Hello gustave-ga,
Researching your question gave me a chance to get familiar with a
quality improvement process in the manufacturing sector that is
similar to TQM. It originated in Japan and has been adopted worldwide.
My research showed that there are few companies using it in the US but
it seems quite popular Europe and Australia. I’ve identified a list of
companies that have implemented TPM and included several articles that
discuss successful implementations. I trust that this is what you were
looking for.
What struck me especially in conducting my research is that there are
at least a dozen companies offering training and consultation on
implementing TPM. Most of the information about the companies and
their implementations came from these consulting companies instead of
from the trade or business press. TPM does not have a high profile at
this time. Please ask if you need clarification on any of this.
Wishing you success with your project.
czh
http://et.nmsu.edu/~etti/fall97/manufacturing/tpm2.html
Total Productive Maintenance (TPM) is a maintenance program which
involves a newly defined concept for maintaining plants and equipment.
The goal of the TPM program is to markedly increase production while,
at the same time, increasing employee morale and job satisfaction. The
TPM program closely resembles the popular Total Quality Management
(TQM) program. Many of the same tools such as employee empowerment,
benchmarking, documentation, etc. are used to implement and optimize
TPM.
http://www.maint2k.com/what-is-tpm.html
What is Total Productive Maintenance?
Total Productive Maintenance (TPM) is a manufacturing led initiative
that emphasises the importance of people, a 'can do' and 'continuous
improvement' philosophy and the importance of production and
maintenance staff working together. It is presented as a key part of
an overall manufacturing philosophy. In essence, TPM seeks to reshape
the organisation to liberate its own potential.
http://www.marshallinstitute.com/products.asp?cat_id=4
Marshall Institute provides public seminars and in-house workshops on
a variety of technical and maintenance-related subjects. Two of these
programs have been customized for in-house application by past winners
of the National Maintenance Excellence Award and the Malcolm Baldrige
Quality Award.
http://www.marshallinstitute.com/seminars/seminar.asp?Prd_ID=TPM
Here at last is a proven and successful process for involving
maintenance in organizational improvement. Total Productive
Maintenance (TPM) is a rapidly growing process that many companies are
seeing as the major quality movement in the maintenance field. It is
an effective process that has operators and maintenance craftsmen
working together as a team to reduce waste, minimize downtime, improve
product quality, and improve equipment effectiveness.
WHAT IS TPM: THREE BASIC IDEAS
1. Optimize Equipment Effectiveness
2. Autonomous Operator Maintenance
3. Company-Led Small Group Activities
http://www.marshallinstitute.com/pubs2/nashtmg.pdf
Action Teams: Reliability Improvement on the Front Line
36 slide presentation. Refers to success at Dupont
http://www.marshallinstitute.com/pubs2/tmg1.pdf
Engaging the Entire Organization in Improving Reliability
8 page report on the Dupont experience
http://www.marshallinstitute.com/pubs2/tmg3.pdf
Business Driven Reliability at Mobil's Beaumont Refinery
Case study
http://www.marshallinstitute.com/pubs2/articles.asp
Several other articles with stories about other companies
http://www.tpmclubindia.org/pdfs/5th%20anni.-%20SYs%20Ppt.PDF
TPM (Maintenance and Management) Management Index and Activity Index
12 page paper with lots of diagrams
http://www.tpmonline.com/articles_on_total_productive_maintenance/tpm/tpmprocess/default.htm
TPM is to Maintenance as Total Quality is to Production.
http://www.tpmonline.com/articles_on_total_productive_maintenance/tpm/tpmroberts.htm
Ford, Eastman Kodak, Dana Corp., Allen Bradley, Harley Davidson; these
are just a few of the companies that have implemented TPM
successfully. All report an increase in productivity using TPM.
http://www.qualitydigest.com/march97/html/f2.htm
Phillips 66 Creates a TPM Master Plan
https://www.jipm.com/2002_conference.html#ELSA
2002 TPM Conference
2002 TPM CONFERENCE (May 9-10)
Summaries of Presentations
Scroll down the page to see the summaries of TPM implementations.
http://www.jipm.com/
Japan Institute for Plant Maintenance – USA Chapter
1st. ANNUAL TPM FORUM
AWARD WINNING PLANTS AND THEIR JOURNEY TO WORLD-CLASS
November 20, 2002
Companies mentioned as past award winners:
Milliken & Company - Monarch plant
Subaru-Isuzu Automotive Inc.
Ogihara America Corp. (MI)
Unilever HPC - Toronto
Unilever HPC - (GA)
MCCA Panasonic
Milliken & Company - 10 plants
Motorola Inc. Sector Materials
Michigan Automotive Compressor, Inc.
Subaru-Isuzu Automotive Compressor, Inc.
Hitachi Cable Indiana
Phillips 68 Company - Sweeny
http://www.tpm-institute.com/
International TPM Institute, Inc. (founded in 1990) offers training
and consulting services in Total Productive Maintenance and
maintenance management in the Western world. Its corporate offices are
in the United States with regional offices in Buenos Aires, Argentina
for South America, and Zürich, Switzerland for Europe.
http://www.plant-maintenance.com/maintenance_articles_tpm.shtml
Articles on Total Productive Maintenance (TPM)
http://www.ctpm.org.au/articles/third_wave.htm
The Third Wave Has Arrived!
Story covers implementation at KODAK AUSTRALASIA and NISSAN CASTING
AUSTRALIA.
http://project.kahosl.be/tqm/documents/lucas.rtf
The European Way to Excellence
Lucas Diesel Systems Barcelona - Spain
The Lucas Diesel Systems Barcelona (LDSB) plant belongs to the Lucas
Diesel Systems division of Lucas Industries plc, a British company.
