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Total Productive Maintenance
Abstract
The revival of the 16th century practice of the machine operator himself doing the routine machine maintenance is one of the most significant steps in lifting up the quality of production. The operator feels responsible not only for the output and quality of his output, but also for proper working of his machine. This also motivates him to take part wholeheartedly in the quality circle meetings and put forward his suggestions for the improvement of machine performance. This modern practice is aptly called Total Productive Maintenance (TPM). This chapter discusses the history of the development of this concept and highlights its various aspects in relation to the TPM philosophy, which is an integral part of the Total Quality Management philosophy.
... This pillar is about all the activities that maximize the equipment effectiveness, processes and organization through the waste elimination as well as allowing to improve the performance (Vilarinho et al., 2017). Kaizen means "continuous improvement", with the 5 S being one of the most common elements implemented in the pursuit for continuous improvement (Kiran, 2017). ...
... The main purpose of the safety health and environment is to ensure a workplace where there are zero accidents, zero occupational diseases and zero environmental accidents (M endez and Rodriguez, 2017). Likewise, it is pursuing that if there are areas at health risk, they are identified, improved, and at the same time, activities that preserve the environment are carried out (Kiran, 2017). Also, organizations should treat people respectfully as well as the environment (Levitt, 2010). ...
Purpose
The purpose of this paper is to investigate the relationship between total productive maintenance (TPM) practices and operational performance (OP) in soft drinks manufacturing industry, Ethiopia.
Design/methodology/approach
In this study acceptability and implementation of five TPM practices (i.e., dependent factors: autonomous maintenance (AUT); safety, health and environment (SHE); education and training (EDT); focused improvement; and planned maintenance (PLM)) in soft drinks manufacturing industry have been elaborated to ascertain the benefits accrued as a result of successful TPM practices (i.e., independent variables) on OP (i.e., dependent variables). A self-administered survey seven-point Likert scale questionnaire was used for primary data collection. By using simple random sampling technique a total of 100 useable responses resulted in a 66.66 per cent response rate. Descriptive (mean, standard deviation) and inferential statistics (factor analysis, correlation, simple and multiple regression analysis) analysis were performed using Statistical Package for Social Sciences (SPSS) software (version-28) to identify the relationship and effect of TPM practices on OP. Five hypotheses were developed and tested.
Findings
Results show that four of the TPM practices were positively and significantly correlated with OP. Aggregate TPM shows positive and significant correlation with OP. Four hypotheses results revealed that the AUT; SHE; EDT and PLM practices have positive and significant relationship with OP and significantly improve OP. The results also show that the TPM practices have positive and significant relationship with OP and significantly improve cost effectiveness, product quality, on-time delivery and volume flexibility.
Practical implications
The benefits gained by TPM practices in selected soft drinks manufacturing industry have been highlighted, that could be genuine source of motivation to other companies to go in for TPM program. This research contributes to the literature by examining the contingency of various TPM enabling factors in the context of the Ethiopian soft drinks manufacturing sector, and it, therefore, provides direction to increase the success rate of TPM implementation. Study offers academics and practitioners a better understanding of the relationship and effect of the TPM practices on the OPs. Thus, practitioners will be able to make better and more effective decisions about the implementation of TPM practices for better OP results.
Originality/value
The relationship between the five factors TPM practices and OP has not yet been studied or reported in the case of soft drink manufacturing industry. The questionnaire manner and items developed, factor considered in this study, sampling method, deeply statistical data analysis techniques used, soft drink manufacturing industry, developing country like Ethiopia make this study unique and revealed the gap identification in this area. The study has contributed to the TPM literature with a better understanding of the five TPM practices and their association with a soft drink manufacturing industry OP that will provide valuable knowledge to top-management of manufacturing companies, to refine their current TPM practices and subsequently improve OP.
