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Posts Tagged ‘total productive maintenance’

TPM Principles & Application

Saturday, June 11th, 2011

Back in 2009, KCTS starting blogging about Total Productive Maintenance which has been a core system within KCTS since it started in 1998.

Read it again below:

TPM Principles & Application

What is it?

TPM means Total Productive Maintenance. TPM is about involving everyone in creating and sustaining the necessary standards in their own areas. The standards must continually challenge the organisation to get better results as fast as possible.

A number of techniques are used to get the involvement and change in standards which are needed to deliver better results.

The techniques are often shown as a “TPM Temple”. This demonstrates that the techniques all aim to reduce Losses & Wastes, often measured by OEE, and apply to any organisation no matter the structure or products. Each technique has a number of Key Steps which need to be done to get the involvement and change in standards which are needed to deliver better results. The techniques focused upon within this programme are:

•    Focused Improvement, also called Continuous Improvement or Kaizen
•    Autonomous Maintenance
•    Professional Maintenance, also called Condition Based & Planned Maintenance
•    5S, also called Workplace Organisation
•    TPM Loss & Waste programme including OEE, Overall Equipment Effectiveness

Other techniques which may be applied as part of TPM are:
•    Safety, Health & Environment, reducing accidents, illness & emissions
•    Training & Education, improving consistency and delivery of knowledge
•    Early Management, improving the way new products and process are introduced
•    Quality Maintenance, reducing quality problems
•    TPM in Administration, involving people who work in offices and helping change standards in the offices to deliver better results

TPM aims to reduce losses to ZERO. This can be an extremely tough target for some losses, but ultimately satisfying for the people where the losses occur when achieved.

When to use it?

Identification of the type of problem can help work out the plan on how to solve it. Autonomous Maintenance and Professional Maintenance can eliminate sporadic problems by getting reliability back into the process, the area or the activities. Quality Maintenance will improve reliability of the process further to reduce quality defects. Other parts of TPM that can eliminate chronic problems include Focused Improvement, 5S Workplace Organisation and Training & Education.

What does it achieve?

Ownership of problems is only possible when people within the area, or activity, where the problem occurs can be involved in its elimination. TPM focuses people on creating and updating standards to share learning and tackle common problems. TPM delivers results faster than tackling problems in an unstructured way.

TPM aims to reduce losses to ZERO.

Key steps:

1.    Visit the area, or observe the activity, and investigate the problem
2.    If the problem relates to Safety, Illness or Emissions, select Safety, Health & Environment techniques to eliminate the problem.
3.    If the problem occurs regularly, every shift or every day or every week the problem is Chronic
4.    Select Focused Improvement, 5S or Training & Education when there are Chronic problems
5.    If the problem occurs regularly, every month or every year or every few years the problem is Sporadic
6.    Select Autonomous Maintenance and Professional Maintenance or Quality Maintenance as an improvement tool when there are Sporadic problems.
7.    Visit the area, or observe the activity, and check the problem has been eliminated


•    Most people do not mind changing, but most people mind being changed. The way that people are involved is crucial and standards must be written by those who work within the area, or activity. These standards must be communicated and reviewed by the other people who also work within the area, or activity.

Press Release – Instructor Course 14

Monday, October 25th, 2010
Written by Lee Oxton


World Class Training being held in Toronto

Wirral, UK. 25th October 2010.

UK based specialist business improvement training company; Kaizen Consultancy & Training Services (KCTS) are currently delivering their flag-ship Total Productive Maintenance (TPM) Instructor Course to world leading plasterboard manufacturer, Saint Gobain Gyproc. The two week event is being held in Toronto, Canada and involves thirty two senior managers and other personnel representing Saint Gobain Gyproc plants from around the World.

Saint Gobain Gyproc is now into their ninth year of a World Class Manufacturing programme which encompasses 68 manufacturing facilities in 54 countries. The Instructor Course is the fourteenth event held to date, all of which have been delivered by Kaizen Consultancy & Training Services.

Delegates who participate in this intense training will qualify as Instructors in TPM once they have gone back to their respective plants and led improvement projects.  They are then reviewed in areas such as; 5S, Problem Solving, Autonomous Maintenance and Professional Maintenance 100 days later.

As a result of this training outputs have increased by up to 40%, product quality has improved, safety performance is better and costs have been substantially reduced. Saint Gobain Gyproc have made an estimated 95 Million Euro in efficiency cost savings and are well underway to achieving Silver Plant status within their World Class Manufacturing model, throughout the Global Gyproc division.

