From the beginning of industrial activity, maintenance was considered a necessary evil.  Companies did not give much importance to it.  It was not considered an integral part of the productive process and management support was at a minimum.  Only corrective maintenance was practiced, frequently with a minimum of resources possible.  After awhile, the equipment was degraded, losing a high percentage of the original potential. Sometimes very ingenious repairs were made.

Other repairs were very badly done with patches, counterbalances, improvised spare parts, moorings of wire or cord, poles and other devices.  This was common in the industrial atmosphere of the first decades of the 20^th century.  This was the trend especially in Latin American and under-developed countries, due to the economic limitations and helped by their creativity.  Great admiration was given to the “maestro” who found a way to replace such-and-such piece by something more resistant to breakage (although perhaps eliminating the original safety intention).  This creativity, in many cases, also compromised the original design characteristics.  

The postwar period after the middle of the 1940’s, brought a new atmosphere of greater competition associated with the industrial revolution.  Corrective or Rupture Maintenance takes better control, now using original replacements, although almost always productive time is lost whenever the need arises to make a repair.  Usually, this is an enormous repair – a disadvantage of this concept of maintenance as a minimum defect is overlooked until it becomes a major/high-cost breakdown; when the minimum defect could have been repaired at a much smaller cost.  

With losses in mind, a new idea of Preventative (or Preventive) Maintenance (PM) starts in the 1950’s.  Based on the lifespan of the parts and components, as well as the recommendations of some equipment manufacturers, it contributes to reduce productivity losses.  In 1963, this technique comes to America, and the Ford Motor Company becomes one of the first companies to implement PM.  Preventive Maintenance has the advantage in reduced failure-stoppages of equipment.  Its disadvantages are that it is more expensive in terms of so many replaced parts that could have lasted more months and years, and the countless labor used in inspecting equipment to prevent failure.  However, there is no doubt that PM was an important advancement.  

A transition stage develops a new perspective which later becomes TPM.  This transitory stage was called Productive Maintenance.  It was centered on an increase of the responsibilities of the once undervalued Maintenance Department. 

The maintenance people now have a say in the plant layout and other issues relating to maintenance improvement and safety.  There is a new trend to better planning in growth and/or new construction projects.  This new scheme allows for better choices of equipment and the areas to install it.  The concepts of “lay-out” or physical location to optimize the distribution are enhanced.  Industrial engineering participates with time and movement studies.  The scheduled provision of raw materials is systemized in the assembly lines (production control).  All of these concepts optimize the operations.  

Related Article Just in Time 

Other changes appear.  There is a strong loop of communication between the people in charge of production and people in maintenance established, obtaining considerable improvements because both tasks are now considered equally important.  Concepts of Manufacturing Engineering bring the need for the design of new tools.  Process Engineering takes its place as part of the same modernizing movement.  

At the beginning these concepts would take several years traveling from one country or region to another.  Suddenly, with technological advances in communications, accelerated globalization of the markets, Free Trade Agreements and the general opening to external markets, we are competing against the greatest worldwide powers.  This is the Information Explosion.  The old delays are now memories of the past.  Information flows at the speed of light.  Powerful computers are within the reach of everyone today.  We find out the news at the same moment it is happening.  No longer will big surprises happen as that of the U.S. automobile industries when the Japanese decided to invade the American markets in the 1970’s with cheaper and better cars.  The U.S. automobile makers have not totally assimilated it and still today the Japanese keep increasing their participation in the market.  

Everyday there are new advances and those who do not take care of being up-to-date not only ignore them, they lose opportunities.  We are in a faster, continuous change than ever before.  Remember this proven concept: Every five years, an advance of equal magnitude to the one of the previous 50 years is achieved.  This is the moment for all of us to initiate continuous learning if we want to survive in this new millennium.  Our attitudes must adjust to this reality for us to survive.  

