TPM€¦ · complement of TPM tools and techniques—including 7 Gemba Activity sessions held on the shop floor of local manufacturing facilities so you not only learn the techniques,

June 13-16, 2011 Columbus, OhioTPMConference

Tactical Asset ManagementPeople Process Equipment

Join us for this experiential learning event where you will discover how to build the capabilities of your people, extend the life cycle of your equipment, ensure a safe and environmentally friendly workplace and how to link it all

to your organization’s overall strategic improvement objectives.

Productivity Inc. 4 Armstrong Road, 3rd Floor, Shelton, CT 06484 www.productivityinc.com 1-800-966-5423 or (203) 225-0451 Fax: (203) 225-0771 3

PLAN—this is foundational

IMPLEMENT—this is fun

LEAD/SUSTAIN—this is difficult

In this critical phase you lay the foundation for TPM, ensure the organization is ready for change, and begin the education of your people. The conference features a number of sessions focused on this all important phase of implementation.

From small group activities and kaizen events, the tools and techniques employed during this phase bring about rapid change in process and procedure that move you toward your goals. The conference covers the full complement of TPM tools and techniques—including 7 Gemba Activity sessions held on the shop floor of local manufacturing facilities so you not only learn the techniques, but understand how they are applied.

This phase focuses on developing people and providing them with the tools and work environment they need to participate in, support, and lead the change process. The conference offers sessions dedicated to building the capabilities of your people and a culture of improvement. It’s the soft stuff that’s the hard part and where many organizations fall short. These sessions will get you moving on the right path.

Designed to give you the how-to for building your own TPM Rollout, this conference delivers the elements you need to create and execute an effective asset management program in your facility.

Early Bird and Team Discounts

Bring a team of associates to the conference and take advantage of all the learning opportunities. Register four people for the event you get the fifth for free. Larger groups, please call for special pricing. Register today! (Discounts cannot be combined.)

Choose from over 35 sessions including 7 Gemba Activity sessions and customize the conference to meet your needs.

Register by April 30th and receive 10% off the registration fee.

This year’s conference has been designed around the phases of the rollout:

The learning comes to life in these hands-on activities. Built into this event are 7 hands-on application sessions we’ve called Gemba Activities. These sessions will allow you to immediately experiment with the techniques you’ve just learned in the classroom out on a working shop-floor, under the guidance of an experienced instructor.

Look for this symbol which identifies the Gemba Activity sessions.

One of the benefits of attending a conference is the opportunity to network with your peers to share perspectives, experiences, and get answers to your questions. At this year’s event there are several sessions designed specifically to facilitate this exchange. Come and be heard…bring your issues and ideas to the table and participate in the dialogue. Productivity consultants will act as official hosts and will be present to provide information, answer questions from the participants and facilitate the discussion.

Special Sessions: Gemba Activities

Forums include:The Future of TPM: Session C7 • Tuesday June 14, 5:30pm-7:00pmIssues and Obstacles Forum: Help, My TPM Implementation Isn’t Coming Together Session E6 • Wednesday June 15, 5:30pm-7:30pm

4www.totalproductivemaintenanceconference.comREGISTER TODAY!

What makes this event different?

What you will learn:

Choosing a conference to attend is a choice of value, learning’s and take-aways. This years TPM Experience Conference has all that. With a complete array of sessions covering all aspects of a successful TPM Rollout incorporating the Plan, Implement and Lead/Sustain process, teams can utilize the reduced pricing to split-up and cover all of the learning that is available.

Above and beyond the learning, there are 7 Gemba activity sessions that allow you to experiment with the foundational techniques of TPM in a working environment at one of our host facilities, under the guidance of an experienced instructor. These Gemba activ-ity sessions are not simply tours, but real working sessions that give real hands-on experience.

Whether you are interested in starting a TPM effort or moving your existing effort to the next level, this conference offers elements to help you reach your goals.

If you already have a plan and are looking for additional tools to help your improvement activities, you can learn several new tools and techniques including:

For instance, if you are just getting started, this year’s conference can teach you how to:

If you have been successful in planning and implementing, but are struggling with sustainment, this year’s conference will teach the tools and techniques you need to develop your people and your culture:

• Create organizational pull for TPM• Put together important data to show progress as you begin

• Managing and coaching skills for the TPM Manager• Supervisory skill for empowering the workforce• Designing and using site specific TPM audits for greater accountability

• Autonomous Maintenance• SMED

• 5S• Early Equipment Design

• Author a customized site plan for implementation• Understand what training will be needed as you move forward

