University Of Cebu-Main Campus

BUILDING AND
SUSTAINING TOTAL
QUALITY
ORGANIZATIONS
Chapter 7

Industrial Engineers | 2023

Page 02

Building and Sustaining Total Quality Organization: For many

organizations, introducing and sustaining a total quality system can be
difficult and daunting task. The Principles of total quality are focus on
the customer, involve everyone, and continuously improve may be simple
to understand but they require significant changes in organization
design ,processes, and culture. These changes can be difficult to
implement and sustain without top management involvement,
cooperation workforce and workers organizations, and support from
middle managers. While the journey may be difficult , it is possible for
organizations of all sizes and types to successfully implement and
sustain quality initiatives. In this chapter we will discuss the concepts
discussed throughout the previous chapters, provide advice on how to
avoid the common pitfalls of implementing and sustaining total quality.
Page 03

Overview
Brief Introduction American Express Qualty
Leadership Approach
Making the commitment to Total
Quality Cultural Change
Ten ways that middle manager or
quality professional can sell the TQ Building Best Practices
Concept to Senior Leaders
The Role Of Employees in
Organizational Culture and Total
Cultural Change
Quality
Synergies with Six Sigma Senior management, Middle
Four Principles of Superior Management, etc.
consumer Satisfaction
 Page 04
Making Commitment to Total Quality
A survey Manufacturing firms cited the top three obstacles to total quality implementation among companies that do
not have a formal TQ effort as:

Lack of a Strong Motivation.

Lack Of time to devote to quality initiatives.
Lack of a Formalized Strategic Plan for Change.
Most organizations have moved towards Total Quality due to threats to their survival. Examples of this include Xerox,
Boeing Air Lift and tanker, FedEx, Solectron, and wainwright Programs. Organizations facing crises generally implement
TQ quickly and smoothly, while those not facing crises may struggle with gaining support for change due to a “If it ain’t
broke, Don’t Fix it” attitude. Leadership is essential for success , and it is best to show top executives how many money is
being lost from absenteeism, downtime, lack of job descriptions, and poor training. Middle Managers or Quality
Professionals should think like top executives and position quality as a way to address the priority goals of stakeholders,
align objectives with senior management, make arguments quantitative and focus on getting on early win.
Ten ways that Middle
Page 05
Managers or Quality
Professionals can sell the TQ
concept to senior leaders.
1. Learn to think like top executives who are paid , after all , to satisfy the concerns of three
key groups of stakeholders: Customers, Investors and Employees.
2. Position quality as a way to address the priority goals of these three groups of
stakeholders.
3. Align your objectives with those senior management. If the organization’s goal is to reduce
cycle time, show how your program will reduce cycle time. If the goal is to increase market
share, show how your plan will do that.
4. Make your arguments as quantitative as possible.
5. When approaching top management, make your first pitch to someone who is likely to be
sympathetic to your proposal.
6. Focus on getting an early win, even if it’s a small one.
7. Be sure your efforts won’t be undercut by corporate accounting policies that may
exaggerate the costs of quality or fail to recognize its full financial benefits.
8. Develop allies -- both those who are internal and can lend credibility to your position and
those who are external and can tell how quality improved the bottom line at their
organizations.
9. Develop Metrics for return on Quality, so you can show that your efforts are paying off.
10. Never stop selling quality.
 Page 06

Organizational Culture And

Total Quality
Any organizational activity can be viewed in one of
three ways, depeneding on the intensity of
commitment to the activity.

FUNCTION IDEOLOGY

01
A task or group of tasks to be
A set of Values or beliefs that guide
performed that contribute to the
mission or purpose of an
03 an organization in the establishment
of it’s mission, processes, and
organization.
Functions

PROCESS
02 A set of steps , procedures or policies that
define how a function is to be performed
and what results are expected.
 Page 07

Culture
Often Called as “Corporate Culture”. Is an organization’s value system and
it’s collection of guiding Principles. A survey Conducted by the Wyatt
Company, a Washington D.C., Consulting firm, found that the barriers to
change cited most often were employee resistance and “dysfunctional
Corporate Culture” -- One whose shared values and behavior are at odds
with it’s long term health.

