TPM Overview is there to study for early graduates and Implement projects

TPM Presentation

1. TPM Overview & AM Step 0
TPM Facilitator Training

2. TPM Overview
We will discuss:
•What & Why of TPM
•TPM Structure
•AM Step 0
•Red Tags & 5S Audit
•Working as a team
•Am Step 1
•F-Tag Activity

3. We will discuss (contd.)
•Creating OPL’s
•AM Step 2
•AM Step 3
•Understanding Losses
•Team Vision & Mission

4. That Way is TPM
Total Perfect Manufacturing
There is one sure way to
end the battles between
man and machine.

5. What is TPM ?
Empowered peopleplanning and
continually improving the way they work !!!
•zeroaccidents
•zerostoppages
•zeroquality defects
•zero waste of materials
•zero waste of energy
•zero waste of people’s effort
Through TPM we can achieve:

6. TEE PEE EMM
•Total Productive M aintenance
•Total Productive M anufacturing
•Total Perfect Managing
•Tapping P eople’s M inds
•Total People M otivation
•Teamwork in P roduction & M aintenance
What is TPM ?
No, it is not a tent between Teepee “L” and Teepee “N”
TPM is:

7. •Transforming P eoples’ M indsets
•Training P eople M eaningfully
•Totally P ampered M achines
•Total Profit M anagement
•Teams Producing M ore
•Ten People M opping
•Thanks …. P lease …. M ore
TPM is:

8. So in essence TPM is:

9. What TPM is not !
•TPM is not a quick fix solution
–But some improvements do happen quickly
•TPM is not a program
–It is a new way of working: a change in our culture
•TPM is not the flavour of the month
–Fully implementing TPM takes several years !
TPM is:

10. TPM shows us that the power to break the endless
circle of stoppages, waste and losses lies within
ourselves: within our own brains and hands.
What is so special about TPM?
There is nothing inevitable about failure !

11. Why is TPM so important?
Every time a person is waiting for instructions, every
time a machine is stopped, every time a carton is
crushed, the business loses money.
And we fall one more step behind in the competition.

12. Why do we need TPM?
!Improve our Safety
!Track our Losses so we can Reduce them
!Improve Our Efficiency
!Change Our Culture to Empowerment
!Total Involvement in Improvements
!Establish & Attain Measurable Goals
!Promote Our Accomplishments

13. In today’s world markets, companies are looking for
any competitive advantage they can find.
The equation for world class competitiveness involves
on-time delivery of the best quality product at the
lowest possible cost and in the safest possible manner.
Why do we need TPM?
TPM is a proven way to achieve the
competitive edge we need to survive
and grow in today’s world market.

14. TPM is a strategy to establish a corporate
cultureaimed at achieving Zero Accidents,
ZeroDefects, Zero Breakdowns, and Zero
Losses throughout our manufacturing systems.
TPM accomplishes this by using overlapping small
groups of people(cascading teams)which include
manufacturing support, managers, operators, and
mechanics in all areas and departments in the plant.
The goal is Zero !!!

15. TPM establishes ‘best practices’to increase
throughput by reducing at losses. By focusing on
losses, data, not opinions, will drive our improvements.
By knowing the losses, focused improvements can be
accomplished which increase the operational efficiency
of our equipment and increase throughput.
TPM will change the culture in our plant. The goal is
to help us be proactive:not reactive. TPM will help us
establish a culture of continuous improvement with
total involvement of everyone.

16. Improving our equipment will lead to:
•improved reliability
•improved safety
•improved working conditions
•increased job satisfaction
•increased job security
•increases in our morale
This is what TPM is all about !!!!!
Why TPM?

17. Where is TPM from ?
•TPM was developed in Japan in the 1970's.
•Japanese Manufactures created 'just-in -time' supply chains.
•With virtually no buffer stocks to fall back on, unexpected
breakdowns would snap the supply chain.
•From being 'inevitable', breakdowns suddenly became
unacceptable.
TPM was developed
to smooth out the ups
and downs of the
production lines?

