JIPM Announces the publication of a new Standard under the BSI license

Total productive maintenance (TPM) –Implementing key performance indicators – Guide

A Quick summary of the contents of PAS1918:2022

One of the difficulties of deploying TPM in America is that it has been deployed in the USA in pieces and has become fragmented.  The TPM of today has been continuously improved over 70 years by the JIPM.  Until now there has been a lack of connection with American standards for Process efficiency.

In July of 2022, the JIPM announced the publication of a New Standard by the BSI – “(PAS1918:2022)  Total productive maintenance (TPM). Implementing key performance indicators - Guide​”.  I think it is a good move to promote knowledge of TPM throughout the world and to preserve the integrity of the TPM body of knowledge. 

PAS1918  is a 30-page document covering the key elements of TPM according to the latest JIPM body of knowledge.  The guide is written in a clear procedural format.   By using the PAS process the guide was rapidly developed to fulfill an immediate need in the industry.   You can read more about the PAS standards process at this link. (You can purchase the document from this link.)

To introduce  you to this standard, I have summarized the key components of  PAS1918:2022 below:

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 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 very detailed 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 through 5.2.24 detail an important metric called OEE (overall equipment effectiveness) This is an important overall performance metric

  • 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.  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 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 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 your 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. These metrics should be reviewed regularly in-house. In addition, they should also be reviewed externally with consultants and Awards assessments.