Статті в журналах: "TOTAL PRODUCTIVITY MANAGEMENT (TPM)"

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Modgil, Sachin, and Sanjay Sharma. "Total productive maintenance, total quality management and operational performance." Journal of Quality in Maintenance Engineering 22, no. 4 (October 10, 2016): 353–77. http://dx.doi.org/10.1108/jqme-10-2015-0048.

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Purpose 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. Design/methodology/approach 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. Findings 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. Practical implications 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. Originality/value 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.

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Kumar, Jitendra, Vimlesh Kumar Soni, and Geeta Agnihotri. "Impact of TPM implementation on Indian manufacturing industry." International Journal of Productivity and Performance Management 63, no. 1 (January 7, 2014): 44–56. http://dx.doi.org/10.1108/ijppm-06-2012-0051.

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Purpose – The purpose of this paper is to identify the relationship between TPM programme and manufacturing performance in Indian manufacturing industries; to discern the benefits obtained from TPM implementation; to identify common indicators; and to explore the common expectation while TPM implementation. Design/methodology/approach – In this paper acceptability and implementation of TPM programme in Indian manufacturing industry have been elaborated to ascertain the tangible and intangible benefits accrued as a result of successful TPM implementation. A semi-structured questionnaire survey approach has been adopted for the justification of TPM implementation and benefits gained by it in Indian context. Survey has covered mainly automobile and machinery sector throughout India. A total of 57 filled responses have been received and analysed to find the impact of TPM programme on manufacturing productivity. Findings – The paper establishes the impact of successful TPM implementation on manufacturing performance. TPM initiatives have shown marked improvement in the equipment availability, performance and produced quality and have also brought appreciable improvement in other manufacturing functions in the organizations. It has been observed that TPM deployment contributes to improve the manufacturing productivity, quality, delivery, safety, morale, ensuring the cost effectiveness of the manufacturing function within the organization. The paper also indicates that overall equipment effectiveness (OEE) can be used for performance improvement without TPM implementation. Research limitations/implications – Because of the chosen research approach, the research results may lack generalizability. Therefore, researchers are encouraged to test the proposed propositions further. Practical implications – This paper highlights the contribution of TPM programme and OEE measure to ensure enhanced manufacturing productivity. The benefits gained by TPM implementation in selected Indian manufacturing industries have been highlighted, that could be genuine source of motivation to other manufacturing organizations to go in for TPM programme. Originality/value – The present study encompasses systematic identification of factors affecting overall organizational performance and the common expectations of the firms through implementation of TPM programme. TPM initiatives provide regular OEE measure, performance monitoring and improvement, and developing guidelines for achieving enhanced manufacturing productivity.

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Munir, M. A., M. A. Zaheer, M. Haider, M. Z. Rafique, M. A. Rasool, and M. S. Amjad. "Problems and Barriers Affecting Total Productive Maintenance Implementation." Engineering, Technology & Applied Science Research 9, no. 5 (October 9, 2019): 4818–23. http://dx.doi.org/10.48084/etasr.3082.

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Total productive maintenance (TPM) is at the forefront of the maintenance strategies which brought about a paradigm shift from repair-maintenance strategy to proactive maintenance. The philosophy of TPM entails the facets of cost reduction and increased productivity. However, it has been observed that many manufacturing enterprises have made unsuccessful attempts at its adoption. In order to detect and overcome a qualitative research methodology has been employed and a survey has been carried out identifying the barriers and categorizing them to strategic, managerial, departmental, financial, and social regimes through rigorous data analysis. It was observed that strategic constraints are primarily detrimental to the success of TPM due to the lack of defined strategies for workers by management. Moreover, the departmental constraints are present due to misalignment between TPM and departmental objectives, in addition to the lack of training for workers in the system for TPM implementation. Moreover, there are managerial and financial constraints due to the lack of information visibility and finances, social constraints due to gap between top management authorization and worker mentality. Finally, a proper strategy has been proposed to address the issues affecting TPM implementation.

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TORRELL MARTINEZ, FRANCESCA, LLUIS CUATRECASAS ARBOS, and JORGE OLIVELLA NADAL. "KEY FACTOR: PARTICULARIZATION MODEL FOR TPM DEPLOYMENT." DYNA DYNA-ACELERADO (October 14, 2021): [ 2 pp.]. http://dx.doi.org/10.6036/10323.

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TPM (Total Productive Maintenance), which is part of the Lean Management philosophy, aims to increase the company's productivity by reducing efficiency losses during manufacturing. TPM allows organizations to know the real efficiency with which they are working and the losses of the production process, and with the application of this methodology to improve the efficiency of the equipment and the competitiveness of the company.

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Haider, M. M. Nadim, and Md Rafiquzzaman. "Implementation of Total Productive Maintenance in a Jute Bag Industry:a Case Study." Journal of Engineering Science 14, no. 1 (July 18, 2023): 137–49. http://dx.doi.org/10.3329/jes.v14i1.67642.

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In this competitive world, manufacturing industries are suffering from several problems such as breakdown of machine, production adjustments, poor working of defective equipment, poor maintenance and management, unhealthy working area and this lead to low productivity, increasing wastage, fire damage and major losses in the company’s growth. Total Productive Maintenance (TPM) approaches can be promising solution to overcome these problems. Therefore, this study attempts to evaluate the contributions TPM initiatives towards improving manufacturing performance in a Jute bag manufacturing industry in Bangladesh. Specific objectives of this study are identification and reduction of major losses by using TPM tools and evaluation of the effectiveness by analyzing Overall Equipment Efficiency (OEE). The correlations between various TPM implementation dimensions and manufacturing performance improvements have been evaluated and validated by employing overall equipment effectiveness (OEE) in the jute bag plant. In this study TPM tools such as 5S, Autonomous Maintenance, Kobetsu Kaizen, Planned Maintenance and Education and Training have been implemented in the selected company. The equipment failure losses are reduced 3.85% through continuous improvement concept. The defect rate is reduced by 1.84% by taking preventive action. Most importantly it is observed that the OEE is improved from 7.42% i.e improved the productivity as well as improved the quality of product. Journal of Engineering Science 14(1), 2023, 137-149

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Ondra, Pavel. "The Impact of Single Minute Exchange of Die and Total Productive Maintenance on Overall Equipment Effectiveness." Journal of Competitiveness 14, no. 3 (September 30, 2022): 113–32. http://dx.doi.org/10.7441/joc.2022.03.07.

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Due to intense global competition, manufacturing companies need to improve and optimize productivity, increase production and flexibility, and gain competitive advantages. Companies have begun to look for new approaches and strategies in the field of production management. This includes tools like Single Minute Exchange of Die (SMED) and Total Productive Maintenance (TPM), which aim to manage machines and equipment, reduce waste and lead time, and ensure and enhance competitiveness. The main objective of this study is to explore the connection and the context of the use of industrial engineering tools, namely SMED and TPM, and to monitor and evaluate Overall Equipment Effectiveness (OEE) in industrial companies in the Czech Republic. A comprehensive questionnaire survey of 200 companies and a detailed evaluation of the operational performance of 92 companies were carried out from the third quarter of 2019 to the third quarter of 2020. It was found out that 20.5% of companies implemented SMED, 26.5% of companies implemented TPM, and 54.0% of companies did not monitor and evaluate OEE. The research confirms the theoretical link between SMED and OEE and between OEE and TPM. The statistical significance of the use of SMED and TPM separately was not demonstrated. However, the mutual interaction of using TPM and SMED on the OEE level was proved.

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Yusri, Doni, and Chairul Anwar. "EVALUASI PENERAPAN TOTAL PRODUCTIVE MAINTENANCE PADA LINI PRODUKSI PACKHOUSE DI PT XWZ, Tbk- NAROGONG PLANT." Jurnal Sains Terapan 12, Khusus (December 12, 2022): 1–14. http://dx.doi.org/10.29244/jstsv.12.khusus.1-14.

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PT XWZ is a manufacturing company that produces several types of cement. The maintenance of the production performance by employees at this company is important due to increasing productivity meet. If the production process runs according to the planned schedule, it will produce quality products, the right time to complete the production process, and low production costs. The implementation of Total Productive Maintenance (TPM) is one of solutions to improve production performance by involving the company's human resources for maintaining in production including the management of equipment and machine maintenance. There are several aims in this study aims, namely evaluating the implementation of TPM, evaluating the facility maintenance management system, identifying the implementation of the 8 pillars of TPM, analyzing the application of 5S culture, and analyzing the F-Tags Category. The results showed that TPM activities, facility maintenance, implementation of the 8 pillars, 5S culture had been carried out well. ABSTRAKPT XWZ, Tbk merupakan perusahaan manufaktur yang memproduksi semen. Perawatan peralatan dan mesin oleh karyawan di lini produksi pada perusahaan menjadi penting dikarenakan tuntukan produktivitas yang semakin tinggi. Proses produksi yang berjalan sesuai dengan jadwal yang telah direncanakan, akan mempengaruhi kualitas produk yang dihasilkan, waktu penyelesaian proses produksi yang tepat, serta biaya produksi yang murah. Penerapan Total Productive Maintenance (TPM) merupakan salah satu cara untuk meningkatkan kinerja produksi dengan melibatkan sumberdaya manusia yang dimiliki perusahaan terhadap perawatan lini produksi termasuk mesin packhouse. Penelitian ini bertujuan untuk mengkaji penerapan TPM, mengevaluasi sistem manajemen perawatan fasilitas, mengevaluasi pelaksanaan 8 pilar TPM, mengidentifikasi pelaksanaan budaya 5S, dan menganalisis F-Tags Category. Hasil penelitian menunjukan bahwa kegiatan TPM, perawatan fasilitas, pelaksanaan 8 pilar, budaya 5S telah dilakukan dengan baik namun belum maksimal.

