Page 52 - TPM A Route to World-Class Performance

The top-down and bottom-up realities of TPM 33

We will therefore train, develop, motivate, encourage and equip our
people to achieve these goals.
0 We will therefore create an environment where our people want to
challenge and change ‘the way we do things here’.

The last statement is the fundamental future challenge for management if
the previous statements are to mean anything in practice.
As the aerospace and nuclear power industries, with their relatively complex
technologies and systems, emerged in the 1970s and 1980s, we had to respond
with a selective and systematic approach. There developed reliability-centred
maintenance (RCM), which considers the machine or system function and
criticality and takes a selective approach, starting with the question: ’What
are the consequences of failure of this item for the machine or system, both
hidden and obvious?’ For example, if the oil warning red light indicator
comes on in your car, it is obvious that you are low on oil. The hidden
consequence, if you do not stop immediately and top up the oil, is that the
engine will seize! It is therefore good practice to check the oil level via the
dipstick at regular levels. RCM takes a systematic approach, using appropriate
run to failure, planned, preventive and condition-based strategies according
to the consequences of failure.
TPM uses a similar logic, but emphasizes the people, measurement and
problem-elimination parts of the equation and not systems alone. It emphasizes
that people - operators, maintainers, equipment specifiers, designers and
planners - must work as a team if they are to maximize the overall effectiveness
of their equipment by actively seeking creative ways and solutions for
eliminating waste due to equipment problems. That is, we must resolve
equipment-related problems once and for all, and be able to measure that

Development
of technology
and skills

-
Now Advancing automation Future
( Computerhuman integrated manufacture

is no @ but reality!

Figure 3.8 Thefuture vision and impact on TPM