Components for successful TPM includes among others, Total People Involvement, Total Management Commitment, TPM Leadership, and TPM Consultant.
Among this component, the most difficult to develop is TPM Leadership, and yet this is the most critical component in ensuring continuous, and relentless pursuit of TPM Activities.
Natural leaders, the Supervisors and Managers of each area are expected to take this role on their specific areas, but an Overall TPM Leader (or in some companies they call this as TPM Champion) needs either to emerge from among the leaders or be assigned by the Company President who is in fact the TPM Champion himself. So the one assigned will be his alter ego in the actual implementation of TPM.
Absence of this TPM Champion or weak leadership of the TPM Champion will surely delay or hamper the implementation of the TPM Activities in the factory. So check it out, is there a designated TPM Champion?
God bless!
Wednesday, April 20, 2011
Sunday, March 27, 2011
TPM Promotes Patience , Orderliness, and Discipline
I have come across this article in the On-Line Inquirer.net. This typifies the Japanese culture that props them up amidst their triple whammy disaster of earthquake, tsunami, and radioactive leaks.
It is exactly what the TPM aims to achieve in the company. Companies may encounter difficulties or actual disasters such as fire, earthquake and whatever, or even disasters financially, or sales wise or maybe on the manufacturing operations or all of the above, but with TPM, surely, the company can easily prevent this to happen, and whenever it happens they can easily rise up and move on.
Please read on, this is really inspiring...
MANILA, Philippines—Like the super slow-moving classic Japanese Noh drama, the stoic behavior of the Japanese people as they grappled with the triple crises posed by a killer earthquake, a tsunami and a radioactive threat puzzled those not familiar with their culture.
Western media marveled that, amid the ruins in Fukushima, there was no looting or rioting. Survivors sheltered in evacuation centers politely lined up for water and food rations.
In Metropolitan Tokyo, people waited patiently for their turn to make telephone calls or board trains—no pushing, no shoving.
In various evacuation centers, survivors went to work to help themselves, with the assistance of government and nongovernment organization workers. Doctors, dentists and barbers, whose clinics and shops had been ravaged, gave free services to fellow survivors, according to news reports.
Repairmen fixed bicycles for free; local veterinarians donated cages for stressed-out pets; and high school students either put up signs saying “Gambarre, Nihon!” (Push on, Japan!) or did the laundry of evacuees, also for free.
Short on fuel, shuttle buses ferried people from evacuation center to evacuation center, various accounts said.
To give a semblance of normalcy, survivors walked their dogs while garbage in evacuation centers was segregated into biodegradable and nondegradable categories.
In the temporary shelters, available physical spaces were “divided” according to geographical neighborhood associations, complete with a representative from each neighborhood who takes up grievances with the proper authorities.
Stoic endurance
This orderliness or harmony (wa in Japanese) amid an unprecedented national emergency minimizes or prevents open conflicts.
Such conflicts are frowned upon by the Japanese who value their gaman (patience) and konjo, a Japanese word that combines “passive, stoic endurance” with “all-out drive to accomplish a goal.”
The explanation to this kind of discipline is to be found in the Japanese culture, which ostracizes people who disturb the fabric of social conformity and who are seen as wagamama (greedy).
Japanese values are inculcated in the people at an early age.
Power of perseverance
As a graduate student in Japan in the early 1990s, my non-Japanese classmates and I became familiar with the concept of konjo, which is basically a diligent, quiet and conscious effort (doryoku) to temper the spirit (seishin) in order to reach a goal, no matter how big or small.
In the present crisis, the Japanese people have collectively shown the power of patience and perseverance (gaman), orderliness and harmony (wa), passive, stoic endurance (konjo) and discipline.
This is the same stoicism and sense of self-sacrifice the Japanese people showed in surviving atomic bombings and numerous other calamities.
Country first
Three days after the March 11 disasters, I wrote that Japanese Prime Minister Naoto Kan did not mention the workers bravely battling the developing nuclear crisis in the Fukushima Daiichi nuclear power plant in his first nationally televised addressed following the calamities.
Fueled by gaman and konjo, the workers did not abandon their posts even if it seemed suicidal to go on. They showed another Japanese trait: putting first their country, community and group over their individual concerns.
Their family members did not go to the media to complain that their husbands and fathers were already at risk. They quietly accepted the fact that the workers simply had to accomplish their task of preventing a full nuclear meltdown regardless of the risks they faced.
To those who can read and write Japanese, it is interesting to note that the words society (shakai) and company (kaisha) are represented by two completely similar Japanese characters.
