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Theory of Constraints
Theory of Constraints
TOC- Theory of Constraints is a methodology developed by Eliyahu Goldratt. It is a methodology for identifying the constraint, most important limiting factor that stands in the way of achieving a goal and then systematically improving that constraint until it is no longer the limiting factor. Constraint is also referred as bottleneck. Bottleneck management is widely used terminology in manufacturing, services, construction, hospitals, retail..
Some of the benefits that TOC can bring to organization are:
Increase in capacity through bottleneck management
Reduction of inventory
Reduction in Manufacturing Lead time
Effective utilization of resources
Improvement in On time supplies
Reduction of defects
Increased profit
Fast improvement
TOC is used as one of the methodologies by Seven Steps along with Lean, TQM, Six Sigma , TPM etc., in facilitating Journey of Excellence as organization wide initiative.
For more information on how we can support your organization or if your have any specific business problems to be solved, please get in touch with us.
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#six sigma quality management in bangalore#kaizen implementation company in bangalore#lean consulting companies in india#top management consulting firms in india#productivity management in bangalore#Lean hospital management system
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Theory of Constraints
TOC- Theory of Constraints is a methodology developed by Eliyahu Goldratt. It is a methodology for identifying the constraint, most important limiting factor that stands in the way of achieving a goal and then systematically improving that constraint until it is no longer the limiting factor. Constraint is also referred as bottleneck. Bottleneck management is widely used terminology in manufacturing, services, construction, hospitals, retail..
Read More: https://bit.ly/3dKI4EU
#Top TPM consulting company#Business Excellence Consulting Companies in bangalore#Kaizen lean manufacturing companies in bangalore#lean healthcare consulting company in bangalore#Office lean kaizen services in bangalore
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#kaizen training in bangalore#six sigma consultancy in bangalore#Operational Excellence Consultants in Bangalore#Operational Excellence Consultants in India#Business Excellence Consultants in India#Lean Six Sigma Consultants in Bangalore#Top TPM consulting company
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Designing a manufacturing System through Lean Layouts and Cellular Manufacturing
Traditionally, many conventional factory design had common manufacturing method of Job shop which is organised based on the concept where all similar operations are grouped and put in one room with a supervisor or a manager. High batch size, high volume transportation, high need for storage space and aisles/pathways flooded with materials resulting safety compromise. Factory design in the form of Lean layout with cellular manufacturing concepts helps in improving productivity, reduction of Lead time, improves Quality and improves ontime performance.
As per new manufacturing system design, cellular manufacturing concepts can have several types
The following are some of the key objectives of Lean layout:
Smooth flow of work
Machines in sequence with operations
Minimum Operator Inconvenience
Easy Material Handling
Elimination of unnecessary material movement
Space for storage of materials
Space for storage of tools close to the machine
Space for operator movement
Space for easy maintenance
Space for holding maintenance equipment
Parking space for manual trolleys, fork-lifts,
Trucks, Power Trolleys etc
Clear aisles for safe movement of trolleys.
Space for operators tool-kit, gauges, measuring instruments
Proper location of inspection facility
The following are the steps involved in creating Lean Layout from a running factory.
Current Layout
Draw current layout to the scale to create template for the entire plant. This includes machines, storage places, gangways etc.
Draw flow diagram on the layout to understand the material movement.
List down the constraint in the existing layout like movement, storage space, critical machines etc.
New Layout
Analyse possibility of creating cellular manufacturing concept. Design of new layout depends on cellular manufacturing / non cellular manufacturing.
Create block layout in the new available space allowing space for expansion. Create at least two alternatives, discuss with management and select best one.
Draw detailed layout showing gangways, WIP storage and all equipments. Remove constraints from the existing layout.
Show material movement from RM store to FG to understand the flow.
Factors influencing plant layout:
Material : Variety, Quantity, Operations, Sequence of operations
Machinery : Equipment, Tools
Man Movement : Operators, Supervisors, Inspectors, Services Staff Material handling methods, Clear space for movement & safety of personnel.
