In a recent classroom presentation, one of the most demanding participants came to the front and talking to the group he said: "I am going to show here, how TPM can become an agent of destruction". Very serious he drafted a circle on the board and traced three sectors, naming each as we see in the image. Then he said: "For years these three groups have been discussing who is to blame for everything that happens"... "Now, just after this initial implementation exercises, we find that these protective barriers are getting demolished"... "No longer is it my problem or your problem, but OUR problem. No longer is it your accomplishment or mine but OURS"

Yes, indeed, this perception is absolutely true. We can see those TPM teams join their strengths and solve their weaknesses in a friendly environment. Supervisors and managers at all levels gain a lot of respect and recognition from their people. The closer they get to the real problems and needs, the better their   understanding. That leadership environment is not common in any other discipline or activity. I can tell that not only the departmental barriers are broken to benefit everyone, but also the hierarchical levels get to melt in a way that will improve from there on their communication and enhance their function. A lot of great benefits come forward  when we see that human relations are the axis of any activity. Manufacturing requires that kind of improvement in order to face the new challenges. The knowledge and wisdom of the basic (floor operation) levels of the organization is a valuable resource that has been traditionally wasted.   No more, the new disciplines and philosophies are allowing for us to wake up to the fact that no resources should be overlooked. We can and must take advantage and use good communications and people skills to develop this wealth.