Workshops, General Session and Case Studies

The Pillars of TPM

Predictive Maintenance Technologies

Support Tools

Culture

General Session

Case Studies

TPM Conference Workshop and Case Study Descriptions

Pillars of TPM

B1 Autonomous Maintenance
When properly implemented, Autonomous Maintenance can eliminate the causes of 40-60% of unplanned downtime. In this module, learn the seven steps of implementation, how to transform the relationship between operators and maintenance, and how to implement operator-based maintenance activities that contribute to overall equipment effectiveness.

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C1 Planned Maintenance
Moving from a reactive maintenance organization to a proactive maintenance organization requires constant improvement in the way the maintenance process is managed. A key element of any proactive maintenance organization is its ability to properly plan and schedule repairs and PMs. In this four-hour session we will review the Maintenance Pillar of TPM, present the basics of a good maintenance planning & scheduling process, and introduce metrics that will help justify the program.

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D1 The Pillar of Training and Skills Development
This often overlooked Pillar of TPM usually gets put aside because conventional wisdom tells us each of the other TPM pillars require training, therefore we must be performing the Training and Skills pillar. This workshop will show having a specific focus on the Training and Skills pillar can enhance your training efforts and reduce training cost at the same time. Attendees will learn tools and techniques that will enhance your training effectiveness in both hard and soft skills found within the TPM effort.

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H1 Focused Improvement
Focused Improvement is one of the original pillars of TPM. In contrast with autonomous maintenance, which is intended to prevent accelerated deterioration of equipment components, Focused Improvement addresses specific equipment-related losses that reduce Overall Equipment Effectiveness (OEE). The goal of Focused Improvement is to maximize OEE, processes and facility operations through uncompromising elimination of losses and improvement of performance. Participants will learn how to organize cross-functional teams and teach them to use the Focused Improvement Diagram which is a visual systematic approach to Define-Measure-Analyze-Improve-Control.

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J1 Quality Maintenance
The overall goal of the Quality Maintenance Pillar of TPM is to maintain your equipment in perfect condition in order to produce a perfect product. The Quality Maintenance pillar of TPM focuses on establishing equipment conditions with the goal of avoiding quality defects. To accomplish this, the Quality Maintenance Pillar uses the tools of Six Sigma to identify conditions that affect quality, establish a baseline for those conditions, and to create a process for periodic monitoring of those conditions. This workshop explores the integration of TPM and the tools of Six Sigma to provide a well-ordered approach for acquiring total process control. Applying both of these methodologies in tandem presents today’s most powerful means of achieving your equipment performance goals of “zero breakdown” and “zero defects” with minimum maintenance costs. Note – this module requires participants to have a working knowledge of TPM and Six Sigma.

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Predictive Maintenance Technologies

A2 Predictive Maintenance Technologies, Overview and Business Benefits Implementing an integrated multi-technology Predictive Maintenance Program, PdM, can be a critical step toward achieving your plant’s true potential.  Well implemented PdM programs have been proven to reduce maintenance costs and increase reliability of production assets.  This session will introduce predictive technologies by:

• Reviewing cases studies and benefits of PdM implementations at several types of industries,
• Providing an overview of common PdM technologies such as vibration, motor current, infrared, and oil analysis,
• Discussing the relationship between various maintenance strategies such as PdM, preventive, proactive, and corrective maintenance,
• Introducing machinery wear mechanisms and failure progression and linking to the various PdM technologies
• Providing strategies for successful PdM program design and implementation, and
• Presenting the newest technologies for PdM automation and integration into existing plant systems.

The Predictive Technology sessions that follow (B2, C2, D2, H2, J2) will build on this material and provide a detailed discussion and presentation of each technology.

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B2 Vibration Analysis
Maintenance departments today are asked to run with fewer staff and smaller budgets than ever before. In this do-more-with-less environment, maintenance personnel can't afford to continuously chase the next breakdown. They need to quickly and accurately identify developing faults and then get to the root cause of the machinery problem so that it can be fixed once and for all. Vibration analysis using route-based, portable technology has long been the accepted practice for addressing this challenge and moving maintenance from a cost center to a cost-savings center. This session will demonstrate the inspection process, data collection, analysis, and reporting for the most common problems, as well as the technology theory and approach to set up a well-run program.

