tpm cycle d

Total Productive Maintenance

© 2016 The Leadership Network®

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TPM CYCLE D



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Day 3 - Four Cycle-11 Step TPM

ReviewPerformance

Criteria & History

Measurement & Opportunity

analysis of KPIs

(incl. OEE)

Equipment Criticality

Assessment

Condition Appraisal & Restoration

plan

Root cause Analysis &

Problem Resolution

Individual & Team Skill Development

Leadership &

Behaviours

Audit & Review Process

MEASURECURRENT STATE

& IDENTIFY OPPORTUNITY

CONDITION REVIEW

(INCL. SAFETY ENERGY, &

ENVIRONMENT)

PROBLEM PREVENTION &BEST PRACTICE

ROUTINES

FUTURE STATE REALISATION

THROUGH A HABIT OF CONTINUOUS IMPROVEMENT

Feed

back

A

B

C

D

Assess Hidden

Losses/wastes& Set

Improvement priorities

DevelopFuture Total Asset Care

Best Practice & Standard Work

1 2 3

4 5 6

7 8

9 10 11



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• The steps within Cycle D show significant overlap with wider systems in the business

• These systems include:– System of improvement also part of Cycle C– System of people life cycle management and skill

development– Engagement– Systems of behaviour deployment and measurement– System of strategy deployment

Cycle D



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People engagement

‘People are the only company asset with an infinite ability to increase in value’ Shingo Institute

Discuss. Do we believe this to be true?

If so why?



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• In your organisations describe the processes by which you engage the ‘hearts and minds’ in your organisation.

• List them.• Rate them 1 to 5 – 1 = not work very well– 5 = excellent

System for winning Hearts and Minds?



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Examples of Business system Alignment and TPM

Maintenance and asset

optimisation system

Supplier Management and integration system

People recruitment, development and

performance management system

Order Fulfilment system

Strategy Deployment and Management

system

Developing New products system



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• The detailed understanding of the needs of the equipment as regards – regular maintenance checks– operator asset care checks – standard ways of working such as a precision change

over,

• allow the team to define clear areas for skill development and knowledge transfer.

• In each relevant work area, the team develop a defined ‘Skills matrix’ which can be used to measure progress and identify gaps.

Step 9 - Individual and team skill development



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• It is not unusual for the TPM process to highlight particular skills within individuals which can be harnessed and developed to the benefit of the company. – Operators become technicians’ supervisors or trainers. – Technicians become engineers or equipment or process

designers.

• Companies have achieved this level of employee development and engagement through the application of effective TPM programmes.

Step 9 - Individual and team skill development



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4 x Principles to Follow:

1. The Maintenance Technician will carry out thePlanned Maintenance (PM) Schedules & Programme, where a technical judgement is required.

2. Every job the Technician does is recorded. Analysis iscarried out in the TPM activity sessions. The trendscan then be used to initiate Continuous Improvement Activities as part of Steps 7&9

3. The Technician trains the Manufacturing Staff to carry out the Front line Operator Asset Care Activities. If the Manufacturing Staff do not do it correctly, it is normally because they have not been shown how to do it or the Standard Work Instructions are inadequate

4. Every Technician, as part of his induction programme, spends time on the line or process making product and this quickly develops empathy with the Manufacturing Staff.

The TPM Role of The Maintenance Technician



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AREA UNDERSTANDING SKILL REQUIREMENT

Maintenance • Quality Maintenance Strategy

• Condition Monitoring

• Improving Component Reliability (MTBF)

• Reliability Centred Maintenance

• Reducing Mean Time To Repair (MTTR)

• Preventative Maintenance

• Operator Asset Care • Failure Analysis(FTA, FMEA)

• Conditions For Zero Breakdowns

• P-M Analysis• Breakdown Analysis• Machine Components

(Functional Analysis• Visual Controls (including 5S

Skill Set of the Maintenance Technician



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4 x Principles to Follow:

1. The operator predicts a problem before it happens(i.e. tighten station clamp/air leaks etc.) and correctsprovided it is within their competence and skill set

2. The operator will carry out all checks and inspections whichdon’t require a technical judgement. Any faults found are fixed by him/her (i.e. worn hoses/loose limit switches) and reported to maintenance if outside their scope.

