TPM (Total Productive Maintenance) system - Total equipment maintenance

The goal of implementing TPM is to achieve marginal and comprehensive efficiency production system. In other words, get the best possible result in terms of production volume (Production - P), product quality (Quality - Q), cost (Cost - C), delivery time (Delivery - D), workplace safety (Safety - S) and initiative personnel (Moral - M) with minimal use of human, material and financial resources.

The essence of TPM is to involve the worker in improving the efficiency of equipment maintenance. Not just come and work. And also served, improved, created conditions for effective work. Those. Treat it like it's your own car. And in order to do this, the Japanese are expanding the functions of employees, delegating responsibility to them, investing heavily in advanced training and skill development, and improving the motivation system.

The emphasis in this system is on the prevention and early detection of equipment defects that can lead to more serious problems.

TPM involves operators and repairers who together provide improved equipment reliability. The basis of TPM is scheduling preventive maintenance, lubrication, cleaning and general inspection. This ensures an increase in such an indicator as the overall equipment efficiency (from the English "Overall Equipment Effectiveness" - OEE).

hallmark TPM is a phased system deployment self service equipment operator (SOOO), which includes 7 steps:

1st step. Cleaning and cleaning combined with checking.

When thoroughly cleaning dust, dirt, etc. with internal surfaces and cleaning every corner of the equipment, detected and corrected hidden defects requiring the restoration of worn parts, lubrication and tightening of connections, which, in turn, helps prevent possible failures in the operation of the equipment.

The main objectives of this stage are to strive to completely eliminate accumulated dust and stains by thoroughly cleaning all equipment components, as well as to find hidden defects in the equipment, such as sources of pollution, hard-to-reach and difficult-to-clean places, and to identify deviations from the ideal condition that can lead to accidents or defects, and take the right path in solving the problems found.

2nd step. Taking action on sources of pollution, complex and hard-to-reach places.

It is necessary to eliminate the sources of dust and dirt, and thereby prevent further spread of pollution, as well as facilitate access to places that are difficult to access and difficult to clean, lubricate, tighten connections and check, and try to reduce the time for these works.

3rd step. Preparation of temporary standards for cleaning, lubrication, inspection.

The purpose of this step is to develop such temporary work standards that are mandatory for each employee so that cleaning, lubricating, tightening connections and checking can be guaranteed to be completed in a short time.

4th step. General inspection.

The main task at this stage is to achieve the maximum efficiency of equipment use. To do this, the operator needs to understand the structure, functions and principles of operation of the equipment, check all its components without exception through the eyes of an “operator capable of skillfully operating and maintaining the equipment”, be able to detect hidden defects and bring the equipment to the desired state.

5th step. Self inspection.

Based on the temporary standards established in Steps 3 and 4, new self-maintenance standards are being developed that, if followed, will improve the effectiveness of inspections, error prevention and maintenance of equipment in proper condition.

The work carried out at the 5th step of the deployment of self-service is based on the experience gained in the previous steps, and involves a review by the operators of the previously established temporary standards for cleaning, lubrication, general inspection in terms of:

1) ensuring zero defects in manufactured products;

2) improving the efficiency of inspections;

3) a balanced ratio of verification and basic work;

4) wider use of visual control.

6th step. Standardization.

At workplaces (production sites), order is put in place in relation to materials, equipment, tools, measuring instruments, devices for cleaning and checking, means of transportation. Existing norms and records are also included. It is necessary to normalize (standardize) and repeat them and make every effort to obtain zero losses.

At this stage, a review and systematization is carried out. various kinds maintenance and instrument control, such as physical distribution of rates, data on records, facilities, rates, etc.

7th step. Self-management and self-realization.

At this stage, already with some certainty, based on the results achieved by the changes in the operation of equipment and personnel, carefully carry out independent management, i.e. actions to prevent breakdowns and improve equipment by each operator independently.

The TPM concept was developed in Japan in the late 60s and early 70s by Nippon Denso, a supplier of electrical equipment for Toyota Corporation. The famous statement of the founder of Toyota "Force comes not from healing processes, but from preventive maintenance of equipment."

TPM means, loosely translated, "Total Efficient Maintenance“. In this case, “general” refers to the entire system of effective maintenance of equipment throughout its entire service life. It also refers to the inclusion of each employee in the process through the involvement of individual operators in maintenance. Moreover, the application of TPM requires certain obligations by the company's management

Tasks that TRM solves:

• breakdowns
• installation and adjustment
• idling and small stops
• loss of speed
• marriage and change
• starting loss

In the system of Total Machinery Care, it is not about the problem of equipment failure, but the understanding of the maintenance of capital goods as an integration of the processes of operation and technical care. As well as the early involvement of maintenance personnel in the development of maintenance schedules and an accurate record of the condition of the equipment. TPM plays an important role in just-in-time production management. The presence of interference leads to wasted time, which increases along the entire value chain.

