In this competitive world total elimination of waste is necessary for the survival of the organization. The wastes generated due to the failure shutdown of facilities that have been built, with huge investment and also waste such as defective products should be absolutely eliminated. In a manufacturing scenario, the desirable productivity, cost, inventory, quality and delivery all depend on the efficient functioning of the company’s facilities. The philosophies like, total quality management (TQM), just in time (JIT), flexible manufacturing systems (FMS),etc have led to a comprehensive maintenance technique known as total produc-tive maintenance (TPM) . Hartman defines TPM as “Total Productive Maintenance permanently improves the overall effectiveness of equipment with the active involvement of operators” . The aim of TPM to reduce the six major equipment losses, to zero, has been recognized as necessary for corporate survival. TPM is a unique Japanese system of plant management, developed from preventive maintenance concept. This approach emphasizes the role of teamwork, small group activities, and the participation of all employees to accomplish equipment improvement objectives . It challenges a sense of joint responsibility between operators and maintenance workers, not only to keep the machines running smoothly, but also to extend and optimize their overall performance . It is also defined as, bringing both functions (production and maintenance) together by a combination of good working practices, team working, and continuous improvement . TPM is intended to bring both functions (production and maintenance) together by a combination of good working practices, team working and continuous improvement . This paper presents a case study of implementing TPM concepts to a shot-peening machine. Overall equipment effectiveness (OEE) is used to measure the overall performance of the equipment and suitable data is considered for the analysis. The areas of equipment improvement are identified and why-why method of root cause analysis (RCA) is used for elimination of equipment problems. Kaizen and Poka-yoke are used to enhance the overall equipment performance and one-point lessons are used to raise the knowledge and confidence level of the participants.
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