Page 269 - TPM A Route to World-Class Performance
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Case studies  243


                          It isn’t just a management thing. The fad that the process operates
                          horizontally gives it the best chance of  success.
                          Men are being gven a role they’ve never had before and there’s
                          no ignoring their commitment to the aim of  TPM.
                          TPM is a device to make things happen. We’ve got one or two
                          sceptics out there who think it’s a waste of time, but what better
                          way to improve the way we do things than to have people at
                          the working level looking at aU of  the issues and problems at
                          their locations.
                          After a close study of  204’s stageloader we discovered, through
                          analysis of  production loss problems, that its running time was
                          low. By monitoring delay times and causes, we pinpointed various
                          problem areas with the Bingham net, blown fluid couplings,
                          blocked chutes and chains being fast.
                     In the new ’Make it Happen’ partnership, the core team of nine faceworkers,
                   craftsmen and officials has thrashed out solutions, recognizing the valuable
                   input of  others to improve the efficiency of  the equipment.
                   Adds Mark:
                          As the doers thefve  vast experience built up from thousands
                          of  hours at the sharp end.
                          Don’t  get me  wrong, we looked  at equipment  delays in the
                          past, but it was never in such depth, or with such a clear view.
                          I’ve been very impressed about the work TPM can do and we
                          are now preparing to take its message to the coal shearer.
                          My  manager, Keith Williams,  has  given me  carte blanche to
                          promote TPM. It means that I,  and people like me, are better
                          informed about issues like asset care which breeds good practice.
                   Adds Keith
                          Management is moving from a Wve role to that of  a facilitator.
                          It’s part of  TPM to empower people at different levels of  the
                          business to identdy problems and act to solve them and so to
                          strive for quality where they work.
                          By working together in this change process we will achieve our
                          aims to be a better supplier.
                          When we succeed, we help our customers to succeed and through
                          them  the  company  succeeds  - that’s  why  we  encourage
                          teamwork.



                   5.0  Prep men in front line
                   Coal prep men have joined the front line in Daw Mill’s new  formula for
                   creating change - a move that’s  dedicated  to  produce  quality  as well  as
                   quantity.
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