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Total Productive Maintenance (TPM) is an extremely effective strategy for increasing industrial competitiveness in today's worldwide economy. Enlightened company leaders are recognizing that TPM is a "best of class" manufacturing improvement process. Yet some U.S. firms have been only partially successful in implementing a TPM program. Now, two American authors thoughtfully consider how TPM fits into an overall manufacturing improvement strategy for North American companies.
Implementing TPM provides details on implementation planning and deployment based on the authors' own experiences in accommodating TPM to the distinctive needs of North American plants. It offers an approach to TPM planning and deployment that modifies and builds on the 12-step process advocated by the Japan Institute of Plant Maintenance. Key chapters review overall deployment steps, methods for calculating equipment effectiveness in different settings, and the seven autonomous maintenance steps. Of special interest are chapters on implementing TPM in union environments and in conjunction with other initiatives, such as continuous flow manufacturing and Eli Goldratt's "theory of constraints."
Consultants Charles Robinson and Andrew Ginder bring a depth of knowledge to their "in the trenches" experience with companies implementing TPM. Their book offers a real-world perspective on what works and what doesn't and cuts through the perceived complexity of TPM's comprehensive, company-wide approach. Their overall purpose is "to help companies analyze the value of TPM as a strategy for achieving excellence in their field."
Aimed at an audience of plant and division managers, business managers, and first-line supervisors, Implementing TPM is an excellent resource for strategic planning and an educational tool for middle and upper management.
