Page 195 - DMGT524_TOTAL_QUALITY_MANAGEMENT

Total Quality Management

Notes 13.2.3 Training

Training is the backbone for success of TPM. All employees including top managers, front level
supervisors and shop floor employees need to be trained. Training shall focus not just how TPM
can be implanted, but should stress why it is needed and what are the possible advantages of
TPM.

Top management should spend time in undergoing training and managers should learn and
understand impact of applying TPM philosophy in their organizations. Training shall focus on
attitudinal change among managers and if managers fail to understand the need for TPM they
may need to be replaced. Those who support and actively involve in new philosophy should be
identified and they must undergo thorough training.
Team approach is the key for implementation of TPM as TPM calls for autonomous teams.

Note Middle management must learn how to deal with team approach and how to
develop small autonomous work groups.
Since it requires change in the management approach, some resistance to change may be inevitable.
Hence awareness for need to change is very important among the middle management executives.
Thus training to middle management must address the issues of structural changes which are
needed for implementation of TPM.
Front line supervisors are backbone for TPM as they play a major role in productivity
improvement projects. Hence they must understand the need for TPM and role of supervisors in
implementing TPM. Supervisors must realize that they need to delegate authority to lower
levels as they need more autonomous teams at operating level. Role of supervisors as effective
coaches is also very important.

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Caution Supervisory training should focus on providing leadership at shop floor level
for implementing TPM.
Employee’s involvement is the most important need for TPM. Employees should be capable of
working in autonomous work groups. Hence they should learn about various tools used in
performing new tasks needed for TPM as part small autonomous teams. Training shall focus on
role of production people and maintenance people and need for working in cross functional
teams.

Caselet Implementing Total Productive Maintenance

s we conduct lean assessments at manufacturing facilities throughout the region,
I have noticed organizations increasingly embracing lean concepts. But one key
Aarea that often falls by the wayside is equipment maintenance. I repeatedly see
facilities in which there is a complacent attitude about equipment maintenance and
reliability. “Equipment is expected to fail.” Maintenance is primarily reactive. Where
they exist, preventive maintenance plans are sketchy, often ignored, and not used because
“we’re experienced.” Large inventories of spare parts are stored in conditions that
Contd...

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