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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.

The purpose of this paper is to develop an understanding of contributions of total productive maintenance (TPM) initiatives towards building core competencies in Indian manufacturing industry. This paper critically examines the implications of TPM implementation initiatives in Indian manufacturing organizations.

In this study a large number of manufacturing organizations have been extensively surveyed to ascertain contributions made by TPM initiatives in the Indian manufacturing industries towards realizing core competencies. The study involves working out the correlations between various TPM implementation dimensions and core competencies, and employs various statistical tools for extracting significant factors contributing effectively towards realization of core competencies.

The study reveals that organizational leadership and involvement, traditional maintenance practices, successful adaptation of effective TPM initiatives can significantly contribute towards accruing core competencies in the organization. The study highlights that the holistic TPM initiatives outscore the traditional maintenance practices towards improving the manufacturing performance (MP). The study establishes that focused TPM implementation over a reasonable time period can significantly contribute towards realization of core competencies in MP.

The study has been conducted to ascertain the contributions of TPM initiatives for achieving core competencies in manufacturing organizations. However, sector‐wise studies can also be conducted to evaluate the contributions of TPM implementation towards performance enhancement under the specific situations.

The present study identifies the impact of key TPM initiatives dimensions on organizational performance and highlights the need for aligning organizational efforts in establishing maintenance improvement initiatives for realizing improvements in performance of manufacturing organizations.

The paper investigates the status of TPM initiatives in the Indian context and the preparedness of Indian manufacturing industry to meet the challenges posed by the western world by employing proactive TPM strategies.

The purpose of this paper is to provide an overview of research and development in the measurement of maintenance performance. It considers the problems of various measuring parameters and comments on the lack of structure in and references for the measurement of maintenance performance. The main focus is to determine how value can be created for organizations by measuring maintenance performance, examining such maintenance strategies as condition‐based maintenance, reliability‐centred maintenance, e‐maintenance, etc. In other words, the objectives are to find frameworks or models that can be used to evaluate different maintenance strategies and determine the value of these frameworks for an organization.

A state‐of‐the‐art literature review has been carried out to answer the following two research questions. First, what approaches and techniques are used for maintenance performance measurement (MPM) and which MPM techniques are optimal for evaluating maintenance strategies? Second, in general, how can MPM create value for organizations and, more specifically, which system of measurement is best for which maintenance strategy?

The body of knowledge on maintenance performance is both quantitatively and qualitatively based. Quantitative approaches include economic and technical ratios, value‐based and balanced scorecards, system audits, composite formulations, and statistical and partial maintenance productivity indices. Qualitative approaches include human factors, amongst other aspects. Qualitatively based approaches are adopted because of the inherent limitations of effectively measuring a complex function such as maintenance through quantitative models. Maintenance decision makers often come to the best conclusion using heuristics, backed up by qualitative assessment, supported by quantitative measures. Both maintenance performance perspectives are included in this overview.

A comprehensive review of maintenance performance metrics is offered, aiming to give, in a condensed form, an extensive introduction to MPM and a presentation of the state of the art in this field.

The importance of the facility maintenance management in the manufacturing environment has increased rapidly as many organisations aim to become world class. For many organisations it is important to respond to the global competitive pressure by seeking to increase their productivity, maximising the overall equipment effectiveness and pursing an effective and efficient maintenance programme. By creating a set of key ingredients for effective maintenance management and success, this paper analyses the current status of these components in the UK manufacturing organisations through a pilot survey of 18 UK manufacturing respondents. A radar diagram was generated showing the current status of maintenance management in the UK. The chart shows that only one‐third of the organisations seriously consider good maintenance management practices and realise the full benefits. Any preparation of adequate reports on performance and cost is visibly lagging behind. The paper also explores the opportunities for improving maintenance management in UK manufacturing organisations. The crucial involvement of the management is fundamental to give the guidance and direction to the maintenance function.

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.

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.

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.

This analysis is vital for senior managers of manufacturing organisations that have implemented TPM or are considering introducing TPM in their organisations.

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.

