The document discusses Nestlé's TPM reference guide, which provides a framework for factories to implement Total Productive Maintenance (TPM) consistently. It outlines the structure and content of the guide, including implementation strategies, examples of selecting a pilot line, and defining the roles and responsibilities in the TPM organization structure. The guide is designed to align various TPM models under one common approach and terminology. It focuses on the initial implementation phase for reference factories and partners.

1. Nestlé Continuous Excellence
Introduction to the TPM Reference Guide
24th September 2008

2. NCE/ 2
Agenda
Role and structure of the TPM reference guide
Examples:
Factory Implementation Strategy
Pillar Autonomous Maintenance
Use of the Reference guide
Conclusion

3. NCE/ 3
TPM Reference Guide will support
implementation of the One Model ...
Reference Guide ...
TPM
LEAN
NIMS
... will ensure a consistent, sustainable and successful implementation
Aligns the various
models to one approach
and one terminology
Provides an initial
framework for
implementation for
reference factories and
external partners

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The Reference Guide is not
An exhaustive training document
A complete description of all elements of TPM
A guide to implement TPM in Markets without TPM Competence
What are the characteristics
of the TPM reference guide
The Reference Guide
Shows the Nestlé way of doing TPM
Demonstrates mandatory implementation elements unless
otherwise noted as recommended or example
Aligns the various TPM market models to one approach and
one terminology
Provides an initial framework for implementation of TPM with
focus on Maturity Phase 0

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Development of TPM Reference guide in Brazil
based on market experiences
Nestlé
Brazil
Nestlé
USA
Dreyer´s
Laurel
Gerber
Fremont
Nestlé
Germany
CO-OP

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Structure of the TPM Ref. guide, Version 1
•Placed in documentum like BICR
•Controlled access rights

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Agenda
Role and structure of the TPM reference guide
Examples:
Factory Implementation Strategy
Pillar Autonomous Maintenance
Use of the Reference guide
Conclusion

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TPM Steps and Maturity Phases
0
1
2
3
4
5
6
7
8
9
10
11
12
Phase 0
Phase 1
Phase 2
Phase 3
Phase 4
Consolidate TPM and Raise
Levels for JIPM PM Prize
Launch Safety, Health, and
Environment Pillar
Formally Announce Decision
to Introduce TPM
Preparation
Create TPM Promotion Organization
Establish TPM Basic Policy and Goals
Draft Operational Master Plan
Expand the Reliability Pillars (AM, PM,
FI and E&T) to Next Lines
Kick Off TPM Initiative
Launch Early Management Pillar for
New Products and Equipment
Launch Quality Maintenance Pillar
Launch LEAN factory and Office pillar
Conduct TPM Introductory Education,
Begin Pilot Line, Launch AM, PM, FI, ET
8 months
26 – 32 months
38 – 50 months
50 – 62 months
Continual
Breaking the 12 TPM
Implementation Steps into
“Maturity Phases” allows
for easier corporate
governance and
standardized progression
for an entire factory and
across various markets.
Cumulative
conclusion
time
(Indicative
times)

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0.2 - Identify TPM Coordinator based on
Job Description
Main Purpose of Job
Job ID: Grade:
Job Title: TPM COORDINATOR
Reports To: FACTORY MANAGER
The TPM Coordinator coordinates the TPM implementation in the factory. Accomplishes this by
working with the TPM Executive Committee, pillars and local committee. Coordinate and integrate the
factory TPM strategy to build capability and drive consistent TPM deployment in order to enable the
factory to improve the factory performance in a sustainable way.
Main Responsibilities Dimensions / KPIs
 Line performance/ factory
 Progression of TPM steps and phases
 Delivery of loss elimination consistent with
zero loss journey KPI
 NCE improvement targets
Key Competencies / Skills
Proactive Cooperation HD
Service Orientation D
Leading People HD
Developing People D
Result focus HD
Impact and convince others HD
Initiative: D
Others:
Planning & Organisation D
S=Standard D=Developed H/D=Highly Developed
Skills & Knowledge
 Intermediate knowledge of TPM or similar
continuous improvement methodology
 Good influencing skills
 Good understanding of the business needs
 Knowledge of Nestle policies and systems
 Problem solving techniques
 Change Management
 Actively support the teams in the TPM activities on the shop floor
 Drive the TPM implementation by supporting the factory manager and pillar leaders
in the factory
 Lead the Promotion Campaign for TPM in the factory
 Coach the pillar leaders and members
 Participate in defining and executing the factory TPM masterplan
 Assessment of the implementation progress in the factory
 Coordinate TPM trainings at all levels
 Promote and support cross-fertilization of ideas, knowledge, standards and
improvements
 Coordinate the support from external consultants if applicable
 Motivate and empower people through positive attitude and stimulate change in
traditional mind set
 Communicate TPM activities and results
 Ensure that TPM work is impacting both results and the culture change towards the
vision as determined by the plant zero loss journey
 Collaboration with the TPM Manager in the market
 Provide feedback on progress of TPM to Steering Committee
 Integration of the pillars
 Coordination with master pillar leaders and other TPM coordinators
 Compliance to Nestle TPM Reference Guide
Required Qualifications
 Factory experience (3 years +)
 Previous Leadership experience (leading others or projects)
 Theoretical or Practical knowledge with TPM
 Degree (2 year or higher)

