The Custom Approach To Implementing TPM

by Herbert L. Charles, MBA

After 16 years of implementing “Total Productive Maintenance” (TPM) in many industries, I’ve seen quite a few successes, and far too many failures.  I’ve observed that the root causes of both success and failure are based in decisions made by plant leadership.  The obvious solution then is to make the right decisions and avoid the wrong decisions, but that can be more difficult than you might expect.  Some examples of failures that I’ve seen include; inadequate resources because of budget constraints, a sudden change in management as the result of a promotion, an inadequate implementation plan due to insufficient planning, choosing the wrong approach, and underestimating the scope of the project, to mention a few.  However, when these and other issues are anticipated and adequately planned for by a strong Steering Committee the results can be an elegant implementation, maximizing results and minimizing wasted time and effort.

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Herbert L. Charles

President/CEO TPM Lean, LLC

CAREER ACCOMPLISHMENTS

  • Commended personally the president of General motors for development of maintenance policies and procedures for GM.
  • Co-author of section 16.3 “Total Productive Maintenance” in the H.B. Maynard Industrial Engineering Standards Handbook, fifth edition, published October 2001.
  • Reduced annual maintenance costs at Haworth corp. by $2.5 million.
  • Commendation by Haworth Global VP Manufacturing for extraordinary teamwork in the Kentwood, Michigan plant acquisition and turnaround (2004).

My experience with those successful TPM Implementations has led me to recommend a custom, pragmatic approach.   Using this approach; plant management can plan for and avoid most pitfalls while insuring a successful implementation.  This begins with a “Custom Implementation Plan” that is tailored to meet the needs of the individual plant.  Included is a clear outline of the process which must be followed!  When the management team clearly understands and supports this approach and the sequential steps within the project, the results can be extraordinary.  However, failing to closely follow the plan can result in wasted time and effort. 

 

The goals for all TPM implementation plans are; higher equipment availability through improved equipment reliability, increased productivity, an early return on investment, and a safer workplace.  Restating those goals; the output from a TPM implementation is the identification and elimination of equipment related losses (waste).  This “elimination of waste” may have a familiar ring as it is the key component of “Lean Manufacturing.”  Simply expressed; a “lean” process, continuously and forever identifies and eliminates “waste.”  TPM is often considered a precondition for “Lean” as it eliminates the equipment specific “Six Big Losses” which can interfere with Lean initiatives such as just-in-time (JIT) manufacturing processes.  

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