In an environment where every unproductive minute represents financial losses, failing to accurately diagnose a plant's condition means assuming unnecessary risk.

Top executives need clear, actionable information with tangible impact. JES's team of experts helps detect hidden opportunities that translate into real productivity increases and significant cost reductions.

Our methodology compares current operations against world-class Japanese standards, identifying gaps that limit productive potential.

The result: a strategic roadmap defining concrete actions, proven methodologies, and high-impact tools to optimize financial and operational performance.

TPM was born to improve equipment reliability, but today it's a comprehensive system that transforms the entire supply chain.

The 8 pillars of TPM enable structuring operations based on effective communication, a culture of continuous improvement, and World Class production.

Many companies attempt TPM implementation; few sustain it. The differentiator is committed senior management that sees excellence not as a goal but as a permanent standard.

With JES, implementation is holistic and human-centered. We accompany organizations step by step, achieving failure reduction, waste minimization, and better financial indicators.

The JIPM awards represent one of the highest standards of operational excellence. But their true value lies in the preparation process, which drives organizations to identify weaknesses, strengthen capabilities, and consolidate a culture of improvement.

At JES, we've supported companies in achieving Consistency, Special, and World Class awards under the Japan Institute of Plant Maintenance guidelines, maximizing organizational learning and corporate prestige.

Fleet management represents an often underestimated cost center. With TPM methodology applied to vehicles, JES transforms this operational pain into a source of sustainable savings and greater safety.

Our approach covers primary, secondary, and utility fleets, generating concrete results in accident reduction, efficient maintenance, and logistical waste reduction.

The TPM philosophy has also proven effective in the agribusiness sector. JES has led implementations that optimize machinery use, improve field productivity, and professionalize agricultural management.

Contact us to learn about real success stories in the sector.

5S isn't just a cleaning and organization tool. It's the first step toward an operational discipline culture that facilitates problem detection and prevents waste at its source.

Its application across all areas improves safety, work environment, and prepares the ground for sustainable Lean and TPM practices.

JES specializes in applying Lean tools that maximize customer satisfaction through systematic reduction of operational losses (muda, muri, mura). When integrated with TPM, these tools create a robust platform for continuous improvement and sustained economic value generation.

JES's TPM model for supply chains maximizes efficiency, reliability and continuous flow of materials, information, and products, eliminating losses throughout the logistics network.

We integrate all links with a management system that creates harmonized flow and better customer experience while dramatically improving financial indicators.

FROM PREVENTION TO PRODUCTIVITY, TPM IS INTEGRAL LOGISTICS.

We offer professional Japanese-English-Spanish simultaneous and consecutive interpretation services, specialized in TPM (audits, Health Checks, training, and consulting).

Our team ensures every interaction with Japanese experts is precise, effective, and contextually accurate.

To ensure continuity of progress, JES offers online consulting that enables activity tracking, audit preparation, or specific case reviews quickly, efficiently, and economically.

Schedule directly with your consultant or contact us at: yuri@jesamerica.net

The ROI (Return on Investment) of a TPM (Total Productive Maintenance) implementation can vary depending on plant maturity, commitment level, and implementation approach, but based on industrial studies and real cases, quite solid reference ranges can be established: