BMW TPM Management Training TPM Overview Pico Rivera– January 13, 2005 JMA Consultants.
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Transcript of BMW TPM Management Training TPM Overview Pico Rivera– January 13, 2005 JMA Consultants.
BMW BMW TPM ManagementTPM Management
Training Training
TPM OverviewTPM Overview
BMW BMW TPM ManagementTPM Management
Training Training
TPM OverviewTPM Overview Pico Rivera– January 13, 2005
JMA ConsultantsJMA Consultants
© JMA Consultants 2004
TPM Kick Off– Overview
Management Team Training I. Presentation: “After all, what is TPM? “(45min)
I. TPM Philosophy
II. TPM Organization and Pillar Structure
III. Actual examples of TPM at BMW
II. Pillar Structure I. Introduction to Each Pillar (1hr)
I. Concepts and Pillar Steps
II. Each Pillar Concept
II. TPM Mission Statement
III. Workshop “TPM Group Problem Solving” I. How can we use TPM to improve BMW and how can each of us participate TPM by trying
problem solving methods of TPM?
I. Sharing and prioritizing current problems and opportunities
II. Each person needs to bring a list of 10 problems (or opportunities) he/she finds with BMW. (2 hours)
III. Root Cause Analysis & Countermeasures (1 hour)
IV. Action Planning – I. Identify what issues fall under theTPM Pillar and classify as such (1 hour)
V. Create TPM Plan for 2005
IV. 5S Video and Planning (1hr)
3© JMA Consultants 2004
TPM Kick Off– Overview
Philosophy and Organization
4© JMA Consultants 2004
TPM Kick Off– Overview
11 MMaximaximizeize overall overall equipment equipment efficiencyefficiency -Zero Accidents, Zero Defects, Zero Breakdowns-Zero Accidents, Zero Defects, Zero Breakdowns 22 Philosophy of PreventionPhilosophy of Prevention -Proactive vs. Reactive -Proactive vs. Reactive 33 PParticipation of all articipation of all the associatesthe associates -Autonomous activities, Small Group activities-Autonomous activities, Small Group activities
44 AAll management levels from senior ll management levels from senior managers to operatorsmanagers to operators
- - Focused ImprovementFocused Improvement
55 Gemba Principle (Shop-Floor Oriented)Gemba Principle (Shop-Floor Oriented) -Seeking “ideal” operation, Visual management-Seeking “ideal” operation, Visual management
Seiichi NAKAJIMASeiichi NAKAJIMA
TPM – Operating Philosophy
TPM Fundamentals
5© JMA Consultants 2004
TPM Kick Off– Overview
TPM Teamwork In Gemba
JMAC
Sanitation Supv
UC Supv.
Main. Mgr.
Seattle Supv.1st Shift Oper
TPM Coordinator
2st Shift Oper
QA. Mgr.
2st Shift Oper
1st Shift SupvVP of Mftg.
TPM Fundamentals
6© JMA Consultants 2004
TPM Kick Off– Overview
TPM Award & Its Levels
Level 4: Award For World Class Achievement -Volvo, Sony
Level 3: Special Award -Toyota
Level 2: TPM Consistent Commitment Award -Subaru Isuzu
Level 1: TPM Excellence Award -Phillips 66, Milliken, Motorola, Unilever
3 yrs3 yrs
2 yrs2 yrs
3 yrs3 yrs
3 yrs3 yrs
Each year, The TPM Awards Committee offers TPM Awards to plants and individuals for exemplary TPM achievement.
TPM Fundamentals
7© JMA Consultants 2004
TPM Kick Off– Overview
TPM: Establishing a Corporate Culturethat will maximize production system effectiveness
CHANGING CHANGING CULTURECULTURE
MoraleMorale
QualityQualityProductivityProductivity
DDeliveryeliverySafetySafety
CostCost
Customer Satisfaction Over Global Competition
TPM Fundamentals
8© JMA Consultants 2004
TPM Kick Off– Overview
FOCUSED
IMPROVEMENT AUTONOMOUS
MAINTENANCE PLANNED
MAINTENANCE TRAINING AND
SKILLS DEVELOPMENT INITIAL PHASE
MANAGEMENT
ADMINISTRATIVE WORK
IMPROVEMENT
QUALITY IMPROVEMENT
RESET BASE LEVEL, INSPECTION STANDARDS5S, SETTING STANDARDS.
MEASUREMENT OF LOSSES, PROBLEM SOLVING, RELIABILITY IMPROVEMENT, SMED.
DOWNTIME REDUCTIONINITIALIZATION OF CONDITION BASED MAINTENANCE
TECHNICAL SKILLS REQUIREMENTSKNOW- HOW
CHECK OF SPECIFICATIONSTECHNICAL EVOLUTIONS
5S IN OFFICES5S IN WAREHOUSES
IMPROVE EFFICIENCY OF ADMINISTRATIVE TASKS
MANAGEMENT FOR ZERO ACCIDENT AND ZERO POLLUTION
REDUCTION OF DEFECTSOPERATING STANDARDS
The 8 Pillars of TPM
SAFETY &
ENVIRONMENT
QUALITY
MAINTENANCE
TPM FundamentalsE
stab
l ish
es E
ffi c
ien
t P
rod
uc t
i on
Sys
t em
PI
PII
PIII
PIV
PV
PVI
PVII
PVIII
9© JMA Consultants 2004
TPM Kick Off– Overview
TPM: “People Process”
Creating A Learning Organization Organizations that can adapt to meet changes of environment
surrounding them.• Kaizen(=Continuous Improvement)• Healthy Paranoia (The HP Way)
Maximizing Group Dynamics Sharing Core values and critical information Cross Functional interfaces Group Problem Solving
Communication : Using Common Language to be on the same page Utilization of data and metrics Production and Maintenance use the same language.
