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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-
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