Top Three Reasons why TPM (Total Productive Maintenance) Initiatives Fail

[mehmetke]

Re: Share your top three reasons why TPM initiatives fail

To me, these are the most dangerous threats to eventually mine TPM project:

1. lack of top management sponsorship from the starting and constantly during the daily activities, assuring needed resources to carry out the project

2. lack of clear communication/ training to the organization people to explain the objectives of the project and how they can actively collaborate and be involved to improve productivity and organization processes, also putting in place a motivation and goals setting process

3. lack of precise plan to implement AM, PM, QM activities as well as the one related to all pillars of TPM. It could useful to deal it with project management approach for the planning, implementation and check and have in place a dedicater structure with facilitators to continuosly foster the project


hope this helps

What would be the suggested YEAR-ONE-GOAL of company, plant population of 4000 operators?

 

[qusys]

Re: Share your top three reasons why TPM initiatives fail

You could start of certification program of the group of AM and PM activities as first launch of the programm.

 

[Marc]

For some general information, also see:

TPM (Total Productive Maintenance).pdf
TPM (Total Productive Maintenance) Basics.doc

 

[mehmetke]

Keeping in mind the starting point of discussion "Top three reasons why TPM (Total Productive Maintenance) initiatives fail", How to determine improvement levels or what should be the usual improvement targets for PQCDSM? (P: Productivity, Q: Quality, C: Cost, D: Delivery, S: Safety, M: Moral)

In other words, what is feasible and appropriate for TPM?

Mehmet Keskiner

underline: corrected

 

[samsung]

Keeping in mind the starting point of discussion "Top three reasons why TPM (Total Productive Maintenance) initiatives fail", How to determine improvement levels or what should be the usual reduction targets for PQCDSM? (P: Productivity, Q: Quality, C: Cost, D: Delivery, S: Safety, M: Moral)

In other words, what is feasible and appropriate for TPM?

Mehmet Keskiner

'"How to determine improvement levels" is OK but I'm stuck a bit at "what should be the usual reduction targets for PQCDSM?" I'm sure you really don't mean to REDUCE 'P', 'Q' & 'M' at the least.

Anyway, coming to your intended question as to how to determine the improvement levels, I strongly advise you to go through ISO 9004 (especially Section 8, Annexure A & B). I'm sure, having read it thoroughly, you will have a great stuff that would enable you to find out the answer to the question by yourself. I haven't so far seen a better standard than this so far as performance improvement matters.

Thanks.

 

[mehmetke]

Keeping in mind the starting point of discussion "Top three reasons why TPM (Total Productive Maintenance) initiatives fail", How to determine improvement levels or what should be the usual improvement targets for PQCDSM? (P: Productivity, Q: Quality, C: Cost, D: Delivery, S: Safety, M: Moral)

In other words, what is feasible and appropriate for TPM?

Mehmet Keskiner

underline: corrected

Any recommenditions? Please share your experiences.

 

[ngkjrs]

I would say so:

Total lack of commitment from Employees
Total lack of commitment from supervisors
Total lack of commitment from Employers and Facilitators

AM autonomous Maintenance per se, is a dry and a boring subject and to woo in interest for workers is bit difficult. At the outset, the workers would object to learn Maintenance activities of the equipment hoping to get more work for same wages. Change management plays a vital role here.

If at all, tagging (of FUGAI Cards) made interesting, we can penetrate this.

I am working on a game sort of thing to insist AM step 1 to 3. Once i am through, i will inform you.

Regards,
Gopal

 

[bpugazhendhi]

Targets for improving Productivity and Quality flow out of the annual plans/targets of the organisation which in turn would be based on the mission/vision of the organisation. Similarly for reduction of Cost, Delivery time and Accidents. But targets for Morale is incomprehensible. It is only subjective. Just a perception.

 

[mehmetke]

I would say so:

Total lack of commitment from Employees
Total lack of commitment from supervisors
Total lack of commitment from Employers and Facilitators

AM autonomous Maintenance per se, is a dry and a boring subject and to woo in interest for workers is bit difficult. At the outset, the workers would object to learn Maintenance activities of the equipment hoping to get more work for same wages. Change management plays a vital role here.

If at all, tagging (of FUGAI Cards) made interesting, we can penetrate this.

I am working on a game sort of thing to insist AM step 1 to 3. Once i am through, i will inform you.

Regards,
Gopal

Any suggestions on the way to establish cost & loss matrix?

 

[mehmetke]

Is there any versions of the "loss matrix"? The one I have attached is very complicated. It is not something to be established easily. Are there any other is way to the "loss matrix"? I do not believe this is the Toyota way.