Storage : Storage of In-Process & POU material
Services : Power Lines, Air Lines, Water Lines, Exhaust Lines, Inspections, Maintenance, Process Scrap, Tools Storage, Other Special Requirements.
Layout Evaluation Checklist Effectiveness of material flow
Shortest path for greater velocity
Internal & external access
WIP, throughput time
Layout flexibility
Ease of arrangement
Ease of adding replacing equipment
Fit with overall layout
Material Handling effectiveness
Ease of arrangement
Ease of adding replacing equipment
Ease of material movement, distance travelled
Space utilization
Density
Configuration
Support service integration
Tools & fixtures
Ease of maintenance
Information
Utilities
Human Resources
Scheduling
Quality
suppliers
Supervision & Control
Line of sight management
Cell to cell communication
Environmental factors
Working conditions
Workstation access,
Ease of operator movement
Access to amenities
Environmental concerns
Distance of operator movement
Ease of implementation
Production interruption
Sequence of timing
Building alterations
Utilities
Access to riggers
Multi operation (part or full nagare cell)
Cost of implementation
building alterations
Temporary moves
Required overtime
New equipment costs
Sl NoCriteriaWeight age (scale 1~10) – Based on the requirement of the project
Plan 1Plan 2
1Ease of operator6
2Space (sq mtrs)4
3Ease of material movement8
4Length of travel7
5Flexibility7
6Ease of supervision6
7WIP8
8Throughput time9
9Multi operation7
10Ease of maintenance7
11Product flow5
Seven Steps Business Transformation is in the field of supporting organisations in their Journey of Excellence. For manufacturing facilities, we support in designing lean layout in line with principles of value, continuous flow, pull system and help in mixed model – low volume and high mix production.
Seven Steps Business Transformation Systems is India based organisation helping organisations in their Journey of Excellence. We have consultants with wide experience in industry segments such as manufacturing, services, retail, logistics, food, construction, Information Technology, Education, Health care services. Our consultants are experts in deployment of Total Productive Maintenance, Lean manufacturing, lean services, Lean hospitals, Lean Health care, Lean Construction, Lean office.
We work with multiple industry sectors such as Automotives, Equipment manufacturing, defence products, pharmaceuticals, Aerospace components, high precision manufacturing, apparel to name a few.
Personal Development Programs
Basics of Business Excellence
Value Added Quality Management Systems
Total Productive Maintenance (TPM)
Lean Thinking & Lean Management
Leadership Training Programs
#Business Excellence Consulting Companies#kaizen consulting companies in bangalore#wcm company in bangalore#kaizen training in bangalore#six sigma consultancy in bangalore#Operational Excellence Consultants in Bangalore#Operational Excellence Consultants in India#Business Excellence Consultants in India#Top TPM consulting company
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Traditionally, many conventional factory design had common manufacturing method of Job shop which is organised based on the concept where all similar operations are grouped and put in one room with a supervisor or a manager.
#lean consulting companies in india#top management consulting firms in india#productivity management in bangalore#Lean hospital management system#TQM Consultants in Bangalore#Six Sigma Consultants in Bangalore#Operational Excellence Deployment in Bangalore#Policy deployment services in bangalore#Business Excellence Consulting Companies
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#lean in construction#lean consulting companies in bangalore#Total Productive Maintenance Companies in Bangalore#TPM Management Consulting#TPM Consulting Company in bangalore#Total Quality Management Consulting Services in India#TQM Consultants in Bangalore#Six Sigma Consultants in Bangalore
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How to create an effective Lean Daily Work Management System
With Lean Daily Work Management System at the core of its operations, an organization will be able to quickly identify deviation, start solving problems and make strategy deployment a success.
Lean Daily Management System (LDMS) comprises of fundamental components for dealing with the presentation of tasks from operations. LDMS helps in improving overall performance of the organization through effective management of key tasks and timelines.
