Performance Enhancement Through Continuous Improvement

Bottom-up delivery ol'

results

Figure 3.10 Top-down, bottom-up performance contract

Bottom-up delivery ol'

results

Figure 3.10 Top-down, bottom-up performance contract

In order to achieve the above targets, you need a 'top-down', 'bottom-up' delivery process as illustrated in Figure 3.10.

We will be expanding on this performance contract approach in later chapters. Suffice to say here that the TPM process can deliver the necessary business drivers, provided there is a logical and coherent performance triangle in place that reflects the organization structure which is aligned with clear roles and responsibilities.

From the 'bottom-up' perspective in TPM, management recognizes the simple fact that it is the operators of plant and equipment who are in the best position to know the condition of their equipment. Without their co-operation, no effective asset care programme can be developed and implemented. On the contrary, they can act as the senses (eyes, ears, nose, mouth, hands) of their maintenance colleagues, and as a team they can work out for themselves the best way of operating and looking after their machines, as well as resolving chronic equipment-related problems once and for all. They can also establish how to measure the resultant improvements.

TPM involves very little 'rocket science'; it is basically common sense. The problem is, it is quite a rarity to be asked to put our common sense to good use! TPM, however, does just that.

In order to illustrate the application of TPM principles, three everyday analogies may prove helpful:

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