TPM Fundamentals
10© JMA Consultants 2004
TPM Kick Off– Overview
CSM Global Steering Committee (2/yr)Chairman : Franz Olieman
Participants : All VP Manufacturing of CSM Corporate divisions JMAC: Holvec & Asano
CSM Global Steering Committee (2/yr)Chairman : Franz Olieman
Participants : All VP Manufacturing of CSM Corporate divisions JMAC: Holvec & Asano
BSNA Steering Committee (2/yr)Chairman : Leo Rappange
Participants : All the Presidents and VP Operations of TPM companiesJMAC: Asano & Masaaki
BSNA Steering Committee (2/yr)Chairman : Leo Rappange
Participants : All the Presidents and VP Operations of TPM companiesJMAC: Asano & Masaaki
Company Steering Committee (Qrtly. / (Monthly))Chairman : President of each company
Participants : VP Operations, CFO, Managers, Pillar Champions, TPM Coordinator , Leo
JMAC: Asano & Masaaki
Company Steering Committee (Qrtly. / (Monthly))Chairman : President of each company
Participants : VP Operations, CFO, Managers, Pillar Champions, TPM Coordinator , Leo
JMAC: Asano & Masaaki
Satellite Plant Steering Committee(Monthly)
Chairman : Regional Mgmt. or VPParticipants : Plant Mgmt., Pillar Champions,
TPM Coordinator JMAC: As needed
Satellite Plant Steering Committee(Monthly)
Chairman : Regional Mgmt. or VPParticipants : Plant Mgmt., Pillar Champions,
TPM Coordinator JMAC: As needed
IC Pillar Meeting (Weekly)
Chairman : Pillar ChampionParticipants : As needed &TPM Coordinator
JMAC: As needed
IC Pillar Meeting (Weekly)
Chairman : Pillar ChampionParticipants : As needed &TPM Coordinator
JMAC: As needed
TPM Fundamentals
11© JMA Consultants 2004
TPM Kick Off– Overview
TPM Steering Committee
Roles of SC Guiding Force of Whole Program Removal of Barriers / Issues / Road Blocks Provide Leadership, Support, and Resources Accountable for Overall TPM Progress
Membership and Frequency Monthly
Core Members – CEO, CFO, VP of Ops, Pillar Champions, TPM Coordinator, JMAC
Pillar Presentation: Results, Plans, and Next Steps Quarterly
BMW Management Team Leo, JMAC
Next Steering Committee
TPM Fundamentals
12© JMA Consultants 2004
TPM Kick Off– Overview
Program Development Master Plan (Example of The First 3 Years)
Preparation ExpansionImplementation
6 Months 1 Year 6 Months 1 Year
Steps 1-7 Step 7 Steps 8-9 Steps 10-111. Top Management’s
declaration to introduce TPM
2. Introduction Training
3. TPM Organization
4. Target Setting
5. Master Plan
6. TPM Kick Off
7-(1) OEE/Focused Improvement 7-(2) Autonomous Maintenance
7-(3) Planned Maintenance 7-(4) Training and Skills Development
8. (5) Initial Phase Management9. (6)Quality Improvement
10. (7)Administrative Work
11.(8)Safety & Environment
TP
M A
wa
rd
12. Total application of TPM
TPM Fundamentals
13© JMA Consultants 2004
TPM Kick Off– Overview
Roles of Pillar Champion
Roles To Lead and Facilitate the TPM Activities for their Pillar Accountable for Pillar results and progress
Train and Schedule TPM Steps Form Pillar Committee
Present progress to Steering Committee and to the BMW public Activity Board – using PDCA cycle
Membership and Frequency Weekly
Core Members – Pillar Champions,
Committee members Review results Plan Next Steps
Analyze Current Situation
Analyze Current Situation
Identify Problems
Identify Problems
Generate Countermeasures
Generate Countermeasures
ImplementationImplementation
DoDo CheckCheck
ActionActionPlanPlan
PDCA Cycle
TPM Fundamentals
14© JMA Consultants 2004
TPM Kick Off– Overview
Production Maintenance Quality EngineeringProduction
ControlPurchasing Sales Admin.
1OEE/Focused Improvement
2Autonomous Maintenance
3Planned
Maintenance
4Training &
Skills
5Initial Phase Management
6Quality
Maintenance
7Administrativ
e Work
8Safety &
Environment
Involvement of Each Department By Pillar (Example)
15© JMA Consultants 2004
TPM Kick Off– Overview
Objectives: 0
TPM Progress Line-2The People
The action plan
The Results
OEE Casting
Updated on XX/XX by NB
Breakdowns/month
Process failures/monthThe Schedule
The achievementsThe Master Plan
Methodology
F.A.
The team The Chart
The Layout
Involvement Competencies
Activity Management : Example of Activity Board
TPM Fundamentals
16© JMA Consultants 2004
TPM Kick Off– Overview
Eight Pillars of TPM
17© JMA Consultants 2004
TPM Kick Off– Overview
Pillar I : OEE (Overall Equipment Efficiency) Focused Improvement
Improvement Steps
Define Losses
Quantify Losses
Analyze Causes
Generate Counter-measures
Implementation Follow up
Objectives
Maximizing the performance of equipment by minimizing losses
of equipment Problem Solving by GROUPS
Objectives
Maximizing the performance of equipment by minimizing losses
of equipment Problem Solving by GROUPS
Compare the Compare the ACTUALACTUAL operating time versus the operating time versus the OPTIMUMOPTIMUM operating time operating time
Highlight the causes of Productivity losses :Highlight the causes of Productivity losses : Availability, Performance and Quality lossesAvailability, Performance and Quality losses
Pillar I : OEE/Focused Improvement
18© JMA Consultants 2004
TPM Kick Off– Overview
Available Time = 100 % OEE
Operating Time
ValuedOperating
Time =25 % OEE
Do
wn
tim
eD
ow
nti
me
Net Operating
Time
Per
form
ance
Per
form
ance
Qu
alit
yQ
ual
ity
1. Equipment Stop Loss Pallet Jams, Silo stops, Slide Gate, etc
1. Equipment Stop Loss Pallet Jams, Silo stops, Slide Gate, etc
2. Set up/Adjustment Loss Sensor Dirty / Off, Adjust Former height, etc
2. Set up/Adjustment Loss Sensor Dirty / Off, Adjust Former height, etc
3. Parts Change Out Leaky cylinder, Change Over Loss, Wait System,
3. Parts Change Out Leaky cylinder, Change Over Loss, Wait System,
4. Start Up Loss Change Overs,Not ready at 4AM,12 Noon, 8PM
4. Start Up Loss Change Overs,Not ready at 4AM,12 Noon, 8PM
5. Minor Stoppage Loss Lack of ***Dribbler adjustments, Bags jamming
5. Minor Stoppage Loss Lack of ***Dribbler adjustments, Bags jamming
6. Speed Loss Run Rate, MachineSpeed – Conveyor Belts, Dribbler,etc
6. Speed Loss Run Rate, MachineSpeed – Conveyor Belts, Dribbler,etc
7. Defect/Rework Loss Bad formula,
Wrong ingredients, On hold, etc
7. Defect/Rework Loss Bad formula,
Wrong ingredients, On hold, etc
Wasted$$’sWasted$$’s
Pillar I : OEE/Focused Improvement
19© JMA Consultants 2004
TPM Kick Off– Overview
Definition of OEE
OEE: Comparison between “actual output”
and “should-be output”.