• Leading and teaching to standard work to ensure sustainment of improvements

• Mistake-Proofing• Maintenance Improvement

• 3P• ...and others


F4 Project Chartering & Project Management

P, L/S

D5 Gemba Activity Focused Equipment

Improvement and OEEI

E4 Gemba Activity Mistake-Proofing

for MachinesI

F5 Gemba Activity Gemba Walk

I, L/S

D1 Creating a Site-

Specific TPM PlanP

D1 Creating a Site-

Specific TPM Plan (cont.)P

F1 TPM Audit & Accountability

P, L/S

D2Environmental

Health & Safety and “Going Green”

P, I

E1Sustainment Process

L/S

F2Quality Maintenance

I

D3 Team-Based

Problem SolvingI

E2 Beyond CMMS,

Man and MethodI

F3 Predictive Technologies

I

D4 Empowering the Workforce and

Supervisory SkillsL/S

E3 Pre-Production Planning (3P)

I

B5 Gemba Activity Autonomous Maintenance

I

A1Getting Started

P

B1 TPM Metrics

P, I

A2Strategic Planning and Deployment

P, I

B2Integrating TPM

with LeanI

A3 Creating a High-Performance Culture

L/S

B3 Early Equipment

ManagementI

A4 Maintenance Improvement

I

B4 TPM Mgr.—Facilitation

and CoachingL/S

B6 Gemba Activity 5/S Visual Controls

I

D6 Gemba Activity Quick Changeover

I

E5 Gemba Activity Standardized Work

I

9:00am-12:00pm

1:00pm-5:00pm

8:00am-12:00pm

1:00pm-5:00pm

8:00am-12:00pm

8:00am-8:45amTactical Asset Management: Make it Happen Michael J. Kuta, Managing Partner, Productivity Inc. and Peter Ward, Professor, Department Chair, Department of Management Sciences, the Fisher College of Business at The Ohio State University

12:00pm-1:00pm

12:00pm-1:00pm

5:30pm-7:30pm

5:30pm-7:00pm

Luncheon

Luncheon

E6 Issues and Obstacles Forum: Help, My TPM Program Just Isn’t Coming Together!

Networking Reception at the Jack Nicklaus Museum

5:30pm-7:00pm

9:15am-10:15am

12:30pm-1:30pm

1:30pm-2:30pm

11:45am-12:30pm

8:00am-9:00am

10:45am-11:45am

3:00pm-5:00pm

Luncheon

C7 The Future of TPM Forum

C2 Learning to See: How Playtex Helped AM Teams to Identify Abnormalities Sarah Gollus, TPM Coordinator, Energizer Personal Care, a division of Energizer Holdings

C4 Implementing Process Improvement at High Industries Jeff Smith, President and CEO, High Industries

C5 Mastering the Obstacle Course; The Path to World Class Maintenance Marion D. Pender, Senior Continuous Improvement Leader and Bradley Robertson, Energy and Environmental Manager, ESCO Corporation

C1 Autonomous Improvement—Empowering Associates to Make Change Maurice Clark, General Manager, Mine Equipment Maintenance, Suncor Energy Inc.

C3 The Evolution of Improvement in the Vibration Nation Karl Wadensten, President, Vibco Vibrators

C6 Panel Discussion and Lean Nation Live Radio Broadcast

MONDAY, JUNE 13, 2011

TUESDAY, JUNE 14, 2011

WEDNESDAY, JUNE 15, 2011

THURSDAY, JUNE 16, 2011

2011 TPM Conference—Week at a GlanceJune 13-16, 2011 Columbus, Ohio

P = Plan I = Implement L/S = Lead/SustainIndicates Gemba Activity session:


In order to ensure a successful TPM program, the leaders of your organization must build a solid foundation for implementation. This includes ensuring the readiness of all personnel—leadership, managers, supervisors and operators. To accomplish this, organizations should conduct a Pull and Readiness session along with Overview training for the Managers and Operators. In this Getting Started session we will provide a step-by-step process for getting your TPM effort started. Session elements include:

An improvement strategy accompanied by focused deployment will reinforce the fact that TPM is truly a systemic process and not just a collection of

In today’s operating environment, optimizing and sustaining a high level of asset and asset systems performance is absolutely central to achieving any company’s organizational strategic plan. What we’re talking about is putting all of our assets to work—physical, financial, human, and information—to add value to the company and the customers. In this opening session we’ll talk about what it takes to make all of this happen and how TPM supports the effort. We will focus on the leadership issues crucial to success and the importance of continually developing the capabilities of your people.

