Total productive maintenance

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The original TPM stands for Total Productive Maintenance . Today TPM is also interpreted as Total Productive Manufacturing or Total Productive Management in the sense of a comprehensive production system. Parallels to Kaizen and Lean Production emerge here .

From the basic idea, TPM is a program for continuous improvement in all areas of a company . Above all, it is about eliminating losses and waste with the aim of zero defects , zero failures, zero quality losses, zero accidents, etc. The main focus is on production.

The complete scope of TPM includes eight different pillars, each of which contains approaches to eliminate the sixteen types of loss.

historical development

TPM has its origins in maintenance, when Japanese companies took over preventive maintenance from the Americans. The objective here was to avoid operational disruptions in systems. This objective was pursued in Japan for decades, which resulted in different maintenance concepts. These are presented below. By merging the concepts mentioned, the TPM concept known today was created, which no longer only relates to maintenance, but to the entire company.

  • until 1950: Breakdown Maintenance (fire brigade maintenance)
  • 1951: American preventive maintenance is adopted in Japan (preventive system maintenance )
  • 1957: Creation of corrective maintenance (improvement of the system in terms of reliability and performance)
  • 1959: Establishment of Maintenance Prevention (pay attention to maintenance-friendliness when purchasing the system)
  • 1961: Creation of productive maintenance by merging preventive maintenance, corrective maintenance and maintenance prevention. Maintenance tasks are only the responsibility of the maintenance department.
  • 1969: Further development from productive maintenance to total productive maintenance . Maintenance tasks are shared with the employees on the production line.

The eight pillars of TPM

  1. Continuous improvement : application- related elimination of the 16 types of loss according to JIPM (Japan Institute of Plant Maintenance).
  2. Autonomous maintenance : The system operator shouldcarry out inspection , cleaning and lubrication work independentlyin the first step and also small maintenance work in subsequent steps .
  3. Planned maintenance : Ensuring 100% availability of the systems as well as identification of Kaizen actions by maintenance.
  4. Training and education : To qualify employees as required to improve their operating and maintenance skills.
  5. Start-up monitoring : Realizing an almost vertical start-up curve for new products and systems.
  6. Quality management : Realization of the "zero quality defects" goal for products and systems.
  7. TPM in administrative areas : Eliminate losses and waste in non-manufacturing departments.
  8. Occupational safety , environmental and health protection : The implementation of the zero-accident requirement in the company.

The implementation of the individual pillars is based on intermediate steps. As a rule, each pillar is implemented in 7 steps.

KPIs for TPM

In order to use TPM effectively, key figures that form a benchmark for TPM activities are essential. In principle, any investment should be measurable in terms of money saved. This is also taken into account with certifications.

An important key figure within the TPM concept is the OEE (Overall Equipment Effectiveness). It is a measure of the added value of a plant.

The eight-pillar concept of TPM has the following key figures, which must be adapted individually for each company. However, these key figures form the basis for using TPM company-wide:

  • P for productivity

(e.g. labor productivity, added value per person, disruption reduction)

  • Q for Quality

(e.g. number of process errors, number of defects, number of customer complaints)

  • C for costs

(e.g. workforce reduction, maintenance costs, energy costs)

  • D for delivery

(e.g. inventory quantity, inventory turnover)

  • S for safety

(e.g. number of accidents, level of illness, indicators relating to pollution)

  • M for morals

(e.g. number of suggestions for improvement, number of small group meetings)

literature

  • JIPM: The TPM primer - the holistic production system for the process industry . Adept-Media-Verlag, 2013, ISBN 978-3-98072765-5
  • Hartmann, Edward H .: Successfully Installing Tpm in a Non-Japanese Plant: Total Productive Maintenance . TPM Press, 1992, ISBN 1-882258-00-2 (English)
  • May, Constantin; Schimek, Peter: Total Productive Management: Basics and introduction of TPM - or how you can achieve operational excellence . CETPM Publishing, 2nd edition, Ansbach 2009, ISBN 978-3940775054
  • Reitz, Andreas: Lean TPM - in 12 steps to a lean management system . MI Verlag, 2008, ISBN 978-3-636-03119-8
  • Heller, Thomas; Prasse, Christian: Total Productive Management - holistic . Springer, 2017, ISBN 978-3-662-53257-7