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Issue No. 52 -  August 2011
Text Box: Tips On Performing Total Productive Maintenance (TPM)

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In implementing TPM at the very beginning expect a lot of resistance from members.  This is normal, what is not normal is that if they do not show any resistance at all.  TPM is a long and painful journey with its ups and down but ones you reaped the benefits then your efforts are well rewarded,  Remember you are not only improving the equipment, but changing the lives of people too.  If people change, then the rest will follow  . . . . .
Text Box: By Rolly Angeles In my previous newsletter, I wrote about tips on conducting Reliability-Centered Maintenance and I though about providing some tips about implementing Total Productive Maintenance for the benefit of industries implementing them or planning to implement it. TPM is much more tough to implement than RCM, first because involvement on TPM will be from everyone in the organization. Second implementing TPM is always, and I mean always a Top Down Approach and this cannot be the other way around. You might also be interested to read this newsletter in case you have missed it before reading this issue of our newsletter. Issue No. 25 : May 2009 : 13 Grave Mistakes in TPM Implementation Perhaps your industry is thinking of having TPM as part of your strategies to achieve your vision and is planning to start this initiative or you have been implementing TPM for a year or two but it seems that you cannot seem to get moving at all so the program take its stall and the people in charge of the project where given other assignments/projects to undertake. Or your company had kicked off TPM and completed their initial cleaning on the equipment, both management and operators are enthusiastic at the beginning but lost their enthusiasm to continue because they do not know how to begin the next step or production supersede everything and is the number one and only priority. In 1998, I hope a got the year right, JIPM (Japan Institute of Plant Maintenance) published a book called TPM World Congress consisting of many case studies on TPM done on different plants around the world and states that in a survey conducted by them out of 3000 industries that implemented TPM, only 10% are considered successful and gained the results of TPM, the rest simply failed. Cited in the book as the number 1 reason for failure is lack of management support and commitment. I have breathe, eat and lived TPM for 8 years working full-time where I was assigned as the overall facilitator for Planned Maintenance and Initial Flow Control Activities (others refer this to as Early Equipment Management) and honestly speaking, doing TPM is a very frustrating job but nevertheless I enjoyed every moment of it even when matters get tough. During my days in TPM, we experience a lot of mistakes in its implementation, therefore it is best to have a full knowledge on TPM, as well as traps to avoid and most importantly doing TPM right the first time around. Mistakes in TPM implementation is costly and may have some repercussions and the people involved might loose their enthusiasm in doing it or you may reach what you called the saturation point of TPM. Hence, in view of this, let me share with you some of my experiences to make your TPM journey successful. Deployment of TPM Training Will Be from Top to Bottom As mentioned that TPM is a Top Down Approach, the first group to attend training should be your Top Management people. These people need to know what TPM is in the first place, the 8 different pillars, and what respective pillar will they be involved and their role on that specific pillar. These people need to understand that TPM is a long journey and results cannot be achieved in a week or month’s time. These people need to understand the basic requirements needed to implement TPM, such as having a full time department/office staffed by full-time people assigned to handle the major pillars of TPM. Management must understand that TPM will require a budget and those small details should be addressed at the very beginning. Let me site an example, if Autonomous Maintenance will be implemented, teams will be deployed, and if the team is composed of a vertical set-up or the members of the team composed of members of different shifts and you have three shifts in a day, one or a couple of members will go on overtime to attend the meeting and these overtime issues should be addressed at the very beginning of implementation. These people need to make a decision on whether to push through or not and if they are ready to implement it. I hate to say this but these management people need to change in order to adopt the TPM process. It requires culture change. As far as I have experience it, TPM is 90% people and the rest is system. If we focus on changing people then results can be achieved. Therefore, management should make a buy-in decision on whether to implement TPM or not. If management says yes, then expect a series of trainings that will be done by levels : Level 1 : Top Management People, Senior Management people Level 2 : People to staff the TPM Office, those who will be assigned as TPM coordinators, supervisors, Maintenance Supervisors, Engineers, Quality people, those who will be involved in Focused Improvement Pillar Level 3 : Those who will compose the pilot teams for Autonomous and Planned Maintenance pillar. This will now include operators and maintenance people. Organize the TPM Office Immediately One of the most important things to accomplish at the beginning of the TPM journey will be to organize the TPM office and staff them with permanent and full time people. These people will play a very crucial and important role in the implementation. One of the most important criteria in the selection is that these people must posses two traits, passion and patience. They must have the dedication to accomplish their duties and responsibilities. As to how many people to staff the TPM office depends on the population of your employees in the plant. When I was still working with the TPM Office we were a big plant and we cater two plants totaling to about 10,000 employees. Overall, we had 8 people in the TPM office, myself included with 1 TPM manager that reports directly to the CEO/President. Most of us where engineers at that time and handle one or two pillars at the most. As far as I can recall, I have around 22 members in the Planned Maintenance committee which compose of maintenance leaders on different departments in which we meet on a weekly basis to monitor their progress and overall we have around 700 members in our Planned Maintenance pillar of TPM. Just to give you some idea on what the people in the TPM Office will do, they will initially be responsible for their own pillar. In short they will need to provide the specific trainings of the pillar they are assigned to. These people had undergo the very basic TPM Concept. Most TPM consultants will provide you the basic principles on TPM, I think that’s about it. You need to break down these principles into nitty-gritty small details that each TPM team can comprehend and follow. In short, TPM Office people should be the one responsible to develop the roadmap for each step or phase of their respective TPM pillars. Example Autonomous Maintenance has 7 Steps and there are specific details to undergo each step, Planned Maintenance can be done in 4 Phases or Steps and each step have their own details. And ones the team completes each step or phase in Autonomous or Planned Maintenance, the team should undergo an audit, so again TPM Office will be the ones who will develop the audit process and perhaps be doing the audit themselves in the initial phases or steps of TPM implementation. If a team completes Step 1 of Autonomous Maintenance and the TPM Office had not yet completed the details and roadmap of the next step, then the team loose its momentum and most probably will revert back to their old ways. One more thing, during my time we at TPM office were also responsible for consolidating all reports, improvements and providing rewards and recognition for every single team that completes each step or phase of their respective pillar Text Box:

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• Gallery: New pictures for 2011 added  from the gallery portion.

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Text Box: RSA UPDATES ( January 2012 )

Our Reliability Newsletter will be provided once a month to our valued subscribers. It provides highlights as well as issues and lessons regarding our most common link which is all about  improving the      reliability of equipment.
Text Box: Greatest Performer and Humanitarian of all times (1958-2009) Text Box: This portion is dedicated not only to the greatest performer of all times but also to the greatest humanitarian the world had ever known, Michael Jackson. We bid you goodbye and we shall never forget you. In behalf of my family and my small firm RSA Reliability we salute you. Your music and your message lives on.
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Planned Maintenance Committee 1998,

myself seated third from left

Planned Maintenance Committee 2001,

myself extreme right

Planned Maintenance Teams In Action Performing Phase 1 Restoration Activities
Text Box: TPM Office Staff Are “Think Tanks”, Do Not Be Dictated By Anyone Although this is a tough one and one of our biggest mistakes during my days on TPM in which there are cases when we at TPM Office were dictated by top management on what to do with TPM. For instance, since they finally realize that TPM is a very slow process, this person (a top senior management guy) who claims to know TPM force us to do police work by auditing every abnormality we can see in the plant and highlighting them to the manager in charge of that area. Even though we do not like what we are forced to do, you do not have any options if you want to stay around and work in that plant. The problem is that since our plant is a very dynamic one, this senior management guy wont be around for the next couple of months and we at TPM office will end up facing a blank wall and again our journey is back to zero. Hence, our TPM is just a merry go round which makes me dizzy. If you are reading this newsletter and assigned to the TPM office working full time, remember that you are the “ Think Tank “. You are considered as the plant’s internal consultant or ambassador on TPM so you need to know everything on your TPM pillar. Leaders and teams members will ask for your guidance on what to do and how to do it in the first place. I cannot emphasize any further the magnitude of your role and responsibility on TPM, but one thing for sure is that you are not only changing people but their lives as well. If this is one of your set-backs on TPM, I think you need to hire an external consultant on TPM or perhaps if your plant is aiming for TPM Excellence Awards, you need to hire a TPM consultant from Japan itself, but I strongly recommend acquiring them if you are midway in your TPM journey. Agree On What Indices You Want To Measure On Your TPM Pillar TPM Office together with their committee members, council, coordinators or whatever you want to call them should be specific and explicit on what indices they want to measure in at the very beginning of your implementation. Initially this can be done manually by each team and consolidated by the TPM Office but as more and more teams emerge you need a way to automate the data. You can measure those that are both tangible and non-tangible. For example for Autonomous Maintenance pillar one non-tangible measurement will be the number of suggestions that were actually implemented by the members of the team, number of abnormalities or irregularities corrected on the equipment by the members, number of one point lessons generated and so on. These are considered as non-tangible measurements but these have a tremendous impact on the team. For Planned Maintenance the measurements will be a bit more complicated as they focus more on tangible results such as MTBF, MTTF, MTTR, Number of Breakdowns, Spare Part Cost, Repair and Maintenance Cost, Lubrication Cost and so on. Just one point before we move on, measuring breakdowns is very tricky and before you can measure the number of breakdowns on your equipment, maintenance should need to sit down and discuss on what eventually will constitute a breakdown. Let me give you an example, if you work in a manufacturing plant and your