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what is total productive maintenance
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this video is made in collaboration with
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lean community
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join the lean Community now and start
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using the lean token
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this video has the ambition to become
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the definitive guide to knowing and
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implementing total productive
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maintenance also known as TPM
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the tutorial will be divided into
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chapters and in the description you will
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find documents and checklists to
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download to have a written reference and
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to be guided in the implementation of
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the TPM step by step
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in particular the following topics will
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be discussed
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what is the TPM and why it is important
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the history of the TPM
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the six big losses
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the eight pillars of the TPM
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tqm vstpm
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the different types of maintenance
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the nine steps to implement autonomous
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maintenance
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practical tips for TPM
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ready go
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chapter one what is TPM and why it
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matters
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the purpose of the TPM is to have zero
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unscheduled downtime
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achieve this the TPM aims to have only
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planned downtime for example for
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preventive maintenance
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the key to TPM success is to perform
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preventative maintenance effectively and
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efficiently in other words the right
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maintenance must be done at the right
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time to ensure that the Machinery is up
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and running when needed
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to better understand what TPM is and why
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it is important I want to give you the
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example of your car
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most likely you do the oil and filter
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changes on your car on a periodic basis
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also change your tires every twenty
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thousand kilometers before they wear out
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and deflate during a trip
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in other words do you prefer a plan stop
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or an accidental stop with your car
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well the same care you have for your car
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should be carried on your company's
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equipment
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chapter 2 the history of the TPM the TPM
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is a methodology born in Japan after the
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second world war the Japanese industry
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was devastated and the industrial
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leaders to start again began to adopt
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the American philosophies of quality
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management and quality control it is
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history that Dr deeming made many trips
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to Japan to teach Total Quality
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Management
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in those years the Japanese industry
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began to build and use automatic
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equipment the use of automatic equipment
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created the belief and the mindset that
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only specialized technicians could
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intervene on the machines
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this mindset created a distance between
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the line operators and the machines they
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were working on iWork you fix
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this separation and this mentality
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quickly led to a loss of production
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capacity and unplanned and prolonged
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downtime just as quickly the Japanese
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realized that they would not meet their
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delivery and quality targets with
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Machinery that frequently broke down
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so around 1950 the leaders focused on
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preventive maintenance
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preventive maintenance is the concept of
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daily maintenance aimed at keeping the
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Machinery in good operating condition
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and avoiding breakdowns
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unfortunately even with the adoption of
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preventive maintenance the separation
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between maintenance personnel and line
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operators was still great in the
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Machinery continued to stop proving not
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suitable for achieving the set
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objectives
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in 1960 the Denso company introduced the
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concept of autonomous maintenance where
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the line operator had to perform a
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routine maintenance on the machine he
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was working on this practice freed up
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time for specialized maintenance workers
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who could better dedicate themselves to
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preventive maintenance and Technical
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Improvement of the equipment
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the combination of autonomous
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maintenance preventive maintenance and
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Improvement led to the birth of the TPM
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according to the J IPM Japan Institute
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of plant maintenance the first
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definition of TPM was made in 1971 then
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in 1989 it was revised
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chapter 3 the six big losses
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it should now be clear to you that one
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of the purposes of the TPM is to make
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plants more efficient
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by having more efficient systems you can
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work more peacefully and help increase
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company profits
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making plants more efficient means
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eliminating the losses that reduce
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efficiency in general
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for Machinery losses are classified into
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six categories
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equipment failure
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two setup and adjustments
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three idling and minor stops
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4. reduced speed
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5. process defect
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6. startup losses it is very important
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to know and be able to classify these
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losses in order to implement effective
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countermeasures to eliminate them
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let's now go into the details of each
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loss equipment failure breakdown losses
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occur when a machine breaks down in
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maintenance needs to repair it
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how many hours a month are lost in the
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ward or on the line for this reason
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setup and adjustments
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today's world is characterized by a high
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demand for differentiation and small
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batch sizes
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the production must therefore carry out
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type changes several times a month
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but how long does it take for the type
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change if the molds are very heavy
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what if there are many screws and bolts
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to screw in and out
