Total Productivity Management

The TP Management is a methodology for increasing business profitability. Its core is the consistent deployment of objectives at all organizational levels. Also, the technique relies on the definition of an integrated improvement plan which every position in the company  contributes actively, bearing one part of the achievement as a target.

Long before the American Lean Thinking school did spread the term of Hoshin Kanri (the Japanese words for policy deployment) and the related working tool based on A3 sheets, important Japanese companies (Nippon Kayaku, Komatsu industry, Teijin, Toyota and ohers) had been successfully applying  since the ’60s this kind of operational management, and several among those applications had been conducted with the help of JMA consultants.

The TP Management can apply to all sectors of both industrial and service businesses. This methodology favors the achievement of objectives in complex projects involving several entities and functions, to have them work  aligned as one to achieve common objectives. A synergistic approach that blends the top-down and bottom-up guidelines, because the result of each improvement and innovation action contributes with acknowledged outcomes to the achievement of some strategic objectives of the organization.

The Total Productivity Management is often used to re-direct or align the operational management and control at different plants belonging to the same organization, or to perform a consistent roll-out of the targets starting from the Corporate Policy level to a number of peripherals, i.e. companies/ business units in the group.

The distinctive feature of JMAC is the ability to merge in the TP Management the extended vision of hoshin kanri (Policy Deployment) and the pragmatism of the A3 tools.