3. The operator will carry out set-ups and changeovers to the product or process. As a result, he/she is more aware of the equipment functionality process logic sequence, cycle time and quality requirements and implications

4. The operator initially responds to all breakdowns before involving the maintenance technician. Because of their experience working with the equipment, simple faults can be tackled (i.e. parts being mis-located, adjustments, alarms.

The TPM Role of The Operator

These four aspects give a high level of OWNERSHIP



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AREA UNDERSTANDING SKILL REQUIREMENT

Operation • Normal/Abnormal Running • Able To Record / Measure• Statistically• OEE

• Asset Care • Lubrication

• Equipment Based Losses • Inspection

• Equipment Control • Cleaning Standards (5S)

• C.I. Activities• Asset Care• Problem Solving

• Team working

Skill Set Requirementsof The Operator



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• Ability to detect abnormalities• Able to understand

• OEE• Quality

• Level checks• Routine line inspection• Cleaning standards (5S)• C.I. Activities

• Front line asset care• Action teams

• Team-based working• Trending and Visual Mgt

• Condition monitoring• Criticality assessment• Refurbishment• Planned maintenance• Failure analysis (FMEA) • Conditions for zero breakdowns• A3 problem solving• Breakdown / event analysis• Machine components

(functional analysis)• Visual management and

trending

Skills AssessmentWhere are we now ?

Operative Skill Requirement Maintainer Skill Requirement



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• Take the above list for your own organisations.• Score each section between 1 and 10 for each

element for both operator and maintainer.• If you have high score why are they high?• If you have low score why are they low?

Self Assessment - Skills



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Four Cycle - 11 Step TPM

ReviewPerformance

Criteria & History


analysis of KPIs

(incl. OEE)


Assessment


plan


Problem Resolution


Leadership &

Behaviours


MEASURECURRENT STATE & IDENTIFY OPPORTUNITY

CONDITION REVIEW(INCL. SAFETY ENERGY, & ENVIRONMENT)

PROBLEM PREVENTION &BEST PRACTICEROUTINES

FUTURE STATE REALISATION THROUGH A HABIT OF CONTINUOUS IMPROVEMENT

Feed

back

A

B

C

D

Assess Hidden Losses/wastes

& Set Improvement

priorities



1 2 3

7

4 5 6

9

8

10 11



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• While step 10 is towards the end of the model, questions about inappropriate and appropriate behaviours arise all the way through the TPM process.

• The initial scoping assessment and perception surveys highlight the impact of behavioural and cultural aspects, early in the programme.

Leadership and Behaviours



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Enterprise Excellence Journey

Reactive

Proactive

Excellence

21

34



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1

2

3

4

Problems given to management- top down improvement

Bottom up improvement-Stabilise

Self managed team activities-Optimise

World class Performance4 zero’s

Reactive

Proactive

4 Milestones of TPM & Team Performance

Forecast with Confidence

Optimising &Improving

Gaining Control

Stabilising

Behaviours and Leadership style critical:Coaching EngagementDelegation



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Local Management Review Process-The Scoping Study

FEEDBACK:• Key Success Factors• Benefits• Risk assessment• Way Forward

• Business Objectives• Vision• Current Initiatives• CI Progress to date

Assess People’s Perceptions & Feelings

• Assess OEE• Produce Production

Loss Profile• Review Implications

for Pilot

• Potential Pilots/Roll out/ 5 S activity

Project Infrastructure& Governance

•Programme Definition•Cost implications

Mobilise/Agree Individual Needs

Pilot 1Pilot 2Pilot 3

Development Needs:• Awareness• Pillar champions• Facilitator• Pilot Teams• Management

1

2 3 4 5

6

7

8

9



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Assess People’s Perceptions & Feelings



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1 Month 2 - 6 Months 7-24 Months +

Roll-Out EvolutionPilot Process

Typical TPM Implementation Process

ScopingStudy

SeniorManagementWorkshop

4 x Day TPM

Practitioner’sWorkshop

Secure Management Commitment Trial & Prove the Route Milestones 1-4

POLICY DEVELOPMENT & DEPLOYMENT

Pilot Projects, Plant Clear

& Clean, Training &

Communication

FeedbackManagement

Review

Improvement Zone Partnership

Operational ImprovementProject Improvement

Business Process Improvement

Perception Survey Takes place here. Indicates very early on cultural and behavioural issues that will need to

be address as part of ongoing sustainment of programme.



