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- W957386919 abstract "In practical terms, the top-down role can be defined as setting priorities; setting standards and supporting delivery; and giving recognition. Studies into teamwork indicate that the biggest failing attributed by teams to team leaders is letting people get away with poor performance. The bottom-up role can be defined as consistent application of best practice; sharing of lessons learned; and problem ownership/continuous improvement. Lean total productive maintenance (TPM) provides a framework that is flexible to industry type and organization structure. The success of Lean TPM, and most other business initiatives, depends on the development of an agreed model of working and a change process to deliver it. To begin this process and model of change management, it is important to lower the barriers between inwardly facing business departments with outwardly facing departments such as the marketing function. Only by truly uniting these elements of world class manufacturing will the necessary business ingredients and inputs be ready to exploit the opportunities that Lean TPM offers. The Lean TPM road map helps to set out the models applied by successful organizations on their journey to world class performance. This leadership provides an important single change agenda across the value-generating process. Each management level and shop-floor team has a different role as described by the Lean TPM treasure map. The key to success is the establishment of a top-down and bottom-up partnership where everyone is committed to finding better working relationships. That is the key ingredient to raising standards and delivering outstanding performance for current and prospective customers to the business and its stakeholders." @default.
- W957386919 created "2016-06-24" @default.
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- W957386919 date "2004-01-01" @default.
- W957386919 modified "2023-09-26" @default.
- W957386919 title "The change mandate" @default.
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- W957386919 doi "https://doi.org/10.1016/b978-075065857-7/50006-8" @default.
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