International Journal of Quality & Reliability Management

TPM implementation in China: a case study

Albert H.C. TsangP.K. Chan
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Albert H.C. TsangP.K. Chan, (2000),"TPM implementation in China: a case study", International Journal of
Quality & Reliability Management, Vol. 17 Iss 2 pp. 144 - 157
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C.J. Bamber, J.M. Sharp, M.T. Hides, (1999),"Factors affecting successful implementation of total productive
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I.P.S. Ahuja, Pankaj Kumar, (2009),"A case study of total productive maintenance implementation at
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dx.doi.org/10.1108/13552510910983198
Rajiv Kumar Sharma, Dinesh Kumar, Pradeep Kumar, (2006),"Manufacturing excellence through TPM
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17,2
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International Journal of Quality &
Reliability Management,
Vol. 17 No. 2, 2000, pp. 144-157.
# MCB University Press, 0265-671X
The current issue and full text archive of this journal is available at
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TPM implementation in China:
a case study
Albert H.C. Tsang and P.K. Chan
The Hong Kong Polytechnic University, Hung Hom, Kowloon, Hong Kong
Keywords Total productive maintenance, Work psychology, Organizational change,
National cultures, China
Abstract Total productive maintenance (TPM) is an innovative approach to maintenance
which holds the potential for enhancing effectiveness of production facilities. It demands
significant change of work culture and radical restructuring of work. Introducing TPM in
operations located in developing countries, such as mainland China, is a major challenge because
the environment is typically traditional and unfavourable to the transformation. This paper
presents a case study of TPM implementation in such an environment ± a high-precision
machining factory in mainland China. The workforce in the factory consists primarily of
migrant workers who are driven by instant gratification, and who are passive and hesitant to take
new challenges. None of these characteristics is conducive to TPM. A three-phase programme was
adopted by the factory to implement the change. The first two phases of the programme have been
completed, producing significant improvement in production performance. While the advanced
stage of the multi-year programme is still in progress, the lessons so far learned from the change
initiative are discussed.
Introduction
Nakajima (1988) states that TPM is a proactive and cost-effective approach to
equipment maintenance which is widely adopted in Japanese industries with
successful results. Moreover, he reports that many companies in North
America and South-East Asia are also attracted to the approach. The
successful implementation of TPM depends on a number of factors, such as a
culture of mutual trust, operators agreeable to providing basic care to their
machines, and maintenance personnel trained in management and people
skills. These factors are not commonly found in factories located in mainland
China. This paper presents a case study of introducing TPM in such an
environment which is not conducive to the new approach to maintenance.
The first part of this paper reviews the concept of TPM and discusses the
work values in mainland China. This provides the backdrop for the change
initiative of implementing TPM in the highly automated factory covered in the
case study. In the second part, a three-phase programme for TPM
implementation is introduced. The steps involved are also mapped to the
12-step procedure for TPM development proposed by Nakajima (1988). Finally,
there is a discussion on the lessons learned so far from the ongoing
development in the case study.
Why TPM?
Production systems have undergone major changes in recent years. Market
forces are demanding more emphasis on customization, quick delivery and
 superb quality (Raouf and Ben-Daya, 1995). In response to these requirements, TPM
manufacturers are opting for using more high-tech equipment as well as implementation
adopting non-traditional production management techniques such as just-in- in China
time (JIT) production and material requirements planning (MRP) that focus on
minimizing set-up time and reducing inventory level. The success of these
efforts relies on maintenance to optimize equipment capability and availability.
The traditional approach to maintenance is no longer adequate as maintenance 145
costs in such situations are as high as 15 to 40 per cent of total production costs
(Wireman, 1990).
TPM, which is built on the preventive maintenance concept imported from
the USA, was initiated in Japan in 1969 (Hall, 1990). It is a people-oriented
approach that has been proved to be effective for optimizing equipment
effectiveness and eliminating breakdowns. It mobilizes the machine operators
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to play an active role in maintenance work by cultivating in these front-line

