History of TPM
TPM was developed in Japan and succeeded the American Preventive Maintenance (PM) just after the Second World War. TPM was introduced in the factories of the Nippondenso group before being formalized by the JIPM, Japan Institute of Plant Management, who hold the registered trademark of TPM. In 1989, the JIPM defined 8 pillars on which a TPM approach is based to achieve a high level of industrial performance. What has changed in relation to PM is the participatory approach, the active participation of operators who know their machine(s) and therefore contribute effectively to its maintenance.
TPM makes it easy to visualize in graphical form (Pareto, curves, etc.) the main indicators and factors that influence results. These graphs provide reports, based on TPM criteria, that deliver personalized analysis and projections for specific durations or resources.
The purpose of the data analysis is to determine the main causes of underperformance and to specifically highlight actions that generate gains, specifically of TRS (Synthetic Rate of Return).
TPM systems have three major objectives:
Minimize financial and production losses due to the underuse of equipment.
Conserve equipment with maintenance monitoring carried out in real time.
Improve organization and act on factors that allow you to obtain the best returns.
Advantages with TPM
- Communicate and involve everyone
- Reconsider your habits
- Making sustainable the results achieved and progressing continuously
- Respecting commitments and collective rules
SUCCEED IN ITS TPM METHOD
The TPM (Total Productive Maintenance) approach improves the production capacity of technical resources by building a system that avoids losses and waste such as "zero accidents, zero faults and zero breakdowns". This technique is based on fieldwork (Gemba) and concret (Genbutsu) throughout the life cycle of the production system.
The TPM requires the participation of all divisions, not only those related to production but also the conception of production, development, marketing and administrative services, at all hierarchical levels, from managers to operators.
It enables companies to reach "zero losses" by engaging in small group improvement initiatives. Everyone is encouraged to find an advantage in the TPM approach - and is not always the financial aspect even if it is highlighted. Taking the time to uncover the diverse advantages of TPM can uncover deeper issues, allowing workers to remove the proverbial "thorn" in their side.
This thorn can be the routine that one perceives, the attitude of the hierarchy, the feeling of not being heard, the difficulties that one encounters to carry out work in normal conditions (difficulties due to the material, the raw materials, the organisation, ergonomy issues, etc.). This thorn can also be the need to feel useful and solve problems on ones own.
PLAY-BASED TRAINING FOR THE TPM METHOD
A fun e-learning game for professionals
Average duration: 2h30
This play based training method relies on the concept of travelling in a car and is presented in a form of the "Game of Goose," sown with hazards, one tries to eliminate sources of dysfunction in production (both external and internal).
Don't wait any longer to train your colleagues.
The TPM-PDCA-SUGGESTION Starter Kit: Simple development of a PDCA board, improvement proposals and TPM (Total Productive Maintenance) as part of a pilot project following the game.
Results: collective and effective success.