TPM is a program for developing people's skills that uses equipment as teaching material.
Based on this principle, we have developed a Comprehensive Training Plan to support the implementation of TPM, understood as a Comprehensive Industrial Management System.
We emphasize not only the methodological and practical aspects but also the understanding of the philosophy behind each tool and its connection to successful program implementation.
In all cases, we draw on real-life experiences and cases to help participants gain a thorough understanding of the tool being studied.
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Fundamental Courses |
Duration |
Description |
| TPM for Managers | 4 hours | It presents the central idea of TPM, emphasizing the paradigm shift from the Maintaining Equipment to Maintain Competitiveness.Importance, scope, and purposes of the program. Implementation method, benefits, practices, and the role of senior management.More information
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| Basic TPM Course | 4 pm | Overview of TPM, focusing on the current understanding of the system as Total Performance Management. Explanation of the eight core activities. Aimed at managers, technicians, and supervisors.More information
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| TPM Facilitator Training Course | 40 hours | A comprehensive theoretical and practical course developing each of the TPM pillars. Emphasis is placed on the methodologies of the pillars of Autonomous Maintenance, Planned Maintenance, Targeted Improvements, and Education and Training.More information
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| Master Plan Creation Workshop | 32 hours | Identification of External Needs/Internal Needs and definition of Basic Policy. Selection of key PQCDSM indicators (KPI Panel). Creation of a Master Plan for the entire company's progress over a 3-5-year period. This workshop requires participants to have previously participated in the Training of Facilitators Course. |
| Training of Multipliers for the development of Autonomous Teams and Autonomous Maintenance | 32 hours | Conducting autonomous maintenance activities for operators. Focusing on the initial stages and their relationship with the methodology's other tools, in pursuit of the expected results. Preparing operators to advance through the stages of Autonomous Maintenance, empowering them to take on new challenges and self-manage their routine activities. |
| TPM Coordinator Training | 24 hours | Philosophical aspects of TPM. Relationships between the various Pillar activities. How to structure the development of each pillar within the company. How to interact with the departments. This course requires prior participation in the Facilitator Training Course and the Master Plan Creation Workshop.More information |
| Change Management | 4 pm | Types of change. Personalities, cultures, and groupthink. The phenomenon of "resistance." The life cycle of change initiatives. Challenges of the change process. Personal attitude toward change. Covert processes. Recommendations.More information |
| Development of the Education and Training Pillar. Managing the Skills Matrix | 32 hours | This step-by-step guide explains how to implement a Human Resources department to adapt it to the requirements of the Education and Training Pillar within the context of TPM, understood as an integrated management system. Defining knowledge and skills. Defining necessary and desirable competencies. Assessing competencies and training on and off the job.More information |
| Development of the Planned Maintenance Pillar | 32 hours | Conducting planned maintenance activities to support autonomous maintenance. Controls and records for fault analysis using visual management. Activities to achieve zero failure. Planned maintenance activities focused on reducing costs and increasing equipment lifespan through the application of advanced diagnostic and condition monitoring techniques. |
| Focused Improvement Pillar Development. Mapping and Eliminating Losses | 32 hours | Survey of major equipment losses and prioritization criteria for improvement work. Development of a problem analysis methodology to determine the root cause and plan actions to prevent them from occurring. |
| Development of the Maintenance Prevention Pillar | 32 hours | Managing the introduction of new equipment. Knowledge and improvement records. Improvement history. Equipment lifecycle cost. |
| Development of the Pillar of Administrative Areas and Support Functions | 32 hours | Organization and systematization of the management methodology for administrative areas aimed at reducing losses. Application of the same concept used in production. |
| Development of the Safety, Health and Environment Pillar | 32 hours | Knowledge of a systemic and integrated approach to other company activities. Aimed at building a healthy, safe, and pleasant environment through a structured implementation methodology. |
