The document describes the journey of an organization to develop an integrated asset management system called Total Process Reliability. They realized traditional approaches like TPM were not enough and needed to take a more holistic view. They developed four cross-functional tracks - Organizational Excellence, Maintenance Excellence, Manufacturing Excellence, and Engineering Excellence. Total Process Reliability brings cultural transformation, accountability across the lifecycle of assets, and engagement of all organizational levels to improve reliability.

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True TPM, a Total Process Reliability Centered Asset Management Machine
Dale Uitto, CMRP, REC, PMP, Maintenance Excellence Manager, Medtronic
Track 4: Organization and Leadership
Abstract
Asset Management is more than a maintenance excellence program, Total Productive
Maintenance (TPM) is more than autonomous maintenance, and Lean Manufacturing is more
than waste reduction. Total Process Reliability is the integration of these systems, it brings
cultural transformation, cradle to grave accountability, and engages all levels of the organization
in improved asset reliability. Without this integration, you can only achieve pockets of
excellence and a hardy “I told you so” from manufacturing.
Introduction
When we started to develop our asset management system framework, we quickly realized that it
had to be more than a maintenance system. The first time we presented our framework to senior
leadership it was quickly noted, “Isn’t this just TPM?” After that, the team started looking at
asset management in a very different way; we started building an integrated asset management
system, not an asset maintenance system.
Journey of Discovery
We struggled with Total Productive Maintenance (TPM) implementation because we were
culturally unprepared and allowed the eight TPM pillars to become compartmentalized. (Figure
#1)
Figure #1 Total Productive Manufacturing Pillars
Based on the TPM pillars, we starting building our asset management framework in the same
format, but quickly discovered we were missing process interactions. We knew that process
interactions would break down our compartments. (Figure #2)

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Figure #2 Total Process Reliability Pillars
At a standstill of how to visual build our framework we engage Operational Excellence, they
kindly suggested the swim lane process. This was a breakthrough not only because of the visual
concepts, but we engaged Operational Excellence in building our asset management system. If
we were to build a Total Process Reliability System it would require a cross functional team of
management, operational excellence, maintenance, manufacturing, and engineering.
The cross-functional team built the swim lanes by turning the eight pillars of TPM sideways.
(Figure #3)
Figure #3 Total Productive Maintenance Pillars

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We combined the eight TPM pillars into four cross-functional tracks. (Figure #4)
1. Governance and administrative excellence and Craft and Operator Skills Enhancement
and Training became Organizational Excellence.
2. Quality Driven Maintenance, Safety, Health, and Environmental Excellence and Planned
Maintenance became Maintenance Excellence.
3. Autonomous Maintenance became Manufacturing Excellence.
4. Early Equipment Management became Engineering Excellence.
Improved Equipment Effectiveness and Root Cause Failure Analysis (RCFA) are in
themselves cross-functional teams of management, operational excellence, maintenance,
manufacturing, and engineering.
Figure #4 Four Cross Functional tracks

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This led us to three fundamental concepts:
1. Adding the Asset Management System brought strategic focus. (Figure #5)
Figure #5 Asset Management Systems – Strategic Focus
2. We had always struggle with Total Production Maintenance (TPM) because of the “M”
word, “maintenance”. To implement Total Productive Maintenance effectively we
changed the name to Total Production Manufacturing (TPM).
3. The combination and interactions of all the four tracks we defined as Total Process
Reliability. (Figure #6)
4. Improved Equipment Effectiveness and Root Cause Failure Analysis (RCFA) are cross-
functional by nature.
In the process of developing an asset management system we discovered, Total Process
Reliability. We broke down our traditional chimneys and to transform our cultural, now we had
a single focus, Total Process Reliability.

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Figure #6 Focused Total Process Reliability
System Development
Total Process Reliability is our systematic approach to engage our organization in true TPM.
With Total Process Reliability, each cross-functional team has responsibilities and interacts
directly through the Governance team.
1. Governance Team owns: Strategic Focus
2. Leadership and Operational Excellence: Organizational Excellence
3. Maintenance owns: Maintenance Excellence
4. Manufacturing owns: Manufacturing Excellence
5. Engineering owns: Engineering Excellence
Total Process Reliability brings the cultural transformation, cradle to grave accountability, and
responsibility with the goal of engaging all levels of the organization, leading to improved
overall equipment effectiveness.

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Strategic Focus (figure 7)
Figure #7, Strategic Focus
Strategic focus defines:
 Governance, oversight, infrastructure, and management of the entire system
 Engages our leadership team, management, operations excellence, maintenance,
manufacturing, and engineering in strategic development and management
 Defines the critical assets we will focus on
 Defines our implementation strategy
We utilized ISO 55000 as a structural backbone to develop our asset management system.
(Figure #8)

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Figure #8, Asset Management Structure
We defined our strategic focus though the Strategic Organizational Plans and Objectives.
The Executive Champion defined the Strategic Organizational Plans and Objectives as Goals,
and Objectives, with the focus on critical constraint asset.
The team cascaded the goals and objectives as Clear Line of Sight, Aligned Vision, Goals, and
Objectives vertically and horizontally to the Facility floor. (Figure #9)
Figure #9, Clear line of sight Goals, and Objectives
Through our Aligned Vision, Goals, and Objectives the team defined our Total Process
Reliability objectives as:
 Asset Management Policy and Vision

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 Focused Strategic Asset Management Plans
 Focused Asset Management Objectives
Governance (oversight, infrastructure, and management team)
The Governance Team is “Accountable” for the oversight and implementation of the entire Asset
Management System.
Through Governance, we defined our asset management track strategies.
Organizational Excellence Strategy
The Organizational Excellence Strategy defines the Corporate and Site Champions roles
and responsibilities in developing and establishing the Asset Management System
through the Governance, oversight, and infrastructure cross-functional team.
Maintenance Excellence Strategy
The Maintenance Excellence Strategy defines the Maintenance Leadership’s roles and
responsibilities in developing and establishing maintenance mythologies, procedures, and
processes.
Manufacturing Excellence Strategy
The Manufacturing Excellence Strategy defines the Production Leadership’s roles and
responsibilities in developing, establishing and sustaining a culture of Total Productive
Manufacturing (TPM).
Engineering Excellence Strategy
The Engineering Excellence Strategy defines the Engineering Leadership’s roles and
responsibilities in the implementing Design for Reliability.
Development, Implementation and Optimization of Asset Management Plans
Through the cross-functional teams and strategies, we executed our Total Process Reliability
goals as actionable plan, process, and procedures:
 Focused Asset Management Plans
 Asset Management Plans and Processes implementation
 Optimized Asset Performance through Monitoring, Evaluation, Analysis and
Improvements (Plan, Do Check Adjust)

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Tactical Roadmaps (Figure #10)
The Tactical Roadmap defines the implementation and optimization of Asset Management Plans
and Processes. (Figure #10)
Figure #10, Tactical Roadmap
Organizational Excellence (Figure # 11)
Figure # 11, Organizational Excellence Roadmap
Assessment and Roadmaps to Excellence
The Governance team developed an Assessment Tool to measure all the element of the asset
management system against best in class standards. (Figure #12)

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Figure # 12, Assessment Tool
We translate the assessment gap into actionable items and manage them to completion
through Governance. (Figure 13)
Figure # 13, Assessment Action Plans

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MRO Inventory Management
The Governance Team deployed Maximo (CMMS, Computerized maintenance
Management System) as the system of record to procure, managed and controlled all
MRO parts, stock, non-stock, and order on request.
Craft and Operator Skills Enhancement
The Governance Team maps its available resources to its planned activities to determine
any training and skills gaps. We used the Individual Development Process (IDP) to
bridge the gaps. We developed basic training standards and process. (Figure 14)
Figure #14, Basic Training Standards and Processes
Resources, Discipline and Compliance
The Governance Team defines the roles and responsibilities for everyone engaged in the
Asset Management System, management, operational excellence, maintenance,
manufacturing, and engineering.

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Tactical Roadmaps
Maintenance Excellence (Figure #15)
Figure # 15, Maintenance Excellence Roadmap
Reliability Centered Maintenance (RCM/FMECA)
Maintenance Leadership defines the Reliability Centered Maintenance (RCM/FMECA)
methodology to complete a review of all Assets Management Plans focusing the analysis
process and implementation where a return on this investment is most profitable. (Figure
#16)
Figure #16, Reliability Centered Maintenance and Root Cause Failure Mythology
Tree
Root Cause Failure Analysis (RCFA)
Maintenance Leadership defines the Root Cause Failure Analysis (RCFA)
methodology to react immediately to a preventable failure occurrence. Root
cause failure analysis (RCFA) is highly interrelated with Maximo, and reliability
centered maintenance. Maximo is the system of record all asset and component
failures and their root cause. (Figure #16)

