In recent years, The Number of organizations adopting TPM has significantly increased, whereas people acquiring the required skill set for TPM have not matched with the increasing business demand. Manufacturing organizations have understood that TPM can achieve their four main business objectives i.e. Cost, Quality, Delivery and Employee Engagement. This scenario has compelled organizations to look for Certified TPM Managers over just TPM trained employees.
1. The increasing trend of TPM implementation in manufacturing organizations:
The focus of manufacturing organizations has shifted to upkeep the physical assets to optimum efficiency. This is evident from the number of organizations adopting TPM as a strategy to achieve organizational excellence. In India, the number of companies adopting TPM has increased by 38 % in the past three years. This increase has created demand for managers who possess adequate skills and knowledge for TPM methods. Moreover, organizations are now looking for Certified TPM Managers over ordinary TPM trained employee. TPM method focuses on reducing breakdowns, increasing equipment reliability, and reducing the cost to meet the customer demand. It has been proven that numbers of organizations are now using TPM as a strategic weapon to survive in global competition. Most of the companies using TPM in India were able to reduce manufacturing cost by 35%, improve productivity by 60% and reduce defects by 80%. If you are a manufacturing organization, these are the top strategic agenda you need to work on.
Figure 1- The increasing trend of No. of companies Adopting TPM
2. The gap in demand and supply of Certified TPM Managers:
TPM Manager needs detailed know-how about all the 8 pillars as per JIPM Methodology. Many organizations are also applying for TPM Award. This increasing trend of TPM implementation has created a gap between demand and supply of TPM Managers. Certified TPM Managers have to drive and lead TPM implementation in an organization. They need to possess knowledge not only about TPM but also about Employee Engagement, Change Management, Coaching and Mentoring.
Figure 2-Gap in TPM Implementation and Skill Available
3. Certified TPM Managers add more value to the manufacturing organization:
Figure 3- Business Environment and necessity of TPM
From the above figure, we can see that four main business objectives of manufacturing organization can be well met by TPM implementation. TPM managers can help organizations to achieve the golden triangle of QCD (Quality, Cost and Delivery) along with a culture of improvement. Even when the world is moving towards Industry 4.0 and Smart Manufacturing, the need for Certified TPM Manager cannot be overlooked.
TPM Training and Certification helps managers to gain the technical knowledge as well as other leadership skills necessary to progress in the career. Following can be demonstrated the skill set of Certified TPM Managers. Thorough Knowledge about 8 pillars of TPM.
Change Management and Leadership skills
Daily Management skills
Strategic Perspective of Business
People Management skills
Business Analytic skills
Critical Problem Solving skills
These are some of the reasons why Certified TPM managers are more in demand in today’s competitive market.
Experiential visit of Valgro India Ltd. to VBC Hydraulics
Valgro abrasives is one of the Asia’s largest abrasives brush and abrasive brushing machine manufacturer for surfacing solution. To remain competitive in this industries, Valgro India Ltd. has started it’s Operational Excellence Journey with Concept Business Excellence Pvt. Ltd. on 17th Jun-2019. During the first phase, Valgo team and CBEPL team has initiated workplace Management project and done very good job of sorting and set in order activity. As a part of Value addition CBEPL has arranged experiential visit of Valgro team to VBC Hydraulics. VBC Hydraulics is also a client of CBEPL and Implemented very good Workplace management system just in the span of six month. VBC Hydraulics had provided not only necessary guidance but also shared their experience of implementing Workplace Management System. span of six months. VBC hydraulics’ employees have shared their experience of implementation of the workplace management system and provided guidance to Valgro team on how to overcome day to day challenges during the implementation of workplace management system
Measurement System Analysis (MSA) workshop at Bharuch
Concept Business Excellence organized a workshop on Measurement system analysis on the 8th of June 2019 at Bharuch BDMA. This program specially organized for Laboratory and process industry. The renowned and well-experienced faculty of CBPEL has given in-depth knowledge regarding the application of Measurement System Analysis in the chemical, pharma laboratories, and process industries.
Employees from renowned companies like ONGC Petro -additions Ltd. (OPAL), Godrej & Boyce Mfg. Co. Ltd., Cadila Healthcare Ltd., SPC Lifesciences, etc. have participated in this program.
