As with the entire body of lean manufacturing systems – TPM originated in Japan. An organization called the Japan Institute of Plant Maintenance (JIPM) formed in 1961, although under a different moniker, and unveiled the TPM concept a decade later. The Japanese automotive supplier Nippondenso is first credited with utilizing the process, and Seiichi Nakajima of JIPM established eight management pillars, for which TPM is well-known today.
TPM aims to increase productivity, efficiency, and safely by empowering operators and team leaders to play a proactive role in day-to-day lubrication, inspection, and cleaning. Management is tasked with creating a “buy-in culture” to support continuous activities through eight pillars of activity.
The eight pillars of TPM include:
As maintenance is traditionally considered an inevitable and “not-for-profit” function, TPM is considered the most difficult lean manufacturing tool to implement. Shifting cultural beliefs within a facility, from the CEO to machinists and janitors, may take years but the pay off for both the finished product and employee morale is worth the investment.
Shifting cultural beliefs within a facility, from the CEO to machinists and janitors, may take years but the pay off for both the finished product and employee morale is worth the investment.