workers a sense of ownership of the facilities they operate (Campbell, 1995),
and enlarging their job responsibilities to include routine inspection, cleaning,
lubrication and minor repair of their machines. Traditionally, these duties fall
outside the responsibilities of the machine operator. Thus, TPM involves a
restructuring of work relating to equipment maintenance. Being relieved of
such routine tasks, the expertise in the maintenance unit can now be deployed
to focus on more specialized activities such as major repairs, overhauls,
tracking and improvement of equipment performance, and replacement or
acquisition of physical assets. Instead of having to continuously fire-fight and
attend to numerous minor chores, it can now devote its resources to address
strategic issues such as formulation of maintenance strategies, establishment
of maintenance management information systems, tracking and introduction of
new maintenance technologies, training and development of production and
maintenance workers.
Total employee involvement, autonomous maintenance by operators, small
group activities to improve equipment reliability, maintainability and
productivity, and continuous improvement, or kaizen are the principles
embraced by TPM. The extent to which these principles are applied in the TPM
programmes of selected manufacturing organizations in the USA with a high
quality reputation was studied by Chen (1994). The documented success stories
of TPM implementation outside Japan happened almost exclusively in the
West (see, for example, Dunn, 1992; Maggard and Rhyne, 1992; Sanderson
et al., 1993; Patterson et al., 1996). The benefits achieved through TPM as
reported in these success cases include improved equipment availability, less
emergency work and unplanned downtime, improved productivity of TPM
tasks entrusted to operators, reduced work-in-process, faster response to
customers, improved product quality, more teamworking and empowerment in
the workforce.
However, companies which are not ready to change their culture will not be
successful in implementing TPM. Patterson et al. (1995) list the following
organizational attributes as incompatible with TPM:
 IJQRM . a wage payment based on the number of units produced by the operator;
17,2 . operators refuse to take on more responsibility;
. managers do not trust operators to make any repairs on the machines;
. maintenance mechanics do not develop their management and people
skills;
146 . maintenance technicians are uncertain about their job security;
. maintenance records are not analysed; and
. maintenance is considered an expense to be minimized, not an
investment to be optimized.
It is expected that considerable difficulties will exist when TPM is implemented
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in factories in mainland China. First, the TPM concept is alien to Chinese

workers and managers in the mainland. Second, the redefined roles of
production operators and the maintenance unit require a fundamental change
of the organizational culture.

