Sessions are organized below by category, based on their the subject matter content. Some sessions may appear in more than one category.
 | This icon denotes Gemba Activity sessions held on the shop floor of local manufacturing facilities. |
Plan
Implement
- A2 Strategic Planning and Deployment
- A4 Maintenance Improvement
- B1 TPM Metrics: Collecting and Using Data
- B2 Integrating TPM with Lean
- B3 Early Equipment Management (EEM)
- B5 Autonomous Maintenance
- B6 5S and Visual Controls
- D2 Environmental Health and Safety -- Going Green
- D3 Team-Based Problem Solving
- D5 Focused Equipment Improvement & Overall Equipment Effectiveness (OEE)
- D6 Quick Changeover (the SMED System)
- E2 Beyond CMMS, Man and Method
- E3 Pre-Production Planning (3P)
- E4 Mistake-Proofing for Machines
- E5 Standardized Work for TPM
- F2 Quality Maintenance
- F3 Predictive Technologies
- F5 Gemba Walks
Lead/Sustain
A1 Getting Started
In order to ensure a successful TPM program, the leaders of your organization must build a solid foundation for implementation. This includes ensuring the readiness of all personnel – leadership, managers, supervisors and operators. To accomplish this, you will want to conduct a Pull and Readiness session along with Overview training for the Managers and Operators. In this Getting Started session we will provide a step-by-step process for getting your TPM effort started. Session elements include:
Pull Creation: The leadership team must “pull” TPM into the organization by clearly understanding how TPM can help them meet existing performance improvement commitments and goals, enhance organizational culture, and develop a strong internal TPM facilitation competency.
Readiness Assessment: The objective is to collaboratively assess the readiness and willingness of the plant leadership to enthusiastically support and participate in the process of designing a customized TPM implementation plan that, when rigorously executed, will significantly enhance business performance.
Management Awareness : The objective is to provide mid to upper leadership and management with the understanding of what TPM is, the TPM Implementation Roadmap, what TPM has to offer, and what it means to them personally.
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Operator Awareness: The objective is to have all employees understand that what they have come to accept as “normal” equipment conditions, performance, behavior and thinking is (in the context of future state) actually quite “abnormal”. This session provides an understanding of what TPM is and how it affects their role and daily work. It will also provide Operators with ‘new’ eyes with which to view their equipment.
A2 Strategic Planning and Deployment
An improvement strategy accompanied by focused deployment will reinforce the fact that TPM is truly a systemic process and not just a collection of improvement tools. When organizations consider the implementation of the TPM Pillars absent of a well thought-out improvement strategy and deployment plan they find their efforts fall short of desired outcomes. They may achieve isolated operational improvements or scattered pockets of excellence, but will never be able to achieve best in class. The reason being that absent of an overall improvement strategy, TPM action plans do not link with tactical initiatives, there is no employee ownership, and no company-wide improvement.
This workshop will present a systemic approach to getting all the right people in the company involved in a TPM implementation. Guided by a Lean Business Case Study participants will learn how to align corporate objectives with key improvement initiatives, targets-to-improve, and both financial and social impacts. We’ll show how and where TPM fits into a Lean improvement strategy, snapshot the Lean process improvement tool kit and discuss the essentials of employee involvement.
A3 Creating a High Performance Culture
The effort to manage and improve overall plant performance can be challenging. It entails not only the technical elements needed to make improvement happen but the social elements that support the improvement process and allow gains to be sustained over the long term. To be successful, it is important for leaders to create a culture of high performance. In this interactive, session we will cover the key factors needed for high performance organizations to succeed. Learn what it takes to transition your existing culture to a high performance, high empowerment culture…including changes needed in leadership behavior, how to align improvement projects with organizational goals, practicing open authentic communication, providing clarity and agreement, accepting self responsibility and personal accountability, and developing trust.
A4 Maintenance Improvement
The goal of the Maintenance Improvement Pillar of TPM is to move away from reactive to a proactive or planned maintenance process. As part of this process, maintenance personnel analyze breakdowns to reveal equipment weaknesses and then modify equipment to improve its operation, maintainability and lengthen equipment life. In this module we will discuss the activities embedded in the four maintenance techniques – preventative, corrective, prevention, and breakdown and how and when to use them.
