This document provides an overview of Total Productive Maintenance (TPM). It discusses the 8 pillars of TPM including OEE/Focused Improvement, Autonomous Maintenance, Planned Maintenance, and others. It outlines the philosophy and goals of TPM including maximizing overall equipment efficiency with zero accidents, defects, and breakdowns. The document also provides examples of TPM implementation including organizing steering committees, establishing key performance metrics, and engaging employees in improvement activities.
The document provides an overview of Total Productive Maintenance (TPM). It discusses that TPM is a holistic approach to equipment maintenance that aims for perfect production through collaboration between management, operators, and maintenance. The document outlines the 8 pillars of TPM which include techniques like autonomous maintenance, planned maintenance, quality maintenance, and training. It also discusses metrics like overall equipment effectiveness and defines terms like mean time between failures. Overall, the document serves as an introduction to TPM concepts, techniques, and implementation.
The document outlines a strategy for implementing and sustaining a Total Productive Maintenance (TPM) program. It recommends announcing the program to management, educating the workforce, establishing committees and goals, and developing an equipment maintenance program. Key roles include operators maintaining basic equipment conditions and maintenance providing technical support. The strategy shifts emphasis from breakdown maintenance to planned and predictive maintenance. Implementation teams work to reduce equipment losses and transfer skills to operators. Quantitative goals include reductions in failures and downtime, while qualitative goals include improved culture, teamwork, and satisfaction. Sustaining the program requires maintaining standards, auditing results, and ensuring activities become daily routines.
This document provides an overview of Total Productive Maintenance (TPM). It discusses the 8 pillars of TPM including Overall Equipment Effectiveness (OEE), Autonomous Maintenance, Planned Maintenance, and others. It outlines the philosophy and goals of TPM, which include maximizing equipment efficiency with zero accidents, defects, and breakdowns. The document also provides examples of TPM implementation including forming cross-functional teams, conducting training, creating activity boards, and establishing steering committees to guide the TPM process.
TPM Total Productive Maintenance for Quarry Plant(2) Timothy Wooi
This is the day 2 Course for TPM which is a company wide team-based effort to build quality into equipment and to improve overall equipment effectiveness (OEE) towards Zero Breakdown.
It covers Steps in Introduction of TPM, The 5’S Step towards TPM, Conditions Required for TPM, TPM Strategy
TPM Tools, Set-back of TPM Implementation, Course Evaluation, Recap and Closing
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEEMohamed Fayas
The document outlines an agenda for a BMW TPM management training covering the philosophy and pillars of Total Productive Maintenance (TPM). The agenda includes presentations on TPM overview and philosophy, the eight pillars of TPM, and workshops on problem solving, action planning, and creating a 2005 TPM plan.
This document provides an overview of Total Productive Maintenance (TPM). It defines TPM as a productive maintenance approach implemented by all employees in an organization to improve equipment effectiveness. The key points covered include: TPM was developed in Japan in the 1950s and involves operators and management in continuous equipment improvement; the goals of TPM are to increase production quality and job satisfaction through cross-functional teamwork; and TPM utilizes methods like overall equipment effectiveness (OEE) and autonomous maintenance.
This document discusses equipment maintenance and total productive maintenance (TPM). It outlines the aims of equipment maintenance as keeping equipment ready for productive operation and defines failure as when equipment loses its prescribed function. It then lists common symptoms of failure-prone workplaces and ways to prevent failures through conducting preventive maintenance like routine cleaning, lubrication, and inspection. The document also discusses implementing preventive maintenance to minimize erratic failure intervals, extend equipment life, and predict failures. Finally, it introduces TPM, explaining that as machines become more advanced, products are made by equipment so failures cannot be allowed, and all departments must work together to properly maintain equipment through TPM's 12 step deployment program.
[To download this poster, visit:
https://www.oeconsulting.com.sg/training-presentations]
Autonomous Maintenance (Jishu Hozen) refers to TPM activities that involve operators in maintaining their own equipment, independent of the maintenance department.
The goals of the program are to prevent equipment deterioration, restore equipment to its ideal state, and establish basic conditions needed to keep equipment well maintained.
The Seven Steps of Autonomous Maintenance Poster highlights the key activities of Autonomous Maintenance as a key pillar of the TPM Excellence framework.
The poster comes in two themes: color and monochrome. Formatted in PDF and in editable PPTX, the poster can be easily printed on an A3-sized paper from an office copier machine and displayed at operator workstations, TPM Activity Boards, meeting rooms, maintenance workshop, or distributed together with your workshop handouts.
The poster complements the 'Autonomous Maintenance (Jishu Hozen)' training presentation materials. It serves as a takeaway and summary of your TPM or Autonomous Maintenance presentation.
Based on the JIPM standard, the Seven Steps of Autonomous Maintenance include:
Step 1 - Clean and Inspect
Step 2 - Eliminate Problem Sources & Inaccessible Areas
Step 3 - Draw Up Cleaning & Lubricating Standards
Step 4 - Conduct General Inspections
Step 5 - Conduct Autonomous Inspections
Step 6 - Standardize through Visual Workplace Management
Step 7 - Implement Autonomous Equipment Management
To download this poster, visit:
https://www.oeconsulting.com.sg/training-presentations
The document provides an overview of Total Productive Maintenance (TPM). It discusses that TPM is a holistic approach to equipment maintenance that aims for perfect production through collaboration between management, operators, and maintenance. The document outlines the 8 pillars of TPM which include techniques like autonomous maintenance, planned maintenance, quality maintenance, and training. It also discusses metrics like overall equipment effectiveness and defines terms like mean time between failures. Overall, the document serves as an introduction to TPM concepts, techniques, and implementation.
The document outlines a strategy for implementing and sustaining a Total Productive Maintenance (TPM) program. It recommends announcing the program to management, educating the workforce, establishing committees and goals, and developing an equipment maintenance program. Key roles include operators maintaining basic equipment conditions and maintenance providing technical support. The strategy shifts emphasis from breakdown maintenance to planned and predictive maintenance. Implementation teams work to reduce equipment losses and transfer skills to operators. Quantitative goals include reductions in failures and downtime, while qualitative goals include improved culture, teamwork, and satisfaction. Sustaining the program requires maintaining standards, auditing results, and ensuring activities become daily routines.
This document provides an overview of Total Productive Maintenance (TPM). It discusses the 8 pillars of TPM including Overall Equipment Effectiveness (OEE), Autonomous Maintenance, Planned Maintenance, and others. It outlines the philosophy and goals of TPM, which include maximizing equipment efficiency with zero accidents, defects, and breakdowns. The document also provides examples of TPM implementation including forming cross-functional teams, conducting training, creating activity boards, and establishing steering committees to guide the TPM process.
