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

Díaz-Reza, José Roberto; Alcaráz, Jorge Luis García; Avelar-Sosa, Liliana; Mendoza-Fong, José Roberto; Díez-Muro, Juan Carlos Sáenz; Blanco‐Fernández, Julio

doi:10.3390/app8071153

Cited by 23 publications

(15 citation statements)

References 57 publications

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“…The tenets are to ultimately achieve zero defects, zero faults and zero accidents in all processes of the enterprise, involving the top management to the front-line operators; reduce the incidence of defects and equipment maintenance by establishing different teams and activities running as a system (Venkatesh, 2007). Therefore, TPM is not a temporary activity, but a continuous implementation and improvement program (Díaz-Reza, García-Alcaraz, Avelar-Sosa, Mendoza-Fong, Diez-Muro & Blanco-Fernández, 2018). The concept is later expanded to the maintenance and improvement of the production quality system, through the equipment, process and operator, and increases the commercial value of the product (Sharma & Singh, 2015;Parikh & Mahamuni, 2015).…”

Section: Total Productive Maintenance (Tpm)mentioning

confidence: 99%

Implementing total productive maintenance in a manufacturing small or medium-sized enterprise

Xiang

Feng

2021

JIEM

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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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Section: Total Productive Maintenance (Tpm)mentioning

confidence: 99%

Implementing total productive maintenance in a manufacturing small or medium-sized enterprise

Xiang

Feng

2021

JIEM

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“…Such supports, including spiritual and physical ones as well as necessary resources allocated, can be expressed in verbal or written commitments, statements, policies, plans, or even direct involvement in following up the progress of Kaizen and related practical activities [47,74]. The supports and commitments should be well formulated and effectively articulated as a motivational factor for employees to perform better [83] and more engage in the continuous improvement [51]. Further evidence of this factor can be found in [81,[84][85][86].…”

Section: Supports From Senior Managementmentioning

confidence: 99%

STEAM‐ME: A Novel Model for Successful Kaizen Implementation and Sustainable Performance of SMEs in Vietnam

Nguyễn

2019

Complexity

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The current trend of international integration urges every business organizations to continuously improve their competitive advantage for their survival and sustainable growth. And Kaizen has been a preferable approach in practice. Due to the special role of SMEs in the Vietnam economy, improving their competitiveness is critical. Thus, this study is aimed at identifying determinants of the successful Kaizen implementation and sustainable performance so that SMEs can have proper actions and prioritize their operations within their available resources. Through a formal survey of 213 participants from 62 SMEs which have been successful in implementing Kaizen and appropriate statistical analyses, seven important determinants have been identified, namely, (1) supports from senior management; (2) training; (3) environment; (4) assessment; (5) motivation; (6) mindset; and (7) engagement of all members in the organization. Among them, “mindset” is newly proposed in this study through a qualitative research and found as crucial component in the model. The finding obviously fulfills the existing literature. Moreover, the first letters of the identified factors are orderly congregated as “STEAM-ME” which is a novel model for the successful Kaizen implementation and the sustainable performance of SMEs in Vietnam. “STEAM-ME” implies that organizations need to have a new airflow as “steam” to make all of its members refreshed and brimful of energy to gain significant success in implementing Kaizen, and improve their business performance as well as competitive advantage for their sustainable development. Notably, the novel model can efficiently demonstrate organic relationships among its components which all have positive and significant impacts on the successful Kaizen implementation and sustainable performance of SMEs in Vietnam.

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“…Every latent variable measured by many manifest variables is based on the conceptual model referred to in [9,14,22]. Within this section, respondents rated their interpretation by a five-point Likert scale [31], as shown in Table 1, ranging from 1, referring to no involvement, to 5, very high involvement. The specific items in the second section are shown in Table A1.…”

Section: Questionnaire Designmentioning

confidence: 99%

Service Innovation Model of the Automobile Service Industry

2019

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Service innovations in the service industry will improve its ability to compete in maintenance as well as increase the number of customers. Measuring service innovations according to the characteristics of the automobile industry is important. Thus, the aim of this paper is to develop a model to measure service innovation in the automobile service industry. A structural equation model is created based on theory and previous models. Data about the industry’s perception of service innovation are collected from questionnaires in Kaohsiung, Taiwan. Samples were collected from 61 authorized automobile service centers. The results indicate that customer demand, competition, and a knowledge-based network as enabler factors are positively correlated with service innovation. Furthermore, a new service concept, new client interface, new service delivery system, and new technology options are positively related to service innovation. Finally, service innovation has a significant positive effect on a firm’s performance. This study developed an effective service innovation model of the automobile service industry.

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

Cited by 23 publications

References 57 publications

Implementing total productive maintenance in a manufacturing small or medium-sized enterprise

Implementing total productive maintenance in a manufacturing small or medium-sized enterprise

STEAM‐ME: A Novel Model for Successful Kaizen Implementation and Sustainable Performance of SMEs in Vietnam

Service Innovation Model of the Automobile Service Industry

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