Prepared For Dr Jim Mooney

AN INVESTIGATION INTO TOTAL PRODUCTIVE
MAINTENANCE AND ITS APPLICABILITY ACROSS
VARIOUS ENGINEERING ENVIRONMENTS This thesis is submitted in partial fulfilment for the
B.Eng. in Engineering Management
Under the auspices of the University of The West of Scotland
May 2012
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I. Declaration

WE
Stefano Clemente B00188005
Paul Coakley B00212107
Liam Scott B00200684
Matthew Sweeney B00198060

Hereby declare that the project entitled

AN INVESTIGATION INTO TOTAL PRODUCTIVE MAINTENANCE AND ITS
APPLICABILITY ACROSS VARIOUS ENGINEERING ENVIRONMENTS
Submitted by us in partial fulfilment for the B.Eng. in Engineering Management it is our own
work and we have not contravened University regulations in submitting this project. In
particular, we are aware of the University regulations on plagiarism, cheating and collusion,

engineering organisations. However from primary research the project team concluded
that typically engineering organisations will draw specific components from TPM that are
more applicable within their own organisation.
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III. Acknowledgment

The investigative team would like to thank the following people for their efforts and guidance
throughout this report
The guidance received from UWS‟s Dr Jim Mooney and Mr Peter Griffin during the course
of the trimester was invaluable.
Also Mr Walker & Barry Sloss from WPE for their accommodation of the team during a
visit to Walker Precision Engineering.
Paul Dolan of Coca Cola Enterprises for his willingness to communicate with the group and
provide insight into operations within the facility and organisation.
John Cotton of UWS maintenance for his delegation of time to the group and contribution to
primary research. 5

IV. Glossary of Terms

5S: A method of visually controlling and addressing problems in the work floor
CBM: Condition Based Maintenance
CCE: Coca Cola Enterprises
CMMS: Computerised Maintenance Management System

III. Acknowledgment 4
IV. Glossary of Terms 5
Contents 6
1. Introduction 8
1.1 Scope 9
2 Total Productive Maintenance 10
2.1 Total Productive Maintenance History 10
2.2 Total Productive Maintenance Theory 12
2.3 TPM Implementation 14
2.4 Progression 19
2.5 The Benefits of TPM 21
2.6 The Cost and Cost Benefits of TPM Implementation 22
2.7 Sustainment 23
2.8 Change Management 25
2.9 Force Field Analysis 27
2.10 Preventative Maintenance 30
2.11 Autonomous Maintenance 32
2.12 Pre-use Check 36
2.13 Condition Monitoring 37
3 Computerised Maintenance Management Systems (CMMS) 42
3.1 Capabilities of a CMMS 43
3.2 Benefits 44
3.3 Disadvantages 44
3.4 CMMS using Access 45
3.5 Verdict 48
3.6 CMMS using Maintenance Assistant 50
3.7 Verdict 53
3.8 Web based VS desktop based CMMS 54
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1. Introduction

In today‟s industrial scenario huge losses and wastage occur on the manufacturing shop floor.
This waste is typically down to certain factors such as operators, processes and tooling or
equipment. These factors have knock on effects to the production capability or capacity of
manufacturing organisations, either by causing idle machines or manpower or by machine
downtime.
In recent times the introduction of “Zero Oriented” concepts such as zero waste or
breakdowns has become a pre-requisite to solving these problems in the manufacturing
industry. Henceforth a revolutionary concept of Total Productive Maintenance (TPM) has
been adopted in many industries across the world to address the problems listed above.
In this study TPM will be evaluated by researching key criteria such as;
 What is Total Productive Maintenance?
 Why implement TPM?
 Related Tools and Techniques
 Research into Industry via Site Visits, Questionnaires and Case Studies
Due to TPM‟s theoretical advantages and current global emergence, it is a topic of great
interest and debate, meriting an investigation into its applicability across various engineering
environments.

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1.1Scope
1.1.1 In scope
 Secondary research will be carried out in order to develop a full understanding of total
productive maintenance, its history, principles and its emergence and relevance in
engineering today.
o This will include background reading of relevant literature and internet
research. After initial secondary research, write ups will begin on project
introduction, TPM history, theory, implementation and components.


