TPM CYCLE D

Total Productive Maintenance
© 2016 The Leadership Network®
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TPM CYCLE D

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Day 3 - Four Cycle-11 Step TPM
Review
Performance
Criteria &
History
Measurement
& Opportunity
analysis of
KPIs
(incl. OEE)
Equipment
Criticality
Assessment
Condition
Appraisal &
Restoration
plan
Root cause
Analysis &
Problem
Resolution
Individual
& Team Skill
Development
Leadership
&
Behaviours
Audit & Review
Process
MEASURE
CURRENT STATE
& IDENTIFY
OPPORTUNITY
CONDITION
REVIEW
(INCL. SAFETY
ENERGY, &
ENVIRONMENT)
PROBLEM
PREVENTION &
BEST PRACTICE
ROUTINES
FUTURE STATE
REALISATION
THROUGH A HABIT
OF CONTINUOUS
IMPROVEMENT
Feedback
A
B
C
D
Assess
Hidden
Losses/wastes
& Set
Improvement
priorities
Develop
Future Total
Asset Care
Best Practice &
Standard Work
1 2 3
4 5 6
7 8
9 10 11

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• The steps within Cycle D show significant overlap
with wider systems in the business
• These systems include:
– System of improvement also part of Cycle C
– System of people life cycle management and skill
development
– Engagement
– Systems of behaviour deployment and measurement
– System of strategy deployment
Cycle D

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People engagement
‘People are the only company asset with an infinite
ability to increase in value’ Shingo Institute
Discuss.
Do we believe this to be true?
If so why?

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• In your organisations describe the processes by
which you engage the ‘hearts and minds’ in your
organisation.
• List them.
• Rate them 1 to 5
– 1 = not work very well
– 5 = excellent
System for winning Hearts and
Minds?

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Examples of Business system
Alignment and TPM
Maintenance
and asset
optimisation
system
Supplier Management
and integration system
People recruitment,
development and
performance
management system
Order Fulfilment system
Strategy Deployment
and Management
system
Developing New
products system

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• The detailed understanding of the needs of the
equipment as regards
– regular maintenance checks
– operator asset care checks
– standard ways of working such as a precision change
over,
• allow the team to define clear areas for skill
development and knowledge transfer.
• In each relevant work area, the team develop a
defined ‘Skills matrix’ which can be used to
measure progress and identify gaps.
Step 9 - Individual and team
skill development

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• It is not unusual for the TPM process to highlight
particular skills within individuals which can be
harnessed and developed to the benefit of the
company.
– Operators become technicians’ supervisors or trainers.
– Technicians become engineers or equipment or process
designers.
• Companies have achieved this level of employee
development and engagement through the
application of effective TPM programmes.
Step 9 - Individual and team
skill development

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4 x Principles to Follow:
1. The Maintenance Technician will carry out the
Planned Maintenance (PM) Schedules &
Programme, where a technical judgement is
required.
2. Every job the Technician does is recorded. Analysis is
carried out in the TPM activity sessions. The trends
can then be used to initiateContinuous Improvement
Activities as partof Steps 7&9
3. The Technician trains the Manufacturing Staff to carry out the Front
line Operator Asset Care Activities. If the Manufacturing Staff do not
do it correctly, it is normally because they have not been shown how to
do it or the Standard Work Instructions are inadequate
4. Every Technician, as part of his induction programme, spends time on
the line or process making product and this quickly develops empathy
with the Manufacturing Staff.
The TPM Role of The Maintenance
Technician

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AREA UNDERSTANDING SKILL REQUIREMENT
Maintenance • Quality Maintenance
Strategy
• Condition Monitoring
• Improving Component
Reliability (MTBF)
• Reliability Centred
Maintenance
• Reducing Mean Time To
Repair (MTTR)
• PreventativeMaintenance
• Operator Asset Care • Failure Analysis
(FTA, FMEA)
• Conditions For Zero
Breakdowns
• P-M Analysis
• Breakdown Analysis
• Machine Components
(Functional Analysis
• Visual Controls (including 5S
Skill Set of the Maintenance
Technician

