Tpm conference pdf_2010

June 21-24, 2010

TPM
Mooresville, North Carolina

The
Experience
Featuring hands-on sessions at NASCAR Race Shops

A four-day conference
designed to help you achieve
Maintenance Excellence
www.totalproductivemaintenanceconference.com

June 21-24, 2010 Mooresville, North Carolina

TPM
Experience
The

Featuring hands-on sessions at NASCAR Race Shops
A four-day conference designed
to help you achieve Maintenance Excellence

About the Conference
The Lean/TPM relationship is epitomized by the race car/race team relationship, so what bet-
ter location for Productivity to host this year’s event than Mooresville “Race City USA”, North
Carolina, approximately 30 minutes north of Charlotte and home to some of the biggest
names in NASCAR.
This conference will feature hands-on activities at local race shops allowing you to utilize the
techniques you learn in the classroom out on a working race shop floor.
The event includes:
• 35 sessions • 15 general & knowledge transfer sessions • 2 networking events
• 10 hands-on sessions • 9 case study presentations

Not a race fan?
More than simply a car on a race track; racing is a business just like any other business with issues, barriers
and the need to continuously improve. Trying to find profits and business sustainment, race-teams are looking
to employ improvement techniques such as TPM to improve their processes. They are on a constant quest to
combine the latest technology with meticulous human effort and team work to become better than the compe-
tition. There are many parallels between motorsports and manufacturing. So you’re not a fan of racing...that’s
ok, because even if you are only a fan of improvement, this event provides an opportunity to see how Total
Productive Maintenance and Lean techniques are universally applied to all business settings, including the
business of motorsports.

2 www.totalproductivemaintenanceconference.com

Equipment Breakdowns are:
Wasting your Time Costing you Money And Threatening your
Competitiveness…
Yet in many organizations, both major and minor equipment breakdowns are considered a normal part of daily operations.
They shouldn’t be…

Ladies and Gentlemen…Start Your Engines
If you are ready to get your equipment reliability issues in check, then join us for The TPM Experience—a four-day, hands-
on event where you will learn and experiment with equipment reliability techniques that will allow you to transition from
reactive to a proactive maintenance environment.

Organized into three tracks, Plan, Do and Lead, the event
features four-hour in-depth knowledge transfer sessions, hands-on
implementation sessions, and one-hour case study presentations.
Plan These sessions focus on the preparatory phase of the TPM process—what needs to be done to create a solid
foundation for TPM implementation and sustainment.

Do These sessions focus on the techniques and methodologies you need to transition your organization from a
reactive to proactive maintenance excellence environment.

These sessions focus on the cultural and leadership characteristics necessary to keep your effort on track and
Lead ensure all of your improvement efforts are in support of the organization’s overall goals.

Choose from over 35 sessions and build a
curriculum that best suits your individual needs.
Chances are you already know you must do something to improve the reliability of your equipment, but you may not know
exactly what to do or how to get started. This event will provide you with the answers and direction you need.

BRING A TEAM TO THE CONFERENCE AND SAVE!
Bring a team of associates to the conference and take advantage
of all of the learning opportunities. Register three people and
receive 10% off each registration. Register four people for the
event you get the fifth free. Larger groups, please call for special
pricing. Register today!

Productivity Inc. 4 Armstrong Road, 3rd Floor, Shelton, CT 06484 www.productivityinc.com 1-800-966-5423 or (203) 225-0451 Fax: (203) 225-0771 3

2010 TPM Conference—Week at a Glance June 21-24, 2010 | Mooresville, NC
This icon denotes sessions that include hands-on
activities at local race shops and the Performance Choose from over 35 sessions including 10 hands-on sessions
Instruction and Training (PIT) Center. and customize the conference around your individual needs.

MONDAY, JUNE 21, 2010
8:30am-12:00pm TPM Context and Strategy Have You Put Yourself in Position to Win?
GENERAL SESSIONS Ellis New, Sr. Management Consultant and Eric Whitley, Consultant Breon Klopp, Sr. Director of Development, Performance Instruction & Training
Productivity Inc. Center (PIT) and Michael J. Kuta, Managing Partner, Productivity Inc.

12:00pm-1:00pm Luncheon

PLAN DO LEAD
1:00pm-5:00pm
A1 A2 A3
TPM Tactical Planning Focused Equipment Improvement Coordinating and Leading the TPM Effort

5:30pm-8:30pm Networking Event at Dale Earnhardt, Inc.

