Page 173 - TPM A Route to World-Class Performance

Planning and launching the TPM pilot 151

each of the 28 statements. These can then be grouped as ‘hopes’ and ‘fears’ as
well as potential TPM ’hinders’ and ’helps’.
The analysis will position employee groups on the matrix; the higher the
grouping towards the left-hand corner, the better for TPM’s likely acceptance
and success. However, if the groupings are towards the lower end of the
horizontal and vertical axes, you will find that the TPM process addresses
many of the perceived hindrances in a positive and lasting way. This perceptions
tool is not absolute, but it does provide an excellent benchmark against which
to measure future movements on the matrix.
The analysis will have a major bearing on the way the TPM process is
implemented. As the plan develops, the training programme will seek to
ensure that the most constructive and progressive attitudes prevail, firstly in
the pilot project (see later) and then company-wide as the TPM process
develops.
Achieving the right attitude to change is essential for success. Experience
has shown that operators, recently engaged staff and younger people tend to
take a positive attitude to change, whereas the old hands and the experienced
maintenance technicians are likely to be more wary and defensive (Figure
7.7). The attitude of supervisors depends very much on the individual.
Supervisors will normally support the idea of TPM because of its common
sense. However, they have to face the day-to-day demands of production
and quality and, hence, may find it difficult to sustain a commitment to
release operators and maintainers for the TPM process or to release equipment
and machines for essential restoration and refurbishment. Effective two-way
communication is essential to avoid resistance to change: those who will be
involved in the TPM process must have a very clear idea of what it is all
about and what the company - and, more particularly, what they as individuals
- stand to gain. Resistance must be broken down by explanation, thorough
discussion and the establishment of total confidence in the eventual outcome
(Figure 7.8).
Figure 7.9 depicts the way in which resistance can be broken down by
ensuring the full involvement of the people concerned and by securing their
enthusiasm and dedication. Effective communication is more than the one-
way approach of informing people and preparing them for change.

Team Leaders +
Operators -
Newlyounger people

Fitters 3
Electricians rn
Old hands

+/-
Supervision I

Figure 7.7 How they see TPM