Total 'X' Managements - Total indicates that all in the company have to focus on the activity. All can mean all departments. All can mean all employees. Each employee has to a role to play and contribute something for the activity for the organization as a whole to succeed.
Education and training are to be provided to all in the performance of the activity subject to the idea that appropriate education and training are provided. Many total 'X' managements are initiated. In this article, some of them will be described.
Total Improvement Management
Total Improvement Management is a concept promoted by Dr. H. James Harrington, CEO of Harrington Institute Inc.
He identifies Total Quality Management (TQM), Total Resource Management (TRM), Total Cost Management (TCM), Total Productivity Management (Tpmgmt), and Total Technology Management (TTM) as five improvement movements competing for the scarce budget resources of an organization. To aid management decision making in this competitive situation, an improvement pyramid is advocated by Harrington.
A Video by Harrington Group
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A Presentation by Harrington (Good Presentation - Download and read it)
H. James Harrington, (1995) "The new model for improvement: total improvement management", Management Decision, Vol. 33 Iss: 3, pp.17 - 24
Total Improvement Management - Book By Harrington
http://books.google.co.in/books/about/Total_Improvement_Management_The_Next_Ge.html?id=NmfHaWfUkL0C
Article by Harrington
2 page brochure
Determination of Optimum Productivity Improvement Programs: Total Productivity Based Model
Mohamed Zaki Ramadan,
Total Effectiveness Management
Total Effectiveness Management by Understanding Means
Google Book Page Link
https://books.google.co.in/books?id=URg3rlZk7ZkC&pg=PA6#v=onepage&q&f=true
Advances in Design
Hoda A. ElMaraghy
Springer Science & Business Media, 2006 - Technology & Engineering - 576 pages
Advances in Design examines recent advances and innovations in product design paradigms, methods, tools and applications. It presents fifty-two selected papers which were presented at the 14th CIRP International Design Seminar held in May 2004 as well as the invited keynote papers. Dr. Waguih ElMaraghy was the conference Chair and Dr. Hoda ElMaraghy was on the program committee.
https://books.google.co.in/books?id=URg3rlZk7ZkC
Christer Karlsson, Christer Norr, (1994) "Total Effectiveness in a Just‐in‐Time System", International Journal of Operations & Production Management, Vol. 14 Issue: 3, pp.46-65, https://doi.org/10.1108/01443579410058522
https://www.emeraldinsight.com/doi/abs/10.1108/01443579410058522
Total Productive Maintenance (Management)
This concept was first introduced by M/s Nippon Denso Co. Ltd. of Japan, a supplier of M/s Toyota Motor Company, Japan in the year 1971. Total Productive Maintenance is an innovative approach to maintenance that optimizes equipment effectiveness and eliminates breakdowns and promotes day-to-day activities involving total workforce
A strategic approach to improve the performance of maintenance activities is to effectively adapt and implement strategic TPM initiatives in the manufacturing organizations. TPM brings maintenance into focus as a necessary and vitally important part of the business. The TPM initiative is targeted to enhance competitiveness of organizations and it encompasses a powerful structured approach to change the mind-set of employees thereby making a visible change in the work culture of an organization. TPM seeks to engage all levels and functions in an organization to maximize the overall effectiveness of production equipment. This method further tunes up existing processes and equipment by reducing mistakes and accidents. TPM became a world class manufacturing (WCM) initiative that seeks to optimize the effectiveness of manufacturing equipment. Whereas maintenance
departments are the traditional center of preventive maintenance programs, TPM seeks to involve workers from all departments and levels, including the plant-floor to senior executives, to ensure effective equipment operation.
Modem manufacturing requires that to be successful, organizations must be supported by both effective and efficient maintenance practices and procedures. One approach to improving the performance of maintenance activities is to implement and develop a TPM strategy. The TPM implementation methodology provides organizations with a guide to fundamentally transform their shopfloor by integrating culture, process, and technology.
TPM is a methodology originating from Japan to support its lean manufacturing system, since dependable and effective equipment are essential pre-requisite for implementing Lean manufacturing initiatives in the organizations. While Just-In-Time (JIT) and Total Quality Management (TQM) programs have been around for a while, the manufacturing organizations off late, have been putting in enough confidence upon the latest strategic maintenance tool as TPM. TPM is the corner stone activity for most of the lean manufacturing philosophies and can effectively contribute towards success of lean manufacturing. TPM is a production-driven improvement methodology that is designed to optimize equipment reliability and ensure efficient management of plant assets . TPM has been depicted as a manufacturing strategy comprising of following steps :
- maximizing equipment effectiveness through optimization of equipment
availability, performance, efficiency and product quality;
- establishing a preventive maintenance strategy for the entire life cycle of
equipment;
- covering all departments such as planning, user and maintenance departments;
- involving all staff members from top management to shop-floor workers; and
- promoting improved maintenance through small-group autonomous activities.