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Balassiano, Victor, and Steve Bullough. "Measures of academy productivity in English championship clubs." Team Performance Management: An International Journal 27, no. 3/4 (May 6, 2021): 332–50. http://dx.doi.org/10.1108/tpm-09-2020-0083.

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Purpose This study quantifies academy productivity within English football clubs that have competed in the second tier (Championship) between 2017 and 2020. Previous research has outlined that clubs situated underneath the top leagues have an important role in the development of elite professional players. This study aims to examine that level of the pathway further in England. Design/methodology/approach The utilisation of academy players was conducted with data from 33 eligible clubs, from 2017/2018 to 2019/2020. Two measures of productivity are defined for comparison: “Utilisation” (the total minutes played by academy graduates) and “Starts” (the number of times an academy player started for the first team). To quantify these measures, players and clubs’ indices were also defined through two perspectives: “global” (proportion of all games played from 2017/2018 to 2019/2020) and “local” (proportion of games the player featured only). Nationality and position were also included. Findings Headline findings demonstrate large differences between clubs for the type and proportion of playing opportunities created. The data outlines that academy graduates have greater utilisation and starts in cup competitions, particularly the English Football League cup. Clubs in the sample being relegated from the Premier League into the Championship recorded weaker “utilisation” and “starts” compared to those that competed in the lower divisions. Academies are producing and using a greater proportion of defensive players (goalkeepers, defenders, defensive midfielders) compared to more attacking sectors of the pitch. Originality/value This offers useful insight for academy managers, allowing comparisons between clubs. It has implications for future strategies around the role of the academy and approaches to generating player opportunity.

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Singh, Jagdeep, Harwinder Singh, and Vinayak Sharma. "Success of TPM concept in a manufacturing unit – a case study." International Journal of Productivity and Performance Management 67, no. 3 (March 5, 2018): 536–49. http://dx.doi.org/10.1108/ijppm-01-2017-0003.

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Purpose The purpose of this paper is to implement new concept of mobile maintenance in manufacturing industry of Northern India. This study tries to introduce the new concept of total productive maintenance program in the case company. Design/methodology/approach The approach is to study the role of mobile maintenance in the context of Indian industry through significant improvement in overall equipment effectiveness (OEE). Findings This industry adopted the mobile maintenance strategy and improved their productivity by decreasing breakdown time. This mobile maintenance strategy can reduce major breakdowns, setup and adjustment losses and improve productivity, product quality and OEE of equipment. Results indicate an average increase in production of 15.63 percent, average reduction in breakdown time of 23.14 percent, average reduction in rejection rate of 17.94 percent and average increase in OEE of 17.08 percent. Moreover, the results of improvements in parameters are validated by using multi-criteria decision-making approaches. Research limitations/implications Maintenance is of great importance in modern era of manufacturing systems for those organizations who consider maintenance as a profit-generating factor. In the dynamic and highly challenging environment, reliable manufacturing equipment is regarded as the major contributor to the performance and profitability of manufacturing systems. Moreover, the selection of manufacturing industry is done on the basis of convenience sampling technique. Originality/value Industry can improve machine availability and OEE by implementing this mobile maintenance concept especially in the Indian context and is very beneficially for the case company under study.

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Singh, Kanwarpreet, and Inderpreet Singh Ahuja. "Effectiveness of TPM implementation with and without integration with TQM in Indian manufacturing industries." Journal of Quality in Maintenance Engineering 20, no. 4 (October 7, 2014): 415–35. http://dx.doi.org/10.1108/jqme-01-2013-0003.

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Purpose – The purpose of this paper is to evaluate and extract various significant factors influencing the implementation of total quality management (TQM) and total productive maintenance (TPM) on business performance for the following approaches: TPM alone; both TQM-TPM combined for improving manufacturing performance in the Indian manufacturing industry. Design/methodology/approach – In the present study, 94 manufacturing organizations have been extensively surveyed, to ascertain the contributions made by TQM and TPM initiatives in the Indian manufacturing industries toward realizing manufacturing performance improvements. The correlations between various TQM and TPM implementation issues and manufacturing performance improvements have been evaluated and validated by employing various statistical tools. Findings – This paper illustrates how the synergistic relationship of TQM and TPM paradigms can be helpful for Indian manufacturing industries to enhance overall business performance. The major objectives of this research is to examine, the effectiveness of performance parameters (dependent variables) and factors of implementation (independent variables) of companies implementing TPM alone and TQM-TPM combined approach to improve their business performance and how the support of TQM provides a synergetic effect on TPM's contribution in improving better business performance. Originality/value – TQM and TPM, are such popular initiatives employed by the manufacturing organizations as performance improvement techniques. These programs are employed world over for attaining customer satisfaction, reliability, productivity, market share, profitability and even survival. The study stresses upon the need for improving coordination between manufacturing parameters and other organizational quality improvement initiatives through transfusion of TQM and TPM and to examine the impact of experience in terms of time period on effectiveness of performance parameters when TQM is supported by TPM for Indian manufacturing companies.

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Sakai, Hirohisa, and Pengjiu Li. "Productivity Improvement with Equipment Owner TPM Management at Toyota Manufacturing USA: Highly Reliable Production System for Expanding Global Production." Sustainability in Environment 6, no. 2 (March 23, 2021): p31. http://dx.doi.org/10.22158/se.v6n2p31.

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The equipment reliability plays a critical role in business success because degradation in equipment condition negatively impacts plants’ output. When Toyota Motor Corporation operates overseas plants, equipment reliability management is one of the most important hurdles for global production which has to be overcome. It is important to develop an equipment reliability management program to minimize support from Japan to let overseas plants become self-reliant.This article explains how the Advanced TPS can be applied specifically to the equipment reliability process with equipment owner Total Production Maintenance (TPM). This business process focuses on managing equipment reliability to meet the business goals of Toyota Manufacturing USA.

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Uddin, Md Mahraj, Golam Sakaline, and Mohammad Muhshin Aziz Khan. "Enhancing OEE as a Key Metric of TPM Approach-A Practical Analysis in Garments Industries." European Journal of Engineering and Technology Research 6, no. 2 (February 23, 2021): 142–47. http://dx.doi.org/10.24018/ejers.2021.6.2.2376.

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Ready Made Garments (RMG) sector has been the biggest earner of foreign currency for Bangladesh since the last few decades. Garments industries have been playing a major role in redefining the infrastructure and economy as well. Todays’ world of competition brings both opportunities and challenges in this sector. Productivity, efficiency of these industries can be achieved through implementation of perfect maintenance strategy and design. This paper aims to enhance the existing Overall Equipment Effectiveness (OEE) for the pitfall areas in the plant. After examining the current loophole, the research focused on improving OEE factors by adopting a hybridized Total Maintenance (TPM) scheme. To achieve a better outcome, the company agreed to implement the recommended plan appropriately. The OEE has been upgraded from about 57% to 69% due to the proper management and execution of the proposed TPM model. The result has provided an indication of maintaining sustainability to achieve the world class benchmark and founded a solid basis to implement the exploratory TPM model in the plant

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Uddin, Md Mahraj, Golam Sakaline, and Mohammad Muhshin Aziz Khan. "Enhancing OEE as a Key Metric of TPM Approach-A Practical Analysis in Garments Industries." European Journal of Engineering and Technology Research 6, no. 2 (February 23, 2021): 142–47. http://dx.doi.org/10.24018/ejeng.2021.6.2.2376.

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Ready Made Garments (RMG) sector has been the biggest earner of foreign currency for Bangladesh since the last few decades. Garments industries have been playing a major role in redefining the infrastructure and economy as well. Todays’ world of competition brings both opportunities and challenges in this sector. Productivity, efficiency of these industries can be achieved through implementation of perfect maintenance strategy and design. This paper aims to enhance the existing Overall Equipment Effectiveness (OEE) for the pitfall areas in the plant. After examining the current loophole, the research focused on improving OEE factors by adopting a hybridized Total Maintenance (TPM) scheme. To achieve a better outcome, the company agreed to implement the recommended plan appropriately. The OEE has been upgraded from about 57% to 69% due to the proper management and execution of the proposed TPM model. The result has provided an indication of maintaining sustainability to achieve the world class benchmark and founded a solid basis to implement the exploratory TPM model in the plant

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Singh, Karanbir, and Sandeep Singh. "Eliminating Obstacles in TPM Implimentation In Sugarmill Industry." International Journal of Advance Research and Innovation 6, no. 4 (2018): 137–41. http://dx.doi.org/10.51976/ijari.641816.

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In the dynamic scenario of technology, many technological innovations are available to contribute in the analysis of Equipment Efficiency, minimized input v/s optimized output, minimizing the overall consumption, effective use of machineries and finally increase in production rate by expenditure and consumption of sources. Since the starting of technological era, Scientists/ Researchers have put mammoth efforts to increase production rate. To embark with, many small inadequacies of equipments and machines can lead to the huge losses in small to medium scale industries. Implementation of TPM in various industries has contributed its effective role but not much work available with small to medium scale sugar mill industries in India.In Ajnala Cooperative Sugar Mill, Amritsar, the author has contributed that the mill management avoid doing the changes with traditional approaches of productivity for example changes in setup and maintenance scheduling. So to remove the obstacles, the author has suggested several steps to bring the minimum but necessary changes in maintenance and repairs. The author made an attempt to increase the Overall Equipment Efficiency and to decrease the high rejection rate, downtime, and setup time to compete with others similar industries by applying Total Productive Maintenance in the small scale industry by eliminating the upcoming obstacles successfully.

