All 64 courses, grouped by what a plant is trying to do rather than by difficulty. Every one can be adapted, because the training material was written in-house rather than translated from a textbook.
How to choose
Choosing usually starts from wherever the plant is stuck. If management does not yet share one picture, start with TPM Overview & Management. If they do but nothing is moving, choose by the pillar you are working on. If activity is running but the numbers are not shifting, the problem is usually a tool rather than a concept.
TPM Pillars 9
Courses organised by the eight pillars. Train only on the pillar the plant is actually working on — there is no need to take them together. Each pillar is explained in full under The Eight Pillars.
Read what each of the eight pillars covers
Pillar 1 — Focused Improvement (Kobetsu Kaizen) 2 days
Focused improvement goes by many names — individual improvement, specific improvement, or kobetsu kaizen in Japanese. Whatever it is called, its job is the same and it is necessary for the same reason: to produce a change that can plainly be seen soon after the official TPM kickoff. Part of that reason is production efficiency, but part of it is psychological. Once the kickoff has happened there has to be rapid change for the better, so that everyone wants to take part willingly — and the best way to get it is to improve one specific thing at a time, intensively, so the improvement is clear and quick.
The course concentrates on how a focused-improvement team is formed, and on the approach, the tools and the steps of focused improvement itself.
Pillar 2 — Autonomous Maintenance (Jishu-Hozen) 2-3 days
Autonomous maintenance is among the most important pillars of TPM. Production and the operators themselves have to understand it and be trained in it, so that what they do is correct and fits with the other pillars.
The course concentrates on the role and the duties of production and the operator, in carrying out TPM and in taking part in its other parts.
Pillar 3 — Planned Maintenance 2-3 days
Planned maintenance is the pillar the maintenance department owns. Its purpose is that the maintenance the operator does not do — breakdown, preventive and corrective — is carried out in full and at the right intervals, alongside spare parts management, support for autonomous maintenance, and management of the maintenance database.
The course concentrates on the maintenance department’s role and duties in drawing the plan up, working to it, tracking and controlling it, and measuring the result.
Pillar 4 — Training and Education (TPM Knowledge Management) 2 days
Knowledge management matters greatly in running TPM: creating knowledge, accumulating it, spreading it, and keeping it with the organisation rather than letting it leave in one person’s head. The knowledge TPM needs, and the knowledge it generates, comes in two kinds. Explicit knowledge is visible and tangible, ready to be passed on to everyone through documents, manuals and other learning material. Tacit knowledge sits with the individual, has no fixed form and no clear shape, and depends entirely on that person — special techniques, skill, expertise. So the question that matters is how to turn tacit knowledge into explicit knowledge, and how to develop and spread the explicit knowledge already held, and newly gained, across the whole organisation.
The course concentrates on how knowledge management relates to running TPM, as the pillar responsible for developing the workforce’s learning and maintenance skill: establishing what knowledge TPM requires, the process of passing it on and encouraging self-directed learning, and the knowledge management process itself.
Pillar 5 — Initial Phase Management (design, purchase and installation) 2 days
Good maintenance cannot be achieved completely if a number of things were wrong from the start — the design of the product, the design and layout of the plant, the design or purchase of the machine, and the planning and control of production besides. Every one of those can obstruct effective maintenance. Maintenance therefore has to be considered from the design stage onward, which is initial phase management: so that the product is easy to make, the machine is worth its cost in economic terms, autonomous maintenance is made easier, and production management fits with maintenance work.
The course concentrates on considering maintenance from the design of the product onward, through the design and purchase of equipment, production management, and life cycle cost analysis.
Pillar 6 — Quality Maintenance 1-2 days
Product quality and precision are being raised, and changing fast. Customers expect a broader guarantee than they once did. Holding quality high and steady is therefore central to manufacturing now, and it is achievable by creating conditions that produce no defect at all — from product planning and design, through the installation and choice of production technology, through manufacturing, and finally through the scanning that keeps any defect that does occur from reaching the customer. All of that is what quality maintenance does. Put another way, quality maintenance is the pillar responsible for zero defects in TPM.