Michael J. Kuta, Managing Partner, Productivity Incorporated

Peter Ward, Professor and Richard M. Ross Chair in Management, Department of Management Sciences, Co-Director, Center for Operational Excellence, Fisher College of Business at The Ohio State University

This workshop will present a systemic approach to getting all the right people in the company involved in a TPM implementation. Guided by a Lean Business Case Study participants will learn how to align corporate objectives with key improvement initiatives, targets-to-improve, and both financial and social impacts. We’ll show how and where TPM fits into a Lean improvement strategy, snapshot the Lean process improvement tool kit and discuss the essentials of employee involvement.

improvement tools. When organizations consider the implementation of the TPM Pillars absent of a well thought-out improvement strategy and deployment plan they find their efforts fall short of desired outcomes. They may achieve isolated operational improvements or scattered pockets of excellence, but will never be able to achieve best in class. The reason being that absent of an over-all improvement strategy, TPM action plans do not link with tactical initiatives, there is no employee ownership, and no company-wide improvement.

A1 Getting Started

A2 Strategic Planning and Deployment

Tactical Asset Management: Make it happen!

PLAN

PLAN • IMPLEMENT

MONDAY, JUNE 13

WORKSHOPS 9:00am-12:00pm

GENERAL SESSION 8:00am-8:45am

Session Descriptions35 sessions • 7 Gemba Activities • 2 Networking Sessions • Issues & Obstacles Forum • Panel Discussion

The effort to manage and improve overall plant performance can be challenging. It entails not only the technical elements needed to make improvement happen but the social elements that support the improvement process and allow gains to be sustained over the long term. To be successful, it is important for leaders to create a culture of high performance. In this interactive session we will cover the key factors needed for high performance organizations to succeed. Learn what it takes to transition your existing culture to a high performance, high empowerment culture…including changes needed in leadership behavior, how to align improvement projects with organizational goals, practicing open authentic communication, providing clarity and agreement, accepting self responsibility and personal accountability, and developing trust.

The goal of the Maintenance Improvement Pillar of TPM is to move away from reactive to a proactive or planned maintenance process. As part of this process, maintenance personnel analyze breakdowns to reveal equipment weaknesses and then modify equipment to improve its operation, maintainability and lengthen equipment life. In this module we will discuss the activities embedded in the four maintenance techniques—preventative, corrective, prevention, and breakdown and how and when to use them.

A3 Creating a High-Performance Culture


LEAD/SUSTAIN

IMPLEMENT

• The importance of stores management• Proper implementation of maintenance planning and scheduling.• Maintenance skills development.• Lubrication management, predictive maintenance tools, documentation management, etc.• Establishing the Maintenance Scorecard• Establishment and usage of the Computerized Maintenance Management System.

Sub-modules to this topic include:

12:00pm-1:00pm LUNCHEON

Indicates Gemba Activity session:

Pull Creation: The leadership team must “pull” TPM into the organization by clearly understanding how TPM can help them meet existing perfor-mance improvement commitments and goals, enhance organizational culture, and develop a strong internal TPM facilitation competency.

Operator Awareness: The objective is to have all employees understand that what they have come to accept as “normal” equipment conditions, performance, behavior and thinking is (in the context of future state) actually quite “abnormal”. This session provides an understanding of what TPM is and how it affects their role and daily work. It will also provide Operators with ‘new’ eyes with which to view their equipment.

Management Awareness: The objective is to provide mid to upper leadership and management with the understanding of what TPM is, the TPM Implementation Roadmap, what TPM has to offer, and what it means to them personally.

Readiness Assessment: The objective is to collaboratively assess the readiness and willingness of the plant leadership to enthusiastically support and participate in the process of designing a customized TPM implementation plan that, when rigorously executed, will significantly enhance business performance.


This session we will explore data collection and how to use it to drive your improvement efforts. Session elements include:

Are TPM and Lean two separate programs? Absolutely not! TPM is an integral part of a business’s desire to become a Lean company. TPM can be viewed as the driving force of improvement or can be viewed as part of an overall Lean initiative. This session will identify the key strategic areas where TPM and Lean cross paths and give participants ideas and tactics for using these as opportunities to move the process forward. Understanding how to take advantage of these key areas will help to integrate TPM as part of your Lean initiative.

Early Equipment Management (EEM) is a structured process, which mandates a collaborative partnership between production, maintenance, and engineering that focuses on reducing the complexity associated with the real-time operation and maintenance of equipment. EEM brings the principles of Lean to the design and manufacture of equipment.

The experts will say that a key person in the organizational structure for TPM implementation is the TPM Manager. They are critical links between management hierarchy and the people out in the work place. TPM Managers bridge the gap between the current and desired culture. In this module you will learn a variety of techniques to coach and facilitate team members, whose support will be vital to the change process. These techniques will allow you to effectively communicate the TPM plan, overcome resistance to change, plus gain and sustain support for the initiative.

In this module, you will learn how to develop a powerful EEM strategy ideal for your specific production environment which will result in equipment that is easy to operate, easy to maintain, and “right-sized” to aid in establishing flow and increasing your value add.