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Jain, Abhishek, Rajbir S. Bhatti, and Harwinder Singh. "OEE enhancement in SMEs through mobile maintenance: a TPM concept." International Journal of Quality & Reliability Management 32, no. 5 (May 5, 2015): 503–16. http://dx.doi.org/10.1108/ijqrm-05-2013-0088.

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Purpose – The purpose of this paper is to introduce mobile maintenance a new concept of total productive maintenance (TPM) implementation practice, especially in small and medium scale enterprises (SMEs). This study tries to introduce this new concept for SMEs in SMEs to help traditional maintenance program which is already available in particular industries. Design/methodology/approach – The approach is to study the role of mobile maintenance (a part of TPM program) in context of Indian industries either from small and medium scale to large scale industries through overall equipment effectiveness (OEE). Findings – Researchers evolutes a new maintenance concept of TPM implementation practice as mobile maintenance concept in SMEs for enhancing OEE of equipments to improve competitiveness of SMEs in a globalized market. This mobile maintenance strategy can reduce major breakdowns, setup and adjustment losses and improve productivity, product quality and OEE of equipments. Research limitations/implications – In the dynamic and highly challenging environment, reliable manufacturing equipments are regarded as the major contributor to the performance and profitability of manufacturing systems. A researcher has found that some SMEs of Banmore industrial areas is also using mobile maintenance and preventive maintenance along with traditional maintenance process and getting improvements in the maintenance process as well as machine reliability and OEE of equipments. After the globalization of market, SMEs has got many opportunities to work on integration with large-scale organizations. Originality/value – It will be very benefitted for the Indian SMEs. SMEs can improve machine availability and OEE by implementing this mobile maintenance concept especially in SMEs.

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Choi Ng, Kam, and Kuan Eng Chong. "A Framework for Improving Manufacturing Overall Equipment Effectiveness." International Journal of Engineering & Technology 7, no. 3.13 (July 27, 2018): 149. http://dx.doi.org/10.14419/ijet.v7i3.13.16342.

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Nowadays, manufacturing is getting more and more challenging and complex due to shorter product life cycle, high mixed low volume production situation, low equipment performance and volatile customer demand. To overcome all these detractors and rising demands from all angles, manufacturer needs to be fast and agile, as efficient and as transparent as possible. Productivity is the key factor for company in order to become competitive advantage and securing the organization work place. Due to this strong pressure, it forces company introduce many production programs in order to fight the battle. Production productivity programs such as Total Quality Management (TQM), Zero Defect (ZD) initiative, Next Level of Productivity (NLoP), Lean Manufacturing (LM), total productive maintenance (TPM) and Toyota Production System (TPS) are well-known to many manufacturing industries. OEE topic has become progressively popular and widely used to improve productivity and as a research discussion in operation management. However, OEE framework for previous studies was developed on a piecemeal basis. This paper presents a new and complete conceptual framework that illustrates the most important factors that influence and contribute to OEE improvement. The comprehensive framework is able to provide effective guidance and direction to industry practitioner on how to improve OEE.

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Fonseca-Junior, Milton, Ubiratan Holanda-Bezerra, Jandecy Cabral-Leite, and Tirso L. Reyes-Carvajal. "Maintenance management program through the implementation of predictive tools and TPM as a contribution to improving energy efficiency in power plants." DYNA 82, no. 194 (December 21, 2015): 139–49. http://dx.doi.org/10.15446/dyna.v82n194.47642.

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This paper presents an application method of a Maintenance Management Program through the implementation of predictive tools and the Total Productivity Maintenance (TPM) methodology as a contribution for the energy efficiency improvement in thermoelectric power plants. The results of the vibration analysis, lubricating oil condition and of the thermograph analysis are registered as diagnostic methods. The innovative advance in this paper was the application of four pillars from the TPM methodology at the control of the internal combustion engines efficiency at a thermoelectric power plant. This research has the objective to provide a more reliable maintenance process through the implementation of the measurement and control of the operating parameters of the plant resulting in a better management by reducing the stops due unforeseen problems. Some results of the methodology application were shown like: annual maintenance cost reduction due corrective maintenance, increase of the mean time between failure (MTBF) and reduction of the mean time to repair (MTTR) in all applied areas. These results reflected in a more reliable power generation without putting the facilities of the plant at risk with an annual cost reduction for the company.

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Mendes, David, Pedro D. Gaspar, Fernando Charrua-Santos, and Helena Navas. "Integrating TPM and Industry 4.0 to Increase the Availability of Industrial Assets: A Case Study on a Conveyor Belt." Processes 11, no. 7 (June 28, 2023): 1956. http://dx.doi.org/10.3390/pr11071956.

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As the global market becomes increasingly competitive and demanding, companies face the challenge of responding swiftly and efficiently to customer needs. To maintain a competitive advantage, organisations must optimise the usage of their assets. This study focuses on the critical role of maintenance management and presents a novel, cost-effective, and easily applicable model that integrates Industry 4.0 (I4.0) and Total Productive Maintenance (TPM) principles to enhance production processes. The proposed model incorporates a real-time monitoring system equipped with sensors, a gateway, and Internet of Things (IoT) services. These components enable data acquisition, transmission, storage, and visualisation through both mobile and fixed devices. The model’s effectiveness was validated through its implementation on a conveyor belt in a feed mill. The availability of the conveyor belt was around 89.5% before TPM implementation. After the implementation of TPM, it was possible to observe that the availability of the treadmill increased to 92.7% in a workweek of 105 h. On the other hand, it was possible to observe a considerable improvement in terms of the average time of each intervention, with a reduction of around 53%. Moreover, the model also facilitated improvements in the maintenance plan for the conveyor belt. Operators were trained to effortlessly comply with the new autonomous maintenance plan, enhancing operational efficiency. The joint application of I4.0 and TPM demonstrated significant advancements in maintenance management. The flexibility of the developed model allows for easy adaptation to monitor other condition parameters, enabling real-time decision-making for both the maintenance and production departments. This integrated approach holds the potential to drive process optimisation, ultimately contributing to improved productivity, cost-effectiveness, and competitiveness.

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Avelini Holjevac, Ivanka. "Total quality management for the hotel industry and tourism." Tourism and hospitality management 2, no. 1 (July 15, 1996): 67–80. http://dx.doi.org/10.20867/thm.2.1.8.

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Quality today is a fundamental factor for market survival, competitiveness and profitability. Strategic business planning is based on a TQM system. Quality is not produced, it is a management tool. Development of quality in developed economic countries has shown that quality is something which is built, developed and constantly enhanced. The system TQM is totally market oriented, buyer-led, as the process starts with the buyer (what he wants) and finishes with the buyer (a satisfied buyer). This is a cycle consisting of five basic activities: planning quality, realising quality, evaluating quality, achieving quality and improving quality, which is being constantly repeated. The advantages of introducing TQM for the service sector, tourism and hotel industry are big, both economically and socially. Poor business productivity and unsatisfactory quality of the product and service are weaknesses of Croatia's economy. Ahead lies the process of learning and introducing TQM for our economy, as this is a condition and necessity for inclusion into world business trends and world markets.

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Qureshi, Karishma M., Bhavesh G. Mewada, Sumeet Kaur, and Mohamed Rafik Noor Mohamed Qureshi. "Assessing Lean 4.0 for Industry 4.0 Readiness Using PLS-SEM towards Sustainable Manufacturing Supply Chain." Sustainability 15, no. 5 (February 21, 2023): 3950. http://dx.doi.org/10.3390/su15053950.

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Lean 4.0 (L4.0) plays a significant role in reducing waste and enhancing productivity for a sustainable manufacturing supply chain in Industry 4.0 (I4.0). L4.0, with its soft and hard practices, may be well integrated into I4.0 to enhance its readiness. Small and medium enterprises (SMEs) are attempting to prepare themselves for I4.0 readiness. Hence, the present research explores L4.0 in terms of its soft and hard practices to understand its holistic relationship with I4.0’s readiness for delivering a sustainable manufacturing supply chain. To reap the maximum benefits, several traditional lean thinking practices and lean management principles should be combined with internet-enabled I4.0 technologies. The result of the present empirical analysis revealed that the soft L4.0 practices of top management leadership (TML), customer focus (CF), and employee training and learning (ETL) influence the hard L4.0 practices of total productive maintenance (TPM), statistical process control (SPC), and advanced manufacturing technologies (AMT) to have a positive significant influence on operational readiness (OR) and technological readiness (TR).

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Black, Janine, Kihwan Kim, Shanggeun Rhee, Kai Wang, and Sut Sakchutchawan. "Self-efficacy and emotional intelligence." Team Performance Management: An International Journal 25, no. 1/2 (March 11, 2019): 100–119. http://dx.doi.org/10.1108/tpm-01-2018-0005.