80% of your training budget goes waste
CBEPL's Recreation Activity
Every year CBEPL organizes Employee Recreation Activity. This year CBEPL has planned picnic at Udaipur on 1st and 2nd Jul-2019. All the employees were had lot of fun. During this picnic, many iconic places in Udaipur and nearby area visited like Nathdwara, City Palace, Jagdish Temple, Sahelio ki Baadi, Fatehsagar Lake, Monsoon Palace, etc.
Six Sigma Yellow Belt Training at Indofil Industries Ltd.
Indofil Industries Limited, established five decades ago, headquartered in Mumbai, a research-led and fully integrated Chemical Company has emerged as a successful and vibrant enterprise. Indofil Industries Ltd. has Invited CBEPL for six sigma yellow belt training for selected people of company. This training was planned on 24th and 25th April-2019 in Hotel Regenta, Bharuch. Participants from various department like Quality, Production, Maintenance, Logistics, Instruments etc..were attended this training. All the employee have participated equally during this two days training and promised to consultant that they will select a yellow belt type of the project in their area and implement the methodology of Six Sigma. CBEPL will help them during their project and will also provide necessary support during that projects.
Lean Management Champion training at BDMA, Bharuch
BDMA Established in 1982, BDMA is a not-for-profit Local Management Association affiliated to its apex body, All India Management Association. BDMA caters to varied training needs of industries and business houses, professionals, individuals, students and women through a range of programs. BDMA offers value additions through forums like CEO Think Tank, H.R., E.H.S., Information Technology, Womens’, Materials Management, Evening Talk, Finance & Taxation, Seekers’, Students’ forum. This year CBEPL and BDMA conducted open house training on Lean Champion at Bharuch district on 10th and 11th May 2019. Many well-known organisation participate in this training like Koshambh Multitred Pvt Ltd. , Gemological Institute of America , Indofil Ind.Ltd ADAMA INDIA PVT LTD etc.. Our director Mr. Nital Zaveri conducted an successful training and share their real life experiences and example with the participants so that they can relate with their real life problems and improve their performance through lean management.
2 Days Workshop on Data Analysis using Minitab at Welspun, PCMD, Anjar
Welspun Group’s PCMD division has invited CBEPL to impart training on how to handle data through Minitab. PCMD is generating plenty of data in their routine. Major challenge they were facing is how to utilize those data in decision making. Hence training was organized for the same. Participants from various level attended the training. First half day was spent to understand their data from various processes. Data were collected from their process and used in the workshop to demonstrate application of various statistical tools in their process using Minitab. We covered basic statistics, control charts, process capability analysis, regression and many other graphical tools which will be helpful to them to analyze their day to day life.
Visual Factory workshop@ Hyderabad FICCI & at The Federation of Telangana Chambers of Commerce and Industry
Conducted a Visual Factory workshop@ Hyderabad FICCI & at The Federation of Telangana Chambers of Commerce and Industry. 35+ participants from various industries attended this workshop.
TPM aims to create a corporate system that maximizes the efficiency of the production system by preventing the occurrences of all losses on the front line and focusing on end product. It is the process of achieving Zero Breakdown, Zero Accidents and Zero Defect. TPM is applied across all the sectors, including production, development and administration. TPM is based on the participation of all the members, ranging from top management to front line employees, and it is the main reason for the results achieved after the successful implementation of TPM.
The performance of any industry can be measured by the Overall Equipment Effectiveness (OEE) – it identifies the percentage of manufacturing time that is truly productive. An OEE score of 100% means the industry is manufacturing only Good Parts, as fast as possible, without any Stoppage Time. OEE can be calculated by using following equation.
OEE= Availability X Performance X Quality
TPM is a strategic approach to improve the OEE of any Manufacturing industry. Successful Industry wide implementations of TPM can improve productivity, decrease no. of breakdowns, decrease the no. of defect, reduce the customer complaints, reduce the manufacturing conversion cost, decrease the work in process inventory, increase in the Morale of employees, achieve Zero Accidents.
Following are the results achieved by the different industries after TPM implementation.
