Page 188 - TPM A Route to World-Class Performance
P. 188

Managing the TPM journey





                   8.1  Future vision,  planning and control

                  The introduction of  TPM to an enterprise starts with a vision of  the future,
                  and this is illustrated  in very  clear terms by  Figure 8.1. All the means of
                  achieving TPM which have been discussed in earlier chapters lead to the
                  continuous improvement habit, which embodies the spirit of kuizen and which
                  can be brought to reality by following the WCS approach to TPM. The key
                  point is that when people want to change the way they do things, then they
                  will sustain it.
                     Some of the major changes which will result from the introduction of  TPM,
                  and the benefits which those changes will bring, are as shown in Table 8.1.
                     Planning, organization and control are essential prerequisites:
                       Plannzng  entails allocation of  resources on a realistic and  achievable
                       basis with regular review and progressive development on the long-
                       term basis necessary for success.
                     0  Organization requires defined resources with  clear allocation of  roles
                       and responsibilities; this must be accompanied by effective and clearly
                       understood methods of  working.



                                             1. OUR HIGHEST PRIORITY
                          I              TAKING CONTROL OF OUR EQUIPMENT     I
                                                                   I
                      2.
                                                                        employees
                          the company                                 we expect from our
                    Time to work in teams to solve             Q Ownershiplhighly motivated
                    our problems far good
                    Delegate day-to-day  running to  cr        Q Minimum supervision
                    supervision and beloa                          Well maintained colourful equipment
                    Easy to use working   %   Completely safe   @ with improving OEE
                    methods, e.g  spare puts   No 011,  water or air leaks   Q Proud to be part of TPM
                    clearly labelled   cr  6. TO DELIVER THIS
                    Communication   cr   Customer satisfaction with quality products   Discipline to work the whole shift using
                                                                   best practice routines
                                        Zero waste, breakdowns, 90% OEE
                                        Ouoted bv others as  wdd class





                  Figure 8.1 Our ‘Spark to Start vision’ win/win contract
   183   184   185   186   187   188   189   190   191   192   193