TPM Total Productive Maintenance for Quarry Plant(2) Timothy Wooi
This is the day 2 Course for TPM which is a company wide team-based effort to build quality into equipment and to improve overall equipment effectiveness (OEE) towards Zero Breakdown.
It covers Steps in Introduction of TPM, The 5’S Step towards TPM, Conditions Required for TPM, TPM Strategy
TPM Tools, Set-back of TPM Implementation, Course Evaluation, Recap and Closing
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEEMohamed Fayas
The document outlines an agenda for a BMW TPM management training covering the philosophy and pillars of Total Productive Maintenance (TPM). The agenda includes presentations on TPM overview and philosophy, the eight pillars of TPM, and workshops on problem solving, action planning, and creating a 2005 TPM plan.
This document provides an overview of Total Productive Maintenance (TPM). It defines TPM as a productive maintenance approach implemented by all employees in an organization to improve equipment effectiveness. The key points covered include: TPM was developed in Japan in the 1950s and involves operators and management in continuous equipment improvement; the goals of TPM are to increase production quality and job satisfaction through cross-functional teamwork; and TPM utilizes methods like overall equipment effectiveness (OEE) and autonomous maintenance.
This document discusses equipment maintenance and total productive maintenance (TPM). It outlines the aims of equipment maintenance as keeping equipment ready for productive operation and defines failure as when equipment loses its prescribed function. It then lists common symptoms of failure-prone workplaces and ways to prevent failures through conducting preventive maintenance like routine cleaning, lubrication, and inspection. The document also discusses implementing preventive maintenance to minimize erratic failure intervals, extend equipment life, and predict failures. Finally, it introduces TPM, explaining that as machines become more advanced, products are made by equipment so failures cannot be allowed, and all departments must work together to properly maintain equipment through TPM's 12 step deployment program.
[To download this poster, visit:
https://www.oeconsulting.com.sg/training-presentations]
Autonomous Maintenance (Jishu Hozen) refers to TPM activities that involve operators in maintaining their own equipment, independent of the maintenance department.
The goals of the program are to prevent equipment deterioration, restore equipment to its ideal state, and establish basic conditions needed to keep equipment well maintained.
The Seven Steps of Autonomous Maintenance Poster highlights the key activities of Autonomous Maintenance as a key pillar of the TPM Excellence framework.
The poster comes in two themes: color and monochrome. Formatted in PDF and in editable PPTX, the poster can be easily printed on an A3-sized paper from an office copier machine and displayed at operator workstations, TPM Activity Boards, meeting rooms, maintenance workshop, or distributed together with your workshop handouts.
The poster complements the 'Autonomous Maintenance (Jishu Hozen)' training presentation materials. It serves as a takeaway and summary of your TPM or Autonomous Maintenance presentation.
Based on the JIPM standard, the Seven Steps of Autonomous Maintenance include:
Step 1 - Clean and Inspect
Step 2 - Eliminate Problem Sources & Inaccessible Areas
Step 3 - Draw Up Cleaning & Lubricating Standards
Step 4 - Conduct General Inspections
Step 5 - Conduct Autonomous Inspections
Step 6 - Standardize through Visual Workplace Management
Step 7 - Implement Autonomous Equipment Management
To download this poster, visit:
https://www.oeconsulting.com.sg/training-presentations
TPM For lean manufacturing chp3 | kobetsu kaizen for production efficiency...博行 門眞
My Home page is Japanese Gemba Kaizen Web
http://takuminotie.com/english/
Please Look and Like us on Facebook
Table of contents
1. Improvement of zero failure
2. Improvement of the setup
3. Improvement of cutting blade change loss
4. Improvement of start up
5. Improvement of Minor stoppage
6.Improvement of Speed losses
7.Improvement of Yield losses
8. Principle of improvement
Radovan Vitkovic - World Class ManufacturingCyrus Sorab
WCM is a mindset based on a continuous improvement approach.
WCM has its foundations in the Total Productive Maintenance (TPM) a maintenance process developed in Japan for improving productivity by making processes more reliable & less wasteful
Author - Radovan Vitkovic
TPM Total Productive Maintenance Workshop for Quarry Plant (1) 09Oct16Timothy Wooi
This course will guide you through to assess the activities of Autonomous Maintenance (AM) on your current Equipment and to plan the execution of your Maintenance Activities using a Visual Schedule. TPM defines your Maintenance schedule and Goals. TPM helps you plan and develop the optimal program for your facility, resulting in increased efficiencies and cost savings.
Day1
Introduction to TPM
Types of Maintenance
Overall Equipment Efficiency ( OEE )
The Pillars of TPM (Part 1)
The 6 Major Equipment waste
Day2
Steps in Introduction of TPM
The 5’S Step towards TPM
Conditions Required for TPM
TPM Strategy
TPM Tools
Set-back of TPM Implementation
Course Evaluation, Recap and Closing
TPM the effective maintenance with Autonomous MaintenanceTimothy Wooi
This is a 2 days course on Total Productive Maintenance (TPM) that will guide you through to implement Autonomous Maintenance (AM) on your current Equipment and to plan the execution of your Preventive (PM) & Predictive Maintenance (PdM).TPM defines your Maintenance schedule and Goals. TPM helps you plan and develop the optimal program for your facility, resulting in increased efficiency and cost savings.
Day 1
TPM General Overview with Autonomous
Maintenance (AM) as the back bone of TPM
6 Steps to Autonomous Maintenance
Audit , Review & Externalize Inspection Activities
from Equipment Manual to (AM)
Executing Equipment Audit to start (AM) & (PM)
-TPM Board & AM Checklist with Visual
Management Implementation.
Total Productive Maintenance (Tpm) EVERTS 21Aug2018Timothy Wooi
Upon completion of the workshop, participants will be able to:
1) Get their workplace in order for TPM introduction.
2) Determine Overall Equipment Effectiveness (OEE) of machinery.
3) Understand how to improve machinery efficiency.
4) Predict failure occurrences.
5) Design and implement a TPM program.
This presentation discusses Total Productive Maintenance (TPM). TPM aims to improve productivity by making processes more reliable and less wasteful through machinery, equipment, and employees. It has several objectives, including increasing production while also improving employee morale, minimizing unplanned downtime, providing a safe work environment, achieving zero defects/breakdowns/accidents, involving people at all organizational levels, and forming teams to reduce defects through self-maintenance. The presentation outlines the eight pillars of TPM which are methods for achieving its goals: autonomous maintenance, focused improvement, planned maintenance, quality maintenance, education and training, development maintenance, safety/health/environment, and office TPM.
