How can you develop a TPM implementation plan for Manufacturing Operations?

Empezaría definiendo el alcance y objetivos de la implementación en base a un análisis 360 de los procesos para determinar equipos y rutas críticas. Definiría al equipo responsable de la implementación. Capacitar al equipo y comprometer a la directiva con el proyecto. Definir los kpi y okr con calendario de las frecuencias de revisión. Definir que pilares vamos a aplicar según los análisis situacionales, ya que debemos ser estratégicos para asignar el recurso y focalizar sobre nuestras necesidades, dato que nos puede dar el OEE.

To implement Total Productive Maintenance (TPM) in manufacturing, begin with a thorough assessment, prioritizing critical equipment. Train staff on TPM principles and form cross-functional teams for each equipment group. Empower operators for routine maintenance (Autonomous Maintenance) and establish preventive schedules (Planned Maintenance). Set clear improvement targets, integrate quality checks, and communicate benefits regularly. Monitor equipment metrics, conduct periodic reviews, and collaborate with suppliers. Document processes, conduct regular audits, and recognize outstanding contributions. Continuously update the plan based on lessons learned, fostering a culture of improvement.

En mi experiencia implementar TPM, debe partir desde el conocimiento de los operadores y técnicos de mantenimiento ya que en México es común si les agregar actividades a los operadores buscan incrementar la compensación

1-VSM value stream mapping for the line or the selected pilot area with specific criteria to know and identify all the bottle necks 2-Measuring the performance of every bottle neck 3-Risk assessment plan for the whole bottle necks as per its causes frequency and severity 4-Starting with the highest risk weight and making a UPS unified problem solving by getting its root causes and putting its corrective and preventive actions 5-Measuring the performance again after PS and following up the results 6-OEE for the whole line after confirming the sustainability of its performance to get the real results 7-Following up the same steps to cover the performance gabs for the assessed bottle necks as per its weight ....etc to get the optimum OEE

Defining these objectives is crucial, but the real hurdle lies in consistently meeting them amid the unpredictable nature of machinery and the evolving demands of production schedules. Establishing KPIs becomes pivotal in such scenarios; they serve as navigational tools, aiding us in monitoring and addressing these challenges effectively, ensuring that our efforts drive sustainable improvements in productivity and reliability across our manufacturing operations.

Defina claramente o que você espera alcan?ar com a implementa??o do TPM. Isso pode incluir redu??o de tempo de inatividade, aumento da eficiência do equipamento, melhoria da qualidade do produto e aumento da satisfa??o do cliente.

Puedes utilizar metodología OKR ( objetivos y resultados clave) para definir los objetivos y poderlos alcanzar con los resultados claves que tienen que ser SMART.

Como todo plano de implementa??o de qualquer mudan?a cultural, pra que ele tenha sucesso deve nascer conectado a estratégia e metas claras de medio/longo prazo. Formar as equipes multidisciplinares que formar?o os Pilares do TPM n?o é a tarefa mais difícil, mas faze-las entender seu papel nesse processo e o "WHY" da implementa??o atrelado a sua contribui??o é um grande desafio. Comece pelo WHY...

Align with Business Objectives: Your TPM goals should align with broader business objectives, aiming to reduce production costs, eliminate waste, and ensure high-quality output. Define Specific TPM Objectives: Include reducing downtime, improving maintenance effectiveness, enhancing employee skills, and achieving a zero-accident, zero-defect, zero-breakdown environment

Start with an overall TPM champion. Map out the reporting structure and champions with swim lanes. Determine the budget for each of the champions. This should be determined by the overall goals and priorities set in step 2. It is best to pilot not only each element, but an area where all the elements are utilized so that everyone can see what 'good' looks like and any of the procedural issues can be worked out on a small scale. Authority must be given with the responsibilities. Budgetary and organizational authority is required to ensure that the program is successful.

En mi experiencia, la formación de los equipos de cada pilar de TPM es un paso clave para el éxito de la implementación y el funcionamiento del sistema. Los equipos deben incluir integrantes de las principales areas donde impacta el pilar, es importante incluir a las personas que puedan aportar valor independientemente del nivel de su puesto. El Champion de TPM deberá agendar reuniones de seguimiento con cada equipo para evaluar su funcionamiento y encausar el rumbo de todos los equipos hacia el objetivo final del programa de TPM.

Establish a TPM Promotion Organization: Create a structured TPM promotion organization that includes a steering committee, pillar subcommittees, and a TPM office. Engage Everyone: Ensure participation across levels, from top management to front-line workers, with clear roles in promoting and implementing TPM activities

Monte uma equipe dedicada para liderar a implementa??o do TPM. Isso inclui membros de diferentes níveis hierárquicos e áreas de especializa??o, desde operadores de máquinas até gerentes de produ??o.

