Goal of Total Productive Maintenance (TPM)

TPM ams at :

1.Restructuring the corporate culture through improvement of human resources and plant

2.Creates a bright, clean, pleasant factory.

3. Means to reinforce people and facilities, resulting in a invigorated organisation.

4. Improves “Overall Equipment Effectiveness”.

5. Improves “Cross Functional Working” by eliminating departmental walls.

6. Makes possible “Man-less Operation”, “Factory-operation

7. Makes “Lean-Production” and “JIT” possible.

Initially TPM focuses primarily on manufacturing and is the first methodology Nippondenso & Toyota used to improve its global position. An accurate and practical implementation of TPM will increase Productivity & Quality within the total organization.
TPM have 3 basic goals – Zero Product Defects, Zero Equipment Failures and Zero Accidents is set to achieve these goals by Gap Analysis of previous historical records of Product Defects including customer complaints, Equipment Failures and Accidents. A clear understanding of this Gap Analysis through Cause-Effect Analysis, Why-Why Analysis, and P-M Analysis and other tools are used to plan a physical investigation to discover the weak areas.

Many companies struggle to implement TPM due to 2 main reasons:

  • First is having insufficient knowledge and skills especially in understanding the linkages between the 8 Pillar-Activities in TPM.
  • The second reason is that TPM requires more time, resources and efforts.

A typical TPM implementation requires company-wide participation and full results can only be seen after 3 years and sometimes 5 years. The main reason for this long duration is due to the basic involvement and training required for Autonomous Maintenance participation where operators participate in the restoring the equipment to its original capability and condition and then improving the equipment.


TPM identifies the losses (types of waste) (muda), namely set-up and initial adjustment time, equipment breakdown time, idling and minor losses, speed (cycle time) losses, start-up quality losses, and in process quality losses, and then works systematically to eliminate them by making improvements (kaizen).

TPM has 8 pillars of activity, each being set to achieve a “zero” target. These 8 pillars are the following: Focussed improvement (Kobetsu Kaizen); Autonomous maintenance (JishuHozen); Planned maintenance; Training and education; Early-phase management; Quality maintenance (HinshitsuHozen); office TPM; and Safety, health, and environment.
Few organisations also add Pillars according to their Work Place like: Tools Management; Information Technology & more. The Base for the TPM Activity is 5S.

TPM success measurement – A set of performance metrics which is considered to fit well in a lean manufacturing/TPM environment is overall equipment effectiveness, or OEE. For advanced TPM world class practitioners, the OEE cannot be converted to costs using Target Costing Management (TCM) OEE measurements are used as a guide to the potential improvement that can be made to equipment.

TPM Programs Launch


TPM Kick offs in recent years