How can you measure TPM program effectiveness and communicate results?

TPM is a way how the culture should be in the industry . It is way of life . There can be different approaches each one can how but the reports and monitoring the six major losses and further bifurcation of these losses to 16 major losses open up eyes of everybody and can lead them to reduce these losses by continual improvements . The things starts with JH pillar and when it goes to certain level then PM has to be started . The result drives the need to work in systematic way .

TPM is a set of practices that engages the people to improve manufacturing process reliability in a well structured way. This involves cross-functional collaboration. It spreads new knowledge, builds competency, instil CI mindset in people and helps to make the people more autonomous. People will be able to recognise between normalities and abnormalities and addresses them before a major breakdown can happen. By reducing the 7 wastes, people can free up their minds and have more time to create value. TPM is all about engaging people's heart and mind in a consumer-driven war on waste.

(TPM) es un enfoque de gestión que se centra en la mejora continua del equipo de producción, involucrando a todos los miembros del equipo en la prevención de pérdidas y maximización de la eficiencia. La eficacia del programa TPM se puede medir y comunicar a través de diversas métricas y estrategias de informes. Al medir y comunicar efectivamente los resultados del programa TPM, podremos mantener a todos los miembros del equipo alineados con los objetivos y motivados para contribuir a la mejora continua. El mayor reto radica en lograr concientizar al equipo de la importancia de esta herramienta.!

While OEE is the standard way to measure TPM effectiveness and how you are tackling the six major losses, some other ways are the following: Industry standard measures like stock turns, schedule attainment, work order completion percentage, and 5S scorecards. Another simple way is to audit oneself and seek feedback from your internal customers on how you are doing. If you are making the product you need to, at the right rate, as efficiently as you can, correcting the issues identified by the team and customers, and continuously improving through kaizen, you are on the right track.

TPM can be measured through MTTR and machine availability %. comprising PM and AM to form this pillar. It is the culture and people to make tpm a success

To enhance Overall Equipment Effectiveness (OEE), the ultimate output of a TPM or maintenance excellence program, and achieve Total Productive Maintenance (TPM) objectives, each of the pillars involves specific goals, methods, and tools, necessitating collaboration across cross-functional teams. For instance, autonomous maintenance empowers operators for daily equipment care, while planned maintenance optimizes preventive and predictive maintenance schedules and procedures. Activities should always involve production workers all the way up to the manufacturing site leader. I have witnessed TPM activities lose momentum without support at the highest level.

Increasing productivity through workforce empowerment 1. Autonomous Maintenance 2. Process & Machine Improvement 3. Preventative Maintenance 4. Early Management of New Equipment 5. Process Quality Management 6. Administrative Work 7. Education & Training 8. Safety & Sustained Success The Three Goals of TPM: 1. Zero unplanned failures 2. Zero product defects 3. Zero accidents Total Productive Maintenance (TPM) increases productivity, efficiency, and safety by empowering operators, team leaders and managers to all play a proactive role in the day-to-day operation and maintenance of their own work areas through 8 pillars of activity

you have to educate all leaders about lean and six sigma. in all task, where output measures are established, focus on your input measures and do SPC and analysis. Equally important, in all pillar task and results is the analysis of the data. where do losses comes from and what makes process variability which lead to losses. Make a loss tree mstrix to prioritize action plans.

Auditing the effectiveness of TPM involves a holistic approach. There must be an evaluation of equipment performance, checking for abnormalities which may have not yet been fixed by/through the AM Pillar, employee engagement to ensure it’s not just a one man show, and sense checking the organisational culture. Through reviewing documentation and pillar boards, conducting Gemba walks, and analyzing KPIs, organizations can assess the alignment of their TPM practices with predefined targets and industry benchmarks. Regular audits are important to identify gaps, offer support and build a culture of continuous improvement which ultimately leads to the success of the TPM program.