... Nakajima (1989) suggested that the effectiveness of the maintenance function must be defined through relative economic and technical ratios to permit the maintenance manager to follow the evolution of maintenance performance and to make decisions necessary for improved management. Davis and Willmott (1999) highlighted how the lack of structured tools and techniques impeded managers' ability to achieve highly effective plants and production equipment and to measure effectiveness. Likewise, Cowper and Smith (2002) took a systems view of projects, applying systems engineering principles to project management and showing how a lack of clear objectives regarding user requirements, system requirements, system design, component development, integration, installation and testing, and operational capability represented obstacles in executing managers' objectives. ...
... Several authors have identified lack of consistent values and principles as an obstacle in the strategy execution of engineering managers (Batley 1998;Becker 1993;Bamber et al. 1999). For example, Davis and Willmott (1999) found that a lack of clear value placed on the empowerment and encouragement of factory floor personnel from all areas impeded engineering managers' strategy execution. Noon et al. (2000) found that Turkish construction companies that lacked clear organizational values in strategic management had serious shortcomings. ...
The aim of the research described in this paper was to ascertain the obstacles engineering managers face in executing organizational objectives, to identify differences between engineering managers and managers in general in the obstacles they face, and to map clusters of obstacles. The author conducted a survey of 26 engineering managers in a Canadian engineering company employing about 250 engineers and compared the results with a database of 322 managers in general. The study examined obstacles corresponding to five drivers of performance: Rules, emotions, initiative, immediate action, and integrity. In contrast with managers in general, engineering managers faced a greater need to clarify rules, a greater lack of initiative among their employees, and less difficulty in taking immediate action. For the drivers of emotions and integrity, there were no significant differences between the engineering managers and managers in general. The obstacles the engineering managers faced when executing their management strategy could be clustered in five groups.
... TPM is considered to be Japan's answer to US style productive maintenance (Wal and Lynn, 2002). TPM has been widely recognized as a strategic weapon for improving Total productive maintenance manufacturing performance by enhancing the effectiveness of production facilities (Dwyer, 1999;Dossenbach, 2006). TPM has been accepted as the most promising strategy for improving maintenance performance in order to succeed in a highly demanding market arena (Nakajima, 1988). ...
... After introduction of autonomous maintenance activity, operators take care of machines by themselves without being ordered to. With the achievement of zero breakdowns, zero accidents and zero defects, operators get new confidence in their own abilities and the organizations also realize the importance of employee contributions towards the realization of manufacturing performance (Dossenbach, 2006). TPM implementation also helps to foster motivation in the workforce, through adequate empowerment, training and felicitations, thereby enhancing the employee participation towards realization of organizational goals and objectives. ...
Purpose
The purpose of this paper is to review the literature on Total Productive Maintenance (TPM) and to present an overview of TPM implementation practices adopted by the manufacturing organizations. It also seeks to highlight appropriate enablers and success factors for eliminating barriers in successful TPM implementation.
Design/methodology/approach
The paper systematically categorizes the published literature and then analyzes and reviews it methodically.
Findings
The paper reveals the important issues in Total Productive Maintenance ranging from maintenance techniques, framework of TPM, overall equipment effectiveness (OEE), TPM implementation practices, barriers and success factors in TPM implementation, etc. The contributions of strategic TPM programmes towards improving manufacturing competencies of the organizations have also been highlighted here.
Practical implications
The literature on classification of Total Productive Maintenance has so far been very limited. The paper reviews a large number of papers in this field and presents the overview of various TPM implementation practices demonstrated by manufacturing organizations globally. It also highlights the approaches suggested by various researchers and practitioners and critically evaluates the reasons behind failure of TPM programmes in the organizations. Further, the enablers and success factors for TPM implementation have also been highlighted for ensuring smooth and effective TPM implementation in the organizations.
Originality/value
The paper contains a comprehensive listing of publications on the field in question and their classification according to various attributes. It will be useful to researchers, maintenance professionals and others concerned with maintenance to understand the significance of TPM.
