TPM, Total Productive Maintenance, assumes an equal share of operators and mechanics from maintenance services in troubleshooting and maintenance of machines. The assumption is based on the fact that an employee who works at the machine eight hours a day, five days a week knows her job better than a branch manager, or a maintenance worker with several dozen machines in its care. This is the first operator to hear too loudly, larger than usual machine shake or spills. Basically TPM is based on 8 pillars, like;

  • focus on improvement,
  • self-maintenance,
  • planning technical reviews,
  • training and education,
  • early management,
  • quality assurance
  • office kaizen,
  • BHP,

The second pillar of TPM is autonomous traffic maintenance. Again there is no question of repairing machines. What is an autonomous word? It is the involvement of each employee in the process of servicing the current machines. Based on this pillar, we assume that an employee who works eight hours a day, five days a week knows her work better than a branch manager, or a maintenance worker with several dozen machines. This is the first operator to hear too loudly, larger than usual machine shake or spills. For the machine to serve him and us, just let him comment on the problems that arise. Autonomous maintenance of the traffic can be said when all operators are involved in the monitoring of machinery in accordance with standards. Device control standards are defined by the crew selected for the TPM workshop as part of the subsequent deployment steps. The third pillar of TPM is the planned maintenance of traffic. Knowing machine behavior and workpiece replacement times (work hours), you can predict how your components will be consumed in the future, and make planned maintenance and repairs. The Maintenance Department has clearly defined machine operation dates. Production and Maintenance Managers work together to achieve the highest OPE and OEE. Scheduled machine maintenance is just as important as the production of an assumed quantity of a product. If a plant seriously implements the TPM, it treats equally tensions between maintenance services and production – inter alia by changing the premium or changing the organizational structure. Most of all, it is based on the next TPM pillar and systematically implements training and training at all levels of the crew. The above approach is possible if we know the real number of machine hours, ie we monitor their work.