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Justification of TPM pillars for enhancing the performance of manufacturing industry of Northern India

Jagdeep Singh (LCET, Ludhiana, India)
Harwinder Singh (Department of Mechanical Engineering, Guru Nanak Dev Engineering College, Ludhiana, India)

International Journal of Productivity and Performance Management

ISSN: 1741-0401

Article publication date: 8 August 2019

Issue publication date: 10 January 2020



The purpose of this paper is to assess TPM pillars for manufacturing performance improvement in the manufacturing organizations of Northern India and to identify critical and non-critical components based on failure history, to minimize machine downtime, maximize component/machine availability and to identify failure modes, their causes and effects of these failures on machines or components in the case company under study.


In this paper, TPM pillars in the paint manufacturing plant have been elaborated to ascertain the tangible and intangible benefits accrued as a result of successful TPM implementation. The approach has been directed toward justification of TPM implementation for its support to competitive manufacturing in the context of Indian manufacturing industries.


Findings suggest that maintenance planning is more effective than small improvements for achieving benefits from TPM pillars. Moreover, results indicated that critical components show average reliability and failure probability of about 50 percent.


The present study encompasses systematic identification of maintenance-related losses, setting up of targets regarding maintenance performance improvements and developing guidelines for achieving enhanced manufacturing system performance through strategic TPM implementation in the manufacturing plant, which can also be important to all concerned with maintenance in various manufacturing enterprises.



Singh, J. and Singh, H. (2020), "Justification of TPM pillars for enhancing the performance of manufacturing industry of Northern India", International Journal of Productivity and Performance Management, Vol. 69 No. 1, pp. 109-133.



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