Cultural Values
Are often seen in the mission and vision statements of organizations. For
example, It is not unusual to see statements like ‘We will continuously strive to
improve the level of Quality in all our products “ or “Teamwork is essential to
our mutual Success” in corporate mission and vision statements. Culture is a
powerful influence on behavior because it is shared widely and because it
operates without being talked about, and indeed , often without being
though of.
Page 08

Synergies with Six

Sigma
Six Sigma has evolved into a unique continuous
improvement and business development culture
within organizationsthat adopt it. Six Sigma shares
many synergies with the Baldrige Framework, and can
provide a complementary foundation for pursuing
higher levels of performance excellence using the
Baldrige framework . In observing the evolution of Six
Sigma from a purely a technical focus to a much
broader management paradigm, we can make some
interesting parallels with Baldrige. “In fact, when we
review Baldrige Core Values and Concepts, we see
many synergies with Six Sigma.
A concise summary of the principles on which modern, high-performing Total
quality organizations are built and managed is given in the set of Core Values
and Concepts that form the basis for the Baldrige Criteria. They include the
Page 09
following:
Leadership is one of the major contributing factors ensuring six sigma’s success

And Concepts
across the organizations. Most testimonials on why six sigma works on “continued
Visionary Leadership
top management support and enthusiasm”.

Core Values
One of the key reasons to pursue Six Sigma is to be ahead of, responsive to, and
focused on customers. Customer requirements, both external and internal, are
Customer Driven
paramount in choosing which six sigma projects undertake.
A key Aspects of Six Sigma is to create a learning environment where both the
Organizational and individual and the organization learn and act based on that learning, improving all
Personal Learning the time both from internal and external perspectives.

Valuing Employees and Besides hardware and software, people are needed to make Six Sigma work. Six
Partners Sigma supports a culture where every individual has opportunity to contribute not
only by doing their work, but also by improving their work.

Organizatons must have the ability to respond quickly and flexibility to changing
Agility customer needs, wants, and desires and in response to other internal factors and
changes in the business environment.

A company focuses on the future needs a goal, a plan for achieving that goal, and
Focus on the Future a working methodology to fulfill the plan.
Managing for Innovation
Within Six Sigma, both incremental change and breakthrough change are supported and expected, and this Page 10
change is directed not only at what the company produces but also how the company itself works internally
and interfaces with the rest of the world.

Management by fact

And Concepts
Six Sigma Demands the effective used of data to analyze business issues. Six Sigma uses measurement to
discover opportunities, to drive business results , and to drive improvement.

Core Values
Social Responsibilty
Although not specifically addressed in Six Sigma, it would be almost impossible for an organization to use all
the other principles and concepts of six sigma, deliver better products and services, and grow in revenue and
profitability without being a good

Focus on Results and

creating value
Six Sigma breaks the barriers between quality and business results, focusing directly on value- added
processes and achieving improved business results for the organizations. No project is considered complete
until the benefit has been shown and a team of financial auditor signs off.

Systems Perspective
One of the characteristics stated and implicit in both Baldrige and Six Sigma is that efforts are expected to
encompass the whole organization. Although the pieces are important, taken in total, integrated, and in
relationship to one another, the system makes up the real value of the organization.
Page 11

Four Principles of Superior

Consumer Satisfaction
These Core Values often are embodied in the strategies and leadership philosophies of
major organizations. The Total quality Philosophy at Procter & Gamble Focuses on
delivering superior consumer satisfaction and boils down to four Principles:

Really know our customers and Consumers. Know those who resell our products
and those who finally use them -- and then meet and exceed their expectations.
Do the Right things right. This task requires hard data and sound statistical analysis
to select the “Right Things” and to direct continual improvement in how well we do
those things.
Concentrate on improving systems. In order to achieve superior consumer
satisfaction and leadership financial goals, we must continually analyze and improve
the capabilities of our basic business systems and subsystems.
Empower People. This principle means removing barriers and providing a climate in
which everyone in the enterpriseis encouraged and trained to make his or her
maximum contributions to business objectives.
Page 12

American Express Quality

Leadership Approach
Quality is the Foundation of continued Success.
Quality is a journey of continuous improvement and
innovation.
Quality provide a high return, but requires the investment
of time and resources.
Quality requires committed leadership.
Quality begins by meeting or exceedingthe expectations of
customers and employees.
Quality requires teamwork and learning at all levels.
Quality comes from the energy of a diverse community of
motivated and skilled people who are given and take
responsibilty.
Page 13

