The OEE calculation factors in the major losses that the six TPM elements seek to eliminate. The bottom line is that all of the TPM key elements should be based on the focus of the first element and be measured by the first element metrics. Given that the first key element of TPM focuses on measuring equipment effectiveness, it also measures the effectiveness of the TPM initiatives. It stands to reason then that the initial TPM activities should address problem areas in the plant, poor-performing equipment, and high maintenance cost areas of the facility. In a recent issue of the Harvard Business Review magazine, researchers H Kent Bowen and Steven Spear reported on a four-year research project to determine what actually makes the Toyota Production System work.
Observers confuse the tools and practices they see on their plant visits with the system itself.
This is very consistent with what we are seeing happen with TPM in America - people often mistake TPM activities for what really makes TPM work. Since TPM grew out of TPS there are some powerful new insights for those of us who are teaching, coaching, and directing the implementation of TPM practices. The Harvard researchers identified four rules that govern everything within the Toyota Production System. Three of the rules govern the design of work. One rule governs improvement.