... TPM-Total Productive Maintenance A lean manufacturing activity for standardizing maintenance and making it a built-in duty in every employee's daily routines (Cooper, Keif, & Macro, 2007;Robinson, 2001). ...
... TPM-Total Productive Maintenance is the activity of standardizing maintenance and making it a built-in duty in every employee's daily routines. The goal is to find weak points in the equipment and machines before they cause waste and defects (Cooper, Keif, & Macro, 2007;Robinson, 2001). ...
... TPM is a proactive approach that aims to identify problems as soon as possible and prevent problems before they occur. Its motto is "zero error, zero work-related accident, and zero loss" [5]. TPM provides benefits in increasing control over tools and equipment, reducing equipment failure times by increasing response times, and strengthening coordination between production and maintenance [6]. ...
... According to Kiran (2017), TPM starts with cleaning, as the simple job of cleaning transforms into high-quality standards for a company. Cleaning allows inspecting machinery, which reveals abnormalities, which identifies abnormalities that allow for rectification, resulting in improvement that brings positive results that increase high-quality standards. ...
Lean manufacturing is a methodology that focuses on tools and practices implementation in production lines, which provides improvements and better performance in all operative processes. These tools optimize production processes to achieve cost reduction by reducing waste generated throughout the production process. This chapter gives an overview of 10 lean manufacturing tools used to optimize the manufacturing process, indicating the main benefits, enablers, and barriers.KeywordsLM descriptionLM tools
... It implies that until people get involved with the TPM program, one cannot expect benefits for OEE or productivity improvement. Dossenbach (2006) observed that zero breakdowns, zero accidents and zero defects provide operators confidence in their abilities. Organizations realize the value of employees' contributions in improving manufacturing performance. ...
Purpose: This paper prioritizes the factors for the successful implementation of Total Productivity Maintenance (TPM).
Design/Methodology/Approach: The technique used for prioritization is the Analytical Hierarchy Process (AHP).
Findings: The commitment and involvement of the top management, i.e., the leadership team, is the most critical success factor in the successful implementation of TPM. Employee training is another vital factor. Top management should also encourage a culture favorable for information flow, equipment ownership, the involvement of people, and quality management throughout the organization.
Research limitations/implications: Manufacturing organizations interested in improving productivity through the implementation of TPM should first involve the leadership team and seek their full support and train all the employees in this philosophy. However, findings cannot be generalized for global application due to the inputs taken from experts in AHP from limited geography.
Practical implications: Reducing production costs is a universal expectation of business leaders. TPM can be used as a long-term strategy to improve productivity by the organization.
Social implication: All employees have to be trained in this philosophy, and as part of the training and the implementation of TPM, they feel empowered and committed to the organization.
Originality/value of the paper: This study has illustrated the use of AHP for the prioritization of success factors. Prioritization of success factors will help in strategy formulation by management for effective maintenance. It will help in improving the productivity and performance of the organization.
... The TPM approach is an approach that focuses on two phases. The first is an analysis phase which is mainly aimed at improving the overall efficiency of the production apparatus, the second phase is an improvement phase around the concept of self-maintenance, that is, the participation of the machine operators by giving them responsibility in the operation of his equipment [7]- [9]. ...
The maintenance management is a topic of strategic importance for automotive manufacturers. In fact, an effective maintenance process and a preventive maintenance (PM) procedure can significantly reduce the risk of equipment failures that can lead to downtime on the production lines. However, due to the complexity of an automotive production system, the risk of failure on a crucial piece of the production equipment cannot be entirely avoided. The study made in this paper aims at improving the availability of a critical production line through the total productive maintenance (TPM) methodology and supported by Lean Maintenance tools. An analysis is made of the initial condition of the line where the main problems are identified by employing several tools for this purpose, such as Mean Time between Failures (MTBF), Mean Time to Repair (MTTR), Overall Equipment Efficiency (OEE) and Availability (A). In response to the identified problems, an action plan is developed and implemented in order to find the root cause of the high number of malfunctions and faults in one of the line’s equipment with the use of 5S tools, visual management, and maintenance progress, as well as the development of a training program to increase operators’ skills. The results of such actions were positive as the line became more organized, the value of the MTBF increased, the MTTR value decreased, and consequently the overall availability increased.
