31 Setting and quantifying the TPM vision

Increasing pressure to drive down costs and eliminate waste in all its forms across the value/supply chain means the continuous improvement of our assets - both physical and people-related - is no longer an option. This also means that both the manufacturing and maintenance strategies, and their delivery, must fit and reflect the company's business drivers and strategy. It is customers who ultimately drive our business, and we therefore need to specify the necessary responses to satisfy and exceed these expectations by adding quality, performance and reliability - in all that we do.

Our own consultancy operation aspires to help manufacturing and process industry to realize its full potential in terms of customer service, cost, quality, safety and morale through the powerful enabling tool of TPM.

Determined world-class pacesetters will continue to use TPM as a key enabling tool to ensure a sustainable and profitable future for 2000 and beyond. TPM unlocks your installed productive capacity by unlocking the potential of your people, because Today People Matter!

The TPM loss model is a tool that predicts how costs will behave as a result of continuous improvement. This provides a feedforward mechanism, as opposed to 'feedback', to help management identify potential gains and direct priorities towards meeting and exceeding customer expectations.

What is a loss?

Each loss category is a legitimate top-down 'model' of a type of shopfloor problem, i.e. opportunity.

The use of loss categorization will be familiar to those who analyse equipment problems. For example, experience shows that for every breakdown there are around 30 minor stops and 300 contributory factors (Figure 3.1). Breakdowns are the result, not the cause or symptom.

With breakdowns, the contributory factors include scattering of dust and dirt, poor equipment condition and human error. Progressively reducing and eliminating these provides the organizational learning necessary to achieve zero breakdowns.

In addition to equipment losses, the loss model covers management, energy and material loss categories, providing a complete picture of operations' potential.

Building a loss model helps to create a top-down view of what the company might achieve by avoiding such losses (Figure 3.2). It also provides a basis for objectively comparing potential return on investment for improvement options. This is not an exact science, but it provides management with a continuous improvement framework for making sound management decisions (Figure 2.1).

The deployment route is provided via the pillar champions (Figures 3.3

Figure 3.1 The structure of breakdown losses

Impact of OEE on cost per unit (£k) MGT Department 50

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