Page 95 - TPM A Route to World-Class Performance

76 TPM-A Route to World-Class Performance

Promoting the environment where those questions are asked and answers
sought throughout the organization is an essential leadership task which
needs to be allocated sufficient of the following in order to succeed:

0 Priority
0 Pace
0 Resources
Experience has shown that the programme should focus initially on the
classic five pillars. The evolution from five pillars to eight can take place as
the first milestone (everyone involved) is passed (Figure 4.9).
The additional pillars are described below. These build on the change from
reactive to proactive management potential released by achieving zero
breakdowns. They support problem finding and the progressive reduction of
chronic losses.
Focused improvement
Top-down driven improvement directed at issues identified bottom-up. Key
contacts working with and on behalf of teams to support resolution of support
problemslimprovements.
Quality maintenance
The development route for maintainers analysing minor quality defects to
identify and pursue optimum conditions and chronic loss reduction. Provides
an essential bridge between today’s shop-floor learning and the early equipment
Continuous -
knowledge base.

Classic TPM
Company-wide TPM

2 Focused improvement
improvement b 1 Continuous improvement in OEE
in OEE
Operator 3 Operations asset care
asset (autonomous plus planned maintenance)
care
Maintainer 4 Quality maintenance
asset 5 TPM in Administration
care
F;;tinuousp- 6 Continuous skill development
7 Safety deployment
development
Early 8 Early management (incorporating early
equipment product management)
management
~ ~~~ ~
Figure 4.9 Evolution of pillars