Maintenance is one of the fundamental pillars of effective production. In every industrial company, the technical condition of machines determines performance, quality, and safety. Within TPM Lean, maintenance is not only a technical responsibility but also a cultural foundation – connecting people, machines, and continuous improvement.
In this article, we will show how to engage operators in daily machine diagnostics within the framework of TPM maintenance, and present practical tools for fault identification and reporting in a Lean Manufacturing TPM system.
The Role of Maintenance in TPM Lean Management
Diagnostics, derived from the Greek diagnosis (“recognition”), is the science of identifying and understanding problems. In medicine, it helps detect illnesses early; in maintenance, it helps identify machine issues before they cause downtime.
In the context of TPM Lean Management, diagnostics is a crucial component of proactive maintenance – it enables teams to recognize abnormalities, correct root causes, and sustain equipment efficiency over time.
While advanced plants may rely on automated diagnostic sensors, most manufacturing facilities still use machines that require human insight. That’s why both the maintenance department and operators play a vital role in detecting early warning signs such as leaks, abnormal vibrations, or unusual noises. Engaging operators in diagnostics builds awareness, ownership, and reliability into the maintenance process.
New Machines or Better Maintenance?
A common belief in industry is that new machines automatically lead to higher efficiency. Yet even the most modern equipment quickly loses its effectiveness without proper TPM maintenance and operator engagement.
Figure 1. Decrease in machine efficiency without regular inspections
Maintenance – Machine performance decline over time
Without scheduled inspections and cleaning routines, efficiency drops steadily. On the other hand, well-designed maintenance standards and trained operators can maintain or even improve machine performance beyond the manufacturer’s baseline.
Figure 2. Improved machine performance with a consistent maintenance system
Maintenance – Performance growth through planned TPM maintenance
In many cases, companies that focus on Lean Manufacturing TPM principles – such as preventive inspections, visual management, and operator involvement – achieve better and more sustainable results than those that rely solely on technology.
Why Operators Are Essential in TPM Maintenance
Every machine has faults – some minor, some critical. Problems that don’t immediately cause downtime are often ignored. However, even small irregularities can evolve into major breakdowns.
In TPM Lean, the rule is clear:
fewer abnormalities mean fewer breakdowns.
Operators are closest to the machines, so they are best positioned to notice the earliest signs of deterioration. That’s why in TPM maintenance, engaging operators in daily diagnostics is the most effective preventive measure.
How to Engage Operators in Lean Manufacturing TPM
1. Diagnosing Faults During Deep Machine Cleaning
The first stage of autonomous maintenance begins with deep cleaning. During this process, operators learn how their machines are built and how they function, while identifying irregularities. The maintenance department should participate, providing technical guidance and sharing knowledge about machine components and lubrication systems.
The goal isn’t just “cleaning” – it’s identifying potential failures.
A structured Fault Identification Sheet supports this process by defining areas to inspect: electrical systems, lubrication, bolts and connections, vibrations, noise, cleanliness, lighting, and labeling.
This method promotes learning, responsibility, and operator ownership – essential foundations of TPM Lean Management.
2. Diagnosing Faults in Daily Work
While deep cleaning happens a few times a year, daily observation must become a habit. That’s why in TPM maintenance, clear and simple autonomous maintenance instructions are essential.
These instructions guide operators step-by-step through daily checks and minor preventive tasks. Creating a catalog of common faults – with descriptions and photos – helps them recognize problems faster and communicate them effectively.
Such catalogs are often developed during initial cleaning activities, when operators encounter and document different types of machine issues. Over time, this becomes a visual training tool supporting the continuous improvement cycle in Lean Manufacturing TPM.
3. Fault Reporting System – Building Communication Between Operators and Maintenance
The third pillar of effective TPM Lean maintenance is communication. Operators need a clear, visual way to report faults to the maintenance department and track progress.
Figure 3. Fault reporting system at LG Display Poland
Visual TPM board for fault communication
At LG Display Poland, the team developed a simple visual system. When an operator detects a fault, they complete a fault card and place a magnet on the board at the fault’s location. The maintenance team has 48 hours to react – flipping the magnet to yellow means an action has been taken.
This visual management approach strengthens collaboration between operators and maintenance technicians, turning fault reporting into a natural part of daily work – a core idea of TPM Lean.
Results of Operator Engagement in TPM Lean Maintenance
At Nidec Motors & Actuators (Poland), involving operators in fault identification and reporting brought measurable improvements in reliability and productivity.
Figure 4. Number of reported machine faults (2008–2014)
Number of reported faults
Initially, the number of reports increased – indicating that operators became more attentive and proactive. Later, as preventive actions stabilized processes, the number of faults decreased.
Figure 5. Reduction in machine breakdowns due to operator engagement
Decline in machine failure rate
Between 2008 and 2014, the share of downtime caused by breakdowns fell from 3.8% to just 1.31%.
This demonstrates the power of TPM Lean maintenance – where operator engagement directly translates into higher equipment reliability and production stability.
Conclusion
Modern diagnostic technologies are valuable, but they can’t replace human engagement. Sustainable TPM Lean Management requires not only advanced equipment but also empowered, trained, and observant operators.
Autonomous maintenance instructions, fault catalogs, and visual reporting systems are simple yet powerful tools that bring TPM Lean to life. They foster responsibility, teamwork, and continuous improvement – the essence of Lean Manufacturing TPM.
As Peter Drucker once said:
“Give people freedom and the opportunity to act, and they will surprise you with their ingenuity.”
That statement perfectly captures the spirit of TPM Lean: when operators take ownership of maintenance, machines work better, breakdowns decrease, and continuous improvement becomes a daily habit.
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References
Danek M., Misiurek B., 2015, How to Engage Operators in New Tasks Essential for the Effective Implementation of Lean Management Philosophy on the Example of Nidec Motors & Actuators (Poland) Sp. z o.o., XV Lean Management Conference, Wrocław
Legutko S., 2004, Basics of Machine and Equipment Operation, WSiP, Warsaw
Liwowski B., Kozłowski R., 2007, Fundamentals of Production Management, Wolters Kluwer Polska
Misiurek B., 2015, Methodology of Standardizing Autonomous Maintenance Processes to Improve Automated Machine Efficiency, Doctoral Thesis, Wrocław University of Technology
Wolak M., Kotlarski B., Maczuga M., 2014, 5S as the Foundation of a Sustainable TPM System, Lean Enterprise Institute Polska, Wrocław
I am a promoter of Lean Management and the Training Within Industry program. I am a practitioner. I co-create many startups. Since 2015, I have been the CEO of Leantrix - a leading Lean consulting company in Poland, which, starting from 2024, organizes one of the largest conferences dedicated to lean management in Poland - the Lean TWI Summit. Since 2019, I have been the CEO of Do Lean IT OU, a company registered in Estonia that creates the software etwi.io, used by dozens of manufacturing and service companies in Europe and the USA.
Maciej Antosik – management student at Wrocław University of Science and Technology. I support the Leantrix team in carrying out projects. Among other things, I was responsible for implementing the conference application during the Lean TWI Summit. Currently, I am responsible for marketing and also collaborate on the creation of Kaizen UP and Wiktor Wołoszczuk’s podcast.
Outside of my studies and work, I am developing as a personal trainer and train professionally in powerlifting. Sports teach me discipline and consistency, which I also apply in my professional life. What brings me the greatest satisfaction is personal growth and achieving long-term goals that require courage and pushing beyond my own limits.
In my free time, I am passionate about cooking, traveling, and music – these are spaces for me to act creatively and discover new inspirations. I consider myself ambitious and open-minded, always ready for the next challenge.
