The Total Productive Maintenance, better known by the English acronym TPM, came up with the aim of eliminating the losses involved in the production process and thus to prevent failures during the process.
This system results from the improvement of the “preventive maintenance” that emerged in the United States in the second half of the 20th century. With the intensification of the globalization process and with the arise of Total Quality Management, the configurations of what we know today as TPM were formatted by the Japanese through the adaptation of preventive maintenance techniques, maintenance of the production system and the so-called “reliability engineering. ”
The inclusion of Total Productive Maintenance methods in the organizational sistem allows the development of continuous improvement activities in equipments and in the production process as a whole. The results related to the performance of these mechanisms are monitored by performance indicators or KPIs, that will be useful at the decisions making process.
Total – Coverage of the entire equipment life cycle – from conceptual design to its deactivation;
Productive – The production directed to the continuous pursuit for the maximum efficiency of the organization as a whole;
Maintenance – Preservation of equipment and processes under ideal conditions of use.
Applying the “TPM” effectively requires much more than repairing equipment, machines and tools. It is necessary to keep the means of production available for the end-to-end operation, reducing the likelihood of interruptions in the process. This is done by adopting a new perspective in three related areas:
1 –Production: Operators become co-responsible for maintenance activities (inspection, adjustments, cleaning, exchange of components).
2 – Maintenance: training of operators in maintenance activities.
3 – Engineering: It is fed with more information through maintenance and production – which enables preventive action
1 – Preparation: corresponds to obtaining an environment conducive to the beginning of implementation, where the awareness and commitment of the entire organization is sought;
2 – Introduction: the project is launched;
3 – Implantation: all activities to improve the overall efficiency of equipment and systems are put to work. According to Estanqueiro and Lima (2006) at this stage are the main difficulties that are related to the shortage of human and financial resources. In addition, there is also a cultural change in the organization with training, attribution of responsibilities and monitoring of results.
4 – Consolidation: With the previous steps completed the maintenance of the results obtained is the great challenge.
With the search for a productive process without failure, productivity is the first element to be positively impacted by the TPM, significantly increasing the profitability of the company and the satisfaction of its employees and customers.
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