Having not participated in the TPM specialist training, I can't say with certainty if it would be worthwhile, but am confident it would be.
My comments are related to TPM in general. Many think it's primarily about operator care, and that's an element; of course TPM requires operator care and consistency, but not just for the equipment, for the processes as well. Others focus on engaging the people and that's certainly true as well. But it's more.
In my experience and opinion, a TPM strategy is about maintaining all the plant's functions in a systematic way, and not just maintenance, but including operational aspects as well. It comes with the view that the current state of our equipment and processes are as bad as they will ever be - we're going to constantly improve them. TPM should be called Total Productive Manufacturing (vs. maintenance). Indeed, Bob Williamson told me that Nakajima said so. The proper implementation of TPM includes doing 5S first to create the organizational readiness for TPM (according to Imai).
TPM calls for measuring and MANAGING all losses from ideal (OEE). Note the emphasis on managing the losses. We too often get hung up on a number. But, if we manage the losses effectively, our OEE will be whatever it should be, whether that's 50% or 90% the focus must be on managing effectively the losses.
TPM calls for restoring equipment performance to like new or better - no quick and dirty work just to get back on line. As the saying goes, why do we never have enough time to do it right, but always have time to do it over? That's bad practice.
TPM calls for training and developing people continuously to improve their skills - if you think training and development is expensive, try ignorance first. I suspect you'll learn a valuable lesson.
TPM calls for the effective use of preventive, predictive, and planned maintenance to make the work ever more effective and efficient - some 80 - 90% of equipment has a random failure pattern associated with it, so doing inspections and condition monitoring are essential to the efficient use of resources, and having the right PMs to avoid the failures to begin with is essential.
Finally, but by no means least, TPM calls for maintenance prevention, IN THE DESIGN, so designing for reliability is essential - up front!
TPM requires strategic thinking, including its tactical elements. Those are my thoughts but comments are welcomed as part of a continuing effort to learn.
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Ron Moore
Managing Partner
The RM Group, Inc.
Knoxville, TN 37934
Tel: 865-675-7647
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Original Message:
Sent: 11-13-2025 07:04 AM
From: Dale Nicholson
Subject: Japan Institute of Plant Maintenance TPM specialist certification
A long time ago, for a previous employer, I was a Toyota Production System specialist for a year or two. While I opted to focus my career path on engineering and reliability since then, I still find the skills and insights I gained there to be helpful. One useful aspect is the understanding of what can effectively be done by operators vs. what needs to be done by craftspeople. Probably more important, however, has been the understanding of how buy-in works, and how people will enjoy their work more, be more productive, and take care of their equipment better if they feel a sense of ownership. An effective maintenance and reliability program relies on people as much as it relies on tools and technology, and the people skills that are taught in a TPM course can be valuable in this arena.
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Dale Nicholson, PE, CMRP, CRL
Reliability Engineering Mgr
Evonik Corp
Original Message:
Sent: 11-12-2025 03:32 PM
From: Christopher Lee
Subject: Japan Institute of Plant Maintenance TPM specialist certification
Maintenance professionals,
I came across the JIPM TPM specialist certification several months ago. I am wondering if anyone has perspective on whether it is worth pursuing.
TPM Specialist – Japan Institute of Plant Maintenance
My initial thoughts are "yes" since JIPM is THE organization that basically formalized and established TPM as we know it today. If I were to do it, I would go for the bronze certification since I dont have anything right now. But, my focus at this point is first with the CMRP, and then, the CRE and PMP etc... I would fit the bronze certification in somewhere.
However, I also understand that there are some companies that don't really pursue TPM as a general company strategy.
(This is different from the TPM award that a plant can get)...
Thoughts?
Thanks.
Chris Lee
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Christopher Lee
Maintenance Manager
Ecolab
Martinsburg WV
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