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The nine key activities of TPM management: First: The foundation of TPM – the 5S activities. 5S is an abbreviation for Sorting, Straightening, Sweeping, Cleaning, and Discipline. The 5S activity is a fundamental one; it forms the basis for all activities at the workplace. It is an essential preparation and prerequisite before carrying out the various stages of TPM activities, and it serves as the cornerstone for the other pillars of TPM. Second: The training pillar – education and training that \"begin with education and end with education.\" Educational activities are placed at the top of the various pillars of TPM activities, with the aim of emphasizing the importance of education in TPM; those who know everything will not remain in the company. For companies, there is no experience in implementing TPM or any new initiatives; such efforts must be achieved through education and trial and error. Moreover, without education and training as a foundation, TPM certainly cannot be implemented. It can be said that education and training, along with 5S activities, are parallel fundamental pillars. Third: The production pillar—self-management activities in the manufacturing department. The greatest success of TPM activities lies in their ability to engage all employees. If the workers in the manufacturing department, who make up about 80% of the company’s total workforce, can carry out thorough self-management and improvement efforts on the job site, it will surely enhance their initiative and creativity. It also reduces the need for management layers and managers. In particular, ordinary employees can participate in corporate management through such activities, thereby improving their own capabilities. Therefore, autonomous management activities are the cornerstone of TPM. Fourth: The efficiency pillar—sector-wide thematic improvement activities and project-based initiatives. The self-management activities involving all employees are aimed at eliminating the minor flaws and unreasonable practices that affect the company, thereby preventing problems from arising in the first place; however, for specific serious issues, traditional methods must be employed to carry out targeted initiatives. TPM team activities are carried out according to specific theme-based approaches; for tasks that require cross-departmental collaboration, task force teams can be formed to carry out the activities. Fifth: Equipment backbone – professional maintenance activities in the equipment department. Almost all products come from equipment, and modern enterprises rely even more on equipment for production. Proper management of equipment is the fundamental way to improve production efficiency. Enhancing the skills and competence of employees is also aimed at enabling better operation and control of the equipment; therefore, equipment management is extremely important and constitutes one of the core challenges that businesses must address. It is necessary to break down the functions of equipment management: the traditional daily management tasks related to equipment are handed over to the production department so that they can oversee the equipment’s self-management, while a dedicated equipment maintenance department focuses on preventive and planned maintenance, using diagnostic techniques to improve the ability to predict the condition of the equipment. This is what constitutes professional maintenance activities. Sixth: The Affairs Pillar – Managing the innovation activities of indirect departments. TPM is a sustained collective effort involving all employees, and without the support of those in indirect management roles, such activities cannot continue. Strong support from other departments is a reliable guarantee for improving the outcomes of TPM activities in the manufacturing department. Moreover, through innovation initiatives, administrative departments not only enhance operational efficiency and service awareness but also develop the skills of management and leadership, fostering business professionals with strategic thinking and an overall perspective. Seventh: Technical pillar—Information management activities in the R&D department. The design of defect-free products and equipment is the duty of the research and development and technical departments. The only way to achieve this is by obtaining the necessary information for product and equipment design. To get this information, support from the production site as well as the maintenance and quality departments is essential. Therefore, such activities fall under MP information management activities; likewise, the initial management activities carried out from the time the equipment is installed until it starts operating properly also belong to this category. Eighth: The safety pillar—safety management activities in security departments. Safety is the foundation of everything; ensuring safety is the prerequisite for any activity. Safety activities are designated as the 7th pillar, but this does not mean that safety is the seventh most important aspect; in fact, safety considerations are present throughout all activities, starting from the 5S initiatives. If there are safety issues in any activity, everything is rendered worthless. Ninth: Quality Pillar—Quality preservation activities in the quality department. Traditional quality initiatives focus on outcomes; they cannot guarantee high quality, let alone produce defect-free products. Such post-event management activities are different from quality initiatives that address issues at the source through proactive management. Quality preservation activities are discussed as the last pillar because improving quality is the fundamental goal of production, and it is also the most challenging task among them. These 9 major activities are interconnected and complementary to each other in order to achieve an overall comprehensive effect; it is difficult for any individual activity to yield significant results on its own. For example, even if the manufacturing department makes great efforts to carry out self-management activities, it is impossible to achieve significant results without strong support from the equipment department ； Even if the equipment department focuses on professional maintenance and activities to address key issues, it will be difficult to achieve results without the support and assistance of the management team. If some departments remain idle, those that are making efforts will also slack off, and the initiatives will inevitably fail.