1. Improvement In OEE- Following graph represents OEE status of various industries before and after TPM Implementation.
2. Percentage reduction in the Manufacturing conversion Cost: Following graph represents percentage reduction in cost achieved after TPM Implementation.
3. Percentage Improvement in Productivity: Following graph represents percentage increase in productivity achieved after TPM Implementation.
4. Percentage Reduction in No. of Breakdowns: Following graph represents percentage reduction in no. of breakdowns achieved after TPM Implementation.
5. Percentage reduction in no. of Defect: Following graph represents percentage reduction in no. of defects achieved after TPM Implementation.
As you can see above, TPM implementation has helped different types of industries in achieving both tangible and intangible benefits significantly.
The Following factors must be adhered for the successful implementation of TPM in Indian organizations:
Strong commitment by Top Management.
Total employee involvement.
Effective implementation of TPM initiatives, their monitoring and follow-up.
Compatibility between business plans of the company with the TPM goals.
Appropriate transformation in organizational culture.
Adequate training for the skill enhancement of the worker.
It can be concluded from the above evidences that Successful Organization wide Implementation of TPM helps to overcome the different challenges faced by different organizations in today’s competitive market.
“Impact of TPM implementation on Indian manufacturing industry” by Jitendra Kumar, Vimlesh Kumar Soni and Geeta Agnihotri, Mechanical Engineering, Maulana Azad National Institute of Technology (MANIT), Bhopal, India.
“Study of Success Factors of TPM Implementation in Indian Industry towards Operational Excellence: An Overview” Pardeep Gupta, Sachit Vardhan, Md Shazli Al Haque, Mechanical Engineering Department Sant Longowal Institute of Engineering & Technology, Longowal, Sangrur (Punjab), India.
Data represented in graphs were taken from the following Newsletters published by CII-TPM Club of India.
PROGRESS @ TPM- Newsletter from CII TPM Club India: July, 2018
PROGRESS @ TPM- Newsletter from CII TPM Club India: September, 2017
PROGRESS @ TPM- Newsletter from CII TPM Club India: June, 2016
CBEPL Kick started Operational Excellence project at Asia’s largest surface preparation solution provider. The meaning of VALGRO is “We All Grow” told, Dr. Arvind Patel, an enthusiastic, energetic and exemplary visionary promoter. Valgro Hyzer is the company, manufacture abrasive brush and abrasive brushing machines, in order to provide complete solutions to the customers. With a high-tech manufacturing facility, the company has consistently set standards in technology, innovation and product quality. They have continuously set toughest target and achieved high growth by keeping a tab on market and technological trends.
ASCB (UK) Accredited Lean Six Sigma Green Belt Training at Dharmsinh Desai University(DDU) Nadiad
Dharmsinh Desai University (DDU), located at Nadiad, is one of the leading institutions of learning in Gujarat. Since inception in 1968 as an institute for higher education in technology and engineering by the then Member of Parliament, Shri Dharmsinh Dadubhai Desai, it is committed to grooming students for leadership roles in the society. DDU has organized 4 days training on Lean six sigma green belt at Nadiad. To conduct this training Concept Business Excellence is selected and Mr.Hiren Kakkad. and Mr.Kapil Valand have provided training more than 50 students and professors of DDU for their bright future.
Plasser India having experience of more than 50 years and engaged in manufacturing of high performance and highly sophisticated machines for track maintenance, track laying as well as track renewal.
The Lean Awareness program was conducted for the departmental key members. This interactive session helped participants to learn the lean concepts for effective implementation in the plant.
Advance Visual Management Workshop
CII-Confederation of Indian Industry, Vadodara has organized workshop on “Advance Visual Management” at Grand Mercure-Surya Palace on 3rd of April-2019. The faculty of CBEPL has conducted this workshop with support of CII-Vadodara. The workshop was attended by more than 30 participants of various industries. Entire workshop was designed about the concept of Visual Management which is beyond 5-S. The interactive workshop, was conducted with lots of hands on activities to understand the concept and improving the knowledge of participants.
Content of the program were: Digitization of shop floor management IOT / AI / Big Data and Industry 4.0 Smartness in Smart Factories, Smart cities, smart products and smart services Various systems used in a manufacturing plant and their role in an Industry 4.0 world. Opportunities, challenges brought about by Industry 4.0 and how organisations and individuals should prepare to reap the benefits. Program was divered through case studies, videos and activities to engage participants.