18. WIII FM -87.7 on your dial
WHAT AM -1610 on your dial
WHATAbout Me
-if your equipment is running at 1610
cases per shift, you don’t have to be!
What IsInItFor Me
-if your equipment is running at a
87.7% effectiveness rate, you won’t
have to be constantly adjusting,
repairing, aligning and nursing it!
TPM reaches out to all, broadcasting on:

19. Where does TPM work ?
Anywhere ! ….. Everywhere!
Canada
•130 plants have achieved
Excellence Awards
•59 have received
Consistency Awards
•14 have been bestowed
Special Awardstatus*
* - Examp

20. Striving for “Zero”
Ø breakdowns
Østoppages
Øaccidents
Ødefects
Øwaste
TPM Vision
Ø Losses:

21. TPM is Proactive
Addressing the Underling Causes of Losses
Failure, losses
Fuguai, minor defects

22. Typical TPM Results
•Increased P roductivity
15-200%
•Improved Quality
minimal defects
•Decreased C osts
30 % Reduction
•Improved D elivery
•ImprovedSafety
0 Recordable Injuries
•Improved M orale
Increase Suggestions 5 - 10x

23. TPM Success is Based Upon
•Long- Term Management Commitment
•A Proven Step-Wise CI Methodology / System
•A Powerful TPM Tool Kit
•A TPM Infra- Structure
–Clearly Defined Roles & Responsibilities
–Dedicated TPM Resources
–Empowered, Overlapping Teams
•A Strong Focus on KPI’s & Results

24. Who uses TPM ?
•Everybody in the company !
•In the early stages a “pioneer team” of
operators, maintenance and managers
work on a “model line” - A Pilot Line
•Yes, the managers have to roll up their sleeves!
•When the pioneer team has made some real
improvements a kick-off ceremony is held
•Gradually TPM is extended to include the
entire plant - including the office

25. When can we see results?
“In 3 months we cleaned up years of dirt”
“In 6 months we had reduced stoppages by 50%”
"With TPM we tend to over-estimate what is
possible in 1 year, but we under-estimate
what is possible in 3 years."
TPM is an ‘evolution’
not a revolution !

26. When can we see results?
AM Steps 0 -1 -2 take at least 6 mths,
-in many cases 16 months
AM Steps 3 & 4 take another 12 mths
TPM is a long-term investment !
It will be 3 to 5 years before the
total site masters all 7 AM Steps

27. How do we progress ?
! ! !
! ! !
Phase 1 -Preparation

28. Phase2 -Introduction
How do we progress ?
!
!
!!
!
We are
here!
!
!!
!
Our next step
is to measure
our losses and
establish a
baseline
50%
Reduction
per year
And start 5S

29. Phase 3 -Roll Out
How do we progress ?AM Step 0 !AM Step 7

30. How do we continue to progress ?
Warehouse
Planning
Management
All Offices
The Entire
Supply Chain
EXTEND TPM TO
ALL DEPARTMENTS
Phase 4 -Stabilization

32. ONGOING 5S ACTIVITIES
TRAINING & EDUCATION PLANNED MAINTENANCE AUTONOMOUS MAINTENANCE EARLY MANUFACURING FOCUSED IMPROVEMENT MANUFACTURING SUPPORT QUALITY MAINTENANCE SAFETY, HYGIENE & ENVIRONMENT
WORLD CLASS PERFORMANCE
How do we succeed in this?
With the Support of Our8 TPM Pillars

33. TPM activities are supported by 8 pillars:
-5 core pillars and 3 enabling pillars.
The 5 core pillars are:
–Autonomous Maintenance
–Focused Improvement
–Planned Maintenance
–Training & Education
–Safety, Health & Environment
The 3 enabling pillars are:
–Quality Maintenance
–Manufacturing Support
–Early Manufacturing
TPM STRUCTURE

34. An Effective TPM
Gearbox System
Loss
Data
P
M
A
M
FI
T
E
SHE
The Four
Primary Pillars
are driven by the
Loss Tree, while
SHE keeps them
purring !

