Factors affecting the loses of the TPM in industries

Total Productive Maintenance (TPM) is a complex, long term process which must be sold to the workforce as a legitimate improvement methodology. For TPM to succeed in any industry, both management and the workforce must address issues strategically while operating in an environment of trust and organization with its sustainable pillars guide will create routines that enable that interaction. The ultimate responsibility of success or failure of the TPM process rests more with management than the plant floor employees. TPM is the key to getting people together to own processes and performance of the machine and builds teamwork on the shop floor, leading to a standard and disciplined work culture, and improved engineering discipline. Industries may be classified in three ways regarding to TPM: the ones that certainly have the structured and working methodology; the ones who say they have it, but they do not have even the structured basic principles; and the ones who had already established the pillars but let this structure to lose serving its fragments only to satisfy the audit. This paper is about this third case, where the main factors that lead to the gradual abandonment of already reached levels of excellence of application of the TPM methodology is presented. For the analysis of the problem operators, maintenance people and managers involved in the productive process were heard. This document was elaborated based on these multiple visions.