• Commercial and market benefits definition

• Visual management of information

• TPM publicity and awareness communication

• Inter-shift communications

• TPM activity logistics and facilitator support

• Standardization of best practice

• Spares forecast and consumption rates

• Hygiene and /or safety training and policy

• Input to problem solving and solutions

A dramatic message for managers and supervisors is embodied in Figure 8.12.


To be a world-class manufacturer


Just in time, lean production, one-piece flow Prerequisite for success

We will be planning for failure regarding our daily and weekly output schedules unless the six losses of:

• Idling and minor stoppages

• Reduced speed

• Defects and rework

• Start-up are systematically tackled and eliminated through the TPM improvement plan. This will be reflected in an OEE performance of 85 per cent + rather than the c.70 per cent OEE of today.

The choice?

Either 100 per cent sustained commitment from management and supervision for TPM Continue to plan for failure

Figure 8.12 The choice for management

8.6 Barriers to introduction of TPM

Inevitably, when major changes in an enterprise are being introduced there will be suspicion and opposition: this has been discussed in Chapter 7. Some of the common reasons for suspicion are as follows:

• Management shows impatience for quick fixes rather than 'stickability' and commitment.

• Operation information A4 format located on or by the equipment.

• Maintenance points Marked by red arrows and frequency symbols. Colour coding for clarity of assembly/repair sequence. Optimum maintenance routes clearly marked. Machine defects tagged.

8.8 Support for teams and key contacts

Management support for these groups must be visible and total. Support of teams involves: active listening; supporting and, if differing, taking responsibility; stating issues which are your concern; and being specific. Some negative team practices which need to be gently corrected are: over-talking; not joining in; flying off at a tangent; and hijacking the discussion. Some guidelines for helping teams to succeed are as follows:

• Agreed priorities and strategy

• Effective planning, control and delivery systems

• Clear organization of labour, equipment and materials

• Insistence on measurable results and individual commitment to them

• Encouragement to identify and meet task and process skills needs

• Active reinforcement of teamworking

• Promotion of a positive outlook to problem solving and new ideas

• Mutual support

• Good communication

• Shared objectives

• Managed conflict

• Effective use of skills

The role of key contacts is to:

• provide support to the team in specialized areas which impact on the shopfloor;

• improve the working relationship between direct and indirect staff;

• create an environment where all business functions can help improve the value adding process.

8.9 Importance of safety

The emphasis on safety at work has steadily increased in recent years, and in today's industrial scene everyone in an enterprise must be concerned about safe practices. TPM is very much concerned to enhance safe working. Some of the main ways in which this can be achieved are as follows:

• Neglect and penny-pinching are false economies in the context of the cost of injuries due to unreliable machines.

• Maintenance and safety are tied partners. Most injuries and accidents are caused by operators trying to intervene because their machines are not operating correctly.

• Maintenance means proper guarding, no exposed parts, minimum adjustment: it means the operator is protected.

• The Health and Safety Executive says most hearing damage is caused by badly maintained machines.

• When cleaning or driving our car we can identify at least 27 condition checks, of which 17 have significant road safety implications. Bring this good practice into work with you (see Figure 3.3).

• The notion of the competent and trained person, linked to assets that are fit for purpose and safe, plus statutory obligations, must be central to your TPM strategy, policy and practice.

8.10 Summary

Some of the intangible benefits of why TPM works are as follows:

• TPM is common sense and is therefore valued by employees and employers alike

• Practical vehicle for implementing the company's goals and vision

• Changes the employee's mind, creating ownership

• Belief in his/her equipment

• Protected and maintained by him/her

• Through self-help (autonomous maintenance)

• Give the employees confidence in themselves: create a feeling of 'where there's a will there's a way'

• Clean environment and environmentally clean

• Good corporate image

Figure 8.14 poses a question and provides the answer which epitomizes the TPM approach. Figure 8.15 illustrates what TPM meant to a team based on their experiences of running a sixteen-week TPM pilot exercise at an automotive manufacturer in the north of England.

There is no better way of rounding off this chapter than by quoting the general manager of the plant after attending a team presentation of a TPM improvement plan pilot:

We started our TPM programme - or TPM journey as I prefer to think of it - about three months ago, so it's early days yet. However, the things that struck me most about the TPM team's


If you haven't got the time to do things right the first time . . . How are you going to find the time to put them right?


TPM gives you the time to do things right the first time, every time!

Figure 8.14 TPM: the answer to a problem presentation today were their obvious enthusiasm for what is proving to be a grass roots process with real business benefits. The other factor which is quite clear to me is that TPM can only be sustained provided our supervisors and managers support the TPM process wholeheartedly. Our workforce obviously values the process: it is up to us to give them the time and full resources to carry it out. We've always known that our equipment and process capability is not what it should and could be. Everyone thinks about quality output. TPM adds the missing link: quality output from world-class and effective equipment.






The alternative:


People Pampered

Perfect People


Matter Machines




Figure 8.15 What TPM means to us

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