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called Mainsaver was proposed, which, among other things, would provide
data to improvement teams. In addition, a wide-ranging Total Productive
Maintenance programme was planned, complemented by a restructuring
programme to enhance teamworking.
This was seen as a major change to a very traditional site, and protracted
negotiations with both unions took place before the plans were implemented.
It was very interesting to note that once the unions - particularly the
engineers -were ’on board’ with the proposals, they became fervent champions
of - and heavily personally involved in - TPM.

2.0 Why TPM?

Adams was looking for a shopfloor-based, easily understood continuous
improvement tool. TPM was the perfect solution in that it provided a grass-
roots process, with a simple and universal business performance measure of
OEE (Overall Equipment Effectiveness), and involved both operators and
maintainers as joint experts and teamworkers.
TPM was formally introduced to the Manchester site in 1996 - the first
Adams site in the world to implement TPM - with three pilot projects, each
focusing on a critical piece of machinery or group of similar machines: Volpak,
1001 and 2001 machines.
Leading TPM consultancy, WCS International, provided initial planning
and training expertise, to develop a long-term sustainable TPM programme
that is now supported by coaching and regular audit and review advice.
Based upon the successes of the pilot teams, it was decided to ’roll out’ the
TPM process across the whole site. Clive Marsden gained agreement to recruit
a full-time manager to co-ordinate and lead this ’roll-out’. As a result, Chris
Rose was appointed as full-time TPM Manager two years ago, having worked
at Adams for 22 years, where he began as a maintenance craftsman.

Full- time fa cilita tor
Chris Rose co-ordinates TPM activities at the Manchester site. He also facilitates
the TPM process, attends team TPM meetings and hosts his own TPM
Facilitator’s meeting once a week. Every four weeks, Chris reports back to
the Area Steering Group, which addresses any roadblocks and ensures that
the team’s activities are linked to the company’s business goals.

Communication is the key
One of the most important aspects of the TPM programme is the communication
of its results and initiatives - there was a time at Adams when TPM was
thought to be an elitist hobby for a select group of workers. However, this
issue has been addressed through the creation of improvement zones and
involvement of staff through the company Intranet site.
Wrapping Technical Operator and computer enthusiast, Fiore Festa,