tpm intro

Total Productive Maintenance

© 2016 The Leadership Network®

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TPM Introduction



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• Think of a “World Class” sportsperson or team, either current or past.

• Why are they (or were they) ‘World Class? i.e. What attributes/characteristics differentiate them from the rest?

• In other words: What makes (or made) them ‘Special’?

World Class Sports Person or Team



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• Train and practice a lot before they perform• Have dedicated “Improvement Time”• Are obsessive about attention to detail• Depend on others, not just self• Have the right equipment, facilities and

environment• Have a clear vision of what’s possible• Have a ‘Continuous Improvement’ mentality• Are totally dedicated• Maximise their individual and collective potential• Are well paid when they get there!!

10 x Attributes of “World Class” Performers



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• 5% of What We Read

• 10% of What We Hear

• 15% of What We See

• 20% of What We See and Hear

• 40% of What We Discuss With Others

• 80% of What We Practice and Experience

• 95% When We Teach Others

Learning, Understanding and Retention



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Positioning Maintenance Excellence



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• In any asset based enterprise the effective and efficient operation of your assets is a critical factor in the consistent delivery of customer value.

• Therefore we can consider our ability to maintain and optimise the performance of those assets as ONE of the critical systems within your business.

• The principles of TPM applied effectively, act as an effective system to ensure optimal equipment performance.

Asset Care/TPM



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• As a philosophy TPM is capable of supporting and encouraging ideal behaviours of those working with and supporting equipment performance.

• If designed effectively TPM integrates seamlessly with other critical business systems such as visual management an system of improvement, enabling consistent and sustainable business growth.

Asset Care/TPM



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A day in the life



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Average day? Opportunities for learning?

Good Day No Hassle =1088parts

Hassle Day =1088parts

Bad Day =950parts

Hassle Day =1088parts



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• Moving operators to regain productivity = More Cost• Technical resources = distracted from more value adding activity also

More Cost• Stress = disengagement operator group• Visual inspection processes rushed?• Line balance • WIP rules compromised• Other lines suffer• Invisible downtime/issues on equipment• Supervisor distracted• Training and learning on back burner etc. etc. etc.

Hassle day



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• List all the improvement/management tools currently in place within your operational environment.

• ______________________________• ______________________________• ______________________________• ______________________________• ______________________________• ______________________________

Current State process management



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• What is their purpose?• Are they effective?• Are they used on a daily weekly basis?• Are they truly part of how things are done here?• Do they work synergistically?• What would be your answers?• What do we expect TPM to do and how will it fit into

this picture?

Questions



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TPM as a core business SYSTEM



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ShingoEnterpriseExcellence

Overview



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The Shingo Model



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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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What are principles?TheShingoModel&GuidingPrinciples



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© S A Partners

The Application of the Enterprise Excellence Model



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The Application of the Enterprise Excellence Model

PeopleProcess

Purpose

ResultsCustomer

How stakeholder needs are understood and

converted into strategyThe “WHY”

Impr

ove

How value is created and realised across the end to

end enterprise

How people potential is realised

How strategy is deployed into the

organisation and how governance is created

How Principles and values are translated into Leadership and

Behaviours

How the process is continually improved

by the people and how problems are solved

Sustainable Customer focussed results, from

an integrated organisation



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© S A Partners



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Enterprise Excellence

Our assessment looks at the purpose of the system and their effectiveness by examining evidence of its activity and impact on Ideal Behaviour

PrinciplesNon negotiable commitments

of business

SystemsThe integrated processes which deliver

the results for the organisation

Skills, competencies and confidenceThe ability to lead systems, manage processes and

carry out tasks

Know why

Know what

Know how



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What do we mean by Systems?

Business AlignmentManagement System

People Development

Process Management

(Common Cause Special Cause)

System of Engagement

(Hearts and Hands)



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Enterprise Excellence ModelSystems (Examples)

PeopleProcess

Purpose

ResultsCustomer

Stakeholder ManagementStrategy Formation

Organisational design

Impr

oveOrder Creation

Product & Asset Lifecycle MgtOrder Fulfilment

Supply Chain Integration

Health, Safety & Environment

Reward and recognitionPeople Skill & Lifecycle Mgt,

Reward & Recognition

Strategy DeploymentProject ManagementManagement Process

Behaviour Deployment & Coaching

Leader Standard WorkCommunications

Organisational Maturity & Benchmarking

Continuous Improvement

Performance Mgt



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Types of Asset environmentPeople and Assets



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• Number of people approximately equal to the number of assets

• Machine use may vary based on demand and line balancing requirements

• Separate maintainer group, separate engineering support group

• Highly regulated environment?

