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Total Productive Maintenance (TPM): Preventive Maintenance Corrective Maintenance Inbuilt Maintenance

Resource: Total Productive Maintenance, Goal, Main Aspects, Preventive Corrective Inbuilt  Maintenance

​
TPM or we will say Total Productive Maintenance, philosophy is mostly oriented from manufacturing industry and this page will explain aspect of TPM according to that. But be curious and think of ways, it can be implemented to different industry sectors. One classic example will be software industry.
Total Productive Maintenance
• Reasons for throughput losses on Machinery
– Breakdown: Failed function and reduced function.
– Setup and Changeover: Taking much longer than needed
– Idling and minor stoppage: Sudden disruption
– Reduced speed: Actual vs. designed
– Quality defects and rework: Sporadic and chronic
– Startup yield: Process instability
Goal of Total Productive Maintenance (TPM)
• The goal of TPM is to minimize downtime due to maintenance, and maximize machine uptime.
Importance of TPM
As buffer sizes and inventory levels are reduced, the uptime on the machinery becomes even more important. Because there is little inventory to buffer unplanned downtime in a lean environment, when a machine goes down the entire production line may go down; therefore, a formal TPM program is instrumental in supporting a lean manufacturing implementation.
Main Aspects of TPM
• Preventive Maintenance
• Corrective Maintenance
• Inbuilt Maintenance
Preventive Maintenance
• Preventive maintenance is concerned with the uptime or availability of equipment. The effort here is aimed at performing preventive maintenance action on equipment in a planned / scheduled and disciplined manner, as opposed to in an unplanned or chaotic manner.
• The operators are a central part of this program, specifically to conduct daily maintenance on the equipment and identify abnormalities as they occur. This is paramount to successful preventive
maintenance
Corrective Maintenance
Corrective maintenance concentrates on enhancing frequently failing equipment. The  idea here is that if components from the original equipment keep breaking, why not replace them with something better?
In‐built Maintenance
• Maintenance prevention is an area that most of companies neglect and pay very little attention to when designing or purchasing new equipment. Because one of the key ingredients of a successful TPM program is that of daily operator “autonomous maintenance”, it is imperative that equipment be easy to maintain on a recurring basis. If the new machinery is difficult to lubricate, if the bolts are difficult to tighten, and if it is impossible or difficult to check critical fluid levels, then it is very unlikely that operators will be motivated to monitor the equipment
on daily basis. The total life‐cycle cost on the equipment must be examined when Procuring new machines not Week #6 9 machines, just the one‐off, nonrecurring costs
Like wise, goal of TPM for our software example will be minimize software downtime due to maintenance, and maximize  uptime and their are steps you can follow through the process.