The plant, which produces fuel pumps for diesel motors, employs 1,340
people. During the fiscal year 94/95, LDSB's turnover was 20,400 M.
pesetas (127 M. ECU), representing approximately 25% of the division's
overall sales.
This is a detailed case study of the company’s transition to new
quality control methods including the implementation of TPM.
http://www.nmc.ie/Web-NMC1b/TPM-Imp2.htm
Planning and Implementing TPM in your Plant
This is a very detailed outline of a workshop program that gives you
an excellent overview of all the issues involved in TPM
implementation. It gives you a list of companies worldwide that
successfully implemented TPM.
http://www.mfg-game.com/docs/phillips.pdf
Reenergizing a Stalled Reliability Effort a Phillips Borger
This is an 8 page case study.
SEARCH STRATEGY
operator-maintenance teams
TPM maintenance
TPM maintenance implementation
Milliken (substitute each company name) TPM maintenance implementation |
Request for Answer Clarification by
gustave-ga
on
29 Jan 2003 06:42 PST
Hello czh,
Thank you for providing me with answers quickly. The focus of your
answers are however related to TPM and its implementation. My interest
is more orientated toward a company that uses an operator-maintenance
team successfuly, and the reasons for the success of this scheme. This
concept means that a limited range of plant-tradesman and operators
have been trained both to operate the plant and carry out first line
maintenance across all traditional trades. Although this is part of
the TPM philosophy, it does not embark onto the full TPM concept. Do
you have an example of such a company? and some narrative as to why
this was successful. I will however, visit all the link you provided
to look for that answer.
Thanks,
Regards,
Jean
Jean
|
Clarification of Answer by
czh-ga
on
29 Jan 2003 13:01 PST
Hello Jean,
Thank you for the chance to clarify my answer. I included the lists of
companies to give you possible targets for further investigation. I
thought you might already be familiar with some of them or have
contacts in the industry. One of the things I noticed in doing this
research is that most of the articles and case studies date back to
the late 90s and emphasize how difficult it is to implement TPM. I
also ran across a lot of quality-related literature for Six Sigma. I
think TPM may have been superceded by Six Sigma for manufacturing
companies.
As far as your request for specific examples of successful operations
maintenance teams goes, it seems the three explicit examples of the
conversion to operations maintenance teams in the links I provided got
buried in the long list. Let me highlight them again.
-----------
PHILLIPS 66
-----------
http://www.qualitydigest.com/march97/html/f2.htm
One of the best ways to sell TPM has been by getting everyone involved
in the initial autonomous maintenance activities of cleaning and
restoring equipment, says Woolbert. Invariably, as people clean the
hundreds of pumps and other pieces of process equipment at Sweeny,
they uncover problems that could have caused shutdowns costing
thousands of dollars had they not been revealed.
"We've not only asked operators to clean, we've asked machinists and
craftspeople to share their knowledge and help clean," observes
Meacham. "We've asked engineers to do the same. Our top executives,
including General Manager Bob Ridge, have tackled some of the nastiest
cleaning jobs, and even our finance team leader has gotten involved."
Although this article focuses on developing the master plan, the
description of how it was implemented indicates that they had
progressed to the use of operations maintenance teams.
http://www.qualitydigest.com/march97/html/66side1.htm
Moving to a team-based organization and implementing TPM has resulted
in some significant savings for the Phillips 66 Co.'s Sweeny complex
over the last two years. The following are some of their business
improvement results:
This page confirms the implementation of teams. There are additional
pages relating to this story.
---------------
KODAK AUSTRALIA
---------------
http://www.ctpm.org.au/articles/third_wave.htm
Drawing on their past experience in implementing company programs of
such scope, Kodak knew that the success of TPM depended on engaging
the whole-hearted support of all staff, particularly involvement in
the equipment improvement teams.
This called for a high level of visible management commitment and
involving a willingness to make available time and resources for team
activities and providing special training support.
This article about a Kodak implementation explicitly mentions the
successful use of “equipment improvement teams.”
http://www.kodak.com.au/AU/en/corp/quality.shtml
Kodak Australia
Committed to Quality
In the mid-1980s, Kodak Australia commenced its journey down the
'Quality Road' by adopting Total Quality Management as the over-riding
management philosophy. In short, this demanded a radical change in
approach: inferior quality product was no longer to be caught at the
end of the production line, but rather high quality was 'built-in' by
refining and improving processes.
This was no easy task, and especially in its initial phases, proved
challenging and costly. Kodak persevered, however, and after several
years began to see a real turnaround, with falling wastage levels and
ever-improving quality delivered to customers.
The company’s Web site confirms that they have continued with their
quality improvement programs.
--------------------
LUCAS DIESEL SYSTEMS
--------------------
http://project.kahosl.be/tqm/documents/lucas.rtf
Lucas Diesel Systems Barcelona - Spain
The period of 1986-1989, known as "La Reforma" was marked by:
Restructuring the production process. The traditional organisational
structure was converted into work centres composed of cells and
modules, endowed with a great deal of autonomy, in which individual
parts ready for assembly were produced.
Long hours of negotiations with the unions to obtain an agreement that
would make the rigid labour structure into a more flexible one, in
which workers would be multi-skilled (ready to perform different jobs)
and assume new responsibilities, for example, maintenance and
Self-Control (i.e. each employee taking responsibility for quality
control rather than a specialist). Finally, a satisfactory agreement
was reached which allowed maximum exploitation of the new production
structure.
This is a 43 page case study that goes into quite a bit of detail
about the organizational transformation of the company and the
implementation of operations maintenance teams.
-------------------------------------------------------
Jean, I hope these additional resources will meet your needs. It seems
you may need to broaden your quest to including Six Sigma in your
research. I wish you well with your project.
czh
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