Work values in mainland China

Workers in mainland China used to be employed in state enterprises, enjoying
privileges such as life-time employment, guaranteed wages, housing and
medical benefits, and life-long retirement benefits. China's modernization
policy, adopted since 1978, produced a major change in these state enterprises.
Under the ``market economy'' policy, many of these enterprises which used to
rely on subsidies and central planning from the state, are held responsible for
their business results. When these state units are forced to wind up due to
insolvency, the workers will lose their jobs along with all the benefits of state
employees. In view of the uncertainties about the future survival of state
enterprises, many workers have ventured south to the Pearl River Delta to
work in foreign- or Hong Kong-owned factories under contract with their home
units. Most of them are reluctant to leave their home-town and work in an
unfamiliar environment. They would work away from home for a few years,
save sufficient money and return to their original units for family reunion.
Being driven mainly by short-term financial rewards and instant gratification,
these workers usually do not have much loyalty to their current employers.
The job itself loses its intrinsic value as a vehicle to obtain satisfaction and
get achievements. They would perform according to instructions but are
not willing to accept, and rather shirk, responsibilities. They seldom try
aggressively to acquire new knowledge for self-development and rarely do they
have the motivation to make contributions to improving the quality of their
work.
Since workers employed in a particular factory often come from the same
state unit and get their jobs through the same placement agency, they are of
similar background. Naturally, they tend to form a tightly knit community.
They rely on each other to smooth adjustment in the new environment. If not
 managed properly, this type of community may develop into highly defensive TPM
groups, capable of sabotaging management initiatives and inhibiting implementation
organizational learning. in China
Workers care a lot about face-saving and hold on to their own values. They
measure their success or failure by making comparison with their peers. They
are afraid of being looked down upon and alienated. Hence, they usually do not
take the initiative of confronting new challenges for fear of failure, nor do they 147
have the drive to develop alternatives. On the other hand, they are
opportunistic. While they tend to take the wait-and-see attitude when
confronted with new challenges, they would readily accept what has already
been put in place with proven results.
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Company background
The case study reported in this paper happened in a high-precision machining
factory located in Pearl River Delta, China. It is a manufacturing site of a Hong
Kong-based supplier of semiconductor assembly equipment and leadframes.
The range of assembly equipment it makes include die and wire bonders, auto-
moulding systems, and trim form systems, all for the worldwide market. It has
the vision to be one of the top three semiconductor equipment suppliers in the
world. The declared mission is: ``We will be the preferred, profitable supplier of
assembly systems and materials who satisfies the needs of the customers we
serve.'' The factory has significant investment in high-precision machine tools,
which include more than 100 sets of CNC and NC machines. It has a total
workforce of about 2,000 employees, and about 40 of them work in the
maintenance department which used to handle all maintenance tasks in the
factory. Maintenance work is outsourced only on a need basis when it requires
specialist knowledge not available in the company. Simplified organization
charts of the factory and of the maintenance department are shown in Figures 1
and 2, respectively.
In mid-1995, the factory introduced TPM as an initiative to maximize
availability of the highly expensive machine tools, upgrade product quality,
improve safety performance and reduce operation and maintenance costs. It
was also expected that the change programme would transform the culture in
the workplace into one characterised by team spirit, ownership of problems,

Director

Administration
Manufacturing Manager Assembly & Purchasing
(External Liaison)

Figure 1.
Simplified organization
CNC Precision Shop Maintenance
Manager Manager Manager chart of the factory
 IJQRM and drive for continuous improvement. The second author, who is the
17,2 maintenance manager of the factory, was the champion driving the TPM
implementation programme.

The three-phase implementation programme

George and Jones (1996) discuss two approaches to managing change in
148 organizations. These approaches can be applied to the introduction of TPM in
factories located in mainland China:
(1) Revolutionary change. This approach suggests a paradigm shift and
redesign of methods that are both drastic and swift. The aim is to
impress upon employees instantly the urgency and necessity of
change, so that they will accept the new way of doing things and are
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willing to make the necessary adjustments to smooth the change

process.
(2) Evolutionary change. This method takes the form of a more gradual
process making employees realize the deficiencies of the current
operating model. Meanwhile, the concept and the operating details of
the new method are introduced to employees incrementally. Through
promotion, education and reinforcement orchestrated in several phases,
the new approach will slowly gain acceptance and take root to become
the model-in-use in the organization.
An implementation programme which is a hybrid of the two change methods
described above was used to introduce TPM in the factory under study. The
change programme has three phases as outlined below:

Pilot phase (12 months)

TPM was introduced in mid-1995 with the endorsement of senior management.
The initiative was announced through internal correspondence and posters put
up on TPM notice-boards throughout the factory. A TPM committee was
composed of production foremen and engineers and, chaired by the
maintenance manager, was formed to steer the change process. Its functions
include formulating implementation plans, monitoring progress, auditing, and

Maintenance Manager

Technical Expert

Preventive Maintenance Corrective Maintenance Machine Calibration Development & Support

