Page 54 - TPM A Route to World-Class Performance

The top-down and bottom-up realities of TPM 35

PERFORMANCE ENHANCEMENT THROUGH
CONTINUOUS IMPROVEMENT

performance
ManagementLevei 1 measurement

Supervisory
Leve Availability x Production rate x Quality rdte \
/

Figure 3.10 Top-down, bottom-up performance contract

In order to achieve the above targets, you need a ’top-down’, ‘bottom-up’
delivery process as illustrated in Figure 3.10.
We will be expanding on this performance contract approach in later
chapters. Suffice to say here that the TPM process can deliver the necessary
business drivers, provided there is a logical and coherent performance triangle
in place that reflects the organization structure which is aligned with clear
roles and responsibilities.
From the ’bottom-up’ perspective in TPM, management recognizes the
simple fact that it is the operators of plant and equipment who are in the best
position to know the condition of their equipment. Without their co-operation,
no effective asset care programme can be developed and implemented. On
the contrary, they can act as the senses (eyes, ears, nose, mouth, hands) of
their maintenance colleagues, and as a team they can work out for themselves
the best way of operating and looking after their machines, as well as resolving
chronic equipment-related problems once and for all. They can also establish
how to measure the resultant improvements.
TPM involves very little ’rocket science’; it is basically common sense. The
problem is, it is quite a rarity to be asked to put our common sense to good
use! TPM, however, does just that.

3.2 Analogies
In order to illustrate the application of TPM principles, three everyday analogies
may prove helpful: