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1 – 10 of over 1000F. Ireland and B.G. Dale
This paper focuses on a study of total productive maintenance (TPM) in three companies. The companies implemented TPM because of the business difficulties they faced. In all three…
Abstract
This paper focuses on a study of total productive maintenance (TPM) in three companies. The companies implemented TPM because of the business difficulties they faced. In all three companies senior management had supported TPM and set up suitable organisational structures to facilitate its implementation. The companies had followed Nakajima’s seven steps of autonomous maintenance, although different TPM pillars had been adopted, with the common ones being improvements, education and training, safety, and quality maintenance. The main differences in TPM implementation related to the use of ABC machine classification system and the role of facilitators.
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G.A. Bohoris, C. Vamvalis, W. Trace and K. Ignatiadou
Details how Land‐Rover was one of the leading companies in the UKto adopt total quality management (TQM). Shows that in order to provideboth effective and efficient maintenance in…
Abstract
Details how Land‐Rover was one of the leading companies in the UK to adopt total quality management (TQM). Shows that in order to provide both effective and efficient maintenance in accordance with TQM needs, Land‐Rover (LR) reintroduced in 1994 total productive maintenance (TPM) in its manufacturing plant in Birmingham, UK. TQM is not possible without TPM so demonstrates how, in order to achieve its goals, TPM in LR is assisted by a computerized maintenance management system (CMMS). Describes in full the implementation steps of TPM, the difficulties encountered, and the usefulness and necessity of a computerized maintenance management system (CMMS) for the successful implementation of TPM in LR.
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Vikas and Akanksha Mishra
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…
Abstract
Purpose
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.
Design/methodology/approach
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).
Findings
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.
Practical implications
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.
Originality/value
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.
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Mulatu Tilahun Gelaw, Daniel Kitaw Azene and Eshetie Berhan
This research aims to investigate critical success factors, barriers and initiatives of total productive maintenance (TPM) implementation in selected manufacturing industries in…
Abstract
Purpose
This research aims to investigate critical success factors, barriers and initiatives of total productive maintenance (TPM) implementation in selected manufacturing industries in Addis Ababa, Ethiopia.
Design/methodology/approach
This study built and looked into a conceptual research framework. The potential barriers and success factors to TPM implementation have been highlighted. The primary study techniques used to collect relevant data were a closed-ended questionnaire and semi-structured interview questions. With the use of SPSS version 23 and SmartPLS 3.0 software, the data were examined using descriptive statistics and the inferential Partial Least Square Structural Equation Modeling (PLS-SEM) techniques.
Findings
According to the results of descriptive statistics and multivariate analysis using PLS-SEM, the case manufacturing industries' TPM implementation initiative is in its infancy; break down maintenance is the most widely used maintenance policy; top managers are not dedicated to the implementation of TPM; and there are TPM pillars that have been weakly and strongly addressed by the case manufacturing companies.
Research limitations/implications
The small sample size is a limitation to this study. It is therefore challenging to extrapolate the research findings to other industries. The only manufacturing KPI utilized in this study is overall equipment effectiveness (OEE). It is possible to add more parameters to the manufacturing performance measurement KPI. The relationships between TPM and other lean production methods may differ from those observed in this cross-sectional study. Longitudinal experimental studies and in-depth analyses of TPM implementations may shed further light on this.
Practical implications
Defining crucial success factors and barriers to TPM adoption, as well as identifying the weak and strong TPM pillars, will help companies in allocating their scarce resources exclusively to the most important areas. TPM is not a quick solution. It necessitates a change in both the company's and employees' attitude and their values, which takes time to bring about. Hence, it entails a long-term planning. The commitment of top managers is very important in the initiatives of TPM implementation.
Originality/value
This study is unique in that, it uses a new conceptual research model and the PLS-SEM technique to analyze relationships between TPM pillars and OEE in depth.
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Ashutosh Samadhiya and Rajat Agrawal
Sustainability performances (SPs) are the most crucial performances for an organisation in today's world, and they can be measured by economic, social, and environmental metrics…
Abstract
Purpose
Sustainability performances (SPs) are the most crucial performances for an organisation in today's world, and they can be measured by economic, social, and environmental metrics. Previous research has not been clear on the role of total productive maintenance (TPM) in the context of sustainability, which motivates the authors to investigate the relationship between TPM and various SPs of the manufacturing firm. Therefore, current research investigates the relationship between TPM and the overall sustainability of the manufacturing firm from the perspective of resource-based view (RBV) theory.
Design/methodology/approach
The current study proposed, tested and validated a conceptual framework using partial least squares structural equation modelling (PLS-SEM). A total of 326 responses were received to validate the conceptual framework in smartsPLS 3.0 software.
Findings
The research outcomes indicate that TPM considerably impacts a manufacturing firm's economic, environmental and social performance.