Total productive maintenance (TPM) is a system to maintain and improve production systems through machines, equipment, processes, and employees. It was created by Nippon Denso in the 1970s to add business value. The principle is that many small improvements are more effective than few large improvements. TPM has eight pillars: autonomous maintenance, focused improvement, planned maintenance, quality maintenance, training and education, safety and health, office TPM, and development management. The goals are to eliminate losses, improve equipment effectiveness and manufacturing cost reduction.
The document discusses the eight pillars of Total Productive Maintenance (TPM), with an emphasis on autonomous maintenance (Jishu-Hozen). It provides details on implementing the first step of autonomous maintenance, which is initial cleaning. This involves thoroughly cleaning equipment to reveal potential defects, creating cleaning and abnormality plans, identifying issues, and developing countermeasures to address sources of problems and hard to access areas.
This document discusses the Autonomous Maintenance (AM) pillar of the LeanTPM program. The AM pillar aims to minimize equipment issues like short stops and breakdowns by maintaining equipment in optimal condition through operator cleaning and inspection. It describes implementing the AM pillar through a pilot program to prove the approach works before broader expansion. The document outlines the steps of AM implementation including initial cleaning, creating cleaning standards, general inspections, autonomous inspections, and standardizing the work to continuously improve and reduce losses.
The document outlines an 8-step Focused Improvement process to maximize efficiency and minimize losses in production lines, processes, and equipment. The steps are: 1) set an improvement topic, 2) understand the current situation, 3) expose and eliminate abnormalities, 4) analyze causes, 5) plan improvements, 6) implement improvements, 7) check results, and 8) consolidate gains. The goal is to continuously improve operations using the Plan-Do-Check-Act framework.
TPM is a world class manufacturing initiative that seeks to optimize the effectiveness of manufacturing equipment. This TPM Team Guide teaches supervisors, workgroup leaders and operators how to develop the team-based skills required for effective and sustainable TPM implementation. It is geared towards TPM projects but describes basic elements of improvement team activities that can be used by any kind of shopfloor improvement groups such as quality or process improvement teams.
Developed by our JIPM-certified TPM Instructor, this TPM Team Guide is a toolbox of practical advice and techniques for starting TPM and keeping it going. This presentation sets a strong foundation on which key TPM pillars such as Autonomous Maintenance, Focused Improvement and Quality Maintenance are built upon.
LEARNING OBJECTIVES
1. Understand the concept and management philosophy of TPM and team activities
2. Acquire practical tips for managing TPM
3. Learn how to kick start, manage and sustain TPM team activities
4. Acquire knowledge on the useful tools for TPM team activities
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Total Productive Maintenance (TPM) is a company-wide effort to optimize equipment effectiveness through employee involvement and autonomous maintenance practices. It combines preventative maintenance with total quality control and employee engagement. The key principles of TPM include improving equipment effectiveness, establishing planned maintenance systems, training operators to monitor equipment, and utilizing cross-functional teams. TPM is implemented through 8 pillars focused on autonomous maintenance, equipment improvement, training, and establishing preventative maintenance programs.
TPM (Total Productive Maintenance) is a proactive approach to maintenance that relies on operator involvement to optimize equipment effectiveness. It aims to eliminate equipment breakdowns and reduce defects through preventative and predictive maintenance practices. The presentation outlines TPM's role as a lean initiative, its 7 steps including operator autonomous maintenance and professional maintenance skills development. TPM begins with 5S and builds a comprehensive downtime database to predict and prevent issues through planned maintenance.
Maintenance organization roles for enabling Operational ExcellenceMarcelo Costa
This document discusses the roles of maintenance in enabling operational excellence at pharmaceutical companies. It outlines how adopting a total productive maintenance (TPM) approach and focusing on planned maintenance, autonomous maintenance, and focused improvement can help reduce downtime and costs. Some key achievements discussed include implementing OEE metrics, developing energy management programs, and improving maintenance key performance indicators over time through the TPM approach. Challenges that can arise include lack of data accuracy, weak root cause analysis practices, and ensuring maintenance remains focused on business results and continuous improvement.
This is a 2 days course on Total Productive Maintenance (TPM) that will guide you through to implement Autonomous Maintenance (AM) on your current Equipment and to plan the execution of your Preventive (PM) & Predictive Maintenance (PdM).TPM defines your Maintenance schedule and Goals. TPM helps you plan and develop the optimal program for your facility, resulting in increased efficiency and cost savings.
Day 2
TPM Implementation after (AM) & Maintenance
Workshop Activities
Review & extract Equipment PM to a ‘Do Dot’ Visual Master Plan & Visual TPM Board.
Attacking 6 big losses of Equipment
(PdM) with Engineering Kaizen to maximize
Equipment Utilization
Quality, Engineering & Maintenance Kaizen
Improvement Action Projects & Action Plans
Focused Improvement (Kobetsu Kaizen) is a pillar of TPM that involves targeted projects to eliminate specific losses that reduce equipment effectiveness. It uses a structured 8-step approach based on PDCA to systematically identify and resolve issues through cross-functional teams. Regular Focused Improvement activities are needed to continuously improve standards and maximize productivity by eliminating the 16 major losses.
Total Productive Maintenance (TPM) is a lean tool that involves employees in maintaining equipment to improve production through reduced breakdowns and defects. TPM takes a holistic approach to maintenance through a team-based process. The objectives of TPM are to maximize production effectiveness and organize the shop floor to prevent losses. The eight pillars of TPM include autonomous maintenance, planned maintenance, quality maintenance, and training and education. Implementing TPM benefits companies by increasing equipment uptime and plant capacity while lowering costs.
This document summarizes the quality management pillar activities at a company. It discusses the vision, goals, organization structure and targets of the quality management pillar. It then describes the quality management approach, including identifying defects, conducting analysis to determine root causes, and implementing improvements. Metrics such as KPIs and defects are analyzed over time. Future plans include continuing to refine processes and reduce defects.
The document outlines a 12-step process for implementing Total Productive Maintenance (TPM) in an organization. The steps are: 1) establish a TPM policy and obtain management support; 2) form a cross-functional TPM committee; 3) provide education and training to develop understanding of TPM; 4) develop a detailed TPM implementation plan with timelines and metrics; 5) launch autonomous maintenance activities to empower operators; 6) launch planned maintenance activities; 7) introduce quality maintenance activities to improve performance; 8) introduce focused improvement activities to eliminate losses; 9) provide ongoing education and training; 10) establish TPM administration systems; 11) integrate safety, health and environmental considerations; and 12) implement metrics
The document provides an overview of Total Productive Maintenance (TPM). It discusses the 8 pillars of TPM including OEE/Focused Improvement and Autonomous Maintenance. It outlines the philosophy and organization of TPM, describes the roles and responsibilities of the TPM team and steering committee, and presents the typical multi-year program development master plan for implementing TPM.
