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TPM Intro
- 1. Total Productive Maintenance © 2016 The Leadership Network® © 2016 Jidoka® 01 TPM Introduction
- 2. Total Productive Maintenance © 2016 The Leadership Network® © 2016 Jidoka® 02 • 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
- 3. Total Productive Maintenance © 2016 The Leadership Network® © 2016 Jidoka® 03 • 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
- 4. Total Productive Maintenance © 2016 The Leadership Network® © 2016 Jidoka® 04 • 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
- 5. Total Productive Maintenance © 2016 The Leadership Network® © 2016 Jidoka® 05 Positioning Maintenance Excellence
- 6. Total Productive Maintenance © 2016 The Leadership Network® © 2016 Jidoka® 6 • 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
- 7. Total Productive Maintenance © 2016 The Leadership Network® © 2016 Jidoka® 7 • 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
- 8. Total Productive Maintenance © 2016 The Leadership Network® © 2016 Jidoka® 8 A day in the life
- 9. Total Productive Maintenance © 2016 The Leadership Network® © 2016 Jidoka® 9 Average day? Opportunities for learning? Good Day No Hassle = 1088 parts Hassle Day = 1088 parts Bad Day = 950 parts Hassle Day = 1088 parts
- 10. Total Productive Maintenance © 2016 The Leadership Network® © 2016 Jidoka® 10 • Moving operators to regain productivity = More Cost • Technical resources = distractedfrom 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
- 11. Total Productive Maintenance © 2016 The Leadership Network® © 2016 Jidoka® 11 • List all the improvement/management tools currently in place within your operational environment. • ______________________________ • ______________________________ • ______________________________ • ______________________________ • ______________________________ • ______________________________ Current State process management
- 12. Total Productive Maintenance © 2016 The Leadership Network® © 2016 Jidoka® 12 • 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
- 13. Total Productive Maintenance © 2016 The Leadership Network® © 2016 Jidoka® 13 TPM as a core business SYSTEM
- 14. Total Productive Maintenance © 2016 The Leadership Network® © 2016 Jidoka® 14 Shingo Enterprise Excellence Overview
- 15. Total Productive Maintenance © 2016 The Leadership Network® © 2016 Jidoka® 15 The Shingo Model
- 16. Total Productive Maintenance © 2016 The Leadership Network® © 2016 Jidoka® 16 Three Insights of Enterprise Excellence Insight #1: Ideal Results Require Ideal Behaviour Insight #2: Beliefs and Systems Drive Behaviour Insight #3: Principles Inform Ideal Behaviour Principles guide us toward ideal Behaviour? ][
- 17. Total Productive Maintenance © 2016 The Leadership Network® © 2016 Jidoka® 17 What are principles?The Shingo Model & Guiding Principles
- 18. Total Productive Maintenance © 2016 The Leadership Network® © 2016 Jidoka® 18 © S A Partners The Application of the Enterprise Excellence Model
- 19. Total Productive Maintenance © 2016 The Leadership Network® © 2016 Jidoka® 19 The Application of the Enterprise Excellence Model PeopleProcess Purpose Results Customer How stakeholder needs are understood and converted into strategy The “WHY” Improve 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
- 20. Total Productive Maintenance © 2016 The Leadership Network® © 2016 Jidoka® 20 © S A Partners
- 21. Total Productive Maintenance © 2016 The Leadership Network® © 2016 Jidoka® 21 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 Principles Non negotiable commitments of business Systems The integrated processes which deliver the results for the organisation Skills, competencies and confidence The ability to lead systems, manage processes and carry out tasks Know why Know what Know how
- 22. Total Productive Maintenance © 2016 The Leadership Network® © 2016 Jidoka® 22 What do we mean by Systems? Business Alignment Management System People Development Process Management (Common Cause Special Cause) System of Engagement (Hearts and Hands)
