Process description:

At a pace to be chosen according to the particular conditions, the implementation process will go, at least, through 60% of the most important machines at the most critical areas or departments.  Also "spontaneous implementation" is expected in some areas. For those, the TPM coordination will supply all the technical support required.

The general foremen and other key people of each shop department or production area will reach a decision about what is the next machine and what the most feasible schedule.  They will also assign the people to the team for that particular project.  Teams are normally comprised of four to eight people. Machine operators have a very important participation in this process.

They will lead the team to solve the most important concerns that they have in the day to day dealing with the machine. They know how the machine could be improved to become safer and more comfortable to work with. They become customers and co-providers of the TPM effort. By participating, they develop "ownership" on their machines.

At the beginning, teams will be comprised of one or two operators and one supervisor from the production area and one mechanic, one electrician from the Maintenance Dept. and the coordinator.   As the program evolves, the production departments will be more involved all the time, to a point when they will build the teams with three to six production people and only one coordinator from maintenance. They will be supported eventually, but momentarily, by maintenance technicians that may be required for each task. The training will be given to those small teams, one each time. Each team meets for a total of five to six one hour sessions, some of them before starting the "hands on experience" of the TPM implementation.

As a result of the training, the team develops an implementation plan that consists of cleaning, reconditioning, lubricating and also making any modifications that may be convenient for the equipment to be more accessible to the daily operator's routine and any maintenance service that may be needed in the future. (See Autonomous Maintenance).

Such modifications may also be made to prevent the equipment from getting dirty or damaged by external agents, such as rain, dust, spills and all kinds of contamination. When those modifications imply any structural or engineering changes, experienced people from other departments or even external resources, such as contractors, will be involved.

TPM in America	Definition of  Maintenance	History of Maintenance	Challenges	TPM Procedure	What TPM is and what it is not
Setting priorities	Team Roles &   Responsibilities	The 5 S's Process	Autonomous Maintenance	Technical  Advantages	Personnel Attitude  Improvement
Top Management       Support	Implement TPM, It is Easier Than You Thought!	Any suggestions?	What is TPM? (handout)	Dr. Roberts' Study	Visual Systems, High Value Resource
Other Recommended Articles: From The Origins of Maintenance to the TPM Concept TPM Definition and Procedure - Leadership for Success TPM Education and Training - Self Discovery - One Point Lesson Chronic Losses - Reliability Deterioration TPM Optimal Operability and Root Cause Analysis Don't Overlook the Small Loses - SMED - Setup Reduction Time Direct Benefits of TPM in the Quality of the Product How to Determine Plant Readiness for TPM Implementation? Procedure for a Successful TPM Implementation Pilot Project TPM Program Kick Off! The Plan: Establish an Appropriate Feasible Program The Effective Steps to Start Autonomous Maintenance Permanent Advantages and Benefits from TPM More Keys to Succeed in TPM Implementation Visual Systems CMMS - Computerized Maintenance Management Systems OEE - Overall Equipment Effectiveness