Page 42 - TPM A Route to World-Class Performance

3

The top-down and bottom-up

realities of TPM

The reality of implementing TPM concerns two different dimensions: top-
down strategic direction and bottom-up delivery of improvement. A strength
of TPM is its ability to align both dimensions under a common goal.
This chapter looks at how apparently different motives can be integrated
to the benefit of all stakeholders. This includes shareholders, licensing
authorities, environmentalists as well as employees at all levels.

3.1 Setting and quantifying the TPM vision
Increasing pressure to drive down costs and eliminate waste in all its forms
across the value/supply chain means the continuous improvement of our
assets - both physical and people-related - is no longer an option. This also
means that both the manufacturing and maintenance strategies, and their
delivery, must fit and reflect the company’s business drivers and strategy. It
is customers who ultimately drive our business, and we therefore need to
specify the necessary responses to satisfy and exceed these expectations by
adding quality, performance and reliability - in all that we do.
Our own consultancy operation aspires to help manufacturing and process
industry to realize its full potential in terms of customer service, cost, quality,
safety and morale through the powerful enabling tool of TPM.
Determined world-class pacesetters will continue to use TPM as a key
enabling tool to ensure a sustainable and profitable future for 2000 and beyond.
TPM unlocks your installed productive capacity by unlocking the potential
of your people, because Today People Matter!
The TPM loss model is a tool that predicts how costs will behave as a
result of continuous improvement. This provides a feedforward mechanism,
as opposed to ’feedback’, to help management identify potential gains and
direct priorities towards meeting and exceeding customer expectations.

What is a loss?
Each loss category is a legitimate top-down ’model’ of a type of shopfloor
problem, i.e. opportunity.
The use of loss categorization will be familiar to those who analyse equipment
problems. For example, experience shows that for every breakdown there are