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what if the adjustments are very complex
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and can only be done by an expert
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idling and minor stops
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when the pieces stop on a shoot of an
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automatic machine the operator solves it
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by himself and does not call for
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maintenance this is a classic example of
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a minor stops the sum of these minor
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stops perhaps on several machines can
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lead to a large loss of production
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capacity at the end of the shift
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reduced speed
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some plants if not properly maintained
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can meet the quality
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requirements only if they work at a
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speed lower than the nominal one
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process defect
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deeming said defective parts are never
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free someone pays to make them
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it is useless to work even with the
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utmost effort if defects are produced in
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the end
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startup losses a classic example of
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startup losses is when a machine needs
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time after being switched on in Winter
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to bring the working oil to the right
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temperature
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now that you know the six big losses you
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must learn to observe them recognize
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them and measure them correctly when you
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have the measurements you can calculate
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overall equipment effectiveness
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for the definition of the oee and how to
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calculate it I leave you a series of
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in-depth videos in the description
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chapter 4 the eight pillars of the TPM
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in the literature a model of
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implementation of the TPM is often
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proposed with the figure of a temple
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with eight pillars that must be built in
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order and in time
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following the road of the eight pillars
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we will no longer stop at the machines
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alone but the Improvement will affect
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the complete organization
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you can find a slightly different order
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based on the source here I propose the
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sequence of the J IPM Japanese Institute
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of plant maintenance
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pillar one autonomous maintenance
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operators who use all of their senses to
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help identify causes for losses
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pillar 2 focused Improvement
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scientific approach to problem solving
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to eliminate losses from the factory
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pillar 3 planned maintenance
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professional maintenance activities
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performed by trained mechanics and
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Engineers
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pillar for Education and Training
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support to continuous Improvement of
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knowledge of all workers in management
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pillar 5 early management
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scientific introduction of equipment and
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Design Concepts that eliminate losses
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and make it easier to make defect-free
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production efficiently
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pillar 6 Quality Maintenance
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scientific and statistical approach to
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identifying defects and eliminating the
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cause of them
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pillar 7 safety health and environment
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scientific approach to solutions that
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will improve the safety health and
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environment
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pillar 8 office TPM
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using TPM tools to improve all the
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support aspects of a manufacturing plant
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including production scheduling
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materials management and information
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flow
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chapter 5 tqm versus TPM
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total quality management and total
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productive maintenance are often used
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interchangeably
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however tqm and TPM share a lot of
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similarities but are considered as two
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different approaches in the official
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literature
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tqm attempts to increase the quality of
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goods services and concomitant customer
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satisfaction by raising awareness of
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quality concerns across the organization
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[Music]
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qm is based on five cornerstones
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one the product two the process that
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allows the product to be produced
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the organization that provides the
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proper environment needed for the
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process to work
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4. the leadership that guides the
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organization
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5. commitment to Excellence throughout
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the organization
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in other words tqm focuses on the
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quality of the product while TPM focuses
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on the losses that impede the equipment
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used to produce the products
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tqm and TPM can both result in an
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increase in quality however the way of
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going there is different
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TPM can be seen as a way to help to
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achieve the goal of tqm
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chapter 6 the different types of
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maintenance
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four General types of Maintenance
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philosophies can be identified namely
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corrective preventive risk-based and
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condition-based maintenance
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corrective maintenance
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maintenance is carried out following
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detection of an anomaly and aimed at
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restoring normal operating conditions
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this approach is based on the firm
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belief that the cost sustained for
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downtime and repair in case of fault are
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lower than the investment required for a
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maintenance program
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this strategy may be cost effective
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until catastrophic faults occur
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two preventive maintenance
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maintenance carried out at predetermined
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intervals or according to prescribed
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criteria aimed at reducing the failure
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risk or performance degradation of the
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equipment the maintenance Cycles are
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planned according to the need to take
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the device out of service
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the incidence of operating faults is
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reduced three risk-based maintenance
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maintenance carried out by integrating
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analysis measurement and periodic test
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activities to standard preventive
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maintenance
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all equipment displaying abnormal values
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is refurbished or replaced
