TPM (Total Productive Management) is a management system developed by Japanese manufacturers; initially applied as the plant's total maintenance activities, it reached its present form with the development of participatory organizational activities. It is built on the idea that productivity, quality and customer satisfaction in plant processes must be achieved with the active participation of all members of the organization, not just one unit.
Overall Equipment Effectiveness (OEE) is measured and turned into a global metric, and the 6 Big Losses that make up the OEE parameters are managed as the main improvement items. TPM applied together with Lean Manufacturing is one of the most effective strategies for implementing the JIT (just-in-time production) principle.
With a four-step, repeatable system we deliver lasting results in equipment reliability — not a one-off maintenance project.
Request a discovery call →Our basis is not only equipment maintenance but improving and sustaining all processes with the participation of members at every level of the organization. In companies we support with TPM, equipment management is assessed first, then a progression plan toward operational excellence in industrial maintenance is built together.
From autonomous maintenance to planned maintenance, from operator involvement to engineering support, we put all TPM pillars into operation in a sequence specific to your shop floor.
The goal is not to manage breakdowns, but to eliminate the root causes that create them.
Bottlenecks, micro-stops and speed losses on the production line were analyzed. By improving process parameters and working standards, the capacity of the existing line was increased without investing in new equipment.
Downtime, speed and capacity losses in the paint shop process were analyzed. By eliminating bottlenecks and improving working standards, output from existing equipment was doubled.
Station loads and operator movements were analyzed. The production rhythm of the line was balanced by redesigning bottleneck operations and applying standard work.
Inventory points between processes and the production flow were redesigned. With a pull system and a controlled WIP approach, the amount of semi-finished goods between processes was reduced, creating a faster and more visible production flow.
Workforce, capacity, shifts and production losses were addressed together. Reducing operating costs and improving resource utilization translated directly into financial results.
You can use the contact form to consult our experienced experts on TPM.
Go to the Contact Form
Our senior Gemba Partner consultants will carry out an on-site preliminary assessment at your facility, analyze your value stream and report your waste map and potential OEE gain projection.
TPM (Total Productive Management) is a management system developed by Japanese manufacturers; initially applied as the plant's total maintenance activities, it reached its present form with the development of participatory organizational activities. It is built on the idea that productivity, quality and customer satisfaction in plant processes must be achieved with the active participation of all members of the organization, not just one unit.
Overall Equipment Effectiveness (OEE) is measured and turned into a global metric, and the 6 Big Losses that make up the OEE parameters are managed as the main improvement items. TPM applied together with Lean Manufacturing is one of the most effective strategies for implementing the JIT (just-in-time production) principle.
With a four-step, repeatable system we deliver lasting results in equipment reliability — not a one-off maintenance project.
Request a discovery call →Our basis is not only equipment maintenance but improving and sustaining all processes with the participation of members at every level of the organization. In companies we support with TPM, equipment management is assessed first, then a progression plan toward operational excellence in industrial maintenance is built together.
From autonomous maintenance to planned maintenance, from operator involvement to engineering support, we put all TPM pillars into operation in a sequence specific to your shop floor.
The goal is not to manage breakdowns, but to eliminate the root causes that create them.
Bottlenecks, micro-stops and speed losses on the production line were analyzed. By improving process parameters and working standards, the capacity of the existing line was increased without investing in new equipment.
Downtime, speed and capacity losses in the paint shop process were analyzed. By eliminating bottlenecks and improving working standards, output from existing equipment was doubled.
Station loads and operator movements were analyzed. The production rhythm of the line was balanced by redesigning bottleneck operations and applying standard work.
Inventory points between processes and the production flow were redesigned. With a pull system and a controlled WIP approach, the amount of semi-finished goods between processes was reduced, creating a faster and more visible production flow.
Workforce, capacity, shifts and production losses were addressed together. Reducing operating costs and improving resource utilization translated directly into financial results.
You can use the contact form to consult our experienced experts on TPM.
Go to the Contact FormOur senior Gemba Partner consultants will carry out an on-site preliminary assessment at your facility, analyze your value stream and report your waste map and potential OEE gain projection.
