often are temporary node recovery measures used? What is needed to improve the quality of repair work?
The main goal of this stage is to systematize the existing procedure for servicing and repairing equipment, as well as completely restoring its functionality.
Stage 2: Predictive Maintenance
Most enterprises have, to one degree or another, a system of preventive maintenance of equipment. Mainly in the form of scheduled preventive maintenance (PPR). The main idea of PPR is to make the necessary repairs or replacement of parts before equipment failure causes production to stop. In the vast majority of cases, the scope of work performed in the maintenance facility is determined by the equipment’s specifications (based on the manufacturer’s data) and the defective list, which is generated by repairmen, guided by the current situation. However, in order to adequately predict the need for a particular type of service, it is not enough just to know the current situation; you also need to know the history of maintenance and operation of each piece of equipment. Only from historical analysis can one learn the patterns of occurrence of certain malfunctions. And for this, the manufacturer’s recommendations like changing this bearing every six months are not enough. After all, the equipment does not work in laboratory conditions. It is likely that the manufacturer may not have taken into account the conditions of your enterprise. Therefore, it is important not only to take into account manufacturer data, but also to autonomously collect statistical information about problems, analyze it and use it to plan equipment maintenance work.
Stage 3: Corrective Maintenance
The supplier of any equipment expects its operation under very specific conditions and for a very specific purpose. In a real enterprise, it is not always possible to strictly follow the manufacturer's recommendations. There are many reasons for this: from climatic conditions to market conditions, which force us to modernize equipment to expand the range. One way or another, equipment may not always meet the requirements of specific conditions, which naturally should lead to a corresponding change in equipment maintenance work. In this case, maintenance should include a set of measures that will allow the equipment to best meet its operating conditions. In fact, we are talking about improving equipment, increasing its reliability, ease of operation and maintenance. At this stage, in addition to repairmen, operating personnel should also be directly involved in identifying ways to improve equipment.
Stage 4: Autonomous Maintenance
This stage is the most difficult in the TPM implementation process, since it is associated with the direct involvement of operating personnel in equipment maintenance activities. This step should be approached very carefully so that the additional functions are perceived, if not with enthusiasm, then at least with an awareness of their usefulness. The involvement of personnel in independent maintenance of equipment must necessarily be preceded by a study of the principles of operation of the equipment, its main characteristics, possible malfunctions and methods for diagnosing them. Job descriptions and work instructions for personnel should be revised accordingly. To facilitate autonomous maintenance, you need to use visualization tools to remind you to pay attention to critical areas and remember to maintain them. At the end of the 4th stage, workers must clearly understand what work they should perform, and what work requires the presence of qualified repair service specialists. Equally important is the participation of personnel in collecting information about the condition of the equipment. At the same time, there should not be little things that can be ignored. Any change in equipment parameters, the appearance of dirt, leaks, odors must be recorded, and information must be communicated to the persons responsible for analyzing the condition of the equipment.
Stage 5: Continuous Improvement
Continuous improvement activities do not require special comments. This is one of the basic principles of lean manufacturing. In relation to TPM, this means motivating employees for continuous training, searching for opportunities to modernize equipment, and increasing its maintainability and reliability. In addition, the existing TPM system should also be subject to systematic revision. In this case, special attention must be paid to the methods of interaction between services, the efficiency of collecting information about faults, and the relevance of regulatory documentation. The TPM system must not conflict with safety, health and environmental regulations. Based on these considerations, general directions for improving the TPM system should be outlined and followed when defining tasks for individual areas and departments.
Working groups
Successful implementation of the methodology for total productive maintenance of equipment is possible only in the case of systematic coordinated activities of all production and repair departments. To combine efforts and coordinate their application, a working group should be organized, which will be responsible for planning activities and monitoring the results of the implementation of planned activities. The basic principles of creating working groups are discussed in the article “Organizing the activities of working groups.” The approaches proposed there are fully applicable in the case of TPM implementation.
Where to begin?
You can start implementing TPM right now, without waiting for the first results of the working group. One of the basic principles of TPM is that dirty equipment cannot be in good working order! Dirt contributes to increased wear and deterioration of working conditions. In addition, dirt hides defects that can be immediately detected on clean equipment. Start small - put things in order in your workplace and maintain it constantly! This is a small but very important step towards working equipment.
Well, let's set a goal? (instead of conclusion)
The effectiveness of the TPM methodology has been confirmed by time and a large number of companies that have chosen this path. In the field of TPM, there is even a bonus for the most effective enterprises that have implemented the technique. We must admit that this is not easy to do. The main difficulty is the coordinated joining of efforts everyone employees of the enterprise (this was already mentioned above). However, we should not forget that the effectiveness of your enterprise as a whole depends on the coordinated action of its divisions. And the more difficult conditions the market economy offers, the more urgent the task of team unity will become. Start now, especially since the guiding thread is already in your hands.
Literature
1. A. Ichikawa, I. Takagi, Y. Takebe, K. Yamasaki, T. Izumi, S. Shinotsuka TPM in a simple and accessible presentation / Trans. from Japanese A.N.Sterlyazhnikova; Under scientific Ed. V.E. Rastimeshina, T.M. Kupriyanova. - M.: RIA “Standards and Quality”, 2008. - 128 p., ill. - (series “Business Excellence”).