Less downtime · More capacity · Lower maintenance cost
Most plants lose capacity to machines that are still running — just slower than they should, stopping briefly and often, and making scrap nobody counts. Thanee Aumor finds those losses, puts a number on them, and teaches your team to remove them.
More than 30 years and 78 engagements, for companies including PTT, Thai Beverage, Mitsubishi Motors, Sony, Ajinomoto, Siam Cement, ABB and Star Petroleum. The method is TPM; what the plant gets is running time.
No canned case studies. Your line, your downtime data and your actual problems are the material.
The person who takes your call is the person who stands in the room and walks the line. Nothing is handed to a junior team.
Courses meant for implementation come with worksheets, an action plan and a follow-up visit.
The books and handouts are written in Thai by the trainer himself, so the team can keep reading after the course.
Where the work has been
Taken from the consultant’s own engagement record. No result figures are published — they were not recorded in a form anyone could verify.
The smallest way to start
One day in your plant, and a written note of what was found. No large commitment before you have seen him work.
Deducted from the programme fee if one follows.
What TPM is
TPM is a philosophy, or a tool for production management — which of the two depends on the scope you apply it at. Its ultimate goal is improved company performance.
That performance shows up as product quality, cost reduction and control, on-time delivery, and improved safety and environment.
Production TPM — The first phase, which must succeed before TPM can be extended company-wide. Its goals are zero breakdown, zero defect and zero accident, delivered through five pillars.
Company-wide TPM — TPM extended from production to every operating unit in the company, targeting Quality, Cost, Delivery, Safety, Morale and Environment. The five pillars become eight.
Tools that run alongside TPM — TPM is often deployed alongside supporting activities that add capability and remove waste, on the way to waste-free production. These are 5S Activity, Visual Control, Poka-Yoke (mistake prevention) and Industrial Engineering techniques.
TPM is used in two quite different senses. The first is a set of production-management tools — forms, boards, meetings. The second is a way of looking at equipment and at the people who run it. A plant that takes the first meaning will have a complete document system within a year and abandon it in the second. A plant that takes the second changes how the floor thinks, permanently.
The stated goal of TPM is very short: zero breakdown, zero defect, zero accident. Those three zeros are not there to be reached; they are there to set the direction. A plant that targets a ten per cent reduction stops thinking at ten per cent. A plant that targets zero has to ask a different question — what allows this to happen at all.
Every plant manages its people, its materials and its costs seriously — with numbers, an owner and a monthly meeting. Equipment effectiveness is usually the exception, because a machine that is still running is assumed to be fine, even when it has been running twenty per cent below its design rate for three years.
Equipment loss is therefore invisible in the accounts. It does not appear as a cost line; it appears as capacity that is not there, as overtime paid to catch up with the plan, and as capital spent on a new machine while the existing one has never been used to its capability. TPM begins by making that loss visible, and only then by attacking it.
Foundation: 5S, visual control, Poka-Yoke, data integrity
The problems we are called in to fix
Equipment losses rarely start at the machine. They start with unclear standards, reactive maintenance, and data nobody trusts.
What gets noticed first is almost always lost time. Unplanned downtime — Breakdowns dictate the schedule, the maintenance team spends the day firefighting, and overtime becomes structural. Low Overall Equipment Effectiveness — OEE sits in the 45–65% band while minor stops, speed loss and setup time quietly consume a full shift of capacity each week.
Look further, though, and the problem usually sits in the system rather than in the machine. Inefficient maintenance systems — PM is calendar-based rather than criticality-based, and work orders are closed without failure codes, so the same failure returns. Production losses nobody owns — Scrap, rework and start-up losses are absorbed into standard cost and never surface as an improvement target.
And the hardest part is making what was started carry on. No continuous improvement culture — Kaizen events happen and results decay within a quarter. Operators are trained but never made accountable for their own equipment. 5S that never became a system — Everyone wants an orderly workplace, but without a systematic programme the results point in different directions — no standard, no continuity, and no assessment.
None of these six stands on its own, and treating them one at a time rarely works, because each is a symptom of the same system.
TPM Consulting Package
23 man-days in the standard programme, scaled to the size of the plant and the number of lines.
Focus-group and individual interviews, observation on the floor, and performance analysis to establish readiness before TPM begins.
Senior management must understand TPM well enough to set policy, structure and plan correctly — this workshop produces those artefacts in the room.
