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

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. The six 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 the effects 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 the Toyota 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 because the 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, and have recently published their findings. In their article "Decoding the DNA of the Toyota

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

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 an unambiguous 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 person involved 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", dictates that 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 that arose, 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 also means 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 person knows 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

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

improvements more efficient and effective. Additionally, informed people closest to the problem 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 are made 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 the application 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 Robert M. Williamson Often Misunderstood Equipment Improvement Strategy

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 receive support 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 of the 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 proactive instead 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

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

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 planning ahead 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 will make 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 maintenance tasks such as lubricating, tightening of fasteners, and inspecting for a failure. Tip #18 Develop a structured root cause analysis approach. Improvement Teams need the 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 maintenance related issues at the source. One of the most significant impacts we can have on spare parts, maintenance cost, and operations cost starts at the equipment design 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 show visible results and demonstrate that change is possible with in the current environment. Tip #14 Use a root cause analysis process to ensure your Equipment Improvement Teams 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

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

process. This process comes from Six Sigma and is a proven problem solving model. 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 cost resource 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 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 #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 the improvements 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 and justifying the efforts. Tip #9 When implementing TPM/TPR find small ways to demonstrate that change is possible. Equipment improvement teams, autonomous care workshops, root cause analysis, and breakthrough teams can all be used to demonstrate "quick wins". 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. 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 the employees. Tie all TPR/TPM activities with the vision. Ask: How does this action support the vision? Visual Controls are used to reinforce standards and to help the operator tell "normal from abnormal".

Tip #8

Tip #7

Tip #6

Collected by: Vincent Gaspersz, Lean Six Sigma Master Black Belt Tip #5

Standards are the key to accountability and the elimination of variation. The standard defines the expectation so the quality of the task can be audited and encouraged. Always begin your TPM/TPR implementation with an assessment of your current status. The assessment will establish a baseline, understanding of the current environment, and a basis for future audits. Always build a strong support system for your TPM/TPR process. Long term success and sustainability requires a broad support structure. Ensure that if one key supporter for the process leaves, your process will not fail. 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 aid the 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. Keep in contact with the TPM professionals.

Tip #4

Tip #3

Tip #2

Tip #1

Planning and Scheduling Tips: Source: Marshall Institute Tip #16 Can your DIN (Do It Now Squad) be contacted easily? Remember, machinery is 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 to the 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

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

might help remove or resolve. This process insures that Upper Management continues 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 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 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 an effective 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 so that 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 each time they repeat. Include your Production partner in the weekly maintenance scheduling meetings. They can provide assistance in prioritization of the work, and the scheduling of the machinery to be down for the work to be performed. There are 3 key Partnerships that must be formed in order to make the Planning & Scheduling improvement efforts more effective. These partnerships include good working relationsand communications with Operations, Parts, and Maintenance cornerstones of a successful Planning Implementation process. 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

Tip #8

Tip #7

Tip #6

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

corrected before they break, driving down your unplanned work. If resources are 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 the travel 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 entering being placed back in the parts system, insuring that the quantities used on the rebuild are charged to that specific equipment. 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 of equipments maintenance costs, breakdowns, etc., against another. It should also 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. 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. Are you utilizing your DIN (Do It Now) squads effectively? Are they sitting in 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 picture hanging, 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. 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 category and 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 taking the entire plant down. If this type matrix is used, it provides an effective decision making tool on which worked takes place first, second, etc.

Tip #4

Tip #3

Tip #2

Tip #1

Collected by: Vincent Gaspersz, Lean Six Sigma Master Black Belt Preventive/Predictive Maintenance Source: Marshall Institute

Tip #8 To help change the attitude of maintenance being a "necessary evil" to a value added part of the process, post your Thermographic Analysis pictures on the bulletin 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 value added 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 grab peoples attention. Tip #6 Is there a Predictive tool available to allow the condition of your Production equipment to be monitored while running? PMs can be invasive, requiring the equipment to be taken down for inspection. There are many tools available at reasonable 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 their customers. 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 on consolidating 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 expanded metal 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 for repairs 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

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

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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 now that 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 people misuse 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, the corrective measure can be determined, planned and scheduled for repair, thus minimizing the impact to Production. Improving Maintenance Inventory Control Source: Marshall Institute Tip #7 Since time is money and a large number of items that we need to have on hand cost 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 room personnel 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 when being 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 in dust? 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 as critical 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

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

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like life insurance. You hope you never need them, but they better be on the shelf 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 Source: Marshall Institute Tip #11 Communication is a key element of troubleshooting. Begin by understanding the 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. There is no schematic or parts list. How can you determine this resistors value? Answer - Carbon resistor failure often involves opening of the device somewhere 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 resistance between 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 in overcurrent 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

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

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your drives. The typical DC Bus Voltage should be between 1.35 and 1.4 times 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 much current 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 a time. 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 our pocket 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 severe electrical shocks can be those that pass through the heart or the brain. While todays requirement for the use of safety gloves makes this practice mostly impractical, 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 electrical circuits 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 transient overvoltage-withstand ability for some electrical/electronic test equipment. Responsible electrical test equipment manufactures design, test and identify their products in accordance with this standard. Test equipment meeting this standard 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 the right tool for the job.

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

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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 electricians approached 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 just have 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 needs to 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 micromanage our employees, we take away their pride of workmanship. Most folks want 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 for Professional 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 Garibaldi Industries (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: vincentgaspersz@yahoo.com

Center for Lean Six Sigma Quality Management

Sustaining Member of the American Society for Quality No.: 1124262 Prof. Dr. Vincent Gaspersz, CMQ/OE, CQE, CQA, CSSBB/MBB, CFPIM Lean Six Sigma Master Black Belt International Member of ASQ and APICS
Baranangsiang Indah A2 No. 9 Bogor 16143

Telefax: 0251-332933 H.P. 0813-1940-6433 E-mail: vincentgaspersz@yahoo.com , vingas@indo.net.id

Training, Consulting and implementing:

Lean Six Sigma Management System (5S, Kaizen Blitz, Value Stream Process Mapping, Lean Six Sigma Supply Chain Management, Lean Six Sigma Manufacturing/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 Certified in Production and Inventory Management (CPIM) Tailor-Made (Customized Programs)