Leveraging OEE to Minimize Downtime and Maximize PerformanceSafetyChain Software
Join SafetyChain and Vern Campbell, president of Process Management Consulting, for this webinar on how to implement OEE to maximize performance and cost savings across your organization.
TPM For lean manufacturing chp3 | kobetsu kaizen for production efficiency...博行 門眞
My Home page is Japanese Gemba Kaizen Web
http://takuminotie.com/english/
Please Look and Like us on Facebook
Table of contents
1. Improvement of zero failure
2. Improvement of the setup
3. Improvement of cutting blade change loss
4. Improvement of start up
5. Improvement of Minor stoppage
6.Improvement of Speed losses
7.Improvement of Yield losses
8. Principle of improvement
Radovan Vitkovic - World Class ManufacturingCyrus Sorab
WCM is a mindset based on a continuous improvement approach.
WCM has its foundations in the Total Productive Maintenance (TPM) a maintenance process developed in Japan for improving productivity by making processes more reliable & less wasteful
Author - Radovan Vitkovic
TPM Total Productive Maintenance Workshop for Quarry Plant (1) 09Oct16Timothy Wooi
This course will guide you through to assess the activities of Autonomous Maintenance (AM) on your current Equipment and to plan the execution of your Maintenance Activities using a Visual Schedule. TPM defines your Maintenance schedule and Goals. TPM helps you plan and develop the optimal program for your facility, resulting in increased efficiencies and cost savings.
Day1
Introduction to TPM
Types of Maintenance
Overall Equipment Efficiency ( OEE )
The Pillars of TPM (Part 1)
The 6 Major Equipment waste
Day2
Steps in Introduction of TPM
The 5’S Step towards TPM
Conditions Required for TPM
TPM Strategy
TPM Tools
Set-back of TPM Implementation
Course Evaluation, Recap and Closing
TPM the effective maintenance with Autonomous MaintenanceTimothy Wooi
This is a 2 days course on Total Productive Maintenance (TPM) that will guide you through to implement Autonomous Maintenance (AM) on your current Equipment and to plan the execution of your Preventive (PM) & Predictive Maintenance (PdM).TPM defines your Maintenance schedule and Goals. TPM helps you plan and develop the optimal program for your facility, resulting in increased efficiency and cost savings.
Day 1
TPM General Overview with Autonomous
Maintenance (AM) as the back bone of TPM
6 Steps to Autonomous Maintenance
Audit , Review & Externalize Inspection Activities
from Equipment Manual to (AM)
Executing Equipment Audit to start (AM) & (PM)
-TPM Board & AM Checklist with Visual
Management Implementation.
Total Productive Maintenance (Tpm) EVERTS 21Aug2018Timothy Wooi
Upon completion of the workshop, participants will be able to:
1) Get their workplace in order for TPM introduction.
2) Determine Overall Equipment Effectiveness (OEE) of machinery.
3) Understand how to improve machinery efficiency.
4) Predict failure occurrences.
5) Design and implement a TPM program.
This presentation discusses Total Productive Maintenance (TPM). TPM aims to improve productivity by making processes more reliable and less wasteful through machinery, equipment, and employees. It has several objectives, including increasing production while also improving employee morale, minimizing unplanned downtime, providing a safe work environment, achieving zero defects/breakdowns/accidents, involving people at all organizational levels, and forming teams to reduce defects through self-maintenance. The presentation outlines the eight pillars of TPM which are methods for achieving its goals: autonomous maintenance, focused improvement, planned maintenance, quality maintenance, education and training, development maintenance, safety/health/environment, and office TPM.
Total productive maintenance (TPM) is a system to maintain and improve production systems through machines, equipment, processes, and employees. It was created by Nippon Denso in the 1970s to add business value. The principle is that many small improvements are more effective than few large improvements. TPM has eight pillars: autonomous maintenance, focused improvement, planned maintenance, quality maintenance, training and education, safety and health, office TPM, and development management. The goals are to eliminate losses, improve equipment effectiveness and manufacturing cost reduction.
The document discusses the eight pillars of Total Productive Maintenance (TPM), with an emphasis on autonomous maintenance (Jishu-Hozen). It provides details on implementing the first step of autonomous maintenance, which is initial cleaning. This involves thoroughly cleaning equipment to reveal potential defects, creating cleaning and abnormality plans, identifying issues, and developing countermeasures to address sources of problems and hard to access areas.
This document discusses the Autonomous Maintenance (AM) pillar of the LeanTPM program. The AM pillar aims to minimize equipment issues like short stops and breakdowns by maintaining equipment in optimal condition through operator cleaning and inspection. It describes implementing the AM pillar through a pilot program to prove the approach works before broader expansion. The document outlines the steps of AM implementation including initial cleaning, creating cleaning standards, general inspections, autonomous inspections, and standardizing the work to continuously improve and reduce losses.
The document outlines an 8-step Focused Improvement process to maximize efficiency and minimize losses in production lines, processes, and equipment. The steps are: 1) set an improvement topic, 2) understand the current situation, 3) expose and eliminate abnormalities, 4) analyze causes, 5) plan improvements, 6) implement improvements, 7) check results, and 8) consolidate gains. The goal is to continuously improve operations using the Plan-Do-Check-Act framework.
TPM is a world class manufacturing initiative that seeks to optimize the effectiveness of manufacturing equipment. This TPM Team Guide teaches supervisors, workgroup leaders and operators how to develop the team-based skills required for effective and sustainable TPM implementation. It is geared towards TPM projects but describes basic elements of improvement team activities that can be used by any kind of shopfloor improvement groups such as quality or process improvement teams.
Developed by our JIPM-certified TPM Instructor, this TPM Team Guide is a toolbox of practical advice and techniques for starting TPM and keeping it going. This presentation sets a strong foundation on which key TPM pillars such as Autonomous Maintenance, Focused Improvement and Quality Maintenance are built upon.
LEARNING OBJECTIVES
1. Understand the concept and management philosophy of TPM and team activities
2. Acquire practical tips for managing TPM
3. Learn how to kick start, manage and sustain TPM team activities
4. Acquire knowledge on the useful tools for TPM team activities
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Total Productive Maintenance (TPM) is a company-wide effort to optimize equipment effectiveness through employee involvement and autonomous maintenance practices. It combines preventative maintenance with total quality control and employee engagement. The key principles of TPM include improving equipment effectiveness, establishing planned maintenance systems, training operators to monitor equipment, and utilizing cross-functional teams. TPM is implemented through 8 pillars focused on autonomous maintenance, equipment improvement, training, and establishing preventative maintenance programs.
