Machinery Lubrication magazine published by Noria Corporation
Issue link: http://www.e-digitaleditions.com/i/756816
FROM THE FIELD M a i n t e n a n c e a n d R e l i a b i l i t y I WORLD-CLASS TPM nspection 2.0 is rooted in some of the most fundamental and time-honored maintenance prin- ciples. One of them is total productive maintenance (TPM). Today, it's hard to play an active role in the field of mainte- nance and reliability without encountering and embracing TPM. Honestly, it is delu- sional to think otherwise. World-class maintenance organiza- tions understand the intrinsic value of a well-tuned and culture-driven TPM program. World-class TPM programs are fundamentally powered by keen observa- tion. You can't fix what you can't see. Therefore, all progress hinges on the power of observation. Allowing you to see is the bedrock. Improve the quality of inspection and, by default, you improve the quality of TPM and all the benefits that TPM seeks to achieve. It's that simple! The origin of TPM can be traced back to the Japanese automobile industry in the 1960s. It has many similar elements to the quality movement that was advanced in Japan during the same period. However, it wasn't until 1988 that the western world learned of TPM when two seminal English texts were published on the subject by Seiichi Nakajima. From that point, TPM spread across the vast global maintenance and reliability landscape. TPM has similarities and overlapping features with other branded maintenance philosophies, including reliability-centered maintenance (RCM) , condition-based maintenance (CBM) and asset manage- ment (see Figure 1). However, its strongest difference is the active and responsible role of machine operators and small groups toward maintenance prevention and improved asset utilization. Brief TPM Overview The central objective of TPM is the elimination of losses, business interrup- tion, wasted energy, scrap, defects, unnecessary work orders, expensive repairs and unsafe workplaces. TPM does not borrow from academic or technical principles commonly associated with reli- ability engineering, tribology or even condition-based maintenance. Instead, TPM focuses on production workers, team building and behavioral factors. The following is a good basic definition for total productive maintenance: Total productive maintenance is a methodology that enables continuous and rapid improvement of production processes and asset utilization. This is accomplished largely through the use of motivated employee involvement, employee empowerment and closed-loop results measurement. TPM deploys strong machine operator engagement in maintenance activities. TPM is wholly built on the concept of ownership and symbiotic integration of production and maintenance functions. Implementing an effective TPM program usually spans f ive elements of activity, of ten referred to as pillars. These are: 1. Autonomous Maintenance — Contin- uous operator-centered maintenance 2. Equipment Improvement — Readying the machine for maintenance optimi- zation, including ease of inspection and repairs 3. Quality Maintenance — Using the best maintenance procedures, tools and skills 4. Maintenance Prevention — Buying and installing machines that are designed and manufactured for maintainability and reliability 5. Education and Training — Imparting basic knowledge and awareness of the machine; its functions; failure modes; and maintenance to all production, engineering and mainte- nance personnel. Ensure that people performing maintenance tasks have demonstrable competencies and skills to use tools, perform proce- dures and conduct inspections. Autonomous Maintenance Autonomous maintenance is the one pillar of TPM that is most central to its success. It motivates and empowers operators to undertake essential mainte- nance activities for their individual machines. As such, they would be expected to perform regular and frequent AS I SEE IT Jim Fi t ch | Nori a Corpor at ioN INSPECTION 2.0: 2 | November - December 2016 | www.machinerylubrication.com The Cornerstone of