PRESENTATIONS
General Sessions
TPM Context and Strategy
Ellis New, Senior Management Consultant, Eric Whitley, Consultant, Productivity Inc
TPM is not a maintenance program. TPM is, or should be, an integral part of your organization’s business improvement strategy. TPM builds upon established equipment-management approaches that foster team work, improve quality, enhance safety, and build robust processes by maximizing production system overall effectiveness. This session will explore TPM in the context of overall operations improvement and how it aligns with an organization’s improvement strategy.
Have You Put Yourself in Position to Win?
Breon Klopp, Senior Director of Development, Performance Instruction and Training Center (PIT) and Michael J. Kuta, Managing Partner, Productivity Inc
While TPM and Lean practices have been successfully implemented in many companies with excellent results, not every company implementing these techniques has found success. Why is that? It boils-down to three interrelated suggestions: articulation, management, and focus. Drawing parallels from NASCAR, and the race teams that make things happen, this session will provide insights into what it takes to plan, do, and lead in today's competitive and ever-changing business environments.
Assessing Progress in your TPM Program
Wayne Thompson, Manufacturing Manager, John Hardy, Master Black Belt/OP Ex Leader, Tom Nendick, Maintenance Superintendant,
CertainTeed Roofing Products Group
CertainTeed Roofing, a high volume continuous manufacturing operation with 13 plants throughout the US, began its TPM journey with Productivity Inc in 2006 with the goal of enhancing planned and un-planned downtime through employee empowerment and ownership. To achieve this goal, they began their initiative by implementing fundamental Lean techniques including 5S, visual controls, autonomous maintenance, and SMED at each facility. They also recognized that in order to sustain the improvements they made, they would need to develop their people and make these techniques a way of life. What followed was a series of culture change sessions at each of the plants focused on building team work, ownership, and empowerment to ensure clarity and alignment of company vision and goals.
Now entering their fourth year of implementation, CertainTeed is ensuring their program (which they call a "work in process") stays on track over the long term. One tool they are using to help make this a reality is the TPM Scan. The TPM Scan is a system of checks and cross-checks that allow leaders and process-owners to track progress, communicate, and collaborate on implementation projects and help uncover issues that need to be addressed.
In this session CertainTeed will share details of their TPM journey and specifically how TPM scans, as a means of self assessing progress, are allowing them to continually reach their goals. They’ll describe the process and tools used to conduct these scans, show real-life examples of actual scan results and share details on how they are using the scan results internally to share best practices. They will also touch on communication tools that are starting to help with the early equipment management/maintenance prevention design (EEM/MPD) pillar of TPM and helping them improve their Operational Excellence culture.
Case Studies
F1 - Strategic Equipment Excellence: Company-wide TPM Implementation
Renata Hafich, Engineering Project Leader, Kathi Wyett, Lean Manager and John Foster, Project Engineer, American Woodmark Corporation
This case study presentation will follow American Woodmark’s TPM journey. Discover how their program - TPM System of Strategic Equipment Excellence – is allowing them to achieve their vision of “continuous pursuit of equipment excellence through technology-driven systems”. Based on her experiences, Renata will walk you through the elements that need to be considered when planning a company-wide TPM implementation, including training, communication, and the challenges to anticipate. AWC’s Five Pillars and methods of managing the cultural change and sustainment process will also be discussed.
F2 – Making the Case for TPM – Getting Management Buy-in
Wayne A. Marhelski, Vice President of Global Sourcing, Gas Division, Sensus
A key part of convincing management to take on any new endeavor is being able to state the benefits to the company. Let’s face it, upper management speaks another language and uses a different set of metrics, than what is spoken/used in operations. In order to capture their attention, you too must speak and present in their terms. Based on his experiences, Wayne will provide you with ideas you can use to create an effective, convincing business case for TPM that will get management’s attention.
F3 – Green TPM: Environment and Safety
Ellis New, Senior Management Consultant, Productivity Inc.