The pillar that lets operators care for their own equipment — the heart of TPM.
Everything beyond what the operator can do: BM, PM, CBM, CM and MP, plus spare-parts and maintenance-data management.
Coaching and advice on the floor so that TPM actually takes root and is sustained.
How a deployment runs
The order actually used in a plant — and the same order the eight training packs follow, so you can train only for the step you are on.
In the plants
Training sessions and line walks with client teams — all of it Thanee Aumor’s own work.
Book · 384 pages · Free
The complete book, translated by Thanee Aumor
The complete book on running TPM inside a lean factory: how equipment drives company performance, the losses, OEE measurement, all eight pillars, and how to plan the deployment in a real plant.
Not sure yet? Start with the short version
TPM in Brief covers the whole system in 25 pages, a half-hour read. Open or download it free, with no form to fill in.
Read TPM in Brief (PDF)Manufacturing insights
Practical, engineering-grade guidance on TPM, maintenance and Lean — written for the people who run plants.
The planned maintenance pillar does not start with writing a PM schedule; it starts with a failure database you can trust. Steps 0 to 7, and why the first three must target MTTR.
Predictive maintenance does not by itself make machines fail less. It buys time to plan. If the time it buys is shorter than your planning cycle, the data is worthless.
FMEA is a preventive tool: valuable before the event, merely a report after it. The ten steps, and how to make the output turn into action.
The core idea of the QM pillar: defects come from incorrect equipment conditions, not from careless people. Set the conditions correctly and hold them, and the defect cannot occur.
Most teams stop at the first plausible cause, which is usually only the mechanical one. The three lenses they never applied are why the problem returns.
Production TPM runs on five pillars; company-wide TPM adds three more. What each delivers, in what order, and the floor-level test for each.
Track record
Every name below comes from the actual engagement record, grouped by sector. The full list is on the experience page.
Grohe Siam Limited, Siam Yamato Steel Co., Ltd., NASTOA (Thailand) Co., Ltd., Siam CPAC Block Co., Ltd., Pipatkorn Co., Ltd.…
บริษัท โรงแรมกะตะธานี จำกัด, Lee Patana PLC., Isotron (Thailand) Co., Ltd., IS Software Co., Ltd., Know-edge Co., Ltd.…
PPG Coating (Thailand) Inc., Eternal Plastics Co., Ltd., บริษัท นวพลาสติกอุตสาหกรรม จำกัด (ระยอง), บริษัท นวพลาสติกอุตสาหกรรม (สระบุรี) จำกัด, Phoenix Pulp and Paper PCL…
TPC Paste Resin Co., Ltd., Bangkok Polyethylene PLC., บริษัท แกรนด์ สยาม คอมโพสิต จำกัด, PTTAR PCL., บริษัท ปตท. จำกัด (มหาชน)…
Thai Beverage PCL, Saharung Cane Sugar Factory Co., Ltd., Rompol Cane Sugar Factory Co., Ltd., บริษัท สงขลาโฟรสเซ่นซีฟูดส์ จำกัด, Sun Inter Food Co., Ltd.…
บริษัท ลิฟเบทเทอร์ จำกัด, บริษัท โกล์บอลซอฟท์ จำกัด, Nippon Hi-pack (Thailand) Co., Ltd., Thai Gunze Co., Ltd., SB Furniture Co., Ltd.…
Lenso Wheel Co., Ltd., Sahamirt Autopart Co., Ltd., Mitsubishi Motors (Thailand) Co., Ltd., Gold Press Industry Co., Ltd., Atsumitec (Thailand) Co., Ltd.…
OKI Data Manufacturing Co., Ltd., Sony Device Technology (Thailand) Co., Ltd., Mitsubishi Heavy Industry — Mahajak, ABB Limited, Essilor Manufacturing Co., Ltd.…
Type of work: Training 30 · Workshop 29 · Consulting 13 · Assessment 3 · Speaker 3
Most requested subjects: TPM (23) · Autonomous Maintenance (7) · Practical TPM (6) · TPM for Manager (2) · Kobetsu Kaizen (2) · P-M Analysis (2)
Benefits of implementing TPM
Operators and the teams around the machine
7 changesThe maintenance department and its planning
5 changesWhat shows up at company level
6 changesA three man-day assessment ends with a readiness report, the weaknesses needing urgent attention, and a TPM plan.