Cultural Change

Organizational culture can be changed to adhere to a Total

Quality Philosophy. Companies such as Wainwright Industries
have successfully shifted from traditional management
practices to Total Quality Practices such as, paying workers on
salary even if they miss work, providing everyone with access to
financial records, and treating customers as partners. Joshua
Hammond of the American Quality Foundation encourages
business to find approaches that fit their existing culture. A
successful strategy should be tailored to the organization’s
culture, as evidenced by the nonprescriptive criteria of the
Baldrige Award. Each award-winning organization has a unique
“Quality Engine” that drives their Quality activities.
 The organizational infrastructure, as evidenced by an organization’s management systems and
practices, is vital to successful TQ implementations.
Page 14
Practices
Building on Best
Page 15
Role of Employees in Cultural
Change
Juran And other suggest that a company must foster five key
behaviors to develop a positive quality culture.

It must create and maintain an awareness of quality by disseminating

results throughout the organization.
It must provide evidence of management leadership, such as serving
on a quality council, providing resources, or championing quality
projects (Six Sigma, For Example).
The company must encourage self-developmen and empowerment
through the design of jobs, use of empowered teams, and personal
committment to quality.
The company must provide opportunities for employee participation
to inspire action, such as improvement teams, product design
reviews, or Six Sigma training.
The company must provide recognition and rewards, including public
acknowledgement for good performance as well as tangible
benefits.
Page 16

Senior Management
Many Organizations today find themselves in a leadership vacuum
because the environment hs changed more rapidly than they ever
imagined. Their Leadership style have not kept pace, and they find
themselves falling back on approaches that were”Good Enough” for
their predecessors, but frequently inadequate today.

10 Managerial Roles by Henry Mintzberg

Figurehead
Leader
Liaison
Monitor
Disseminator
Spokesperson
Entrepreneur
Disturbance Handler
Resource Allocator
Negotiator
 Page 17

Senior Manager’s
Responsibilities
1. Ensure that the organization 4. Identify the resources and Trade-offs that
focuses on the needs of the must be made to fund the Total Quality activity’
customer. 5. Review progress and remove any identified
2. Cascade the mission, vision, and barriers.
values of the organization
6. Improve the macroprocesses in which the are
throughout the organization.
involved, both to improved the performance of
3. Identify the critical processes
the process and to demonstrate their ability to
that ned attention and
use quality tools for problem solving.
improvement.
Page 18

Middle Management
Leonard Styles
A veteran leadership consultant and researcher, observed that middle
managers have traditionally not been expected to be leaders, but to
be guardians of “Generally Approved Management Principles”
(GAMP). GAMP rests on time -honored assumptions and practices:

Clear and fixed work goals and technology.

Relying on centralized specialist groups.
Focusing on numbers, such as meeting
budgeted targets.
Being as autonomous as possible and ignoring
the work system.
Delegating as much as possible and managing
solely by results.
Compartmentalizing people issues and
technology issues.
Page 19 Transforming middle managers into change agents requires a systematic
process that dissolves traditional mnaagement boundaries and replaces
them with an empowered and team-oriented state of accountability for
organizational performance. This Process involves the following:

Empowerment: Middle managers must be accountable for the

performance of the organization in meeting objectives.
Creating a common Vision of Excellence: This vision is then
transformed into critical success factors that describe key areas of
performance that realate to internal and external customer
satisfaction.
New rules for Playing the Organizational game: Territorial walls
must be broken, yielding a spirit of teamwork. Today’s managers must
assume the role of coach. One new approach is “Interlocking
accountability”, in which managers are accountable to one another for
their performance. The second is “Team Representation,” in which
manager is responsible for accurately representing the ideas and
decisions of the team to others outside the team.
Implementing a continuous improvement process: These projects
should improve their operational systems and processes.
Developing and retaining peak Performance: Middle managers
must identify and develop future leaders of the organization.
Page 20

