82 Role of managers

The implementation of TPM has three dimensions:

• Top-down: creating the environment for continuous improvement

• Bottom-up: small group activity

• Organizational learning: capturing and sharing lessons learned

These align with first line and senior management roles and provide the basis for integrating management priorities through an infrastructure illustrated in Figure 8.2. This is also aimed at giving the bottom-up, team-based activity the necessary recognition at each level of TPM progress (see Figure 8.3).

Top down

Pillar champions focus on co-ordinating the implementation of individual TPM principles by setting policy and supporting its application. Policy is about problem solving and sets out a fluid set of ground rules in the form of priorities and standards. TPM provides the tools to deploy that policy, translating top-level perspective stepwise into shopfloor accountabilities through the first line management or area champions. An outline of these standards is included in Chapter 7.

Bottom-up

First line managers are allocated physical areas in which to focus their improvement resources. Their role is to develop the capability of multi-

Figure 8.3 Give team recognition at each level

discipline teams of five to seven personnel. These teams will direct a minimum of 5 per cent of their time to continuous improvement.

Organizational learning

Often first line management is perceived as the barrier to change. In reality, 'what gets measured gets attention'. Traditionally first line management is left alone provided the tonnes go out of the door. Anything else is a 'nice to have', and if it doesn't happen, then it will be ignored.

TPM overcomes this by measuring progress against quality milestones (see Figure 8.3) based on evidence of bottom-up progress through the improvement zone implementation steps (see Figure 8.4). Figures 8.4 and 8.5

TPM IMPROVEMENT ZONE AUDIT/REVIEW

Milestone: Planning/Mobilization Level:

Department: Zone:

Auditors: Date:

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