Total Productive Maintenance (TPM) is both a process and approach for increasing the productivity of a business, specifically the efficiency and effectiveness of the equipment in the operation. TPM engages all employees in the process of maintaining the equipment and improving the equipment’s performance, establishing clear, defined roles for each person and setting objectives for improvement consistent with the critical needs of the business. TPM focuses on increasing equipment uptime, but also ensures that while machines are working they are producing good product/material or performing the assigned task effectively so the operational run time is truly productive. This is accomplished by preventing breakdowns, increasing maintainability of equipment, reducing or eliminating causes of variation (either operational or repair) and extending the useful life of the equipment. A primary measure for TPM is Overall Equipment Effectiveness (OEE), which assesses the time in percent that a machine or piece of equipment is productive. OEE is used to drive improvement activities, determine the effectiveness of the TPM program and support good operational planning and scheduling.

Why Total Productive Maintenance?

TPM is a critical tool in the successful implementation of Lean Operations. Effective implementation of TPM directly addresses the operational wastes of waiting (machine downtime – whether for planned or unplanned maintenance) and scrap/rework (machine generated quality issues) and indirectly impacts the wastes of inventory, over processing and overproduction by making setups more consistent and machine performance more predictable. TPM can also have a major positive effect on a companies Environmental, Health and Safety program through the focus on preventing leaks and spills, increasing machine cleanliness and deployment of standard work methods.

Where is Total Productive Maintenance of Greatest Value?

Implementing a TPM program can provide benefit to any company or organization that relies heavily on its equipment or machinery to deliver products or services. Improving equipment uptime and increasing the predictability of equipment performance can enable increased labor productivity and capacity which is of value for any type of operation, whether manufacturing or service. Companies that have significant maintenance costs or high capital investments in equipment can also benefit as TPM will lead to improved maintenance performance and extend the useful life of equipment.
All of the following TPM training courses have been designed by Seven Pines Consulting Group specifically to enable the company to design, implement and maintain their own TPM system. The sequence of the coursework is structured to provide critical internal skills and knowledge at a level appropriate to the capability of the specific organization while also guiding the implementation process. All material can be customized to meet the unique needs of the individual or organization.

TRAINING COURSES AND CONSULTING SERVICES

Total Productive Maintenance Overview
(1-day course) Designed for Operations Management and Business Leadership Personnel.

Total Productive Maintenance (TPM) is both a process and approach for increasing the productivity of a business, specifically the efficiency and effectiveness of the equipment in the operation. TPM engages all employees in the process of maintaining the equipment and improving the equipment’s performance, establishing clear, defined roles for each person and setting objectives for improvement consistent with the critical needs of the business. TPM focuses on increasing equipment uptime, but ensures that while machines are working they are producing good product or material so the operational run time is truly productive. This is accomplished by preventing breakdowns, increasing maintainability of equipment, reducing or eliminating causes of variation (either operational or repair) and extending the useful life of the equipment.

The one-day course will introduce TPM, its tools and concepts to facilitate an understanding of how TPM can enable operational improvement and what is required to support a TPM implementation. Focus is on creating a thorough understanding of management’s role in a TPM implementation and how TPM measurement can be linked with the key business measures of capital/capacity utilization, cost reduction and operational productivity. Leadership teams will be challenged to discuss and identify initial areas of focus to guide the first steps in TPM implementation within their companies. Course will be most effective in advance of full TPM implementation and roll-out.
Total Productive Maintenance Elements
(2-day course) Designed for Maintenance and Operations Leadership/Supervision, Key Maintenance Technicians and Supporting Engineering Personnel.

The two-day course will introduce TPM and review the primary tools of TPM (See TPM Overview Course Description for definition of TPM) to enable the participants understand what is involved in a full TPM implementation and to identify, through an exercise and simple assessment tool, which of the TPM tools will be most applicable to their area of responsibility. For small groups from a company, or when a company sponsored course, the assessment will consider the entire company. Time will also be spent discussing some of the key enablers of successful TPM such as employee involvement, measurement and linkage with a company’s Lean manufacturing efforts.