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PEOPLES PERCEPTIONS & FEELINGSWHAT HINDERS PROGRESS

Maintainers Operators Key Contacts TOTAL

1 We have an I operate you fix mentality 50% 27% 0% 26%

8 Production & Maintenance pull in opposite directions 50% 0% 0% 11%

41 We don’t work as a team to improve the quality of our maintenance 0% 0% 0% 0%

7 People are reluctant to say what they think 0% 27% 0% 15%

4 Groups do not get together to work on common problems 17% 0% 0% 4%

10 Skills are picked rather than learnt systematically 50% 47% 66% 51%

39 Our spares stock holding is not as good as it should be 33% 7% 0% 11%

31 We suffer from too many initiatives 33% 7% 17% 15%

50% or greater strength of feeling



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PEOPLES PERCEPTIONS & FEELINGSWHAT HELPS PROGRESS

Maintainers Operators Key Contacts TOTAL

40 We should introduce a CI/TPM Approach 100% 100% 100% 100%

48 Standard methods are seen as important 83% 100% 100% 96%

45 The company does take safety seriously 100% 100% 100% 100%

15 The company operates on new ideas 50% 100% 100% 89%

43 Unit cost information is made available to me 83% 87% 83% 85%

2 Lines of responsibility & accountability are clear to me 50% 93% 100% 85%

9 I am asked my opinion by my boss about the job I do 100% 100% 100% 100%

42 Most of my work is planned 100% 93% 100% 96%

Greater than 80% strength of feeling except where highlighted



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EXAMPLE - PEOPLE’S PERCEPTIONS AND FEELINGS

Empl

oyee

Invo

lvem

ent

Participative ManagementHigh

Low

Low

Maintenance x 6

Operators x 10

Key Contacts x 6

v100%

40%

60%

vv

vv



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• As we analyse and understand our processes and systems in more detail during implementation we begin to identify good and bad behaviours and their impact on both process performance and engagement

• However, our initial focus should be on the processes and systems that give rise to observed behaviours rather than individuals




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Principles Behaviours & Systems



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Technical issues with Process



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• We want people to work in teams not silo’s. • We want people to be interested in their process and what

they do. • We want leaders to support and enable this interest! • We want an environment that is safe where people’s

opinion or ideas can be respected and valued. • We do not want an environment where ideas are ignored or

shot down. • We do not want an environment where visual management

boards are feared rather than seen as an engagement process to enable a system of improvement!




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• The TPM process highlights those behaviours that will enable or disable a sustainable culture of continuous improvement.

• In step 10 the leadership team along with other colleagues define the ideal behaviours for their business and articulate clearly how these ideal behaviours should be expressed at all levels of the business.




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• Keep their team safe!

• To Manage & Deliver the Manufacturing Processes

• To Manage & Develop their Team / People

• To “Facilitate” Target Driven Continuous Improvement

Leader’s Job!

è The first two are usually both a ‘Given’ & Accepted

è If the third and fourth are regarded as “Optional’’- it will not happen!!



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• Standards - Which are Consistently Communicated & Applied

• Responsiveness & Pace - When Deviations Occur

• Continuous Improvement - By Stretching the Standards

• Striving for Perfection - So We at least Make Progress

• Value Streams Ownership - Micro to Macro-M/c to Supply Chain

• Respect - For our Customers & Employees + & those Standards

• Autonomy - Putting our People before Products/Service

Leadership Observable Behaviours?



