Development of our Australasian TPM & Lean Methodology we call TPM3
Our methodology, which we call TPM3 has evolved into an enhanced Australasian approach to applying the principles and practices of Total Productive Maintenance, Toyota Production System and Toyota Way recognising our Australasian workplace culture is quite different to the Japanese workplace culture where TPM & Lean originated.
The key features of the TPM3 approach include:
Using Cross-functional Teams to provide rapid returns on investment while laying the foundations for sustainability by breaking down barriers between departments;
Using Area Based Teams to instil strong ownership to improvements and allow the rapid development of your people;
Focusing on what frustrates your people to ensure rapid buy-in and support;
Progressively engaging all personnel through formal On-going Improvement activities focused on Problem Solving, Visual Management and Prevention at Source so improvements are sustained;
Providing a significant positive impact on safety and morale resulting in a positive behaviour change of the whole workforce;
Linking your strategically driven TPM & Lean improvement activities to an Australian formal qualification of Cert III or Cert IV in Competitive Systems and Practices so as to recognise the contribution from your personnel; and
Recognising the systemic nature of Total Productive Maintenance and Lean Production and thus take the mystery out of integrating all the principles, tools, and concepts.
In many instances our Australian clients are able to receive various forms of Government funding to support their improvement activities as we are a Registered Training Organisation (RTO) for the nationally accredited qualification in Competitive Systems and Practices (Cert III and Cert IV), as well as using a methodology that is based on the R&D scientific method of improvement.
Our TPM3 methodology incorporates 10 Improvement Activities, which integrate to address the above challenges and produce significant sustainable benefits for all personnel, shareholders and customers.
We have also learnt that without a Site Leadership Team for Pro-active Improvement establishing the Visions, Philosophy for Decision Making and Goal Aligned Performance Measures linked to the site's Key Success Factors, then the improvement journey will not thrive or sustain.
Below is the TPM3 Framework for TPM & Lean:
Some people say our conceptual model looks like a Hamburger - a Lean Burger!
It didn't start out that way however it has evolved into the Hamburger shape. In reflection we believe it is a very good analogy, especially when compared to the many Lean House models that exist.
In a house you have separate rooms with people doing individual things in each room eg someone watching TV in the lounge room, someone cooking in the kitchen, someone studying in their bedroom etc.
With the TPM & Lean improvement journey we need everyone working together and in synergy if we are to be successful, not defending their individual silos (or rooms)!
A hamburger represents a means to integrate all the tastes of a meal rather than having separate components. We see the TPM3 journey is about integrating all the improvement activities of all departments within a business so as to gain the maximum synergy from the journey. Hence we believe the Lean Burger is a more appropriate conceptual model rather than a house of separate rooms.