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May 4, 2022

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Building a TPM program: Where to start?

  • By: Sarah Bellstedt
  • Blog , Maintenance strategies

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You’ve undoubtedly heard the term “TPM” (or total productive maintenance ) many times throughout your maintenance career. As Greg Folts noted during his appearance on the Rooted in Reliability podcast , people may refer to TPM as shorthand for a number of different things. Often, people are referring only to autonomous maintenance when they mention it. In reality, developing an autonomous maintenance plan is just one pillar (and the most common starting point) of building a full TPM program for a facility.

TPM refers to putting processes and training in place so that everyone in a facility—from operations to plant maintenance to engineering—is contributing to maintenance. But what are the necessary steps for building an effective TPM program? Let’s look at each piece of the puzzle individually.

Total Productive Maintenance Pillars: Laying the foundation with 5S

Developed in the early 50s, Total Productive Maintenance is a program for increasing the efficiency of machines and processes, standing on eight TPM pillars with 5S as its foundation.

Before any of the eight pillars of TPM can be put in place, a “5S” foundation must be built. The purpose of laying this foundation is to introduce standardization and continuous improvement processes into every TPM activity.

Determine which items are used frequently and which are not. The ones used frequently should be kept close by, others should be stored further away.

Each item should have one place—and one place only—to be stored.

The workplace needs to be clean. Without it, problems will be more difficult to identify, and quality maintenance will be more difficult to perform.

Standardize

The workplace should be standardized and labelled. This often means creating processes where none existed previously.

Efforts should be made to continually perform each of the other steps at all times.

Once each of the 5S actions has been established and is part of the facility culture, it’s time to move on to the eight pillars of TPM.

TPM Methodology: Building the TPM pillars

Pillar 1: autonomous maintenance.

Autonomous maintenance (also known as Jishu Hozen) refers to “ the restoration and prevention of accelerated deterioration ,” which involves cleaning equipment while inspecting it for deterioration or abnormalities, identifying and eliminating factors that contribute to deterioration, and establishing standards to clean, inspect, and lubricate an asset properly. The ultimate goal of autonomous maintenance is to make it part of the operators’ day-to-day job to properly care for their assets as a form of maintenance. This pillar allows maintenance teams to address the larger maintenance issues that deserve their full attention.

Pillar 2: Planned maintenance

Planned maintenance refers to setting up preventive maintenance activities based on metrics such as failure rates and time-based triggers. Planning these activities in advance allows a facility to care for an asset at a time that will not impact production so that uptime is maintained.

Pillar 3: Quality integration

This pillar involves integrating manufacturing performance, quality assurance, design error detection and prevention into the production process. The purpose of this pillar is to improve quality management by removing the root causes of defects and understanding why they occur.

Pillar 4: Focused improvement

The idea of focused improvement involves assembling cross-functional teams to address specific issues that are occurring with equipment maintenance and coming up with solutions that consider each team that interacts with that asset. Since the TPM process dictates that everyone in a facility should contribute to routine maintenance activities, it’s important to involve each functional area in problem-solving maintenance tasks so that everyone’s unique point of view is considered.

Pillar 5: New equipment management

This pillar uses the knowledge that is gained through each interaction maintenance personnel has with facility equipment to improve the design of new equipment and equipment reliability. This allows new equipment to perform better with fewer issues due to employee involvement that’s based on cross-functional knowledge. Overall equipment effectiveness is a common metric used to measure how well the facility is utilizing its equipment compared to its full potential.

Pillar 6: Training and education

The training and education pillar of TPM principles focuses on making sure the maintenance team has the knowledge and skills necessary to carry out TPM across an entire facility. As Greg Folts commented on the Rooted in Reliability podcast , TPM must be both cross-functionally and vertically integrated in order to be successful. Training and education place importance on managers understanding why a successful TPM program is important and filtering that knowledge down correctly.

Pillar 7: Safety, health, environment

Simply put, this pillar refers to building a safe and healthy facility environment and eliminating any conditions that could be risky or harmful to facility workers’ well-being. The goal of this pillar is to provide an accident-free workplace.

Pillar 8: Administrative TPM

This pillar involves encouraging people in administrative or supportive roles (such as purchasing) to apply TPM learnings and principles in their own work processes so that TPM implementation is truly cross-functional.

Implementing the foundation and pillars of TPM is a great start to early management, but an important reality of any successful TPM program is that it must be a continuous effort. Every level of employee, from personnel on the shop floor to upper management, must remain dedicated to the activities that make TPM possible.

Want to learn more about TPM? Read more here .

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What Is Total Productive Maintenance? Here’s What You Need to Know

  • Written by Contributing Writer
  • Updated on October 3, 2023

Total Productive Maintenance

When downtime halts production or requires maintenance, the costs are high. That’s why processes have been created to avoid this. Enter total productive maintenance (TPM). But what is TPM?

In this article, we will explain what TPM is, its advantages, how to implement TPM, and its relationship with overall equipment effectiveness, Six Sigma, and Lean Manufacturing. We’ll also share a way you can get certified in quality management techniques through an online Six Sigma bootcamp .

What Is Total Productive Maintenance?

Deloitte reports that industrial manufacturers lose over 800 production hours annually , costing more than $2 million for large-scale manufacturers.

Such downtime is common. Eight in 10 companies face unplanned downtime. Total productive maintenance is a management approach to prevent stoppages and optimize equipment output.

Total productive maintenance is a comprehensive strategy to optimize facilities and equipment for optimal output while reducing waste, defects, accidents, and unplanned downtime.

What is TPM? The 8 Pillars of TPM

Effective TPM programs leverage eight pillars focusing mainly on improving equipment performance and reliability. The pillars that define total productive maintenance include:

Autonomous Maintenance

Autonomous maintenance involves regular and preventive maintenance tasks carried out by operators, such as lubrication, cleaning, and servicing of production lines. By assigning operators a higher level of responsibility, you enable early identification of equipment issues before they escalate into critical problems.

Kaizen is a Japanese term that means ongoing and continuous improvement. It encourages collaborative efforts among teams to achieve incremental process improvements and problem-solving using cross-functional approaches.

Planned Maintenance

Rather than waiting for equipment to break down, planned maintenance schedules maintenance activities based on data. Data-informed maintenance helps keep equipment operating more efficiently and reduces the risk of breakdowns.

Early Equipment Management

Early equipment management leverages existing knowledge of current technology to develop improved and more efficient machines. A better understanding of machines during operation helps optimize performance levels and maintenance.

Quality Maintenance

Quality maintenance improves production quality by identifying and resolving the root cause of failures or defects.

Training and Education

To provide continuous improvement, TPM requires comprehensive training and education to address employee skills gaps. Team members must know best practices for operation and how to apply TPM knowledge for optimal performance.

SHE (Safety, Health, Environment)

SHE prioritizes a safe and healthy environment for all team members to mitigate the risk of accidents.

TPM in Administration

TPM also seeks to improve operations through every area that impacts operations, including administration and structure. This includes areas such as order processing, procurement, routing, and scheduling.

The 5S Foundation of TPM

The core elements of total productive maintenance are called 5S, since each element starts with the letter S. Implementing these five strategies helps improve efficiency and reduce waste. Elements include:

  • Sort . Differentiate essential tools, materials, and equipment from those of lesser importance and eliminate unnecessary items from the work area.
  • Straighten . Arrange all vital elements systematically, ensuring their constant availability in the appropriate location and time.
  • Shine . Regularly examine and maintain cleanliness in the workplace, including tools and equipment, to prevent any potential equipment malfunctions.
  • Standardize . Create a framework and establish explicit guidelines to facilitate the implementation of the aforementioned three Ss.
  • Sustain . Guarantee the long-term preservation of the 5S methodology by consistently improving and conducting regular safety regulation audits.

5s of six sigma

A Brief History of Total Productive Maintenance (TPM)

TPM was first developed in Japan by Seiichi Nakajima in the 1950s and first implemented in 1960. TPM became part of Toyota’s workflow and significantly reduced equipment-related problems, enabling the evolution of the just-in-time (JIT) strategy for production. George Smith, the founder of the Marshall Institute, helped establish the formal procedures and philosophy of TPM.

Today, thousands of companies globally employ total production maintenance as part of their regimen to maintain operational reliability.

Advantages of TPM

Effective TPM strategies provide key benefits for businesses to improve operations and safety, including reducing downtime and unplanned maintenance.

Other advantages include:

  • Lower manufacturing costs
  • Fewer defects
  • Improved safety
  • Higher employee satisfaction
  • Increased equipment life spans
  • More efficient equipment use

Who Is Responsible for Total Productive Management?

TPM is a shared responsibility and requires a holistic approach to employing the foundation and pillars of TPM. The best-performing manufacturers have cross-functional teams that manage and monitor the TPM process, including top management, reliability engineers, operators, and maintenance teams.

What is TPM? Calculating TPM

To calculate TPM, you must first calculate several components sequentially that go into the TPM formula:

Planned Production Time (PPT)

PPT calculates the total available time during a period, excluding any planned downtime.

Planned Production Time Formula PPT = Total Available Time – Planned Downtime

Operating Time (OT)

OT is the actual amount of time equipment was in operation, including both planned and unplanned downtime. To calculate OT, take PPT and subtract the total amount of downtime.

Operating Time Formula OT = PPT – Total Downtime

Availability

Next, you need to calculate availability, which measures the percentage of time equipment was available for use.

Availability Formula Availability = ( OTT / PTT ) x 100

Performance Efficiency (PE)

Performance efficiency details how effectively equipment performs, including factors such as reduced speeds. Ideal cycle time is how long it should take to complete a production cycle, assuming optimal conditions.

Performance Efficiency Formula PE = [ Total Output / ( Ideal Cycle Time x OT ) ] x 100

Quality Rate

Quality rate calculates the percentage of production output that meets quality standards.

Quality Rate Formula

Quality Rate = ( Good Output / Total Output ) x 100

Overall Equipment Effectiveness

The best way to measure TPM is by calculating overall equipment effectiveness (OEE), which is the final step in measuring TPM. With all of the above calculations complete, you can measure OEE.

OEE Formula OEE = Availability x Performance Efficiency x Quality Rate

What Is the Connection Between TPM and OEE?

Designed to support the TPM initiative, OEE tracks progress toward achieving the goal of perfect production.

OEE and 6 Big Losses

OEE also includes what is referred to as the “Six Big Losses,” which are used as a framework to identify and mitigate productivity loss and further break down OEE components.

Availability Loss

  • Equipment failures, such as unexpected breakdowns or equipment malfunctions
  • Setup and adjustment time, including the time it takes for machine changeover, adjustments, or setups between processes or production runs

Performance Loss

  • Idling and minor stoppages that result in pauses in production
  • Slow running, such as machines that operate at slower speeds than capacity and create lower productivity or longer cycle times

Quality Loss

  • Defects and rework due to quality issues that require corrective action
  • Reduced yield, such as the loss of time and materials due to any of the above actions

Manufacturers can improve overall equipment effectiveness by identifying the cause of the Six Big Losses.

