By R. K. Brummitt, C. E. Powell
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Seaweeds of Argentina, with a common advent, photos, bibliography and a thesaurus.
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Both talk a good game, but only the competent consultant has the skills required to lead you through the myriad of tasks required to implement and institutionalize your improvement program. Two failure modes are common. In one instance, the consultant's advice is followed absolutely and without question. In the other, the consultant's advice is ignored, and the program is implemented to support status quo in the plant. Both of these approaches lead to failure. If a competent consultant is used, his or her advice should be followed.
The problems that face our domestic plants cannot be resolved by simplistic corrective actions. Reorganization or the adoption of a quick-fix management program simply will not compensate for the multitude of problems that exist in our factories. To regain our competitive position in the world market, American industry must do the following things: recognize the true extent of its problems; admit that Americans' own failures as citizens, businessmen, and government officials are the root-cause of these problems; and then roll up 44 Total Plant Performance Management its sleeves and correct each of these limitations.
In addition, these should ensure that each task is properly completed. Standard mainentance procedures (SMPs) should be written so that any qualified craftsman can successfully complete the task in the minimum required time and at minimum cost. Adherence to SMPs is also essential. Members of the work force must have the training and skills required to effectively complete their assigned duties. In addition, maintenance management must ensure that all maintenance employees follow standard practices and fully support continuous improvement.