\.

;
-
11
a..,. rPM Small-Group Activities
~

c
\..;
A distinctive feature of TPM is its development through companywide
\._.. participation in small group activities. This chapter examines some of the dis-
tinctive features of TPM small groups, how they are organized, their roles at
~ every level, and how they can be supported through careful planning, manage-
ment, and leadership.
'-'
~ CHARACTERISTICS OF TPM SMALL-GROUP ACTIVITIES

"'-' TPM activities are not voluntary but part of people's daily work. This is
one of the basic differences between TPM activities and QC-circleactivities.

'-' TPM Small Groups and ac Circles Compared

'"
'-'
The original QC circles (in Japan) were small groups of front-line supervi-
sors who met voluntarily to study QC techniques. Now, they are mainly small,
temporary task forces set up to tackle specific problems as part of TQM. QC cir-
cles are always formed on employees' own initiative and consist mainly of
\.-r front-line people. While encouraged and supported by management, the
~. groups have no particular connection with the regular organizational hierarchy.
In contrast, small groups in TPM are part of the standing organization.
~ Members direct their activities toward achieving corporate objectives by solv-
ing the problems of the organization as a whole. Although they act
\..t autonomously, they do so within the existing organizational framework. For
example, TPM makes caring for equipment as part of everyone's job. To pro-

'"
...."
mote and support this aim, TPM small groups under the control of the perma-
nent organization systematically develop equipment-care activities such as
cleaning, checking, and lubrication. Other differences between QC circle and
\.. TPM activities are outlined in Table 11-1.

\; 351

~
352 TPM IN PROCESS INDUSTRIES

Table 11·1. QC Circles and TPM Small Groups

aCClreles TPM Sma" Groups

Position In No relation to permanent organization Built into permanent organization

organization (informal organization) (formal organization)

Leader Elected by circle members Managers and supervisors

During
working Not allowed Allowed with supervisor's permission
Time for
group hours
activities
After Compensation (overtimelholiday pay, etc.)
No compensation
work on supervisor's approval

Topics and targets Selected freely by circle members Must accord with corporate/plant objectives

TPM Small Groups Implement the TPM Objectives of Top Management

rPM combines top-down management-by-objectives with bottom-up,

front-line, small-group activities. Figure 11-1 illustrates the mechanism of TPM
promotion based on this philosophy. The success or failure of TPM hinges on
the degree of commitment from senior management. TPM is bound to succeed
if senior managers truly understand and champion it.
Top management begins by incorporating rPM promotion policy and
goals into the basic business policy of the company. The TPM objectives and
expectations of management are thoroughly communicated to every employee
at every level. Each small group must then set its own targets to satisfy those
expectations. This is how the TPM small-group system works. Although TPM
small groups operate autonomously within their terms of reference, they
always remain under the overall direction of the formal organization.

Structure of Overlapping TPM Small Groups

TPM small-group activities are an integral part of the formal activities of

the organization. rPM small groups encompass the whole of the organizational
hierarchy, from top management through middle management to the front line.
This top-to-bottom integration is accomplished through overlapping small
groups, as shown in Figure 11-2.Group leaders at one level are group members
at the next higher level. In this way, the groups link together to form an inter-
locking pyramid. Figure 11-3 shows a typical example. The small group at the
top of the pyramid might consist of a number of department managers headed
\J

"
\If TPM Small-Group Activities 353

\I

"4.t by the CEO, a senior vice-president, or a plant manager. Under this come small
groups of section managers led by their department managers, followed (in
c large organizations) by subsection managers led by their section managers, and
supervisors led by their subsection managers. The base of the pyramid consists
~
of front-line workers led by their supervisors or work-team leaders.
4J Because group leaders are leaders at one level of the organizational hierar-
chy and members at the next higher level, they act as linchpins, facilitating hor-
c izontal and vertical communication. This small-group structure is identical to
the structure of the organization itself.
'-'
"
'-'
~

