Total Productive Maintenance

Résumé du document

Total Productive Maintenance (TPM) relates to managing activities that are productive and implemented by each individual in an organization. The main focus of TPM is to maximize the overall equipment effectiveness of the asset which is utilized to produce the goods and services. TPM was an equipment management strategy that originated in 1951 in Japan. It was designed to support Total Quality Management. Japanese realized a company cannot produce a stable quality product with poorly-maintained equipments. Thus TPM was introduced in the 1950s and mainly focused on the preventive maintenance. When new equipment was installed, implementing the preventive maintenance recommendations by the equipment manufacturer was the main focus. When the equipment operated at designed specifications and had no breakdowns, it was rated high. During the 1960s, TPM shifted its focus on maintenance, productive maintenance, the importance of reliability and economic efficiency in the plant design. Thus a lot of data was collected about the equipment. Then the data was fed back into the design, procurement and equipment management.

Extraits

[...] (13 Total Productive Maintenance, Concepts and Literature Review, April 30, 2004). This is a slight difference in approaches, but with the same common objective of maximizing machine performance. As stated in the implementation examples, the approach doesn't only depend on country culture but also on the corporate culture. The western approach has reduced the number of pillars from 8 to but the essence of the Japanese approach has still been maintained. Conclusion Total Productive Maintenance (TPM) is a concept to maintenance plants and equipment. [...]

[...] Implementation on a large scale product line. Capacity grew by 20% after implementation. Activities were TPM was implemented were no longer process bottlenecks. http://www.maintenanceresources.com/referencelibrary/ezine/TPMimplementation .htm) MRC Bearings' experience MRC Bearings is a supplier of the aerospace industry that decided to implement TPM in 1996. They had problems with satisfying customers' orders and their unscheduled maintenance hours were increasing. Their implementation approach was different than Siemens Malacca. They decided to implement it on a voluntary employee enrolment basis instead of a imposed company program. [...]

[...] (2004) Total Productive Maintenance: p5 Anonymous (2005B) Plant Maintenance Resource Center- An Introduction to Total Productive Maintenance (TPM) 5. www.plant-maintenance.com/articles/tpm_intro.shtml viewed on October http://www.maintenanceresources.com/referencelibrary/ezine/TPMimplementa tion.htm viewed on October http://www.marshallinstitute.com/pubs2/tpmcase.asp viewed on October James Leflar, “Practical TPM Successful Equipment Management of Agilent Technologies” 9. [...]

[...] The fourth pillar is the quality maintenance. It is the application of a Six Sigma project to the maintenance field. The focus is on eliminating the defects resulting from a bad maintenance of the machines. In order to estimate the number of defects and to find a way to solve them, the maintenance team has to gather two kinds of data: the information relative to the customer-end defects, and the information relative to the in-house defects. The training is the fifth pillar of the TPM model. [...]

[...] Total Productive Maintenance (TPM) is manufacturing activities that are productive and implemented by everyone in the organization. The main focus of TPM is to maximize the overall equipment effectiveness of the asset which is utilized to produce the goods and services. TPM focus on establishing good maintenance practice through five goals: Improving equipment effectiveness TPM wants to insure the equipment can perform to design specifications. The effectiveness of facilities can be identified and examined by downtime losses, speed losses and defect losses. [...]