TPM

Why is so difficult to implement TPM?

Total Productive Maintenance (TPM) is a method to achieve maximum equipment effectiveness through employee involvement.  TPM achieves efficiency by building a comprehensive maintenance system based on respect for individuals and total employee participation.  It brings together people from different departments, from top managers down to work in small groups activities.

During the last couple of months I had conversations with several plant managers from different companies and the priority for almost all of them is the TPM implementation.  When you look at the benefits of this system it is easy to understand why; the improved equipment productivity brings with it reduced scrap, improved on-time delivery, lowered maintenance and manufacturing costs and enhanced job satisfaction.

TPM is one of the hardest lean tools to implement if not the most difficult.  To accomplish all those things mentioned before we need to change people’s attitudes.  There are a lot of traditional ideas from which we have to walk away as a team.

Let’s start with the top management, if we as leaders don’t change anybody else will change. Managers must make TPM a part of their daily activities, support and encourage all TPM activities, treat it as a priority for the organization, because it is a priority!  It is important to recognize that the TPM implementation is not easy and will take many years, the consistency to show support and lead by example will be critical through all those years.  Managers cannot fall into the tramp of “I have too much to do” and let the implementation on the hands of somebody else, it is top management responsibility to support TPM every day.

When something happen, everybody look for their supervisors; or worst, for their managers to answer the question, what we need to do?  We need to move away from this traditional behavior in which only supervisors and managers take decisions and operators receive instructions.  Managers need to practice, encourage and promote certain behaviors like: go and see, ask why, respect others, try new ideas, communicate your concerns, be a team player!

The preconceived idea that the machine operators work is to operate the machine and maintenance work is to fix it is one of the hardest to change.  With that idea in mind, operators stop the machine and call maintenance to tight a screw or align a sensor.  They know what to do but “is not their work” causing a lot of downtime.  On the other side, the maintenance crew work more as firefighters, running through the whole production floor from one emergency to the next.  They never stop to analyze the faults or breakdowns to figure out their root cause to be able to design a solution to prevent it from happening again.  TPM promotes small group activities, honest and respectful discussions about how to obtain the best of each equipment.  Production, maintenance and quality needs to work together to investigate the reason for defects, find out the best solution, coordinate how and when to fix those problems and follow-up to adjust the plan or change the standards.

I leave this one for the end,  but certainly is not less important.  The idea that product quality is responsibility of the quality department is completely wrong!  Quality is everybody’s responsibility, from top management down.  Everything we do, affects the final quality of the product and therefore the final outcome of whether or not we accomplish our customer expectations.  Managers need to redefine quality, to include not only the product quality, but the people’s relationship quality (with emphasis in respect), our daily work quality (including quality of maintenance), materials, tools and processes quality.

Like I said before, TPM implementation is not easy; but the process although overwhelming at some points is very rewarding most of the time.  It is and incredible journey for everybody, but as a leader there is hardly a bigger reward to your hard work than looking at your employees taking care of their own problems with a huge satisfaction face, knowing that they are the owners of the process, that they are not followers but influencers, thinking people, treated with respect.

Workplace

Why diversity is necessary?

cats-and-dogsDuring these days diversity in our work areas is more relevant than ever.  The entire nation is talking about diversity, some believe that is what make this nation great, and others think different.

One of the first courses for my master degree was organizational leadership.  To pass the class, we had to analyze a merge from the company’s culture point of view.  I chose the merge between two technology companies.  I started by reading everything I got about the buying company culture, and it was pretty clear that they belief in a diverse workforce.  They believe that their competitive advantage is achieved through their people and that they drive innovation through diversity.  Those statements were the first time I recognized there is something called diversity.

Many times after that I read about the advantages of having people from different backgrounds, race, nationality or gender together, like for example in this article from McKinsey & Company, Catalyst.org and  Industry Week.  If we only associate with people with our same believes and point of view, we will never grow, we will never learn.  We all need the exposition to different ideas.  We need to force ourself to listen to ideas coming from people from another country, from a different political party or maybe just with a different neighborhood.  Some of those ideas or points of view may teach us something, may help us to see the world through a different color glass.