What do we need to learn?  Worldwide strategies such as:

»     Total Quality Manufacturing

»      Just in Time

»      Total Productive Maintenance

And what is there after TPM?  More TPM.  The advantage of these strategies is:  They have in themselves an integrated formula against aging or obsolescence.  They are constantly self-renewing.    

TPM is not a regulated, established or tight system.  On the contrary, it is a continually improving process implemented by common sense and the creativity of human beings.  Welcome then to the optimal maintenance and productivity system of the present and the future.   

There are numbers obtained from the implementation of TPM and will, for sure, give great credence for companies to participate in the TPM philosophy.  Terry Wireman, an acknowledged researcher, quotes some encouraging statistics in his book, “TPM, an American Approach”. 

    »  Productivity                                                                                                    

»      Increases of 100 to 200 %

»      Ranks of operation increased from 50 to 100%

»      Down times by damaged equipment reduced up to 97%

»      Quality

»      Reduction of defects > 99%

»      50% less claims from customers

»      Costs

»      50% direct work reduction

»      30% reduction in maintenance costs

»      30% reduction in energy consumption

»      Inventories

»      50% reduction in inventory levels

»      100% increase in recycled inventory

»      Safety

»      Total elimination of environmental and safety infractions

»      Remarkable reduction of risky conditions

»      Morale

»      200% increase in the flow of suggestions and proposals

» Generalized increase of employee participation in group meetings

With all these benefits, it’s natural to get good support from industry managers to participate in this new system.  There is no doubt TPM is a great value for the development of companies in the new millennium.  

»     Procedure To install This Discipline Successfully.

»     The Positive Environment Generated By The System.

»     The New Forms of Leadership.

»     Authority And Command Concepts.  

TPM is a discipline that has been developing since the beginning of the 1950’s in Japan. It was a Toyota supplier of automotive electrical parts that laid the foundation for this new form of an effective, economic and safe maintenance assurance process.  Toyota immediately adopted these principles and TPM was integrated into their famous Toyota Production System.  Many companies followed and, at this point, many thousands of Asian companies have implemented TPM.  

After the Japanese success, many American companies have adopted a TPM implementation with surprising results.  Examples are Dupont, Motorola, Monsanto, Kodak, the United States Postal System and many more.  In just a few years of the TPM process, the U.S. Post Office became one of the most efficient postal systems of the world.  Today, an increasing number of mail distributors are the owners of their own working vehicle.  Consequently, the breakdowns have been reduced 98.75%!  This is similar to countless taxicab companies and the heavy truck transportation industry.  They have also entered the modality of “associates” instead of employees.  Each of them is responsible for the unit and, in many cases, they are the owners and are participating in the total business profits of the company.  

When Ford Motor Company, which has gone through so many quality crises in its long history, acquired Mazda USA, with a high degree of total quality, it was an opportunity for Ford to extend and reinforce TPM and other systems of Lean Manufacturing to other Ford plants.  Important advances have now been achieved.  

There are thousands of success stories with TPM, but as with any other discipline, those stories will not do us any good if we cannot implement it in your factory.  That is the challenge and here we are going to look for solutions to take that challenge.  

TPMonline.com was founded in 1998, taking advantage of the wonderful resource of the Internet.  Previously, a similar network existed in the SMRP, Society of Professionals in Reliability and Maintenance. In fact, I personally used it in more than one occasion to share and to learn.  Nevertheless, someone wanted to increase “control” of the operation and naturally ruined it.  Readership dropped. Service was not the objective any more.

Remember, “control” and “power” are the opposites of “progress” and “well-being”.  In that network, I made contact with other engineers of diverse cities of the U.S., Venezuela, Canada and many other countries.  Some of them are also active members of the TPMonline network.  People can learn a lot in the questions and answers groups.  If you put a question there, be sure you have a comfortable chair because you will receive a good number of useful answers.  TPMonline is open to everyone.  If you do not know it, the URL address is: http://www.TPMonline.com Click only if you are connected to the Internet

To subscribe to the network, send a blank email to

TPMonline-subscribe@yahoogroups.com and become part of our more than 1,000 members. 