Sub-modules to this topic include:
- The importance of stores management
- Proper implementation of maintenance planning and scheduling.
- Maintenance skills development.
- Lubrication management, predictive maintenance tools, documentation management, etc.
- Establishing the Maintenance Scorecard
- Establishment and usage of the Computerized Maintenance Management System.
B1 TPM Metrics: Collecting and Using Data
This session we will explore data collection and how to use it to drive your improvement efforts. Session elements include:
Collecting and Using Data: Determining what the focus of your TPM program should be depends on where the data tells you to go. What is happening to the equipment and how it is performing is found in the numbers, not intuition. This session will teach the basic maintenance performance metrics and how they are calculated.
Value Stream Analysis: Nothing will kill a TPM initiative faster than not showing progress to the plant goals. Value Stream Analysis teaches participants how to break down critical plant data and understand how affecting that data will move the numbers in the right direction.
B2 Integrating TPM with Lean
Are TPM and Lean two separate programs? Absolutely not! TPM is an integral part of a business's desire to become a Lean company. TPM can be viewed as the driving force of improvement or can be viewed as part of an overall Lean initiative. This session will identify the key strategic areas where TPM and Lean cross paths and give participants ideas and tactics for using these as opportunities to move the process forward. Understanding how to take advantage of these key areas will help to integrate TPM as part of your Lean initiative.
B3 Early Equipment Management (EEM)
Early Equipment Management (EEM) is a structured process, which mandates a collaborative partnership between production, maintenance, and engineering that focuses on reducing the complexity associated with the real-time operation and maintenance of equipment. EEM brings the principles of Lean to the design and manufacture of equipment.
The Early Equipment Management strategy consists of three elements:
- Design for Quality Assurance
- Design for Maintainability
- Life Cycle Costing
In this module, you will learn how to develop a powerful EEM strategy ideal for your specific production environment which will result in equipment that is easy to operate, easy to maintain, and “right-sized” to aid in establishing flow and increasing your value add.
B4 TPM Manager – Facilitator and Coaching Skills
The experts will say that a key person in the organizational structure for TPM implementation is the TPM Manager. They are critical links between management hierarchy and the people out in the work place. TPM Managers bridge the gap between the current and desired culture. In this module you will learn a variety of techniques to coach and facilitate team members, whose support will be vital to the change process. These techniques will allow you to effectively communicate the TPM plan, overcome resistance to change, plus gain and sustain support for the initiative.
B5 Autonomous Maintenance
When properly implemented, Autonomous Maintenance can eliminate the causes of 40-60% of unplanned downtime. In this module, learn the seven steps of implementation, how to transform the relationship between operators and maintenance, and how to implement operator-based maintenance activities that contribute to overall equipment effectiveness.
B6 5S and Visual Controls
Learn the principles and techniques needed to apply 5S and establish visual management systems to improve workplace communication and adherence to standards. This module will teach you how to share information about daily production problems, abnormalities, waste, and unsafe conditions through visual display and controls so that everyone understands at a glance what is going on in the workplace.
D1 Creating a Site Specific TPM Rollout Plan
To ensure the success of your TPM program, it is imperative that it is well defined and tied to your organization's strategic goals. The TPM Rollout Plan takes care of both. The TPM Rollout Plan ensures your improvement projects are focused on priority projects and that they are tied to the organization's overall strategic goals. In this session, we will outline the elements of a successful Rollout Plan and give you the understanding you need to create your own. Session elements include:
- Value Stream Analysis
The objective is to collaboratively study the performance of the plant's value stream(s) so as to fully understand the high-leverage points and establish a TPM “Pillar” implementation priority for the site. An additional outcome is an understanding of how improvement of the “six equipment-related losses” will impact business performance. - Tactical Planning
Using data collected and identified in the VSA process TPM teams transform the generic TPM Roll-out into an integrated site-specific TPM implementation plan. This site specific plan identifies key opportunities for attack to "move the needle" on your plant goals. - Action Planning
Action Planning is a valuable asset that is used to guide the implementation of your TPM Tactical plan. The Action Plan will help you determine where to begin your efforts, how to tie your projects back to your organizational (tactical) goals, and how to establish a measurement system that will ensure you are maximizing ROI.