A primary measure for TPM is Overall Equipment Effectiveness (OEE), which assesses the time in percent that a machine is productive. OEE is used to drive improvement activities, determine the effectiveness of the TPM program and support
good production planning and scheduling. When the course is taught at a manufacturing location, time will be spent on the factory floor evaluating OEE, examining principal causes of inefficiency and exploring which tools will be most applicable to generate improvement.

Total Productive Maintenance- TPM Certification Program (25-day course; 1-3 employees per company) Multiple Companies

Program Overview
The Total Productive Maintenance (TPM) Certification Program is intended to develop a companies’ internal resources to a level where they can begin implementation of a basic TPM program for their company. The certification process will provide the companies’ TPM champions with the ability to assess their current maintenance program, define the opportunity for TPM within their business, outline an improvement plan and apply the appropriate TPM tools to begin the process of improvement. Participants will learn through a combination of classroom instruction, hands-on experiences and the planning and implementation of a TPM project within their company. The benefits of developing internal capability in TPM and initiating a TPM program will appear in improved operational performance (both schedule and quality), reduced operational cost and more consistent manufacturing operation.
TPM Certification Requirements

One key TPM Sponsor & two - three TPM Champion certification candidates per location or company. TPM Champion participants’ time requirement is 25 days per person over 6-9 months plus an on-site TPM project implementation. Each participating company will host an on-site benchmarking visit, Maintenance Overview, and Kaizen/TPM Improvement event.
Lean Learn/Do Kaizen Implementation Workshops (5-day course)
One significant method for gaining momentum and revealing to power of applying the Lean tools to a process or product line is to conduct a Lean Learn/Do Kaizen Event. Experience has shown that annual cost savings from conducting a Kaizen event can approach or exceed $50,000 - $100,000, making the initial investment self-funding. The intent of the Lean Kaizen Event is to demonstrate the power of Lean by leading 12 to 15 participants through learning and implementation of the Lean tools during the three- to five-day event resulting in immediate gains for the process or product line. Some of the potential gains are as follows:
• Product lead time reduction of 50% to 75%
• Product delivery meeting customer shipments 100% of the time
• Work-In-Process Inventory reduction of 50% to 75%
• Setup Time reduced by 75% to 90%
• Quality Specifics improved by 40% to 50%
• Scrap reduced by 40% to 50%
• Deployment of 5S and Visual Controls to eliminate waste
Significant changes to the process or product line will be implemented during the three- to five-day event and initial results are evident immediately.Participants will learn by doing when they actually apply the Lean tools to eliminate waste in the work area and achieve breakthrough results that are measurable at the conclusion of the Lean Learn / Do Kaizen Event.
W. Robinson Lane

Rob serves as Managing Partner and Principal of the Lean Enterprise and Supply Chain Management practices. He possesses an undergraduate degree in Mechanical Engineering from Cornell University and a Masters in Business Administration from the School of Management at Syracuse University. He has also received extensive management, Total Quality Management, new product introduction and leadership training.

Prior to joining Seven Pines, Rob spent twenty-one years with United Technologies Corporation (UTC) and its Carrier Air Conditioning Division. His career encompassed a broad range of responsibilities in executive and management positions. His experiences include business unit leadership, company acquisitions and acquisition integration, operations and project management as well as corporate and divisional leadership roles. As Director, Supply Chain Management and Logistics for UTC, Rob lead implementation of strategies and business process changes that resulted in $50M of annual cost and inventory reductions. He has extensive global purchasing experience from his roles as Operations Director for Carrier’s compressor division and corporate commodity director for UTC where he and his teams achieved in excess of $60M in cost reductions through implementation of supplier partnerships, cost productivity teams and global sourcing. He gained deep knowledge of new product introduction techniques and lean manufacturing practices while leading a cross-functional integrated product team to develop and bring to market a new commercial screw compressor. This program included the ground-up implementation of a new, world-class factory with build-to-order and mixed-model manufacturing capabilities. He is very knowledgeable on end-to-end supply chain/value chain business practices, having developed and implemented these enterprise strategies at the business unit, divisional and corporate levels.