TPM is, by definition, an optimal maintenance management system supported by Autonomous Maintenance where each production equipment operator becomes “proprietor” of his/her machine and takes care of all details that will preserve that machine in the best possible condition.  

Once autonomous maintenance is implemented, the recurrence to the maintenance department is minimized.  The operator lubricates the equipment with the recommended regularity and has the authority to modify the program according to the real needs and personal observations.  The operator has access to the manufacturer specifications and the training support of the maintenance technicians.  

The operators also will be charge of small adjustments, screws or parts that become loose, as well as small details in the operation of the equipment.  In some plants, we have given the worker spray paint to touch up the machine so it is kept in “like new” condition.  Gradually, the operator becomes qualified to determine the status of belts, chains and other elements of the machine’s transmission and can make small adjustments and repairs. The operator becomes acquainted with hydraulic systems and then is qualified to find the causes of leaks and their location.  Some operators develop to high level and make some adjustments and can correct the smaller leaks and defects.  In order to facilitate the service, the number or code of each part must be visible (belt, chain, filter, etc.) so that the operator can report to the maintenance department and indicate the correct part.  For example, “We need a B-46 belt in machine #15.”  This process will be explained in the Visual Systems chapter ahead.  

When maintenance is needed, the operator already knows the procedure and is a great help.  In many cases, the procedure has been simplified i.e., quick removal belt covers, devices with easy release wing nuts, hanging covers, quick disconnects, etc.  The operator is a key element in these improvements that increase the maintainability of the machine.  

An important factor in the success of the TPM program is the pride that operators experience from the optimal shape in which their equipment is preserved.  A great deal of this improved effectiveness comes from the motivation given to the employees through adequate training and education.  These do not need to be excessive.  In the beginning stage, 3 to 4 hours of education and 2 to 3 hours of training usually are more than enough.  With some complex pieces of equipment, more time may be necessary. (See chapter on Education and Training.)  

As operators become acquainted with their equipment, the coordinator, supported by the maintenance technicians, will be giving more instruction to the operators and giving directions on pertinent safety measures so they keep advancing in their capacity to intervene in the equipment.  After implementation, the job of the coordinator has just begun.  He/she must maintain a continued flow of communication.  At least once a week, the coordinator listens to new ideas for improvements and simplification as well as repeating the new disciplines such as orderliness and cleaning, autonomous inspection, and preventing the new status from going back to the previous standards.  

Remember, the new management concept consists of a more effective and realistic delegation of responsibilities (empowerment) and listening with attention to the customer.  In this case, the operator, the proprietor of the machine, is the customer.  Operators know their equipment better than anyone else.  That empowerment or responsibility delegation will be effective and realistic only after good education and training.  

This “collective participation” gives operators greater satisfaction.  That is why they will easily and happily keep doing the new assignments.   According to the most recent studies of human behavior experts, our maximum potential is shown when we feel our contribution is important.  Therefore, the importance of good training is that it makes each operator hold to this new role as an advocate of positive change, which can represent the difference between failure and success – the disappearance or the survival of their company.  In fact, no one benefits from a company failure, even if it is one of our competitors.  Remember, that in order for people to acquire our products or services, they must have money.  That is why local, regional, national and worldwide economy affects us all.  

In the past, companies worked worse or better depending on the management style of their leaders.  The concept of the leader hero who knew everything, who solved every problem, unfortunately extends to some of today’s companies.  Nevertheless, there are significant changes in several aspects.  Three of the most relevant improvements are:  

1.       The education of people.  Doubtlessly, today’s workers have a higher level of education than the previous generations.  For that reason, we see more people with initiative, development and determination as well as aspirations to progress within the organization.  

