3. Creation of organization to promote PTPM. The PTPM promotio-nal structure is based on an organizational matrix. Obviously， the optimal organizational structure would change from organization to organization.
In large corporations， PTPM promotional headquarters must beformed and staffed.Thus， any questions can be addressed here on a corporate level.
4. Establishment of basic PTPM goals. Establishing mottos and slogans can do this. All goals must be quantifiable and precise specifying:
a. Target (what)
b. .uantity (how much)
c. Time Frame (when)
5. Master plan development for PTPM. A master plan must be created. Total condition monitoring equipment should bedesigned， and equipment should be purchased.
6. .nitiation of PTPM. This represents a ""kickoff "" stage. At this point， the whole staff must start to get involved.
.. .mprovement of equipment effectiveness. This should start with a detailed design review of the plant machinery. A performance analysis of the plant could point to a specific area known to have problems
(i.e.， section of plant) must be selected and focusedon， project teams should be formed and assigned to each train. An analysis should be conducted that address the following:
a. .efine the problem. Examine the problem (loss) carefully; com-pare itssymptoms， conditions， affected parts， and equipment with those of similar cases.
b. .o a physical analysis of the problem. A physical analysis clarifies ambiguous details and consequences. All losses can be explainedby simple physical laws. For example， if scratches are frequentlyproduced in a process， friction or contact between two objectsshould be suspected. (Of the two objects， scratches will appear inthe object with the weaker resistance.)Thus， by examining thepoints of contact， specific problem areas and contributing factors are revealed.
c. .solate every condition that might cause the problem. A physical analysis of breakdown phenomena reveals the principles that control their occurrence and uncovers the conditions that produce them. Explore all possible causes.
d. Evaluate equipment. material. and methods. Consider each condi-tion identified in relation to the equipment， jigs and tools， mater-ial， and operating methods involved， and draw up a list of factors that influence the conditions.
e. Plan the investigation. Carefully plan the scope and direction of investigation for each factor. Decide what to measure and how to measure it and select the datum plane.
f. .nvestigate malfunctions. All items planned in step 5 must be thoroughly investigated. .eep in mind optimal conditions to be achieved and the influence of slight defects. Avoid the traditional factor analysis approach; do not ignore malfunctions that might otherwise be considered harmless.
g. Formulate improvement plans. Define consultants who could do re-design the given piece of equipment. Discuss with manufac-turers your plans.
8. Establishment of autonomous maintenance program for operators. This is focused against the classic ""Operations"" versus ""Mainte-nance"" battle. Operators here must be convinced that they should maintain their own equipment.For example， an attitude has to be developed for operators to understand and act on the reports pro-duced by the on-line performance condition monitoring systems.
9. Setup of scheduled maintenance program. Scheduled maintenance conducted by the maintenance department must be smoothly coor-dinated with autonomous maintenance done by the plant operators. This can be done by frequent meetings and plant audits. In most plants an undeclared conflict exists between the operations and maintenance groups. This arises from the false perception that these two groups having conflicting goals. The PTPM philosophy will go a long way in bringing these groups together.
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