Es muy cierto al agregar los roles y responsabilidades permite la operación más simple además se habilitar un área o cuarto donde se puedan ver los indicadores y tendencias

Comprehensive Training Programs: Implement training and development programs that cover the knowledge and skills needed to effectively participate in TPM, including maintenance skills, equipment knowledge, and problem-solving. Promote Multiskilling: Develop multi-skilled operators who can confidently handle highly-automated production systems.

Garanta que todos os membros da equipe recebam treinamento adequado sobre os princípios e práticas do TPM. Isso pode envolver workshops, sess?es de treinamento prático e materiais de aprendizagem online.

It is always beneficial to have TPM Pillar Teams within your organization. This sets the standards and the expectations for your success. But also keep in mind, even if you are the subject matter expert on your Pillar Team, this knowledge is only valuable if every associate on the floor level knows it as well. Transferring your knowledge and BUILDING CAPABILITIES is the number one priority for TPM teams. Keep your standards simple, easy to remember, and easy to implement. TPM and Kaizen should not be treated as a 2-day or one week event. It should be an entire culture change for your organization. And if you struggle with engagement (some of you won't like this), put on your steel-boots and PPE and get on the floor with the team.

Develop and Implement the 8 Pillars: Focus on systematically developing TPM's 8 pillars, including Focused Improvement, Autonomous Maintenance, Planned Maintenance, Quality Maintenance, Early Equipment Management, Training and Education, TPM in Administration, and Safety, Health, and Environment. Follow the 12-Step TPM Development Programme: Start with commitment from top management and progress through steps including a kick-off, establishing TPM policies, launching pilot models, and culminating in full implementation.

Implemente o TPM em fases, come?ando com áreas piloto antes de expandir para toda a opera??o de manufatura. Isso permite identificar e resolver problemas em pequena escala antes de aplicar em larga escala.

Monitor Progress: Use business and specific TPM indicators to track improvements in productivity, quality, cost, delivery, safety, and morale. Continuous Improvement: Utilize the insights and data collected to refine strategies, address new challenges, and continuously improve TPM practices.

Regularmente revisite o plano de implementa??o do TPM para fazer melhorias com base nas li??es aprendidas e no feedback da equipe. O TPM é um processo contínuo de melhoria, portanto, é importante estar aberto a ajustes e mudan?as ao longo do tempo.

Para mí es muy importante el paso 2 del pilar del mantenimiento planeado que es el restablecimiento de las condiciones, y solicitar el presupuesto correspondiente para la compra de refacciones originales y la pintura de los equipos

An important point is to hold regular meetings with the team to discuss problems and possible solutions. analysis of performance indicators, such as OEE, failure rates, idle time, etc. Use of preventive and corrective measures to deal with recurring problems. Following these steps and fundamentals, you will create a solid foundation for a successful implementation of TPM in your operations. Making the involvement and continuous improvement of the entire team essential to success.

O ponto de partida é que a metodologia venha da estratégia de sua organiza??o, esse é um dos pontos cruciais para que todo o planejamento de implementa??o possa vim na sequência. Depois, siga o passo a passo do método, sem pular etapas. Respeitando cada etapa vocé terá sucesso na jornada!

To develop a TPM implementation plan for manufacturing operations, start by assessing current maintenance practices and setting clear objectives. Form a cross-functional team, create a detailed plan focusing on the eight TPM pillars, and provide necessary training. Begin with pilot areas, monitor KPIs, and ensure continuous improvement. Standardize successful practices across the operation, maintain regular communication, and adjust the plan based on feedback and evolving needs.

En mis a?os de experiencia hemos logrado alcanzar y sostener los objetivos a través de TPM, algo importante es poder es lograr la integración de los pilares de Mantenimiento autónomo y planeado , través de una cultura de pertenencia de equipos a través LIL (Limpieza, inspección y lubricacion) y el reporte de defectos. En las adquisiciones hemos logrado cambiar los resultados en equipos que no tenían la metodología y llevarlos a un estándar donde a través de LIL, defectos y análisis de causa raíz henos logrado confiabilidad y alta disponibilidad de equipos.

That's because TPM is a culture change. Therefore, if more than 50% do not grasp the entire purpose, it looses traction. I worked for Denso, the founder of TPM. It required continuous refreshing to keep the momentum going. If you allow management not to participate, the wonderful culture of TPM will degrigate like our society has today. The result of government leadership.

In my four decade of Industrial journey, I have not found any industry has improved its bottom line following TPM. TPM, Lean etc is incomplete without fundamentals of manufacturing because it deals with selective area of operation whereas, industries have to work on entire operation through value stream mapping for value addition across operational segment through Operational Efficiency for cost efficiency & being competitive.