Ex. Actual Output : 2,500 lb or units
Should-be Output : 5,000 lb or unit
OEE= 2,500 / 5,000
= 50%
Pillar I : OEE/Focused Improvement
20© JMA Consultants 2004
TPM Kick Off– Overview
OEE As Performance Evaluation
100 miles/hr X 10 hrs = 1,000 miles (Should-be Output)
1,000 miles 0 mile 300 miles
OEE = 300 / 1,000 = 30%
300 miles (Actual Output)
70 miles/hr
65 miles/hr
55 miles/hr
70 miles/hr X 2 hrs = 140 miles
65 miles/hr X 2 hrs = 130 miles Total: 600 miles (Should-be Output)
55 miles/hr X 6 hrs = 330 miles
600 miles
OEE = 300 / 600 = 50%
Pillar I : OEE/Focused Improvement
21© JMA Consultants 2004
TPM Kick Off– Overview
Pareto Analysis
Period 6 Downtime Line 2Total Minutes = 4945
0
200
400
600
800
1000
1200
1400
Waiting onSystem
Process X-Over SewingMachine
Palletizer Break
Categories
Tim
e(m
in)
0
10
20
30
40
50
60
70
Top 20% Causing
Top 20% Causing
80% of Downtim
e
80% of Downtim
e
Pillar I : OEE/Focused Improvement
22© JMA Consultants 2004
TPM Kick Off– Overview
Follow Up Weekly Measure Your Progress
1446
11161271
841754 764 714
626435
0200400600800
1000120014001600
P10 '03 P11 '03 P12 '03 P01 '04 P02 '04 P03 '04 p04 '04 P05 '04 P06 '04
0
20
40
60
80
100
Waiting System Frquency
23© JMA Consultants 2004
TPM Kick Off– Overview
Follow Up Weekly Measure Your Success
OEE - Dry Line #2
0%
5%
10%
15%
20%
25%
30%
35%
40%
1/1/2004
1/8/2004
1/15/2004
1/22/2004
1/29/2004
2/5/2004
2/12/2004
2/19/2004
2/26/2004
3/4/2004
3/11/2004
3/18/2004
3/25/2004
4/1/2004
4/8/2004
4/15/2004
4/22/2004
4/29/2004
5/6/2004
5/13/2004
5/20/2004
5/27/2004
6/3/2004
6/10/2004
6/17/2004
6/24/2004
7/1/2004
Date
OEE
%
OEE - Dry - Line 2
Comments
Linear (OEE - Dry - Line 2)
24© JMA Consultants 2004
TPM Kick Off– Overview
SHARED RESPONSIBILITY OF MAINTASHARED RESPONSIBILITY OF MAINTAININGINING ””BASBASICIC CONDITIONS CONDITIONS” OF ” OF EQUIPMENTEQUIPMENT BETWEEN BETWEEN PRODUCTION PRODUCTION ANDAND MAINTENANCE MAINTENANCE
Daily/Time-Based MaintenanceDaily/Time-Based Maintenance – CleaningCleaning– LubricationLubrication– TighteningTightening
Daily inspection by using Daily inspection by using 5 SENSES 5 SENSES
Right operation, right adjustment, right settingRight operation, right adjustment, right setting
Autonomous Maintenance : Definition
“I operate, You fix.” “We are AlI responsible for Our equipment.”
“I operate, You Clean.” “We are AlI responsible for cleanliness of Our line.”
Pillar II : Autonomous Maintenance
25© JMA Consultants 2004
TPM Kick Off– Overview
3 Key Tools for Autonomous Maintenance
Key Concepts
Shop floor based activities Operator conducted Operator enhancing Team activity Autonomous Management TPM Foundation Part of the job!
Key Concepts
Shop floor based activities Operator conducted Operator enhancing Team activity Autonomous Management TPM Foundation Part of the job!
3 Key Tools
Activity Board
Meetings
One Point Lessons
3 Key Tools
Activity Board
Meetings
One Point Lessons
Pillar II : Autonomous Maintenance
26© JMA Consultants 2004
TPM Kick Off– Overview
Example of A.M. Activity Board
People Treasures
Definition
Team Mission
Layout of Line & Identified Important
Areas
Safety Hazard
Contamination
Hard-to-reach
Main Failure
•Team Name•Members
Line
•Mission•Objectives
Activity & Findings
Step 1: Initial Cleaning
Pictures
Before After
Tag List Production Maintenance
Tag Movement
Actual Tags
•Display actual findings from Initial Cleaning such as trash, unnecessary items, dust and other contamination.
