Page 188 - TPM A Route to World-Class Performance

Managing the TPM journey

8.1 Future vision, planning and control

The introduction of TPM to an enterprise starts with a vision of the future,
and this is illustrated in very clear terms by Figure 8.1. All the means of
achieving TPM which have been discussed in earlier chapters lead to the
continuous improvement habit, which embodies the spirit of kuizen and which
can be brought to reality by following the WCS approach to TPM. The key
point is that when people want to change the way they do things, then they
will sustain it.
Some of the major changes which will result from the introduction of TPM,
and the benefits which those changes will bring, are as shown in Table 8.1.
Planning, organization and control are essential prerequisites:
Plannzng entails allocation of resources on a realistic and achievable
basis with regular review and progressive development on the long-
term basis necessary for success.
0 Organization requires defined resources with clear allocation of roles
and responsibilities; this must be accompanied by effective and clearly
understood methods of working.

1. OUR HIGHEST PRIORITY
I TAKING CONTROL OF OUR EQUIPMENT I
I
2.
employees
the company we expect from our
Time to work in teams to solve Q Ownershiplhighly motivated
our problems far good
Delegate day-to-day running to cr Q Minimum supervision
supervision and beloa Well maintained colourful equipment
Easy to use working % Completely safe @ with improving OEE
methods, e.g spare puts No 011, water or air leaks Q Proud to be part of TPM
clearly labelled cr 6. TO DELIVER THIS
Communication cr Customer satisfaction with quality products Discipline to work the whole shift using
best practice routines
Zero waste, breakdowns, 90% OEE
Ouoted bv others as wdd class

Figure 8.1 Our ‘Spark to Start vision’ win/win contract