35. TPM STRUCTURE
"Four TPM Pilot Teams
So we can:
•learn a new way of working
•not only learn how to work,
but how to work as teams !!!
•practice, practice and practice
•find “our” way
•demonstrate the value of TPM
•provide proof that TPM works
•develop the leaders who will enable
us to roll-out TPM site wide

36. TPM PILLARS
•Each TPM pillar has common elements:
–Pillar support organization
–Pillar masterplan and targets
–Pillar boards (communication & training tool)
–Pillar self-assessments
–Established set of Measures, Targets and Benefits
–Set of specialized tools related to that pillar

37. •Team members have skills/background that are
best matched with their pillar’s activities
•Core Pillar teams typically meet once per week;
the other 3 pillars meet monthly
•Pillar teams help to lead smaller teams working
on projects on the floor
•Pillar teams initial focus is on learning the ‘tools
of their trade’ and then teaching them to others
PILLAR
ORGANIZATION

38. AUTONOMOUS MAINTENANCE
Autonomous Maintenance is a basic
7 step Process to help operators and
mechanics to establish and carry out
inspection and preventive maintenance
activities for their equipment.

39. Autonomous Maintenance
As people become more
confident, there is a vital
change in attitude:
A basic seven-step process that helps us to establish
preventive maintenance activities for our equipment.

40. The purpose of the Autonomous Maintenance Pillar is to:
•Learn the tools & techniques to eliminate losses
•Teach those to autonomous maintenance teams site-wide
•Assist teams in applying the seven AM Steps
•Help teams to work as teams
•Facilitate improvement activities for order and cleanliness
•Show the way to restore equipment
•Remove obstacles and barriers to autonomous teamwork
•Help establish common C-I-L and Safety standards
AM Pillar

41. Pilot Teams
Can Overcapper/Taper
R. Blair Site TPM Leader
C. Hamilton Operator
W. Ireland Maintenance
J. Kruis EM Pillar Champ
L. Ryan Operator
D. Toop QM Pillar Champ
Vacant Production Mgr
Can Labeller
D. BeauchesneOperator
C. Grills SHE Pillar Champ
S. Johnstone WH Supervisor
J. Kelly Production Mgr
A. MacNab T&E Pillar Champ
R. Pitt Maintenance
D. Sutton Operator
Pillar Champ
Maintenance Planner
Warehouse Operator
Production Manager
Production Supervisor
ProductionOperator
Maintenance
AM
Pillar
TPM
Leadership
Team
Knorr More Tears
Gravy Hayssen/Filler
D. BonterOperator
T. DelgrossoOperator
N. Dick AM Pillar Champ
D. GrahamOperator
J. Hodge PM Pillar Champ
J. MillerOperator
H. ShannikPacker
J. VickersOperator
R. WhalenMaintenance
Can Filler
T. ArmstrongMaintenance Planner
S. Beaton FI Pillar Co- Champ
J. Fiorini Operator
J. Kerr MS Pillar Champ
K. Kivisaari Production Mgr
R. McLaughlinOperator
T. MacGregorMaintenance
Vacant SHE Specialist
TPM Promotion Office
CI Manager
TPM Facilitator
Training Facilitator
Student
Student
Following “Kick-off”
more and more
Autonomous Maintenance Teams
will be developed as we rollout TPM site-wide

42. FOCUSED IMPROVEMENT
Vision:
We will effectively use the Kaizen
technique to make the company the leading
Food Manufacturing plant by eliminating all
possible losses in the production system.

43. The purpose of the Focused Improvement Pillar is to:
•Learn the tools & techniques for continuous improvement
•Teach those to autonomous maintenance teams site-wide
•Assist teams in capturing and tracking their losses
•Help teams create their “Loss Tree”
•Facilitate focused improvement activities -“Kaizens”
•Track those improvements and the gains
•Track OE and OEE performance
•Maintain a site “Loss Tree” to point out the priority areas
F I Pillar
!“Kai” -Change
!“Zen” -Better / Wisdom

44. Step 5
Implement
FI Funnel &
TopicsRegistry
Step 3
Implement
Kaizen Process
on Pilot Line
Step 2
Implement
Data Collection
on Pilot Line
Step 0
Setup
Pillar Org
Step 4
Construct &
Implement
Site Loss Tree
Step 1
Train FI
Resouces
Step 6
Implement
Kaizen Process
on All Lines
Step 7
Linkage of FI
to advanced Pillars &
Non Production Areas
F I Road Map
Continuos Improvement

45. Focused
Improvement Tools
TPM

46. The Gemba
GEMBAis a Japanese word meaning real place:
•used to refer to the "work place”or the “ shop floor”
•it is where the real action takes place
•where the real work gets done
•to understand and improve something, go to the gemba first!
•to get a sense of the real issue, talk with gemba people
I’ll go get someone
and show them
the real problem !
Maybe they’ll fix it
right next time !!!