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4 x Principles to Follow:
1. The operator predicts a problem before it happens
(i.e. tighten station clamp/air leaks etc.) and corrects
provided it is within their competence and skill set
2. The operator will carry out all checks and inspections which
don’t require a technical judgement. Any faults found
are fixed by him/her (i.e. worn hoses/loose limit switches)
and reported to maintenance if outside their scope.
3. The operator will carry out set-ups and changeovers to the product or
process. As a result, he/she is more aware of the equipment functionality
process logic sequence, cycle time and quality requirements and
implications
4. The operator initially responds to all breakdowns before involving the
maintenance technician. Because of their experience working with the
equipment, simple faults can be tackled (i.e. parts being mis-located,
adjustments, alarms.
The TPM Role of The Operator
These four aspects give a high level of
OWNERSHIP

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AREA UNDERSTANDING SKILL REQUIREMENT
Operation • Normal/Abnormal Running • Able To Record / Measure
• Statistically
• OEE
• Asset Care • Lubrication
• Equipment Based Losses • Inspection
• Equipment Control • Cleaning Standards(5S)
• C.I. Activities
• Asset Care
• Problem Solving
• Team working
Skill Set Requirements
of The Operator

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• Ability to detect abnormalities
• Able to understand
• OEE
• Quality
• Level checks
• Routine line inspection
• Cleaning standards(5S)
• C.I. Activities
• Front line asset care
• Action teams
• Team-based working
• Trending and Visual Mgt
• Condition monitoring
• Criticalityassessment
• Refurbishment
• Planned maintenance
• Failureanalysis (FMEA)
• Conditions for zero breakdowns
• A3 problem solving
• Breakdown / event analysis
• Machine components
(functional analysis)
• Visual management and
trending
Skills Assessment
Where are we now ?
Operative Skill Requirement Maintainer Skill Requirement

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• Take the above list for your own organisations.
• Score each section between 1 and 10 for each
element for both operator and maintainer.
• If you have high score why are they high?
• If you have low score why are they low?
Self Assessment - Skills

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Four Cycle - 11 Step TPM
Review
Performance
Criteria &
History
Measurement
& Opportunity
analysis of
KPIs
(incl. OEE)
Equipment
Criticality
Assessment
Condition
Appraisal &
Restoration
plan
Root cause
Analysis &
Problem
Resolution
Individual
& Team Skill
Development
Leadership
&
Behaviours
Audit & Review
Process
MEASURE
CURRENT STATE
& IDENTIFY
OPPORTUNITY
CONDITION
REVIEW
(INCL. SAFETY
ENERGY, &
ENVIRONMENT)
PROBLEM
PREVENTION &
BEST PRACTICE
ROUTINES
FUTURE STATE
REALISATION
THROUGH A HABIT
OF CONTINUOUS
IMPROVEMENT
Feedback
A
B
C
D
Assess Hidden
Losses/wastes
& Set
Improvement
priorities
Develop
Future Total
Asset Care
Best Practice &
Standard Work
1 2 3
7
4 5 6
9
8
10 11

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• While step 10 is towardsthe end of the model,
questions about inappropriate and appropriate
behaviours arise all the way through the TPM
process.
• The initial scoping assessment and perception
surveys highlight the impact of behavioural and
cultural aspects, early in the programme.
Leadership and Behaviours

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Enterprise Excellence Journey
Reactive
Proactive
Excellence
2
1
3
4

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1
2
3
4
Problems given to
management- top down
improvement
Bottom up
improvement
-Stabilise
Self managed team
activities
-Optimise
World class
Performance
4 zero’s
Reactive
Proactive
4 Milestones of TPM &
Team Performance
Forecast with
Confidence
Optimising &
Improving
Gaining
Control
Stabilising
Behaviours and Leadership style critical:
Coaching
Engagement
Delegation

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Local Management Review Process-
The Scoping Study
FEEDBACK:
• Key Success Factors
• Benefits
• Risk assessment
• Way Forward
• Business Objectives
• Vision
• CurrentInitiatives
• CI Progress to date
Assess People’s
Perceptions
& Feelings
• Assess OEE
• Produce Production
Loss Profile
• Review Implications
for Pilot
• Potential Pilots/Roll
out/ 5 S activity
ProjectInfrastructure
& Governance
•Programme Definition
•Cost implications
Mobilise/Agree
Individual Needs
Pilot1
Pilot2
Pilot3
DevelopmentNeeds:
• Awareness
• Pillar champions
• Facilitator
• PilotTeams
• Management
1
2 3 4 5
6
7
8
9

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Assess People’s Perceptions
& Feelings