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PurposeThis study aims to examine empirically the effect of emotional intelligence of the team, as calculated by the average of all team members’ individual emotional intelligence measurements, on the cohesiveness of the team, and the effect of the perception of self-efficacy of the team members on the relationship between emotional intelligence and team cohesion. Finally, certain financial indicators were analyzed to evaluate team performance.Design/methodology/approachThis study used quasi-experimental design. Participated in the experiment a total of 146 students (35 teams) who were senior business major students in the mid-sized university in the USA. In the experiment, the participants played a business simulation game over an eight-year simulated time frame. After the final round of the simulation game, the variables of emotional intelligence, self-efficacy and team cohesion were measured using the survey questionnaire and team performance and participation data were collected from the business simulation game. In the support of the quantitative data analysis, the current study also collected and analyzed qualitative data comments on other group members’ contribution to the group task.FindingsResults indicated that team cohesion was highest when team members demonstrated greater emotional intelligence. Self-efficacy also had a positive influence on team cohesion. High self-efficacy was found to be an important mediator of the relationship between emotional intelligence and team cohesion. High emotional intelligence promoted the development of self-efficacy, resulting in increased team cohesion. Increased team cohesion resulted in improved team performance and participation.Research limitations/implicationsThe current study has several limitations. First, the sample is mostly business major students in the mid-sized university in the USA. There is a limitation in generalizing the findings into other populations. Second, this study accessed information on 35 teams comprising a total of 146 students. While the number of students and teams is sufficient for a study, more data would improve the robustness of the results. Third, this study collected and analyzed cross-sectional data, so there is the possibility for the reversed causal relationship in the findings. Although the authors concluded that team cohesion had a positive impact on team performance and participation, they also found the reverse relationship from the additional analysis. Fourth, the validity of the construct for emotional intelligence has some detractors, mainly because of the subjective nature of the measurement that tends to overlap existing personality measures and the objective measurement which involves a consensual scoring method with poor reliability.Practical implicationsThis paper implies practical strategies to manage teams and team members for enhanced team productivity. Teams are critical resources within companies. This study demonstrates that high team cohesion leads to better team performance. As team cohesion is important for team performance, the authors found that two antecedents for team cohesion are emotional intelligence and self-efficacy within team members. Therefore, it is important for managers to hire and select team members with high levels of emotional intelligence and self-efficacy. Managers can train employees to internalize increased levels of these traits.Originality/valueThe current study demonstrated that self-efficacy mediated emotional intelligence and team cohesion during a research project lasting one semester. There have been few studies examining the mediating effect of self-efficacy on the relationship between emotional intelligence and team cohesion. In particular, unlike many other studies that use short-term laboratory experiments, the duration of this study could provide enough time to more thoroughly develop cohesion among members. The current study collected both quantitative and qualitative data. In addition to the quantitative data analysis, the analysis of qualitative data reinforced the findings of the quantitative data analysis.

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Arrfou, Hana. "New business model of integration practices between TQM and SCM: the role of innovation capabilities." Problems and Perspectives in Management 17, no. 1 (March 22, 2019): 278–88. http://dx.doi.org/10.21511/ppm.17(1).2019.24.

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The concept of “total quality management (TQM)” is broadly used in business. Regardless of the fact that several studies have analyzed this topic, little research has been conducted on integrating total quality management and supply chain management (SCM) practices in business organizations. The role of innovation capabilities is considered to be highly valuable, because they are considered feasible approaches, which can be applied by top management to enhance organizational effectiveness and productivity. This study aims to develop a new business model that integrates the most important practices between total quality management and supply chain management, while emphasizing the role of innovation capabilities. This paper also suggests possibilities toward a new approach with regard to minimizing the cost and improving operational performance. Furthermore, it proposes a conceptual framework that shows the major variables in explaining the new business model of integration practices between TQM and SCM, and addressing the role of innovation capabilities to handle this model.

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Filipe, Diana, and Carina Pimentel. "Production and Internal Logistics Flow Improvements through the Application of Total Flow Management." Logistics 7, no. 2 (June 16, 2023): 34. http://dx.doi.org/10.3390/logistics7020034.

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Background: Nowadays, as a result of globalization, markets are more competitive, and customers are more demanding. To respond to these challenges, organizations must develop mechanisms for continuous improvement in order to eliminate waste and increase the efficiency and effectiveness of processes. Thus, the present study carried out at an industrial unit responsible for the customization of cork stoppers for wines had as its main objectives to identify and eliminate or at least reduce waste; improve production and internal logistics flows; balance workloads; improve productivity; reduce lead time; motivate employees and promote the spirit of continuous improvement. Methods: The action-research methodology was used, whereby several cycles of data recovery and analysis, identification and implementation of opportunities for improvement, assessment and standardization were carried out. Therefore, the Total Flow Management (TFM) model was implemented, and several methods and tools were used, such as Value Stream Mapping (VSM), work measurement and 5S’s. Results: Several wastes and overloads were identified, and some actions were implemented, such as workload balancing, layout changes, implementation of visual management and supermarkets. That said, it was possible to reduce lead time by 4 days, improve productivity from 26.63 ML (a thousand cork stoppers)/h to 35.75 ML/h, and promote flexibility. In addition, employees were motivated, and a culture of continuous improvement was fostered. Conclusions: This project demonstrated that it is possible to implement improvement actions, with good results, without high investments, as well as motivating employees and taking advantage of their best capabilities. Additionally, it was demonstrated that the use of TFM can be very useful in continuous improvement, with evident improvements in production and internal logistics flows. So, this project demonstrated the practical implementation of TFM regarding basic reliability, production and internal logistics flow, and the simultaneous use of several methods and tools to implement continuous improvement. Thus, significant improvements were possible on the factory floor, as well as improving employee motivation their personal development and encouraging the focus on continuous improvement. Therefore, it responds to the gap identified in the literature.

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Prebežac, Darko. "The quality of air transport services in function of improving the total quality of tourism offer." Tourism and hospitality management 3, no. 2 (1997): 381–92. http://dx.doi.org/10.20867/thm.3.2.13.

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Growing rivalry among competitive airlines in the air travel market, appearance of new competitors which of course have been located in the profitable parts of the market, changes in the behaviour of potential passengers, insufficient and therefore high-priced airport and air traffic control infrastructure, as well as the increased competition of the alternatives to the air transport such as telecommunications media and super-last trains, characterise the present competition in the air transport market. Significant changes in behaviour of potential users of airline services have appeared on the side of air transport service demand, and the airlines themselves have less and less influence on distributions channels. The result of it are the increasing price-pressure and considerable decrease of passengers loyalty. Due to the increase of travel intensity passengers have become more experienced and critical in quality estimation of offered service as well as in checking whether the price of service corresponds to its quality. This has forced airlines to adapt permanently to new and more demanding passenger requirements. Those airlines which are not able to follow cost decreasing trend are obliged to improve their own competitive position looking for the reserve in other business fields. This is the only way of surviving in their fight for passengers. Therefore, the quality of air transport service plays an increasing role in the development of their competition capability. Since tourism offer consists of different kind of products and services, air transport service being one of them, it is of utmost importance that all of them meet to a maximum degree with passengers quality requirements, hi such manner passengers will get an impression that it is a question of an unbroken chain making a total quality concept of services they have expected, companies will capitalise money and time they have spent in developing service quality and improving their own productivity, and tourist industry will be able to respond to the most recent market challenges in a more adequate way.

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Kok Hoe, Ho, Joshua Prakash, Shahrul Kamaruddin, and Ong Kok Seng. "An integrated model for process parameter adjustment to recover throughput shortage in semiconductor assembly: A case study." Journal of Industrial Engineering and Management 12, no. 2 (July 3, 2019): 340. http://dx.doi.org/10.3926/jiem.2742.

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Purpose: Existing productivity improvements activities such as inventory buffer, overall equipment effectiveness (OEE) and total productive maintenance (TPM) do not analytically associate the throughput shortage with process parameters. The paper aims to develop and test an integrated model to recover the throughput shortage through process parameters adjustment in a semiconductor assembly.Design/methodology/approach: The mathematical model of planned throughput is developed as a function of input parameters in an integrated multiple process line. When the planned throughput does not meet the real-time throughput, the throughput shortage occurs. The planned throughput for the next day is summed with the throughput shortage from previous day and mathematical programming is used to find the optimum process parameter values. Findings: The throughput shortage is restored using mathematical programming for the subsequent day of planning. If there still exist throughput shortage, the additional throughput shortage will be carried forward for the subsequent day of planning where mathematical programming is used again to find the adjusted process parameters. The proposed optimization model in essentially a parametric model using input parameters of real-time data based on a normal distribution that is translated into a range of minimum and maximum using 95% confidence interval.Research limitations/implications: The adjusted input parameters in this model is based on the cycle time of three processes which are Die Attach, Wire Bond and Pre-Cap Inspection. Downtime and setup time are not subjected to adjustments.Practical implications: The mathematical programming computes optimum process parameters values to restore the throughput shortage where it correlates the process parameters and throughput shortage quantitatively rather than conventional method of throughput shortage recovery.Originality/value: The research addresses the process parameter adjustment to recover the throughput shortage in integrated multiple processes.

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Shastri, Rajesh Kumar, and Shilpi Srivastava. "ENHANCING THE SKILLS OF EMPLOYEE TOWARDS SUSTAINABILITY AND GROWTH OF BUSINESS ENTERPRISE: A CASE STUDY WITH SPECIAL REFERENCE TO BHARAT PUMPS AND COMPRESSOR LIMITED (BPCL) ALLAHABAD INDIA." Australian Journal of Business and Management Research 01, no. 01 (May 7, 2011): 29–37. http://dx.doi.org/10.52283/nswrca.ajbmr.20110101a03.