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2 Total Productive Maintenance

2.1 Total Productive Maintenance History

Total Productive Maintenance (TPM) as it is known today began as an evolving process in
the post-World War Two era of Japan.
The Deming lectures on Quality Control introduced the concepts of improving quality that
help to reduce expenditure on defects while increasing productivity of the workforce and
overall market share and profitability of manufacturers. These ideas grew into what is
internationally recognised as the excellent reputation of Japanese goods and products.
Amongst these aspects of introducing quality control into manufacturing plants was to
strategically organise maintenance, not only on the products themselves but also the
manufacturing processes creating the products, such as machinery or tooling equipment. The
details of the organisation of maintenance; from maintenance staff, the scheduling and
planning of maintenance were carefully studied and analysed to achieve the best results.
The development cycle of TPM can be broken down into stages of its evolution. It first began
in the 1950‟s Japan, where the nation had heavily borrowed from the United States
techniques such as Preventative Maintenance (PM), these theories dictate that to predict
failure of a machine and conduct maintenance on machines or tooling to stop any failure from
occurring is in the best interests of an manufacturing facility, this was the beginning of the
establishment of maintenance functions in a manufacturing context.
Always improving and adding to the theories of improving quality, Preventative Maintenance
slowly morphed into Productive Maintenance, circa 1960‟s. The differentiation between
engineering for reliability or Reliability Engineering and simply scheduling maintenance
started as a greater understanding was developing into what factors contribute to a quality
initiative. Indeed advances in technology and manufacturing processes created a need for
skilled maintenance engineers to competently undertake maintenance work with the aim of

It is conducted by all employees in small group oriented exercises and is founded on what is
known as the Five Pillars of TPM. These pillars are;
1. Maximise equipment effectiveness, improve Overall equipment Effectiveness
(OEE).
2. Develop and plan of productive maintenance for the life cycle of equipment,
machinery or tooling.
3. The involvement of all departments in an organisation that will plan, design
utilise or indeed maintain relevant equipment, machinery or tooling through
the TPM implementation. This may include engineering, design, production
and maintenance.
4. The full inclusion of the entire organisations workforce, from top level
management to the shop-floor employees.
5. TPM needs to be promoted throughout the workforce, usually accomplished
by small group activities. This forms a team building atmosphere and
motivation for success in an organisation.
These pillars can be viewed as aims or objectives for a successful TPM development
program; it is the foundations that an understanding of TPM is built upon.
The differentiation between Productive Maintenance and Total Productive Maintenance is in
the name.
Productive Maintenance is built upon planning for failure of equipment, striving for zero-
defective products and zero breakdowns. This is done by planning and scheduling regular
maintenance on equipment and prioritising maintenance tasks. It is however a costly way of
organising maintenance as it involves a dedicated maintenance crew, who with a specialist
knowledge were required to fulfil all maintenance jobs; it has been described as an “I
operate-you fix” method.

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The shift to TPM rearranged this method and the “Total” in Total Productive Maintenance is
what differentiates it. The “Total” can be described in three meanings relevant to the theory.

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2.3 TPM Implementation

The implementation of TPM as with any pending changes to an organisation will follow a
logical path which first must entail asking the question “Is the change required?” This can
only be answered by conducting an investigation into the current systems that are in place or
by gathering information on the performance indicators. Only then can an assessment be
carried out which may entail benchmarking.
Below shows a methodology that could be used to successfully implement TPM:
Step 1:
The formation of an officially recognised committee if not already in place to direct the
establishment in the development of the TPM program
Step 2:
The committee should have an understanding and be aware of the current situation within the
establishment. This will allow an accurate analysis of the current level of TPM development
which may be carried out using established review techniques or audit methodology.
Particular attention should be paid to the following areas that are said to have an impact on
the successful implementation of TPM:
1. The existing organisation.
2. Measures of performance.
3. Alignment to company mission.
4. The involvement of people.
5. An implementation plan.
6. Knowledge and beliefs.
7. Time allocation for implementation.
8. Management commitment.
9. Motivation of management and workforce.
Step 3:
Some of the most important aspects that must be considered are the obstacles presented to the

milestones and tasks, carry out any required amendments based on this review. Also at this
stage it would be relevant to examine the attitude of the workforce including management as
this a conceptual model as a key success factor in the implementation of TPM.
A review of the achievements of the TPM program must result in the communication and
reward of the achievements aimed at reinforcement of successful behaviour and practice.
Reward and recognition should be used to encourage and motivate in the required direction.
Furthermore, this reinforces management commitment to the TPM program.
Conversely, if failure to achieve the required results is seen at the review stage, analysis of
why the expectations have not been met must be carried out and consequently amendments to
the activities must be promptly made so inappropriate practice or direction is not continued.
At this stage the determination of top management and the steering organisation to make
TPM succeed must be well communicated to all personnel involved in TPM development.
Continuous management commitment is necessary for continued improvement and
development of TPM 17