TUESDAY, JUNE 22, 2010
PLAN DO LEAD
8:00am-12:00pm
B1 B2 B3 B4
TPM Action Autonomous Predictive Technologies Overview Training and Skills
Planning Maintenance and Business Benefits Development


HANDS-ON ACTIVITIES
1:00pm-5:00pm
C1 C2 C3 C4 C5
5S & Visual Controls Mistake-Proofing for Predictive Tech Tools Test Drive Standardized Work Over the Wall: The PIT Training
Machines Experience

5:30pm-8:00pm Networking Event at “The Pit” Indoor Kart Racing

WEDNESDAY, JUNE 23, 2010
PLAN DO LEAD
8:00am-12:00pm
D1 D2 D3 D4 D5
TPM Audit and Maintenance Quality Over the Wall:The PIT Training Empowering the Workforce
Accountability Planning & Scheduling Maintenance Experience and Supervisory Skills


HANDS-ON ACTIVITIES
1:00pm-5:00pm E1 E2 E3 E4
Quick Changeover Stores Management Early Equipment Management Over the Wall: The PIT Training
Experience

THURSDAY, JUNE 24, 2010
8:00am-9:00am GENERAL SESSION: Assessing Progress in your TPM Program, CertainTeed

9:10am-10:10am F1 Case Study: American Woodmark, Inc. F2 Case Study: Sensus F3 Case Study: Productivity Inc.

10:20am-11:20am G1 Case Study: Delta Airlines, Inc. G2 Case Study: Aurora Casket Company, Inc. G3 Case Study: Acme Alliance, LLC

11:30am-12:30pm H1 Case Study: Boeing Canada H2 Case Study: Wrigley H3 Case Study: L.B. Foster Co.


DO LEAD
1:15pm-3:00pm
K1 K2
Team-Based Problem Solving (CEDAC) Team Dynamics and Conflict Resolution


Session Descriptions
MONDAY, JUNE 21 Networking Event 5:30pm-8:30pm
General Sessions 8:30am-12:00pm Dale Earnhardt Incorporated
TPM Context and Strategy Formed by Dale and Teresa Earnhardt in February of 1980, Dale Earnhardt,
Inc. is home to the 2001, 2003 and 2004 Daytona 500 winning cars of
Ellis New, Senior Management Consultant and Eric Whitley, Consultant,
Michael Waltrip and Dale Earnhardt Jr. In his career, Dale Earnhardt Sr. won
Productivity Inc.
nearly every major event and title available to NASCAR Cup drivers, includ-
TPM is not a maintenance program. TPM is, or should be, an integral part of ing the Daytona 500. Today, DEI remains a vibrant place for competition and
your organization’s business improvement strategy. TPM builds upon estab- success. Through their racing partnerships at Earnhardt Gannasi Racing
lished equipment-management approaches that foster team work, improve (winner of the 2010 Daytona 500), Earnhardt Childress Engines, Earnhardt
quality, enhance safety, and build robust processes by maximizing production Technologies Group, their philanthropic ventures, and their own living Earn-
system overall effectiveness. This session will explore TPM in the context hardt personalities, they continue the winning ways of Dale himself every
of overall operations improvement and how it aligns with an organization’s single day. Join us for an unforgettable look inside this amazing organization.
improvement strategy.
During the receptions you will be taken on an exclusive behind the scenes
tour of this legendary facility, visit the “trophy” room featuring trophies and
Have You Put Yourself in Position to Win?
memorabilia from a lifetime spent winning races (not available to the general
Breon Klopp, Senior Director of Development, Performance Instruction public), get up close to incredible racing machines and more.
and Training Center (PIT) and Michael J. Kuta, Managing Partner,
