Page 184 - TPM A Route to World-Class Performance

162 TPM-A Route to World-Class Performance

projects and associated CAN DO improvement zones will be mobilized,
together with the supporting activities of:
awareness and training, including an immediate on-site four-day hands-
on workshop for facilitators, key contacts and members of the Steering
Group, together with the core team nominees;
poky and roll-out plan development;
on-the-job coaching;
Steering Group/Audit review.
The pilot projeds themselves support a number of implementation processes:
Training for the core teams
On-the-job coaching for the core teams, team leaders and facilitators
Identification of issues which restrict the application of TPM principles
Integration of TPM with existing internal systems and procedures
Development of the policy and roll-out plan to support the systematic
implementation of TPM across the site
Th_ls is the key phase for moving the TPM process from 'Strategic Intent' to
'Making it Happen', concentrating on focused improvements on the pilots
using WCS's unique nine-step Improvement Plan and getting everyone
involved via the plant clear and clean activities of the 5S/CAN DO philosophy.
This phase also includes setting up the TPM infrastructure, including the
Steering Group, TF'M facilitator and TPM pillar champions.
The objectives of the TPM pilot training are to:
conduct communications and awareness sessions;
implement the selected pilots using the nine-step improvement plan,
based on the three cycles of measurement, condition, problem prevention;
design, develop and implement a plant-wide clear and clean process
using 5S/CAN DO philosophy;
establish performance and measurement to record progress, with specific
au&t and reviews;
establish infrastructure to support eventual site-wide deployment of
TPM, including pillar champion roles, responsibilities and TPM coaching
needs;
gain experience and identify key learning points;
highlight the inhibitors to effective implementation for action;
ensure that the policy guidelines defined earlier are applied;
monitor and review progress with the Steering Group.
As shown in Table 7.1, the core teams will introduce low cost/no cost
improvements throughout the pilot over twelve to sixteen weeks. During
tfus time, they wdl need to meet a minimum of eight times, following our
structured nine-step approach. At the end of the period, they will feed back
their recommendations for future action and also their views on the effectiveness
of TPM.