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C2 Oil Analysis and Lubrication Program Management
Second only to vibration analysis, oil and lubrication analysis are widely accepted approaches for determining the health of machinery. Oil and lubrication analysis can identify machine wear, lube system contamination, and chemistry changes of the oil that are indicative of machinery health degradation. An effective lubrication program not only provides early warning of unseen corrosion and wear, it helps identify the root causes of failure. This session will demonstrate the inspection process, data collection, analysis and reporting for the most common problems, as well as the technology theory and approach to setup a well-run program.

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D2 Wireless and Continuous Vibration Monitoring
In the emerging field of wireless technology, predictive maintenance programs have found a significant benefit in being able to acquire accurate vibration monitoring in hard-to-reach locations using wireless transmitters. Highly reliable, self-organizing wireless networks ensure reliable data from a greater number of locations or even cost-prohibitive locations. Continuous real-time monitoring of your most critical assets is necessary to ensure production schedules are met. Steam turbine generators, gas turbines, boiler feed pumps and compressors are examples of plant assets that can fail unexpectedly and bring down the entire plant. Knowing the condition of these assets and the criticality of developing faults allows you to determine – on your schedule – when repairs can be made. This workshop will review these components and how you can implement wireless monitoring in your own facility.

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H2 Laser Alignment and Field Balancing
Laser alignment and field balancing can extend the life of your rotating machinery. Imbalance and misalignment are very common faults identified using vibration analysis. Sophisticated but easy-to-use technologies exist for correcting these faults in the field, minimizing the impact of repair on production. This session will make use of case histories as examples for correcting the most common problems.

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J2 Infrared and Ultrasound Analysis
Infrared thermography plays an important part in a predictive maintenance program, as emerging faults are frequently accompanied by excessive heat or heat loss. Typical faults identified through thermographic imaging include machinery wear, anomalies in electrical systems, and insulation damage to process applications as well as buildings and facilities.

Ultrasonic Analysis, while applicable on rotating machinery, can expand your predictive maintenance program to cover other non-rotating assets such as valves, steam lines, pressure vessels, vacuum chambers, and even building structures. Leak detection is the primarily application for ultrasonic analysis, and plants have reported significant savings by locating and removing leaks in plant air, steam lines and other pressurized systems.

This session will demonstrate the inspection process, data collection, analysis and reporting for the most common problems, as well as the technology theory and approach to set up a well-run program.

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Support Tools

A3 Quick Changeover
TPM introduces us to the concept of the six big losses, defined by Nakajima as formidable obstacles to equipment effectiveness. Implementation of the Quick Changeover methodology directly addresses one of these losses—set up and adjustment—and will help you dramatically reduce the downtime associated with adjustments from die changes and other machine changeovers. The changeover methodology can also play a major role in reducing the time to complete major machine repairs, PM’s, and many more similar applications. This workshop will demonstrate how you can use the principles of changeover to greatly improve a variety of maintenance activities..

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B3 Problem Solving Using CEDAC
From symptoms to root causes, this module teaches an effective problem solving system that allows the user to create a logic chain. Learn a reliable method for identifying a problem's root cause and for generating effective solutions. Using a powerful kaizen tool called CEDAC (winner of the Deming Prize), unlock your team's knowledge and creativity while learning how to integrate problem solving with improvement tools to focus on "priority" problems and opportunities.

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C3 TPM Implementation Measurement and Accountability
The success of your TPM implementation is often measured by the change in critical internal measurements such as throughput, quality and even safety. These numbers reflect how well TPM is working to improve the overall company, but those who are tasked with implementing TPM need quicker, real-time data to steer the implementation effort. Setting up a proper TPM auditing process can be the catalyst to improving the speed and quality of your implementation process. This session will teach you how to design, conduct, report and use the TPM audit to improve your implementation effort.

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D3 Office TPM and Admin Systems
Ellis New, Senior Consultant,
Productivity Inc.

Unlike the production department, administrative and support departments such as planning, R & D, customer service, and accounting do not add value directly to the product. Yet they play a vital role in the organizations overall value chain. These departments must be flexible in order to respond to a rapidly changing business environment, outperform the competition, and win customer confidence. To accomplish these goals the support departments must define their mission, support the TPM process in the production area, and ask what they can do to enhance their own effectiveness? In this workshop participants will learn the importance of educating, training and involving your administrative areas in the TPM method as well as looking at actual examples of office TPM improvements and outline the associated cost-time savings involved. And in today’s challenging economic climate, reducing cost is more important than ever.

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H3 5S/Visual Workplace
Learn the principles and techniques needed to apply 5S and establish visual management systems to improve workplace communication and adherence to standards. This module will teach you how to share information about daily production problems, abnormalities, waste, and unsafe conditions through visual display and controls so that everyone understands at a glance what is going on in the workplace.

