Achieving Zero Breakdowns

Most organisations include time in their production plans for asset care windows that involve operators in cleaning, lubrication, inspection, and tightening activities.

However, traditionally, this work is not given the same level of importance as tasks that directly impact on output due to:

1. A lack of understanding of how some work routines can accelerate wear and increase the likelihood of downtime from possible to likely,

2. A lack of knowledge regarding how to specify and implement simple, operator-led tasks that ensure zero breakdowns,

3. Too much emphasis on current output, resulting in short-term fixes being prioritised over lasting solutions.

The unintended outcomes of these knowledge and skill gaps is a disconnect between improvement potential and actual practice—leading to hidden losses and wastes which undermine equipment performance and daily output. Over time, as condition deteriorates, reliability follows a downward spiral that is hard to recover from.

These Hidden losses can be identified and tracked using Overall Equipment Effectiveness (OEE), a standard metric in Total Productive Maintenance (TPM). Enhancing front line roles through the TPM Excellence programme offers a proven vehicle to improve OEE through small group activities involving those closest to the equipment and processes.

Traditionally TPM has involved starting afresh but that isn’t always necessary. Particularly where operator asset care is already in place. An assessment of strengths and weaknesses can be used to build on existing good practices and remove barriers to progress. Those enhancements can result in a payback in months if not weeks

A good place to start is our simple on line self assessment diagnostic. Complete the diagnostic here and we will send you a short benchmarking report with recommended next steps.

Starting your TPM Excellence Programme

At the start of the TPM Excellence programme, a scoping study assessment is used to set the agenda for plan the plan working sessions with key stakeholders to raise awareness of issues, best practice and develop a roadmap to:

• Systematically deal with the gaps and refine ways of working.

• Refine and embed new practices through practical application enhancing learning.

• Align cross functional priorities behind a shared improvement agenda.

That action plan includes the use of a quarterly performance management processes that join the dots between daily/weekly/monthly improvement activities. The outcome is

• the systematic reduction in hidden losses as part of a routine management process.

• Structured operator involvement in improvement activity,

• Timely support and training where needed to identify root causes and develop effective countermeasures to prevent breakdowns,

• Systematic progress toward zero defects and no touch production.

Empowering the Workforce

This approach engages all levels of the organisation in meaningful, results-oriented improvement initiatives:

• Front-line cross-functional teams learn to prioritise issues, solve problems, analyse results, and implement lasting solutions.

• Front-line personnel develop skills and apply better ways of working, fostering a culture of continuous improvement.

• Team Leaders are equipped to:

  • Drive focus and deeper thinking within their teams.

  • Manage detailed implementation programmes to achieve set targets.

  • Coach their direct reports to execute improvement initiatives effectively, nurturing engagement and maximising team potential.

• Senior Leaders take ownership of business improvement goals by creating an environment conducive to learning, engagement, and sustained operational excellence.

Key Deliverables

The success of the TPM Excellence programme lies in the use of practical projects to simultaneously develop 3 areas of capability—Area Leadership, Execution, and Planning—across short, medium and long term planning horizons.

When these roles work in alignment, they create a continuous cycle of improvement that enhances organisational performance. The text in quotations are statements from executives who have successfully achieved and sustained that improvement cycle over more than 10 years.

• Area Leadership: Oversees delivery of planned goals while capturing lessons learned at each planning horizon. Their role is to provide direction, remove obstacles, and enable the smooth flow of information between teams.

  • "Managers shift to a coaching role fostering autonomy and problem solving skills."

• Execution: Concerns the detailed completion of tasks within each planning horizon, incorporating testing, data analysis, and feedback loops to refine future performance based on real-time insights.

  • "The recipe for success is 80% mindset 20% tools. Success depends on leadership engagement and employee buy in to a structured progression with maturity gates preventing backsliding."

• Planning: Applies lessons learned from execution to adjust tactics, optimise resource allocation, and guide progress along the improvement curve. Effective planning ensures that short-term actions contribute to long-term goals, fostering a culture of continuous improvement.

  • "Standardisation enables scalability through a common language and approach across all functions."

The TPM Excellence programme delivers these critical success factors by providing:

• A structured learning process that enhances job-related skills and knowledge across all levels.

• A cadence for measuring progress, ensuring clear visibility of improvements over time.

• A mechanism for capturing lessons learned, embedding knowledge within the organisation.

• Recognition and rewards, motivating employees to contribute to the success of improvement initiatives.

• A robust strategy execution process, ensuring alignment with organisational objectives.

For senior manufacturing managers, that not only delivers operational enhancement—it enables a disciplined, inclusive, and data-driven approach that continuously elevates performance and secures long-term competitive advantage.