In this penultimate article in the series, we will review the Fifth Founding Principle of TPM called Early Equipment Management-abbreviated to EEM and occasionally referred to as TPM for Design. This paper will cover the following: Recap & focus Early Equipment Management Principles Increase OEE Improving our Planned Maintenance Systems Routine Front Line Operator Asset […]
What does change management mean and how do people in organisations react when they experience change management activity? This paper focusses on a range of change management approaches whilst considering complex change in productivity improvement environments. This paper covers the following: The Kubler Ross Model Maslow and the ‘Hierarchy of Needs’ The Lean Iceberg Model […]
Over the years I’ve often been asked the salutary question… ‘How many successful applications of TPM have you been involved in?’
Before I answer the question I seek clarification by suggesting….
The Roll Out process builds on experience gained during the Pilot Process to ensure that the four development Milestones of MS1- Introduction, MS 2- Refine Best Practice and Standardise, MS3 -Build Capability and MS4-Strive for Zero Losses, becomes a reality.
Visit our TPM section for more information on what TPM is, and how we implement it, along with our Total Productive Maintenance workshop page
In this issue, we highlight how the TPM system model uses the Enterprise Excellence Model to deliver long lasting and sustainable TPM results.
February, issue 2: What can TPM Best Practice bring to the Operational Excellence table? Plus dispelling some of the Myths and Realities around TPM
Over the coming weeks of 2016, we would like to share with you how Total Productive Maintenance (TPM) is a key enabling tool to unlock the installed productive capacity of your physical assets by unlocking the potential of your people.
What is the ‘Essence of Excellence’? Over the last 25 years we have researched, coached and supported many companies on their continuous improvement journeys.
If your company is considering outsourcing some or all of its Maintenance requirements then perhaps the following thoughts may provide some useful pointers and guidance.
In this paper the authors challenge the maintenance community with regards to their role and behaviour within a lean transformation journey. They argue that continuous improvement (CI) is integral to successful lean transformation.
In November 2012, CFO Research conducted a survey of senior finance executives at U.S. companies to examine their current goals, and how they plan to achieve these goals, for planning, budgeting, and forecasting.
During the early summer of 2013, Prof. Peter Hines conducted a survey of his 80,000 LinkedIn group members as well as other similar LinkedIn groups. Read the full findings and conclusions
This paper has been prepared in support of a webinar presented by Kevin Eyre in March 2013 entitled Thought Leadership in the Area of Lean Culture. S A Partners has an historic interest in the ‘people’ dimension of lean and business improvement.
Professor Peter Hines writes on the topical subject of how our efforts to become more lean can and should be integrated to our efforts to become more green.
Kevin Eyre suggests that lean practitioner often ‘get stuck’ at continuous improvement and fail to achieve their aspirations of continuous learning, characteristic of the lean archetype, Toyota.
Mike Dale argues that in spite of the vast literature on strategy, strategy remains a difficult and elusive leadership task.
In this paper, Professor Peter Hines outlines his beliefs regarding the current state of lean applications in the public sector. He considers these applications to be shallow and like to suffer from sustainability issues in the future.