With more than 9 years working in the implementation of TPM programs, and with 19 years of experience as Maintenance Manager of different industrial plants in Peru, in the food, fishing, plastics, chemical and textile sectors; I can say that the TPM is the most effective maintenance management system, and at the same time the most misunderstood and difficult to implement due to the idiosyncrasy of our Latin American countries.
In Peru, there are few successful experiences of applying the TPM, the most common error in the implementation of this program is the lack of real knowledge of the program and, on the other hand, the lack of support from senior management.
program-of-5-ss-first-step-in-the-implementation-of-tpm-1Most of the companies that fail in the attempt, believe that it is a program specific to the maintenance area and these plans do not effectively involve the other key areas such as Production, logistics and human resources, etc. Likewise, it is usually very difficult to get managers to take the time to learn more about this program, its benefits and the role they play in this work.
The TPM is a program that more than a type of maintenance such as preventive, corrective or RCM, is a work philosophy, which is ideally integrated with the principles of total quality of Edwards Deming, and allows to carry the He practices his principles in a systematic and orderly manner, in a manufacturing plant.
As expected, where paradigm changes, customs and habits are proposed, the road is long and the effort is great, the greatest risk to reach the objective is the lack of constancy of purpose. Evidence that must be supported by an adequate preparation of leaders, facilitators of the system.
For the Latin American context and idiosyncrasy, it is more convenient, due to the simplicity of the methodology and the rapid results obtained, to start the implementation of a TPM program, with the first stage being the implementation of a 5S program, where all the organization and infrastructure that will allow the adequate adoption of the principles of the TPM.
The gradual adoption of these principles (of the 5 SS and of the TPM) is finally understood as the adoption of the principles of total quality where concepts of teamwork, empowerment, etc. are integrated.
This work is one of my last experiences, in a diversified company, sui generis, due to the fact that I have three very different business lines integrated into a single company, where maintenance management is done in a hybrid way, it is Saying one part is independent and specialized for each plant and another part is centralized for the entire organization.
The mentioned plant has 3 production lines (Plastics, Chemicals and Textiles) that total more than 10 plants, and a dozen more micro plants nationally and internationally. Approximately 700 people work in this company.
Each plant has a staff of specialized technicians in its process, and the Plant Manager coordinates with them matters related to day-to-day, special issues, projects and support for the gradual application of TPM, administration of the maintenance system and general technical training comes from the centralized maintenance area
Management responsibility
The TPM, is a business philosophy, it must be part of the culture of the company, therefore, it is a long-term program that requires the commitment of senior management, a commitment that is manifested in the constancy of purpose, the supply of the necessary resources, and in the integration of this system to the other pre-existing ones and the new ones planned.
A fundamental step in convincing senior management to adopt the TPM philosophy is the prior implementation of a 5S program, a program that all staff will be able to understand without requiring prior knowledge and where the results will be obtained quickly..
Depending on each reality, its massive application will be recommended, or the start with a localized pilot plan. In the case of this plant, the implementation of the 5 Ss was massive, that is, it covered all areas of the company, including administrative areas.
In order to make clear from the outset the global nature that the adoption of this program will have, the formation of a Multifunctional Committee was considered, which convened the highest authorities of each plant, as well as the representatives of the main support areas, in this case:
- Manager of the Injection Plastics Production Plant Manager of the Blown Plastics Production Plant Manager of the Tissue Plant (Textile) Manager of the Chemical PlantHead Training ManagerMaintenance ManagerMaintenance Manager
This committee meets once a week and reports its progress to the company board.
The committee has the following resources:
Environment to meet.
Computer and other administrative facilities.
Library.
Materials for courses and workshops.
Budget for training and administrative expenses.
Committee Structure
The 5 Ss committee was structured as shown in the attached figure, it is understood that all the 43 people who make up this committee are not hired exclusively to participate in the committee, they are people who perform different functions of middle and technical management in the plant, preferably Potential leaders who are personally responsible and who voluntarily wish to participate in this activity, without neglecting in any case their usual activities.
Each support group has a leader who is a board member of the committee.
Facilitators Group
This group aims to be the training body of the committee that must replicate the principles and concepts of the program to all company personnel.
