TPM ADVANCED

Al adquirir éste curso lograrás

Comprender como Toyota logra obtener una Calidad, Velocidad y Disponibilidad tan alta de los equipos.
Visualizar un correcto mantenimiento con alta efectividad, enfocado a solucionar problemas de causa raíz de los equipos y mejorar si desempeño.
Aprender a administrar los diferentes pilares del TPM e Indicadores que ayuden a la gente a operar adecuadamente día a día para hacer mejora continua de mantenimiento.

Propósito del Mantenimiento Autónomo

Mejorar la eficiencia global del sistema de producción, a través de:
• Detener el deterioro acelerado y restaurar y mantener las condiciones básicas
• Involucrar a la gente
• Mejorar el conocimiento de productios y equipos

Propósito del Mantenimiento Profesional

• Aumenta la eficiencia de la máquina (aumenta el MTBF, reduce el MTTR)
mejorando las habilidades de mantenimiento y utilizando técnicas de análisis de
fallas.
• Facilitar la cooperación entre los operadores y el personal de mantenimiento con
el fin de logar objetivos de mantenimiento autónomo.

MÁS INFORMACIÓN

RESULTADOS ESPERADOS

Mejora de la eficiencia general del equipo (OEE) y de la calidad del producto.
Ampliación de la vida útil de los equipos.
Mejora del clima, motivación y proactividad.ejorar: Seguridad del Empleado, Calidad del producto, Costos Relacionados con mermas y pérdida de tiempo, moral de personal en cuanto a la solución de problemas y emergencia de Mantenimiento
Reducción de averías en máquinas
Mejora de eficacia general del equipo (OEE)
Aumentar el porcentaje de mantenimiento planificado
Definición de un plan de mantenimiento preventivo
Motivación y crecimiento profesional del personal de mantenimiento.
Cooperación mejorada entre operadores y personal de mantenimiento

DIRIGIDO A

Directores de planta
Gerentes de Mantenimiento
Gerentes de Producción
Supervisores de Mantenimiento
Líderes Lean y Mejora Continua

PROGRAMA

AM TEMARIO	PM TEMARIO
•Localization of losses: losses/processes matrix. •Creation of the teams, training and preparation for the activity. •Initial cleaning (cleaning for inspection and for knowledge). •Elimination of sources of contamination and inaccessible areas. •Definition and application of efficient, sustainable cleaning, inspection, lubrication and re-tightening cycles. •Improvement of inspection methods through development of operators’ skills. •Focus operators’ activities also through product quality control. •Lean tools: 4M+1D, 5QFZD, 5W+1H, 4Ms, X-Matrix, Operator Classification	•Deployment, control, and breakdowns analysis improvement of maintenance staff skills. •Improve Planned Maintenance schedules to reduce costs. •Support of operators engaged in Autonomous Maintenance: elimination of tags and improvement of cleaning, inspection and lubrication skills. •Application of new maintenance techniques. •WCM Pillar •In Field Application Deliverable: Real life example of Standard Maintenance Procedures including with Job Safety Risk Analysis; real life example of a Kaizen, AM & PM Calendars.

AM TEMARIO

PM TEMARIO

•Localization of losses: losses/processes matrix.
•Creation of the teams, training and preparation for the activity.
•Initial cleaning (cleaning for inspection and for knowledge).
•Elimination of sources of contamination and inaccessible areas.
•Definition and application of efficient, sustainable cleaning, inspection,
lubrication and re-tightening cycles.
•Improvement of inspection methods through development of operators’
skills.
•Focus operators’ activities also through product quality control.
•Lean tools: 4M+1D, 5QFZD, 5W+1H, 4Ms, X-Matrix, Operator
Classification

•Deployment, control, and breakdowns analysis improvement of
maintenance staff skills.
•Improve Planned Maintenance schedules to reduce costs.
•Support of operators engaged in Autonomous Maintenance: elimination
of tags and improvement of cleaning, inspection and lubrication skills.
•Application of new maintenance techniques.
•WCM Pillar
•In Field Application Deliverable: Real life example of Standard
Maintenance Procedures including with Job Safety Risk Analysis; real life
example of a Kaizen, AM & PM Calendars.

EXPOSITORES

ANTONIO PÉREZ

Former American Standard Continuous Improvement Director
Former Daltile Master Black Belt
22 years experience. +17 years as Global Continuous Improvement Leader

Trajectory Highlights:
Antonio has wide experience at Director level, with extensive experience leading world class organizations as Fiat-Chrysler, Aptiv or
Marelli Suspension, where he managed to develop a lean culture in plants with +1400 employees.
In his +20 years as leader, Antonio has growth coaching skills to develop management and front line people to deliver highest
performance through daily routines and practices (leader standard work), with special attention on always to challenge people,
promote training and foster the right behaviors.
When developing teams the main focus has been to transmit the Lean management principles that promotes Safety, Quality, Cost,
Delivery and Moral.
His background enables him to implement systems to improve competitiveness, health and make companies more profitable, with
responsibilities in Mexico, USA, Brazil and Italy.
Some of Antonio’s achievements as Director:
Zero accidents since plant start up until end of tenure (more than 2 million hours) achieving National Safety Council Award from
2014, 2015, 2016 and 2017.
Build an excellent relationship with workers union and engage them on Lean Manufacturing activities, having an average of 20
ideas by employee (Union and non-Union) becoming benchmark for Fiat-Chrysler in America.
Develop autonomous teams using the Lean Manufacturing systems to improve KPI’s on all areas with 5 million dollars saving from
Budget.
Scrap reduction in +50% implementing kaizen activities at all levels of the company.

GUSTAVO VARELA

Former American Standard Continuous Improvement Director
Former Daltile Master Black Belt
22 years experience. +17 years as Global Continuous Improvement Leader

Based on his broad experience, Gustavo is expert applying a suitable approach for Continuous Improvement needed on the different organizations from a Business results optic, becoming an effective Coach for Top Management and support for The Toyota Way roles.

Gustavo has learned The Toyota Way directly from its Author, Dr. Jeff Liker, and has applied it on Gemba as a Team with many Executives from Toyota specialized on General Management, TPM, Lean Mfg Tools, and Supply Chain. Gustavo has taught the Toyota Production System at all organizational levels and has applied over 50 companies of different sizes: Lean Leadership Systems (Hoshin Kanri, FMDS, and 8-Step Problem Solving), Toyota Kata for development, Supply Chain Management, TPM, Lean Manufacturing tools (5S’s, SW, SMED, Jidoka, Poka Yoke, Heijunka, JIT, etc.), and Lean Officeapproach. On Six Sigma, Gustavo as Master Black Belt has trained and certified +500 Black Belts, Green Belts, and Yellow Belts.

Gustavo has +20 years of experience on Continuous Improvement, Manufacturing, Process Engineering and Quality in large companies: Motor Wheel (Automotive), Kodak, Philips, Daltile, American Standard. He has +12 years of experience as Vice/President Staff as Continuous Improvement Director for American Standard México and Master Black Belt Champion for Daltile México. He has deployed programs that have achieved +$110 Million USD in savings with +3,000 projects on all departments: R&D, Engineering, Manufacturing, Maintenance, Quality, Logistics, Supply Chain, Sales, Marketing, Finance, HR, Energy. Over his 22 years experience, Gustavo has been exposed to many different organizations applying suitable Lean approaches on a variety of systems with diversity on leadership styles.