Step 2: Sources of Contamination
Explain and show Focused Improvement activities for sources of contamination
One-Point-Lessons
Team
Pillar II : Autonomous Maintenance
27© JMA Consultants 2004
TPM Kick Off– Overview
Dept. / Line : Bldg Y Mach. ID : Date: 4/28/2004
S D W MCleaning
1 Water trap Empty bowl Open valve Cloth 1 X Operator
This is the maximum level for water in the bowl.
Open valve at bottom to release water, wipe up with clean cloth.
Insert
Picture
Here
ToolsT
(Min)PersonResp.
Autonomous MaintenanceRoutine Cleaning, Inspection, & Lubrication Standard
FreqDiagram No. Item Criterion Method
Area : Bag Printer Tag # :
Pillar II : Autonomous Maintenance
28© JMA Consultants 2004
TPM Kick Off– Overview
One Point Lessons
One Point Lesson is a toolwith the following characteristics;
One sheet to share the results of autonomous study for 5-10 minutes
One Point Lesson is a toolwith the following characteristics;
One sheet to share the results of autonomous study for 5-10 minutes
Contents can be knowledge and skills of; Equipment Safety Operation Process Task
Contents can be knowledge and skills of; Equipment Safety Operation Process Task
Dept.Manager
Super-visor
TeamLeader
Createdby
BasicKnowledge
Improvement
ExampleTroubleCases
DateExecuted
Instructor
Trainee
Daniel
Cla
ssif
icat
ion
John
Act
ion
His
tory
Su
bje
ct Compressed Air UsageFor Line #1 & 2
TPM One-Point LessonNo.
Date ofCreation
November, 2003
DL1034
Jerry Paul
1.Compressed Airmay only be used onthe Dribbler ScaleONLY
2.Scale Area iscurrently Hard-To-Reach and maycause variableweight if notcleaned
1
2
Don’t Make A Bigger Mess !!!
Pillar II : Autonomous Maintenance
29© JMA Consultants 2004
TPM Kick Off– Overview
The Five SThe Five Steps of Housekeeping
1. Sort: Separate out all that is unnecessary and eliminate it.
2. Store: Put essential things in order so they can be easily accessed. Everything has a place… and is in its place. And visual management.
3. Shine: Clean everything – tools and workplaces – removing stains, spots, debris and eradicating sources of dirt. Bring everything to “NEW” and better than new.
4. Standardize: Standardize the previous three steps to make the process one that never ends and can be improved upon.
5. Sustain: Make cleaning and checking routine.
Pillar II : Autonomous Maintenance
30© JMA Consultants 2004
TPM Kick Off– Overview
The 7 steps of Autonomous Maintenance1.1. Initial Initial CleaningCleaning (Initial Inspection & (Initial Inspection & “ “Restoration”)Restoration”)
22. Source of Contamination. Source of Contamination & Hard-to-Reach areas& Hard-to-Reach areas
33. . Standards of Cleaning Standards of Cleaning && Lubrication Lubrication
44. . General Inspection General Inspection
55. . Autonomous InspectionAutonomous Inspection
6. Standardize Autonomous6. Standardize Autonomous Maintenance operationsMaintenance operations
7.7. Autonomous Autonomous ManagementManagement
-Detect problems of lines and restore its original state. -Detect problems of lines and restore its original state. -Start managing the line autonomously.-Start managing the line autonomously. ( 5S, Minor Stops, Quality )( 5S, Minor Stops, Quality ) -Create & perform temporary-Create & perform temporary “ “Cleaning/Lubrication procedures.”Cleaning/Lubrication procedures.”
-Solve “Sources of Contamination” and -Solve “Sources of Contamination” and “ “Hard to Reach” areas. (Cleaning, Inspection, Lubrication)Hard to Reach” areas. (Cleaning, Inspection, Lubrication)
-Develop tentative standards for cleaning, lubrication and -Develop tentative standards for cleaning, lubrication and inspection.inspection.
-Provide training on their equipments, products and -Provide training on their equipments, products and materials, inspection skills and other AM skills.materials, inspection skills and other AM skills.
Develop a routine maintenance standard by operatorsDevelop a routine maintenance standard by operators
Standardize routine operations related to workplace Standardize routine operations related to workplace management such as quality inspection of products, management such as quality inspection of products, life cycle of jigs, tools, set up operation and safety.life cycle of jigs, tools, set up operation and safety.
Autonomous team working Autonomous team working
3 Y
ea
rsPillar II : Autonomous Maintenance
31© JMA Consultants 2004
TPM Kick Off– Overview
What to detect during Initial Cleaning?“Categories of Abnormality”
S: Safety Items : safety area, spot, work environment1: 5 S Related Items:
Sort: Unnecessary items Store: Disorganized storage, Lack of Visual Indications Shine: Cleanliness/Preserve
2: Sources of Contamination: Leaks, Spills
3: Hard-to-Reach area4: Broken/Missing Parts5: “Basic Conditions”:
Lubrication Tightening Cleaning & Inspection
6: Quality Related: Causes of defect
Pillar II : Autonomous Maintenance
32© JMA Consultants 2004
TPM Kick Off– Overview Pillar II : Autonomous Maintenance
BeforeBefore AfterAfter
33© JMA Consultants 2004
TPM Kick Off– Overview
Pillar II : F-Tagging
Pillar II : Autonomous Maintenance
During During
Initial CleaningInitial CleaningAfterwards – Afterwards –
Every Day ProcessEvery Day Process
34© JMA Consultants 2004
TPM Kick Off– Overview
Monitoring Tags Initial Cleaning is not an one time event. It should be repeated monthly. The more restoration you continue, the less Initial Cleaning time you will need.