B1 TPM Metrics: Collecting and Using Data

B2 Integrating TPM with Lean

B3 Early Equipment Management (EEM)

B4 TPM Manager—Facilitator and Coaching Skills

PLAN • IMPLEMENT

IMPLEMENT

IMPLEMENT

LEAD / SUSTAIN

WORKSHOPS 1:00pm-5:00pm

When properly implemented, Autonomous Maintenance can eliminate the causes of 40-60% of unplanned downtime. In this module, learn the seven steps of implementation, how to transform the relationship between operators and maintenance, and how to implement operator-based maintenance activities that contribute to overall equipment effectiveness.

Learn the principles and techniques needed to apply 5S and establish visual management systems to improve workplace communication and adherence to standards. This module will teach you how to share information about daily production problems, abnormalities, waste, and unsafe conditions through visual display and controls so that everyone understands at a glance what is going on in the workplace.

B5 Autonomous Maintenance (Gemba Activity Workshop)

B6 5S and Visual Controls (Gemba Activity Workshop)

C1 8:00am-9:00am

IMPLEMENT

IMPLEMENT

• Design for Quality Assurance• Design for Maintainability• Life Cycle Costing

The Early Equipment Management strategy consists of three elements:

TUESDAY, JUNE 14CASE STUDIES AND PANEL DISCUSSION

8:00am-5:00pm

In this session Maurice will document the improvement journey of the Mine Equipment Maintenance Operation at Suncor Energy. Suncor’s improvement process, known as “Journey to Zero” encompasses safety, quality, equipment and processes. Hear how their Autonomous Improvement activities—including TPM-Autonomous Maintenance, SMED, 5S and Mistake-Proofing are helping them reach milestones in the journey. Discover how the tenured associates in this unionized operation were empowered to make change and deliver sustainable results.

Autonomous Improvement—Empowering Associates to Make Change

C2 9:15am-10:15am

Autonomous Care Workshop is the main vehicle Energizer uses in the initial implementation of TPM in our manufacturing plants. A gap in our training was identified when an experienced operator commented that she wasn’t really sure what she was looking at, or for, with respect to identifying abnormalities or defects in the equipment. The TPM team developed a hands-on exercise to help ACW participants: (1) understand what is considered abnormal for mechanical components such as bearings, housing, sprockets and chains; (2) identify common defects found on our equipment; (3) develop a better relationship and communication between team members; and (4) to become comfortable with handling tools and mechanical parts.

Learning to See: How Playtex Helped AM Teams to Identify Abnormalities

Collecting and Using Data: Determining what the focus of your TPM program should be depends on where the data tells you to go. What is happening to the equipment and how it is performing is found in the numbers, not intuition. This session will teach the basic maintenance performance metrics and how they are calculated.

Value Stream Analysis: Nothing will kill a TPM initiative faster than not showing progress to the plant goals. Value Stream Analysis teaches participants how to break down critical plant data and understand how affecting that data will move the numbers in the right direction.

Maurice Clark, General Manager, Mine Equipment Maintenance, Suncor Energy Inc.

Sarah Gollus, TPM Coordinator, Energizer Personal Care, a division of Energizer Holdings

Networking Reception 5:30pm-7:00pmThis year’s reception will be held at the Jack Nicklaus Museum. Walk through this impressive center and experience an unparalleled history of golf at its best. This museum includes his trophies, personal photographs and mementos from his 20 major championship and 100 worldwide professional victories. Transportation provided. Beverages and appetizers will be served.


Leave the day-to-day behind and spend an hour thinking about the future. Join the discussion about The Next Big Thing. What is the future of process improvement and TPM? A historical snapshot tells of significant people and events that have shaped to-day’s improvement journey: Frank and Lillian Gilbreth pioneers of Industrial Engineering, The Shewhart Control Chart, Deming’s PDCA, Ohno’s Flow/JIT, Shingo’s SMED, and Nakajima’s TPM… what’s next? What might be the next strategies and technologies to boost us to the next level of continuous improve-ment? What might be the ‘new forms of value’ to replace today’s well known interventions? What do you think? What is the next Big Thing that will capture the imagination of industry?

11:45am-12:30pm LUNCHEON

In this ‘open-forum’ TPM discussion, Karl Wadensten brings his nationally acclaimed radio show The Lean Nation to the TPM Conference. A pre-selected panel of TPM practitioners will be tested by Karl (the moderator), you (the audience member), and live call-in listeners in answering questions relevant to TPM/process improvement successes, failures, and transformations. This is a great opportunity to pick-up some value adding helpful hints to strengthen your new or on-going TPM implementation efforts.

Join the discussion and have some fun being a ‘futurist’. Refreshments will be served!