The web of ‘giri’
All of the above does not blur the fact the Japanese society and the Japanese people have numerous problems such as discrimination, bullying and corruption, both in the political and business arenas. But there is another forum to ventilate these problems.
Lastly, the polite refusal of the Japanese government to accept assistance during the equally devastating 1995 Kobe earthquake that killed 6,000 people also baffled the world, eliciting comments that it stemmed from Japanese arrogance.
The truth is: Japan’s cultural traits emphasize self-reliance, the obligation and duty to take care of one’s own, and the anxiety of causing trouble to strangers that may strain social relations.
There is also the fear that a Japanese who receives favors from strangers may be unable to return the favor someday. Once a Japanese starts receiving favors or gifts, he or she is caught in the complex web of giri (obligations).
It may surprise the non-Japanese but the ritual of giving and receiving favors, especially gifts, in Japan is governed by a complicated set of norms.
Hence, the decision of the Japanese government to allow the international community to ship donations, such as food, water and blankets following the March 11 tragedies, is a sign that Japan is indeed opening up.
But it can do more so that it will not be accused of being too proud.
(Editor’s Note: Ibarra C. Mateo is a Filipino journalist who worked for the Japanese Kyodo News agency from 1986 to 1992 and covered the presidency of Corazon C. Aquino from 1986 to 1992. He is the first Southeast Asian admitted to the Ph.D. in the Sociology program of the Jesuit-administered Sophia University in Tokyo. Now a freelance journalist living in Manila, Mateo lived in Tokyo from 1992 to 2002.)
It is exactly what the TPM aims to achieve in the company. Companies may encounter difficulties or actual disasters such as fire, earthquake and whatever, or even disasters financially, or sales wise or maybe on the manufacturing operations or all of the above, but with TPM, surely, the company can easily prevent this to happen, and whenever it happens they can easily rise up and move on.
Please read on, this is really inspiring...
MANILA, Philippines—Like the super slow-moving classic Japanese Noh drama, the stoic behavior of the Japanese people as they grappled with the triple crises posed by a killer earthquake, a tsunami and a radioactive threat puzzled those not familiar with their culture.
Western media marveled that, amid the ruins in Fukushima, there was no looting or rioting. Survivors sheltered in evacuation centers politely lined up for water and food rations.
In Metropolitan Tokyo, people waited patiently for their turn to make telephone calls or board trains—no pushing, no shoving.
In various evacuation centers, survivors went to work to help themselves, with the assistance of government and nongovernment organization workers. Doctors, dentists and barbers, whose clinics and shops had been ravaged, gave free services to fellow survivors, according to news reports.
Repairmen fixed bicycles for free; local veterinarians donated cages for stressed-out pets; and high school students either put up signs saying “Gambarre, Nihon!” (Push on, Japan!) or did the laundry of evacuees, also for free.
Short on fuel, shuttle buses ferried people from evacuation center to evacuation center, various accounts said.
To give a semblance of normalcy, survivors walked their dogs while garbage in evacuation centers was segregated into biodegradable and nondegradable categories.
In the temporary shelters, available physical spaces were “divided” according to geographical neighborhood associations, complete with a representative from each neighborhood who takes up grievances with the proper authorities.
Stoic endurance
This orderliness or harmony (wa in Japanese) amid an unprecedented national emergency minimizes or prevents open conflicts.
Such conflicts are frowned upon by the Japanese who value their gaman (patience) and konjo, a Japanese word that combines “passive, stoic endurance” with “all-out drive to accomplish a goal.”
The explanation to this kind of discipline is to be found in the Japanese culture, which ostracizes people who disturb the fabric of social conformity and who are seen as wagamama (greedy).
Japanese values are inculcated in the people at an early age.
Power of perseverance
As a graduate student in Japan in the early 1990s, my non-Japanese classmates and I became familiar with the concept of konjo, which is basically a diligent, quiet and conscious effort (doryoku) to temper the spirit (seishin) in order to reach a goal, no matter how big or small.
In the present crisis, the Japanese people have collectively shown the power of patience and perseverance (gaman), orderliness and harmony (wa), passive, stoic endurance (konjo) and discipline.
This is the same stoicism and sense of self-sacrifice the Japanese people showed in surviving atomic bombings and numerous other calamities.
Country first
Three days after the March 11 disasters, I wrote that Japanese Prime Minister Naoto Kan did not mention the workers bravely battling the developing nuclear crisis in the Fukushima Daiichi nuclear power plant in his first nationally televised addressed following the calamities.
