All 55 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 the first group. 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 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.
- Introduction to TPM: The Solution for Excellent Plant Performance
- Practical TPM
- TPM for Manager (new version)
- TPM for Supervisor: Concept, Importance, Approach
- Strategic TPM Leadership for Pillar Manager
- How to Implement TPM Step-by-Step
- How to Start TPM Effectively
- TPM: The Success Factors
- TPM Step-by-Step Refreshment / Reinforcement
- TPM and Corporate KPIs
- How to Measure TPM Effectiveness
- How to Audit TPM Effectively
- Effective TPM Coordinator
- How to Work as TPM Promoter
- TPM Train the Trainer
- 6-Days TPM Training & Follow-up
- Customised In-house Training and Workshop
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.
- Autonomous Maintenance (AM)
- How to Audit AM Effectively
- Planned Maintenance (PM)
- Focused Improvement / Kobetsu Kaizen
- Quality Maintenance (QM)
- Initial Phase Management (IM)
- Education & Training pillar (ET)
- Office TPM / Non-production Involvement
- Safety, Health and Environment (SHE)
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.
- Overall Equipment Effectiveness (OEE)
- OEE Workshop and Assessment
- Why-Why Analysis
- P-M Analysis
- 7 QC Tools and New QC Tools
- Poka-Yoke and Visual Control
- FMEA
- SPC, Cp and Cpk
- Design of Experiments (DOE)
- SMED
- Life Cycle Cost (LCC) and MP Design
- Magikami (roll paper analysis)
- 5S, 6S and 5S Facilitator
- Standard Work
- Ergonomics and Safety Engineering
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.
- Modern Maintenance Management (MMM)
- Modern Maintenance Practice
- Machine Reliability and Maintenance Management
- Strategic Plant Reliability & Maintenance Management
- Strategic RCM and RBM
- Condition-Based and Predictive Maintenance
- Maintenance Budget Planning and Control
- Maintenance Cost Reduction
- Maintenance Management & Spare Part Control
- Strategic Production Management
- Production Efficiency Improvement
- Manufacturing Strategy Map & KPIs
- Strategic Cost Reduction
- TPM for Lean Factory
Not on the list
A course can be built for your plant. Get in touch to discuss it and receive a quote.