Seiichi Nakajima (1988) has defined TPM as an innovative approach to maintenance that optimizes equipment effectiveness, eliminates breakdowns, and promotes autonomous maintenance by operators through day-to-day activities involving the total work force. Thus, TPM is not a specific maintenance policy, it is a culture, a philosophy and a new attitude towards maintenance. The salient features of TPM is the involvement of operators in carrying out autonomous maintenance by participating in cleaning, lubrication, minor repair, adjustments etc. The benefits of TPM can be very tangible. There are organizations, which through implementation of TPM have been able to increase the production volume by 50%. Reduce down time by 27% and rate of defective products by 80%. In addition to tangible benefits, TPM also various intangible benefits such as fostering of teamwork, increase morale, safety and nurturing the work force increased intellectual capabilities having the potential of meeting today’s level of competition and challenges.
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