WEDNESDAY, JUNE 15WORKSHOPS 8:00am-12:00pm

To ensure the success of your TPM program, it is imperative that it is well defined and tied to your organizaton’s strategic goals. The TPM Rollout Plan takes care of both. The TPM Rollout Plan ensures your improvement projects are focused on priority projects and that they are tied to the organization’s overall stategic goals. In this session, we will outline the elements of a successful Rollout Plan and give you the understanding you need to create your own. Session elements include:

D1 Creating a Site Specific TPM Rollout Plan (8am-5pm)PLAN

Corporations that have “dug deep” to find ways of reducing enterprise risk through sustainability initiatives all across their value chain are finding, in some cases, unanticipated opportunities for building shareholder value. TPM, with a cornerstone of waste elimination, directly supports the Go Green agenda by helping organizations become environmentally-friendly through reducing wastes. Today a new generation of EHS-related issues are emerging including climate change, rising energy prices, energy

D2 Environmental Health and Safety—Going GreenPLAN • IMPLEMENT

Value Stream Analysis: The objective is to collaboratively study the performance of the plant’s value stream(s) so as to fully understand the high-leverage points and establish a TPM “Pillar” implementation priority for the site. An additional outcome is an understanding of how improvement of the “six equipment-related losses” will impact business performance.

Action Planning: Action Planning is a valuable asset that is used to guide the implementation of your TPM Tactical plan. The Action Plan will help you determine where to begin your efforts, how to tie your projects back to your organizational (tactical) goals, and how to establish a measurement system that will ensure you are maximizing ROI.

Tactical Planning: Using data collected and identified in the VSA process TPM teams transform the generic TPM Roll-out into an integrated site-specific TPM implementation plan. This site specific plan identifies key opportunities for attack to “move the needle” on your plant goals.

C7 5:30pm-7:00pmThe Future of TPM Forum

C3 10:45am-11:45am

C5 1:30pm-2:30pm

It was 2003 and Karl knew that things within Vibco needed to change. What he did not know was exactly how to go about making that change. In this session, Karl takes us along as he recounts the journey of discovery that changed him from doubting Thomas to improvement guru. Discover the steps he took to bring change to his organization and how he brought the entire Vibco employee population along for the ride. Hear how he introduced the Lean tools, rebuilt the culture and created a common purpose and vision around The Vibration Nation.

There have been so many obstacles in their trek to achieve world class maintenance at 12 of their foundries world-wide including old equipment (50+ years), veteran maintenance staff; recovering from staff reductions during market dip; trying to ramp-up quickly to meet swelling demand; and rapid corporate growth drawing away resources. In this case study hear about the systematic way ESCO has worked through the obstacles using lean principles outlined by Steven Spear’s Four Capabilities. Through a focus on maintenance processes, problem solving and people development they are changing their maintenance culture, behaviors and practices.

The Evolution of Improvement in the Vibration Nation

Mastering the Obstacle Course: The Path to World Class Maintenance

Karl Wadensten, President, Vibco Vibrators

Marion D. Pender, Senior Continuous Improvement Leader and Bradley Robertson, Energy and Environmental Manager, ESCO Corporation

The result of the exercise were an increase in the number and quality of defects and abnormalities found and addressed through the workshop, and an improved sense of understanding and ownership from the machine operators enabling them to attain and maintain Silver Practitioner status.

C4 12:30pm-1:30pmTPM and Your Company’s Triple Bottom LineJeff Smith, President and CEO, High Industries, Inc.

C6 3:00pm-5:00pmOpen Forum and Lean Nation Live Radio Broadcast

A company’s focus on sustainability issues not only involves doing what is right for the environment it also involves insuring profits are achieved and coworkers are engaged -- in other words, a focus on People, Planet and Profits – The TRIPLE BOTTOM LINE. The use of TPM principles in a manufacturing environment, or any process for that matter, supports a company’s approach in achieving its Triple Bottom Line. The first step in implementing the TPM process is establishing and communicating a clear vision followed by coworker engagement. You will be amazed at the results that can be achieved with the powerful combination of the TPM process and coworker engagement.


TPM introduces us to the concept of the six big losses, defined by Nakajima as formidable obstacles to equipment effectiveness. Implementation of the Quick Changeover methodology directly addresses one of these losses—set up and adjustment—and will help you dramatically reduce the downtime associated with adjustments from die changes and other machine changeovers. The changeover methodology can also play a major role in reducing the time to complete major machine repairs, PM’s, and many more similar applications. This workshop will demonstrate how you can use the principles of changeover to greatly improve a variety of maintenance activities.

