• State TPM objectives in a company newsletter
• Place articles on TPM in the company newspaper

• Seminars for managers
• Slide presentations for all employees

• Special committees at every level to promote TPM
• Newsletters
• Articles
• Videos
• Posters

• Analyze existing conditions
• Set goals
• Predict results

• A master plan lays out your goals, what you will do to achieve them and when you will achieve them
• Detailed plans for each pillar have to be prepared 

• The main kick-off to TPM should take the form of a formal presentation with all the  employees attending
• This opportunity can be used to gain the full support of the employees
• Invite external customers, affiliated and subcontracting companies

• The tools of Total Quality Management and Continuous Improvement are applied to the management and improvement of equipment
• Form project teams
• Select model equipment
  - identify equipment problems
  - analyze equipment problems
  - develop solutions and proposals for improvement
• Typical membership of a team
  - five to seven operators
  - a maintenance person
  - a technical expert
• Tools
  - Pareto
  - Cause & effect
  - Root cause
  - Methods Analysis

• Set up plans and schedules to carry out work on equipment before it breaks down, in order to extend the life of the equipment
• Include periodic and predictive maintenance
• Include management of spare parts and tools

• A handing-over of maintenance tasks from specialized maintenance personnel to production operators
• Tasks to hand over
  - cleaning
  - lubricating
  - inspecting
  - set-up and adjustment

• The training sessions must be planned shortly after the kick-off presentation
• 2 major components
  - soft skills training
  - technical training
• Train leaders together
• Have leaders share information with group members

• The principle of designing for maintenance prevention can be applied to new products, and to new and existing machines
• New products must be designed so that they can be easily produced on new or existing machines
• New machines must be designed for easier operations, changeover and maintenance
• Existing machines:
  - analyze historical records for
       - trends of types of failures
       - frequency of component failures
       - root causes of failures
  - determine how to eliminate the problem and reduce maintenance through an equipment  design change or by changing the process

• Evaluate for the PM Award: The Japanese Institute for Productive Maintenance runs the annual PM Excellence Award. They provide a checklist for companies applying for the award
• Set higher goals

More information about TPM - Total Productive Maintenance - is available at http://www.ManagementGuides.com