How to Implement Total Productive Maintenance (TPM)

Now that you have a solid answer to the question “What is TPM?” let’s review how to put it into action. Implementing TPM uses five steps:

Step 1: Identify a Pilot Area

TPM generally starts by choosing equipment for a pilot program to demonstrate the value of TPM for the staff. While you can choose any machine for your pilot program, it helps to choose equipment that is problematic or has less-than-desired output. You may also want to choose the easiest equipment to improve to show faster results.

Step 2: Restore Equipment to Prime Operating Condition

You need to restore equipment to optimal operating conditions using the principle of the 5S system. This creates a baseline performance metric from which to measure.

Step 3: Measure OEE

Next, measure OEE for your pilot machine over time, detailing any particular equipment failures, quality issues, and unplanned downtime.

Step 4: Address Major Losses

With the OEE snapshot, you can address specific issues that are causing the most significant problems. A cross-functional team of operators, supervisors, and maintenance personnel is generally the most successful, breaking down steps in the process to find and mitigate the root cause.

Step 5: Implement Planned Maintenance

The final step in TPM is to implement a proactive maintenance program. By monitoring data, you can better predict when machines need equipment to maintain peak efficiency and schedule maintenance to avoid unplanned downtime.

How Are Six Sigma and Lean Management Related to TPM?

Both Six Sigma and Lean Management emphasize continuous improvement through structured problem-solving techniques. As such, TPM addresses a core component of these management strategies, helping to improve equipment performance and operational efficiency as part of your goal of continuous improvement.

Six Sigma uses the DMAIC (Define, Measure, Analyze, Improve, Control) framework to address specific problems. Lean Management works to rid waste and improve production flow by eliminating activities that do not add value.

Are You Interested in a Certification in Quality Management?

You can learn all about quality management with this IASSC-accredited Lean Six Sigma course from Simplilearn, in collaboration with the University of Massachusetts.

This 24-week online bootcamp teaches the skills you need for a career in quality management, including:

  • Agile management
  • Digital transformation
  • Lean management
  • Lean Six Sigma Green Belt
  • Lean Six Sigma Black Belt
  • DMAIC principles

Download the syllabus or apply online for the Lean Six Sigma course today.

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Total Productive Maintenance (TPM) and 5S: How They Work Together

By OpEx Learning Team , Last Updated October 7, 2017

5s tpm presentation

Total Productive Maintenance and 5S are two methodologies that seem somewhat distant, but the reality is that applying them effectively at the same time can lead to a great synergetic effect that boosts the performance of your company even more. In the end, they both strive to achieve the same goal in different way, with 5S being a more detailed implementation that covers more basis. From some points of view, TPM can be viewed as a subset of 5S, although that’s not really a correct way to view the situation as there are some intricate differences.

Prolonging the Lifetime of Your Assets

The core of TPM is about ensuring that your physical assets like tools and machines can last a long time through clever application of preventive maintenance. But you shouldn’t just focus on the tools themselves it’s also important to consider the environment in which they’re used, as well as the procedures applied in their use.

5S pays a lot of attention to proper organization and maintenance of the workplace itself, not just the tools that are used in the everyday work. Keeping your material base in a good condition isn’t just about maintaining the tools themselves. For example, if your workers have to constantly spend a lot of time looking for the right tool for the job due to a poorly organized storage, this can end up costing you a lot when some of those tools end up forgotten and ultimately ignored in their regular maintenance.

Keeping Things Simple and Streamlined for Your Workers

When all tools are operating correctly and the workplace is maintained in a good condition, everyone will find their job easier to perform and far less time will end up wasted in unnecessary communication. This is a common source of waste for many organizations, especially ones going through a period of quick expansion where many new workers are taken on board. You’ll want to be careful and plan for those situations accordingly, and proper ongoing maintenance is a great way to ensure that you won’t find yourself in a tough situation after a period of success.

5S also puts a lot of emphasis on standardization, which can further help improve the current state of your operations and make things easier for new employees. A commonly applied idea in 5S, for example, is to color-code items according to the way they’re used. You can combine this with TPM and apply different colors to items that are in need of specific types of maintenance. You can even match the colors with the condition grades recognized by TPM and easily combine the two methodologies.

Standardizing Maintenance Procedures

Why not take this one step further? You can standardize the very way things are being maintained in good condition, giving your workers the opportunity to perform maintenance themselves without having to wait for someone to tell them. Enabling this kind of proactive maintenance from your workers themselves can be a very powerful tool, one that can have a long-lasting positive impact on the company as a whole.

For example, a worker capable of repairing a specific tool shouldn’t have to wait for his supervisor to confirm the repair, as long as he can be held accountable for any problems that might occur later on. This can speed things up in situations where equipment issues arise, and it can also help bring everyone up to speed with how those maintenance procedures are to be performed. Of course, you should still have a set of dedicated specialists taking care of the most important repair procedures, but it definitely can’t hurt if you get everyone on board in some capacity.

Combining two methodologies with so much power behind them like Total Productive Maintenance and 5S can lead to some amazing results, especially in an organization that suffers a lot from waste in equipment condition. Of course, you should approach this in a careful and educated way instead of just blindly rushing to glue the two together, but as long as you’re already somewhat experienced with lean practices and the appropriate way of thinking that they require, you shouldn’t face any difficult issues.

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TPM Pillars—Eight Pillars of Total Productive Maintenance

What is total productive maintenance (tpm).

Total productive maintenance is a complete system for maintenance of equipment that aims at achieving an optimal production environment devoid of defects, downtime, stoppages and accidents.

One distinct advantage of total productive maintenance is that it empowers the shop floor to work in a concerted manner to ensure that machines are functioning at their optimal performance.

In fact, in a lean production setup that is practicing TPM, you find it difficult to distinguish between normal operators and maintenance staff.

This is because they all are proactively involved in the maintenance of machines which leads to increased productivity, lower costs, improve quality and extended machine lifespan.

tpm pillars - Total Productive Maintenance enhances reliability

TPM – Total Productive Maintenance Pillars

Developed in the early 50s, Total Productive Maintenance is a program for increasing efficiency of machines and processes which stands on eight pillars with 5S as its foundation.

TPM 5S Foundation

5S is considered the foundation of the lean TPM program because without it the initiative will founder under the weight of disorganization, indiscipline and inefficiency.

It is important because it results in a clean, visually organized workplace that is self-maintaining. 5S consists of five basic steps:

  • Sorting  all the items in the workplace and removing everything that is not necessary and does not contribute to the creation of value for the customer
  • Setting in Order  everything that remains in an organized manner such that find items and raw materials is easy. This reduces waiting and searching time in the process enhancing the flow of value throughout the value chain
  • Shining (Cleaning)  is a way of making any abnormalities visible as well ensuring that quality of the final product is of a high standard. It has been observed that a clean and organized workplace has a positive effect on worker morale, not to mention that it also ingrains a sense discipline – all of which has an impact on overall productivity
  • Standardizing  ensures that the improvements made are documented for posterity as well as serving as a basis for further improvements and training
  • Sustaining  the improvements through scheduled audits is a way of stabilizing the system by ensuring the agreed standards are been followed. Audits also serve as a measure of the effectiveness of the established standards – feedback that can be used to determine whether the standards need further revision or improvement.

The 5S program sets the pace for the introduction of Total Productive Maintenance and must be fully mature before any attempts are made to implement other aspects of the system.

As a stand-alone component, 5S is very effective in improving the organizational metrics and has been shown to increase aspects such as productivity and quality.

For example, if the workplace is clean and organized, tools used in maintenance are easily located – this has a positive effect on machine uptime.

The Eight TPM Pillars

Once a high degree of stability is established using the 5S program, an organization can start implementing the total productive maintenance in earnest.

Total productive maintenance has eight pillars that are aimed at proactively establishing reliability of machines.

One point that has to be made here is that people are centre of this system and must be continuously trained to identify and eliminate waste.

It is a system that is based on a clear set of principles and structures and should not be interpreted to be a set of tools or techniques to be applied haphazardly.

TPM Pillar 1: Autonomous Maintenance (Jishu Hozen)

Jishu Hozen or Autonomous Maintenance places the responsibility of basic maintenance activities on the hands of the operators and leaves the maintenance staff with more time to attend to more complex maintenance tasks.

Maintenance activities that are carried out by shop floor workers include basic cleaning of machines, lubricating, oiling, and tightening of nuts and bolts, inspection, diagnosis of potential problems and other actions that increase the productive life of machines or equipment.

By carrying out these maintenance activities, the workers become more responsible towards their work and downtime is reduced because there is no need of waiting for maintenance staff as they can correct simple problems that may occur from time to time.

Maintenance staff on the other hand will be more concerned with issues that require a higher technical ability such as replacement and servicing of internal parts. They will also carry out scheduled or planned maintenance which means production will not be interrupted unnecessarily.

Autonomous maintenance has benefits to both the workers and the organization as a whole:

  • Operators become more responsible and concerned about the condition of equipment they use on a daily basis
  • Skill levels of workers increase as they gain an understanding of the general working of equipment thus achieving the multi-skilling objective of a lean organization
  • Machines operate at their optimal level because basic maintenance such as cleaning and lubrication is carried out more regularly
  • Problems are identified and corrected before they go out of control leading to major breakdown of equipment.
  • Engineering staff are freed-up to carry out higher-level maintenance activities on sensitive and critical equipment thus reducing the overall system downtime

By carrying out the simple activities in this TPM pillar, capital investments are drastically reduced because the organization has reliable equipment and does not have to replace machines as often. This is because the lifespan of machines is drastically increased as forced deterioration is checked through constant monitoring and maintenance.

TPM Pillar 2: Planned Maintenance

Planned maintenance is the scheduling of maintenance activities based on observed behaviour of machines such as failure rates and breakdowns. By scheduling these activities around such metrics, the cycle of breakdowns and failure is broken thus contributing to a longer service life of machines.

Because there is a specific time for maintaining equipment, production is rarely interrupted as these activities are scheduled around the time when they are idle or are producing very little. In fact, production functions can build up some inventory to allow for the planned maintenance to be carried out as they have prior information of when these activities are scheduled.

This is in contrast to reactive maintenance that waits for problems to occur which has a negative impact on productivity due to machine downtime. Production will never be sure when they will be able to get back to work because the problems are not clear and technicians will just be doing exploratory work to find causes.

There are many obvious benefits of taking the planned maintenance approach as compared to being reactive when technical issues arise:

  • By constantly scheduling maintenance activities, the number of breakdowns gradually decrease and this then increases the capacity for productive activities
  • Production functions can continue with their activities uninterrupted because they know exactly when maintenance will take place.
  • Maintenance is done when the production floor is not very busy
  • Capital investments in machinery are reduced as the equipment is utilized to its fullest potential
  • Expensive machine parts do not have to be kept in inventory as there is better control of the various categories of parts.

