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166 TPM-A Route to World-Class Performance
Table 8.1 TPM enablers and results
Enabler Result
Machines run close to name-plate capacity Reduce need for excess capacity
Ideas to improve often proposed by operators Ownership /success
Breakdown rate reduced Used to learn and teach the team
Machines adapted to our needs by our Our machines will be better
people
Operators solve problems themselves Fewer delays and stoppages
Cleanliness and pride in continuous Good working environment
improvement
More output from existing plant More profits
Contvol The two aspects of control are coordination, which is concerned
with what happens next and is most effective with simple vision systems
and procedures; and feedback, which is
- concerned with goals for time, cost and quality
- used to identify the reasons for failure and to prevent recurrence
- the source of objective evidence of the need for increased resources,
modification of goals or the introduction of specialists.
8.2 Role of managers
The implementation of TPM has three dimensions:
Top-down: creating the environment for continuous improvement
Bottom-up: small group activity
Organizational learning: capturing and sharing lessons learned
These align with first line and senior management roles and provide the
basis for integrating management priorities through an infrastructure illustrated
in Figure 8.2. This is also aimed at giving the bottom-up, team-based activity
the necessary recognition at each level of TPM progress (see Figure 8.3).
Top down
Pillar champions focus on co-ordinating the implementation of individual
TPM principles by setting policy and supporting its application. Policy is
about problem solving and sets out a fluid set of ground rules in the form of
priorities and standards. TPM provides the tools to deploy that policy,
translating top-level perspective stepwise into shopfloor accountabilities
through the first line management or area champions. An outline of these
standards is included in Chapter 7.
Bo f tom-up
First line managers are allocated physical areas in which to focus their
improvement resources. Their role is to develop the capability of multi-