Content

Clauses 0 to 2:Introduction, scope, and references.
The purpose of PAS 1918 is to clarify the concept of TPM, to help organizations implement TPM, and to provide a common understanding of TPM. This standard is very useful for organizations that are starting TPM or have already started TPM and have good experience in its implementation. The document is relevant to both discrete manufacturing manufacturers and continuous process industries. It does not cover the development of logistics processes, as these are not considered in the JIPM development structure.

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 essential definition in Clause 3 is the key metrics listed as PQCDSME: productivity (P), quality (Q), cost (C), delivery (D), safety (S), motivation (M), and environment (MI). This helps the organization to ensure metrics with a balanced scorecard.

Clause 4. TPM principles
This section describes in more detail the concepts of TPM and covers information on the 8 pillars of TPM, also called fundamental processes, the 16 main types of losses for a discrete manufacturing operation, and the 8 main types of losses for process manufacturing. Each type of loss is clearly defined. 16 main losses for discrete manufacturing: a very detailed description of the 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 losses typified by petrochemical, food processing and other similar industries. A diagram classifies the 8 types of loss into four categories: working time, operating time, net operating time, and value operating time.

Clause 5. Key Performance Indicators (KPI) and Key Activity Indicators (KAI)
KPI represents metrics that can be used to measure TPM results. KAI represents metrics to measure the status of TPM activities over time. It is important to ensure that KPIs and KAIs are aligned with business objectives and key management indicators (KMIs) based on the factory's objectives. Section 5.2 lists and describes 30 KPIs for measurement. Each KPI is listed according to PQCDSME areas (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 to 5.2.24 detail an important metric called OEE (Overall Equipment Effectiveness) This is an important overall performance metric. Section 5.3 contains a list of 23 KAI metrics for monitoring activities in all 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 to 13: Description of each TPM pillar
For each pillar, include a summary of the pillar including: General - Objective and goals of the pillar and a general overview of the methodology. Introduction method - Responsible parties, number of steps and audit requirements. Step-by-step instructions for the pillar activities; including responsibilities, planning, training, audit requirements, and actions to ensure maintenance of 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 audits of compliance with international standards: "[e.g. ISO 14001, ISO 45001 (OHSAS 18001) and ISO 12100 (JIS B9700)]".

Clause 14. Relationship between each pillar and KPI - KAI
The relationship of metrics to the pillars is an important part of TPM. It helps to distribute the responsibility for progress in all areas of the plant. The plant can use the KPI and, if necessary, create specific definitions to clarify the KPI for their plant location. It also mentions the importance of adjusting metrics upwards as each target step is achieved.

Clause 15. Assessment of TPM milestones
This section is summarised in a table that graphically shows the relationship between KPI and KAI for each pillar. There are two pages of (39) KPIs and one page of (23) KAIs. These metrics should be periodically reviewed internally. In addition, they should also be reviewed externally with internal and external consultants/auditors.

Conclusion.
PAS 1918 is an essential tool for a company that intends to or is developing a TPM system. This standard does not provide examples, methodology, or practices for its implementation. Each company is free to develop and adapt its own methods. However, at The TPM Academy, we are developing everyday resources that comply with the guidelines of PAS 1918, which are the product of our practical experience in numerous companies with different types of processes and diverse cultural environments. In subsequent publications, we will go into more detail on the particular contents of this important standard.

The TPM Academy editorial team