Pillar 3: Quality Maintenance

This TPM pillar addresses the issue of quality by ensuring equipment is able to detect and prevent errors during production. By detecting errors, processes become reliable enough to produce the right specification the first time.

The quality aspect of maintenance is very important because it helps in preventing defects from moving down the value chain which only leads to a lot of rework.

Using lean tools such autonomation (jidoka) and andon, machines detect and report any abnormal conditions, thereby releasing the operators from the tedious monitoring that is common in non-lean operations.

The quality maintenance pillar of TPM also ingrains in the workforce the habit of finding the root cause of problems instead of rushing to solutions that are not permanent. This is done through tools such as 5 Whys  root-cause-analysis  and Ishakawa diagrams which are structured ways of getting to the real reasons why problems occur.

Quality maintenance offers a number of advantages including:

  • Targeted improvement activities address quality issues that arise from time to time in the workplace by coming up with permanent countermeasures
  • Defects are minimized or completely eliminated
  • Cost of poor quality is reduced by getting quality right the first time. This happens because errors are caught before they move down the value stream which reduces the amount of rework that has to be done to correct them

Pillar 4: Focused Improvement (Kobetsu Kaizen)

In this pillar, cross-functional teams are assembled with the main working on problematic equipment and coming up with improvement suggestions.

The use of cross-functional teams is important so as to have a large and varied number of employees involved so as to bring in different experience as well as viewpoints to the table.

These teams are better placed to come up with solutions to the issues that arise concerning crucial machines. The kaizen projects for maintenance also serve as training sessions on the total productive maintenance tool which results in the organization having a large pool of skilled personnel.

Once a focussed improvement team for maintenance has been identified and trained, they choose at least one piece of equipment as a pilot for their activities. Problems relating to the equipment are identified and improvement goals set in a three to five day in-house kaizen event.

During the events, the participants map the current state of affairs as a baseline performance measure on which they will compare any future performance after improvement.

The teams work together to make sure that any solutions that they come up with are implemented and any follow-up activities are completed within the agreed timelines.

The focussed improvement pillar of TPM is therefore advantageous as quick gains are made which helps in promoting the lean methodology to workers who may not have bought in to the program.

The organization is able to build-up a large base of employees that are conversant with the right tools for solving problems and getting to the root cause.

Pillar 5: Early Equipment Maintenance

The fifth TPM pillar of Early Management uses the experience gathered from previous maintenance improvement activities to ensure that new machinery reaches its optimal performance much early than usual.

Working with a myriad of stake-holders including suppliers, the company is able to hit the ground running with highly reliable and productive equipment.

Such an approach has a positive impact on profitability of the company as maintenance costs are dramatically reduced.

The productivity as well as output quality of the machines is also guaranteed from the very first day when the equipment is commissioned.

Using the input from the people who use these machines on a daily basis, suppliers of the equipment can improve the maintainability and operability in the next iteration of their products.

Among the factors that should be considered when designing new equipment include:

  • Ease of cleaning and inspection
  • Ease of lubrication
  • Accessibility of equipment parts
  • Improving operability of machines through ergonomically placing controls in such a way that they are comfortable to use by operators
  • Making it easier for changeover to take place through simplification of procedures or eliminating the unnecessary ones
  • Feedback mechanisms that prevent out-of-spec situations as well as clear indications of the correct specifications for quality products
  • Increased safety features

Though the machines may be designed and manufactured with all the above considerations in mind, it is still possible that there will be bugs that will need to be removed before full commissioning.

Early management is a system that addresses these concerns and uses input from the staff who will be using the equipment before installation.

Pillar 6: Education and Training

This pillar is concerned with filling the knowledge gap that exists in an organization when it comes to total productive maintenance.

Lack of knowledge in the tools can stand in the way of proper implementation leading to mediocre results at best and failure at worst.

Without proper training, tools such as TPM can be misunderstood by the staff which can result in disastrous results for the company.

Ensuring that employees are trained gives the organization a reliable pool of knowledgeable staff that can drive the initiative competently.

TPM education and training pillar is a company-wide initiative that does not leave out any employee cadre. In fact, all levels in the organization – from the operators to senior managers – get involved in the TPM training as well projects.

Through training, operators’ skills levels are raised to the point where they are able to carry-out basic maintenance activities that were previously the preserve of maintenance staff.

The technical staff are then taught higher level skills such as preventive maintenance and analytical skills to help become more proactive to problem solving.

At the managerial level, managers also learn the TPM skills so as to become competent mentors to their juniors as well as be involved in coaching programs.

Pillar 7: Health, Safety & Environment

That workers must be able to perform their functions in a safe environment devoid of health risks cannot be gainsaid.

The health, safety and environment pillar of total productive maintenance ensures that all workers are provided with an environment that is safe and that all conditions that are harmful to their well-being are eliminated.

While the goal of any organization is to produce value for the customer in an efficient and productive manner, this should be done in a way that is does not put to risk the safety of workers. It is therefore important that any solutions which are put in place should consider the well-being of the worker above all else.

When workers are in a safe environment, their attitude towards work changes dramatically with a resultant increase in important metrics such as productivity. This is because injuries or fatalities reduce when there is a concerted effort to make the workplace an accident-free environment.

The cross-functional teams will work towards making machines safe to use by the operators by putting in place such features as guards, works standards, use of personal protective equipment and first-aid kits in the work-area. Each of these measures are aimed at improving the safety of the machines so as to have a more productive work-force.

Pillar 8: TPM in Office Functions

Taking TPM to the administrative functions is the next logical step in the total productive maintenance program so as to have the whole organization speaking from the same page.

As these are supportive functions, making them understand and apply the principles of lean in their own operations makes it easy for them to provide efficient service to the main value-creating processes.

In addition, spreading the initiative into other functions removes the silo mentality and encourages horizontal cooperation within the workforce. The organization will also benefit by having a larger pool of workers who understand the principles of TPM and can easily be called upon to play a positive role in its implementation.

The TPM principles can also be applied as stand-alone techniques to improve the efficiency of these supportive functions. For example, if the administrative functions are able to improve their order processing procedures, then material will get to the shop-floor in a flawless manner which will have a positive effect on the workflow.

If suppliers are paid on time, they will have the ability to provide the services that they have been contracted to give without any problem.

As we conclude with this pillar, it is important to note that each has its role in the greater scheme of things and should be employed at the appropriate time.

While each TPM pillar has can be applied as a stand-alone component, the aim should be to sequentially implement each of the pillars so as to have get the full benefits of a complete system.

Summary Total Productive Maintenance Pillars

The role of oee in total productive maintenance.

OEE is a supportive metric that measures how productive a process is against the expected productivity of that process and is a strong component of the TPM program that must be measured at regular intervals.

It is composed of three important metrics that tie in well with the overall objectives of a TPM program as set-out in the introductory part of this article.

The three components of overall equipment effectiveness metric are:

  • Availability-  which is a measure of the percentage of time that a piece of equipment or a process is available for productive work. The goal of this metric to ensure that there are no break-downs and downtime beyond the already planned downtime.
  • Performance  measures how well a process performed against the set targets and exposes any speed losses that may arise during the running of a production process
  • Quality  is a measure of the percentage of good parts that come out of a process against all the parts produced. It is concerned with the defect-rate and the ability of a process to produce good quality the first time without the need for rework

OEE is an important metric as it ties-in well with the objectives of a TPM program that aims at having zero-defects, zero-breakdowns and zero-stops in the production process. A more detailed account of the OEE metric can be found in our page on overall equipment effectiveness.

The tracking of OEE is important because by doing so, one will be able to tell whether the TPM program is working as intended as well as the effect of any improvement activities.

Collection of OEE data is therefore an integral part of the TPM program and can be done either manually or automatically.

Each data collection technique has its advantages but one will notice that an automated OEE data collection strategy can provide even greater benefits.

For example, for processes with extremely short cycles, it would be better to employ automatic data collection mechanisms such as computerized metering. This will free up the operator to do their main task as well improve on the accuracy of the data collection activity.

Six Big Losses of Production

In addition to the losses described in the OEE metric, production units experience six common losses which reduce the productivity of an organization.

By addressing these losses, a total productive maintenance program results in increased productivity through reduction of wasteful conditions within processes.

The following table shows the six big losses, their relation to OEE and typical examples in a production facility:

Six Big Losses Summary

Tpm implementation steps.

Having considered the important components of a TPM program, it is now time to discuss how to implement them in a cohesive manner across all functions of an organization.

This step by step implementation is important if there are to be any tangible gains to be had from the program and each step should be implemented sequentially for maximum effect.

TPM Step one – Piloting

The first step in implementing the program should start with the identification of a pilot area. The importance of this approach is that the program will gain more acceptance and momentum when staff realise the benefits that accrue from its implementation.

Several considerations must be taken into account when choosing the pilot area and these include:

  • Is it easy to get the “low hanging fruit”? Getting quick gains helps in achieving buy-in from staff who may be reluctant to implement the program because of fear of the unknown. Choosing a simple machine will be good as a starting point as any mistake during the learning process will not lead to any significant damage to the system
  • The effect of the improvement on the system will not be as strong as using critical equipment and you will not be able to use the TPM methodology to the fullest. Though this may appear as a disadvantage, it is the safest approach given the critical nature of capital equipment to the organization
  • Another approach will be to pilot the TPM project on a bottleneck or highly critical equipment. While this approach will have a significant effect on the process if it succeeds, there is the risk that it can cause disruption of the normal processes if done in the wrong way

Choosing the pilot equipment for the TPM project should therefore be a balance between the perceived benefits and the cost of failure. It is always better to start with less critical equipment and then move to the more critical machines as the teams mature and gain competence in the TPM methodology.

To get more acceptance across the organization, it is best practice to begin the TPM journey with the widest base of employees. This gives it the necessary momentum to sustain it into the future as well as to build the right culture that eventually becomes the DNA of the organization.

TPM Step Two – Restore Equipment Back to Basic Condition

Machines and equipment are returned to their basic condition through a thorough 5S program coupled with autonomous maintenance as discussed above. In the 5S project, both operators and technical staff work together to clean and organize the machines by taking into consideration the following points:

  • Record  the current state of the machines by noting any abnormalities such as dust, exposed wires, oily surfaces and poorly organized work area. It is good practice to take “before” photos of the work area as it is so as to serve as a comparison with the state after improvement
  • Remove  any unwanted material from within the vicinity of the machines and put them away in a “red tag” area for decisions to be made on their disposal at a later date
  • Use visual shadow boards  to store the remaining tools, spares and other parts so as to provide an organized way of knowing where everything is or should be. Yellow marking can also be used to mark the position of machines so that it will be easy to know when they are moved
  • Carryout thorough cleaning  of machines and surrounding spaces so as to get rid of dirt and expose any abnormalities that may be hidden from sight.
  • Record the new state  of the machines using photos and use it for training purposes as well as for selling the benefits of the program to present and future staff
  • Create one-point-lessons  for training purpose as well as checklist so as to ensure that the new standards are followed by members of staff
  • Audit  the machines and work area regularly to get a clear picture on whether the agreed standards are being adhered to by the workers. The audits also help you get enough feedback on what needs to be changed or improved upon – an important principle of kaizen continuous improvement methodology

Once the 5S program has been carried-out satisfactorily, the operators and maintenance staff will then begin an autonomous maintenance project.

