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The purpose of this paper is to review the literature on total productive maintenance (TPM) implementation practice to present an overview of TPM implementation practices adopted by various manufacturing organizations and suggest possible gaps from researchers and practitioner’s point of view. This study tries to identify the best strategy for improving competitiveness of small and medium enterprises (SMEs) in globalized market and evaluates TPM implementation practice in SMEs.

The objective of this paper is to study the role of TPM program in context of Indian industries either from SMEs to large-scale industries. The approach has been directed toward justification of TPM implementation practice for its support to competitive manufacturing in the context of Indian manufacturing industries.

TPM implementation improves productivity and working efficiency of employees and also improves equipment effectiveness and a positive inclination toward company is registered. Therefore, equipment maintenance is an indispensable function in a manufacturing enterprise. In this highly competitive environment, manufacturing organizations should consider maintenance function as a potential source for cost savings and competitive advantage. SMEs must be considered as an engine for economic growth all over the world (Singh et al., 2008). A total of 148 papers related to TPM implementation in large-scale industries and SMEs were collected, analyzed and classified on the basis of their applications, broadly into large industry and SMEs and further divided into Indian and Non-Indian, then case study, implementation, model, literature review, maintenance, service, etc. This classification has clearly shows that SMEs are in a need to adopt TPM implementation practice to compete in this global market and changing requirements of large industries. Maintenance is an indispensable function in a manufacturing enterprise. In this highly competitive environment, manufacturing organizations must be considered maintenance function as a potential source for cost savings and competitive advantage. Singh et al. (2008) have concluded that SMEs must be considered as an engine for economic growth of all over the world. Following are the objectives of this study: to suggest a classification of available literature on TPM implementation; to identify the need of TPM implementation in SMEs; to identify critical observations on each category of classification; to identify the potential of SMEs in India; to identify emerging trends of TPM implementation in India; to suggest directions for future researchers in the field of TPM implementation on the basis of above mention points; and to consolidate all available literature on TPM implementation practice.

The challenges of stiff competition and the drive for profits are forcing the organizations to implement various productivity improvement efforts to meet the challenges posed by ever-changing market demands. In the dynamic and highly challenging environment, reliable manufacturing equipment is regarded as the major contributor to the performance and profitability of manufacturing systems.

In this dynamic world, importance of SMEs in the growth of the nation needs more attention of researchers and industrialists. After the globalization of market, SMEs have got many opportunities to work in integration with large-scale organizations. All the organizations from SMEs to large-scale industries can adopt effective and efficient maintenance strategies such as condition-based maintenance, reliability-centered maintenance and TPM over the traditional firefighting reactive maintenance approaches (Sharma et al., 2005).

In our view, this paper clearly identifies implications for research which will be useful for society. The gap discussed by authors needs to be addressed by future researchers.

This implementation strategy can help to save huge amounts of time, money and other useful resources in dealing with reliability, availability, maintainability and performance issues. On the basis of available literature, it can be understood that SMEs should change their maintenance strategies to cope up with global competition so that a lot of resources can be utilized in a better direction.

The purpose of this paper is to comparatively assess the contributions of total quality management (TQM) and total productive maintenance (TPM) practices, exclusively and collectively, on manufacturing business performance.

Responses to survey questionnaires were collected using multiple modes of data collection. A total of 269 filled responses were collected and analyzed to ascertain the contribution made by exclusive and collective implementation of TQM and TPM practices on business performance. The respondent firms were grouped into three clusters based on early, in-transition and advanced stages of implementation of either or both TQM and TPM manufacturing practices. Comparative assessment of the impact of standalone TQM, standalone TPM and combined TQM–TPM manufacturing methods on business performance parameters have been evaluated using statistical tools within each cluster.

Evidences were found to support the supposition that integrated implementation of both TQM and TPM practices over a reasonable period of time contributes in delivering better business performance as compared to the standalone implementation strategy.

The study has its own limitations because of its chosen research approach. As the data in this study were collected from production management personnel on the basis of their subjective evaluations, more comprehensive objective performance indicators shall be employed for comparative assessment of manufacturing practices in future studies. In-depth case studies are needed to further validate the findings of the research study.

The analytical results reveal that an integrated TQM–TPM strategic implementation can systematically contribute toward realization of significant improvement in manufacturing business performance parameters. The results of this study are vital for production managers and senior management personnel of manufacturing firms that have implemented TQM and are considering introducing TPM in their organization (or vice-versa).

This empirical study signifies the need for strategically aligning and managing various production improvement ideologies for realization of an organization’s growth and sustainability in a long run. In particular, this paper invigorates the discussion about improving the synergy between maintenance and quality functions in the organization for meeting the challenges of highly competitive market environment.

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.

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.

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.

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.

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.

Total productive maintenance and total quality management are two lean manufacturing initiatives that are used by manufacturing plant managers to improve operations capabilities. The purpose of this paper is to investigate the effects of standalone lean practices and lean bundles on manufacturing business performance.

A quantitative approach was used. The survey data were drawn from 160 manufacturing organizations in India. The respondent companies were grouped on the basis of the duration of lean production in operation and then classified based on the profile of their operations strategy. The approach, based on comparative assessment between standalone lean practices and lean bundles, has been directed toward justification of lean bundles for its support to competitive manufacturing in the context of the Indian manufacturing sector.

The paper establishes the long-term effects of lean bundles in significantly improving manufacturing business performance as compared to standalone lean practices. Further findings of the study revealed the significance of the duration of lean production in operation in achieving higher levels of manufacturing business performance.