With straightforward and powerful visual tools, you can streamline your operational exhibition by eliminating the sources of variation brought about by traditional management and oversight practices.
Lean Daily Work Management will assist you with establishing a precise way to deal with oversee the same affairs, delegate, empower and manage performance of business/process. Lean Start-ups for the most part centre more on boot tying and creating products and services utilizing Lean standards.
Traditional organizations try announcing their strategy by simply telling goals and expectations onto the different areas and levels of the business. Command and control mode is introduced for “making the numbers” and monitoring the actions they are expected to carry out.
With this approach, it is no surprise that achievements are often below expectations. Senior managers normally hold a meeting once a month to check on progress (or lack thereof), but this often turns into a finger pointing session rather than an opportunity to discuss disappointing numbers and seek corrective action.
Daily fire fighting will be order of the day in such organisations and decisions are then made to fight the fires that seem to pop up everywhere in the organization and to overcome from the situation, which many times makes the situation even worse.
But why the desired results are not seen? What can be the issue with the strategic planning? What happens in scenarios like this is that the company’s very sophisticated IT system doesn’t allow for a real grasp of the situation and that decisions are made too late. How can anyone expect to achieve annual target under these circumstances?
Organizations need to implement a new way of monitoring the actions planned and the results achieved, one that ensures an adequate implementation of the strategy and allows for a faster and more effective response to deviation. What organizations need is what we call Lean Daily Work Management System.
Strategy deployment to all departments
Lean Daily Work Management System begins with a strong procedure for moulding and after that deploying technique, which has its establishment in the definition and it communicates company’s “True North” – which is similar to the company’s mission. This unequivocally communicates the organization’s needs for the not so distant future – suppose around one to two years.
Related Article– TQM; TPM; LEAN; SIXSIGMA: What is the right strategy for my organization’s business excellence journey?
This “ideal state” is then converted into explicit markers at full scale level, which at that point course down to the useful levels until they achieve the work cells and at last every representative.
Everybody must know about the needs and difficulties of the organization and how they identify with their activity. That is the reason it is so essential to characterize the True North in satisfactory terms: so individuals are bound to be proactive in helping the organization to make progress.
While hard to understand, the change of the pointers characterized at the large scale level into individual objectives for every individual and occupation is an important advance towards the turnaround of a business. With everybody engaged with the basic leadership procedure and given his or her very own obligation, achievement will be within the reach.
The subsequent stage is for all zones of the firm such as production, distribution, logistics etc to set up outlines and visual management boards in amazingly noticeable and available spots, close to the point of work, to guarantee the most is made of the meetings that will occur every day or in a frequent interval.
How lean daily work management system works?
To operationalize Lean Daily Work Management System one should unmistakably interpret the performance metrics characterized at vital level into measurements explicit to every division or work cell.
Now, a group needs to be framed and a standard for the subsequent meetings built up. To completely catch the advantages and the learning of a Lean Daily Work Management System framework, you can set up leadership attitudes and behaviours.
As a final step, “help chain,” a structure that supports critical thinking over the business, must be set up.
LMS constitutes of five elements:
1Daily Work Group MeetingA short, compulsory, stand up meeting to concentrate the team on what is significant and how they will cooperate to accomplish it. It creates group ethos and gives the forum to recognize improvement opportunities.2Primary Visual DisplayA methods for imparting and sharing key team centred data, including KPIs, and execution improvement exercises. It gives the concentration to the Daily Work Group Meeting and is kept up by the group themselves.3Kaizen Action SheetA basic configuration to catch improvement opportunities and thoughts in words and pictures. It causes the group to choose what they can handle themselves utilizing the essential Lean critical thinking instruments and urges them to receive an organized way to deal with progress.4Lean ToolTool to build up and track the degree to which the team is working on a Lean premise. It empowers them to set their long haul targets and logically embrace day by day changes that support ceaseless presentation improvement.5Short Term LeadershipRegular, visit contact between colleagues and their leader to concentrate on accomplishments. It strengthens the leaders’ job in connecting with individuals in nonstop performance improvement.