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• Leaders Standard Work is the first line of defence and if followed gives the other three elements a chance

• The Visual Controls translate performance of every process into expected vs. actual results

• Through Daily Accountability the leader can steer, setting direction for improvement activity in an area…where there are gaps in performance

• Discipline, especially leaders’ discipline is the fuel that powers the engine that makes the car go!

The Four Elements : David MannCreating a Lean Culture



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Three Insights of Enterprise ExcellenceInsight #1:Ideal Results Require Ideal BehaviourInsight #2:Beliefs and Systems Drive Behaviour

Insight #3:Principles Inform Ideal Behaviour

Principles guide us toward ideal Behaviour? ][



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IdealBehaviours

• Canbe–Observed–Measured



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What are principles?TheShingoModel&GuidingPrinciples



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Principles Informing us of Ideal Behaviours

What Behaviours do we need?



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• Why do we believe the principles are important to us?

What do we believe about the principles?



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Principles & Beliefs: Example

Initially 5 Principles reviewed for Beliefs



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• Considering the Principle and why we think it is important, what are the behaviours we would observe if the principle was being lived?

• Leader• Manager• Associate

Thinking about Behaviours?



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Developing Behavioural Norms

Ideas on Behavioural Norms



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Leader: Manager:

Create Value For Customers

Associate:

DefinitionUltimately, value must be defined through the lens of what a customer wants and is willing to pay for. Organizations that fail to deliver both effectively and efficiently on this most fundamental outcome cannot be sustained over the long term.

Because we believe:

Our Way of Working:



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Leader:Understands and translates who our customers are, their needs, and what the business will need to do to meet customers basic needs. Supports environment to enable the discovery of added value opportunities for customers.

Manager:Manages and improves processes and systems that deliver customer value.Keeps clear focus on needs of customers and regularly communicates performance to those needs.Seeks opportunities to provide additional customer value.

Create Value For Customers Example

Associate:Understand the needs of customer and operates defined processes to meet customer requirements.Immediately identifies instances where customer value is at risk and supports efforts to eliminate or reduce that risk.

DefinitionUltimately, value must be defined through the lens of what a customer wants and is willing to pay for. Organizations that fail to deliver both effectively and efficiently on this most fundamental outcome cannot be sustained over the long term.

Because we believe:The trust our customer have in us ensures our success as a business.

Our Way of Working:We understand our customers needs and deliver on our agreed commitments



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Leader:Constantly promotes the overall success of the site rather that that of an individual business unit.Aligns goals and objective to ensure site success.

Manager:

Reviews the effectiveness of upstream and downstream processes to ensure overall success of the business.Ensure interactions across company are understood by associates.

Think Systemically Example

Associate:Need to understand how their role effects the wider system be open to requirements of wider processes.

DefinitionSolutions to organizational problems must consider the connectedness and impact of the one on the many. The broader the perspective of any individual or team, the greater their ability to conceive of and implement solutions that create a positive outcome for the enterprise.

Because we believe:Understanding how all the elements of our business work together allow us to ensure our success in the eyes of our customers and stakeholders

Our Way of Working:We collaborate to across our business and share information in an open and transparent way.



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Leader:Leads by example and goes to the work often to support opportunities for learning about the process (problems).Ensure the design of processes to minimize waste.

Manager:Supports the team to define one best way of working and ensure conformance to that standard.Ensures effective monitoring of process performanceSupports team to challenge make improvement to the process.

Focus On Process - Example

Associate:Understand and conforms to the requirements of the process. ‘Listen’s’ to and observes’ the process to ensure consistent performance. Suggest ways to reduce waste in the process

DefinitionAll outcomes are the consequence of a process. It is nearly impossible for even good people to consistently produce ideal results with a poor process. The vast majority of the time issues are rooted in imperfect processes, not the people.

Because we believe:Efficient and effective processes set people up to succeed and ensure the right outcome every time.

Our Way of Working:We work to understand our processes in detail so we can challenge and improve them. When issues arise we examine our process first, rather than seek to blame.



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• Understand the purpose of the system & manage the organisation as a system with trust & delegation

• Design the system against demand & deal with demand variety

• Derive measures from the work-not arbitrary targets

• Modify traditional management thinking of set, measure & monitor resources, to one where the….