Nakajima (1989), a major contributor of TPM, has defined TPM as an innovative approach to maintenance that optimizes equipment effectiveness, eliminates breakdowns, and promotes autonomous maintenance by operators through day-to-day activities involving the total workforce. The emergence of TPM is intended to bring both production and maintenance functions together by a combination of good working practices, team-working and continuous improvement TPM is a system (culture) that takes advantage of the abilities and skills of all individuals in an organization. An effective TPM implementation program provides for a philosophy based upon the empowerment and encouragement of personnel from all areas in the organization.
TPM is about communication. It mandates that operators, maintenance people and
engineers collectively collaborate and understand each other’s language. TPM describes a synergistic relationship among all organizational functions, but particularly between production and maintenance, for the continuous improvement of product quality, operational efficiency, productivity and safety ( Sun et al., 2003). According to Chaneski (2002), TPM is a maintenance management programme with the objective of eliminating equipment downtime. TPM is an innovative approach to plant maintenance that is complementary to Total Quality Management (TQM), Just-in-Time Manufacturing (JIT), Total Employee Involvement (TEI), Continuous Performance Improvement (CPI), and other world-class manufacturing strategies ( Schonberger, 1996; ). According to Besterfield et al. (1999), TPM helps to maintain the current plant and equipment at its highest productive level through the cooperation of all functional areas of an organization.
TPM harnesses the participation of all the employees to improve production equipment’s availability, performance, quality, reliability, and safety. TPM endeavours to tap the “hidden capacity” of unreliable and ineffective equipment. TPM capitalizes on proactive and progressive maintenance methodologies and calls upon the knowledge and cooperation of operators, equipment vendors, engineering, and support personnel to optimize machine performance, thereby resulting in elimination of breakdowns, reduction of unscheduled and scheduled downtime, improved utilization,
higher throughput, and better product quality. The principal features of TPM are the pursuits of economic efficiency or profitability, maintenance prevention, improving maintainability, the use of preventive maintenance, and total participation of all employees. The bottom-line achievements of successful TPM implementation initiatives in an organization include lower operating costs, longer equipment life and lower overall maintenance costs. Thus TPM can be described as a structured equipment-centric continuous improvement process that strives to optimize production effectiveness by identifying and eliminating equipment and production efficiency losses throughout the production system life cycle through active team-based participation of employees across all levels of the operational hierarchy. The following aspects necessitate implementing TPM in the contemporary manufacturing scenario:
. To become world class, satisfy global customers and achieve sustained
organizational growth.
. Need to change and remain competitive.
. Need to critically monitor and regulate work-in-process (WIP) out of “Lean”
production processes owing to synchronization of manufacturing processes.
. Achieving enhanced manufacturing flexibility objectives.
. To improve organization’s work culture and mindset.
. To improve productivity and quality.
. Tapping significant cost reduction opportunity regarding maintenance related
expenses.
. Minimizing investments in new technologies and maximizing return on
investment ROI.
. Ensuring appropriate manufacturing quality and production quantities in JIT
manufacturing environment.
. Realizing paramount reliability and flexibility requirements of the organizations.
. Optimizing life cycle costs for realizing competitiveness in the global
marketplace.
. Regulating inventory levels and production lead-times for realizing optimal
equipment available time or up-time.
. To obviate problems faced by organizations in form of external factors like tough
competition, globalization, increase in raw material costs and energy cost.
. Obviating problems faced by organizations in form of internal factors like low
productivity, high customer complaints, high defect rates, non-adherence to
delivery time, increase in wages and salaries, lack of knowledge, skill of workers
and high production system losses.
. Ensuring more effective use of human resources, supporting personal growth
and garnering of human resource competencies through adequate training and
multi-skilling.
. To liquidate the unsolved tasks (breakdown, setup time and defects).
. To make the job simpler and safer.
. To work smarter and not harder (improve employee skill).
In addition, TPM implementation in an organization can also lead to realization of intangible benefits in the form of improved image of the organization, leading to the possibility of increased orders. After introduction of autonomous maintenance activity, operators take care of machines by themselves without being ordered to. With the achievement of zero breakdowns, zero accidents and zero defects, operators get new confidence in their own abilities and the organizations also realize the importance of employee contributions towards the realization of manufacturing performance (Dossenbach, 2006). TPM implementation also helps to foster motivation in the workforce, through adequate empowerment, training and felicitations, thereby enhancing the employee participation towards realization of organizational goals and objectives. Ideally, TPM provides a framework for addressing the organizational objectives. The other benefits include favourable changes in the attitude of the operators, achieving goals by working in teams, sharing knowledge and experience and the workers getting a feeling of owning the machine.