The Workforce
The workforce is essential for implementing total quality in an organization and
achieving successful outcomes. An Employee-centered Approach is key
ownership , as it gives workers a voice in decision-making and the confidence
to take responsibility for their jobs. Self-managed teams are one way of
increasing ownership, while also creating trust and belief in each employee.
Companies like Wainwright industries promote job security for their employees
by providing them training and development so they become highly employable
and marketable, even in times of financial hardship. All of these elements are
important for developing loyalty among the workforce and achieving total
quality.
 Page 21
Change Management
Change management is a process of managing a transition from an old state to a new one. it involves
identifying the current state and replacing accepted practices with new approaches. It consists of
Three Stages : Questioning the Current State, Entering a state of Flux, and Institutionalizing
the new behaviors and attitudes. Companies like American Express use a Five Steps Process to
Manage Change, Including;
Scoping the change
Creating A Vision
Driving Commitment
Accelerating the transition
Sustaining Momentum
Reward Systems may need to be adjusted to promote the desired culture.
Management’s Commitment to new culture is essential for successful change management.
Page 23

Baldrige Criteria (Alignment)

Systems are an important part of Deming’s Profound Knowledge and the

Baldrige Criteria defines Alignment as consistency between plans, processes,
and results. Aligning an organization is a difficult task that requires strategy
and deployment. Failing to align the reward systems with expectations of
Total Quality change of Processes is one of the most damaging
misalignments, as evidenced by a survey which showed that 65.8% of
managers ranked this as number one barrier to Total Quality. Not Considering
the “What’s in it for me?” Question can lead to Total Quality failure.
 Common Mistakes in Total Quality
Certain mistakes are made repeatedly. Some of the more common mistakes include
the following:

1. TQ is regarded as a "program," despite

the rhetoric that may state the contrary.
4. Structural elements in the
organization block change, such
as compensation systems,
promotion systems, accounting
systems, rigid policies and
procedures, specialization and
functionalization, and status
symbols such as offices and perks.
7. Training is not properly addressed.
Too little training is offered to the
workforce or it may of the wrong kind,
such as classroom training only or a
focus on tools and not problems.
Training must be matched to strategy
and business needs so as not to be
viewed as frivolous.
2. Short-term results are not obtained,
causing management to lose interest-
often either no attempt is made to get
short-term results, or management
believes that measurable benefits lie
only in the distant future.
5. Goals are set too low.
Management does not shoot
for stretch goals or use
outside benchmarks
as targets.
3. The process is not driven by a focus
on the customer, a connection to
strategic business issues, and support
from senior management.
6. The organizational culture
remains one of "command
and control" and is driven by
fear or
game-playing, budgets,
schedules, or bureaucracy.
8. The focus is mainly on products, not
processes
 Common Mistakes in Total Quality
Certain mistakes are made repeatedly. Some of the more common mistakes include
the following:

9. Little real empowerment is given and

is not supported in actions.
12. Senior management is not
personally and visibly committed
and actively participating.
15. Management fails to recognize that
quality improvement is a personal
responsibility at all
levels of the organization.
10. The organization is too successful
and complacent. It is not receptive to
change and learning,
and clings to the "not invented here"
syndrome.
13. The organization
overemphasizes teams for
cross-functional problems,
which leads to the
neglect of individual efforts
for local improvements.
11. The organization fails to address
three fundamental questions: Is this
another program?
What's in it for me? How can I do this on
top of everything else?
14. Employees operate under
the belief that more data are
always desirable, regardless
of relevance "paralysis by
analysis."
16. The organization does not see itself
as a collection of interrelated processes
making up an overall system. Both the
individual processes and the overall
system need to be identified and
understood.
 SUSTAINING THE QUALITY
ORGANIZATION
SUSTAINING THE QUALITY ORGANIZATION --- Getting started
often seems easy by comparison with sustaining a quality focus.
Numerous organizational barriers and challenges get in the way.
New efforts usually begin with much enthusiasm, in part because of
the sheer novelty of the effort. After awhile, reality sets in and
doubts surface. Real problems develop as early supporters begin to
question the process. At this point, the organization can resign itself
to inevitable failure or persist and seek to overcome the obstacles.
 Page 27

QUALITY AS JOURNEY
Quality is an ongoing process that requires commitment, planning and
discipline. The example of Techneglas, a company who produces glass
for television picture tubes, shows this journey in action. In the 1980s, the
company realized that the quality of their products had to be improved
to meet customer demands. To do this, they trained their employees in
SPC and later hired an outside consulting firm to help them create a
management steering committee. This committee focused on Deming's
principles, creating problem-solving teams, improving communication,
and creating standard operating procedures. By 1997, the company had
completed pilot programs and over 300 employees had received SPC
training. The journey to improve quality is ongoing, and by investing in
the basics, companies can reap the benefits of the Baldrige framework
and assessment process.
 Page 28

