TPM (Total Productive Maintenance) is an innovative approach to maintenance. This book introduces TPM to managers and outlines a three-year program for systematic TPM development and implementation.
A systematic approach to improving production and quality systems, total productive maintenance (TPM) involves all employees through a moderate investment in maintenance. Therefore, a successful TPM implementation requires support of all employees from C-level on down. Total Productive Maintenance: Strategies and Implementation Guide highlights the
Reduce or eliminate costly downtime Short on teory and long on practice, this book provides examples and case studies, designed to provide maintenance engineers and supervisors with a framework for operational strategies and day-to-day management and training techniques that will keep their equipment running at top efficiency.
Lean thinking is a powerful method that allows organizations to improve the productivity, efficiency and quality of their products or services. Achieving these benefits requires good teamwork, clear communication, intelligent use of resources and a commitment to continuous improvement. This book shows how lean thinking can be applied in practice, highlighting the key challenges and pitfalls. The authors, based at a leading centre for lean enterprise research, begin with an overview of the theory of lean thinking. They then explain the core tools and techniques and show how they can be applied successfully. The detailed implementation of lean thinking is illustrated by several case studies, from a range of industries, in which the authors had unprecedented access to the management teams. With its focus on implementation and practical solutions, this book will appeal to managers at all levels, as well as to business students and researchers in lean thinking.
Autonomous maintenance is an especially important pillar of Total Productive Maintenance (TPM) because it enlists the intelligence and skills of the people who are most familiar with factory machines-- equipment operators. Operators learn the maintenance skills they need to know through a seven-step autonomous maintenance program. Most companies in the West stop after implementing the first few steps and never realize the full benefits of autonomous maintenance. This book contains comprehensive coverage of all seven steps--not just the first three or four.It includes:An overview of autonomous maintenance features and checklists for step audits to certify team achievement at each AM step.TPM basics such as the six big losses, overall equipment effectiveness (OEE), causes of losses, and six major TPM activities.An implementation plan for TPM and five countermeasures for achieving zero breakdowns.Useful guidelines and case studies in applying AM to manual work such as assembly, inspection, and material handling.Integrates examples from Toyota, Asai Glass, Bridgestone, Hitachi, and other top companies.By treating machines as partners and taking responsibility for them, you get machines that you can rely on and help maintain an energized and responsive workplace. For companies that are serious about taking autonomous maintenance beyond mere cleaning programs, this is an essential sourcebook and implementation support.
Recent advancements in information systems and computer technology have led to developments in equipment and robotic technology that have permanently changed the characteristics of manufacturing equipment. Equipment Management in the Post-Maintenance Era: A New Alternative to Total Productive Maintenance (TPM) introduces a new way of thinking to help high-tech organizations manage an increasingly complex equipment base. It also facilitates the fundamental understanding of equipment management those in traditional industries will need to prepare for the emerging microchip era in equipment. Kern Peng shares insights gained through decades of managing equipment performance. Using a systems model to analyze equipment management, he introduces alternatives in equipment management that are currently gaining momentum in high-tech industries. The book highlights the fundamental internal flaw in maintenance organizational setup, presents new approaches to replace maintenance functional setup, and illustrates a time-tested transformation and implementation process to help transition your organization from the maintenance era to the new post-maintenance era. Breaks down the history of equipment into five phases Provides a clear understanding of equipment management fundamentals Introduces alternatives in equipment management beyond the mainstream principles of maintenance management The book examines maintenance management logistics, including planning and budgeting, training and people development, customer services and management, vendor management, and inventory management. Supplying a comprehensive look at the history of equipment management, it analyzes current maintenance practice and details approaches that can significantly improve the effectiveness and efficiency of your equipment management well into the future.
Lean Process Creation teaches the specific frames—the 6CON model—to look through to properly design any new process while optimizing the value-creating resources. The framing is applicable to create any process that involves people, technology, or equipment—whether the application is in manufacturing, healthcare, services, retail, or other industries. If you have a process, this approach will help. The result is 30% to 50% improvement in first-time quality, customer lead time, capital efficiency, labor productivity, and floorspace that could add up to millions of dollars saved per year. More important, it will increase both employee and customer satisfaction. The book details a case study from a manufacturing standpoint, starting with a tangible example to reinforce the 6CON model. This is the first book written from this viewpoint—connecting a realistic transformation with the detailed technical challenges, as well as the engagement of the stakeholders, each with their own bias. Key points and must-do actions are sprinkled throughout the case study to reinforce learning from the specific to the general. In this study, an empowered working team is charged with developing a new production line for a critical new product. As the story unfolds, they create an improved process that saves $5.6 million (10x payback on upfront resource investment) over the short life cycle of the product, as well as other measurable benefits in quality, ergonomics, and delivery. To an even greater benefit, they establish a new way of working that can be applied to all future process creation activities. Some organizations have tried their version of Lean process design following a formula or cookie-cutter approach. But true Lean process design goes well beyond forcing concepts and slogans into every situation. It is purposeful, scientific, and adaptable because every situation starts with a unique current state. In addition, Lean process design must include both the technical and social aspects, as they are essential to sustaining and improving any system. Observing the recurring problem of reworking processes that were newly launched brought the authors to the conclusion that a practical book focused on introducing the critical frames of Lean process creation was needed. This book enables readers to consider the details within each frame that must be addressed to create a Lean process. No slogans, no absolutes. Real thinking is required. This type of thinking is best learned from an example, so the authors provide this case study to demonstrate the thinking that should be applied to any process. High volume or low, simple or complex mix, manufacturing or service/transactional—the framing and thinking works. Along with the thinking, readers are enabled to derive their own future states. This is demonstrated in the story that surrounds the case study.