D6 Quick Changeover (the SMED System) (Gemba Activity Workshop)

Sustaining the gains is the most difficult aspect of improvement. The responsibility for sustaining falls directly at the feet of plant leadership—leaders, managers and supervisors. For your TPM program to be successful over the long term, everything about the day-to-day activities of these critical team members must change. In this session, find out what it takes to turn leaders into coaches who guide the improvement process daily. Session elements include:

Empower people to achieve excellence and efficiency by providing visibility and communication to current shop floor conditions. Current maintenance systems fall short by failing to consider the human element in understanding and collecting data. Learn the importance and value of real time event management to gather accurate data and drive focus. In this workshop we will explore the common pitfalls in current maintenance management systems and proven methods to harness your most powerful asset ‘Your People’. Learn why companies like Toyota are so successful in engaging people to understand and solve problems.

In the latter phases of Early Equipment Management, the tool of 3P is introduced. 3P looks at how to conceptualize, develop, validate and deploy radical or revolutionary improvement in product, process and equipment design by adhering to a disciplined 3P methodology. The 3P methodology accomplishes this by 1) eliminating waste in the product design phase and 2) creating a truly lean production system for manufacture of the product. In this session you will learn the 3P methodology and how it is applied to product, process and equipment design.

E1 Sustainment Process

E2 Beyond CMMS, Man and Method


LEAD / SUSTAIN

IMPLEMENT

IMPLEMENT

IMPLEMENT

• Enabling the leadership team (managers and supervisors) to perform their crucial role as TPM “current best approach” (CBA) trainer, sustainer and “bottom-up” improvement coach• How to conduct low cost-no cost “bottom-up” kaizen activities• How to conduct the “Gemba Walk”

D1 Creating a Site Specific TPM Rollout Plan (cont.)

This workshop will show how TPM initiatives can support your organization’s overall EHS efforts.

• Reduced operating costs

• Strengthened band identity

• Improved customer loyalty

• More resilient supply chains

• Improved employee retention and productivity

WORKSHOPS 1:00pm-5:00pmInvariably during the implementation process teams will encounter problems that will need to be solved before additional progress can be made. Equipping your team members with a quick and easy to use problem solving tool will enable them to handle these issues as they arise. In this session, you will learn a reliable method for identifying a problem’s root cause and for generating effective solutions. Using a powerful kaizen tool called CEDAC (winner of the Deming Prize), you will discover how to unlock your team’s knowledge and creativity and gain an understanding of how to integrate problem solving with improvement tools to focus on “priority” problems and opportunities.

Have you provided your process owners with the technical and soft-skill tools necessary to make solid business decisions? Have you provided your supervisors with tools they need to change your organization’s culture? To be successful in today’s operating environment you must have strong leaders, supervisors and an empowered workforce. In this session we will explore what it takes to truly empower your workforce and what role both the leaders and supervisors play in that transition. Discover what capabilities today’s supervisors need to deal with the rapidly changing workplace that will in-turn allow them to carry-out their day-to-day responsibilities at peak-level performance.

Focused Improvement is one of the original pillars of TPM. In contrast with autonomous maintenance, which is intended to prevent accelerated deterioration of equipment components, Focused Improvement addresses specific equipment-related losses that reduce Overall Equipment Effectiveness (OEE). The goal of Focused Improvement is to maximize OEE, processes, and facility operations through uncompromising elimination of losses and improvement of performance. Participants will learn how to organize cross-functional teams and teach them to use the Focused Improvement Diagram which is a visual systematic approach to Define-Measure-Analyze-Improve-Control.

D3 Team-Based Problem Solving

D4 Empowering the Workforce and Supervisory Skills

D5 Focused Equipment Improvement and Overall Equipment Effectiveness (OEE)(Gemba Activity Workshop)

IMPLEMENT

LEAD / SUSTAIN

IMPLEMENT

independence, and global water shortages. The nature of these issues, coupled with rising stakeholder expectations for ameliorative actions, is rewriting the rules of business in many respects. In the most general terms this requires taking out of the value chain previously unrecognized waste. Such opportunities can appear in many ways including:

12:00pm-1:00pm LUNCHEON


THURSDAY, JUNE 16WORKSHOPS 8:00am-12:00pm

As your initial TPM activities have stabilized your equipment and the fire fighting has been replaced with scheduled-planned maintenance, it is time to elevate to the next level. You have now created the environment that is conducive to begin a condition-based (predictive maintenance) program. In this session we will explore the predictive technology tools, including vibration analysis, infrared thermography, ultrasonics, and lubrication analysis. Learn what true predictive maintenance is, why it is important, how you do it and what return you can expect from your investment.

F3 Predictive TechnologiesIMPLEMENT

Project chartering and project management are central to continuous improvement. This module introduces the A3 framework which provides the documentation and guidelines that govern the successful identification, monitoring, opening and closing of TPM projects. We will also explore project management principles, success factors, management guidelines, the easy to use practices of monitoring project status, and the aggregate contribution to the company’s improvement strategy/initiatives.

