Cultivating a 'Zero Mindset' for Equipment Reliability in the Pharmaceutical Sector

Finding Flow

The initial stage of our engagement focused on deeply understanding the client's unique operational landscape. We conducted a comprehensive Training Needs Analysis (TNA), which included leadership interviews and a holistic 'People, Process, and Performance' diagnostic. This analysis allowed us to map the current state and identify the primary obstacles to achieving world-class equipment reliability.

Our 'Finding Flow' workshops with key personnel, from plant managers to operators, revealed several recurring challenges that were impeding performance. These included:

• Inoperable Assets: Critical machinery was prone to unplanned downtime, leading to increased maintenance costs and disruption. A lack of standardised, proactive care meant the organisation was in a reactive maintenance cycle.
• Familiar Faults: Teams frequently found themselves addressing the same equipment breakdowns repeatedly. This cycle of recurring problems highlighted a need for a more systematic approach to root cause analysis and prevention, rather than just temporary fixes.
• Process Variability: There was significant inconsistency in how maintenance procedures were performed across different teams and shifts. This absence of a standardised approach led to unpredictable outcomes in equipment performance and reliability.

These findings were documented in a detailed 'Releasing Flow Map' in the form of a future state gap analysis. This document outlined the specific principles, systems, and skills required to bridge the gap between the current state and the client's "Zero Mindset" ambition, forming the blueprint for the TPM Academy.

Taming Turbulence

With a clear understanding of the challenges, the 'Taming Turbulence' phase focused on designing the initial interventions. This involved the detailed instructional design of the TPM Academy's curriculum, creating a robust framework to address the gaps identified in the TNA.

We collaborated closely with the client's stakeholders to build a programme structured around the core pillars of their TPM model: Professional Maintenance (PM), Autonomous Maintenance (AM), and Focused Improvement (FI). The curriculum was designed not just to impart theoretical knowledge but to create a concrete, hands-on learning experience. This included the development of standardised learning artefacts, module-specific learning objectives, and a comprehensive curriculum map.

A key principle guiding this phase was that 'The Principle creates the System which defines the Tools'. We ensured the training connected the 'why' (the TPM principles) with the 'how' (the systems and tools), empowering participants to think critically rather than just applying tools without context. This foundational work stabilised the approach, ensuring the pilot programme would be targeted, relevant, and effective in implementing the initial changes required for the transformation.

Accelerating Flow

The 'Accelerating Flow' stage marked the official launch of the pilot TPM Academy. The first cohort of potential Change Agents attended an intensive, week-long TPM Instructor Course hosted at a key manufacturing site. This phase was designed to immerse the participants in the new way of working and transfer the capability for them to drive change.

The training was highly interactive, blending classroom learning with practical application on the factory floor ('Genba'). Delegates learned to conduct loss analysis on real assets, define maintenance standards, and develop equipment ledgers. This hands-on approach was crucial for building the confidence and competence required to lead effective change.

A cornerstone of this phase was the launch of a 100-day TPM project deployment programme. Immediately following the academy, each participant was tasked with leading a project to deliver tangible value on a specific asset at their home site. These projects were not academic exercises; they were loss-driven initiatives identified with key stakeholders. This direct application of their new skills ensured that learning was immediately translated into action, accelerating the implementation of TPM and delivering measurable results.

Keeping Pace

To ensure the improvements were sustained long-term, the 'Keeping Pace' phase focused on coaching and continuous improvement. We established a robust support structure for the 100-day projects, providing directional guidance and expert support to newly appointed Local and Regional Project Coaches. This "coach-the-coach" model embedded TPM capability deep within the client's organisation, making the transformation self-sustaining.

A continuous feedback loop was established for the Academy itself. Daily feedback was collected from participants on the course materials, structure, and learning experience, allowing for rapid refinement. Furthermore, a plan for a phased global rollout across sites in Sweden, the Americas, and the Asia Pacific was developed, ensuring the momentum generated by the pilot would be scaled across the entire business. This focus on coaching, reflection, and strategic expansion ensured that the "Zero Mindset" would become a permanent feature of the client’s operational DNA.