47. PLANNED MAINTENANCE
Vision:
To have the most effective maintenance
strategy in the company. Providing safe,
reliable, cost effective equipment with
zero breakdowns, while supporting the
other TPM pillars.

48. •Learn the processes needed for zero breakdown operation
•Teach those to autonomous maintenance teams site-wide
•Move the site from ‘reactive’ maintenance to Planned,
Preventative, and Predictive Maintenance
•Maintain a registry of site equipment criticality
•Learn and implement maintenance trades best practices
PM Pillar
Primary Tools:
•Planning & Scheduling
•5W+1H and 5 Why Analysis
•CAP-Do
•FMEA
•Root Cause Analysis
•Oil analysis
•Vibration analysis
•Thermography
The purpose of the Planned Maintenance Pillar is to:

49. SAFETY, HEALTH & ENVIRONMENT
VISION:
To act as the conscience of the site,
ensuring the maintenance and promotion
of safety health and environmental
considerations as having overriding
priority.

50. •Learn the processes needed to ensure a safe, healthy and
environmentally responsible workplace
•Teach those to autonomous maintenance teams site-wide
•Continuously raise everyone’s level of safety awareness
•Facilitate training activities for:
SHE Pillar
Primary Tools:
•5S for Safety
•OPL’s
•JHSC Workplace Inspections
•Ergonomic Assessments
•Safe work practices
•Hazard recognition
•People Centred Safety
•Safety auditing
•Off-the-Job safety
•First Aid & AED
The purpose of the Safety, Health & Environment Pillar is to:

51. TRAINING & EDUCATION
Training & Education focuses on
training for leadership, operators,
maintenance and support, who can
all learn a proactive approach to
continuous improvement.

52. •Learn the processes needed for continuous development
•Teach those to autonomous maintenance teams site-wide
•Facilitate training activities for:
•Teamwork & Team building
•Situational leadership
•Problem solving
•Meeting design
T & E Pillar
Primary Tools:
•Needs analysis
•OPL’s
•
•
The purpose of the Training & Education Pillar is to:

53. QUALITY MAINTENANCE
Quality Maintenance is the activity to
prevent quality defects with cooperation
from Operators, Quality Assurance,
Maintenance, and Engineering.

54. MANUFACTURING SUPPORT
Manufacturing Support includes
activities in materials management,
production scheduling, and other
departments to eliminate losses and
sources of error and delays.

55. EARLY MANUFACTURING
Early Manufacturing is a systematic
project approach to vertically launch
new products and new equipment and
eliminate or substantially reduce the
high costs and delays traditionally
incurred with new startup.

56. How do we start TPM?
Think Big ... but Start Small !
•Establish Pilot Teams to learn, apply and practice
•Fine tune the tools, procedures & forms on the pilots
•Develop the skills on the Pilot Teams to roll-out TPM
•Engage all of management early in the TPM pilot area
activities so they can support and facilitate the TPM
process and help drive the required culture change
•When ready, roll-out TPM to the rest of the plant one
line at a time

57. AM STEP 0
Putting Things Back In Order

58. 0.1 & 0.2
Sort
and Set
0.3
Sweep, Shine,
Polish &Clean
0.4 Standardize
0.5
Sustain
Continuous Cleaning to Standard
0.6
5S for
Safety
0.7
5S Audit
5S for Safety Audit
TIME
0.8
Team audit
& Manager’s
audit
AM STEP 0
A methodical plan to
set the stage for
Autonomous
Maintenance

59. AM STEP 0
5S’s:
Techniques for workplace organization,
creating standards to maintain it, and
promote continuous improvement.
Meaning
Seiri Sorting Out
Seiton Systematic Arrangement
Seiso Spic and Span
SeiketsuStandardizing
ShitsukeSelf-discipline
Sort
Set
Shine
Standardize
Sustain
Japanese
Term
English
Meaning
TPM
Activity