PBL gets TPM Excellence Award
Proud moment for our client Power Build Pvt. Ltd. for receiving TPM EXCELLENCE AWARD …We started this journey as a consultant way back in 2014. Congratulations to Team Power Build….
Workshop on “Visual factory – beyond 5S” at Ahmedabad Management Association
Visual factory – beyond 5S. Many organisations are mechanically doing 5S without understanding the real essence of Visual Factory concept. Recently delivered a workshop with FICCI at Ahmedabad Management Association. Even companies who were implementing 5S were amazed to learn power of Visual Factory. According to Gwendolyn Galsworth an author of “Visual Workplace, Visual thinking” Visual thinking is the ability of each employee to recognize motion and the information deficits that cause it—and then to eliminate both through solutions that are visual. This workshop was attended by more than 50 participants from across Gujarat.
“MAKIGAMI” Workshop was conducted at ITT Ltd.
ITT Corporation’s India manufacturing facility is located in Vadodara, Gujarat. The products manufacture Pumps cater to Oil & Gas, Power, Irrigation, Chemicals and Petrochemicals industries. ITT is a diversified leading manufacturer of highly engineered critical components and customized technology solutions for growing industrial end-markets in energy infrastructure, electronics, aerospace and transportation. In the manufacturing industry, During Gap assessment, it was observed that major portion of total through put time is from transactional processes like supply chain, Engineering, sales, Project and Planning processes. “MAKIGAMI” is one tool to optimize the transactional Process.” MAKIGAMI” workshop was conducted on 14th March-19 at ITT Ltd. The Prime objective of “MAKIGAMI” is reduction of through put time, No of person intervention, reduction of hands off, reduction of process steps etc. During the Workshop, Practical Demonstration exercise was performed for Purchasing and Engineering Processes..
Change Management Workshop at ITT Corporation India Pvt. Ltd.
Recently did a successful Change Management Workshop at a leading US Multinational. Most organizations know what is Operational Excellence, but seldom succeed in sustaining the initiative. Why? Inadequate Change Management. Some questions : Is your Higher management team/function head/worship managers/HR Managers, fully aware about: – Change Communication? – Know difference between Change ‘Installation’ v/s Implementation’? – Are they geared up themselves for ‘Change Leadership’? – Does your organization have robust Change Management process/tool? – Are you easily able to sustain the ‘Change initiative’ effectively? If Organization wants to have SOLID YES to above mentioned questions, then our training module on ‘Change Management’ is solution to it.
Learning Visit at CBEPL Head Office by Ascent Financial Solutions Pvt. Ltd.
Learning is a continuous process. And to learn things which are already been practiced by someone is the best way to learn. Because all the pros and cons are nullified. By keeping this in mind, CBEPL has organized the experiential learning visit for Ascent Financial Solutions Pvt. Ltd. at CBEPL’s Head office at Vadodara. As many of the good practices followed by CBEPL are applicable to Ascent Financial Solutions Pvt. Ltd. When the team sees things implemented, it will give them the confidence to implement things in their processes. Team members from all the function along with the founder Mr. Prakash Lohana had taken part in this visit and it was really a nice learning experience for Ascent and CBEPL as well.
Ascent Financial Solutions Pvt. Ltd, has been founded by Prakash Lohana has been in personal finance space Which was earlier known as Shree Hari Investments. They are in the personal financial space since last seven years.
Lean Awareness Training at Plasser India
Plasser India having experience of more than 50 years and engaged in manufacturing of up-to-date high performance and highly sophisticated machines for track maintenance, track laying as well as track renewal.
Lean Awareness program was conducted for the senior management team. This interactive session helped participants to learn the lean concepts for effective implementation.
IF YOU ALWAYS DO WHAT YOU DID, YOU WILL ALWAYS GET WHAT YOU ALWAYS GOT.
White Collar productivity improvement workshop at Saint Gobain Glass through office VSM
50% of the training budget must be spent on post training activities instead of 5%.
In an another research done by Dr. Brent Peterson in Columbia University suggested that training budget spending and it’s value are not aligned properly.