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J3 Stores Management
The great necessary evil of any maintenance initiative is the management of the spare parts department. Proper usage and storage of spare parts is not just an exercise in housekeeping, but a critical component in the success of your preventative and planned maintenance activities and an integral part of your overall maintenance improvement initiative.  An effective stores management system will save your organization thousands of dollars by ensuring spare parts are on hand and in good condition thus decreasing the potential for duplicate ordering and increasing equipment uptime.  In this module you will learn how to properly manage the storage and distribution of your spare parts. 

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Culture

A4 TPM Tactical Planning
With any TPM implementation, having a tactical plan is critical to the success of the program. Understanding the elements of implementing TPM is important to putting together a solid tactical implementation plan. In this session, attendees will learn the basic foundations of a TPM tactical plan along with tools and techniques to customize the plan for their particular environment. Attendees will leave with a straw-man of a plan to build upon for their individual facility or company.

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B4 Leadership and Coordinator Training
Many experts will say that a key person in the organizational structure for TPM implementation is the TPM Coordinator or Champion. But very little is said about the roles and responsibilities of this individual. This session is directed at that individual who has been tasked with implementing TPM. Your TPM Coordinator will learn techniques to help communicate the TPM plan, overcome resistance to change, and gain and sustain support for the initiative.

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C4 Supervisor Training: Ten Key Performance Factors for Supervisors in a Lean Organization
Supervisors play a critical role in the Lean transformation. They are critical links between management hierarchy and the people who do the “real” work. Supervisors can bridge the gap between the current culture and the desired one. Yet despite these complex expectations, most organizations give supervisors limited attention. In this interactive session, learn ten critical performance factors that are necessary to change your culture and where supervisors need the organization’s support in order to be successful.

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D4 Empowering the Workforce
Are your employees empowered? Have you provided your process owners with the technical and soft-skill tools necessary to make solid business decisions? In many organizations the answer to these questions is no, yet empowerment holds the key to long term sustainable improvement. To be successful the role of leadership must change but assigning decision-making authority, accountability and freedom to act cannot be done in an arbitrary manner. This workshop provides leaders with a plan to guide the change process and create a truly empowered workforce. Discover what skills today’s leaders need to handle rapid change while performing their leadership responsibilities even more effectively.

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H4 Facilitator Training
Today more than ever, teams play a critical role in effective organizations - empowering employees, generating needed change, and producing solutions to complex problems. And one of the key ingredients for successful teams is the facilitator. Developing a cadre of key people who will help sustain the shift in culture and the alignment around the leader's vision and goals is an essential resource that organizations cannot do without. This workshop provides the material needed to develop the behavioral skills of facilitators in fostering and managing culture change while preparing them to focus teams on a process for achieving continuous improvement.

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J4 Team Dynamics and Conflict Resolution
Leading a team of people who are trying to improve their operation is an exciting challenge. The team leader or manager needs to help the group move steadily ahead through the process of identifying, analyzing, and developing solutions to problems. Along the way, there are bound to be points of resistance which could lead to conflict among team members. A leader must have the skill necessary to guide the group past the conflict. To accomplish this, a leader needs to have an understanding of the problem-solving process and the capacity to apply the process. In this workshop participants will look at their approach to managing conflict, discover the eight key elements of an effective conflict utilization process, and take a conflict management survey to help them understand more about themselves and how they behave in conflict situations.

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General Session and Case Studies

General Session
How to Create a Continuous Improvement Culture
David Rowland, Director of Milliken Performance System
Milliken & Company
The Milliken Performance System has been effective for the past 12 years, but Milliken discovered early in the process that Lean and Six-Sigma did not automatically transform the culture.  Building a continuous improvement culture takes time and the involvement of all associates.  They recognized that to be successful for the long term, they needed a holistic systematic approach to changing the way people think and work.  In this session, learn the system Milliken uses to create and sustain a continuous improvement culture in their organization.

David Rowland is the Director of the Milliken Performance System.  His 23 years of manufacturing experience includes Process Engineering and multiple plant assignments as a Plant Manager. Milliken has won 56 TPM Excellence Awards between 1999–2005.  David is a certified TPM instructor through Japan Institute of Plant Maintenance.