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Failure Reporting & Corrective Action System (FRACAS)
Maintenance Leadership defines the Failure Reporting and Corrective Action
System (FRACAS) failure identification and prevention methodology. (Figure
#16)
FRACAS is highly interrelated with Maximo, root cause analysis and reliability
centered maintenance. Maximo is the system of record all asset and component
failures and their root cause.
Maximo Workorder Content, Planning, Scheduling, Execution, and Review
Maintenance Leadership defines and establishes the Maximo Workorder Content
Requirements
Maximo Workorder Planning and Scheduling
Maintenance Leadership defines the Planners and Schedulers roles and responsibilities
for the use, and management of Maximo to plan and schedule preventive (PM/PdM/Cal)
and corrective maintenance (CM) work activities.
Maximo Workorder Execution
Maintenance Leadership defines the roles and responsibilities for the planners/schedules,
managers, supervisors, maintenance technician, and operators for the execution of
Maximo workorders.
Maximo Workorder Review
Maintenance Leadership defines the roles and responsibilities for the planners/schedules,
managers, supervisor, maintenance technician and operators for the Post Mortem Review
of executed Maximo workorders.
Predictive (PdM) Maintenance
Maintenance Leadership defines the appropriate use and application of predictive
(condition based) maintenance methodologies.
Workflow Analytics and Value Stream Mapping
Maintenance Leadership conducts asset management system process flow or value stream
mapping exercises to identify process flow waste.
Maintenance Prevention (MP)
Maintenance Leadership defines the appropriate use and application of precision
maintenance (maintenance prevention) methodologies.
1) Precision maintenance
2) Precision lubrication
3) Lubricant Tribology (oil testing)
Precision Maintenance
Maintenance Leadership defines the maintenance technician’s roles and
responsibilities for the application and management of precision maintenance tools

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and technologies. Precision maintenance is the proactive elimination the failures
caused by improper adjustment and component installations.
Lubrication Excellence
Maintenance Leadership defines the appropriate use and application of lubrication
excellence methodologies. Lubrication excellence includes:
 Lubrication visual factory color-code standards and procedures for
tagging/labeling of lubricants and lubrication points (Figure #17)
 Calculated lubrication volumes and frequency for every asset. The volumes and
frequencies are validated using ultrasound technology
 All asset are modified to include desiccant breathers, level gauges, sample ports,
quick disconnects, external lubrication (grease) lines, lubrication distribution
manifolds to allow lubrication and sampling to occur which the asset is operating
Figure #17, Lubrication Visual Factory Color-Code Standard
Lubricant Tribology (Oil Testing)
Maintenance Leadership defines the Lubrication Technicians roles, responsibilities
procedures, and process for the application and management of lubricant tribology.
Wrench Time Analysis and Optimization
Maintenance Leadership focuses on measuring and improving maintenance wrench time,
(maintenance labor utilization).
Reliability Improvement Kaizens
A cross functional team of management, operational excellence, maintenance
manufacturing and engineering identify and implement asset reliability kaizen events
focused on the elimination or mitigate the failure risk.

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Tactical Roadmaps
Manufacturing Excellence (Figure #18)
Figure #18, Manufacturing Excellence Roadmap
Total Productive Manufacturing (TPM)
Note: The team rearranged the steps to support compliance with FDA regulations.
Senior Leadership engaged the entire facility, administration, front office, management,
manufacturing, operational excellence, maintenance, facilities and engineering in the first
three steps to TPM. This is in compliance with FDA (Food and Drug Administration),
cGMP (current, Good Manufacturing Practices) regulations.
Step 1: Develop Strategy, Standards, and Expectations (rules before tools)
Step 2: Training to the Strategy, Standards, and Exceptions
Step 3: Implement Workplace Organization, Housekeeping, and visual factory visual
controls
Manufacturing Leadership engaged the front line supervisor and operators, with the
support from maintenance and engineering in TPM steps 4 and 5. We started the process
on the critical constraint assets with the objective to bring the asset back to a
maintainable state.
Step 4: Conduct deep Cleaning to Inspection
Step 5: Eliminate Sources of Contamination, Defects, Abnormalities, and Inaccessible
Areas (repairs and design modification)
The front line supervisors are accountable for the implementation and sustainability for
the process with support from the Governance Team.
Advance Total Productive Manufacturing (TPM); Operator led Reliability (OLR)
Manufacturing Leadership engages the supervisors and operators in advanced TPM on
strategically applicable assets, the critical few.
TPM teams independently (fully autonomous) optimizing asset reliability through data
collection, and continuous improvements, with the focus being the elimination or
mitigation of the six major losses. (Figure #19)

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Figure #19, Six Major Losses
TPM teams have implemented the basic TPM steps 1- 5, and now add the Operator Led
Reliability TPM Steps 6 and 7.
Step 6: Operator Led Setups, Adjustments, Inspections and Repairs
 Asset setups, adjustments, and basic troubleshooting/repairs are performed by
the operators through Maximo with limited support by maintenance
Step 7, Total Process Reliability, Optimized Asset Performance
 Operators are performing or supporting root cause failure analysis on
triggered events
 Operators are engaged in reliability improvement Kaizens
 The teams are using appropriate data collection tools to optimize asset
performance