... One of the most important goals of total productive maintenance (TPM) is to maximize the productivity of equipment or machines. Therefore, TPM is connected to the reliability of machines (Kiran, 2017). ...
Purpose
The purpose of this paper is to find the proper statistical distribution function, which can cover the failure time of a single machine or a group of machines. To this end, an innovative program is written in an Excel software, capable of assessing at least six statistical distribution functions. This research study intends to show the advantages of applying statistical distribution functions in an integrated model format to create or increase productive reliability machines. Productive reliability is a simultaneous combination of efficiency and effectiveness in reliability.
Design/methodology/approach
The method of theoretical research methodology comprises data collection tools, reference books and articles in addition to exploiting written reports of the Iranian Center for Defence’s Standards. The practical research method includes deploying and assessing the proposed model for a selected machine (in this case a computerized numerical control machine).
Findings
A comprehensive program in an Excel software having the capability of assessing at least six statistical distribution functions was developed to find the most efficient option for covering the failure times of each machine in the shortest time with the highest precision. This is regarded as the most important achievement of the present study. Furthermore, the advantages of applying the developed model are discussed and a large group of which have direct influences on the productivity of equipment reliability.
Originality/value
The originality of the research was ascertained by managers and experts working in maintenance issues at the different levels of the Defense Industries Organization.
... After the introduction of TPM activities, production operators take care of machines by themselves without ordered to do that. Moreover, with the achievement of TPM objectives, operators earn more confidence in their capability and the organizations understand the importance of the employees' contribution towards the achievement of efficient manufacturing performance [5]. The philosophy of TPM converts the style of the traditional maintenance system from being reactive to being more proactive by maintaining the equipment in the appropriate condition at all times. ...
... After the introduction of TPM activities, production operators take care of machines by themselves without ordered to do that. Moreover, with the achievement of TPM objectives, operators earn more confidence in their capability and the organizations understand the importance of the employees' contribution towards the achievement of efficient manufacturing performance [5]. The philosophy of TPM converts the style of the traditional maintenance system from being reactive to being more proactive by maintaining the equipment in the appropriate condition at all times. ...
To remain competitive in the current working environment, firms focus on adopting performance improvement approaches that support in satisfying their customer needs and reducing their production expenses. Total Productive Maintenance (TPM) is considered as one of the most important programs that enhance the overall internal process; hence, significant operational results can be easily achieved. On the other side, it is crucial to sustain such results over time. To gain such sustainability, companies need to identify the critical success factors for the implementation of TPM programs. Moreover, they need to introduce and implement actions that support these critical success factors as a foundation before establishing a TPM program. In this paper, Decision Making Trial and Evaluation Laboratory (DEMATEL) method used to identify such critical success factors. The proposed approach applied in an Egyptian factory that is dedicated to produce a set of plastic parts. After applying the proposed approach, it concluded that "Cross-functional team work", "Setting organization objectives", "Providing on-job training" and "Availability of information" are the most critical factors. After working on such factors and starting the TPM program, key performance indicators such as the overall equipment effectiveness (OEE) improved from 60.0% to 73.1% in a period of 15 months.
... Nowadays, one of the essential foundations in the manufacturing industry is undoubtedly industrial machineries and systems. The growing trends in productivity and efficiency of production as well as achieving international standards, particularly in the domestic and global competitive environments may not be imaginable without time management in application and operation of industrial machineries and production systems, and cost management in reducing maintenance expenditures and downtimes (Rostamiyan, 2006). ...
Purpose
The application of automated systems is rapidly increasing in different industries and organizations. In this regard, computerized maintenance management systems (CMMS) using information technology play an important role in the automating production systems. The purpose of this paper is to investigate the impacts of CMMSs and relevant supportive organizational factors on the effectiveness of total productive maintenance.
