How can you manage change during TPM implementation in manufacturing?

In my experience, this phase will actually take the longest to complete to have a thorough understanding by the entire team (operator to management) of what the current state is and what it should be. For instance, the realization that the operator gets when he/she understands that the leak he/she has been cleaning up for the last 10 years should not be there and will not be there in the future is exciting and drives them to help the managers find the other issues that are daily headaches for them. In this way it gives them a louder voice than they have felt they had before.

By combining effective communication, training, leadership support, and a focus on continuous improvement, you can enhance the likelihood of successful TPM implementation in manufacturing

Um exemplo que já implementei, é avaliar a situa??o atual, através de uma análise 6M. E Identificar os pilotos (responsáveis) para tra?ar cronograma de capacita??es.

I agree with Rebecca’s comments. This first step will take the longest and be the most revealing. You and the team (everyone) are unmasking years of tradition and “this is the way…” mentality as well as mechanical concerns and systems issues. In my experience it took a minute to get everyone to trust there are real long term fixes and not punitive reactions to the current state. Like a product launch you will have early adopters and folks that are late bloomers. You will also have those who will not want to be a part and force other decisions. Patience, understanding and a solid moral and strategic compass is a must have. It’s one of the most rewarding ventures.

To gain momentum and gain support in the factory, you must have quick wins or something else will become more important! You can be strategic about this by not always going after the biggest opportunities first, but the quickest to show results!

Após compreender a situa??o atual, é crucial criar uma vis?o envolvente e um plano detalhado para a implementa??o do TPM na manufatura. A vis?o deve retratar o estado futuro desejado do desempenho de fabrica??o, incorporando valores e princípios orientadores. Essa vis?o n?o apenas motiva a equipe, mas também fornece um guia claro para a jornada do TPM. O plano deve detalhar todas as fases da implementa??o, desde a prepara??o inicial até a melhoria contínua. Especificar etapas, fun??es, responsabilidades, recursos e cronogramas é essencial para uma execu??o eficaz. Além disso, definir indicadores-chave de desempenho (KPIs) e métodos de medi??o e avalia??o garante uma abordagem baseada em dados, permitindo avalia??es precisas do progresso.

In my experience, clear objectives need to be developed by the team and supported by supervision and management. This support needs to be shown to the team. KPI’s need to be established and fully trained to ensure understanding and follow thru. Team meetings to continue learning and improvement opportunities need to be planned. This allows reviews of kpi’s and gives direction and feedback. Allow the teams to “report out” to staff and management to reinforce them owning the process.

I agree, in my experience implementing TPM at a manufacturing site, Total Productive Maintenance (TPM) in manufacturing involves significant changes to processes, systems, and the overall work culture. Managing these changes effectively is crucial for a successful TPM implementation. Though it is not a top-down approach it requires a strong leadership commitment and leaders should communicate their support and the reasons for adopting the program early and often. This support I found to be crucial to addressing resistance. Anticipate and address resistance to change. Identify concerns and provide open forums for employees to express their doubts.

A implementa??o do TPM n?o é apenas uma tarefa adicional, é uma estratégia essencial que requer o envolvimento ativo e o comprometimento de todos para alcan?ar a máxima eficiência operacional. Este envolvimento n?o só fomenta a cultura de responsabilidade e propriedade sobre os equipamentos e processos, mas leva a uma melhoria contínua na rotina diária de trabalho. Quando os colaboradores est?o engajados no TPM, eles desenvolvem uma compreens?o mais profunda de como suas a??es impactam a produtividade e qualidade, resultando em menos falhas, redu??o de desperdícios, e uma melhoria geral na seguran?a e satisfa??o no trabalho.

O pilar de envolvimento e capacita??o no TPM é fundamental para o sucesso da metodologia. A seu objetivo principal é desenvolver e implementar programas de treinamento que capacitem os colaboradores em todos os níveis da organiza??o, desde operadores e técnicos até a lideran?a. O objetivo é criar uma for?a de trabalho altamente qualificada e engajada.

TPM is all about using skills available at the management level and upskilling floor associates to get everyone to be better and thus yielding better results. When done correctly, TPM can improve retention of associates, increase efficiency and reduce waste. When the associates at the floor level are a part of the process and have skin in the game by owning what they can, you will see accelerated progress and faster results on both a people capability standpoint and from production results. Once the operators feel trusted, they will continue to drive change and continue to ask for tools from TPM that will drive further improvement. As long as this associate pull system is supported with involved associates, the program will be successful.

Envolver e capacitar os funcionários é crucial para uma implementa??o bem-sucedida do TPM na manufatura. O TPM requer participa??o e propriedade de todos os níveis da organiza??o, n?o sendo uma abordagem de cima para baixo. Estabelecer uma cultura de trabalho em equipe, aprendizado e resolu??o de problemas é essencial, onde todos se comprometem a aprimorar suas habilidades, conhecimentos e o desempenho dos equipamentos. Isso pode ser alcan?ado por meio de treinamento, coaching, feedback, reconhecimento e incentivos para os funcionários. A cria??o de equipes multifuncionais, eventos Kaizen e esquemas de sugest?es promove a colabora??o e a gera??o contínua de ideias para melhorias. Empoderar os funcionários n?o apenas melhora o desempenho.

