TPM (Total Productive Maintenance, TPM) is a production equipment management concept aimed at improving the efficiency of maintenance. The Total Equipment Care Method is built on the basis of stabilization and continuous improvement of maintenance processes, a preventive maintenance system, work on the principle of "zero defects" and the systematic elimination of all sources of loss.

TPM is loosely translated as “total efficient maintenance”. In doing so, "universal" refers not only to efficient and economical maintenance, but also to the entire system of effective maintenance of the equipment during its life, as well as the inclusion of each individual employee and various departments in the process through the involvement of individual operators in the maintenance. ... Moreover, the TPM requires certain commitment from the management of the enterprise.

The Total Equipment Care system is not about the exclusive problem of keeping equipment in good working order, but about the broad understanding of the maintenance of production equipment as the integration of operation and maintenance processes, the early participation of maintenance personnel in the development of equipment maintenance schedules and accurate accounting of the equipment condition for targeted maintenance. in good working order. TPM plays an important role particularly in just-in-time production management, as the presence of maintenance-related interference leads to wasted time that increases throughout the value chain.

The rationale for incorporating Total Equipment Maintenance into Lean manufacturing (TPS) philosophy is presented in Figure 1.

Figure 1. Incorporating TPM into Loss Prevention Problems

The goal of TPM implementation is to eliminate chronic losses:

Equipment failure

High changeover and adjustment times

Idling and minor faults

Decrease in performance (speed) in the operation of equipment

Defective parts

Equipment commissioning losses.

Eight principles of TPM

Continuous improvement: practice-oriented prevention of 7 types of losses.

Autonomous maintenance: the operator of the equipment must independently carry out inspection, cleaning work, lubrication work, as well as minor maintenance work.

Maintenance planning: ensuring 100% equipment availability, as well as carrying out kaizen activities in the field of maintenance.

Training and education: Employees should be trained in accordance with the qualification improvement requirements for the operation and maintenance of equipment.

Launch control: Realize the vertical curve of launching new products and equipment.

Quality management: realizing the goal of "zero defects in quality" in products and equipment.

TPM in administrative areas: Waste and waste are eliminated in indirect production units.

Occupational safety, environment and health: the requirement to convert plant accidents to zero.

Offline maintenance is the most important principle of TPM. Its goal is to minimize efficiency losses that arise from device failures, short stops, rejects, etc. For this, an increasing part of the necessary maintenance activities (cleaning, lubrication, technical inspection of devices) is simplified, standardized and gradually transferred to the field. in the duties of employees. As a result, the employees of the department of the chief mechanic are freed, on the one hand, from the current routine activities, so that they have more time to develop and carry out improvement measures. On the other hand, now the equipment (devices) can be provided with the necessary maintenance, which previously could not be made available at all or in a timely manner due to the lack of adequate resources.

The TPM concept was developed in Japan in the late 60s and early 70s at Nippon Denso, an electrical supplier for Toyota, in conjunction with the formation of the Toyota Production System (TPS). In the early 90s of the last century, TPM in various versions was implemented in enterprises around the world. TPS founder Taiichi Ohno's statement is well known: "Toyota's power comes not from healing processes, but from preventive maintenance of equipment."

The implementation of the Total Equipment Care method in TPS is described in the sequence shown in diagram 2.

Scheme 2. Systematic way of implementing TPM in the Toyota Production System.

TPM(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 its entire life cycle.

TPM - it is a tool for improving the efficiency of the entire equipment of the enterprise as a single system.

TPM - it is a team work, a kind of continuation of the 5C system.

Without TPM, it is impossible to implement neither built-in quality, nor JIT and its kanban tool, nor Poka-Yoke devices, (error protection) SMED (quick changeover) becomes meaningless.

What is TPM?

The purpose of TPM- is the creation of an enterprise that constantly strives to maximize and comprehensively improve the efficiency of the production system.

The means to achieve this goal is the creation of a mechanism that, directly covering the workplace, is focused on preventing all types of losses ("zero accidents", "zero breakdowns", "zero scrap") 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 are involved in achieving the goal - from the top manager to the first-line employee.

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

What can TPM do for an enterprise?