Productivity Inc. 6:00pm-7:00pm: Exclusive Behind the Scenes Tour
7:00pm-8:00pm: Reception
While TPM and Lean practices have been successfully implemented in many
companies with excellent results, not every company implementing these Hosted by Productivity Inc. (includes transportation to and from the facility)
techniques has found success. Why is that? It boils-down to three interre-
lated suggestions: articulation, management, and focus. Drawing parallels
from NASCAR, and the race teams that make things happen, this session will TUESDAY, JUNE 22
provide insights into what it takes to plan, do, and lead in today’s competitive
Knowledge Transfer Sessions 8:00am-12:00pm
and ever-changing business environments.
B1 TPM Action Planning
Action Planning is a valuable asset that can be used to guide the imple-
Knowledge Transfer Sessions 1:00pm-5:00pm mentation of your TPM Tactical plan or used as a stand-alone tool to help
A1 TPM Tactical Planning you get focused and get started with an equipment improvement program.
An Action Plan begins with an assessment of current state to determine
As with any TPM implementation, understanding the elements of TPM and the organization’s readiness to implement TPM including management
having a tactical plan that directly links to your company’s overall strategic commitments, roles, responsibilities, etc. Once you have an understand-
plan is critical to the success of the process. In this session, attendees will ing of “where you are”, and have outlined how you want to move forward,
learn the basic foundations of TPM tactical planning along with tools and the Action Plan will help you determine where to begin your efforts, how
techniques to customize a solid tactical plan for their particular environment. to tie your projects back to your organizational (tactical) goals, and how
Attendees will leave with a “straw-man plan” they can use to build upon for to establish a measurement system that will ensure you are maximizing
their individual facility or company. ROI. In this fast moving session you will learn the process for creating and
executing a plan to bring about the greatest amount of improvement in the
A2 Focused Equipment Improvement shortest amount of time and make it stick!
Focused Improvement is one of the original pillars of TPM. In contrast with
autonomous maintenance, which is intended to prevent accelerated deterio- B2 Autonomous Maintenance
ration of equipment components, Focused Improvement addresses specific When properly implemented, Autonomous Maintenance can eliminate the
equipment-related losses that reduce Overall Equipment Effectiveness (OEE). causes of 40-60% of unplanned downtime. In this session, learn the seven
The goal of Focused Improvement is to maximize OEE, processes and facility steps of implementation, how to transform the relationship between operators
operations through uncompromising elimination of losses and improvement and maintenance, and how to implement operator-based maintenance
of performance. Participants will learn how to organize cross-functional activities that contribute to overall equipment effectiveness.
teams and teach them to use the Focused Improvement Diagram which is a
visual systematic approach to Define-Measure-Analyze-Improve-Control.

