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One of the aspects that we should take care of in the implementation is
that all the participants in each project receive the information about the
advantages that this change will clearly represent for each one of them.
Only then will a positive motivation be developed toward the project.
It is advisable that the first project integrates people that we know that
are positive and want to cooperate. It is also convenient that it is a machine
or system with high visibility that is in a place where the whole personnel of
the plant notices it.
Certainly it will be very good to start first with those machines that the
managers of each area consider critical. Especially if it is a machine that has
recently been having more problems than usual.
The
Pilot Group
It is
important to have in the pilot group well-selected people who are interested in
innovation. We will wake up the
interest of the operators, assistants, supervisors, etc. Previous to the event,
we will share with them that we are beginning a very important event for the
organization, as it really is. We will also tell them that TPM will allow them
to make their work easier, safer and more efficient, which is also true.
We will tell them that in the new system, the most important thing is
their opinions, points of view and active participation, and that those who
decide to participate will receive training that will allow them to have a
bigger decision role. After sharing this information with them, we should ask
them if it would interest them to have the opportunity to participate.
Only if their response is affirmative should we consider inviting them to
the pilot group workshop. If we know how to handle this motivation process, they
will surely be desirous of beginning their participation.
The
TPM Distinctive
In
coordination with the managers, it is convenient to define what the distinctive
color of TPM will be in the plant. EXXON for example chose a beige color instead
of the traditional gray on the machines; while Toyota has started using white
everywhere. NASSCO adopted a brilliant blue that contrasts notably with the
multicolored neglected machines of the past. Each plant should choose its color.
Starting from the implementation, the machine will be painted in that color. As
the operator takes charge of its continuous maintenance and cleaning, the
machine will keep shining like new for many years.
We have even provided operators with spray cans to touch up any scratches to
the machine.
The
Communication
Spread Of TPM
The
clean and "like new" aspect of the equipment and the area will soon
begin to identify in advance the sensation of the new culture. The morale of the
people who work in the area is contagious. The coordinator begins to receive
people's petitions for their equipment to be “TPM-ed”. Therefore it is so
important that the first implementation project on the pilot equipment be a
success in everyway:
»
Success in
terms of bringing the equipment to achieve its maximum capacity and
productivity.
»
Success in the
new proud attitude of ownership from the operator.
»
Success in the
achievement of reliability and good maintainability, which will translate into
net earnings for the whole organization.
Let us
remember that everybody wants to be part of success. There will be workers,
supervisors and managers of the same and other areas who will be spontaneously
applying the process and gradually the TPM will become a component of the new
image of the company.
Remember,
it should be developed in a controlled form to make the program a consistent
success and done one piece of equipment at a time. Only with smaller equipment
can we take more than one piece at the same time.
If the
company has big economic resources, two or more coordinators can be empowered.
That way, the implementation process naturally accelerates. An ambitious plan
can contemplate about twenty-five to thirty annual projects per coordinator. Let
us remember that after the first project, the coordinator, besides being on top
of the current and following project, should continue a constant communication
with the operators and supervisors of the equipment already implemented. The
implementation stage is only the beginning of a never-ending process of
surveillance and reinforcement of the new standards, paying attention to new
improvement opportunities.
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