Production systems play a critical strategic role in organizations, serving as a key factor in competitiveness. What distinguishes leading companies is their ability to systematically and efficiently transform raw materials into finished products. At the core of this transformation are three essential elements: people, processes, and equipment. Managing these resources directly impacts production quality, flexibility, speed, and costs.

This is where Total Productive Maintenance (TPM) emerges, a methodology designed to build highly efficient production systems by maximizing resource utilization, eliminating losses, and ensuring long-term operational sustainability.

In this article, we explore the foundations of TPM, its origins, the pillars that support it, and the key performance indicators used to measure its impact. We also examine the primary types of losses that undermine production efficiency and how implementing TPM can transform maintenance into a genuine competitive advantage.

Foundations of Total Productive Maintenance (TPM)

Total Productive Maintenance is a structured approach to maintenance management designed to achieve maximum efficiency across production systems. Its implementation involves every level of the organization, fostering a culture of continuous improvement focused on eliminating losses, increasing equipment reliability, and developing employee skills.

The evolution of industrial maintenance

Industrial maintenance has undergone significant transformation over the decades, keeping pace with the growing complexity of production systems and market demands. This evolution can be divided into four major phases:

• 1^st Generation (until 1950/60) – Corrective maintenance: Maintenance was entirely reactive—interventions occurred only after equipment failures. Unplanned downtime has had a significant impact on productivity and costs.
• 2^nd Generation (1950/60–1970/80) – Preventive maintenance: Programmed maintenance was introduced to increase factory availability, extend equipment lifespan, and reduce costs. Maintenance became more planned, but still primarily focused on breakdown control.
• 3^rd Generation (1970/80–2010) – Reliability and efficiency: Maintenance expanded to include quality, safety, ergonomics, and environmental protection, with an emphasis on lifecycle cost (LCC). TPM emerged as a structured response to the need for total reliability.
• 4^th Generation (2010–present) – Maintenance 4.0: Digitalization transformed maintenance practices. Real-time data, sensors, artificial intelligence, advanced analytics, digital twins, and augmented reality enabled a predictive, integrated approach with high effectiveness and reduced human intervention, integrating maintenance into the Industry 4.0 ecosystem.

What Is TPM and how did it emerge?

TPM was developed by Seiichi Nakajima in Japan between the 1950s and 1970s and later formalized by the Japan Institute of Plant Maintenance (JIPM). Evolving from preventive maintenance, TPM integrates lean manufacturing principles and the Kaizen philosophy. Nippondenso, a Toyota supplier, was one of the first companies to implement the methodology and showcase its benefits.

What made TPM innovative was its integration of maintenance activities into daily operations, making operators responsible for the basic maintenance of their equipment and promoting cooperation between maintenance, production, and management. This approach dramatically reduced failures, improved equipment availability, and fostered a culture of continuous improvement.

The 8 pillars of TPM: Structure and purpose

The TPM implementation is built on eight foundational pillars, each with a specific role in creating a robust and sustainable production system:

1. Kobetsu Kaizen (focused improvement) – Systematic elimination of losses and inefficiencies.
2. Autonomous maintenance –Empowering operators to perform basic cleaning, maintenance, and inspections.
3. Planned maintenance – Scheduling preventive actions based on asset criticality and data analysis.
4. Training and education – Building both technical and behavioral competencies across the organization.
5. Quality maintenance – Preventing defects by controlling process variability causes.
6. Early equipment management – Integrating maintenance considerations into the design of new equipment.
7. Safety, health, and environment – Promoting a safe, clean, and sustainable work environment.
8. Administrative TPM – Extending TPM principles to support functions (administration, logistics, procurement, etc).

Figure 1 – The 8 pillars of TPM

These pillars are interdependent and must be implemented in an integrated manner to ensure the effectiveness of TPM.

The 16 major efficiency losses addressed by TPM

One of TPM’s main objectives is to identify and eliminate losses that hinder production efficiency. To this end, losses are structured into 16 types, grouped into three broad categories:

1. Availability losses: These losses reduce the effective time that equipment is available for production.
2. Productivity losses: These refer to waste associated with the misuse of human resources, space, and time in processes.
3. Resource losses: These directly impact the consumption of physical and energy resources.