Dr. Brent Peterson divided training budget into three parts
Training / Learning Event
According to his study
In pre training activities like 360 degree assessment, gap identification, personal interest identification, identifying relevant projects for post training implementation etc. companies should spend 26% of the budget, where as actually they spend only 10%. (Under-spent)
In training / learning event like workshop, classroom training, e-learning content delivery, outbound training etc. companies should spend only 24% of the budget, where as actually they spend around 80%. (Overspent)
In post training / learning activities like working on a real project, hand holding, mentoring, coaching, feedback, review and recognition, etc. companies should spend 50% of the budget, where as actually they spend only 5%. (Under-spent)
Your training budget may not be effective, if it doesn’t consider above facts. This may eventually lead to less or no RoI (Return on Investment).
How organizations should measure training effectiveness?
Dr. Donald L. Kirkpatrick was Professor Emeritus at the University of Wisconsin and Honorary Chairman of Kirkpatrick Partners until his passing in May of 2014. Don is credited with creating the Kirkpatrick Model, the most recognized and widely used training evaluation model in the world. According to his model, training effectiveness can be measured in four levels.
Level 1: Reaction
The degree to which participants find the training favorable, engaging and relevant to their jobs
Level 2: Learning
The degree to which participants acquire the intended knowledge, skills, attitude, confidence and commitment based on their participation in the training
Level 3: Behavior
The degree to which participants apply what they learned during training when they are back on the job
Level 4: Results
The degree to which targeted outcomes occur as a result of the training and the support and accountability package
Solution 1: Change the process of traditional training. Link training to improvement projects.
Instead of identifying training need first, look at the top problems or priorities of the organization. Convert problems or opportunities into doable projects. Decide training topic and faculties who can bridge these gaps. Identify target groups who are required to solve these top priority problems.
Solution 2: Sign project charter before training
Create a project charter (a two page document) that describes problem statement, goal statement, team, timeline and tangible / intangible savings expected from an improvement project. Have this charter signed by various stakeholders and participants. Download template here.
Solution 3: Impart training in phases and monitor progress
Divide training into logical steps / phases. Impart training in pieces. Monitor progress of improvement project and participant’s learning and move further. Have multiple intermediate reviews to evaluate whether entire process is yielding result or not.
Solution 4: Provide more hand holding / mentoring for implementation
Support participants to implement the learning with use of internal or external mentors / coach. This will increase their confidence and ensure that participants are working in the right direction. Mentor / coach will help to convert transnational knowledge of the participant into a transformational. To more click here.
Solution 5: Use E-learning (Blended Learning) to reduce training cost and increase flexibility.
Use professional E-learning platforms wherever possible. Most of the organizations are facing it difficult to ensure availability of the participants for traditional classroom training. E-learning provides a flexibility, as it can be accessed anytime, anywhere and on any device. The best idea is to blend classroom and E-learning. This will ensure that your training days in classroom are reduced at the same time cost is reduced. To more about this click here.
Solution 6: Use “Pr@ining” instead of Training
Pr@ining™ is a unique approach developed by Concept Business Excellence Pvt. Ltd. based on 20 years of experience of supporting organizations for improvement.
Pr@ining™ is a Practical, Project Oriented, Performance based Training which transforms your training budget in line with Dr. Brent Peterson’s suggested model to get maximum ROI (Return on Investment).
The focus of Pr@ining™ is to transform employees from Problem Reporters to Problem Solvers. This is more sustainable than achieving just temporary improvements. For more details click here.
Concept Business Excellence Pvt. Ltd. is one of the largest & professionally managed business consulting company of India. We help our clients make lasting improvements to their operations and their culture which results in improvement in organization’s profitability.
Since the inception in 1998, now CBEPL is the trusted brand in the market who has partnered with their clients in solving their critical business and operational issues/problems. Through our support organizations have reaped the sweet fruits in terms of increase operational efficiency, productivity, quality, delivery performance, employee happiness and reduction in cost, Lead Time, Inventory, Breakdowns, Wasteful activities, Fire fighting situations. Over the years we have delivered ROI 1:10 to our clients and the cumulative benefits that go beyond the financial dimensions.