There should be an agreement as to the technical tasks that can be safely transferred to the operators and if there is need for basic training to bring them up to speed, it should be done before the start of autonomous maintenance.

An autonomous maintenance program will achieve a lot if done correctly and normally takes the following format:

  • Create a machine map  with inspection points clearly indicated for ease of reference
  • Make obscure inspection points  more visible by using transparent covers where possible (safety and functionality should be considered)
  • Visualize the ideal settings  of gauges and meters by marking the machines – for example, a pressure gauge can be marked green to show the acceptable reading and red to indicate out-of-spec conditions
  • Mark the lubrication points  and make the lubricating of machines easier through adjustments such as extension of oiling nozzles. This will reduce the downtime associated with such activities as they can now be done with minimal interruption of the production process
  • Put in place standards  for reporting of abnormalities by the operators and encourage a culture of always addressing problems before they get out of control
  • Create autonomous maintenance  standards and checklists that will be used by the operators to check for most important tasks that need to done on machines such as lubrication and inspection points

TPM Step Three – OEE Tracking

On completion of the preparatory steps of 5S and autonomous maintenance, the next logical step is to track the Overall Equipment Effectiveness. This data collection is important so as to identify the biggest causes of downtime on critical machines.

Downtime can be caused by a variety of reasons and it is important for these reasons to be accurately categorized which will help in pinpointing which are the ones that need to be urgently addressed.

While it is quite straight-forward to know which are the causes of downtime, sometimes it will not be easy for operators to immediately or allocate a cause to a breakdown.

In this case, operators can introduce a new category of “not known” to their causes for downtime. This is makes it easy for operators to record data that they are not sure about instead of leaving the data collection form blank.

Data collection must be done over decently long period of time (at least a month) for it to be meaningful enough to be analysed and for decisions to be made based on the data.

Accuracy is also an important factor during data collection and all efforts should be made to ensure that all shifts give real data.

To achieve this, there has to real time review of data with the aim of correcting any inaccuracies that may arise during its collection.

TPM Step Four – Reduce Major Losses

Using the Kaizen pillar of TPM, major losses are tackled in a systematic process based on the data already collected in the data-collection step.

Addressing the major losses based on the data involves:

  • Selecting a cross-functional team from a wide section of the workforce and should comprise of all cadres including operators, technical staff as well supervisors. Another consideration when assembling a cross-functional team is the level of experience and expertise of the team members.
  • Data analysis of the major losses as collected from the OEE data. This analysis should look at the main reasons for the losses using tools such as pareto diagrams which rank the causes according to the degree of occurrence
  • Root cause analysis of why the losses occurred in the first place. This is done by asking why five or more times until you get to the true cause of the problem. It is only after a thorough root cause analysis has been done should countermeasures be suggested and implemented
  • Implementation of suggested solutions within a specified time frame
  • Verify effectiveness of the implemented solutions through audits

TPM Step Five – Planned Maintenance

Planned maintenance is a very advanced part of the TPM implementation journey because it happens only after other components have matured enough to be left on their own and any benefits accruing from the programs have been exhausted.

At the heart of this TPM step is to understand the machine parts the wear out the most and reasons for this wearing out. Countermeasures to these causes are then put in place and this includes the use of parts that do not wear out as quickly as the ones replaced.

Documentation of the frequency of failure for machine parts must also be carried out so as to have a clear picture of all the parts that need replacement and how regularly they need replacement.

With both the data on the frequency of wearing out and that of failure, a schedule for replacement of these parts is created. This will include the purchasing of the parts in advance and scheduling the downtime in such a way that it has the least effect on production processes.

Replacement data should be collected on an on-going basis to fine-tune the part replacement schedule. This fine-tuning should also take into consideration the parts that require replacement off-schedule and analysis should be done to find out whether there are any emerging issues with the equipment that had not been recognized earlier.

Other TPM Actions

The other pillars of TPM will be implemented depending on the situation that the organization is facing at the moment and do not necessary have to be implemented all at once.

For example, early equipment management applies to situations where there has been purchase of new equipment.

Similarly, a quality maintenance project will be more likely to be implemented when there are major customer issues concerning quality.

It would also be initiated when there are major deviations of the agreed quality standards within the facility.

In the same vein, the TPM in the office and Safety, Health & Environment programs will be implemented when there are serious issues concerning them.

If the accidents within the workplace are way above the standards, there will be more focus on creating safe working conditions.

These additional steps should be taken one at a time depending on priority and urgency because it not about only implementing a set of programs but it is based more on necessity.

What is Jidoka

Conclusion – Sustaining the TPM Initiative

Like any other initiative, sustaining the project is the most difficult part, requiring a high level of discipline and constant monitoring of the progress of the project.

The most important factor in the success of Total Productive Maintenance is the buy-in by employees, without whom the initiative will have a false start.

Gaining the full participation of employees is a multi-facetted approach that includes informing them of the strategic objectives of the organization, motivating the right behaviours and encouraging idea generation from the shop floor.

Starting with low hanging fruit will give the workers the courage to move together with the organization on its TPM journey because the results of the program are visible to all at the onset. Using difficult pilot areas which are bound to fail will discourage the workforce from participating in a whole-hearted manner.

Top management involvement and interest in the TPM initiative also helps in sustaining it through the provision of the necessary resources needed for it to succeed. Management involvement also sends a clear message to the workforce on the importance the company places on the initiative.

Making the system part of the company culture also involves the being creative and continuously improving the methodology to instil a sense of freshness. This prevents a lethargic and complacent attitude from setting in as employees start losing interest due to boredom.

You might also wanna check 60 Common Examples of Poka Yoke .

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What Is the 5S Methodology?

The 5S methodology is best summarized by the philosophy, “a place for everything and everything in its place.”

You may have heard of “KonMari,” a home organization system invented by Marie Kondo. The KonMari method transforms cluttered homes into tidy and simplified living spaces. The 5S principles are similar to KonMari. However, saying that 5S is just about tidying is like saying successful manufacturing is just about speed - there is much more depth. So, let’s explore the true intent and meaning of 5S.

5S Japanese Words

5S originated as 5 Japanese words:

5S Meaning in English

In English, these 5S meanings are:

  • Sort (Seiri): Eliminate that which is not needed.
  • Straighten (Seiton): Organize what remains after sorting.
  • Shine (Seisou): Clean and inspect the work area.
  • Standardize (Seiketsu): Write standards for 5S.
  • Sustain (Shitsuke): Consistently apply the 5S standards.

At their core, these 5S activities build the discipline needed for substantial and continuous improvement by creating (and sustaining) efficient and effective work areas.

Steps of the 5S Process: Sort, Straighten, Shine, Standardize, and Sustain

Why Is 5S Important in Manufacturing?

While 5S was first developed in the context of the automotive industry, it is now widely considered an essential step for any lean manufacturing program, regardless of industry.

Embedding 5S as part of daily tasks within your company means much more than improved organization, sustained cleaning routines, and efficient activity flows. By using the 5S methodology, operators are encouraged to improve their overall work environment and reduce muda or waste .

Adherence to 5S standards is considered the foundation of Total Productive Maintenance (TPM) and an integral part of the Toyota Production System (TPS) . 5S also creates a stable platform from which Kaizen activities can be launched.

The bottom line - 5S is a low-investment, high-impact lean manufacturing tool that is predicated on people. It engages operators in “owning” their workspace and helps to instill a culture of quality, productivity, and improvement.

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What Are the 5 Benefits of a 5S System?

The key benefits of a 5S system include:

  • Creating space within your facility by removing unnecessary tools and equipment
  • Reducing waste from unnecessary motion by organizing the workspace
  • Reducing downtime and improving quality by consistently maintaining equipment
  • Engaging operators by granting them more responsibility for their work environment
  • Creating a safer work environment by ensuring it is clean and well-maintained

Now that you have a better understanding of why 5S is important and how it can benefit your manufacturing operations, let’s learn more about each of the 5S steps.

Sort (Seiri)

What is sort.

The Sort step separates items in your workspace that you know you need from items that you do not or may not need. Move the latter to a “red tag” holding area.

Sort: Separate and organize objects in your workplace between things you do and do not use

Why Do You Need Sort?

Sort enables you to have a more productive workspace by removing unneeded clutter (and eliminating distractions). It also is a first step towards opening up space that can be used for other things.

How Do You Implement Sort?

Separate necessary items (e.g., tools, parts, and materials) from unnecessary items. We recommend sorting items into four categories:

  • Items needed in this work area. These are items you know that you regularly use in the context of this work area and thus will stay in this work area.
  • Items needed in another work area. These are typically misplaced items. If an item is used in another work area, “sort” it into that area by delivering it to the team member responsible for that work area.
  • Items you may need. For items you are unsure about, use the 5S “red tag” system. Mark such items with red tags, which at a minimum, should include the name of who tagged the item, why it is thought to no longer be needed, a proposed review date, and the name of the manager who must approve of disposal. Move the item to a red tag holding area, which should be organized by review month to make it easy to manage the area.
  • Items you do not need. These are items that you are 100% confident are not needed. They should be immediately discarded, recycled, or donated, or sold if in good condition.

Lightbulb Icon

What Are Some Examples of Sort?

  • Remove waste (or muda) from your workspace.
  • Discard broken or old parts using 5S red tags.
  • Responsibly recycle materials and papers.
  • Separate everyday tools from special-case tools.
  • Avoid overfilling your workspace with excess materials.
  • Create an overflow area outside of the workspace for duplicate materials, tools, and parts.

Straighten (Seiton)

What is straighten.

The Straighten step thoroughly organizes the items that remain after sorting, making frequently used items easily accessible and providing every item a clear and easy-to-find home.

Straighten: After clearing out objects you don't need, you can organize or straighten out what remains

Why Do You Need to Straighten?

Straighten enables every item to have a specific home where it can be easily found and to which it can be easily returned. It reduces the waste from excess motion, as items are placed in more ergonomic locations. It is also the second step on the path to opening up space that can be used strategically toward the goal of improving production.

How Do You Implement Straighten?