About KCTS

KCTS are an international training & consultancy provider of specialist World Class Manufacturing (WCM) standards. Delivering TPM, Lean, Change Management and Policy Deployment programmes to the manufacturing and service industries Worldwide. Through these proven methodologies KCTS can reduce costs by identifying and removing losses within a process or value stream. For further information regarding this press release or KCTS, please contact; KCTS on 0151 608 9036 or visit www.kcts.co.uk.


16 Major Losses

Thursday, July 29th, 2010

Understanding the 16 Major Losses of TPM in a Factory

The main purpose of recording factory losses is to understand where we are losing time, speed, quality and ultimately money. This allows us to focus our (limited) resources by identifying the big problems across the manufacturing elements of our factory and profit centres. Further, continuous monitoring, even when there are no problems, allows us to be in full control of the plant and to measure the effects of our improvements to quickly identify where problems are emerging. A factory’s loss system is the essential ingredient in providing “facts” for decisions in an improvement programme.

Loss collection is mainly focussed on the production, packaging and engineering facilities within a site. It attempts to capture stratified information about Quality, Performance, Maintenance and Skill issues. This is the antipathy of the Finance System, which is focussed on what we have made, whereas the Loss System measures and analyses the plant when it is not making product at the required quality and within the required time period.

There are 16 Major Losses as can be seen in the table below. Most factories that measure loss, only record a few of the losses shown on the right hand side. These are the Machine Losses and are probably the best place to start out. The left hand set of losses are much more about “People” and require a more mature attitude by both management and employees to measure them, let alone tackle them.

The Key Performance Indicator (and we stress indicator) for equipment losses is OEE (Overall Equipment Efficiency). This is the only indicator, which combines an effective measure of a site’s Availability, Performance and Quality. There are those who are sceptical of sites who claim to have greater than 80% OEE, however, OEE is really a measure of a sites progress as part of a continuous improvement programme. If we start measuring OEE at 30% and change nothing about the way we measure then if after 3 months we have achieved 40% and the other key measures have changed, e.g. increased Volume and reduced Utilisation, then as a site we have reduced our price per product. As with all KPI’s it is what is excluded rather than what is included within the measure that determines how real the measure is. The most common exclusions are time lost for Changeovers and Meetings, two of the largest losses a site may have.

Press Release – M.I.C.K 2

Wednesday, July 28th, 2010


Improved Problem & Fault Finding Capability

KCTS’s “Mobile Investigation Camera Kit” (MICK) has been Factory tested.

Wirral, UK. 26th July 2010.

After successfully completing upgrading our MICK to MICK 2, the latest model has now been fully testing in a live factory environment. Matthew Treby (Technical Consultant) has been to a local factory and put MICK 2 through its paces to evaluate the system and ensure the quality of the product and picture was perfect.

The unit has had a complete revamp after taking into account feedback from people who have used the previous MICK kit. These improvements include a completely new camera cabling system that is lighter, more flexible and can run for longer lengths. The cases have also been improved so they are more portable, hardwearing and the components split into several flight cases, allowing easier access and lighter to carry. The picture quality from the cameras has been improved allowing sharper and clearer images to be recorded and played back at various speeds. To further enhance the viewing experience the monitor size has also been increased. Due to the improved image quality we have upgraded the storage capability, as well as making it easier to get data from the unit by DVD and memory stick. Finally MICK 2 is easier to use, than the previous MICK, with the inclusion of a mouse and remote control.

The system still retains it core fundamental components of clamps, arms and tripods, as these are essential in order to position the cameras accurately in awkward positions. Despite all the many improvements that have been done, MICK 2 can still function at 110 Volts or 240 Volts so can be used worldwide with no modifications. The MICK 2 system will be on sale from September.

