Improving Equipment Uptime and Performance with TPM

Although a plant with zero unplanned downtime, quality issues, reduced machine speeds, and accidents may seem unachievable, total productive maintenance (TPM) allows manufacturers to make constant and ongoing progress toward all these operating conditions.

There are several different methods for implementing TPM. This course follows the 8 pillar model, which has been implemented by companies in many countries. An overview of all 8 pillars will be provided, followed by in-depth information on implementing and sustaining planned and autonomous maintenance.

• Plant managers
• Operations managers
• Asset, reliability, and maintenance managers
• Maintenance supervisors and team leaders
• Maintenance planners and schedulers

This course is part of the Maintenance and Reliability Management Certificate. Enhance your maintenance skills while earning a recognized credential. 

Background of Total Productive Maintenance

• Nakajima and Japan Institute for Plant Maintenance (JIPM)
• Influences of Deming, Juran, Ohno, Toyoda, Shingo
• Relationship to Lean, Six Sigma, Reliability Centered Maintenance, Design for Reliability, and Theory of Constraints
• TPM viewed as cost vs investment

Foundations TPM

• Loss Analysis
• 5S
• Route Deployment

Focus of TPM: Loss Identification and Elimination of Equipment Losses

• 25 Major Losses
• 6 Big Losses
• Use and Abuse of Overall Equipment Efficiency
• Total Effective Equipment Performance
• Demand Fulfillment vs Demand Creation

Implementation of the Planned Maintenance Pillar

• Six Step Process
• Gives and Gets of the PM Pillar
• Plant Charter, Pillar Master Plan, and Activity Board
• Skills Matrix and Step Up Cards
• Daily Management System Development
• Use of 90 Day Plans
• Four Phases of PM Pillar
• Assessment and Step Audits

Implementation of the Autonomous Maintenance Pillar

• Seven Step Process
• Gives and Gets of the AM Pillar
• Plant Charter, Pillar Master Plan, and Activity Board
• Skills Matrix and Step Up Cards
• Daily Management System Development
• Safety Map and Lubrication Map Development
• Clean, Inspect, Lubricate, and other Operator PMs
• Use of 90 Day Plans
• Four Phases of AM Pillar
• Assessment and Step Audits

Joe Anderson

Joe Anderson is the COO for ReliabilityX. He began his maintenance career, while in high school, working for Tyson (formally IBP). He possesses over 20 years of leadership experience improving maintenance departments processes for Fortune 500 companies in the food and beverage, and pharmaceutical industries. Joe is the author of a column in Plant Services magazine and is a recognized leader in reliability. He holds a Bachelor's Degree in Business from Strayer University. He is a CMRP, CRL, CARO, MLT2, MLA1, LSSGB, IAM-55k, CRL Black Belt and was recognized as one of the top 50 leaders in the country by the United States Congress, being awarded the National Leadership Award.