Page 88 - Facility Management (All Chapter)

TOTAL PRODUCTIVE MAINTENANCE

A second school of thought is to use an area maintenance concept with
maintenance supporting the operations team, but with a direct report to the
central maintenance organisation. The structure would appear as in Figure 7.7
there are the benefits of the operations and maintenance personnel working
closely, but there is no temptation to misuse the maintenance personnel. This
will undoubtedly be the primary structure used to begin a TPM program.

7.7 TPM IMPLEMENTATION

Management’s role also undergoes changes in a TPM program. Instead of
being viewed as a boss, a manager becomes a coach. This role is difficult for
many managers to develop. Some, particularly those grounded in the military,
are used to giving orders on exactly how to do things. A TPM program requires
a manager to ‘steer’ the organisation, but not tell everyone how to do the job.
The increased flexibility an employee has results in more ideas and suggestions
on how to accomplish his or her job. This will eventually produce cost effective
and competitive solutions to many problems.

How does a TPM program evolve? The term ‘evolve’ is used purposely, since
the development and implementation of a TPM program is a 3 to 5 year project.
It requires this length of time because the project will require the changing of
philosophies and the removal of many traditional barriers between operations
and maintenance. In addition, it will require changes in other departments, such
as engineering and purchasing.

The starting point for beginning the program is an assessment of the current
status of the organisation. The organisational assessment used to be called a
maintenance audit, but that is really a misnomer. Since maintenance is a
service organisation, many of the attitudes, ideas, and methodologies are
influenced by other parts of the organisation. Any influencing factors must be
taken into consideration while assessing the condition of the maintenance
organisation. It is truly an examination of the attitudes of the company toward
maintenance. Some of the following indicators should be used to help
benchmark the maintenance organisation (Table 7.3).

Once these base indicators (or the utilisation of other indicators) have been
established, the plan to develop the maintenance organisation can be
formulated. The present benchmark should be documented and the projected
improvements established.

Once the analysis is conducted and the organisation is benchmarked, the goals
should be established for each of the analysis points that are to be monitored.

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