3 Keys to Sustaining TPM / Total Process Reliability
One of the biggest challenges of a change initiative such as Total Productive Maintenance/Total Process Reliability (TPM/TPR) is being able to sustain the gains and improvements. Many companies have tried to implement TPM/TPR multiple times and failed; they achieve some quick wins and short-term improvements, but struggle to really change the culture. We at Marshall Institute have found that there are several keys to sustaining gains and overall change that lead to long term implementations. I'll cover 3 of those key elements today.
Leadership Engagement: One of the best ways to sustain improvements is to engage leaders in the process. Leaders have plenty to do and will have many priorities to divert attention. Due to this fact you must find value added ways to engage the leadership, or they will focus on other priorities. Involve them in the strategy, planning, and ensure that they sponsor the initiaitve and take accountability for the TPM/Total Process Reliability process.
Develop Internal Champions for the Change: If you do not earn the change, you will not own the change. The reason great organizations share information on great improvements is they know that even though a picture is worth 1000 words, actions are worth 10,000. Develop passionate internal champions that own the change process and exhibit a deep understanding of TPM/Total Process Reliability. These individuals will keep the organization focused and persistent throughout the long jounrey.
I share with my clients that a well cultivated TPM/TPR process is like a garden. When you see the garden with organized rows of produce, good soil, no weeds in sight, you can be sure a gardener was involved. To sustain TPM at your plant you need to have people 'pulling the weeds', 'ensuring organization and compliance', and 'watering the process'.
Quantify the Benefits of the Process: A phrase I like to use to describe a common mistaken when driving a change effort is "we fail to make deposits into our savings account'. What I mean by this is that it is easy to spend more time and energy on the next change project rather than taking the time to quantifying the last project. Despite having good intentions of returning to calculate the benefits it is easier to focus on the next hot issue. When we fail to quantify the efforts of change it is akin to living on our savings account and never making deposits. The time you spend quantifying change is directly connected to the sustainability of the change. Sooner or later you will get asked how TPM/ TPR is affecting the bottom line. In quantifying your TPM/TPR, pictures are still worth 1000 words, but dollars contributed to bottom line are worth years of sustainability.
I'll introduce other keys to sustaining TPM/Total Process Reliability in future posts, but the 3 highlighted above will help you to sustain the process and maintain the gains from TPM/TPR.