To begin applying TPM concepts to plant maintenance activities, the entire work force must first be convinced that upper level management is committed to the program. The first step in this effort is to either hire or appoint a TPM coordinator. It is the responsibility of the coordinator to sell the TPM concepts to the work force through an educational program. To do a thorough job of educating and convincing the work force that TPM is just not another "program of the month," will take time, perhaps a year or more.
Once the coordinator is convinced that the work force is sold on the TPM program and that they understand it and its implications, the first study and action teams are formed. These teams are usually made up of people who directly have an impact on the problem being addressed. Operators, maintenance personnel, shift supervisors, schedulers, and upper management might all be included on a team. Each person becomes a "stakeholder" in the process and is encouraged to do his or her best to contribute to the success of the team effort. Usually, the TPM coordinator heads the teams until others become familiar with the process and natural team leaders emerge.
Total Productive Maintenance action teams are charged with the responsibility of pinpointing problem areas, detailing a course of corrective action, and initiating the corrective process. Recognizing problems and initiating solutions may not come easily for some team members. They will not have had experiences in other plants where they had opportunities to see how things could be done differently. In well run TPM programs, team members often visit cooperating plants to observe and compare TPM methods, techniques, and to observe work in progress. This comparative process is part of an overall measurement technique called "benchmarking" and is one of the greatest assets of the TPM program.
TPM teams are encouraged to start on small problems and keep meticulous records of their progress.
Successful completion of the team's initial work is always recognized by management. Publicity of the program and its results are one of the secrets of making the program a success. Once the teams are familiar with the TPM process and have experienced success with a small problem, problems of ever increasing importance and complexity are addressed.
As an example, in one manufacturing plant, one punch press was selected as a problem area. The machine was studied and evaluated in extreme detail by the team. Production over an extended period of time was used to establish a record of productive time versus nonproductive time. Some team members visited a plant several states away which had a similar press but which was operating much more efficiently. This visit gave them ideas on how their situation could be improved. A course of action to bring the machine into a "world class" manufacturing condition was soon designed and work was initiated. The work involved taking the machine out of service for cleaning, painting, adjustment, and replacement of worn parts, belts, hoses, etc. As a part of this process, training in operation and maintenance of the machine was reviewed. A daily check list of maintenance duties to be performed by the operator was developed. A factory representative was called in to assist in some phases of the process. Total Productive Maintenance was just the right fit for the situation
After success has been demonstrated on one machine and records began to show how much the process had improved production, another machine was selected, then another, until the entire production area had been brought into a "world class" condition and is producing at a significantly higher rate.
Note that in the example above, the operator was required to take an active part in the maintenance of the machine. This is one of the basic innovations of TPM. The attitude of "I just operate it!" is no longer acceptable. Routine daily maintenance checks, minor adjustments, lubrication, and minor part change out become the responsibility of the operator. Extensive overhauls and major breakdowns are handled by plant maintenance personnel with the operator assisting. Even if outside maintenance or factory experts have to be called in, the equipment operator must play a significant part in the repair process. Training for TPM coordinators is available from several sources. Most of the major professional organizations associated with manufacturing as well as private consulting and educational groups have information available on TPM implementation. The Society of Manufacturing Engineers (SME) and Productivity Press are two examples. Both offer tapes, books, and other educational material that tell the story of TPM. Productivity Press conducts frequent seminars in most major cities around the United States. They also sponsor plant tours for benchmarking and training purposes.
Once the coordinator is convinced that the work force is sold on the TPM program and that they understand it and its implications, the first study and action teams are formed. These teams are usually made up of people who directly have an impact on the problem being addressed. Operators, maintenance personnel, shift supervisors, schedulers, and upper management might all be included on a team. Each person becomes a "stakeholder" in the process and is encouraged to do his or her best to contribute to the success of the team effort. Usually, the TPM coordinator heads the teams until others become familiar with the process and natural team leaders emerge.
Total Productive Maintenance action teams are charged with the responsibility of pinpointing problem areas, detailing a course of corrective action, and initiating the corrective process. Recognizing problems and initiating solutions may not come easily for some team members. They will not have had experiences in other plants where they had opportunities to see how things could be done differently. In well run TPM programs, team members often visit cooperating plants to observe and compare TPM methods, techniques, and to observe work in progress. This comparative process is part of an overall measurement technique called "benchmarking" and is one of the greatest assets of the TPM program.
TPM teams are encouraged to start on small problems and keep meticulous records of their progress.
Successful completion of the team's initial work is always recognized by management. Publicity of the program and its results are one of the secrets of making the program a success. Once the teams are familiar with the TPM process and have experienced success with a small problem, problems of ever increasing importance and complexity are addressed.
As an example, in one manufacturing plant, one punch press was selected as a problem area. The machine was studied and evaluated in extreme detail by the team. Production over an extended period of time was used to establish a record of productive time versus nonproductive time. Some team members visited a plant several states away which had a similar press but which was operating much more efficiently. This visit gave them ideas on how their situation could be improved. A course of action to bring the machine into a "world class" manufacturing condition was soon designed and work was initiated. The work involved taking the machine out of service for cleaning, painting, adjustment, and replacement of worn parts, belts, hoses, etc. As a part of this process, training in operation and maintenance of the machine was reviewed. A daily check list of maintenance duties to be performed by the operator was developed. A factory representative was called in to assist in some phases of the process. Total Productive Maintenance was just the right fit for the situation
After success has been demonstrated on one machine and records began to show how much the process had improved production, another machine was selected, then another, until the entire production area had been brought into a "world class" condition and is producing at a significantly higher rate.
Note that in the example above, the operator was required to take an active part in the maintenance of the machine. This is one of the basic innovations of TPM. The attitude of "I just operate it!" is no longer acceptable. Routine daily maintenance checks, minor adjustments, lubrication, and minor part change out become the responsibility of the operator. Extensive overhauls and major breakdowns are handled by plant maintenance personnel with the operator assisting. Even if outside maintenance or factory experts have to be called in, the equipment operator must play a significant part in the repair process. Training for TPM coordinators is available from several sources. Most of the major professional organizations associated with manufacturing as well as private consulting and educational groups have information available on TPM implementation. The Society of Manufacturing Engineers (SME) and Productivity Press are two examples. Both offer tapes, books, and other educational material that tell the story of TPM. Productivity Press conducts frequent seminars in most major cities around the United States. They also sponsor plant tours for benchmarking and training purposes.
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