A3 Coordinating and Leading the TPM Effort
Many experts will say that a key person in the organizational structure for
TPM implementation is the TPM Coordinator or Champion. But very little is
said about the roles and responsibilities of this individual. This session is
directed at that individual who has been tasked with implementing TPM. Your
TPM Coordinator will learn techniques to help communicate the TPM plan,
overcome resistance to change, and gain and sustain support for the initiative.


TUESDAY, JUNE 22 (cont.) C3 Predictive Technology Tools Test Drive
Maintenance departments today are asked to run with fewer staff and smaller
B3 Predictive Maintenance Technologies–Overview budgets than ever before. In this do-more-with-less environment, mainte-
and Business Benefits nance personnel can’t afford to continuously chase the next breakdown. They
Implementing an integrated multi-technology Predictive Maintenance need to quickly and accurately identify developing faults and then get to the
Program, PdM, can be a critical step toward achieving your plant’s true root cause of the machinery problem so that it can be fixed once and for all.
potential. Well implemented PdM programs have been proven to reduce This follow-up to Predictive Technologies Overview will take a deeper dive into
maintenance costs and increase reliability of production assets. This the specific tools available to aid your machinery health providing a detailed
session will introduce predictive technologies by: discussion and demonstration presentation of these technologies and more:
• Reviewing cases studies and benefits of PdM implementations at several Vibration Analysis, Wireless Vibration Monitoring, Laser Alignment and Field
types of industries Balancing, Infrared Thermography, and Ultrasonic Analysis
• Providing an overview of common PdM technologies such as vibration,
motor current, infrared, and oil analysis C4 Standardized Work
• Discussing the relationship between various maintenance strategies Standard Work is central to achieving and sustaining the Lean Enterprise. By
such as PdM, preventive, proactive, and corrective maintenance definition Standard Work demands adherence to today’s best practices and
• Introducing machinery wear mechanisms and failure progression and must be imbedded in all you do, from standard operations in the workplace to
linking to the various PdM technologies standardized policies and procedures. In manufacturing operations, standard
work is a key element in the elimination of waste and excess inventory and in
• Providing strategies for successful PdM program design and achieving balanced and synchronized production. What it boils down to is that
implementation absent standard work, there can be no Lean.
• Presenting the newest technologies for PdM automation and integration Guided by a classroom simulation, participants will use a proven methodology
into existing plant systems. to develop a standard procedure, and then apply document control and visual
workplace principles and techniques to train others in their new best practice,
B4 Training and Skills Development or standard work.
This often overlooked Pillar of TPM usually gets put aside because conven-
tional wisdom tells us each of the other TPM pillars require training; there-
fore, we must be performing the Training and Skills pillar. This workshop will
C5 “Over the Wall”: The PIT Training Experience
show having a specific focus on the Training and Skills pillar can enhance This unique hands-on session will take participants to the Performance
your training efforts and reduce training cost at the same time. Attendees Instruction and Training (PIT) facility. PIT is the preferred-provider of Pit Crew
will learn tools and techniques that will enhance your training effectiveness Training to many of the NASCAR Race Teams. Here, in this state-of-the-art
in both hard and soft skills found within the TPM effort. facility, you will get an inside view of how elite pit crews plan, prepare, and
perform. You will do an actual Pit Stop on a NASCAR-style race car using the
same equipment used in real races. Then you will go through the process
improvement phases of discovery, data collection, analysis, experimentation,
and standard work. You will develop a current state process map and with your
team, analyze the data, determine improvement opportunities, rank opportuni-
ties in order of cost vs. impact, experiment with selected improvements (do
additional Pit Stops), and develop new standard work.
(Note: Space is limited in this special hands-on event.)
Hands-On Activities (Sessions C1-C5 will be held
on the shop-floor of a local NASCAR race team) Networking Event 5:30pm-8:00pm
1:00pm-5:00pm
The Pit—Indoor Kart Racing
C1 5S and Visual Controls Putting Race Fans Behind the Wheel!
Learn the principles and techniques needed to apply 5S and establish Tired of sitting on the sidelines? During this after-hours gathering, you can
visual management systems to improve workplace communication and get into the action. The PIT INDOOR KART RACING is one of North Carolina’s
adherence to standards. This module will teach you how to share informa- premier arcade entertainment destinations with over 100,000 square-feet
tion about daily production problems, abnormalities, waste, and unsafe of floor space. It features a 70,000 square foot kart track, one of the largest
conditions through visual display and controls so that everyone single tracks in the country. Get behind the wheel of one of their Sodi RX7
understands at a glance what is going on in the workplace. karts, which are not your typical amusement karts. These karts are capable
of speeds over 40mph, unquestionably the best adrenaline rush you can have
C2 Mistake-Proofing for Machines without the high costs of professional racing.
The improper application of maintenance practices in a factory or facility
can cause catastrophic failure and even jeopardize the health and safety 6:00pm-8:00pm: Kart Racing/Reception
of employees. Much like Poka-Yoke identifies the error and defects from a $45.00 per person (spouses welcome)
quality standpoint and FMEA helps identify potential issues with machine
Fee includes: Transportation to and from the facility, refreshments,
design, Mistake-Proofing for Machines helps identify potential missteps
in the application of maintenance practices and then takes the necessary go-cart race and use of other arcade games in the facility.
steps to avoid any issues. This tool within the pillar of Early Equipment
Design/Maintenance Prevention Design aids maintenance groups with the
continuation of improving maintenance practices from all angles.


