Implementing TPM in plant maintenance: some organisational barriers

Fang Lee Cooke (UMIST, Manchester, UK)

International Journal of Quality & Reliability Management

ISSN: 0265-671X

Publication date: 1 December 2000

Abstract

Since the 1980s, quality initiatives, seen as critical for greater competitiveness, have gained much attention from British management under the influence of Japanese management principles. This has resulted in a widespread adoption of quality techniques such as quality circles, teamworking, customer care, total quality management (TQM) and total productive maintenance (TPM), etc. This paper reports the finding of a study of the production and maintenance function of four processing/manufacturing companies. It intends to highlight the difficulties that these companies have been faced with in their attempt to implement TPM initiatives between the production and maintenance departments in order to improve organisational efficiency. The paper concludes that implementing TPM is by no means an easy task, which is heavily burdened by political, financial, departmental and inter‐occupational barriers.

Keywords

Citation

Lee Cooke, F. (2000), "Implementing TPM in plant maintenance: some organisational barriers", International Journal of Quality & Reliability Management, Vol. 17 No. 9, pp. 1003-1016. https://doi.org/10.1108/02656710010378789

Download as .RIS

Publisher

:

MCB UP Ltd

Copyright © 2000, MCB UP Limited

Please note you might not have access to this content

You may be able to access this content by login via Shibboleth, Open Athens or with your Emerald account.
If you would like to contact us about accessing this content, click the button and fill out the form.
To rent this content from Deepdyve, please click the button.