Performance measures should be linked to an organization’s strategy in order to provide useful information for making effective decisions and shaping desirable employee behaviour. The pitfalls relating to the indiscriminate use of common maintenance performance indicators are discussed in this paper. It also reviews four approaches to maintenance performance measures. The value‐based performance measure evaluates the impact of maintenance activities on the future value of the organization. The Balanced Scorecard (BSC) provides a framework for translating strategy into operational measures that collectively capture the critical requirements for sustaining the organization’s success. System audits are the tool for measuring organizational culture, which in turn determines the appropriate approach to the organization of maintenance functions. The operational efficiency of an organization’s maintenance function can be benchmarked with those of its counterparts in other organizations by using Data Envelopment Analysis (DEA). Among these approaches, the one which builds on the BSC embraces the design principles of a good performance measurement system. To smooth the adoption of the BSC approach to managing maintenance operations, a related research agenda is proposed in the concluding section.

Organisations either keep spares for their own use, or‐for‐sale to other organisations. In either case, the ultimate need is to be able to replace worn or defective parts in operational machinery or equipment. In an economic sense, spares are kept to meet the needs of the situation in the cheapest way.

This paper aims to synthesize and categorize the published literatures related to maintenance strategies formulation, selection and implementation in various industries. The purpose of this paper is to develop a conceptual framework based on literature review for formulation of maintenance strategies, selection and the implementation of selected strategies. Further, to study on impact of maintenance strategies implementation in maintenance function.

A literature review has been carried out to identify the existing frameworks related to maintenance strategies formulation, selection of maintenance strategy and implementation of maintenance strategy in the industry. Literature support for all the conceptual constructs referred in the framework has been discussed to establish a logical sequence.

A conceptual framework for maintenance strategies formulation, selection and implementation and its impact in maintenance function has been developed. Further, constructs and sub-constructs which form the basis for maintenance strategies formulation, selection and implementation have been identified from the literatures. In addition, propositions have also been formulated to support the conceptual framework and these propositions provide the logical relationship among the maintenance strategies formulation, selection among the formulated strategies and the implementation of these strategies.

The conceptual framework developed in this paper for maintenance strategy formulation and selection is yet to be empirically tested. The proposed framework can be tested in various industries.

Literature study on maintenance strategy formulation and selection has so far been very limited. Maintenance strategy selection is a critical decision-making problem for the maintenance managers working in the process plant, manufacturing companies, etc. The conceptual framework proposed in this paper will help maintenance managers to asses, formulate, select suitable maintenance strategy and implement for their organization.

The paper provides comprehensive study on maintenance strategy problem which will be useful to researchers, maintenance managers and other professionals in various industries such as process industry, manufacturing industry, etc., to understand maintenance strategy selection problem and implementation of maintenance strategy.

Maintenance organizations continue to be under pressure to systematically eliminate maintenance wastes and deliver services that their customers value. To this end, maintenance managers are implementing lean maintenance practices. But how does one consistently estimate the leanness of these practices in their organization? The purpose of this paper is to develop a framework for a metrics – referred to as the lean maintenance index (LMI) that can help managers estimate the leanness of maintenance practices.

Based on a comprehensive review of literature in the domain, this study identifies four factors and nineteen subfactors that are essential for the success of a lean maintenance program. A fuzzy-set-theory-based assessment framework is developed that can be used by an in-house team to measure the degree of implementation of lean maintenance practices in their organization. The authors applied the framework to a maintenance workshop that services diesel engines and other prime movers.

The framework provides maintenance managers valuable insights to help identify the strengths and weaknesses of their organization vis-à-vis their maintenance practices, thus enabling them come up with a firm action plan for future process improvements.

This paper adapts the concept of agility and readiness to maintenance work. A key contribution of this study is the identification of factors and subfactors that forms the basis to estimate the leanness of maintenance practices in an organization. Another contribution is its application to a large maintenance workshop that demonstrates the ease of its implementation. Future research in this area can help identify more factors and subfactors and thus improve the estimation of leanness.

Total productive maintenance, or TPM, represents a major shift in the way an organization approaches the maintenance function and implementation typically requires a significant change in organizational culture. Most references on TPM suggest a variety of ways to promote this cultural change, including top management support, training and changes in reward systems. Despite these efforts, many organizations still find it difficult to create the necessary change in culture. This paper proposes an additional means to help bring about the cultural change necessary to make TPM work: mathematical modeling. Using examples of four mathematical models in the maintenance field, the paper describes how such models might be used to promote this cultural change by making the potential benefits of TPM more tangible and objective to employees and by improving employees’ understanding of how their involvement in TPM can affect the organization and its customers.