WEDNESDAY, JUNE 23 sors need to deal with the rapidly changing workplace that will in-turn allow
them to carry-out their day-to-day responsibilities at peak-level performance.
Knowledge Transfer Sessions 8:00am-12:00pm
D1 TPM Audit and Accountability Hands-On Activities (Sessions E1-E4 will be held
The success of your TPM implementation is often measured by the change in on the shop-floor of a local NASCAR race team)
critical internal measurements such as throughput, quality and even safety.
These numbers reflect how well TPM is working to improve the overall
1:00pm-5:00pm
company, but those who are tasked with implementing TPM need quicker,
real-time data to steer the implementation effort. Setting up a proper TPM
E1 Quick Changeover (the SMED System)
auditing process can be the catalyst to improving the speed and quality of TPM introduces the concept of the six big losses, defined by Nakajima as for-
your implementation process. This session will teach you how to design, con- midable obstacles to equipment effectiveness. Implementation of the Quick
duct, report and use the TPM audit to improve your implementation initiative. Changeover methodology directly addresses one of these losses—set up and
adjustment—and will help you dramatically reduce the downtime associated
D2 Maintenance Planning and Scheduling with adjustments from die changes and other machine changeovers. The
Moving from a reactive to a proactive maintenance organization requires changeover methodology can also play a major role in reducing the time to
constant improvement in the way the maintenance process is managed. A key complete major machine repairs, PM’s, and many more similar applications.
element of any proactive maintenance organization is its ability to properly plan This workshop will demonstrate how you can use the principles of change-
and schedule repairs and PMs. In this session we will review the Maintenance over to greatly improve a variety of maintenance activities.
Pillar of TPM, present the basics of a good maintenance planning & scheduling
process, and introduce metrics that will help justify the program. E2 Stores Management
The great necessary evil of any maintenance initiative is the management of
D3 Quality Maintenance the spare parts department. Proper usage and storage of spare parts is not
The overall goal of the Quality Maintenance Pillar of TPM is to maintain your just an exercise in housekeeping, but a critical component in the success
equipment in perfect condition in order to produce a perfect product. The of your preventative and planned maintenance activities and an integral
Quality Maintenance pillar of TPM focuses on establishing equipment condi- part of your overall maintenance improvement initiative. An effective stores
tions with the goal of avoiding quality defects. To accomplish this, the Quality management system will save your organization thousands of dollars by
Maintenance Pillar uses the tools of Six Sigma to identify conditions that affect ensuring spare parts are on hand and in good condition thus decreasing the
quality, establish a baseline for those conditions, and to create a process for potential for duplicate ordering and increasing equipment uptime. In this
periodic monitoring of those conditions. This workshop explores the integra- session you will learn how to properly manage the storage and distribution
tion of TPM and the tools of Six Sigma to provide a well-ordered approach of your spare parts.
for acquiring total process control. Applying both of these methodologies in
tandem presents today’s most powerful means of achieving your equipment E3 Early Equipment Management
performance goals of “zero breakdown” and “zero defects” with minimum A vital part of any ongoing success in the implementation of TPM is the
maintenance costs. Note: this module requires participants to have a working study and application of continuous improvement in the design and
knowledge of TPM and Six Sigma. engineering of the production equipment. Early Equipment Management is
the pillar that applies to the principle of continually improving the equipment
D4 “Over the Wall”: The PIT Training Experience at the design phase, before it hits the shop-floor. This session will introduce
This unique hands-on session will take participants to the Performance the pillar of Early Equipment Management and show you how to better
Instruction and Training (PIT) facility. PIT is the preferred-provider of Pit Crew understand how it fits within your implementation efforts.
Training to many of the NASCAR Race Teams. Here, in this state-of-the-art
facility, you will get an inside view of how elite pit crews plan, prepare, and E4 “Over the Wall”: The PIT Training Experience
perform. You will do an actual Pit Stop on a NASCAR-style race car using the This unique hands-on session will take participants to the Performance
same equipment used in real races. Then you will go through the process im- Instruction and Training (PIT) facility. PIT is the preferred-provider of Pit
provement phases of discovery, data collection, analysis, experimentation, and Crew Training to many of the NASCAR Race Teams. Here, in this state-
standard work. You will develop a current state process map and with your of-the-art facility, you will get an inside view of how elite pit crews plan,
team, analyze the data, determine improvement opportunities, rank opportuni- prepare, and perform. You will do an actual Pit Stop on a NASCAR-style race
ties in order of cost vs. impact, experiment with selected improvements (do car using the same equipment used in real races. Then you will go through
additional Pit Stops), and develop new standard work. the process improvement phases of discovery, data collection, analysis, ex-
(Note: Space is limited in this special hands-on event.) perimentation, and standard work phases. You will develop a current state
process map and with your team, analyze the data, determine improvement
D5 Empowering the Workforce and Supervisory Skills opportunities, rank opportunities in order of cost vs. impact, experiment
Have you provided your process owners with the technical and soft-skill with selected improvements (do additional Pit Stops), and develop new
tools necessary to make solid business decisions? Have you provided your standard work. (Note: Space is limited in this special hands-on event.)
supervisors with tools they need to change your organization’s culture? To be
successful in today’s operating environment you must have strong leaders,
supervisors and an empowered workforce. In this session we will explore what
it takes to truly empower your workforce and what role both the leaders and
supervisors play in that transition. Discover what capabilities today’s supervi-


