tpm tips

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Collected by: Vincent Gaspersz, Lean Six Sigma Master Black Belt 1

Total Productive Maintenance: Increasing Equipment Effectiveness

By Katrina C. Arabe

Conducted on a regular basis, TPM can potentially transform equipment maintenance

across industry and there are six key elements behind this proven strategy.

Ask the average plant floor worker what they think about Total Productive Maintenance(TPM), and they might tell you it's a set of rules that can better be summed up by the

concepts of operator-performed maintenance or autonomous maintenance. But TPM is

much more than that. This maintenance strategy represents nothing less than a cultural

shift in the workplace in the way employees think about and care for equipment. When

put into effect, the results of TPM can be profound.

Total Productive Maintenance, an offshoot of the Toyota Production System in Japan in

the late 1960s, is a strategy to improve equipment performance that links proven

maintenance elements together to achieve a high level of equipment effectiveness. Thesix key elements of TPM include:

Improving equipment effectiveness by targeting the major losses Involving operators in the daily, routine maintenance of their equipment Improving maintenance efficiency and effectiveness Training for everyone involved Life-cycle equipment management and maintenance prevention design Winning with teamwork focused on common goals

The result of these six elements working together to improve equipment performance and

reliability is TPM in a nutshell. No one element, removed from its partners, can create theeffects achievable by this strategy, nor will any combination missing even one element.

The six elements are interrelated and designed to support each other. It is perhaps the lack

of this comprehensive approach that has resulted in 50% of TPM initiatives being

abandoned since it was introduced to U.S. in 1986.

The logic behind TPM can be grasped more easily by having an understanding of theToyota Production System, the tradition behind it. But, until recently, a working

definition of the Toyota Production System has been hard to pin down. This is becausethe Toyota Production System is the accumulated result of a trial and error process over

the course of five decades and has never been written down. Fortunately, two Harvard

researchers, H. Kent Bowen and Steven Spear, spent four years studying this system, andhave recently published their findings. In their article "Decoding the DNA of the Toyota

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Production System," the authors isolate the four rules that govern the system. They are as

follows:

All work shall be highly specified as to content, sequence, timing, and outcome.

Every customer-supplier connection must be direct, and there must be anunambiguous yes-no way to send requests and receive responses.

The pathway for every product and service must be simple and direct. Any improvement must be made in accordance with the scientific method, under

the guidance of a teacher, at the lowest possible level in the organization.

(From "Decoding the DNA of the Toyota Production System," Harvard Business Review,

September-October 1999, H. Kent Bowen and Steven Spear)

The first three rules illustrate the actual processes of TPM and what roles each personinvolved in maintenance must play. The fourth rule expands this structure to comment on

how to solve problems and improve overall performance. With that in mind, the first rule,

"all work shall be highly specified as to content, sequence, timing, and outcome", dictatesthat anything done to maintain and improve equipment must be documented in

procedures that every employee follows. This documentation should include detailed

information on the parts used, labor hours involved, descriptions of the problems thatarose, the estimated root causes of the problems and the corrective measures taken to

solve the problem. It also means that maintenance work is governed by planned

maintenance routines and that frequent joint production/maintenance planning and status

meetings are scheduled to keep efforts focused.

The second rule, "every customer-supplier connection must be direct, and there must be

an unambiguous yes-no way to send requests and receive responses", means that proper

maintenance tools, parts, and supplies be made available, as they are needed. It alsomeans that spare parts are adequately maintained and that maintenance requests are sent

and acknowledged promptly. Visual systems and signals can be used to eliminate long

drawn-out explanations and reading. Lastly, when proper repairs or improvements are

made, those who requested them should sign off on them.

The third rule, which states that the "pathway for every product and service must be

simple and direct" requires every equipment operator to know exactly where to go for

help with an equipment problem. By extension, this means that every maintenance personknows on what equipment he is qualified to work and where he or she can get help when

a problem exceeds their expertise. Finally, this rule necessitates that the documentation

for specific equipment remain accessible to those who need it.

