In July of this year, the JIPM (Japan Institute of Plant Maintenance) announced the publication of a New Standard – “(PAS1918:2022) Total productive maintenance (TPM). Implementing key performance indicators - Guide”
This article aims to summarize the key elements of this new standard. Before doing so, let me give a bit of background on TPM and its application in America.
Many people in the USA either do not know what TPM is or think (wrongly) of it as a Lean bolt-on program for a machine maintenance team to use. TPM (Total Productive Maintenance) has been refined by the Japanese for over 70 years. It is a Powerful scientific method of managing factories. It is a well-defined body of knowledge maintained and documented by the JIPM.
The word “maintenance” may be misleading to the reader; TPM is about managing everyone and every part of the factory.
Yes, TPM is heavily focused on Machines and production equipment, but in reality, a factory does not deliver top value unless the machines are running at top speed whenever they are needed, producing 100% top-quality products. This responsibility starts at order entry and follows through all processes to customer feedback on the products and services delivered.
In many factories, each department operates as a silo, focusing only on keeping its own operations running. TPM helps make it clear that everyone must stay focused on keeping the machines running at full speed whenever needed, and that all areas must work together. Think about the machine time lost in the following table. All of them result in machines not running when needed. TPM treats these items as losses and develops a methodology to identify, track, prioritize, and eliminate them. Through a process referred to as “horizontal deployment”, TPM can help prevent losses from happening again anywhere in the factory or the organization. The equipment maintenance team alone cannot resolve most of these problems by themselves.
According to PAS1918:2022, TPM identifies 24 different types of losses that can be used for investigation and troubleshooting.
It is easy to become intimidated or overwhelmed when combing through information about TPM and the technical tools used in the process. Even though the USA first defined the basic concepts that later became TPM, US Managers did not realize its value until the 1980s. And even then, we only partially imported some of the principles from Japan into what became known as TQM (total quality management) and lean manufacturing. As a result, US management has misused and only partially understood the principles of TPM for a manufacturing company. The quality experts from the USA began picking up pieces of concepts from various Japanese companies and tried to copy the tools. But in copying the tools, we have missed the important philosophy and psychology of TPM. As a result, TPM has become fragmented and only partially understood in the USA.
The JIPM Publicly Available Specification PAS 1918:2022
The JIPM created a key 30-page document that covers the key components and requirements of a TPM Program. PAS1918:2022 is available from the BSI, ANSI, or one of the international standard sources.
The Purpose of PAS 1918:2022
“Total productive maintenance (TPM) emerged in Japan in the early 1970s as a maintenance system for maximizing production efficiency in the automotive supply chain. Since then, its popularity has spread across many other manufacturing industries. But while numerous organizations have adopted the TMP approach, they’ve not always done so correctly. PAS 1918:2022 has been published to supply authoritative guidance on implementing TPM.” [i] (BSI Group. (2022, July 31). Pas 1918:2022 New guidance on how to implement TPM correctly. Retrieved from https://www.bsigroup.com/en-GB/standards/pas-19182022/)
I am glad to see that the JIPM has created this specification, and I think it is a good move to promote knowledge of TPM worldwide and to preserve the integrity of the TPM body of knowledge. The guide is written in a procedural format. The PAS process enables rapid development to fulfill an immediate need in the industry. The table of contents and an introduction to the PAS1918 can be found at this link [ii]
Following is a quick summary of the key contents of PAS1918:2022
Clauses 0 to 2: Introduction, Scope, References
As stated in the introduction: “The purpose of this PAS [document] is to clarify the concept of TPM, help organizations to implement TPM, and provide a common understanding of it.” This standard should be helpful to organizations that are starting TPM or have already started TPM. The document is relevant to both discrete and process manufacturers. The standard also compares TQM, and lean to TPM.
Clause 3 Terms and Definitions
-
Clause 3 includes a total of 18 terms and definitions from metrics to key elements of TPM.
-
Total Productive Maintenance (TPM), is defined as: “[a] system of maintaining and improving the integrity of production and quality systems through machines, equipment, processes and employees that add value to the organization”.
