35 TPM implementation route Overview

In helping our customers to introduce TPM principles, philosophy and practicalities into their company, we have developed a unique and structured step-by-step approach which is illustrated in Figure 3.17. It is a journey which comprises:

• securing management commitment;

• trialling and proving the TPM route as part of the policy development;

• deployment of that policy through four milestones, based on geographic improvement zones.

Typical timescales shown will, of course, vary according to the size of the operation, the amount of resource that is committed and the pace at which change can be initiated and absorbed. All these key questions, plus cost/ benefit potential, are addressed within the scoping study or 'planning the plan' phase. Thorough planning is an essential forerunner for successful implementation.

Secure management commitment

Securing the necessary management commitment comprises three main elements:

• Senior management workshop

The objectives of the management workshop are essentially to set and agree:

- how TPM will fit with the business drivers and other initiatives;

- how TPM needs to be 'positioned' for the site;

- a management control system for the total programme;

- the TPM vision for the company/site/plant.

• Plant-specific scoping study

This describes the objectives of the plant, or site-specific scoping study, which is the essential tailoring of the implementation plan for the particular site.

As indicated, this scoping study is carried out over a two to four week period, culminating in a local management review session to gain buy-in and commitment to the specific programme and as the launch-pad for implementation.

• Four-day hands-on workshop

The final stage of securing the necessary management commitment is a four-day hands-on TPM workshop carried out on 'live' equipment in the host plant. The delegates will comprise a cross-section of senior management, potential TPM facilitators, union representatives (if appropriate) and some key operators and maintainers.

disarray. The philosophy here is that cleaning is checking, which is discovering abnormalities, which allows us to restore or improve abnormalities, which will give a positive effect, which will give pride in the workplace and will give our workforce back some self-esteem.

5. We should always lead the TPM process by asking 'why' five times (see page 31).

We usually don't know the answers to these questions because we have not been given the time, inclination and encouragement to find them. TPM gives us the necessary method and motivation to do so.

Most companies start their TPM journey by selecting a pilot area in a plant which can act as the focus and proving ground from which to cascade to other pilots and eventually across the whole plant or site.

Equipment losses often occur because the root cause of a problem is not eliminated (see Figure 3.18). When a defect occurs, production pressures and other constraints prevent a thorough investigation of the problem before solutions are applied. Instead, pit-stop 'quick fixes' are made which often result in performance and quality losses during operation. In many cases, defects which do not cause a breakdown are ignored and become part of the operating cycle of the equipment. Eventually, these defects recur and magnify, the same fixes are applied (under the same pressure) and the cycle continues. The TPM process breaks the cycle once and for all by identifying the root causes, eliminating them and putting in countermeasures to prevent recurrence.

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