Research limitations/implications
This research demonstrates that outstanding shop floor behaviour, such as TPM, can become an important asset to offer competitive advantages in a manufacturing firm. Similarly, TPM might serve as a roadmap for leveraging overall sustainability for manufacturing companies. The study indicates the establishment of a sustainability-oriented training protocol while practising TPM.
Originality/value
No past investigation indicates that a shop floor activity like TPM could be used as an input to offer sustainability in a single index for a manufacturing firm from the perception of RBV theory.
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This study emphasises the importance of employee participation in total productive maintenance and identifies the key factors influencing employee participation. The…
Abstract
Purpose
This study emphasises the importance of employee participation in total productive maintenance and identifies the key factors influencing employee participation. The Motivation-Opportunity-Ability (MOA) framework is adopted to identify and categorise key factors.
Design/methodology/approach
An embedded case study with a power plant service provider in England was conducted with a variety of research methods, for example interviews and questionnaire surveys, to gain a wide range of data.
Findings
Following the MOA framework, this study shows various key aspects of employees' motivation, opportunity and ability when participating in total productive maintenance. It also compares first-line machine operators and maintenance specialists in terms of the drivers and barriers to total productive maintenance for them, and reveals that they need different mechanical skills in order to participate in total productive maintenance.
Originality/value
The study extends the applications of the MOA framework to total productive maintenance initiatives and provides managers with guidance on how to correctly consider and prioritise employee participation in their implementation. Moreover, this is the first study to identify differences between first-line machine operators and maintenance specialists, in terms of their willingness to participate in total productive maintenance.
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Ashutosh Samadhiya, Rajat Agrawal, Anil Kumar and Jose Arturo Garza-Reyes
Total Productive Maintenance (TPM) could act as a practical approach to offer sustainability deliverables in manufacturing firms aligning with the natural resource-based view…
Abstract
Purpose
Total Productive Maintenance (TPM) could act as a practical approach to offer sustainability deliverables in manufacturing firms aligning with the natural resource-based view (NRBV) theory's strategic capabilities: pollution prevention, product stewardship and sustainable development. Also, the emergence of Blockchain Technology (BCT) and Circular Economy (CE) are proven to deliver sustainable outcomes in the past literature. Therefore, the present research examines the relationship between BCT and CE and TPM's direct and mediation effect through the lens of NRBV theory.
Design/methodology/approach
The current study proposes a conceptual framework to examine the relationship between BCT, CE and TPM and validates the framework through the Partial Least Squares Structural Equation Modeling. Responses from 316 Indian manufacturing firms were collected to conduct the analysis.
Findings
The investigation outcomes indicate that BCT positively influences CE and TPM and that TPM has a significant positive impact on CE under the premises of NRBV theory. The results also suggest that TPM partially mediates the relationship between BCT and CE.
Research limitations/implications
This research fills a gap in the literature by investigating the effect of BCT and TPM on CE within the framework of the NRBV theory. It explores the link between BCT, TPM and CE under the NRBV theory's strategic capabilities and TPM mediation.
Practical implications
The positive influence of TPM and BCT on CE could initiate the amalgamation of BCT-TPM, improving the longevity of production equipment and products and speeding up the implementation of CE practices.
Originality/value
This research fills a gap in the literature by investigating the effect of BCT and TPM on CE within the framework of the NRBV theory. It explores the link between BCT, TPM and CE under the NRBV theory's strategic capabilities along with TPM mediation.
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Ashutosh Samadhiya, Rajat Agrawal, Sunil Luthra, Anil Kumar, Jose Arturo Garza-Reyes and Deepak Kumar Srivastava
The purpose of this research is to establish a conceptual model to understand the impact of Total Productive Maintenance (TPM) and Industry 4.0 (I4.0) on the transition of a…
Abstract
Purpose
The purpose of this research is to establish a conceptual model to understand the impact of Total Productive Maintenance (TPM) and Industry 4.0 (I4.0) on the transition of a Circular Economy (CE). Also, the paper explores the combined impact of TPM, I4.0 and CE on the sustainability performance (SP) of manufacturing firms.
Design/methodology/approach
The conceptual model is proposed using the dynamic capability view (DCV) and empirically validated by partial least squares-structural equation modelling (PLS-SEM) using 304 responses from Indian manufacturing firms.
Findings
The results suggest that I4.0 positively impacts TPM, CE and SP, also showing TPM's positive impact on CE and SP. In addition, CE has a positive influence on the SP of manufacturing firms. Furthermore, CE partially mediates the relationship between I4.0 and SP with TPM and SP. The study also identifies TPM, I4.0 and CE as a new bundle of dynamic capabilities to deliver SP in manufacturing firms.
Originality/value
The present research adds to the knowledge and literature on DCV by identifying the importance of CE in the settings of I4.0 and TPM, especially in the context of sustainability. Also, the current study offers a new set of dynamic capabilities and provides some significant future recommendations for researchers and practitioners.
