National Conference on Advances in Mechanical Engineering Science (NCAMES-2016)

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1 Effect of Total Productive Maintenance (TPM) Implementation in Manufacturing and Service Industries A Review Prashanth Pai M 1, Dr. Ramachandra C G 2, Dr. T R Srinivas 3, Raghavendra M J 4 1 Assistant Professor, Department of Mechanical Engineering, P.A. College of Engineering, Mangaluru, Karnataka State, India Professor and Head, Department of Mechanical Engineering, Srinivas Institute of Technology,Valachil, Mangaluru, Karnataka State, India Professor, Department of Industrial & Production Engineering, Sri.Jayachamarajendra College of Engineering, Mysuru, Karnataka State, India Assistant Professor, Department of Mechanical Engineering, Srinivas Institute of Technology,Valachil, Mangaluru, Karnataka State, India Abstract This paper aims to study the results of TPM implementation in manufacturing and service industries. Here an attempt was made to discuss the previous literature related to the TPM. The review was done based on a range of journals related to TPM, published in last 15 years ( ), specifically related to TPM implementation and OEE improvement. These TPM papers were studied for identifying the reasons for implementing TPM, procedure of TPM implementation, improvement in performance of the equipment by TPM implementation and tangible benefits expected from TPM implementation. It was found that improving Overall Equipment Effectiveness (OEE) is one of the main benefits in TPM implementation and it has been discussed in most of the literature. Improvement in OEE can be observed through the improvement in the availability, performance rate and quality rate as a result of TPM implementation. The review revealed that OEE improvement can be achieved by TPM implementation. The tangible benefits that could be achieved through the successful TPM implementation are discussed. Keywords Total Productive Maintenance, Performance rate, Overall Equipment Effectiveness, Quality rate. I. INTRODUCTION The manufacturing and service industries have experienced an exceptional degree of change in the past four decades, involving major changes in management approaches, technological approaches, customer requirements and also in their competitive nature. In this era of globalization, it is necessary for the industries to move towards the modern development in all areas including maintenance. Globally, marketplace is facing heavy pressure from customers and competitors in the manufacturing and service sectors. The present industrial and service organizations are having high competitions among them with highly competitive, dynamic and challenging environments. Hence it is necessary in any organization to integrate the maintenance function with technical and other manufacturing functions in dealing with the issues of equipment availability, maintainability and reliability. According to the principles of reliability engineering, the causes of equipment failures change with the passage of time. The good-hold preventive maintenance (PM) system alone cannot eliminate breakdowns and it is necessary for an organization to follow a maintenance technique along with PM to achieve higher degree of equipment performance. Many literatures reveal that in place of conventional maintenance systems the organizations should practice efficient maintenance strategies like total productive maintenance (TPM), condition based maintenance (CBM), computerized maintenance management system (CMMS) and reliability centered maintenance (RCM) techniques to improve their performance. TPM is an innovative Japanese concept and was first introduced in the year 1971 by M/s Nippon Denso Co. Ltd., a supplier of Toyota Motor Company, Japan. The concept of TPM originated initially with the aim of eliminating production losses due to limitations in the Just-In- Time (JIT) process for production operations. Seiichi Nakajima, Vice chairman of the Japanese Institute of Plant Engineers (JIPE) promoted TPM through Japan and was known as father of TPM. This TPM approach supports the lean manufacturing system. It can be considered as collaboration between production and maintenance function to improve product quality, reduce manufacturing cost and waste [31]. TPM is an innovative maintenance strategy to optimize equipment effectiveness, eliminate breakdowns and encourage autonomous maintenance by involving all employees [10]. The ultimate objective of TPM is to promote and achieve zero breakdowns, zero defects, zero accidents and zero wastes [6] [27]. TPM establishes a ISSN: Page 346

