Tpm in Process Industries (Step-By-Step Approach to TPM Implementation)

Rating:
Summary: TPM in Process Industries
Review: I have worked widely using TPM as a practitioner and a consultant. For me this work represents the "bible" that I use to base my work from. The tools apply equally well to high speed lines as well as to process equipment.

Rating:
Summary: Poorly Developed Characters, Thin Plot
Review: If you buy this book expecting a corporate thriller, filled with larger-than-life characters and exciting tales of industrial espionage, you will be disappointed. TPM Manager is a tiresome main character---imagine a dumbed-down, cliche-filled John Galt from "Atlas Shrugged." Many times I shouted: Shut the F--- up! as I read TPM Manager spew drivel on the wonders of TPM. Initially, I wondered if Suzuki's book was purely ironic. Alas, the author really believes this nonsense. Here's some free advice: save the money, skip the reorg, don't hire the consultant, refrain from making people "take ownership" over a language that no one really takes seriously and instead show re-runs of the "Love Boat" once a week. It is guaranteed to make your employees run back to their cubicles and do some work.

Rating:
Summary: Simply the BIBLE of TPM
Review: Three years ago I used to work for a corporation that used absorbed the TPM (Total Prodictive Maintenance) methodology and made it its own with certain in-house touches.

When we were at the beginning stages of implementing TPM, the officer (that's the name of the role) in charge of the rollout made sure all of management had a good grasp on the ideas captured by this book, and a few even had a chance to meet Mr. Suzuki, to ask him questions about it, only to receive a very concise "Read the book!" as the answer.

The truth is that almost all you need to know to kick off TPM in your industry is hereby contained, however there's one BIG issue I should make you aware of: the book lays down the principles, all of which need to be internalized at all levels within your culture. If that is not achieved (the "zero-loss mentality", for example) you will feel frustrated, and might even be tempted to drop the program altogether. DON'T! If you need to, get consultants, try again, try harder: it's a proven model, and it works, you just have to be (you and your people) very disciplined about it.