CFP was familiar with the concept of Total Productive Maintenance (TPM) but needed guidance and support to ensure the cultural and process changes were successful in improving equipment reliability. They chose Marshall Institute as their partner.

CFP’s objectives included:

 Step one was to assess the current state and performance of CFP’s maintenance systems and practices. We identified strengths, weaknesses, and improvement areas. With the assessment recommendations we guided plant leadership, along with hourly and salaried maintenance and production staff, to create their vision, mission and expectations.

From here CFP developed their improvement strategy.

A TPM Steering Committee was formed to build the improvement strategy. This cross-functional group was responsibility for driving TPM initiatives, adoption, and desired outcomes.

TPM education, and awareness communication, was delivered to ensure all levels of the organization are aware of the elements TPM, their role in implementing TPM, and the outcomes that are meaningful to them.

Building on increased understanding of, and belief in, equipment restoration efforts called Basic Equipment Care Workshops were rolled out. Not only did these workshops return equipment to as-close-to-new condition as possible, they also increased equipment ownership at the operator level, and increase partnership between operations, maintenance, engineer, purchasing etc.