Page 170 - TPM A Route to World-Class Performance

148 TPM-A Route to World-Class Performance

0 develop a site roll-out approach;
0 develop implementation and training plans to cover:
- potential pilot(s)
- likely benefits from pilots (plus potential for site-wide TPM)
- team size and membership
- key contact membership and roles
- logistics and resources plus costs
- initial awareness, communication and training plan plus timing
- TPM facilitator support requirements plus training
- TPM Steering Group membership and terms of reference
- TPM pillar champions
As an example of Step 1 in the scoping study process, Figure 7.3 shows the
potential impact of TPM on this company’s vision of the year 2002.
Figure 7.4 articulates how TPM will provide the mortar between the other
building blocks already in place at this company as their ‘site improvement
strategy for sustainable growth’.
The second stage in Figure 7.2 is to assess people’s perceptions and feelings.
What people think is what matters. Whether we agree with their perceptions
is neither here nor there. If somebody has a so-called ’negative attribute’,
then it is our belief that they have a perfect God-given right to feel that way,
because something or someone has made them feel that way. Our collective
responsibility is to turn that negative energy into something positive.

I VISION FOR 2002 I

Potential impact
of TPM
+ World-class performance:
- Satisfied customers, plus competitive costs 4
+ Teamworking culture:
- Employees contribute to and share success 4
- Flexible but not dependent on overtime 3
- Few layers and better communications 3
+ Best use of resources by investing in:
- People 4
- 21st century equipment 3
- 21st century IT 2
+ Plan for growth:
- Europe 3
- New high-value productivity 3
- New businesslmarkets outside Europe 3

1 = Little or no impact 2 = Some impact 3 = Significant impact 4 = High impact
Figure 7.3 Setting the vision