About KCTS

KCTS are located on the Wirral peninsula and are an international training & consultancy provider of specialist World Class Manufacturing (WCM) standards. Delivering TPM, Lean, Change Management and Policy Deployment programmes to the manufacturing and service industries Worldwide. Through these proven methodologies KCTS can reduce costs by identifying and removing losses within a process or value stream. For further information regarding this press release or KCTS, please contact; KCTS on 0151 608 9036 or visit www.kcts.co.uk


The Benefits of Implementing FI

Tuesday, July 13th, 2010
Written By: Lee Oxton

Focused Improvement is the process of applying systematic problem solving methods to manufacturing. The process relies on aligning the correct method to the correct scenario. When a known solution exists to a problem clearly demonstrated, the rigour and analysis to find this solution is not needed as experience can be used to try the solution when it is not too expensive or difficult to implement. If such a solution is expensive or difficult to implement, the rigour and analysis of the problem must be improved. The basis of solving problems uses the 5G’s:


Whenever problems are solved, all 5G’s are used but the 1st G – Gemba must always be studied to check our assumptions are correct. For simple problems it is possible to use Gembutsu, Genjitsu, Genri & Gensoku based on experience as explained above to create solutions which are not too expensive or difficult to implement. The study of Gembutsu and Genjitsu can be made systematic. This has 2 benefits, firstly it gives a common method to all the people across an organisation on how the facts and physical evidence are recorded and used. The second benefit is that systematic problem solving gives a common language to all levels in the organisation on the facts and physical data to create a common understanding of the problem. KCTS uses the method known as 5W+1H to create a repeatable, systematic problem statement by asking the following questions and summarising the answer.

• What product is related to the problem?
• When did the problem occur during the activities of the manufacturing enterprise?
• Where on the product and / or within the process was the problem created?
• Who has more of these problems compared to their peers?
• Which trend can be seen over time? Is the problem getting worse or better or repeating in alignment with other factors?
• How is the problem physically manifesting itself?

The remaining G’s of Genri & Gensoku can be studied if experience does not reveal the causes of the problem once the 5W+1H problem statement has been created. If the immediate causes are understood, root cause can be found. Root Cause is defined as when the problem affects human behaviour, it is not suitable to continue through the reasons for this first human behaviour unless this is the original reason we are investigating. It is also not suitable to stop the investigation until this human behaviour has been found. If a problem occurs due to physical problems within the workplace, why are these physical problems not being resolved? The use of 5 Why analysis allows us to test the detail of our 5W+1H. If we have not found the root cause by asking Why 5 times and validating the possible responses to demonstrate factually the reasons for the problem, the problem statement requires more study of the facts and data. If the root cause is found earlier than 5 Why’s then we may stop the analysis at that step.

Once the root cause is found, the benefits of Focused Improvement come from implementing a solution that eliminates that cause. Once eliminated, the problem cannot reoccur. There will be other problems occurring within the process and areas studied, but the same problem cannot reappear unless the conditions of the area change.

The application of Focused Improvement in companies across the world has given direct benefits to the places where it has been implemented, plus allows time and attention to be focused on the systems needed to stop the problem reoccurring. Systems and processes are needed to control the human behaviours used within all manufacturing enterprises but such processes require improvements. By focusing on facts and data, the opinions which can often divide organisations are removed and thus logic is used to drive decision making which ensures all standards used become the latest, best standard.

KCTS Resource Issue 9 – July 2010

Friday, July 9th, 2010

We have just released the July Issue of the KCTS Resource: In this month’s issue we’ll be taking a look Risk and Risk Assessment and Health and Safety in the workplace, as well as, how Overall Equipment Effectiveness can be a foundation stone to any Lean Improvement Programme.

There is also the regular features, including; a couple of Lean/TPM puzzles to test your mind with; a Press Release about the success of Instructor Course 13 which happened over in China; a Case Study on using SMED for our client in their Zevenaar factory, The Netherlands; and we’ll be catching up with KCTS consultant, Malcolm Newman, and finding out what he has been up too over the last 6 months.

Also our free downloads this month include the ‘Targets Settings & Sharing’ and ‘Business Performance or Local Measures’ knowledge sheets, and List of Risk worksheet. Plus you will be able to download the PDF of this month’s KCTS Resource, all for Free!

What is an One Point Lesson?

Tuesday, June 29th, 2010

What is a One Point Lesson (OPL)?

A One Point Lesson is a 5 to 10 minutes learning tool, which normally take less than 15 minutes to write. It is a lesson on a single topic/point, on one sheet of paper. It normally consists of 80% diagram and 20% words all produced by hand. It is generally prepared by supervisors or group leaders and sometimes by operators.

When to use it?

•    Whenever an important message must be communicated and understood.

What does it achieve?

An OPL quickly enables a team to share key learning and builds on a common understanding of the systems and standards that apply to a work area. When properly managed, they support greater transparency of knowledge and help to rapidly bring new people in an area up to speed.