QUALITY AS JOURNEY
Techneglas, a glass producer in Columbus, Ohio, realized in the 1980s
the need to improve their product quality to meet customer demands.
They implemented SPC training, a management steering committee,
and Deming's principles to accomplish this. They then created problem-
solving teams, improved communication between top management
and the workforce, and developed a quality mission statement. By 1997,
they had drafted a quality policy, trained 300 employees in SPC, and
written 100 standard operating procedures. This journey to quality is one
that is not taken lightly, as it requires discipline, time, and planning. The
example of Techneglas shows that it is possible to reach a level of quality
excellence, as many Baldrige-winning companies have done, with a
serious commitment to TQM.
TOTAL QUALITY TERMS Page 29

Kaizen --- Continuous Improvement

01

02 Experimental Design

03 Santayana Review
DIFFERENCE BETWEEN TOTAL Page 29
QUALITY CONTROL AND TOTAL
QUALITY LEARNING

TOTAL QUALITY TOTAL QUALITY

CONTROL LEARNING
Total Quality Control (TQC) is an
Total Quality Learning (TQL) is an
approach that applies quality
approach that applies the same
precepts of customer satisfaction,
quality precepts, but in an open-
continuous improvement, and
system way that is experimentally
treating the organization as a
oriented, rather than control-
system, resulting in a closed-loop
oriented.
control system.
TQ implementation practices must
TQC is best suited for stable, routine
be modified to fit environmental and
environments, while TQL is more
contextual factors such as stage of
appropriate for innovative, highly
the product life cycle, industry, and
uncertain operations such as
workforce education and training.
product development.
 Page 31

SELF-ASSESSMENT PROCESS
One way y for organizations to build and subsequently
sustain a TQ organization is to conduct self-
assessments of where it stands relative to best practices
and key requirements. Self-assessment is the holistic
evaluation of processes and performance. The self part
of the term means that it should be conducted
internally rather than simply relying on an external
consultant, which promotes greater involvement of the
organization's people, yielding a higher level of
understanding and buy-in
 Page 32

At a minimum, a self-assessment should address the following:

Management involvement and leadership. To what extent are all
levels of management involved?
Product and process design. Do products meet customer needs? Are
products designed for easy manufacturability?
Product control. Is a strong product control system in place that
concentrates on defect pre- vention before the fact, rather than defect
removal after the product is made?
Customer and supplier communications. Does everyone understand
who the customer is? To what extent do customers and suppliers
communicate with each other?
Quality improvement. Is a quality improvement plan in place? What
results have been achieved?
Employee participation. Are all employees actively involved in quality
improvement.
Education and training. What is done to ensure that everyone
understands his or her job and has the necessary skills? Are employees
trained in quality improvement techniques? Quality information. How
is feedback on quality results collected and used?
FOUR STEPS OF TI- BEST Page 33

Define business excellence for your business

01

02 Assess your progress

03 Identify improvement opportunities

04 Establish and deploy an action plan

 Page 34

LEVERAGE SELF-ASSESSMENT :
THE IMPORTANCE OF FOLLOW UP
Organizations often conduct self-assessments in order to identify
improvement opportunities and gain a competitive advantage.
However, many managers fail to adequately follow up on these
assessments, either because they do not perceive a problem or
because they do not know what to do with the information. To
leverage self-assessment findings, managers must prepare to be
humbled, talk though the findings, recognize institutional
influences, and grind out the follow-up. This will help the
organization to take action and effect change, leading to improved
organizational effectiveness and competitive performance.
 Page 35
IMPLEMENTING ISO 9000,
BALDRIGE, AND SIX SIGMA
ISO 9000, Baldrige, and Six Sigma are all processes used by organizations to
build a quality culture. ISO 9000 is the most common, as it is prescriptive and
process-oriented. Organizations must first establish a quality policy with
objectives, and then provide the necessary resources to achieve those
objectives. These resources could include special skills, equipment, and
computer software. People must be given the responsibility to prevent errors,
identify and solve quality-related problems, and verify solutions. An audit
program must also be established to ensure that the activities and results
comply with plans, and records must be kept to demonstrate conformance.
The quality system must be documented in a quality manual, and maintained
and kept up to date through internal audits. While ISO 9000 is not as
complete a management framework as Baldrige, it can still be implemented
and result in significant benefits.
 SEVEN STEPS FOR ACCELERATED
CONTINUOUS IMPROVEMENT
To sustain its efforts, Eastman uses seven steps for accelerated continuous improvement.
1. Focus and pinpoint. "Focus" is about get- ting everyone on the same page with regard to
goals; "pinpoint" is about specifying in measurable terms what is expected.
2. Communicate. Communication is done company wide by publicizing key result areas, the
vision, and the mission statement so that employees can answer the questions: What is being
improved? Why is it important to the customer, to the company, and to me? What has the
management team committed to do to help? And what, specifically, is the company asking
me to do?
3. Translate and link. Teams translate the company wide objectives into their own language
and environment.
4. Create a management action plan. Management creates a plan with specific actions to
reach a goal, including metrics to measure success. Each team member is asked to know
what tasks need to be done, why they are important, and what the team's role is in getting
them done.
 SEVEN STEPS FOR ACCELERATED
CONTINUOUS IMPROVEMENT

