In order to successfully implement the Industrial Management program known as TPM, it is necessary to designate, with full-time dedication, a Program Coordinator whose main responsibility is to ensure that the program proceeds in the "right direction and at the right speed." (Cf. Tokutaró Suzuki)
The appropriate selection of this figure is a Critical Success Factor in the implementation of the program and, given that their responsibilities will serve as the link between the different areas of the organization, they must become an expert in management philosophy and methodology.
He or she will coordinate the Pillars Committee, with the aim of introducing the knowledge, skills and attitudes necessary for the success of the program.
This person will have overall responsibility for the organization, coordination and sustainability of the small work groups and will focus on
to al Cultural Change as well as the decrease in Company Losses, the two central axes of any TPM implementation.
Among its most important responsibilities we can mention:
- Coordinate with the General Manager (of the Company and/or Plant) and the Pillars the creation of the TPM Master Plan based on the strategies defined in the company's Business Plan.
- Promote and encourage the implementation of the TPM Master Plan in the Company and monitor its progress.
- Identify and quantify the company's Loss Tree along with the rest of the Pillars.
- Coordinate with the General Manager and the Pillars the preparation of the annual TPM budget.
- Advise the Pillars and the General Manager (and/or Plant as the case may be) to achieve the successful implementation of TPM.
- Audit, supervise, and advise the company's various areas on the successful implementation of the TPM methodology.
- Lead effective Pillar meetings to ensure intense and ongoing exchange between them.
- Continuously promote teamwork among the Pillars in order to achieve a Certification of Excellence in TPM from the JIPM.
- To integrate the Plant TPM Coordinators Committee to promote the exchange of experiences and knowledge, ensuring mutual enrichment and teamwork (if applicable).
- Assist General Management in identifying and addressing all needs that ensure effective and successful implementation of TPM.
- Promote 5 “S” activities throughout the organization by supporting the 5 “S” Council.
- Promote Visual Management and ensure the provision of necessary elements, encouraging the continued use of Activity Charts.
- Promote effective meeting management at all levels of the organization.
- Coordinate the creation of a Comprehensive Indicator System (Indicator Tree) to unify the monitoring criteria for the Company/Plant's management and ensure the correct execution of the Business Plan and the progress of each of the TPM activities (Pillars).
He or she should report directly to the General Manager and functionally to the Corporate TPM Coordinator, if one exists. The Pillar Group functionally reports to the Coordinator.
It is advisable for the TPM Coordinator to have under his or her management all the systems that the company decides to implement (ISO 9001, 14001, 18001, etc.) in order to ensure an integrated implementation under the TPM logic.
TPM, originally known as Total Productive Maintenance and now better known as Total Performance Management, is increasingly popular around the world, especially in Latin American countries. We believe this is due to the fact that more and more companies are realizing that applying TPM can produce astonishing results. We're talking about doubling productivity and/or reducing costs by 30% or more. That's why, as the need to improve competitiveness increases, so do success stories spread across all continents and all cultures.
TPM is undoubtedly one of the most effective systems for improving business competitiveness. But to achieve this and other challenging goals, a Coordinator is required who, as the word suggests, is not responsible for implementing it, but rather for playing the role of facilitator and facilitator of change. The correct selection of this person will be one of the critical success factors.
* Eng. Raúl A. Perez Verzini
He is Director of Action Group, Education & Consulting
TPM Instructor No. 723 by the Japan Institute of Plant Maintenance – Japan
Master's degree in Organizational Development and Behavior from Diego Portales University, Chile