The Training plan
The trainings should be considered as workshops, that is, the traditional trainings where there is only one exhibitor with a frontal and one-way talk should be avoided, keep in mind that these talks are aimed at all staff, where there are people of all levels and with training very varied, this problem is accentuated if we consider that many times the talks are held at a time that is not ideal.
On the other hand, take into account that the objective of this training is to change habits, train skills in workers, therefore, the message must be clear and forceful.
To develop competencies in workers, it must be taken into account that knowing what to do is only part of the objective to be achieved, the workshop must ensure that the staff also know how to do it, and also motivate them to want to do it.
The workshops are never taught by a person, normally it is done in a group of 2 or 3 facilitators, they are trained in this activity and have everything timed.
In the particular case of this company, 12 facilitators (leading trainers) were trained.
Training Campaigns.
An important point for the success of the 5Ss program is the impact that the launch of the program should generate, the first thing that was done was to create the expectation of the program with an initial workshop where in a very entertaining and fun way the program was presented. It is important that workers understand that this program has the support of senior management, in this sense an institutional video of about 6 minutes was prepared where the executive director (highest authority of the company) presented the program and invited everyone to train part of it, highlighting relevant aspects of the organization.
After the launch workshop, the others came in which the “that for that” campaign was held, to set ideas and take the progress of the program by the hand.
The group of facilitators played a very important role in these workshops, not only because they were in charge of carrying them out, but also because they were the ones who planned, put together and implemented these workshops.
It is important that the leader of the group of facilitators is a person with communication skills, this will allow him to adequately support the work of the facilitators.
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Building the Lego with little information |
Building the Lego with little information |
|
Time is up |
Comments, planning improvements |
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After arming with the Poka-yoke |
After training |
Dissemination Group
This support group aims to be the channel of dissemination at all levels of the organization, through a monthly magazine that mainly uses two channels of dissemination:
- The mural newspaper, aimed at the technical staff of the digital version plant, in pdf, for the rest that bases their communication through the PC.
This magazine publishes the results of the audits, program performance indicators, action plans and additionally articles related to quality issues oriented to the 5 SS, Kaysen, TPM, etc.
Reports are also made to the plant staff highlighting little-known aspects of people worthy of being shared, this serves as an appreciation to the staff for the work carried out.
Important institutional news, humor, cultural data, etc. are also included.
| Broadcast group in full interview with a glory of Peruvian football | Photo that appeared in the October issue of
2004 |
Group of Auditors
Support group that has the objective of structuring 5 Ss audits seeking to give them objectivity and impartiality, is made up of middle management people, including the operations manager, audit manager, ISO auditors of the company, among others.
It is very important that auditors are unified in the company, with the intention that these audits:
- They are carried out with a broad criterion, without contradicting the other systems and / or generating redundancies that generate loss of time and confusion. Possibility of carrying out integrated audits.The certified training of auditors will allow the organization to use the same continuous improvement system proposed by ISO, regarding the management of corrective and preventive actions.
5 Ss Audits
One of the most difficult aspects to execute in our environment is the 5 Ss audits, the problem is to give it objectivity and to have guiding criteria that allow the training of auditors, which in turn allows the carrying out of objective audits with added value.
Below, I will briefly explain the audit process:
The plant was sectorized for the application of the 5 Ss, each sector has a responsible team which is in charge of applying the methodology in its sector.
The 5Ss committee conducts frequent audits (1 every two months). These audits are independent of what each management can do individually as part of its 5Ss plan.
In order for the audits to be objective, the committee established criteria and prepared the group of auditors in this work in order to standardize their performance. The evidence found must reach levels of quality and quantity such that competent auditors acting separately would identify the same findings, evaluating the same evidence with respect to the same audit criteria.
In other words, in the process of generating Findings, the auditor contrasts the evidence with the criteria.
Finally, the findings are indicated through the use of color cards, and the result is quantified by filling in a format.
Then the non-conformities found that compromise: given provisions, security, environmental care, operational and / or some criteria that is at a very low level, also gives rise to the generation of a Corrective Action Request (SAC) that is administered according to the method used by ISO 9001-2000.
As part of the ISO there is a whole monitoring program of SACs, to which those generated by the 5 Ss audit are submitted.
