Total Productive Maintenance

Hats off to the Japanese and Nippondenso, a Toyota Group Company who invented Total Productive Maintenance could bring control over the downtime of the Machines and could increase the capacity utilization and reduce the rejections on the machines.

How could they do it?

Why can’t we compare operators of the machines to be the mother of their machines and maintenance people as the doctors, who are only required if the mother/operator is not able to handle the situation

This was the Eureka moment!

So the answer is Total Productive Maintenance.

The Journey at Nippon Denso

After all, the people most likely to first notice equipment abnormalities or other strange symptoms are not the maintenance staff but the operators who work with the equipment day in and day out.

Thus Nippondenso added Autonomous Maintenance being undertaken by operators. The maintenance persons took the tasks of maintaining the natural wear and focused on the scheduled monthly, quarterly or yearly maintenance. Also whatever the learning came from the schedule maintenance went into making changes to the new machinery being brought in.

This led to Maintenance Prevention. Thus Preventive Maintenance along with Maintenance Prevention and Maintainability Improvement gave birth to Productive maintenance.

By then Nippon Denso had made quality circles, involving all employees for Achieve Zero Defects, Zero Breakdown and Zero accidents in all functional areas of the organization. Thus Productive Maintenance became Total Productive Maintenance .,Total meaning company wide. Thus Nippondenso of the Toyota group became the first company to get the TPM certification in 1971 by JIPE.

The benefits of the TPM are –
  1. 1. Double the Productivity and OPE  (Overall Plant Efficiency) and OEE (Overall Equipment Effectiveness ).
  2. 2. Reduce/Eliminate Customer Complaints.
  3. 3. Reduce the manufacturing cost by 30%.
  4. 4. Satisfy the customer’s needs by 100 % (Delivering the right quantity at the right time, in the required quality.)
  5. 5. Reduce accidents.      

TPM has 8 Pillars for plant wide implementation.

These are 16 losses which take place in the plants and offices. You can see how all pillars are handling these losses.

Jishuken Center of Excellence has experts trained in Japan who come from manufacturing and TPM background and have intensive experience. These experts work on the shop floor with the clients teams on the Managers Model Machines and demonstrate the TPM improvements . These machines become the replicas for the changes to be brought throughout the plant on all the machines.

Jishuken Center of Excellence focuses on imparting training and certifying the Managers, Staff and Associates so that these gains are sustained and become a habits and culture of the organization and take your TPM program to unprecedented levels of success through the building of a solid corporate culture and maximization of profitability.

Jishuken Center of Excellence offers the highest quality training and consulting services available anywhere; and we feel strongly about producing results in your plant, with your people, addressing your equipment problems and opportunities.

Jishuken Center of Excellence also includes an array of services from management training, in-house and open seminars, to audits.
(*TPM® is the trade mark of JIPM.)