How to eliminate chronic problems?
Repeating issues are given a special concern. When a constant issue is known on the board, a team of five individuals take charge of addressing to it in an organized manner, utilizing the scientific technique – A3 thinking.
Dedicated kaizen is performed straightaway, to comprehend the main drivers of the issue before any countermeasures are executed. At that point, the A3 and its related issues are checked in the Lean Daily Work Management System board for 3 months. In the event that the issue reoccurs, the A3 is “reopened” to complete further examination, detail new hypothesis concerning why the countermeasures didn’t fill in true to form, and to think of a suitable reaction.
In case you are looking for expert guidance to support your organization, we will be glad to associate with your company.
We have following expertise in the form of
Lean manufacturing consultants
TPM Consultants
TQM Consultants
TOC Consultants
Six Sigma Consultants
Read more: https://bit.ly/3k4txqi
#Operational Excellence Deployment in Bangalore#Policy deployment services in bangalore#Business Excellence Consulting Companies#kaizen consulting companies in bangalore#wcm company in bangalore#kaizen training in bangalore
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With Lean Daily Work Management System at the core of its operations, an organization will be able to quickly identify deviation, start solving problems and make strategy deployment a success.
Lean Daily Management System (LDMS) comprises of fundamental components for dealing with the presentation of tasks from operations. LDMS helps in improving overall performance of the organization through effective management of key tasks and timelines.
With straightforward and powerful visual tools, you can streamline your operational exhibition by eliminating the sources of variation brought about by traditional management and oversight practices.
Lean Daily Work Management will assist you with establishing a precise way to deal with oversee the same affairs, delegate, empower and manage performance of business/process. Lean Start-ups for the most part centre more on boot tying and creating products and services utilizing Lean standards.
Traditional organizations try announcing their strategy by simply telling goals and expectations onto the different areas and levels of the business. Command and control mode is introduced for “making the numbers” and monitoring the actions they are expected to carry out.
Read more: https://bit.ly/3k4txqi
#Lean hospital management system#productivity management in bangalore#top management consulting firms in india#lean consulting companies in india#kaizen implementation company in bangalore#six sigma quality management in bangalore#Office lean kaizen services in bangalore
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#lean#Business Excellence Consulting Companies in bangalore#lean healthcare consulting company in bangalore#Office lean kaizen services in bangalore#six sigma quality management in bangalore#kaizen implementation company in bangalore#lean consulting companies in india#top management consulting firms in india
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How to Bounce Back in Business With Improved Results Post Covid-19
Four Cs which will drive Business results through Business Excellence. One of them is not Covid-19!
Yes! Corona or COVID 19 both starting with letter C has put the entire world in a Chaotic situation. Decades before this I wrote about 4Cs which drive any organizations to pursue the Journey of excellence.
Below are those 4 Cs
Crisis
Customer Demand
Competition
Chairman or CEO of Vision
Here the definition of Excellence, I am limiting to Business Excellence journey using strategies like TQM, TPM, Lean, Six Sigma, etc..
Why should some organizations start any of this journey?
Crisis
If the organization is in deep trouble, its profits are negative, Liabilities increasing, No demand for the product, etc.. we can consider that this particular organization is in Crisis. The current scenario of COVID 19 puts many organizations in Crisis mode. Many organizations thinking of adapting practices like Lean, 5S, Kaizen, etc.. to reduce their losses.
The problem with this driver is it works until the crisis ends. The later organization thinks about excellence only when another crisis hits!
Customer Demand
Many organizations depend on a few key customers and those Customers mandate organizations on certain Systems. For example, some customers may ask its suppliers to implement Lean or TPM or Six Sigma. In such cases, suppliers have no options other than accepting it.