Design/methodology/approach
This study is classified as a quantitative survey-based research using structural equation modeling. The scope of the study includes manufacturing companies in Iran. A total of 125 questionnaires from 60 companies were collected from January to March 2014 to help validate the conceptual model and test the hypotheses.
Findings
The results support the concept CMMSs positively relates to relevant supportive organizational factors (resource allocation, decision-making structure, senior management support, employees’ involvement and effective instruction) on the effectiveness of total productive maintenance. The relevant supportive organizational factors can also be seen as the predictors of CMMSs.
Originality/value
This study integrates the CMMSs and relevant supportive organizational factors in a robust model to examine the effectiveness of total productive maintenance. This study also examines the impacts of CMMSs and relevant supportive organizational factors on total productive maintenance which seems to not be done previously.
... Practicing TPM builds healthy, safe and clean working environment. In manufacturing organisations, the unfortunate incidents and accidents occur due to the following unsafe conditions such as incorrect design of workplace, inappropriate design of the equipment and tooling, lack of operator's carelessness, damaged instruments, due to lack of effective protection shields for the equipment, lack of fire and explosion preventive system, unfavourable working conditions such as noise and air pollution (Brah and Chong, 2004;Chan et al., 2005;Dossenbach, 2006). During the implementation of TPM, in the selected organisation, it was necessary to consider the required and standard safety predictions in every stage. ...
Total productive maintenance (TPM) is a maintenance program, which involves a customised approach for maintaining plants and equipment ensuring maximum availability, equipment effectiveness and promotes autonomous maintenance culture. The objective of this paper is to highlight the significant improvements of operational efficiency regarding TPM key performance indicators known as productivity (P), quality (Q), cost (C), delivery (D), safety (S) and morale (M) termed as ‘PQCDSM’ in selected two wheeler automobile sector. The study has focused on the tangible benefits gained regarding TPM key performance indicators. The results show that there was a significant improvement in production volume, customer complaints, the cost of operations, number of accidents and morale of the employees which the selected automobile plant achieved in the target period of three years. The findings of the research determine a significant contribution due to systematic TPM interventions to ‘PQCDSM’ indicators and hence motivated the workforce to contribute for improvement activities. An important aspect investigated from this study was the intangible outcomes achieved by implementing TPM.
... São conhecidos os resultados da implementação do TPM em diversas empresas multinacionais (Ford, Kodak, Texas Instruments, etc.). Todas referem a obtenção de bons resultados na produtividade e nos benefícios económicos, devido ao aumento da produção, ao cumprimento dos prazos de entrega e à redução dos inventários, entre outros aspectos positivos (Roberts, 1997). ...
... Usually, the TPM coordinator heads the team until others become familiar with the process and a team leader should then emerge naturally (Robert. J, [12]). Sometimes, it may even be worthwhile for team members to pay visits to nominallysimilar plants that have attained worldclass standards in order to observe TPM methods, techniques and observe work in progress there. ...
Total productive maintenance (TPM) has been widely applied in many industrial fields, especially in Japanese industrial companies. From a management point of view, this is an activity that involves all members of the company, from company president down to the most junior company employee. From a point of view of economical effectiveness, a company can benefit from implementing company-wide TPM activities, such as, increasing the availability of existing equipment hence reducing manufacturing costs and reducing equipment investment cost. TPM is not just another "program for maintaining machines". It is a program that can help a company to remain viable and to develop. This paper has reviewed the research relating to TPM world-wide and has found that the practical application of TPM in Japanese industrial plants has not been concretely discussed. The main purpose of this research is to carry out an empirical study on items in the actual manufacturing activities and to point out the practical application of TPM in Japanese industrial plants.
... TPM is a highly infl uential technique that is in the core of 'operations management' and deserves immediate attention by organisations across the globe. An effective TPM programme provides for a philosophy based upon the empowerment and encouragement of personnel from all areas in the organisation (Davis and Willmott, 1999). The evaluation of TPM effi ciency can facilitate signifi cantly enhanced organisational capabilities across a variety of dimensions (Wang, 2006). ...
