Page 199 - TPM A Route to World-Class Performance

176 TPM-A Route to World-Class Pevformance

0 Plant and line OEEs
0 Commercial and market benefits definition
0 Visual management of information
0 TPM publicity and awareness communication
0 Inter-shift communications
0 TPM activity logistics and facilitator support
0 Standardization of best practice
0 Spares forecast and consumption rates
0 Hygiene and/or safety training and policy
0 Input to problem solving and solutions
A dramatic message for managers and supervisors is embodied in Figure
8.12.

Requirement
To be a world-class manufacturer
Through
Just in time, lean production, one-piece flow
Prerequisite for success
We will be planning for failure regarding our daily and weekly output schedules unless the six
losses of:
Breakdown
Set-up and adjust
Idling and minor stoppages
Reduced speed
Defects and rework
start-up
are systematically tackled and eliminated through the TPM improvement plan. This will be reflected
in an OEE performance of 85 per cent + rather than the c.70 per cent OEE of today.
The choice?
Either 100 per cent sustained commitment from management and supervision for TPM
or
Continue to plan for failure

Figure 8.12 The choice for management

8.6 Barriers to introduction of TPM
Inevitably, when major changes in an enterprise are being introduced there
will be suspicion and opposition: this has been discussed in Chapter 7. Some
of the common reasons for suspicion are as follows:

Management shows impatience for quick fixes rather than 'stickability'
and commitment.