Fueled by gaman and konjo, the workers did not abandon their posts even if it seemed suicidal to go on. They showed another Japanese trait: putting first their country, community and group over their individual concerns.
Their family members did not go to the media to complain that their husbands and fathers were already at risk. They quietly accepted the fact that the workers simply had to accomplish their task of preventing a full nuclear meltdown regardless of the risks they faced.
To those who can read and write Japanese, it is interesting to note that the words society (shakai) and company (kaisha) are represented by two completely similar Japanese characters.
The web of ‘giri’
All of the above does not blur the fact the Japanese society and the Japanese people have numerous problems such as discrimination, bullying and corruption, both in the political and business arenas. But there is another forum to ventilate these problems.
Lastly, the polite refusal of the Japanese government to accept assistance during the equally devastating 1995 Kobe earthquake that killed 6,000 people also baffled the world, eliciting comments that it stemmed from Japanese arrogance.
The truth is: Japan’s cultural traits emphasize self-reliance, the obligation and duty to take care of one’s own, and the anxiety of causing trouble to strangers that may strain social relations.
There is also the fear that a Japanese who receives favors from strangers may be unable to return the favor someday. Once a Japanese starts receiving favors or gifts, he or she is caught in the complex web of giri (obligations).
It may surprise the non-Japanese but the ritual of giving and receiving favors, especially gifts, in Japan is governed by a complicated set of norms.
Hence, the decision of the Japanese government to allow the international community to ship donations, such as food, water and blankets following the March 11 tragedies, is a sign that Japan is indeed opening up.
But it can do more so that it will not be accused of being too proud.
(Editor’s Note: Ibarra C. Mateo is a Filipino journalist who worked for the Japanese Kyodo News agency from 1986 to 1992 and covered the presidency of Corazon C. Aquino from 1986 to 1992. He is the first Southeast Asian admitted to the Ph.D. in the Sociology program of the Jesuit-administered Sophia University in Tokyo. Now a freelance journalist living in Manila, Mateo lived in Tokyo from 1992 to 2002.)
Sunday, February 6, 2011
TPM in Government Institution
Airports and Railway Stations are run by government and they are very good target for TPM Implementation. The basic 5S is almost complete.
So the next steps will just be focused on how to improve the efficiency and productivity of the institution and the team members.
I just hope somebody in the government realizes the need to do TPM as it is not solely applicable to private companies.
So if you are in government, whether local or national level, and you want to know more about TPM, just drop me an email. This will certainly help our government increase efficiency in service and reduce cost.
God bless!
So the next steps will just be focused on how to improve the efficiency and productivity of the institution and the team members.
I just hope somebody in the government realizes the need to do TPM as it is not solely applicable to private companies.
So if you are in government, whether local or national level, and you want to know more about TPM, just drop me an email. This will certainly help our government increase efficiency in service and reduce cost.
God bless!
Sunday, January 23, 2011
TPM Means Never Ending Improvements
May companies search for one true and lasting program to encourage and motivate their employees to excel. Many consultancy companies abound offering the "eureka" to all the companies ailments. Along with the programs are expensive software and systems that gets outmoded.Some succeeds to find a program that works but does not last for long.
TPM is very simple approach in achieving a long term and long lasting improvements in the factory. It also harnesses the energies, creativity , and enthusiasm of all the employees of the company. What is even more impressive about TPM is that it does not only improve the factory performance . Itt also creates harmony, well being, and high morale among the employees. It is something that can be perpetually implemented and will never be outmoded regardless of the improvements in technology.
If you want Total and Never Ending Improvements...TPM is the way....
God bless!
TPM is very simple approach in achieving a long term and long lasting improvements in the factory. It also harnesses the energies, creativity , and enthusiasm of all the employees of the company. What is even more impressive about TPM is that it does not only improve the factory performance . Itt also creates harmony, well being, and high morale among the employees. It is something that can be perpetually implemented and will never be outmoded regardless of the improvements in technology.
If you want Total and Never Ending Improvements...TPM is the way....
God bless!
Thursday, January 20, 2011
TIP on TPM....
TIP- Total Involvement of People.... that's my TIP.
Successful TPM Implementation requires Total Involvement of all the People in the organization from the President down to the janitor and even to the support or outside companies, and external job providers.
If only a certain segment of the organization is doing TPM, it is standing on an unstable grounds and is due to fall. It is like riding in a zip line. Both ends of the line must be properly secured and along the line, it must be made sure that the whole length is totally and securely connected. Any disconnect, or weak link and connection will spell disaster.