D2 Environmental Health and Safety -- Going Green
Corporations that have “dug deep” to find ways of reducing enterprise risk through sustainability initiatives all across their value chain are finding, in some cases, unanticipated opportunities for building shareholder value. TPM, with a cornerstone of waste elimination, directly supports the Go Green agenda by helping organizations become environmentally-friendly through reducing wastes. Today a new generation of EHS-related issues are emerging including climate change, rising energy prices, energy independence, and global water shortages. The nature of these issues, coupled with rising stakeholder expectations for ameliorative actions, is rewriting the rules of business in many respects. In the most general terms this requires taking out of the value chain previously unrecognized waste. Such opportunities can appear in many ways including:
- Reduced operating costs
- Strengthened band identity
- Improved customer loyalty
- More resilient supply chains
- Improved employee retention and productivity
This workshop will show how TPM initiatives can support your organization's overall EHS efforts.
D3 Team-Based Problem Solving
Invariably during the implementation process teams will encounter problems that will need to be solved before additional progress can be made. Equipping your team members with a quick and easy to use problem solving tool will enable them to handle these issues as they arise. In this session, you will learn a reliable method for identifying a problem's root cause and for generating effective solutions. Using a powerful kaizen tool called CEDAC (winner of the Deming Prize), you will discover how to unlock your team's knowledge and creativity and gain an understanding of how to integrate problem solving with improvement tools to focus on “priority” problems and opportunities.
D4 Empowering the Workforce and Supervisory Skills
Have you provided your process owners with the technical and soft-skill tools necessary to make solid business decisions? Have you provided your supervisors with tools they need to change your organization’s culture? To be successful in today’s operating environment you must have strong leaders, supervisors and an empowered workforce. In this session we will explore what it takes to truly empower your workforce and what role both the leaders and supervisors play in that transition. Discover what capabilities today’s supervisors need to deal with the rapidly changing workplace that will in-turn allow them to carry-out their day-to-day responsibilities at peak-level performance.
D5 Focused Equipment Improvement & Overall Equip. Effectiveness (OEE)
Focused Improvement is one of the original pillars of TPM. In contrast with autonomous maintenance, which is intended to prevent accelerated deterioration of equipment components, Focused Improvement addresses specific equipment-related losses that reduce Overall Equipment Effectiveness (OEE). The goal of Focused Improvement is to maximize OEE, processes, and facility operations through uncompromising elimination of losses and improvement of performance. Participants will learn how to organize cross-functional teams and teach them to use the Focused Improvement Diagram which is a visual systematic approach to Define-Measure-Analyze-Improve-Control.
D6 Quick Changeover (the SMED System)
TPM introduces us to the concept of the six big losses, defined by Nakajima as formidable obstacles to equipment effectiveness. Implementation of the Quick Changeover methodology directly addresses one of these losses—set up and adjustment—and will help you dramatically reduce the downtime associated with adjustments from die changes and other machine changeovers. The changeover methodology can also play a major role in reducing the time to complete major machine repairs, PM’s, and many more similar applications. This workshop will demonstrate how you can use the principles of changeover to greatly improve a variety of maintenance activities.
E1 Sustainment Process
Sustaining the gains is the most difficult aspect of improvement. The responsibility for sustaining falls directly at the feet of plant leadership – leaders, managers and supervisors. For your TPM program to be successful over the long term, everything about the day-to-day activities of these critical team members must change. In this session, find out what it takes to turn leaders into coaches who guide the improvement process daily. Session elements include:
- Enabling the leadership team (managers and supervisors) to perform their crucial role as TPM “current best approach” (CBA) trainer, sustainer and “bottom-up” improvement coach
- How to conduct low cost-no cost ‘bottom-up’ kaizen activities
- How to conduct the “Gemba Walk”
E2 Beyond CMMS, Man and Method
Empower people to achieve excellence and efficiency by providing visibility and communication to current shop floor conditions. Current maintenance systems fall short by failing to consider the human element in understanding and collecting data. Learn the importance and value of real time event management to gather accurate data and drive focus. In this workshop we will explore the common pitfalls in current maintenance management systems and proven methods
to harness your most powerful asset ‘Your People’. Learn why companies like Toyota are so successful in engaging people to understand and solve problems.
