Index

AEEU, 34

Asset care, 7, 10, 50, 97-99, 133 Audit and review, 168-170 Autonomous maintenance, 14, 67-72

Iceberg, 2, 3, 40, 41 Idling and minor stops, 88 Improvement zone, 30, 163

Barriers, 176

Beliefs and values, 32

Best practice routines, 50, 99, 103, 137

Breakdown losses, 87

CAN DO, 12,13, 57, 68 Case studies, 212-246 Chronic losses, 11 Clear and clean, 68, 69 Company-wide TPM, 3, 75 Condition appraisal, 50, 91, 93, 130, 134137

Condition cycle, 49, 89, 120 Continuous improvement, 35, 65, 167 Core team, 39

Cost/benefit profile, 26, 171

Critical assessment, 49, 89, 90, 91, 92, 130

Japanese methods, 10, 63 Japan Institute of Plant Maintenance (J1PM), 63, 64

Key contacts, 39,160,178

Line studies, 156 Loss:

avoidance, 19 definition, 24 model, 21, 25, 76 prioritisation, 173 reduction, 19 Losses:

equipment, 171 management, 172 material, 172 transformation, 172

Early equipment management (EEM), 2,

16, 73, 181-192 Equipment:

description, 123 history, 49, 79, 126 losses, 171 Event review, 104—106

5S, 12, 13, 57, 58 First line manager, 57-61 Five pillars (Nakajima), 62, 75 Five whys, 47, 56, 79 Focussed improvement, 76 Four day workshop, 159

Healthy body analog}', 36, 37 Hidden losses, 3

Maintenance: benchmarks, 10 expenditure, 8, 9 planned, preventative, 66 types, 9 Mainta inability, 188 Maintainer asset care, 15 Management commitment, 45, 146 Management losses, 172 Management role, 166 Material losses, 172 Measurement cycle, 49, 79, 119 Milestones, 46, 174 Minor stoppages, 88 Motor car analogy, 36, 37, 38

Nakajima, Seiici, 62

Objective testing, 182

Operability, 188

Operator asset care, 14, 67

Organisational learning, 168

Overall equipment effectiveness (OEE), 4—

best of best, 42, 43 door to door, 5, 6 floor to floor, 4, 5 machine, 4 myths and reality, 7 vorked examples, 82-85, 127-129 Overhead projector analogy, 53

Partnership, 34 People's perceptions, 149-155 Performance contract, 35 Pillar champions, 11, 12, 25, 75 Pilot project structure, 158, 162 Planned, preventative maintenance, 66 PM analysis, 50, 104 Problem prevention cycle, 50, 99, 122 Problem prevention, 50 Problem solving, 66, 104, 107, 108, 140, 142

Quality losses, 88 Quality maintenance, 15, 76 Quotable quotes, 29

Refurbishment, 50, 93, 95, 96, 130 Reliability Centred Maintenance (RCM), 33

Resistance to change, 152, 153

Safety, 77, 178

Scoping study, 147-158

Senior management workshop, 146

Set up and adjustment, 87, 108-113

Shingo, Shigeo, 108

Six loss assessment, 49, 129 Skill development, 15, 72 SMED, 108-113 Soccer team analogy, 38, 39 Speed losses, 88,114, 115 Sporadic losses, 11 Standardisation, 186 Start-up losses, 89 Steering group, 160 Supervisor roles, 175 Supply chain, 2, 3

Team recognition, 167

Teamworking, 39

Timing plan, 161, 163

Total productive manufacturing, 2, 5

Totally productive operation, 1

TPM:

analogies, 35^0, 53-61 administration, 2, 77, 193-211 benefits, 17, 27, 28, 29 for design, 2, 74,181-192 facilitator, 39

implementation route, 45, 46, 145

improvement plan (9 Step), 30, 48, 78

infrastructure, 167

master plan, 171

milestones, 46, 174

pilot, 47

standards, 164

targets, 34

vision, 23, 44, 148, 165, 174 Trade unions, 34 Training plan, 141, 162 Transformation losses, 172

User-friendliness, 185

Value stream, 1, 4, 193 Visual management, 69, 177

World class TPM plants, 18

Total Productive Maintenance (TPM), a Japanese management protocol developed to alleviate production losses caused by machine breakdowns has moved on.

Through TPM, more companies accept the concept of Zero Breakdowns as achievable. From the foundation of zero breakdowns, world-class plants are able to run for complete shifts without the need for intervention. TPM is still pushing back the boundaries of what was thought possible.

Driven by the proven principles of TPM, the book emphasises the need to build on existing good practices and to win commitment by delivering results.

The book provides a practical guide to delivering TPM benefits and is based on the authors' first hand experience of seeing TPM in Japan. It adapts these benefits to suit the strategic needs of companies across four continents.

TPM - A Route to World-Class Performance builds on Peter Willmott's earlier book, TPM the Western Way, updating the scope of applications and tools. The TPM route map is updated to include the journey to zero breakdowns and beyond. It also provides a systematic structure to evolve from the classic Total Productive Maintenance towards Total Productive Manufacturing and deliver a Totally Productive Operation capable of world-leading performance.

iUTTERWORTH E I N E M A N N

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