The key question always is: After cleaning and removing unnecessary items, what needs to be done an what can be done. Create a schedule and ensure that the schedule is kept. Create a regular meeting to discuss the performance of the defined metrics, possibly in a daily stand-up meeting integrated with the factory stand-up.

Após estabelecer a vis?o e o plano, o próximo passo crucial é implementar e monitorar as atividades do TPM conforme planejado. Inicie com tarefas fundamentais, como limpeza, inspe??o, lubrifica??o e ajuste de equipamentos. Gradualmente, avance para atividades mais avan?adas, incluindo manuten??o preventiva, manuten??o aut?noma, melhoria focada, manuten??o de qualidade e seguran?a e meio ambiente. Utilize ferramentas como listas de verifica??o, recursos visuais, procedimentos operacionais padr?o e gráficos de controle para garantir consistência e precis?o nas atividades de TPM. Monitorar regularmente os KPIs, realizar auditorias e avalia??es s?o práticas essenciais para identificar lacunas e oportunidades de melhoria.

Sustenance of TPM is very challenging. 1.Seed for sustenance is to be sown at the starting of TPM implementation. There needs to be a buy-in from all stakeholders when we start. 2.Top mgmt must visit the plant frequently to see the TPM status and motivate the people. 3.Regular communication to all stakeholders about improvements attained in various KPIs including the business improvements so that they will have stimulus to continue the journey. 4.Learnings and findings during TPM implementation must be documented and used for new production lines so that all lines all shops and all plants are at very good level. 5.Kaizen through internal and external benchmarking must be part of performance metric reviews.

Total Productive Maintenance (TPM) in a nutshell: Total Productive Maintenance (TPM) is a management philosophy that aims to optimize production through the elimination of losses and the maximization of equipment efficiency. Benefits of TPM: Improved quality and reduced waste: Reduced defects and material costs. Increased efficiency and production capacity: Greater equipment availability and optimized processes. Better employee morale and engagement: Increased sense of ownership and teamwork. Reduced costs: Lower maintenance, rework, and loss costs. Increased customer satisfaction: Delivery of high-quality products on time. Increased competitiveness: Higher productivity, lower costs, and better quality.

This is a marathon, not a sprint. You need to start and keep to it. The TPM needs to be established and then kept up. The more experience you gain, the more results you will achieve in the long run.

Sustentar e melhorar os resultados do TPM é a fase final e crucial do processo. Encare o TPM n?o como um projeto único, mas como um compromisso contínuo com a melhoria e inova??o. Busque constantemente maneiras de eliminar desperdícios, reduzir variabilidade e aumentar o valor em suas opera??es de fabrica??o. Promova uma cultura de excelência, onde os funcionários se sintam motivados e capacitados para desafiar o status quo, compartilhar as melhores práticas e aprender com as falhas. Celebre e comunique as conquistas do TPM, criando um ambiente que reconhe?a o esfor?o e inspire a equipe. Além disso, estabele?a a prática de comparar e aprender com outras organiza??es que implementaram o TPM com sucesso.

Sustentar e melhorar os resultados do TPM envolve uma abordagem abrangente e contínua. Com isso, algumas estratégias que podem agregar a este fato s?o: Comprometimento da Alta Administra??o; Treinamento e Desenvolvimento; Estabelecimento de Metas Claras; Compartilhamento de Conhecimento; Revis?o Periódica. Lembrando que a implementa??o do TPM é um processo contínuo e exige comprometimento a longo prazo. A adapta??o e a flexibilidade para ajustar as abordagens conforme necessário s?o fundamentais para o sucesso sustentado do TPM.

One important aspect within this implementation is the concept of zero losses. Creating a zero losses culture not only increases people’s accountability but also plant performance. Zero tolerance to defects and losses is the base for operational excellence.

Uma mudan?a de cultura, uma jornada de transforma??o onde as pessoas desenvolvem habilidades e um modelo mental agregado com o senso de dono na busca incansável de acidentes zero, defeitos zero, quebra zero e redu??o das perdas de todo o processo produtivo. Esse modelo de gest?o eleva a autonomia do time para solucionar problemas e propor a??es que previnam a recorrência de anormalidades. O mais importante desse modelo de gest?o é ver o crescimento profissional das pessoas onde elas se tornam cada dia mais capacitadas e evoluídas para suportar os resultados consistentes que o modelo proporciona. Desenvolver pessoas é o ponto chave para o sucesso desse modelo de gest?o.

Advantages of TPM are enhanced productivity, improved quality, lower costs, better lead time and high morale. All these benefits need to be quantified as "where we want to be" after deployment of TPM, by which People get motivated to get the benefits. TPM establishes a thorough system of maintenance for equipment's entire life span. The interesting point to converge is to bring all the employees in small groups to work together for TPM initiatives. The competitive advantage of Product/Process quality improves delivery, lead time and maximizes efficiency, which has transformed connected shopfloor. Autonomous maintenance improves ownership each member towards his machine . Engagement in Jishu Hozen is interesting part of culture change

Agree on your approach. However in order to apply TPM methodology the most important is the management should believe in TPM then cascading down to each level. The concept of TPM should be in DNA of each member in the organization. Accordingly by giving the focused training and starting the change step by step the people life will be more easier and they’ll see the effects of loss elimination.