Figure 2 – The 16 major efficiency losses addressed by TPM

A systematic approach to these 16 losses in TPM allows for the establishment of sustained improvement plans, focusing on maximizing overall equipment effectiveness (OEE) and creating continuous value for the organization.

OEE – Overall Equipment Effectiveness as a core metric

Within TPM, OEE is the primary performance metric, measuring equipment efficiency through three components:

• Availability – The percentage of time equipment is ready and available for production.
• Performance – Actual operating speed compared to the ideal speed.
• Quality – The percentage of good products produced out of the total output.

The OEE calculation formula is:

OEE = Availability × Performance × Quality

Figure 3 – OEE calculation

Average OEE values can vary significantly depending on the industry.

TPM’s core objectives

The core mission of Total Productive Maintenance is to establish a highly efficient production system that is free from losses, breakdowns, and defects, engaging all organizational levels while reducing operating costs. TPM supports this mission through four evolutionary phases in asset management:

1. Phase 1: Stabilizing failure intervals

The first step is reducing the variability of the time between failures (TBF). This involves restoring the equipment’s basic conditions and eliminating hidden causes of deterioration, such as dirt, corrosion, looseness, or deformation, and preventing forced deterioration. Preventing accelerated wear is key to laying the foundation for improvement.

2. Phase 2: Extending equipment lifespan

Once stabilized, the focus shifts to increasing the mean time between failures (MTBF). This phase addresses equipment weaknesses, eliminates sporadic breakdowns, and protects against harsh operating conditions. It includes actions such as improving operations, selecting the right components, and strengthening preventive maintenance.

3. Phase 3: Periodic restoration of deterioration

The third phase ensures equipment remains in optimal condition through periodic time-based interventions. This includes setting inspection standards, scheduling component replacements, and installing alarm systems for early fault detection. The goal is to avoid progressive deterioration that reduces reliability.

4. Phase 4: Predicting and extending life based on condition

The most advanced phase relies on condition-based diagnostics supported by real-time data, non-destructive testing, simulations, and historical analysis. This approach allows for accurate prediction of asset service life, analysis of recurring failures, and measures to optimize equipment durability and performance from the design phase onwards.

The pillars of productive maintenance in detail

The effective implementation of TPM relies on a set of structured methodologies that ensure both the sustainability of the system and its widespread adoption across the organization. Each pillar addresses a specific dimension of operational efficiency, contributing to the shared goal of eliminating breakdowns, losses, and waste. Below are the key pillars of productive maintenance.

Kobetsu Kaizen – Focused improvement

Kobetsu Kaizen is the TPM pillar dedicated to the structured resolution of equipment-related performance issues, such as recurring failures, speed losses, long setups, or defects.

This approach is based on rigorous data analysis, root cause identification, and the implementation of tested, sustainable solutions. Its core objective is to eliminate waste and improve Overall Equipment Effectiveness (OEE).

Key steps in the process:

1. Clarify the challenge –Clearly define the problem and its operational impact.
2. Analyze the current state –Collect data and map the actual performance of the equipment or process.
3. Define the target state – Set SMART (Specific, Measurable, Achievable, Relevant, Time-bound) improvement goals.
4. Investigate root causes –Use tools such as the 5 Whys, Ishikawa diagrams, Pareto analysis, and statistics to identify root causes.
5. Design solutions – Develop technical and organizational countermeasures based on the root causes.
6. Test solutions –Evaluate the effectiveness of the actions in a controlled environment.
7. Update the action plan –Formalize and schedule improvement interventions.
8. Confirm results and standardize – Measure results, confirm gains, and update operational standards.
9. Consolidate and scale –Document lessons learned and replicate the knowledge in similar areas.

By running workshops with cross-functional teams, this process drives structured continuous improvement, ensuring that solutions address the root causes rather than just the symptoms.

