The abbreviation of Total Productive Maintenance in English is translated into total production maintenance in Chinese and total production maintenance in Chinese. It is an equipment maintenance management system with the goal of improving the comprehensive efficiency of equipment, taking the preventive maintenance of the whole system as the process and based on the participation of all staff. TPM emphasizes five elements, namely: -TPM is committed to the goal of maximizing the comprehensive efficiency of equipment; -Total Productive Maintenance has established a comprehensive preventive maintenance system during the whole equipment life; -Total Productive Maintenance is jointly implemented by all departments; -Total Productive Maintenance involves every employee from the top management to the field staff; -TPM is promoted through incentive management, that is, independent group activities. The specific meaning of (PM) has the following four aspects: 1. Pursue the limit of production system efficiency (comprehensive efficiency) and realize the comprehensive management efficiency of equipment, that is, the continuous improvement of OEE; 2. From the change of consciousness to the use of various effective means to build a system that can prevent all disasters, defects and waste, and finally form a system of "zero" disasters, "zero" defects and "zero" waste; 3. Start from the production department and gradually develop to all departments such as development and management; 4. Full participation from senior leaders to front-line operators. TPM activity consists of six aspects: equipment maintenance, quality maintenance, personal improvement, transaction improvement, environmental maintenance and personnel training, which can improve the enterprise in all directions.

1.TPM concept

Theoretically, TPM is a maintenance program. It is similar to TQM (Total Quality Management) in the following points: (1) It requires all employees of the company, including senior management, to be included in TPM；; (2) According to the TPM division agreement, employees of the company must be authorized to independently carry out calibration work according to the standards; (3) It takes a long working cycle, because TPM itself has a development process, and it takes about one year or more to implement TPM, and it also takes time for employees to change their ideas. TPM makes maintenance an indispensable and extremely important part of enterprises, and maintenance downtime has also become an indispensable item in the working day schedule, and maintenance is no longer an inefficient operation. In some cases, maintenance can be regarded as an integral part of the whole manufacturing process, rather than simply after the failure of the assembly line, in order to minimize emergency and unplanned maintenance.

The origin of 2.2. Total production maintenance (abbreviation of Total Productive Maintenance)

TPM originated from Total Quality Management (TQM). Total quality management is the direct result of Dr. Edward Deming's influence on Japanese industry. Shortly after World War II, Dr. Deming went to Japan to start his work. As a statistician, he was initially responsible for teaching Japanese how to use statistical analysis in their manufacturing industry. Then how to use the data results to control the product quality in the manufacturing process. The initial statistical process and the quality control principle it produced were quickly influenced by Japanese professional ethics, forming an industrial survival mode with Japanese characteristics, and this new manufacturing concept eventually formed the well-known TQM. When TQM requires equipment maintenance as one of the inspection elements, it seems that TQM itself is not suitable for maintenance environment. This is because preventive maintenance (PM) measures have been taken seriously for quite some time, and most factories also adopt PM. Moreover, the technology of using PM technology to make maintenance plan to keep the equipment running normally has matured. However, when it is necessary to increase or improve the output, this technology often leads to excessive maintenance of the equipment. Its guiding ideology is: "If a drop of oil can be better, then more oil should be better". In this way, improving the running speed of equipment will inevitably lead to an increase in maintenance workload. However, in the usual maintenance process, the role of operators is rarely or never considered, and only the contents specified in the commonly used and imperfect maintenance manual are trained for maintenance personnel, and no additional knowledge is involved. By adopting TPM, many companies quickly realize that it is not enough to meet the manufacturing needs only by planning maintenance. In order to solve this problem under the premise of following TQM principle, it is necessary to improve the original TPM technology and bring maintenance into the whole quality process. Now, the origin of TPM is very clear. TPM was first proposed by an American manufacturer 40 years ago. However, TPM technology was first introduced into the maintenance field by Japanese automobile electronic component manufacturer Nipon Denso in the late 1960s. Later, Seiichi Naka jima, director of Japan Industrial Maintenance Association, defined TPM and witnessed the application of TPM in hundreds of Japanese enterprises.

Application of 3.3. Total production maintenance (abbreviation of Total Productive Maintenance)

Before starting to apply TPM, all employees should be sure that the company's senior management will also participate in TPM operation. The first step to implement TPM is to hire or appoint a TPM coordinator, who will be responsible for training all employees of the company on TPM knowledge, and through education and persuasion, convince the employees of the company that TPM is not a short-term operation, not something that can be completed in just a few months, but an operation that takes several years or even longer. Once the TPM coordinator thinks that the employees of the company have mastered the relevant knowledge and firmly believes that TPM can bring benefits, it can be considered that the first batch of TPM research and action teams have been formed. These teams are usually composed of people who can have a direct impact on the defective parts in production, including operators, maintenance personnel, duty supervisors, dispatchers and even senior managers. Everyone in the team is the backbone of this process, and they should be encouraged to go all out to ensure that each team can successfully complete the task. Usually, until other members of the team are fully familiar with the TPM process, the leaders of these teams should act as TPM coordinators at the beginning. The responsibility of the action team is to accurately locate the problem, refine and start the maintenance operation procedure. For some team members, it may not be easy to find problems and start solutions at first, which requires a process. Although working in other workshops may have the opportunity to learn different working methods, team members do not need such experience. Whether TPM runs smoothly depends on whether team members can often go to other cooperative workshops to observe and compare methods, technologies and TPM work. This comparison process is also an integral part of the whole inspection technology (called benchmark) and one of the most valuable achievements of TPM process. In TPM, these teams are encouraged to start with simple questions and record their work process in detail. This is because the success of the team at the beginning of the work usually strengthens the management's recognition of the team. The popularization of working procedures and their results is one of the keys to the success of the whole TPM process. Once the team members are fully familiar with the TPM process and have some experience in solving problems, they can try to solve some important and complex problems.