All the 8 pillars put a strong emphasis on continuous process improvement
through comprehensive and systematic maintenance management. The issue of
ensuring uninterrupted daily operation, zero accidents and breakdowns,
administrative, training and education etc are highlighted sufficiently. However,
the most important thing to ensure successful TPM implementation relies on
strong support and commitment from top management. Additionally, Hansson,
Backlund, and Lycke (2003) put forward the importance of top management
leadership to focus on strategic planning, training and education, monitoring and
evaluation, empowerment, and information and communication in increasing the
successful implementation of not only TPM but TQM and RCM (Reliability
Centered Maintenance) also. More importantly, Tsang and Chan (2000)
revealed the importance of management leadership, employee involvement,
education and training, strategic planning and communication for TPM in a highprecision
machining company, located in Pearl River Delta, China. Cooke
(2000) also identified top management support, alignment of management
initiatives and change, employee training, autonomy to employees and
communication as important factors for the success of TPM in a European
context. Researchers, for instance, Sharma, Kumar, & Kumar (2005) and and