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Total Productive Maintenance Certification

Total Productive Maintenance Certification

Engage the Experts
QSE: 27+ Years of Experience in Consulting, Auditing, & Training

Overall Equipment Effectiveness Standard (OEE)

Total Productive Maintenance (TPM) is the process of preventing premature machine deterioration by identifying issues or problems early on and immediately finding applicable means to solve it. Its main objective is to maintain the equipment or plant in topmost condition without disrupting the efficient flow of daily production. TPM ensures productivity by reducing wasteful usage of resources.

In Overall Equipment Effectiveness (OEE), a standard wherein TPM is included, employees are constantly encouraged to imbibe a business culture that stimulates awareness and a cooperative nature. It also requires a systematic and standardized approach to limit losses or damages. All departments involved are also encouraged to take on a reactive to predictive mindset for a maximized organizational output.

TPM Total Productive Maintenance

TPM Total Productive Maintenance

TPM aims to achieve 3 goals:

  • Zero equipment unplanned failures
  • Zero product defects
  • Zero accidents

By comparing the results of the potential performance and the actual performance (Gap Analysis), the maintenance team subsequently sets out to determine where possible deterioration occurred (if any) during the Initial Cleaning.

Many companies encounter problems in implementing TPM due to 2 reasons:

  • Lack of knowledge and appropriate skills
  • Shortage in time, resources, and people. 

Most books that discuss TPM are based on more theoretical than practical approaches. Information about proper implementation is scarce. Generally, the Overall Equipment Effectiveness (OEE) standard demands full participation from all the units of the company. Usually, it takes three to five years before improvements and positive results are felt. Most of this period is allocated for the training of the operators wherein they restore the equipment to its original state and gradually improve it.

8 Pillars of Activity Involved in the Overall Equipment Effectiveness Standard’s TPM

  1. Focused Improvement (Kobetsu Kaizen) – This is the continuous application of steady improvement on each step.
  2. Autonomous (Planned) Maintenance – This focuses on the reduction of machine breakdowns and increased equipment availability.
  3. Initial Control (Planned Maintenance) – This aims to establish a dependable system that would enable the launching of new products and equipment within a minimum run-up time.
  4. Training & Education – This is the process of preparing and forming autonomous workers equipped with sufficient knowledge and appropriate skills to deliver productive maintenance.
  5. Maintenance (Jishu Hozen) – This is the ability to maintain equipment independently. There 7 steps included in Jishu Hozen.
  6. Quality Maintenance (Hinshitsu Hozen) –This is where excellent machine conditions are prioritized and occurrence of Zero Defects is sustained.
  7. Office TPM – This targets an efficient and functional office that makes no room for losses.
  8. Safety, Hygiene & Environment (SHE) – This aims to preserve a secure and healthy working environment where accidents don’t happen, hazardous areas are eliminated, and activities are not interrupted.
  • TPM certification is most popularly sought after by large manufacturing industries where, either due to customer demand or business need, compels them to seek TPM.
  • TPM certificates are mandatory at most automotive parts manufacturing companies where they are responsible for their products until the end of the life of the product.
  • Conscious corporations desiring to improve team work and a sense amongst employees of belonging should seek TPM certification.
  • Companies with the possibility of damage to their reputation and loss of orders due to machine downtime must seek TPM certification.
  • The success of TPM can be measured by a fixed set of performance metrics that coincide with Overall Equipment Effectiveness (OEE).
  • QSE trains the Senior Management because TPM can be achieved if the management knows, follows and applies its philosophy effectively.
  • QSE provides training to all employees as well, and the formation of autonomous maintenance workers is established.
  • Generally, TPM takes 8 years to implement. QSE offers Consulting, Auditing, and Training services which aid in successfully obtaining TPM Certification.
  • QSE has a way to reduce time for sustainable results to 3 years with our disciplined approach.
  • It gives your company credibility as a supplier concerned with the protection of global resources in today’s economy.
  • TPM provides a new level of equipment management to bring down machine downtime. 
  • It also provides access to new markets as a supplier who is dependable without breakdowns that hamper production flow.
  • TPM protects valuable equipment from being used up to the point of irreversible damage.
  • The morale of employees is improved through their involvement in the process.
  • TPM helps improve your bottom-line by saving machine downtime and machine idling Costs.

Customer Expectations

All companies depend heavily on equipment for production. Customers engaging TPM expect low machine downtime and continuity in production and productivity. QSE helps in meeting or exceeding that expectation.

Risk Associated with Corporate Responsibility

QSE helps organizations identify the risks involved in sourcing from not certified providers and the methods to mitigate the risk through proper sourcing for maintenance.

Profitability Connection to TPM

QSE makes it a point to establish to corporations that going in for certification improves their customer base and profitability through offering an attraction to investors and better pricing based on their globally acceptable certifications.

TPM Related Terminology

QSE incorporates all sustainability terminology in its documentation to avoid findings during TPM audits. Kobetsu Kaizen, Jishu Hozen, Hinshitsu Hozen, or their English translations are frequently used to make them familiar with working groups to have better answers during audits.

Establish Sustainability Objectives and Targets with Business/Environmental Indicators

QSE’s templates are perfected to identify, create, and disseminate all TPM factors of business for total implementation within the organization and have evidence to show to auditors regarding TPM targets and the means to achieve them.

Disseminate Customer Expectations to Employees

QSE’s simplified documentation ensures that all TPM-related customer expectations are communicated to all employees and external providers (suppliers) for meeting or exceeding customer expectations. QSE creates evidence to that effect to prove the point during certification audits.

Apply the Right Tools/Techniques/Standards

The Documentation and Training developed by QSE ensure that proper tools such as 8 Pillars of TPM are built into the system and personnel are trained to fully implement them for best results.

Measure / Monitor / Audit

QSE ‘s documentation includes methods to measure, monitor, and audit all processes to ensure adherence to the requirements of the standard(s) and obtain certifications without a nonconformity.

Implement Solutions Using Disciplined Methodology

QSE aids organizations in finding solutions to problems both technical or functional through statistical and other scientific techniques to find lasting solutions and continual improvements in operations of the organizations.

Conduct Management Review and Continually Improve

QSE’s unique, evidence based, simplified documentation system has detailed templates for use during management information system. These templates provide for a systematic review and recording of action items emerging out of Management Review. It is rare that any company has an audit finding on Management Review when the QSE system is fully implemented. 

Recognize and Reward

QSE provides all kinds of support in identifying the great contributors to the success of TPM projects and make recommendations to management to recognize the efforts in a manner which befits the organization to keep up the morale of the contributors.

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Bhaskar Kotte

Baskar Kotte

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