TPM Coordinator

Basic Equipment Care Savings - Capture and Report

A  Basic Equipment Care Workshop (BEC) is a powerful event.  It can literally transform people’s behaviors and way of thinking – turning skeptics into believers.  BEC events usually consist of a cross-functional team whose goal is to improve the reliability of a specific piece of equipment. This is done by identifying and repairing defects, as well as designing and implementing improvements and countermeasures. In addition to reliability improvements, BEC events are great for establishing a “team-based” Teamworkculture and strengthening operator ownership.

Often just by having all of the equipment Operators, Engineers and Maintenance personnel working together in a team environment, defects that cause unscheduled breakdowns or minor stoppages are identified and repaired.  By eliminating possible causes for unscheduled breakdowns and minor stoppages there are monetary savings with improved equipment uptime, production output, product quality, SMED (Single Minute Exchange of Dies) improvements, and standardization of both operations and maintenance tasks.

Frontline Supervisors are Key to Continuous Improvement

Supervisors and team leaders are crucial to Continuous Improvement (CI) efforts.  The reason is that often it is a frontline supervisor who provides personnel time to particip

ate on the CI teams as well as the production equipment for the Basic Equipment Care (BECWs) workshops. Supervisors do this at the expense of their own production goals.

In return for their support of the company's continuous improvement goals, they often are left out of the CI team.

Supervisors are often kept out of ‘the loop' because some believe that by including a supervisor on a BEC team their mere presence may inhibit participation and idea sharing as their subordinate team mates become subservient to their thoughts and ideas. A solution to this possible problem is to ensure that the supervisor participates on teams that are not associated with their area of responsibility. Even so, this alone is no reason to exclude such an important individual. 

How do I select a TPM Coordinator?

I am often asked this question by clients who are in the infancy of their TPM implementation.  While there is no cookie cutter pattern for a TPM Coordinator I do believe that there are some characteristics, skills, personality traits that can be very helpful to a successful TPM Coordinator.
 
I have worked with many companies, organizations, and people who have
 implemented some very good TPM processes over the past 10 years.  I have met many TPM Champions and TPM Coordinators who were essential to these successful implementations.  From my many acquaintances, I have identified a few traits and skills that, at the very least, tend to prove helpful for TPM Coordinators. These are my personal observations and are not derived from any kind of scientific data.