TPM-A Foundation of Operational Excellence
Book Launch hosted by Birmingham University –February 7th 2020
Our agenda today
10:00 Welcome & Refreshments
10:15 Introductions & Icebreaker
10:30 Insights into TPM: A Foundation
for Operational Excellence
11:00 TPM Interactive Workshop
10 Point Honesty Check Exercise
12.00 The Welsh Water Experience
Jackie Grey & Dan Edwards
12:30 Reflection, Q&A, Feedback
13:00 Close & Depart
© S A Partners 9 February, 2020
Introductions
© S A Partners 9 February, 2020
Attendees -33 representing 21 different
enterprises
Client Name Delegate
BOLTON UNIVERSITY
Jordons Rivita
Alseiari, Abdulla
Dewson, Phillip
3
Magdalena Espinosa Espinosa, Magdalena 3
Bromford Industries Charczenko, Lee
DHL Supply Chain Scotney, Rebecca
Simpson Group Spensley, Jamie Leigh
Simpson Group Willey, Chris
Dwr Cymru Welsh Water Gray, Jackie
ROCKLINE Rane, Sunil
MANUFACTURING TECHNOLOGY CENTRE TMC Duffy, Paul
MANUFACTURING TECHNOLOGY CENTRE TMC Fon, Linus
MANUFACTURING TECHNOLOGY CENTRE TMC Bahra, Jai
ECOLAB Calveley, Gary
Meggitt Pilling, Stephen
Jaguar Landrover Automotive PLC Darby, Michaela
Dwr Cymru Welsh Water Edwards, Dan
Jaguar Landrover Automotive PLC Rowe, Zoey
Alstom Poyner, Lee
BIRMINGHAM UNI Hamilton, Phil
ROCKLINE Clarke, Jamie
ROCKLINE Payton, Daimon
ROCKLINE Keegan, Carl
MMM Williams, Andrew
MMM Lisney, Penny
Heimbach UK Limited Farrell, Aaron
BIRMINGHAM UNI Maclachlan, Alasdair
Reassure Brown, Paul
Reassure Benfield, Peter
WARWICK UNI McArdle, Liz
LTS LEAN Griffiths, Brett
Cummins Limited Chandler, Matt
Cummins Limited
PP Control & Automation Ward, Scott
© S A Partners 9 February, 2020
Learning, Understanding and Retention
10
15
20
40
80
95
% Retention
© S A Partners 9 February, 2020
Ice-Breaker
Think of a “World Class”
sportsperson or team,
either current or past…
• Why are/ were they “World Class”? i.e. What attributes/
characteristics differentiate them from the rest?
• In other words: What makes (or made) them ‘Special’?
© S A Partners 9 February, 2020
10 x Attributes of “World Class” Performers
• Train and practice a lot before they perform
• Have dedicated “Improvement Time”
• Are obsessive about attention to detail
• Depend on others, not just self
• Have the right equipment, facilities and environment
• Have a clear vision of what’s possible
• Have a ‘Continuous Improvement’ mentality
• Are totally dedicated
• Maximise their individual and collective potential
• Are well paid when they get there!!
© S A Partners 9 February, 2020
TPM A foundation of Operational Excellence
► Peter Willmott
► John Quirke
► Andy Brunskill
© S A Partners 9 February, 2020
TPM A Foundation of Operational
Excellence - Thanks!
► Many thanks to all of you for attending today
► Many thanks to our Mark and Alex for the editing and
illustration of the book
► Thanks also to the organisations who have helped us as we
applied our TPM programmes and Philosophies
► Thanks to the book reviewers and Pat Garrahy of Mylan for
his forward to the book – we are stunned and humbled by
their comments
► Special thanks to my fellow authors Peter & John
► Special thanks to Peter for his constant mentorship and
support
© S A Partners 9 February, 2020
So what’s In a name?
► Total Productive Maintenance
► Total Asset Care
► Total Productive Manufacturing
Today People Matter
© S A Partners 9 February, 2020
Today people matter?
► Why is that so?
► The most common issue we hear as we begin initial work
with organisations is…..
Our team needs to be more engaged…
We are not engaging our team…
We have lost the hearts and minds of our people…
People don’t get it, we need to be focused on the customer…
© S A Partners 9 February, 2020
Enterprise Excellence
© S A Partners 9 February, 2020
Enterprise Excellence - Systems
CUSTOMER RESULTS
► Customer ALIGN
PURPOSE
► Cost ► Strategy Deployment
► Stakeholder Management
► Compliance ► Project Management
► Strategy Formation
► Colleague ► Management Process
► Organisational Design
► Capability ► Finance
► Capacity
ENGAGE PROCESS
► Behaviour Deployment & Coaching ► Product & Asset Lifecycle Management
► Leader Standard Work ► Order Fulfilment
► Communications ► Supply Chain Integration
PEOPLE
► Communications IMPROVE
► Health, Safety & Environment ► Organisational Maturity & Benchmarking
► People Lifecycle Management ► Continuous Improvement
► Learning & Development ► Performance Management
► Reward & Recognition
© S A Partners 9 February, 2020
The Shingo Model, Insights and its Principles
Insight #1:
Ideal Results Require Ideal Behaviour
Insight #2:
Beliefs and Systems Drive Behaviour
Insight #3:
Principles Inform Ideal
Behaviour
Stakeholders
Purpose
Process
People
© S A Partners 9 February, 2020
The Guiding Principles
© S A Partners 9 February, 2020
Team engagement
► So how do we engage our team?