THURSDAY, JUNE 24 F2 Making the Case for TPM—Getting Management Buy-in
Wayne A. Marhelski, Vice President of Global Sourcing, Gas Division,
General Session 8:00am-9:00am
Sensus
Assessing Progress in your TPM Program A key part of convincing management to take on any new endeavor is being
Wayne Thompson, Manufacturing Manager, John Hardy, Master able to state the benefits to the company. Let’s face it, upper management
Black Belt/OP Ex Leader, Tom Nendick, Maintenance Superintendant, speaks another language and uses a different set of metrics than what is spo-
CertainTeed Roofing Products Group ken/used in operations. In order to capture their attention, you too must speak
and present in their terms. Based on his experiences, Wayne will provide you
CertainTeed Roofing, a high volume continuous manufacturing operation with ideas you can use to create an effective, convincing business case for
with 13 plants throughout the US, began its TPM journey with Productivity TPM that will get management’s attention.
Inc in 2006 with the goal of enhancing planned and un-planned downtime
through employee empowerment and ownership. To achieve this goal, they F3 Green TPM: Environment and Safety
began their initiative by implementing fundamental Lean techniques includ-
Ellis New, Senior Management Consultant,
ing 5S, visual controls, autonomous maintenance, and SMED at each facility.
Productivity Inc.
They also recognized that in order to sustain the improvements they made,
they would need to develop their people and make these techniques a way Going Green has become a 2010 mantra. Green is on every CEO’s agenda.
of life. What followed was a series of culture change sessions at each of TPM, with a cornerstone of waste elimination, directly supports the Go Green
the plants focused on building team work, ownership, and empowerment to agenda by helping organizations become environmentally-friendly through
ensure clarity and alignment of company vision and goals. reducing wastes (excessive use of energy, water, raw materials, hazardous sub-
stances, etc.) that do not add value to the customer. In this session participants
Now entering their fourth year of implementation, CertainTeed is ensuring will learn how the eight pillars of TPM can be used to assist in meeting environ-
their program (which they call a “work in process”) stays on track over the mental compliance and concurrently generate a significant Green savings.
long term. One tool they are using to help make this a reality is the TPM
Scan. The TPM Scan is a system of checks and cross-checks that allow
leaders and process-owners to track progress, communicate, and Case Studies 10:20am-11:20am
collaborate on implementation projects and help uncover issues that
need to be addressed. G1 TPM—Tapping the Hidden Capacity of Your Equipment
Bush Denney, Green Belt and Sharon Robinson, TPM Specialist,
In this session CertainTeed will share details of their TPM journey and spe- Delta Airlines, Inc.
cifically how TPM scans, as a means of self assessing progress, are allow-
This session will delve into the processes that Delta Technical Operations
ing them to continually reach their goals. They’ll describe the process and
has put into place to implement Total Productive Maintenance. Elements of
tools used to conduct these scans, show real-life examples of actual scan
their program that will be discussed include: addressing management issues,
results and share details on how they are using the scan results internally
creating employee buy-in, establishing teams, conducting annual inspections,
to share best practices. They will also touch on communication tools that
scheduling, measuring, and the impact on customer service. The speakers will
are starting to help with the early equipment management/maintenance
also discuss how Lean has impacted the overall performance of their operation.
prevention design (EEM/MPD) pillar of TPM and helping them improve their
Operational Excellence culture.
G2 Leveraging TPM Teams for Six Sigma
Neil Clayton, Quality Manager,
Case Studies 9:10am-10:10am Aurora Casket Company, Inc.
F1 Strategic Equipment Excellence: Company-wide The Quality Maintenance Pillar of TPM uses the tools of Six-Sigma to identify
conditions that affect quality and customer expectations. Combining TPM
TPM Implementation and the tools of Six-Sigma provide a well-ordered approach for achieving
Renata Hafich, Engineering Project Leader, Kathy Wyett, Lean Manager total process control. Based on Clayton’s previous experience leading TPM
and John Foster, Project Engineer teams at a major automotive manufacturer, the presentation will address a
American Woodmark Inc. case study in which two individual TPM teams operating separately struggle
This case study presentation will follow American Woodmark’s TPM journey. to meet customer expectations, and how the teams, once properly focused,
Discover how their program—TPM System of Strategic Equipment Excel- pulled together to provide solutions using Six-Sigma based methodology and
lence —is allowing them to achieve their vision of “continuous pursuit of best practices. This session explores the synergy of teams, the concept of the
equipment excellence through technology-driven systems”. Based on her internal customer, TPM Teams, the use of Six-Sigma tools, and the application
experiences, Renata will walk you through the elements that need to be of Quality Maintenance.
considered when planning a company-wide TPM implementation, including
training, communication, and the challenges to anticipate. AWC’s Five Pillars G3 Management’s Accountability for TPM Success
and methods of managing the cultural change and sustainment process will Mike Anderson, General Manager,
also be discussed. Acme Alliance, LLC
This session focuses on management’s role for implementing and sustaining
a successful TPM program. Mike will review the common short-comings of
management’s responsibility once TPM is introduced to the shop floor, as well
as management participation. He will also discuss what tools and resources
management can use for properly evaluating the need to establish a TPM program.
The session will also include TPM success stories, but focus more on TPM failures.