After you’ve sorted items, it’s time to decide how you want to organize them. We recommend the following methodology:

  • Provide easy access to frequently used items. The key to reducing waste from excess motion is to place frequently used items within easy reach.
  • Group like items. Group the remaining items into logical categories and brainstorm the best way to organize and store each of these categories.
  • Utilize visual designs. For each group, decide on the best way to make it clear when an item is missing or misplaced. A classic example is creating a shadow board for tools.
  • Use containers. If it is appropriate for the type of item, consider organizing it within a container.
  • Unleash the labeler. If an item is too big to put into a container, consider giving it a frame and putting a label on the item in addition to the frame.
  • Be agile . Your initial straighten pass will likely deliver a significant improvement - but you are also likely to overlook some potential improvements. Plan a 5S team meeting with a focus on straightening at the one and two week points, and brainstorm further improvements as part of your initial implementation.

What Are Some Examples of Straighten?

  • Give every item a distinct “home.”
  • Use color as a way of organizing and creating meaning.
  • Integrate shadow boards and other visual indicators into the plant floor.
  • Dedicate a surface or area entirely to shadow boxes and tool storage.
  • Dedicate another surface or area entirely to working.

Shine (Seisou)

What is shine.

The Shine step elevates the work area by ensuring thoroughly cleaned and inspected tools, equipment, and other items. It also can include routine maintenance on equipment, which is one of the ways it flows directly into TPM .

Shine: Clean your objects, workstation, and machinery - starting at the source

Why Do You Need to Shine?

Shine creates a work environment that engages and empowers operators by giving them more responsibility and agency over their work area. It also helps them to identify problems before they interfere with production. For example, in a clean work environment, it is much easier to spot emerging issues such as fluid leaks, material spills, metal shavings from unexpected wear, hairline cracks in mechanisms, etc.

How Do You Implement Shine?

After you’ve straightened items, it’s time to elevate the work area by cleaning, inspecting, and in some cases, performing routine maintenance. We recommend the following:

  • Grab the metaphorical spray bottle. Using appropriate cleaners and cleaning tools, make the work area sparkle. With every sweep, mop, brush, wipe, wash, and wax, strive to return your workspace to its former glory. Be Miyagi.
  • Find the source. The guiding principle of this 5S step is “clean to understand”. If there are any signs of leaks, spills, or unexpected debris, strive to understand the source. It is likely an early warning of a future problem.
  • Inspect. After cleaning each item, take a moment to look it over and examine its condition. Does it need updating, maintenance, or repair?

What Are Some Examples of Shine?

  • Wipe down equipment.
  • Examine the wear of your tools.
  • Disassemble larger objects to inspect the state of their parts.
  • Investigate a recurring unclean spot or mess.
  • Make sure to follow proper cleaning procedures to prevent damage to equipment.

Standardize (Seiketsu)

What is standardize.

The Standardize step is a bridge between the first three 5S steps (Sort, Straighten, Shine) and the last step (Sustain). In this step, your goal is to capture best practices for 5S as standardized work for your team.

Standardize: Creating a set of standards and 5S systems to help create clean habits

Why Do You Need to Standardize?

Standardize makes 5S repeatable. It transforms 5S from a one-off project to a reproducible set of activities.

How Do You Implement Standardize?

It’s time to make sure all your hard work continues to pay dividends into the future. Set expectations for the future with a documented 5S process. To do so, we recommend that you:

  • Document in pairs. Have one team member walk through each 5S task as another team member documents it to ensure nothing important is missed.
  • Capture the essence. We are huge proponents of simplicity (and agile ). Capture the essence of each task and no more. Otherwise, your documentation will be difficult to maintain.
  • Prefer checklists. Checklists feel easy. Short checklists feel even easier. A great format is providing a name for each task that serves as a quick reminder and a more detailed description for training.
  • Organize to simplify. Organize your checklists by role, by shift, and by frequency (daily, weekly, monthly). This will make the 5S process much less intimidating to your team.

What Are Some Examples of Standardize?

  • Write down your 5S practices.
  • Create “implementation” checklists and “audit” checklists.
  • Create “kits” that contain the materials needed to perform a specific task.
  • Use photos and other simple visuals as part of your training materials.
  • Build a schedule for tasks.

Sustain (Shitsuke)

What is sustain.

The Sustain step ensures that 5S is applied on an ongoing basis. It transforms your standardized 5S processes into regularly completed tasks.

Sustain: Understand these changes are meant to improve the workplace and can be adapted

Why Do You Need to Sustain?

Iterative 5S processes lock in your gains and ensure further and continued progress.

How Do You Implement Sustain?

Once you’ve standardized, it’s time to continually act upon those standards. We recommend you:

  • Create a schedule. Embed 5S practices as scheduled tasks (by role, shift, and frequency).
  • Teach through demonstration. Instruct employees on how to conduct 5S tasks through demonstration and training. Showing employees what is expected of them will prepare them to conduct tasks on their own.
  • Supervise to solo. After initial 5S training for employees, gently supervise while they continue to form habits. It is easy to make mistakes or fall off course, so patiently and helpfully offer corrections when needed.
  • Adapt as necessary. When giving or receiving feedback on tasks, see where changes can be made to make the tasks easier and more efficient. Standardized work is intended to be living documentation.

What Are Some Examples of Sustain?

  • Hold a demonstration meeting to explain complex or multi-step processes.
  • Perform periodic check-ins after initial training.
  • Teach employees to run 5S audits.
  • Respond to mistakes with additional training.
  • Encourage supervisors and operators to communicate openly and constructively to find ways to improve your 5S implementation.
  • Set quarterly audit reminders for reviewing the red tag holding area.

The Bonus S of 5S

Now that you know how to implement each step in the 5S methodology and foster a culture of continuous improvement in your factory, you are ready to learn the bonus S: Safety!

5S is meant to help you improve productivity in your factory, but it is also meant to help create a safe, positive work environment for your team. While preventing workplace injuries is very important - also important is that 5S will make your plant a great place to work. Everyone enjoys a safe, clean, and logically laid out work environment, and it will motivate your employees, leading to better results on the plant floor.

How Does Each of the 5S Steps Contribute to Safety?

  • Sort removes items from the plant floor, creating more space. Of course, this space can be used to hold new tools and equipment, but it can also be used to create larger aisles and more open spaces in the factory, removing tripping hazards. Even something as simple as decluttering drawers can prevent injuries (e.g., accidental encounters with a sharp object when rummaging for the tool you need).
  • Straighten gives every item a logical home near the location where operators will use it. This prevents operators from rushing around looking for what they need, avoiding chaos on the plant floor that could cause safety hazards. For example, operators could slip, trip, or bump into one another if they have to constantly hurry around looking for tools.
  • Shine cleans the workspace and maintains equipment. This prevents leaks or spills from leaving slick spots on the floor and ensures operators have functioning tools so they don’t have to dangerously jerry-rig solutions.
  • Standardize makes clear to everyone what needs to be done and to whom each task belongs so tasks are completed on a regular basis. Confusion regarding ownership of responsibilities can cause important jobs to be missed. For example, equipment that is not consistently maintained will likely create safety concerns.
  • Sustain ensures your initial 5S efforts are not in vain, keeping your staff happy and on top of any new safety concerns as they arise. One of the most dangerous things you can have in your factory is unmotivated employees who do not care about maintaining the condition of their workplace. Ensuring their efforts to implement a 5S program are recognized and sustained will provide continued motivation.

Overall, the 5S process is worth the initial organizational work for the rewards in safety, production improvement, and employee motivation.

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5S Training Presentations

5s pptx and 5s pdf downloads.

If you want to learn all about 5S then the following 5S presentations in ppt (PowerPoint) format and PDF format are available to you for free download. Please note that these 5S Training presentation files are protected by copyright and are to be downloaded for your own personal use only.

  • Any commercial use of these 5S presentations and the content therein is prohibited without prior permission. Requests for permission to use can be made through the contact page of http://leanmanufacturingtools.org/contact-page/
  • These presentations are for personal use only and cannot be reproduced or circulated by anyone other than www.leanmanufacturingtools.org
  • Content may be quoted or reproduced for private and educational assignments as long as a proper citation is given referring to leanmanufacturingtools.org
  • The information within these presentations and website are for information purposes only and any action taken is at your own risk.

These lean manufacturing training presentations are organized so that you can tackle the ideas behind 5S one step at a time, for your own education or even to train others within your own organization. Breaking them up into bite sized chunks allows you to learn or teach 5S in manageable and understandable sections even if your available time is limited.

These presentations can be use in conjunction with the following pages here;

Running your own 5S program

How to approach 5S training

Run your own 5S training course in house

5S Training PowerPoint (pptx) Presentations;

Basic introduction to 5s presentations;.

What is 5S – Learn what is 5S.

Benefits of 5S – Learn the benefits of implementing 5S within your organization.

Presentations Detailing Each 5S Stage;

5S Seiri Sort – The first stage of implementing 5S.

5S Seiton Set in Order – The second stage of implementing 5S

5S Seiso Shine – The third stage of implementing 5S

5S Seiketsu Standardize – The forth stage of implementing 5S

5S Shitsuke Sustain – The fifth and final stage of 5S implementation

Lean 6S ppt Training Presentation;

6S – How does 6S differ from 5S and why?

Presentations Supporting Your 5S Training;

5S Red Tag – Learn how to use 5S Red Tags

Runners Repeaters Strangers – Learn how to apply RRS techniques when implementing 5S

Presentation Detailing How to Plan and Conduct Your 5S Implementation;

5S Program Implementation – Step by step guide to implementing 5S within your operations.

5S Training Exercise Presentation;

Training Exercise – 5S Paper exercise; a quick and simple training exercise designed for 5S which will demonstrate the simplicity and effectiveness of 5S.

5S Training PDF Files for Download;

All of the above 5S presentations are also available as 5S PDF files for download;

What is 5S Presentation

Benefits of 5S

5S Seiri or Sort – First stage of 5S

5S Seiton or Set In Order – Second stage of 5S

5S Seiso or Shine – Third stage of 5S

5S Seiketsu or Standardize – Forth stage of 5S

5S Shitsuke or Sustain – Final stage of 5S

5S Runners Repeaters and Strangers

Implementing 5S Program

5S Training Exercise

Should you require a personalized or editable version of these 5S PowerPoint presentations or 5S PDF files just contact the author through the contact page here; Leanmanufacturingtools.org contact page .

Suggestions for improvements or additions to the above 5S training presentations are welcomed.

Related posts:

  • Lean Training, Coaching, and Presentations
  • Free Lean Presentations
  • 5S Training

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13 comments for “ 5s training presentations ”.

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i want fully details of 5s

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Hi K.P. Feel free to download any of the presentations and PDF files here to provide you with all of the info that you need on 5S.

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PLEASE BRIEF ON 5S / 6S , LATEST VERSION. 6 SIGMA.