► We talk to them.
► Not through frequent or infrequent social conversations
► Not bland mistargeted corporate messaging
► Not through annual appraisals
© S A Partners 9 February, 2020
Team engagement
► We need to talk to our
people within purposefully
designed and managed
business systems.
► Where expectations are
created in relation to
• The ideal behaviours these
systems support
• The conversations leaders
have and listen for within
these systems
• And how employees
understand and engaged in
the work that they do and
improving that work
© S A Partners 9 February, 2020
This book – high level
Real Sustainable Team Development
Leadership
Improvement and engagement
© S A Partners 9 February, 2020
Effective Communication & Deployment
All leaders of the business
must become wonderful,
courageous STORY
TELLERS, taking the key
messages to every part of
the Global
business…..setting the
business context, explaining
WHY choices have been
made and seeking
opportunities to check
alignment
© S A Partners 9 February, 2020
Andy B’s Personal story
► GSK story making tablets
► Nichols Foods from good to great!
© S A Partners 9 February, 2020
Andy B’s Personal story
(My ‘light bulb’ moment)
© S A Partners 9 February, 2020
Nichols Foods Continuous improvement
and TPM
► Big bang culture change
► Respect
► Heroes and experts
© S A Partners 9 February, 2020
Ownership
W o r k p la c e O r g a n is a tio n
Pen ny Lan e
H ayd o ck
M e r s e y s id e
W A 11 0Q Z
w w w . n ic h o ls - f o o d s . c o . u k
© S A Partners 9 February, 2020
Celebrate success
© S A Partners 9 February, 2020
Benefits-Hard and soft
Wet direct labour pence per case - including overtime and temps - % change from
Total pence per case overhead including reallocation - % change from 1999 1999
100%
100% 105%
100%
100%
95% 95%
90% 89%
91%
90%
85%
80%
85%
83%
75%
80% 70%
80% 67%
65%
62%
75% 60%
1999 2000 2001 2002 1999 2000 2001 2002
% change from 1999 % change from 1999
R&M spend per case - % change from 1999 Warehouse cases shipped per person - % change from 1999
105% 150%
100%
100%
140%
140%
95%
90%
130%
127%
85%
82%
80% 120%
75%
110% 108%
70% 68%
65% 100%
100%
60%
60%
55% 90%
1999 2000 2001 2002 1999 2000 2001 2002
% change from 1999 % change from 1999
© S A Partners 9 February, 2020
© S A Partners 9 February, 2020
Purpose of this book
► We wanted to highlight TPM as a
core business system
► We wanted to bring forward the
power of TPM to truly engage
teams in their own learning and
development which is fully
aligned to the strategic needs of
the business
► We want to explain how TPM as a
system can bring ideal
behaviours to life within your
organisation
© S A Partners 9 February, 2020
Mobilisation
Out of control
The TPM journey
Stabilising
In control
Optimising &
Improving
© S A Partners
Forecast with
Confidence
9 February, 2020
Four Cycle 11 Step TPM model TM
© S A Partners 9 February, 2020
A question for you…..
If you are an operator or maintainer -
Where would you prefer to work ?
© S A Partners 9 February, 2020
Before TPM / 5S Activity
© S A Partners 9 February, 2020
After TPM / 5S Activity 20 Weeks Later
© S A Partners 9 February, 2020
The need for change ……….
Do these conditions lead to a stable, reliable, safe, clean,
manufacturing process and working environment?
LCS Polishing Robots Wax Press
© S A Partners 9 February, 2020
Where would you prefer to work?
(with an OEE of 40%)
In a plant with poorly In a plant that leaks In a plant that is run
designed, damaged, and is contaminated down and poorly
equipment? in product? maintained?
(‘Hammer Rash’)
© S A Partners 9 February, 2020
Where would you prefer to work?
(12 Months later with an OEE of 74%)
In a plant restored though TPM with well cared for, safe, fit for purpose, reliable
and well maintained equipment?
© S A Partners 9 February, 2020
1992-TPM Award winning plant-in Japan
(‘A Park within a Factory ………’)
Key Performance Start Point 6 Years
Indicator Reference Later
Breakdowns per 250 5
month
Overall Equipment 65% 88%
Effectiveness
Productivity Index 100 180
Return on Investment $1.00 $4.50
© S A Partners 9 February, 2020
1992-TPM Award winning plant
Initial For………… When ?
M Manufacturing 1960s
Integrated
IM Manufacturing 1970s
Computer Integrated
CIM 1980s
Manufacturing
H Computer Human
C IM Integrated 1990s
^ Manufacturing
© S A Partners 9 February, 2020
My ‘light bulb’ moment-Daiken, Japan 1992
TPM=Effective
DEVELOPMENT Maintenance
OF TECHNOLOGY CHIM
AND SKILLS
AUTOMATION
OF
EQUIPMENT
OPERATIONS
EQUIPMENT
NOW ADVANCING AUTOMATION FUTURE
Computer/Human Integrated Manufacture
Dream
Is No But Reality !