The course concentrates on understanding what quality maintenance means, how it connects to the five production pillars of TPM, and how its activities are carried out.
Pillar 7 — Office TPM: the involvement of non-production in better plant performance 1-2 days
Office processes are often found to be part of why production efficiency falls — keeping a machine stopped for a long time because purchasing, contracting or requisition took so long that the spare part was not there when it was needed. Office work is also often not measured for overall effectiveness at all: no measure of white-collar availability, none of process performance efficiency, and none of the quality rate of the work produced. All of it creates loss that reaches into production, and keeps TPM from running in full.
The course concentrates on the concept, the tools, the techniques and the methods for reducing loss and improving the work process, so that office work can support TPM at full effectiveness.
Pillar 8 — Improving the quality of working life (safety, hygiene and environment) 1-2 days
Zero accidents is one of TPM’s highest goals — that no accident occurs at work — and it is the principal responsibility of the safety, hygiene and working environment pillar. It divides into safety management (ergonomics, equipment safety, behavioural safety and personal protective equipment) for zero accidents and zero injuries · environmental management for zero pollution and zero waste · and energy management for zero extravagant use of energy. All of it serves a good quality of working life, and a mind kept calm, cool and creative.
The course concentrates on managing safety, environment and energy as the pillar responsible for the quality of working life in the plant.
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Autonomous Maintenance (AM)Concentrates on the role and duties of production and the operator in carrying out TPM and taking part in its other parts. |
How to Audit AM EffectivelyHow to audit autonomous maintenance step by step: what to check at each step, how to judge whether a line is ready to move on, and how to give feedback the team can act on. |
Planned Maintenance (PM)Concentrates on the maintenance department’s role and duties in drawing up the plan, working to it, tracking and controlling it, and measuring the result. |
Focused Improvement / Kobetsu KaizenConcentrates on how a focused-improvement team is formed, and on the approach, the tools and the steps of focused improvement. |
Quality Maintenance (QM)Concentrates on what quality maintenance means, how it connects to the five production pillars of TPM, and how its activities are carried out. |
Initial Phase Management (IM)Concentrates on considering maintenance from product design onward: equipment design and purchase, production management and life cycle cost analysis. |
Education & Training pillar (ET)Concentrates on knowledge management as the pillar that develops the workforce’s learning and maintenance skill: what knowledge TPM needs, passing it on, and encouraging self-directed learning. |
Office TPM / Non-production InvolvementConcentrates on the concepts, tools and methods for reducing loss and improving the work process, so office work supports TPM fully. |
Safety, Health and Environment (SHE)Concentrates on managing safety, environment and energy as the pillar responsible for the quality of working life in the plant. |
Dates and fee Set with you, against the group size and the scope Request a quote
TPM Overview & Management 17
Courses for building one shared understanding before a programme starts: the overall shape of TPM, the roles of management and of the committees, the master plan and how progress is followed. For plants that have not begun, or that began and found each department understood it differently.
