Beyond a maintenance technique, we understand TPM as a system integrated by three types of highly interrelated processes:
Fundamental processes or TPM pillars, behavioural and cultural change processes and processes that improve the management
and leadership of the company's employees.
To get the best benefits from TPM, it is necessary to design a plan that addresses these three types of processes.
Its development must be carried out simultaneously and in an integrated manner, with the development of
the fundamental processes or TPM pillars as the central focus.
Technological solutions alone are not enough to improve business results. The management of highly efficient production sites requires a
change of working habits, especially those inherited from the era of command and control. Practices such as autonomous shop floor management,
visual management, standardization, autonomous process control, information quality culture, and problem-solving are all practices that are
now part of the new operational management.
TPM is an important instrument to introduce new practices and competencies that help to build a new work culture.
Learning to delegate and empower operational staff (autonomy) to initially develop simple maintenance actions, for example,
creates a new discipline of self-training and personal growth, useful for the introduction of more advanced technical and organizational
concepts. TPM allows to building of new behaviors and to intervene in consciousness, a necessary step for cultural transformation.
«I received excellent mentoring from the professionals at The TPM Academy, which enabled me to design machine reliability improvement strategies and focused me on the plan for the future development of a new, more effective maintenance model based on TPM.»