Team development when implementing TPM

Lycke, Liselott

doi:10.1080/1478336032000051395

Cited by 31 publications

(25 citation statements)

References 7 publications

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“…For instance, management activities such as BPR, TQM and TPM may all need excellent team works to assure high performance. The knowledge of how working groups maintain effective quality improvement is highly valuable (Lycke, 2003), and the challenge relies on team learning behaviours, i.e. the extent to which team members are willing to share their own knowledge and experiences, to open these knowledge and experiences for further testing, and to gain new insights.…”

Section: Introductionmentioning

confidence: 99%

Systemic design for improving team learning climate and capability: A case study

Yang

Chen

2005

Total Quality Management & Business Excellence

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More and more quality management activities involve team-based work. When teams are low on learning ability, difficulties will be encountered in their quality improvement process. Knowledge of how to improve learning ability at team level, therefore, becomes critical in continuous quality improvement. This article reports a case study of a learning organization project implemented in a manufacturing company, focusing on designing a systemic training programme to promote a team learning climate and learning ability. We found four components important in the training programme, including participant selection, course content design, course process design, and vision projects as practice fields. These components as a whole stimulate self-reinforcing mechanisms that motivate participants to acquire knowledge and to apply learned skills, and help teams to promote learning climate, learning capabilities, as well as product quality, production volume and profit margin.

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Section: Introductionmentioning

confidence: 99%

Systemic design for improving team learning climate and capability: A case study

Yang

Chen

2005

Total Quality Management & Business Excellence

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“…Although a normal part of organizational growth, change is unmanaged, unplanned, and often uncontrollable (Lycke, 2003). If the SME wishes to survive in the long run, it must have someone lead efforts to continuously improve, adapt to market demands, engage employees, and meet or exceed customer requirements.…”

Section: Changementioning

confidence: 99%

“Partners in perfection”: Human resources facilitating creation and ongoing implementation of self‐managed manufacturing teams in a small medium enterprise

Fazzari

Mosca

2009

Human Resource Dev Quarterly

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“…As Nakajima [46] points out, the main TPM objectives are to improve productivity, increase management efficiency, and eliminate the six types of production waste. In addition, managerial commitment, along with clear and common goals and visible results, creates a responsibility shared by a team and leads to fewer interruptions and higher reliability levels [47]. Therefore, TPM relies on long-term managerial commitment to increase equipment efficiency and efficacy in order to offer the expected benefits [9].…”

Section: Hypotheses and Literature Reviewmentioning

confidence: 99%

The Role of Managerial Commitment and TPM Implementation Strategies in Productivity Benefits

et al. 2018

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Featured Application: The findings in this research allow managers to know quantitatively the importance of preventive maintenance in an adequate performance of total productive maintenance and productivity benefits in a production system, allowing them pay attention on those activities that are more important.Abstract: The present research proposes a structural equation model to integrate four latent variables: managerial commitment, preventive maintenance, total productive maintenance, and productivity benefits. In addition, these variables are related through six research hypotheses that are validated using collected data from 368 surveys administered in the Mexican manufacturing industry. Consequently, the model is evaluated using partial least squares. The results show that managerial commitment is critical to achieve productivity benefits, while preventive maintenance is indispensable to total preventive maintenance. These results may encourage company managers to focus on managerial commitment and implement preventive maintenance programs to guarantee the success of total productive maintenance.

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Team development when implementing TPM

Cited by 31 publications

References 7 publications

Systemic design for improving team learning climate and capability: A case study

Systemic design for improving team learning climate and capability: A case study

“Partners in perfection”: Human resources facilitating creation and ongoing implementation of self‐managed manufacturing teams in a small medium enterprise

The Role of Managerial Commitment and TPM Implementation Strategies in Productivity Benefits

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