• an internal rather than customer-focused perspective which stifles innovation;

• individual rather than team-based motivation which discourages idea sharing;

• political rather than effective management where presentation and image are as important as results.

This ignores the need for learning, assuming that one-off, quick-fix solutions are possible and that they are easily implemented.

The key to challenging this assumption is a clear understanding of how manufacturing costs really behave. The loss model provides such a picture, allowing management to make accurate predictions of the impact of strategic options.

Following on from the theme presented in Chapter 1, the model recognizes that a reduction in equipment loss is only part of what TPM can deliver. Management, material and transformation losses can be reduced, to transform operations in a way which touches all functions - making it an effective integrator of company-wide continuous improvement.

This opportunity will be missed with the simplistic cost-down focus or traditional management thinking.

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