Research on Total Quality Management (TQM), Just-in-Time (JIT) and Total Productive Maintenance (TPM) generally investigates the implementation and impact of these manufacturing programs in isolation. However, many researchers believe and argue conceptually the value of understanding the joint implementation and effect of manufacturing programs. This study investigates the practices of the three programs simultaneously. We find that there is evidence supporting the compatibility of the practices in these programs and that manufacturing performance is associated with the level of implementation of both socially-and technically-oriented practices of the three programs.
In this paper we investigate the relationship between Total Productive Maintenance (TPM) and manufacturing performance (MP) through Structural Equation Modeling (SEM). We find that TPM has a positive and significant relationship with low cost (as measured by higher inventory turns), high levels of quality (as measured by higher levels of conformance to specifications), and strong delivery performance (as measured by higher percentage of on-time deliveries and by faster speeds of delivery). We also find that the relationship between TPM and MP can be explained by both direct and indirect relationships. In particular, there is a significant and positive indirect relationship between TPM and MP through Just-In-Time (JIT) practices.
Ž.While Total Productive Maintenance TPM has been promoted for its simplicity and its benefits to the maintenance delivery system, both the academic and practitioner literature has failed to identify the contextual issues that influence TPM adoption. This paper explores the contextual differences of plants to better understand what types of companies have adopted TPM programs. We propose a theoretical framework for understanding the use of TPM and how it depends on managerial Ž. Ž .Ž . factors such as Just-in-Time JIT , Total Quality Management TQM and Employee Involvement EI as well as environmental and organizational factors such as country, industry and company characteristics. We test this framework using data from 97 plants in three different countries to determine what types of companies are most likely to aggressively pursue TPM practices. We find that specific contextual variables explain a significant portion of the variance in the level of TPM implementation. Our results indicate that while environmental contextual factors, such as country, help to explain differences in TPM implementation, managerial contextual factors, which are under the direction of plant management, are more important to the execution of TPM programs. We discuss environmental, organizational and managerial issues that should be considered when developing or improving maintenance systems. q
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