The TPM approach calls for a series of structured steps to ensure quality and increase the likelihood of success.
Deploying and implementing a TPM approach is a long road that requires the collaboration of all staff, from management to operational. The structure of an approach TPM is broken down into 12 steps according to Professor NAKAJIMA’s deployment model, detailed below1.
1. Reporting by the management of the implementation of the TPM
Management should wish to develop the TPM as a strategic issue for the company and develop the project. In particular, the Human Resources Directorate must be particularly involved in the social aspect of a TPM project. This statement can be made either by an internal meeting or through internal newspaper communication.
2. Information and training around the TPM
The members of the management (direction and framework) must be active members in the TPM approach. In this, they must undergo training on the general content of the TPM, and know their role in the TPM project.
Employees will be trained in detail on a case-by-case basis based on projects, but general information at the beginning of the process to know the basics of the TPM.
3. Setting up the TPM organization
of a pyramidal structure, it consists of:
- A program Manager and a TPM committee: A person from the ” sponsor ” direction of the approach and a TPM committee made up of Top Management.
- One or more TPM Facilitators: A group 1 to 12 of team or sector leaders.
- One or more TPM team leaders: in charge of piloting projects directly in the Gemba.
The role of the Steering Committee will be2 :
- Promote the process.
- Ensure the commitment of the different managers and teams.
- Validate that the TPM methodology is followed.
- Involved in the determination of the strategy.
- To actively support the various coordinators and facilitators TPM3.
4. Definition of objectives
With regard to the current situation and the strategic issues of the company, the Steering Committee in partnership with management identifies the objectives of the TPM project. The state of the scene at this level is paramount in defining the priorities of the various TPM projects. There is a need for specific measures on:
- The vision of production needs to come in the short, medium and long term.
- The state of the machines performance, especially the bottlenecks.
- The causes of non-performance and Pareto Related.
- Potential for improvements and gains through a gain/cost matrix.
5. Defining the Master Plan
The TPM Committee decides on the priorities and agenda of the TPM approach. He has to decide:
- pilot projects to be implemented : ” welcoming ” areas where the potential for gain is important are chosen.
- Detail the actions in the order of the TPM : First pillar 1… See below.
- Allocate human and financial resources.
- Identify a schedule for three to five years.
6. TPM Kickoff
All staff in the areas affected by the TPM project are informed of the official launch of the project and the organization associated with the project. The Kickoff must specify :
- The expected goals.
- The composition of the Steering committee.
- The masterplan.
Once the Kickoff is launched, the rest of the TPM project, step 7 through 11, sees the implementation of the 8 pillars of the TPM.
7. Establish the system for improving production efficiency
- Pillar 1 – Focused improvement4.
- Pillar 2 – Autonomous Maintenance5.
- Pillar 3 – Planned Maintenance.
- Pillar 4 – Improving knowledge and know-how
8. Set up pillar 8 : safety and environment
9. Set uppillar 6 : Mastery Quality
10. Set uppillar 5 : Mastery of product and equipment design
11. Building pillar 7 : Efficiency of related services
12. Complete the implementation and develop it
The implementation of the first 11 steps has helped to create a new culture and increase the performance of the areas concerned. The challenge is to promote the approach to other areas and to maintain and improve the sleep and already achieved levels on the first areas.
A good way to maintain and improve results is to put goals on getting rewards. These rewards can be :
- Internal : Some company develops levels through medals or other.
- External : get the PM Prize by the JIPM for example.
The key points of success
A few key points to achieve the success of the project:
- Integrate the TPM project into continuous improvement programs (6 Sigma, TQM…) of the company.
- Give everyone the opportunity to be able to express themselves and react.
- be disciplined in methodology.
- The Steering Committee must be available and engaged.
- Link the TPM directly with the enterprise strategy.
- Take the time needed to do the right measurements and identify the losses.
- Improve and document trainings throughout the TPM program.
- Getting to total maintenance is a long way. Patience and determination is necessary.
1 – S. Nakajima (1989)-TPM Development Program: Implementing Total Productive Maintenance
2 – J. Buffer (2006) – The TPM guide
3 – V.A. Ames (2003) – TPM Interview
4 – A. Sütoova, S. Markulik, M. Solc (2012) – Kobetsu Kaizen – Its value and application
5 – R. Panneerselvam (2012) – Production and Operation Management
C. Rousseau (2013) – Lean Manufacturing : The secrets of your company’s success
T. Nakamura (2013) – TPM National Conference
T. Suzuki (1994) – TPM in Process industry
J. Leflar (2001) – Practical TPM
M. Horner (1996) – Analysis of Total Productive manufacturing teams in SemiConductor Manfuacturing organizations
T. Jackson (1999) – Make TPM Part of Your Business improvement Strategy
F. Monchy, J.P. Vernier (2012) – Maintenance : Methods and organizations for better productivity