TPM On-site Execution Manual

Author: Shi Changyin
Publisher:
Publish Date: 2006-05-01
Features: TPM theory originated in the United States and was refined in Japan. It entered China through two different pathways, resulting in two distinct TPM styles. One is the equipment-based TPM introduced by Korean companies, and the other is the improvement-based TPM brought by Japanese companies. Both styles derive from Japan's TPM system centered around the Eight Pillars. However, they differ in implementation focus. Equipment-based TPM emphasizes the pillar of equipment maintenance, while pillars like talent development and individual improvement are somewhat neglected. On the other hand, improvement-based TPM prioritizes individual improvement and talent development, but has certain limitations in equipment maintenance. Within these two styles, both Korean and Japanese companies have incorporated their own characteristics. For example, equipment-based TPM sets strict standards and operation manuals for equipment maintenance, reflecting Korean companies' emphasis on standardization. Improvement-based TPM, as the name suggests, demonstrates the Japanese spirit of continuous improvement. Despite their differences, a common point is that Korean and Japanese companies implementing TPM have achieved remarkable results. Chinese enterprises have traditionally focused on learning from external advanced experiences and management methods. In recent years, many large enterprises have begun to introduce TPM activities, hoping to replicate the success of Korean and Japanese companies. However, implementation often faces significant challenges and yields little effect. The root of the problem lies in a one-sided understanding of TPM, its adoption, and a blind copying of Korean and Japanese experiences. They forget the gap between their own foundation and that of others, always seeking to achieve immediate results by directly applying others' experiences. As a result, in the implementation of TPM, they blindly copy the approaches of Korean and Japanese companies. Many methods that work well in foreign or foreign-invested enterprises prove unfeasible in Chinese companies. Korean and Japanese companies can achieve TPM's goal of challenging limits by starting with one or two pillars, thanks to their highly standardized and regulated management foundations, which have created an execution platform for TPM implementation. In contrast, Chinese enterprises, with their weak management foundations, face compatibility issues when trying to install advanced software on a 586 computer, much like attempting to implement TPM. The best solution to this incompatibility is to upgrade and update the hardware. Therefore, the key to Chinese enterprises implementing TPM is "starting from the foundation, conducting comprehensive implementation, and maintaining long-term persistence." Avoid shortcuts and must adhere to the requirements of the Eight Pillars of TPM, covering equipment, improvement, quality, training, safety, and administrative aspects, to promote TPM comprehensively. Only by doing so can Chinese enterprises truly achieve the goal of Total Productive Maintenance (TPM). This book integrates the strengths of both Korean and Japanese TPM activities, presenting them from a fresh perspective. It introduces TPM methods and implementation steps that have been tested in practice, incorporating the author's years of experience guiding TPM implementation in Chinese enterprises. It maintains strong operability while upholding the completeness and comprehensiveness of the Eight Pillars of TPM. It aims to provide a reference for different enterprises to fully understand and apply TPM. Only by fully understanding TPM can enterprises select and adapt it based on their unique characteristics.
First, this book adheres to an example-based introduction method, using images to demonstrate the direct effects of TPM. It includes nearly 140 on-site photos, as well as standard documents and excellent practices accumulated by the author during their work in foreign companies and in large state-owned enterprises in aerospace, steel, and cigarette industries, all presented in a visually engaging manner. This allows enterprises and employees implementing TPM to find what they need directly and use it. This is why the book is titled "TPM On-Site Execution Manual."
Second, this book addresses a long-standing challenge in TPM implementation: the difficulty of evaluating TPM activities effectively as a whole. The third chapter of the book focuses on the TPM Three-Level Evaluation System, which evaluates the performance and results of TPM in teams, departments, and specialized groups using a unified evaluation standard and form, employing a "three-in-one" method to assess the achievement rate of TPM outcomes in each stage. This is also a major innovation in the book's effort to align with the realities of Chinese enterprises.
Additionally, starting from the goal of completely eliminating waste in TPM, the book introduces the classification, composition, hazards, and solutions for 24 major on-site waste phenomena, providing a comprehensive analysis and countermeasures for on-site waste.
Finally, I would like to thank my colleagues and friends who helped with the writing and publishing of this book, as well as the editors and staff of Hai Tian Publishing House for their hard work.
Shi Changyin
December 2005, Shenzhen