& Overhaul
Figure 2.
The maintenance
EDM FMS & CNC Electricians Mechanics Mechanical Electronic Spares
department (Electronics) Engineer Engineer Control
 giving recognition to good performers. Initially, the main focus of the TPM
committee's work was on promotion and education. Two production units implementation
where most of the facility problems had occurred in the past were selected as in China
test sites to introduce TPM. These units are equipped with CNC machining
centres and EDM machines. A total of 60 workers on each of the day and night
shifts were involved. Workshops conducted by the maintenance manager were
provided to front-line supervisory personnel to create awareness of TPM and
149
its benefits. These workshops covered TPM concepts and the new roles of
production operators, supervisors, and the maintenance department. They also
highlighted the benefits of empowering operators to perform routine preventive
maintenance (PM) tasks as demonstrated by the proven track records of
companies in other countries (Nakajima, 1988). These were followed by
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training courses for production workers, focusing on discipline in the

workplace, proper use of equipment, cleaning and lubricating. In the meantime,
maintenance mechanics were deployed to thoroughly clean and lubricate each
machine in these production units. The machine operators were then instructed
to clean their workplace and lubricate their machines on a daily basis according
to standards established by maintenance. Their performance on these tasks
was closely monitored by the maintenance manager. Maintenance also offered
engineering support to facilitate TPM tasks performed by machine operators.
Installing filters in the oil sump to prevent blockage in the lubrication system,
and training operators to perform routine PM tasks safely and efficiently
without shutting down the machine are two such examples. In five months, the
number of breakdowns per month in the two production units reduced by
almost 50 per cent, from 177 in August 1995 to 91 in December 1996. The result
was widely publicized on TPM notice-boards to celebrate the achievement of
TPM in such a short time.
Soon afterwards, supervision of operators' PM performance was gradually
relaxed. This was a deliberate move to determine whether the production
workers would continue to perform the PM tasks as an established practice
even in the absence of pressure from management. It turned out that they
stopped doing these tasks when they were not checked as regularly as before.
As a consequence, the number of breakdowns started to increase, reaching a
level of 123 in March 1996. The trend was reversed when production resumed
the PM tasks voluntarily (see Figure 3). With this test, the production operators
obtained first-hand experience of the merits of TPM and realized how the
concept works.
Quick results in terms of fewer breakdowns were expected after improving
machine cleanliness and lubrication. The revolutionary method of change was
therefore adopted in this phase so that the effect of TPM could be demonstrated
in a very short time. The experience speaks for itself and convinced employees
of the significant benefits of introducing TPM.
 IJQRM 200
Supervision of operators’ PM
17,2 Performance was relaxed from
January 1996

150

150

100
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50

Figure 3.
Number of machine 0
breakdowns per month Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov
in the pilot sites
Period from Aug 1995 to Nov 1996

Promotion and consolidation phase (24 months)

After employees had witnessed the positive effects of TPM and recognized the
importance of the new approach, an interim review of the programme was
conducted. Through their daily contacts with production workers on the
shopfloor, the maintenance manager and other members of the TPM
Committee were convinced that they had obtained the buy-in of the workforce
for full-scale implementation of TPM in the factory. A policy stipulating that all
operators should develop a sense of ownership of the equipment they use and
that they are responsible for providing primary care (cleaning, lubricating,
adjusting and inspecting) for their equipment was formulated. The policy was
widely promulgated throughout the factory. The training programmes
previously restricted to those directly involved in the pilot phase were then
made available to supervisory staff and key operators in all production units.
At the same time, a bi-weekly audit system for critical production equipment
was formalized and implemented to ensure the practice of TPM on the
shopfloor. These audits are conducted by members of the TPM Committee with
the aid of check sheets, each customized for individual machine types. The
audit result against each checked item of a machine is graded on a scale with
three performance levels: good, satisfactory and poor. A judgement on overall
TPM performance and recommendations for improvement also constitute an
important part of the audit reports, each covering one production unit.
Photographs may also be taken to illustrate either exemplary or unsatisfactory
equipment/workplace conditions.
 An evolutionary method was used to introduce change in this phase. It TPM
allowed sufficient time for the production employees to develop a thorough implementation
understanding of the theory and practice of TPM. A range of methods was in China
used as vehicles to promote awareness and inspire enthusiasm of employees in
practising TPM. These methods included:
. putting up TPM posters at strategic locations on the shopfloor to
emphasize the importance of daily cleaning, lubricating and inspection
151
tasks;
. writing songs and designing slogans to enhance awareness of TPM
within the company;
. publishing TPM newsletters to disseminate TPM-related news, policies,
concepts, tools and case examples;
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. displaying bi-weekly audit reports on TPM notice-boards; and