0
50
100
150
200
250
Initi
al C
lean
ing
(June)
July
August
Septe
mber
Oct
ober
Novom
ber
Decem
ber
Nu
mb
er
of
Ta
gs
Tag IssuedTag
Issued
Tag Restored
Tag Restored
Pillar II : Autonomous Maintenance
35© JMA Consultants 2004
TPM Kick Off– Overview
Major Impact from Initial Cleaning Activity
10 % increase in Machine Time by cleaning and adjustment of cylinders and air tubes of Bag Former
(13 cycle/min to 15 cycle/min)
Pillar II : Autonomous Maintenance
36© JMA Consultants 2004
TPM Kick Off– Overview
Pillar III : Planned Maintenance
Objectives: Increase Equipment Reliability and Production Up-TimeMinimize the maintenance cost by 1) reducing breakdowns 2) development of efficient maintenance methods
Objectives: Increase Equipment Reliability and Production Up-TimeMinimize the maintenance cost by 1) reducing breakdowns 2) development of efficient maintenance methods
To clarify which parts and locations of which equipment should receive what type of maintenance and to implement it in a planned manner
Pillar III : Planned Maintenance
37© JMA Consultants 2004
TPM Kick Off– Overview
SERVICING ACTIVITIES
REPAIRMAINTENANCE
PREDICTIVE MAINTENANCE
PREVENTIVE MAINTENANCE
ROUTINEMAINTENANCE
ROBUSTNESS IMPROVEMENT
EFFECTIVE AND APPROPRIATE REPAIRS
TRENDS MEASURE AND CONTROL
NOT TIME BASED SERVICING
BUILDING OF PROGRAMS
TIME BASED APPLICATIONS
CLEANING- REFURBISHING
GREASING-SCREWING
DAILY INSPECTION
DAILY EQUIPMENT CARE
XX
XX
XX
XX
XX
XX XX
XX
XX
XX
XX
MfgMfg MaintMaint
WHO DOES WHAT ?WHO DOES WHAT ?
Pillar II : Autonomous Maintenance
38© JMA Consultants 2004
TPM Kick Off– Overview
Step 1: Evaluate Equipment and Understand Current Conditions
Step 2: Restore Deterioration and Correct Weaknesses
Step 3: Build an Information Management System
Step 4: Build a Periodic Maintenance System
Step 5: Build a Predictive Maintenance System
Step 6: Evaluate the Planned Maintenance System
Planned Maintenance – 6 Steps
Pillar III : Planned Maintenance
39© JMA Consultants 2004
TPM Kick Off– Overview
1 – Initial Cleaning2 – Sources of contamination, Hard-to-reach area3 – Standardize
4 –Inspection system 5 – Entire process inspection
6 – A.M. System
7 – A.M. Management
INCREASE TIMELIFEImprove MTBF SYSTEMATIC REPAIR FAILURE PREDICTION
PHASE 1 PHASE 2 PHASE 3 PHASE 4
1 –Equipement Audit (Current)
2 –Repair degradations and improve weakness
3 – Information system
(Database) 4 – Preventive
Maintenance System
5 -Predictive Maintenance
System
AU
TO
NO
MO
US
M
AIN
TE
NA
NC
EM
AIN
TE
NA
NC
E
6 -Eva
luate &
Es
tablish
PL
AN
NE
D M
AIN
TE
NA
NC
E
SY
ST
EM
Implementing Planned Maintenance
Pillar III : Planned Maintenance
40© JMA Consultants 2004
TPM Kick Off– Overview
PM - Main ActivitiesPM - Main Activities
Improvement of Equipment
MTBF
Improvement of Equipment
MTBF
Improvement of Maintenance Skills
MTTR
Improvement of Maintenance Skills
MTTR
Preventive Maintenance
Corrective Maintenance
Maintenance Prevention
Breakdown Maintenance
Support for Autonomous Maintenance
Specialized maintenance skills
Equipment repair skills
Inspection and measurement skills
Equipment diagnostic skills
Develop new maintenance technologies
Pillar III : Planned Maintenance
41© JMA Consultants 2004
TPM Kick Off– Overview
M. T. T. R & M.T.B.F – CALCULATION MODEM. T. T. R & M.T.B.F – CALCULATION MODE
MM E A N E A N TT I M E I M E BB E T W E E N E T W E E N FF A I L U R E A I L U R E
M T B F =M T B F =STOPS NUMBER FOR FAILURESTOPS NUMBER FOR FAILURE
( OPENING TIME ( OPENING TIME — — STOPS TIME) STOPS TIME)
MM E A N E A N TT I M E I M E TT O O RR E P A I R E P A I R
M T T R = M T T R = STOPS NUMBER FOR FAILURESTOPS NUMBER FOR FAILURE
SUM OF TIME STOPS FOR FAILURESUM OF TIME STOPS FOR FAILURE
* * LAST GOOD PART/FIRST GOOD PARTLAST GOOD PART/FIRST GOOD PART
Pillar III : Planned Maintenance
42© JMA Consultants 2004
TPM Kick Off– Overview
Pillar IV : Training and Skills Development
Objectives 1) Enhance employees’ ability and skill in TPM methods 2) Provide necessary TPM methodology at the right time
Objectives 1) Enhance employees’ ability and skill in TPM methods 2) Provide necessary TPM methodology at the right time
Introduction
Expansion
Implementation
Consolidation
POLICIES, OBJECTIVES, PERFORMANCE INDICATORS
OE
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RE
AS
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FO
CU
SE
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MP
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AN
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EV
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nit
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ase
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TPMTPM
3) Provide challenge targets for individuals by clarifying the hierarchy of skills
3) Provide challenge targets for individuals by clarifying the hierarchy of skills
Pillar IV : Training & Skills
43© JMA Consultants 2004
TPM Kick Off– Overview
Steps for Pillar 4 “Training”
Step 1: Skills/Techniques Inventory and HierarchyCreate a list of Operational and Maintenance Skills
and Techniques
Step 2: Design Training System Including follow-up system such as OJT (=on the job
training) Documentation of Individual Skill Levels
Step 3: Set Individual Skill Challenge Target Step 4: Training and Evaluation
44© JMA Consultants 2004
TPM Kick Off– Overview
Training and Skills Development: Program and Matrix
Pillar IV : Training & Skills
Plan Actual
TPM Basics / Concepts
5 S's
Understanding OEE - Identifying LossesPillar 2: Autonomous Maintenance- Overview of 7 StepsAM Step 1 - Initial Cleaning Gantt
Initial Inspection / Initial Clean / F-TaggingActual Initial Cleaning Day