The problem with this driver is, it works only to satisfy customers. So TPM- Total Productive Maintenance becomes Total Paint Management (Painting the factory during customer visits) or Total Presentation Management. ISO 9001 only lies in papers. So the organization will never reap the benefit of the business excellence journey.
Competition
Our competitor is practicing Six Sigma, so we also should launch it! Some organizations closely follow their competition and copy whatever they do. They are too much obsessed with competition. The biggest danger in this approach is, what works for competition may not work for us.
CEO/ Chairman’s Vision
Very few organizations, Business excellence is driven by Chairman or CEOs vision. There is no crisis, no competition, no customer mandate but the leadership proactively implementing it keeping long term results in mind. They anticipate changes and prepare the organization for the same. It is these organizations which will survive even in Corona era
Let us look at some powerful tools offered by Lean, TPM, TQM, Six Sigma, etc.. and how they are helping organizations during Crisis
Lean thinking talks about doing more with less – fewer Efforts, Less Resources, Less space, Less Inventory, Less supervision, etc.. This thinking obviously brings the cost down and make the organization more profitable. To achieve this lean provides tools like 5S, Value Stream Mapping, Kanban, Quick Changeover, etc..
TQM organizations use a powerful tool called Hoshin Kanri. This tool makes leadership anticipate changes and keep plan B and C in case of uncertainties. Unfortunately, very few organizations applying it . If it is used with Balanced Scorecard, the benefits will multiply.
Related Article– Hoshin Kanri – The Secret Behind Visionary Organizations
5S is a very effective tool to create a disciplined and organized workplace. It is the dream of many Leaders to create a good work culture and 5S is a simple but powerful tool to achieve it.
Related Article– What is Red Tag Strategy in 5S, its Application and Implementation Method
Kanban will ensure optimum inventory is maintained and improves cashflow. SMED (Single minute Exchange of Dies) or Quick Changeover (QCO ) is companion of Kanban and JIT ( Just in Time) Manufacturing
DMAIC, PDCA, QC Story all are various problem-solving methodologies which make organizations highly competitive and profitable by reducing the cost of poor quality (COPQ)
Related Article– How to minimize stock out and improve inventory – Kanban Training
The above table gives an idea about the power of Business Excellence tools.
Finally, if organizations realize the importance of the Business Excellence Journey and start now, there is a possibility of Foreseeing the future and prepare for uncertainties. The fourth C – CEOs vision will help to Foresee the Cs like COVID 19 and helps to counteract the same
Related Article– TQM; TPM; LEAN; SIXSIGMA: What is the right strategy for my organization’s business excellence journey?
Seven Steps Business Transformation systems are a member of the Seven Steps Group company. specialized in Business turnaround facilitation. Our team of Business consultants is specialized in
Business Turnaround Facilitation.
Lean manufacturing
Total Productive maintenance
5S
Six Sigma implementation
Total Quality Management
Overall organization improvement.
Our services find useful in
Manufacturing industries
Service industries
Hospitals
Retail
Supply chain
Hospitality
Healthcare services
Construction Banking
Retail
Logistics
Facilities management
Schools and colleges
Some of the focused industries include
Aircraft manufacturing
Defense equipment production,
Food production,
Agriculture
Foundry
Pharmaceuticals
FMCG
Forgings
Warehousing
Transportation
Software
App development
Telecom
Government
Research organizations and
Service organizations
Also, Read Delivering High-Value Healthcare Through Lean Hospitals
Read More: https://bit.ly/3nOHPxp
#six sigma consultancy in bangalore#Operational Excellence Consultants in Bangalore#Operational Excellence Consultants in India#Business Excellence Consultants in India#Top TPM consulting company
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#tqm#Total Quality Management Consulting Services in India#TQM Consultants in Bangalore#Six Sigma Consultants in Bangalore#Operational Excellence Deployment in Bangalore#Policy deployment services in bangalore#wcm company in bangalore#kaizen training in bangalore
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Standard Operations
How to Analyze Abnormalities in the Industry Through Daily Management
What is the Need for Standard Operations?