Over the last couple of decades, Total Quality Management (TQM), Total Productive Maintenance (TPM), have become key concepts for enabling organisations to meet and conquer fierce competition. Though there is reasonable literature available on implementation of TPM in manufacturing organizations, but a very little information is available regarding success stories indicating transfusion of TPM with related lean manufacturing strategies like TQM, Just In time (JIT) and Quality function Deployment (QFD). The purpose of this paper is to review the literature on TQM and TPM and also to study on various TPM and TQM implementation issues in order to develop an indigenous strategic synergetic effect, considering two key aspects of profitability and operating performance approach for the manufacturing industry.
... KE is also derived from the Japan practices involving continuous improvement in the organization. Effect of TPM execution will have an impact on organizational performance in general [3,4]. TPM is also effect on continuous improvement activities indirectly. ...
Successful modern manufacturing industry requires support by efficiently and effectively maintenance. One of effective maintenance approach is the Total Productive Maintenance (TPM) practice. TPM practice is also able to support to other practices such as Kaizen Event (KE) practice. The purpose of this paper is to examine the relationship of TPM practices and KE practices in Malaysian automotive industry. A conceptual model using Structural Equation Modeling (SEM) has been proposed. This model will be used to study the relationship between TPM practices and KE practices for Malaysian automotive industry. Based on the proposed conceptual model and reviewed, research hypotheses are being developed. The paper culminates with suggested future research work.
... In all, TPM implementation will involve design, operation, maintenance, engineering and sales activities, and may require hiring or appointing a TPM coordinator whose responsibility is to advocate through an educational programme the TPM concepts to the workforce, and check that they are being implemented. Each person becomes a "stakeholder" in the process and is encouraged to do his or her best to contribute to the success of the team [13]. TPM requires a drastic change in the traditional mindset of work culture and maintenance approaches. ...
During high growth era companies are making technical progress in automation and centralization of the plants, which needs large amount of manual work to maintain the automation systems. The strategy of maintaining the equipment of a plant is crucial for the effectiveness of manufacturing. Total productive maintenance (TPM) is a maintenance program, which involves concepts for maintaining plant and equipments effectively. In this paper detailed implementation of TPM in the cold rolling plant is discussed. Results achieved are quite encouraging in terms of motivated employees, improvement in overall equipment effectiveness (OEE) and reduction in no. of accidents on shop floor.
... The goal of the TPM program is to markedly increase production while, at the same time, increasing employee morale and job satisfaction." (Roberts, 1997). TPM includes tools to perform maintenance in a preventive manner based on the cost of preventing equipment break down through a planned maintenance program, versus incurring the cost of downtime and lost sales due to product not being produced on time. ...
Lean Six Sigma is an approach focused on improving quality, reducing variation and eliminating waste in an organization. The concept of combining the principles and tools of Lean Enterprise and Six Sigma has occurred in the literature over the last several years. The majority of Lean Six Sigma applications have been in private industry, focusing mostly on manufacturing applications. The literature has not provided a framework for implementing Lean Six Sigma programs applied to local government. This research provides a framework roadmap for implementing Lean Six Sigma in local government. The Service Improvement for Transaction-based Entities Lean Six Sigma Framework Roadmap (SITE MAP) identifies the activities, principles, tools, and important component factors to implement Lean Six Sigma. The framework provides a synergistic approach to integrating the concepts and tools of Lean Enterprise and Six Sigma using the DMAIC (Define-Measure-Analyze-Improve-Control) problem solving approach. A case study was used to validate the framework. Lean Six Sigma was successfully applied in a 7,000-citizen municipality to reduce the cycle time of the financial administrative processes in the Finance Department of the city government.
