Page 63 - TPM A Route to World-Class Performance

44 TPM-A Route to World-Class Performance

Table 3.2 TPM vision of the future
Feature Result
Machines run close to name- Reduced capital expenditure
plate capacity need
Ideas to improve often proposed 0 Ownership/success
by operators
Breakdowns rare, and we 0 Used to learn and teach the team
achieve flawless operation
Machines adapted to our need by Our machines will be better
our people
Operators and maintainers solve Fewer delays and stoppages:
problems themselves enhanced self-esteem
Cleanliness and pride in Good working environment
continuous improvement
More output potential from More profits and/or more
existing plant control and choice

industry and local plant environment and business drivers (uptime versus
downtime, output production, maintenance cost per unit of output, safety
considerations, job flexibilities and so on) and, of course, the essential cultural
and attitudinal perspectives.
Essentially we are talking about new ways of working, more effective and
co-operative methods of carrying out essential asset care tasks and equipment-
related problem resolution. This is achieved by improving the flexibility and
interaction of maintenance and production, supported by excellent manage-
ment, supervision, engineers and designers, plus systems, documentation,
procedures, training, quality and team leading within an environment where
safety is paramount.
TPM experiences in a wide range of industries confirm that it is essential
to put handles on the issues before you can start to formulate a realistic
programme of TPM-driven improvement with associated training, awareness
and development. There is only one way to put handles on the issues, and
that is to see and feel them at first hand. You must be prepared to spend
sufficient time in the selected or proposed TPM plant so that you can see the
reality and talk to the managers, superintendents, supervisors, engineers,
designers, technicians, craftsmen and operators. As a result, you can understand
where the plant is today and where it can realistically go for the future using
the TPM approach. Whilst in the plant you can also formulate the training
and awareness requirements as a properly thought-out plan with clearly
identified benefits, costs, priorities, milestones, timescales, methods and
resources. Each and every plant is like a thumbprint: it is unique and has to
be treated as such.