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Equipment performance helps the manufacturing sector achieve operational and financial improvements despite process variations. However, the literature lacks a clear index or metric to quantify the monetary advantages of enhanced equipment performance. Thus, the paper presents two innovative monetary performance measures to estimate the financial advantages of enhancing equipment performance by isolating the effect of manufacturing fluctuations such as product mix price, direct and indirect characteristics, and cost changes.

The research provides two measures, ISB (Improvement Saving Benefits) and IEB (Improvement Earning Benefits), to assess equipment performance improvements. The effectiveness of the metrics is validated through a three stages approach, namely (1) experts' binary opinion, (2) sample, and (3) actual cases. The relevant data may be collected through accounting systems, purpose-built software, or electronic spreadsheets.

The findings suggest that both measures provide an effective cost–benefit analysis of equipment performance enhancement. The measure ISB indicates savings from performance increases when equipment capacity is greater than product demand. IEB is utilised when equipment capacity is less than product demand. Both measurements may replace the unitary cost variation, which is subject to manufacturing changes.

Manufacturing businesses may utilise the ISB and IEB metrics to conduct a systematic analysis of equipment performance and to appreciate the financial savings perspective in order to emphasise profitability in the short and long term.

The study introduces two novel financial equipment performance improvement indicators that distinguish the effects of manufacturing variations. Manufacturing variations cause cost advantages from operational improvements to be misrepresented. There is currently no approach for manufacturing organisations to calculate the financial advantages of enhancing equipment performance while isolating production irregularities.

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.

The paper systematically categorizes the published literature and then analyzes and reviews it methodically.

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.

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.

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.

Today's customer‐focused paradigm of business environment puts tremendous pressures of quality, delivery, dependability, flexibility and cost on the manufacturing organisation. Automatic manufacturing systems offer several advantages and are increasingly being adopted as a strategy to improve the performance of manufacturing organisations. Automatic manufacturing systems are highly sophisticated and expensive, and it is therefore important to maximise their productivity. Yet, one can improve only what one can measure. Performance measurement is the key to improving performance, and is a prerequisite to diagnosing, trouble‐shooting and improving the production system. Accordingly, performance measurement has been attracting increasing attention over the last two decades, and several frameworks have emerged for the design, review, evaluation and improvement of performance measurement systems for businesses and manufacturing organizations. The performance measurement, monitoring and continuous productivity improvement of automatic manufacturing systems has assumed special significance on account of their high investments and operating costs.

A review of the current literature is undertaken to determine the current status and the status of performance measurement in automated production systems.

Overall equipment effectiveness (OEE) has emerged as one important and universally accepted metric for measuring the overall performance of single automatic equipments. OEE has been further adapted and extended into several variations for use as a metric for automatic manufacturing systems consisting of several automatic machines.

This paper reviews the recent developments and the current status of performance measurement of automatic manufacturing systems.

The purpose of this paper is to present a case study on the use of performance-based contracting in the outsourcing of a reliability-centered maintenance program of a Gulf oil refinery.

A case study method is used whereby data are collected through semi-structured interviews, informal discussions with executives from the participant companies, in addition to official documents and secondary materials.

The case analysis reveals the use of a risk–reward payment scheme and key performance indicators (KPIs) deployed to support the management of the outsourced maintenance function. The financial incentive scheme was clearly designed to motivate the outsourcing contractor to achieve more financial benefits when meeting a defined set of KPIs while also delivering operating cost savings and other qualitative benefits to the outsourcing company. Managing the outsourced function also involved the use of routine budgetary control systems, in addition to other informal control mechanisms such as trust, knowledge sharing, mutual understanding and co-operation between the two collaborative partners.

The evidence presented in the case description and analysis may assist in increasing the understanding of how outsourcing relationships in maintenance business are managed and evaluated. The case findings may also provide the opportunity for further research investigating the use of performance measurement systems and incentive-based schemes in a variety of maintenance contracts.

The case study presents new empirical evidence on the use of performance risk–reward payment schemes in the management of an outsourcing relationship. Findings reported in the study will add to the existing literature on maintenance performance measurement and management practices in outsourcing relationships.

As overall equipment effectiveness (OEE) is a metric to estimate equipment effectiveness of production systems, the purpose of this paper is to identify strategic management tools and techniques based on OEE assessment of the ice cream production line.

This paper presents the collection and the analysis of data for ice cream production under real working conditions. The data cover a period of eight months. A framework process to improve the OEE of an automated production system was proposed. Six major stoppage losses, i.e. equipment failure, setup and adjustment, idling and minor stoppage, reduced speed, defects in the process, and reduced yield, were examined with the help of Pareto analysis. In addition, the actual availability (A), performance efficiency (PΕ) and quality rate (QR) measures, together with the complete OEE for each working day, week and month of the production line were shown.

The main goal of the study is to identify major stoppage losses, in order to examine and improve the overall equipment efficiency (OEE) of the ice cream production line through the application of an adequate management, i.e. TPM approach. Based on the obtained results, maintenance management strategy and production planning have been suggested to improve their maintenance procedures and the productivity as well.

The proposed method can be applied to each automated production system. The main benefits of this method are the improvement of productivity, quality enhancement of products, the reduction of sudden breakdowns and the cost of maintenance. Moreover, the analysis provides a useful perspective and helps managers/engineers make better decisions on the operations management of the line, and suggestions for improvement were proposed and will be implemented accordingly.

