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TPM3
There are three key principles
behind the TPM3 approach, these are:
Holistic Measurement
A comprehensive world-class operating system starts with
clear performance management. Success can only come when a
company defines its overall aspirations and then identifies
the performance measures that most powerfully bring about
the realisation of each goal.
It is important to note that the aspirations should not only
be strictly financial. Goals in market growth, productivity,
quality, customer service, safety and environment, and
organisational empowerment should also be considered.
Companies can then cascade each of these high level
imperatives through the organisation finding the most
appropriate translation for them at every level down to the
shop floor. By making these aspirations tangible at all
levels, the company can then make the most significant
connection; the link between performance and fiscal results.
Simply put, if the performance improvements are not showing
up on the company’s income statement, then are not really
improvements.
One of the most powerful tools for asset intensive companies
is overall equipment effective (OEE), a lever to improve
asset effectiveness. Through measurement and analysis of OEE
the root causes of production and equipment related losses
can be identified. The translation to value is then made by
Pareto analyses, which identify a tangible set of
improvements to boost equipment usage, reduce costs, improve
quality and generate real value. Best-in-class OEE is
greater than 80% for batch processes, and 95% for continuous
processes industries, however from our experience many
companies are significantly below these standards. Through
the realization of this “hidden” capacity many companies are
able to show significant financial impacts as well as delay
expensive capital investment decisions.
Please click here for OEE Pocket Guide.
Please click here for OEE Calculator.
Please click here for OEE Pocket Guide MINING.
Workplace Ownership
For any improvement program to deliver sustainable result
there must be a supporting cultural change within the
workplace. We believe that this should start from addressing
the fundamental problem of asset ownership, from our
experience many of the root causes of equipment failure can
be traced to a basic Lack of Understanding of Desire to
Care. We believe that for any asset improvement program to
be sustainable in the longer term the company must promote a
sense of “ownership” amongst all employees so they become
committed to caring for their plant, equipment, processes
and decisions, along with practicing “prevention at source”
for many of the minor defects that contribution to
accelerated / early deterioration of equipment performance.
Additionally we find that a key by product of the promotion
of Workplace Ownership is significantly improved
communications between shifts, since everyone has a common
sense of purpose aligned to achieving the improvement
objectives
Formal Continuous Improvement
Finally any company embarking on a journey to Operations
Management Excellence must realize that the step change
improvements realized during the early phases of any
improvement program will not be sufficient to achieve world
class manufacturing standards. Indeed truly world class
operations are those that continuously drive to improve
performance and eliminate losses / waste from every aspect
of their business. This means institutionalizing a formal
continuous improvement culture by creating an environment
where all employees participate at least 10% of their normal
worktime in formal improvement activities. These activities
should be both Area based workplace improvements as well as
Cross-functional teams aimed at addressing those problems
that cut across traditional functional boundaries.
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