This paper discusses how to integrate Risk-Based Maintenance (RBM) methods into the Total Productive Maintenance (TPM) approach. The research approach outlined in this study is based on the description of a working procedure that learns from historical data and plans not only predictive but also proactive maintenance activities. Many researchers analysed the combined effects of different maintenance programs. However, topics such as RBM and TPM are generally analysed separately. This study investigates the practices of the two programs simultaneously because after successfully implementing RBM, TPM is needed for a correct equipment condition monitoring, maintenance improvement and planning too. In particular, the development of a single empirical framework can be useful as guidelines for diagnostics, fault prediction, and finally analysis in terms of losses and maintenance performance trends.
Hospitals and health centers use a lot of energy due to 24/7 all-round year working hours and using different equipment. It has highlighted the importance of Facilities Management (FM) in hospitals, because the unexpected and dynamic nature of maintenance management not only increases energy usage but also decreases hospital functionality. Considering the significance of energy consumption in FM, particularly maintenance management and hospital functionality, the aim of this paper is to identify key performance indicators that lead to energy savings while improving functionality and reducing maintenance costs. In this regard, the relevant data are qualitatively examined through expert interviews and a literature review, accompanied by a questionnaire survey to produce quantitative performance data, which are analyzed with Partial Least Squares Structural Equation Modelling (PLS-SEM). The importance of individual indicators and their relationship to three categories of “energy savings,” “improving functionality,” and “reducing maintenance costs” are then investigated. The findings demonstrated the direct link between energy savings and improving functionality and reducing costs. It develops an appropriate framework for evaluating hospital performance based on FM in hospitals focused on maintenance and functionality and its impact on energy consumption. Moreover, a case study is conducted to investigate the impact of the identified indicators on saving energy in public hospitals in Iran and comparing electricity and gas bills in two consecutive years. The results show “gradual replacement of old electrical appliances and equipment concerning the age of the appliances”, “condition-based preventive maintenance”, “utilizing maintenance instructions and standards”, and “considering the impact of experienced and qualified managers” are the most important key performance indicators.
In the present-day competitive environment, industries are facing with a new crisis of shrinking profit margins. Organizations’/companies cannot ill afford quality, safety, poor environment and productivity issues. There is thus the requirement of an integrated approach towards management of maintenance. The aim is to present a framework for a programme for an effective continuous improvement of issues related to maintenance. Maintenance undoubtedly plays a key role in an organization’s long-term profitability. In this article, there is a proposal for an integrated maintenance management. The suggested proposal is based on maintenance management, maintenance operation and equipment management (predictive maintenance, preventive maintenance, total productive maintenance). This article explores the benefits of integrated maintenance management compared with the traditional maintenance approach and discusses some of the latest tools in this area.
PT. Surya Agrolika Reksa adalah salah satu perusahaan yang bergerak dibidang pengolahan kelapa sawit yang terdiri dari beberapa stasiun kerja yaitu Stasiun Loading Ramp, Sterilizer, Tippler, Thressing, Screw Press, Kernel plant, Klasifikasi, Power dan Water Treatment. Stasiun yang sering mengalami kerusakan adalah Stasiun Kernel. Stasiun Kernel terdiri dari beberapa mesin. Mesin yang sering mengalami kerusakan pada Stasiun Kernel adalah mesin Ripple Mill yang berfungsi sebagai mesin pemisah biji (nut).Tingginya waktu delay dan Downtime yang terjadi selama proses produksi berlangsung menyebabkan kerugian bagi perusahaan. Hal ini dikarenakan kurangnya perawatan pada mesin produksi Kernel tersebut. Tujuan dilakukannya penelitian ini adalah untuk mengetahui efektivitas mesin dengan menggunakan metode Overall Equipment Effectiveness (OEE). Berdasarkan hasil pengolahan data yang dilakukan maka diperoleh nilai OEE pada mesin Ripple Mill sebesar 77,028% yang didapatkan dari nilai Availibiity sebesar 78,804%, Performance sebesar 97,809%, dan Quality sebesar 100%. Dari hasil tersebut dapat disimpulkan bahwa, mesin Rippel Mill memerlukan perbaikan terutama pada factor Availibility yang menjadi prioritas perbaikan nilai OEE.
