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The application of automated systems is rapidly increasing in different industries and organizations. In this regard, computerized maintenance management systems (CMMS) using information technology play an important role in the automating production systems. The purpose of this paper is to investigate the impacts of CMMSs and relevant supportive organizational factors on the effectiveness of total productive maintenance.

This study is classified as a quantitative survey-based research using structural equation modeling. The scope of the study includes manufacturing companies in Iran. A total of 125 questionnaires from 60 companies were collected from January to March 2014 to help validate the conceptual model and test the hypotheses.

The results support the concept CMMSs positively relates to relevant supportive organizational factors (resource allocation, decision-making structure, senior management support, employees’ involvement and effective instruction) on the effectiveness of total productive maintenance. The relevant supportive organizational factors can also be seen as the predictors of CMMSs.

This study integrates the CMMSs and relevant supportive organizational factors in a robust model to examine the effectiveness of total productive maintenance. This study also examines the impacts of CMMSs and relevant supportive organizational factors on total productive maintenance which seems to not be done previously.

The purpose of this paper is to carry out the literature search on manufacturing organizations and total productive maintenance (TPM). This research aims at studying TPM attributes and barriers in line with the TPM framework for effective implementation of TPM. This study identifies the barriers in TPM implementation and the critical success factors (CSFs) for effective TPM implementation.

In this manuscript, the study of TPM in the manufacturing sector has been considered a broad area of the research and emphasis on the TPM literature review, which primarily relates to the contribution of manufacturing sector and employment availability. Next sections covers TPM history, importance, justification, pillars, obstacles and TPM implementation procedure and models. Thereafter author identified the gaps in existing literature.

The existing literature shows that very few TPM implementation models are available for the manufacturing sector. The study also found that there is no systematically conducted large-scale empirical research which deals with TPM implementation. In order to bridge this gap, an investigation into the successful implementation of TPM in is truly needed. The finding of the literature shows that there is a need of TPM model specially developed for the manufacturing sector. The identified critical factors derived from the extensive literature review help to overcome the barriers for effective TPM implementation.

This review study is limited to Indian manufacturing industries. The identified TPM CSFs are based on the TPM pillars and their sub-factors. This cross-sectional study was based on the existing TPM model.

This paper can increase the significance of TPM strategy, which could help managers of organizations to have a better understanding of the benefits of implementing TPM and therefore enable patient satisfaction within their organizations.

The literature review covers methodical identification of TPM barriers and critical factors for maintenance performance improvements. It allows the practitioners to apply these identified CSFs for TPM implementation to achieve an improvement in industrial performance and competitiveness.

With production systems become more digitized, data-driven maintenance decisions can improve the performance of production systems. While manufacturers are introducing predictive maintenance and maintenance reporting to increase maintenance operation efficiency, operational data may also be used to improve maintenance management. Research on the value of data-driven decision support to foster increased internal integration of maintenance with related functions is less explored. This paper explores the potential for further development of solutions for cross-functional responsibilities that maintenance shares with production and logistics through data-driven approaches.

Fifteen maintenance experts were interviewed in semi-structured interviews. The interview questions were derived based on topics identified through a structured literature analysis of 126 papers.

The main findings show that data-driven decision-making can support maintenance, asset, production and material planning to coordinate and collaborate on cross-functional responsibilities. While solutions for maintenance planning and scheduling have been explored for various operational conditions, collaborative solutions for maintenance, production and logistics offer the potential for further development. Enablers for data-driven collaboration are the internal synchronization and central definition of goals, harmonization of information systems and information visualization for decision-making.

This paper outlines future research directions for data-driven decision-making in maintenance management as well as the practical requirements for implementation.

The aim of this paper states that total productive maintenance (TPM) is an improvement tool which employs the effective utilization of employees in order to enhance the reliability of the equipment in consideration.

This paper identifies and evaluates the factors accountable for the adoption of TPM methodology in manufacturing organizations. Twenty-four factors affecting the TPM implementation are explored and categorized into five significant categories. Afterwards, these identified TPM factors have been evaluated by using a most popular Multi-criteria decision-making (MCDM) approach namely fuzzy pivot pairwise relative criteria importance assessment (F-PIPRECIA).

In this paper, through application of F-PIPRECIA, “Behavioural factor” is ranked first while “Financial factor” the last. Considering the sub-factors, “Top management support and commitment” is ranked first while “Effective use of performance indices” is ranked the last. A further sensitivity analysis indicates the factors that need higher level of attention.

The result of current research work may be exploited by the top administration of manufacturing enterprises for assessing their TPM adoption status and to recognize the frail links of TPM application and improve accordingly. Moreover, significant factors of TPM can be identified and deploy them successfully in their implementation procedure.

The conclusion obtained from this research enables the management to clearly understand the significance of each considered factor on the adoption of TPM in the organization and hence, provides effective utilization of resources.

New maintenance hypotheses such as lean smart maintenance emphasized internal integration. Since the maintenance process is not fully integrated with other business processes, it indicates that some of the problems in the maintenance process are caused by other departments. Additionally, nothing can be managed or improved without first measuring it. In order to enhance internal integration, this study developed a model that makes use of information systems data to examine synchronization and collaboration across departments engaged in maintenance operations.

This research connects maintenance management and business process management through information systems. A conceptual module model based on CMMS is proposed that will use data which are already available in CMMS and, using process mining, will assess the level of synchronization between departments within an organization.