. giving recognition to departments that had successfully implemented
TPM ± commendations and awards are given at meetings and in
company events.
This phase of TPM implementation was completed in mid-1998 with the
following achievements:
(1) While the number of machines covered by TPM had increased 56 per
cent, from 249 sets in December 1996 to 389 sets in August 1998, the
number of breakdowns during the same period dropped 24 per cent,
from 221 per month to 169 per month. The most significant
improvement was the 90 per cent reduction in ``sensor'' problems in CNC
machines. It was achieved by regularly cleaning the machines and the
workplace. The practice exposed faults in critical electrical parts which
had already been contaminated or were close to their ageing life, and in
those moving mechanisms without proper lubrication in the past.
Routine PM and replacement of worn out parts helped to significantly
reduce in-service failures caused by these problems.
(2) Production supervisors and operators realized that, with minimal
training, they are perfectly capable of handling the routine PM tasks
demanded of them in TPM. Furthermore, they gained confidence in
meeting tight production targets because there were fewer unscheduled
shut-downs due to faults that required to be handled by the maintenance
department.
(3) The workplace and facilities in the factory were kept clean and tidy,
creating a comfortable work environment.

Maturity phase (24 months)

The purpose of the first two phases was to enforce the practice of facility
cleaning and lubrication as an integral part of the machine operator's daily
 IJQRM routine. After the practice had been widely established on the shopfloor, the
17,2 final phase of the programme commenced in mid-1998. TPM is a multi-year
commitment. Typically, five years will be required for a total TPM
implementation (Maggard and Rhyne, 1992). This phase is therefore planned to
last for at least two years.
In this phase, case examples of successful TPM implementation in other
152 factories are discussed at meetings and problem-solving sessions chaired by
the maintenance manager. Visits to other factories with TPM programmes are
also arranged for employees to share experience with their counterparts in
other organizations. Machine operators with good potential are being trained to
upgrade their skills, enabling them to replace consumable items and perform
minor repairs on their machines. Front-line supervisory staff are required to
attend training courses to acquire new technical knowledge and skills, as well
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as to develop their teamworking and problem-solving abilities.

