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While it is true that TPM is more on the hardware or equipment side many failed because focus is given on the equipment, remember that TPM is 80% people and 20% equipment, focus on the people and the people will focus on the equipment and its not the other way around |
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By Rolly Angeles
Announcement: Upcoming Public Maintenance Workshops for 2009
RSA Reliability will be conducting a series of Public Seminar and Workshop on the following courses: Location of this training is in Manila, Philippines. If you are interested you may download the invitation at my website http://www.rsareliability.com/benefits.htm
1) Training : Total Productive Maintenance - July 29, 30 and 31, 2009 Resource Speaker : Rolly Angeles
2) World Class Maintenance Management - September 23, 24 and 25 2009 Resource Speaker : Rolly Angeles
3) The Latent Cause Analysis Experience - October 21,22, 23 and 24, 2009 Resource Speaker : C. Robert Nelms from Failsafe-Network
4) Lubrication Strategy - Understanding Contamination Control - November 5 and 6, 2009 Resource Speaker : Rolly Angeles
13 Grave Mistakes in TPM Implementation
Mistakes in TPM implementation is costly hence it is important to know its basic fundamentals and roots before initiating it. These things are non-negotiable if we speak about implementing TPM. Many have tried to short-cut the TPM process which eventually cause their failure and blamed it on TPM itself. TPM is a very good process and I have seen it worked. Both people and equipment are improved, but this can only be achieved if we follow the process accordingly. I have listed some of these common mistakes in no particular order of importance. Most of these are not written in TPM books and is based from my own account and experience in doing TPM. If your plant is initiating any TPM initiative or have been implementing TPM for a long time with little or no success at all, then perhaps you need to take time out, read this edition of our newsletter, share it with your management team and gave it some thoughts.
1) Never Use Contractual Employees in Your TPM Implementation Never attempt to perform Autonomous Maintenance on contractual employees in your plant, it will simply not work as they will leave the plant in a short period of time and we need to retrain your operators again. TPM’s goal is to empower operators and I do not see any form of empowerment or enthusiasm when the operator’s contract to work is nearing to an end. What is inside the mind of operator during his final days of work is not about getting to Step 2 or Step 3 but where am I going to be tomorrow, what happens to my family, where will I find money to enroll my kids to school and that sort of stuff. If you tell me that, this is our practice in our plant, then I only have one logical advise with you. Stop doing TPM, whatever you do and how extensive your efforts are in driving TPM it simply will not work. It’s that simple. How can we motivate people that are about to leave the plant for good. You simply can’t. The goal of TPM is not just to improve the equipment but for both the operators and equipment to improve together in parallel with each other.
2) Too Many Improvement Initiatives in the Plant Many people are somewhat numb or too naïve to understand the implication of too much improvement initiatives and strategies in their plant. All improvement initiatives are good if the plant focuses on it, but if there are too many initiatives and these initiatives like six-sigma, TPM, Lean Manufacturing, Just in Time, TQM, RCM and the rest is not being consolidated your plant will end up with each of these initiatives having their own what you call “Champions” or “Facilitators” and you will end up with too many meetings and action items to be done. Perhaps your day at work is consumed by endless meetings. How much of your time is spend on meetings and action items where you have a 9:00 am to 11:00 am TPM meeting review followed by 1:00 to 2:00 pm meeting with six-sigma then a 2:00 to 4:00 meeting with Safety and finally a 5:00 to 6:00 Operations Review Meeting with your boss. The next day will be no different and so is the rest of the days. All plant improvements and strategies must be consolidated, integrated and aligned. The problem is when champions of these initiatives do not communicate with other champions of other initiatives. Besides a redundancy of activities, people are confuse on which strategy to prioritize. 3) Assigning Part Time People to do TPM TPM is done on a cookbook step by step format and one of the important aspect of its preparation is assigning full-time people that will be assigned to the TPM Office. Each of these people will play a very important role not only in driving TPM initiative in the plant but also on their respective pillars they are handling. These people act as your plant’s TPM internal consultant and will be responsible for providing directions and roadmaps in their TPM journey. The number of full-time staff on TPM will depend on the population of the plant. Many industries who want TPM implemented in their plant merely assign a part time staff or engineer and again I will be frank with you, it simply will not work. 4) TPM Office Reporting to Operations TPM Office should be directly reporting to the President or CEO of the organization and must not be reporting to any part of the department such as Operations or Quality Control. TPM office should never be dictated and should be an independent body. Let me put is this way, during the initial process of implementing TPM, expect a lot of resistance in the beginning. When TPM is under operations, then operations can delay TPM activities to push through with production unless the Operations Manager sees value in the TPM process otherwise it would be the other way around and TPM activities will just be deferred and delayed until it is completely forgotten. I recall during my time when our TPM Office was reporting to one of the high echelon of operations, he completely change the TPM direction and dictated us to act as a police, provide photos of any untidy, messy or anything unusual either from offices, equipments, environment that we can spot and highlight them to their management. One of the engineers handling Office TPM reported one time a photo of a messy office which angered the boss, the engineer said that, Sir this is your office!!! The rest was history. 