F4 Project Chartering and Project ManagementPLAN • LEAD / SUSTAIN

Standard Work is central to achieving and sustaining Total Productive Maintenance. By definition Standard Work demands adherence to today’s best practices and must be embedded in all you do, from routine maintenance standards in the workplace to standardized policies and procedures governing Total Asset Management.

Guided by classroom exercises and Standard Work examples, participants will explore Standard Work methodology, the broad-breadth of Standard Work applications, and the continuous improvement culture necessary for sustainment. Participants will then go to the shop floor to observe, audit, and experiment with development of Standard Work practices.

E5 Standardized Work for TPM (Gemba Activity Workshop)IMPLEMENT

Join us for this lively forum and get answers to some of your burning questions. Or become a coach and share your expertise and insight with others having performance issues that you’ve overcome. Do not miss this chance to open-up about the issues, obstacles, and barriers that are holding you back from achieving your TPM goals. Remember this is an Open Forum to better the common good. We all know the list is a proverbial ‘mile long’ when it comes to what can go wrong with an operations improvement strategy, a TPM tactical plan and a “well thought-out” TPM action plan. Let’s have some fun coaching, listening to others tell their TPM stories, and seeing if one idea or counter-measure can make a difference to you or a TPM comrade.

The success of your TPM implementation is often measured by the change in critical internal measurements such as throughput, quality and even safety. These numbers reflect how well TPM is working to improve the overall company, but those who are tasked with implementing TPM need quicker, real-time data to steer the implementation effort. Setting up a proper TPM auditing process can be the catalyst to improving the speed and quality of your implementation process. This session will teach you how to design, conduct, report and use the TPM audit to improve your implementation effort.

F1 TPM Audit and AccountabilityPLAN • LEAD / SUSTAIN

The overall goal of the Quality Maintenance Pillar of TPM is to maintain your equipment in perfect condition in order to produce a perfect product. The Quality Maintenance pillar of TPM focuses on establishing equipment conditions with the goal of avoiding quality defects. To accomplish this, the Quality Maintenance Pillar uses the tools of Six Sigma to identify conditions that affect quality, establish a baseline for those conditions, and to create a process for periodic monitoring of those conditions. This workshop explores the integration of TPM and the tools of Six Sigma to provide a well-ordered approach for acquiring total process control. Applying both of these methodologies in tandem presents today’s most powerful means of achieving your equipment performance goals of “zero breakdown” and “zero defects” with minimum maintenance costs.

F2 Quality MaintenanceIMPLEMENT

Sustaining the gains made during a TPM event is the key to long-term implementation success. Learning how to perform a proper Gemba Walk will unlock an entirely new avenue for plant leadership to use as a method to teach, audit and sustain those gains. This shop-floor activity will allow participants to learn and practice the Gemba approach to sustainment.

F5 Gemba Walks (Gemba Activity Workshop)IMPLEMENT • LEAD / SUSTAIN

E6 Issues and Obstacles Forum 5:30pm-7:30pmHelp, My TPM Program Just Isn’t Coming Together!

The improper application of maintenance practices in a factory or facility can cause catastrophic failure and even jeopardize the health and safety of employees. Much like Poka-Yoke identifies the error and defects from a quality standpoint and FMEA helps identify potential issues with the machine design, Mistake-Proofing for Machines helps identify potential missteps in the application of maintenance practices and then takes the necessary steps to avoid any issue. This tool within the Pillar of Early Equipment Design/Maintenance Prevention Design, aids maintenance groups in the continuation of improving maintenance practices from all angles.

E4 Mistake-Proofing for Machines (Gemba Activity Workshop)IMPLEMENT

Registrations may be transferred to another colleague without charge. To be considered for a refund, we must receive notification of can-cellation in writing no later than 21 days prior to the event. Cancellations received within 21 days are subject to the full registration fee and money will be held on account for up to one year for use at a future workshop or conference. If no notification of cancellation is provided, registration fees will be forfeited. There is a $200.00 processing fee for all cancellations.

On rare occasions, circumstances may make it necessary to cancel or postpone an event. As such, we encourage attendees to book refundable/reusable air tickets. We will not be responsible for incidental costs incurred by registrants. By registering for this event, you hereby acknowledge and agree that any photographs or videos taken during the event may be used in marketing efforts, including but not limited to news and promotions (web/print) without compensation to you.

The TPM Conference sessions will be held at The Fawcett Conference Center, located on the campus of The Ohio State University in Columbus. The Fawcett Center is located at 2400 Olentangy River Rd., Columbus, OH, 43210. www.fawcettcenter.com

Transportation from the hotel to the Fawcett Conference Center will be provided by Productivity Inc.

