Total Productive Maintenance Issue 3 - S A Partnerssapartners.com/.../2016/04/Total-Productive-Maintenance-Issue3a.pdf · Total Productive Maintenance Issue 3 ... • Then trialing

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Total Productive Maintenance

© S A Partners

Total Productive

Maintenance

Issue 3

Delivering sustainable TPM

Peter Willmott

Total Productive

Maintenance

Issue 3

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The ‘Pinch-Point’ Solution for Delivering Operational Excellence

The 3 x P’s of Purpose, Process and People

Starting in this article with the Purpose including

The Scoping or Planning Study

Measuring the cultural temperature via a 28 perceptions exercise

How to prepare a compelling Business case.

Securing the Site Leadership team ‘buy-in’ prior to the program launch

Delivering Sustainable TPM

1.0 Overview

The SA Partners Enterprise Excellence Model centres on the 3 x P’s of Purpose, Process and

People which, through alignment, improvement and engagement, will deliver results as

outcomes as shown in figure 1 below

Figure 1: Enterprise Excellence Model

From this we have developed our TPM System Model around the 3 x P’s as illustrated in Figure 2

below, as

The TPM programme is applied via a defined introductory and deployment process within

the business unit –called the Purpose

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The application of the TPM model is then delivered through a defined sequence of team

based ‘learning by doing’ activities as a 4 x Cycle 11 step Process (which will be the focus

of April’s second article)

The outputs of this 11 step application is then aligned to a progressive and evidence

based assessment process to assure the team’s progress through the model-as the

essential People development part.(May’s article)

Figure 2: The TPM System Model

The 4 x Milestones shown in the People development element above are linked to a Roll-out

evolution over time as illustrated below in figure 3 and where there are clear evidence based

bottom up audits at each milestone before proceeding to the next one.

Figure 3: Roll out Evolution

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2.0 The TPM Purpose (Figure 4)

The TPM Philosophy is a continuous improvement process combining (for example) Value Stream

Mapping, SMED,5S, Cost & Loss Deployment with Lean Thinking to deliver Operational

Excellence. The description below sets out how to introduce the TPM principles, philosophy and

practicalities into an organisation in a structured, sustainable, common sense, step by step

approach. This is called the TPM Implementation Journey or Purpose

Figure 4: The TPM Implementation Journey

It is a journey which comprises:

• Securing Senior management commitment at the front end via a detailed

planning or Scoping Study

• Followed by training up a critical mass of TPM ‘practitioners’

• Then trialing and proving the 11 step TPM enabling tool (the Process) as part of

the policy development through a series of TPM Pilot Projects This is the key

phase for moving from “Strategic Intent” to “Making it Happen- and then…

• Deployment of that policy through four milestones, based on Pillar Champions

driving Change through a Roll-out sequence into logical and physical geographic

improvement zones (the People development journey)

Typical timescales shown will of course vary according to the size of the operation, (an) a ‘health

check’ to establish where they are on their Operational Excellence / CI journey to date, the

amount of resource committed in terms of people, money and time, and thus the pace at which

change can be initiated and absorbed. All these key questions plus a first-cut cost/benefit

appraisal are addressed within the front end Scoping Study or “Planning the Plan” phase.

Thorough planning-and the ‘buy-in’ from the Site Leadership Team of that Plan-are both essential

forerunners for a successful and sustainable TPM implementation journey.

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3.0 The Scoping Study (Figure 5)

This includes the Initial Scope Definition & Potential Financial benefits, ahead of the Site

Leadership ‘Buy-in’ Session-before running a 4 x Day TPM Practitioner’s Training workshop. The

combined purpose of these three activities are to raise management and employees

understanding of what TPM is and, equally important, what it is not. Also to define what TPM can

add to current initiatives and how it will support delivery of the business drivers and priorities.

Figure 5: Plant specific Scoping Study

The Objectives of the Plant Specific Scoping Study addresses each of the above nine elements in

order to

Validate where the specific Plant is on its continuous improvement journey in terms its

Business drivers and future vision, plans and intentions

Assess people perceptions and readiness for the TPM Programme

Assess equipment, door to door and supply chain losses and the potential for

improvement

Carry out a first-cut cost/benefit appraisal

Identify TPM Pilot opportunities and priorities

Identify the Critical Success & Risk Factors plus countermeasures to minimise risk.

