The key to motivation is the motive.
Stephen R. Covey.
Successfully implement a process of profound change1 TPM requires a clear understanding of the motives behind it. This involves having convincing answers to questions such as:
• What led our company to want to embark on this project?
• What are the underlying reasons, needs, and expectations behind the decision to launch the program?
• What kind of impact should a successful implementation have on key stakeholders?
• What changes will need to occur for the implementation to be considered a success?
In any healthy implementation, the first step in genba2 are the 5S (Seiri, Seiton, Seiso, Seiketsu and Shitsuke)This is how you begin to put the program into practice, that is, you start turning the wheel of Continuous Improvement and, therefore, the CAPDo cycle.
However, before the kickoff, a series of activities must be carried out. The first and most important is to clarify what success means for each of the key stakeholders.
This is because as Kunio Shirose says: “TPM implementation is not an end in itself; it is a means to address corporate needs, principles, and goals.”
Therefore, the first step toward success with TPM is to clarify the needs and expectations of key stakeholders. In this sense, we say that TPM also aims to achieve the other 5 S's.
The 5 “S” of Satisfaction.
To achieve success with TPM, the needs of all five key stakeholders must be met.
Customer Satisfaction.
Without which the company dies.
Employee Satisfaction.
Of everyone, and especially the operators, who are in the trenches making success happen. And that's how they should be treated and rewarded.
Supplier Satisfaction.
They're not enemies, but strategic allies. And that's how they should be treated and rewarded.
Satisfaction with the Community and the Environment in which the company is located.
It is an important challenge and an unavoidable responsibility to demonstrate and prove that as a company, we can and must have a positive economic, social, and environmental impact. A triple sustainability approach that is now known as a B Corporation. This approach ensures that industrial activities not only do not cause harm, but, on the contrary, make a positive contribution to the environment—both economically, socially, and environmentally.
Finally, and as a result of these four previous ones, the following will be achieved:
Shareholder Satisfaction.
Yes, shareholder success is a consequence of the four previous satisfactions. It's hard to realize it's not the other way around. But history proves it time and time again.
To clarify these needs and expectations, TPM uses the following model, which can be seen in the image.
External Factors / Internal Factors – Basic TPM Policy – Key Points and Goals for the next 3 years.
First step to success
We will focus on the External Factors / Internal Factors.
The FE/FI represent the definition of success. That is, what must happen for the implementation to be successful. They answer the essential question about purpose: why we do what we do. Why and for what purpose we are implementing TPM.
They refer to needs or demands that come from both the outside world and within the company itself. They can be both opportunities and threats.
- What is challenging us today from the outside, which is driving us to launch this project of change?
- What internal challenges do we have that require a response that TPM can help build?
The most important external and internal factors must be identified. Four or five of each is a good number.
The company may have multiple needs or demands, both internal and external. It's not about writing them all down, but rather choosing the most significant and representative ones that require a concrete response over the next three years of implementation. As we mentioned, these demands significantly affect the relationship and the desired results with one or more key stakeholders.
The FE/FI are the beginning of everything, since the goals and objectives that are then defined must respond to these challenges. In fact, the entire Hoshin Kanri3 It must serve to respond to these external and internal “Demands” or “Needs”.
Therefore, if you want to successfully implement TPM, answer these questions clearly. Then organize your business and your implementation to provide coherent and consistent answers.
Eng. Raúl A. Perez Verzini
TPM Instructor No. 723 – JIPM
Master in Organizational Development and Behavior
Grades
1 It is an organizational change that combines internal modifications of people's values, their aspirations and behaviors, with external variations in processes, strategies, policies, practices and systems.
2 The place where the events take place. The factory floor most often.
3 Deployment of organizational goals and the means to achieve them throughout the company. Connecting top management with autonomous floor teams.
