I would like to share as based from my own understanding and experience the strenghts of these two strategies regarding TPM and RCM and would like to post this as a separate discussion from MIKE66 post from TPM to RCM.

Like RCM there are many versions on how TPM is implemented and additional pillars on TPM to best suit their organization and culture, but I would like to stick to the original TPM standards set forth by JIPM (Japan Institute of Plant Maintenance), this is included in my training on TPM-JIPM Approach.

1) Origin :
TPM : Japan (East)
RCM : United Kingdom (West)

2) Develop by :
TPM : Seiichi Nakajima
RCM : John Moubray

3) Original Consulting Firm :
TPM : JIPM
RCM : Aladdon

4) Primary Measure of Performance used :
TPM : OEE (Overall Equipment Effectiveness)
RCM : MTBF by component

5) Maintenance Goal :
TPM : Achieve Zero Unplanned Breakdown
RCM : Reduce consequences of failure to a
level acceptable to the user

6) Initial Approach :
TPM : Establish Basic Equipment Condition
RCM : Determine functions & Failure Modes

7) How To Implement :
TPM : Top Down Approach
RCM : Bottom Up Approach

8) Concept on Improvement
TPM : Believes in continuous improvement
RCM : Maintenance first before redesign

9) What it believes :
TPM : Maintenance educate operators
RCM : There are cases when operators
educate maintenance since RCM
believes that the first line of
defense on failure and the first to
encounter them will be the operators

10) Implementation Time :
TPM : 3 months / step or phase
RCM : 3 months / case as I have experience

11) Can it be combined ?
TPM : Yes, TPM complements RCM
RCM : No comment from the author

12) Maintenance Focus :
TPM : Address 6 big equipment losses
RCM : Address both primary & secondary
functions of the equipment

13) Aim on Maintenance :
TPM : Maintenance Prevention
RCM : Proactive Maintenance

TPM believes that in order to advance to any other improvement program, Basic Equipment Condition must be carried out first . . . . .

While RCM believes that the first step is to change the way people think and then apply this change thought to their asset . . . . .

Regards,

Rolly Angeles

And how about the bottom line results?

Josh,

Refer to attached for bottom line result as you have mentioned previously outside Japan.

I do not want to make a sales pitch here since I respect the rules of this forum, but if you are interested to know more about TPM I have some training materials on the sales portion you can check them out.

The graph on Breakdown rate was our actual achievement when I handle TPM when I was still employed.

Regards,

Rolly Angeles

Presentatio3.ppt (106 Kb, 51 downloads)

RCM seems like an objective, technical process to me rather than a process aimed at changing the way people think.

TPM is like our elementary and high school days, simple things in life, RCM is much deeper perhaps college and masters degree, this is how I see it. The concept of TPM is much easier to understand since it's basic unlike RCM in which technically you should know what your equipment looks like inside, but the irony of it all TPM is much harder to implement than RCM based on my experience, as a matter of fact, TPM world congress states that out of 100 that will initiate TPM only around 10 will reap its fruit and rewards, as to why they fail, leads to a thousand reasons.

Regards,

Rolly Angeles

Regards,

Rolly Angeles

quote:

TPM is like our elementary and high school days, simple things in life, RCM is much deeper perhaps college and masters degree, this is how I see it.

Rolly,
RCM is not college or masters degree... it is fundamentally simple. Engineers have complicated it.
Regards
Steve

Rolly,
For the records - and so others on the forum get a different perspective, I would like to make the following comments
1) Origin :
TPM : Japan (East)
RCM : United Kingdom (West)

2) Develop by :
TPM : Seiichi Nakajima
RCM : John Moubray
The term RCM was coined by Nowlan and Heap. Moubray took this work and created a process that could be applied in general industry,

3) Original Consulting Firm :
TPM : JIPM
RCM : Aladdon
Moubray formed the company Aladon - refer to above

4) Primary Measure of Performance used :
TPM : OEE (Overall Equipment Effectiveness)
RCM : MTBF by component
The measurement is specific to the users I think... and I dont think TPM and RCM have different goals

5) Maintenance Goal :
TPM : Achieve Zero Unplanned Breakdown
RCM : Reduce consequences of failure to a
level acceptable to the user

6) Initial Approach :
TPM : Establish Basic Equipment Condition
RCM : Determine functions & Failure Modes

7) How To Implement :
TPM : Top Down Approach
RCM : Bottom Up Approach
Both need to be top down and bottom up