Use the VOC, voice of customer. Your internal team needs to be developed and trained to help improve and breakdown any barriers that hinder improvement. Everyone has ideas, don’t stifle them by not listening or thinking your way is the best way. That is the easiest way to lose traction and ownership of the people that know the process and needs best. Keep the team intertwined and working with clear objectives and goals.

To gauge the efficacy of your Total Productive Maintenance (TPM) program, regular audits and reviews of pillars and activities are essential. Audits, formal assessments, compare current performance with TPM standards, while reviews, informal feedback sessions, monitor improvement actions and identify gaps. Employ tools like checklists, scorecards, questionnaires, interviews, observations, and benchmarking. Involving external auditors ensures an objective and unbiased evaluation, contributing to ongoing TPM program enhancement. It is also critical to define the frequency of the different tools to ensure the program stays in tact. Meeting too frequently or not enough could have your program lose momentum.

As used in the TPM, audit is the process of logging TPM command and response parameters that pass between the host and the TPM. The host is responsible for maintaining the log, which may be in host memory or on disk. An auditor can later use the TPM to attest to the log’s integrity (that it has not been altered) and authenticity (that it was logging TPM transactions). Keywords: Response Parameters Host Memory Audit Sessions Auditory Command Typical Audit These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

TPM is great tool and it’s success can be measured on MTBF, MTTR and number of breakdowns . Good P.M. program can improve these target . However , without a good deep dive root cause analysis For every breakdown that points out to the 6 common failures (inadequate PM, lack of basic condition , external influences , human error , lack of training ) and proper countermeasure to address these failures , your TPM metrics can become just a show .

Technical Program Management (TPM) is a discipline that encompasses the planning, execution, and delivery of complex technical programs. TPMs are responsible for ensuring that programs meet their goals and objectives, on time and within budget. One of the most important responsibilities of a TPM is to communicate with stakeholders. Stakeholders are anyone who is affected by a program, such as team members, customers, managers, and executives. TPMs need to communicate effectively with stakeholders to ensure that they are kept informed of the program's progress, identify any issues or risks, and get feedback on the program's plans and deliverables. Often a TPM needs to communication with stakeholders to know when a program can be closed.

Who said Zero has no value “Power of ZERO” 1. Zero accident 2. Zero rejection & complaint 3. Zero Breakdown 4.Zero oil and air leak (energy waste) 5. Zero delivery failure 6. Zero absenteeism, etc… We can aim all of our KPIs in the same power of Zero category by making positive phrase

Goals are always achieving zeroes. ZERO waste ZERO accident ZERO defects ZERO breakdown If your results are trending towards the goal your direction is correct. If the trends are not in right direction then your progress is bad

Every equipment speaks. You just need to have an ear to listen. It may be a spill or leak: steam, air, water, oil. If not addressed timely the abnormalities cumulatively will lead to forced deterioration. Step by step implementation of Autonomous Maintenance and Planned Maintenance will help to restore the basic condition. Focus on identifying the losses and addressing them methodically using loss cost approach. Equipment overall equipment effectiveness can be improved using the combination of FI, PM, QM, AM and Education & Training. TPM calls for zero oriented outcomes on breakdown, accident. Losses and pollution using total employee involvement from bottom to top through small overlapping groups. This leads to a vibrant workplace

It is crucial to recognize that TPM extends beyond its administrative tools. It is fundamentally about instilling a transformed mindset within the workforce. While charts and scorecards have their place, dedicating time to coach frontline workers on the tangible benefits of TPM fosters a sense of ownership. When employees see the direct impact of the program on their work and well-being (safety), the administrative aspects naturally fall into place. TPM success lies in cultivating a shared understanding, making it a powerful driver for sustained improvements and breakthrough results.

TPM is a Zero sum game. Achieving the Zero breakdown, Zero defect and Zero accidents are ultimate.but we use Key performance indicators in terms of P,Q,C,D,S,M,E on one side and culture shift ( make people participate) habitual to improvement cycle on daily basis .