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E1 Case Study
TPM Deployment in a World Class Environment
Jennifer Brown, Operational Excellence Analyst
Genentech

This session will analyze the organizational structure Genentech has put in place to effectively communicate, train and deploy Total Productive Maintenance.  She will look at elements to consider when developing a deployment plan, how to build your training infrastructure, how to communicate the business value to upper management, and potential roadblocks to consider.  She will also discuss the TPM audit, measurement criteria and future pillar deployment. 

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E2 Case Study

Lean and TPM in Harmony
Chris Glover, Plant Manager, Valway Manufacturing Plant, Lagrange, GA
Milliken and Company

All industries have a need for both TPM and Lean activities, however many choose one approach versus the other.  Milliken & Co. implemented the Milliken Performance System based on TPM principles in 1995.  The system has continued to evolve over time and incorporates a lean enterprise aspect as well as the principles of TPM.  This presentation will show how TPM and Lean can be combined to maximize the benefits of both.  Creating a stable foundation of consistent materials, machines, methods and manpower gained through a solid TPM approach can improve the returns of a Lean implementation by allowing the Lean tools to be focused on the increase in the velocity of the material and information. The development of consistent schedules and business rules provided by a Lean approach to level production demands can improve the effectiveness and efficiency of TPM activities by reducing the variation and noise in the sequence of operations.  This allows the amount of focused effort on TPM activities to be reliably scheduled and implemented.
 
Presentation participants will learn:

1. The foundation concepts and pillars of the Milliken Performance System.
2. How the Milliken Performance System is used as a daily operating system of management.
3. How loss analysis can be used to drive both TPM and Lean activities.
4. How the pillars of TPM provide a foundation for stable, reliable manufacturing processes.
5. How Lean activities are enhanced when applied to processes that are stable and capable.
6. How Milliken & Company enhanced the Milliken Performance System through the integration of Lean.

Chris Glover has spent the last eight years as a plant leader of operations at Milliken & Co. implementing and sustaining the Milliken Performance System as the foundational operating system.  Over the past three years, Chris’ plant was the “Model Plant” in the company for Lean Enterprise implementation and has been the benchmark in the company for incorporating lean activities into the operating system.   Prior to being a plant leader, Chris served several leadership roles including production manager, process engineer, quality assurance manager, process improvement manager and Milliken Performance System leader since joining the company in 1985.  Chris holds a Bachelor of Science Degree in Chemical Engineering from the Georgia Institute of Technology.

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E3 Case Study
Business Results with TPM - Winning the JIPM Excellence Award
Pamela Quist, TPM Leader
Sun Products Corporation

The Sun Products factory in Baltimore, MD attributes its consistent year-on-year business improvement and success to its robust TPM process. Through TPM, every significant business benchmark has improved allowing Baltimore to achieve its mission and vision to be the lowest cost producer, to involve all employees, and to achieve world class manufacturing. In this case study Pam will share how they have achieved 18% OEE improvement, reduced breakdowns 71% and decreased the operating budget 23%.

Pamela Quist is the TPM Leader for Sun Products Corporation. She has been in manufacturing for 18 years. Pam has had led and developed TPM in chemical, mining, and consumer products industries, all of which have been recognized by Productivity or JIPM TPM awards. Sun Products is a leading provider of laundry detergent, fabric softeners and related household and personal care products for the North America market. Based in Connecticut, the company’s Baltimore facility is the first union plant in the United States to be awarded the JIPM Excellence Award, presented in 2008. The Baltimore factory sits on 50 acres near downtown Baltimore and has been in operation since 1936 under a number of owners. The plant employs approximately 385 personnel with two unions. The official TPM kickoff was in December 2001 with a major TPM restage occurring in 2005. Pam is a certified TPM instructor through Productivity and JIPM.

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F1 Case Study
Operational Ownership
Bruce Bletz, Manufacturing Coordinator
Dr. Reddy's Laboratories Louisiana, LLC

This case study will look at autonomous maintenance concepts and other lean initiatives presented from a production floor perspective. Operators at Dr. Reddy’s are responsible for and are taking pride in their machines with positive results. Equipment inspection and operator training have increased net operating times and decreased overall operating times 22% at this global pharmaceutical company. This presentation demonstrates how shop floor changes and operator involvement are truly the keys to success. There will be discussion of tools used to drive the culture change as well as some of the issues that were encountered along the way.

Bruce Bletz is a manufacturing and production coordinator with over 30 years experience in the chemical and pharmaceutical industries. Dr. Reddy’s is a global manufacturer of pharma services, active ingredients and generics. They employ 9,000+ employees with 2,000 in the international workforce. Dr Reddy’s has 13 manufacturing facilities (chemicals & finished dosages) with a growing presence in North America.