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Managing successful business enterprise requires human resource skills. Human resource capital is soul of the organization; it is the term which is used to describe the formal system and used as a tool to maximize the productivity and effectiveness of the organization as well as describes the workforce capacity. The mission of employees working in the organization is to acquire, develop and retain talent; and be an excellent contributor to the business enterprises. The field of enterprise development is focused on improving the effectiveness of enterprise as well as the skills of the employees. Enterprises have become increasingly dependent on technical and professional skills of the employees. The increasing number of “technical” position has resulted in changing organizational goal and organizational restructuring; these changes include the need for more cognitive skills as well as greater interpersonal skills. For any organization to perpetuate itself, through growth, there is a basic need for developing its manpower resources. Training helps in the development of skills and also updates the knowledge of the employee. Especially in the rapidly changing society, employee training and development is not only an employee developing activity but also a source to utilize the resources of an organization efficiently, so that it can maintain a viable, knowledgeable workforce and achieve sustainability and growth of the enterprise. Workers’ productivity depends on their skills which help in attaining the growth. It is the magic elixir for the enterprise to sustain in changing environment, especially for ageing advanced economies. A case of Bharat Pump and Compressors Ltd is being used in this paper to explain that skills of employees helps in achieving the milestones of success, perpetual growth and sustainability with the objective to maximize their profits and minimize their risks. In the first section of the paper the necessity of HR skills for achieving sustainability and growth, and objectives of the study will be discussed. The second section will give details of the BPCL that how it involves the approaches for Total Quality Management (TQM) and Total Productive Maintenance (TPM) in order to achieve and sustain a reputation for Quality at a Competitive Cost, in National & International Markets for their products and services through collective involvement of all. And in the last section findings and conclusion will be discussed on the basis of SWOT analysis of the company.

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Sivakumar, A., R. S. Naveen, J. S. Irshad Ahamed, and P. Navaneethakrishnan. "Design and Implementation of Robust Framework for Improvement of Productivity through Total Productive Maintenance in Textile Industry: A Research Article." Applied Mechanics and Materials 472 (January 2014): 1099–104. http://dx.doi.org/10.4028/www.scientific.net/amm.472.1099.

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From analysis of data taken during the past three years, the company has noted that it has not achieved the targeted productivity. Total Productive Maintenance (TPM) has been a major component of improvement strategy to enhance the organizational productivity and profitability. Identification and uses of resources play a critical role in any industry for the improvement of quality and productivity. The fabric industry could not get the determined productivity since TPM was not followed. The research objective of this paper is to present the result of past three years productivity data and discussed different results obtained after implementing the procedures of TPM in the sick textile industry. A systematic methodology is presented and analyzed for improvement productivity at the factory level. Metrics of Overall Equipment Effectiveness (OEE) is introduced and developed a structured robust frame work for improvement of quality and productivity.

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Arif Nuryono, S.T., M.T., Alloysius Vendhi Prasmoro, S.T., M.T, and Gusti Andhika Aji. "Upaya Peningkatan Productivity Mesin Extrusion 2500 Menggunakan Metode Overall Equipment Effectiveness (OEE) dan Six Big Losses Studi Kasus PT XYZ." JURNAL BHARA PETRO ENERGI 1, no. 3 (December 18, 2022): 1–11. http://dx.doi.org/10.31599/bpe.v1i3.1738.

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PT. XYZ is engaged in manufacturing in making aluminum profile products during the last one year period. XYZ company did not reach its production target by an average of 6.24%. As for the reasons why the production target did not reach the target, one of them was due to the high downtime of the extrusion machine 2500 which exceeded the company standard, namely 7800 minutes per year, the downtime of the extrusion machine 2500 in the last year was 9807 minutes. The purpose of this study is to reduce the downtime value of the extrusion machine using the OEE method (overall equipment effectiveness), to increase the productivity of the extrusion machine 2500 from the results of the analysis of six big losses and identify the main causes of downtime of the extrusion 2500 machine. The results show that the OEE value of the extrusion machine. 2500 by 45. 61% where this value is still below the ideal OEE average standard, namely 85%. The main cause of downtime is due to seven factors that dominate the causes of downtime, namely log heater 2230 minutes with 11 events, puller 1740 minutes with 11 events, dummi block 1390 with 4 events, loader 710 minutes with 4 events, finish cut 540 minutes with 3 events, stem 450 minutes with 2 events, 360 minutes table with 1 event. Based on the results of the calculation of six big losses, the results of downtime values: equipment failure losses 3,81%, setup and adjustment losses 3,95%, speed losses: idle and minor stoppage 3,03%, reduced speed losses 46,51, quality losses: defect losses 0,13%, reduced yield 0 %. The recommendation for improvement is to conduct special training, give warnings to operators who are not disciplined. Reference: Ahuja, I. P. S., Khamba, J. S. (2008). Total Productive Maintenance Literature Review and Directions. International Journal of Quality and Reliability Management, 25 (7), 709-756. Atmaja, L. T., Supriyadi, E., & Utaminingsih, S. (2018). Analisis Efektivitas Mesin Pressing Ph-1400 Dengan Metode Overall Equipment Effectiveness ( Oee ) Di Pt . Surya Siam Keramik. 1. Anggraini, M., Widya, M. W., Edy, K. F. B. (2017). Implementasi Metode Overall Equipment Effectiveness Dalam Menentukan Produktivitas Mesin Rotary Car Dumper. Seminar dan Konferensi Nasional IDEC 2017, 1 (1), 78-87. Hadi, S. (2019). Perawatan Dan Perbaikan Mesin Industri. Yogyakarta: Andi. Hamdy, I. M., Azizi, A. (2017). Analisis Nilai Overall Equipment Effectiveness (OEE) Pada Mesin Ripple Mill. Jurnal Hasil Penelitian dan Karya Ilmiah Dalam Bidang Industri, 3 (1), 53-58. Hamid, A., & Purnomo, S. A. (2018). Analisa Efektivitas Kinerja Mesin Turning Star SB-16 Dengan Metode Total Productive Maintenance ( TPM ) di PT Mitsuba Indonesia Dosen Teknik Industri Universitas Pamulang. Jitmi, 1 (1), 50 - 63. Hazmi, M. F., Juniani, A. I., Budiyantoro, E. N. (2017). Analisis Perhitungan OEE Dan Six Big Losses Terhadap Produktivitas Mesin Bottomer Line 4 PT. IKSG Tuban. Jurnal Conference on Safety Engineering and Application, 1 (1), 161-166. Heru, W., Ferdiansyah, F. (2018). Analisis Efektifitas Mesin Roughing Mill dengan Metode Overall Equipment Effectiveness (OEE). Jurnal Industri Manufacturing, 3 (2), 67-78. Jannah, R. M., Supriyadi., Nalhadi, A. (2017). Analisis Efektivitas Pada Mesin Centrifugal Dengan Menggunakan Metode Overall Equipment Effectiveness (OEE). Seminar Nasional Riset Terapan, 1 (1), 170-175. Karismawan, F. (2015). Pengukuran Kinerja Mesin Perusahaan Menggunakan Overall Equipment Effectiveness dan Usulan Perbaikan Menggunakan Diagram Sebab Akibat (Fish Bone) Pada CV. Jati Makmur Pasuruan. Jurnal Manajemen Teori dan Terapan, 1 (2), 107-115. Kholil, M., Maulidina, A. D., Rimawan, E. (2016).Analisa Total Productive Maintenance Terhadap Produktivitas Kapal Armada Menggunakan Metode Overall Equipment Effectiveness pada PT. Global Trans Energy International. Jurnal of Industrial Engineering and Management Systems, 9 (1), 1-18. Kholisdiantoro, S. (2016). Usulan Perbaikan Untuk Peningkatan Efektivitas Kinerja Mesin Crusher di Incinerator 2 Dengan Metode Overall Equipment Effectiveness. Teknik Industri. Universitas Bhayangkara Jakarta Raya. Rahmadhani, D. F., Taroepratjeka, H., & Fitria, L. (2014). Usulan Peningkatan Efektivitas Mesin Cetak Manual Menggunakan Metode Overall Equipment Effectiveness (OEE) (Studi Kasus Di Perusahaan Kerupuk TTN). Jurnal Online Institut Teknologi Nasional, 2 (4), 156 –165. Soemohadiwidjojo, A. T. (2017). Six Sigma metode pengukuran kinerja perusahaan berbasis statistik. Jakarta: Raih asa sukses (RAS). Suwardiyanto, P., Siregar, D., Umar, D. (2020). Analisis Perhitungan OEE dan Menentukan Six Big Losses pada Mesin Spot Welding Tipe X. Journal of Industrial and Engineering Sistem, 1 (1), 11-20.

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Jain, Abhishek, Rajbir Bhatti, and Harwinder Singh. "Total productive maintenance (TPM) implementation practice." International Journal of Lean Six Sigma 5, no. 3 (July 29, 2014): 293–323. http://dx.doi.org/10.1108/ijlss-06-2013-0032.

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Purpose – 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. Design/methodology/approach – 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. Findings – 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. Research limitations/implications – 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. Practical implications – 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). Social implications – 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. Originality/value – 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.

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Habidin, Nurul Fadly, Suzaituladwini Hashim, Nursyazwani Mohd Fuzi, and Mad Ithnin Salleh. "Total productive maintenance, kaizen event, and performance." International Journal of Quality & Reliability Management 35, no. 9 (October 1, 2018): 1853–67. http://dx.doi.org/10.1108/ijqrm-11-2017-0234.

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Purpose The purpose of this paper is to determine the relationship between total productive maintenance (TPM), kaizen event (KE) and innovation performance (IP) for Malaysian automotive industry using structural equation modeling (SEM). Design/methodology/approach The samples were selected from the list of Proton and Perodua automotive industry. The number of collected respondents was 238 respondents. An SEM technique was used in the study. In order to test the reliability and validity of the instrument, reliability analysis, exploratory and confirmatory factor analysis were conducted. Findings Based on the results, KE does not affect the relationship between TPM and IP. However, the impact of TPM on IP increases with mediating of KE for Malaysian automotive industry. Thus, this study has shown that empirical test results prove that the implementation of TPM and KE has improved the IP for Malaysian automotive industry. Research limitations/implications This study only focused on the Malaysian automotive industry. The other limitation in this research is the number of factors and limited measurement in this study. Only a few TPM, KE and IP measurements were considered. By using the SEM technique, four TPM constructs, three for KE constructs and three for IP measures were developed and verified. Therefore, this study can assist the researchers and practitioners to the practice of TPM, KE and IP for Malaysian automotive industry. Originality/value This research provides fundamental knowledge and direction for researchers in further research as well as practitioners to constantly improve IP through the implementation of TPM and KE for Malaysian automotive industry.

