Figure 3.11 Taking care of your car

We don't accept the status quo with our cars because ultimately this costs us money and is inconvenient when problems become major. In other words, we are highly conscious of changes in our cars' condition and performance using our senses. This is made easier for us by clear instruments and good access to parts which need regular attention. We need to bring this thinking into our workplace.

A healthy body

Figure 3.12 shows our second analogy, which is that healthy equipment is like a healthy body. It is also a team effort between the operator (you) and the maintainer (the doctor).

Looking after equipment falls into three main categories:

• Cleaning and inspection The daily prevention or apple a day, which prevents accelerated deterioration or wear and highlights changes in condition. The operator can do most, if not all, of these tasks where a technical judgement is not required.

Measure deterioration

Daily prevention

Measure deterioration

Inject before breakdown

Routine service Lubricate Clean Adjust Inspect

Monitoring and prediction

Timely preventive maintenance

Routine service Lubricate Clean Adjust Inspect

Monitoring and prediction

Timely preventive maintenance

Figure 3.12 Healthy equipment is like a healthy body

• Checks and monitoring Measure deterioration or use the thermometer which highlights the trends or changes in performance. The operator can support the maintainer by acting as his ears, eyes, nose, mouth and common sense, thus allowing the maintainer to concentrate on the critical diagnostic tasks.

• Planned, preventive maintenance and servicing Inject before breakdown, which prevents failure by reacting to changes in condition and performance. The maintainer still does the majority of these tasks under TPM on the basis that a technical skill and/or judgement is required.

Perhaps the key difference in determining the asset care regime is that under TPM the operator and maintainer determine the routines under each of three categories. If you ask our opinion as an operator or maintainer and that opinion is embodied in the way we do things for the future, then we will stick with it because it is our idea. On the other hand, if you impose these routines from above, then we might tick a few boxes on a form, but we will not actually do anything.

The analogy works for activities across the company. Those who do the work are in the best position to define and refine core competences.

The soccer team

The third analogy emphasizes the absolutely critical aspect of teamwork. At every stage in the development of the TPM process, teamwork and total cooperation without jealousy and without suspicion are essential to success. In Chapter 7, we shall see how these teams are established and developed, but Figure 3.13 gives a pictorial representation of how the teams can function to maximum efficiency and minimum losses. Their job is to 'win', just as a soccer team on the field seeks to score and win the match. Just as the soccer team has the backing of a support group such as the coach, the physiotherapist, the manager and so on, the core TPM team also needs the proactive support of the designers, engineers, quality control, production control, union representatives and management.

In our soccer team the operators are the attackers or forwards, and the maintainers are the defenders. Of course, the maintainers can go forward and help the operators score a goal. Similarly, the operators can drop back in defence and help stop goals being scored against the team. They are both experts in their respective positions, but they are also willing to co-operate, help each other and be versatile. One thing is for sure in the modern world-class game: if we do not co-operate, we will certainly get relegated! The core team will invite functional help on the shopfloor when needed, and all concerned will give total co-operation with the single-minded objective of maximizing equipment effectiveness. Without co-operation and trust, the soccer team will not win. The core team on the pitch is only as good as the support it gets from the key contacts who are on the touchline - not up in the grandstand!

The TPM facilitator, or coach, is there to guide and to help the whole process work effectively. People are central to the approach used in TPM. We own the assets of the plant and we are therefore responsible for asset management and care. Operators, maintainers, equipment specifiers, designers

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