2 thorough system of PM for the equipment s entire life span. TPM is based on the promotion of PM through motivation management. II. PILLARS OF TPM not damaged by our process or procedures. Its target is to achieve zero accident, zero health damage and zero fires. III. OVERALL EQUIPMENT EFFECTIVENESS (OEE) AND SIX MAJOR LOSSES OEE is the main goal or benchmark of the any TPM process and is used to measure the equipment effectiveness. OEE is a measurement used to determine how efficiently a machine is running. The OEE calculation is quite general and can be applied to any manufacturing industry. The OEE formula measures availability, performance rate and the quality rate which can be given by: OEE = Availability x Performance rate x Quality rate where, Availability = [(loading time - downtime) loading time] 100; Performance Rate = [(standard cycle time x units produced) operating time] x 100; Quality Rate = [(units produced - defective units) units produced] x100. Figure 1: Eight pillars of TPM TPM has eight pillars which are shown in figure 1. The brief discussion on these pillars is given below: 1. 5S It includes Sort out, Set in order, Shine the workplace, Standardize and Self discipline. 2. Jishu Hozen (Autonomous maintenance) It is maintaining one s equipment by oneself. 3. Kobetsu Kaizen (Continuous Improvement) It includes continuously even small steps of improvement. 4. Planned Maintenance It focuses on increasing the availability and reducing the breakdown of machines. 5. Quality Maintenance It is aimed towards customer delight through highest quality. The highest quality can be achieved through defect free manufacturing. 6. Education & Training It is aimed to have multi-skilled invigorated employees having high morale and eager to perform all required functions effectively and independently. Education is given to operators to upgrade their skills. 7. Office TPM It must be followed to improve productivity and efficiency in the administrative functions and also to identify and eliminate losses. 8. Safety, Health and Environment Control Here the focus is on to create a safe workplace and a surrounding area that is OEE combines the operation, maintenance and management of manufacturing equipment and resources. The six major losses which affect the overall performance of the equipment are: 1. Breakdown losses: These are the time and quantity losses caused by defective products. 2. Set-up and adjustment losses: These are the time losses resulting from downtime and defective outputs that occur when production of one item ends and the machine is adjusted to meet the requirements of another item. The above two losses are termed as down time losses and they are used to calculate availability of a machine. 3. Idling and minor stop losses: They occur when a machine is idling or the production is interrupted by a temporary malfunction. 4. Reduced speed losses: It is the difference between designed speed of the machine and actual operating speed. The third and fourth loses are termed as are speed losses and they are used to calculate the performance rate. 5. Reduced yield losses: These losses occur from machine start up stage to stabilization stage. 6. Quality defects and reworks: These are the quality losses due to the malfunctioning of production machine. The fifth and sixth losses are considered to be losses due to defects in the products. OEE is measured in terms of these six losses, which are the function of availability, performance rate and quality rate of the machine. IV. DISCUSSIONS ISSN: Page 347

3 TPM is a positive approach for solving the manufacturing problems. According to Abhishek Jain et al. [3], the implementation of TPM in Small and Medium Enterprises (SME) is still very low or negligible in India and in the present scenario SMEs must adopt some advanced techniques like TPM. TPM initiatives can be sensibly actualized in Indian manufacturing industries through a radical culture change and a zealous commitment by the top management. Prasanth S. Poduval et al. [29] have pointed out that TPM implementation is a continuous journey and it will take years for the benefits to be visible. OEE improvement is one of the main benefits in TPM implementation. Arunraj K et al. [9] have shown that TPM increases the availability, performance rate and the quality rate, thereby improving the OEE. TPM also used to achieve zero breakdowns, zero defects and zero accidents. Chetan S. Senthia et al. [11] have concluded that TPM implementation results in waste elimination and increased plant efficiency. TPM focuses on maximizing the OEE with the involvement of each and everyone in the organization. The success of TPM depends on its pillars. According to Jain A et al. [18], there is no need to implement all eight TPM pillars simultaneously; implementation of one or more pillars can also improves OEE in small industries. Ahuja and Khamba [5] have stated that TPM implementation is the key process to optimize equipment effectiveness, reduce breakdown and develop the willingness to perform autonomous maintenance. Kathleen E. McKone et al. [20] have identified TPM has a strong positive impact on multiple dimensions of Manufacturing Performance (MP). The direct and indirect relationships between TPM and MP can be investigated through Structural Equation Modelling (SEM). Manufacturing programs like JIT, TQM, and TPM are closely related and in combination can help in promoting better MP. TPM directly impacts MP; there is also a strong indirect relationship between TPM and MP through JIT. TPM can be adapted to work not only in industrial plants, but also in construction, building maintenance, transportation