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Total Productive Manufacturing


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Total Productive Manufacturing
The brainchild of carmaker Toyota, Total Productive Manufacturing, is an approach that
is increasingly gaining acceptance within production. Initially developed in 1971 with a focus on
production and maintenance, Total Productive Manufacturing has evolved overtime to include
vast aspects of production.
Total Productive Manufacturing (TPM) is a concept that has been widely applied in
modern production with intent of improving the manufacturing process. The two integral roles of
Total Productive Manufacturing revolve around efficiency and consistency of the equipment
utilized in the production. This implies that, with TPM, a producer can raise the overall
equipment efficiency (OEE) while bringing about consistency in the performance of their
equipment (Leachman, 2013). TPM is created to “maximize equipment effectiveness through
planned predictive and preventive maintenance of the equipment and using maintenance
optimization techniques” (Ward and Shah, 2003).

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Manufacturer of personal computers, printers, high-tech health care instruments Hewlett-
Packard (HP) is an example of a company that has successfully integrated TPM in its production.
With the increase in the demand of its products, HP decided to streamline its operations towards
increased production in 1998. Through TPM, the management was able to increase production
to match the demand while keeping its assets in exemplary conditions.
Initially, HP used computerized maintenance management systems (CMMSs) such as
PSDI’s, MA, and MAXIMO. Such systems proved inefficient as they heavily relied on
paperwork. To solve their problem, a TPM solution allowed HP technicians to utilize automated
data collection and dissemination. It also relayed real-time information from the computerized
maintenance management systems. HP was able to cut down on paper-work related time wastage
and inefficiencies and reduce errors. The success that HP has had with the TPM initiative is
evident in its asset life reliability and cost reduction. The reliability of its facilities has increased
by 47% while its cost has been lowered by an impressive 25%. The company also resolved to
deploy its staff that took care of paper work orders to administrative functions.
In order to meet the goals of TPM, the roles, skills, and knowledge of the staff is
improved to enhance better equipment performance. While the concept behind TPM is simple
and straightforward, its implementation requires meticulous performance. The need for care
while implementing TPM is evident from the rates of failure. In Japan, 50-60% of the efforts

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towards TPM failed. However, the case is worse in USA where about 80-90% of such instances
failed (Leachman, 2013).
The business and production environment is constantly changing. This imparts the need
to have a TPM initiative that is both relevant and flexible. Ward and Shah (2003) also note that
TPM is more inclined towards improving production in process industry plants rather than the
discrete industries. As part of the TPM strategy, thorough and frequent inspections need to be
conducted on equipment. Continuous measure of the OEE and maintenance should be prioritized
within the TPM strategy.
The TPM program should be rolled in such a way that the first year focused on
establishing deterioration limits and training operators in the first year. The training of the
operators should inform them on the acceptable deterioration limit, how to correct defects, and
how to report those defects they are unable to repair. The second and subsequent years can be
focused on failure prevention and productivity improvement.

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