Total productive maintenance in support processes: an enabler for operation excellence

Abstract

In order to stay competitive in today's marketplace, it is vital to reduce activities that do not create value. Lean production has in the last decade been seen as a philosophy to reduce non-value time. The office environment often presents a major improvement opportunity to reduce non-value time. Lean contributes positively to business performance applied in a manufacturing context and is also suggested to do the same in a service context. The purpose of the paper is to analyse and determine how total productive maintenance (TPM) can be applied within the support process and to identify effects from an employee and business perspective. A case study has been performed and a qualitative research approach was selected. Empirical data were gathered by using semi-structured interviews at one case company, but from several teams that had applied TPM. The result was then used as an inductive approach to explore how TPM can be applied in a support process. To implement and apply TPM within an office context, it should be structured in three steps (i) define, (ii) implement and (iii) sustain. TPM should be conducted as a part of the ordinary day-to-day work. The planning and discussions connected to TPM can be included in regular daily departmental 'stand-up meetings' involving everybody. The work with 5S and maintenance should also be a part of the TPM structure, connecting it as a system and not as an isolated activity. TPM can create value from both a business and an employee perspective. In the employee perspective, TPM reduces the risk of missing/forgetting areas of responsibility and creates more involvement. In the business perspective, objectives such as cost and quality are improved, but TPM also enables the reduction of waste.

Fuzzy Copras Method for Performance Measurement in Total Productive Maintenance: A Comparative Analysis

“…TPM is a new concept for maintenance that better optimizes the equipment effectiveness, minimizes breakdowns and encourages operators to autonomous maintenance for day-to-day activities involving total workforce (Andersson 2015). TPM aims to improve equipment effectiveness during the lifetime of the equipment.…”

Modeling the wasted value of data in maintenance investments

“…Summarizing the existing body of knowledge on waste in lean production (Andersson et al, 2015), lean maintenance (Huang et al, 2012;Mostafa et al, 2015), and lean information management (Hicks, 2007;Verhagen et al, 2015), previous research has presented eight types of waste in maintenance data management processes: 1) Unnecessary data in decision making, 2) Unnecessary data in other parts of the data management process, 3) Unnecessary transfer of data, 4) Unnecessary processing of data, 5) Underutilized data management resources, 6) Incorrect data, 7) Incorrect analysis, and 8) Waiting for data and decision making (Marttonen-Arola & Baglee, 2019). Erkoyuncu et al, (2017) note that the majority of maintenance models are focused on specific cases and tend to optimize direct maintenance efforts with expected savings, without taking the resources used in collecting data and developing new methods into account.…”

Lean Management “Quick-Wins”: Results of Implementation. A Case Study

“…In an increasingly competitive environment, it is necessary to effectively manage the companies' processes (Veres et al, 2018). Lean contributes positively to business performance applied in a manufacturing context and is also suggested to do the same in a service context (Andersson, Manfredsson and Lantz, 2015). Thus, a lean production initiative is focused on reducing costs and increasing turnover, systematically and continuously eliminating all non-value-added activities.…”