• Role of management changes to set the standards and provide the resources –and then delegate to and trust your staff to act on the system with pace and responsiveness when deviations occur from standard with robust audit / integrity processes

Consider a new way of working



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Purpose Guiding Principles Behaviours Performance

Why does this system exist?

What principles should it bring to life directly?

What are the ideal behaviours we need this system to support and enable ideal behavioursLeader, Manager, Technical, Associate?

What KPIs’ and KBIs’ might we put in place to measure the performance of the system?

Asset Management System



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• Adherence to defined standards• Valid suggestions• Speed to close out issues effectively• As a supervisor/manager the number of people I

recommend for recognition whose selection is supported by my peer group

• Effective personal development• Number of good catches safety or quality• What other KBI may be relevant in a TPM context?

Examples of KBIs



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Command & control Characteristic Systems thinking

Top down thinking Perspective Outside in & bottom up

Set by management Performance & standards Determined by user

Separated from work Decision Making At the workplace

Tell and SellSet & manage

resourcesRole of management Coach & Mentor

Improve system service

Carrot & stick Employee motivation Pride & ownership

Command & ControlVs. Systems Thinking



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Focus & Influence Time HorizonsWhat we have today-Micro Management

Business Lead Team

Shift Process & Line

Leaders & Teams

VS & Production & Maintenance

Managers

Monthly Qtrly

Primary ➼➼

Primary ➼➼ Primary ➼➼Sec ➼

Sec ➼

Sec ➼Primary ➼➼Sec ➼

Sec ➼

Annually

See Next Slide for What we Need ►

Primary ➼➼

Primary ➼➼Primary ➼➼

Note-Sec=Secondary Focus

Shift / Daily Weekly



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Focus & Influence Time HorizonsWhat we need from tomorrow onwards!

Monthly Qtrly

Primary ➼➼

Primary ➼➼

Primary ➼➼Sec ➼

Sec ➼

Annually

Primary ➼➼

Primary ➼➼

Note-Sec=Secondary Focus

Shift / Daily Weekly

Sec ➼

Primary ➼➼

Business Lead Team

Shift Process & Line

Leaders & Teams

VS & Production & Maintenance

Managers



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The Right Framework & Infrastructure

üü

..to Generate the Right

Behaviours???

….use of the Right Tools & Techniques

üü

A Sustainable Continuous Improvement Environment Demands:-



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Effective Communication = Team Work

C o m m u n i c a t i o n

Total Today

Productive People

Maintenance Matter

Being Informed

Being Involved

Being Part of the decision

Process

Being Treated with Respect

Gaining Recognition and

Self Esteem

Being prepared for

change

Being a part of change

Influencing the outcome

This is Our Aspiration !!

►If it Stops HereWe’re in Trouble

If it Stops HereWe’re in Trouble◄



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Four Cycle - 11 Step TPM

ReviewPerformance

Criteria & History


analysis of KPIs

(incl. OEE)


Assessment


plan


Problem Resolution


Leadership &

Behaviours


MEASURECURRENT STATE & IDENTIFY OPPORTUNITY

CONDITION REVIEW(INCL. SAFETY ENERGY, & ENVIRONMENT)

PROBLEM PREVENTION &BEST PRACTICEROUTINES

FUTURE STATE REALISATION THROUGH A HABIT OF CONTINUOUS IMPROVEMENT

Feed

back

A

B

C

D

Assess Hidden Losses/wastes

& Set Improvement

priorities



1 2 3

7

4 5 6

9

8

10 11



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• For any system to sustain into the future it needs to have checks and where necessary rebalances to ensure it stays on track. The TPM audit and review process combines with activities such as leader standard work and visual management to ensure that what we think is happening is really happening! It also allows us to clearly identify progress towards defined world class standards. The audit or ‘honest checks’ within step 11 enables the appropriate improvement conversations.

