TPM Team Guide by Operational Excellence Consulting

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Presentation Description

Many companies have launched the TPM initiative as a means to achieve world-class manufacturing excellence. However, many teams often encounter difficulties in kick-starting and sustaining TPM activities because of the lack of proper guidance, practical know-how and adequate management support. How do you organize TPM teams? How do you run the activities to achieve the TPM objectives? What are the necessary skills, motivation and environment that have to be created to ensure a thriving TPM culture?  This PowerPoint training guide, developed by our JIPM-certified TPM consultant, teaches supervisors, workgroup leaders and operators how to develop the team-based skills required for effective and sustainable TPM implementation. LEARNING OBJECTIVES  1. Understand the concept and management philosophy of TPM and team activities 2. Acquire practical tips for managing TPM 3. Learn how to kick start, manage and sustain TPM activities 4. Acquire knowledge on the useful tools for TPM activities CONTENTS 1. TPM & Team Activities 2. Practical Tips for Managing TPM 3. Managing TPM Activities 4. Keeping TPM Activities Alive 5. Tools for TPM Team Activities 6. Questions for Discussion To download this presentation, visit: http://www.oeconsulting.com.sg

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TPM Team Guide How to Successfully Kick-start & Sustain TPM Team Activities :

TPM Team Guide How to Successfully Kick-start & Sustain TPM Team Activities

Learning Objectives:

Learning Objectives By the end of this program, you will be able to: Understand the concept and management philosophy of TPM and TPM team activities Acquire practical tips for managing TPM Learn how to kick start, manage and sustain TPM activities Acquire knowledge on the useful tools for TPM activities

Contents:

Contents TPM & Team Activities Practical Tips for Managing TPM Managing TPM Activities Keeping TPM Activities Alive Tools for TPM Team Activities Questions for Discussion NOTE: This is a PARTIAL PREVIEW . To download the complete presentation, please visit: http:// www.oeconsulting.com.sg

Introduction:

Introduction Many companies have launched the TPM initiative but team activities and results remain to be seen TPM teams have been formed but team leaders and members don’t know what methods or tools to apply and what to discuss during meetings People are unsure how TPM activities fit into existing Quality and Process Improvement programs

What is TPM?:

What is TPM? TPM stands for Total Productive Maintenance Objectives of TPM: Eliminate breakdowns, defects, and all other equipment losses Increase equipment effectiveness Improve company profits Create a satisfying workplace environment TPM requires participation from everyone

TPM is Management & Teams Working Together to Eliminate the Six Big Losses:

Management Teamwork Teams TPM is Management & Teams Working Together to Eliminate the Six Big Losses EXAMPLE TEXT Go ahead and replace it with your own text. TPM Overall Strategy Eliminate Six Big Losses

TPM & Team Objectives:

TPM & Team Objectives The primary goal of TPM is to eliminate the 6 big losses: Breakdowns Setups and changeovers Idling and minor stoppages Reduced speed Defects and rework Startup (yield) loss

A Distinguishing Feature of TPM: Overlapping Teams:

A Distinguishing Feature of TPM: Overlapping Teams Division Manager Area Manager Department Manager Department Manager Department Manager Team Leader Team Leader Team Leader Operators Teams are organized in such as way that different levels of teams overlap to permit communication and coordination efforts.

TPM Team Activities Complement Quality & Process Improvement Teams :

TPM Team Quality Team Process Improvement Team TPM Team Activities Complement Quality & Process Improvement Teams

Set Up a Promotion Office :

Set Up a Promotion Office Setting up a promotion office is the first step in promoting TPM activities Assign a full-time staff to be in charge of the promotion office Preferably someone with maintenance experience or has in-depth knowledge of equipment Key responsibilities: Promote TPM activities Provide administrative support

TPM Improvement Process:

TPM Improvement Process

Key Role of Managers & Supervisors: Creating Skill, Motivation & a Favorable Environment:

Key Role of Managers & Supervisors: Creating Skill, Motivation & a Favorable Environment Fostering skills and motivation Managers and supervisors should first enhance their own work-related skills and expertise Help people become disciplined Support people to constantly hone and improve their abilities

Basic Team Steps:

Basic Team Steps Choose a Team Leader Select a Project Set Targets Schedule Activities & Assign Roles Study Current Conditions Establish Plans Implement Analyze Results & Prevent Backsliding 1 2 3 4 5 6 7 8

Forming a Team:

Forming a Team TPM teams should be integrated into the organization structure of the company Each team should have 5 to 10 members and should be assigned specific equipment which it will be responsible Joint teams may be set up to resolve specific problems depending on the theme or project Each supervisor supports the teams in his/her own area and participates on one of the teams as a regular member

Choosing Team Leaders:

Choosing Team Leaders People selected as team leaders must have strong leadership skills to support and motivate the entire team In some environments, supervisors act as team leaders In other cases, teams select their own leaders and supervisors provide backup support

Three Leading Players:

Three Leading Players TPM Point Person Manager/ Supervisor Team/ Project Leader Overall accountable for the department’s contribution to company’s TPM objectives Coordinates and report TPM team activities and results and liaises with other departments and functions Organizes and guides the TPM team in carrying out team activities

PDCA: The Foundation of Team Activities:

PDCA: The Foundation of Team Activities G oal

Operators Play a Critical Role:

Operators Play a Critical Role No one understands the machine better than the person who uses it everyday The philosophy of TPM is that operators should maintain their own equipment and that it is their job to inspect it regularly and improve it In TPM activities, operators play a critical role

5W & 1H:

5W & 1H Who 3 What 2 Why 1 When 4 Where 5 How 6 TPM Team Meeting

Identifying Problems:

Identifying Problems Source: Toyota Motor Company Trying to do a job with less than you need MUDA (Waste) MURA (Inconsistency) MURI (Strain) The first thing you need to do is to identify such problems in machines, fixtures, materials, work methods, quality, cost, production volume, delivery, safety or morale. Variation and absence of standards Work that does not add value (waste) Look for the 3 Big Problems

Six Big Equipment Losses:

Six Big Equipment Losses Breakdowns Setups & Changeovers Reduced Speed Idling & Minor Stoppages Defects & Rework Startup (Yield) Loss 6 Big Equipment Losses Conveyors Transport Automatic welders Presses Paint processes Molding machines Machine tools Presses Transfer devices Sensors Automated assembly Grinding Presses Seam welding Raw material Components Fuel Frequent Sites Function Maintenance Manufacturing Inspection Technical services Production engineering

Clarify Team Goals:

Clarify Team Goals Start by having a discussion with your team on equipment conditions A project topic must be selected from among the many problems Discussions should be based on facts and should look at equipment performance from several angles Collect relevant data and organize them as much as possible

How to Identify Topics:

How to Identify Topics Begin by looking for waste and reviewing the 6 major losses Alternatively, you can also pay close attention to what you experience during a typical day’s work, e.g. you might find that equipment occasionally breaks down Another approach is to anticipate problems that are likely to occur in the future – even if they aren’t problems now

S.M.A.R.T. Goals:

S.M.A.R.T. Goals

Plan with All Team Members:

Plan with All Team Members A plan should not be put together by the team leader alone It should incorporate everyone’s input, clarify the problem and the objectives, and specify who to do what , and how The specific schedule will vary depending on the project A plan should have a list o f activities to be completed within a certain timeframe, e.g. 3 months

Managers Must Play an Active Role:

Managers Must Play an Active Role The head of department should carry out inspections on a regular basis, e.g. monthly When managers or supervisors perform inspections, they: P rovide guidance to the teams and communicate their own philosophies and priorities Assess how team activities are being run and facilitate mid-course corrections Have the head of the division inspect the shop floor on a quarterly basis to reinforce the TPM culture

Strengthen the Leadership:

Strengthen the Leadership The enthusiasm and motivation of a team leader is linked to the energy and results of the team’s activities Six team leader requirements: Be passionate about the team’s activities Show respect for team members’ opinions Stretch the thinking of team members Seize opportunities for self-improvement Work relentlessly to improve teamwork Communicate needed information to the team

Factors for Stratification:

Factors for Stratification Factor Examples of Categories People Work methods, familiarity, age, gender Machinery Equipment, old vs. new, type, fixtures Material & parts Processes, material quality, class, maker Operating conditions Temperature, humidity, speed, methods Time Month, weekday, hour, before vs. after repair Product Quality, old vs. new, lot Measurement, inspection Test device, gauge, sampler, inspector

Cause & Effect Diagram:

Cause & Effect Diagram Effect Causes Problem Statement why cause Machines Measurements Materials Methods Mother Nature Manpower (Environment)

Questions for Discussion:

Questions for Discussion One of our team members sees problems but doesn’t cooperate in team activities. He also doesn’t get along with other team members very well. We set specific days and times for meetings to make it easy for everyone to come, but attendance is poor.

Questions for Discussion:

Questions for Discussion We can’t hold meetings because we simply can’t find the time to get together. We have people who always show up at meetings but never say anything. We have older employees approaching retirement who for a number of reasons may not be motivated to come up with improvement suggestions. How can we motivate them?

About Operational Excellence Consulting:

About Operational Excellence Consulting

About Operational Excellence Consulting:

About Operational Excellence Consulting Operational Excellence Consulting is a management training and consulting firm that assists organizations in improving business performance and effectiveness. The firm’s mission is to create business value for organizations through innovative operational excellence management training and consulting solutions. OEC takes a unique “beyond the tools” approach to enable clients develop internal capabilities and cultural transformation to achieve sustainable world-class excellence and competitive advantage. For more information, please visit www.oeconsulting.com.sg

END OF PREVIEW To download this presentation, please visit: www.oeconsulting.com.sg:

END OF PREVIEW To download this presentation, please visit: www.oeconsulting.com.sg

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