TPM (Total Productive Maintenance) is a proactive approach to maintenance that relies on operator involvement to optimize equipment effectiveness. It aims to eliminate equipment breakdowns and reduce defects through preventative and predictive maintenance practices. The presentation outlines TPM's role as a lean initiative, its 7 steps including operator autonomous maintenance and professional maintenance skills development. TPM begins with 5S and builds a comprehensive downtime database to predict and prevent issues through planned maintenance.
Maintenance organization roles for enabling Operational ExcellenceMarcelo Costa
This document discusses the roles of maintenance in enabling operational excellence at pharmaceutical companies. It outlines how adopting a total productive maintenance (TPM) approach and focusing on planned maintenance, autonomous maintenance, and focused improvement can help reduce downtime and costs. Some key achievements discussed include implementing OEE metrics, developing energy management programs, and improving maintenance key performance indicators over time through the TPM approach. Challenges that can arise include lack of data accuracy, weak root cause analysis practices, and ensuring maintenance remains focused on business results and continuous improvement.
This is a 2 days course on Total Productive Maintenance (TPM) that will guide you through to implement Autonomous Maintenance (AM) on your current Equipment and to plan the execution of your Preventive (PM) & Predictive Maintenance (PdM).TPM defines your Maintenance schedule and Goals. TPM helps you plan and develop the optimal program for your facility, resulting in increased efficiency and cost savings.
Day 2
TPM Implementation after (AM) & Maintenance
Workshop Activities
Review & extract Equipment PM to a ‘Do Dot’ Visual Master Plan & Visual TPM Board.
Attacking 6 big losses of Equipment
(PdM) with Engineering Kaizen to maximize
Equipment Utilization
Quality, Engineering & Maintenance Kaizen
Improvement Action Projects & Action Plans
Focused Improvement (Kobetsu Kaizen) is a pillar of TPM that involves targeted projects to eliminate specific losses that reduce equipment effectiveness. It uses a structured 8-step approach based on PDCA to systematically identify and resolve issues through cross-functional teams. Regular Focused Improvement activities are needed to continuously improve standards and maximize productivity by eliminating the 16 major losses.
Total Productive Maintenance (TPM) is a lean tool that involves employees in maintaining equipment to improve production through reduced breakdowns and defects. TPM takes a holistic approach to maintenance through a team-based process. The objectives of TPM are to maximize production effectiveness and organize the shop floor to prevent losses. The eight pillars of TPM include autonomous maintenance, planned maintenance, quality maintenance, and training and education. Implementing TPM benefits companies by increasing equipment uptime and plant capacity while lowering costs.
This document summarizes the quality management pillar activities at a company. It discusses the vision, goals, organization structure and targets of the quality management pillar. It then describes the quality management approach, including identifying defects, conducting analysis to determine root causes, and implementing improvements. Metrics such as KPIs and defects are analyzed over time. Future plans include continuing to refine processes and reduce defects.
The document outlines a 12-step process for implementing Total Productive Maintenance (TPM) in an organization. The steps are: 1) establish a TPM policy and obtain management support; 2) form a cross-functional TPM committee; 3) provide education and training to develop understanding of TPM; 4) develop a detailed TPM implementation plan with timelines and metrics; 5) launch autonomous maintenance activities to empower operators; 6) launch planned maintenance activities; 7) introduce quality maintenance activities to improve performance; 8) introduce focused improvement activities to eliminate losses; 9) provide ongoing education and training; 10) establish TPM administration systems; 11) integrate safety, health and environmental considerations; and 12) implement metrics
The document provides an overview of Total Productive Maintenance (TPM). It discusses the 8 pillars of TPM including OEE/Focused Improvement and Autonomous Maintenance. It outlines the philosophy and organization of TPM, describes the roles and responsibilities of the TPM team and steering committee, and presents the typical multi-year program development master plan for implementing TPM.
Leveraging OEE to Minimize Downtime and Maximize PerformanceSafetyChain Software
Join SafetyChain and Vern Campbell, president of Process Management Consulting, for this webinar on how to implement OEE to maximize performance and cost savings across your organization.
The document discusses Total Productive Maintenance (TPM), which is a four-cycle, eleven-step process for improving equipment effectiveness and eliminating waste. It describes each step in the TPM process and cycle. It also discusses the importance of engaging employees, assessing skills, developing skills, leadership behaviors, and aligning TPM with other business systems and processes.
Implementing total productive maintenance in manufacturingglobalsevensteps
This document provides an overview of Total Productive Maintenance (TPM), which originated in Japan as a structured approach to equipment maintenance. TPM aims to improve overall equipment effectiveness through autonomous maintenance by operators and elimination of breakdowns, accidents, and defects. Key benefits of TPM include improved teamwork, reliability, availability, and employee morale. It is a company-wide approach that complements other operational excellence programs like Lean and Six Sigma.
This document discusses using technical performance measures (TPMs) to inform earned value performance management. It begins by outlining the components needed for an effective performance measurement baseline, including the work breakdown structure (WBS), integrated master schedule (IMS), measures of effectiveness, measures of performance, and TPMs. It emphasizes that TPMs, which measure technical design progress and compliance, are critical for reducing risk and increasing the probability of program success. The document provides guidance on developing TPMs by first defining measures of effectiveness, measures of performance, and key performance parameters, and then tracing these to the WBS and IMS. It stresses that TPMs should be defined in units meaningful to decision makers and connected to assessing the
Total Productive Maintenance (TPM) for EVERTS 20Aug2018Timothy Wooi
This is a 2 day Course which is a company wide, team-based effort, to build quality into equipment, and to improve overall equipment effectiveness (OEE) towards Zero Breakdown.
It uses Total Quality Control and Total Employee Involvement approach, in maintaining the Equipment towards a “ready to use condition” using energy efficiently.
This course will guide you through to assess the activities of Autonomous Maintenance (AM) on your current Equipment and to plan the execution of your Maintenance Activities using a Visual Schedule.
TPM defines your Maintenance schedule and Goals..