E3 Pre-Production Planning (3P)
In the latter phases of Early Equipment Management, the tool of 3P is introduced. 3P looks at how to conceptualize, develop, validate and deploy radical or revolutionary improvement in product, process and equipment design by adhering to a disciplined 3P methodology. The 3P methodology accomplishes this by 1) eliminating waste in the product design phase and 2) creating a truly lean production system for manufacture of the product. In this session you will learn the 3P methodology and how it is applied to product, process and equipment design.
E4 Mistake-Proofing for Machines
The improper application of maintenance practices in a factory or facility can cause catastrophic failure and even jeopardize the health and safety of employees. Much like Poka-Yoke identifies the error and defects from a quality standpoint and FMEA helps identify potential issues with the machine design, Mistake Proofing for Machines helps identify potential missteps in the application of maintenance practices and then takes the necessary steps to avoid any issue. This tool within the Pillar of Early Equipment Design/Maintenance Prevention Design, aids maintenance groups in the continuation of improving maintenance practices from all angles.
E5 Standardized Work for TPM
Standard Work is central to achieving and sustaining Total Productive Maintenance. By definition Standard Work demands adherence to today’s best practices and must be embedded in all you do, from routine maintenance standards in the workplace to standardized policies and procedures governing Total Asset Management.
Guided by classroom exercises and Standard Work examples, participants will explore Standard Work methodology, the broad-breadth of Standard Work applications, and the continuous improvement culture necessary for sustainment. Participants will then go to the shop floor to observe, audit, and experiment with development of Standard Work practices.
F1 TPM Audit and Accountability
The success of your TPM implementation is often measured by the change in critical internal measurements such as throughput, quality and even safety. These numbers reflect how well TPM is working to improve the overall company, but those who are tasked with implementing TPM need quicker, real-time data to steer the implementation effort. Setting up a proper TPM auditing process can be the catalyst to improving the speed and quality of your implementation process. This session will teach you how to design, conduct, report and use the TPM audit to improve your implementation effort.
F2 Quality Maintenance
The overall goal of the Quality Maintenance Pillar of TPM is to maintain your equipment in perfect condition in order to produce a perfect product. The Quality Maintenance pillar of TPM focuses on establishing equipment conditions with the goal of avoiding quality defects. To accomplish this, the Quality Maintenance Pillar uses the tools of Six Sigma to identify conditions that affect quality, establish a baseline for those conditions, and to create a process for periodic monitoring of those conditions. This workshop explores the integration of TPM and the tools of Six Sigma to provide a well-ordered approach for acquiring total process control. Applying both of these methodologies in tandem presents today’s most powerful means of achieving your equipment performance goals of “zero breakdown” and “zero defects” with minimum maintenance costs.
F3 Predictive Technologies
As your initial TPM activities have stabilized your equipment and the fire fighting has been replaced with scheduled-planned maintenance, it is time to elevate to the next level. You have now created the environment that is conducive to begin a condition-based (predictive maintenance) program. In this session we will explore the predictive technology tools, including vibration analysis, infrared thermography, ultrasonics, and lubrication analysis. Learn what true predictive maintenance is, why it is important, how you do it and what return you can expect from your investment.
F4 Project Chartering and Project Management
Project chartering and project management are central to continuous improvement. This module introduces the A3 framework which provides the documentation and guidelines that govern the successful identification, monitoring, opening and closing of TPM projects. We will also explore project management principles, success factors, management guidelines, the easy to use practices of monitoring project status, and the aggregate contribution to the company's improvement strategy/initiatives.
F5 Gemba Walks
Sustaining the gains made during a TPM event is the key to long-term implementation success. Learning how to perform a proper Gemba Walk will unlock an entirely new avenue for plant leadership to use as a method to teach, audit and sustain those gains. This shop-floor activity will allow participants to learn and practice the Gemba approach to sustainment.