Why can’t our TPM resemble a tiger and become an anti-dog?
1. Just learn the basics before starting to implement it
Many companies come into contact with TPM during the study and study process, and only understand the basic things before starting to implement it, without conducting in-depth research on the current situation of the company. Just started it, but it turns out that it can't even stick to "5S", and even mistakenly understands TPM as cleaning equipment and sanitation. The reference for the implementation of TPM is unclear, and the ultimate goal is also unclear.
2. The leadership role is not persistent enough
In the initial stage of implementing TPM, the leaders followed closely and the on-site improvement effect was obvious, especially the placement management of on-site items and the cleanliness and sanitation of equipment. Instant results. After a period of time, the leadership becomes less involved, and on-site management declines. Dirty, messy, and poor conditions can be seen everywhere on site, and equipment operation indicators and economic and technical indicators decline. Leaders are the general planners of system architecture and system construction, and are also the chief designers of performance appraisals. However, leaders are often the biggest destroyers of the management system. Random management and verbal management directly affect the implementation of the company's standardized management system. These behaviors are taboo in the promotion of TPM.
3. The goals of the phased promotion work are unclear
The system planning of the TPM promotion management department is not comprehensive, the phased goals are unclear, and the quantitative assessment standards are unclear. In the second year of promotion, The problem became apparent from the beginning. For example: What compliance standards should be set for the "5S" of the equipment itself, the production site, and the business department? What standards should the equipment operating indicators meet? What quantitative indicators should the comprehensive efficiency of main production line equipment reach? What standards should the technical and economic indicators of this unit's equipment meet? What are the phased indicators for benchmarking and tapping potential? How many improvement proposals are there? How much should OPL and OPS prepare, review and publish? How much should I apply for technology patents or excellent construction methods? What is the completion rate of employee training programs, etc.