Status quo (outlined):
- The company has already made two attempts to implement TPM.
- Both attempts failed, because of the inconsistent implementation and the insufficient persistence of the leaders. Essential parts of TPM have been implemented incorrectly.
- Averseness of employees to TPM due to previous experiences.
- General averseness to change projects, since in the past they generally led to a reduction of personnel.
Actions planned by the company:
Selected personnel should be trained externally and then share their knowledge within the company.
Master plan by SYNCRO EXPERTS:
Workshops with the responsible employees on site. This allows to bring different divisions together and improve inter-divisional knowledge transfer and understanding (e.g. between maintenance and production personnel). Employees can transfer the newly acquired knowledge directly into their daily practice. This improves acceptance regarding change.
- Potential assessment to find out, which area (cost center) should be dealt with first.
- Developing a project plan including workshops, coachings and steering committee meetings.
- Definition of TPM standards and development of a reporting from the inside out (from the workshop to the management).
- Perform workshops (5 days on site)
- Implementation of all 5 TPM pillars within a pilot project
- Handling of all open tasks on the TPM Board
- Implementation of periodic TPM Audits to provide a continues and consistent TPM
Sustained high acceptance of TPM measures by the employees.
The consistent maintenance strategy including systematically stocked replacement parts led to a significant increase of the OEE.