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Implementing TPM
To implement a Total Productive Maintenance program, two things have to happen: First, management needs to commit to the TPM philosophy, and second, employees must be trained in that philosophy. Those in managerial and supervisory capacities need to uphold TPM as a new workplace standard, recognizing that it is not a one-day fix or a passing business trend. Their example and dedication to the objective will inspire employees to embrace TPM. The implementation of TPM must be long-term, with imminent permanence, to fully see its effects and benefits.
Fundamentally, TPM has two main goals:
Maximize equipment effectiveness and longevity
Reduce and eliminate loss
These goals are accomplished through three main objectives:
TPM aims to (1) standardize procedures for consistency. Knowing what to expect allows you to control your costs and predict your maintenance needs, both short- and long-term. TPM champions the lean methodology of (2) streamlining procedures with visual communication and (3) maximum use of space and resources (people and equipment).
Getting TPM Started ...
Facility managers, with the aid of lead operators, should tour the facility to gather information about current maintenance practices, needs, and shortcomings. Consider the following when doing so:
To maximize machine use and space, the workspace should first be clean. Borrowing from lean 5S practices, clean up and eliminate unnecessary things.
Examine past maintenance practices to see what can be improved. Get third-party evaluations or attend trade shows to explore new maintenance techniques. A second-party opinion can expand though processes and allow fresh perspective on which maintenance techniques may better serve your facility's needs.
Identify maintenance schedules for all machines and equipment while addressing these questions: How is this information presented? Are schedules effectively communicated? Are procedures for cleaning and maintaining clearly posted? Your objective: Look for areas in scheduling that may need greater clarity, reorganizing, updating, or new assignments.
Revamp your facility using the visual workplace philosophy, which asserts the importance of having information at the exact point and time it is needed. If production or maintenance has been slowing because of confusion, procedural questions, or lack of organization, it may be time to step back, evaluate the facility's visual needs, and get to work labeling things.
Full TPM Implementation ...
Establish standardized maintenance and cleaning guides and schedules. Ensure workers are clear on what is expected of them.
Train employees and workers in those maintenance skills required for daily upkeep of their machines and equipment. Establish schedules for such, stressing the idea that it is the machine operators, not the facility technicians, who are responsible for the continued operation and functioning of their respective machines and equipment. Foster a sense of responsibility and trust within them; help them feel pride and ownership of their augmented duties.
Allow workers to manage their areas independently, keeping track of completed tasks, error margins, productivity rate increases, and other measurable results on a large display board or some other means of visual communication that evidences their work.
An essential part to realizing the full benefits of a smooth-functioning, TPM-savvy workplace is to get out of what experts call reactive mode, or the inefficient practice of running equipment until it stops. To illustrate: A machine functions well enough with little or no maintenance; it breaks down, production stops or slows during repair time, money is lost on repairs or complete replacement, training on the new or upgraded machine may be needed, money and time are lost during revamping, then machine is finally functioning at status quo. Recognizing this cycle as problematic, inefficient, and costly (both with money and time) is key to successfully applying a total productive maintenance system.
A Little TPM Help ...
Graphic Products, Inc., an Oregon-based manufacturer and supplier of industrial-grade printing and labeling products and supplies, provides a key element in getting any facility organized and functional to comply with the TPM philosophy: Labels. By properly and plainly labeling areas, equipment, and maintenance protocol, a workplace will stay more organized and ultimately run more efficiently.
The concept of implementing a standardized labeling system in any facility promotes visual communication, which is simply the idea of communicating pertinent information to a person at the exact point that information is needed. For example, during TPM implementation, some specific machinery could be affixed with a series of labels and signage: OSHA-compliant warning labels, RTK labels indicating the type of personal protective equipment (PPE) required for running that machinery, as well as a sign detailing operating instructions, and a sign detailing a maintenance plan. All of this information is presented graphically at the very place the operator most needs it. This is visual communication, and it is a highly effective tool for enhancing efficiency and productivity. Any uncertainty about operating, cleaning, or maintaining the machinery should be eliminated; accidents and injuries should decrease because any hazards or warnings are clearly posted. Graphic Products, Inc., makes this possible with the DuraLabel PRO, its premier labeling machine. This desktop thermal-transfer label printer is extremely versatile and quickly prints anything from small wire wraps to reflective parking signs with the help of your own PC.
Clearly and effectively communicating such information through the use of signs and labels minimizes confusion and ignorance, which consequently increases productivity and efficiency. A worker who knows specifically what to do and when and where to do it will be better able to focus on successfully performing his or her job function.
Introduction to TPM | Benefits of TPM | Implementing TPM |