Autonomous maintenance

Autonomous maintenance is another core pillar of TPM, focusing on empowering operators to perform basic maintenance tasks, such as cleaning, inspection, and lubrication. By engaging operators directly in the care of their equipment, anomalies can be detected early, improving operational reliability and reducing unplanned failures.

This practice increases MTBF (Mean Time Between Failures), decreases corrective maintenance needs, and enhances overall efficiency. Additionally, it frees up technical maintenance teams for higher-value activities, such as predictive maintenance, fault analysis, and structural improvements.

Autonomous maintenance steps:

1. Restore initial equipment and factory conditions –Perform basic cleaning, lubrication, identify visible defects, and restore baseline conditions.
2. Eliminate dirt and improve service –Remove contamination sources, improve access to checkpoints, and eliminate leaks.
3. Establish cleaning and servicing standards –Define and implement TPM checklists, visual management tools, and standardized monitoring routines for both the machine and its surrounding area.
4. Train operators in autonomous maintenance – Develop basic technical skills, diagnostic capabilities, and ensure correct application of routines.
5. Operator-driven maintenance execution –Conduct regular inspections and maintenance tasks in accordance with established standards and plans.

In terms of the distribution of responsibilities, the operator is responsible for continuous monitoring and basic interventions on the equipment they use daily, ensuring that it remains in proper working order. Maintenance teams, in turn, are available for more complex technical activities of greater strategic value.

Planned maintenance

Planned maintenance is a key TPM pillar focused on systematically preventing failures and maximizing equipment reliability and availability at the lowest possible cost. Its implementation combines a technical and management approach, integrating preventive, periodic, and predictive activities based on data and structured planning.

The effective adoption of planned maintenance brings measurable benefits, including increased OEE by reducing unexpected failures and downtime, as well as lower maintenance costs with fewer emergency interventions. It also contributes to extending the useful life of equipment, improving operational safety, and stabilizing operating conditions, resulting in higher product quality.

Six-step implementation process:

1. Assess current situation –Analyze asset condition, technical inventory, and failure diagnostics (MTBF, cost, frequency, etc.), and define goals and KPIs.
2. System for managing support activities –Actions to reverse deterioration, eliminate recurring causes, and reinforce weak points.
3. Technical information management – Develop control systems for failure history, intervention scheduling, spare parts, technical drawings, and technical documentation.
4. Periodic maintenance system –Schedule inspections, replacements, and lubrication cycles using standardized procedures.
5. Predictive maintenance system –Introduce monitoring and diagnostic technologies, gradually prioritizing critical equipment.
6. Evaluation and continuous improvement of the system – Measure the impact on reliability metrics (MTBF), maintainability (MTTR), costs and maintenance efficiency, adjusting plans according to the results.

Transitioning from reactive to predictive maintenance is a primary goal of this pillar. Planned maintenance shifts the maintenance function from a reactive cost center to a strategic reliability system, enabling greater predictability, safety, and financial control.

Ongoing training and capability building

Training and education are foundational to TPM, ensuring that all employees—from operators to supervisors—have the technical and behavioral skills needed to maintain process stability and support continuous improvement. Creating a dedicated maintenance academy enables the systematic development of teams and supports a culture of operational excellence.

Structured training reduces turnover, lowers dependence on external services, and increases the success rate of improvement initiatives.

Key stages in training and capability development:

1. Training program development –Define priorities, content, trainers, and standard systems for managing learning.
2. Training execution –Deliver hands-on training supported by coaching and learning performance metrics.
3. Training system design –Create training flows, evaluation systems, and external partnerships for technical support.
4. Self-development environment –Establish technical libraries, training centers, and benchmarking visits.
5. Future planning and innovation –Incorporate technologies like virtual reality and manage technological evolution through advanced learning systems.

This pillar ensures teams are well-prepared to apply the remaining TPM pillars effectively, building a robust, reliable, and change-ready production system.

Early Equipment Management

Early Equipment Management (EEM) is the TPM pillar dedicated to ensuring that new equipment performs as expected from day one. It’s a structured approach that begins during the project design phase and continues through implementation, aimed at preventing future failures, reducing lifecycle costs, and shortening the learning curve.