In our work areas it is particularly important to have people with different beliefs, different gender, a cross-cultural team that stop the group from falling prey of alike thinking.  No diversity means seeing the world from one color glass only, always the same think, no variety.  The group will never try to break the status quo because nobody see the necessity to do it, condemn to repeat the same mistakes over and over because nobody think different.

During my lean journey, the best ideas almost always come from the most unlikely person, the one that does not know “anything” about the process, the one exposed to a different environment, or  with a work experience on a different industry.  Perhaps come from the most quiet person, that one that does not like to talk or feel fear to do so.

During brainstorming sessions it is common to see the think alike group trying to shut people with completely different ideas.  They will go nuts to hear the “crazy” proposition, they won’t let the person talk.  We have to develop a thicker skin, learn to listen even when we don’t like or agree.  Every idea needs to be discussed for its own merits, with facts not emotions.

Our companies, neighborhoods and countries are better and stronger when we embrace diversity and tolerance,.  Not accepting it, is like walking with a blindfold, we will miss half of the great things we have around.

Motivation, Training Program

How we trained our employees for new jobs?

Years ago I was working with inevitable changes in our manpower.  After a revision in our business plan the entire operation was going to change requiring less manpower.  A very generous retirement plan took care of most of the extra employees under the new operation scheme.  The challenge for me was to choose what job the remaining group would have.  After a life doing a manual job that will no longer exist, these people (90% of them women) whose age was between 50 and 60 years will have to learn to do something else.

All the available jobs required to operate a machine that runs at speeds between 150 to 400 units per minute.  It was not only to feed the machine but also to be able to control the settings to comply with quality requirements, clean the machine and assist maintenance with troubleshooting and minor adjustments.

Most of these ladies were really afraid about what would be their new job.  Assigning jobs and provide appropriate training was a critical task which required to show respect towards these persons.  I interview every one of them to hear their concerns, fears and expectations regarding their new jobs.  The real intention of these interviews was to have a one to one meeting to clarify doubts, ask if they had any preference regarding what machine they would like to work with and assure them that we will train and support them every step of the way. With the information gathered during the interviews, their training records verification and skills assessment, the supervisors that work with them before and their new supervisors help me to choose the machine they would be assigned to.

We created visual work instructions for every task and every machine, design theoretical and hands on trainings, and use all these material to teach them.  We also used a buddy system to ensure that every new operator was with a more experienced operator 100% of the time during at least one week.  The shift supervisors help me to assess their job and we scheduled some additional to some individuals based on the results.

The journey was stressful at times, difficult at others and challenging all the time but at the end it worth it.  This group of operators learn at their own pace, they grew up to be an excellent group and some of them even become trainers for new comers.  Their smiles and how good they feel about themself for all their accomplishments during that time it is for ever one of my personal favorite stories.

 

Continuous Improvement, Kaizen, Lean Trainings

Keep it simple!

One continuous improvement task that I do very often is the standards or procedures revision. Every time we finish a kaizen event we have to revise the standards and our work instructions or procedures.

The fact is that not everybody know how to write instructions, some people want to include too much information – background, scope, definitions, flow charts and many other things.  Some others are minimalistic, they think less is best.  The detail is that regardless our personal preference,  procedures are instructions that everyone that read them should understand the same way.

Complex Things

The right format to write instructions has to be decided based on who the audience is. Written instructions need to be simple enough for a fifth grader to understand them, straight to the point with no unnecessary information that will bore the reader.  Some people learn easily by reading instructions but some others are more visual, pictures or drawings are the best way for them.  There are others that prefer to see how an expert complete the task and then do it themself, with practice they reach perfection.

Simple thingsRegardless what way you want to go, just remember to keep it simple.  Most of the time, simple things are better.  My opinion is that we should start with the simple to be able to master the most difficult.