The purpose of this paper is to develop a model that can measure the equipment maintenance performance of the energy company K-company.

The case study method was adopted for the investigation of maintenance performance indicators (MPIs). The development of a model for measuring maintenance performance suggested new ways to apply the methodologies of existing papers to evaluate the level of maintenance.

Maintenance indicators, which are managed differently for each plant, were assessed for their performance relevance, applicability and data reliability and then standardized into five key MPIs. The MPI model, which enables comprehensive and quantitative measurement of maintenance performance using the five selected MPIs, was presented, and the criteria for assessing the maintenance level were presented in five stages.

The authors selected MPIs that match the characteristics of the company and proposed a model that can comprehensively and quantitatively evaluate maintenance performance. The model also standardizes maintenance indicators that are individually managed and provides a basis for comparing and indexing the level of maintenance indicators at each plant.

The criterion for selecting the key MPIs considering the characteristics of the company and a model that can comprehensively and quantitatively evaluate maintenance performance were presented. In addition, a standard for evaluating the level of maintenance at the global level of maintenance management was suggested.

The purpose of this paper is to examine how the availability of information on the equipment to be serviced affects field‐service delivery performance.

The research was performed as a case study with a capital goods manufacturer and its service network. The analysis is based on interviews, a survey of companies in the service network, and warranty records.

In the case setting, it was found that 40 percent of failed service visits were caused by a lack of information. In addition, almost one third of the service visit's duration was used to inquire for detailed information on the equipment in order to be able to diagnose the problem. Preparation of the on‐site visit is identified as a critical information enabled step for high performance field‐service delivery. In the studied case setting, access to reliable information would significantly improve the service call success ratio and shorten duration of on‐site service operations.

The results on the importance of equipment information for the preparation of the service visit are indicative, as the findings are based on a single case study. Further research is needed on how users, service companies and original equipment manufacturers can collaborate on improving availability of equipment information to enhance performance in field‐service delivery.

Service call success ratio is one of the most significant cost‐saving opportunities in field‐service delivery. The paper shows how introducing an information‐enabled preparation step before making the service call can significantly improve service call success ratio, reduce maintenance costs, and improve equipment uptime.

The paper presents an empirical study highlighting the importance of equipment information in preparations performed prior to accessing the servicing site in field‐service delivery.

The purpose of this paper is to describe the overall equipment cost loss (OECL) methodology and an implementation of this methodology, to compare the outcomes of OECL with those of overall equipment effectiveness (OEE), and finally to identify the benefits offered by this new methodology.

The proposed methodology, OECL, combines six large loss models and a financial model in the performance evaluation of equipment. The six large losses are converted into monetary units. OECL is a new way of evaluating equipment performance that differs from the original OEE methodology and overcomes some of the limitations of OEE. This new methodology can be used to rank problematic machines by accounting for production elements together with finance elements.

The OECL and OEE methodologies rank problematic machines differently.

Efforts were made in this research to identify factors affecting OECL outcomes, but it was found that it was not possible to apply OECL to all scenarios.

The OECL model can be implemented in a real manufacturing company to help decision-makers better determine the magnitudes of equipment problems and rank problematic pieces of equipment appropriately.

This OECL method is able to overcome some of OEE’s weaknesses. It can properly prioritise problematic machines by considering both cost and losses.

This empirical study explores the profound impact of management functions on the productivity of yard cargo handling equipment within container terminals.

By closely examining crucial management aspects such as planning, organizing, leading, and controlling, a comprehensive managerial behavior framework was developed through focus group studies (FGS) and focal interviews. These qualitative methods were complemented by the distribution of questionnaires to practitioners in Vietnam. To validate the concept of management functions and analyze their influence on effective management practices for equipment efficiency, a structural equation model (SEM) technique was employed using partial least-squares estimation (PLS).

The findings of this study demonstrate that planning (PL), organizing (OR), and controlling (CT) significantly contribute to the productivity of yard cargo handling equipment, while leading (LD) does not exhibit a direct positive impact.

Theoretically, this study contributes by providing clarity to the definition, purpose, and value of management functions in the field of cargo handling equipment management. Furthermore, these research findings offer valuable insights to terminal operators and managers, enabling them to optimize their management strategies and enhance productivity levels, ultimately resulting in improved operational outcomes.

Overall equipment effectiveness (OEE) is a metric for estimating equipment effectiveness of the industrial systems. The purpose of this paper is to identify maintenance improvement potentials using an OEE assessment within the croissant production line.

The present work is carried out by analyzing the failure and repair data of the line. The failure data cover a period of 15 months. During this period the croissant production line usually operates over the entire day (24 h per day) in three 8-h shifts per day, and pauses at the weekends. Descriptive statistics of the failure and repair data for the line based on scheduled and unscheduled interruptions were carried. Moreover, the actual availability (A), performance efficiency (PE) and quality rate (Q) measures, together with the complete OEE for each working day for the croissant production line, were shown.

The main objectives are to understand the operation management of the croissant production line, and to measure the OEE characteristics in precise quantitative terms. OEE analysis can help the company to identify the primary problems concerning the A, PE and Q and acts immediately.

This paper presents a successful evaluation of OEE which will provide a useful guide to aspects of the production process, which identifies the critical points of the line that require further improvement through effective maintenance strategy (i.e. total productive maintenance). Moreover, the analysis provides a useful perspective and helps managers and engineers make better decisions on how to improve manufacturing productivity and quality.