Going Green has become a 2010 mantra. Green is on every CEO’s agenda. TPM, with a cornerstone of waste elimination, directly supports the Go Green agenda by helping organizations become environmentally-friendly through reducing wastes [excessive use of energy, water, raw materials, hazardous substances, etc] that do not add value to the customer. In this session participants will learn how the eight pillars of TPM can be used to assist in meeting environmental compliance plus, concurrently, generate a significant Green savings
G1 – TPM – Tapping the Hidden Capacity of Your Equipment
Bush Denney, Aviation Maintenance Technician and Green Belt and Sharon Robinson, Aviation Maintenance Technician and TPM Specialist,
Delta Airlines, Inc.
This session will delve into the processes that Delta Technical Operations has put into place to implement Total Productive Maintenance. Elements of their program that will be discussed include: addressing management issues, creating employee buy-in, establishing teams, conducting annual inspections, scheduling, measuring, and the impact on customer service. The speakers will also discuss how Lean has impacted the overall performance of their operation.
G2 – Leveraging TPM Teams for Six Sigma
Neil Clayton, Quality Manager, Aurora Casket Company, Inc.
The Quality Maintenance Pillar of TPM uses the tools of Six-Sigma to identify conditions that affect quality and customer expectations. Combining TPM and the tools of Six-Sigma provide a well-ordered approach for achieving total process control. Based on Clayton’s previous experience leading TPM teams at a major automotive manufacturer, the presentation will address a case study in which two individual TPM teams operating separately struggle to meet customer expectations, and how the teams, once properly focused, pulled together to provide solutions using Six-Sigma based methodology and best practices. This session explores the synergy of teams, the concept of the internal customer, TPM Teams, the use of Six-Sigma tools, and the application of Quality Maintenance.
G3 – Management’s Accountability for TPM Success
Mike Anderson, General Manager, Acme Alliance
This session focuses on management’s role for implementing and sustaining a successful TPM program. Michael will review the common short-comings of management’s responsibility once TPM is introduced to the shop floor, as well as management participation. He will also discuss what tools and resources management can use for properly evaluating the need to establish a TPM program. The session will also include TPM success stories, but focus more on TPM failures.
Michael is the North American General Manager for Acme Alliance, LLC, a high mix – low volume aluminum foundry producing value-added precision die-castings.
H1 – TPM Implementation Journey
Brent Evans, Senior Manager, Facilities and Equipment, Boeing Canada Operations Ltd., Winnipeg Division
This session will discuss Boeing Winnipeg’s journey of implementing TPM. The presentation will walk through the steps, including initial management and union buy-in, launch of autonomous maintenance, horizontal expansion, and sustainment. Discussion will also include successes, lessons learned, and the cultural shift at Boeing.
H2 – The Benefits of External TPM Certification
Steve Haller, TPM Leader and Don Bicking, Regional TPM Leader, Wrigley Manufacturing
This session will analyze the positive effects that external TPM certification can have, as seen by Wrigley Manufacturing in Gainesville Georgia. During this session they will introduce the JIPM TPM awards and the process for applying for these awards. In addition to this they will discuss some of the specifics about the assessment criteria, their interpretation of these criteria and their implementation approach to achieving these criteria for Level 1 Excellence. They will cover some of the benefits of the assessment for the company as well as the people on the shop floor. Finally, they will do some internal comparison of plants within the Wrigley supply chain looking at those going for the award and those not.
H3 – How to Develop and Execute TPM, the L.B. Foster Way
Mark W. Maxwell, Director of Operations, L.B. Foster Co.
This session will provide an opportunity to discover tools and techniques that establish production efficiencies between company management and their workforce. Mark will focus on the development of training events that produce cross-functional teams from multiple locations. He will demonstrate how to design and execute TPM initiatives that promote employee safety, operational efficiency and profitability throughout an organization.