Techniques to deliver the TPM principles

The key significance of Seiici Nakajima's work in the evolution of TPM and the differences between the work ethic in Japan and that in the West have already been referred to in Chapter 1.

Nakajima established five pillars for the application of TPM:

1 Adopt improvement activities designed to increase the overall equipment effectiveness by attacking the six losses.

2 Improve existing planned and predictive maintenance systems (main-tainer asset care).

3 Establish a level of self-maintenance and cleaning carried out by highly trained operators (operator asset care).

4 Increase the skills and motivation of operators and engineers by individual and group development (continuous skill development).

5 Initiate maintenance prevention techniques, including improved design procurement (early equipment management).

One of the main purposes of this book is to show linkages between techniques necessary to implement Nakajima's pillars by building on existing good practices. To reiterate the analogy: 'In a heart transplant operation, if you do not match the donor's heart to that of the recipient, you will get rejection'.

Nakajima's answer to the question 'What is TPM?' provides at least three basic aims:

• To double productivity, and reduce chronic losses to zero

• To create a bright, clean and pleasant factory

• To reinforce people (empower) and facilities and, through them, the organization itself

These aims are attractive to all, but the approach required will vary from one company to another. Experience has shown that tailoring TPM to the local plant-level organization and its people is the only way to achieve success. This process must be founded on the wide experience of applying TPM in different countries and in different industries, whilst at the same time recognizing local, plant-specific issues. An understanding of how TPM techniques link together is important to ensure that customization does not become cherry picking.

As explained in the previous chapter, the TPM improvement plan contains the techniques needed to apply the pillars or principles of TPM. This uses three cycles:

• measurement

• problem prevention

The present condition and future asset care requirements for the plant and equipment are first established and then developed through the measurement cycle, which sets the present and future levels of overall equipment effectiveness. Finally, the improvement cycle carries the process forward to the best of best and on to world class through a continuous improvement 'habit' (this concept is fully developed in Chapters 5 and 6).

Figure 4.1 shows the application of Nakajima's principles to the three-cycle improvement plan. Figure 4.2 shows the driving force behind Japanese TPM, and Figure 4.3 shows the approach pioneered by the Japanese Institute of Plant Maintenance.

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