The purpose of TPM implementation, as noted above,

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

product quality (Quality - Q),

cost (Cost - C),

delivery times (Delivery - D),

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

Table 1 shows the averaged data for several Japanese enterprises - TPM award winners, characterizing both the tangible results they were able to achieve and the intangible effect of the implementation of this system.

Total Productive Maintenance (TPM) is one of the lean manufacturing tools that can help reduce the loss of equipment downtime due to breakdowns and redundant maintenance. The main idea of ​​TPM is to involve all personnel of the enterprise in the process of equipment maintenance, and not just the corresponding services. The success of TPM implementation, like any other lean manufacturing tool, is associated with the extent to which the ideas of the method are conveyed to the consciousness of the staff and are positively perceived by them.

TPM stages

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 quite tangible effect.

1. Prompt repair of malfunctions - an attempt to improve the existing service system and find its weak points.

2. Predictive maintenance - organizing the collection of information about equipment problems and their subsequent analysis. Planning for preventive maintenance of equipment.

3. Corrective maintenance - improvement of equipment in the process of maintenance in order to eliminate the causes of systematic malfunctions.

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

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

Table 1

Material results	Intangible effect
P	Labor productivity in terms of value added	Magnification 1.5-2 times	Routine maintenance of equipment by operators acquires its completeness: they begin to take care of their equipment themselves, without waiting for instructions from the "top"
	The number of accidental breakdowns and accidents	Reduction 10-250 times
	Equipment load	Magnification 1.5-2 times
Q	Number of cases of marriage	Reduced by 10 times	2. Employees have confidence that if they strive to bring breakdowns and defects to zero, they will be able to achieve this
	Number of complaints from consumers	Reduction by 4 times
C	Production cost	Reduced by 30%
D	Inventories of finished goods and work in progress	Reduced by 50%	3. By removing dust, dirt, oil stains from the workplace, it becomes possible to transform it beyond recognition, making it bright and clean
	Cases of violation of delivery times	Zero
S	Industrial injuries resulting in absenteeism	Zero
	Environmental pollution	Zero	4. Visitors get a good impression of the company, which has a beneficial effect on the number of orders
M	Number of rationalization proposals	Magnification 5-10 times

Before the advent of TPM, it was believed that the plant is by nature a "breeding ground" of three "K" (this letter in Japanese begins with the words - "mud", "difficult conditions", "danger"). What losses does it eliminate: Time spent troubleshooting hardware problems.

TPM (Total Equipment Care)(Total Productive Maintenance, TPM) is a production equipment management concept aimed at improving the efficiency of maintenance. The Total Equipment Care method is built on the basis of stabilization and continuous improvement of maintenance processes, preventive maintenance system, work on the principle of "zero defects" and the systematic elimination of all sources of loss.

TPM is loosely translated as “total efficient maintenance”. In doing so, "universal" refers not only to efficient and economical maintenance, but also to the entire system of effective maintenance of the equipment during its life, as well as the inclusion of each individual employee and various departments in the process through the involvement of individual operators in the maintenance. ... Moreover, the TPM requires certain commitment from the management of the enterprise.

The Total Equipment Care system is not about the exclusive problem of keeping equipment in good working order, but about the broad understanding of the maintenance of production equipment as the integration of operation and maintenance processes, the early participation of maintenance personnel in the development of equipment maintenance schedules and accurate accounting of the equipment condition for targeted maintenance. in good working order. TPM plays an important role particularly in just-in-time production management, as the presence of maintenance-related interference leads to wasted time that increases throughout the value chain.

The rationale for incorporating Total Equipment Maintenance into Lean Manufacturing (TPS) is shown in Figure 1.

Figure 1. Incorporating TPM into Loss Prevention.

The goal of TPM implementation is to eliminate chronic losses:

• Equipment failure
• High changeover and adjustment times
• Idling and minor faults
• Decrease in performance (speed) in the operation of equipment
• Defective parts
• Equipment commissioning losses.

Eight principles of TPM

1. Continuous improvement: practice-oriented prevention of 7 types of losses.
2. Autonomous maintenance: the operator of the equipment must independently carry out inspection, cleaning work, lubrication work, as well as minor maintenance work.
3. Maintenance planning: ensuring 100% availability of equipment, as well as carrying out activities kaizen in the field of maintenance.
4. Training and education: Employees should be trained in accordance with the qualification improvement requirements for the operation and maintenance of equipment.
5. Launch control: Realize the vertical curve of launching new products and equipment.
6. Quality management: realizing the goal of "zero defects in quality" in products and equipment.
7. TPM in administrative areas: Waste and waste are eliminated in indirect production units.
8. Occupational safety, environment and health: the requirement to convert plant accidents to zero.

