What is Total Productive Maintenance
Total Productive Maintenance (TPM) is believed to have its roots in post war Japan, and is based on the business management principle of increasing efficiency through reducing waste. There is an inevitable deterioration over time of anything that is not adequately looked after, so TPM is simply an ongoing and proactive effort to prevent that natural downward trend in productivity. It is also known as "total productive manufacturing" or "total process management".
“Continuously improve all operational conditions, within a production system; by stimulating the daily awareness of all employees” (by Seiichi Nakajima, Japan, JIPM).
TPM is an essential part of the overall Lean Manufacturing (or Lean Production) process. The key difference between Lean Production and Mass Production is the sense of urgency. The limited inventory and the immediate halting of production in the event of an error - both essential characteristics of a lean production model - mean that problems cause a state of crises, which in turn leads the problem to be resolved quickly and comprehensively. Within mass production on the other hand, the production will simply continue at a reduced rate of efficiency, which on the surface may sound preferable but in practice it may simply mean that the problem is swept under the carpet, leading to far greater reductions in productivity in the long term.
A well managed Total Productive Maintenance System will create the necessary stability for a Lean Production environment, enabling businesses to deliver “just in time”, enhance their quality of output and reduce operating costs, the combined result of which is increased levels of profit.
The Toyota example of Total Productive Maintenance
In 1969 Toyota implemented a TPM system designed to identify and eliminate all occurrences of waste. The traditional approach was to have a clear cut division of labour, which had some efficiency benefits in terms of specialisation, but the lack of cohesiveness meant that an environment of TPM could never be achieved. Nippondsendo, the individual responsible for implementing the TPM system within Toyota, arrived at the conclusion that a facilitator was required to ensure sufficient cooperation and communication would exist between all parties. This person was the machine technician and played a central role in achieving harmony for the unit as a whole.
Another essential part of the strategy was to develop an organisational culture of participation, as it was felt that employee involvement was critical in ensuring all defects were identified and inefficiencies addressed. This culture continues to the present day and is driven by a code of openness and involvement. Training is also a big part of Toyota life and managers even conduct regular group exercises to ensure the sense of community and cooperation is maintained. It is believed that this has consistently given Toyota the competitive edge over the last few decades and is set to continue as a major part of their culture and vision moving forward.
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