journey through learning
DESCRIPTION
TPM Excellence Award MilestonrTRANSCRIPT
5 Level Milestone
TPM3 Excellence Award
is a Journey through
Learning
Summary by @dz
Business Trends to achieve
Competitive Advantage
Focus 1950’s 1960’s 1970’s 1980’s 1990’s 2000’s 2010’s
Cost
Quality
Response
Innovation
Learning
Customer Value = x Innovation Quality x Service
Cost x Delivery Time
What do we need to do to achieve
Competitive Advantage
Engage employees to embrace Innovation while creating
The Learning Organization !
Achieve Production Plan (APP) : Formal Continuous Improvement (FCI)
99% : 1%
85% : 15%
If your APP : FCI ratio is 99 : 1 , how do your employees react to the need to introduce
Innovation compared to a workforce that has a ratio of 85 : 15
World class target
Cross-Functional Team
(Problem Solving)
Area Based Team
(Prevention at Source)
Discretionary Time
5% 5% 5%
(equipment run) (equipment stop) (equipment runs well)
- Need having a formal structure of improvement
- Need to invest for people time
Creating the Learning Organisation to
Support Innovation
How do adults learn & become competent?
• Education - understanding why and how
• Demonstration – being able to copy
• Practice - experience through doing
• Reflection – locking in the learning
Teaching Vs Learning
Only when we do it, do we learn it.
What Motivates People to Want to Learn?
"No one ever quit because of too much recognition!"
TPM3 – Australasian Lean
It’s Like Learning to Play a Musical Instrument
Creating the Learning Organisation to
Support Innovation
Short lesson
every week
Cross - functional Teams Area Based Teams
2. Focused Equipment &
Process Improvement
4. Operator Equipment
Management
3. Work Area Management
7. SDI
5. MEM
9. People & Leadership Development
8. VSM
1. Safety & Environment Management
10. Process Quality Management
Visual Workplace Prevention at Source Problem Solving
6. New Equipment / Area / Product Management
P
PS
CF
Philosophy, Operation Vision & Goal Alignment
Maintenance
Improvement Team
Support
Improvement Team
Focused Process
Improvement Team
Education &
Training Team
People Support
Systems Team
Maintainer Process Management
Work Area Mgmt
Work Area Mgmt
Support Process Management
Work Area Mgmt
Customer Process Management
P = Production Activities; PS = Production Support Activities
CF = Customer Focus Activities
Activities within the TPM3 Framework
Leadership Excellence •Philosophy, Operation Vision, Goal Aligned Performance Measurement
•Walking the Talk
Holistic Measurement
• Process
• Equipment
• Workplace
Workplace Ownership
• Work Area
• Equipment
• Decisions
Formal Continuous Improvement involving Everyone
• Cross Functional Team
• Area Based Team
Operation Vision : 3+1 Key Foundation from
TPM3
Synergistic
TEAMS
(4-8)
Operation Vision: Organisation Structure based
on Area Based Teams of 4-8
Assist Manager
4-8
Manager
Group Leader
4-8
Team Members
with
Team Leader
4-8
Adapted from: The Toyota Way by Jeffrey K Liker
Fig 16-2. Typical Toyota Organisation – assembly operation at Georgetown USA
16-64
64-512
256-4,096
Learning organization structure needed for TPM Excellent WCM
For Change to Occur !
D x V x P > C
D =
lev
el o
f D
ISS
AT
ISF
AC
TIO
N w
ith
cu
rren
t
situ
atio
n
V =
VIS
ION
of
the
des
ired
fu
ture
sta
te
P =
PL
AN
of
‘ h
ow
to
’ a
chie
ve
des
ired
fu
ture
sta
te
C =
CO
ST
of
chan
ge
in f
inan
cial
an
d /
or
em
oti
on
al t
erm
s
NOTES :
1. Vision : This gives everyone a common goal of where TPM3 is leading them.
Without a vision you will have confusion as people will see TPM3 without
purpose.
2. WII-FM : “What’s in it for me” is the question everyone will be asking. Unless
people see personal benefits from TPM3 in some way they will not be
committed to the journey and progress will need to be continuously pushed with
little chance of long term sustainability.