Sleeping Rooms: A block of rooms is being held for TPM Conference attendees at the University Plaza Hotel, 3110 Olentangy River Road, Columbus, OH, 43202. The hotel rate is $119.00 plus tax. For reservations call (614) 267-7461 and mention the TPM Conference. The rate includes complimentary breakfast buffet and parking and will be available until May 20, 2011. After this date the rate is subject to availability.

Accommodations

Cancellation Policy

Our consultants are ‘real sensei’ taught by the originators of Lean including Mr. Iwata, Mr. Nakao, Dr. Shingo, Dr. Fukuda and others. We understand the origins of Lean and TPM and what it takes to make them work in today’s complex organizational environments.

To learn more about Productivity’s products and services visit our website at www.productivityinc.com

We have been doing this for a while and we know our stuff… Real Sensei…

For over 30 years Productivity Inc has been helping companies like yours start and continue down the path of TPM. In 1989, Productivity published the quintessential book on TPM, TPM Development Program by Seiichi Nakajima whose proven and time tested principles remain the foundation of Productivity’s TPM practice.

About Productivity

Productivity was the first organization to introduce Total Productive Maintenance and Lean concepts to American manufacturers, the first to offer TPM and Lean training and consulting, and the first organization to publish books on the subject. We have worked with over 2,500 organizations in dozens of industries around the world. We have expertise and experience to help you succeed.


PHONE FAX

CITY, STATE, ZIP

( ) ( )

ADDRESS

COMPANY

TITLE

NAME

EMAIL

(Your confirmation will be sent electronically—email is required)

REGISTRATION INFORMATIONPlease type, print clearly, or attach business card. Photocopy blank form for additional registrants.

4 DAYS $2,322 $2,580

$2,085

$1,490

$795

3 DAYS $1,876.50

2 DAYS

1 DAY

$1,341

$715.50

REGISTRATION FEES After April 30thEarly Bird Discount

Bring a team of associates to the conference and take advantage of all the learning opportunities. Register four people for the event you get the fifth for free. Larger groups, please call for special pricing. Register today! (Discounts cannot be combined.)

TOTAL DUE (PAYMENT MUST BE RECEIVED PRIOR TO EVENT) $

Payment by check or credit card must be received prior to conference.

METHOD OF PAYMENT

Charge my MC Visa American Express

Enclosed is a check for $ Payable to: Productivity Inc., drawn on a U.S. bank.

Card #

Security Code: V/MC 3 digits from card back, AMEX 4 digits from card frontExp. Date

Credit Card billing address:

Name on card (please print)

CONFERENCE SELECTIONSPlease choose one workshop/case study from each time slot.

MONDAY, JUNE 13

TUESDAY, JUNE 14

9:00am-12:00pm

8:00am-5:00pm

5:30pm-7:00pm

1:00pm-5:00pm

A1 Getting Started

C1-C6 Case Studies

B1 TPM Metrics: Collecting and Using Data

A3 Creating a HIgh-Performance Culture


B3 Early Equipment Management

B5 Gemba Activity Autonomous Maintenance

B4 TPM Manager—Facilitation & Coaching

B6 Gemba Activity 5/S and Visual Controls

E6 Issues and Obstacles Forum

A2 Strategic Planning and Deployment

C7 The Future of TPM Forum

B2 Integrating TPM with Lean

WEDNESDAY, JUNE 15

8:00am-12:00pm D1 Creating a Site-Specific TPM Rollout Plan

D3 Team-Based Problem Solving

D5 Gemba Activity Focused Equipment Improvement and OEE

D4 Empowering the Workforce and Supervisory Skills

D6 Gemba Activity Quick Changeover

D2 Environmental Health & Safety and “Going Green”

THURSDAY, JUNE 16

8:00am-12:00pm F1 TPM Audit & Accountability

F3 Predictive Technologies

F5 Gemba Activity Gemba Walks

F4 Project Chartering & Project Management

F2 Quality Maintenance

1:00pm-5:00pm

5:30pm-7:30pm

D1 Creating a Site-Specific TPM Plan (cont.)

E2 Beyond CMMS, Man and Method

E4 Gemba Activity Mistake-Proofing for Machines


E5 Gemba Activity Standardized Work for TPM

E1 Sustainment Process

Conference Registration

Register four people for the event you get the fifth free. Larger groups, please call for special pricing.

Register today!

GROUP DISCOUNTS!

Registration Options:CALL:

DOWNLOAD:ONLINE:

1-800-966-5423 or 203-225-0451

For a downloadable registration form go to www.totalproductivemaintenanceconference.com and fax it back to 1-203-225-0771 or mail it to: Productivity Inc. 4 Armstrong Road, 3rd floor Shelton, CT 06484

www.totalproductivemaintenanceconference.com

Documents

TPM€¦ · complement of TPM tools and techniques—including 7 Gemba Activity sessions held on the shop floor of local manufacturing facilities so you not only learn the techniques,