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Ashutosh Samadhiya, Rajat Agrawal and Jose Arturo Garza-Reyes
The integration of Total Productive Maintenance (TPM) and Industry 4.0 (I4.0) is an emerging model, and the global pressure of various stakeholders raises scepticism of any…
Abstract
Purpose
The integration of Total Productive Maintenance (TPM) and Industry 4.0 (I4.0) is an emerging model, and the global pressure of various stakeholders raises scepticism of any emerging model towards providing sustainability. Therefore, this research aims to identify and rank the potential significant drivers of an integrated model of I4.0 and TPM to guide manufacturing enterprises towards sustainability.
Design/methodology/approach
This research follows a four-phase methodology including literature review and expert opinion to select the sustainability indicators and I4.0-integrated TPM key drivers, followed by employing the analytic hierarchy process approach for weight determination of sustainability indicators. The research then deploys the Technique for Order of Preference by Similarity to Ideal Solution (TOPSIS) to prioritise the I4.0-integrated TPM key drivers based on their effect on various sustainability indicators. Finally, a sensitivity analysis is conducted to check the robustness of the TOPSIS.
Findings
The findings establish the top five most influential key drivers of an I4.0-integrated TPM system, which include top management support, formal I4.0 adoption program, mid-management involvement and support, solid TPM baseline knowledge and high engagement of the production team. These top drives can lead manufacturing firms towards sustainability.
Research limitations/implications
The digitalisation of shop floor practices, such as TPM, could be adapted by shop floor managers and policymakers of manufacturing companies to deliver sustainability-oriented outcomes. In addition, this research may aid decision-makers in the manufacturing sector in identifying the most important drivers of I4.0 and TPM, which will assist them in more effectively implementing an integrated system of I4.0 and TPM to practice sustainability. The scope of TPM applicability is wide, and the current research is limited to manufacturing companies. Therefore, there is a huge scope for developing and testing the integrated system of I4.0 and TPM in other industrial settings, such as the textile, food and aerospace industries.
Originality/value
This research makes a first-of-its-kind effort to examine how an I4.0-integrated TPM model affects manufacturing companies' sustainability and how such effects might be maximised.
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Ajit Pal Singh and Nardos Fentaw Awoke
The purpose of this paper is to investigate the relationship between total productive maintenance (TPM) practices and operational performance (OP) in soft drinks manufacturing…
Abstract
Purpose
The purpose of this paper is to investigate the relationship between total productive maintenance (TPM) practices and operational performance (OP) in soft drinks manufacturing industry, Ethiopia.
Design/methodology/approach
In this study acceptability and implementation of five TPM practices (i.e., dependent factors: autonomous maintenance (AUT); safety, health and environment (SHE); education and training (EDT); focused improvement; and planned maintenance (PLM)) in soft drinks manufacturing industry have been elaborated to ascertain the benefits accrued as a result of successful TPM practices (i.e., independent variables) on OP (i.e., dependent variables). A self-administered survey seven-point Likert scale questionnaire was used for primary data collection. By using simple random sampling technique a total of 100 useable responses resulted in a 66.66 per cent response rate. Descriptive (mean, standard deviation) and inferential statistics (factor analysis, correlation, simple and multiple regression analysis) analysis were performed using Statistical Package for Social Sciences (SPSS) software (version-28) to identify the relationship and effect of TPM practices on OP. Five hypotheses were developed and tested.
Findings
Results show that four of the TPM practices were positively and significantly correlated with OP. Aggregate TPM shows positive and significant correlation with OP. Four hypotheses results revealed that the AUT; SHE; EDT and PLM practices have positive and significant relationship with OP and significantly improve OP. The results also show that the TPM practices have positive and significant relationship with OP and significantly improve cost effectiveness, product quality, on-time delivery and volume flexibility.
Practical implications
The benefits gained by TPM practices in selected soft drinks manufacturing industry have been highlighted, that could be genuine source of motivation to other companies to go in for TPM program. This research contributes to the literature by examining the contingency of various TPM enabling factors in the context of the Ethiopian soft drinks manufacturing sector, and it, therefore, provides direction to increase the success rate of TPM implementation. Study offers academics and practitioners a better understanding of the relationship and effect of the TPM practices on the OPs. Thus, practitioners will be able to make better and more effective decisions about the implementation of TPM practices for better OP results.
Originality/value
The relationship between the five factors TPM practices and OP has not yet been studied or reported in the case of soft drink manufacturing industry. The questionnaire manner and items developed, factor considered in this study, sampling method, deeply statistical data analysis techniques used, soft drink manufacturing industry, developing country like Ethiopia make this study unique and revealed the gap identification in this area. The study has contributed to the TPM literature with a better understanding of the five TPM practices and their association with a soft drink manufacturing industry OP that will provide valuable knowledge to top-management of manufacturing companies, to refine their current TPM practices and subsequently improve OP.
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