- 23. Total Productive Maintenance © 2016 The Leadership Network® © 2016 Jidoka® 23 Enterprise Excellence Model Systems (Examples) PeopleProcess Purpose Results Customer Stakeholder Management Strategy Formation Organisational design Improve Order Creation Product & Asset Lifecycle Mgt Order Fulfilment Supply Chain Integration Health, Safety & Environment Reward and recognition People Skill & Lifecycle Mgt, Reward & Recognition Strategy Deployment Project Management Management Process Behaviour Deployment & Coaching Leader Standard Work Communications Organisational Maturity & Benchmarking Continuous Improvement Performance Mgt
- 24. Total Productive Maintenance © 2016 The Leadership Network® © 2016 Jidoka® 24 Types of Asset environment People and Assets
- 25. Total Productive Maintenance © 2016 The Leadership Network® © 2016 Jidoka® 25 • 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
- 26. Total Productive Maintenance © 2016 The Leadership Network® © 2016 Jidoka® 26 • Operator running series of individual assets • Separate maintainer group • Separate engineering support group • Highly regulated environment? Types of Asset environments
- 27. Total Productive Maintenance © 2016 The Leadership Network® © 2016 Jidoka® 27 • Operator running Complex Process • Separate maintainer group • Separate engineering support group • Separate process support group • High Risk environment? Types of Asset environments
- 28. Total Productive Maintenance © 2016 The Leadership Network® © 2016 Jidoka® 28 • 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
- 29. Total Productive Maintenance © 2016 The Leadership Network® © 2016 Jidoka® 29 • 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
- 30. Total Productive Maintenance © 2016 The Leadership Network® © 2016 Jidoka® 30 How the Best Practice “day job” culture of Maintenance has evolved Versatile People focused (Today) Flexible (00’s) Single Skilled (60’S / 70’S) Multi Skilled (1980’s / 90’s) Specialist Craftsmen Experienced Proficient Professional Adaptable Responsive Resourceful All Purpose • Told • Narrow • Fixed • Told • Wider • Semi Variable • Explained • Broad • Variable • Delegated • Team focus • Greater x’functional activity • Participating and involved with decisions • Autonomous within clear boundaries • Working with outsourced partners Capability Time
- 31. Total Productive Maintenance © 2016 The Leadership Network® © 2016 Jidoka® 31 • 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
- 32. Total Productive Maintenance © 2016 The Leadership Network® © 2016 Jidoka® 32 • 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?….
- 33. Total Productive Maintenance © 2016 The Leadership Network® © 2016 Jidoka® 33 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
- 34. Total Productive Maintenance © 2016 The Leadership Network® © 2016 Jidoka® 34 • 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
- 35. Total Productive Maintenance © 2016 The Leadership Network® © 2016 Jidoka® 35 Introducing Four Cycle Eleven Step Model
- 36. Total Productive Maintenance © 2016 The Leadership Network® © 2016 Jidoka® 36 • 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
- 37. Total Productive Maintenance © 2016 The Leadership Network® © 2016 Jidoka® 37 • 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 ?
- 38. Total Productive Maintenance © 2016 The Leadership Network® © 2016 Jidoka® 38 Five Principles of TPM 1. Increase the OEE 4. Increase Skills (Hand & Op, T/W’ing & Problem Solving) KNOW OF UNDERSTANDCAN USE CAN TRAIN OTHERS 5. Early Involvement in New Equipment Specification 3. Make Routine Front Line Asset Care part of the job 2. Improveexisting Planned MaintenanceSystems
- 39. Total Productive Maintenance © 2016 The Leadership Network® © 2016 Jidoka® 39 • 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
- 40. Total Productive Maintenance © 2016 The Leadership Network® © 2016 Jidoka® 40 Four Cycle-11 Step TPM Review Performance 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 MEASURE CURRENT STATE & IDENTIFY OPPORTUNITY CONDITION REVIEW (INCL. SAFETY ENERGY, & ENVIRONMENT) PROBLEM PREVENTION & BEST PRACTICE ROUTINES FUTURE STATE REALISATION THROUGH A HABIT OF CONTINUOUS IMPROVEMENT Feedback A B C D Assess Hidden Losses/wastes & Set Improvement priorities Develop Future Total Asset Care Best Practice & Standard Work 1 2 3 4 5 6 7 8 9 10 11