The fourth rule, "any improvement must be made in accordance with the scientific

method, under the guidance of a teacher, at the lowest possible level in the organization"

indicates that data should be collected, analyzed, and made available to make the

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improvements more efficient and effective. Additionally, informed people closest to theproblem should work out possible solutions and conduct experiments to determine the

workability of their solutions. Applying the logic of this rule also requires that formally

experienced and trained problem solvers lead improvement effort and that changes aremade in the equipment and supporting work processes and people are trained in the new

methods.

As one can see, a great amount of discipline is required in the workplace to sustain theapplication of TPM strategies. Fields as diverse as aircraft assembly, petroleum

exploration and even racecar equipment maintenance have successfully put TPM

strategies into use, their only commonality being the high degree of discipline that each

of these callings demand. The four rules described above define the disciplined approach

that Total Productive Maintenance requires to produce the optimum results.

Sources: TPM: An Often Misunderstood Equipment Improvement Strategy

Robert M. Williamson

Decoding the DNA of the Toyota Production System

H. Kent Bowen and Steven Spear

Harvard Business Review, September-October 1999

Total Productive Maintenance (TPM) Tips:

Source: Marshall Institute

Tip #27 Create a audit system, to ensure your TPM program is effective.

Tip #26 When programs do not align with organizations goals, they may receivesupport in the beginning, but if they dont provide direct value to helping the

company meet its goals and objectives, it will only be a matter of time before

support and resources dry up.

Tip #25 The most effective TPM implementations are those that integrate well into the

organization. The problem is that many programs never quite become part ofthe organization.

Tip #24 Breakdowns not only prevent you from delivering goods on time, but they add

expense to your operational costs. You can keep costs down by being proactiveinstead of waiting for a failure.

Tip #23 By distributing the tasks and responsibilities around, you not only become more

flexible and able to respond to changes more quickly, but you involve more

people in the improvement process. Productivity comes from working smarter,not harder. That is the difference between effectiveness and efficiency. You can

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be effective without being efficient, but, the key to productivity is to do both.

Tip #22 TPM gives you a system to become more proactive. It encourages planningahead instead of waiting for failure to arrive. Planned maintenance not only

prevents expensive failures, but is far more economical.

Tip #21 Maintenance Prevention doesn't mean eliminating maintenance, it means

eliminating costly maintenance by involving operators, maintenance

craftsmen and others in activities that prevent equipment from breaking down.

This means detecting problems while they are small and manageable.

Tip #20 Develop internal champions for the change process. These change agents willmake the difference in your implementation, by owning the change. Training,

development, and coaching will take these employees to new personal levels

and take your TPM process to the new heights.

Tip #19 The equipment operator can be a valuable resource. They are at the machine far

more than maintenance personnel, therefore they are an important resource to

detect changes in conditions and perform some of the simpler maintenancetasks such as lubricating, tightening of fasteners, and inspecting for a failure.

Tip #18 Develop a structured root cause analysis approach. Improvement Teams needthe structure and process to be effective. We use the Define, Measure, Analyze,

Improve, and Control method from Six Sigma in our root cause process.

Tip #17 Early Equipment Management (EEM) is a technique for stopping maintenancerelated issues at the source. One of the most significant impacts we can have on

spare parts, maintenance cost, and operations cost starts at the equipmentdesign and purchase.

Tip #16 Skill transfer is a critical step in the development of operator based inspection.Before transferring a task from maintenance to operations, we must first

transfer the skills!!!

Tip #15 5 S is a great preparation activity for TPM. It is fairly easy to implement and

generally does not require a lot of maintenance resources. It can help showvisible results and demonstrate that change is possible with in the current

environment.

Tip #14 Use a root cause analysis process to ensure your Equipment ImprovementTeams success. Teams often struggle to solve problems, without the use of a

structured problem solving approach. Marshall Institute utilizes the DMAIC

(Define, Measure, Analyze, Improve, Control) process to bring structure to the

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process. This process comes from Six Sigma and is a proven problem solvingmodel.

Tip #13 Partner with other local businesses that are implementing TPM. By networking,

your organization can share best practices, share training costs, benchmark with

other companies, and reward participation in the TPM process. This low costresource can provide great returns!!!

