PFM 20 9 - Page 25

All Hands-On to Boost Productive Manufacturing
Adopting total productive maintenance to improve manufacturing productivity
he origin of total productive
maintenance (TPM) is not
known for sure. It’s believed by
many to have stemmed from the
manufacturer, Nippondenso. Others
suggest the concept was first coined
in the US. Despite the uncertainty of
its roots, TPM has gone on to improve
manufacturing processes across the
world. Here, Jonathan Wilkins,
marketing director at industrial
obsolete automation equipment
supplier EU Automation, explains
how TPM is implemented in
manufacturing plants.
Aims of TPM
The aim of TPM in manufacturing is to
increase productivity without negative
implications — particularly on plant
equipment. To increase productivity
without increasing overall expenditure,
the cost of manufacture and the amount
of waste generated must be reduced.
Another important focus is employee
satisfaction, as TPM involves the input
of every employee at every level of an
organisation. Typically, satisfied staff are
more proactive and produce higher
quality work.
The concept of TPM is built on the 5S
foundation: sort, set in order, shine,
standardise and sustain. 5S streamlines
operations and makes problems visible
through meticulous organisation and
cleanliness of the workplace.
Preventative maintenance is also crucial
in the smooth operation of TPM and can
be split into periodic and predictive
maintenance. Periodic maintenance
encompasses tasks that are performed
on a regular basis to keep machines in
the optimum condition. Predictive
maintenance requires careful monitoring
and an awareness of the lifespan of each
machine part. This allows for parts to be
replaced or serviced before defects
result in machine breakdown.
Training machine operators to conduct
preventative maintenance eliminates the
need for a specialised team. Despite its
benefits, it does require workers to be
flexible with the machines they can
operate and maintain.
TPM also involves quality maintenance.
This means recurring sources of quality
defects are identified and eliminated,
resulting in optimum quality products.
Another feature of TPM is focused
improvement, which requires employees
to act proactively and collaboratively to
achieve regular improvements in
equipment operation.
Although the primary focus is on
manufacturing equipment, for TPM to be
effective the initiatives must extend to
the office. If administration is efficient,
efficient manufacturing will follow.
essential to begin with training
sessions. Everyone must have a strong
understanding of the principles and
aims of the programme and of the steps
that the organisation will take going
Departmental committees should be
established so that every feature of the
TPM programme is accounted for. For
example, one committee could be
maintenance, whereas another will
implement and sustain the 5S principle.
Every organisation needs a set of
targets. Targets should relate to the
overall plant efficiency (OPE) and
overall equipment effectiveness (OEE).
Additionally, there should be no
customer complaints, staff injuries or
machine breakdowns. There should
also be a target regarding the success
in delivering products as required by the
The final step is to implement the
planned activities and progress towards
achieving the targets. It’s advisable to
regularly analyse the success of each
committee and of the entire TPM
Regardless of where the idea of TPM
originated from, it’s now widely used
across the globe. Manufacturing plant
managers who don’t already must
consider implementing the system to
increase productivity and product
Introducing TPM into an organisation quality.
Because TPM involves the input and
cooperation of all employees, it’s
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