Three years ago things were not looking too bad - Naturally we appreciated we were in very competitive markets with fewer but more demanding customers. So we were told we had to be Innovative, Lean, Flexible, Adaptable and Responsive. All worthy watch-words that we could buy into – even in the Maintenance Function.

However we have been thrown into an economic climate of recession & uncertainty, with reducing order books and delays on investment. As a Maintenance Manager you will be under continuing pressure to cut the Direct Costs of Maintenance NOW to be more Efficient.

As a Lean Manufacturing Professional you will still be striving to increase the Effectiveness of the Company’s Assets. The bottom line in both cases is that you will Need to do More with Less. In the Maintenance sense, this all has to be achieved in parallel with yet more pressure and demands on environmental conformity, increasing energy costs and zero accidents.

So, how do respond? Is Lean in or out? …and what is TPM anyway?

In the Manufacturing sense, Lean Thinking is about striving to eliminate waste in all forms in order to maximise value–adding activity. It is about the speed or velocity with which we can convert a customer's order into money. However, the resultant drive and focus on most of our Manufacturing Processes is highlighting what we’ve probably always known: namely that the concept of Lean Manufacturing and therefore ‘Manufacturing Velocity’ is only as good as the Reliability and Predictability of our strategic Manufacturing Assets. Low levels of Overall Equipment Effectiveness (OEE) often results in those critical Manufacturing Assets becoming the Pinch-Point in the Supply Chain. Maybe adopting a TPM philosophy can relieve that Pinch-Point in our business. So that we can become truly adaptive and responsive.

But do we really understand what ‘TPM Best Practice’ looks like? What is the right TPM Philosophy for our Operations, including the correct mix of the various improvement tools, techniques and external maintenance service providers? Is what we are currently doing and pursuing the correct recipe? And if not, then why not, and what should we be doing differently? And if it is Different and therefore an Improvement, how do we make sure it is sustainable for the long haul.

This 2 Day TPM Practitioners Workshop will address this by attempting to answer the following 5 questions:

1. What do we mean by Lean and TPM Best Practice?
2. How should TPM align into our recession driven Manufacturing Philosophy?
3. How do we go about selecting the right Tools and Techniques
4. How do we create the right Environment to generate the right Behaviours in order to Sustain the Gains?
5. What are the common Pitfalls to Avoid?

Case Studies will be used to illustrate what is possible with TPM in the right hands.

Who Should Attend

1. Potential TPM Coaches / Facilitators and Trainers
2. Pillar Champions who are typically Managers, Capacity and Process ‘Owners’
3. Team Leaders, Operators and Maintainers at the sharp end of the business

Course Outline:

Day 1

1. Intro’s, Expectations +Ice-breaker Exercise
2. TPM Principles & Techniques +Self Assess Exercise
3. Sources of Info, OEE Exercises & 6x Loss Assessment Exercise
4. Criticality Assessment + Car Exercise
5. Condition Appraisal + “Whose Job” Exercise + 4x Case Studies
6. Refurbishment Programme
7. Future Asset Care-Front Line Checks, Condition Monitoring & PM’s

Day 2

1. Single Point Lessons + Problem Solving Exercise
2. A wider perspective of OEE
3. Cultural Issues, Team Working & Facilitating +28 Perceptions Exercise
4. Other TPM ‘Tools & Techniques’:-EEM, TPA, 6 Sigma,5S & SMED
5. Scoping and designing your TPM Programme
6. Launching & Sustaining TPM-Audit and Reviews + Case Studies
7. Does TPM Pass the ‘So What’ test - 2 Exercises
8. Review & Key Learning Points

One of the key outputs of this 2 day Workshop will be to equip you to be able to assimilate the likely resource commitments of running your own in-house TPM Programme.

This course is also available as an on-site customised course

Course Cost: €750	Duration:2 days	Date: March 2010
Location: TBC	Click for our booking form	Click to view our Cancellation Policy

Trainer Profile

The event will be lead by Peter Willmott, a non-Executive Director of ESS. Peter is a world-renown authority with nearly 20 years experience on the application of Total Productive Maintenance (TPM) and has written and published two books on the subject. Peter’s impressive list of TPM clients include BP, Exxon, Ford, General Motors, J&J DePuy - Cork, Lake Region Manufacturing - New Ross, Pfizer, Pirelli, Premier Foods, Royal Mail, Shell, Sony and Wyeth Medica- Newbridge. In 2008 Peter was nominated for the prestigious European Federation of National Maintenance Societies Salvetti Foundation Award.

Peter has chaired and/or presented papers on the subject of TPM and Maintenance Best Practice at Conferences and Seminars in over 20 Countries around the world, and has also headed five separate Manufacturing Study Tours to Japan. In addition, he is retained as an External Lecturer for the Lean Enterprise Research Centre’s MSc degree in Lean Manufacturing, based at Cardiff Business School, where he delivers the TPM,5S and Precision Changeover Modules.