5. Improve processes. Teams use a six-step process similar to those described in Chapter 10
6. Measure progress and provide feedback. Eastman is adamant about the importance of
unambiguous, visual feedback to employees and appropriate measures of performance.
Eastman's rules include:
Feedback should be visual, frequent, simple, and specific.
The baseline performance should be shown for comparison.
The past, current period, and future goals should be posted.
The best-ever score should be posted. A chart should be immediately understandable.
A good scorecard allows comments and annotations.

7. Reinforce behaviors and celebrate results. Eastman reinforces the learning that leads to
positive results by encouraging teams at celebrations to answer the questions: What did you
do? Why did it work? Why is it important for the customer, the com- pany, and the team?
How did the team accomplish its achievement?

Eastman points out that its formula cannot be blindly followed by others, but must be
adapted to the specific corporate culture. Nevertheless, the human principles are universal.
SIX SIGMA TOOLS TO EARN A
CERTIFICATION
Green Belt-A person with working knowledge of
Six Sigma Plus methodology and tools, who has
completed training and a project to drive high-
impact business results.
Black Belt-A highly skilled Six Sigma Black Plus
expert who has completed four weeks of
classroom learning and, over the course of four to
six months, demonstrated mastery of the tools
through the completion of a major process
improvement project.
Master expert Black Belt-The Six Sigma Plus
most highly skilled in the method- ologies of
variation reduction. After a year- long project-
based certification program, Master Black Belts
train and mentor Black Belts, help select and lead
high-value projects, maintain the integrity of the
sigma measurements, and develop and revise Six
Sigma Plus learning materials.
Page 38
Lean Expert-A person who has completed four
weeks of lean training and one or more projects that
have demonstrated significant, auditable business
results and the appropriate application of Six Sigma
Plus lean tools.
Lean Master-A person highly skilled in
implementing lean principles and lean tool
utilization in diverse business environment
.Certification involves one year of intense study and
practice in advanced tools, teaching, and mentoring.
ABM Expert-A person who has demon- started
proficiency in activity-based management (ABM)
through a business application involving product
costing process costing, or customer profitability
analysis. Certification involves attending an ABM
training course, defining a meaningful project,
displaying knowledge of the ABM tools and using the
data for key decision making. ABM experts
frequently link Six Sigma Plus tools to projected and
actual financial results.
SIX SIGMA TOOLS TO EARN A Page 39
CERTIFICATION
ABM Master-A person who has the skills of an expert plus the ability to develop and
deliver ABM learning courses. Certification typically takes one year and involves
demonstrating the use of ABM data for multiple purposes with repeatable and
sustainable results. ABM Masters are proficient in the use of advanced cost
management tools and have the ability to tailor cost data and analysis to a business's
vision and strategy.
TPM Expert-A person who applies total productive maintenance (TPM) and reliability
methodologies and tools to assist or lead teams in optimizing asset capacity-
productivity at minimum life cycle cost. A TPM Expert is responsible for determining
critical equipment and measuring its overall effectiveness, thus enabling growth and
productivity through opti- mum asset utilization.
TPM Master-A highly skilled individual experienced in the use of TPM and reliability
tools and methodologies. TPM Masters' responsibilities include assisting leadership in
identifying high-leverage asset improvement opportunities; leading critical, high-
leverage improvement projects in a business; and leading cultural paradigm shifts
from reactive to proactive asset management.