2.3.1 TPM Implementation Chart (Figure 2-1)

To successfully implement TPM into an organisation a clear understanding of its
development cycle must be achieved. This is typically done by creating a 'Master Plan'.
In creating a targeted and systematic approach to a implementation strategy allows
management to create goals, standards and objectives that are realistically achievable.
Figure 2-2
2.5 The Benefits of TPM

The benefits for the company that operate a TPM system are wide and varying these ranges
from an increase in OEE brought about by the use of effective Preventative Maintenance this
reduces the requirement for Reactive Maintenance in turn eliminating the Fire Fighting
culture.
The increase in up time will create a more effective and competent method in which the
demands of the customer will be met, this also improves the overall ability to compete in the
world marketplace further enforcing the repute of the company and increasing the vendor
rating.
This is all good and well but the benefits for the employees must also be noted and these will
include less pressure on maintenance staff for urgent repairs through the eradication of
reactive type maintenance. Overall job security will be assured if the company is performing
well in the market and efficiency levels are achieved.
The creation of a working environment with less stress will inevitably lead to improvements
in job satisfaction this will be experienced through the whole facility leading to better
cooperation between maintenance, production, and other department‟s further supported by
less pressure on production to recover from breakdown losses 22

revert after a few years of effort. The other 50% will fail in the first 18 to 24 months.
(Marshall Institute)
Some of the benefits included by the creation of a TPM system for both the company and staff
include job satisfaction and an increased OEE with emphasis on the creation of an untied workforce
and last but not least a reduction in the opportunities of accidents
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2.7 Sustainment

TPM is a maintenance program which involves a newly defined concept for maintaining
plant and equipment. The goal of the TPM program is to markedly increase production while,
at the same time, increasing employee morale and job satisfaction.
The system relies on the participation of the employee to provide the first line of defence.
This is achieved by the employee undertaking routine maintenance and pre-use inspection.
Another way this is achieved is to have the employee empowered by taking ownership of
their particular piece of equipment which is one of the key aspects of TPM and this is taken
from its American roots of Total Quality Management (TQM). The reliability and the
attention to detail of the operator as an individual can help maintain the integrity of the
system. In the same hand, the failure of the system can be initiated by one operative; this
could be that they become lax in their approach to their duties and this can if not addressed
spread thought the work force.
Therefore in an effort to avoid such a situation the recruitment process will be responsible for
the selection of the appropriate type of operators. This should be selective in a way that only
those potential candidates with the ability to adapt and move with the system be hired which
is recognised as one of the main reasons for the failure of any Continuous Improvement
method the resistance to change by members of staff. Examples of such behaviours included
doing the minimum required, not actively cooperating and promoting the change initiative,
and not making an effort to ensure subordinates understood the change effort.

Various studies have looked into the resistance caused by the announcement of forthcoming

 Education and communication of the forth coming change
 Participation and Involvement of employees is more likely to succeed
 Facilitation & Support to ease any employee anxiety
 Negotiate & Agreements made with employees most effected
 Manipulation & Co-option selection of influential workers to promote
change
 Explicit & Implicit coercion if all else fails redeployment OR change
(Schlesinger, 1979) This section looks at influence that the” people factor” has on the implementation and
sustainability of TMP but these influences are not exclusive within TPM but are present in most
restructuring or rolling out of new systems.
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2.8 Change Management

This resistance is not only found within the shop floor but can be common within upper and
middle management. This can be minimised by following some of the key aspects of change
management.

1. Benefits management and realisation to define measurable stakeholder aims, create a
business case for their achievement (which should be continuously updated), and monitor
assumptions, risks, dependencies, costs, return on investment, dis-benefits and cultural issues
affecting the progress of the associated work.
2. Effective communications to inform personnel of the reasons for the change and why, the
benefits of successful implementation including “what is in it for us” and you as well as the
details of the change.
3. The implementation of an effective training and education system with a goal of
upgrading the skill level within the organisation.