While sustaining awareness of the TPM programme and investing in staff
development continue, shop-level performance indicators such as equipment
availability and failure rates are continuously tracked to identify areas for
improvement. Production employees are encouraged to participate in the
continuous improvement of equipment effectiveness.
Even though total TPM implementation is still in progress, some signs of
additional benefits that are expected from the final phase have already become
evident. The machine operators and their supervisors are becoming more
proactive and have developed a sense of ownership of their equipment. They
have started to participate in problem-solving activities and propose methods
to improve equipment effectiveness through modification of operating
procedures or equipment design.
In Table I, the activities involved in the three-phase implementation programme
are mapped to the 12 steps (T1 to T12) in the TPM development procedure
proposed by Nakajima (1988) and the seven autonomous maintenance steps
(A1 to A7) suggested by Tajiri and Gotoh (1992). Three of these activities were
performed, not in the same sequence as suggested by Nakajima:
(1) T2: education campaign. The TPM education campaign did not
commence before the formation of the TPM Committee, a major event
symbolizing management's firm commitment to the initiative.
(2) T5: TPM master plan. The maintenance manager was the most
enthusiastic advocate of the cause among the few in the company who
were knowledgeable about TPM when the issue was first discussed. He
developed the master plan for implementation shortly after his
appointment as the TPM champion and the announcement of the TPM
initiative.
(3) T4: establish basic TPM policies. The policy was promulgated and
enforced throughout the factory only after the full-scale implementation
of TPM.
 Phase Steps
Pilot phase T1 Announcement
T5 TPM master plan
T3 Organize and promote
TPM
T2 Education campaign
T6 TPM kick-off
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T7 Improve equipment
effectiveness
T8 Develop an autonomous
maintenance programme:
A1 Perform initial cleaning
A2 Address sources of
contamination and
inaccessible places
A3 Establish cleaning and
lubricating standards
A4 Set overall inspection
standards
Promotion and T4 Establish basic TPM policies
consolidation
phase
T2 Education campaign
T8 Develop an autonomous
maintenance programme ±
steps A1-A4
Maturity T9 Develop scheduled
phase maintenance programme
T10 Conduct training to improve
operation and maintenance
skills
T11 Develop an early management
programme
T8 Develop an autonomous
maintenance programme:
A5 Set autonomous
maintenance standards
A6 Assure process quality
A7 Autonomous supervision
T12 Perfect TPM implementation
Status in the case study TPM
implementation
The introduction of TPM was announced through
internal correspondence and posters on TPM
in China
notice-boards. The maintenance manager was
appointed the champion of TPM
The master plan was developed by the TPM
champion 153
A TPM committee was formed to steer the
implementation programme and monitor progress
Training on TPM concepts for supervisory staff
was conducted by the champion. This was
followed by training courses for operators
focusing on discipline, proper use of equipment,
cleaning and lubricating
No special event was organized to kick off the
programme
This was initially focused on two pilot sites. The
improvements were made by the maintenance
department
Tasks A1-A3 were performed by the maintenance
department in collaboration with production.
Visual controls such as equipment nameplates
and correct operating range displays on gauges,
valve on-off indicators, etc. were introduced.
Photographs were used to document the desired
cleanliness of equipment and the workplace
Inspection checklists were prepared by
maintenance
The operator is responsible for providing primary
care for his equipment ± cleaning, lubricating,
adjusting and inspecting
Steps T2 and T8 were extended to all production
units
This is being done by maintenance
There is ongoing effort to prepare operators for
the challenge of autonomous maintenance
Data are being captured to track equipment
performance and optimize maintenance decisions
Simple PM tasks have been included in
autonomous maintenance
There is ongoing training to enhance operators'
awareness of the causal relationships between Table I.
equipment conditions and output quality, and Activities in the
develop their data analysis and problem-solving three-phase TPM
skills for maintenance improvement implementation
This is the ultimate target to be accomplished programme
 IJQRM Lessons learned
17,2 The optimization of equipment effectiveness would not be successful if it only
relied on the contribution of a competent maintenance team to carry out all the
maintenance work. A vast pool of untapped resources could be exploited by
mobilizing the front-line production operators to perform the simple and
routine PM tasks. This can be achieved by cultivating a sense of ownership
154 amongst operators so that caring for the cleanliness and condition of their
machines becomes a way of life. It is a challenge to factories in mainland China.
The observations made in this case study so far indicate the following as
critical success factors of TPM implementation in such an environment.

Management leadership
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TPM, like other change initiatives, can be easily perceived by employees as

another ``flavour of the month'' management programme that will not last long.
Management leadership is crucial to convey a clear message that TPM is an
integral part of the company's maintenance strategy. TPM is not a quick
solution. The pursuit of sustainable TPM requires a change of employees'
attitude and their values, which takes time to accomplish. Hence, it demands
long-range thinking and planning. Instant and company-wide performance
gains should not be stressed in the initial stage. Senior management must show
its commitment to TPM by devoting time and allocating resources to create
and sustain the required cultural change and to educate employees to achieve
autonomous maintenance, the major goal of TPM.
Firm enforcement of the TPM policies is also important to achieve the
required transformation of work culture. In mainland China, coercive means
such as disciplining employees whose behaviour does not align with the TPM
policy proved effective to obtain compliance.