Top Management Audit-1AM Step 2 - Source of ContaminationF-Tag AnalysisPrioritize themGenerate Countermeasures-1Prioritize Cleaning AreaGenerate Countermeasures-2
Action PlanningAM Step 3 - Document / Create StandardsOne Point Lessons = Create / DocumentVisual Controls = Create / DocumentDefine Cleaning Methods =AM Create / Document
Top Management Audit-2
Training Schedule by Production Line
Line #1 (L2 refresher)Week
Training Hours
Subjects
Training Matrixfor Manufacturing
and Distribution Staff
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x Bidding For / Current StationI In Training Q Trained / QualifiedC Ceritifed / Performance Std. Met
Dry Manufacturing 1 Helper/Packer Relief
Bag Printer
Glue Machine
Labeler
Forklift
2 Packer 1 & 2
Packer/Dribbler
Bag Former
Sewing Machine
Coder
Bottom Conveyor Belt
Stitcher / Sewing Machine
Incline Belt
Cover Pan
Metal Detector
Palletizer
3 Packer 3 & 4
Packer
Metal Detector
Coding
Bulk Bag Filler
Rovema
Scale
Metal Detector
Coding
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TPM Kick Off– Overview
Training and Skills Development: Program and Matrix
Pillar IV : Training & Skills
Pillar 2 - Autonomous Maintenance
1 = Lecture 1 = Exposure
2 = Knowledge 1 2 2 = Can Explain
3 = Application 4 3 3 = Can Do / Has done
4 = Pass on Knowledge 4 = Can Teach _Has taught - as evidenced by green in direct reprots
Steps 1-7 Clean to Inspect Sources Contamination
Inspect to Detect Lubrication
1 2 1 2 1 2 1 2 1 2
4 3 4 3 4 3 4 3 4 3
1 2 1 2 1 2 1 2 1 2
4 3 4 3 4 3 4 3 4 3
1 2 1 2 1 2 1 2 1 2
4 3 4 3 4 3 4 3 4 3
1 2 1 2 1 2 1 2 1 2
4 3 4 3 4 3 4 3 4 3
Overview AM AM-Step 1 AM-Step 2 AM-Step 3. . . . Step 2
Simplification
Detect to Correct
Work Standards / AMs
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TPM Kick Off– Overview
Pillar V : Initial Phase Management(Prevention of Maintenance)
Objective Minimize LCC (=Life Cycle Cost) of equipment by the feedback of experience from the development stage of equipment and product
Objective Minimize LCC (=Life Cycle Cost) of equipment by the feedback of experience from the development stage of equipment and product
View PointsView Points
Product DevelopmentProduct Development Equipment Development/InvestmentEquipment Development/Investment
Easy-to-manufactureDefect-freeCompetitiveClarify 4M conditions -Material -Machinery -Method -Manpower
Free from major lossesEasy to useEasy to maintainDoes not manufacture defective products
Pillar V : Initial Product & Equipment
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TPM Kick Off– Overview
Pillar VI : Quality Maintenance
Aim To ensure that a plant is in a perfect condition – where 100 % quality goods are produced, zero defects
Aim To ensure that a plant is in a perfect condition – where 100 % quality goods are produced, zero defects
StepsSteps
Result Oriented Approach“after it has happened”
Result Oriented Approach“after it has happened”Establish conditions for “zero defects”
Prevent the occurrence of quality defects by maintaining the conditions within certain standardsInspect and monitor such conditions in time seriesPredicting the possibility of quality defect occurrence by reviewing changes in measured valuesTake countermeasures in advance
Cause Oriented Approach“before it happens”
Cause Oriented Approach“before it happens”
Ensuring high quality through equipment arrangements at each process
Pillar VI : Quality
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QUALITY DEFECT Causes by:
QUALITY DEFECT Causes by:
Equipment not capable Improper Process Conditions Human Error
Educate operators
Activities of Auto -Maintenance
Field Training
Train operators to detect and correct anomalies
Build equipments which do not create defects
Quality Assurance
Equipment Monitoring
Correspondence between Quality features and Process conditions or
Equipment Capability
Results Control
Controlof
Causes
Crisis
Preventive
MANAGE CONDITIONSOF ZERO DEFECT
MANAGE CONDITIONSOF ZERO DEFECT
Quality approach
Pillar VI : Quality
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ExampleTest Slick Test Visual DefectsFrequency 1/Load Frequency 1/LoadResponsible Quality Dept Responsible Quality Dept Specks Equipment Slick Equipment Visual Off-colorDocument Q 610 Form Document Q 610 Form
Test Colormetry Test Farino Test Protein Test Moisture Test Ash Content Low Moisture %Frequency 1/Load Frequency 1/Load Frequency 1/Load Frequency 1/Load Frequency 1/Load High Ash%Responsible Quality Dept Responsible Quality Dept Responsible Quality Dept Responsible Quality Dept Responsible Quality Dept High Salt %Equipment Minolta Equipment Farinograph Equipment NIR Equipment NIR Equipment NIR Low Protein %Document Q 610 Form Document Farino Book Document Q 710 Form Document Q 710 Form Document Q 710 Form Off Color
Test Visual Off TasteFrequency 1/Load Off OdorResponsible Quality DeptEquipment VisualDocument Q 610 Form
Test Visual Test Visual Test Sell by Date InfestationFrequency 1/Load Frequency 1/Load Frequency 1/Load Piece of PlasticResponsible Quality Dept Responsible Quality Dept Responsible Quality Dept ExpiredEquipment Visual Equipment Visual Equipment VisualDocument Q 610 Form Document Q 610 Form Document Q 610 Form
Test Acidity Test Temperature Test Lot # Record Test All Records High pHFrequency 1/Load Frequency 1/Load Frequency 1/Load Frequency 1/Load No Lot #Responsible Quality Dept Responsible Quality Dept Responsible Quality Dept Responsible Quality Dept No COAEquipment pH Meter Equipment Thermometer Equipment Visual Equipment VisualDocument Q 610 Form Document Q 610 Form Document Q 610 Form Document COA File
