Factors affecting successful implementation of total productive maintenance

Abstract

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

Influence of Employee Involvement in Total Productive Maintenance Practices on Job Characteristics: The Malaysian Scenario

“…The regression results obtained indicate that one's involvement in TPM activities increases one's perception of the level of skill variety, task identity, task significance, autonomy, and feedback. This finding is consistent with those of previous scholars (for example, Blanchard 1997;Bamber et al 1999;Shenoy and Tan 1997;Roberts 1999;Al-Hassan et al 2000;Cooke 2000;McAdam and McGeough,2000;Tsang and Chan 2000).…”

“…TPM as a technique helps improve interdepartmental communication especially between the maintenance, engineering, and production units (Blanchard 1997;Bamber et al 1999;Al-Hassan et al 2000). For instance, in focused improvement, cross-functional teams consisting of workers from different disciplines are required to participate in various activities designed at minimizing production losses.…”

“…Total Productive Maintenance (TPM) TPM can be defined from two main perspectives: the Japanese and Western perspectives (Bamber et al 1999). According to the Japanese approach, the definition of TPM encompasses five elements as follows: (1) it aims at getting the most efficient use of equipment (i.e., overall efficiency), (2) it establishes a total (company-wide) productive maintenance system encompassing maintenance prevention, preventive maintenance, and improvementrelated maintenance, (3) it requires the participation of equipment designers, equipment operators, and maintenance department workers, (4) it involves every employee from top management to bottom, (5) it promotes and implements productive maintenance based on autonomous, small group activities.…”

“…Bamber et al (1999) added that an effective maintenance strategy will significantly add value to the production activities of a firm and subsequently its business. One of the wellknown innovative maintenance programs adopted by manufacturers is the Total Productive Maintenance (TPM).…”

Plant maintenance management practices in automobile industries: a retrospective and literature review

“…So far, little has been done on condition monitoring at the robotic assembly lines (Zeng, 1997). Now a day's Total Productivity Maintenance (TPM) is increasingly being applied to improve maintenance function (Bamber, Sharp, & Hides, 1999;Cigolini & Turco, 1997;Cooke, 2000). TPM is a contemporary example of various improvement concepts.…”