32 Analogies

• the healthy body

(using the senses) (defining core competences) (creating the company-wide team)

Each is described below. At the end of the chapter there are two light-hearted stories. The first one is about an overhead projector operator and his maintenance colleague, which contains the best parts of the analogies in order to underpin the basically straightforward, but nonetheless fundamental,

The second story relates to how a typical supervisor of the 'just do as I say' mould progressively changes to a 'let's work together to find the best way' style.

A good analogy of using our senses, including common sense, is the way in which we look after our motor cars as a team effort between the operator (you, the owner and driver) and the maintainer (the garage maintenance

As the operator of your motor car you take pride of ownership of this important asset. TPM strives to bring that sense of ownership and responsibility to the workplace. To extend the motor car analogy: when you, as the operator, take your car to the garage, the first thing the mechanic will seek is your view as to what is wrong with the car (your machine). He will know that you are best placed to act as his senses - ears, eyes, nose, mouth and common sense. If you say, 'Well, I'm not sure, but it smells of petrol and the engine is misfiring at 60 mph', he will probably say 'That's useful to know, but is there anything else you can tell me?' 'Yes,' you reply, 'I've cleaned the plugs and checked the plug gaps.' He won't be surprised that you carried out these basic checks, and certainly won't regard them as a mechanic-only job. 'Fine,' he might say, 'and that didn't cure the problem?' 'No,' you reply, 'so I adjusted the timing mechanism!' 'Serves you right then,' says the mechanic, 'and now it will cost you time and money for me to put it right.' In other words, in the final stage you, the operator, went beyond your level of competence and actually hindered the team effort. TPM is about getting a balanced team effort between operators and maintainers - both experts in their own right, but prepared to co-operate

As the operator of your car you know it makes sense to clean it - not because you are neurotic about having a clean car just for the sake of it, but rather because cleaning is inspection, which is spotting deterioration before it becomes catastrophic. The example in Figure 3.11 shows the power of this operator/ownership. In the routine car checks described, our senses of sight, hearing, touch and smell are used to detect signs which may have implications for inconvenience, safety, damage or the need for repairs or replacements. None of the 27 checks listed in the Figure requires a spanner or a screwdriver, but 17 of them have implications for safety. The analogy with TPM is clear: failure of the operator to be alert to his machine's condition can inhibit safety and lead to consequential damage, inconvenience, low productivity and high cost.

Routine checks:

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