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TPM Consulting

About

TPM, maintenance and productivity consultant and trainer — more than 30 years

Thanee Aumor has spent more than 30 years on TPM and maintenance in manufacturing plants — as a consultant, as a trainer, and as the author of Thai-language books on TPM. He has delivered more than 78 engagements for leading manufacturers across automotive, petrochemical, food and beverage, steel, cement, electronics and pulp and paper.

His particular strength is walking a line, finding the flaws the plant has stopped seeing, and turning them into a productivity plan the team can carry on themselves.

Most of the work is teaching engineers and managers in the plant’s own training room, using that plant’s machines and data as the case study.

TPM Consulting is one senior consultant. No sales team, no junior consultants taking over after the pitch. The person you speak to first is the person who stands in the room and walks the line with your team. Nearly all the work so far has come from former clients passing his name on.

“If the operators cannot explain the standard in their own words, the standard does not exist.”
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    Taught from real work

    Every course comes out of work actually done in plants, not translated from a textbook.

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    Finding the flaws the plant stopped seeing

    The particular skill is walking a line and pointing at the losses that have become normal.

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    He writes the material himself

    The Thai-language books and handouts are his own, and go home with the people who attend.

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    Independent of vendors

    No software sold, no commission from any vendor.

Benefits of implementing TPM

What changes, at three levels

What changes for the people on the floor

The first thing to change is not a number; it is the relationship between production and maintenance. Before TPM the two sit in a caller-and-responder relationship: production reports a breakdown, maintenance fixes it, and both go back to their own work. Once operators start holding basic condition themselves, the conversation shifts to symptoms noticed before the machine fails.

What follows is pride in the equipment they look after, work done professionally, teamwork skill, and a safer environment because abnormality is found sooner. The extra training is not a benefit package either — it is a requirement, since an operator can only inspect a machine once someone has taught him what normal looks like.

What changes for the maintenance function

A purely reactive maintenance department spends almost all its time repairing what has already broken. When operators take over cleaning, lubrication and basic inspection, the time returned is time that can go into improvement — work that demands a deep understanding of machine mechanisms and genuinely makes technicians better at their trade.

The department stops being the unit that gets called when something goes wrong and becomes a partner in production’s results, with a larger share in creating the company’s value. The recognition that comes with that does more for morale than most plants expect.

What changes for the organisation

At the organisational level the measurable results are higher operating efficiency, lower operating cost and lower spare-parts inventory, longer equipment life, and more capacity without buying a machine — the last of which is usually the largest return and the one most often overlooked.

TPM is also the foundation for whatever the plant does next — World Class Manufacturing, TQM, just-in-time, lean production — because all of them rest on the same assumption: that the equipment behaves predictably. Plants that skip this and start elsewhere usually end up coming back to it.

Start with a measured picture of your losses.

A three man-day assessment ends with a readiness report, the weaknesses needing urgent attention, and a TPM plan.

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