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Total Productive Maintenance

Hats off to the Japanese and Nippondenso, a Toyota Group Company who invented Total Productive Maintenance especially the Autonomous Maintenance part and could bring control over the downtime of the Machines and could increase the capacity utilization and reduce the rejections on the machines.


How could they do it?

Look at the mother who massages her child and while doing touchs the body, any abnormality gets her worried such as if the body temperature is high or something else is amiss. She then decides to go to doctor if it is abnormal. Why can't we compare operators of the machines to be the mother of their machines and maintenance people as the doctors, who are only required if the mother/operator is not able to handle the situation.


This was the Eureka moment!

The operator is always near the machines day in and day out. He can see the symptoms and zero down on the problems ailing the machines and can figure out any abnormality if there is one. When he cleans the machines he can notice the high temperatures at some areas. He can feel the vibrations and knows something is wrong inside the machine. This is the way the machine communicates with us if any one is ready to listen to it before it breakdowns. So the best way is for the operators to clean the machine every day and take up the responsibility of lubrication, inspection and tightening.  When he sees the abnormality, which he can't correct, he calls the maintenance staff for the rectification and thus the machine never breaks down.
So the answer is Total Productive Maintenance.


The Journey at Nippon Denso

Under Preventive maintenance the operators produce goods using machines and the maintenance group was given the task of maintaining the machines in Nippon Denso. Later on as more automation was done some maintenance work was given to operation people. This met with a success, as operators were familiar with their machines. After all, the people most likely to first notice equipment abnormalities or other strange symptoms are not the maintenance staff but the operators who work with the equipment day in and day out.

Thus Nippondenso added Autonomous Maintenance being undertaken   by operators. The maintenance persons took the tasks of maintaining the natural wear and focused on the scheduled monthly, quarterly or yearly maintenance. Also whatever the learning came from the schedule maintenance went into making changes to the new machinery being brought in. This led to Maintenance Prevention. Thus Preventive Maintenance along with Maintenance Prevention and Maintainability Improvement gave birth to Productive maintenance.

By then Nippon Denso had made quality circles, involving all employees to Achieve Zero Defects, Zero Breakdown and Zero accidents in all functional areas of the organization. Thus Productive Maintenance became Total Productive Maintenance.,Total meaning company wide. Thus Nippondenso of the Toyota group became the first company to get the TPM certification in 1971 by JIPE.


The benefits of the TPM are

  • Double the Productivity and OPE (Overall Plant Efficiency) and OEE (Overall Equipment Effectiveness).
  • Reduce/Eliminate Customer Complaints.
  • Reduce the manufacturing cost by 30%.
  • Satisfy the customer's needs by 100 % (Delivering the right quantity at the right time, in the required quality.)
  • Reduce accidents.

TPM has 8 Pillars for plant wide implementation.


These are 16 losses which take place in the plants and offices. You can see how all pillars are handling these losses.



Lean Kaizen Business Consulting has experts trained in Japan who come from manufacturing and TPM background and have intensive experience. These experts work on the shop floor with the clients teams on the Managers Model Machines and demonstrate the TPM improvements. These machines become the replicas for the changes to be brought throughout the plant on all the machines.

Lean Kaizen Business Consulting focuses on imparting training and certifying the Managers, Staff and Associates so that these gains are sustained and become a habits and culture of the organization and take your TPM program to unprecedented levels of success through the building of a solid corporate culture and maximization of profitability.

Lean Kaizen Business Consulting   offers the highest quality training and consulting services available anywhere; and we feel strongly about producing results in your plant, with your people, addressing your equipment problems and opportunities.

Lean Kaizen Business Consulting also includes an array of services from management training, in-house and opens seminars, to audits.
(*TPM® is the trade mark of JIPM.)

To get started Contact Lean Kaizen Business Consulting.