60. How do we start ?
First, we clean the machines, inside and out, top to bottom, and tie
labels to the parts that get dirty again.
It might seem a strange way to start, but it's surprising how many
problems begin with a simple oil leak, or flying chips, or hidden
piles of dust. At the same time, we're learning more about how
the machine actually works.
Why so much cleaning?
•Clean to Inspect
•Inspect to Detect
•Detect to Correct
•Correct to Perfect
Start by cleaning with meaning !

61. Cleaning Is Inspecting
Use your 5 senses:
See--> use your eyes to observe
Hear--> listen and try to hear unusual noises
Smell --> try to discover strange smells
Touch and Feel--> try to feel heat, vibrations
Taste--> normally not suggested, but can be done
while kissing the machine you will grow so fond of!
Use your experience:
!think before you make a judgement

62. RED TAG #
DATE TAGGED:
NAMER OF TAGGER:
ITEM DESCRIPTION:
REVIEW BY DATE:
Getting Rid of Clutter!
If it isn’t necessary to do
your job ….. why is it there?
If anything hasn’t been used in the past month ….. store
it someplace else!
Are there “just-in-case”
supplies, tools, materials?
Have things migrated from
the line next door?
Are obsolete items or parts
still lying around?
If you get rid of the
clutter….. you will have a
lot less to clean!
Red Tags

63. 5S in MAINTENANCE
•Began the task of 5S in the Maintenance stores area.
•5 days set aside in April for the Sort and Set phase.
BEFORE AFTER

64. 5S Audit
Auditor(s): Da te :
Area Audited:
Category Item 1234
Distinguish be tw e e n w ha t is ne e de d a nd not ne e de d
Have all unnecessary items been removed?
Sort
Are all remaining items neatly arranged?
Are walkways and work areas clear & well defined?
Are unneeded items stored in an appropriate place?
Does a procedure exist for dispensing unneeded items?
A pla ce for e ve rything a nd e ve rything in its pla ce
Is there a vis ually mark ed s pec ified plac e for every thing?
Set
Is every thing in it's s pec ified plac e?
Proper equipment flow?
Are storage cabinets labeled?
Document organization in place?
Cle a ning a nd looking for w a ys to ke e p it cle a n
Shine
Are work areas clean?
Is equipment k ept c lean?
Are cleaning materials easily accessible?
Maintain and monitor the first 3 S's
Are cleaning guidelines & schedules in place?
Standardize
Are all standards known and visible?
Is there a c hec k lis t in the area?
Are safety audits in place?
Stick to the rules
Does everyone observe standard procedures?
Sustain
Procedures - Are they up to date and reviewed regularly?
Tools & P art s - are t hey being s t ored c orrec t ly ?
Are 5S audits routinely conducted?
Are personal belongings stored neatly ?
Scoring criteria: 1 = Non existent 2 = In place 3 = Functional 4 = Self managed
Comments:

Score:
5 S Auditing
Key to sustaining
the gains!
Look
Fuguai !

65. Applying the TPM 5S System to
Create a Safe Workplace
5S for SHE
Linking SHE & TPM
Via
The Autonomous Maintenance Pillar
Zero
Accidents
ZeroIncidents
ZeroLosses

66. Traditional Inspection Programs
•Generate Lists for Someone Else
•Don’t Identify Root Cause
•Don’t Systematically Problem Solve
•Don’t Involve All Co- Workers
In 5S for Safety:
Teams Identify, Correct
and Eliminate safety
problems for themselves

67. Level of Safety Performance
Training
Building SHE Information
into the Workplace & Task
General Warnings that
Hazards Exist
Physically Changing
the Workplace
Eliminating the
Causes of Hazards
5S for SHE

68. 5S for SHE
7 Steps for Continuous Improvement
Continuous
Improvement
-return to
Step one
Step Seven:
Achieve
Adherence
Step Six:
Implement
Best
Practices
Step Five:
5 S for SHE
-See and
Think for SHE
Step Four:
Perform Basic
5S
Step Three:
Form a Team
Step Two:
Plan and
Prepare
Step One:
Learn about
5S for SHE
Sites that have performed
Basic 5S as part of TPM
can skip Step 4

69. 0 accidents & 0 incidents
5S for SHE Beliefs
•Substandard workplace conditions are a factor
in many shopfloor accidents conditions.
•When workplace conditions are good, SHE
work practices are enabled.