It happens that the most important elements in the daily activity of manufacturing begin with the letter “M.” In factories, we are trying to find the best possible combination of Men, Materials, Methods, Measurements, and Machines, so that we can make the best products while spending less cost. Standard operations can be defined as an effective mode of workers, materials, and machines for the sake of making high-quality products at low cost, quickly, and safely.
Standard operations comprise the backbone of JIT(Just in Time) production. Many people make assumptions that standard operations are nothing more than standard operating procedures (SOP’s). But this is not True, Standard operating procedures have to do with specific standards for individual operations in the line and are just part of what we mean by standard operations. Standard operations involve the participation of individual operations in a specific order to achieve an effective combination for manufacturing products.
Another name for standard operations would be “Standard Work Instructions. Let us suppose that we have asked some manufacturers to do some manufacturing for us for a particular product. The person probably asks such questions as: “How do you manufacture these products? How much time and cost does it take to make them? and When will you deliver them? Why does the other manufacturer need to know all these things every time? Because they need to set the work we have asked them to do into their current production schedule.
Related Article: World Class Manufacturing
Standard operations serve the following goals:
Quality: – What quality standards a product must meet?
Cost: – Approximately what would be the conversion cost to make it?
Delivery: – How many products at once do you need to be delivered and by when?
Safety: – Is the manufacturing work safe for workers?
At the very least, standard operations should be able to answer those four questions.
Also Read, How to Analyze Abnormalities in the Industry Through Daily Management
Three Basic Fundamental Elements of Standard Operations: –
While standard operation system involves these three “M’s” element—men/women, materials, and machines—these elements are different from the three basic elements that go into standard operations.
1) Cycle time: This is the amount of time that takes a worker/operator to turn out one product (within a cell). We use the production/manufacturing output and the operating time to determine the cycle time.
2) Work sequence: The order in which the worker carries out all the tasks at various processes as he or she transforms the raw materials into finished goods.
3) Standard in-process inventory: The minimum amount of in-process inventory (including in-process inventory currently attached to machines) that is required within the production cell or station for work to progress.
The contents of these elements will be different from cell to cell, and it is the immediate supervisor’s job to analyze the cell and determine exactly what each element will include in the process.
Related Article: How to implement Autonomous maintenance in Manufacturing, Pharmaceutical, FMCG, Oil fields industries.
Types of Standard Operation Forms
Although there are only three elements (cycle time, work sequence, and standard in-process inventory) in standard operations, also there are five types of standard operation forms used in the manufacturing industry.
1) Production capacity work table: This table examines the current production capacity of each process in the cell of the Gemba.
2) Standard operations combination chart: This chart helps to make a transparent temporal process of the relationship between human work and machine work at Gemba.
3) Standard operations pointers chart: This chart is used to list important points about the operation of machines, exchanging jigs, fixtures and tools, processing methods, and so on.
4) The work methods chart gives instructions on how to follow standard operations at each process in each cell.
5) The standard operations chart: Illustrates and defines the machine layout, cycle time, sequence, standard in-process inventory, and other factors in standard operations.
Related Article– How To Sustain Daily Operations In Lean Practicing Companies Through Application Of Standard Work Methodology
Seven Steps Business transformation is a member of Seven Steps Group helping organizations in their journey of Operational Excellence.
We have Specialized TPM consultants who work across India, UAE, Srilanka, Bangladesh, Vietnam, Nepal, Indonesia, Middle East, Africa. In India, we support the entire country and our customers are across India which includes places like Hosur, Bangalore, Mysore, Shimoga, Tumkur, Calcutta, Jamshedpur, Pune, Mumbai, Vadodara, Gurugram, New Delhi, Pant Nagar, Vishakapatnam, Vizianagaram.
Please get in touch with us if you are looking for
Total Productive Maintenance consultants, trainers, and coaches in India for Automotive, Pharmaceuticals, FMCG, Oil and Natural Gas, Continuous Process Industries, Food Industry, Forging, molding, stamping, fabrication, and assembly.