Types of Asset environments



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• Operator running series of individual assets• Separate maintainer group• Separate engineering support group• Highly regulated environment?




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• Operator running Complex Process• Separate maintainer group• Separate engineering support group• Separate process support group• High Risk environment?




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• One or two assets per person?– Cross trained due to demand and line balancing

requirements

• Multiple Assets Per person?– Flow– Sub assembly

• Few people complex process– High Risk?

Types of asset environment



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• Pick an example of asset environment which is closest to your business.

• Consider, in the ideal state, what would be the ideal systems, tools and behaviours you need to ensure ideal sustainable results.

• What Shingo principles would be of particular relevance to asset optimisation?

In Groups consider the ideal asset management environment



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How the Best Practice “day job” culture of Maintenance has evolved

VersatilePeople focused(Today)

Flexible(00’s)

SingleSkilled(60’S / 70’S)

MultiSkilled

(1980’s / 90’s)SpecialistCraftsmen

ExperiencedProficientProfessional

AdaptableResponsive

ResourcefulAll Purpose

• Told• Narrow• Fixed

• Told• Wider• Semi Variable

• Explained• Broad• Variable• Delegated• Team focus

• Greater x’functionalactivity

• Participating and involved with decisions

• Autonomous within clear boundaries

• Working with outsourced partners

Capability

Time



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• You cannot achieve excellence without Operational Basics in place!!

• This means the fundamentals of:-– Standard (and Safe) Operating Procedures,– ‘Best Practice’ Work Place Organisation / 5S– Basic Manufacturing Process Control– A Disciplined, Self-determined, TPM / Asset Care Regime– Reliable Data Collection & Interpretation– Continuous Development and Training of our People– Clearly defined roles and responsibilities

A Key Message to Remember



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• You transform the culture !!

Achieving Lean will only work, if:

Remember that physical and information transformation is relatively easy – sustainment through changing the culture is difficult – and why is this the case?….



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And The More I Direct My Energy into…

The More I Assume…The More Suspicious I Become…

The Less I Know About Plans to Change…The More I Assume…

Poor Communications = Resistance



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• Striving for world class status is revolutionary.

• Culture change is evolutionary, because resistance to change is both universal and a natural human characteristic.

• Our philosophy and approach therefore, must centre on tapping into the potential of our people through Involvement & Teamwork

• TPM sets out to do precisely this by giving ownership to the “new ways of working”

Creating the Environment



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• Lean thinking is the speed / pace/velocity with which you receive a customer’s order and convert it into money in Company’s bank account by eliminating waste in all that we do

• 5S & Workplace Organisation is aimed at Creating Flow

• Visual Management indicates the status/quality of that Flow

• TPM is about Maintaining that flow through our critical assets

Cutting to the Core



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• TPM is about establishing the correct relationship between People and their Equipment to create ‘ownership’ and Team Work

• It’s about unlocking our Installed Productive Capacity by unlocking the Potential of our People

• Unlocking the discretionary effort and innovative capability of your team

So what is TPM ?



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Five Principles of TPM

1. Increase the OEE

4. Increase Skills (Hand & Op, T/W’ing & Problem Solving)

KNOW OF

UNDERSTANDCAN USE

CAN TRAINOTHERS

5. Early Involvement in New Equipment Specification

3. Make Routine Front Line Asset Care part of the job

2. Improve existing Planned Maintenance Systems



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• Over the last three years S A Partners have worked with the recognised TPM expert Peter Willmott to develop his original nine step TPM model.

• Our new four cycle eleven step model takes into account the critical enabling element leader/management culture & behaviour.

• This focus defines TPM as a key system within an asset reliant organisation and allows it to integrate with true Enterprise Excellence Thinking.

Background and Programme structure



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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 PRACTICEROUTINES

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