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F2 Case Study
Recipe for Success: Driving for Results
Heather Mosqueda, Information Service Supervisor, Dave Zenk, Director of Maintenance Services and Don Rettig, Director of Operations
Metroparks of the Toledo Area

Metroparks of the Toledo Area struggled for several years to implement a successful 5S program in order to better serve their customers and ensure efficient use of taxpayer dollars.  Though excellent training was provided and initial efforts appeared successful, the program floundered as time went by.  A renewed effort and more focused approach have lead to dramatic improvements and a higher level of sustainability.  This case study will look at how this organization is using  cross-functional teams, prioritization of projects, clearly articulated standards and a systematic audit process to drive continuous improvement and employee ownership of the new 5S program.

The team from Metroparks has extensive continuous improvement experience in both the private and public sectors. They are highly dedicated to leading change to ensure the most effective use of levy generated tax dollars during a period of shrinking revenues and economic uncertainty. By utilizing cross-functional teams and applying maintenance standards and a systematic audit process they have created a highly successful and comprehensive 6S program that is refocusing the entire organization and creating a solid foundation for future success.

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F3 Case Study
Green TPM: Environment and Safety
Ellis New, Senior Consultant,
Productivity Inc.

Ensuring equipment reliability and preventing human error are not the only objectives of TPM. Eliminating safety incidents and environmental issues are basic tenets of TPM as well. In this workshop participants will learn how the pillars and elements of TPM can be used to create GREEN savings within their facilities and organizations.

Ellis has over twenty years experience helping Fortune 500 and Global 1000 organizations implement their process improvement goals. He started his career with Pirelli Cable, where he spent ten years playing a key role in their process improvement initiatives, both at the plant and corporate level. In this role, Ellis planned and deployed TPM, produced the necessary awareness and training materials, and trained over 1000 employees in the principles and practices of TPM. As a result, Pirelli’s TPM implementation became a best practices benchmark.

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G1 Case Study
Recruit, Train and Assess Your Maintenance Organization of Tomorrow
David A. Crockett, President and CEO
CenTec, Inc. (Center for Technology)

Three factors have now combined to create a brewing crisis for all manufacturers: the growing shortfall of skilled workers, the accelerating numbers of retiring baby boomers and the burgeoning cost related to corporate human resource departments in the attempt to handle these issues.  In this session Dave Crockett will discuss how companies are addressing this crisis and a structured process to develop a more diversified maintenance organization of tomorrow. 

David has worked in the industrial maintenance arena for more than 30 years. Prior to CenTec, he directed recruiting and training for 24 Michelin North America facilities in the U.S. and Canada.

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G2 Case Study
Embedding 5S Visual in the Culture for TPM
Ken Johnson, TPM Coordinator
Kaiser Aluminum

We all know 5S Visual is a shared tool in the arsenal of continuous improvement but how do we embed it in the culture for TPM implementation? In this case study Ken will review the history of TPM at Kaiser Aluminum in Newark, Ohio, see what improvements have been made and review how they have incorporated 5S Visual into the implementation plan. During this case study you will see practical applications from tools like simple forms to executing improvement plans with teams.

Ken has been with Kaiser Aluminum since November of 2007. He has served in maintenance and engineering for over a decade in roles ranging from “tool boy” to maintenance manager. He has been instrumental in the design and use of a basic CMMS, promoting maintenance technicians from the shop floor, implementing PM to include contract labor, PM scheduling through CMMS, PM optimization, and implementing TPM. He also has experience in automation controls design, installation and quotation proposal writing. He holds a Bachelors’ in Automated Manufacturing Technology and a Associates in Electronics Engineering Technology from ITT Technical Institute.

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G3 Case Study
Early Equipment Management/Maintenance Prevention Design
Eric Whitley, Consultant
Productivity Inc.

A vital part of any ongoing success in the implementation of TPM is the study and application of continuous improvement in the design and engineering of the production equipment. Early Equipment Management is the pillar that applies to the principle of continually improving the equipment at the design phase, before it hits the shop-floor. This case study will introduce the pillar of Early Equipment Management and show you how to better understand how it fits within your implementation efforts.

Eric has over twenty years experience working with companies in the manufacturing sector helping them to achieve their continuous improvement goals. Eric was the TPM Coordinator of Autoliv ASP, where he played a key role in the company’s TPM and Lean initiatives. His role there started Autoliv ASP down the path to winning the Shingo Prize in 2003, 2005 and 2006 for their implementation efforts.

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