Fundamental TPM processes. The TPM Pillars
The fundamental processes or pillars of TPM are specialized industrial management activities designed to eliminate and prevent the specific causes of problems that hinder achieving high levels of productivity in industrial operations. These pillars were developed by the JIPM (Japanese Institute of Plant Maintenance) to facilitate the orderly introduction of TPM in an organization.
The methodology suggested by the JIPM for implementing the pillars has been refined over more than four decades of industrial practice in various sectors. This methodology follows a technical logic aimed at improving machinery and processes through the application of the corresponding pillars and steps.
Each pillar utilizes specialized methods that are introduced gradually as the implementation of each step progresses. One of the features that make the methodology suggested by the JIPM effective is the recommended audits, which compile the necessary practices to achieve the intended objectives. These audits serve as useful guides to ensure an orderly and effective implementation of TPM.
Processes for managing cultural change
Technological solutions alone are not enough to improve business results. The management of highly efficient production sites requires a
change of working habits, especially those inherited from the era of command and control. Practices such as autonomous shop floor management,
visual management, standardization, autonomous process control, information quality culture, and problem-solving are all practices that are
now part of the new operational management.
TPM is an important instrument to introduce new practices and competencies that help to build a new work culture.
Learning to delegate and empower operational staff (autonomy) to initially develop simple maintenance actions, for example,
creates a new discipline of self-training and personal growth, useful for the introduction of more advanced technical and organizational
concepts. TPM allows to building of new behaviors and to intervene in consciousness, a necessary step for cultural transformation.
Management process
The management processes integrated into the TPM system aim to improve the efficiency and quality of management. The following five practices are distinctive in organisations with extensive experience in TPM:
Breakthrough objective setting: Establishment of high-impact improvement objectives in industrial operations.
Priority management: Enables the integration of efforts from all employees across the organisation to achieve the objectives established through the policy deployment process. It aims to secure commitment at all levels of the organisation to achieve these objectives.
Visual management: An activity used to diagnose progress towards goals. Visual management employs two highly effective procedures: the use of visual management boards and pre-discussed action conversation sessions.
Management’s mobilisation capability: Related to the leadership competencies necessary to involve employees in achieving the anticipated goals.
Continuous improvement: Fostering a culture of continuous improvement where all employees actively participate in identifying and solving problems, thereby promoting innovation and efficiency in all processes.
Testimony
«I received excellent mentoring from the professionals at The TPM Academy, which enabled me to design machine reliability improvement strategies and focused me on the plan for the future development of a new, more effective maintenance model based on TPM.»
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