TPM Reloaded. Joel Levitt
and materials, while increasing the effectiveness of the equipment.
In fact, a simple PM Service can take 3 times longer for maintenance personnel than for operations personnel (even at the same depth).
Example:
When maintenance workers do a PM on a piece of equipment, they must go through a variety of steps. These steps are essential, but not productive. In this case, a 45-minute PM might actually take over 400 minutes. In a TPM environment, the same job might be done in 1/3 of the time (Exhibit 2-1).
If this time savings were the only benefit, the program would be a good solid single or double. With the other benefits in improving the OEE (described in full in Chapter 6), TPM is a home run.
Exhibit 2-1 Comparing PM by Maintenance and the Same PM by a TPM Team Member
Selling TPM to Different Stakeholders
If we want to sell TPM within a company, we have to discuss the outcomes that would attract different stakeholder groups. Each such group has different interests, responsibilities, and concerns. We also have to directly address the fears that this kind of change brings on.
Top management and shareholders
The first stakeholder group is management (top management). This group is concerned about profit, getting product out the door, long term viability, and safety. They are sensitive to public opinion and the opinion of shareholders. They also look at any program as a cost that had better provide a return on investment. Last, this group might have bonuses tied to profitable output. Therefore, they will not want to rock the boat unless they see a significant advantage for themselves.
The essential question is how would we prove these benefits? One of the cores of TPM is a rigorous approach to the measurement of all the production losses. For example, the first benefit below (reduced breakdowns and emergencies) is a metric that can be generated from the CMMS for the pilot area. For the other benefits, the metrics are available in TPM, CMMS, or other systems as shown.
Benefits of TPM for top management and shareholders sticking to TPM for the long haul
| • Reduced equipment breakdowns and emergencies: | CMMS |
| • Improved equipment effectiveness and throughput: | OEE |
| • Improved product quality: | OEE or quality system |
| • Improved safety: | Safety metrics |
| • More emphasis on preventive work: | CMMS PM Performance |
| • More emphasis on getting to the root of the problem and eliminating it: | CMMS looking for a reduction of repeat repairs |
| • Lower operating costs: | Look at utilities used per unit of product produced |
| • Reduced raw materials, in process, and finished goods inventories | Various inventory levels |
| • Reduced wait time for maintenance craftsmen: | Work Sampling study |
| • Significant improvement in equipment availability and capacity: | OEE |
| • Improved equipment lifespan: | Accounting records |
| • Improved plant productivity: | Increased profit from plant |
| • Improved decision-making involving employees: | Survey supervisor |
| • Higher morale from improved job satisfaction and : job security | Survey employee |
| • Greater ability to meet customer’s quality and delivery needs: | Survey customers and sales |
Operators
The second group that has to be sold on the project is the operator group. Superficially, TPM looks like extra work. Their first reaction might be that “they are trying to get more work from us without more pay.” In fact the work is different, rather than more. Operators are still there for their whole shift. The only difference is that they will be taking a larger role in their job and in the success of their company. Ultimately, TPM is more satisfying for the operator.
Benefits of TPM for Operators
• Increased decision-making regarding equipment and processes
• Operators become more valuable to company
• Higher morale from improved job satisfaction and job security
• Operators receive additional training
• More cooperative work environment from team work experience
• Higher level of expertise in production
• Increased self esteem from better performance
• Multi-skilled operators in higher demand
• Ability to address issues that plagued operations
• Better equipment availability and reliability
• Better relationships with maintenance
• More appreciation from maintenance of complexity of the production job
At a recent installation for TPM, Paul Wilson, the Managing Director of Aster Training, described the real benefits for the operators.
• Operators no longer had to wait for maintenance technicians to fix trivial problems. The maintenance guys were no longer required to complete tasks that they considered mundane.
• Maintenance technicians, relieved to be rid of their mundane tasks, are given specific projects working with the production staff to cut out some of the biggest loss areas.
• The machine set-up routines were looked at; new purpose-made jigs were constructed to allow production to carry out changeovers without the need for all of the “tweaks” and alignment problems that had previously plagued this process.
• The major parts of the machines prone to wear and tear were put onto a predictive maintenance schedule and their spares managed on a statistical inventory control basis. In fact, one company was even able to sell back some spares to the machine manufacturers which had been previously been bought as insurance.
• The cleanliness and reliability of machines improved significantly as operators took on a series of daily, weekly, and monthly fitness checks. We encouraged the operators to feel a sense of ownership toward their machines and to treat them as their own, something that would have been an alien concept only six months before.
Supervisors and Managers
Related to the operators are their supervisors and managers. This stakeholder group may be significantly harder to convince about TPM. The key to this group is to be sure to incentivize TPM achievements. If the old incentives are kept in place, then the middle managers will be convinced that top management really wants the old outputs. Without that change, TPM looks like icing and not the cake itself.
Benefits of TPM for Operations Supervisorsand Managers
• Higher-skilled operators
• Smoother production