Lean-Kaizen consultants and trainers for manufacturing, hospitals, healthcare, retail, supply chain, FMCG, agriculture products, warehouse, apparel, automotive, construction, fabrication, and assembly.
5S consultants for banking, manufacturing, warehouses, retail, hospitals, healthcare services, food chains, restaurants, central kitchens, oil fields, etc.,
Quality consultants
Read More: https://bit.ly/360WoaC
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How to Analyze Abnormalities in the Industry Through Daily Management
What is the Need for Standard Operations?
It happens that the most important elements in the daily activity of manufacturing begin with the letter “M.” In factories, we are trying to find the best possible combination of Men, Materials, Methods, Measurements, and Machines, so that we can make the best products while spending less cost. Standard operations can be defined as an effective mode of workers, materials, and machines for the sake of making high-quality products at low cost, quickly, and safely.
Read More: https://bit.ly/360WoaC
#Operational Excellence Deployment in Bangalore#Policy deployment services in bangalore#Business Excellence Consulting Companies#kaizen consulting companies in bangalore#wcm company in bangalore#kaizen training in bangalore#six sigma consultancy in bangalore
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#tqm#lean consulting companies in bangalore#Total Productive Maintenance Companies in Bangalore#TPM Management Consulting#TPM Consulting Company in bangalore#Total Quality Management Consulting Services in India#TQM Consultants in Bangalore#Six Sigma Consultants in Bangalore
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Implementing Total Productive Maintenance in Manufacturing, Fabrication, Pharmaceutical, FMCG, Oil field and other process Industries.
Top Total Productive Maintenance(TPM)Consulting Company in Bangalore
Total Productive Maintenance is well known in its abbreviated form – TPM has origins from Japan. It is a well structured and scientific method refined with many iterations for getting best and sustainable results.
TPM is not only for machine intensive organisation. The approach and methodologies can be applied in the office environment also.
When TPM methodology is implemented in an organisation, it helps in improving overall performance of business by
Improving teamwork among the entire organization members – top management to the front line.Making machines function with high reliability and consistent performance.Improving machine availability through reduction of down time and elimination of major losses which are defined elaborately according to TPM definitions.Increased morale of the team members or front line membersEmpowering and formally authorizing operators through TPM training and support to own and take pride in maintaining their own machines/ Equipment.
TPM is adopted company-wide and compliments many other parallel programmes on Operational Excellence such as Lean Manufacturing, Total Quality Management, Theory of constraints, Six Sigma. TPM is characteristically applied to equipment with emphasis on input and causes. TPM emphasizes realization of ideal conditions to achieve the goal of Zero BAD which is total elimination of Breakdowns, Accidents and Defects.
TPM has a very meaningful definition and philosophy which has expansion for each letter as follows:
T stands for Total which includes
Total involvement of members from top management to frontline members.Total Elimination of losses, breakdowns, accidents, and defects
P Stands for Productive which means
The overall pursuit of improving production efficiency.. productivity or effectiveness
M stands for Maintenance which means
Maintaining the best performance of the equipment by ensuring the right conditions that are needed to get the best performance over its intended life span and beyond.
Key characteristics of TPM
TPM methodology is designed to achieve overall improvements in plants that are beyond machinery.Jishu Hozen – JH or Autonomous Maintenance - AM which is a key differentiator from traditional Preventive maintenance PM is that operators or the frontline members take ownership of operations and basic maintenance of the equipment.
Equipment Management in the modern era began with Preventive Maintenance and improved further into productive maintenance. This originated in the United states as PM and had a high focus on the maintenance department.
TPM is also called as productive maintenance with total participation involving every level and every function of the organization has helped Japanese companies to be in the top of world in productivity, quality and cost advantages
Related Article– How To Customise TPM Implementation To Suit Your Organization Culture
The ultimate goal of TPM is Zero BAD
1Zero breakdown2Zero Accident3Zero Defects
Key pillars of TPM are
1Focussed improvements2Autonomous Maintenance3Planned maintenance4Early Management5Quality Maintenance6Skill training7Administrative and supporting functions.8Safety, Health, and Environment.
