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TPM Total Productive Maintenance is a holistic approach to equipment maintenance that strives to achieve perfect production: No Accidents TPM emphasizes proactive and preventative maintenance to maximize the operational efficiency of equipment.
It blurs the distinction between the roles of production and maintenance by placing a strong emphasis on empowering operators to help maintain their equipment. The implementation of a TPM program creates a shared responsibility for equipment that encourages greater involvement by plant floor workers.
In the right environment this can be very effective in improving productivity increasing up time, reducing cycle times, and eliminating defects. Traditional TPM The traditional approach to TPM was developed in the s and consists of 5S as a foundation and eight supporting activities sometimes referred to as pillars.
The 5S Foundation The goal of 5S is to create a work environment that is clean and well-organized. It consists of five elements: Sort eliminate anything that is not truly needed in the work area Set in Order organize the remaining items Shine clean and inspect the work area Standardize create standards for performing the above three activities Sustain ensure the standards are regularly applied It should be reasonably intuitive how 5S creates a foundation for well-running equipment.
For example, in a clean and well-organized work environment, tools and parts are much easier to find, and it is much easier to spot emerging issues such as fluid leaks, material spills, metal shavings from unexpected wear, hairline cracks in mechanisms, etc.
The Eight Pillars The eight pillars of TPM are mostly focused on proactive and preventative techniques for improving equipment reliability.
Pillar How Does It Help?
Autonomous Maintenance Places responsibility for routine maintenance, such as cleaning, lubricating, and inspection, in the hands of operators.
Ensures equipment is well-cleaned and lubricated. Identifies emergent issues before they become failures. Frees maintenance personnel for higher-level tasks. Significantly reduces instances of unplanned stop time. Enables most maintenance to be planned for times when equipment is not scheduled for production.
Reduces inventory through better control of wear-prone and failure-prone parts. Quality Maintenance Design error detection and prevention into production processes.
Apply Root Cause Analysis to eliminate recurring sources of quality defects.
Specifically targets quality issues with improvement projects focused on removing root sources of defects. Reduces number of defects.
Reduces cost by catching defects early it is expensive and unreliable to find defects through inspection. Focused Improvement Have small groups of employees work together proactively to achieve regular, incremental improvements in equipment operation.Description Criteria for a Description of a Service Organization’s System in a SOC 2 SOC for Service Organizations: SOC 2 CPA Practitioners who attend the SOC for Service Organizations school will gain a deeper understanding of SOC for Service Organizations guidance and common practice issues.
Health-Related Quality of Life and Well-Being is a new Topic Area for Healthy People More information on Health-Related Quality of Life and Well-Being can be found in the Foundation Health Measures section of this Web site..
Goal. Traditional TPM. The traditional approach to TPM was developed in the s and consists of 5S as a foundation and eight supporting activities (sometimes referred to as pillars).. The traditional TPM model consists of a 5S foundation (Sort, Set in Order, Shine, Standardize, and .
Design/methodology/approach – Scientific literature analysis, comparative and Keywords: organizational assessment, effectiveness, efficiency.
‘‘Social Transformations in Contemporary Society’’, (1) organization to achieve . Jun 23, · These teams consist of professionals of at least two health care disciplines who work together toward a common goal to achieve an optimal and “is the social glue holding an organization together” job satisfaction) and model 4 (IO: organizational culture – job satisfaction) showed that the effect of organizational.
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