Test Visual Test Visual Test Visual Torn PackageFrequency 1/Load Frequency 1/Load Frequency 1/Load Illegible CodeResponsible Quality Dept Responsible Quality Dept Responsible Quality DeptEquipment Visual Equipment Visual Equipment VisualDocument Q 610 Form Document Q 610 Form Document Q 610 Form
Protein Moisture Ash
Appearance Color
Taste/Odor/Flavor
Micro Activity Temperature Traceability COA
Appearance Integrity Lot Code
Raw Material – Defect Mode Matrix
Color Rheology
Infestation Foreign Matter Freshness
Vis
ual
Ph
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TPM Kick Off– Overview
Pillar VII : Administrative Work Improvement
Objectives 1) Minimize losses 2) Improve quality of work 3) Clear work allocation
Objectives 1) Minimize losses 2) Improve quality of work 3) Clear work allocation
StepsSteps
Design Approach
Engineering Approach
CustomerExpectations
CustomerExpectations
OrganizationalMission
OrganizationalMission
Departmental Mission
Departmental Mission
IndividualRoles &
Responsibilities
IndividualRoles &
Responsibilities
Make a List of all the work in the office
Clarify priorities of all the work in the office
Step 1Step 1
Work InventoryWork Inventory
Step 2Step 2
Priority AnalysisPriority Analysis
Step 3Step 3 Work Allocation
Analysis
Work Allocation Analysis
Step 4Step 4
Activity AnalysisActivity Analysis
Clarify work allocation of all the work
Capture the trend and benchmark of Office work utilization
Step 5Step 5 Information Flow
Analysis
Information Flow Analysis
Step 6Step 6
Document AnalysisDocument Analysis
Step 7Step 7
Meeting AnalysisMeeting Analysis
Clarify detailed process flow of information
Clarify objectives and design of documents
Clarify objectives and design of meetings
Pillar VII : Administative
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Example of Administrative Work Analysis “Work Inventory”
Work Inventory Job Title: Data Management SpecialistName:
Work Activity Frequency Quantity Cycle time
Category Sub-Element
Da
ily
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Mo
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No No ( Check one ) ( Times/How many ) ( Minutes )
1 Monthly Inventory 1 Plan and assign inventory X >Inventory Assignment
2 Physical Inventory X 1 2 1 2hrs >Inventory Sheet
3 Inventory Data Entry and Verification X 5hrs >Inventroy Sheet
>Resins
4 Report Generation X >Finished Inventory
>Inprocess Inventory
2 Data Entry of 1 Daily Data Entry X 15 2hrs >Job Card ( Molding )
Job Card >Job Card ( Finishing )
3 QS/ISO 1 Maintain and update documents for QS 9000 X2 Maintain and update documents for ISO14001 X3 Create Weekly QS Report X 3 12 >Molding Summary
4 Perfom Internal Audits5 Preparing for external Audits
>Finishing Summary
DocumentForms
Being Used
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Pillar VIII : Safety and Environment
Target = “Maintenance of peace of mind “ Target = “Maintenance of peace of mind “
Safety Management
Environment Management
Zero AccidentZero Injury Zero Pollution
Zero Waste
Pillar VIII : Safety & Morale
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Steps for Pillar 8 “Safety and Environment”
Step 1: Collaboration with Other Pillars
Pillar 1 “Focused Improvement” :
• Identify and solve any ergonomic problems to the operators
• Supporting HACCP by providing sanitary work environment
Pillar 2 “Autonomous Maintenance”: Zero dangerous objects and
Clean work place
Step 2: Accident/Danger Zone Map
Identify and visualize dangerous area and generate
countermeasures
Step 3: Routine Safety Patrol by Plant Manager
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Problem Solving Workshop
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Steps of Problem Solving
I. Problem IdentificationI. Problem Identification -1 Problem Statement -1 Problem Statement (5W1H)(5W1H) -2 Categorize Problems -2 Categorize Problems (Grouping)(Grouping) II. Problem InvestigationII. Problem Investigation -3 Relationship Analysis-3 Relationship Analysis -4 Quantify Problems -4 Quantify Problems (7 Tools of QC)(7 Tools of QC) -5 Priority Analysis -5 Priority Analysis (Priority Quadrant)(Priority Quadrant) III. Root Cause AnalysisIII. Root Cause Analysis -6 Why-Why Analysis -6 Why-Why Analysis (5 Whys)(5 Whys) IV. Generate CountermeasuresIV. Generate Countermeasures -7 Idea Bit / -7 Idea Bit / Brainstorming Brainstorming V. Action PlanningV. Action Planning -8 Create Steps to Implement Countermeasures-8 Create Steps to Implement Countermeasures - 9 Create Schedule- 9 Create Schedule VI. Implementation VI. Implementation
Problem Solving Process
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Step I – Identification – What is a problem?A problem is a gap between the current situation (what it is), and the ideal situation (what it ought to be).
Current Situation
Ideal Situation
GAP = PROBLEM
>Goal/Plan
>Standard
i.e. - Manual
- Job Description
Problem Solving Process
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RULES FOR IDENTIFYING PROBLEMSRULES FOR IDENTIFYING PROBLEMS
1. Write problems as concretely as possible. -Express problems using the 5Ws and 1H. Who What When Where Why/Which How
2. Keep it simple and clear
3. Use proper expressions to state problems
-1. Problem Statement
Problem Solving Process
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-2. Categorize Problems
Just simply group labels by similarity. - Never try to consolidate them. - The more groups, the better Be careful with convenient key words. Be specific. - communication, training, discipline, management, time, resource, etc. - Keep asking “what kind of / what do you mean by --?”