TPM helps in improving business results dramatically and enables safe, pleasant and productive workplaces by optimizing and improving teamwork between people working in different functions and roles. TPM is also widely used in specialized process industries for achieving cost effective operations where equipment reliability and need to operate for long hours without stoppage is important. In such areas, even a minor stoppage or breakdown of one single piece of equipment or component can result in plant shutdown.
Major credit for formulating and documenting the structured implementation of TPM goes to Japan Institute of Plant Maintenance – JIPM. Knowledge and implementation experience of other methodologies such as Lean, TQM, Six Sigma, Lean Six Sigma can complement implementation of TPM more effectively.
Evaluating the effective implementation of TPM involves
1Assessing whether the organization has achieved policy and goals set before the launching of TPM2Whether the company has realized the intended benefits3How effectively topics are prioritized, action plans and quantitative targets have been pursued through continuous improvement activities.4Tangible benefits and intangible benefits realized.
Related Article– How operational excellence through TPM, Lean, TQM, TOC and 5S help organisations improve performance? – Case Studies & Success Stories
Intangible benefits of implementing any programme such as TPM, Lean, TOC, TQM or Lean Six Sigma should be considered important, It should be at least acknowledged.
Some of the intangible benefits of TPM are
Creating of safe working environmentRelaxed and meaningful workplaceImproved morale of peopleBrand image and good will
Some of the initial steps of implementation of Structured TPM are
1Set up a promotion office – TPM promotion office2Launch TPM introductory education to every team member3Form small group4Select group leaders
Related Article– Can we use best practices as combination of Lean, TPM, TQM, Kaizen, Six Sigma?
After this, each group needs to understand its present position and circumstances – as is the situation, identify the problems faced by its part of the organisation , determine the ideal condition to aim for and opportunities available. With this, aim to set up consensus and aligning team thinking.
Even though TPM can be implemented with inhouse resources, it has always worked by taking help of experienced and reliable consultants of TPM from Industry. TPM consultants from Seven Steps are veterans in their industry and have working and consulting knowledge of over 20 – 30 years each and combined experience of over 200 years.
Seven Steps Business Transformation Systems – SSBTS is Consulting company of Seven Steps Group. We have various specialities and have dedicated consultants for
TPM Consulting
Lean Consulting for manufacturing,
Lean consulting for services
Lean consulting for hospitals
Lean consulting for retail
Lean consulting for supply chain and logistics
Lean consulting for construction
Where hands on implementation support is needed, it is supported by Seven Steps Business transformation system which is a consulting company specialized in implementation of Lean manufacturing, Total productive Maintenance, Theory of Constraints, Six Sigma.
Our customers have got significant benefits in saving of Cost of poor quality apart from gaining increased market shared, reduced logistics/air shipment costs.
Some of the flagship training programmes conducted at Seven Steps Academy of Excellence are:
Six sigma Green Belt
Six Sigma Black Belt
Six Sigma Yellow Belt
Skill development programme – Campus to Corporate – Precision Engineering
Applied 5S
TPM
Lean Experimental Learning Programme
Read More: https://bit.ly/32KY4Ds
#Top TPM consulting company#top management consulting firms in india#TQM Consultants in Bangalore#Total Quality Management Consulting Services in India#TPM Consulting Company in bangalore#TPM Management Consulting#Total Productive Maintenance Companies in Bangalore
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Top Total Productive Maintenance(TPM)Consulting Company in Bangalore
Total Productive Maintenance is well known in its abbreviated form – TPM has origins from Japan. It is a well structured and scientific method refined with many iterations for getting best and sustainable results.
TPM is not only for machine intensive organisation. The approach and methodologies can be applied in the office environment also.
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