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Business benefits: - Planning with confidence through supply chain, to provide what customers want, when they need it, just in time, right first time
- Flexibility-being able to react quickly to market changes without high levels of stock
- Improvement in OEE as a measurable route to increased profitability,
Equipment benefits: - Improve process capability, product quality and productivity
- Economical use of equipment throughout its total service life starting from design,
- Maximized efficiency of equipment.
People benefits - Increase utilization of hand/operational skills, team working and problem-solving skills.
- Practical and effective example of team working, including TPM in administration for the support functions.
- Trouble-free shifts, because value-adding activities become proactive rather than reactive
- Total Productive Maintenance will turn your maintenance from a repair function to a reliability function.
- Total Productive Maintenance concentrates on getting the productivity needed from your current equipment assets.
"Needed" means high Overall Equipment Effectiveness (OEE) measured over the time you need that equipment to meet daily customer demand? In Lean, Overall Equipment Effectiveness (OEE) is measured over the actual customer demand time, not over the maximum scheduled production time as piece of equipment could run. Total Productive Maintenance can give you Overall Equipment Effectiveness (OEE) in the mid to upper 90% without major capital expenditures Some example of benefits from TPM Case-A chemical processing plant - By product output constrained by capacity
- 5 per cent increase in OEE to 90 Percent
- Worth $400000 in creased contribution per annum.
Case-B-cement plant - Weigh feeder mechanism unreliability
- Reference period OEE=71 per cent
- Best of best OEE achievement=82 percent
- Worth &35000 in energy saving per annum.
- Other TPM pilot improvements saved $300000 per annum, plus avoidance of capital expenditure of $115000.
TPM wins commandments - We need the sustained and active commitment from corporate boardroom to shop floor.
- We must always purse the CANDO approach and ensure that each piece of equipment is seen as a building block in the overall structure of the unit and its effectiveness.
- We should use the improvement of the OEE to promote a sense of achievement, pride, and individual and team ownership.
- We should increase the knowledge of theTPM process with in the team environment and use this to develop and meet training requirements,
- We should aim to eliminate the six major losses and show the reasons why, in order to promote the value of TPM.
- We should use the TPM process to promote and improve teamwork across all functions.
- We should standardize all equipment performance measurement to make it easy to understand and use.
- We should set achievable short, medium and long-term goals with in a realistic plan.
- We should develop belief in TPM using recorded, proven and visible results communicated to all.
- We will put all our equipment under a permanent microscope.
Questions arise. - How can it work in my business?
- How does TPM fit in with total quality?
- Is it part of just in time philosophy?
- Does it replace other maintenance techniques?
- Is it just another Japanese “buzz word”?
- When is the right time to start TPM?
I am Manaagement Trainer, I have creates trainng presentations about Strategic Excellence Position, kanban training ppt, etc, which helpful to increase the performance of the busintess. Also I have given public training programs on 5 S Lean,E-marketing training, kanban training, Six Sigma, statistical techniques and more.
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