70. Workplace
Organization
and
Standardization
(Basic 5S)
Fix First #Then Improve
1
st
Focus on
SHE
2
nd

71. 0
10
20
30
40
50
60
70
80
90
Before
5S
After
Basic 5S
Total
#
Nearly 50% of
SHE problems can
be eliminated with
Basic 5S
Start with Basic 5S
5 S for SHE can
eliminate most
at-risk
conditions
With 5S
for Safety

72. Basic 5S: Fix It
•Sort(get rid of clutter)
•Set(keep everything else out of your way)
•Shine (no slip, no trip, no fall)
•Standardize(one way, the right way, always)
•Sustain(hold the gain through self-discipline
and routine audits)

73. Focused 5S for SHE
•Check (See) - Perform a SHE audit
•Analyze (Think) - Determine/analyze causes
•Plan - Identify/prepare best practices
•Do -Implement best practices
Plan
Check
Analyze
Do

74. Check -Proactive Seeing
Perform a SHE audit
•Detect problems before they become accidents
•Provide a record of conditions
•Provide a quantitative measure of
improvement
•Maintain an objective visual record
SHE Audit

75. •Use Audit Sheet
•Complete Safety F-Tags
•Take Photos
Conduct Baseline Audit
SHE Audit

76. Tag /Problem #____
Department:_________ Date:
Location: __________
Equipment:_________
Name:______________
------------------------------------------------------------------------------------
------------------------------------------------------------------------------------
Description of Problem:
-----------------------------------------------------------------------------------
-----------------------------------------------------------------------------------
Comments:
5S Category (check one)
__Sort __Set-in-Order __Shine __Standardize __Sustain
Safety F Tag
5S Category
Description
Problem &
Location
Just the
facts
SHE Audit
Identify All Potential Hazards

77. 5S for SHE Improvement Chart
Sort
(Organization)
Set-in-Order
(Orderliness)
Shine
(Cleanliness)
Standardize
(Adherence)
Sustain
(Self-discipline)
5S
Category
F tags
5S Categories
Pareto Findings By 5S Categories

78. Chart Major At-Risk Conditions
Hazard Type
Emergency
Equipment
General Housekeeping
Guarding
Walking surfaces (slip, trip, fall)
Electrical Hazards
3
8
11
13
15
# Problems
3
Ergonomics
Is there one condition that is
obviously the worst one?
-By severity
-By frequency
-By number of people exposed
-By difficulty to detect in advance
At-Risk Condition
Pareto Analysis

79. Analyze -Determine Root Causes
Analysis Survey
ŒWho has the facts? (get the facts)
Is there history available?
ŽHas anyone done similar research?
Use the 5 Why Analysis
Keep asking Why

80. Implement Best Practices
Plan & Do
•Brainstorm ideas
•Benchmark best practices
•Select and prepare for application
•Test, modify, and adopt best practices
Now you’re ready to standardize and get adherence

81. Achieve Adherence
•Standardize best practices
•Create visual displays and controls
•Communicate, share, educate
•Make SHE part of everyday work
•Observe & Audit
Continue the process!

82. Achieve Adherence
Observe
!Be your brothers’
& sisters’ keeper
Monitor
!Be vigilant - look
for hazards
!JHSC Workplace
Inspections
Audit
!People Centred
Safety
!Lock, Tag & Try

83. 3 Types of Activity Boards
Work Team
Activities
B
Plant Management
Activities
A
TPM Pillar
Progress Activities
C
Communicate through
TPM Activity Boards
What else do TPM Teams do?