Tip #12 Conduct a team report out at the end of your Autonomous Care events. The

team gets a chance to discuss the improvements implemented, as well asdiscuss support needed to continue improving. Do not let the report outs take

longer than 1 hour, and include a visit to the equipment.

Tip #11 Network with other TPM/TPR professionals. Conferences, seminars, and user

forums are all good methods of keeping in touch. Conduct a team report out at

the end of your Autonomous Care events. The team gets a chance to discuss theimprovements implemented, as well as discuss support needed to continue

improving. Do not let the report outs take longer than 1 hour, and include a

visit to the equipment.

Tip #10 When beginning a TPM/TPR implementation, calculate a business case for the

initiative. Develop a picture of cost savings, production improvements, and

intangible benefits. Understanding this benefits helps with sustaining andjustifying the efforts.

Tip #9 When implementing TPM/TPR find small ways to demonstrate that change ispossible. Equipment improvement teams, autonomous care workshops, root

cause analysis, and breakthrough teams can all be used to demonstrate "quickwins".

Tip #8 When applying visual controls: Clear packaging tape placed over equipment

labels helps with adhesion and protection in harsh industrial environments.

When applying visual controls: Clear packaging tape placed over equipment

labels helps with adhesion and protection in harsh industrial environments.

Tip #7 Create a vision for the change desired with the TPR/TPM process. Once your

key leaders agree on the vision, you can start to communicate the vision to theemployees. Tie all TPR/TPM activities with the vision. Ask: How does this

action support the vision?

Tip #6 Visual Controls are used to reinforce standards and to help the operator tell

"normal from abnormal".

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Tip #5 Standards are the key to accountability and the elimination of variation. Thestandard defines the expectation so the quality of the task can be audited and

encouraged.

Tip #4 Always begin your TPM/TPR implementation with an assessment of your

current status. The assessment will establish a baseline, understanding of thecurrent environment, and a basis for future audits.

Tip #3 Always build a strong support system for your TPM/TPR process. Long term

success and sustainability requires a broad support structure. Ensure that if onekey supporter for the process leaves, your process will not fail.

Tip #2 Brainstorming minor stoppages (less than 10 minutes in duration) with the

various operators helps to identify those that need to be tracked but also helps

to win their commitment to tracking them in order to remove the recurring

nuisances. A checklist on a clipboard with a pencil next to the machine can aidthe operator in tracking by marking tick marks for each occurrence. Then

calculating the Mean Time Between Failure (MTBF) can help identify the real

culprits and monitor the effectiveness of any solutions.

Tip #1 Keep in contact with the TPM professionals.

Planning and Scheduling Tips:


Tip #16 Can your DIN (Do It Now Squad) be contacted easily? Remember, machineryis down, so insure this squad has a 2 way radio, cell phone, etc. so they can be

reached as quickly as possible. If they are traveling long distances,

transportation may be needed such as a bicycle or motorized scooter to get tothe machine quickly and minimize downtime.

Tip #15 Is Upper Management committed to the process? Your plant should have a

steering committee consisting of the plant manager, the production manager,

and the maintenance manager, (at minimum) that meets at least quarterly to

review the maintenance improvement processes that you are trying to sustain.These meetings should provide maintenance and their production partners the

opportunity to show their progress from the previous quarter, plans for the

coming quarter, and a forum to present obstacles that the steering committee

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might help remove or resolve. This process insures that Upper Managementcontinues to show commitment and drive the process forward.

Tip #14 Is you PM/PdM system dynamic? It is critical that you review your system on

a regular basis, reviewing needed changes to tasks, frequency, etc. To help in

the review process, start by reviewing your equipment histories, looking for

repairs and breakdowns that repeat often. Then look at your PM anddetermine if there is a task that should find and prevent this problem. You

may need to add or edit the tasks, or change your frequency, to identify the

problem sooner to enable you to plan and schedule the repair.