TPM helps you plan and develop the optimal program for your facility, resulting in increased efficiencies and cost savings
Total Productive Maintenance (TPM) is a method for improving equipment effectiveness through employee involvement. It originated in Japan in 1971 as a way to improve machine availability and reduce waste. TPM involves management, operators, and maintenance working together to ensure overall equipment effectiveness. The key pillars of TPM include 5S, autonomous maintenance by operators, continuous improvement activities, planned predictive maintenance, quality maintenance, training, and safety/environmental practices. TPM is implemented in stages, starting with preparation, then introduction, implementation involving the eight pillars, and finally institutionalization so that TPM becomes the organizational culture.
ABOUT THE TRAINING PROGRAM :-
Failure Mode and Effects Analysis or FMEA is a structured technique to analyze a process to determine shortcomings and opportunities for improvement. By assessing the severity of a potential failure, the likelihood that the failure will occur, and the chance of detecting the failure, dozens or even hundreds of potential issues can be prioritized for improvement.
DESIGNED FOR :-
Sr. Engineer, Engineer, Supervisor and Foreman engaged in maintenance, operation, Store, Supply chain, Quality, Safety and Engineering activities.
OBJECTIVE :-
Employees completing this training will be able to effectively participate on an FMEA team and can make immediate contributions to quality and productivity improvement efforts.
The document discusses Total Productive Maintenance (TPM), which aims to maximize equipment effectiveness by improving maintenance and involving operators. TPM covers the entire life of equipment and aims to eliminate waste and reduce costs through preventative maintenance. It differs from total quality management by focusing on equipment inputs rather than just output quality. The pillars of TPM include 5S, autonomous maintenance by operators, continuous improvement through kaizen, planned maintenance, and quality maintenance.
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Failure Mode & Effects Analysis (FMEA) is a step-by-step approach for identifying all possible failures in a design, a manufacturing or assembly process, or a product or service. The purpose of the FMEA is to take actions to eliminate or reduce failures, starting with the highest-priority ones. FMEA also documents current knowledge and actions about the risks of failures, for use in continuous improvement.
In this training presentation, you can teach your employees on the proper steps to construct an FMEA for a design or process, and then implement action plans to eliminate or reduce the risks of potential failures.
LEARNING OBJECTIVES
1. Understand what an FMEA is, why it is used, and when can it be deployed
2. Understand the definitions, scoring system and calculations used in an FMEA
3. Learn the steps to developing an FMEA and the pitfalls to avoid
CONTENTS
1. Introduction to FMEA
2. FMEA: Definitions, Scoring System & Calculations
3. FMEA Procedure
4. FMEA Example
[Note: To download the complete presentation, visit:
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Total Productive Maintenance (TPM) is a comprehensive approach to equipment maintenance that aims to optimize equipment efficiency, reliability, and performance. It involves a holistic approach to maintenance, encompassing both the technical and the human aspects of equipment management. TPM is often associated with Lean Manufacturing, which emphasizes the elimination of waste and continuous improvement.
The primary objective of TPM is to improve equipment effectiveness by minimizing downtime, reducing defects, and increasing overall equipment efficiency. This is achieved through the implementation of a set of maintenance strategies that involve both the equipment operators and maintenance staff. TPM has several benefits, including increased productivity, reduced downtime, improved quality, increased safety, and improved morale among employees.
Our TPM presentation is created by a certified JIPM TPM consultant and delivers a comprehensive training experience. Covering the TPM tools, 5S, OEE (Overall Equipment Effectiveness), and the eight pillars with a focus on Autonomous and Planned Maintenance, this detailed presentation outlines the step-by-step process for TPM implementation. By incorporating practical examples and real-world applications, this presentation provides an engaging and effective way to introduce and implement TPM in your organization.
LEARNING OBJECTIVES
1. Understand the concept and management philosophy of TPM as a foundation for Lean Transformation
2. Learn the 8 pillars of TPM activities, TPM implementation strategy, roadmap and step-by-step approach
3. Learn the TPM tools and be able to identify and eliminate loss through TPM implementation
4. Learn how to kick-start TPM deployment with the key pillars such as Autonomous Maintenance, Planned Maintenance, Focused Improvement and Education & Training activities to improve equipment reliability
5. Understand the roles of a TPM implementation organization and the critical success factors
IRJET - Implementation of TPM Philosophy on Critical Paint Shop MachineIRJET Journal
This document discusses the implementation of Total Productive Maintenance (TPM) on critical machines in the paint shop of Tata Motors Ltd. in Sanand, India. It begins with an introduction to TPM, including its objectives to improve overall equipment effectiveness and minimize breakdowns, defects, accidents and waste. It describes the eight pillars of TPM implementation including autonomous maintenance, planned maintenance, quality maintenance and education/training. The document then outlines the 12 steps to implement TPM in an organization and analyzes the results at Tata Motors, showing improvements from cleaning and organizing equipment to increasing overall equipment effectiveness from 63.82% before TPM to 85.23% after implementation.
FRACAS: A method of analyzing the failure codes assigned to the individual work orders and identifying common themes and trends. The root cause of the high impact items are determined, with a corrective action identified and executed to prevent reoccurrence of the issue.
This document discusses Total Productive Maintenance (TPM). It provides information on:
- Common causes of unplanned breakdowns and how they can be eliminated.
- Problem solving methodologies and their application to equipment-based problems.
- Linking TPM to continuous improvement, discontinuous improvement, and suggestion/idea systems.
- Methodologies used in TPM like event analysis, standard work, job breakdown sheets, and single point lessons.
The document provides an overview and introduction to Total Productive Maintenance (TPM). It discusses why TPM is important for achieving manufacturing excellence through equipment excellence. The document outlines the key pillars of TPM implementation, including autonomous maintenance, planned maintenance, and quality maintenance. It also describes the seven steps of autonomous maintenance and how TPM is designed to involve the whole company in improving equipment and processes through a strategic implementation approach.
The document provides an overview and introduction to Total Productive Maintenance (TPM). It discusses why TPM is important for achieving goals like zero defects and breakdowns. TPM aims to prevent equipment deterioration through techniques like autonomous maintenance, planned maintenance, and quality maintenance. It outlines the seven steps of autonomous maintenance and explains how TPM is implemented through its various pillars in a strategic phased approach beginning with establishing maintenance standards.
1) Total Productive Maintenance (TPM) aims to eliminate waste and losses in production processes through the involvement of all employees.
2) TPM identifies eight major equipment losses that reduce productivity and quality, including set-up time, minor stoppages, and defects.
3) Implementing TPM requires establishing organizational culture and systems focused on continuous improvement, problem-solving, and achieving higher performance targets through group efforts.
The document summarizes key findings from OpenSymmetry's 2013 Sales Performance and Technology Survey. Some of the main points covered in the summary include:
- Sales compensation plan design responsibility still primarily lies with sales operations teams.
