TPM is supported very strongly in the learning process inside the factories. Each one of these important operations counts with mechanisms to preserve knowledge and learning. Basic TPM stages are supported in conservation and registration of acquired experiences by workers during cleaning and preservation of the equipments. Every reparation and inspection of the equipment is a process of knowledge creation. However, it is frequent in industrial companies to watch that this knowledge is lost because the information is not saved.  In other enterprises “data” exists but it doesn’t generate information because it is not interpreted. If there is no information, it won’t exist the possibility of knowledge creation.

TPM requires designing a plan of training and knowledge obtaining. TPM gives a methodology to learn from damages and faults analysis. Lections of ever event are kept and transferred to the other factory members so it does not repeat in the future, this is one of the mechanisms of a right planned maintenance. Some of the ways used by TPM for keeping and creating Knowledge are:   

• Learning through faults analysis and solution. Learning begins with individuals who have power to identify and solve problems independently because they have a clear sense of the factory’s objectives.

• Sharing knowledge through One Point Lesson. This kind of operations is used to collect knowledge generated in the enterprise in every daily activity. It is about each employee “has something to teach”. JIPM offers a methodology very well developed about the way of building these lessons, strategies of each TPM pillar use and ways for employees to participate actively in its execution.

• Intensive Training. Training, people development and application of acquired knowledge are main bases for organizational transformation process. There are many possibilities to develop training models inside TPM.

Some of the possibilities to learn a TPM process are:

• Permanent thinking about the advance grade of MPT through progress audit

• Chat sessions and meetings to share acquired experiences

• TPM implantation through pilot lines. Each pilot experience is monitored deeply to identify a bigger proportion of knowledge in its advance.

USING KNOWLEDGE IN MAINTENANCE

Knowledge in maintenance must be the next bound or challenge of bosses and managers in enterprises. Because the technological advance of equipment, enterprises require a higher level of their technical and managerial staff.  

Knowledge emptiness that exists in maintenance function because:

• There is no a strong culture of writing and keeping knowledge

• It hasn’t be appreciated that a fault could be a source of knowledge and this experience should be capitalized by registering the causes, phenomenon and taken actions.

• Information is not used to get knowledge. Statistics are not understood as diagnosis tools. The experience and technical ability prevail.

• Company’s Management doesn’t care or stimulate data work.

• Reliability and maintainability techniques could have some grade of difficulty to professional maintenance with low practice of industrial statistics.

These problems must be solved by people in charge of maintenance and in the most of the cases it’s required an awareness action about the need of working with data, besides of its importance. It is suggested incorporate training actions orientated to improve maintenance technician’s knowledge about industrial statistics inside of the training program. It is possible that it wasn’t required deep mathematical knowledge, because boring counts could be done with special programs. Which is important is practicing the concepts and making decisions founded in existent data knowledge.