Tip #13 Is your planner properly skilled to facilitate the scheduling meetings? Do they

know the preparations that should be taken to be ready for the scheduling

meeting? Planner training is critical if they are to be expected to perform in aneffective manner.

Tip #12 Establish good Bill Of Materials for your standard jobs and PM's.s

Tip #11 Balance your workloads for PMs, PdMs, and corrective repairs from the

backlog. Establish realistic work levels in your weekly scheduling meetings sothat emergency work does not impact this work.

Tip #10 Review your database looking for repetitive events. Find the frequency of the

events and the cause, to drive out the problem with permanent fixes through

Root Cause Failure Analysis.

Tip #9 Insure that your planners are building standard job packages for repetitive

work. This will free up their time so they are not rebuilding these jobs eachtime they repeat.

Tip #8 Include your Production partner in the weekly maintenance schedulingmeetings. They can provide assistance in prioritization of the work, and the

scheduling of the machinery to be down for the work to be performed.

Tip #7 There are 3 key Partnerships that must be formed in order to make the

Planning & Scheduling improvement efforts more effective. Thesepartnerships include good working relationsand communications withOperations, Parts, and Maintenance cornerstones of a successful Planning

Implementation process.

Tip #6 Under NO circumstances should PM/ PdM crews be pulled off to work on

unplanned work! They are the key to identifying problems so they can be

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corrected before they break, driving down your unplanned work. If resourcesare needed, pull them from the routine work being performed or some other

source

Tip #5 Rebuild Boxes provide an excellent way of providing Point of Service

parts to a Planned work crew when rebuilding a piece of equipment. This box

should contain all the parts required to rebuild that equipment, reducing thetravel time in search of parts. These parts boxes can be placed in stock when

not being used, with a set quantity of parts. When they are pulled to be used,

the parts should be replenished against the rebuild work order before enteringbeing placed back in the parts system, insuring that the quantities used on the

rebuild are charged to that specific equipment.

Tip #4 Does your CMMS system have the capability of adding Functional Groups?This function can be very helpful in grouping multiple pieces of equipment for

the sake of pulling costs, by line, as an example to compare one line ofequipments maintenance costs, breakdowns, etc., against another. It shouldalso allow you to pull all active work orders against that list. This enables you

to quickly pull all work on a line that went down and see if there are other

opportunities for equipment repairs while the line is down.

Tip #3 Insure that the area you are staging your kited parts in is secure! Otherwise

your kits may be tampered with and parts removed without your knowledge,then the kit will not be as effective when it is taken to be used on the job site.

Tip #2 Are you utilizing your DIN (Do It Now) squads effectively? Are they sittingin the break rooms when not on a breakdown? They can handle many of the

small, non-critical jobs around the plant. Give them these jobs such as picturehanging, changing lights bulbs, and others they can stop easily and return to

later with no adverse effects. This will free up your Planned work crews to

handle the more detailed and complex jobs.

Tip #1 Prioritize your work request as they enter the system. Set up a matrix using

categories from 10-1 for each equipment category and each work

classification. For example, Utilities would be a 10 in the equipment categoryand Breakdown would be a 10 in the work class. Multiplied, they would equal

100, meaning a breakdown to this equipment takes top priority due to takingthe entire plant down. If this type matrix is used, it provides an effectivedecision making tool on which worked takes place first, second, etc.

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Preventive/Predictive Maintenance


Tip #8 To help change the attitude of maintenance being a "necessary evil" to a valueadded part of the process, post your Thermographic Analysis pictures on thebulletin boards on on internal websites within your company. In most cases no

one knows maintenance is providing this service except maintenance and

maybe an engineer. The colors of the thermographic analysis pictures will

certainly grab peoples attention.

Tip #7 To help change the attitude of maintenance being a "necessary evil" to a valueadded part of the process, post your Thermographic Analysis pictures on the

bulletin boards on internal websites within your company. In most cases no one

knows maintenance is providing this service except maintenance and maybe an

engineer. The colors of the thermographic analysis pictures will certainly grabpeoples attention.

