September 30, 2016 Industry Forum Blog Autonomous Maintenance, Coca-Cola Beverages, JIPM, JIPM award, Panasonic, Policy Deployment, Tetra Pak, Total Productive Maintenance, TPM What do we have to do to make sure our investment in TPM pays off? How can we ensure we reap the promised business benefits? We can’t give you a magic wand that ensures instant results. But we can share with you these three vital activities practised by JIPM award winning companies, such as Coca-Cola Beverages, Panasonic and Tetra Pak. You will notice a common denominator for all three; time. TPM is not something that can be implemented overnight. Organisations take five years and more to even become eligible for the first level of awards. The good news is that it doesn’t take that long for the performance benefits to start accruing. The sooner you start your pilot activities the sooner you can see a difference and improve your bottom line. 1. Obtain commitment from the very top It’s no coincidence that the very first step on the 12 step journey is called “Declaration by management”. The senior management team must first understand the reasons their company is embarking on this journey. And then they must communicate their intention to the entire workforce. We have seen how companies who don’t start here take much longer to get results. Even the best efforts prove difficult to sustain and at worst the programme just fizzles out. 2. Integrate TPM activities into your company’s policy and strategy Companies that are serious about using TPM to continuously improve their business performance, integrate it into their existing Policy Deployment plans. In fact this is the focus of the work in step 4 of the 12 step journey. Think of it as a two pronged approach to support achievement of: Daily performance targets derived from customer requirements. Stretch goals derived from the annual policies. Treating TPM as a set of activities additional to your short term or long term targets, dooms them to being side lined when the going gets tough. You may have already experienced this scenario. You put a lot of time and effort into training your production associates in Autonomous Maintenance (AM). Once the production plan is complete the teams stop and move onto their AM work. Initially output and quality improve and unplanned downtime is reducing. AM works! Then one Friday you haven’t met the plan, so you keep manufacturing. Maybe your order book is increasing or you had a particularly unusual and lengthy breakdown. What we find is that if this happens regularly, the benefits of the TPM programme become forgotten and production output at all costs is the priority. The TPM activities cease over time, morale decreases and people become resistant to new initiatives. Instead of treating TPM as a set of bolt on activities, integrate it. Specifically target use of the tools to prevent that breakdown happening again and to increase capacity over time. The tools need to become part of daily working, not something scheduled for the end of the week. This applies at the shop floor as much as it does the boardroom. 3. Include every single person in the organisation In a previous blog we learned that the main aim of TPM is to achieve zero losses. These losses can occur in every function and at every level within your business. So to root out every loss you need to involve people from every function and at every level. When only a proportion of the workforce are involved we always find losses and, of course, the costs associated with them. If you want to find out more about the future of TPM, it’s integration with Industry 4.0 and how it can help your organisation reduce costs and improve quality then make sure book your place at Industry Forum’s TPM seminar. This one-day event will allow you to learn from world-class, award winning manufacturers alongside speakers from the Japan Institute of Plant Maintenance. If you want to speak to a member of the team to find out more about TPM and how Industry Forum can support your TPM implementation give us a call on +44 (0)121 717 6600 complete our enquiry form or email us at [email protected]
September 16, 2016 Industry Forum Blog Arcelor Mittal, Early Management pillar, Health and Environment pillar, JIPM, lean, Milliken, Safety, sustainable continuous improvement, Tetra Pak, Toyota Production System, Unilever, Volvo If you want your company to succeed over the long term you must; operate safely, make a profit and achieve customer satisfaction. For companies like Tetra Pak, Milliken, Arcelor Mittal, Unilever and Volvo, TPM has become their corporate approach to sustainable continuous improvement. This blog briefly describes how TPM achieves those goals and what makes it different from other improvement frameworks. Achieving your business goals The main aim of TPM is to achieve zero losses. This means zero accidents, zero defects and zero breakdowns. 1. Operating safely. As well as having a specific set of activities, called the Safety, Health and Environment pillar, devoted to achieving zero accidents, the principles for preventing accidents are ingrained in every single TPM activity and resulting operating process. Zero accidents are possible and in some fields yield added benefits. Many companies in the chemical industry who practise TPM are rewarded with reduced insurance premiums! 2. Making a profit. Each of the 8 pillars of TPM concentrates on eliminating losses and their associated costs. Sustainably reducing costs, not just reducing capacity, results in increased profit. It’s not unusual to achieve 30% reduction in manufacturing costs, 50% reduction in inventories and improvement in Overall Equipment Performance of 150-200%. Losses are not just pursued in manufacturing, but across all the functions of your business and throughout the supply chain. 3. Achieving customer satisfaction. As well as meeting the customer’s quality, cost and delivery expectations, TPM addresses the total product life cycle. Activities for pre-empting losses not only in design and manufacture but for the customer during use and at end of life disposal are examined in the Early Management pillar. What makes it different? I can almost hear you shouting, “Hang on – I can do all that with lean, or the Toyota Production System”. And yes, you could achieve very similar results if you rigorously pursue the elimination of all waste. In fact there are huge areas of overlap in the application, tools and techniques used in the approaches. However, here are TPM’s distinguishing features. It’s all presented in one organised framework Every single recommended step to successfully deploy TPM is detailed in the JIPM 12 steps. As you can see it takes you from preparing your company for the journey, through the ordered deployment of the 8 pillars, to attaining regular application. The level of detail in each of the 12 steps, and within each pillar, can initially seem off-putting. But this detail addresses many of the problems encountered if the lean tools and techniques are applied in an ad-hoc manner. Senior management buy in Inclusion of middle managers Sustainability of results Provision of adequate resources Clear direction and link to company strategy Clear structures, roles and responsibilities for every employee The goal of zero losses From the outset, the goal is zero losses, as opposed to lean approaches that focus on closing the gap between actual and desired performance. This results in a subtle difference in approach. To achieve zero condition you need to: Transition from a data driven reactive approach to close the gap, to a proactive approach that prevents losses from happening in the first place. Support your activities with detailed understanding of what causes all forms of loss and a very detailed understanding of each of your processes. If you stick with the 12 step plan and follow the structure of each pillar, you will be guided through the layers of complexity. It does take years of dedication to approach zero losses, but those who have persevered are reaping the rewards. If you want to find out more about the future of TPM, it’s integration with Industry 4.0 and how it can help your organisation reduce costs and improve quality then make sure book your place at Industry Forum’s TPM seminar event. The one-day event will allow you to learn from world-class, award winning manufacturers alongside speakers from the Japan Institute of Plant Maintenance. See full event flyer here If you want to speak to a member of the team to find out more about TPM and how Industry Forum can support your TPM implementation give us a call on +44 (0)121 717 6600 complete our enquiry form or email us at [email protected]