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1 Month 2 - 6 Months 7-24 Months +
Roll-Out EvolutionPilot Process
Typical TPM Implementation Process
Scoping
Study
Senior
Management
Workshop
4 x Day
TPM
Practitioner’s
Workshop
Secure Management Commitment Trial & Prove the Route Milestones 1-4
POLICY DEVELOPMENT & DEPLOYMENT
Pilot Projects,
Plant Clear
& Clean,
Training &
Communication
Feedback
Management
Review
Improvement Zone Partnership
Operational Improvement
Project Improvement
Business Process Improvement
Perception Survey Takes place here.
Indicates very early on cultural and
behavioural issues that will need to
be address as part of ongoing
sustainment of programme.

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PEOPLES PERCEPTIONS & FEELINGS
WHAT HINDERS PROGRESS
Maintainers Operators Key Contacts TOTAL
1 We have an I operate you fix mentality 50% 27% 0% 26%
8 Production & Maintenance pull in opposite directions 50% 0% 0% 11%
41
We don’t work as a team to improve the quality of our
maintenance
0% 0% 0% 0%
7 People are reluctant to say what they think 0% 27% 0% 15%
4 Groups do not get together to work on common problems 17% 0% 0% 4%
10 Skills are picked rather than learnt systematically 50% 47% 66% 51%
39 Our spares stock holding is not as good as it should be 33% 7% 0% 11%
31 We suffer from too many initiatives 33% 7% 17% 15%

50% or greater strength of feeling

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PEOPLES PERCEPTIONS & FEELINGS
WHAT HELPS PROGRESS
Maintainers Operators Key Contacts TOTAL
40 We should introduce a CI/TPM Approach 100% 100% 100% 100%
48 Standard methods are seen as important 83% 100% 100% 96%
45 The company does take safety seriously 100% 100% 100% 100%
15 The company operates on new ideas 50% 100% 100% 89%
43 Unit cost information is made available to me 83% 87% 83% 85%
2 Lines of responsibility & accountability are clear to me 50% 93% 100% 85%
9 I am asked my opinion by my boss about the job I do 100% 100% 100% 100%
42 Most of my work is planned 100% 93% 100% 96%
Greater than 80% strength of feeling except where highlighted

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EXAMPLE - PEOPLE’S PERCEPTIONS
AND FEELINGS
EmployeeInvolvement
Participative Management
High
Low
Low
Maintenance x 6
Operators x 10
Key Contacts x 6
v
100%
40%
60%
v
v
v
v

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• As we analyse and understand our processes and
systems in more detail during implementation we
begin to identify good and bad behaviours and their
impact on both process performance and
engagement
• However, our initial focus should be on the
processes and systems that give rise to observed
behaviours rather than individuals

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Principles Behaviours & Systems

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Technical issues with Process

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• We want people to work in teams not silo’s.
• We want people to be interested in their process and what
they do.
• We want leaders to support and enable this interest!
• We want an environment that is safe where people’s
opinion or ideas can be respected and valued.
• We do not want an environment where ideas are ignored or
shot down.
• We do not want an environment where visual management
boards are feared rather than seen as an engagement
process to enable a system of improvement!

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• The TPM process highlights those behaviours that
will enable or disable a sustainable culture of
continuous improvement.
• In step 10 the leadership team along with other
colleagues define the ideal behaviours for their
business and articulate clearly how these ideal
behaviours should be expressed at all levels of the
business.

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• Keep their team safe!
• To Manage & Deliver the Manufacturing Processes
• To Manage & Develop their Team / People
• To “Facilitate” Target Driven Continuous Improvement
Leader’s Job!
è The first two are usually both a ‘Given’ & Accepted
è If the third and fourth are regarded as “Optional’’- it will
not happen!!

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• Standards - Which are Consistently Communicated & Applied
• Responsiveness & Pace - When Deviations Occur
• Continuous Improvement - By Stretching the Standards
• Striving for Perfection - So We at least Make Progress
• Value Streams Ownership - Micro to Macro-M/c to Supply Chain
• Respect - For our Customers & Employees + & those Standards
• Autonomy - Putting our People before Products/Service
Leadership Observable Behaviours?