84. Plant
Management
Activities
•TPM Leadership Team Activity Board
•Overall Vision, Targets, & Master Plan
•Site TPM goals and accomplishments
Shows Top
Management
buy-in &
vision
Management BoardsA
TPM Pillar
Progress
Activities
•Boards describing each pillar progress
•TPM Pillar Master plans and targets
•Current activities and pursuits
Shows TPM
Pillar
approach
and progress
Individual Pillar BoardsC
Small Team
Activities
•Activity Boards relating to 16 losses
•Several Boards for difficult problems
•Line/equipment Activity Boards
Shows
plant-wide
team activities
Work Team BoardsB
Types of Activity Boards

85. WHAT ARE ACTIVITY BOARDS?
•Very visual ways to tell the story of what
teams have been working on
•They are Communication tools
•They are Training tools
WHY DO WE USE THEM?
•Consistent way to communicate
•Proven method to describe CI Activities
•Good advertisements for TPM
•Easy to see progress at a glance

86. RULES OF THUMB
•Show vision, mission, target & results when possible
•Show the Teams involved in the activity
•Easy to update helps keep the activity board “active”
•A prominent location is a “must”
•Amusing and fun content creates interest in your board
•Colour & Patterns grab attention from a distance

87. Ten most common reasons
why Activity Boards fail ….
•Boards not updated … discipline breakdown, lack of pride, low
priority for TPM activities
•Boards are used as Display Boards … misunderstanding of the
Activity Board purpose
•Board is located in a remote, inaccessible area … no opportunity
to show progress
•Boards are located in dirty, wet areas … bad advertisement for
TPM principles
•Boards have no clear purpose or vision … lack of discipline and
up front training

88. Ten most common reasons (cont’d)….
•Boards are locked away … difficulty in access leads to
apathy
•Boards are too intricate … huge effort to maintain leads to
no maintenance
•Boards have no owners … leads to out of date info, lack of
maintenance, etc.
•Boards are very individual … no overall guidance, perception
that TPM is not organized
•Boards are seen as a gimmick … lack of training, education
and Management participation

89. One Point Lessons
•an essential tool for TPM teams
•the method to convey information
•a way to enhance knowledge and skills in a
short time, at the right time, whenever
needed, to who ever needs it
•a process to increase expertise by having
people understand, learn and then train
others in the knowledge and skills needed
to do our jobs well
TPM Communication -OPL’s
OPL
Training
One -on -One

90. Process For Creating an OPL
1) Identify a situation requiring knowledge or skill transfer
2) Obtain a blank OPL form
3) Create the OPL -
visual, informative, easy to understand
4) Have a co-worker review it for clarity - revise if needed
5) Obtain an OPL number and have it logged
6) Train relevant employees and have them sign the OPL
7)
One-on -one training is essential -discuss /question / verify
8) Post OPL in work area for 30 days so it can be reviewed
9) After 30 days send OPL to TPM Facilitator for filing

91. How to Write an OPL
1.Fill out theme/topic/title for Lesson
2.Enter OPL Number provided (see Don)
3.Date OPL generated
4.Type of OPL (what purpose does it
serve?)
5.Who created the OPL
6.What special tools or supplies required?
7.What P.P.E. is required?
8.Details & picture of what is to be done
9.Date of training
10.Signature of trainer
11.Have everyone you train sign that they
have learned
Results
Date
Executed
Teacher
Student
Safety, Health Quality Productivity
Environment Improvement Improvement
New Procedure Re-inforce Basic
and/or Equipment Existing Procedure Knowledge
One-Point Lesson (OPL)
Theme
Classification
No.
Date Prepared
Prepared By
Special
Tools
Required
P.P.E.
Needed
1
2
3
4
6
5
7
8
9
10
11

92. OPL Guidelines
•Make it clear
•“A picture is worth a thousand words”
•Strive for 80% visual and 20% words
•Keep it simple
•Know who your audience is
•If possible show correct vs. incorrect method
•Hand drawn where possible (it makes YOU think)

93. The Use of Colour
PRETTY vs EFFECTIVE
Colour is a Tool used to
improve communication
Use colour to:
•attract interest
•highlight key points
•differentiate between items
•standardize symbols

94. Sort
Set
Shine
Standardize
Sustain
5S for Safety
Audit
AM STEP -0 Steps
Putting Things
Back In Order
And Keeping
Them There!
Now we’re ready
for AM Step 1