ABSTRACT
Mike Gardner, who holds the title of lean leader at the plant, is proud of that achievement. But he places equal emphasis on how the TPM program has changed the attitudes of company employees.
“Before they became involved, people kind of had an attitude that they run machines and run parts. Now they’re regularly taking some ownership in the equipment,” he says. “There’s a kind of attitude that ‘yes, this is our company, and this equipment pays my salary, and I’m going to do what I can to learn about it and take care of it.”
