| STRENGHT |
| Man/ Management |
Influencing role of Managing Director: The leadership strength of the top management in inspiring the workforce. |
| Machine, Material & Technology |
TNBJ implements Computerized MaintenanceManagement System (CMMS) which assist in gathering the data on equipment maintenance. |
| Method & Process |
Implements other initiatives – MBWA, RIT, 5S, ISO9001/14001/ 18001, BCM, BBS, CBM, War RoomImplementation pilot project to evaluate effectiveness of TPMTPM Committee formation for coordination and enhancing departmental contribution. |
| Environment & Work Culture |
Persistence in continuing TPM – Although TPM has not been very successful at TNBJ, they have been persisting in continuously improve and overcome barriers that have hindered their program in the past.Knowledge sharing culture – TNBJ organizes a technical colloquium which promotes employees at all level to share their knowledge and experience. |
| WEAKNESS |
| Man/ Management |
Lack of sense of ownership on plant equipment’s amongst operators – TPM implementation is still in a reactive phase throughout the organization. There is still a need to develop a proactive approach. Minimal level of understanding about TPM at all level which is not been consistent with different perspective and views. Lack of effective communication on TPM policy and awareness. There was limited evidence that support information regarding TPM on organization basis. |
| Machine, Material & Technology |
Safety and Critical Plant equipment – Issues on safety was often highlighted by operators to be reasons why they are reluctant to conduct TPM activities on their machine. |
| Method & Process |
Lack of clear measurement - TPM initiatives not tied to financial outcome/benefits. |
| Environment & Work Culture |
Destructive culture of peer influence over new employees – There were issues highlighted that new employees are very motivated to support TPM whilst senior employee sees it as a management fad/gimmickTPM is a reactive phase which need to develop proactive maintenance approach. Lack of involvement from others department. |
| OPPORTUNITY |
| Man/ Management |
Development of plant ownership program – Ownership program where groups/individual can adopt a machine and ensure its maintenance could be introduced to enhance ownership.Develop of career path based on TPM ranking and knowledge to motivate. Reward the proactive employees participate in TPM activities. |
| Machine, Material & Technology |
Improvise existing procedureGenerating new ideas to improve performance |
| Method & Process |
Develop TPM champion for each pillar.Integrate the TPM with other initiative Extend the TPM program to all departmentTop management participate actively in TPM activities. TPM in this organisation is a benchmark to others power plantDevelop specific training module focus in TPM at power industry. |
| Environment & Work Culture |
Sense of belonging and responsibilityImprove existing practicesImplement and develop new culture. |
| THREAT |
| Man/ Management |
Loss of motivation – exhaustion due to inconsistent direction and unclear expectation.Loss of trained core personnel in TPM due to work environment. Organisation resistance to change which the need of Senior employee’s motivation. TPM is lacking and may be destructive to their organization motivation |
| Machine, Material & Technology |
Dependency on the use of technology results in complacency. |
| Method & Process |
Adapting manufacturing framework for TPM causes confusion in the organization – There is a need to develop a specific framework for TPM in the power generation context.Too many additional activities and initiative which is contribute to overlap of responsibilities. Window dressing activity where the TPM activity are usually conducted during audits and outsider visit – this may lead to employee burnout without proper direction. |
| Environment & Work Culture |
Shift workers are not allocated a specific time to conduct TPM activities. |