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• Leaders Standard Work is the first
line of defence and if followed gives
the other three elements a chance
• The Visual Controls translate
performance of every process into
expected vs. actual results
• Through Daily Accountability the
leader can steer, setting direction for
improvement activity in an
area…where there are gaps in
performance
• Discipline, especially leaders’
discipline is the fuel that powers the
engine that makes the car go!
The Four Elements : David Mann
Creating a Lean Culture

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Three Insights of Enterprise Excellence
Insight #1:
Ideal Results Require Ideal Behaviour
Insight #2:
Beliefs and Systems Drive Behaviour
Insight #3:
Principles Inform Ideal
Behaviour
Principles guide us
toward ideal
Behaviour? ][

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Ideal Behaviours
• Can be
–Observed
–Measured

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What are principles?The Shingo Model & Guiding Principles

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Principles Informing us of
Ideal Behaviours
What Behaviours do we need?

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• Why do we believe the principles are
important to us?
What do we believe about the
principles?

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Principles & Beliefs: Example
Initially 5 Principles
reviewed for Beliefs

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• Considering the Principle and why we think it is
important, what are the behaviours we would
observe if the principle was being lived?
• Leader
• Manager
• Associate
Thinking about Behaviours?

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Developing
Behavioural Norms
Ideas on Behavioural Norms

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Leader: Manager:
Create Value For Customers
Associate:
Definition
Ultimately, value must be defined through the lens of what a customer wants and is willing to pay
for. Organizations that fail to deliver both effectively and efficiently on this most fundamental
outcome cannot be sustained over the long term.
Because we believe:
Our Way of Working:

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Leader:
Understands and translates
who our customers are, their
needs, and what the business
will need to do to meet
customers basic needs.
Supports environment to enable
the discovery of added value
opportunities for customers.
Manager:
Manages and improves
processes and systems that
deliver customer value.
Keeps clear focus on needs of
customers and regularly
communicates performance to
those needs.
Seeks opportunities to provide
additional customer value.
Create Value For Customers
Example
Associate:
Understand the needs of
customer and operates
defined processes to meet
customer requirements.
Immediately identifies
instances where customer
value is at risk and supports
efforts to eliminate or reduce
that risk.
Definition
Ultimately, value must be defined through the lens of what a customer wants and is willing to pay
for. Organizations that fail to deliver both effectively and efficiently on this most fundamental
outcome cannot be sustained over the long term.
Because we believe:
The trust our customer have in us ensures our success as a business.
Our Way of Working:
We understand our customers needs and deliver on our agreed commitments

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Leader:
Constantly promotes the
overall success of the site
rather that that of an
individual business unit.
Aligns goals and objective
to ensure site success.
Manager:
Reviews the effectiveness
of upstream and
downstream processes to
ensure overall success of
the business.
Ensure interactions across
company are understood by
associates.
Think Systemically Example
Associate:
Need to understand how
their role effects the wider
system be open to
requirements of wider
processes.
Definition
Solutions to organizational problems must consider the connectedness and impact of the one on
the many. The broader the perspective of any individual or team, the greater their ability to
conceive of and implement solutions that create a positive outcome for the enterprise.
Because we believe:
Understanding how all the elements of our business work together allow us to ensure our
success in the eyes of our customers and stakeholders
Our Way of Working:
We collaborate to across our business and share information in an open and transparent way.

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Leader:
Leads by example and goes to
the work often to support
opportunities for learning about
the process (problems).
Ensure the design of processes
to minimize waste.
Manager:
Supports the team to define
one best way of working and
ensure conformance to that
standard.
Ensures effective monitoring of
process performance
Supports team to challenge
make improvement to the
process.
Focus On Process - Example
Associate:
Understand and conforms
to the requirements of the
process. ‘Listen’s’ to and
observes’ the process to
ensure consistent
performance. Suggest ways
to reduce waste in the
process
Definition
All outcomes are the consequence of a process. It is nearly impossible for even good people to
consistently produce ideal results with a poor process. The vast majority of the time issues are
rooted in imperfect processes, not the people.
Because we believe:
Efficient and effective processes set people up to succeed and ensure the right
outcome every time.
Our Way of Working:
We work to understand our processes in detail so we can challenge and improve them. When
issues arise we examine our process first, rather than seek to blame.

