As a TPM expert, Dennis has pioneered the integration of TPM with Lean and Six Sigma improvement processes as a lever for cross functional collaboration and high performance teamwork. Described by one senior international manager as a true 'Sensei of Change', he has supported many well-respected and award winning companies including 3M, Ford, General Motors, GE, IKEA, Heineken and Johnson Matthey across Europe, India, USA, China and Japan.
Chapter Two The Lean TPM Master Plan
Lean provides a flow logic to production where inventory does not stand still in the cash flow cycle and TPM provides the means through which the production process operates without a loss of any form (defects or lost time). This chapter traces the origins of lean and the origins of TPM before combining these two approaches into a single management system. The chapter explores the main logic and features of both systems including the key TPM milestones. It identifies the benefits of the combined approach.
Benefits; History of improvement; Lean; Management role; Milestones; Oobeya; Systems change; TPM 2.1. Achieving the Right Balance
Lean TPM is one of the most powerful organisational transformation programmes of all. It combines and builds robustness into many other improvement programmes including the approach known as six sigma (an advanced approach to quality management) and builds robustness into the bufferless lean systems. As long ago as November 1997, at the TPM5 biannual conference of European TPM practitioners, Professor Daniel T Jones addressed the conference delegates on the topic of lean thinking and TPM. His observations were that although Just-in-Time is an accepted concept, most industries still scheduled work through departments in batches, worked to forecast and sold from stock, had long lead times, high buffers and poor quality detection. These are key target improvement areas for 'lean production' and the lean enterprise business model. To the casual observer, the lean approach has a different emphasis to the classic TPM focus on equipment reliability. There is some overlap, but together these cover 12 different target areas. So why would a recognised leader of 'lean thinking' be talking at a TPM conference? The common thread is that both TPM and lean manufacturing highlight areas of historically accepted or hidden wastes ( Womack & Jones, 1996 ). Despite their different origins, progress with either depends upon sensitising the organisation to recognise wasteful behaviours and practices. In effect, these improvement programmes create a heightened sensitivity to these 'wastes' so that each employee can detect the slightest of deviations in the production process and identify these as abnormal and take appropriate actions to restore production. Such an approach makes employees quite intolerant to other organisations that still maintain old business models and have not yet engaged in this form of waste elimination. In the case of TPM, the root cause of this waste is a short-term management perspective that tolerates and accepts poor reliability. The root cause of lean wastes is optimising parts of, rather than, the total value stream. TPM companies have always channelled improved effectiveness to increase customer value, but lean thinking helps to sharpen the definition of value. Lean thinking has always sought reliable processes, but TPM provides the route map to zero breakdowns and continuous improvement in equipment optimisation. Lean efforts without TPM are unreliable and TPM without the lean logic improves efficiency but may not translate this into customer value and improved cash flow. The penultimate slide in Dan Jones's presentation showed the potential gains from lean as reducing: - throughput time and defects by 90%; - inventories by 75%; - space and unit costs by 50%. Overall, this potential to double output and productivity with the same head count at very little capital cost could equally be presented as the potential of TPM. Both Lean and TPM have evolved in parallel from their early concepts and are converging towards a common goal. But who cares? As long as there are benefits, all ideas are welcome. To understand what these are, it is w