Total Productive Maintenance has resulted in a strong partnership among operations, maintenance, and engineering. In the US, however, TPM is often identified only with operator-assisted maintenance, also known as Basic Equipment Care, or Autonomous Maintenance. While basic equipment care is only a piece of the whole TPM puzzle, many companies find the term "Total Productive Maintenance" difficult because of the implication of the word "MAINTENANCE". Clearly, the process is more far-reaching.

Traditional TPM vs. TPM/TPR

Based on our new TPM/TPR Implementation Model, this progressive, updated course sets forth an implementation strategy for assisting an organization in understanding their current situation, the value of change, developing the required support structure, and strategy for implementing and sustaining reliability improvement.

By taking the original concepts of Total Productive Maintenance...

   . . . analyzing current systems
   . . . developing a structured implementation strategy
   . . . utilizing internal resources
   . . . motivating a sense of pride and ownership
   . . . empowering companies to make it work for them . . .

And adding structured tools...

   ...such as Root Cause Analysis, PM Optimization, and others, we have refined TPM into Total Process Reliability "TPR".

We have created a strong strategic planning process to embed and sustain support for TPR. We have added the development of process guides to standardize systems.

As a result, Marshall Institute has established TPR as our approach to improving operational reliability of major assets.

Goals of TPM/TPR

Zero Breakdowns, Zero Defects, Zero Minor Stoppages and Lower Costs Losses are identified and attacked by employees. To accomplish these goals, the various phases of the equipment's life span are properly observed and focused effort applied. This program will outline your approach to make this process a winner in your organization.

Special Features

Basic Equipment Care

We will show you how Operator Involvement and Skill Development play important roles in improving equipment reliability. Spotting and responding to deterioration in equipment infancy can prevent breakdowns. 65-75% of all breakdowns can be prevented by having the operator closest to the equipment clean, lubricate, and inspect on a regularly planned basis.

Equipment Improvement Teams

Learn how Equipment Improvement Teams (small group activities) with cross-functional membership can be applied in identifying and resolving equipment problems. We'll show you how to apply these time-tested principles that will move you from reactive to proactive through employee commitment.

• The basic concepts of TPM/TPR
• Understand the principles of maintaining basic equipment conditions through the 7 steps of Basic Equipment Care
• Understand the basic principles of Maintenance Excellence–managing the flow of work, resources, and information
• Understand the principles of developing a training process
• Describe the tools utilized to eliminate chronic problems
• Identify the right resources and principles needed to ensure improved engineering and design of new equipment
• Understand the principles of change management and apply the individual roles of leadership in change management as it relates to TPM/TPR implementation
• Demonstrate the ability to create a short term initial action plan

• VP Operations
• VP Production
• VP Engineering
• Maintenance Directors
• Manufacturing/Production Managers
• Union Officers
• Maintenance Superintendents
• Labor Relations Managers
• Maintenance Personnel
• Production Managers
• Continuous improvement Managers
• Reliability Managers
• Financial Managers
• Maintenance Supervisors
• Reliability Engineers
• Union Committees
• Plant Industrial Engineers
• Operations Managers
• TPM/TPR Coordinators

Basic Concepts of TPM/TPR

Origins of TPM/TPR; TPM/TPR philosophy; goals of TPM/TPR; benefits of TPM/TPR; 3 major principles of TPM/TPR; elements of the organizational structure of TPM/TPR

Assess the Current Systems

Gap analysis and its purpose; selecting areas to assess; organize data to assess the current state; the desired state; when it is not suitable to implement TPM/TPR

Build a Compelling Case for Change

Identify and evaluate the need for change (drivers and barriers); elements of the change process; brainstorm and prioritize the barriers and drivers faced within the organization; principals for developing a business case for change

Develop Support Structure & Implementation Strategy

Characteristics of successful Coalition Roles; identify potential candidates for these roles; training requirements and how your organization would support these roles; importance of education and communication in expanding the support structure; steering committees, implementation teams, and focus teams; purpose and benefits of these teams; identifying individuals to participate on each team; principles to establishing a good vision

Develop Internal Expertise to Drive the Change

TPM/TPR Coordinator/Change Agent roles and responsibilities; identifying potential candidates for the role; Change Agent Workshop Model training concepts

Demonstrate Quick Wins

5Ss; 7 steps of Basic Equipment Care; concepts of Equipment Improvement; categories of losses; the six big losses & OEE; life cycle cost; makeup and function of Equipment Improvement Teams; concepts of Root Cause Analysis using the DMAIC problem-solving process

Improve the Systems

Creating effective process guides; concepts of Maintenance Excellence including proactive integrated maintenance model, elements of a good PM/PdM program, performance measures; key elements of a good maintenance system; factors that lead to good performance and the elements that make up a training model; need for and objectives of Equipment Design Excellence

Embed the Improvements

Linking Key Performance Indicators to leadership's goals; linking TPM/TPR principles with quality standards; auditing process guide implementation

Sustain the Improvement

Monitoring change elements; rewards and recognition; certification

Implementation Steps

8 Phase Reliability Improvement Model; initial Steps

	Greg Folts Mr. Folts is an experienced manager of continuous improvement having gained his knowledge first-hand directing improvement initiatives for an aerospace bearing supplier, MRC Bearings. These initiatives included responsibility for implementing TPM, 5S, lean production, setup reduction, Six Sigma and ACE initiatives in a 1000 employee, union factory. As TPM Coordinator and Facilitator, Greg developed implementation plans, steering committees, area coordinators, machine standards, TPM procedures, training plans and coordinated... Read More
	Nick Flynn Mr. Flynn is an industrial engineer with over 25 years of experience in program and project management and lean manufacturing practices and processes, successfully completing projects budgeted as high as $14 million. While working in the aerospace and defense industries, he was responsible for leading Total Productive Maintenance and Continuous Improvement projects. In these roles, he promoted and organized activities throughout the factory to achieve greater equipment effectiveness and trained machine operators to share responsibility...Read More
	Tracy Strawn Mr. Strawn is a Maintenance and Reliability Consultant with over thirty years experience in the process and manufacturing industries with most of that time spent in the upstream oil and gas industry managing surface and subsurface activities. His experience encompasses maintenance and repair on production and manufacturing equipment including rotating equipment, tanks, vessels, pipelines, instrumentation and controls and high voltage power systems. He has designed and implemented a number of maintenance and reliability...Read More

On-site Training

Are you looking for customized training delivered at your facility?

Are you looking for effective group training?

Do you want training specific to your facility, systems and equipment?

If so, our on-ite training is for you. This cost-effective training method also reduces travel and accommodation expenses. Call Glenna today at 1-800-637-0120 to learn how you and benefit and save from on-site training.