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Before a factory begins to apply TPM management, it should first convince all employees that the company's senior management will also participate in TPM equipment management operations. The first step in implementing TPM is to hire or appoint a TPM coordinator, who is responsible for training all company employees on TPM knowledge, and through education and persuasion, the company employees are convinced that TPM is not a short-term operation, not something that can be completed in just a few months, but a lean production operation that needs to be carried out over several years or even longer. Once the TPM coordinator believes that company employees have mastered the relevant knowledge and firmly believe that TPM can bring benefits, it can be considered that the first batch of TPM research and action teams have been formed. These teams are usually made up of people who have a direct impact on the problem areas in production, including operators, maintenance personnel, shift supervisors, dispatchers and even senior managers. Everyone on the team is the backbone of the process and should be encouraged to do their best to ensure each team successfully completes its mission. Typically the leadership of these teams should initially be provided by the TPM coordinator until other members of the team are fully familiar with the TPM process. The responsibility of the action team is to accurately locate the problem, refine it and initiate repair procedures. For some team members, identifying problems and initiating solutions may not be easy at first; it requires a process. Although working in other shops may provide opportunities to learn about different work methods, such experience is not required for team members. Whether the TPM operation goes smoothly or not depends on whether the team members can often go to other cooperative workshops to observe and compare the methods, technologies and TPM work using TPM. This comparison process is also an integral part of the overall inspection technology (called benchmarking) and is one of the most valuable results of the TPM process. In TPM, these teams are encouraged to start with simple problems and keep detailed records of their work processes. This is because success when a team starts working usually reinforces management's recognition of the team. The promotion of work procedures and results is one of the keys to the success of the entire TPM process. Once team members are fully familiar with the TPM process and have some experience solving problems, they can try to solve some important and complex problems. TPM is the maintenance of labor productivity of all employees, with the purpose of continuous improvement in all aspects. The introduction, promotion and application of TPM requires the participation of the entire company and all employees. Everyone has his or her role, responsibility and importance. Starting from the company's top leadership, the president and vice president, every senior decision-making leader must first understand the content of TPM, sending a clear signal to all employees that the company is serious and going all out to introduce TPM and make TPM an important part of the company's culture. Everyone plays a role in TPM, just like a football team. Each player has a clear division of labor, so that the team has a chance to succeed in the game. In the process of TPM introduction, the company's senior, middle and grassroots levels all play an indispensable role. TPM activities promote the full participation of employees, and the most meaningful activity for all employees is the employee general improvement proposal activity, which is what we often call the rationalization suggestion activity. Two metrics used to evaluate this activity are the number of cases filed per capita and the employee proposal participation rate. 1. Autonomous maintenance activities Autonomous maintenance activities are improvement activities whose main purpose is to change the appearance of the company and the level of factory site management. Simply put, independent security means managing your own factory and maintaining your own equipment. Independent maintenance activities can make an excellent factory with a clean and bright environment, intact equipment, and well-organized management displayed in front of you. At the same time, employees' awareness of self-management will also make a qualitative leap. 2. TPMTPM, which advocates innovation and improvement, applies a "system" perspective to improve while paying attention to the company's culture, strategy and execution. TPM activities are aimed at pursuing the efficiency limit of the production system (zero losses, zero waste, zero accidents, zero defects, etc.) and are important issue improvement activities carried out from the perspective of corporate management. When introducing TPM, we focus on "value creation" and apply TPM technical tools to drive productivity improvements. We need to achieve coordination between different organizations and levels in order to reach a common commitment and cultivate a willingness to learn within the company. * , the culture of being willing to change, in the process of achieving goals, simultaneously improves personal and organizational efficiency and effectiveness, develops personal dynamic and reasonable skills, and creates maximum benefits for shareholders. Through the promotion of TPM programs and projects, people's management capabilities, problem-solving abilities, and adaptability to changes have all been improved simultaneously. In short, as long as TPM activities continue to be promoted, it will definitely bring extremely generous returns to the company. 3. TPMTPM, which is committed to teamwork, is more important than teamwork, and successful teams come from leaders with efficient leadership. In the framework of TPM, ILE is applied to cultivate the leadership and communication skills of leaders. Create opportunities for improvement through multi-skill development of personnel and organizational rationalization. Use teams to promote productivity improvements, form an atmosphere within the company to generate consensus and commitment, and use teams (cross-functional groups) to conduct collective discussions, learning * , generate consensus to eliminate barriers between departments.