A Day in the Life of a TPM Shop
Promises Made at a Recent TPM Conference
Improvement in the Delivery of Maintenance Service
Selling TPM to Different Stakeholders
The Value Calculator for TPM and Lean Manufacturing
Chapter 3 Elements of TPM
TPM Has Two Aspects
Autonomous Maintenance Concept (Jishu Hozen)
Pillars and Plinths of TPM
Chapter 4 TPM Basics
The Intention of TPM Is Engagement
TPM: The Basic Idea
TPM Is a TEAM-Based Activity
Chapter 5 Maintenance
Maintenance
The Basic Activity of TPM Is PM
PM Is…
Inspection
TLC
Additional Tasks
One Way PMs are Built: Team Exercise
Chapter 6 OEE (Overall Equipment Effectiveness)
Measuring Equipment Effectiveness Is an Essential Part of TPM
OEE for a Donut Shop
Different OEE Models
Let the Confusion Begin
Examples of OEE
Chapter 7 TPM Activities
Return It to Like-New Condition
Mini-Manual for Operators
Tasks (Getting Down to the Nitty-Gritty)
Team Meetings
RCA (Root Cause Analysis) for Operators
Lean Maintenance: Is TPM Lean? TPM is Lean!
Chapter 8 Facts of Life
What Are We Trying to Do?
One Problem However — Past Sins
Three Life Cycle Phases of Equipment
Chapter 9 CMMS (Computerized Maintenance Management System)
MRP II Interface
The CMMS Work Order
Work Order Training Program for TPM Operator
Chapter 10 Visual Work Place
Gantt and His Charts
Benefits
Examples
When Is Too Much Too Much?
Chapter 11 TPM Installation
Successful TPM Installations
Imants BVBA’s Approach
Seven Steps to Reach Full Autonomous Maintenance
Key Concepts for the TPM Installation
Look Out: Problems Ahead! Why Do Half of All TPM Installations Fail?
Chapter 12 Training
For TPM to Work, You Better Be Great at Training!
Effective Training
Certified Operator and Certified Mechanic Training
Chapter 13 Structures to Keep TPM Going (Sustainability)
Keeping TPM on Track
Potential Failure of the Checklist System
Chapter 14 Is TPM for You?
How to Decide that TPM Is for You
TPM Feasibility Study
Appendices
Bibliography and Resources
Glossary
Examples of In-Depth Training
Index
Conventions:
While TPM was born in the manufacture of automobiles, elements can be applied to any productive effort. The concepts apply to a bus driver (as the operator), to a control room operator aboard a ship, or in a refinery.
This book is designed for managers and supervisors of operations and production in whatever form. That includes not only traditional manufacturing and assembly, but also mining, refining, smelting, and chemical production as well as service industries such as trucking and facility maintenance. Frequently I use the words operations and production interchangeably. In all cases, I mean both.
I don’t want to make anyone angry. But I have some things to say about our productive efforts that might be shocking or rude. This is not personal. The commentaries might not even be true for your organization. If that is the case, please sit back and enjoy the discussion about how others miss opportunities and make mistakes. Of course, maybe a little of the discussion might be true for your organization.
Part of the problem was written almost 500 years ago: “Small problems are difficult to see but easy to fix. However, when you let these problems develop, they are easy to see but very difficult to