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let me know more about it

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5’S means house keeping in our Indian language . each and every letters are starting from “S” letters .so,called 1s,2s 3s,4s&5s . on japan language India language 1) seiri -short out 2)seiton -set in order 3) seiso -shine 4)seiketshu -standardization 5)sitsuke -sustain short out -1)material segregated require /un require.if, unwanted material will be put red tag and remove from our working area 2)if,required material then will be put yellow tag .3)if,not required but,well material then will be through to red zone area . Set in Order – required material will be keep by rack /cup board /shelves etc 3)shine identified material clean daily /weekly/yearly 4)standardization this 1s,2s,3s will be keep regularly. 5)sustain this work will be make habit.

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How can I download the course?

Samer, Just click on the links to download each of the 5S presentations.

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hi Earley i would like develop on these 5 s principles using my domain knowledge in the Oil and Gas upstream sector and would like to conduct workshops to our fraternity please confirm if you have any objection regards Damodaran M

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I would like to use this training for our maintenance department at Westrock Solvay ny.

I have “before” pictures ready and will have “after” pictures as well.

Would you like to see our ,ppt when complete?

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Total productivity maintenance tpm pillar 1 the 5s foundation

This slide covers the 1st pillar of TPM which is 5s foundation that focuses on sort, set locations, shine, standardizing, and sustain.

Total productivity maintenance tpm pillar 1 the 5s foundation

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PowerPoint presentation slides

This slide covers the 1st pillar of TPM which is 5s foundation that focuses on sort, set locations, shine, standardizing, and sustain. Introducing Total Productivity Maintenance Tpm Pillar 1 The 5S Foundation to increase your presentation threshold. Encompassed with four stages, this template is a great option to educate and entice your audience. Dispence information on Standardising, Sort, Set Locations, Shine And Sweep, Eliminate, Performing, Clean And Inspect, Organize Remaining Items, using this template. Grab it now to reap its full benefits.

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5S TPM Bundle PowerPoint Template

5S and TPM in one bundle to increase productivity and efficiency at your workplace.

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The 5S concept and the TPM in one set enable management personnel and staff to optimize workflows and to increase productivity and efficiency.

The 5S clarify the five action steps which have to be accomplished to implement 5S successfully and optimize your workflow: Seiri (sort), Seiton (set in order), Seiso (shine), Seiketsu (standardize) and Shitsuke (sustain).

The Japanese 5S concept was created to optimize workflows and to structure and clean up the production sector as well as the work environment in general. Many times the work efficiency is limited and could be improved because a lot of time is wasted with searching and waiting. This is where the work of 5S starts: it clarifies responsibilities, reorganizes work structures and the workplace and increases productivity and efficiency.

TPM (Total Productive Maintenance)

Production processes and workflows in the production sector can be easily optimized with the help of the TPM concept. The TPM is of high significance when maintaining automated production plants and it delegates maintenance responsibilities to the production personnel. Thus, it overcomes the distance between management personnel and staff.

Strong Partners

We have combined two tidy-minded methods, which enable you to order and restructure your work environment so that the efficiency of your production will increase distinctly. Both approaches complement each other and perfectly blend together. Although the focus is rather on the production sector, it can be also transferred to any administrative branch.

PowerPoint Bundle Includes:

  • definitions of 5S (+ Japanese signs)
  • explanations for all five stages
  • templates to implement 5S
  • red tags (print templates) to categorize and sort items
  • action steps
  • 5S and change management
  • templates to integrate key persons in the 5S process (+image placeholders)
  • definitions and key terms
  • eight Columns of the TPM concept
  • five stages of the optimization process
  • TPM advantages
  • detailed instructions
  • charts to illustrate processes

Total Productive Maintenance (TPM)

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total productive maintenance tpm

Total Productive Maintenance (TPM)

Oct 05, 2022

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Total Productive Maintenance (TPM) PPT training presentation.<br><br>To download this presentation, visit: https://www.oeconsulting.com.sg/training-presentations

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Total Productive Maintenance (TPM) 1 © Operational Excellence Consulting. All rights reserved. © Operational Excellence Consulting. All rights reserved.

NOTE: This is a PARTIAL PREVIEW. To download the complete presentation, please visit: https://www.oeconsulting.com.sg Learning Objectives 1. Understand the concept and philosophy of TPM 2. Learn the 8 pillars of TPM activities and step-by-step implementation approach 3. Learn the TPM tools and be able to identify and eliminate loss 4. Learn how to kick-start TPM deployment with Autonomous Maintenance, Planned Maintenance, Focused Improvement, and Education & Training activities to improve equipment effectiveness 5. Understand the roles of a TPM implementation organization and the critical success factors 2 © Operational Excellence Consulting. All rights reserved.

Outline 1. Overview of TPM 2. TPM Foundation: 5S & Visual Management 3. Key Tools for TPM 4. Equipment Loss Analysis & OEE 5. The Eight Pillars of TPM 6. TPM Implementation 7. JIPM TPM Excellence Award Copyrights of all the pictures used in this presentation are held by their respective owners. 3 © Operational Excellence Consulting. All rights reserved.

Overview of TPM Machine Failures Have Many Hidden Causes Failure is what we see but is only the tip of the iceberg Visible Failure Contamination Wear Loosening Minor machine defects are generally unnoticed but are the cause of almost all machine failures Less Visible Leaks Corrosion Deformation Flaws Cracks Vibration Improper Temperature Backlash 4 © Operational Excellence Consulting. All rights reserved.

Murphy’s Law “Anything that can go wrong, will go wrong.” Edward A. Murphy, Jr. © Operational Excellence Consulting. All rights reserved. 5

Overview of TPM An Effective TPM Program Extends the Useful Life of Equipment The Bathtub Curve Preventive Maintenance Extends the Useful Life Failure Rate Infant Mortality Failures Wear-Out Failures Useful Life Failures (Constant Failure Rate) 0 Time 6 © Operational Excellence Consulting. All rights reserved.

Overview of TPM What is TPM? Total Productive Maintenance (TPM) is a method to achieve maximum equipment effectiveness through employee involvement Management + Operators + Maintenance 7 © Operational Excellence Consulting. All rights reserved.

Overview of TPM What TPM Is NOT § A maintenance department program § Just a workshop or kaizen event § A way to eliminate skilled trades (maintenance staff, technicians, etc.) § Making operators and office staff into skilled tradesman 8 © Operational Excellence Consulting. All rights reserved.

Overview of TPM How Does TPM Differ From Regular Maintenance? § It is a proactive, team approach for maintenance § It is the responsibility of everyone, not just the maintenance department § Ensures safety and effective operation of equipment § Planned repairs rather than planned failure § Prevents equipment from breaking down § Prevents deterioration and prolongs the life cycle of the equipment 9 © Operational Excellence Consulting. All rights reserved.

Overview of TPM TPM Provides Basic Stability for Lean Transformation Goals: highest quality, lowest cost, shortest lead times Just-In-Time • Continuous flow • Takt time • Pull system • Flexible workforce Involvement Jidoka • Separate man & machine work •Abnormality Identification • Poka yoke • Visual Control Heijunka Standardized Work Kaizen Focus of TPM Stability Source: Adapted from Toyota Production System 10 © Operational Excellence Consulting. All rights reserved.

Overview of TPM TPM is a Paradigm Shift Operator Maintenance Operator Maintenance I maintain & I fix I use We maintain Old Attitude TPM Attitude 11 © Operational Excellence Consulting. All rights reserved.

Overview of TPM Why is TPM Important? § TPM improves teamwork skills and flexibility between operators and maintenance staff § TPM improves equipment availability (uptime) § TPM saves us money 12 © Operational Excellence Consulting. All rights reserved.

Overview of TPM TPM Goals § Maximize equipment effectiveness § Zero breakdowns § Zero defects § Zero accidents Zero waste! 13 © Operational Excellence Consulting. All rights reserved.

Overview of TPM Eight Pillars (Strategies) of TPM TPM Goals: Zero Defects, Zero Breakdowns, Zero Accidents Safety, Health & Environment Autonomous Maintenance Focused Improvement Planned Maintenance Education & Training Quality Maintenance Early Equipment Management Office TPM 5S & Visual Management 14 © Operational Excellence Consulting. All rights reserved.

TPM Foundations Sort: Identifying Red-tag Targets Raw materials, procured parts, processing parts, in-process inventory, assembly parts, Semi-finished products, finished products Inventory Types of Items Machines, equipment, jigs, tools, cutting bits, gauges, Measuring instruments, dies, carts, conveyance tools, worktables, cabinets, desks, chairs, supplies Red-tag Equipment Targets Floors, walkways, operation areas, walls, ceilings, lightings, shelves, storage areas, warehouses Physical Areas Source: 5S for Operators, Productivity Press 15 © Operational Excellence Consulting. All rights reserved.

TPM Foundations Example of Partial Cleaning/Inspection Checklist Main Response Clean Lubricate Replace Restore Mechanism Point No. 26. 27. 28. 29. 30. 31. 32. 33. 34. 35. 36. 37. Is there any dirt or dust at the oil inlets? Do the oil level indicators show adequate levels? Can the oil level indicators be clearly seen? Are there any cracks in the oil tank? Is the bottom of the oil tank dirty? 1. Oil Inlets 2. Tank Is the oil in the tank dirty? Is there any oil leakage from the tank or pipe joints? Are oil levels adequate? Is the correct type of oil being used? Is there any clogging in the oil pipes? 3. Oil Pipes 4. Lubrication Sites Is there any dust or dirt at lubrication sites? Are the lubrication tools dirty? Source: 5S for Operators, Productivity Press 16 © Operational Excellence Consulting. All rights reserved.

TPM Foundations Visual Control – TPM Scorecard Defect Rate Delivery Performance Percent, % PPM 1200 1000 Better 95 800 90 600 Better 85 400 80 200 '17/9 '18/3 '18/9 '19/3 '19/9 '20/3 '20/9 '17/9 '18/3 '18/9 '19/3 '19/9 '20/3 '20/9 Accidents Staff Suggestions Accidents/Year Suggestions/Year 100 5 80 4 Better Better 3 60 2 40 1 20 0 0 2017 2018 2019 2020 2017 2018 2019 2020 17 © Operational Excellence Consulting. All rights reserved.

Key TPM Tools Fuguai Tagging Afterwards – Everyday process During initial cleaning Tag is removed only after the repair is made 18 © Operational Excellence Consulting. All rights reserved.

Key TPM Tools Monitoring Tags 250 Tags Issued 200 Number of Tags 150 Tags Restored 100 50 0 Novomber July August September October December 19 © Operational Excellence Consulting. All rights reserved.

Key TPM Tools Types of One-Point Lessons 1. Basic Knowledge Lesson 2. Examples of Problems 3. Examples of Improvement • Training tool designed to fill in knowledge gaps • Based on problems that have already occurred, these lessons are designed to communicate knowledge or skills to help operators prevent similar problems from happening in the future • To ensure that successful improvement ideas are used widely, these lessons present what needs to be done to prevent or correct equipment abnormalities • To ensure team members have consistent knowledge they need for daily production and TPM activities • It describes the approaches, actions, and results of specific improvement projects • Lessons are focused on equipment subsystems, safety points, or basic operating information 20 © Operational Excellence Consulting. All rights reserved.