8) Concept on Improvement
TPM : Believes in continuous improvement
RCM : Maintenance first before redesign

9) What it believes :
TPM : Maintenance educate operators
RCM : There are cases when operators
educate maintenance since RCM
believes that the first line of
defense on failure and the first to
encounter them will be the operators

10) Implementation Time :
TPM : 3 months / step or phase
RCM : 3 months / case as I have experience
I think in both cases you are being optimistic

11) Can it be combined ?
TPM : Yes, TPM complements RCM
RCM : No comment from the author

12) Maintenance Focus :
TPM : Address 6 big equipment losses
RCM : Address both primary & secondary
functions of the equipment

13) Aim on Maintenance :
TPM : Maintenance Prevention
RCM : Proactive Maintenance

Steve,

I based item 7 on my own experience, if the TPM will not start from the CEO / President, it will die a natural death, I'll give it 6 months at the most. Our first team was not only compose of operators and maintenance but even managers and our CEO included, we call them Managers Model Machine to include Top Management, our CEO even perform initial cleaning together with the operatos, point of Japanese here is to boost momentum and enthusiasm on the teams.

Our president (when I was still employed) was the once pushing TPM and I belong to the TPM Site Office for 8 years and handled Planned Maintenance, Initial Flow Control and Focused Improvement, he (president) was always pushing us to get the certification since if we read his mind, he wants our company to have an edge in our competition since, we are not only the once capable of delivering the goods, and he was thinking that very few have TPM-JIPM Awards. However, a major organization took place and CEO was replace, TPM was disbanded since the new guy thinks that we are a non-value group, I resign for my principles. Now I consult on TPM, and I only help industries if their president gives the go signal. I have read a lot of books on TPM but implementing them and experiencing them is different.

For RCM, I say this can be bottom up as I have initiated this on some of the most experience people from facilities and operations and facilitate their meetings, they meet 1x a week at 3 hours to continue their analysis, after completing their analysis its time to present to their maintenance head in facilities so I intervene and conducted a management presentation so that they (management) can understand why this change must take place, their analysis shows that the maintenance
they perform on their equipment on a monthly basis seems to serve no purpose at all and those which should be done and serve some purpose were not even included in the lists.


On Item 11, you quote, I'm being too optimistic, again, I speak about each step, for example Autonomous Maintenance will have 7 steps so that will be 3 months per machine per step and around 1 to 2 months for the horizontal replication of templating as RCM term it. So this is around 21 months for 1 machine. But we have to perform it on other machines as well so a TPM Master Plan can indicate a completion of around 3 to 5 years if they will be done continuously. Promoting TPM is rather a frustrating job, and I think most TPM practitioners know it, but we cannot show this side as we must always be optimistic.

Knowing TPM by reading a couple of good books is different from knowing it by heart and going through the process. We made a lot of mistakes in our early implementation, and mistakes are costly, we paid dearly for it. In our earlier days we took things literally as what is written in the books.

Regards,

Rolly Angeles

This message has been edited. Last edited by: Rolly12,

Rolly,
Sad to hear about the TPM derailment. This happens with RCM /PMO as well. We had just got the momentum going on a PMO rollout across four sites of a large manufacturing company when the company was bought and turned upside down. Most of the HQ people were made redundant, many managers at the plants resigned and the project stalled through lack of management resources.
How do you ask the workforce to participate in improvement programs when their experience is like this? They put thier hearts and souls into the program to be defeated by the men at the top!
Regards
Steve
www.pmoptimisation.com.au

What is the strategy for establishing basic equipment conditions or care to prevent looseness, contamination and poor lubrication?

Steve,


I do not know if you believe me, but I got to come across you way back 2002, when I'm still trying to research and compile my work in Maintenance, I have known you since then, your argument with John Moubray about streamline RCM, it was a very professional argument with all the experts from RCM and Streamline RCM pouring in, and I just say to myself WOW.

I develop my materials out of one thing, FRUSTRATION, I want industries to change, and honestly you cant win them all, since most plants here, (I cant tell in your country) have their gates close when it comes to training, one thing comes to their mind and that is investment. But there are very few industries who open their gates and allow us in to educate their maintenance craftspeople, and this is where I used to go.

I believe in one thing, most industries will revert back to their old dark ways of maintaining their assets if we dont educate them so this is what keeps me pushing and this is where I get my passion. This is not an easy task and the process is very slow indeed. What I learn if you are going to change the reliability then you must change the culture within.

My Warm Regards,

Rolly Angeles