It all depends what happened the first time around and the kind of business you are in.
The failure to implement TPM has many causes, have you identified any of them?
I come from the Auto sector and,I would be pleased to share information and case studies with you.
Wallace.
The type of business is a major paper manufacturing and converting company. When we went down the road to implementation we did not use the "Top Down approach". It was driven from the shop floor. The problem we had was Middle and senior management were not participative in the process and this is where it fell down. Now we are in the same postion we were in 3yrs ago, if not worse.
Cheers,
Nailen
[This message has been edited by nailen (edited 07 March 2001).]
Nailen,
I have seen the repercusions of well intentioned shop floor guys taking the reigns when it comes to managing TPM, My experience tells me that top management lack of commitment to TPM issues sends a clear voice to the guys in production that they don't give a @#$% about production maintenance and the fact that down time cost to quality outputs regarding TPM does indeed have a negetive effect on the validity of initial project costs.
I would suspect that if you have a formal registered quality system in place, this would be the most logical first step to take in reviewing top management commitment to issues that effect both system and product quality, I have found that using a flow chart approach to forming procedures for TPM issues is an excellent way to have all departments allowed to express input to formalizing a TPM commitment.
Wallace.
Implementation
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