Total Productive Maintenance (TPM)

Total-Productive-Maintenance (TPMFor Reliable and Just-In-Time Value delivery to Customer 

The context of conventional TPM is now evolving towards embracing Total aspects of business improvement. To that extent, it may be appropriate to look at it as Total-Productivity-Management to become a leaner company.

Expected Outcome: Upon completion of the Awareness program, participants will be able to:  1) Understand the Need, Principles and Tools of TPM2) Formulate TPM Deployment Strategy and Framework effectively so that TPM culture is evident, 3) Additionally upon completion of our 'Train-The-Trainers' program, the trainers shall be able to use TPM Tools to Eliminate Wastes in a chosen model workplace/equipment area. They shall be able to design road-map in order to improve the Overall Effectiveness and Efficiency (OEE) of Factory Operations including the Support Areas.

For Various Posters such as hereClick here to see Table of Contents
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For Whom: For anyone (from any functional area) who wants to function as a TPM change-agent/trainer (in manufacturing and service organization alike). However, the 1st awareness programme is primarily aimed at Top Management (Cross-Functional) Team who has authority to steer company-wide changes. The top team must learn-n-lead the process in order to make a successful cultural change up to grass-root level employees.

What will the participants learn? – (Generic Contents*):

      1.     What is TPM? : An integrated part of Kaizen-Culture!

      2.     TPM goal: Aim Zero-Defect workplace & JIT response-to-customer

3.     How to Enable TPM implementation (so as to create cultural change)

4.     How to PilotOrganize for TPM implementation in 10-Days

5.     Eight Pillars &  Management Commitment to Structured Pillar-approach

6.     Role of Five-S in TPM in general and in SHE (Safety, Hygiene, and Environment) in particular

7.     How to improve OEE (Overall Equipment Effectiveness)?

8.     Focused Improvements: Kobetsu Kaizen (KK) in order to improve OEE. SMED to reduce Changeover/Setup times.

9.     Phenomenon Mechanism analysis (PM Analysisin order to solve chronic problems

10.   Autonomous maintenance (AM): Jishu Hozen (JH)

11.   Quality Maintenance (QM): Hinshitsu-Hozen

12.   Relationship of 5 Pillars of TPM and Quality Maintenance           

13.   Pokayoke for Quality Maintenance

14.   Planned Maintenance (PM) Policies: Corrective, Renovative, Opportunity, Preventive, Predictive maintenance in order to control MTBF, MTTR, MTBT, etc.

15.   Initial Flow Control (IFC): Facility Development and Early Equipment Engineering

16.   Problem-free Engineering By Factory Management Area

17.   Education & Training (ET): On-Job-Training, Behavioral Change (Nemawashi) & People Development

18.   TPM in Office, Support Services, and Supply-chain clusters

19.   TPM AuditsImprovementsInnovationsBenchmarking & Certification

20.  What next? Evolve and Undertake IMPLEMENTATION Road-Map

   A typical 4-stage Journey

Stage-1: Preliminary / Preparation stage: Laying Foundation. Piloting.          I- - - -I 1-year       

: Pilot-improvement to get perspective. 'Kick-Off'. Initial implementation across.    I- - -I 

Stage-3: Company-wide improvement. Full development of each Pillar.             I- - - - - - - -I 3-years

Stage-4: Maturity: Steady/consistent application. Institutionalization. (Audits & Certification)   I- - - - 5-10 Years - -I

21.   Role of Gemba-Kaizen ActionSmall-Group-ActivityOne-Point-Lessons (OPL) & Daily Management (Nichijo-Kanriin TPM & each of TPM-Pillar

      22. Satisfy your business specific queries through Interaction

For Activity Milestones (Tentative Themes & Contents) considered in Implementation RoadmapRefer book 'TPM in 10 days' by Shyam Talawadekar

Duration: (Session-1: (9.30 Register), Session-2: (11.30 -13), Session-3: (13.45 Report), Session-4: (15.30 -17 approx)

Learning Intensity & Objectives

Typical Program Spread and Coverage over weeks








Knowledge level 




1 or 2-days


Awareness (Perspective). Cases.Tentative Plan of Action.

Business-specific Need-assessment is done and aligned !

Audit Scores'Where do you stand' vs 'Where you want to go' !

Application level (As Coordinator/Practitioner/ Trainer/Auditor/Mentor)

3 + 10-days (spread over  10-weeks)

Application (part of stage-1): ‘Train-The-Trainers to create a Fast-track Demo-Pilot by Gemba-Kaizen practice. Reinforce Principles & infrastructure needed for Company-wide implementation. Evolve tentative road-map.

Advanced level 

Tools Application 

Scale-up & Certification




Focused implementation of each Pillar (to core/depth) 

Improvement tools SMEDPM AnalysisPokayoke, OPL, etc

Company-wide on-going implementation as per road-map

 * Key milestones may get reorganized & reworked for depth & for greater effectiveness depending upon audience/duration/objective of the course as in the table above. 

For effective results, please ask for diagnostic questions on the above points & reply before the course.

Methodology (depending upon availability of time and teaching aids): Presentations, Case studies, Exercises, Action-oriented Gemba Kaizen depending upon the proximity of workplace, Group Discussions, Video clippings, etc. (The participant company may arrange Industrial Visits.)

Course Material: The book ‘TPM in 10days' by Shyam Talawadekar

Abbreviations: Mean-Time-Between-Failures, MTTR: Mean-Time-To-Repair, MTBT: Mean-Time-Between-Touches

A few articles to learn from:

An article on Effect of Education & Training