Table Of ContentTT PP MM
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Total Productive
Maintenance
JJoo eell LLeevviitttt
Industrial Press Inc.
New York
Library of Congress Cataloging-in-Publication Data
Levitt, Joel, 1952-
TPM Total Productive Maintenance / by Joel Levitt.
p. cm.
ISBN 978-0-8311-3426-6 (hardcover)
1. maintenance—Management. I. Title.
TS192.L467 2010
658.2’02—dc22
2010000453
Industrial Press, Inc.
989 Avenue of the Americas
New York, NY 10018
Sponsoring Editor: John Carleo
Developmental Editor: Robert Weinstein
Interior Text and Cover Design: Janet Romano
Copyright © 2010 by Industrial Press Inc., New York. Printed in the
United States of America. All rights reserved. This book, or any parts thereof,
may not be reproduced, stored in a retrieval system, or transmitted
in any form without the permission of the publisher.
10 9 8 7 6 5 4 3 2 1
Dedication
I want to dedicate this book to the power people have when they
wake up, get excited and motivated. The story of TPM is the story of
a firm without other advantages than its own people’s ideas and moti-
vations, becoming the dominant player in its industry.
Times are tough for manufacturers and doubly tough for manufac-
turers not fully using their greatest asset. Many companies parrot the
idea that their people are their greatest asset, but few act in a way that
is consistent with that ideal. That is now the past.
The window of opportunity to change the paradigm of the worker
and the manager won’t be open indefinitely. It’s possible that the great-
est enemy is not labor or management but rather the marketplace and
the tough realities of manufacturing. Terrible financial woes have
made a quantum change not only possible but essential. The compa-
nies that wake themselves up and fully use the people at their dispos-
al will be the ones that dominate the next business cycle.
On a more personal note, I dedicate this book to Nancy Boxer.
Her love for reading and writing has been a motivator to me. I am
lucky she has come into my life. I learn something from her every day.
Thank you, and I hope you enjoy this book
Joel Levitt
March 2010
Table of Contents
TPM Today ix
Chapter 1 Introduction to TPM 17
Who Is TPM For?
What Does TPM Do?
Why the Results from TPM Are Urgent Today
Revolution
History of TPM
TPS,(Toyota Production System)the Parent of TPM
Some Important Questions
Chapter 2 Talking About TPM 35
Total Plant Involvement
A Day in the Life of a TPM Shop
Promises Made at a Recent TPM Conference
Improvement in the Delivery of Maintenance Service
Selling TPM to Different Stakeholders
The Value Calculator for TPM and Lean Manufacturing
Chapter 3 Elements of TPM 49
TPM Has Two Aspects
Autonomous Maintenance Concept (Jishu Hozen)
Pillars and Plinths of TPM
v
vi
Chapter 4 TPM Basics 63
The Intention of TPM Is Engagement
TPM: The Basic Idea
TPM Is a TEAM-Based Activity
Chapter 5 Maintenance 67
Maintenance
The Basic Activity of TPM Is PM
PM Is…
Inspection
TLC
Additional Tasks
One Way PMs are Built: Team Exercise
Chapter 6 OEE (Overall Equipment Effectiveness) 79
Measuring Equipment Effectiveness Is an Essential Part of TPM
OEE for a Donut Shop
Different OEE Models
Let the Confusion Begin
Examples of OEE
Chapter 7 TPM Activities 93
Return It to Like-New Condition
Mini-Manual for Operators
Tasks (Getting Down to the Nitty-Gritty)
Team Meetings
RCA (Root Cause Analysis) for Operators
Lean Maintenance: Is TPM Lean? TPM is Lean!
vii
Chapter 8 Facts of Life 123
What Are We Trying to Do?
One Problem However — Past Sins
Three Life Cycle Phases of Equipment
Chapter 9 CMMS (Computerized Maintenance
Management System) 133
MRP II Interface
The CMMS Work Order
Work Order Training Program for TPM Operator
Chapter 10 Visual Work Place 141
Gantt and His Charts
Benefits
Examples
When Is Too Much Too Much?
Chapter 11 TPM Installation 147
Successful TPM Installations
Imants BVBA’s Approach
Seven Steps to Reach Full Autonomous Maintenance
Key Concepts for the TPM Installation
Look Out: Problems Ahead! Why Do Half of All TPM
Installations Fail?
Chapter 12 Training 175
For TPM to Work, You Better Be Great at Training!
Effective Training
Certified Operator and Certified Mechanic Training
viii
Chapter 13 Structures to Keep TPM Going
(Sustainability) 195
Keeping TPM on Track
Potential Failure of the Checklist System
Chapter 14 Is TPM for You? 201
How to Decide that TPM Is for You
TPM Feasibility Study
Appendices 207
Bibliography and Resources 207
Glossary 210
Examples of In-Depth Training 215
Index 221
About the Author 223
CCoonnvveennttiioonnss::
While TPM was born in the manufacture of automobiles, elements can be applied
to any productive effort. The concepts apply to a bus driver (as the operator), to a con-
trol room operator aboard a ship, or in a refinery.
This book is designed for managers and supervisors of operations and production
in whatever form. That includes not only traditional manufacturing and assembly, but
also mining, refining, smelting, and chemical production as well as service industries
such as trucking and facility maintenance. Frequently I use the words operations and
production interchangeably. In all cases, I mean both.
TPM Today
I don’t want to make anyone angry. But I have some things to say
about our productive efforts that might be shocking or rude. This is not
personal. The commentaries might not even be true for your organiza-
tion. If that is the case, please sit back and enjoy the discussion about
how others miss opportunities and make mistakes. Of course, maybe
a little of the discussion might be true for your organization.
Part of the problem was written almost 500 years ago: “Small
problems are difficult to see but easy to fix. However, when you let
these problems develop, they are easy to see but very difficult to fix.”
Machiavelli, Principe (1530)
Another part of the problem is complacency. The techniques we
use to produce useful outcomes — such as product production, trans-
portation, or processes — are not perfect. Many developed organical-
ly without a master plan or even a road map. Some of them are not
even good; the most we can say is that they kind of work. We have to
awaken to the challenge (to quote the 14 points of W. E. Deming).
At its very core, TPM shouts wake up! The era of workers dulled
into sleeping zombie-like automatons is over. The era of insulated and
insular management is over. Now even the most modest line workers
have to solve problems, go outside their comfort zones, do mainte-
nance tasks, and work to eliminate waste. Even the most stalwart
unions have to break from their own past and embrace the idea that
the enemy is in the marketplace, not in the executive suite.
ix