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Tactical Roadmaps
Engineering Excellence (Figure #19)
Figure #19, Engineering Excellence Roadmap
Early Equipment Management
Engineering Leadership establish a cross functional team of management, operational
excellence, maintenance, manufacturing, project engineering, reliability and maintenance
engineering, early in the project initiation phase with the objective to design and install
new or rebuilt assets with high levels of performance.
The team is responsible acquiring, and installing new asset that deliver exceptional levels
of performance, availability >95%.
Life Cycle Analysis
Engineering Leadership utilizes Life Cycle Cost or Total Cost of Ownership (TCO) in all
phases of the assets life cycle. We based our assets selection on total cost of ownership:
availability, reliability, maintenance, operating cost and energy efficiency.
Reliability, Availability, Maintainability and Safety (RAMS)
Engineering Leadership utilizes the Reliability, Availability, Maintainability, and Safety
(RAMS) process to establish a symbiotic relationship between the OEM supplier and the
facility. The relationships built upon maintenance and operating proven best practices,
data and data sharing, and trust.
We strategically deploy the process where there is a symbiotic relationship between a
long-term OEM supplier and the facility. The objective is to optimize asset reliability
from design generation to generation.
The RAMS process develops and optimizes, operations, maintenance and reliability
strategies with strategic suppliers.

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Implementation Strategy
We vetted our asset management system, strategic focus, and tactical roadmaps, then began the
process of developing our corporate and facility level implementation strategy.
We determined the corporate implementation strategy based on facility size, maintenance spend,
criticality to the business and overall maintenance performance. (Figure #20)
Figure # 20, Corporate Rollout Strategy
The overall maintenance performance, key performance indicators used to rank the facilities
were:
1. % Preventative Maintenance Completed to Schedule
2. % Calibration Completed to Schedule
3. % Reactive (schedule break-in) by labor
4. % Preventative Maintenance Yield (related CM workorders)
The facility implementation strategy focused on four process phases. (Figure #21)
Figure #21, Facility Implementation Phases
Focus Plant
May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr
1 Plant 1 56% 27-May 13-Jul
1 Plant 2 89% 27-May 24-Aug
1 Plant 3 94% 11-May 22-Jun
1 Plant 4 1% 26-May 15-Jun
1 Plant 5 98%
1 Plant 6
1 Plant 7 83%
1 Plant 8 18%
1 Plant 9 71%
3 Plant 10
3 Plant 11
3 Plant 12
3 Plant 13
2 Plant 14 100% 4-May 8-Jun
2 Plant 15 100% 11-Jun
2 Plant 16 94% New Mgr
2 Plant 17 98% 11-May
2 Plant 18 95% New Mgr
2 Plant 19 100%
2 Plant 20 99%
2 Plant 21 100% New Mgr
2 Plant 22 100%
2 Plant 23 100% 11-May
2 Plant 24 100%
FY16

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Summary
We have started this journey to build a sustainable framework for our Asset Management
System. We struggled with building our frameworks until we realized five fundamental points.
1 Organizational Excellence engages management and operational excellence in building a
sustainable system foundation.
 Breakdowns cultural barriers through cross-functional teams and system
interactions
 We engage our stakeholders to build and sustain the system
2 Maintenance Excellence engages maintenance, maintenance engineering and reliability
engineering is optimizing asset reliability.
3 Manufacturing Excellence engages operators and frontline supervisors in optimizing
asset reliability.
 Total production Maintenance was and still is the original asset management
system
4 Early Equipment Management engages engineering in design for reliability and
optimizing asset reliability.
5 Improved Equipment Effectiveness engages the entire facility as a cross functional team
focused on optimizing asset reliability.
With the engaged cross-functional teams and a strong stakeholder partnerships, we built best in
class process that have resulted in:
 Increase Overall Equipment Effectiveness (OEE) (Figure #22)
 Reduced unscheduled downtime (Figure #23)
 Reduced scrap rate (Figure #23)
 Improved maintenance resource utilization
 MRO Part spend and inventory reduction (Figure #24 & 25)
Figure #22, Overall Equipment Effectiveness

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Figure #23, Unscheduled Downtime
Figure #24 Scrap Rate
Figure #24 MRO Part Send Reduction

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Figure #25 MRO Inventory Reductions
The end state is a cultural transformation where the entire enterprise is accountable and
responsible to achieve best in class maintenance and reliability performance.
Contact information:
Dale Uitto, CMRP, REC, PMP, dale.uitto@yahoo.com
Key Words: asset management, autonomous maintenance, culture change, critical equipment,
governance, TPM, roadmap, tactical, strategy, vision, reliability centered maintenance