Promoting the environment where those questions are asked and answers sought throughout the organization is an essential leadership task which needs to be allocated sufficient of the following in order to succeed:

Experience has shown that the programme should focus initially on the classic five pillars. The evolution from five pillars to eight can take place as the first milestone (everyone involved) is passed (Figure 4.9).

The additional pillars are described below. These build on the change from reactive to proactive management potential released by achieving zero breakdowns. They support problem finding and the progressive reduction of chronic losses.

Focused improvement

Top-down driven improvement directed at issues identified bottom-up. Key contacts working with and on behalf of teams to support resolution of support problems/improvements.

Quality maintenance

The development route for maintainers analysing minor quality defects to identify and pursue optimum conditions and chronic loss reduction. Provides an essential bridge between today's shop-floor learning and the early equipment knowledge base.

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