Total Plant Performance Management"s fundamental premise is that all corporate functions, from the boardroom to the shipping department, must share a common vision and effectively work together. This course will provide a proven method of achieving continuous improvement of the total corporation, not just discrete portions of it. This approach has consistently reversed $100 million losses into $100 million in bottom-line profit. Total Plant Performance Management is a uniquely American approach, not an adaptation of offshore practices. Its fundamental premise is that all corporate functions, from the boardroom to the shipping department, must share a common vision and effectively work together. They must become a single, focused team committed to creating a work environment that is conducive to optimum capacity, quality, safety, and profitability. Plant performance is a dichotomy. On one hand, it is very simple. Only four factors are required for optimum performance: equipment reliability, resource utilization, employee skills, and corporate culture. At the same time, each of these factors depends on a complex interrelationship of multiple plant functions, conflicting goals, internal and external pressures, and individual personalities of corporate employees. Because of this dichotomy, improvement of total plant performance is both simple and complex. Understanding what should be done is relatively simple, but implementing changes that will achieve and sustain optimum performance is extremely difficult. The change from status quo that is required will cause trauma throughout the organization. The absolute culture change in every functional group throughout the organization will be painful, but the results more than compensate. This course will provide a proven method of achieving continuous improvement of the total corporation, not just discrete portions of it. This approach has consistently reversed $100 million losses into $100 million in bottom-line profit. It can work for you. Total Plant Performance Management Keith Mobley; Gulf Publishing 1999. (ISBN: 0-88415-877-2)