Tip #6 Is there a Predictive tool available to allow the condition of your Productionequipment to be monitored while running? PMs can be invasive, requiring the

equipment to be taken down for inspection. There are many tools available atreasonable costs that allow you to inspect the machine while running, and

actually require that the machine is running to perform the inspection.

Tip #5 Use your local supplier of oils and lubricants for oil analysis. Reputable

vendors will many times offer this value added service at no cost to theircustomers. They can also come in and perform an audit of all your current oils

and lubricants, provide a cross reference of these, and make suggestions onconsolidating to minimize carrying so many varieties. You may be able to

reduce your inventories considerably!

Tip #4 Minimize the invasive problems of PMs. Modify guards to have expanded

metal so the working parts can be viewed while running. Paint the expandedmetal flat black instead of yellow. This will reduce glare so you can see down

into the space more effectively. You can also replace solid guard fronts with

clear Lexan or tempered glass allowing you to see inside while running.

Tip #3 Is your PM/PdM system dynamic? It is critical that you review your system on

a regular basis, reviewing needed changes to tasks, frequency, etc. To help in

the review process, start by reviewing your equipment histories, looking forrepairs and breakdowns that repeat often. Then look at your PM and determine

if there is a task that should find and prevent this problem. You may need to

add or edit the tasks, or change your frequency, to identify the problem sooner

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to enable you to plan and schedule the repair.

Tip #2 Why change your oils at all? There are filtering technologies in the field nowthat allow you to hook to the machine and continually filter while the machine

is on line, reducing the need to change the oil at all.

Tip #1 Understand first and foremost what Preventive Maintenance is. Many peoplemisuse this term. PM is NOT a rebuild! A rebuild is a rebuild! Preventive

maintenance is process of inspection and monitoring of the condition of the

equipment to detect impending failures before they occur. Once detected, thecorrective measure can be determined, planned and scheduled for repair, thus

minimizing the impact to Production.

Improving Maintenance Inventory Control


Tip #7 Since time is money and a large number of items that we need to have on handcost so little (comparatively speaking) why spend money inventorying

quantities and tracking requisitions of penny-ante items (screws, butt-splices,

etc.)? Instead a "free issue" area in the stock room could contain the low cost

items that constitute over 50% of the line items we stock. All stock roompersonnel need do is to assure that the bins dont run out and that unauthorized

individuals are not filling their pockets.

Tip #6 Are you keeping you printed circuit boards in their static proof sleeves? These

intricate parts must be protected at all times so they function properly whenbeing installed.

Tip #5 HVAC controlled atmosphere is critical to keeping the condition of your parts

stable. Do you have bearings rusting on the shelf? Is everything covered indust? A sealed, HVAC controlled room will help eliminate deterioration and

contamination of your parts. Remember, you dont want defective parts being

used during your repairs!

Tip #4 Do you have rotating equipment that sits in parts for extended periods (such ascritical spares)? Write a PM to have the shafts turned periodically. If left to

long in one position, flat spots will form on the bearings which will start

premature deterioration once installed in the machine.

Tip #3 Have you identified your critical spares? Critical spares = Long Lead time (4-6

weeks) X Critical to Production Equipment X High Part Cost. These parts are

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like life insurance. You hope you never need them, but they better be on theshelf if you do.

Tip #2 Keep key stock in the shaft of your rotating equipment so it is already there

when the part is ordered out. This will increase the mechanics effectiveness, not

having to stop and order it and hopefully so they will not use the old key stock

which is probably worn.

Tip #1 Are your V-Belts hanging on hooks in your parts room indefinitely before use?

Over time, these belts will become misshapen and crack at the hang point.Upon installation, you have just introduced a defective part into your

equipment and increased the likelihood of premature failure.

General Tips


Tip #11 Communication is a key element of troubleshooting. Begin by understandingthe normal operation of the application. Then understand the specific problem.

Sometimes the best source for this information is the people who operate the

equipment on a routine basis. Make communication with process or

equipment operators part of your troubleshooting process.

Tip #10 A carbon resistor has overheated and failed. It is burnt so severely that you

cannot identify the color bands and cannot determine its original value. Thereis no schematic or parts list. How can you determine this resistors value?