The rationale for incorporating Total Machine Maintenance into the Lean manufacturing (TPS) philosophy is presented in the diagram.

Eight principles of TPM:

• Continuous Improvement
• Offline content in good working order
• Maintenance planning
• Training and education: improving the skills of employees in the operation and maintenance of equipment.
• Launch control
• Quality management
• TPM in administrative areas: waste and waste are eliminated in indirect production units.
• Occupational Safety, Environment and Health

Offline content in good working order – essential principle TPM. Its goal is to minimize the loss of efficiency that occurs due to device failures, short stops, scrap, etc. To do this, an increasing part of the necessary maintenance activities (cleaning, lubricating, technical inspection of devices) are simplified, standardized and gradually transferred to the field. in the duties of employees. As a result, the staff of the chief mechanic's department is freed from the current routine activities, so that they get more time to develop and implement improvement measures.

The concept of Total Productive Maintenance is the basis for the success of manufacturing companies.

General care of the equipment squeezes the maximum productivity out of the machines in normal operation and maintaining performance for a long time. Perfectly working equipment that is fixed before it breaks saves time, reduces costs and motivates workers.

TRM(Total Production Management) is a system of planned actions of workers, adjusters, repairmen as a team, aimed at maximizing the efficiency of equipment through its preventive maintenance throughout the entire period of operation.

TRM- it is a tool to increase the efficiency of work, all equipment of the enterprise as a single system.

TRM- it is team work, a kind of continuation of the 5S system.

Without TPM, neither built-in quality, nor just-in-time and its kanban tool, nor Poka-Yoke devices, (error protection) becomes meaningless, SMED (quick changeover) becomes meaningless.

What is TPM?

Purpose of TPM- is the creation of an enterprise that constantly strives for the ultimate and comprehensive increase in the efficiency of the production system.

The means to achieve the goal is the creation of a mechanism that, covering directly jobs, is focused on preventing all types of losses ("zero accidents", "zero breakdowns", "zero rejects") throughout the entire life cycle of the production system.

To achieve the goal, all departments are involved: design, commercial, management, but, above all, production.

All personnel participate in achieving the goal - from the top manager to the "first line" employee.

The desire to achieve "zero waste" is realized within the framework of the activities of hierarchically connected small groups, which unite all employees.

What can TPM bring to an enterprise?

The purpose of implementing TPM, as noted above,

Achieve the ultimate and comprehensive efficiency of the production system. In other words, to get the maximum possible result in relation to the volume of production (Production - P),

product quality (Quality - Q),

cost (Cost - C),

delivery times (Delivery - D),

workplace safety (Safety - S) and staff initiatives (Moral - M) with minimal use of human, material and financial resources.

Table 1 shows the average data for several Japanese enterprises - winners of the TPM award, characterizing both the material results that they managed to achieve and the non-material effect of the implementation of this system.

Total Productive Maintenance (TPM) is one of the lean manufacturing tools that can be used to reduce the cost of equipment downtime due to breakdowns and excessive maintenance. The main idea of ​​TPM is to involve all the personnel of the enterprise in the process of equipment maintenance, and not just the relevant services. The success of the implementation of TPM, as well as any other tool of lean manufacturing, is related to the extent to which the ideas of the methodology are conveyed to the minds of the staff and are positively perceived by them.

Stages of TPM

The peculiarity of the TPM methodology is that on its basis a smooth and planned transformation of the existing service system to a more perfect one is possible. To this end, it is convenient to present the TPM implementation path as a sequence of stages, each of which pursues quite specific goals and, most importantly, gives a very tangible effect.

1. Operational fault repair - an attempt to improve existing system service and find its weak points.

2. Maintenance based on forecasts - organizing the collection of information about equipment problems and their subsequent analysis. Planning preventive maintenance of equipment.

3. Corrective maintenance - improvement of equipment during maintenance in order to eliminate the causes of systematic failures.

4. Autonomous service - the distribution of functions for the maintenance of equipment between operating and maintenance personnel.

5. Continuous improvement is a must for any lean tool. In fact, it means the involvement of personnel in the continuous search for sources of loss of operation and maintenance, as well as the proposal of methods for their elimination.

