Total Productive Maintenance
Many manufacturing companies struggle to significantly improve their plant’s safety, quality productivity and cost.
50 years ago Toyota recognized that the key to manufacturing success is when the machinery performs as expected from the design specifications.
In fact, Toyota believes that the base of a successful production system is “Total Productive Maintenance (TPM)” Many manufacturers soon realize in their pursuit of Lean that poor productivity is their main barrier to manufacturing excellence.
This training will give participants the foundation necessary to start the first steps of the TPM implementation:
Manufacturing Companies: Automotive, Electrical/Electronic, Pharmaceutical, Food & Beverages, Printing, Plastics, among others.
Who should attend?
General Managers, Managers and Supervisors in Maintenance, Lean Managers that would like to understand the implementation of TPM
24 Hours (3 days)
TRAINING AGENDA: BODY OF KNOWLEDGE
- The Concept of TPM – Total Productive Maintenance link to Operational Excellence
- Understanding and Improving Overall Equipment Effectiveness – Review of your current state .
- The 6 major losses – Select a pilot area to analyze and plan for improvement
- First Implementation steps of TPM – Developing an Implementation path for Emerson
- Small Group Activities (Autonomous Maintenance) – Developing routines to create a preventive mindset
- How to establish a PDCA mindset in Maintenance operations – Developing Problem Solving Capabilities for the team.
- Training in Operation & Maintenance – Importance of assuring the knowledge across the maintenance and operations team
- Maintenance performance Indicators – (MTTR, MTBF, Maintenance Cost….) establishing a TPM framework
- Learn why TPM is at the base of Lean and how TPM gives a strong foundation for manufacturing excellence
- Get a clear understanding on how to implement the first steps of TPM.
- How TPM improves the teamwork of maintenance, production, engineering, and management
- Understand simple solutions to improve machinery operation rates
- Implement the basics of Daily Management System within Maintenance Department
Reasons to work with us
Strategy & Operations Management Expert
Jeff worked for Toyota for over 21 years; his extensive experience is based in Operations Management in Toyota North America as Manager and internal consultant.
Jeff was member of the Leadership team for the launch of two “Greenfield” automotive plants and subsequent plant capacity expansions valued in $4.2 billion USD. During his tenure at Toyota, Jeff also spent 3 years of “internal consulting” with improvement projects at Toyota and Tier 1 suppliers plants adding value related to safety, visual and floor management, strategic planning, people development and financial controls.
Project General Manager (Consultant) – Toyota OMDD
- Internal consulting position, Investigation, Analysis, and Improvement of floor operations applying core Toyota Production Systems tools.
Vice President – FIC America Corp
- Led Supply Chain, Conveyance Operations, Project Planning, Production Control, Human Resources, IT, Accounting and General Affairs/Purchasing teams for 2-plant manufacturing operation in Automotive Tier 1 supply.
- Systems and Processes put in place reduced plant Overtime 25%, while simultaneously reducing delivery delays & errors 80% saving over $3million annually.
Project General Manager – Toyota North America.
- Improved Safety Systems for Toyota’s MS manufacturing plant through active initiatives to educate plant personnel revise and introduce new programs, establish management accountability through daily reporting and monthly performance meetings, introduced gated safety management process that reduced TIR by 50% within 6 months.
- Developed, Validated comprehensive [all functions] Safety Metrics during 2013 New Generation Corolla launch, resulted in improved safety KPI during launch, Metrics, tracking and reporting adopted in North American Region.
Assistant General Manager-Toyota
- Responsible for Plant Manufacturing Operations, member of Executive Team,
Primary responsibility for Production Control, Supply Chain & Logistics, Project Management for 8 Model changes, Plant Manpower Productivity planning and reporting.
- Supported Toyota Production System training and application, and Visual Management (FMDS) roll out at TMMBC, management Mentor.
Manager, Production Control – Toyota (TMMBC & TMMI)
- Production Control Planning & Coordination of Operations for Toyota truck factory with multiple product lines 2000 -2003.
- Additional collateral duties involved management of TMMI Corporate Strategy and Reporting, TPS Training Group, Manpower Planning and Productivity group.
Manager Accounting & Finance, Toyota TMMI
- Started up Accounting & Finance operations for Greenfield Toyota plant in Indiana, responsible for accounting, internal and government compliance, budgeting and cost reduction efforts.
University of California, Los Angeles – Bachelor of Applied Science (BASc), Systems Engineering
University of Southern California – Marshall School of Business – MBA, Operations and Venture Management.