In our Newsletter No. 4, February 2006 , and in relation to a statistic that indicated that 85% of the industries surveyed said they were at the limit of their production capacity, we dared to speak of “Industries that DO NOT work to the limit”.
The central idea of the article was to give a different answer to the already traditional "we need to invest in more technology."
Today, a year and a half after that proposal, we reaffirm: there are other ways to capitalize on market demand without dying in the attempt, and one of proven effectiveness is TPM.
Why TPM?
We could write a book about the advantages that justify this statement. But for the sake of summary, we can say that:
- It's the best system we know that provides a coherent and consistent response to a concrete reality: we can no longer transfer our internal inefficiencies to price (i.e., to the market). We must resolve them by looking at ourselves critically.
- It is a step-by-step methodology that forces us to move away from short-termism.
- It achieves the much-vaunted cultural change because it involves everyone in the organization, at all levels.
- It is aimed at keeping the company competitive in the market.
- It focuses on losses, those more or less hidden costs that do not add value to our product/service.
- It is aimed at discovering the root cause of problems and thus providing fundamental solutions, banishing the vocation of "firefighters."
- It allows production to be significantly increased with the same equipment and the same people.
- Transform our company into an organization that constantly learns from its successes and mistakes (and we stop tripping over the same old stones!)
And what does it take to implement?
First and foremost, political decision is needed.
Since businesses have been businesses, there has never been time for true change, the kind that will make us more profitable, more effective, more competitive. And this manifests itself in the same repetitive responses to the same, more or less historical, problems.
We must DO IT decisively. And with the certainty that, beyond the advances and setbacks (which occur in any process of this type), the company shares a common goal.
Secondly, we must be willing to question all paradigms assumed to be true:
- It was always done the same way
- This machine can't do any more.
- The problem is the people
- What are you going to plan in this country!
Finally, perseverance. No profound change, other than "cosmetic," will happen overnight.
In conclusion
We stated in the same article that "As a result of ignoring losses, companies are gradually developing idle capacity, which is more valuable than ever. On the other hand, if companies undertake a campaign to eliminate losses, this means they can double their production with the same equipment and the same operators without acquiring new machines."
Only two steps remain:
- To train, to know, dive into the world of TPM.
- Make the decision and take the first step.
The time then came to follow the example of Hernán Cortés and “burn the ships.”
Until the next news.
