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| Upcoming Classes |
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| October 4-6, 2010 |
Raleigh, NC |
Marshall Institute Training Center - (919) 834-3722 |
Register
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| November 2-4, 2010 |
Las Vegas, NV |
Hilton Garden Inn Las Vegas Strip South - (702) 453-7830 |
Register
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| December 7-9, 2010 |
Raleigh, NC |
Marshall Institute Training Center - (919) 834-3722 |
Register
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| Standard Price $1,095 |
TPM has been evolving for over 25 years...
...Marshall Institute has been refining it all along the way...
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( Adobe PDF format)
Ten Specific Benefits of TPM You Will Learn by Attending This Seminar:
- How to implement TPM in existing facilities, large and small, union or non-union
- How TPM/TPR complements and supports your Lean and Six Sigma efforts
- Why Autonomous Maintenance is not enough, and why implementing ALL elements of TPM/TPR is critical for improving equipment reliability and effectiveness
- The importance of assessing the current systems to determine where to start with TPM/TPR
- The critical importance of internal champions, and total involvement and support at all levels in the organization
- How to combine "quick wins" with improved systems to achieve long-term, sustainable change
- How to establish small groups and Equipment Improvement Teams (EITs) in your organization
- The difference between "chronic loss" and "sporadic loss"
- Why auditing is a critical component of a successful TPM/TPR process
- How to use the TPM/TPR Implementation Model to embed and sustain the changes, leading to a successful, sustainable TPM/TPR effort
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Achieving Total Process Reliability Through TPM
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.
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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.
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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.
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Special Features
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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.
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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.
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Who Should Attend This Seminar?
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- VP Operations
- VP Production
- VP Engineering
- Maintenance Directors
- Manufacturing/Production Managers
- Union Officers
- Maintenance Superintendents
- Labor Relations Managers
- Maintenance Personnel
- Production Managers
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- Continuous improvement Managers
- Reliability Managers
- Financial Managers
- Maintenance Supervisors
- Reliability Engineers
- Union Committees
- Plant Industrial Engineers
- Operations Managers
- TPM/TPR Coordinators
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Program Content
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
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Seminar Facilitators
Greg Folts, President, is an experienced TPM and maintenance consultant, leading Reliability improvements at manufacturing sites around the world. As a seasoned manager of continuous improvement, Greg gained his knowledge first-hand implementing TPM, LEAN principles, Six Sigma, and ACE initiatives in a 1000 employee, union factory. In addition, Greg has conducted numerous Kaizen events, Workshops in Autonomous Care, 5S, TPM Train-the Trainer, and Root Cause Analysis. He has assisted in developing TPM and maintenance improvement strategies for Boeing, Harley Davidson, BMW, Mercury Marine, Monsanto, Leggett & Platt, Appleton Papers, Federal Mogul, Shell, etc, saving millions of dollars. Greg is passionate about improvement processes – his enthusiasm is contagious.
Nick Flynn, Senior Consultant, Mr. Flynn is an industrial engineer with over 25 years of experience in program and project management and lean manufacturing practices and processes. While working in the aerospace and defense industries, he was responsible for leading Total Productive Maintenance and Continuous Improvement projects. He promoted and organized activities throughout the factory to achieve greater equipment effectiveness and trained machine operators to share responsibility with maintenance for routine inspection, cleaning, and minor repairs, increasing productivity and quality, optimizing equipment life cycle cost, and enhancing employee job knowledge and skills.
Frank Hammitt, Senior Consultant, is an experienced engineer, maintenance professional, TPM and Lean consultant. Over the last thirty-three years, he has worked in the areas of production control, manufacturing, engineering, quality, and maintenance. Most recently, he has consulted in various plants using World Class Maintenance techniques to develop corporate level strategy and mission initiatives and to deploy the tactics to the plant floor. He has instructed and implemented Total Productive Maintenance and Lean Manufacturing in numerous and diverse manufacturing facilities to achieve positive results. His TPM efforts have improved ROI by 30%; profitability by 243%; and improved equipment uptime by 42%.
Tracy Strawn, Director of International Programs, is a Maintenance and Reliability Consultant with over twenty years experience in the process/process manufacturing industries. His experience encompasses maintenance and repair on production equipment, production plants and facilities including rotating equipment and high voltage power systems. As a Maintenance Foreman and Process Reliability Supervisor he has designed and implemented a number of maintenance and reliability strategies and change efforts including CMMS, Planning and Scheduling systems, PM and PdM programs, Root Cause Failure Analysis, TPM, RCM and Continuous Improvement working to achieve positive results in both union and non-union environments.
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