TPM and Manufacturing Agility
Adrian Pask
Vorne Industries
My Name is Adrian….
 The “Commercial Disclaimer”
 We make bolt-on OEE systems
 15,000+ installations, over 50 on envelope processes,
(several customers in the room?!)
 I help people improve productivity using data
Thank you for inviting me back
 Driving Change
with Data
 Relationship
between
Information and
Results
 Overall Equipment
Effectiveness
This Morning
 Agile Manufacturing
 Total Productive Maintenance (TPM)
 “Back to basics” with Seiichi Nakajima
 Losing agility in a maze of complexity
Our Journey Today
 Agility as a way of life in Vorne Industries
 TPM Origins, Intent, and Results
 Losing Simplicity under Complexity
 Practical steps you can take to improve manufacturing
productivity with TPM
Agile Software Development
 Vorne: Manufacturer and an embedded software company
 From Waterfall to Agile
“Deliver small chunks of business value in short release cycles.
For each cycle choose what will deliver the most value, and get
it done. Do away with complicated master plans and be
evolutionary and adaptive”
(Perfectproduction.com)
Agile Software Development
 Vision: Ultimate objective for the business
 Roadmap: Collection of key deliverables to achieve
the objective (nominally 18 months)
 Release: The most important stories to deliver next
in a meaningful time period (nominally 3 months)
 Iteration: A short work cycle in which a meaningful
delivery is made (nominally 2 weeks)
 Day: What did I complete? What will I complete?
What potential impediments do I have?
Why Bring Up Agile Planning?
 As an Agile business we are:
 More responsive
 Free to work on what’s important, by letting go of what’s not
 Continually improving our processes
 It’s the foundation of Vorne’s future, and not just in our
engineering department
 I’m excited that it’s the theme of this event, how does it work
with TPM?
What is TPM?
 Achieving Perfect Production (100% OEE):
 No Breakdowns
 No Small Stops or Slow Running
 No Defects
 By:
 Measuring losses
 Educating, engaging, and supporting people
 With an agile process
 To:
 Create shared responsibility for machine performance
 Save huge amounts of money
TPM Results
From Seiichi Nakajima’s TPM results (1988):






Operational rates (speed) improved
Breakdowns reduced
Value per person increased
Maintenance costs reduced
Energy consumption reduced
Inventory can reduced
 Leading to improved labor productivity
 Pretty interesting stuff ?!
17%
98%
140%
30%
30%
50%
40-50%
Where did TPM come from?
 1950’s: Preventative Maintenance in the USA
 1960’s: Productive Maintenance in the USA
 1971: TPM developed by Seiichi Nakajima as a consultant for the
Japanese Institute of Plant Maintenance with an accreditation process
 1987: Introduced to the USA
 1988: First book on TPM was published
 Was not developed in or by Toyota, but 60% of the 116 winning plants in
the 1980s were Toyota Group companies, or their suppliers.
American Productive Maintenance
 Seichii: “Total Productive Maintenance is American-style
Productive Maintenance, modified and enhanced to fit the
Japanese industrial environment”
 What he means by this:
 American PM was characterized by a pronounced divide
between operations and maintenance personnel
 The “Total” part of TPM refers to “Total” inclusion.
 The goal of TPM is to give operators total ownership of
equipment
How do you deploy TPM?
Big Enough Reason to Change – why will you “Stick with it”?
Effective Leadership – how will you “Stick with it”
Seiichi: How do you deploy TPM?
1. Maximize Equipment Effectiveness
2. Establish a maintenance plan for the life span of each
machine
3. Implement across all departments
4. Involve every employee with training and improvement
activities
5. Develop Productive Maintenance through motivational
management “Autonomous Maintenance”
Seiichi: TPM Implementation Plan
12 Steps
 Steps 1 – 5: Preparation. Education. Creating Teams. Establishing goals.
Preparing resources and budgets.
 Step 6: Kick Off (by telling your suppliers + clients!)





Step 7: Measure and improve OEE with everyone
Step 8: Develop Autonomous Maintenance with everyone
Step 9: Develop Scheduled Maintenance with everyone
Step 10: Train everyone and update processes
Step 11: Develop Early Equipment Maintenance with everyone
 Step 12: Apply for a prize and set new goals !!
“TPM”
Modern TPM – “The Pillar Model” !
Complexity (from simplicity)
 Overall Equipment Effectiveness
 Three Big Losses: Availability, Performance, Quality
 Seiichi Six Big Losses: Equipment Failure, Setup and
Adjustment, Idling and Minor Stops, Reduced Speed, Defects in
Process, Reduced Yield
Complexity (from simplicity)
 JIPM (the creators of OEE) have 16 Big Losses !!
We’ve hidden the essential truth…
…that improvement is about people…
….about people working on the right things, at the right time
based on the information you have available.
What’s covering the diamond?
In my opinion….
 Labour Relationships:
 The artificial difference between Leadership, Maintenance,
Engineering, and Operations
 Culture:
 It’s easier to work on machines than to work with people
 It takes real investment to educate and train people
 Complexity:
 The people that deploy TPM “for” you benefit from complexity
Where do we start?
 Awareness
 Of the relationships and skills within your team
 Of the components in a TPM journey
 Of how well you’re running right now (OEE)
 Decide
 Is this something you want to do?
 Commit
 Document your Vision and simple Roadmap deliverables (Agile)
 Act
 Get started by picking a Pilot area
Simplified Roadmap
(obviously not the only way to implement TPM)
Pick a Pilot Area
and set goals
Train and
Educate
Restore
Equipment to
Prime Operating
Condition
Autonomous
Maintenance
Focused
Improvement on
a Top Loss
Implement OEE
Want to know more?
Want to know more?
 Available on Amazon about $40 each
 Excellent, practical guidance not “theory” based
 Strong focus on Leadership and enabling resources
Want to know more?
 Visit our website at www.leanproduction.com
Over ½ this TPM book covers leading and
managing TPM projects – including a chapter
on making decent feedback presentations