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Achieving Total Process Reliability Through TPM Classes

Fee:

$1,495.00

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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. 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. Fee per person: $1495

Provider:


Marshall Institute

Topic(s):


Manufacturing > Maintenance & Safety

Who Should Attend?


VP operations, VP production, VP engineering, maintenance directors, maintenance superintendents, manufacturing/production managers, finance managers


Ten Specific Benefits of TPM You Will Learn by Attending This Seminar:

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.

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.


Who Should Attend This Seminar?


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


Instructor(s):

Greg Folts


Instructor Background:

Greg Folts, VP of Operations, is a highly passionate, motivated consultant/instructor with over twenty years experience implementing TPM, 5S, lean production, setup reduction, Six Sigma and ACE initiatives in a diversified set of industrial settings. He has conducted over 100 TPM, 5S, Autonomous Care, and TPM Coordinator's Workshops along with Steering Committee training and implementation of Lean Manufacturing. In addition, Mr. Folts has conducted over 30 Kaizen events in the areas of setup reduction, 5S, business process improvement and flow (Lean Production and T.O.C.) at facilities in the US and Europe. Mr. Folts has attended United Technologies' ITO University and studied ACE (Achieving Competitive Excellence), has a Six Sigma Black Belt from General Electric/Motorola University, as well as training in the Toyota Production System by Shingijutsu (Sensei Ninno and Sensei Oba).

 

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