3. Action Plans : If there is no action plans then the TPM3 journey is
uncontrollable with false starts, changes of direction, lack of co-ordination and
no accountability. The action plans should show what is to be done, how it is to
be done, when by, and who is responsible.
4. Skills : People require the skills to make TPM3 happen. If people are expected
to do things without the necessary skills there will be anxiety.
5. Support Resources : This is one area that is often grossly underestimated, with
the consequence that there is no progress or incomplete progress leading to
frustrations and disillusionment.
“ Most people don’t resist change ; they resist being changed ”
The Journey • People’s attitudes as you commence the journey
will always be the hardest challenge to manage.
– Corporate Management
• Changing priorities
• Lack of “knowledge” understanding
• Short term accounting based : profit focus
– Site management
• Not common at mining, wont work in our industry
• No time for improvement as to busy fighting fires
– Site Workforce
• Skepticism
• Unwillingness to move from current comfort zone
Sustaining the Journey • Understand that the progress will vary
– Accept the Normal distribution
– Accept that success will come in unpredictable ways
– Its like a game of snakes and ladders
• Develop the skills in house
– Do the training
– Build the leaders and teams capabilities
– Give them experience and rely on them to solve the problems
– Have the patience not to jump in and disempower people as they
learn
• Reinvest some of the OEE increase and $ savings
– More training
– More time on problem solving
Time (years)
Per
form
an
ce
50%
75%
100%
25%
0%
1 0 2 3 4 5
Operations Capability Challenge
~15% per year for 5 years
How much improvement do we need each year?
Why need many years for Operations Excellence ?
Time (years)
Perf
orm
an
ce
50%
75%
100%
25%
0%
1 0 2 3 4 5
~25% per year for 3 years
Operations Capability Challenge
How much improvement do we need each year?
Why need many years for Operations Excellence ?
1. Improve Technology & Automation
eg replace old equipment with enhanced technology
2. Project Focused Improvement
eg address specific losses with focused Cross-functional
Improvement Teams
3. Improve Practices & Behaviours
eg engage all employees through Area Based Team formal
continuous improvement
Operations Capability Options
Operations Capability Solutions P
erfo
rm
an
ce
50%
75%
100%
25%
Technology & Automation
Project Focused Improvement
Practices & Behaviors (Engagement of Workforce)
0%
1 0 2 3 4 6 5 Years
• internationally recognised
• multi-level award and assessment process
• to challenge and assist industry to strive for World
Class Performance / Operations Excellence
• a benchmarking tool to allow sites to monitor their
progress on their journey to World Class
Performance / Operations Excellence
Key Objectives
5 Level Milestone TPM3 Excellence Award
Years
Level 3
Level 4
Level 5
Level 2
2 3 4 5
5 Level Milestone TPM3 Excellence Award
Level 1
1 0
Kick-off
1
2
3
4
5
Typical 4-5 year Journey
TPM3 Leadership } Purpose (Goals / Direction)
Information (Scoreboard / Feedback)
Relationships (Structure)
TPM3 Capability } Team Effectiveness
Knowledge Base
Key Roles
TPM3 Pillar Activity }
5 Level Milestone TPM3 Excellence Award & TPM3 Milestone Assessment Process Model
TPM3 Impact } Business Outcomes (Tangible / Intangible)
Cross-functional Teams Area Based Teams
2. Focused Equipment &
Process Improvement
4. Operator Equipment
Management
3. Work Area Management
7. SDI
5. MEM
9. People & Leadership Development
8. VSM
1. Safety & Environment Management
10. Process Quality Management
Visual Workplace Prevention at Source Problem Solving
6. New Equipment / Area / Product Management
P
PS
CF
Philosophy, Operation Vision & Goal Alignment
Maintenance
Improvement Team
Support
Improvement Team
Focused Process
Improvement Team
Education &
Training Team
People Support
Systems Team
Maintainer Process Management
Work AreaMgmt
Work AreaMgmt
Support Process Management
Work AreaMgmt
Customer Process Management
P = Production Activities; PS = Production Support Activities
CF = Customer Focus Activities