Key TPM Tools Example: One-Point Lesson TPM One-Point Lesson One-Point Lesson is a tool with the following characteristics: No. DL4301 Compressed Air Usage For Line #1 & 2 Subject Date of Creation November, 2010 Super- visor Team Leader Created by Dept. Manager Classification Ø One sheet… Ø To share the results of autonomous study… Ø For 5-10 minutes Tom Mark Paul David Basic Knowledge Trouble Cases Improvement Example 1. Compressed Air may only be used on the Dribbler Scale ONLY 1 2. Scale Area is currently Hard-To- Reach and may cause variable weight if not cleaned Contents can be knowledge and skills of: Ø Equipment Ø Safety Ø Operation process Ø Task 2 Don’t Make A Bigger Mess !!! Date Executed Action History Instructor Trainee 21 © Operational Excellence Consulting. All rights reserved.

Key TPM Tools Activity Board TPM Progress Line-2 People Results The team The Chart Objectives: 0 Breakdowns/month Action Plan Process failures/month The Layout The Schedule Methodology The achievements The Master Plan OEE Involvement Competencies F.A. Updated on XX/XX by NB 22 © Operational Excellence Consulting. All rights reserved.

Key TPM Tools Activity Board & Daily Standup Meetings Agenda • Yesterday’s issues • Lessons learned • Manpower status • Update from top management • Lean/TPM activities • Today’s target & actions 23 © Operational Excellence Consulting. All rights reserved.

Equipment Loss Analysis & OEE The Machine Loss Pyramid Example 1 Breakdown (function loss) Motor burns out 10 Minor Stoppage (function reduction) Motor overheating 30 Minor Failures (no function reduction) Vibration causes bearing deterioration Hidden Failures (no function reduction) Hundreds Loose bolts and nuts To prevent breakdowns, we must track and prevent these hundreds of minor and hidden failures. Source: Based on Herbert Heinrich, Industrial Accident Prevention, 1931 24 © Operational Excellence Consulting. All rights reserved.

Equipment Loss Analysis & OEE “World Class” OEE § “World class” OEE is a standard which is used for comparison or benchmarking For discrete manufacturing industry: OEE Factor World Class Availability 90 % Performance 95 % Quality 99 % OEE 85 % § It should be cautioned that the “world class” OEE standard may not be applicable to all types of industries 25 © Operational Excellence Consulting. All rights reserved.

Equipment Loss Analysis & OEE Six Big Equipment Losses Frequent Sites Six Big Losses § Conveyors § Transport § Automatic welders Breakdowns Availability § Presses § Paint processes § Molding machines Setups & Adjustments § Machine tools § Presses Reduced Speed Overall Equipment Effectiveness Performance § Transfer devices § Sensors § Automated assembly Minor Stops & Idling § Grinding § Presses § Seam welding Defects & Rework Quality § Raw material § Components § Fuel Startup & Yield Loss Source: Japan Institute of Plant Maintenance (JIPM) 26 © Operational Excellence Consulting. All rights reserved.

Equipment Loss Analysis & OEE Equipment Losses & OEE Six Big Losses OEE Factors Equipment Breakdowns per machine (stopped longer than 10 mins) – less than once a month Availability Breakdowns Planned Production Time Operating Time Planned Production Time Setups & Adjustments Setup/adjustment time – less than 10 mins Operating Time Downtime Greater than 90% Losses Achieve ideal cycle times (design speed); increase 15% or more Performance Reduced Speed Net Operating Time Losses Ideal Cycle Time x Total Pcs Operating Time Speed Minor Stops & Idling Minor stoppages and idling per machine – under 10 mins Greater than 95% Fully Productive Time Quality Losses Quality Defects & Rework Rate (including products to be reworked) – less than 0.1% Good Pieces Total Pieces Startup & Yield Loss Startup yield – 99% or more of lot Average total operating loss 30-50% Throughput process - Greater than 99% OEE = Availability x Performance x Quality Source: Adapted from ‘TPM for Supervisors’, Productivity Press Development Team 27 © Operational Excellence Consulting. All rights reserved.

Equipment Loss Analysis & OEE Improvement Goals for the 6 Big Losses Type of Loss Goal Explanation 1. Breakdowns 0 Should be zero for all equipment As short as possible; less than 10 mins with zero adjustments 2. Setups and adjustments minimize Should match or – with improvements – exceed equipment specifications 3. Reduced speed 0 4. Minor stoppages 0 Should be zero for all equipment Extent may vary, but goal should be expressed in parts per million (ppm) 5. Defects and rework 0 6. Startup loss minimize Source: TPM for Every Operator, Productivity Press Development Team 28 © Operational Excellence Consulting. All rights reserved.

Equipment Loss Analysis & OEE Strategies for Zero Breakdowns § Restore equipment § Maintain basic equipment conditions § Adhere to standard operating procedures § Improve operator maintenance skills § Don’t stop at quick fixes § Correct design weaknesses § Study breakdowns relentlessly 29 © Operational Excellence Consulting. All rights reserved.

Autonomous Maintenance AM Activities Improve Equipment Efficiency & Upgrade Operator Skills Equipment- focused Equipment Maintenance Skills Detect Correction & Restoration Abnormalities Maintain Optimum Equipment Conditions Cleaning is Inspection Autonomous Maintenance TPM/Lean Culture Traditional Culture Learn Equipment Structure & Function Autonomous Management Operator’s Knowledge Visual Workplace Standards & Inspection Operator- focused 30 © Operational Excellence Consulting. All rights reserved.

Autonomous Maintenance Four Equipment-related Skills for Operators Detect 1 Abnormalities Correct & Restore Abnormalities 2 Set Optimum Equipment Conditions 3 Maintain Optimum Equipment Conditions 4 31 © Operational Excellence Consulting. All rights reserved.

Autonomous Maintenance Example: Establish Cleaning Standard Autonomous Maintenance Routine Cleaning, Inspection, & Lubrication Standard Area : Bag Printer Dept. / Line : Mach. ID : Date: Tag # : Bldg Y 4/28/2004 T (Min) Person Resp. Freq Diagram No. Item Criterion Method Tools S D W M Cleaning Water trap 1 Empty bowl Open valve Cloth 1 X Operator This is the maximum level for water in the bowl. Insert Open valve at bottom to release water, wipe up with clean cloth. Picture Here 32 © Operational Excellence Consulting. All rights reserved.

Autonomous Maintenance Example: AM – Who does what? Maintenance Activities Production Maintenance X ROBUSTNESS IMPROVEMENT Breakdown Maintenance X EFFECTIVE AND APPROPRIATE REPAIRS X TRENDS MEASUREMENT AND CONTROL Predictive Maintenance X CONDITION BASED SERVICING X BUILDING OF PROGRAMS Preventive Maintenance X X TIME BASED APPLICATIONS X CLEANING - REFURBISHING X LUBRICATION & TIGHTENING Routine Maintenance X DAILY INSPECTION X DAILY EQUIPMENT CARE 33 © Operational Excellence Consulting. All rights reserved.

Planned Maintenance Planned Maintenance: Main Activities Improvement of Equipment à à MTBF Improvement of Maintenance Skills à à MTTR § Preventive Maintenance § Specialized maintenance skills § Corrective Maintenance § Equipment repair skills § Maintenance Prevention § Inspection and measurement skills § Breakdown Maintenance § Equipment diagnostic skills § Support for Autonomous Maintenance § Develop new maintenance technologies 34 © Operational Excellence Consulting. All rights reserved.

Planned Maintenance The Four Key TPM Pillars that are Critical for Equipment Reliability Focused Improvement Autonomous Maintenance Planned Maintenance Education & Training 35 © Operational Excellence Consulting. All rights reserved.

TPM Implementation Example of TPM implementation structure TPM Responsible (Plant Manager) TPM Promotion Office Focused Improvement Education & Training Autonomous Maintenance Planned Maintenance Early Equipment Management Safety, Health & Environment Office TPM Quality Maintenance 36 © Operational Excellence Consulting. All rights reserved.

TPM Implementation 12 Steps of TPM Implementation 1. Announcement to introduce TPM 2. Introductory education campaign for the workforce Preparation 3. TPM Promotion (special committees) 4. Establish basic TPM policies and goals 5. Preparation and Formulation of a master plan Kick-off 6. Invite customers, affiliated companies and subcontractors 7. Develop an equipment management program 8. Develop a planned maintenance program Implementation 9. Develop an autonomous maintenance program 10. Increase skills of production and maintenance personnel 11. Develop early equipment management program Stabilization 12. Perfect TPM implementation and raise TPM levels 37 © Operational Excellence Consulting. All rights reserved.

Sustaining TPM How to Sustain TPM § Engaging employees § Aim for early success § Providing active leadership § Share success stories § Rewards and recognition § Continuously improve OEE § Evolving the TPM initiative over time and integration with Lean 38 © Operational Excellence Consulting. All rights reserved.

About Operational Excellence Consulting § Operational Excellence Consulting is a management training and consulting firm that assists organizations in improving business performance and effectiveness. § One of our unique strengths is going beyond a tools-focused approach to seamlessly integrate people, processes, technology and continuous improvement initiatives to suit the specific needs and situations of our clients. § We provide corporate learning programs and management advisory services to assist our clients to achieve breakthrough in business performance and effectiveness. Our aim is to support our clients in designing, managing and executing lasting beneficial change. 39 © Operational Excellence Consulting. All rights reserved.

END OF PRESENTATION For more presentations and guides, please visit www.oeconsulting.com.sg © Operational Excellence Consulting. All rights reserved.

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5s tpm presentation

Aspect Ratio: 4:3 Standard Screen

File Size:  8.8 MB

Number of Slides:  145

Terms of Usage

Training Presentation/PowerPoint:

Quality maintenance, (hinshitsu hozen).

Description  

Quality Maintenance is an "advanced" pillar of TPM and aims to assure zero defect conditions. Also known as Hinshitsu Hozen in Japanese, it does this by understanding and controlling the process interactions between the 4Ms - manpower, material, machines and methods that could enable defects to occur. The key is to prevent defects from being produced in the first place, rather than screening them out through inspection systems after they have been produced.  Controlling quality through its causes is the essence of Quality Maintenance.

Developed by our JIPM-certified TPM Instructor , this presentation teaches the key concepts, principles and philosophy of Quality Maintenance, the 4M conditions that are essential for defect-free production, as well as the step-by-step process for Quality Maintenance. 

