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Lean Roadmap Newsletter
Becoming a World Class Organization
36th Edition  
 
 
The topic for this edition is:  
  • Considerations & Guidelines for Starting a TPM Implementation 
NEW! Policy Deployment Certification Training
Certified Lean Policy Deployment
Facilitator (CLPDF) Training 
 
South Suburban College - Oak Forest Campus
Session Pre-requisites: Certified Lean Facilitator, Lean Master Facilitator, SME certification, Maryland World Class Consortia certification, or equivalent.
 
Purpose of Session: To give participants the skills and abilities to be able to:
1)      Demonstrate to their organizations the need for Policy Deployment
2)      Facilitate their organization through the complete 10 Step Policy Deployment process
 
Materials Required for the Session: A list of your company's current/next fiscal year top-level business goals (real or disguised). 
 
 Session Details:
  • September 27th through October 1st (5 Days - 8 am to 5 pm each day)
  • Location: South Suburban College, Oak Forest, Illinois Campus (South of O'Hare airport)
  • Maximum of 12 participants
  • At the end of this week of training, participants receive a South Suburban College certificate with 37.5 contact hours of training, which the individual may be eligible to apply for professional CEUs.
  • Session facilitator - Vince Fayad
At the end of this session, participants will be able to:
  • Thoroughly understand the need for his/her organization to do Policy Deployment if they wish to fully utilize Lean's potential to improve his/her organization and become World Class.
  • Present Policy Deployment in a convincing fashion to his/her organization's Leadership Team.
  • Facilitate and Lead his/her organization through the 10 Step process so that a business plan can be developed that meets the business objectives/goals of the organization.
  • Follow-up on the process and the Monthly Business Reviews to ensure that Lean and Policy Deployment are the "system" by which his/her organization runs its business. 
To Register for this session, please contact:
Nancy Burrows
Business & Career Institute
South Suburban College 
58 W. 162nd Street
South Holland, IL 60473
708.596.2000 ext. 2556
            nburrows@ssc.edu
 
"Our mission is to Serve our Students and the Community through lifelong learning."
 
For more information and pricingClick Here
Free Lean Webinar Schedule
 
Considerations and Guidelines for Starting   a TPM Implementation 
TPM is the most difficult of all the Lean tools to implement.
 
by Larry Rubrich
 
It is important to understand upfront that TPM is the most difficult of all the "Lean Tools" to implement in companies for two reasons: 
  • A TPM implementation requires the greatest amount of culture change (as compared to implementing other Lean tools) from different groups of people within the organization almost simultaneously.
  • Of all of the areas of potential Lean process improvement within the four walls of an organization, the maintenance of our equipment is the area which is the furthest behind. 
Fortunately, the payback from this implementation, in terms of on-time delivery, reduced scrap, improved productivity, and improved associate morale are probably greater than any of the other Lean tools. 
 
Let's review both of these challenging implementation issues and consider possible solutions.
 
As we look at the organizational culture change required for the TPM implementation, it is important to remember and review the four components of a successful Lean transformation:
 
Lean Components 
 
To successfully implement TPM (as well as any of the other Lean tools) it must be built on a foundation of a Lean Culture and supported by the Lean Policy Deployment part of Lean Planning.
 
The development of a Lean Culture starts with the establishment of Behavioral Expectations. Behavioral Expectations or Codes of Conduct set the culture baseline. An excellent example from the Wiremold Company is shown below:
 
