Upon successful completion of this course, the delegates will be able to:

• TPM as a part of the Lean Production System
• Waste and loss due to equipment problems
• Periodic, predictive, corrective, and preventive maintenance
• TPM metrics: loading, availability, performance, quality, TEEP, OEE
• The Six Big Losses
• Individual and team roles in TPM, Operator, Equipment Tech, Engineer
• The Five Pillars of Total Productive maintenance: Focused Equipment Improvement
• Autonomous Maintenance, Planned Maintenance
• Skills Development, Maintenance Reliability
• The impact of TPM on competitive performance

What is TPM?

• TPM gives Lifetime Equipment Health
• What is Total Productive Maintenance?
• The Hidden Factory
• The Six Production Losses
• The Seven Process Wastes
• Production Losses and Overall Equipment Effectiveness
• The Substance of TPM
• The Never Ending TPM Cycle

Equipment Lifetime Health

• Total Productive Maintenance as an operator driven reliability
• Need an Equipment Performance Vision
• Match TPM Process to the Vision
• TPM in a Nutshell

TPM and Its Operating Risk Reduction Benefits

• Purpose of Total Productive Maintenance
• TPM Works by Reducing Risk of Failures
• Multiple Strategies across the Life Cycle
• Value-Added to Equipment with TPM
• Risk Reduction with TPM

Measuring Equipment Performance

• Monitoring Operating Effectiveness
• Purpose of Measuring Equipment Performance
• Overall Equipment Efficiency (OEE)
• Start Measuring Plant Non-Performance
• Production Disruptions Causes Variation, Pareto Chart the Problems for Focus

The Importance of Operator Ownership of Equipment Performance

• Promoting Operator Ownership
• Operator Monitoring and Watch-keeping
• Equipment Behaviour – Identifying the Degradation Cycle
• Operators Learn about their Equipment
• Operator Monitoring & Watch-keeping Procedure
• Fact Based Equipment Decisions

Getting Top Quality Equipment Performance

• Failure Preventing Job Procedures, Accuracy Controlled Expert
• Accuracy Controlled SOPs Prevent Variation
• Including 3T Failure Prevention in SOPs
• Accuracy Controlled Enterprise (ACE)
• 7 Visual Quality Management Tools for TPM Problem Solving
• Make measurement Visual

Requirements for Successful TPM Introduction

• Identifying TPM Systems and Processes
• Critical Mass of Support
• The People of Successful TPM
• The Culture of Successful TPM
• Best Performance from Multifunctional Teams
• Role and Importance of Supervisors

TPM Requires Change Management

• TPM Requires a Change Management Process for Successful Introduction
• Manage TPM Introduction like a Project
• Providing the whole ‘TPM Mix’
• Sustained Resourcing of TPM Processes
• Prototype a TPM Program for Proof of Worth
• Change, Do, Learn, Improve
• TPM Champions Needed

A TPM Case Study

• Management Support
• TPM Team Objectives
• TPM Team Development
• Identify Current State
• Prioritise Equipment Problems
• Target Key Problems
• Set New Standards
• Authorise Proposed Changes
• Improve Documentation &Training
• Return Equipment to Condition/Sustain it
• Measure Improvement
• Lock-in Gains
• Second and Third TPM Cycles

How to Approach Planning For TPM Introductions

• Planning TPM Introduction: using the Change Management Matrix
• TPM Change Management Requirements
• The TPM Route Map
• Develop Detailed Project Plan & Schedule

OE champions, Maintenance managers, engineers & planners, reliability and maintenance engineers, facilities and utilities managers, top level maintenance technicians, operations and production managers & engineers, plant engineers, design engineers, reliability engineers & technicians, operators, safety engineers, risk engineers, CMMS and spare parts personnel, safety engineers and anyone who is involved in reliability engineering strategies or methodologies to include design engineers for capital projects engineers