Table 1

Material results	Intangible effect
P	Labor productivity value added	1.5-2 times increase	Current service equipment by operators becomes complete: they begin to take care of their equipment themselves, without waiting for instructions "from above"
	Number of accidental breakdowns and accidents	10-250 times reduction
	Equipment workload	1.5-2 times increase
Q	Number of marriages	Decrease by 10 times	2. Employees gain confidence that if they strive to bring breakdowns and scrap to zero, they will be able to achieve this
	Number of complaints from consumers	4 times reduction
C	Production cost	30% reduction
D	Stocks finished products and work in progress	50% reduction	3. By ridding the workplace of dust, dirt, oil stains, it becomes possible to transform it beyond recognition, making it bright and clean
	Cases of violation of delivery dates	Zero
S	Occupational injury resulting in absenteeism	Zero
	Environmental pollution	Zero	4. Visitors create a good impression of the enterprise, which has a beneficial effect on the number of orders
M	Number of rationalization proposals	5-10 times magnification

Prior to the advent of TPM, it was believed that the plant by its nature is a "hotbed" of three "K" (the words "dirt", "difficult conditions", "danger" begin with this letter in Japanese). What losses does it eliminate: Time spent troubleshooting hardware.

The ongoing improvement program is complemented by a total equipment care system, or total operating system (from the English Total Productive Maintenance, TPM).

When talking about TPM, the Japanese like to draw analogies with human health care. In order to maintain health at the right level, you need to do a lot: monitor nutrition, get vitamins, provide the body physical activity etc. For equipment, this is daily monitoring of the operation of the main components, periodic checking of parts wear, timely lubrication, etc. If a person catches a cold, he will buy medicine, perhaps he will leave work earlier to rest at home. The equipment can also be seen when it "caught a cold." If a person cannot recover on his own, then he will consult a doctor. It's the same with equipment. It is important not to forget to carefully monitor the equipment as if it were your body. If a person needs a surgical operation, he will already contact the surgeon. Accordingly, some repair work operators can do it themselves, and some only with the help of maintenance personnel.

From here, both operators and repairmen participate in the TPM, which together provide an increase in the reliability of the equipment. It is very important to establish close cooperation between them, and this will require a very clear demarcation of the functions performed by them. Since operators are constantly near the equipment, they are the first to detect abnormal noise or vibration of engines, unusual squeaking of drive belts and chains, oil leaks and air leakage. Operators must know the basic parameters of their equipment and check during each shift that they meet the standards. If the slightest defects are found in the operated equipment, the repair service should be immediately notified, since the timely identification and immediate elimination of emerging problems is a key condition for eliminating accidents or completely stopping expensive mechanisms.

Maintenance personnel need to maintain close contact with the operators, point out to them what to look out for when working on the equipment, in order to quickly determine possible problems. The basis of TPM is scheduling preventive maintenance, lubrication, cleaning and general inspection. And the management is obliged to ensure that these works are carried out efficiently and on time. TPM and 5S work hand in hand to ensure safety and high productivity in every workplace, significantly reducing downtime costs.

Operators can be trained self-fulfillment simple repairs and maintenance (e.g. change belts and hoses if necessary, add oil or grease). Operators must change their production culture, feel like zealous owners of the operated equipment, realize responsibility for it. They should see the maintenance crew as part of their team.

Most malfunctions occur either on new or old equipment. And insufficient attention and improper maintenance accelerates the process of obsolescence and shortens the service life. By working together and identifying problems early on, a team of operators and maintainers can significantly extend equipment life by quickly isolating problems before they cause major accidents and costly downtime. To provide more effective support, this team should include management representatives who will determine the required number of preventive equipment shutdowns to complete scheduled maintenance. Management should also ensure that funds for repairs are allocated in a timely manner.

The procedure for documenting Equipment Overall Effectiveness (OEE) data helps to identify the reasons for a decrease in productivity before it leads to a complete stop in production. In most cases, it is useful to record three parameters of equipment operation: availability (the percentage of time during which the equipment is in order and can start working at any time), productivity (speed of operation) and output quality.

The time during which a particular machine is not ready to perform the main work due to minor stops, breakdowns, scheduled maintenance or waiting for the operator, is usually not included in the calculation of the availability index.

So, Overall Equipment Efficiency (OEE) - an indicator that allows you to comprehensively evaluate the effectiveness of building production process, except for inbound and outbound logistics.

OEE = Availability X Performance X Quality

Availability is defined as the ratio between actual production time and planned production time.

Performance is defined as the ratio between the number of products produced and the product of rated speed and working time.

Quality is defined as the ratio of the number of manufactured products, excluding defects, and the total number of products.

Substituting all the values ​​into the general formula, we get:

After mathematical reductions, we see that three values ​​​​are enough to determine the OEE indicator, but we collect information on all in order to clearly understand how we can increase our efficiency.

TPM parameters can be included in the 5S checklist or placed on a separate checklist. When TPM processes are run concurrently, all the people involved are collectively responsible.