© S A Partners 9 February, 2020
The Learning Organisation
The European history and experience
Resourceful
All Purpose
Versatile
(Future)
Adaptable
Responsive
Involved in Decisions
Flexible Able to participate,
Autonomous within
Capability Experienced
(Today) clear boundaries
Proficient and rules
Professional
Explained
Multi Broad
Skilled Variable
Delegated
Specialist
Craftsmen (1980’s / 90’s) Successful
Industry 4.0
Single Told
implementation
Wider
Skilled Semi Variable
will depend on
(60’S / 70’S) delivery of
Told
Narrow this state
Fixed
Time
© S A Partners 9 February, 2020
Site wide results over 3 years using TPM
as the major driver-Shingo Award winner
Reference Year 3 Years Later % Change
Maintenance £0.084 £0.031 -64%
Cost per Pack
Energy Cost per £0.063 £0.024 -62%
Unit of Output
Output Units per 120,192 189,434 +37%
Head count
Total Cost per £0.85 £0.48 -48%
Unit of Output
Site Wide OEE 35% 49% +40%
© S A Partners 9 February, 2020
The true cost of maintenance is
7/8 hidden…
Low
Easy to say £1m Maintenance Budget impact on
measure labour profit
materials/spares
outside services
overheads
Changeovers Breakdowns
£50m Sales set up & adjust
Idling & minor Scrap, yields
Running at
stoppages rework
reduced speed
Start-up
Late delivery
Poor image
losses 60% OEE
Ineffective use
of skills
Low
Difficult flexibility High impact
to
on profit
measure
© S A Partners 9 February, 2020
The true cost of maintenance is
7/8 hidden…
Direct cost of
maintenance= £1m
Sales at 60% OEE= £50m
Sales at 72% OEE= £60m (12 points =
£ 1m additional Margin 20% real
(@10% on €10m) increase in
productive
20% increase in OEE capacity)
=100% direct cost of
maintenance
© S A Partners 9 February, 2020
You can be very efficient, but totally
ineffective!
Efficiency
Effectiveness
© S A Partners 9 February, 2020
This book sets out to achieve five goals…
► Guide you on how to deliver sustainable business benefits
using the TPM philosophy as a System of Work
► Show you how TPM can deliver your Company’s vision,
values and aspirations
► Explain that the 4th Industrial revolution is just an important
enabler:-It is your people who will continue to make the
difference.
► Detail how to prepare a compelling business case for your
own in-house TPM implementation programme.
► Illustrate how TPM can align with both systems thinking and
the ideal behaviours embedded within the Shingo Model™.
© S A Partners 9 February, 2020
Who this book is for..
► Business leadership team
► Continuous improvement facilitators and champions
► Engineering and Operational specialists
► Practitioners at the sharp end of the Business
We also anticipate that appropriate institutions of advanced
Learning and Academia will include this Book in their
recommended reading lists
© S A Partners 9 February, 2020
Applicable to Industrial Sectors representing….
► Primary & Secondary raw materials, Petro-chemical plants,
processing & conversion, Construction Materials
► All types of three tier Manufacturing and assembly plants
► Food, Drink, Pharmaceutical, Medical Devices & Healthcare
► All forms of Public Utilities (water, gas, electricity) &
Transport systems
► Facilities such Airports, Docks, Terminals- wherever there are
critical physical assets to deliver customer service
© S A Partners 9 February, 2020
Appendix 7.2 Audit Sheets – Evidence
Based Honesty Checks!
© S A Partners 9 February, 2020
Confidence within the teams
© S A Partners 9 February, 2020
4 milestones of TPM & team performance
World class
performance –
4 zeros
Self managed
team activities -
Bottom up optimise 4
Problems given improvement -
to management stabilise
– top down
improvement
3
2 Proactive
1
Forecast with
Out of control
Optimising &
Confidence
Stabilising
In control
Improving
© S A Partners 9 February, 2020
Striving for Four Zeros – The goal
© S A Partners 9 February, 2020
Striving for Four Zeros – The goal
► Zero Accidents
► Zero Breakdowns
► Zero Operator Interventions
► Zero Defects
© S A Partners 9 February, 2020
Effective Communication = Team
Work
Communication
Being
If it Stops Here Being If it Stops Here
We’re in Trouble Informed Total prepared for
change
We’re in Trouble
Productive
Being Being a part
Involved
Manufacturing of change
Being Part of
Influencing
the decision
the outcome
Process
Gaining
Being Treated
Recognition and
with Respect
Self Esteem
This is Our Aspiration !!
© S A Partners 9 February, 2020
Effective Communication = Team
Work
Communication
Being
Being
Informed Today People prepared for
change
Being Matter Being a part
Involved of change
Being Part of
Influencing
the decision
the outcome
Process
Gaining
Being Treated
Recognition and
with Respect
Self Esteem
This is Our BELIEF !!
© S A Partners 9 February, 2020