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Criteria example from Brazil:
- Avoid leadership change in the pilot area
- Average occupancy, need of availability to practice.
- Man-machine density: 1 person/4-5m machine, at most.
- Lines with no big projects in operation. Careful not to invest in machines or equipment which is
likely to become obsolete
- Potential for expansion (similarity to other lines) may expedite reapplication.
- Result as opportunity, but it is not a priority premise at this moment.
- Available, since the line should be attractive to all the process/plant, in order to arouse interest of
other areas.
- Maintenance budget for recovery.
- Education level, the higher, the better
(link para o arquivo)
0.6 - Example Pilot Line Selection Model

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Example of a General Structure in a factory
implementing TPM
IMPLEMENTATION
SUPPORT STRUCTURE
Autonomous Maintenance
Education &Training
Planned Maintenance
Focused Improvement
Early Management
Quality Management*
Office
SHE
TPM
Coordinator
Factory
Manager
Department
Heads
Executive Committee
Local Committee
Pillars Representative
Level Below
Dep. Heads
Pillars Leaders
MANAGEMENT
STRUCTURE WITH TPM
Lean Factory
Work Groups
Operators &
Maintenance
AWG MWG
Hierarchical Report cooperation Functional Report Not part of pillars
* Quality Analyst before Pillar Launch

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Execute Loss Tree in Pilot Line
Process owners (Local Committees and
HOD) are trained in the method to execute
Loss Tree
Execute the Loss Tree in each line of the
factory
Calculate the financial impact for the Loss
Tree in the areas
4.2 - Analysis: Loss tree analysis for the whole factory
supports prioritisation of improvement topics
Losses Tree Analysis is a tool to identify the Major Losses
and prioritize projects that impact Factory Performance



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BEM, Supply-Chain Manager & Technical Manager interview will be
conducted by the Factory Manager
The Factory Manager may include other appropriate site and
corporate leaders (Category Technical Manager and TPM Manager)
Questions include:
What are the important issues, losses, and trends in your business ?
How could these relate to Factory and Operations ?
What are the “3 Key priorities" for Factory and Operations in the next
3-5 years ?
What Key Performance Indicators do you need to drastically improve on
the path to zero?
What scale of improvement do you need to target ?
4.1 - Business Alignment and TPM Orientation Review with the
BEM, Supply-Chain Manager & Technical Manager
This information will later become part of a factory’s Compelling
Business Need and Zero Loss Journey

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1. CBN & ZLJ
4.6 - Example Zero Loss Journey

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5.2 – Conduct the Maturity Phase Assessment for
Phase 0
Each Phase has a series of elements
and steps
Each phase has an objective
assessment that can be performed by
Pillar and by Overall site
A phase must be passed to formally
begin the next phase
Phase assessments are conducted
initially internally and validated by
external partners (Corporate or
consultant)
All applicable pillars must pass their
criteria for a site to pass between
phases. This assures integration and
synchronicity

16. NCE/ 18
7.0 – Expansion of TPM Activities to next
Production Lines
Pilot Line:
AM Step 1
Pilot Line:
AM Step 2
Pilot Line:
AM Step 3
Line 2:
AM Step 1
Line 2:
AM Step 2
Line 2:
AM Step 3
Pilot Line:
AM Step 4
Line...
AM Step 1
Line...
AM Step 2
Line...
AM Step 3
Pilot Line Must:
- Be in AM Step 3
- Achieve 90% Elimination of
Equipment Abnormalities
- MTBF increase by 60%
ETC...
Pilot Line must meet minimum criteria for
expansion
Subsequent line expansions occur when
enough capability is developed to justify
expansion
Consider resources and time when planning the expansion to other line
to be able to cope with the support requirements
Gradually expand to other lines, but take into account that after 26-32
months all lines should have passed AM step 3
Involve external specialist in the planning process (Corporate TPM
Manager or external partner)