Activities within the TPM3 Framework
Cross-functional Teams Area Based Teams
2. Focused Equipment &
Process Improvement
4. Operator Equipment
Management
4. Operator Equipment
Management
3. Work Area Management
3. Work Area Management
7. SDI
5. MEM
9. People & Leadership Development
8. VSM
1. Safety & Environment Management
10. Process Quality Management
1. Safety & Environment Management
10. Process Quality Management
Visual Workplace Prevention at Source Problem Solving
6. New Equipment / Area / Product Management
P
PS
CF
Philosophy, Operation Vision & Goal Alignment
Maintenance
Improvement Team
Maintenance
Improvement Team
Support
Improvement Team
Support
Improvement Team
Focused Process
Improvement Team
Focused Process
Improvement Team
Education &
Training Team
Education &
Training Team
People Support
Systems Team
People Support
Systems Team
Maintainer Process Management
Work AreaMgmt
Work AreaMgmt
Support Process Management
Work AreaMgmt
Customer Process Management
P = Production Activities; PS = Production Support Activities
CF = Customer Focus Activities
Activities within the TPM3 Framework
Milestones of the 5 Level Milestone TPM3 Excellence Award
Series of Self Audit Sheets which are externally validated
Each Milestone Level is based on 3 Criteria:
• Coverage of Site
• Minimum Score for each audit sheet
• TPM3 Pillars being evaluated
Milestones of the 5 Level Milestone TPM3 Excellence Award
5 90%
Score Coverage Level
4 85%
3 80%
2 70% 25% Production & Maint Areas
1 60% 2 Production (Pilot) Areas
50% Production & Maint Areas
75% of Site
100% of Site
Pillars
10
8
6
5
4
5 Level Milestone TPM3 Excellence Award & TPM3 Milestone Assessment Process (MAP)
Level and Coverage Score Achievement & Pillars Assessed
Milestone Level 5
100% Coverage of all
Defined Production Areas, Defined
Maintenance Areas & Defined Support
Areas
90%
Have successfully cascaded TPM3 across the entire site / business unit, incorporating
all TPM3 Pillars and achieved a score of 90% in all required assessment sheets for
Level 5
Level 4 plus OEM-5/7 plus Process Quality Management Pillar
Milestone Level 4
75% Coverage of all
Defined Production Areas, Defined
Maintenance Areas & Defined Support
Areas
85%
Have successfully cascaded TPM3 across at least 75% of the site / business unit
incorporating most TPM3 Pillars and achieved a score of 85% in all required
assessment sheets for Level 4
Level 3 plus OEM-4/5 plus Value Stream Management & Support Department
Improvement Pillars
Milestone Level 3
50% Coverage of all
Defined Production Areas, Defined
Maintenance Areas & Defined Support
Areas
80%
Have successfully cascaded TPM3 across at least 50% of the site / business unit,
incorporating most TPM3 pillars and achieved a score of 80% in all required
assessment sheets for Level 3
Level 2 plus OEM-3/4 plus People & Leadership Development Pillar (Education &
Training and People Support Systems)
Milestone Level 2
25% Coverage of all
Defined Production Areas and Defined
Maintenance Areas
70%
Have successfully commenced cascading TPM3 across at least 25% of the site /
business unit. This would include activities in core, and the maintenance support
pillar and evidence of a strong leadership support capability and achieved a score of
70% in all required assessment sheets for Level 2
Level 1 plus OEM-2 and Maintenance Excellence Management Pillar
Milestone Level 1
2 Defined Production Areas (Pilot Areas)
60%
Have successfully commenced & progressed in 2 Defined Production Areas (pilot
areas) up to the completion of OEM-1 and achieved a score of 60% in all required
assessment sheets for Level 1
Core Pillars of Focused Equipment & Process Improvement, Work Area
Management and Operator Equipment Management Step 1 (OEM-1) plus Safety &
Environment Management Pillar
Something to think about !
There are Five Kinds of People
Those who make things happen ;
Those who watch things happen ;
Those who wonder what happened ;
And
Those who have FUN making things happen
Enjoy the journey !
“If you want one year of prosperity, grow seeds
If you want ten years of prosperity, grow trees.
If you want one hundred years of prosperity, grow
people.”
Chinese proverb
A Learning Organisation !