Case Studies 11:30am-12:30pm
H1 TPM Implementation Journey
Brent Evans, Senior Manager, Facilities and Equipment,
Boeing Canada Operations Ltd., Winnipeg Division
This session will discuss Boeing Winnipeg’s journey of implementing TPM.
The presentation will walk through the steps, including initial management
and union buy-in, launch of autonomous maintenance, horizontal expansion,
and sustainment. Discussion will also include successes, lessons learned,
and the cultural shift at Boeing.

H2 The Benefits of External TPM Certification
Steve Haller, TPM Leader and Don Bicking, Regional TPM Leader,
Wrigley
This session will analyze the positive effects that external TPM certification
can have, as seen by Wrigley Manufacturing in Gainesville Georgia. During
this session they will introduce the JIPM TPM awards and the process for
applying for these awards. In addition to this they will discuss some of the
specifics about the assessment criteria, their interpretation of these criteria
and their implementation approach to achieving these criteria for Level 1
Excellence. They will cover some of the benefits of the assessment for the
company as well as the people on the shop floor. Finally, they will do some
internal comparison of plants within the Wrigley supply chain looking at those
going for the award and those not.

H3 Your Total Productive Maintenance (TPM) Program
Mark W. Maxwell, Director of Operations,
L.B. Foster Company
This session will provide an opportunity to discover tools and techniques that
establish production efficiencies between company management and their
workforce. Mark will focus on the development of training events that produce
cross-functional teams from multiple locations. He will demonstrate how to
design and execute TPM initiatives that promote employee safety, operational
efficiency and profitability throughout an organization.

Knowledge Transfer Sessions 1:15pm-3:00pm
K1 Team-Based Problem Solving (CEDAC)
From symptoms to root causes, this module teaches an effective problem
solving system that allows the user to create a logic chain. Learn a reliable
method for identifying a problem’s root cause and for generating effective
solutions. This powerful kaizen tool called CEDAC (winner of the Deming Prize),
will allow your teams to unlock their knowledge and creativity while learning
how to integrate problem solving with improvement tools to focus on “priority”
problems and opportunities.

K2 Team Dynamics and Conflict Resolution
Leading a team of people who are trying to improve their operation is an
exciting challenge. The team leader or manager needs to help the group
move steadily ahead through the process of identifying, analyzing, and de-
veloping solutions to problems. Along the way, there are bound to be points
of resistance which could lead to conflict among team members. In order to
guide the group past the conflict, a leader needs to have an understanding
of the problem-solving process and the capacity to apply the process. In
this workshop participants will look at their approach to managing conflict,
discover the eight key elements of an effective conflict utilization process,
and take a conflict management survey to help them understand more about
themselves and how they behave in conflict situations.


Accommodations
The TPM Conference sessions will be held at the Charles Mack Citizen’s Center, 215 North Main Street, Mooresville, NC 28117.
Sleeping Rooms: A block of rooms is being held for TPM Conference attendees at the Hilton Garden Inn, 159 Gateway Blvd, Mooresville, NC 28117.
The hotel rate is $119 a night plus 15.5% state and occupancy tax. Please call (704) 663-6468 and ask for Reservations. Mention you are with the
Productivity Inc. TPM Conference to receive the special reduced rate. The cutoff date for this rate is May 30, 2010, so please call and make your
reservations as soon as possible. Transportation from the hotel to the Citizens Center will be provided by Productivity Inc.

Cancellation Policy
Conference registrations may be transferred to another colleague without charge. To be considered for a refund, we must receive notice of cancellation in
writing no later than 21 business days prior to the event. Cancellations received within 21 business days are subject to the full fee and money will be held on
account for up to one year for use at a future event. If no notification of cancellation is provided, registration fees will be forfeited. There is a $200 process-
ing fee for all cancellations.
Consultants and university faculty may be excluded from attendance to some sessions.

What makes this event different?
Have you ever attended a conference and received a lot of excellent information but had a difficult time translating that information
into action back at your facility? If so, then this event is for you.
Built into this event are 10 hands-on application sessions that will allow you to immediately experiment with the techniques you’ve just
learned in the classroom out on a working shop-floor, under the guidance of an experienced instructor. Working in teams with other
participants in a NASCAR team race shop, you will apply the principles of 5s, Mistake-Proofing, Standardized Work, and others.
• Experience real-time PDCA moving from classroom simulation • Work along side other participants sharing in the knowledge
to shop floor execution transfer opportunities
• Learn then Do translating demonstration into practical • Use ‘similarity mapping’ in translating case study presentations
application into meaningful, usable learning
• Gain a usable understanding of the techniques presented; not • Leverage the boutique atmosphere allowing for a greater focus
just information about them on the value add, not the fluff

What you will learn?
The TPM Experience: is an intensive learning event that will teach you…
• equipment reliability tools and techniques you can immediately use • how and when to apply each of the pillars of TPM (they don’t
• how implementation of TPM can help to reduce cost NOW have to be done in sequence!)
• to implement TPM in a simple, cost effective manner • the needed build people skills in order to maintain the effort
• how to accelerate the implementation of TPM (it doesn’t have • how and when to apply predictive technologies as part of an
to take years!) overall reliability program

About Productivity
For over twenty years Productivity has been helping companies like Real Sensei…
yours start and continue down the path of TPM. In 1989, Produc- Our consultants are “real sensei” taught by the originators of
tivity published the quintessential book on TPM, TPM Develop- Lean including Mr. Iwata, Mr. Nakao, Dr. Shingo, Dr. Fukuda
ment Program by Seiichi Nakajima whose proven and time tested and others. We understand the origins of Lean and TPM and
principles remain the foundation of Productivity’s TPM practice. what it takes to make them work in today’s complex organiza-
tional environments.
We have been doing this for a while and we know our stuff…
We have been producing TPM conferences for more than two decades Productivity is a Lean Pioneer…
and in the process have launched thousands of careers! Today there Productivity was the first organization to introduce Total Produc-
are many conferences on the market…some bigger and some smaller, tive Maintenance and Lean concepts to American manufacturers,
but none more dedicated to delivering a powerful educational experi- the first organization to offer TPM and Lean training and
ence, in an interactive and fun environment. The Productivity confer- consulting, and the first organization to publish books on the
ence is an educational event unlike any other. subject.

