|
Based
on US experiences imported to Japan by Seiiki Nakajima, TPM
was invented and implemented by Nippondenso (harness supplier of
Toyota). It was almost
immediately introduced by the Toyodas into the Toyota Production System
in the early 1970s. It has a life of its own, since it is a Continuous
Improvement discipline. It was until 1988 when Seiichi Nakajima
published his TPM books in English that the TPM process started in some
Western factories. Now, it is evolving into TPR. |
Through the 47+ years I
have been involved in the manufacturing environments, the one thing that has
been present at all times is Change. So it is not surprising that some of the
Continuous Improvement strategies are now seen in a different way. The
competition for all manufacturers has redefined itself and new ways of doing
things are constantly emerging.
In
the consulting arena, we are also constantly faced with the need for evolution.
The TPM approach has been enriched through the time, and is no longer
exclusively focused on the well-being and performance of the equipment. Today,
the consideration of productivity, profitability, and management performance are
being included in a new concept named “Total Process Reliability” or TPR.
The
traditional OEE formula is now being added a new factor: “Uptime
Utilization”. With this, not only we have a measurement of the Availability,
Performance, and Efficiency of the machine, but also value the management of the
plant to utilize the equipment at top levels of its capacities.
For
many years I have been combining the indispensable management training on the
cultural change, with the TPM implementation, since without that synergy, the
effects of an implementation would vanish almost immediately. TPR establishes
this synergy in itself and helps companies enjoy a higher, long lasting
performance. The management team reaches a stronger awareness of their
accountability to keep the effort fructifying. The relationship with their
associates on the floor turns into a quality bondage and creates the necessary
cooperation environment to produce more quality and quantity. The facility
becomes more comfortable for everyone and looks better in the eyes of the
visitors, especially customers. It is a win-win situation for all.
In
the past, TPM was a program where the efforts were put on the shoulders of the
employees, some times, there was so much confusion that only people from
maintenance were sent to the training. In many cases the results were quite cosmetic
and superficial. In the best cases we saw some commitment from the management
team, but still they would feel detached from the responsibility to succeed in
the implementation.
The
TPR Implementation process will be more “invasive”. No longer the top
management team will be able to ignore what is being done. They all will need to
become involved in the projects. The payback? Better ROI from each project and a
new level of commitment from everyone.
An
authentic leadership attitude will bring the renovated TPR culture to every spot
in the organization. It will focus not only on the typical transformation
processes that take place in the manufacturing plant, but also on the
administrative and management tasks. From now on, we will keep publishing more
articles around this new concept. Feel free to ask any questions.
Preston
Ingalls shares his vision of TPR
AT NO COST
TO YOU!
We
appreciate that you visit our
sponsors and advertisers.
They make it possible for
us to keep this service
up to date for you.
|