Transition from the 5Ss program to the TPM
After consolidating the 5 Ss methodology, the proposed organization migrated to become the TPM program, the 5 Ss committee became the TPM committee, the teams responsible for the 5 Ss sectors, became the TPM teams., the pillars of the TPM, were built in the following order:
- Focused Improvement Pillar Progressive Maintenance Pillar Training and Training Pillar Autonomous Maintenance Pillar Safety and Environmental Care Pillar Quality Maintenance Pillar Maintenance Prevention Pillar Administrative TPM Pillar
The transformation process was initially carried out by applying a pilot in the plastics injection plant, as it was the most developed in the 5 SS and had the most committed staff at that time. This aspect is fundamental because it must be tried that the methodology wins sympathizers and that is achieved by betting where success is best assured.
The concrete steps towards this transformation are shown in the attached program.
This program is an adaptation of the twelve steps for the application of the TPM proposed by the
Relationship between the TPM and the different types of Maintenance
The TPM, more than a type of maintenance, is a philosophy, a new organizational culture that addresses issues related to the care of productive fixed assets in a comprehensive way, unlike the traditional approach that left all responsibility for this work to maintenance. At TPM we understand that the success of a plant on its way to excellence and the Japanese concept of zero defects, depends on an approach that systemically integrates all related elements such as:
- Processes Machine (Resources) People
In this sense, the TPM integrates:
It does not conflict with the types of maintenance that the company can adopt as a result of the analysis carried out in the Progressive maintenance pillar. That is, plants that operate under the philosophy of the TPM, apply Preventive, Corrective, Detective, Predictive Maintenance, or a combination of these without coming into conflict with Philosophy.
5 Ss and TPM as a complement to a Total Quality program
To better understand how the TPM fits perfectly into the Deming method of total quality management, I will comment that the TPM, through its 8-pillar structure, performs a systemic approach in the efficient management of the productive asset, it is more the same name suggests it:
- Maintenance, Productive, Total
Betting on good knowledge of the processes, reinforced by the training and staff training pillar, applies the theory of variation in the focused improvement pillar that is based on the application of the 8-step method (supported in turn by the so-called Deming PDCA cycle) and the application of the 7 statistical tools. Finally, it revalues human potential by applying principles of teamwork, which makes workers commit to the program and makes them the main axis of success for this philosophy, taking into account the psychology of people. As you can see these are the four pillars of what Deming calls deep knowledge system:
- System appreciation Knowledge theory Variation theory Psychology
On the other hand, Deming's 14 points are also applied in some way in the philosophy of the TPM, since for the success of the TPM, these 14 points perfectly serve as recommendations that support the consolidation of the system.
Deming's 14 points are:
- Be consistent in purpose Adopt the new philosophy No longer rely on mass inspections End the practice of awarding purchase contracts based solely on price Continuously and forever improve the production and service system Institute job training Banish fear Banish barriers between areas Eliminate imposed Slogans Eliminate numerical quotas, regardless of quality Tear down barriers that prevent people from feeling the pride that a job well done produces Establish a vigorous education and retraining program Take steps to achieve transformation
CONCLUSIONS:
Many companies have the information on the 5S programs and the TPM, some others are in the application process, but very few can claim that it has been implemented and is working successfully.
This model applied in a company that has production lines as varied as textiles, plastics and chemicals, with operations at national and international level, constitutes an experience worth sharing and that will serve as a guideline for companies that are starting a program. 5 Ss.
The benefit of applying these programs is incalculable, many of which are qualitative and directly impact the work environment, which is the engine of everything else. The other benefits, which are as or more important than the first ones, refer to the elimination of the 6 major losses, the improvement of general plant indicators and improvement projects, which have no time to finish.
In this company in the first year, a dozen improvements were made due to the 5Ss. That they generated more than 5,000 dollars a year in savings. Since then the improvements have been increasing, in the last two years savings of more than $ 15,000 have been generated. (See Annex).
If we take into account the 10 years in which the company is immersed in the total quality program and 5 Ss, it can be concluded that apart from the qualitative benefits expressed, it has been able to save tens of thousands of dollars, in this period, and what It is more important it has allowed him to form a successful company, leader in the markets where he participates and sustainable over time.
When more than one system is integrated, eg ISO 9000, 14001, 5Ss, etc.
Understanding the system as a whole, which generates synergy, where the study of the overall result of the system cannot be reduced to the individual study of the parts
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