Offline maintenance is the most important principle of TPM. Its goal is to minimize efficiency losses that arise from device failures, short stops, rejects, etc. For this, an increasing part of the necessary maintenance activities (cleaning, lubrication, technical inspection of devices) is simplified, standardized and gradually transferred to the field. in the duties of employees. As a result, the employees of the department of the chief mechanic are freed, on the one hand, from the current routine activities, so that they have more time to develop and carry out improvement measures. On the other hand, now the equipment (devices) can be provided with the necessary maintenance, which previously could not be made available at all or in a timely manner due to the lack of adequate resources.

The TPM concept was developed in Japan in the late 60s and early 70s at Nippon Denso, an electrical supplier for Toyota, in conjunction with the formation of the Toyota Production System (TPS). In the early 90s of the last century TPM in different versions was introduced at enterprises all over the world. TPS founder Taiichi Ohno's statement is well known: "Toyota's strength does not come from healing processes, but from preventive maintenance of equipment." The experience of Russian and international companies in the implementation and use of the TPM system can be found in Almanac "Production Management".

The implementation of the Total Equipment Care method in TPS is described in the sequence shown in diagram 2.

Scheme 2. Systematic way of implementing TPM in the Toyota Production System.

As an effective tool for lean manufacturing, the Total Equipment Care method has recently been actively implemented in Russia at many enterprises - the Yaroslavl Tire Plant (SIBUR-Russian Tires Holding), the Chepetsk Mechanical Plant, the Chelyabinsk Plastic Windows Plant (Etalon LLC) , confectionery factory Bolshevik OJSC in Moscow, etc.

TPM (Total Productive Maintenance) System

The goal of TPM implementation is to achieve the ultimate and comprehensive efficiency of the production system. In other words, to get the best possible result in terms of production volume (Production - P), product quality (Quality - Q), cost price (Cost - C), delivery times (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 employee in improving the efficiency of equipment maintenance. Didn't just come and work. And also served, improved, created conditions for effective work. Those. treated like your own car. And in order to do this, the Japanese are expanding the functions of workers, delegating responsibility to them, investing large sums of money to improve their skills and improve their skills, and improve the system of motivation.

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

Operators and repairers are involved in TRM, who work together to improve the reliability of the equipment. TPM is based on scheduling preventive maintenance, lubrication, cleaning and general inspection. This provides an increase in such an indicator as the overall efficiency of the equipment (from the English "Overall Equipment Effectiveness" - OEE).

A distinctive feature of TPM is the phased deployment of the operator's self-service equipment (SOOO) system, which includes 7 steps:

1st step. Cleaning and cleaning combined with checking.

During thorough cleaning of dust, dirt, etc. from the internal surfaces and cleaning of every corner of the equipment, hidden defects are discovered and corrected, requiring the restoration of worn parts, lubrication and tightening of connections, which, in turn, prevents possible malfunctions of the equipment ...

The main tasks 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 places to clean, and to reveal its deviations from the ideal state, which can lead to accidents or defects, and take the right path in solving the problems that arise.

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

It is necessary to eliminate sources of dust and dirt and, thereby, prevent further spread of contamination, as well as facilitate access to hard-to-reach and difficult to clean, lubricate, tighten connections and check places, try to reduce the time spent on these works.

3rd step. Preparation of temporary rates of cleaning, lubrication, inspection.

The purpose of this step is to develop such time-bound work norms that are binding on each employee so that cleaning, lubrication, tightening of connections and inspections can be guaranteed to be completed within a specified short period of time.

4th step. General inspection.

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

5th step. Self inspection.

Based on the temporary norms established at the 3rd and 4th steps, new standards of self-service are being developed, compliance with which will increase the efficiency of checks, prevent errors and maintain equipment in proper condition.

The work carried out at the 5th step of the self-service deployment is based on the experience gained at the previous steps and involves the revision of the previously established temporary norms of cleaning, lubrication, general inspection by operators from the point of view of:

1) ensuring zero defects in products;

2) increasing the efficiency of inspections;

3) a balanced ratio of verification and basic work;

4) wider application of visual control.