Pro
blem
Iden
tification C
ou
nte
rmea
sure
Problems
Problem Solving Process
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Steps II: Problem Investigation
COMPANY THEMEGroup, Member Names, Date
Large Labels
Small Labels
Medium Labels
-3. Relationship Analysis
Relationship can be;
•Flow or Sequence•Cause and Effect•Larger scale to Smaller scale•Horizontal/Vertical
Relationship can be;
•Flow or Sequence•Cause and Effect•Larger scale to Smaller scale•Horizontal/Vertical
Problem Solving Process
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LowLow
HighHigh
HighHigh
FeasibilityFeasibility
Imp
act
-5. Priority Analysis -5. Priority Analysis -5. Priority Analysis -5. Priority Analysis
Problem Solving Process
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Steps III: Root Cause Analysis
-6. 5 Why Analysis -6. 5 Why Analysis
Cross-Cross-departmental departmental
Issues Issues
Departmental Departmental Issues Issues
Problems Problems Root Cause Analysis Root Cause Analysis Root Cause StatementRoot Cause Statement
Keep asking WhysKeep asking Whys
Problem Solving Process
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Step IV: Countermeasures
1. The more, the better
2. Time Consciousness
3. No Criticism
4. Develop ideas from other people
To generate countermeasures
Brainstorming
Brainstorming
4 Rules of Brainstorming
4 Rules of Brainstorming
-7. Brainstorming
Problem Solving Process
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Step V: Action Planning>Create steps (story) of improvement>Estimate necessary time for each step>Clarify responsible person for each step>Manage progress ( Plan vs Actual )
>Create steps (story) of improvement>Estimate necessary time for each step>Clarify responsible person for each step>Manage progress ( Plan vs Actual )
Person 23 24 25 26 27 28 29 30 31 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19
Project Step/Content in Charge M T W Th F Sa Su M T W Th F Sa Su M T W Th F Sa Su M T W Th F Sa Su
1 Event 1 Project Meeting Jose
2 Training (Project Member) Javier
2 2nd Phase 1 Prepare for Implementation Maria
Machine #4-5 2 Trial Maria
3 Actual Implementation Maria
4 Follow Up Maria
3 4th Phase 1 Create Proposal Angelica
Finish Lines 2 Detailed Design Angelica
#1-3 3 Prepare for Implementation Angelica
4 Trial Angelica
5 Actual Implementation Angelica
4 5th Phase 1 Time Study Isabel
Machine #8-9 2 Brainstorming/Discussion All Member
3 Basic Design of New Operation Isabel
4 Create Proposal Isabel
5 Detailed Design/Preparation Isabel
NovemberOctober
Step
s
Schedule ( Plan vs Actual )
Problem Solving Process
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DEMINGDEMING’s’s ‘PDCA’ ‘PDCA’ WheelWheelDEMINGDEMING’s’s ‘PDCA’ ‘PDCA’ WheelWheel
PLANPLANPLANPLAN
DODODODOCHECKCHECKCHECKCHECK
ACTACT ACTACT STUDY
PREPAREPLAN OBJECTIVES
Group Problem Solving
Implementation
Small Group ActivityFocused Improvement Team
•MONITOR THE PROGRESS•IDENTIFY BOTTLENECKS
DATA GATHERINGDetecting Problems
5W 1H
•ANALYZE THE ROOT CAUSE•GENERATE COUNTERMEASURES
5 WHY ANALYSISFishbone Chart
BRAINSTORMINGONE POINT LESSON
TPM – A Continuous Improvement Approach,‘KAIZEN’, to eliminate losses
TPM Fundamentals
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Evolution of Impact
Improve Your Equipment
Improve Your People
Improve Your Performance
Improve Your Company
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LOW HIGH
HIGH
LE
VE
L O
F P
RO
MO
TIN
G
CO
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TE
RM
EA
SU
RE
S
WHAT IS YOUR CORPORATE CULTURE?
IMPULSIVE / EMOTIONAL
-ATTACH HIGH PRIORITY TO SOLVING OF TODAY’S PROBLEM.
-COUNTERMEASURES ARE NOT FOLLOWED THROUGH TO COMPLETION.
-ACTIONS BASED ON IMPULSE.
EXCELLENT-PROBLEMS ARE CLEARLY DEFINED AND COUNTERMEASURES ARE IMPLEMENTED AS SCHEDULED.
-PROFITABLE AND SUFFICIENT GROWTH.
-HUMAN RESOURCES ARE SMOOTHLY DEVELOPED YEAR BY YEAR.
-COMPANY POLICIES ARE SPREAD THROUGHOUT THE ENTIRE COMPANY. FROM TOP LEVELS TO
THE FIRST LINE.
VAGUE / IN THE DARK
-DOES NOT UNDERSTAND WHAT THE PROBLEM IS.
-CAN NOT DISTINGUISH PROBLEMS FROM COMPLAINTS.
-ONLY THINKS OF TODAY’S MATTERS.
-EVADES IN-DEPTH DISCUSSION WITH EXECUTIVES.
TALK BUT NO ACTION-PROBLEMS ARE CLEAR BUT REMAIN UNRESOLVED.
-PROBLEMS ARE CLEAR,BUT CONCRETE COUNTERMEASURES ARE NOT MADE.
-COUNTERMEASURES ARE MADE BUT ARE NOT IMPLEMENTED.
-COUNTERMEASURES ARE TOO CONSERVATIVE AND NOT INNOVATIVE.
LEVEL OF PROBLEM CONSCIOUSNESS
JMA Consultants America, Inc.
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5 S Video
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TPM Kick Off– Overview
What are the next steps?
Step 1: Pillar Champions “Volunteers”
Understand Pillar Steps
Create Pillar Plan
Activity Board Training
Step 2: BMW 2005 TPM Plan
Create TPM Site Plan
Create TPM Master Plan
Allocate Resources
Step 3: Do It
Implement Pillar Plan
Act on Results