Investigating the influence of total productive maintenance key success factors on the social sustainability dimension of manufacturing SMEs

Abstract

PurposeKey success factors (KSFs) of total productive maintenance (TPM) have historically played a vital role in attaining economic and ecological sustainability but have overlooked social sustainability. Hence, this study analyses and ranks the most significant TPM KSFs for attaining social sustainability in manufacturing small and medium enterprises (SMEs).Design/methodology/approachThe research employs a deductive methodology to identify the relevant TPM KSFs and social sustainability indicators and then uses Fuzzy Technique for Order of Preference by Similarity to Ideal Solution (TOPSIS) to rank the TPM KSFs in order to achieve social sustainability, followed by a sensitivity analysis to assess the methodological robustness.FindingsThe findings indicate that the top five TPM KSFs influencing social sustainability are employee health and safety, organizational culture, top management commitment, employee engagement and effective communication and effective workplace management. In addition, the results indicate that effective equipment utilization is the least significant TPM key factor affecting social sustainability.Research limitations/implicationsSME manufacturing managers do not need to worry about all of the TPM KSFs if they only concentrate on the ones that will have the most impact. If managers use the top 5 TPM KSFs as a starting point, they may create customized TPM training programs for their companies. As a result, this will facilitate the efforts of their personnel toward social sustainability.Originality/valueIn the existing literature, little emphasis has been paid to social sustainability and how SMEs may implement these practices. This research adds to the current theory of TPM and social sustainability and sheds light on how SMEs might use TPM to advance toward more socially sustainable operations.

A study to explore the linkage between green training and sustainable organizational performance through emotional intelligence and green work life balance

“…Sathasivam et al (2021) says that if the negative impact on the environment can be reduced by green training, it is the indicator of SOP. Green training consists of creating awareness, resource conservation, environmental consciousness which is assumed to be correlated with SOP (Samadhiya and Agrawal, 2020).…”

“…Green training encourages the employees to implement the sustainable practices such as reduce carbon emissions, paperless work, optimum use of resources, gain efficiency to reduce the consumption of electricity, etc. which improves the environmental system and ask to work in such a manner where saving the energy, conserving natural resources, reduction of waste is important (Samadhiya and Agrawal, 2020). Protecting the ecological system, reducing the air pollution could be meaningful and implementable due to COVID-19 pandemic where remote work facility was provided to the employees; hence, they could work efficiently for their organization and look after personal life.…”

Trials of strength, paradoxes and competing networks in kaizen institutionalization

“…Kaizen, which is defined as the Japanese approach for continuous improvement involving everyone in the organisation in a bottom-up process of small, incremental and independent changes and innovations (Imai, 1986), has emerged as a technique that has been adopted globally by several firms to improve performance (Fullerton et al, 2014). In pursuit of a process improvement philosophy, organisations adopt kaizen to focus on increasing their performance capacities to achieve success (Almeida et al, 2021;Samadhiya et al, 2023). This approach forces companies to gain a competitive advantage (Almeida et al, 2021).…”

“…In pursuit of a process improvement philosophy, organisations adopt kaizen to focus on increasing their performance capacities to achieve success (Almeida et al. , 2021; Samadhiya et al. , 2023).…”