TPM3 Methodology
The Development of our TPM & Lean (TPM3) Methodology
The Australasian workplace culture is quite different to that of Japan where Lean was originally developed by Toyota. As such we have found that the traditional approach of introducing Lean through the application of the various Lean tools of 5S, Visual Factory, Value Stream Mapping, Quick Changeovers etc does not sustain once the initial support and focus wanes.
Many TPM & Lean approaches lack a clear pathway to achieve and sustain the journey, as they do not address the specific challenges we have found in Australasia. These challenges include the need to:
To assist with the TPM & Lean Journey in Australasia we have developed the TPM3 methodology incorporating 10 Improvement Activities, which integrate to address the challenges and produce significant sustainable benefits for all employees, shareholders and customers.
We have also learnt that without a Business Improvement Leadership Team (muti-site) and Site Leadership Team establishing and practising a supporting Philosophy, an Operations Vision and Goal Aligned Performance Measures, then the improvement journey will not thrive or sustain. Below is the TPM3 Framework for TPM & Lean:
The Australasian workplace culture is quite different to that of Japan where Lean was originally developed by Toyota. As such we have found that the traditional approach of introducing Lean through the application of the various Lean tools of 5S, Visual Factory, Value Stream Mapping, Quick Changeovers etc does not sustain once the initial support and focus wanes.
Many TPM & Lean approaches lack a clear pathway to achieve and sustain the journey, as they do not address the specific challenges we have found in Australasia. These challenges include the need to:
- Break down barriers and build relationships between Production & Maintenance and Management & Shopfloor
- Understand the entire equipment & process losses within the plant along with whether they relate to technical or people issues
- Improve equipment performance to allow time for operator development through Area Based Team improvement activities
- Improve Communications between shifts to promote sharing of learnings
- Establish agreed standards across all shifts to reduce variation in operation and sustain improvements
- Train operators to identify at the earliest possible time safety, quality and equipment problems at the source
- Change the equipment so it is easy for operators to find the problems
- Create a maintenance support capability that can respond to small problems and issues identified by the operators to encourage operators to continue to find problems
- Establish stability of the production plan through Flow logic to promote and enable regular and on-going Formal Continuous Improvement
To assist with the TPM & Lean Journey in Australasia we have developed the TPM3 methodology incorporating 10 Improvement Activities, which integrate to address the challenges and produce significant sustainable benefits for all employees, shareholders and customers.
We have also learnt that without a Business Improvement Leadership Team (muti-site) and Site Leadership Team establishing and practising a supporting Philosophy, an Operations Vision and Goal Aligned Performance Measures, then the improvement journey will not thrive or sustain. Below is the TPM3 Framework for TPM & Lean:
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