TPM implementation in large and medium size organisations

Abstract

Purpose

The purpose of this paper is to ascertain how total productive maintenance (TPM) has been implemented in large and medium size UK manufacturing companies, focusing on why such a programme was introduced, the activities involved, and the effectiveness and difficulties encountered during the process.

Design/methodology/approach

The aspects listed were based on a review of the literature. A case study approach was favoured to collect the necessary data. Companies were contacted, four of which responded favourably, and a protocol was developed to enable interviews to be carried out at each.

Findings

“Culture” was highlighted as the main obstacle to successfully implementing TPM; others were lack of awareness about the advantages of the programme, low employee skills and high cost. Two benefits gained by the four companies were a significant improvement in the availability and performance of the equipment within the plant and improved communication between employees. Additional benefits were financial improvement, reduced energy cost and increased employee morale and job satisfaction.

Research limitations/implications

The number of companies that were willing to take part in the study was poor, thereby making it difficult to generalise the conclusions.

Practical implications

The results should help large and medium size organisations to better understand the TPM discipline, to facilitate its adoption and prioritise its practice. They also highlight the effectiveness and obstacles that can be encountered during the process.

Originality/value

The paper highlights the strong potential of TPM implementation programmes in affecting organisational performance improvements. The study also offers a beneficial source of information to organisations, which are still lagging far behind when it comes to TPM practices.

Citation

Aspinwall, E. and Elgharib, M. (2013), "TPM implementation in large and medium size organisations", Journal of Manufacturing Technology Management, Vol. 24 No. 5, pp. 688-710. https://doi.org/10.1108/17410381311327972