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Sivaram, N. M., S. R. Devadasan, R. Murugesh, S. Karthi, and C. G. Sreenivasa. "Synergising total productive maintenance elements with ISO 9001:2008 standard based quality management system." TQM Journal 26, no. 6 (October 7, 2014): 534–49. http://dx.doi.org/10.1108/tqm-08-2012-0059.

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Purpose – The purpose of this paper is to conceptualize the integration of total productive maintenance (TPM) and ISO 9001 certification by contributing a model named as TPM 9001:2008. Design/methodology/approach – In the beginning of the paper, the origin, growth and capabilities of TPM and ISO 9001 certification in enabling the organizations to perform at world class level are appraised by citing research outcomes reported in literature arena. The information and knowledge thus gathered from literature arena are used to conceptualize TPM 9001:2008 model. Through this conceptualization, the eight TPM pillars are fitted into the five major clauses of ISO 9001:2008 standard. In order to illustrate this conceptualization, the contents of a sub-clause of TPM 9001:2008 model are presented and the rationale behind designating it is appraised. Findings – TPM 9001:2008 model brings out synergy from the two renowned world class strategies namely “TPM” and “ISO 9001 certification”. Practical implications – The paper points out that the practical validity of TPM 9001:2008 model shall be established by conducting real time case studies in various organizations. Originality/value – This paper presents a unique approach for integrating TPM elements with ISO 9001:2008 standard based quality management system, as a single framework benefiting the contemporary organizations.

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Dobner Jr., Mário, Kamila Mesquita Batista, Ian Pereira Sartório, Julio Eduardo Arce, and Dagoberto Stein Quadros. "CRESCIMENTO E DESEMPENHO ECONÔMICO DE Eucalyptus dunnii EM DIFERENTES SÍTIOS NO PLANALTO SUL DO BRASIL." FLORESTA 47, no. 4 (December 21, 2017): 397. http://dx.doi.org/10.5380/rf.v47i4.45745.

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A busca por maior produtividade, menores ciclos de produção e, consequentemente, maior desempenho econômico tem levado empresas e proprietários rurais do Planalto Sul do Brasil a investir em plantações de Eucalyptus em detrimento de Pinus. A determinação da produtividade e do desempenho econômico de povoamentos florestais é fator básico para o planejamento e otimização do manejo destes. Nesse contexto, o presente estudo foi realizado com o intuito de avaliar o crescimento e o desempenho econômico de plantios de Eucalyptus dunnii em diferentes sítios no Planalto Sul do Brasil. Foram utilizados dados de inventário florestal contínuo, totalizando 128 unidades amostrais e 10.903 pares de dados dap x hdom. Foram obtidas três classes de sítio com alturas dominantes assim distribuídas na idade índice de 10 anos: Classe I: 34 a 39 m; Classe II: 29 a 33,9 m; Classe III: 24 a 28,9 m. Povoamentos com d200 de 30 cm podem ser obtidos já aos 9 anos de idade em sítios altamente produtivos. Entretanto, demoram de 3 a 5 anos a mais para serem obtidos em sítios menos produtivos. A taxa interna de retorno (TIR) de sítios altamente produtivos é duas vezes maior que em sítios de menor produtividade. Valor presente líquido (VPL) e valor esperado da terra (VET), no sítio de alta produtividade, são 14 vezes superiores aos observados nos piores sítios. Conclui-se não só queé mais rentável produzir E. dunnii em sítios mais produtivos, mas também que o cultivo de E. dunnii pode não ser viável em sítios pouco produtivos.Palavras-chave: Manejo Florestal; Eucalipto; Manejo para Multiprodutos. Abstract Growth and economic performance of Eucalyptus dunnii at different sites on the Highlands of Southern Brazil. The search for greater productivities, shorter production cycles and thus higher economic performances have led companies and landowners on the Highlands of Southern Brazil to invest in Eucalyptus plantations rather than Pinus. Determining the productivity and economic performance of forest stands is a key factor for their planning and management. In this context, the present study was carried out aiming to evaluate de growth and economic performance of Eucalyptus dunnii in different sites on the Highlands of Southern Brazil. Data from continuous forest inventory were regarded with a total of128 sample plots and 10.903 dbh x hdom paired values. Three site classes were obtained with dominant heights at index age of 10 years as the following: Class I: 34 to 39 m; Class II: 29 to 33,9 m; Class III: 24 to 28,9 m. Stands of d200 of 30 cm can be obtained since the age of 9 years-old on sites of high productivity, while it takes from 3 to 5 years on sites of lower productivity. The internal rate of return (IRR) on sites of high productivity is twice as high as the ones verified on sites with lower productivity. Net present values (NPV) and land expectation values (LEV) on sites of high productivity are 14 times higher than the ones observed on the worst sites. It was concluded that it is not only more profitable to grow E. dunnii on sites of high productivity, but also that there might be no viability at all of its cultivation on low productivity sites.Keywords: Forest Management; Eucalypt; Multiproducts Management.

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Oroye, Olufemi Adebayo, Bamisaye Olufemi Sylvester, and Peter Kayode Farayibi. "Total productive maintenance and companies performance: a case study of fast moving consumer goods companies." Jurnal Sistem dan Manajemen Industri 6, no. 1 (June 30, 2022): 23–32. http://dx.doi.org/10.30656/jsmi.v6i1.4185.

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TPM implementation by FMCG firms in Ado/Ota industrial hub of Ogun State Nigeria was investigated, and its influence on the firm's performance was analyzed. Primary data were collected through the administration of an online questionnaire. A total number of 98 respondents participated in this research. The analysis was conducted through descriptive analysis and structural equation model (SEM) using a smart partial least square (PLS) software. It was observed that TPM implementation had a positive influence on firms' performance. The descriptive analysis. It noted that most firms explored in this study had implemented TPM. It implies that above ninety percent of companies in the industrial hub are practicing TPM. The data employed in this research are limited to those obtained from FMCG firms in Ado/Ota in Ogun State, Nigeria. However, this study's findings can represent other firms in other locations where TPM is practiced. This research will be helpful for FMCG firms in Nigeria, especially those in Ogun State. TPM was measured using the following indicators: 5S, Autonomous Maintenance, Kobetsu Kaizen, Planned Maintenance, Quality, Education and Training, Office TPM, and Health, Safety and Environment. Eight indicators measure The company's performance: Product Quality, Cost, Inventory, Lead Time, Processing Cycle Time, Customer Complaints, Equipment Efficiency and Overall Productivity. The research review shows that the TPM implementation significantly affects firms' sustainable performance. In addition, the result shows that local firms in the survey area are yet to key into implementing TPM practices fully.

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Ghanem, Mohamed. "Total Productivity Maintenance (TPM): A Hospitality Industry's New Maintenance Approach." Journal of Association of Arab Universities for Tourism and Hospitality 20, no. 1 (June 1, 2021): 236–64. http://dx.doi.org/10.21608/jaauth.2021.64149.1140.

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Sivasankaran, Panneerselvam. "TOTAL PRODUCTIVE MAINTENANCE IN LAB SET UP OF EDUCATIONAL SYSTEM – CASE STUDY." Acta Tecnología 8, no. 1 (March 31, 2022): 13–22. http://dx.doi.org/10.22306/atec.v8i1.139.

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Total productive maintenance (TPM) is used to evaluate the performance of equipment used within the manufacturing facility, lab set up etc. TPM Concept used to improve the efficiency of machinery by undergoing serious maintenance activities every day based on the usages. Productivity is defined as maintaining the workplace and surrounding facilities neat and clean. Equipment used for performing work is said to be monitored every time continuously. Due to the continuous observation about the performance of the equipment will help us to note down the conditions of equipment also suitable remedies to further increase its effective usages. In this paper, an attempt has been made to use TPM concepts (Total Productive Maintenance) in the lab to set up the environment within the technical education institution in south India. The case study is conducted to study the quality and effectiveness of lab instruments with the help of TPM concepts used in real-time applications.

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Jain, Abhishek, Harwinder Singh, and Rajbir S. Bhatti. "Identification of key enablers for total productive maintenance (TPM) implementation in Indian SMEs." Benchmarking: An International Journal 25, no. 8 (November 29, 2018): 2611–34. http://dx.doi.org/10.1108/bij-02-2016-0019.

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Purpose The purpose of this paper is to identify the key enabler for total productive maintenance (TPM) implementation in Indian small and medium enterprises (SMEs) by using graph theoretic approach (GTA). There are certain enablers for TPM implementation which helps the organization to implement it successfully. It is very essential to identify the nature and impact of these key enablers. Design/methodology/approach A large number of the enablers (27) have identified for TPM implementation in Indian SMEs from the available literature, questionnaire survey and expert opinion. These TPM enablers have categorized into six major categories. Findings In this research work, the intensity of identifying enablers has been calculated to show their impact or influence in TPM implementation. The value of intensity of TPM enablers shows the role or impact of individual enabler in the implementation of TPM in Indian SMEs. Practical implications This study provides an easy-to-use methodology for the practical decision makers in the manufacturing industry to improve their performance by implementing TPM in Indian SMEs. A detailed methodology has prepared to identify the enablers for TPM implementation in Indian SMEs by using GTA. This study also explains that how to check the feasibility of an organization to implement TPM in Indian SMEs successfully. Originality/value TPM is an improvement concept which holds the potential to improve manufacturing organizations, but its implementation is not easy in Indian SMEs. The reason behind the unsuccessful implementation of TPM in most of the organizations is the ignorance of impact of innumerable enablers and barriers.