'-'
'-'
c Middle Management
(departmental PM
policy; goal-setting;

"
'-'
departmental
TPM committees)

"c
'"
Front Line
. (group goal-setting;
PM group activities)
~

\;

'-' I
I
I \
\
\

c I
!
I

Design Maint~nance Operations

'"" Figure 11·1. TPM Promotional Structure

"
354 TPM IN PROCESS INDUSTRIES

Subsection managers
and supervisors

Figure 11-2. Overlapping Small Group Structure

PURPOSE AND OPERATION OF TPM SMALL GROUPS

The goal of rPM is to maximize the overall effectiveness of production sys-

tems through total participation and respect for the individual. In other words,
rPM aims to develop both the company and its individual employees. Specifi-
cally,TPM aims to bring equipment to peak operating condition by eliminating
the losses that hamper plant effectiveness. This brings benefits such as greater
safety, 100 percent reliability in meeting production plans, quality stabilization
and improvement, cost reduction, and strict observance of delivery dates. Thus,
rPM boosts corporate performance and, in the process, creates lively, meaning-
ful workplaces.
~

\.i
.., TPM Small-Group Activities 355

\i

"
t.;
,,
,r>: ,,
,,
,
'-' Top down
,,"
, ,
"" Company TPM

~ ,," ~,
,,
Steering Committee

,,, ,,
,, ,,
~ ,,, ,,
,,
,
,,, ,,
,,
c ,,
,,
,,
"
~"
,,,

~
~-----------------------~!:~~-----
,,
, -----~~~~-----~
,,
,
,, ,,
~ ,,' -. Plant TPM
.: ,~.... Steering Committee
\.; ,, ,
;'
.... ....
-,

~-----r:~:~~------
, -------::~~~~-----~
,

"
~
,,,/
"
/,'
~',

,,,,,
-. "" Section TPM
" , '~Steering
,.... committee

(_---------------------T:~~-- ---:~~,_)
." Bottom up
,,
-:
,/ ",
'~
Subsection
,, committee

'"c ~--------~-~:~----
,,
,,
,/
-----~:~---------~~
,,
,,
~,__ TPM small group

~
~------------------------------~
Figure 11·3. Typical Example of Overlapping TPM Small Groups
~

c TPM promotes the mental outlook and behavior required to achieve these
\,I objectives through small-group activities. Therefore, the aims of rPM small-
group activities are the aims of TPM itself (Figure 11-4).

"'-' TPM Small Groups in Action '

For a small-group system to operate effectively,management and the pro-

'"'-' gram design team must pave the way. Preparatory steps include the following:
• Set up a promotion office
• Offer TPM introductory education to every employee.
~
• Form small groups
• Selectgroup leaders
"
'"
356 TPM IN PROCESS INDUSTRIES

Figure 11-4. The Goals of Small-Group Activities In TPM

Preparation Phase

Set up a promotion office. To promote TPM small groups in accordance

with their fundamental objectives and provide adequate support for their activ-
ities, a company needs some form of promotion organization. The role of this
organization (discussed in detail below) is enormously important in ensuring
the success of TPM small-group activities. The TPM promotion organization
requires a full-time staff with extensive equipment experience, strong leader-
ship qualities, and the ability to view things fairly and objectively.
Give TPM introductory education to every employee. Ensure that every-
one from senior management to front-line employees (including suppliers and
subcontractors) knows the background and need for TPM and fully under-
stands why the company is introducing it. Use the education program to get
everyone heading in the same direction and make them aware of their depart-
mental and individual roles.
Form small groups. As mentioned earlier, TPM small groups are part of
the formal organization, and TPM activities are part of everyone's job. The key
point in forming small groups is to fit them to the existing organization. For
example, a supervisor may be in charge of five operators handling ten
machines. In this case, a small group of six (the five operators led by their
~

\..t
rPM Small-Group Activities 357
\.I
\..