and in a variety of other situations. Kapil Sharma et al. [19] have pointed out that successful TPM implementation can achieve better and lasting results as compared to other isolated programme because there is an ultimate change in knowledge, skills and behaviour of the people during the progress of the programme. TPM is capable of bringing a machine back to original condition and even better. The existing preventive maintenance plan in the industry can be modified for all the machines in order to reduce the downtime. Availability of the spare parts and conduction of frequent training for employees will increase the productivity. According to Aaditya Choubey [1] implementation of CMMS in the industry will help in tracking corrective maintenance jobs and preventive maintenance inspections, ensuring an effective maintenance planning system. OEE must be used as a tool to assess the current situation of the machine and to note the starting point for the improvement during the TPM implementation in a manufacturing industry. Daniela Popescu et al. [12] have discussed preventive and predictive maintenance are quite essential for the successful environment of TPM. In order to create the TPM environment there must be a strong management support, other factors include identification of the areas of improvement, formulation of performance targets, development of the implementation plan, training for employees at all levels and setting the self governing launch groups. TPM activity will lead to an improved quality and a high productivity. The maintenance and repair works of the equipments have to be the main preoccupation of the managers. Adnan Hj. Bakri et al. [4] have pointed out that TPM has a vital role in supporting the quality improvement initiative such as lean production. The integration of TPM with lean production will form a comprehensive and consistent set of manufacturing practices directed towards improved performance. The maintenance function, particularly TPM has a vital role in converting the non-lean to lean companies. Hemant Singh Rajput et al. [15] have stated that TPM not only controls manufacturing costs, but also improves dimensions of cost, quality and delivery thereby contributing to the strength of the organization. TPM implementation has improved the OEE of the Shot Peening Machine from 66.4% to 85%. Sarang G. Katkamwar et al. [32] have found that TPM implementation on carding machine in a cotton spinning plant improved the availability, quality rate, performance efficiency and OEE by %, %, %, % respectively. Ranteshwar Singh et al. [30] have observed OEE has improved from 63% to 79% indicating the improvement in productivity and quality of product in the machine shop of an automotive manufacturing company having CNC turning centers. TPM promotes autonomous operator maintenance involving the total workforce. Amit Kumar Gupta et al. [8] have shown in their study that the TPM implementation has increased the OEE of broaching machine from 59% to 70%, cylindrical grinding machine from 53% to 67% and surface grinding machine from 50% to 65% in the machine shop of an automobile manufacturing organization. Amit Bajaj et al. [7] have shown TPM implementation has raised OEE of the machine from 60% to 82% at a small scale manufacturing unit in an agricultural industry. Abhijit Chakraborty et al. [2] have observed OEE of the boiler plant in India has improved from 70.35% to 80.23% in duration of 6 months. Marjorie Maria Belinelli et al. [24] have shown in their study that TPM implementation on forklift machine in a steel industry has resulted in increased machine availability, reduced maintenance costs (main goal) and increased self motivation from forklift operators. Increase in the gap between the downtimes can be expected as a result of TPM implementation. Pradeep Kumar et al. [28] have shown that successful implementation of TPM in Manipal Packaging Solutions has improved the OEE of the printing, punching, gluer and lamination machines. Benefits and methodology for TPM implementation can be provided by a comparative study between the industries which have already implemented the ISSN: Page 348

4 TPM and the industries which do not follow TPM. Haddad T.H. et al. [14] have stated TPM implementation and evaluation methodology can be used by healthcare facilities to improve their operations. TPM pillars like Autonomous maintenance, preventive maintenance and 5S modelling can be effectively implemented to improve the performance of healthcare equipments. T. Ahmed et al. [33] have discussed OEE of a pharmaceutical industry is influenced by eight major equipment related losses-equipment failure, set-up and adjustment, cutting blade change, start-up, minor stoppage and idling, speed, defect and rework and equipment shutdown. Manu Dogra et al. [23] have shown TPM encourages the team working spirit of the employees, builds ownership concept about the equipment in the operators and promotes healthy organizational environment. Results of the TPM implementation will be effectively observed only after a year s time of implementation. Encouraging results in terms of motivated