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Total Productive Maintenance

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  1. Introduction
    1. What is TPM?
    2. Benefits of TPM
    3. History of TPM
  2. Total Productive Maintenance: From 5S to the 7 pillars
  3. Company Experiences with TPM
    1. Siemens Malacca
    2. MRC Bearings' experience
    3. Agilent's experience: Pareto Approach vs. TPM
    4. Western vs. Japanese approach to TPM
  4. Conclusion
  5. Reference

Total Productive Maintenance (TPM) manufactures activities that are productive and implemented by everyone in the organization. The main focus of TPM is to maximize the overall equipment effectiveness of the asset which is utilized to produce the goods and services.

TPM focus on establishing good maintenance practice through five goals:
? Improving equipment effectiveness
TPM wants to insure the equipment can perform to design specifications. The effectiveness of facilities can be identified and examined by downtime losses, speed losses and defect losses.
? Improving maintenance effectiveness
TPM focus on maintenance activities which are carried out on the equipment are performed in a cost effective way.
? Early equipment management and maintenance prevention
This goal of TPM is to reduce maintenance activities required by the equipment. It involves the identification nature and preventive maintenance level which are required for the equipment, the creation standards for condition-based maintenance, and the respective responsibilities for both maintenance and operating staff.
? Training all staff in relevant maintenance skills
The maintenance and operating staff need to have all the necessary skills to carry out TPM. TPM emphasizes appropriate and continuous training.
? Involving Operators in Routine Maintenance
This goal is to let operators find maintenance tasks related to the equipment they perform. These tasks are about 10-40% of routine maintenance tasks performed on the equipment. Formerly engaged in these activities, maintenance resources can be redeployed in more advanced maintenance activities such as reliability focused maintenance activities or predictive maintenance.

[...] Thus a lot of data was collected about equipment during the time. Then the data was fed back into the design, procurement, and equipment management In the 1970s, TPM focused on achieving Productive Maintenance efficiency through a comprehensive system based on total employee participation and the respect for individuals. At this time, was added in front of Productive Maintenance (PM). In the mid-1970s, the Japanese began to teach TPM strategies internationally and were recognized for their results. Today TPM is focus on supporting a company's full utilization of its assets. [...]

[...] It differentiates 4 maintenance types: Breakdown maintenance: The maintenance is done when the item has a problem. If we take the example of a car tire, the breakdown maintenance would be a change of the tire when one burst. Preventive maintenance: The maintenance is a regular check (usually daily) of the item. In the tire example it would be the checking of the air pressure. Corrective maintenance: This kind of maintenance focuses on the replacement of the parts that might break in the short term., in order to avoid such a breakdown. [...]

[...] Their initial plan included the rollout of 2 of the 5 basic pillars in TPM: Jishu Hozen Autonomous Maintenance (JHAM) and Kobetsu Kaizen Focused equipment improvement). At the same time, they instituted a self floor management system. Although this self management system could be of great help to implement TPM, priorities were not assigned correctly and TPM was delayed. The JHAM process was the hardest of all. It took 4 years to pass the 4 steps in this process. Some key-points in the implementation of Kobetsu Kaizen were the following: Focus initially on reducing equipment losses mainly through reducing change lot time. [...]

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