Total Productive Maintenance
In Field Training
Practical Training to Start the Improvement Journey for a better Uptime, Maintenance Activities, and Cost Reduction.
Why Total Productive Maintenance?
50 years ago Toyota recognized that the key to manufacturing success is when the machinery performs as expected from the design specifications.
The base of a successful production system is “Total Productive Maintenance (TPM)”
Many manufacturers soon realize in their pursuit of Lean that poor productivity is their main barrier to manufacturing excellence.
This training will give participants the foundation necessary to start the first steps of the TPM implementation.
Upcoming Trainings
Training Activities:
Understand the Toyota TPM System
Identify and analyze the operational losses using TPM management tools and structure.
Team up with other managers
Share experiences and discuss with other colleagues from different industries
Real Shop floor applications
We will exercise different TPM concepts directly on the host plant processes
Toyota & other companies TPM Examples
We will review examples of implementations from other companies
Main Benefits:
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To get an overview on how to implement TPM in your company
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How TPM improves the teamwork of maintenance, production, engineering, and management
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Learn why TPM is at the base of TPS and how TPM will give your company a strong foundation for manufacturing excellence
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Implement the first, basic TPM elements as a foundation for the complete TPM System.
Training Approach
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TPM Training is oriented to develop solid Maintenance Management practices.
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All the content is related as a whole Management System, as part of the General Production System.
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This Training is not oriented to learn or develop technical skills (e.g. repair a motor, program a Robot, etc).
Training Agenda:
- The 4 Pillars of TPM activity. Toyota Total Productive Maintenance (TPM) Toyota’s Japanese Original version.
- 12 Important Items for TPM Management. Toyota’s Japanese Original version
- Toyota Total Productive Maintenance Visual Elements to Facilitate Operation and Maintenance
- 5 Senses on the Shop Floor.
- Autonomous Maintenance: Steps for Implementing Operator’s Maintenance
- Visual Preventive Maintenance.
- Human Resources for TPM
- Fundamental Concepts: 4 major items for Team Leader Role
- Toyota Floor Management Development System for Maintenance Management
- Strategy to Implement TPM on the plant
Instructor
Gustavo Varela
+17 years as Global Continuous Improvement Leader
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 and Master Black Belt Champion for Daltile. 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.
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.)
- Lean Office approach.
On Six Sigma, Gustavo as Master Black Belt has trained and certified +500 Black Belts, Green Belts, and Yellow Belts.
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.