Develop a first- cut TPM Site-wide roll out approach

Specify full implementation and training plans to cover :

o Potential pilot(s) with the likely benefits from those pilots.

o Pilot project team size and membership.

o Key contact membership and roles.

o Logistics and resource implications plus their associated costs.

o Initial awareness, communication and training plan plus its timing.

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o Facilitator support requirements plus their personal development training

o Program Governance and Steering group membership and terms of reference.

o Pillar Champions and Subject Matter Experts

Here we will look in more detail at two of the key considerations

Measuring the cultural temperature via a 28 perceptions exercise

How to prepare a compelling Business case.

4.0 Measuring People’s Perceptions and Feelings

A key part of the Scoping Study phase is to gauge people’s readiness for the TPM enabling tool.

We do this by interviewing a small but representation number of employees which we group into

3 x clusters as Operators and Maintainers and their Key Contacts (typically Managers,

Supervisors and Specialist Support Staff who have a direct impact on the day to day operations).

The focus of the one to one interview is to ask the individual to rank 28 statements as shown in

Figure 6 on the following page. Fourteen of these statements relate to how the individual

employee feels involved in their workplace decisions (as in Employee Involvement - the EI

column). Whilst the other 14 statements (under the PM column) is a measure of that person’s

perception with regard to how Progressive the Management are in creating a climate to enable

that employee involvement.

Some important points to note

The statements are not handed out for completion prior to the interview

Only the person’s job title is noted - to respect the spirit of anonymity

The interview is conducted across the table on a one to one, private basis using the 28

statements as a structured focus to promote open and honest discussion that can be

subsequently analysed by response, strength of feeling, by job role

This also allows the interviewer to encourage clarification of a specific response or rating

and hence gain useful insights as to why the interviewee feels that way

The interviewer asks a final question of the Interviewee-which is ‘If you were a member of

the Site Leadership team, what would you try most to change or influence over the next

say two years?’ –The responses to this question are often very enlightening!

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Figure 6: 28 Perception Statements

STATEMENT EI PM

1 In my view we still have an ‘I operate, you fix’ mentality

2 In my area, lines of responsibility and accountability are unclear to

me

3 As a company we do not take training seriously

4 In my area, groups do not get together to work on common problems

5 In my view, people are reluctant to say what they really think

6 From my position, production and maintenance people seem to pull

in opposite directions

7 I am never asked my opinion by my bosses about the job I do

8 In my area, skills are picked up rather than learned systematically

9 The company operates on old ideas rather than new ones

10 When it comes to different on-site departments, the left hand

doesn’t know what the right hand is doing

11 Lessons learnt on one shift do not get transferred to others

12 As far as changing the way we do things, attitudes are very fixed in

this company/organisation.

13 Information regarding our equipment effectiveness in my section is

not made visible or available to me.

Strongly Agree 3

Agree 2 Together we will discuss each statement and then enter your

score in the appropriate blank column. Partly Agree 1

Disagree 0

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14 We suffer from too many so-called ‘Initiatives’ which end up as the

flavour of the month

15 In this company people would not welcome more challenge in their job

16 Problems regarding our local work organisation and effectiveness

are not faced openly and frankly

17 In my area the housekeeping and general cleanliness of the place is

not what it should be.

18 In my area we are not supplied with the proper support ‘tools’ and

equipment to do our job properly.

19 In my area, our spares stockholding for production equipment is not

as good as it should be

20 We should not be encouraged and trained to work in multi-

disciplined teams, where we solve equipment and quality related

problems.

21 We don’t work as a team to improve the quality of maintenance

22 Most of my work is unplanned

23 Unit cost information is not made available to me

24 The link between the business vision and what my department does

is not clear to me

25 The company does not take safety seriously

26 Relevant technical information is not kept up to date

27 The company does not recognise the link between absenteeism & job

content

28 Standard methods are not important

Total of E I& PM Columns

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Figure 7a: People’s perceptions and feelings

Figure 7b: People’s perceptions and feelings, what hinders progress?

Figure 7c: People’s perceptions and feelings, what helps progress?