Audit and Review



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• It is vital however, that leaders and supervisors have the skills to deliver effective conformance (not punishment!) conversations. This is a critical leadership skill which enables a sustainable continuous improvement environment. Punishment is personal, conformance focuses on the process and the defined standards.

Audit and Review



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• The audit and review process both defines how we measure progress along the TPM and overall enterprise excellence Journey, and how we maintain and continue to improve on the standards that the teams have achieved

• Audits consist of – ‘Top Down’ assessment of organisational and strategic

alignment to TPM as a critical system– ‘Bottom Up’ TPM implementation and milestone review

Audit and Review



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Asset Care as an Enabler 30 Point Review for what we are looking for

Support for Characteristics of Manufacturing Best Practice

Business Management Strategy4

• Customer Value Focus• Seen to Reduce Elapsed Time (Operations, New Products, Lead Times)• Align Production Cycle with Demand Profile

Infrastructure and Technology3

• Process based Organisation rather than Functional• Control Variation then Reduce it through Equipment & Process Capability-Stabilise

then Optimise (Sporadic then Chronic)

Systems in Place and Working7

• Simple Visual Systems-SIS or Control by Shift• Easy to do Right and Difficult to do Wrong• Condition Based and Prevention Focus• Pull Logistics

Objective Feedback1 (15 Hard )+2

• Shared Objectives, Single Agenda for Change• Shop Floor Evidence based Recognition

Training and Skill Development6

• Formalise and Standardise Best Practice• Simplify and Fool Proof• Capture Lessons Learned & Build Capability• Flexibility towards Versatility

Cultural Indicators 4 • Continuous Improvement as part of the Job & LIFE

Motivation 3 (15 Soft) • 100% Involvement :-Let Operators have the First Chance to Solve Problems



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Top Down Review Summary

Pharma - August 2016

HEADING SCORE % RANKINGA – Business Strategy 7.5 / 15 50% = SecondB – Infrastructure & Technology 8.0 / 20 40% SixthC – Systems in Place and Working 19.0 / 35 54% FirstD – Objective Feedback & Communication 5.0 / 15 33% SeventhE – Training & Skill Development 15.0 / 30 50% = SecondF – Cultural Indicators / Teamwork 9.0 / 20 45% FourthG - Motivation 6.5 / 15 43% Fifth

SUMMARY SCORE %Hard Management Aspects 36.5 / 75.0 49%Soft Cultural Aspects 33.5 / 75.0 45%



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Top Down Review Summary

SHC-August 2016HEADING SCORE % RANKING

A – Business Strategy 8 / 15 53% FifthB – Infrastructure & Technology 13 / 20 65% =SecondC – Systems in Place and Working 20 / 35 57% FourthD – Objective Feedback & Communication 7 / 15 47% SixthE – Training & Skill Development 11 / 30 37% SeventhF – Cultural Indicators / Teamwork 13 / 20 65% = SecondG - Motivation 10 / 15 67% First

SUMMARY SCORE %Hard Management Aspects 44 / 75 59%Soft Cultural Aspects 38 / 75 51%



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Interpretation of the ResultExcellent Control and Understanding of the

Business

L

People are really Encouraged and Active but in an Unstructured

Way and Potentially Destructive Way

Poor Reward, Recognition and Encouragement

Weak Infrastructure for Change. Limited Control ofKey Business Issues and/or Technology

In Theory Everything Works but the Operation is Vulnerable to Change and Potentially slow toIdentify Opportunities

Excellent Recognition and Motivation to Continuously Improve

4 yr WCB’Mark

Pharma36.5 H33.5 S

SHC44.0 H38.0 S

75.0 37.5

37.5



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Ø Lack of Clear, Consistent Leadership and Direction Ø Lack of thorough Planning ,Preparation, Measurement

and Feedback Ø The Change Programme has no Clear Vision Ø Lack of a thorough Risk Assessment & Countermeasure

Definition at the start Ø Poor, Inadequate, Inconsistent and Ineffective

Communication Ø Unclear Roles, Responsibilities, Accountabilities and

Expectations Ø Lack of Involvement of Key Players / Continuity

(1=Poor, 2= Fai r , 3=OK, 4= Very Good, 5= Excellent)