Answer - Carbon resistor failure often involves opening of the devicesomewhere near the center. Remove the resistor from the circuit. Apply

pressure near the center of the resistor using a screwdriver blade. This should

cause the resistor to physically break into two sections. Measure the resistancebetween the lead and the break point of each half. Add the two values

together. This should provide a good approximate value for a replacement

resistor.

Tip #9 When specifying a variable frequency drive; do not choose capacity based on

horsepower alone. Some applications have unique current/time peculiarities.Using a drive that was sized based on horsepower alone can result inovercurrent trip-out of the drive. Always consider the worst case current/time

requirements of the application.

Tip #8 Low DC Bus voltage on a variable frequency drive can indicate deterioration

of the capacitors in the filter section. Know the correct DC Bus voltage for

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your drives. The typical DC Bus Voltage should be between 1.35 and 1.4times the incoming AC voltage. Check the drives instruction manual for the

drive manufacturers recommended DC Bus voltage.

Tip #7 Diodes have two basic failure modes. They become shorted or open. Dont

use failure mode strictly for determining a diodes condition. Also use it to

determine why the diode failed. Shorted diodes often result from too muchcurrent flow. Open diodes often result from a voltage spike. Understanding

the cause of diode failure could help in preventing future failures.

Tip #6 Electrical safety gloves have a rating that is based on use voltage and test

voltage. Some regulatory agencies do not recognize the lower rated class

00 gloves. Check to make sure that the gloves that you use meet all

regulatory requirements that apply to your location and industry.

Tip #5 Incorrect use of electrical/electronic test equipment can initiate an arc flash.One particular example involves voltage testers that are often referred to as

plunger or solenoid type voltage testers. Many of these devices have a

duty cycle limitation that allows for a maximum use of only 15 seconds at atime. Extended use can possibly result in overheating and failure of the tester.

Failure of the tester could cause arcing and result in an arc flash.

Tip #4 Traditional safety practices historically taught us to keep one hand in ourpocket when taking electrical measurements. This practice comes from an

outdated era when electrical safety gloves were not mandated. The intent was

to keep a worker from placing both hands onto a live circuit. The most severeelectrical shocks can be those that pass through the heart or the brain. While

todays requirement for the use of safety gloves makes this practice mostlyimpractical, there is a lesson point to be gained from the old pocket practice.

Be aware of your surroundings when doing live electrical work. Look for

situations that would cause any part of your body to contact live electricalcircuits or the equipment frame. Consider how noises or vehicle traffic could

startle you and cause you to touch the wrong surface.

Tip #3 Standard IEC 1010, provides a method of rating and identifying the transientovervoltage-withstand ability for some electrical/electronic test equipment.

Responsible electrical test equipment manufactures design, test and identifytheir products in accordance with this standard. Test equipment meeting thisstandard will be identified with a Cat (environment) rating of 1 through 4.

OSHA standard 1910.334 (c) (3) requires that test instruments and their

accessories be rated for the environment in which they will be used.

Understand the Cat ratings of electrical/electronic test equipment and use theright tool for the job.

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Tip #2 Matters of electrical safety are only as good as the weakest link. Workplace

safety standards require training that is intended to keep personnel from being

the weak link. Understand the equipment that you are working with and seek

training that keeps you from being the weak link.

Tip #1 Don't Micro-manage - I had just received my new job assignment; I was to

replace Jack as facilities maintenance manager. One of the electriciansapproached me and said, "I just have one question: How are you planning on

running this place?" Since Jack had been accustomed to accompanying his

employees to the job and telling them exactly how to do every detail of the

work, I felt I knew where the electrician was coming from. I responded, "I justhave one question for you: How long have you worked here?" "Twenty

years!" he responded. "Then Ill tell you," I said, "if you dont know how to

do your job by now, then I dont need youMy job is to tell you what needsto be done, why it needs to be done, get you what it takes to do the job, and

then get out of your way!" You never saw a bigger smile - When we micro-manage our employees, we take away their pride of workmanship. Most folkswant to be proud of their work.

