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TPM is another major pillar of ALCOM's overall continuous improvement system. Whereas Lean Six SIgma focuses on improving speed and quality, TPM focuses on machine and plant reliability through a process of identifying and eliminating losses. Our TPM journey is driven from the top and aims at achieving a complete cultural change, from the traditional “I operate – you fix” operation to one where operators take pride of ownership in their machines
What is TPM?
| TPM stand for :- |
Total |
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All Employees Involved |
Productive |
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In Creating Greater Returns on investment |
Maintenance |
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By Caring for Plant & Equipment to maximize performance and output |
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| TPM Goals: |
| 1) |
TPM aims to maximize equipment effectiveness. |
| 2) |
TPM establishes a thorough system of Preventive Maintenance (PM) for the equipment’s entire life span. |
| 3) |
TPM is cross-functional, implemented by various departments (engineering, operators, maintenance, and managers). |
| 4) |
TPM involves every single employee. |
| 5) |
TPM is based on the promotion of Preventive Maintenance through the motivation of management and autonomous Small Group Activity (SGA).
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| TPM Pillars |
Full TPM implementation comprises eight major pillars.-
| 1) |
Focused Improvement (Kobetsu Kaizen) |
| 2) |
Autonomous Maintenance (Jishu Hozen) |
| 3) |
Planned Maintenance (Keikaku Hozen) |
| 4) |
Training & Education |
| 5) |
Early Project Management |
| 6) |
Quality Maintenance |
| 7) |
Office TPM |
| 8) |
Safety and Environmental Management |
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| Approach Used |
| In order to sustain improvements made, TPM implementation is carried out based on 3 key principles:- |
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Holistic Measurement |
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Workplace Ownership |
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Formal Continuous Improvement |
| Holistic Measurement & OEE |
| All losses that have an impact on equipment performance are measured e.g. machine not being available when needed; not running at an ideal rate, and not producing the right quality on the first pass. OEE %( Overall Equipment Effectiveness) is used to measure how productively a machine is being utilised. In principle, OEE is calculated as: - |
| OEE = Availability x Performance Rate x Quality Rate |
Availability = Required Production Time – All Recorded Downtime
Required Production Time
Performance Rate = Actual Production Rate
Standard Production Rate
Quality Rate = Good Output
Good Input |
World class operations can achieved OEE of above 85% as follows:
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Availability A > 90 % |
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Performance P > 95 % |
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Yield (quality) Y > 99.9 % |
A X P X Y ≥ 85 %
(Source: Introduction to TPM, Seiichi Nakajima – Productivity Press, Inc. 1988)
| Workplace Ownership |
| Through autonomous maintenance and small group improvement activities, employees acquire new skills and can detect and rectify minor machine problems before they cause further machine deterioration and failures. Employees also take greater pride in a safer and cleaner workplace. |
| Formal Continuous Improvement |
With OEE as a measurement index, continuous improvement activities are undertaken to fix problems at machine centres. Simple problems are directly solved by shopfloor teams using small group activities. More complex problems are escalated to management and support staff and resolved using more advanced problem-solving tools.
Our TPM Journey
Autonomous Maintenance Pillar
Our TPM journey began in mid 2005 with the formation of 5 Autonomous Maintenance model groups led by corporate and line managers. Each model group was responsible for implementing Autonomous Maintenance at one model machine.
Through the practice of 5S cleaning activity, the model AM groups uncovered various abnormalities and took actions to correct these. Countermeasures were developed to prevent leaks and spillages, improve access to hard-to-clean places and to reduce cleaning time. Proper standards were developed for cleaning, lubrication and inspection. By end 2006, the model machines were formally handed over to the shop floor operators. We now have 29 autonomous maintenance teams each responsible for their respective machines.
 
 
 
The main objectives of Autonomous Maintenance are:
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Machine in ideal condition: Any departure from normal condition must be identified immediately. Operators are trained to capture abnormalities using the fuguai tag
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| 2) |
Knowledge based work force: Utilising the training and education pillar, workers are trained to “Know My Machine” with the eventual aim of becoming a knowledge based worker
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| 3) |
Cultural change: shopfloor operators begin their continuous improvement quest by rectifying abnormalities, eliminating root causes and making improvements to prevent recurrence. The eventual target is to maintain and have ownership of a machine which is in tip top condition
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Planned Maintenance Pillar
(To be updated soon.....)
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