- Sales compensation administration is managed either internally by sales operations or outsourced to third parties.
- Top challenges with administration include large numbers of manual adjustments, complex plans, and data issues.
- Effectiveness is mainly evaluated by comparing incentive payouts to budget and accuracy rates.
- Providing sales reports and analytics to participants faces challenges around data integration and system limitations.
Many companies found a reality gap between the hype versus the reality when implementing TPM. Over 21 yrs of TPM consulting for 25 MNCs I found 2 consistent reasons. (1) Failure to understand the Pillar Details and Pillar linkages. (2) Under-estimating TPM resource requirements.
Please enjoy this highly condensed presentation. Be enriched and blessed.
The document describes the WRITE (Wireless Real-time Productivity Measurement) System, which was developed to measure on-site construction productivity in real-time. The WRITE System collects video data using cameras and sensors to calculate productivity metrics. It then compares the real-time productivity data to benchmark values to help project managers identify if adjustments are needed to improve productivity. The system was tested on a bridge reconstruction project and able to provide detailed productivity analysis of different construction operations.
This document discusses construction productivity in the UK and other countries. It notes that productivity levels directly impact economic success. UK productivity lags countries like Germany, France, and the Netherlands. Factors that affect productivity include project management, resource management, labor characteristics, and waste. Improving areas like planning, prefabrication, training, and technology adoption can boost productivity. The document also examines reports that identified issues lowering UK productivity compared to other nations.
The document discusses major influential factors that affect construction productivity. It identifies internal factors like project managers, site managers, design coordination, and resource management as important. Effective project management, which includes tasks like planning, communication, and controlling costs/time, is also key. External factors like weather, the economy, and client involvement can also influence construction productivity. The document emphasizes that managerial skills, experience, and effective leadership are instrumental in maximizing productivity.
This document contains a job description for a customer care role at a construction productivity company. It lists several key responsibilities and requirements for the role, including providing customer assistance, making well-informed decisions, adapting to change, demonstrating understanding and empathy, handling legal issues knowledgeably, communicating effectively, understanding the company's operations, anticipating and solving problems, analyzing information, inspiring and motivating others, and having expertise in areas like project management, quality assurance, and risk management. Financial management skills and experience with requirements analysis are also identified as important qualifications.
This document discusses models for measuring productivity at the company level. It presents a research model that identifies organizational factors, contract management, finance, and others that can impact productivity. It also discusses a project work environment model that examines pre-construction activities, site managers, labor, management factors and systems, and resource management. Finally, it introduces the Performance Ability Ratio (PAR) as a method to measure productivity by comparing current performance to exemplar performance levels. A PAR greater than 1 indicates potential for improved performance.
The document discusses communication in construction projects. It describes various communication instruments used in projects like email, documents, meetings, and drawings. It emphasizes the importance of standardizing communication processes to improve productivity. An effective communication plan outlines responsibilities, information sharing processes, and appropriate communication methods. The document also discusses formal and informal communication flows within projects and between organizations. It presents results from a survey that ranked communication highly among factors influencing construction project productivity.
Poor communication in the construction industry costs at least £20 billion per year in defects. Effective communication is important for reducing defects. Key aspects of good communication on construction projects include: clearly defining communication roles and methods; carefully managing drawing distribution, updates and storage; holding pre-start meetings to establish contact details and communication protocols; and providing technical support and guidance to site workers. Formal meetings and using new technologies can also help facilitate communication.
A change identification and evaluation model is needed to provide early warning to management of potential changes. A process model for managing changes should consider factors that influence changes like causes, likelihood, and consequences. It is important to select an appropriate procurement method and implement dispute resolution, communication systems, and change management processes to minimize the impacts of changes like delays, costs, and disputes.
1. The document discusses managing changes during construction projects to reduce their negative impacts and improve productivity. Effective change management is essential.
2. Many factors can cause changes, including assumptions being proven wrong and external/internal influences. Changes must be identified, their impacts planned for, and coordination ensured across the project.
3. Key aspects of change management are monitoring costs, controlling scope changes, and identifying causes of changes to mitigate negative effects like cost overruns. Change control systems help observe costs and allow timely corrective actions.
The document discusses changes that commonly occur on construction projects. It states that changes are often inevitable as designers and engineers have to make assumptions with limited information, and if any assumption proves wrong, decisions may need revision. It identifies several types and causes of changes, both external such as economic or technological factors, and internal such as design improvements or organizational issues. Effective change management is important to avoid or reduce the negative impacts of changes on productivity and schedules.
The document outlines the RIBA Plan of Work, which provides a systematic approach to managing projects. It describes the 12 key stages of a construction project from appraisal to after practical completion. Each stage involves specific tasks such as developing proposals, obtaining approvals, preparing tender documents, and overseeing construction. The plan is intended to help structure project management processes.
PT communication
Science, Politics,Scholarly Articles For Mathematics and Productivity, Religion
http://www.twitlonger.com/show/n_1sphfcg?new_post=true …
Poor communication in the construction industry costs at least £20 billion per year in defects. Effective communication is important for reducing defects. Key aspects of good communication on construction projects include: clearly defining communication roles and methods; carefully managing drawing distribution, updates and storage; holding pre-start meetings to establish contact details and communication protocols; and providing technical support and guidance to site workers. Formal meetings and using new technologies can also help facilitate communication.
1. The document discusses managing changes during construction projects to reduce their negative impacts and improve productivity. Effective change management is essential.
2. Many factors can cause changes, including assumptions being proven wrong and external/internal influences. Changes must be identified, their impacts planned for, and coordination ensured across the project.
3. Tools like scheduling, modeling, and cost control systems can help construction managers monitor costs, identify deviations early, and take corrective actions to reduce overruns from changes. Close monitoring of activities and costs is important for change management.
The document discusses changes that commonly occur on construction projects. It states that changes are often inevitable as designers and engineers have to make assumptions with limited information, and if any assumption proves wrong, decisions may need revision. Effective change management is essential to avoid or reduce the negative impacts of changes, which can result from internal or external factors. The objective of change management is to forecast possible changes and identify those that have already occurred.
The document discusses business planning processes and project management. It explains that all projects should arise from strategic objectives and achieving competitive advantages. The business planning process involves four steps: mission statement, objectives, strategies, and tactics. It also discusses establishing clear communication structures and convening meetings. Project management involves functions like planning, organizing, coordinating, controlling, and leading projects. The document outlines the RIBA Plan of Work, which provides a systematic approach to projects through stages like appraisal, strategic brief, and outline proposals.
