34 Getting started in your plant

As with most good practices, there is nothing particularly earth-shattering about TPM. The essence lies in the ability to focus the concepts and principles on the reality of the actual day-to-day situation. This means getting the climate right through front-line teamwork, aiming for motivation and ownership of the condition and productivity of equipment when it is up and running, rather than the 'I operate, you fix' traditional approach. This is easily said, but is potentially difficult to implement unless TPM is tailored to the specific

Table 3.2 TPM vision of the future

Feature

Result

Machines run close to nameplate capacity

Ideas to improve often proposed by operators

Breakdowns rare, and we achieve flawless operation Machines adapted to our need by our people

Operators and maintainers solve problems themselves Cleanliness and pride in continuous improvement More output potential from existing plant

• Reduced capital expenditure need

• Ownership/success

• Used to learn and teach the team

• Our machines will be better

• Fewer delays and stoppages: enhanced self-esteem

• Good working environment

• More profits and/or more control and choice industry and local plant environment and business drivers (uptime versus downtime, output production, maintenance cost per unit of output, safety considerations, job flexibilities and so on) and, of course, the essential cultural and attitudinal perspectives.

Essentially we are talking about new ways of working, more effective and co-operative methods of carrying out essential asset care tasks and equipment-related problem resolution. This is achieved by improving the flexibility and interaction of maintenance and production, supported by excellent management, supervision, engineers and designers, plus systems, documentation, procedures, training, quality and team leading within an environment where safety is paramount.

TPM experiences in a wide range of industries confirm that it is essential to put handles on the issues before you can start to formulate a realistic programme of TPM-driven improvement with associated training, awareness and development. There is only one way to put handles on the issues, and that is to see and feel them at first hand. You must be prepared to spend sufficient time in the selected or proposed TPM plant so that you can see the reality and talk to the managers, superintendents, supervisors, engineers, designers, technicians, craftsmen and operators. As a result, you can understand where the plant is today and where it can realistically go for the future using the TPM approach. Whilst in the plant you can also formulate the training and awareness requirements as a properly thought-out plan with clearly identified benefits, costs, priorities, milestones, timescales, methods and resources. Each and every plant is like a thumbprint: it is unique and has to be treated as such.

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