-
Another key definition in Clause 3 is the key performance metric classifiers which are listed as PQCDSME - productivity (P), quality (Q), cost (C), delivery (D), safety (S), morale (M), and environment (E). This helps the organization to assure metrics with a balanced scorecard.
-
Clause 4 TPM
-
This Section describes in more detail the concepts of TPM and covers information about the 8 pillars of TPM, the 16 major loss types for a discrete manufacturing operation, and the 8 major loss types for Process manufacturing. Each loss type is clearly defined.
-
16 major losses for Discrete Manufacturing - A great description of losses is represented in a figure where the 16 losses are grouped into worker efficiency, Equipment efficiency, and 3 general class losses. This is followed by a clear description of each of the 16 defined losses.
-
8 major losses for process manufacturing – covers the losses typified by the petrochemical, food processing, and other similar industries. A diagram sorts the 8 loss types into four categories: working time, operating time, net operating time, and value operating time.
-
Clause 5 Key performance indicators (KPIs) and Key activity indicators (KAI)
-
This clause covers the setting of key performance indicators and key activity indicators (KPI, and KAI). KPI represents metrics that can be used to measure the results of TPM. KAI represents metrics to measure the status of TPM activities over time. It is important to assure that the KPI and KAI are aligned with business goals, and key management indicators (KMI) based on the goals of the factory.
-
Section 5.2 lists and describes 30 KPIs for measurement. Each KPI is listed based on areas of PQCDSME (described in clause 3). It describes in detail, examples of important KPIs and includes a clear description of each and how it is calculated. Sections 5.2.2.1 through 5.2.24 detail an important metric called OEE (overall equipment effectiveness) This is an important overall performance metric for a machine line.
-
Section 5.3 contains a listing of 23 KAI metrics to monitor the activities in all of the TPM pillars. For example, the Focused improvement pillar can count the number of improvements made or the number of suggestions made by employees.
Clauses 6 through 13:
Sections 6 through 13 describe an overview of each pillar which involves various areas of the factory in TPM. For each pillar, it includes a Summary of the pillar including:
-
General – Aim, and goals of the pillar and an overall summary of the methodology.
-
Introduction method – Responsible persons, number of steps, and auditing requirements.
-
Step-by-step instructions for the activities of the pillar; including responsibilities, planning, training, auditing requirements, and actions to assure sustaining the gains.
At the end of each pillar’s step, the results are audited by management and relevant persons before the next step begins. Safety Health and environment (SHE) is the exception to the required management audit and instead refers to compliance with international standards. Instead of showing a step-by-step process, the SHE pillar refers to compliance audits with international standards: “[e.g. ISO 14001, ISO 45001 (OHSAS 18001) and ISO 12100 (JIS B9700)].”
Clause 14 Relationship between each pillar and KPIs and KAIs
The relationship of performance metrics to pillars is an important part of TPM. It helps to distribute the responsibility for progress into all areas of the factory. The plant can use the KPI and if needed create specific definitions to clarify the KPI for a specific plant location. It also mentions the importance of adjusting the metrics upwards as each target step is achieved.
Clause 15 Evaluation of TPM milestones
This section is summarized in a nice table showing graphically, the relationship between KPI and KAI to each pillar. There are two pages of (39) KPIs and one page of (23) KAIs. The selected metrics should be reviewed regularly in-house. In addition, the metrics should also be reviewed externally with consultants and Awards assessments.
For more information about this standard, the JIPM TPM achievement awards, and other TPM resources, see my website https://www.makeefficiency.com/.
[i] BSI Group. (2022, July 31). Pas 1918:2022 New guidance on how to implement TPM correctly. Retrieved from https://www.bsigroup.com/en-GB/standards/pas-19182022/
[ii] BSIGroup. (2022, July 31). Total productive maintenance (TPM). Implementing key performance indicators. Guide. Retrieved from https://knowledge.bsigroup.com/products/total-productive-maintenance-tpm-implementing-key-performance-indicators-guide/standard/preview
This summary is independent and not affiliated with or endorsed by the British Standards Institution (BSI) or the Japanese Institute of Plant Maintenance (JIPM).