5) No Budget for TPM TPM is an investment, you can only reap the fruits when you understand what is at stake here. Although many of the readers most especially Top Management would think twice about this item yet I would rather be frank and honest about this issue. TPM will require heavy investment during the early stages of implementation on training their people, correcting of abnormalities and restoration activities done by Planned Maintenance group. The problem if their requisition had been disapproved and the machine is scheduled for an Autonomous or Planned Maintenance Certification or Audit, the teams will have no resort but to cannibalize parts on other equipments and by doing this then we are just fooling ourselves with this practice. Like any other department TPM must have a budget whether the budget to be allocated will be charge to TPM office or charge to the department initiating TPM. 6) Trying to Shortcut the TPM Process There are two kinds of trains, we have the fast train and the slow train. Most managers simply want the fast train. They want everything done fast. When an equipment fails, operations and management wants the equipment to be repaired in the quickest possible time. If I say wait, let’s perform a Root Cause Failure Analysis, they will say that they have no time for it. The problem with the fast train is that when your equipment fails and you repair it, the evidence is being washed out. Most of the time, the part that fail is thrown away where much information can be obtained from that failed part. I believe that in order to be fast, we need to take things slowly. Just like the TPM process, this is a very slow process, everything is done step by step, phase by phase and one step at a time. Plants initiating TPM must fully understand that we are changing a culture and we are not simply improving the equipment but rather we are making a paradigm shift in the minds of the people. Many will be tempted to perform TPM, set-up an Autonomous Maintenance Team and perform Initial Cleaning at once on the machine. WHOA! Stop, you are way so wrong. That is not how it’s being done. Remember when one of your operators gets injured during the Initial Cleaning process then I believe that will be the last time you will hear about TPM. Initial Cleaning can only take place when the team understand the safety of their equipment which is being initiated by the Planned Maintenance team. All machines should be ranked so that the team can finally select their model machine to undergo the TPM process, Only Rank A or Worst Machines must be targeted first in selecting their model machine. For TPM to work effectively, do not try to short cut the process. 7) TPM and Company Goals are not Aligned Each company have their own indices, measurement, yardstick and kpi’s that they measure from time to time so that they can determine where they are and how well they are doing and that is a good thing. Likewise, TPM have their own indices and measurements as well, the problem begins when the goals of the company and TPM are different, the effect will be that TPM will be considered a separate program and not part of the plant’s corporate strategy because in industries we only focus on things that we measure. When a plant is measuring Availability and TPM is measuring OEE, either both must be measured or the plant can change their measurement to OEE instead since Availability is one of the components of OEE. 8) TPM Office Insufficient Knowledge on their Respective Pillars Again it is not enough that a plant have a full time staff on TPM but the TPM staff must be equipped with sufficient knowledge on TPM or more importantly on the TPM Pillars that they are driving. References, books and training must be accessible to the staff of the TPM Office. Let me give you an example, when a TPM Facilitator driving Autonomous Maintenance is only knowledgeable on Step 1 of the 7 Steps of Autonomous Maintenance the teams that have completed Step 1 of Autonomous Maintenance will have to wait until the details of Step 2 is finally ready. The teams momentum and enthusiasm simply fades away and machine gets worst once again and the team needs to undergo and repeat the process of Step 1 once again. Before initiating TPM, roadmaps should be completed, training for each steps and phases in TPM pillar should be available so that TPM activities will run smoothly.
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RELIABILITY NEWSLETTER |
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You are receiving this newsletter and email because at some point in time you opted to be included in our Monthly Reliability Newsletter mailing list from our site.
Our newsletter will be sent out once or twice a month and provide you with quality issues and resources on our most common link which is all about reliability and maintenance, as well as regular updates on our articles. I would like to personally invite you to regularly visit our website and check out updates on our articles and training courses. |
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Issue No. 25 - May 2009 |
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Since establishing this website last May of 2007, I have made many efforts to improve this site and provide some useful insights about our common link which is all about improving our equipment reliability and the way we do maintenance.
Finally should you be interested to contribute to our articles section or share any feedback, I encourage you to email me at rollyangeles@rsareliability.com. If for any reason you wish to unsubscribe from our newsletter, kindly send my a blank email with unsubscribe as the heading and we shall remove you from our mailing lists. Once again welcome to our March edition of our Monthly Reliability Newsletter for this year 2009 and I hope that you enjoy reading.
My Warm Regards,
Website : www.rsareliaiblity.com Email : rollyangeles@rsareliability.com |
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