Some very important factors will allow for us to determine if a plant or company is ready to implement TPM. Let us see what they are and in that way we will be able to contribute. 

Remember that it is a process that has to receive authentic support on the part of the high management. This means if there is not a great interest of the owner or president of the company, we will not be able to do it. 

In many cases, maintenance or manufacturing people are very enthusiastic for the advantages that they know can be achieved through TPM, however they are not able to communicate their enthusiasm to the leaders or owners of their companies. Sure, because it is required "to sell" the idea and we are not always very expert in that area, it will be helpful that the manager reads this article and some books on this subject.   

Quite frequently, it is difficult to accept the drastic changes that should be made in the company management, especially if the company has been working well. Here it will be necessary that the managers become aware of the urgent necessity of being more competitive to be able to remain in the market. TPM, (as well as the other disciplines of Lean Manufacturing), offers them exactly that, maintaining their company in a world-class competitive level. The cost reduction in the operation is evident. It is no secret that the Japanese miracle was founded exactly on the efficiency, disciplines, quality and vision of the Toyota Production System.    

The managers of the 21st century need to be aware of this reality and get ready to subsist amid the fierce worldwide competition. Even in cases where there isn't an apparent competitor, integrating programs of this type can represent a better profit margin and, therefore, the capacity to maneuver and grow in the future.    

Two competition areas in which manufacturers are involved: We compete for the market of our products and in recent times we compete in the labor market to get and conserve the best people. How to make sure of having the best people? There are only two ways: train them so that their knowledge is at the best possible level and show them that we respect them. They are an important part of the organization. We should pay them a fair - competitive wage.    

Additionally, the personnel's loyalty also is a result of the work atmosphere. It is necessary to create a leadership environment where the voices of all are equally listened to and each one is recognized as a valuable element of the organization, despite their position, age, sex, race or academic backgrounds. It is the responsibility of the supervision and management levels to establish better communication to find out all about their personnel's capacities, abilities, ideas and expectations, and to offer the necessary support to take advantage of that valuable energy.  This atmosphere of leadership is also a necessary ingredient for a good implementation of TPM and Lean Manufacturing. 

Finally and of not smaller importance, is the vision of the company:   

• Are there projects for growth in the coming years?      
  

• Is the company in search of constant opportunities of serving its clients better and of constantly increasing its clientele and its participation in the market?      
  

• Is the company flexible to make changes in its products if the market demands them? 
   

• Does an atmosphere of constant improvement exist?  

When a company is at least in an evolution process toward the suitable conditions, good possibilities of a successful implementation exist. If not, it is necessary to begin by creating these conditions before thinking of bringing new philosophies and disciplines.  

The worst thing that we can do is to begin a project that we are not sure will have a complete success.  We would be sending the Wrong Message.