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Agenda
Role and structure of the TPM reference guide
Examples:
Factory Implementation Strategy
Pillar Autonomous Maintenance
Use of the Reference guide
Conclusion

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Agenda
Foreword
Pillar Definition
Pillar Methodology
Pillar Structure
Work Groups
Pillar Management
Key Learnings

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Term Description
Autonomous Work Group (AWG) Line Operators and Mechanics applying AM Methodology and
being engaged in AM Activities
AWG Autonomy % Measures the % of tags being solved by the operator.
Centerlining A standard process using, and documenting, visual controls to
identify and monitor best equipment settings & ranges. A tool
provided by the AM Pillar for aligning operators to the best
equipment settings (Electronic & Hardware) to ensure equipment
operates in normal condition and changeovers are executed
effectively and efficiently
CIL Standards Clean, Inspect and Lubricate Standards
ECRS Eliminate – Combine – Reduce – Simplify (ECRS). Problem
Solving tool used to determine best solution to a problem or loss.
Hard to Reach (HTR) Places Difficult to access places for cleaning, inspection, lubrication and
operation
Major Abnormalities – Audit Criteria Abnormalities of basic conditions not identified before the Step
Audit
MTBF Mean Time Between Failures
Indicates the mean time between Breakdowns or Catastrophic
Breakdowns on a production Line
Glossary

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Autonomous Maintenance Pillar Mission
TPMN
LEAN
Fact.
ET
AM
PM
EM
QM
OFFICE
SHE
FI
Build employee capability, increase pride and
ownership in equipment, product, process and
environment resulting in reduced breakdowns,
minor operational stoppages, abnormalities and
losses to deliver world class business results.

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Main Roles of a pillar
METHOD 1) Define methods and tools
TRAINING 2) Training of methodology and tools
COACHING 3) Provide coaching on methodology and tools
4) Ensure the right application of the concepts, methodology and
tools
TPMN
VSO
Fact.
ET
AM
PM
EM
QM
OFFICE
SHE
FI
TPMN
VSO
Fact.
ET
AM
PM
EM
QM
OFFICE
SHE
FI
AUDITS

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Autonomous Maintenance Activities
Perform initial cleaning Clean for Inspection, expose irregularities such as basic condition
abnormalities, contamination sources, inaccessible places, and
sources of quality abnormalities, begin centerlining activities
1
Eliminate contamination
sources and hard to reach
places
Reduce equipment deterioration by eliminating sources of
contamination, and improving parts that are hard to clean, check,
lubricate, tighten and manipulate
2
Establish provisional
standards for cleaning,
inspection, and lubrication
Formulate CIL standards, introduce visual controls, begin transfer
lubrication responsibilities to AWG
3
General equipment
inspection
Provide inspection skills training based on technical inspections and
improve equipment to facilitate checking. Make extensive use of visual
controls
4
General process inspection Teach process performance, operation and adjustment, handling
abnormalities. Update CIL standards. Understanding process
variables.
5
Systematize autonomous
maintenance
Establish process and CIL standards. Improve setup procedures and
reduce WIP. Establish a system of self-management for workplace
flow, spares, tools, etc.
6
Practice full self-
management
Evolve activities and standardize improvements, reduce costs by
eliminating workplace waste, improve equipment, monitor equipment
and process conditions, increase equipment lifespan
7

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AWG Step Audit Flow
Minimum Audit Score and all
Mandatory Criteria must be met
Start
AWG Self-Audit
x% Audit Score
AWG to define Action
and Execution plan
( With help of the
AM Pillar) AM Pillar Leader and TPM
Coordinator Audit
Factory Manager
Final Audit
y% Audit Score
80% Audit Score
Approved to Start the
next Step
Yes
No
No
No
Yes
Yes
Note: x ≥ y ≥ 80%

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Autonomous Maintenance - Step Audits
Plant: Date:
Line:
Group: Responsible for the Sector:
Auditors:
Pillar Leader:
M/R 1 4 7 10
Do they meet the objective of 30% for the GAP between Tags placed and removed?
R
Are there unidentified abnormalities in the equipment? Objective < 10% over pending Tags.
R
Is there a reduction of minor operational stoppages by 25% (Where minor stops are not an issue, 25% reduction of other targeted
loss) R
Is there a gap of Safety and Qualtity Tags ( Objective = 0!)
R
Is NGMP according the line objective? (Value to be defined)
R
Are step 1 of the methodology to be followed and step 1 and 2 well understood by group members and shown on the activity board?
M
Do the AWG know the losses of the loss tree associated with their production line/machine?
M
Are the targets of the team clear and can everyone explain them? Are the trends for the main indicators shown and can everybody
explain them? M
Are the responsibilities among Autonomous Work Group (AWG) members clearly defined and does everyone know what to do?
(OPL, Activities Chart, Tools, Tags) M
Is the machine ownership clear and adequate?
M
Has the team a skill matrix and are trainings completed according to the targeted skills for step 1?
Do Team members demonstrate their capability accordingly? M
Are 10% of the abnormalities solved by the Operators (AWG Autonomy)
R
Is there a board in place and is it according to defined standards?
M
Are all the participants working on the actions and is it possible to check this?
M
Abnormalities
Do they know where and which are the main abnormalities of the equipment? Can they explain the relationship between equipment
abnormalities and breakdowns? M
Past accumulation of contamination on equipment and in the environment has been removed (initial cleaning)? All bolts and nuts
are tight. Lubrication system works correctly. M
Were the cleaning plans established, including who, what, when, where, why, and how to clean?
M
Were temporary standards for the cleaning of sources of contamination and hard to reach places generated?
M
Is the initial situation of the equipment recorded with photo's (before/after) on the board?
M
Is the tagging procedure defined and is properly working?
M
Is there a follow up graph of tags placed and removed, is it up to date and is it discussed in the AM meetings?
M
Is there a graph with the problem types of the tags in place and is it up to date?
M
5S Are the first 2 Steps of 5S implemented (Sort, Set in order)?
M
OPLs Are OPLs regularily written and used?
M
Were sources of contamination (SOC) identified?
M
Were hard to reach places (HTR) for operation, cleaning, inspection and lubrication identified?
M
Are the mandatory
results met?
TPM
Methodology
Team
Results
TPM Methodology
& Team related
topics
Content of
AM Step 1
Tagging
HTR & SOC
Cleaning &
Inspection
Classification
AUTONOMOUS MAINTENANCE AUDIT – STEP 1
Mandatory results need to score 10 to be able to pass the step audit

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Mandatory Criteria for step change
Drivers/Audit Criteria's
Impact
 Minor operational stoppages
PQCD
PQCDSM
 Gap of Total Tags (%)
 Major abnormalities not identified (%)
PQS  Gap of Safety and Quality Tags (%)
 Transfer of Lubrication Activities (%)
 Transfer of Inspection Activities (%)
CM
Step 1
30%
<10%
0%
Step 2
20%
<7%
0%
Step 3
10%
<5%
0%
Step 4
5%
<2%
0%
CQ  Index of Total Cleaning Time
Q  NGMP According to line objective
Significant transfer
(to be defined by factory and market
with external partner)
25% 50% 75% tbd
0% 10% 20% tbd

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Agenda
Role and structure of the TPM reference guide
Examples:
Factory Implementation Strategy
Pillar Autonomous Maintenance
Use of the Reference guide
Conclusion

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How should it be used?
Factories to go through before starting TPM
Look up for clarification in the course of the implementation
Take templates and good examples
Use of the TPM reference guide
Who will have initial access to the reference guide?
Use by factory, market and head office responsibles who are involved in
implementation in the TPM factories (Status: 220 users)
Use also by EFESO to ensure consistency in the support to the factories

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Conclusion
Management of the TPM Reference guide:
Process will be developed to further improve the reference guide:
capture feedback from the reference factories and external specialists
Validation committee for update process to be defined (Markets, Centre,
etc.)
Regular update e.g. twice per year
Elements to be defined:
Remaining pillars (EM, QM, SHE, Office, LEAN factory)
Phase assessments
Further details for AM, PM for later implementation phase

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Conclusion
The TPM Reference guide:
is based on applied methodologies and principles with proven feasibility
is developed by factory and market representatives with TPM experience
(Brazil, Gerber, Dreyer´s, USA, Germany)
is an detailed, initial framework for the TPM Roll-out (161 files)
supports to have a disciplined implementation approach
is not a guide to implement TPM in Markets without TPM Competence.
Practical experience is needed!
TPM implementation based on the TPM Reference guide
will be ensured by audits

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“…engage everyone’s heart & mind
in a consumer-driven War on Waste”