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Hooi, Lai Wan, and Tat Yuen Leong. "Total productive maintenance and manufacturing performance improvement." Journal of Quality in Maintenance Engineering 23, no. 1 (March 13, 2017): 2–21. http://dx.doi.org/10.1108/jqme-07-2015-0033.

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Purpose 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. Design/methodology/approach 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. Findings 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. Practical implications This analysis is vital for senior managers of manufacturing organisations that have implemented TPM or are considering introducing TPM in their organisations. Originality/value 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.

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Grecu, Iuliana. "Enhance Competitiveness through Total Quality Management and its Components." Applied Mechanics and Materials 657 (October 2014): 951–55. http://dx.doi.org/10.4028/www.scientific.net/amm.657.951.

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Increased level of competitivity, continued growth of customers and society demands, and the increasing complexity of products have increased the importance of quality. If the competition could be defined only in few keywords, one of them would surely include the following: quality, innovation and demanding customers. Considering customers who demand quality and competition that responds to such requests, the organization tend to focus increasingly on total quality management - TQM. Although the evolution of the "quality" concept lasts a century, it remains a challenge for all organizations. According to these statements, this paper aims to highlight some aspects of the state of implementation and application of TPM, as a defining component of TQM. The questionnaire method was applied as statistical research method used to a sample of 31 companies in the automotive industry in Romania. The objective behind the survey was to obtain as much information as possible about TPM. The data obtained were statistically processed to more accurately portray the current image of the degree of concern for TPM and how the TPM is approached by companies who responded to the questionnaire.

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Piechnicki, Ademir Stefano, Antonio Vanderley Herrero Sola, and Flávio Trojan. "Decision-making towards achieving world-class total productive maintenance." International Journal of Operations & Production Management 35, no. 12 (December 7, 2015): 1594–621. http://dx.doi.org/10.1108/ijopm-11-2013-0479.

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Purpose – World-class total productive maintenance (TPM) status depends on critical success factors (CSF) to be properly implemented. The relevant literature has identified several CSF; however, researchers have not investigated the degree of importance of each phase of the process. The purpose of this paper is to prioritize the CSFs that influence TPM implementation during each phase of the process in order to aid decision making in companies. Design/methodology/approach – The main CSF are identified from a literature review. This paper focusses on the judgments of managers who are experts in TPM implementation in companies which have received TPM awards for excellence. The judgments are processed using the analytic hierarchy process (AHP) method. Three aggregation methods (geometric mean, Copeland and fuzzy) are employed for comparative analysis. Findings – Although the literature highlights some important CSF, the relevance of these factors is not the same in each phase of TPM implementation. Analysis shows that ranking using the Copeland method is most coherent. Research limitations/implications – This research was carried out in some Brazilian companies. Practical implications – If managers are aware of the CSF to be prioritized in each phase, this facilitates decision making, resulting in a more effective implementation of TPM. Social implications – If TPM implementation is effective, this stimulates the personnel involved and avoids the possibility of the program being abandoned. Originality/value – The originality of this paper consists in the proposed model to prioritize CSF during each phase of the implementation of TPM.

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Poduval, Prasanth S., V. R. Pramod, and Jagathy Raj V. P. "Interpretive Structural Modeling (ISM) and its application in analyzing factors inhibiting implementation of Total Productive Maintenance (TPM)." International Journal of Quality & Reliability Management 32, no. 3 (March 2, 2015): 308–31. http://dx.doi.org/10.1108/ijqrm-06-2013-0090.

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Purpose – The purpose of this paper is to highlight the application of Interpretive Structural Modeling (ISM) to analyze the barriers in implementation of Total Productive Maintenance (TPM). TPM is explained in brief with emphasis on maintenance programs to improve quality of products, reliability of processes and reduction in cost. Barriers in implementation of TPM are also discussed. Concept of ISM and steps in developing ISM are described in detail. The authors then illustrate the research methodology which involves applying ISM to analyze barriers in TPM. Design/methodology/approach – The paper starts off by describing the concepts of TPM and ISM. Barriers in implementation of TPM are discussed. It explains ISM as a methodology to understand the underlying interrelationship among the inhibiting factors. The authors draw up an action plan to carry out research on the usage of ISM to study the TPM inhibitors, to develop an integrated model to establish the relationship among the different TPM inhibiting factors and to suggest action plan to mitigate these factors. Findings – Interpretive Structural Modeling (ISM) can be used to analyze the driving and dependence power of the variables inhibiting implementation of TPM. The barriers to implement TPM are described with detailed explanation. The complexity of the problem and the degree of interconnection among the variables can be found out. This will help Managers take action on mitigating the barriers. Practical implications – By analyzing the interrelationships among the barriers and their strengths, management can chalk out the strategy to implement TPM in an organization. Management will become aware of the barriers which have the maximum influence and then can act accordingly to mitigate these barriers. This will help in implementing TPM faster and in an organized manner. Originality/value – Many authors have used ISM to study various issues. A couple of authors have used ISM to determine barriers in implementation of TPM. The authors feel that most of the papers describe ISM in brief making it slightly difficult for readers to understand. This paper aims to explain elaborately step-by-step on how to develop an ISM making it easier for researchers to understand the ISM concept. Even though there are papers on TPM and difficulties in implementation of TPM, this paper explains the barriers in implementing TPM based on the experience of the corresponding author having worked in the refinery industry.

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Kumar, Ashok, Rajesh Kumar Singh, and Tasmeem Ahmad Khan. "Development of Framework for Analyzing the Barriers in Total Productive Maintenance." International Journal of Advance Research and Innovation 4, no. 1 (2016): 202–11. http://dx.doi.org/10.51976/ijari.411630.

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In recent times, many organizations implementing total productive maintenance (TPM) have been failing in their attempts due to different barriers and challenges in TPM implementation. The purpose of this study is to evaluate the barriers before manufacturing organizations for adapting to proactive total productive maintenance (TPM) initiatives. It is observed that in the case of TPM, top management should be committed to involve from the beginning to implement and follow up, as this decision is complex and involve huge investment in the long term. Before starting implementation, top management should be convinced of the necessary justification, which requires analysis of various barriers such as lack of top management commitment, lack of human resource management, high turnover at top management level, lack of co-ordination between different departments. This paper has tried to develop a framework for analyzing the barriers in TPM implementation

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Amaruddin, Hamdan. "Analisis Analisis Penerapan Total Productive Maintenance." EKOMABIS: Jurnal Ekonomi Manajemen Bisnis 1, no. 02 (December 9, 2020): 141–48. http://dx.doi.org/10.37366/ekomabis.v1i02.46.

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Tujuan: Penelitian ini dimaksudkan untuk menganalisa penerapan TPM melalui penerapan 8 pilar TPM di salah satu perusahaan yang berlokasi di salah satu kawasan Industri Indonesia. Metodologi: Desain penelitian yang digunakan adalah bagan 8 pilar TPM, operasional variabel yang digunakan adalah Total Produktive Maintenance beserta dengan pilar-pilarnya, pengumpulan data dilakukan dengan metode interview dan obeservasi , sedangkan analisa datanya menggunakan radar chart. Temuan: Hasil penelitian menunjukan bahwa dari skor penuh 10, pencapaian untuk masing-masing pilar adalah sebagai berikut: Autonomous Maintenance 4,6; Focused Improvement 7; Planned Maintenance 6,6; Quality Maintenance 6,6; Training and Education 6,5; Safety, Health and Environment 8,5; Office TPM 10, Development Management 6,6. Dari 8 pilar TPM tersebut hanya terdapat 3 pilar yang telah mencapai skor di atas 7 sedangkan pilar yang lainnya masih di bawah target. Implikasi: Untuk meningkatkan penerapan TPM maka semua poin dalam pilar TPM yang telah dituangkan ke dalam bentuk prosedur dan panduan perawatan harus dijalakan dengan disiplin. Orisinalitas: Penelitian ini bisa menggambarkan permasalahan yang dihadapi oleh perusahaan yang diteliti sehingga bisa dijadikan sebagai acuan untuk melakukan tindakan perbaikan.

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Danguche, Issa, and Ismail Taifa. "Factors Influencing Total Productive Maintenance Implementation for Thermal Generation Plants." Tanzania Journal of Engineering and Technology 42, no. 1 (February 28, 2023): 97–112. http://dx.doi.org/10.52339/tjet.v42i1.892.

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This study accepts that the technical and administrative factors can amplify effective total productive maintenance (TPM) implementation at thermal generation plants. It is noted that there is a limited number of studies that have attempted to understand the subject of TPM implementation in the energy sector. Noting this shortcoming, the authors thought it crucial to generate empirical evidence on the factors influencing effective TPM implementation for thermal generation plants, with evidence from gas-fired plants. A sample of 88 respondents was selected and consulted. Data were collected through questionnaires and analyzed quantitatively by inferential statistics and qualitatively through thematic analysis using SPSS version 20.0. Confirmatory factor analysis (CFA) was performed through LISREL software version 8.0. On inferential analysis, correlation, regression and ANOVA were performed. Multiple regression analysis results indicate that administrative factors, including management support, TPM awareness, employee participation and strategic planning, positively and significantly influence TPM implementation. Also, technical factors comprising planned maintenance, autonomous maintenance, quality maintenance and early equipment management positively influence TPM implementation at thermal generation plants. The correlation coefficient for all factors was at least 0.6, and the p-value was less than 0.05, suggesting that the study’s independent variables reliably predict the dependent variable. The additional factors influencing TPM implementation include training and education, organization of the workplace, root cause analysis and continuous improvement. From this juncture, the study concludes that effective TPM implementation in the energy sector, especially at thermal generation plants, can be accomplished if many administrative and technical factors are considered. These factors comprise management support, TPM awareness, strategic planning, employee participation, workplace organization, training and education, planned maintenance, autonomous maintenance, quality maintenance, early equipment management, continuous improvement and root cause analysis.