•    To pass on better knowledge.
•    Strengthen the understanding for functions of machines and lines.
•    Improve knowledge about maintenance defect prevention.

Types of OPL

1.    Basic information sheet: essential basic information – practical know-how and know-how of methods:
•    Maintenance activities as e.g. filter changing.
•    Small repair works.
•    Setting of machine functions.
•    Cleaning and checking.
•    Lubricating.
•    Reason for quality loss.

2.    Problem case study sheet: teaches how to prevent recurrence of an actual equipment problem.

3.    Improvement / Kaizen lessons study case: describes the approach and key measures in a successful improvement case study.

Key points to remember when writing OPL’s

•    Only One Point illustrated on a single sheet of paper.
•    As many senses as possible should be addressed (See above).
•    It must be written As Simple As Possible.
•    It should take approximately 15 minutes to write using a pencil, pen or felt tips.
•    When words are used, they should be ALL capitals.

Lean Training

Thursday, May 20th, 2010


KCTS completes another successful TPM Instructor Course with all 32 delegates passing…

All newly appointed TPM Instructors now move on to successfully implement continuous improvement projects in their own locations.

Wirral, UK. 19th May 2010.

After successfully completing their twenty third World Class Manufacturing Instructor course, Wirral specialist training provider Kaizen Consultancy & Training Services are proud to announce another record beating result. All thirty two delegates who underwent the intense two week training course in Total Productive Maintenance have passed with flying colours.

The TPM Instructor Course which was held on behalf of global leading building materials manufacturer, Saint Gobain Gyproc is the thirteenth of its kind to be conducted as part of their journey to World Class. The training is the highest level TPM training that can be achieved and covers industry specific topics such as; problem solving, people development, leadership, maintenance, health & Safety, quality and workplace organisation.

‘This was another inspirational and life changing event for all that attended’, says Paul Steven, TPM Course Instructor. ‘Many of the live improvement projects that were presented to us by the host factory in Shanghai were solved during the two weeks. All teams displayed exceptional skills in World Class Manufacturing techniques; however only one team is selected for best overall outstanding achievement and this time it was the Blue Team, for consistent application of World Class Manufacturing skills.

All delegates who attended the training event will now go back to their individual plants and begin work on their 100 Day plans. This structured implementation of a rigid plan helps to embed the learning that is gained over the 2 weeks, whilst immediately providing payback and a return-on-investment for the respective individual sites.

About KCTS

KCTS are located on the Wirral peninsula and are an international training & consultancy provider of specialist World Class Manufacturing (WCM) standards. Delivering TPM, Lean, Change Management and Policy Deployment programmes to the manufacturing and service industries Worldwide. Through these proven methodologies KCTS can reduce costs by identifying and removing losses within a process or value stream. For further information regarding this press release or KCTS, please contact; KCTS on 0151 608 9036 or visit www.kcts.co.uk


Short Interval Control

Wednesday, May 19th, 2010
Written By: Lee Oxton

Last week we spent 4 days onsite at a client location where we introduced one of our problem solving techniques called Short Interval Control (SIC).

Short Interval Control is all about reducing the time it takes to react to problems that may occur on the shop floor and therefore holding people accountable to the actions they agree to.

Through the monitoring of any given indicator we can highlight highs and lows, which would otherwise have been ‘greyed out’ by averaging, using short intervals of say; weekly, daily or even hourly periods. This helps to accelerate learning and improve performance.

An important part of the process is the activity board which we use to assist with the explanation of the problem. The activity board would show the performance through the shift so far and a very brief summary of the key problems.

For each problem actions are agreed and prioritised, and the top 3 are completed in the next 2 hours with any other actions that have been agreed being complete or monitored within the same shift.

Problems that cannot be resolved by the team are escalated to their management to help be resolved.

The positive impact of introducing Short Interval control to our client has been excellent, with immediate effects seen on the weekly figures. Giveaway has reduced by 1.5% and OEE increased by up to 10% on their target lines.

Engineering Analysis Problem – Answer

Wednesday, May 19th, 2010

Below are the answers for the Engineering Analysis Problem we posted last week.

  1. Stress Fracture caused by bending and rotation (Beach Marks)
  2. Sheer failure caused by bending and torsion.
  3. Abrasive wear around the circumference caused by debris of failure 2.
  4. Tensile failure caused by shaft finally failing.
  5. Brittle fracture caused by failure 4.



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