This course aims at introducing Total Productive Maintenance (TPM) at the beginner’s level
where we will talk about the history and evolution of TPM, differentiating it from Total Quality
Management. We will discuss about different Productive Maintenance (PM) Systems used for
the maintenance activities in the organizations with examples and the success stories and also
about the difficulties in implementing TPM. Thus, the participants will be able to appreciate
TPM as a corporate culture that not only prevents losses, but effectively involve everyone from
top management to workers to actively participate in small groups and acts as the key to
maximize company-wide productivity.
Objectives
By the end of this course, participants will be able to:
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Describe TPM as a distinct approach to conventional maintenance practices which optimizes
equipment effectiveness by eliminating breakdowns
Explain how TPM has revolutionized the maintenance
Appreciate the basic objective of TPM which seeks to create a sense of joint responsibility
between supervision, operators and maintenance workers in order to keep the machines and
equipments working smoothly and to optimize their overall performance
Describe the famous 8 Pillars of TPM, their benefits and implementation
Explain the common features of the workplace with poor TPM practices and about different
types of TPM losses and their causes and the barriers which are there in the process of
implementation of TPM
Explain the steps involved in effective implementation of TPM
List the use of autonomous maintenance as a strategic tool in maintenance wherein the operator
performs day-to-day activities pertaining to his area of work by himself and how the
Autonomous maintenance facilitates cultural change.
Describe how TPM optimizes the availability of process machinery, reduces the cost of
maintenance and provides the means to improve quality, productivity and profitability of
manufacturing plants
List different TPM education methods and about the Tools Management System and how to
measure the goals and effectiveness of TPM using the Overall Equipment Effectiveness (OEE)
ratio.
Course layout
Module 1: “Introduction to TPM”
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Case Study:NIKE’S 2001 PLANNING SYSTEM PERPLEXITY
What does PM means?
PM as a Postponed Maintenance
What is TPM?
What does TPM stands for?
History of TPM
Difference between TQM & TPM
Need of TPM in organization
Principles of TPM
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TPM-A Zero sum game
Second VideoGoals and objectives of TPM
Difficulty in implementation of TPM
The TPM Paradigm Shift
TPM is a team effort
Expectation from TPM
Pre-TPM checklist
Roles and Responsibilities in TPM
The Operators role
The Specialists role
Improvement teams role
Module 2: TPM pillars
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TPM-8 pillars Introduction
Pillar 1: Autonomous maintenance (JishuHozen)
Pillar 2: Focused Improvement (Kobetsu Kaizen)
Pillar 3: Planned Maintenance
Pillar 4: Quality Maintenance
Pillar 5: Early Equipment Maintenance
Pillar 6: Education and Training
Pillar 7: Safety, health And Environment
Pillar 8: Office TPM
Case Study
Module 3: Maintenance under TPM
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Autonomous Maintenance
Definition
Goals & objectives of autonomous maintenance
7 Steps to autonomous maintenance
Step-1: Initial clean-up using 7S system
Step-2: Repair sources of defects
Step-3: Develop standards & data collection
Step-4: Standards for monitoring key process parameters
Step-5: Train operators on function & troubleshooting
Step-6: Provide spare parts &tools orderliness
Step-7: All out autonomous maintenance
Breakdown Maintenance
Definition
Goals and objectives of breakdown maintenance
3 Steps to standardized breakdown work
Step-1: Identify root cause
Step-2: Eliminate cause
Step-3: Standardize preventive work to eliminate reoccurrence
Transition of breakdown maintenance to preventive maintenance
Module 4: Maintenance under TPM (contd.)
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Planned Maintenance
Definition
Goals and objectives
7Steps of planned maintenance
Step-1: Support to ‘Autonomous Maintenance’ activities
Step-2: Evaluation of breakdown status
Step-3: Reverse deterioration & correct weaknesses
Step-4: Build an ‘Information Management’ system
Step-5: Build a ‘Periodic Maintenance’ system
Step-6: Build a ‘Predictive Maintenance’ system
Step-7: Evaluate the planned Maintenance system
Upstream Maintenance
Definition
Goals and objectives
Short steps to maintenance excellence
Module 5: TPM losses
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Definition of losses
Causes of losses
6 Big losses of TPM
Breakdown losses
Setup and adjustment losses
Idling and minor stoppage
Reduced Speed losses
Quality defects and rework
Start-up losses
Basic quality management tools from TPM
Definitions of AR, QR, PR & OEE
Zero Accident
Definition of zero accidents
Steps in zero accidents
Module 6: Prerequisites of TPM
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9 Essentials of TPM
7 Steps of operator maintenance
Initial cleaning
Countermeasures at the sources of problems
Cleaning and lubrication standards
General inspection
Autonomous inspection
Organization and tidiness
Full autonomous maintenance
The new roll for the maintenance department
Module 7: TPM Education& Training
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GEMBA Workshops
Key indicators
Strive workshop and “7S” Initiatives
Visual management
Process flow
Autonomous work checklists
Display key process parameters
One-Point lessons
Tools management
Suggested Reading
Module 8: Measuring TPM effectiveness
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The philosophy of setting goals
Types of indicators
Evaluating TPM
Overall Equipment efficiency
Definition of OEE
OEE Factors
The Role of OEE in Total Productive Maintenance
How to calculate?
How To Improve Overall Equipment Effectiveness (OEE)
Direct & Indirect benefits of TPM
Module 9: Predictive maintenance
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Definition of Predictive maintenance.
Benefits of Predictive Maintenance
Risks associated with poorly maintained equipment
Equipment condition monitoring thro Statistics
Analyzing data
Determining maintenance needs
Maintenance planning, execution & reporting
Books and references
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A History of Managing for Quality; Joseph M.Juran
Quality in HealthCare: Theory, Application, and Evolution; Nancy O.Graham
The Textbook of Total Quality in Healthcare; A.F.Al-Assaf, June Schmele
Health Care Quality: The Clinician's Primer; David B. Nash, MD, Janice Clarke, RN, Alexis
Skoufalos, Ed and Melissa Horowitz
Yuanzhi Wang(2011)“Education Management, Education Theory and Education Application”,
Springer Science &Business Media
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Author
Erick
Jones(2014)“QualityManagementforOrganizationsUsingLeanSixSigmaTechniques”,CRCPress
Author RalphL., Kliem(2013)“Creative, Efficient and Effective Project Management,CRC
Press
Author William Lewis,1998“PDCA/Test”, CRC Press
Summary
Course Type :
Core
Duration :
8 weeks
Start Date :
29 Jul 2022
End Date :
31 Oct 2022
Exam Date :
13 Nov 2022 IST
Enrollment Ends :
15 Sep 2022
Category :
Management Studies
Level :
Postgraduate