'-'
l.i supervisor) can deal with those ten machines. This derives from the basic
autonomous-maintenance concept of having people look after their own
~ machines. Adopt exactly the same approach when forming small groups at
higher levels.
\.t
Select group leaders. Many other types of small groups elect their own
\..f leaders. Because work and TPM are the same thing, however, the appointed
leader in each TPM small group is always the most senior person. For example,
'-' the plant manager is the leader of the top small group in a process plant and
department managers are its members. Use the same approach when forming
'-' lower-level groups.

'-' Implementation Phase

~
After small groups have been established and their leaders appointed, each
\. group must carefully follow the act-plan-do-check cycle.First, each group must:

\.r • Understand its present position and circumstances

• Identify the problems faced by its part of the organization,
.._,. • Determine the ideal conditions to aim for
This is an important step for building consensus and aligning team think-
\..f
ing.
'-' On an ongoing basis, groups must also understand how this ideal is being
approached - the specific objectives and numerical targets set, whether the
\." plan is being promoted appropriately, whether groups are carrying out the nec-
essary projects, what results they achieve, how these compare with the targets,

'"\.t and whether approach and progress are satisfactory. (SeeFigure 11-5.)

THE ROLES OF SMALL GROUPS AT EACH LEVEL

\"
The roles of TPM small groups vary at each level of the organization, but
'-' all contribute to the overall goals of the program and support the activities of
groups in levels above and below. '
'-
\.( TPM Promotion Office

~ The TPM promotion officeplays a central role in ensuring that small-group

activities in the workplace evolve actively. In developing the TPM program, the
'-' office must monitor whether the TPM program is moving in the right direction
and at the right speed, decide how to improve teamwork, keep everyone fully
involved, and so on. In other words, it must keep the TPM effort on track.
 External Departmental Ideal state
environment work

r--------------------------- -------------,
I
I Do
Departmental Approach
I
I
function to ideal I
I
I Results

Internal Departmental Priority

environment internal action items
environment

Targets I
I
I
I
I
L J
I

Check Plan Action

Figure 11-5. TPM Departmental Goals and Promotion Plan

) J ) J ) ) ) ) ) ) ) _) ) )
 TPM Small-Group Activities 359

'-'
\.;

~ Inpractice, promotion office staff must do more than administer and issue
verbal exhortations. They must actually visit the line and listen to what people
\., are saying, rather than nagging at them to complete the paperwork. People
should be able to rely on the TPM promotion office to set a good example and
'-' provide concrete help to workplaces experiencing difficulty. .
\., Some promotion officesissue forms without properly explaining their pur-
pose or how to complete them. Then they add insult to injury by blaming
~ workers when the forms return late or not at all. They present a stiff, official
front and nit-pick when they find some trifling fault in the workplace. As a
result, workers grow confused about their purpose, feel victimized, and
'"'
\of
become disaffected from the improvement process. To avoid this, staff in the
TPM promotion office must monitor the activities of the workplace with gen-
uine care and concern.
\.;

Senior-Management Small Groups

"
'-' Senior-management small groups consist of department or section man-
agers led by the company CEO or a plant superintendent. Such groups are
'-' --
equivalent to a board of directors. Their role is to establish basic TPM policy
and objectives in line with plant or company business policy. They must there-
~ fore always know whether the plant or company is moving in the direction the
policy mandates.
'"
\.;
The senior-management small group must also deliberate proposals, opin-
ions, and findings that the TPM promotion office and specialist subcommittees
submit, then devolve these down through the organization. For this purpose,
they should form a companywide TPM steering committee or similar body to
'-' coordinate the whole TPM effort and ensure that decisions are consistent.

""
\., Middle-Management Small Groups

Middle-management small groups are groups of section managers led by

'"
\.;
department managers, or groups of subsection managers led by section man-
agers. Their role is to hammer out policy for their particular departments or
sections in accordance with companywide TPM policy and goals. They break
\.t down the overall corporate goals into specific subgoals and hand these down
to the small groups on the plant floor that are responsible for the actual
~
autonomous maintenance work. To guide the activities, members of these mid-
dle-management groups must themselves participate directly in autonomous
'"
\.I
maintenance.