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• Understand the purpose of the system & manage the
organisation as a system with trust & delegation
• Design the system against demand & deal with demand
variety
• Derive measures from the work-not arbitrary targets
• Modify traditional management thinking of set, measure &
monitor resources, to one where the….
• Role of management changes to set the standards and
provide the resources –and then delegate to and trust your
staff to act on the system with pace and responsiveness
when deviations occur from standard with robust audit /
integrity processes
Consider a new way of working

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Purpose Guiding Principles Behaviours Performance
Why does this system
exist?
What principles should
it bring to life directly?
What are the ideal
behaviours we need
this system to support
and enable ideal
behaviours
Leader, Manager,
Technical, Associate?
What KPIs’ and KBIs’
might we put in place
to measure the
performance of the
system?
Asset Management System

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• Adherence to defined standards
• Valid suggestions
• Speed to close out issues effectively
• As a supervisor/manager the number of people I
recommend for recognition whose selection is
supported by my peer group
• Effective personal development
• Number of good catches safety or quality
• What other KBI may be relevant in a TPM context?
Examples of KBIs

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Command & control Characteristic Systems thinking
Top down thinking Perspective Outside in & bottom up
Set by management
Performance &
standards
Determined by user
Separated from work Decision Making At the workplace
Tell and Sell
Set & manage
resources
Role of management
Coach & Mentor
Improvesystem service
Carrot & stick Employee motivation Pride & ownership
Command & Control
Vs. Systems Thinking

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Focus & Influence Time Horizons
What we have today-Micro Management
Business Lead
Team
Shift Process
& Line
Leaders &
Teams
VS &
Production &
Maintenance
Managers
Monthly Qtrly
Primary ➼ ➼
Primary ➼ ➼ Primary ➼ ➼Sec ➼
Sec ➼
Sec ➼Primary ➼ ➼Sec ➼
Sec ➼
Annually
See Next Slide for What we Need ►
Primary ➼ ➼
Primary ➼ ➼Primary ➼ ➼
Note-Sec=Secondary Focus
Shift / Daily Weekly

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Focus & Influence Time Horizons
What we need from tomorrow onwards!
Monthly Qtrly
Primary ➼ ➼
Primary ➼ ➼
Primary ➼ ➼Sec ➼
Sec ➼
Annually
Primary ➼ ➼
Primary ➼ ➼
Note-Sec=Secondary Focus
Shift / Daily Weekly
Sec ➼
Primary ➼ ➼
Business Lead
Team
Shift Process
& Line
Leaders &
Teams
VS &
Production &
Maintenance
Managers

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The Right
Framework &
Infrastructure
üü
..to Generate
the Right
Behaviours
???
….use of the
Right Tools &
Techniques
üü
A Sustainable Continuous Improvement
Environment Demands:-

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Effective Communication = Team
Work
Com m u n i ca t i on
Total Today
Productive People
Maintenance Matter
Being
Informed
Being
Involved
Being Part of
the decision
Process
Being Treated
with Respect
Gaining
Recognition and
Self Esteem
Being
prepared for
change
Being a part
of change
Influencing
the outcome
This is Our Aspiration !!
►
If it Stops Here
We’re in Trouble
If it Stops Here
We’re in Trouble◄

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Four Cycle - 11 Step TPM
Review
Performance
Criteria &
History
Measurement
& Opportunity
analysis of
KPIs
(incl. OEE)
Equipment
Criticality
Assessment
Condition
Appraisal &
Restoration
plan
Root cause
Analysis &
Problem
Resolution
Individual
& Team Skill
Development
Leadership
&
Behaviours
Audit & Review
Process
MEASURE
CURRENT STATE
& IDENTIFY
OPPORTUNITY
CONDITION
REVIEW
(INCL. SAFETY
ENERGY, &
ENVIRONMENT)
PROBLEM
PREVENTION &
BEST PRACTICE
ROUTINES
FUTURE STATE
REALISATION
THROUGH A HABIT
OF CONTINUOUS
IMPROVEMENT
Feedback
A
B
C
D
Assess Hidden
Losses/wastes
& Set
Improvement
priorities
Develop
Future Total
Asset Care
Best Practice &
Standard Work
1 2 3
7
4 5 6
9
8
10 11

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• For any system to sustain into the future it needs to
have checks and where necessary rebalances to
ensure it stays on track. The TPM audit and review
process combines with activities such as leader
standard work and visual management to ensure
that what we think is happening is really
happening! It also allows us to clearly identify
progress towardsdefined world class standards.
The audit or ‘honest checks’ within step 11
enables the appropriate improvement
conversations.
Audit and Review