The study is cross-sectional in nature. It would be interesting to test the analytical framework adopted for this study for more industries and in different countries. The use of subjective measures in survey questionnaire is also another limitation of the study.

This study offers clear implications for practitioners, proving that they should give higher emphasis on the implementation of lean bundles using total productive maintenance and total quality management practices together, to prioritize their product, production and business strategies, to achieve sustainable competitive advantage.

This paper empirically examines and evaluates the effect of lean practices and bundles in the context of medium- and large-sized manufacturing industries in India. Besides, there are very few studies that comparatively assess the differences in performance contribution of various lean operational strategies considering duration of implementation of lean. Also, the theoretical contribution of the study establishes the essence of integrating total productive management and total quality management for attaining world class manufacturing is of high value.

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 the paper is to examine the impact of human-related support practices, total productive maintenance (TPM) practices, and total quality management (TQM) practices on manufacturing performance parameters and their inter-relationship.

A research project was carried out in 94 Indian manufacturing companies, using the questionnaire method. The survey data was drawn from 169 respondents working in these companies. In this paper, the impact of TPM and TQM practices on manufacturing performance parameters and especially the role of support practices is investigated empirically using various structural equation models.

Two factors namely top management and leadership and human resource development categorized as support practices were found to positively influence the adoption of technical practices, i.e., TPM and TQM practices. Hence support practices were found to indirectly affect the manufacturing performance parameters via the technical factors. Also analyzing various structural equation models (SEM), shop floor implementation of TPM practices were found to be influenced (or guided) by the philosophy of TQM practices. In other words, through the proper adoption of TQM practices, the effectiveness of TPM practices gets increased.

Because of the chosen research approach, the research results may lack generalizability. Therefore, researchers are encouraged to test the proposed propositions further using a case study approach.

The present study provides useful insights to practicing managers. The result of the study explaining the interrelationship between support practices (behavioral aspect) and technical practices can be used by practicing managers to develop a better understanding of the contribution of support and technical practices towards the realization of organizational objectives of growth and sustainability. In practice, TQM plays a great role in the adoption of TPM practices, which in turn helps to achieve quality in processes and therefore in products.

Previous research has often either concentrated on technical practices as one dimension without studying the effects of support practices on improving the adoption of technical practices. The results of the study take one step further by investigating the relationship between multiple aspects (support and technical aspects) of manufacturing practices and their impact on manufacturing performance.

The purpose of this paper is to ascertain how total productive maintenance (TPM) has been implemented in large and medium size UK manufacturing companies, focusing on why such a programme was introduced, the activities involved, and the effectiveness and difficulties encountered during the process.

The aspects listed were based on a review of the literature. A case study approach was favoured to collect the necessary data. Companies were contacted, four of which responded favourably, and a protocol was developed to enable interviews to be carried out at each.

“Culture” was highlighted as the main obstacle to successfully implementing TPM; others were lack of awareness about the advantages of the programme, low employee skills and high cost. Two benefits gained by the four companies were a significant improvement in the availability and performance of the equipment within the plant and improved communication between employees. Additional benefits were financial improvement, reduced energy cost and increased employee morale and job satisfaction.

The number of companies that were willing to take part in the study was poor, thereby making it difficult to generalise the conclusions.

The results should help large and medium size organisations to better understand the TPM discipline, to facilitate its adoption and prioritise its practice. They also highlight the effectiveness and obstacles that can be encountered during the process.

The paper highlights the strong potential of TPM implementation programmes in affecting organisational performance improvements. The study also offers a beneficial source of information to organisations, which are still lagging far behind when it comes to TPM practices.

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 investigate the effect of total productive maintenance (TPM) practices on manufacturing performance of textile and apparel manufacturing firms.

A self-administered survey questionnaire was used for data collection. A total of 236 usable responses resulted in a 78 percent response rate from 30 textile and apparel firms. Correlation and regression analysis was performed using SPSS software to identify the effect of TPM on manufacturing performance.

The results show that all the TPM practices have positive and significant relationship with manufacturing performance and significantly improve cost effectiveness, product quality, on-time delivery and volume flexibility.

The study presented in this paper offers academics and practitioners a better understanding of the relationship and impact of the TPM practices on the manufacturing performances. Thus practitioners will be able to make better and more effective decisions about the implementation of TPM practices.

The understanding of the effect of TPM practices on manufacturing performance is timely for labor intensive manufacturing industries such as textile and apparel since it has not been researched adequately. Therefore, findings will impact the global textile and apparel industry positively.

The purpose of this study is to evaluate the challenges before Indian manufacturing organizations for adapting to proactive total productive maintenance (TPM) initiatives. The aim of this research is to critically examine the factors influencing the implementation of TPM practices in the Indian manufacturing industry, and to devise an overall maintenance strategy for overcoming obstacles to successful TPM implementation.

The study focuses on systematic identification of obstacles in TPM implementation and working out success factors towards improving manufacturing performance in Indian industry through strategic TPM initiatives.

The study highlights the strong potential of TPM implementation initiatives in affecting organizational performance improvements. The paper reveals that implementing TPM is by no means an easy task, which is heavily burdened by organizational, cultural, behavioral, technological, operational, financial, and departmental barriers.

The study has been conducted in Indian manufacturing organizations to formulate the critical success factors and enablers for overcoming obstacles to successful TPM implementation with regard to its preparedness to face global challenges.

The study stresses the need for improving the synergy between the maintenance function and other organizational quality improvement initiatives in the organizations, to establish maintenance as a competitive strategy for meeting the challenges of a highly competitive environment.

The study highlights the difficulties faced by Indian manufacturing organizations in their attempt to implement TPM initiatives in order to improve organizational efficiency.