utility compressor failed to supply air, your pneumatic machines in your operations will stop, is this a breakdown or not if we speak about the machines in your production line? (Answer not a breakdown but the compressor encountered a breakdown. What you have is a downtime) If you have a redundant motor parallel with the running one acting as a standby and the motor failed in such a way that the standby motor automatically run, was there a breakdown ? (Answer is two folds, if we speak about the whole system then there is no breakdown, but if we speak about the component which is the motor then there is a breakdown). In manufacturing plants such as semiconductors they have a downtime called short-stoppages, TPM termed this as minor stoppages, others call them assists. Most of the time it will just take seconds or minutes to address them. Other plants consider that if an assists takes too long or more than 6 to 10 minutes they convert that into a breakdown, perhaps there was no maintenance at the time. My point is that whatever the time it takes to address an assist, this is still a short-stoppage and not a breakdown so do not include them in your breakdown lists. A tooling had already worn-out to the point that it is producing off-quality products, was there a breakdown at this point ? ( Answer to this may either be yes or no) So again if you consider breakdown to be one of your indices or KPI to measure you and your members should sit down for a while and agree on what will actually constitute a breakdown and be excluded from it. AM, PM, FI Should Have The Same Pilot Equipment Before selecting your pilot equipment to undergo the different phases or steps of TPM, Planned Maintenance pillar should perform an inventory of all their assets/equipments and have a matrix for ranking each one of them. Say Rank A will compose of Worst Equipment, Rank B will be Semi Worst and Rank C - Good Equipment. Priority will be given to the worst equipment and this is where each pillar will select their pilot equipment. In order to accelerate the results of the TPM process, it is a good strategy if the three TPM pillars, Autonomous Maintenance, Planned Maintenance and Focused Improvement pillar will focus on the same equipment as their model or pilot machine. The advantage of this approach is that there will be easy communication between the 3 groups and redundancy of improvement can be eliminated in the initial steps or phases. Autonomous Maintenance corrects abnormalities on the equipment and focuses on the external part of the equipment, while Planned Maintenance performs their Phase 1 Restoration Activities and focus more on the interior part of the asset or equipment while Focused Improvement identify the major losses of the equipment and perform their step by step activities. Also Planned Maintenance can guide and coach Autonomous Maintenance on their activities more easily because they are working on the same equipment but on different groups. One of the mistakes I see on Autonomous Maintenance is that they will initially list all the abnormalities and irregularities they can see during their initial cleaning process and after listing them, they will prepare a work order and pass them along to maintenance. The rule of thumb here is that whatever you list, let the team correct it themselves. If Autonomous Maintenance do not have the capacity or capability to correct them then this is where Planned Maintenance will come into place, my point here is just do not pass every single thing to the maintenance people because you are not learning anything from your Autonomous Maintenance journey. Well I hope I that these tips on implementing TPM can provide you some guide and help you in your TPM journey. TPM is a long process and takes several years to complete depending on the pace you have set on it. For those who are assigned on TPM Office working full-time, expect resistance at the very beginning of implementation, this is normal. What is not normal is if the people do not show any resistance at all. Therefore one virtue you need to have is patience. Just remember one thing if other industries had benefited and achieve success in their TPM journey so can your industry too as long as you do the right thing. Hope you enjoy this newsletter and in behalf of my family, Rock On!!!