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Figure 7d: People’s perceptions and feelings

The lower the score the better-Anything above 40% represents an opportunity for improvement –

The TPM philosophy will most certainly address the high ratings of how the team works

Figure 7e: Summary of Perception Results

Each response is then analysed and fed back as per the example above, of a 5 x element

schematic referred to as figure 7a through to 7e, and illustrated as a grid matrix together with the

top perceived ‘hinders’ and ‘helpers’ and then a subset of four clusters (based on 7 each of the

28 statements) of how the individual feels treated, how they feel the team works, how they feel

the management work and how they feel the company works. The fifth and final figure is a

summary of the interpretation of the results

63% feel the Participative Management style is lagging behind the actual willingness

to be involved (ie they are positioned to the left of the diagonal)

However, 79% feel both Encouraged & Involved

Only 8% feel neither Encouraged or Involved

The TPM Programme will directly address 6 of the top 7 perceived “hinders”

However, initially it may well add to the top hinderer of ‘too many initiatives…’

Most feel that the “across the fence” communications and understanding of “each

other’s problems” has some way to go

Most expect change to continue, although some may still resist it because they already

feel they have too much to cope with.

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5.0 How to Prepare a Compelling Business case.

During the Scoping Study it is essential to produce a production loss profile of the initial intended

TPM pilot Project-Often the require data and information is at best patchy, so it will be necessary

to have several reiterations around this topic before a case can be made with justification and

conviction.

The best way to illustrate this process is by way of an example shown in the three figures 8a, 8b

and 8c below:

Figure 8a: Line 4 Current Loss Profile and a 6 Month challenge

The first picture illustrates a current situation of 136 hrs of weekly shift cover where 17 hours are

lost due to Door to Door issues as opposed to a further 39 hours and 2.5% scrap lost to the 6 x

classic Equipment based issues as shown. We also set an agreed demanding but realistic target

to be achieved within 6 months of launching the TPM pilot project, before it moves beyond this

audited Milestone 1 stage into a PDCA Continuous improvement process.

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Figure 8b: Calculation of Current OEE and 6 months target OEE

Using the data and figures from Figure 8a) we can now calculate our current OEE in Figure

8b) as 65.5% and an agreed targeted OEE at the rate of 83% at Milestone 1.This would

represent a 27% improvement in productive capacity on a base of 65.5%, We can now

present this as a business benefit illustrated in Figure 8c) below

Figure 8c: The Business Benefit Calculation

The key message to stress here is that this potential benefit of £400k direct contribution per year

will give a basis for cost justification to cover project funding including likely refurbishment costs,

training time costs, and of course any external costs. The other point to remember is that moving

from an OEE of 65.5% to 83% gives a choice to either make more in the same time or make the

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same in less time or a combination of the two –Namely a choice of flexibility not enjoyed when

you are stuck at 65.5%.

6.0 Scoping Study Feedback at the Site Leadership Level

This is the final part of this article where the Objectives of the one-day Site Leadership ‘Buy-in’

Workshop are to review the outputs of this essential Scoping Study phase, in order to

• Gain the Leadership Team’s commitment (and Employee / Trade Union Representatives

if appropriate) to the TPM Process in terms of priority, resource and likely pace

• Familiarise the Site Leadership Team with the principles of TPM

and the implications of embarking on the recommended TPM Programme

• Review current plans and initiatives and how TPM fits into

these and helps to deliver the Business Drivers

• Define potential inhibitors to TPM and a statement of the resultant

countermeasures to minimise these identified risks

• Agree a future TPM vision for the Site/Plant/Company

• Set a policy framework to guide improvement and implementation

• Define a TPM program Governance & control system, including Pillar champions

• Agree to the immediate timing of the next steps of mobilising the TPM program via the 4

Day TPM Practitioner’s Workshop

Our 2nd April article will move on to the second of the 2 x P’s by explaining our unique and proven

11 step TPM Process via the 4 x Day Practitioners workshop, Initial Pilots & Roll-out + Motor Car

Criticality Exercise, and how to ‘Spot the Rot…& then Stop the Rot’ !

Total Productive Maintenance Issue 3 - S A Partnerssapartners.com/.../2016/04/Total-Productive-Maintenance-Issue3a.pdf · Total Productive Maintenance Issue 3 ... • Then trialing

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