'-'
360 TPM IN PROCESS INDUSTRIES

'Middle-management small groups must also decide what losses to tackle

through focused improvement and appoint project teams. Essentially, middle-
management groups translate policy goals int? action targets and often con-
tribute directly to their achievement. For this reason they are considered the
nucleus of the small-group system and are essential for good overall results.

Front-Line Small Groups

The role of front-line small groups is to develop an effective autonomous

maintenance program, as detailed in Chapter 4. Their most important attributes
are responsibility and accountability. In a well-established TPM environment,
operators do not blame others when their equipment performs below par.
Rather, they look at their own activities first for sources of a problem and take
responsibility for pursuing its solution. This sense of ownership - the "I look
after my equipment myself" mentality should be encouraged from the outset.

The Two Roles of Group Leaders

Small-group activities in TPM are organized and directed to reap the bene-
fits of teamwork. They aim to capitalize on the synergy of pooling individual
strengths and capabilities. Small group leaders play an important part in
achieving these aims. Within the formal organization, group leaders .have two
roles related to "work" and "people," respectively. (See Figure 11-6.) The
"work" role is to achieve group objectives by keeping activities on track. The
"people" role is to build excellent teams by promoting individual responsibility
and mutual respect within groups. A group leader's mission is to create a team
whose members contribute fully as specialized individuals and cooperate fully
with other members to achieve their assigned objectives.

"Work" dimension
Achieving group objectives
(solving group problems)

Roles of Group Leaders

Creating an excellent group

(maintaining teamwork)

'People" dimension

Figure 11-6. Principal Roles of Group Leaders

 TPM Small-Group Activities 361

Keys to Small-Group Success

The success of small group activities depends on three factors: motivation,

ability, and opportunity. While motivation and ability are matters of individual
concern, opportunity is a question of environment. Figure 11-7 divides these
three requirements into "human" and "environmental" dimensions. Satisfying
all three requirements is an essential task for managers and supervisors in their
roles as planners and leaders.
The role of management. Highly skilled, motivated, and responsible peo-
\.I ple emerge when education fulfills individual growth needs in a group context
and when training balances hard and soft skills. Such people contribute at a
\.f much higher level, both as individuals and team members. Management's first
responsibility is to provide the education and training required to develop such
~
a workforce.
\.t Individuals and teams accomplish little, however, when the physical and
psychological environment of the workplace hampers team efforts. Manage-
\.f ment can assure optimum teams performance by endorsing and participating
in small group activity at every level as a companywide management strategy.
~ Team efforts will also be enhanced when management places priority on
achieving clean, safe, orderly, and visually-managed work environments

" through activities like the autonomous maintenance program.

"
\.;
Three Requirements Strategies

'-' Education
• Human desire for growth
• Group function
\; {
Training
\., • Management skills
• Technical skills

'-' Develop small-group activities as part of a

'-' companywide management revolution

~
Build a self-managing organization with excellent
standards and workplace environments
~
Figure 11-7. The Three Requirements for Small-Group Success
\.I

"
\.t
362 TPM IN PROCESS INDUSTRIES

The role of group leaders. People are motivated to work for various rea-
sons, as researchers have shown. No one works solely for financial gain, how-
ever. When considering how best to support , teamwork, we must understand
why we work.
No matter how often they are taken to task, group members will never be
motivated if managers do not give them the opportunity to discover for them-
selves that work and improvement can actually be enjoyable, or that achieving
management's objectives for their equipment will make work more satisfying.
Moreover, no matter how highly motivated a group is, their enthusiasm will
bear no fruit if individual members lack the required skills. Finally,even skilled
and motivated groups become discouraged when there is no time or opportu-
nity to exercise those skills. To guard against this, group leaders must support
their members' education and at the same work with supervisors and other
departments to ensure that their groups have the time and resources to pursue
their activities.