The document discusses business performance management for small and medium-sized enterprises. It focuses on challenges such as inefficiencies that result in lost profits. Case studies from the UK estimate average annual lost gross profits of £54,900 for one enterprise group and £215,500 for another. After implementing performance management programs, enterprises saw on average a 9% increase in productivity, 18% improvement in efficiency, and 25% increase in gross profits, among other gains. The document outlines basic principles of continuous improvement, including optimizing the use of resources like labor, materials, and equipment to reduce losses and waste.
The document discusses planning benefits realization from investments in information systems and technology. The main activities in benefits planning include finalizing benefit measurements and changes, obtaining stakeholder agreement on responsibilities, and producing a benefits plan and investment case. Key questions focus on how benefits will be defined, tracked, and reviewed. Executing the plan involves monitoring and evaluating results to identify both achieved and unexpected benefits, as well as benefits not yet achieved and further actions needed.
Organisations are increasingly focusing on benefits management to ensure projects and programmes deliver intended strategic benefits. Benefits management involves identifying, planning, tracking and optimizing the benefits of change initiatives. It helps gain approval for investments and informs strategic decision making. While the practice is still developing, many successful organisations now use benefits management to better link change delivery to strategic goals and realize projected benefits.
THE SACRIFICE HOW PRO-PALESTINE PROTESTS STUDENTS ARE SACRIFICING TO CHANGE T...indexPub
The recent surge in pro-Palestine student activism has prompted significant responses from universities, ranging from negotiations and divestment commitments to increased transparency about investments in companies supporting the war on Gaza. This activism has led to the cessation of student encampments but also highlighted the substantial sacrifices made by students, including academic disruptions and personal risks. The primary drivers of these protests are poor university administration, lack of transparency, and inadequate communication between officials and students. This study examines the profound emotional, psychological, and professional impacts on students engaged in pro-Palestine protests, focusing on Generation Z's (Gen-Z) activism dynamics. This paper explores the significant sacrifices made by these students and even the professors supporting the pro-Palestine movement, with a focus on recent global movements. Through an in-depth analysis of printed and electronic media, the study examines the impacts of these sacrifices on the academic and personal lives of those involved. The paper highlights examples from various universities, demonstrating student activism's long-term and short-term effects, including disciplinary actions, social backlash, and career implications. The researchers also explore the broader implications of student sacrifices. The findings reveal that these sacrifices are driven by a profound commitment to justice and human rights, and are influenced by the increasing availability of information, peer interactions, and personal convictions. The study also discusses the broader implications of this activism, comparing it to historical precedents and assessing its potential to influence policy and public opinion. The emotional and psychological toll on student activists is significant, but their sense of purpose and community support mitigates some of these challenges. However, the researchers call for acknowledging the broader Impact of these sacrifices on the future global movement of FreePalestine.
A Free 200-Page eBook ~ Brain and Mind Exercise.pptxOH TEIK BIN
(A Free eBook comprising 3 Sets of Presentation of a selection of Puzzles, Brain Teasers and Thinking Problems to exercise both the mind and the Right and Left Brain. To help keep the mind and brain fit and healthy. Good for both the young and old alike.
Answers are given for all the puzzles and problems.)
With Metta,
Bro. Oh Teik Bin 🙏🤓🤔🥰
How to Manage Reception Report in Odoo 17Celine George
A business may deal with both sales and purchases occasionally. They buy things from vendors and then sell them to their customers. Such dealings can be confusing at times. Because multiple clients may inquire about the same product at the same time, after purchasing those products, customers must be assigned to them. Odoo has a tool called Reception Report that can be used to complete this assignment. By enabling this, a reception report comes automatically after confirming a receipt, from which we can assign products to orders.
A Visual Guide to 1 Samuel | A Tale of Two HeartsSteve Thomason
These slides walk through the story of 1 Samuel. Samuel is the last judge of Israel. The people reject God and want a king. Saul is anointed as the first king, but he is not a good king. David, the shepherd boy is anointed and Saul is envious of him. David shows honor while Saul continues to self destruct.
How to Download & Install Module From the Odoo App Store in Odoo 17Celine George
Custom modules offer the flexibility to extend Odoo's capabilities, address unique requirements, and optimize workflows to align seamlessly with your organization's processes. By leveraging custom modules, businesses can unlock greater efficiency, productivity, and innovation, empowering them to stay competitive in today's dynamic market landscape. In this tutorial, we'll guide you step by step on how to easily download and install modules from the Odoo App Store.
How to Setup Default Value for a Field in Odoo 17Celine George
In Odoo, we can set a default value for a field during the creation of a record for a model. We have many methods in odoo for setting a default value to the field.
CapTechTalks Webinar Slides June 2024 Donovan Wright.pptxCapitolTechU
Slides from a Capitol Technology University webinar held June 20, 2024. The webinar featured Dr. Donovan Wright, presenting on the Department of Defense Digital Transformation.
Temple of Asclepius in Thrace. Excavation resultsKrassimira Luka
The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.pptHenry Hollis
The History of NZ 1870-1900.
Making of a Nation.
From the NZ Wars to Liberals,
Richard Seddon, George Grey,
Social Laboratory, New Zealand,
Confiscations, Kotahitanga, Kingitanga, Parliament, Suffrage, Repudiation, Economic Change, Agriculture, Gold Mining, Timber, Flax, Sheep, Dairying,
Nakajima est le Père de TPM.
Consultant JMA, il fonde au sein du groupe JMA, le JIPM dans les années 68 – 70.
Pour se consacrer au développement de TPM et à la Maintenance industrielle.
Competitivity improvement based on the triangle cost quality delay, plus cost and speed. TPM is centered on those aspects
La concurrence à tous les niveaux et dans tous les secteurs d’activités
Renforcée par les dérèglementations et la mondialisation
A obligé les industriels a accroître et redéfinir leur Compétitivité.
Sur le tryptique QCD bien sûr, mais aussi
En termes de Vitesse et Réactivité.
On constate que cette redéfinition de la Compétitivité est passée et passe par:
Modifications des attitudes, réorganisation et évolution des sytèmes, Systèmes: capacité à gérer des informations sur la performance et ses différentes composantes.
Introduction de nouveaux critères de performance. TRS comparer la performance par rapport à un idéal de fonctionnement.
Possible options: administrative work improvement (offices) and Safety / Environment which can be part of wide cross-functional approach on whole site
Une autre façon de définir TPM: amélioration continue à travers le cycle de Deming.
Le PDCA est une logique de l’action en vue du progrès:
Planifier, définir, concevoir,
Réaliser et aligner les ressources
Contrôler et corriger si nécessaire,
Intégrer dans les pratiques normales et capitaliser sur.