The Total Productive Maintenance (TPM) 2 Day Practitioner’s Seminar, with Mr Peter Willmott is on in March
Is the Effectiveness of your Equipment your Weakest Link?
Can TPM Strengthen the Chain!
Four 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, the economic climate of recession & uncertainty is still with us.
As a 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 of course-zero accidents.
So, how should we respond? Is Lean or ‘Operational Excellence’ in or out? …and what is TPM anyway?
Operational Excellence 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 in the Company’s bank account. However, the resultant drive and focus on most of our Operations and Asset based Processes is highlighting what we’ve probably always known: namely that the concept of Operational Excellence and therefore ‘Throughput Velocity’ is only as good as the Reliability and Predictability of our strategic Physical Assets. Low levels of Overall Equipment Effectiveness (OEE) often results in those critical 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 Practitioner’s Workshop will set out to answer the following 5 questions:
what do we mean by Operational Excellence and TPM Best Practice?
- what do we mean by Operational Excellence and TPM Best Practice?
- How should TPM align into our recession driven Operations Philosophy?
- How do we go about selecting the right Tools and Techniques?
- How do we create the right Environment to generate the right Behaviours in order to sustain the Gains?
- What are the common Pitfalls to Avoid?
Richard Hayes, CI Manager, Rottapharm Madaus, Dublin
To illustrate the Key Learning Points, Richard will present a Case Study insight into Rottapharm’s CI-TPM journey over the last 3 years and also describe their future intentions for sustaining and improving their dramatic results to date. In the last two years Rottapharm –Madaus have received recognition for their endeavours in CI-TPM through:
- Engineers Ireland for which they have collected MEETA Awards in 2011 and 2012
- The 2012 European Strategic Manufacturing Excellence awards in two categories of Outstanding Achievement in Continuous Improvement Award and SMA e@Factory Hall of Fame Award.
Pat White, Process Automation & Maintenance Manager, Molex Ireland Ltd.
Molex Shannon have been a focussed pursuer of World Class Manufacturing status for the last several years and used 6 Sigma techniques to excellent effect. However, in addition, and as part of their Continuous Improvement mind-set and a need for further year on year productivity improvements, they embarked on their TPM journey just over 15 months ago.
Pat will share their TPM experiences & successes to date and where they need to be over the next 2 to 3 years.
The event will be lead by Peter Willmott. Peter is a world-renown respected authority with over 20 years’ experience on the application of Total Productive Maintenance (TPM) and has written and published two books on the subject.
Peter’s list of TPM clients include BAA Heathrow, BP Exploration, Exxon, Ford, General Motors, J&J DePuy-Cork, Shingo Prize winner-Lake Region Medical-New Ross, Linpac Packaging, Molex–Shannon, Pfizer (Ireland), Pirelli, Premier Foods, Rottapharm-Madaus-Dublin, Shell, Sony, Teva Pharma-Waterford and Zimmer-Shannon.
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 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.
For more information or to book onto the seminar contact Gillian O’Brien at firstname.lastname@example.org