A high-precision machining factory in Pear River Delta, China introduced TPM in mid-1995. The workforce in the factory consisted primarily of migrant workers who were driven by instant gratification, and were passive and hesitant to take on new challenges. None of these characteristics is conducive to TPM. To implement the change the factory adopted a three-phase programme. The first two phases of the programme had been completed at the time of writing, producing significant improvement in produ...
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