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Total productive maintenance (TPM) was developed by Seiichi Nakajima in Japan between 1950 and 1970. This experience led to the recognition that a leadership mindset engaging front line teams in small group improvement activity is an essential element of effective operation.
5S methodology 5S resource corner at Scanfil Poland factory in Sieradz. 5S (Five S) is a workplace organization method that uses a list of five Japanese words: seiri (整理), seiton (整頓), seisō (清掃), seiketsu (清潔), and shitsuke (躾).
Reliability-centered maintenance (RCM) is a concept of maintenance planning to ensure that systems continue to do what their users require in their present operating context. [1] Successful implementation of RCM will lead to increase in cost effectiveness, reliability, machine uptime, and a greater understanding of the level of risk that the ...
The authors presented most subjects as principles backed up by some concrete story or other information. As an example, the chapter "Spaghetti Dinner" presents a fictional example of a manager inviting a new team over for dinner, then having them buy and prepare the meal as a group, in order to produce a first team success.
This information is intended to help maintenance workers do their jobs more effectively (for example, determining which machines require maintenance and which storerooms contain the spare parts they need) and to help management make informed decisions (for example, calculating the cost of machine breakdown repair versus preventive maintenance ...
The New York Times gave an example of "machinery that is not lubricated on schedule" that functions "until a bearing burns out." Preventive maintenance contracts are generally a fixed cost, whereas improper maintenance introduces a variable cost: replacement of major equipment. [13] Main objective of PM are: Enhance capital equipment productive ...
Capability Maturity Model Integration (CMMI) is a process level improvement training and appraisal program.Administered by the CMMI Institute, a subsidiary of ISACA, it was developed at Carnegie Mellon University (CMU).
The principles of the Toyota Way are divided into the two broad categories of continuous improvement and respect for human resources. [7] [8] [9] The standards for constant improvement include directives to set up a long-term vision, to engage in a step-by-step approach to challenges, to search for the root causes of problems, and to engage in ongoing innovation.