6th step. Standardization.

At workplaces (production areas), order is being established with respect to materials, equipment, tools, measuring instruments, devices for cleaning and checking, and means of transportation. It also includes existing norms and records. It is necessary to carry out rationing (standardization) and repetition of them and make every effort to obtain zero losses.

At this stage, a review and systematization of various types of maintenance and control of devices is carried out, such as the physical distribution of rates, data on records, means, rates, etc.

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

At this stage, already with some certainty based on the results achieved by the changes made 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 ongoing improvement program is complemented by the Total Productive Maintenance System (TPM).

When talking about TPM, the Japanese like to draw analogies with human health care. In order to maintain health at the desired level, you need to do a lot: monitor your diet, get vitamins, provide the body with physical activity, etc. For equipment, this is a daily monitoring of the operation of the main units, periodic inspection of the wear of parts, timely lubrication, etc. If a person has a cold, he will buy medicine, perhaps he will leave work earlier to relax at home. The equipment also shows when it "caught a cold". If a person cannot heal on his own, then he will see 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 has already turned to a surgeon. Accordingly, operators can do some repair work themselves, and some only with the help of repair personnel.

From here, both operators and repairers participate in the TRM, who 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 delineation of the functions they perform. Since operators are constantly near the equipment, they are the first to detect abnormal engine noise or vibration, abnormal squeaks in drive belts and chains, oil leaks and air leaks. Operators should be aware of the basic parameters of their equipment and during each shift check that they are up to standards. If you find the slightest defects in the equipment in operation, you should immediately notify the repair service, since the timely identification and immediate elimination of emerging problems is a key condition for avoiding accidents or a complete stop of expensive mechanisms.

Maintenance personnel need to maintain close contact with operators and instruct them on what to look out for when working on the equipment in order to quickly identify potential problems. TPM is based on 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 techniques work hand-in-hand to ensure safety and high productivity in every workplace, significantly reducing equipment downtime costs.

Operators can be trained to do simple repairs and maintenance on their own (for example, change belts and hoses, add oil or grease as needed). Operators must change their production culture, feel like zealous owners of the equipment they operate, and realize their responsibility for it. They must see the repair crew as part of their team.

Most faults occur on either new or old equipment. And inadequate care and inadequate maintenance accelerate its obsolescence and shorten its lifespan. By working together and identifying problems early on, a team of operators and service technicians can significantly extend equipment life by quickly isolating problems before they cause serious 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 perform scheduled maintenance. Management must also ensure that funds are allocated for repairs in a timely manner.

A procedure for documenting Overall Equipment Effectiveness (OEE) helps to determine the reasons for the decline in productivity before it leads to a complete stop of production. In most cases, it is advisable 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 for main work due to small stops, breakdowns, scheduled maintenance or operator waiting is usually not considered when calculating the availability index.

So, Overall Equipment Efficiency (OEE) - an indicator that allows you to comprehensively assess the effectiveness of building a production process, with the exception of input and output logistics.

OEE = Availability X Performance X Quality

Availability is defined as the relationship between the actual production time of the product and the planned time.

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

Quality is defined as the ratio of the number of products produced, excluding scrap, and the total number of products.

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

After the mathematical abbreviations, 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 improve our efficiency.

TPM parameters can be included in the 5S checklist or placed on a separate checklist. When the TPM processes are carried out simultaneously, all employees involved are collectively responsible.

All equipment performance records should be clear to everyone, so it is convenient to use diagrams in them. Operators should record all actual shutdowns, regardless of their duration or reason. When the schedule is long and error-free, logging recurring problems can help identify trends and outline ways to prevent production waste.

An example of a diagram with data on OEE SBE MI:

At some of the Company's plants, to automate the processes that are part of the TPM, related to improving the efficiency of equipment, they use the information system for asset management of the enterprise INFOR EAM.

With the help of the information system at the factories, it was possible to significantly improve such business processes as:

§ Condition monitoring and preventive maintenance

§ Planning, analysis and management of maintenance and repair works

§ Purchase of goods and materials and management of warehouses of goods and materials

Improving these business processes, in turn, allows you to reduce downtime of the production line, as well as the cost of equipment maintenance.