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in this way it is possible to extend the
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useful life and guarantee over time high
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levels of reliability safety and
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efficiency of the plant
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four condition-based maintenance
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maintenance based on the equipment
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performance monitoring and the control
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of the corrective actions taken as a
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result
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the real actual equipment condition is
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continuously assessed by the online
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detection of significant working device
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parameters and their automatic
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comparison with average values and
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performance
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maintenance is carried out when certain
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indicators give the signaling that the
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equipment is deteriorating and the
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failure probability is increasing
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chapter 7 the 9 steps to implement
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autonomous maintenance
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Peter romant UK TPM Guru has proposed a
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widely used nine-step model
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the nine-step process is a long and
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thorough one absolutely not a quick fix
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step one collect equipment history and
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performance analysis
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this step focuses the project and sets
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measurement objectives for example cost
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oee material savings Step 2 Define and
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calculate oee
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clarify the meaning and interpretation
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amongst team members set up an oee
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display board at shop floor brainstorm
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have possible causes and display on a
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chart step 3 assess six big losses and
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set priorities
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this will involve an analysis such as
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shown in the last section agree and sign
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off the priorities with management
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step 4 critical assessment
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produce a list of all components of the
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relevant machines discuss and understand
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the role of each component and their
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interdependencies not superficially but
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in detail discuss the optimal conditions
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for the operation of each critical
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component EG temperature lubrication
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cleanliness sharpness
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then Define the normal operating
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conditions
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step 5 initial cleanup and condition
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appraisal agree the cleaning areas
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Source all necessary and specified
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cleaning equipment
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photograph the current state
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systematically inspect every part of the
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machine in detail
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clean and inspect capturing problems
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found
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develop a cleaning and inspection
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program cleaning is checking
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identify sources of contamination
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internal and external and develop a plan
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to eliminate isolate and prevent
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contamination
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step 6 plan refouragement
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develop a phased refurbishment schedule
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covering item labor hours planned
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completion and pdca cycle stage look
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into poke a yoke and quick changeover
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and undertake this where necessary
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step 7 develop asset care
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clearly define the role and the tasks of
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the operator
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produce a clean and checklist with
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appropriate frequencies
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develop a commission by board covering
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the phased and daily activities of
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Maintenance safety quality and operator
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checks
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identify Mark and color code all gauges
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pipework lubrication points levels and
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sight classes not positions
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step 8. develop best practice routines
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and standards
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taking all that has been learned in
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previous steps assemble a best practice
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manual develop single pot lessons where
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necessary
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review standard operating procedures and
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maintenance instructions
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again think of your car
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at least 30 checks are possible without
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any mechanical knowledge
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step 9 problem prevention this is an
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improvement cycle oee leads to the
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particular loss being identified leading
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to the issues that are tackled by the
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five wise and often by a three analysis
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all of this feeds back to earlier stages
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to complete the cycle
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chapter 8 practical tips for TPM
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tip number one
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be guided by an expert
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it is very important if you are at the
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beginning to be guided by an expert who
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can explain the first steps on the basis
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of Consolidated experience
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Benjamin Franklin said
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education is the investment with the
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greatest returns
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tip number two don't start with the
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company-wide TPM program
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you start with one machine and focusing
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on only one of the three components of
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the oee for example availability
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when you have measured and improved the
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first Factor spread to the others and
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then to other machines tip number three
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plan adequate resources for maintenance
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if you don't plan adequate resources in
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terms of people and spare parts the
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first results you will get on the first
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machine will inevitably be lost when you
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move to other machines
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there are many other practical tips for
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implementing the TPM and I invite you to
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join the lean Community Discord server
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to find experts available to answer all
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your questions
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find the link in the description
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conclusions
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the TPM is a program created to maximize
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the production capacity of the machines
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TPM needs method time and adequate
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resources to be effective
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it is proven that the investment made in
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a serious TPM program has an economic
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return for companies
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if you want to know more you can find
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TPM experts on the lean Community
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Discord server
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find the link in the description
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foreign
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[Music]
