Total productive maintenance (TPM) started as a method of physical asset management, focused on maintaining and improving manufacturing machinery in order to reduce the operating cost to an organization.
After the PM award was created and awarded to Nippon Denso in 1971, the JIPM (Japanese Institute of Plant Maintenance), expanded it to include 8 activities of TPM that required participation from all areas of manufacturing and non-manufacturing in the concepts of lean manufacturing.
This experience led to the recognition that a leadership mindset engaging front line teams in small group improvement activity is an essential element of effective operation.
In order for TPM to be effective, the full participation of entire organisation from top to frontline operators is vital.
This should result in accomplishing the goal of TPM: "Enhance the volume of the production, employee morals, and job satisfaction.
The committee should formulate TPM policies and strategies and give advice.
[5] Lessons learned from early target areas/the pilot area can be applied further in the implementation process.
However, TQM and TPM share a lot of similarities but are considered as two different approaches in the official literature.