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• It is vital however, that leaders and supervisors
have the skills to deliver effective conformance (not
punishment!) conversations. This is a critical
leadership skill which enables a sustainable
continuous improvement environment.
Punishment is personal, conformance focuses on
the process and the defined standards.
Audit and Review

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• The audit and review process both defines how we
measure progress along the TPM and overall
enterprise excellence Journey, and how we
maintain and continue to improve on the standards
that the teams have achieved
• Audits consist of
– ‘Top Down’ assessment of organisational and strategic
alignment to TPM as a critical system
– ‘Bottom Up’ TPM implementation and milestone review
Audit and Review

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Asset Care as an Enabler 30 Point
Review for what we are looking for
Support for Characteristics of Manufacturing Best Practice
Business Management
Strategy
4
• Customer Value Focus
• Seen to Reduce Elapsed Time (Operations, New Products, Lead Times)
• Align Production Cycle with Demand Profile
Infrastructure and
Technology
3
• Process based Organisation rather than Functional
• Control Variation then Reduce it through Equipment & Process Capability-Stabilise
then Optimise (Sporadic then Chronic)
Systems in Place and
Working
7
• Simple Visual Systems-SIS or Control by Shift
• Easy to do Right and Difficult to do Wrong
• Condition Based and Prevention Focus
• Pull Logistics
Objective Feedback
1 (15 Hard )+2
• Shared Objectives, Single Agenda for Change
• Shop Floor Evidence based Recognition
Training and Skill
Development
6
• Formalise and Standardise Best Practice
• Simplify and Fool Proof
• Capture Lessons Learned & Build Capability
• Flexibility towards Versatility
Cultural Indicators 4 • Continuous Improvement as part of the Job & LIFE
Motivation 3 (15 Soft) • 100% Involvement :-Let Operators have the First Chance to Solve Problems

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Top Down Review Summary
Pharma - August 2016
HEADING SCORE % RANKING
A – Business Strategy 7.5 / 15 50% = Second
B – Infrastructure & Technology 8.0 / 20 40% Sixth
C – Systems in Place and Working 19.0 / 35 54% First
D – Objective Feedback & Communication 5.0 / 15 33% Seventh
E – Training & Skill Development 15.0 / 30 50% = Second
F – Cultural Indicators / Teamwork 9.0 / 20 45% Fourth
G - Motivation 6.5 / 15 43% Fifth
SUMMARY SCORE %
Hard Management Aspects 36.5 / 75.0 49%
Soft Cultural Aspects 33.5 / 75.0 45%

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Top Down Review Summary
SHC-August 2016
HEADING SCORE % RANKING
A – Business Strategy 8 / 15 53% Fifth
B – Infrastructure & Technology 13 / 20 65% =Second
C – Systems in Place and Working 20 / 35 57% Fourth
D – Objective Feedback & Communication 7 / 15 47% Sixth
E – Training & Skill Development 11 / 30 37% Seventh
F – Cultural Indicators / Teamwork 13 / 20 65% = Second
G - Motivation 10 / 15 67% First
SUMMARY SCORE %
Hard Management Aspects 44 / 75 59%
Soft Cultural Aspects 38 / 75 51%

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Interpretation of the Result
Excellent Control and
Understanding of the
Business
L
People are really
Encouraged and Active
but in an Unstructured
Way and Potentially
Destructive Way
Poor Reward,
Recognition and
Encouragement
Weak Infrastructure for
Change. Limited Control of
Key Business Issues and/or
Technology
In Theory Everything Works but
the Operation is Vulnerable to
Change and Potentially slow to
Identify Opportunities
Excellent
Recognition and
Motivation to
Continuously
Improve
4 yr WC
B’Mark
Pharma
36.5 H
33.5 S
SHC
44.0 H
38.0 S
75.0 37.5
37.5

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Ø Lack of Clear, Consistent Leadership and Direction
Ø Lack of thorough Planning ,Preparation, Measurement
and Feedback
Ø The Change Programme has no Clear Vision
Ø Lack of a thorough Risk Assessment & Countermeasure
Definition at the start
Ø Poor, Inadequate, Inconsistent and Ineffective
Communication
Ø Unclear Roles, Responsibilities, Accountabilities and
Expectations
Ø Lack of Involvement of Key Players / Continuity
(1=Poor, 2= Fai r , 3=OK, 4= Very Good, 5= Excellent)
Reasons for Lack of Sustainability