Much the same way with TPM, all people in the organization must be linked towards TPM Implementation. There office personnel, the warehouse people, the people in the manufacturing lines, the support groups, the safety and security groups, the nurses and doctors on factory clinics must be totally involved. Any single department or individual not fully enrolled and supportive of TPM will make the whole system drag. On the other hand, when all people are totally linked, maximum gains can be obtained.
Like flying through the ZIP lines, it is an exhilarating experience when everything and everyone is linked and involved!
If you want to learn more how to implement TPM in your factory, and how to achieve and harness total people involvement and its impact, we are just an email away.
God bless!
Successful TPM Implementation requires Total Involvement of all the People in the organization from the President down to the janitor and even to the support or outside companies, and external job providers.
If only a certain segment of the organization is doing TPM, it is standing on an unstable grounds and is due to fall. It is like riding in a zip line. Both ends of the line must be properly secured and along the line, it must be made sure that the whole length is totally and securely connected. Any disconnect, or weak link and connection will spell disaster.
Much the same way with TPM, all people in the organization must be linked towards TPM Implementation. There office personnel, the warehouse people, the people in the manufacturing lines, the support groups, the safety and security groups, the nurses and doctors on factory clinics must be totally involved. Any single department or individual not fully enrolled and supportive of TPM will make the whole system drag. On the other hand, when all people are totally linked, maximum gains can be obtained.
Like flying through the ZIP lines, it is an exhilarating experience when everything and everyone is linked and involved!
If you want to learn more how to implement TPM in your factory, and how to achieve and harness total people involvement and its impact, we are just an email away.
God bless!
Wednesday, January 19, 2011
Keep it SImple...Keep on GOING!
TPM is a typical Japanese culture based activity that is SIMPLE.
If you look at the way they construct their house, they prepare and serve their food, and even their old castles are made so simple. Even the traditional dress is simple. Yet so elegant and functional.
In view of its simplicity, it is is easy to do. Just like TPM, it is so easy to do as it is a STEP by STEP process leading to GREAT results.
However, simple as it is , it requires a lot of DISCIPLINE to accomplish. Collective discipline that is. The whole factory, and the whole population of that factory needs to be INVOLVED and adhere to the steps.
And another key thing is to keep on going till everyone and everything in the factory smell, look, taste like TPM. Back steps will result to degradation and would make the previous efforts not achieve full potentials. Stop and Go activities makes the process longer and confuses the people in the organization.
So keep TPM SIMPLE and Keep on GOING!
If you want to implement TPM in your factory, I would be more than willing to help.
God bless!
If you look at the way they construct their house, they prepare and serve their food, and even their old castles are made so simple. Even the traditional dress is simple. Yet so elegant and functional.
In view of its simplicity, it is is easy to do. Just like TPM, it is so easy to do as it is a STEP by STEP process leading to GREAT results.
However, simple as it is , it requires a lot of DISCIPLINE to accomplish. Collective discipline that is. The whole factory, and the whole population of that factory needs to be INVOLVED and adhere to the steps.
And another key thing is to keep on going till everyone and everything in the factory smell, look, taste like TPM. Back steps will result to degradation and would make the previous efforts not achieve full potentials. Stop and Go activities makes the process longer and confuses the people in the organization.
So keep TPM SIMPLE and Keep on GOING!
If you want to implement TPM in your factory, I would be more than willing to help.
God bless!
Sunday, January 2, 2011
Happy New Year! Happy Old TPM...
New year brings new hope , and everyone hope for something new as well.... But when it comes o TPM, real TPM, this is a time tested and proven system that need not change. The basic and fundamental steps must be retained while the documentation process maybe upgraded and automated for ease of data input, tracking and processing.
The basic concepts and steps which creates or enhance teamwork and discipline are the cornerstones of TPM which in the last 50 years has not been and cannot be changed by advancement in technology. After all, while many companies had great success in reducing people in the workplace through Automation and Datamation, the factory still cannot run without people running the systems.
Happy New Year...but still Happy Old TPM!
God bless!
The basic concepts and steps which creates or enhance teamwork and discipline are the cornerstones of TPM which in the last 50 years has not been and cannot be changed by advancement in technology. After all, while many companies had great success in reducing people in the workplace through Automation and Datamation, the factory still cannot run without people running the systems.
Happy New Year...but still Happy Old TPM!
God bless!
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