To Learn More… To learn more about Productivity’s products and services visit our website at www.productivityinc.com


Conference Registration
GROUP DISCOUNTS!
Register three people and receive 10% off each CONFERENCE SELECTIONS
Please choose one workshop/case study from each time slot.
registration. Register four people for the event you get the fifth
MONDAY, JUNE 21
free. Larger groups, please call for special pricing. 1:00pm-5:00pm A1 TPM Tactical Planning
Register today! Knowledge Transfer
Sessions
A2 Focused Equipment Improvement
A3 Coordinating and Leading the TPM Effort
REGISTRATION INFORMATION
Please type, print clearly, or attach business card. Photocopy blank form for additional registrants. TUESDAY, JUNE 22
8:00am-12:00pm B1 TPM Action Planning
NAME
Knowledge Transfer B2 Autonomous Maintenance
Sessions
TITLE B3 Predictive Technologies Overview
and Business Benefits
COMPANY
B4 Training and Skills Development
ADDRESS
1:00pm-5:00pm C1 5S and Visual Controls
Hands-On Activities C2 Mistake-Proofing for Machines
CITY, STATE, ZIP C3 Predictive Tech Tools Test Drive

PHONE ( ) FAX ( ) C4 Standardized Work
C5 Over the Wall: The PIT Training Experience
EMAIL
(Your confirmation will be sent electronically—email is required) WEDNESDAY, JUNE 23
8:00am-12:00pm D1 TPM Audit and Accountability
Knowledge Transfer D2 Maintenance Planning and Scheduling
Sessions
REGISTRATION FEES April 2 (Early-bird) May 1 (Early-bird) After May 1 D3 Quality Maintenance
4 DAY PRICE $2,064 $2,322 $2,580 D4 Over the Wall: The PIT Training Experience
3 DAY PRICE $1,668 $1,876 $2,085 D5 Empowering the Workforce and
Supervisory Skills
2 DAY PRICE $1,192 $1,341 $1,490
1 DAY PRICE $636 $715 $795 1:00pm-5:00pm E1 Quick Changeover
TUES. EVENING NETWORKING EVENT $45 Hands-On Activities E2 Stores Management
$45 $45
E3 Early Equipment Management
Bring your team to the conference and some attend for FREE!
E4 Over the Wall: The PIT Training Experience
Recognizing that budgets are tight, we are offering special group pricing—for
every four attendees you send, you will get the fifth attendee FREE! (Groups of 3
THURSDAY, JUNE 24
individuals will receive a 10% discount off each registration fee).
8:00am-9:00am CertainTeed
TOTAL DUE (PAYMENT MUST BE RECEIVED PRIOR TO EVENT) $ General Session

9:10am-10:10am F1 American Woodmark
Case Studies F2 Sensus
METHOD OF PAYMENT F3 Productivity Inc.
Payment by check or credit card must be received prior to conference.
10:20am-11:20am G1 Delta Airlines
Enclosed is a check for $ Payable to: Productivity Inc., drawn on a U.S. bank. Case Studies G2 Aurora Casket
Charge my MC Visa American Express
G3 Acme Alliance, LLC
Card #
Security Code: V/MC 3 digits from card back, AMEX 4 digits from card front 11:30am-12:30pm H1 Boeing Canada
Exp. Date Case Studies H2 Wrigley
Name on card (please print) H3 L.B. Foster Company
Credit Card billing address:
1:15pm-3:00pm K1 Team-Based Problem-Solving (CEDAC)
Knowledge Transfer K2 Team Dynamics and Conflict Resolution
Sessions

CALL: 1-800-966-5423 or 203-225-0451
Registration ONLINE: www.totalproductivemaintenanceconference.com

Options: DOWNLOAD: For a downloadable registration form go to www.totalproductivemaintenanceconference.com
and fax it back to 1-203-225-0771 or mail it to:
Productivity Inc. 4 Armstrong Road, 3rd floor Shelton, CT 06484

Tpm conference pdf_2010

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Similar to Tpm conference pdf_2010

Similar to Tpm conference pdf_2010 (20)

Tpm conference pdf_2010