Page 198 - TPM A Route to World-Class Performance

Managing the TPM journey 175

The focus for facilitators, production, maintenance and management to deliver
the TPM vision through the four milestones is set out in Table 8.3.

8.5 Management structure and the
roles of supervisors

A plant-level TPM project structure taken from an actual case history is shown
in Figure 8.2. This shows clearly the involvement of top management and the
relationship of all the aspects of TPM which have been addressed in earlier
chapters.
The roles and responsibilities of the management and supervisors as key
contact to the TPM teams are repeated here to underline their importance:

0 Input and release of people for TPM training
o Release of equipment for restoration and subsequent asset care
0 Technical and historical information

Table 8.3 Steps to achieve the TPM vision
Introduction Refine best practice Build capability Continuous
(pilots) and standardize (promotion and improvement
(roll-out) practice) (stabilization)

Facilitator-driven Facilitator/supervisor- Supervisor-driven Small-group
driven maintainer/operator-
driven (i.e. self-
sustaining
Production focus All departments All employees Autonomous small
Selected begin improvement use TPM groups implement
operators in pilot activities concepts activities
area work on Establish Early problem
improvement standardization detection/solving
plan
Maintenance Maintenance Training in Reducing
focus organizes to support maintenance equipment lifetime
Selected plant-wide projects skills for costs
maintainers and planned operators and
work with pilot maintenance maintainers
team
Management Stimulating interest, Encouraging Striving for world
focus managing resources teamwork, class performance
Policies and training and skill
structure to development
support long-
term
commitment