***) Vincent Gaspersz, adalah Guru Besar (Professor) dalam bidang Operations and

Total Quality Management pada Program Pascasarjana MM Universitas Trisakti,

Jakarta (SK Mendiknas RI No. 38044/A2.III.1/KP/2002). Ia Memperoleh pendidikan

dalam bidang Magister Sains (S2) Statistika Terapan, IPB, 1985; Doktor Teknik

Sistem dan Manajemen Industri, ITB, 1991 (IPK = 4.0), dan Doctor of Science in

Management of Engineering and Technology, Southern California University forProfessional Studies (GPA = 4.0). Ia Memperoleh sertifikat CPIM (1996) dan

CFPIM (1998) dari APICS dan telah mempertahankan gelar CFPIM sampai April

2008. Ia adalah Senior Member of the ASQ (American Society for Quality) sejak

1994 dan Member of APICS sejak 1995. Sepanjang tahun 2006, Ia memperoleh

empat gelar profesional dari ASQ: Certified Six Sigma Black Belt (CSSBB), Certified

Quality Engineer (CQE), Certified Quality Auditor (CQA), dan Certified Manager of

Quality/Organizational Excellence (CMQ/OE). Pada Agustus 2005, Ia memperoleh

IQF (International Quality Federation) Six Sigma Master Black Belt by Exam

SSMBB. Ia juga terdaftar sebagai RAB (Registration Accreditation Board) Quality

System Auditor, USA. Ia pernah bekerja pada Salim Group of Companies

(Indonesia), Gajah Tunggal Group of Companies (Indonesia), dan GaribaldiIndustries (Canada). Ketika di Canada ia terlibat sebagai Board Member of British

Columbia Exporters mewakili Garibaldi Industries, Inc. Saat ini ia sedang diminta

bantuannya untuk menangani beberapa proyek implementasi Design for Lean Six

Sigma (DFLSS) dan Lean Six Sigma dalam skala Corporate pada beberapa industri

besar di Indonesia. Ia juga telah membantu manajer-manajer Indonesia untuk

memperoleh gelar profesional dari APICS (CPIM) dan ASQ (CMQ/OE, CQE, CQA,

CSSBB). Ia telah mempublikasikan 33 (tiga puluh tiga) buku teks dan puluhan

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artikel/paper. Ia memperoleh penghargaan sebagai Penulis Terbaik dari Menteri

Pendidikan dan Kebudayaan RI pada tahun 1994. Kontak:

[email protected]

Center for Lean Six SigmaQuality Management

Sustaining Member of the American Society for Quality No.: 1124262

Prof. Dr. Vincent Gaspersz, CMQ/OE, CQE, CQA, CSSBB/MBB, CFPIMLean Six Sigma Master Black Belt

International Member of ASQ and APICS

Baranangsiang Indah A2 No. 9 Bogor 16143Telefax: 0251-332933H.P. 0813-1940-6433E-mail: [email protected] ,[email protected]

Training, Consult ing and implementing:

Lean Six Sigma Management System (5S, Kaizen Blitz, Value Stream ProcessMapping, Lean Six Sigma Supply Chain Management, Lean Six SigmaManufacturing/Service, TPM, Design For Lean Six Sigma, etc)

SCOR (Supply Chain Operations Reference) ISO 9001:2000, MBNQA, Balanced Scorecard, Blue Ocean Strategy Integrated Performance Management System (Organizational Excellence) Customer Service Excellence Total Quality Leadership and Strategic Planning Total Productivity and Quality Improvement Statistical Process Control/FMEA Design of Experiments and Process Optimization Production Planning and Inventory Control (PPIC) ASQ Certified Quality Engineer (CQE), Certified Manager of Quality/Organizational

Excellence (CMQ/OE), Certified Quality Auditor, Certified Six Sigma Green Belt(CSSGB), Certified Six Sigma Black Belt (CSSBB) IQF Six Sigma Green Belt, Black Belt, Master Black Belt (SSGB/BB/MBB) APICS Certi fied in Production and Inventory Management (CPIM) Tailor-Made (Customized Programs)

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