By anticipating potential issues and integrating maintenance and operational requirements during the design phase, organizations can achieve faster ramp-up, fewer stoppages, and higher efficiency.

Key steps in Early Equipment Management:

1. Concept phase – Define technical, functional, and maintenance requirements to ensure the new equipment meets process needs.
2. Equipment design –Incorporate TPM principles and FMEA (Failure Mode and Effects Analysis) early on to ensure accessibility, reliability, and maintainability.
3. Engineering detailing –Validate the technical design with a focus on loss reduction and commissioning readiness.
4. Installation standardization –Establish installation standards to ensure consistent and error-free deployment.
5. Pre-fabrication procurement –Carefully select suppliers and validate components according to previously defined criteria.
6. Engineering improvements –Make final adjustments and improvements using FMEA and reliability principles to strengthen system robustness.
7. Installation –Execute assembly according to defined standards with technical oversight and cross-functional support.  
8. Commissioning and start-up –Ensure a fast ramp-up, validate performance, and begin immediate OEE tracking.

When applied systematically, Early Equipment Management ensures that new assets reach optimal performance quickly, positively impacting productivity, reliability, and return on investment.

How to effectively implement TPM

Successfully implementing Total Productive Maintenance (TPM) requires more than applying isolated maintenance tools. It’s a cultural and technical transformation process that demands cross-functional involvement, clear role definitions, and alignment with the company’s strategic objectives.

TPM implementation roadmap

TPM implementation follows a structured, phased approach tailored to the organization’s level of maturity. The TPM roadmap is built around several core pillars, which should be implemented in parallel to ensure balanced, synergistic progress. This structured path typically unfolds in the following phases (based on the pillars described earlier).

Phase 1 – Laying the foundation (6–12 months)

In the initial phase, the focus is on stabilizing production processes, eliminating basic failures, and establishing minimum conditions for equipment reliability:

• Kobetsu Kaizen: Structured resolution of basic breakdowns, targeting root causes.
• Planned maintenance: Assessing current equipment conditions and preparing a preventive maintenance framework.
• Autonomous maintenance: Restoring equipment baseline conditions (cleaning, inspection, lubrication).
• Training and education: Defining training standards and beginning the development of operational skills.
• Early equipment management: Integrating lessons learned and best practices into new projects from the concept stage.

Phase 2 – Improvement (12–24 months)

With a foundation in place, the organization moves into a continuous improvement cycle, addressing recurring losses and evolving maintenance methods:

• Kobetsu Kaizen: Systematic reduction of frequent failures and performance variability.
• Planned maintenance: Implementation of periodic maintenance and active spare parts management.
• Autonomous maintenance: Empowering operators to perform basic tasks and enhancing equipment monitoring.
• Training and education: Launching a maintenance academy to strengthen technical competencies.
• Early equipment management: Developing a reliability- and lifecycle-focused investment strategy.

Phase 3 – Optimization (12 months)

This phase aims for operational excellence, with predictive maintenance, autonomous teams, and high-performance assets:

• Kobetsu Kaizen: Eliminating sporadic failures and residual losses.
• Planned maintenance: Integrating predictive maintenance, structured downtime management, and Standard Work.
• Autonomous maintenance: Achieving full operator autonomy in frontline maintenance.
• Training and education: Scaling the internal academy across all organizational levels.
• Early equipment management: Launching new projects focused on fast startup, low cost, and high OEE from day one.

Figure 4 -Productive maintenance implementation roadmap

This integrated roadmap enables the TPM pillars to evolve together, reinforcing each other. Parallel implementation delivers tangible gains in reliability, efficiency, and team engagement from the very first stages.

Defining roles and responsibilities in productive maintenance

A successful TPM implementation requires clearly defined roles and responsibilities between production and maintenance teams. Each pillar involves different stakeholders, but all must collaborate to ensure asset stability and reliability, while also promoting operator autonomy and maintenance efficiency.

The production team is responsible for maintaining equipment in good operational condition and preventing anomalies. As the first line of defense against failures, they also play a key role in sharing performance-related data.