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  • Home
  • Six Sigma Wiki
    • History of Six Sigma : The Guru’s
    • Lean vs Six Sigma
    • What is Six Sigma ? Objectives Fundamental Beliefs Benefits
    • Six Sigma Project Overview >
      • Six Sigma Process Performance Metrics
      • Project Execution : Selection , Flowchart , Management , Evaluation
      • Voice of the Customer (VOC) >
        • CTX (Critical to X) Quality
        • Kano Model
        • Different type of Quality Cost
      • Risk Analysis SWOT (Strength, Weakness, Opportunity, Threat)
    • Six Sigma Team Management : Types, Roles, Size, Stages & Life cycle >
      • Six Sigma Organizational Infrastructure Team Leadership >
        • Six Sigma Roles and owners process
        • 3 levels of business management process
        • Six Sigma Training: Black vs Green Belt
        • Overview of DMAIC : Key points
      • Six Sigma Team Tool: Facilitation & Groupthink
      • Nominal Group Techniques Multivoting Force Field Analysis Brainstorming
      • Diagrams : Affinity Tree PDPC Matrix Interrelationship Prioritization matrices Activity network diagram
      • The 4 Stages of Team Growth & Human factor: Forming, Storming, Norming, and Performing
    • Six Sigma: Define Phase : Outcomes & 6 Element >
      • Six Sigma Define: 1Define Problem & 2 Identify Customer
      • Six Sigma : Define : 3 : Identify CTQs ( VOC Kano Model )
      • Six Sigma : Define : 4 : Map Process 5 Refine Project Scope
      • Six Sigma : Define : 6 Update Project Charter ( PERT CPM Gantt Bar WBS)
    • Six Sigma: Measure Phase : Outcomes & 5 Element >
      • Six Sigma: Measure : 1 Identify Measurement and Variation
      • Six Sigma: Measure : 2 Determine Data Type
      • Six Sigma: Measure : 3 Develop Data Collection Plan
      • Six Sigma: Measure : 4 Measurement System Analysis & Data Collection
      • Six Sigma: Measure : 5 Perform Capability Analysis
    • Six Sigma: Analyze Phase : Outcomes & 4 Element >
      • Six Sigma Analyze : 1 Measuring and modeling the relationship between Variables
      • Six Sigma Analyze : 2 Hypothesis Testing
      • Six Sigma Analyze : 3 Failure mode and effects analysis (FMEA)
      • Six Sigma Analyze : 4 Analysis of Variance (ANOVA)
    • Six Sigma: Improve Phase : Overview & 6 Element >
      • Six Sigma: Improve Phase : 1 About Design of experiments (DOE)
      • Six Sigma: Improve Phase : 2 DOE Process variables & Analysis
      • Six Sigma: Improve Phase : 3 Design Selection Guideline
      • Six Sigma: Improve Phase : 4 : Lean 5S
      • Six Sigma: Improve Phase : 5 Poke Yoke
      • Six Sigma: Improve Phase : 6 Standard Work & Kaizen
    • Six Sigma: Control Phase : Overview & 3 Element >
      • Six Sigma: Control Phase : 1. Statistical Process Control
      • Six Sigma: Control Phase : 2. Control Chart
      • Six Sigma: Control Phase : 3. Other: Pre-control Technique, TPM & Visual Management
  • Lean Wiki
    • History of Lean & Guru’s >
      • Birth of Lean
    • About Lean, Value, Waste, Muda, Mura & Muri >
      • Overview Lean Tools, Techniques & House of Lean
      • Lean Excellence, Tools & Framework
      • Lean Framework 6 points, metric & Stability
    • Lean Team Setup : Structure, Meeting & Project >
      • Self Directed Work Teams (SDWT) , ACHIEVE TEAM SYNERGY , SQDCM, Teamwork Principles, Team Structure & Team Leader
      • The 4 Stages of Team Growth & Human factor: Forming, Storming, Norming, and Performing
    • Lean Process Mapping: Generic & Type >
      • SIPOC: Suppliers, Input, Process, Output & Customers
      • Lean Process Management , Excellence , Identification , Design & Mapping
      • Lean Process Mapping Symbols
      • How to Create a Simple Process Flow Diagram
      • Lean Value Stream Mapping, current, future & 3 type of work
      • Value Stream Mapping (VSM): About & 17 steps
      • Other Types of Process Maps & Pitfalls: Resources: iDef0, Document Map, Work Diagrams, Rendered Process Map
    • Lean Process Optimization , Andon System , Error Proofing ( Poka Yoke ) & Defect vs Errors >
      • Lean 5S System
      • Kanban : Benefits, Shapes of Inventory, Type, Operation & Sizing
      • Cellular Manufacturing: About, Benefits & 4 Dimensions of Cells
      • Heijunka, A 3 Thinking, Hoshin planning, Jidoka, Poka‐yoke , Kanban, Takt , Kaizen
      • Lean Kaizen (continuous improvement), Systems Thinking & Process Variability
      • Lean Visual Management & Visual Control
      • Lean Waste Detail: Eight Types of Waste
      • Line Balancing, Cycle Time, Takt Time, Assembly / Workload Balance & Man – Machine – Setup – Time
      • Single Piece Flow, Continuous Flow & Standardized Work
      • SMED Single Minute Exchange of Dies
      • Total Productive Maintenance (TPM): Preventive Maintenance Corrective Maintenance Inbuilt Maintenance
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