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Hama Kareem, Jamal Ahmed, and Othman Abdul-Qader Hama Amin. "Ethical and psychological factors in 5S and total productive maintenance." Journal of Industrial Engineering and Management 10, no. 3 (August 14, 2017): 444. http://dx.doi.org/10.3926/jiem.2313.

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Purpose: The purpose of this paper is to investigate the role of ethical and psychological factors in the implementation of 5S and TPM at cement plants in Kurdistan Region of Iraq.Design/methodology/approach: The mixed methods represented in a questionnaire survey and semi-structured interviews for data collection in the framework of the case study were chosen. The questionnaire survey already has been tested.Findings: The findings of this paper revealed that ethical factors had a larger role than psychological factors in the implementation. Thus, based on the findings, organisations are recommended to provide financial and moral support to employees to enable a comprehensive implementation of 5S and TPM aimed at obtaining the desired results. Originality/value: The current paper tried to introduce a new theoretical contribution by filling the gap in the literature regarding the important role that can be played by ethical and psychological factors of employees in the successful implementation of contemporary techniques, such as 5S and TPM in industrial organizations. This is contrary to what was done most of previous studies such as Ahuja & Khamba, (2008b) Panneerselvam (2012) Singh et al. (2013) and Poduval & Pramod (2015) in the area of 5S and TPM. Where, these studies have focused on studying the other factors such as (organizational, technological, operational and others) in implementing 5S and TPM. This without realizing the fact that it is also necessary to examine factors such as (ethical and psychological) that would affect the capabilities and employee morale before and during the implementation of those techniques (5S and TPM) that are used to bring out the best productivity.

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SHETTY, DEVDAS, AHAD ALI, and JOHN J. CHAPDELAINE. "A MODEL FOR THE TOTAL PRODUCTIVE MANUFACTURING ASSESSMENT AND IMPLEMENTATION." Journal of Advanced Manufacturing Systems 08, no. 02 (December 2009): 117–36. http://dx.doi.org/10.1142/s0219686709001699.

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This research presents a comprehensive investigation of the implementation of Total Productive Manufacturing (TPM) in major US industries and assesses the status of its implementation. The identification and categorization of the key characteristics of a TPM implementation are developed. An extensive survey was developed and conducted that allows companies to identify how they fit within the TPM philosophy and the way they highlight areas for improvement. Based on the survey, a new methodology to implement TPM was developed. This procedure builds upon traditional TPM procedures and equipment selection tools and further adds non-traditional tools. Value Stream Mapping was added to improve understanding of material flow in the manufacturing process. Failure Mode and Effects Criticality Analysis (FMECA) procedures introduced equipment reliability and probability of failure into the selection process. The comprehensive TPM methodology was demonstrated as a visual tool entitled, TPM Decision Matrix. The tool allows selection tradeoffs of various resources that are available in the industry. The methodology was tested in industry through a TPM implementation. The results showed that the equipment effectiveness in the company has improved by the new TPM results. The results also include several other major recommendations that have significant potential for enhancing factory effectiveness.

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Kasim, Nazrul Idzham, Mohd Azam Musa, Akhtar Razul Razali, Noraishah Mohamad Noor, and Wan Ahmad Najmuddin Wan Saidin. "Improvement of Overall Equipment Effectiveness (OEE) through Implementation of Total Productive Maintenance (TPM) in Manufacturing Industries." Applied Mechanics and Materials 761 (May 2015): 180–85. http://dx.doi.org/10.4028/www.scientific.net/amm.761.180.

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Today competitive manufacturing requires innovative approaches in the production management, as well as for customer satisfaction. Production management requires an effective and efficient maintenance management system. One approach to improve the performance of the maintenance system is through the implementation of Total Productive Maintenance (TPM). The key performance index to measure the effectiveness of TPM implementation is Overall Equipment Effectiveness (OEE). The TPM activities will eliminate equipment losses related to availability, performance rate, and quality rate. Hence, the TPM implementation will increase the OEE value. This paper outlines the theories of TPM and OEE. The paper also presents the studies carried out by different authors to show the improvement of OEE through implementation of TPM in manufacturing, such as electronic industry, steel manufacturer, as well as locomotive components manufacturer.

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Shinde, Prof S. P. "Android Application for Analysis of Productivity of Precision Machine Shop." International Journal for Research in Applied Science and Engineering Technology 10, no. 6 (June 30, 2022): 4513–17. http://dx.doi.org/10.22214/ijraset.2022.44336.

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Abstract: Overall Equipment Effectiveness (OEE) of a machine plays an important role within the present scenario, where right quality and right delivery at the proper time are the main factors influencing a customer. The aim of this project is to review the effectiveness and implementing of an independent maintenance system during a workshop for enhancing OEE with the assistance of Total Productive Maintenance (TPM) and 5S techniques employing a systematic approach. This has been focused to attenuate the breakdown, increase the performance and quality rate of machines so on improve the effectiveness. During this discussion of research, reviewing of documentation and sequential records and direct observations were used as data collection methods. during this case study, increase during analysis and productivity of machines in terms of OEE by implementing TPM in a workshop are discussed. This research work deals with the aspects of availability, performance and quality which are to calculate the OEE of a machine. The TPM techniques like 5S, preventive maintenance and cleaning were effectively applied on the machine. the ultimate result showed that the OEE improved by 5% in horizontal machining center and by 7% in vertical machining center.

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Nallusamy, S. "Enhancement of Productivity and Efficiency of CNC Machines in a Small Scale Industry Using Total Productive Maintenance." International Journal of Engineering Research in Africa 25 (August 2016): 119–26. http://dx.doi.org/10.4028/www.scientific.net/jera.25.119.

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Overall Equipment Effectiveness (OEE) of a machine plays a significant role in the present scenario, where right quality and right delivery at the right time are the major factors influencing a customer. The aim of this article is to study the effectiveness and implementing of an independent maintenance system in a machine shop for enhancing OEE with the help of Total Productive Maintenance (TPM) and 5S techniques using a systematic approach. This has been focused to minimize the breakdowns, increase the performance and quality rate of machines so as to improve the effectiveness. During this research discussion, reviewing of documentation and sequential records and direct observations were used as data collection methods. In this case study, increase in efficiency and productivity of machines in terms of OEE by implementing TPM in a machine shop are discussed. This research work deals with the aspects of availability, performance and quality which are used to calculate the OEE of a machine. The TPM techniques such as 5S, preventive maintenance and cleaning were effectively applied on the machine. The final result showed that the OEE improved by 5% in horizontal machining center and by 7% in vertical machining center.

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Tian Xiang, Zhang, and Chin Jeng Feng. "Implementing total productive maintenance in a manufacturing small or medium-sized enterprise." Journal of Industrial Engineering and Management 14, no. 2 (February 5, 2021): 152. http://dx.doi.org/10.3926/jiem.3286.

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Purpose: This paper develops a ‘light’ total productive maintenance (TPM) model suitable for small and medium-sized enterprises (SMEs). By design, the system is rudimentary, using a relatively small sum of capital investment and resources. The model recommends TPM implementation in three stages, namely plan, improve, and sustain.Design/methodology/approach: The literature review provides the inputs to the model development. Action research is used to demonstrate and verify the effectiveness and practicability of the framework, in an SME manufacturing hydraulic parts in China. Overall Equipment Effectiveness (OEE) and awareness of employees were studied before and after the implementation. Findings: The case study shows a significantly improved production efficiency of the equipment. The framework structuralizes TPM deployment and binding different levels of the organization into the program, from planning, implementation to sustaining the practices. To break the barrier of shop-floor resistance, the leader must drive many activities unassisted, it, therefore, necessitates an open endorsement of authority by the steering committee composed of top management. The Prudent pilot run of TPM helped to accelerate the implementation at critical equipment, in addition to cultivating experience and hence confidence among staff.Research limitations/implications: This study provides a pragmatic reference to other researchers and practitioners to promote a light TPM model in SMEs, without losing the essence of TPM. Being action research with the case study in a specific manufacturing industry, the resultant evidence, therefore, is anecdotal.Originality/value: The model adopts a phased method to implement TPM, without aggravating the financial and human resource burden of the enterprise. It promotes the cultivation of employees’ TPM awareness and active involvement, which can lay a solid foundation for the wide implementation of TPM in SMEs.

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Saxena, Mudit Mohan. "Total productive maintenance (TPM); as a vital function in manufacturing systems." Journal of Applied Research in Technology & Engineering 3, no. 1 (January 31, 2022): 19–27. http://dx.doi.org/10.4995/jarte.2022.15934.

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Анотація:

Maintenance is a vital function in manufacturing systems for maintaining quality. During the coming period two ideas are evolved Total Productive Maintenance and Total Quality Management simultaneously with other facts to attain excellence in production systems. Various feature of putting into practice Total Productive Maintenance (TPM) is expressed and examined in this study. Total productive maintenance is explained thoroughly, the philosophy, planning, improvements, goal setting and developments of implementation plans. The eight pillars of TPM are explained. Various aspect of implementation of TPM is elaborated. Also the benefits of TPM are explained.

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