This icon denotes sessions that include hands-on activities
at local race shops and the Performance Instruction and Training (PIT)
Center.
Plan
Do
- A2 Focused Equipment Improvement
- B2 Autonomous Maintenance
- B3 Predictive Maintenance Technologies - Overview and Business Benefits
- C2 Mistake-Proofing for Machines
- C3 Predictive Technology Tools Test Drive
- C4 Standardized Work
- C5 "Over the Wall": The PIT Training Experience
- D2 Maintenance Planning and Scheduling
- D3 Quality Maintenance
- D4 "Over the Wall": The PIT Training Experience
- E2 Stores Management
- E3 Early Equipment Management
- E4 "Over the Wall": The PIT Training Experience
Lead
A1 TPM Tactical Planning
With any TPM implementation, having a tactical plan that directly links to your company's overall strategic 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 TPM tactical planning along with tools and techniques to customize the plan for their particular environment. Attendees will leave with a "straw-man plan" they can use to build upon for their individual facility or company.
A2 Focused Equipment 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.
A3 Coordinating and Leading the TPM Effort
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.
B1 TPM Action Planning
Action Planning is a valuable asset that can be used to guide the implementation of your TPM Tactical plan or used as a stand-alone tool to help you get a focus and get started with an equipment improvement program. An Action Plan begins with an assessment of current state to determine the shop floor's readiness to implement TPM including management commitments, roles, responsibilities, etc. Once you have an understanding of "where you are", and have outlined how you want to move forward, the Action Plan will help you determine where to begin your efforts, how to tie your projects back to your organizational (tactical) goals, and how to establish a measurement system that will ensure you are maximizing ROI. In this fast moving session you will learn the process for creating and executing a plan to bring about the greatest amount of improvement in the shortest amount of time and make it stick!
B2 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.
B3 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.
B4 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.
C1 5S and Visual Controls
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.
C2 Mistake-Proofing for Machines
The improper application of maintenance practices in a factory or facility can cause catastrophic failure and even jeopardize the health and safety of employees. Much like Poka-Yoke identifies the error and defects from a quality standpoint and FMEA helps identify potential issues with the machine design, Mistake Proof for Machines helps identify potential missteps in the application of maintenance practices and then takes the necessary steps to avoid any issues. This tool within the Pillar of Early Equipment Design/Maintenance Prevention Design, aids maintenance groups with the continuation of improving maintenance practices from all angles.
C3 Predictive Technology Tools Test Drive
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. Held on the plant floor of the Dale Earnhardt, Inc. race shop, this follow-up to Predictive Technologies Overview will take a deeper dive into the specific tools available to aid your machinery health providing a detailed discussion and demonstration presentation of these technologies and more: vibration Analysis, Wireless Vibration Monitoring, Laser Alignment and Field Balancing, Infrared Thermography, and Ultrasonic Analysis.
C4 Standardized Work
Standard Work is central to achieving and sustaining the Lean Enterprise. By definition Standard Work demands adherence to today’s best practices and must be imbedded in all you do, from standard operations in the workplace to standardized policies and procedures. In manufacturing operations, standard work is a key element in the elimination of waste and excess inventory and in achieving balanced and synchronized production. What it boils down to is that absent standard work, there can be no Lean.
Guided by a classroom simulation, participants will use a proven methodology to develop a standard procedure, and then apply document control and visual workplace principles and techniques to train others in their new best practice, or standard work.
C5 "Over the Wall": The PIT Training Experience
This unique hands-on session will take participants to the Performance Instruction and Training (PIT) facility. PIT is the preferred-provider of Pit Crew Training to many of the NASCAR Race Teams. Here, in this state-of-the-art facility, you will get an inside view of how elite pit crews plan, prepare, and perform. You will do an actual Pit Stop on a NASCAR-style race car using the same equipment used in real races. Then you will go through the process improvement phases of discovery, data collection, analysis, experimentation, and standard work phases. You will develop a current state process map and with your team, analyze the data, determine improvement opportunities, rank opportunities in order of cost vs. impact, experiment with selected improvements (do additional Pit Stops), and develop new standard work. (Note: Space is limited in this special hands-on event.)
D1 TPM Audit 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.
D2 Maintenance Planning and Scheduling
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 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.
D3 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.
D4 "Over the Wall": The PIT Training Experience
This unique hands-on session will take participants to the Performance Instruction and Training (PIT) facility. PIT is the preferred-provider of Pit Crew Training to many of the NASCAR Race Teams. Here, in this state-of-the-art facility, you will get an inside view of how elite pit crews plan, prepare, and perform. You will do an actual Pit Stop on a NASCAR-style race car using the same equipment used in real races. Then you will go through the process improvement phases of discovery, data collection, analysis, experimentation, and standard work phases. You will develop a current state process map and with your team, analyze the data, determine improvement opportunities, rank opportunities in order of cost vs. impact, experiment with selected improvements (do additional Pit Stops), and develop new standard work. (Note: Space is limited in this special hands-on event.)
D5 Empowering the Workforce and Supervisory Skills
Have you provided your process owners with the technical and soft-skill tools necessary to make solid business decisions? Have you provided your supervisors with tools they need to change your organization’s culture? To be successful in today’s operating environment you must have strong leaders, supervisors and an empowered workforce. In this session we will explore what it takes to truly empower your workforce and what role both the leaders and supervisors play in that transition. Discover what capabilities today’s supervisors need to deal with the rapidly changing workplace that will in-turn allow them to carry-out their day-to-day responsibilities at peak-level performance.
E1 Quick Changeover (the SMED System)
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.
E2 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.
E3 Early Equipment Management
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 session will introduce the pillar of Early Equipment Management and show you how to better understand how it fits within your implementation efforts.
E4 "Over the Wall": The PIT Training Experience
This unique hands-on session will take participants to the Performance Instruction and Training (PIT) facility. PIT is the preferred-provider of Pit Crew Training to many of the NASCAR Race Teams. Here, in this state-of-the-art facility, you will get an inside view of how elite pit crews plan, prepare, and perform. You will do an actual Pit Stop on a NASCAR-style race car using the same equipment used in real races. Then you will go through the process improvement phases of discovery, data collection, analysis, experimentation, and standard work phases. You will develop a current state process map and with your team, analyze the data, determine improvement opportunities, rank opportunities in order of cost vs. impact, experiment with selected improvements (do additional Pit Stops), and develop new standard work. (Note: Space is limited in this special hands-on event.)
K1 Team-Based Problem-Solving (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.
K2 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.