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Total Productive Maintenance (TPM) Case Study - Metzeler

Total Productive Maintenance (TPM)  Case Study - Metzeler

Published on 22/12/2011

Total Productive Maintenance (TPM) 
Case Study - Metzeler

Total Productive Maintenance (TPM) Implementation

An excellent opportunity was provided for the introduction and implementation of a system of Total Productive Maintenance (T.P.M.) whilst providing interim management support to the maintenance function of a large rubber extrusion company based near Leicester.

The organisation in question had been suffering from very poor equipment reliability, extended response to failure time, spiraling external maintenance costs and considerable safety concerns.

The first step was to understand the current situation in order that the appropriate actions could be taken and ensuring that the greatest gains were made in the shortest possible time.

A series of Measures was introduced and visually displayed in the appropriate locations.


  • Overall Equipment Effectiveness and the reasons for poor performance were identified and individually monitored.
  • Response time to breakdowns by key area.
    Actual breakdown time.
  • Total lost time - reviewed daily.
  • Spend on external maintenance support by category.
  • Expenditure on maintenance spares etc.

Following the development of the measures several Key Actions were implemented.


  • A system of Visual Control for Staff was put in place displaying current concerns, individual responsibility, actions and status.
  • Equipment was rated by importance on a daily basis, aligning limited resource against the highest operational requirement.
  • Responsibilities & Accountability for both Production Management & Maintenance Staff were identified and communicated.
  • Breakdowns and planned work were separated.
  • A plan for preventative maintenance was developed and training, where appropriate, was implemented.
  • Standard Operating Procedures and Practices were developed for both maintenance and operating personnel.
  • Fast changeover practices (S.M.E.D.) were introduced.
  • Workplace Organisation (5S) was implemented in the maintenance stores & workshop.


  1. Response to critical breakdowns down from an average of over an hour to 5 minutes.
  2. Breakdowns in progress to no more than a maximum of five, down from thirty plus.
  3. Planned maintenance time now exceeds breakdowns.
  4. A system of Workplace Organisation and Visual Management implemented in the Maintenance area and due to commence in the plant generally.
  5. Expenditure on external support reduced by in excess of 70%.
  6. O.E.E. improvement from 30% to 70%.
  7. All parties now actively involved in the achievement of common objectives through improved communication.
  8. Improved Morale.
  9. The team have the skills to sustain and continue to seek further improvement.

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