Records of the overall effectiveness of the equipment should be understandable to everyone, so it is convenient to use charts in them. Operators must record all actual shutdowns, regardless of duration or reason. When the schedule is long and error-free, recording recurring problems will reveal trends and identify ways to prevent loss of production.

Example of a chart with OEE SAFETY data:

Some of the Company's plants use the INFOR EAM enterprise asset management information system to automate processes that are part of the TPM and related to improving the efficiency of equipment operation.

Via information system the factories managed to significantly improve such business processes as:

§ Condition monitoring and preventive maintenance

§ Planning, analysis and management of maintenance and repair work

§ Procurement of goods and materials and warehouse management of goods and materials

The improvement of these business processes, in turn, reduces downtime of the production line, as well as the cost of equipment maintenance.

Total Productive Maintenance(TPM) - the concept of integrated repair management, an analogue of the philosophy of total quality management TQM (Total Quality Management) in relation to MRO. TPM involves an alliance between repair and production units, whose goals sometimes conflict with each other. The approach implies that all employees, including operators, mechanics, managers and engineers, are responsible for maintaining the equipment in good condition. TPM is a system that provides the perfect balance between efficient capacity utilization and maintenance costs by reducing breakdowns and downtime, as well as increasing productivity and improving equipment. TMR includes the design, use and maintenance of manufacturing facilities.

Functionality and use

The goal of TPM is to provide optimal conditions for the operation and use of equipment. The TPM approach is an element of the concept of lean manufacturing - "lean manufacturing". In fact, we are talking about a system that provides the optimal combination of efficient use of production facilities and the cost of maintaining them in good condition by reducing breakdowns and downtime (including changeovers), as well as increasing productivity and improving equipment. The emphasis in this system is on the prevention and early identification of equipment defects that can lead to more serious problems, i.e. TRM involves active participation in the process of improving the use of working equipment of all services of the enterprise. Operators and repairmen take part in TPM, whose task is to improve the quality of equipment. The foundation of TPM is scheduling preventive maintenance and general inspection. The use of TPM makes it possible to reduce the rejects in blanks and finished products by 3-10 times.

The deployment of the TPM system provides an opportunity to achieve a fundamental improvement in the following groups of indicators:

• Reduce cost by 30%;
• Reduce the number of defects and complaints by 10 times;
• prevent industrial injuries, the result of which may be absenteeism from work, and exceeding the accepted standards of impact on environment;
• Increase labor productivity by value added by 1.5-2 times, increase the employment of equipment by the same amount and reduce the number of breakdowns and accidents by hundreds of times;
• If possible, completely eliminate cases of violation of delivery dates and reduce the volume of unfinished production by up to 50%;
• To increase several times the initiative of the staff, which is measured by the number of rationalization proposals submitted by employees.

TPM Deployment Directions

As a rule, TPM is deployed in eight directions, the first four of which are directly related to the manufacturing sector, and the second four relate to non-productive divisions of the enterprise.

• The first is the transformation of equipment, the implementation of individual improvements that are aimed at improving the quality of its service.
• The second direction is the "golden rod", i.e. the main thing in the TRM-system is the organization of independent maintenance of equipment by operators. Its meaning lies in the transition to the current maintenance of equipment personally by the operator.
• The third direction is the formation of a planned inspection of equipment, using the forces of the service of the chief mechanic. Its essence is to the best way, combining different types maintenance, create conditions for the most efficient operation of equipment at minimal cost.
• The fourth direction is a guarantee of a stable growth in the qualifications and skills of employees, without which the goals of TPM simply will not be realized. In this case, it is categorically impossible to rely on the idea that automated equipment itself produces products, and the master only monitors its work and ensures the flow of materials, i.e. performs simple operations that do not require special training.
• Fifth - the development of a control system for equipment at the initial stage of its operation and a system for the formation of new products. This makes it possible to combine the processes of creating an easy-to-make product and easy-to-use equipment, which greatly reduces the time for new production lines to appear and the time to market for new products.
• The sixth direction is the formation of a service system that is aimed at maintaining product quality, based on the manufacture of equipment and maintaining its operating conditions, under which the release of defective products is excluded.
• The seventh direction is to increase the quality of the functioning of design, commercial and other non-production departments, as well as help production departments to improve their performance.
• Eighth - the formation of a system that supports a favorable environment and safe conditions labor.

The deployment of one or another direction depends on the enterprise that is starting to introduce TRM systems, i.e. it independently determines which directions and how it will develop. However, according to experts, a synergistic effect and a reduction in the deployment time of the entire system can be achieved if the movement is synchronized in all selected areas. It is almost impossible to implement such a method. To date, the TPM system has become widespread throughout the world, practically acquiring the status international standard. However, there are practically no Russian enterprises that have begun to develop it.