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Introduction to TPM: The Solution for Excellent Plant PerformanceAn introduction to TPM for everyone in the plant: what it is, why equipment losses matter, what the eight pillars are, and how a plant starts. |
Practical TPMTPM taught through practice rather than theory: how the main activities are actually run on the floor, with examples from real plants. |
TPM for Manager (new version)Senior management has to understand TPM before it can set the policy, the organisation, the committees and the master plan correctly. Focuses on management’s role in leading and supporting TPM. |
TPM for Supervisor: Concept, Importance, ApproachFor supervisors and line leaders: what TPM is, why it matters to their area, and how they lead their team’s part in it day to day. |
Strategic TPM Leadership for Pillar ManagerFor those leading a pillar: setting its direction and targets, building its plan, and steering its team so the pillar delivers its part of TPM. |
How to Implement TPM Step-by-StepA practical course on which committees a plant needs and what each of the eight pillars owns, with worksheets and a follow-up after the training. |
How to Start TPM EffectivelyFor plants about to begin: the preparation before kickoff, the policy, organisation and master plan, and the first activities that set TPM off on the right footing. |
TPM: The Success FactorsWhat separates TPM programmes that last from those that fade: management commitment, structure, people and follow-through. |
TPM Step-by-Step Refreshment / ReinforcementFor plants already running TPM: revisiting the steps, checking where activity has slipped, and putting it back on track. |
TPM and Corporate KPIsLinking TPM to the company’s KPIs: choosing the measures, cascading them from company to pillar to line, and showing how TPM activity moves them. |
How to Measure TPM EffectivenessWhich indicators show whether TPM is working, how to collect them reliably, and how to read the results. |
How to Audit TPM EffectivelyHow to audit a TPM programme across the pillars: what to check, how to score consistently, and how to turn findings into actions. |
Effective TPM CoordinatorFor the TPM coordinator or secretariat: running the TPM office, coordinating the committees and pillars, and keeping plans, meetings and records moving. |
How to Work as TPM PromoterThe person who drives TPM has to be trainer, administrator, coordinator and system-builder at once. Covers that whole skill set, with forms and teaching material to use afterwards. |
TPM Train the TrainerPrepares in-house trainers to teach TPM to their own colleagues: the content, how to deliver it, and how to check it has been understood. |
6-Days TPM Training & Follow-upA TPM programme run over six days, with follow-up at the plant afterwards. Content and schedule are agreed with the plant. |
Customised In-house Training and WorkshopTraining and workshops built around the plant’s own needs, equipment and problems, with content and length agreed beforehand. |
Dates and fee Set with you, against the group size and the scope Request a quote
Tools & Techniques 15
The tools used to analyse and solve problems on the floor — Why-Why and P-M analysis through to FMEA, SMED and Poka-Yoke. For teams whose activity is running but who cannot find the real cause, or who fix a problem and watch it return.
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Overall Equipment Effectiveness (OEE)How to calculate OEE from availability, performance and quality, collect the loss data behind it, and use it to decide where to improve. |
OEE Workshop and AssessmentA hands-on workshop that measures OEE on the plant’s own equipment, maps where the losses are, and agrees what to tackle first. |
Why-Why AnalysisFinding the root cause of a problem by asking why step by step, checking each answer against the facts on the floor, and turning the result into countermeasures. |
P-M AnalysisA method for chronic losses that resist ordinary fixes: analysing the phenomenon physically, then listing every equipment, material, method and person condition that could cause it. |
7 QC Tools and New QC ToolsThe seven basic quality tools for analysing data, such as check sheets, Pareto charts and fishbone diagrams, plus the seven new tools for organising ideas and planning. |
Poka-Yoke and Visual ControlDesigning mistakes out of the process with error-proofing devices, and making the state of the line visible at a glance so abnormalities are spotted early. |
FMEAFailure Mode and Effects Analysis: listing how a product, process or machine could fail, rating each risk, and acting on the highest before failure happens. |
SPC, Cp and CpkStatistical process control: using control charts to tell normal variation from real change, and Cp and Cpk to judge whether a process can meet its specification. |
Design of Experiments (DOE)Planning experiments so that several process factors can be tested together, to find which ones affect the result and set them at the best level. |
SMEDSingle-Minute Exchange of Die: cutting changeover time by separating the work that can be done while the machine runs, then simplifying what is left. |
Life Cycle Cost (LCC) and MP DesignJudging equipment by its whole-life cost, not only its purchase price, and feeding maintenance experience back into the design of new equipment (maintenance prevention design). |
Magikami (roll paper analysis)Roll-paper analysis: mapping an office or business process step by step on a long sheet of paper to see where time, handoffs and paperwork are lost. |
5S, 6S and 5S FacilitatorThe 5S workplace basics (sort, set in order, shine, standardise, sustain) and the 6S extension, plus training for the facilitators who lead 5S in their own area. |
Standard WorkWriting down the current best way to do a job, its sequence, timing and standard stock, so it is done the same way every time and can be improved from there. |
Ergonomics and Safety EngineeringDesigning work and workplaces to fit the people doing them, and the engineering methods for identifying hazards and reducing the risk of injury. |
Dates and fee Set with you, against the group size and the scope Request a quote
Maintenance & Production Management 14
Courses on managing maintenance and production: planning the maintenance work, spare parts and cost, through to predictive maintenance and modern maintenance management. Aimed at maintenance supervisors and managers.
