TPM implementation consulting and coaching

Problems solved for enterprises

1. Realize the integration of operation and inspection, as well as operation and maintenance, to improve the overall quality of employees

TPM (Total Productive Maintenance) breaks the traditional equipment management model of "separating operation from maintenance" and integrates the responsibilities of equipment operation, inspection, and maintenance into the same operational unit through the concept of "combining operation and inspection". This integration not only strengthens employees' sense of responsibility towards the equipment but also, through self-maintenance activities (such as routine spot checks, cleaning, lubrication, etc.), encourages operators to master basic maintenance skills for the equipment. For example, after implementing TPM, the equipment department of a certain enterprise, through systematic training and practice, enabled operating staff to independently troubleshoot minor equipment malfunctions, while the maintenance department focused on solving complex problems, thereby significantly enhancing employees' technical proficiency and comprehensive abilities. In addition, TPM clarifies the skill level requirements for different positions through skilled worker certification and talent cultivation systems, further stimulating employees' motivation to actively learn and improve their abilities.   

 2. Achieve efficiency and professionalism in repair and maintenance, significantly reducing malfunctions and losses

The traditional maintenance model often focuses on "firefighting", which means emergency repairs are carried out after equipment malfunctions, leading to production interruptions and increased costs. TPM, on the other hand, replaces "reactive maintenance" with "preventive maintenance", shifting maintenance activities forward to the equipment operation process. Through regular inspections, condition monitoring, and fault diagnosis techniques, potential issues are identified early and targeted measures are taken. For example, TPM emphasizes the application of equipment diagnostic techniques (such as vibration analysis, temperature monitoring, etc.) to help managers grasp the equipment operating status and predict fault trends, thereby achieving the goal of "zero faults". At the same time, TPM uses Overall Equipment Effectiveness (OEE) as the core evaluation metric, identifies waste links through quantitative analysis (time efficiency, performance efficiency, product pass rate), and optimizes equipment performance through organizational improvement activities. This shift from "post-maintenance" to "pre-maintenance" effectively reduces the risks of downtime losses and poor quality caused by equipment failures, making maintenance a key operation that creates benefits.   

 3. Reduce maintenance costs and improve production efficiency and profitability

TPM has a significant effect on improving overall equipment effectiveness (OEE). Its core lies in maximizing equipment performance by eliminating seven major losses (such as downtime due to malfunctions, mold change, and idle time) during equipment operation. For example, through TPM practices, a certain enterprise has increased its overall equipment effectiveness from 60% to 80%. Industry cases show that the implementation of TPM can even increase OEE by 50%-90%. This efficiency improvement directly translates into reduced production costs and increased production capacity. In addition, TPM significantly reduces the loss rate of consumables and external maintenance costs (such as reducing expenses due to complex malfunctions requiring external expert intervention) by reducing the frequency of equipment malfunctions and maintenance difficulties. For enterprises with equipment as their core competitiveness, TPM is not only a management tool but also a key path to maximize benefits through systematic optimization.

Our services

Step 1: Establish a TPM management team, improve management institutions and related mechanisms

The implementation of TPM requires the adjustment of organizational structure as a foundation. We assist enterprises in establishing a TPM promotion committee, clarifying the responsibilities of senior leaders, and forming a cross-departmental professional project team (such as equipment engineers, operators, maintenance personnel, etc.), to ensure the coordination and implementation of TPM activities. At the same time, by formulating TPM strategies and objectives, we establish a clear direction for the enterprise's promotion.   

 Step 2: Establish and implement the TPM management system, as well as related processes, regulations, detailed rules, and reward and punishment measures

The implementation of the TPM management system is the core aspect. We provide systematic process design (such as spot inspection process, fault handling process), institutional norms (such as self-maintenance standards, maintenance plan formulation rules), and implementation details to ensure the operability of TPM activities. In addition, by introducing a performance evaluation mechanism (such as the OEE evaluation system), we incorporate indicators such as equipment efficiency and maintenance quality into the assessment, and provide supporting reward and punishment measures to promote full participation.   

 Step 3: Establish and implement a full lifecycle management system for equipment

TPM covers the full lifecycle management of equipment, from selection, installation, and commissioning to disposal. We assist enterprises in integrating the concepts of maintenance prevention and maintenance-free design during the initial stages of equipment (such as selection and installation), optimizing equipment layout and performance matching. During the equipment operation phase, we achieve efficient maintenance through condition monitoring and lean maintenance techniques (such as FMEA and RCM). In the disposal phase, we provide technical improvement and cost control solutions to reduce resource waste.   

 Step 4: Establish and implement an employee training management system

The success of TPM relies on the continuous improvement of employee capabilities. We have designed a hierarchical and practical training program, which includes twice-monthly business learning sessions, on-site instruction from production technicians, and further education opportunities for key position employees (such as theoretical and practical training for electromechanical maintenance workers and operators). Through skill training, employees can not only proficiently operate and maintain equipment but also play a role in technological innovation. At the same time, we have established a skill certification system that clarifies the qualification levels for different positions, forming a virtuous cycle of capability enhancement.   

 Step 5: Establish and implement an autonomous maintenance mechanism

Autonomous maintenance is one of the core pillars of TPM. We assist the operation department in transitioning from being "equipment users" to "equipment managers" through the "seven steps of autonomous maintenance" (such as initial cleaning, improvement of difficult sources, establishment of spot inspection benchmarks, training and guidance, etc.). By distinguishing the maintenance responsibilities for equipment failures (operator maintenance content, technician maintenance content, and management personnel maintenance content), we reduce the "fire-fighting" burden on the maintenance department while enhancing the proactive maintenance awareness of operators.   

 Step 6: Establish a group-level operational management system and create a process-oriented organization

For group enterprises, the promotion of TPM needs to be deeply integrated with the operation management system. We assist enterprises in building a cross-functional process-oriented organization (such as teams for "individual improvement" and "autonomous maintenance" among the eight pillars of TPM), achieving uniformity and collaboration in equipment management within the group through standardized processes and data-driven decision-making. The goal of this stage is to elevate TPM from a single departmental activity to an overall operational culture of the enterprise, promoting the normalization of continuous improvement.