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Ø Lack of Clear, Consistent Leadership and Direction
Ø Lack of thorough Planning ,Preparation, Measurement
and Feedback
Ø The Change Programme has no Clear Vision
Ø Lack of a thorough Risk Assessment & Countermeasure
Definition at the start
Ø Poor, Inadequate, Inconsistent and Ineffective
Communication
Ø Unclear Roles, Responsibilities, Accountabilities and
Expectations
Ø Lack of Involvement of Key Players / Continuity
(1=Poor, 2= Fair , 3=OK, 4= Very Good, 5= Excellent)
Reasons for Lack of Sustainability
Score
1
3
4
4
1 to 2
2
1

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1
2
3
4
Problems given to
management- top down
improvement
Bottom up
improvement
-Stabilise
Self managed team
activities
-Optimise
World class
Performance
4 zero’s
Reactive
Proactive
Bottom up honesty checks
4 Milestones of TPM &
Team Performance
Forecast with
Confidence
Optimising &
Improving
Gaining
Control
Stabilising

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Does it allow everyone to:
1. Take part in continuous improvement (all levels &
departments)?
2. Make a high number of suggestions per year?
3. Be responded to quickly (to implement them or not)?
4. Get involved in improvement regularly (and evenly in a team)?
5. Resolve ideas quickly?
6. See the connections between the different levels of
improvement?
7. Escalate or transfer ideas as required?
8. Receive support from the layer above or other relevant people?
9. Receive recognition for their improvements?
10. Behave in the right way, as if they owned the business?
Continuous Improvement: The Ten
Tests

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To what degree did your observations match the ideal?
System & Behavioural Assessment
Level 1 Level 2 Level 3 Level 4 Level 5
Does not match Barely matches Somewhat
matches
Closely matches Very closely
matches

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What is Working?
What is Working Well? What is not Working Well?
What is Missing? What are the Key Learnings?

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• An example + Plus 2 x Exercises…..
– Business Drivers & TPM’s Potential Contribution
– What will stop TPM Taking Hold?-Risks &
Countermeasures
Does Total Asset Care
Pass the ‘So What’ Test?

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Business Drivers
Potential
Impact of
TPM –Team A
Profitability 3
Meet Customer Requests 3
Quality with Compliance 2
Safety 3
Reputation 3
Cost Competitiveness 3
Increase Market Share 3
Reduce Inventory 2
Increased OEE 3
0 = None 1 = Some 2 = Significant 3 = Major
Business Drivers
Potential
Impact of TPM
–Team B
Reduced Cost of Production 3
Increased Quality 3
Meet Deliveries on Time 2
Increased Outputs / OEE’s 3
Good Safety record 2
MinimiseInventory Levels 2
MinimiseLead Times 2
Increased Competitiveness 3
1 Day Site Management Team
Workshop Outputs
Total Score 20 / 24 = 83%Total Score 25 / 27 = 93%

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Team B---Stoppers Team B----Countermeasures
People’s Attitude / Understanding § Relevant Training
Fearof Change / New Roles § CommunicationPlan & Cascade
Benefit not immediately Apparent § Planning of Work / Publicise Results
Poor Teamwork § Improve Understanding thro’ coaching
Lack of Perseverance / follow through § Persist through Review and Action+ Pillar Champs
Lack of Support /
Commitment from Management
§ Provide necessary Support / resources/ Budget
What Will Inhibit These
New Ways of Working ?
Team A ----Stoppers Team A----Countermeasures
Lack of Acceptance & Buy-in
§ Engagement thro’ Education
§ Building Teams
Fearof Change § Reassurance & Involvement from Start-Up
Cost & People Resources § Investment.Make resources available.Planning. Re-structuring
Unrealistic Expectations
§ Milestone Recognition
§ Education, Training & coaching
§ Recognition forevery Improvement (Bigand small)
Poor Communication/ Objective alignment § Ongoing Communication
Loss of Momentum § Put Governance Structure in place-Regular SMT Reviews

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Business Drivers Potential Impact of TPM
0 = None 1 = Some 2 = Significant 3 = Major - Total Score / = %
Question :
What Additionally Can TPM Give?

TPM CYCLE D

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TPM CYCLE D