2.       The easier and faster access to information.  Together with that education, technological advances have caused communications to be more available to such a degree that today almost nothing is hidden.  People at all levels can access information at their will.  This helps us to be more conscious of the advances and the new forms of leadership.  

3.       The competitiveness.  For the two previous reasons, the disadvantages of competitors so common in the past are vanishing.  Our competitors have practically the same opportunities that we have.  In addition, no longer are we only competing against other local suppliers but suppliers worldwide.  This series of changes has given origin to new concepts of leadership.  Today, no longer do leaders monopolize the power, the control, the decisions, or the information.  It is just the opposite.  A good leader today is one who generates a favorable environment so that all the people who comprise the organization become qualified and participate with their best good will and open creativity in all processes.  Sharing decisions about equipment, responsibilities, empowerment, experience recognition, are only a few characteristics of this new managerial style.  The new leader is ready to listen to all voices.  It is without a doubt a favorable change already rendering abundant fruits.  The shared responsibility is the basis of the TPM activity.  

Since 1957, when I was a student in the Politenico Nacional in Mexico, I understood very clearly: The education is very necessary but it must be supported with the practice of direct training on our assigned tasks.  The possibilities for us to learn the concept are slim without it.  It is like trying to learn how to play the piano with practicing or trying to learn a foreign language without daring to look for opportunities speak it.  

With all the many years I have dedicated to adult education in technical training, I have discovered that the application of the Kaizen events system, used in the implementation of the Toyota Production System, is just the right mixture to learn and apply immediately.  It consolidates each stage.   

Kaizen is a Japanese term that means continuous improvement.  When carrying out this process, constant success is obtained and the participants look for new opportunities.  They put them into practice and as they repeat it, the degree of satisfaction grows until it becomes a habit.  The habit is to constantly look for more opportunities to improve the process, the workplace, the quality of the product, etc.  We can say then that each person has acquired the Kaizen mentality.  These people enjoy contributing their spontaneous creativity to the solution of a problem.  They are capable of developing and communicating a creative and friendly environment.  

Combining a series of techniques I learned throughout these years, I have come up with this concept of Logical, Creative Self Discovery based on simple reasons like these:  

»      We learn more when we try to teach what we just learned

»      We learn more from what we discover and share with others than from others’ teachings

»      We learn better in a friendly environment

»      An important element is the mood of the apprentice and trainer

»      In order to lighten the learning process, we must try to accomplish the activities in a happy way  

Playing is the best way to learn. The education experts say that a student who is not amused does not learn.  Let us remember those days when we learned to drive a car or ride a bicycle.   

All of the things we learn are effective because of several positive characteristics:  

»      We are interested in the learning

»      We amuse ourselves when learning

»      We are empowered by what we learn

»      We put it into practice, being rewarded immediately . 

These factors must be taken into account when doing training.  One of the most important details to consider is that people enjoy education more when discovering by themselves rather than attending a conference.    Remember the hands-on lab experiments at school or the shop classes?  The use of these techniques is an easier and more effective way to obtain good results.  Mutual respect and an atmosphere of absolute confidence will contribute to the participants’ better learning and sharing of those pieces of knowledge they already have.  People frequently know much more than they imagined.  

In adult education, we do not have to try to lead the session by means of a script or rigid agenda.  These are counter-productive.  We have much better results if we follow these simple steps:  

»      Define the main objective of the instruction and present it to the participants.

»      Request them to share with the group their expectations on the content of the training.  This helps us make special emphasis on certain subjects they consider important.

»     Ask them what they or they believe they know about the subject that is going to be taught.  If they have enough knowledge, request that they briefly explain what they know and clarify the possible deficiencies.  Even if their perceptions are erroneous, we do not embarrass them nor make them feel badly, or they will stop cooperating.

»      Do a fast assessment to learn about their knowledge level.

»      Constantly use what they brought up during the assessment about their expectations and make sure they are learning to satisfy them.

»      During the classroom sessions or on the floor, ask them questions of specific reinforcement such as...