Training and education

Training should be provided to everyone in the production and maintenance
departments before TPM is implemented on the shopfloor. Initially, the
emphasis is on transforming the organizational culture. An overview of
the TPM concept, the redefined roles of operators and maintenance specialists
as well as expected benefits are covered in such training. Next, production
operators are trained by maintenance to perform routine PM tasks.
Maintenance personnel, in turn, are coached to be consultants and trainers
serving production. As TPM implementation moves into the maturity
phase, staff development programmes should focus on upgrading and
expanding employees' technical, problem-solving and teamworking skills, a
necessary condition to achieve autonomous maintenance by production
operators.
To institutionalize the change, TPM training should be part of the
orientation programme for new production employees.
 TPM Committee TPM
Planning and correct timing of moves are important. Full-scale implementation implementation
would be short-lived if it was not done after a corresponding change in work in China
culture. Therefore, formation of the TPM Committee, with representation of
opinion leaders, to steer the change process and monitor progress is crucial to
ensure success. An important function of the Committee is to organize the bi-
weekly or monthly audits to assure TPM is in practice and to identify areas for 155
improvement. Monthly review meetings of the Committee with production are
also very useful to smooth the change process.

Pilot project
To limit the uncertainty and enhance the chances of success in the initial stage,
small-scale pilot projects should be conducted where quick and visible benefits
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can be expected. In the case study, the admirable results in the first six months
of the pilot phase convinced both management and the workforce that
significant improvement in machine uptime can be achieved by performing
simple PM tasks such as cleaning and proper lubrication. The setback in
machine uptime following the relaxation of control on operator performed PM
activities eloquently highlighted the need for self-discipline to hold the gains of
TPM. The experience gained from the pilot projects should also be used to fine-
tune the subsequent full-scale implementation.

Open communication
Anxiety and misunderstanding in the workforce are major problems
encountered during implementation. Some may perceive TPM as a threat to
their job security because they lack confidence in acquiring new skills and
behaviour to meet the restructured job requirements. Also, the elimination of
wasted equipment capacity may create labour redundancy. Some may regard
the change as exploitation because they have to take up additional
responsibilities without getting extra reward. In this regard, the maintenance
manager plays a very important role as the TPM champion. By practising
``management by wandering around'', he obtains first-hand information about
sentiments on the shopfloor. This tactic also promotes communication,
improves mutual understanding and develops trust between management and
the workforce. It prevents the spread of misinformation, such as the purported
hidden agenda of TPM, in the closely knitted worker communities in mainland
China.

Maintain focus
Misunderstanding, poor interpersonal skills and distrust are factors that can
hinder TPM implementation. Creating a climate of trust so that people feel free
to share their thoughts without fear of repercussions is very important if
autonomous maintenance is to be accomplished. Given the cultural archetype
of people in mainland China, this proves to be particularly difficult in China's
 IJQRM factory environment. The barrage of activities and media that maintain a
17,2 sustained focus on TPM, as well as all the training and development
opportunities made available to employees, are important ingredients of the
change programme. However, they can never be a substitute for real action
taken by management. Managers must walk the talk ± their decisions and
behaviour must consistently send a strong message to employees that
156 openness, trust, teamwork, continuous improvement and learning are the core
values of the company.

Conclusions
TPM is a concept developed in Japan and its adoption is spreading to other
industrialized countries. It embraces the concept of empowerment such that
sufficient authorities, resources and freedom to contribute are given to
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equipment operators for establishing a sense of ownership. The core values

that underpin TPM are at odds with the cultural archetype of people in
mainland China. This makes the transformation to TPM in China a more
challenging endeavour. The three-phase programme reported in this paper is
an attempt to implement TPM in a non-conducive setting based in a Hong
Kong-owned factory in mainland China. It has been developed with the
participation of indigenous Chinese employees to smooth the transformation. A
high level of awareness about TPM has been maintained and simple PM tasks
have been integrated into the duties of machine operators. The factory has gone
through the early stage of TPM with significant improvement in production
performance. The factors contributing to the accomplishments achieved so far
in the case study have been identified. The mission ahead is for the factory to
complete the maturity phase, an advanced stage of TPM, with the goal of
achieving autonomous maintenance by operators and small group activities to
improve equipment performance.

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