employees, improvement in OEE and reduction in maintenance costs and No. of accidents on shop floor can be observed during TPM implementation in a cold rolling plant. Hongyi Sun et al. [16] have shown TPM reduces machine failure rate and facilitates a decreasing trend of failure occurrence in a manufacturing company engaged in the design and production of discrete semiconductors and integrated circuits. Kumbi Mugwindiri et al. [21] have stated that TPM implementation procedure and TPM pillars adopted vary with the manufacturing industries and normally common pillars being education and training, improvements, safety and quality maintenance. Ireland F. et al. [17] have indentified TPM has increased the production volumes by about 40% with the same number of employees and with the reduction in customer complaints to 20%. Technically competent TPM pillars such as 5S and Nakajima s 7 steps of autonomous maintenance can be effectively implemented in a cable manufacturing company to improve productivity. Melesse Workneh Wakjira et al. [25] have discussed autonomous maintenance with total employee participation, boost in the operator s morale as a result of training and education will be the outcome of a successful TPM implementation. Autonomous maintenance would be the more effective TPM tool for enhancing the efficiency of any organization. Madhuri Bhattacharya et al. [22] have highlighted TPM proves to be an effective and efficient maintenance system to increase the productivity and maximize OEE of the fly ash brick industry using SWOT analysis. Diana ŁYJAK et al. [13] have discussed TPM implementation will result in the total reorganization of operators, their working environment and responsibilities, increased annual production, reduction in the number of unplanned repair orders, number of machine stoppages and related costs, downtime, thus increasing savings and eliminating wastes in a big food production company. Abhishek Jain et al. [3] have stated that TPM model s foundation can be made strong by adding another 5S for workers and also 5Z (Zero Unplanned Downtime, Zero speed loss, Zero Rework, Zero Negligence and Zero Tolerance) in the foundation. This model can enhance productivity, product quality and also reduces losses in SMEs. Hongyi Sun et al. [16] have discussed factors related to the human resource such as top level management commitment, involvement of employees at all levels, changing the mindset of workers with proper training, proper training programs for employees to transfer some of the maintenance tasks over to operations contribute to the success of TPM implementation. Murugadoss K Panneerselvam et al. [26] have noticed TPM implementation in Indian manufacturing industries is heavily hampered by behavioural, organizational, cultural, technological, departmental, operational and financial barriers. The problems associated with these barriers can be critically analyzed to establish human-oriented and process-oriented critical success factors for successful TPM implementation. V. CONCLUSIONS The results of the previous literature reviews will be the useful guidelines for the future TPM research and each literature has a significant contribution to improve the TPM approach. TPM is an initiative technique for effectively involving the workforce in manufacturing based organizations to achieve increased productivity and add new momentum to quality efforts. It helps the firm to achieve optimal manufacturing process. TPM success requires a strong management commitment, clearly defined organizational goals and objectives for TPM implementation. TPM is used to achieve zero breakdowns, zero defects and zero accidents. The training programme is very crucial as TPM transfers some of the maintenance tasks over to operations. Today TPM may be the only programme that stands between success and total failure for some companies. OEE calculations provide the useful data necessary to identify exactly what percentage of production time is truly productive and help to identify the causes of lost productivity. TPM increases the availability, performance rate and the quality rate and thereby results in the improvement of the overall equipment effectiveness of the equipment. Success of TPM depends on various pillars like 5S, Jishu Hozen, Planned Maintenance, Quality maintenance, Kobetsu Kaizen, Office TPM and Safety, Health & Environment. The key factors for this implementation are workers involvement and top management support. TPM can be implemented not only in industrial plants, but also in construction, building maintenance, transportation and in variety of other situations. REFERENCES [1] Aaditya Choubey, 2012, Study the Initiation Steps of Total Productivity Maintenance in an Organization and its Effect in Improvement of Overall Equipment Efficiency, International Journal of Engineering Research and Applications, p-issn: , Vol.2, No.4, pp [2] Abhijit Chakraborty, Reyya Pawani, 2015, OEE Improvement by TPM Implementation in SMEs, Global Journal of Advancement in Engineering and Science, Vol. 1, No.1, p-issn: , PP ISSN: Page 349

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