NOTE: This training package includes:

1. Quality Maintenance training presentation (PowerPoint format) 2. Quality Maintenance poster (PDF format, in four monochrome variations, printable in A3 size)  

Learning Objectives  

1. Understand the key concepts, principles and philosophy of Quality Maintenance 2. Acquire knowledge on the 4M conditions and the prerequisites for promoting Quality Maintenance 3. Describe the 8-step process of Quality Maintenance and the key analytical tools and techniques

Contents  

1. Key Concepts & Philosophy of Quality Maintenance

The Times Demand Quality

Traditional Inspection is a Poor Substitute for Quality

Sporadic Defects& Chronic Defects

Steps of Countermeasures to Eliminate Defects

Why Chronic Defects Persists

Guarantee for 100% Good Parts and the 4Ms

Quality Maintenance is One of the Pillars of TPM

What is Quality Maintenance?

Definition of Quality Maintenance

Differences Between Conventional Quality Approach & Quality Maintenance

Quality Maintenance - Target

Basic Principles of Quality Maintenance

Basic Philosophy of Quality Maintenance

The Basic Approach to Quality Maintenance

Prerequisites for Promoting Quality Maintenance

Poor Maintenance Practices & Operating Conditions Create Forced Deterioration

Quality Maintenance and the Other TPM Pillars

2. 4M Conditions - The Determinants of Quality

What are the 4Ms?

4M Conditions - The Determinants of Quality

4M Conditions to be Satisfied

3. The 8 Steps of Quality Maintenance

The 8 Steps of Quality Maintenance

Step 1: Verify the Existing Situation

Step 2: Investigate the Processes where Defects Occur

Step 3: Identify & Analyze 4M Conditions

Step 4: Plan Action to Correct Deficiencies

Step 5: Establish Conditions that Allow Good Products to be Achieved

Step 6: Eliminate Flaws in 4M Conditions and Finalize

Step 7: Consolidate Checking Methods

Step 8: Determine Standard Values for Checks & Revise Standards

4. Key Tools & Techniques for Quality Maintenance

Quality Assurance (QA) Matrix

Quality Maintenance (QM) Matrix

5 Why Analysis

P-M Analysis Process

5. Towards Excellence in Quality Maintenance

JIPM TPM Excellence Criteria for  Quality Maintenance

How to Sustain TPM & Quality Maintenance Activities

Critical Success Factors

You may also be interested in the following training presentations and documents (sold separately):

Total Productive Maintenance (TPM)

Autonomous Maintenance (Jishu Hozen)

Focused Improvement (Kobetsu Kaizen)

Planned Maintenance

Quality Maintenance (Hinshitsu Hozen)

Overall Equipment Effectiveness (OEE)

TPM Team Guide

TPM Self-Assessment Guide & Tool

TPM Autonomous Maintenance Audit Guide & Checklists

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  1. Total Productivity Maintenance Tpm Pillar 1 The 5S Foundation

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  2. What is 5S? 5S System is explained including tips on getting a 5S

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  3. Méthode 5S : comment la mettre en place ?

    5s tpm presentation

  4. 5S TPM Bundle

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  5. 5S TPM Bundle

    5s tpm presentation

  6. 5S TPM Bundle

    5s tpm presentation

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COMMENTS

  1. Total Productive Maintenance

    The traditional TPM model consists of a 5S foundation (Sort, Set in Order, Shine, Standardize, and Sustain) and eight supporting pillars. The 5S Foundation. The goal of 5S is to create a work environment that is clean and well-organized. It consists of five elements: Sort: eliminate anything that is not truly needed in the work area

  2. 5S Foundation in Total Productive Maintenance: Key Principles, Benefits

    The 5S Foundation pillar is an essential component of Total Productive Maintenance (TPM) that focuses on workplace organization, standardization, and waste elimination. By implementing 5S Foundation, companies can improve work efficiency, safety, and quality, while reducing costs and enhancing employee morale.

  3. PDF An Introduction to Total Productive Maintenance (TPM)

    Pillars of TPM PILLAR 1 - 5S : TPM starts with 5S. Problems cannot be clearly seen when the work place is unorganized. Cleaning and organizing the workplace helps the team to uncover problems. Making problems visible is the first step of improvement. Japanese Term English Translation Equivalent 'S' term Seiri Organisation Sort

  4. Building a TPM Program with 5S and 8 Pillars

    Total Productive Maintenance Pillars: Laying the foundation with 5S. Developed in the early 50s, Total Productive Maintenance is a program for increasing the efficiency of machines and processes, standing on eight TPM pillars with 5S as its foundation. Before any of the eight pillars of TPM can be put in place, a "5S" foundation must be built.

  5. What Is Total Productive Maintenance? Here's What You Need to Know

    The 5S Foundation of TPM. The core elements of total productive maintenance are called 5S, since each element starts with the letter S. Implementing these five strategies helps improve efficiency and reduce waste. ... PPT calculates the total available time during a period, excluding any planned downtime. Planned Production Time Formula PPT ...

  6. How to Implement 5S for TPM and Reduce Six Big Losses

    7. Total Productive Maintenance (TPM) is a proactive approach to maintaining and improving the performance and quality of your equipment, processes, and products. One of the key components of TPM ...

  7. Total Productive Maintenance (TPM) and 5S: How They Work Together

    A commonly applied idea in 5S, for example, is to color-code items according to the way they're used. You can combine this with TPM and apply different colors to items that are in need of specific types of maintenance. You can even match the colors with the condition grades recognized by TPM and easily combine the two methodologies.

  8. TPM Pillars—Eight Pillars of Total Productive Maintenance

    The Eight TPM Pillars. Once a high degree of stability is established using the 5S program, an organization can start implementing the total productive maintenance in earnest. Total productive maintenance has eight pillars that are aimed at proactively establishing reliability of machines. One point that has to be made here is that people are ...

  9. What Is the 5S Methodology?

    5S. 5S is a five-step methodology that, when followed, creates a more organized and productive workspace. In English, the 5S's are: Sort, Straighten, Shine, Standardize, and Sustain. 5S serves as a foundation for deploying more advanced lean production tools and processes.

  10. Free 5S Training Presentations PPT and PDF to Download

    All of the above 5S presentations are also available as 5S PDF files for download; What is 5S Presentation. Benefits of 5S. 5S Seiri or Sort - First stage of 5S. 5S Seiton or Set In Order - Second stage of 5S. 5S Seiso or Shine - Third stage of 5S. 5S Seiketsu or Standardize - Forth stage of 5S. 5S Shitsuke or Sustain - Final stage of ...

  11. Total Productivity Maintenance 8 Pillars Of Total Productive

    Features of these PowerPoint presentation slides: This slide covers the eight pillars of TPM which focuses on 5S, autonomous maintenance, continuous improvement, planned maintenance, training, etc. Increase audience engagement and knowledge by dispensing information using Total Productivity Maintenance 8 Pillars Of Total Productive Maintenance.

  12. Total Productive Maintenance (TPM) (PowerPoint PPTX)

    Our TPM presentation is created by our JIPM-certified TPM Instructor and delivers a comprehensive training experience. Covering the TPM tools, 5S, OEE (Overall Equipment Effectiveness), and the eight pillars with a focus on Autonomous and Planned Maintenance, this detailed presentation outlines the step-by-step process for TPM implementation.

  13. 5S

    What are the Five S's (5S) of Lean. 5S is defined as a methodology that results in a workplace that is clean, uncluttered, safe, and well organized to help reduce waste and optimize productivity. It's designed to help build a quality work environment, both physically and mentally. The 5S philosophy applies in any work area suited for visual ...

  14. PPT: Total Productive Maintenance (TPM) Training Presentation

    Our TPM presentation is created by our JIPM-certified TPM consultant and delivers a comprehensive training experience. Covering the TPM tools, 5S, OEE (Overall Equipment Effectiveness), and the eight pillars with a focus on Autonomous and Planned Maintenance, this detailed presentation outlines the step-by-step process for TPM implementation.

  15. Autonomous Maintenance: 7 Steps & Benefits

    While 5S is the foundation of TPM under which autonomous maintenance belongs, the bottom line of 5S is to eliminate waste, improve flow, and reduce the number of processes where possible. The goal of autonomous maintenance is ultimately to prevent the deterioration of equipment and to keep its "like new" performance through proper ...

  16. 5S & TPM

    5S & TPM.ppt - Free download as Powerpoint Presentation (.ppt), PDF File (.pdf), Text File (.txt) or view presentation slides online. Scribd is the world's largest social reading and publishing site.

  17. PDF 5S NUMBERS GAME

    5S NUMBERS GAME ROUND 4 SORT . STRAIGHTEN . STANDARDIZE . Since we are dealing with numbers 1 to 49 in sequence, it seems logical to re -organize them in a standard way that makes the completion of the work task easy as possible. Again, during a 20 second shift, strike out the numbers 1 to 49 in correct sequence.

  18. Total productivity maintenance tpm pillar 1 the 5s foundation

    This slide covers the 1st pillar of TPM which is 5s foundation that focuses on sort, set locations, shine, standardizing, and sustain. ... standardizing, and sustain. Introducing Total Productivity Maintenance Tpm Pillar 1 The 5S Foundation to increase your presentation threshold. Encompassed with four stages, this template is a great option to ...

  19. 5S TPM Bundle

    5S TPM Bundle - The 5S concept and the TPM in one set enable management personnel and staff to optimize workflows and to increase productivity and efficiency. The Bundle 5S The 5S clarify the five act ... Flat Design - Presentation People Bundle . $99.00* More-52%. Change Management Bundle . $179.00* More-50%. 150 Strategy & Management Models ...

  20. 5S-TPM

    5S-TPM - Download as a PDF or view online for free. 13. Unidentified and unused Materials details Unidentified / unused materials stored in the barrels are tested and Identified for usage. Total no. of Barrels - 551 = 75T / approx. value - Rs. 50 lakh Consumed in the month of Jul'14 - 170 barrels = 23T / Value - Rs. 16.78 lakh Stock for consumption Sep'14 to Nov'14 - 168 ...

  21. PPT

    To download the complete presentation, please visit: https://www.oeconsulting.com.sg Learning Objectives 1. Understand the concept and philosophy of TPM 2. Learn the 8 pillars of TPM activities and step-by-step implementation approach 3. Learn the TPM tools and be able to identify and eliminate loss 4.

  22. PPT: Quality Maintenance (Hinshitsu Hozen) Training Presentation

    Description . Quality Maintenance is an "advanced" pillar of TPM and aims to assure zero defect conditions. Also known as Hinshitsu Hozen in Japanese, it does this by understanding and controlling the process interactions between the 4Ms - manpower, material, machines and methods that could enable defects to occur. The key is to prevent defects from being produced in the first place, rather ...

  23. 5S Training.ppt

    6. 5 S Improvement Process. 7. 5 S = Work Place Improvement. 8. 1 S, 2 S, 3 S, 4 S, 5 S. 9. 1 Sorting Out. 2 Systematic Arrangement. 3 Shine Everything. 4 Standardization. 5 Self Discipline. 5 S. 10. Achieving Higher Productivity and Better Quality. •Standard Procedure for all activities.