| Development of the Quality Maintenance Pillar | 32 hours | Introduction and/or consolidation of the Zero Defect concept achieved through reliable machines and processes. The methodology is integrated with the Quality Management System and is based on the Continuous Improvement Cycle. Activities are carried out in the workplace by Autonomous Teams. |
| Theoretical and Practical Seminar: 5 S's: The Seeds of Organizational Change | 40 hours | Awareness, preparation, and training of people to lead an implementation process, going beyond traditional concepts. It includes practical information on successful case studies. This course brings together Basic Concepts, Applications, and Tips for Success. Aimed at Implementation Managers. (TPM Office)More information. |
| 5 S's for Operators | 8 hours | Short, practical course aimed at operators. The course focuses on the application of the five senses and the placement and resolution of Red Cards. Practical exercises are developed and case studies are presented of companies that overcame barriers to successful implementation. |
| OEE – Overall Equipment Effectiveness | 4 pm | Course to learn how to calculate OEE following the JIPM guidelines. TPM and Losses. Ways to Measure OEE. Ways to Improve OEE. The Role of Autonomous Groups and Support Departments.More information |
| Management by Indicators. Development of KPIs for effective TPM management associated with the TPM Pillars | 4 pm | Developing KPIs for Effective TPM Management. Critical Indicators for Each TPM Pillar. Pillar Committee Indicator Dashboard (TPM Office)More information |
| Visual Management | 4 pm | The why of Visual Management in the context of 5S and TPM. Types of visual tools. Use cases. The role of Autonomous Groups and support departments. Examples of Visual Management. How to manage the Dashboard. |
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Complementary Courses |
Duration |
Description |
| Theoretical and Practical Course on SMED | 40 hours | SMED: Single Minute Die Exchange – Quick Tool Change. Step-by-step guide to reducing setup times.More information. |
| POKA YOKE | 8 hours | Poka Yoke Concepts. Types of Inspections. Types of Errors. Application of Quality Tools for Defect Prioritization and Root Cause Findings. Control Functions and Adjustment Functions. Poka Yoke Examples. Application Exercises. Defect Analysis. Poka Yoke Development. |
| HOSHIN KANRI Deployment of Objectives: Goals and Measures | 4 pm | Policy Deployment. Business Management and Planning. Hoshin Kanri as part of TPM. From top management to the factory floor, a single organizational vision and mission. Participants in this course should have first completed the Indicator-Based Management Course. |
| The 8D Problem Analysis and Resolution Tools | 4 pm | The Eight Disciplines for Problem Solving: 8 Habits to Develop in a Practical Course Applied to Real-World Cases That Promote Teamwork and Effective Problem Solving.More information |
| Basic TPM CAPDo Tools and 5 Whys | 4 pm | Theoretical and practical course to understand the foundation of the simple problem-solving philosophy behind TPM. CAPD (Check – Act – Plan – Do) Based on the Deming Cycle, TPM turns the wheel, giving it even greater effectiveness in defining problems and finding solutions. The 5 Whys is a simple tool for finding the root cause(s). |
| FMEA | 4 pm | The FMEA tool provides a framework for the qualitative and structured analysis of processes and/or equipment, especially production processes. What is a FMEA? How to conduct an effective FMEA analysis. Steps required for preparation. Organization of the responsible team: roles and responsibilities. Relationship to the 5S principles. Forms and documentation required for the analysis and its recording. Recommendations for proper implementation. Obstacles to conducting an effective FMEA and how to overcome them, including time management during the activity. |
| Kaizen Event | 4 pm | A two-day workshop to boost critical awareness of workplace loss. This guided activity aims to restore and/or maintain enthusiasm for Continuous Improvement programs by identifying opportunities for improvement.More information |
| Value Stream Mapping Process Mapping | 4 pm | Objective of process mapping. Examining macro processes. Quality versus speed of response. Analysis of current processes. Definition of desired outcomes. Cycle of care reduction paradigms. Root cause identification and proposed solutions. Problem-solving step model. |
| The 7 Tools of Quality | 8 hours | Overview of Quality ToolsProcess Flowchart Checklists Cause-Effect Diagram or Fishbone (Ishikawa) Histograms Control Charts Scatter Diagrams 5W1HPractical examples of the application of each tool. |
| Process Management: The ISO 9001 Approach | 8 hours | Process Management – ISO 9001:2008 Requirements. The Three Aspects of Quality Management. Performance, Activity, and Environment Indicators. Definition of Strategic Macroprocesses. Definition of Subprocesses. Definition of Supporting Processes. Application of Indicators to Macroprocesses, Subprocesses, and Supporting Processes. Application Examples Using ISO Requirements. Definition of Quality System Documentation Using Process Logic. Practical Application to a Company Process. Planning the Transition to ISO 9001:2008 More information |