The maintenance team handles more complex technical interventions, whether planned or corrective. Their role includes executing maintenance plans and driving improvements in equipment.

Responsibilities are divided among continuous improvement activities, reliability management, and the development and execution of preventive plans. Ongoing communication between production and maintenance is essential to prevent breakdowns, optimize resources, and sustain TPM effectiveness.

Figure 5 – Responsibilities in productive maintenance

This clear division of responsibilities fosters greater operator engagement, frees technical teams for higher-value tasks, and creates a collaborative culture where everyone contributes to asset reliability.

Key maintenance management performance indicators

Measuring maintenance performance is crucial to ensure that continuous improvement efforts deliver real value. This is done by tracking Key Performance Indicators (KPIs) that assess not only technical effectiveness but also operational efficiency and cost impact.

The main indicators include:

1. Operational reliability indicators

• Availability: The percentage of time equipment is ready for production. The higher, the better.
• MTBF (Mean Time Between Failures): Average time between equipment failures. Higher values indicate greater reliability.
• MTBPM (Mean Time Between Planned Maintenance): Time between scheduled interventions. An increasing value suggests better equipment condition and reduced maintenance needs.
• MTTR (Mean Time to Repair): Average time required to restore equipment after failure. Lower values reflect greater responsiveness.

2. Execution efficiency indicators

• Service level: Measures adherence to the maintenance schedule, including both the timeliness of work orders and compliance with allocated time windows. Smaller deviations signal more reliable execution.

3. Maintenance cost indicators

• Internal maintenance cost: Covers direct and indirect costs of internal labor resources.
• Material cost: Includes all maintenance-related parts and materials, whether purchased or pulled from inventory.
• Third-party services cost: Covers expenses for outsourced maintenance services.
• Planned vs. unplanned maintenance cost: Distinguishes between controlled (planned) and reactive (unplanned) expenses. The goal is to increase planned maintenance share and reduce surprises and waste.

Tracking these indicators helps assess maintenance maturity, identify performance gaps, guide improvement actions, and support investment decisions in equipment, technology, and workforce development. Regular monitoring is one of the foundational practices of TPM.

Conclusion and future prospects

TPM is a strategic pillar of operational excellence within Lean factories. Beyond eliminating losses and improving asset reliability, it fosters a culture of shared responsibility, where production and maintenance teams work together to ensure equipment availability and performance.

Looking ahead, TPM continues to evolve through the integration of digital technologies such as IoT sensors, real-time monitoring systems, artificial intelligence, and Enterprise Asset Management (EAM) platforms. These tools enable more predictive, data-driven maintenance strategies, allowing companies to anticipate failures, optimize resource usage, and extend equipment life with greater precision.

Organizations that invest in TPM-based maintenance strategies, train their teams in TPM principles, and embrace digital transformation will be better equipped to meet the growing demands for efficiency, sustainability, and agility in an ever-changing industrial landscape.

Do you still have questions about TPM?

What is the relationship between TPM, Kaizen, and Lean?

Total Productive Maintenance (TPM) is one of the fundamental systems of Kaizen and Lean culture. It drives continuous improvement in equipment reliability, availability, and performance—critical factors for achieving efficient, waste-free operations. TPM focuses on physical asset excellence while engaging all teams in a coordinated and collaborative way.

What’s the difference between reactive and predictive maintenance?

Reactive maintenance occurs only after a breakdown—it’s corrective, unpredictable, and typically more costly. Predictive maintenance, on the other hand, anticipates failures using real-time asset monitoring through sensors, data, and advanced analytics. Transitioning from a reactive to a predictive approach is a key goal of TPM, helping reduce unplanned downtime and improve resource efficiency.

What is FMEA?

FMEA (Failure Mode and Effects Analysis) is a methodology used to identify potential failure modes in a process, product, or system, analyze their causes, and assess their potential impacts. Its primary goal is to prevent problems before they occur by prioritizing risks and defining preventive actions. In the context of TPM, FMEA is widely applied in early equipment management and planned maintenance, playing a crucial role in improving asset reliability and safety.