Maintenance activities carried out by operators on their equipment is one of the most distinctive features of TPM. This is referred to as autonomous maintenance. However, in many firms there is an historic line of demarcation which separates operators from maintenance staff. This is usually accompanied by an inborn resistance to change at all levels in the organisation.

The success of TPM will depend on the willingness and ability of these firms to change their corporate culture, and this will not happen overnight. Operators will need to accept that they are responsible for their equipment. To achieve this it is first necessary that they understand why this is important.

Sometimes the analogy of the human body is used - we know the things we should do to look after our own bodies, and on a day to day basis we do not require the services of a doctor. In the same way that we are educated how to care for our bodies, operators need training to understand how their equipment needs to be treated.