TPM System Is Not A Maintenance System! (1)

Since the misunderstanding of the TPM System in the world and in Turkey deeply upset me, I want to write this article in length. In this article I want to explain once again what basically TPM is. I must say very clearly from the beginning that the TPM System is not a Lean Manufacturing technique! I discussed this statement and philosophy with the late Mr. Suzuki. Mr. Suzuki and Mr. Güng?rdü taught me a lot about this. Mr. Güng?rdü is one of the first people in Turkey to meet TPM. I also got to know him in 2005. This is my personal opinion, I might be wrong. Mr. Tokutaro Suzuki, one of the Founders of TPM, is a very valuable sensei in Japan. The founder of TPM in Turkey is Mr. Lemi Güng?rdü. This is one of the questions I get the most, so I need to make this statement. From whom did you learn TPM? This is the question I get the most, and it's not that easy to answer. I have collaborated with many Japanese Sensei and many Turkish Sensei. I still continue to cooperate. I will continue to cooperate until the end of my life. I have always worked with Japanese and Turkish Sensei. I continue to work with Japanese and Turkish Sensei, I enjoy, learn and teach. Only two sensei left marks on me. First Sensei Mr. Tokutaro Suzuki. The second Sensei is Mr. Lemi Güng?rdü. I can't pay for both. I owe them a lot. Of course, it's not just these two Sensei that I'm collaborating with. I have worked with many sensei and still continue to do so. All Sensei are very dear to me. All Sensei in one way or another provide added value to companies by conveying the TPM Teachings. I think that's what matters. It is better to know something than to know nothing. But it is better to proceed with correct information than to misunderstand information. My mission is to contribute a little while developing the country I live in. For this, the TPM System, what it is, its need, where it comes from, and (by the way, there is one more mistake I often hear, I cannot pass without writing, the TPM System was established to determine the part life of the machines and lines. I just laugh at these statements.) I will try to explain what separates' from other improvement programs, what it aims to achieve, how widespread it has become and what benefits it provides, and convey its essence.

I think this introduction is enough for today.

The abbreviation TPM stands for “Total Productive Maintenance”, where the word “total” implies “total participation” – in other words, everyone in the company, from senior management to front-line operators, playing an active role in productive maintenance. This is the direct definition in the TPM Book published by JIPM. The TPM Definition is nowadays more inclusive. Today, the definition of TPM is used more frequently as “Total Productive Management”. The Senseis I collaborated with JIPM and JMAC developed this definition further. Now the new definition of TPM has been revised as “Totally Perfect Manufacturing”. There is 3T in the new TPM Definition. 3T can be summarized as follows in the TPM Definition. “TPM” + “TPS” + “TQM / C” = “New real TPM”. I do not want to go into too much detail, but for example now there is an "Engineering at TPM" Award. TPM has an Engineering Continuity Award. For example, there is a new approach called Special Engineering Award. It is not very common in Turkey yet. There are many other new approaches, but I am not authorized to publish all of them here, I am writing for informational purposes only. The reason I go into this detail is that I hear the definition of TPM is a maintenance system and I'm very sorry. One thing is true, yes, the TPM System was born with the maintenance system. 50 years have passed. It's no longer just a maintenance system. TPM is a thinking system, just like the TPS System. In my opinion, TPM is exactly the same as TPS and Lean. Making this fix is now among my missions. 

Why do businesses want to do TPM? There are also companies that do not want to do TPM. It is interesting, is not it?

Here are 5 very convincing reasons that everyone knows.

Our business environment is getting more and more brutal. Our losses are increasing steadily. Our very expensive equipment is deteriorating gradually. This is the first reason.

The quality expectation of our customers is increasing and they are more meticulous now. They don't want a single defective product in a batch. They don't want to see a single flaw, regardless of which sector or service area. In other words, manufacturing companies have to give a guarantee for each product they produce. Companies that cannot provide guarantees for each product will not be able to win the efficiency battle. Yes, you did not hear it wrong, this is actually a war. The efficiency battle. The battle to destroy losses and waste. This is the second reason.

Our customers are increasing the expectation. Because consumers are rapidly turning to various consumption. This is no longer an ordinary speed, everything is changing very quickly. Lot numbers are decreasing rapidly in lot production. They want smaller, smaller, smaller batches. I don't even say the delivery time anymore, they want it to be right next to you. Very soon, there will no longer be a KPI for delivery time. Because time flows fast and is very precious. If you produced the same number today as yesterday, there is a huge loss. Dear friends, this definition, ie "on time delivery" indicator will not be followed soon, I repeat, our customers want it faster and faster. If life passes so quickly, why would a business not want to do TPM? Our machines and lines have to work 24/7. We do not tolerate stopping for even a minute. I often agree on this matter. Lines and machines should not stop for a minute. Then we have a very important task to do. 8 correctly identify big equipment loss. This is the foundation of our survival strategy. 8 big equipment losses, it is necessary to deal with the separately. Because the solution method of each is different from the other. This is the third reason.

Companies can no longer beat off the competition purely by making their production operations more efficient. This is the fourth reason.

At one time, they could sell whatever they made. Now, they have to make only what they can sell. This means that, in addition to eliminating the 16 Big Losses relating to equipment, human labour and resource consumption, they must also generate profits by strengthening (and improving collaboration among) all of the departments concerned with any of the processes involved in planning and developing the product, manufacturing it, and delivering it to the customer – including product planning, research, development, design, technology, purchasing, sales, and distribution, as well as the production department itself. I hear it in many places. Businesses desperately need a new TPM to survive. A new type of TPM is needed. This is the fifth reason.

I'll go into more detail.