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Figure 7.28 Typical TPM timetable plan projects arid associated CAN DO improvement zones will be mobilized, together with the supporting activities of:

• awareness and training, including an immediate on-site four-day hands-on workshop for facilitators, key contacts and members of the Steering Group, together with the core team nominees;

• policy and roll-out plan development;

• Steering Group/Audit review.

The pilot projects themselves support a number of implementation processes:

• Training for the core teams

• On-the-job coaching for the core teams, team leaders and facilitators

• Identification of issues which restrict the application of TPM principles

• Integration of TPM with existing internal systems and procedures

• Development of the policy and roll-out plan to support the systematic implementation of TPM across the site

This is the key phase for moving the TPM process from 'Strategic Intent' to 'Making it Happen', concentrating on focused improvements on the pilots using WCS's unique nine-step Improvement Plan and getting everyone involved via the plant clear and clean activities of the 5S/CAN DO philosophy. This phase also includes setting up the TPM infrastructure, including the Steering Group, TPM facilitator and TPM pillar champions. The objectives of the TPM pilot training arc to:

• conduct communications and awareness sessions;

• implement the selected pilots using the nine-step improvement plan, based on the three cycles of measurement, condition, problem prevention;

• design, develop and implement a plant-wide clear and clean process using 5S/CAN DO philosophy;

• establish performance and measurement to record progress, with specific audit and reviews;

• establish infrastructure to support eventual site-wide deployment of TPM, including pillar champion roles, responsibilities and TPM coaching needs;

• gain experience and identify key learning points;

• highlight the inhibitors to effective implementation for action;

• ensure that the policy guidelines defined earlier are applied;

• monitor and review progress with the Steering Group.

As shown in Table 7.1, the core teams will introduce low cost/no cost improvements throughout the pilot over twelve to sixteen weeks. During this time, they will need to meet a minimum of eight times, following our structured nine-step approach. At the end of the period, they will feed back their recommendations for future action and also their views on the effectiveness of TPM.

Table 7.1 Typical TPM pilot project timetable

Week No

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