Throughout this chapter, the main benefits that can be obtained with the effective TPM implementation are exposed. In addition, these benefits have been identified from the literature review previously written, including a total of 22 benefits (observed variables) divided into three categories: Benefits for the company, productivity benefits, and safety benefits. Also, a brief description of each element is presented.
In this chapter, a description from a total of 75 critical success factors for the total productive maintenance (TPM) implementation program within the industry is reported, these critical success factors were divided into 2 categories: activities related to the human factor and activities related to the operative factor, which is briefly described.
Total Productive Maintenance is considered a lean manufacturing tool increasingly used within the current industrial environments. Therefore, the objective of this chapter is to present a series of concepts and definitions described throughout the literature review, discuss them, and show its evolution as well.
Purpose
The purpose of this paper is to examine the multidimensionality of total productive maintenance (TPM) and its relationship with manufacturing performance improvement in the Malaysian manufacturing sector. Specifically, this study evaluates the contribution of each TPM success factors in improving manufacturing performance.
Design/methodology/approach
Data from 89 employees who participated in the survey were used to test the proposed research framework. A structured questionnaire adopted from Ahuja and Khamba (2006) was used to assess the Malaysian context.
Findings
The analytical results reveal that traditional maintenance initiatives and TPM implementation initiatives significantly affect manufacturing performance, but not top management leadership and maintenance organisation. Top management roles and commitment are critical in the early stage to determine the master plan and initiate the implementation of the whole programme. However, traditional maintenance and TPM implementation initiatives gradually enable engagement, proper planning, right execution and continuous improvement, ultimately improving the manufacturing performance indicators significantly. The findings further unveil that TPM is not sustainable in Malaysia’s manufacturing organisations in the long run.
Practical implications
This analysis is vital for senior managers of manufacturing organisations that have implemented TPM or are considering introducing TPM in their organisations.
Originality/value
This study contributes to the literature by examining beyond the introduction and stabilisation phase of TPM to provide an insight of whether TPM is sustainable in the long run.
Total Productive Maintenance (TPM) is one of many excellent programs which follow the Total Quality culture, and it is to boost competitiveness through adopting lean principles. It is a hybrid maintenance practice which uses the eight main pillars in its implementation. The motivation in this project is through the fact that many organisations fail to get the full benefit of implementing TPM. A company which currently implementing TPM, Continental Sime Tyres AS (CST) was selected. The project aim to investigate if there are any room of improvement and identified what are the shortcomings involved. Overall Equipment Efficiency (OEE) is used to measure the performance. Once the shortcomings were identified, ways on solving these problems will be proposed to the company as a guideline in improving their overall performance. Waste and losses will be reduced or perhaps eliminated. As a result, the efficiency, productivity, and quality will probably increase. There are process needs to be done in order to get results which include observations, data gathering, interviews, and questionnaire. All of these works were carried out with the cooperation of all the staff. OEE was predominantly influenced by the three pillars which are, Planned Maintenance (PM), Quality Maintenance (QM), and Training and Education (T&E). Off all these pillars, T&E is found to be the most important one as this practice will give the knowledge and motivation to the staff on how to execute the TPM program correctly.
Total Productive Maintenance (TPM) describes a synergistic relationship among all organizational functions, but particularly between production and maintenance, for continuous improvement of product quality, operational efficiency, capacity assurance, and safety. This article provides the key factors that are critical to the successful implementation of TPM. It is thus crucial to provide and discuss those factors for more effective TPM implementation. Also, this study explores the impact of TPM on the competitiveness of the company. This research concludes that long-term benefits of TPM are the result of considerable investment in human resource development and management. For TPM practitioners, we advise to build a supportive culture and environment with a strong emphasis on human and organizational aspects to promote effective TPM implementation. © 2001 John Wiley & Sons, Inc.
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