This conceptual model will serve as a roadmap for creating better value-added CMMS software. This system operates as a performance measurement tool in three majors, including organizational analysis, workflow analysis and eventually, a future simulation of maintenance processes. This module will serve as a decision support system, highlighting opportunities for improvement in maintenance processes.

A practical guideline is provided for the future development of CMMSs and their enhancement to intelligence. All assumptions are based on maintenance theories, techniques for measuring maintenance performance and business process management and process mining.

The purpose of this paper is to provide the description of an original framework for maintenance management plan development. The research aims to use in an integrated way different World Class Manufacturing (WCM)-based tools, in order to obtain a model which can be used for preventive maintenance in different industrial contexts.

In this research, a conceptual framework of preventive maintenance was described and then it was evaluated through a qualitative study in an Italian company. The company was chosen based on an initial interview with the operations team and the model area was selected. Then, the location was reorganized in order to obtain a green field which could sustain the implementation of the framework tools.

The case study was carried out in a small-medium manufacturing company which produces quick-release couplings and multiconnections, ranging from medium to ultra-high pressure. The defined framework has proved to be easy to implement in a company with a corrective maintenance plan, allowing the maintenance department to embrace the preventive maintenance culture. The maintenance model has been well received from the employees.

The framework allows a standardization of maintenance plans. Firstly, the standardization design itself allows finding previous wastes and consequent improvement areas. Then, it brings the improvement of a single machine which impacts all other machines in its family.

The added value of this study is the ability to integrate different WCM-based tools. Since the framework depicts a step-by-step process; it is also a starting point for companies that want to approach preventive maintenance for the first time.

With employees’ support of organizational changes being vital for today’s organizations, the purpose of this paper is to enhance the understanding of how organizational commitment is linked to change-supportive intentions. Based on the theory of planned behavior (TPB, Ajzen, 1991), mediated effects of affective organizational commitment were empirically tested to explore the underlying psychological processes.

The study was conducted in the context of a complex change process at a production facility of a large international manufacturing company (n=667). Data from the change survey were analyzed employing Hayes’ (2012) PROCESS macro.

The results showed that organizational commitment relates to change-supportive intentions directly and, as suggested by the TPB, its effects are mediated via change-related attitudes, subjective norms, and perceived behavioral control. Furthermore, results suggest additional effects of change recipients’ age and occupational status.

Employing the TPB offers specific insights for tailored interventions to create conditions facilitating organizational changes. The results indicate that commitment lays the ground for employees’ change reactions. Moreover, the psychological processes suggested by the TPB serve as additional levers for explaining change-supportive intentions.

The study provides valuable information on the relationship between commitment and change-supportive intentions. Specifically, affective organizational commitment is shown to be an important resource in times of change, as it relates to more positive psychological reactions to change.

This monograph seeks to summarise the key influences of a role‐based perspective on leadership when making decisions as to how organisational resources can best be deployed.

Application of new frameworks provides insight into the leadership roles executives can adopt when part of formal, informal and temporary groups within the organisation's senior management team and those parts of the organisation for which they are responsible. The methodology adopted is qualitative, focusing on application of previously developed frameworks.

Adoption of an appropriate leadership role, and the timely switch from one role to another as circumstances change, are found to facilitate improvement in the ability of executives to mobilise organisational resources, and in so doing effectively address those challenges with which the organisation is faced.

A one‐organisation intensive case study of a multinational engineering company engaged in the design, development and manufacture of rotating turbomachinery provides the platform for the research. The research intent is to validate two frameworks in a different organisation of a similar demographic profile to those in which the frameworks were developed. The frameworks will require validating in organisations of different demographic profiles.

The concepts advanced, and implications discussed, provide an insight into the role‐based nature of leadership. The practical steps individual executives can take to develop their ability to adopt different leadership roles are highlighted.

This monograph is an investigation into, and study of the contribution of theory that provides insight into, the process by which executives effectively mobilise organisational resources. This differs from the original contributions to theory, which focused on methodology, data gathering and validation in contrast with the current study that is focused on practical application.

Discusses the use of the act frequency approach methodology to develop and validate a measure of organizational support of revolutionary change. A total of nine unique behaviors, describing three constructs, were viewed by employees as supportive of revolutionary change; and 12 unique behaviors, describing two constructs, were perceived as being non‐supportive of revolutionary change. The measures developed were found to have high internal reliability. The measures were also found to be highly correlated with relevant individual and organizational outcome measures. These results provide empirical support for the idea that how an organization supports revolutionary change can have an impact on both the organization and its employees and that contextual variable may not influence perceptions.

Organizations rely on their business processes to achieve their business objectives and ensure compliance with relevant laws and regulations. Hence, conformance to process specifications is essential to remain compliant. Various factors influence an organization’s ability to operate in conformance to its process specifications. This study investigates the influence of business process management (BPM)-supportive culture and individual process orientation on process conformance.

A construct was created for perceived process conformance and two constructs were selected from literature to represent BPM-supportive culture and individual process orientation. A survey was conducted with 178 employees of a global enterprise, hypotheses were formulated, and a statistical model was constructed and validated.

Results pinpoint the key role of the BPM-supportive culture in influencing both individual process orientation and conformance. Individual process orientation is also found to have a significant influence on process conformance. The findings provide additional evidence for the significance of human-related aspects of BPM in achieving BPM success.

The contributions of this paper help better understand how soft factors of BPM contribute to employees’ process conformance drawing on and relating concepts of BPM and organizational routines.