Framework of total productive maintenance
TPM seeks to maximize equipment effectiveness throughout the lifetime of the equipment. It strives to maintain the equipment in optimum condition in order to prevent unexpected breakdown, speed losses, and quality defects occurring from process activities.
There are three ultimate goals of TPM: zero defects, zero accident, and zero breakdowns (Nakajima, 1988; ).
Organizational manufacturing priorities and goals realized through TPM
- Productivity (P) Reduced unplanned stoppages and breakdown improving equipment availability and productivity Provide customization with additional capacity, quick change-over and design of product
- Quality (Q) Reduce quality problems from unstable production
- Reduced in field failures through improved quality
- Provide customization with additional capacity, quick change-over and
design of product
- Cost (C) Life cycle costing
- Efficient maintenance procedures
- Supports volume and mix flexibility
- Reduced quality and stoppage-related waste
- Delivery (D) Support of JIT efforts with dependable equipment
Improves efficiency of delivery, speed. and reliability
Improved line availability of skilled workers
Safety (S) Improved workplace environment Realizing zero accidents at workplace
Eliminates hazardous situations
Morale (M) Significant improvement in kaizen and suggestions
Increase employees’ knowledge of the process and product
Improved problem-solving ability
Increase in worker skills and knowledge
Employee involvement and empowerment
Nakajjima suggests that equipments should be operated at 100 percent capacity 100 percent of the time (Nakajima, 1988). Benchmarking on overall equipment effectiveness (OEE), productivity (P), quality (Q), cost (C), delivery (D), safety (S) and morale (M) etc. can facilitate an organization to realization of zero breakdown, zero defect, zero machine stoppage, zero accidents, zero pollution, which serve as the ultimate objective of TPM. TPM has been envisioned as a comprehensive manufacturing strategy to improve equipment productivity. The strategy elements include cross-functional teams to eliminate barriers to machine uptime, rigorous preventive maintenance programs,
improved maintenance operations management efficiency, equipment maintenance training to the lowest level, and information systems to support the development of imported equipment with lower cost and higher reliability.
Swanson (2001) describes the four key components of TPM as worker training, operator involvement, teams and preventive maintenance. As TPM is a common element to the lean drive, it requires not nly flexible equipment, but also flexible employees involved in the production process (Sahin, 2000). The practices of TPM help eliminate waste arising from an unorganized work area, unplanned downtime, and machine performance variability.
McKone et al. (2001) identify training, early equipment design, early product design, focused improvement teams, support group activities, and autonomous and planned maintenance as the six major activities in TPM implementation. In measuring TPM implementation, Maier et al. (1998) consider preventive maintenance, teamwork shop floor employee competencies, measurement and information availability work environment, work documentation, and extent of operator involvement in maintenance activities as factors reflecting TPM implementation. The basic practices of TPM are often called the pillars or elements of TPM. TPM paves way for excellent planning, organizing, monitoring and controlling practices through its unique eight-pillar methodology. TPM initiatives, as suggested and promoted by Japan Institute of Plant Maintenance (JIPM), involve an eight pillar implementation plan that results in substantial increase in labor productivity through controlled maintenance, reduction in maintenance costs, and reduced production stoppages and downtimes. The core TPM initiatives classified into eight TPM pillars or activities for accomplishing the manufacturing performance improvements include Autonomous Maintenance; Focused Maintenance; Planned Maintenance; Quality Maintenance; Education and Training; Office TPM; Development Management; and Safety, Health and Environment ( Hatakeyama, 2006).
TPM uses the following tools to analyze and solve the equipment and process related problems: Pareto Analysis, Statistical Process Control (SPC – Control Charts, etc.) Problem Solving Techniques (Brainstorming, Cause-Effect Diagrams and 5-M Approach) Team Based Problem Solving, Poka-Yoke Systems, Autonomous Maintenance, Continuous Improvement, 5S, Setup Time Reduction, Waste Minimization, Bottleneck Analysis, Recognition and Reward Program and Simulation.
TPM provides a comprehensive, life cycle approach, to equipment management that minimizes equipment failures, production defects, and accidents. It involves everyone in the organization, from top-level management to production mechanics, and production support groups to outside suppliers. The objective is to continuously improve the availability and prevent the degradation of equipment to achieve maximum effectiveness. These objectives require strong management support as well as continuous use of work teams and small group activities to achieve incremental improvements.
Source for TPM
Total productive maintenance: literature review and directions
I.P.S. Ahuja and J.S. Khamba
International Journal of Quality & Reliability Management
Vol. 25 No. 7, 2008, pp. 709-756.
Some More
Total Quality Management
Total Cost Management
Total Productivity Management
Total Industrial Engineering