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Modern Maintenance Management (MMM)An overview of how maintenance is managed today: the main maintenance strategies, how to organise the department, and how to plan, control and measure its work. |
Modern Maintenance PracticeThe practical side of maintenance work: inspection, lubrication, preventive tasks and repair methods that keep equipment in good condition. |
Machine Reliability and Maintenance ManagementWhat makes a machine reliable, how to measure it with indicators such as MTBF and MTTR, and how to manage maintenance to raise it. |
Strategic Plant Reliability & Maintenance ManagementReliability and maintenance at plant level: setting the maintenance strategy, deciding where to focus effort, and linking maintenance to the plant’s business goals. |
Strategic RCM and RBMReliability-centred and risk-based maintenance: choosing the right maintenance task for each piece of equipment from how it fails and what that failure would cost. |
Condition-Based and Predictive MaintenanceMaintaining equipment by its measured condition, such as vibration, temperature or oil analysis, so problems are found before they become breakdowns. |
Maintenance Budget Planning and ControlBuilding the maintenance budget from the work that needs doing, and tracking spending against it through the year. |
Maintenance Cost ReductionFinding where maintenance money goes and reducing cost without cutting reliability: labour, spare parts, contractors and breakdown losses. |
Maintenance Management & Spare Part ControlRunning the maintenance department day to day, together with deciding which spare parts to stock, how many, and how to control them. |
Strategic Production ManagementManaging production at the strategic level: matching capacity to demand, setting production targets, and aligning the production plan with company goals. |
Production Efficiency ImprovementMeasuring where production time and output are lost, and running improvement activities to raise efficiency on the line. |
Manufacturing Strategy Map & KPIsDrawing a strategy map that links the plant’s goals to the activities that deliver them, and choosing KPIs to track each link. |
Strategic Cost ReductionA structured approach to cutting manufacturing cost: finding the biggest losses, setting targets, and running projects to remove them. |
TPM for Lean FactoryTPM aimed at management: making equipment support capacity rather than generate waste, seen through the lean categories of overproduction, WIP, idleness, transport, over-processing, inventory, motion and defects. |
Dates and fee Set with you, against the group size and the scope Request a quote
Quality & Statistics 4
For plants that need to cut defects and process variation with data. 7 QC Tools, SPC and DOE are listed under Tools & Techniques above.
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TQM in ActionTotal Quality Management put into practice: involving every department in quality, managing by facts, and running continuous improvement across the company. |
MSA: Measurement System AnalysisChecking that measurements can be trusted before decisions are made on them: gauge repeatability and reproducibility, bias and stability. |
Easy Six SigmaAn accessible introduction to Six Sigma: the DMAIC steps and the basic statistics used to reduce process variation, without heavy mathematics. |
Effective Problem SolvingA step-by-step way to solve problems: defining the problem clearly, finding the real cause, choosing and testing a fix, and making sure it stays fixed. |
Dates and fee Set with you, against the group size and the scope Request a quote
Management Skills 5
For supervisors and managers: the skills that keep improvement going on the floor — leading a team, running meetings, managing a project.
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Basic Supervisory SkillThe core skills of a supervisor: planning and assigning work, giving instructions, solving day-to-day problems, and working with the team. |
Advanced Supervisory SkillFor experienced supervisors: developing their people, handling difficult situations, leading improvement in their area, and linking their team’s work to company goals. |
Effective Meeting and CommunicationRunning meetings that end in clear decisions and owners, and communicating clearly up, down and across the organisation. |
Superior Working TeamBuilding a team that works well together: clear roles, trust, handling conflict, and shared goals. |
Project ManagementPlanning and running a project from start to finish: scope, schedule, resources, risks, and tracking progress. |
Dates and fee Set with you, against the group size and the scope Request a quote
Not on the list
A course can be built for your plant. Get in touch to discuss it and receive a quote.