What are the best ways to create a sense of ownership during TPM implementation in Manufacturing?

simply: gemba (see the actual condition with respective personnel) > brainstorming whole detail of his/her focus (1 action affects to 1 occasion in 1 circumstance ) > facilitating each member's responsibilities > monitoring the result (surely with that respective personnel).

Along with clear definition of roles and responsibilities, it's necessary to generate a sense of ownership and pride amongst the shopfloor team members. This can be done through: - regular floor meets to communicate the importance of TPM and how it contributes towards overall objective of the organization - creating a healthy competition amongst members across all work centers basis factors like minimum down time - public recognition and acknowledgement of good work These will enable the team members to own up to their work and positively strive towards excellence.

Algunas ideas para empezar - Roles claros a cada colaborador involucrado en el desarrollo del TPM. - Realizar apadrinamiento de equipos para control focalizado. - Objetivos claros con medición continua para ver la evolución del sistema de mejora implantado. - Creación de sistema de reconocimiento para los colaboradores conforme la obtención de objetivos. - Celebren juntos los logros.

By involving the managers including CEO, Factory manager, Maintenance manager with titles such as “managers' AM groups”, and performing each of the AM process step by step by them and following the example of other technician groups from the managers' group, gradually the sense of ownership of the equipment will be formed. When production technicians or equipment operators realize that the sense of ownership first exists in managers, they will also step in the same direction. Based on my experience and benchmark from Mr. Fumio Goto's approach in implementing TPM, we can hope to increase the sense of ownership among operators and the entire organization. Although a long and complicated path must be covered.

RACI is a great tool to be used at this stage. Communication forms a key tipping point that can defines a fine line between a successful outcome and not so successful outcome. Clearly defining and making it visual brings out a lot of transparency and openness. R - Responsible A - Accountable C - Communicated I - Informed

Have seen many companies struggle in this area. Trainings can be either or a combination of practical (hands on) and theoretical training. Usually a training session ends with an evaluation and the training is deemed a success at that stage. It’s akin to checking a box. Time and again I have seen entities failing to access the retention at different time intervals. Successful entities, evaluate the retention after a period of one week followed by another after one month. The logic being a 21 day habit rule. Another mechanism is wherein an employee not having worked in the process for 30 days or more goes through a refresher. Training is important but critical is retention and application of that knowledge.

Training is one of the best ways to get buy in. Even the smallest bit of gained knowledge allows teams to grow. Teaming up training groups with experienced individuals with associates that may just be learning TPM,allows for quicker retention through real life examples and applications. Refreshers for groups is a major way to reinforce lessons that may have been learned. This keeps topics fresh and allows techs to solidify their skills. Getting everyone thinking the same way with the basics is invaluable and allows them to build on each others know strengths.

Have seen tremendous success by implementing Rapid Improvement workshops on the floor . It provides instant visual feedback through the outcome of the workshop.

Cross functional teams are an easy way to get free learning by using strengths from the entire team. When having different members, attitudes, schooling, etc., the team can move faster & tackle many issues or opportunities. Controlled sessions can help develop others by introducing them to topics covered by your own subject matter experts (SME’s). These SME’s hone there skills by leading others in training while the “students” pick up new thoughts, skills and processes. It is easy to stack the deck by setting these cross functional teams up to be successful if you know your team strengths & weaknesses. So evaluating teams early on & being truthful with yourself, will help in implementation of solid teams to conduct TPM actions.