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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 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 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.

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.

Applications of systems like total quality management (TQM), total productive maintenance (TPM) and just‐in‐time (JIT) have been studied mainly in large industries with little attention being paid to small and medium industries (SMIs) in developing countries. This paper discusses the state of implementation of TPM in SMIs and the effects of lack of productive maintenance. The main hypothesis is to determine if SMIs have understood the importance of a productive maintenance system as a constituent of manufacturing management. A survey methodology has been applied for this test. The outcomes of some case studies are kept in mind. All these show that the implementation of TPM or preventive maintenance in SMIs is still low. Therefore, more effort should be given to developing a better understanding, motivation and participation for implementation of productive maintenance systems. Finally, an implementation methodology is proposed.

Personalization of products, mix variability and short time to market are the most important factors that have forced companies to a new form of organization during past years. A very common reply to this question is a lean organization based on flexibility of productive lines, reduction of storage and integration among company sections. In this context, quite differently from a traditional system, the maintenance function must work efficiently. Also the maintenance division must contribute to the success of the factory. Aims to introduce a methodology for a soft and tenable application of the principles of total productive maintenance (TPM) in Italian factories. The first step of the study is an explanation of the actual situation, usually based on traditional or on productive maintenance. After a brief introduction, focuses on TPM links with productive maintenance in order to suggest a method for TPM. Concludes with a real application of TPM in a big factory, with a description of a world leader in plant manufacturing for the ceramics industry.

The purpose of this paper is to investigate the impact of total productive maintenance (TPM) and total quality management (TQM) practices on operational performance and their inter-relationship.

The present study includes three main constructs, namely, TPM, TQM and operational performance of pharmaceutical industry. Under TPM, four constructs, namely, disciplined maintenance, information tracking, housekeeping and operator involvement has been considered with the help of literature. In TQM, four constructs, namely, quality data and reporting, product innovation, research and development (R&D) management and technology management has been considered. Out of 410 Indian pharmaceutical plants contacted for survey, 254 responses have been used in the study for analysis. The factor analysis, path model and structural equation modeling has been used to analyze the proposed framework. The results for alternate models has been studied, interpreted and reported. Finally the direct and indirect effect of TPM and TQM on operational performance has been tested and checked for proving and disproving the hypotheses.

TPM practices have a significant impact on plant-level operational performance. When TPM and TQM practices are coming together to achieve operational performance, then TPM is having strong influence on operational performance. TQM is having significant support from TPM to achieve operational performance. TPM impact TQM and TQM in turn helps to achieve operational performance. TPM practices impact significantly R&D, product innovation and technology management, whereas quality data and reporting is the least contributor toward TQM. This may help industry to understand implications of implementation of TPM and TQM to achieve plant-level operational performance. TPM will help to reduce the cost of quality in terms of reduced scrap and less defective products.

The present study provides the useful insights to practicing managers. In literature it has been mentioned that TQM helps in TPM implementation. In practice TPM plays a great role to achieve quality in processes and therefore in products. In turn quality products, with reduced work in process inventory, less defective products and reduced scrap helps to achieve the operational performance at plant level. TPM practices will help the organization to improve the pace of product innovation and improvement in productivity, which is critical to pharmaceutical industry. The continuous monitoring of TPM practices can help organizations to run day to day operations and maintenance requirement of each machine over a specified period of time.

The present study diagnoses the inter-dimensional linkage between TPM, TQM and operational performance. The pharmaceutical industry is complex system of advance equipment’s and processes. After human resources, the health of machines/equipment’s describe the strength of an organization. The machines require the regular maintenance to produce the products with desired specifications. The specifications in medicines and very tight, which can be achieved only if machines/testing equipment’s are updated and maintained regularly. The TPM practices will helps the plants to achieve the operational performance by having quality in processes.

Modern manufacturing requires that to be successful organisations must be supported by both effective and efficient maintenance. One approach to improving the performance of maintenance activities is to implement and develop a total productive maintenance (TPM) strategy. However, it is well documented that a number of organisations are failing to successfully implement such strategies. This paper outlines research carried out by the Aeronautical, Mechanical and Manufacturing Engineering Department at Salford University aimed at discovering the factors affecting the successful implementation of TPM. This research has led to the development of a generic model indicating factors affecting the successful implementation of TPM. The validity of the generic model has been tested in a UK manufacturing small‐ to medium‐size enterprise (SME) and the case study research findings further triangulated through a review of documented case study evidence. This research has also led to the development of recommendations to improve the TPM development and implementation program of the case study organisation. Further development of the research has resulted in a step‐wise program or generic roadmap for UK SMEs which is proposed as a tool for the implementation or rejuvenation of an organisation’s TPM program.

The purpose of this paper is to investigate the contributions of successful total productive maintenance (TPM) initiatives to competitive manufacturing. It also seeks to critically examine the implications of strategic TPM implementation initiatives in an Indian manufacturing organisation.

The study is carried out at a precision tube mill that has successfully implemented TPM and has reaped significant benefits as a result of TPM implementation, to study the TPM implementation issues and achievements realised as a result of strategic TPM implementation. The approach is directed towards the justification of TPM implementation for its support to competitive manufacturing in Indian industries.

The study reveals the exploits of Indian entrepreneurs with TPM practices and highlights the contributions of TPM in realising the overall organisational goals and objectives. The study reveals that strategic TPM initiatives can significantly contribute towards the improvement of manufacturing performance in the organisation, leading to the realisation of core competencies for meeting global challenges.

The study is conducted to develop an understanding of contributions of TPM initiatives towards building manufacturing competencies in Indian manufacturing industry. The present study endeavours to investigate the effect of an aggressive TPM implementation plan for strategically meeting global challenges and competition.

The study highlights the contributions of strategic TPM initiatives to organisational performance and highlights the need for the successful management of TPM programmes for establishing sustained maintenance improvement initiatives.

The study highlights the contributions made by holistic TPM implementation at a precision tube mills in an Indian manufacturing enterprise.

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.