Code of Conduct Only
     
For TPM to be successful, two additional cultural changes must occur:  
  • Management, in most organizations, has always considered the maintenance department to be a "necessary evil," an undesirable "indirect" expense.  Management has failed to properly lead and manage the maintenance activity. As a result of this treatment, maintenance: 
    • Wants to be located as far away from production and management as possible
    • Has little regard for the production process
    • Considers themselves "on call"
    • Uses a "fire-fighting/chicken wire repair" maintenance strategy
    • Makes excuses for lack of maintenance improvements                        
This must change. In Lean, maintenance activities are known to be the foundation of creating World Class manufacturing processes. 
  • The second change is the development of respect for our manufacturing equipment and the products they produce. Often U.S. organizations buy new equipment, ignore or are unconcerned about proper maintenance procedures and schedules, and then proceed to run the equipment into the ground. Then everyone stands around complaining that what the organization needs is new equipment. They buy new equipment and the cycle repeats.
While visiting Japan, we were told by a Japanese Plant Manager, who was watching a brand new piece of equipment being unloaded at his facility, that "this was the worst condition this piece of equipment would ever be in." This reflected a cultural respect for how important the equipment was to their success and how the Japanese never let equipment deteriorate but always try to improve it or make it better (easier to operate, easier to maintain, etc.). 
Additionally, top management must:
  • Make TPM a part of their Policy Deployment goals
  • Support the creation of a full-time Certified Lean Facilitator position (organizations > 100 people)
  • Support, encourage, and discuss the organizational role and culture changes that will be required during this transition
  • Ignore the red flags that TPM will create if the organization is using a "Standard Cost" accounting system
  • Recognize a World Class level TPM implementation can take many years (again, of all the Lean tools/activities, maintenance is the furthest behind)
Other TPM Implementation Considerations
 
1) Some thoughts on supporting the maintenance department culture change:
  • Treat/respect maintenance as the foundation of our processes (not as an indirect cost!).
  • Move maintenance to the center of the processes (if required, 5S during the move).
  • Assign maintenance directly to cells, production lines, and value streams (indirectly to maintenance manager).
 2) Of the five potential maintenance strategies:
 
Breakdown - wait until it breaks then scramble or use the "fire-fighting" strategy, also known as reactive maintenance (this is what many organization are currently doing).
 
Preventative (planned downtime) -- periodic or scheduled maintenance; e.g.,  oiling, greasing, filter changes, etc., to prevent premature wear and breakdowns, combined with periodic major inspections and overhauls which prevent equipment performance deterioration.
 
Predictive -- repair or replace components before failure based on historical information, monitoring equipment operation, or life cycles. Life cycles can be based on:
    • number of cycles
    • operating time in minutes or hours
    • calendar time
    • component wear data
    • variations in component operating parameters
Corrective or Improvement -- Use of "root cause" analysis to determine why a component wore out or failed, followed by equipment modifications or upgrades to prevent recurrence.
 
Maintenance Prevention -- design or specification of equipment components that do not require maintenance. This can include the design or specification of equipment that is easy to clean, inspect, and lubricate.
 
Preventative and predictive strategies can account for 75 - 90% of all
      improvement in the short term.
 
3) The key to an effective preventative maintenance component within the TPM initiative is the machine operators. Up to 75% of breakdowns can be detected and prevented by well-trained associates.
 
4) Component failure analysis studies indicate that from 60-75% of all equipment mechanical failures are a result of lubrication failure (contaminated, wrong type, inadequate, or excessive).
 
5) The cost of a TPM program is optimized (between spending too much and not spending enough) when roughly 90% of all maintenance activities are planned, and 10% are unplanned.
 
6) Often, a good place to start your TPM OEE measurement system is with equipment availability.
 
7) Purchase a TPM computer program only after a manual system, which meets the organization data management and analysis requirements, has been developed.
 
8) Equipment builders who do not support TPM efforts on their already purchased equipment should not be considered for future equipment purchases.
 
9) Consider using a measurement system like the one used to measure Lean Supplier performance:
 
TPM Supplier Measures
 
(courtesy John Walter - MarquipWardUnited)
 
 
To evaluate new equipment purchases:
 
TPM Equipment Measures

Certified Lean Facilitator Training Schedule

Host - Auburn Gear, Auburn, IN

You can attend just one class or start the journey to becoming a Certified Lean Facilitator by attending all 3 weeks.
 
Session dates are:
 
Week 1 - September 13th
Week 2 - October 11th
Week 3 - November 8th 
 
For more information and pricing, Click Here
 
For scheduling, call Kelly at (260) 637-8064 or e-mail kelly@wcmfg.com   
 

Host - South Suburban College, Oak Forest IL Campus (South of O'Hare)

You can attend just one class or start the journey to becoming a Certified Lean Facilitator by attending all 3 weeks.
 
Session dates are:
 
Week 1 - October 18th
Week 2 - November 8th
Week 3 - December 6th 
 
For more information and pricing, Click Here   
 
For scheduling, call Kelly at (260) 637-8064 or e-mail kelly@wcmfg.com   
 
Larry Rubrich
WCM Associates LLC
2010 WCM Associates
 
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