Reasons for Lack of Sustainability



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Ø Lack of Clear, Consistent Leadership and Direction Ø Lack of thorough Planning ,Preparation, Measurement

and Feedback Ø The Change Programme has no Clear Vision Ø Lack of a thorough Risk Assessment & Countermeasure

Definition at the start Ø Poor, Inadequate, Inconsistent and Ineffective

Communication Ø Unclear Roles, Responsibilities, Accountabilities and

Expectations Ø Lack of Involvement of Key Players / Continuity

(1=Poor, 2= Fair , 3=OK, 4= Very Good, 5= Excellent)

Reasons for Lack of Sustainability

Score

1

34

41 to 2

2

1



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1

2

3

4

Problems given to management- top down improvement

Bottom up improvement-Stabilise

Self managed team activities-Optimise

World class Performance4 zero’s

Reactive

Proactive

Bottom up honesty checks4 Milestones of TPM & Team Performance

Forecast with Confidence

Optimising &Improving

Gaining Control

Stabilising



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Does it allow everyone to: 1. Take part in continuous improvement (all levels &

departments)?2. Make a high number of suggestions per year?3. Be responded to quickly (to implement them or not)?4. Get involved in improvement regularly (and evenly in a team)?5. Resolve ideas quickly?6. See the connections between the different levels of

improvement?7. Escalate or transfer ideas as required?8. Receive support from the layer above or other relevant people?9. Receive recognition for their improvements?10. Behave in the right way, as if they owned the business?

Continuous Improvement: The Ten Tests



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To what degree did your observations match the ideal?

System & Behavioural Assessment

Level 1 Level 2 Level 3 Level 4 Level 5

Does not match Barely matches Somewhatmatches

Closely matches Very closelymatches



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What is Working?

What is Working Well? What is not Working Well?

What is Missing? What are the Key Learnings?



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• An example + Plus 2 x Exercises…..– Business Drivers & TPM’s Potential Contribution– What will stop TPM Taking Hold?-Risks &

Countermeasures

Does Total Asset CarePass the ‘So What’ Test?



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Business DriversPotential Impact of

TPM –Team A

Profitability 3Meet Customer Requests 3Quality with Compliance 2Safety 3Reputation 3Cost Competitiveness 3Increase Market Share 3Reduce Inventory 2Increased OEE 3

0 = None 1 = Some 2 = Significant 3 = Major

Business DriversPotential

Impact of TPM –Team B

Reduced Cost of Production 3Increased Quality 3Meet Deliveries on Time 2Increased Outputs / OEE’s 3Good Safety record 2Minimise Inventory Levels 2Minimise Lead Times 2Increased Competitiveness 3

1 Day Site Management TeamWorkshop Outputs

Total Score 20 / 24 = 83%Total Score 25 / 27 = 93%



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Team B---Stoppers Team B----Countermeasures

People’s Attitude / Understanding § Relevant Training

Fear of Change / New Roles § Communication Plan & Cascade

Benefit not immediately Apparent § Planning of Work / Publicise Results

Poor Teamwork § Improve Understanding thro’ coaching

Lack of Perseverance / follow through § Persist through Review and Action+ Pillar Champs

Lack of Support /Commitment from Management § Provide necessary Support / resources/ Budget

What Will Inhibit These New Ways of Working ?

Team A ----Stoppers Team A----Countermeasures

Lack of Acceptance & Buy-in§ Engagement thro’ Education§ Building Teams

Fear of Change § Reassurance & Involvement from Start-Up

Cost & People Resources § Investment. Make resources available. Planning. Re-structuring

Unrealistic Expectations§ Milestone Recognition§ Education, Training & coaching§ Recognition for every Improvement (Big and small)

Poor Communication/ Objective alignment § Ongoing Communication

Loss of Momentum § Put Governance Structure in place-Regular SMT Reviews



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Business Drivers Potential Impact of TPM

0 = None 1 = Some 2 = Significant 3 = Major - Total Score / = %

Question :What Additionally Can TPM Give?