»        Do you consider that this will allow you to use the tool (or the machine) with more effectiveness?

»         Do you think that this responds to the doubt you had about the lubrication (or the vibration, the adjustment, etc.)?

This allows them to confirm that the workshop is focused specifically on their needs and that they are benefiting individually and directly from it. When we go to the practical sessions, which I recommend to mix during the day, (50% or more of the total time), emphasize the application of what was seen in the classroom, which applies directly on the floor. This makes each participant pay close attention, since it is the practical application of the lesson learned. The process of Kaizen Events for continuous improvement is likely to generate a new process sheet, or a new verification list or both in order to facilitate the continued application of the suitable changes. This concept is reinforced in the chapter of Visual Systems. 

Here the instructor’s ability will be put into play to get the participants to write such process sheets or verification lists in their own words. Of course we must assure that these have not left out the vital points. I have been able to verify that they will follow with greater attachment the recommendations and norms that they themselves have written and in addition the so important sense of property is reinforced.  

Naturally when we finish each part of the workshop or each session of education or training, it is necessary to make a summary where all the participants contribute indicating how the learning is going to be applied in their daily activity.  

This reaffirmation session is in a spontaneous commitment of the participants in the pursuit of the continuity of the project. Let us remember that there is a strong tendency in all human beings to return to the old way of doing things.   

It is the leader or coordinator who should follow up at least during the following seven weeks in order that the new process or new adjustment becomes a habit and is standardized. It is the set of improved habits that will constitute the new culture we are building so that the company becomes more productive.  

This is particularly necessary when the personnel acquire new responsibilities that in the past were assigned to another person or group, or that nobody did. The Autonomous Maintenance, fundamental element of the TPM program is a clear example. The operators acquire the new responsibilities to clean, to inspect, to lubricate and to make small adjustments, as well as proposing improvements for their machine and area. If we do not give support, in just a few days they will have set these responsibilities aside and the advance will be lost.   

Definitely, the education and the training are the most important skills of the coordinator or facilitator. The program depends on those skills to succeed, more than on the technical aspects. When people are motivated and well trained on the principles of TPM, the technical knowledge will be easier to acquire.  As coordinators and promoters of the plan, it is our responsibility to integrate teams that combine people of great technical experience in machines or systems, which we have decided to apply these implementation efforts. Also it is important that the operators participate, as well as leaders and area supervisors, perhaps even a manager or engineer, who with their decision-making capacity would give great logistical support to the project. In these terms of participation, the production workers, who traditionally have been ignored and their ideas have seldom been listened to, acquire a great confidence in the process and therefore they make it work.    

Many engineers and managers, and even supervisors, are astonished when they realize all the excellent practical ideas that workers contribute to improve the processes of cleaning, lubrication and inspection of their equipment. This is vital in an effective autonomous maintenance, spine of the TPM Process.  Unfortunately, there is a fear in the enterprise sector that often the trained personnel leaves for other companies. Nevertheless, it is much more expensive not to train the people and have them stay.    

Very effective tool in the education process is the “One Point Lesson”. It is a natural and fun process that substantially contributes to the good atmosphere of leadership that we are talking about. It consists of taking advantage of the special knowledge of some person within the plant to develop some specific task. Normally we will apply this tool for smaller procedures.   For example, we have a mechanic who is very skilled for a task like: to change a filter, to change seals or to pack a valve, to fill a lubricating unit of the pneumatic system, to change a belt, to align a motor, etc. We request him to prepare in a page (preferably a large piece of paper like the ones used for flipcharts), a simple explanation in detail of the process, helped by simple drawings or even some photography. Then we request him to explain to a small group of people who will benefit from that piece of knowledge. Three simple stages are followed:

»     Explain the process

»    Have the apprentices explain it

»     Have the apprentice do it…

»     Our maintenance technicians will be delegating those operations and naturally they will be acquiring others of higher level of complexity and responsibility.