TPM can go beyond maintenance: excerpt from a case implementation

Abstract

Purpose -The aim of this paper is to present a generic model on using the total productive maintenance (TPM) concept in conjunction with ecology oriented manufacturing (EOM) and 5S focusing on their joint strengths in attaining organizational goals in furtherance to the equipment maintenance objectives. Design/methodology/approach -A systematic implementation-framework coupled with the standard tools, techniques and practices has been designed. The framework was applied in a large semiconductor manufacturing company. Findings -It is evident that a well drawn TPM implementation plan not only improves equipment efficiency and effectiveness but also brings appreciable improvements in other areas such as reduction of manufacturing cycle time, size of inventory, customer complaints, and creates cohesive small group autonomous teams and increases the skill and confidence of individuals. The resulting system is found to be more productive in terms of both partial and total productivity measures. This is in line with the current need of manufacturing companies to have an integrated manufacturing management system (IMMS) in order to simultaneously increasing efficiency and improving effectiveness. Practical implications -The applied framework can be mimicked by other manufacturing organizations and similar results could be brought about. As the implementation of TMP in conjunction with the EOM and 5S has come out successful, this can be combined with other manufacturing planning and control (MPC) systems (viz. JIT, MRPII/ERP) to develop an IT-based IMMS. Originality/value -The case study presented here shows that the applications of TPM through the fulfillment of its basic requirements can significantly enhance the accomplishment of organizational objectives beyond the equipment maintenance-subsystem goals and add an array of benefits in the value chain across the various functional areas.

Total Productive Maintenance and Manufacturing Performance: Doeas Technical Complexity in the Production Process Matter?

“…6, December 2013 V. CONCLUSION AND RECOMMENDATION TPM tries to ensure equipment related losses are minimized and more effort is made to reduce equipment-related losses or defects. TPM could essentially help to minimize the deterioration of equipment, hence improving performance as highlighted by various researchers, for instance, [4], [5], [24], [25], and [26]. Meanwhile TPM team usage in the plant being low as shown by the standardized beta value of -0.05 for cost.…”

Barriers and facilitators of the TPM implementation

“…Muchos son los artículos de investigación y estudios de caso que confirman el impacto positivo que la aplicación de un programa de TPM tiene en la eficiencia y efectividad de los sistemas de producción, ya sea mediante su aplicación de forma individual (Chan, Lau, Ip, Chan & Kong, 2005;Shamsuddin, Masjuki & Zahari, 2005;Sharma, Kumar & Kumar, 2006), como en combinación con otros paradigmas de mejora continua como el JIT, TQC o TQM (Cuatrecasas & Torell, 2010;Miyake, Enkawa & Fleury, 1995;Seth & Tripathi, 2006;Shamsuddin et al, 2005;Towill, 2006). El TPM tiene también un impacto positivo en otros aspectos de la organización, como el resultado del negocio (Brah & Chong, 2004;Eti, Ogaji & Probert, 2004b), la rentabilidad organizacional (Ahuja & Khamba, 2008b), las competencias básicas estratégicas, tecnológicas, organizacionales, operacionales, de recursos humanos y competitivas (Ahuja & Khamba, 2008a), las inversiones de capital (Chan et al, 2005), así como las cinco características principales del trabajo y por tanto la motivación, rendimiento, satisfacción y reducción del absentismo de los trabajadores (Nasurdin et al, 2005).…”

Conceptualisation for Implementing Total Productive Maintenance Through the Iso 9001:2008 Standard-Based Quality Management System

“…Four decades since its inception, TPM has become a renowned comprehensive maintenance management strategy [2,4,35,43]. Today TPM is successfully implemented in many countries, including the USA, China, India, Malaysia, South Africa, Libya, Nigeria, Ethiopia, Puerto Rico, Hong Kong, Greece, and Italy [1,2,3,16,21,30,45,59,62,63,67]. The 2010 TPM excellence awards have been awarded by the Japan Institute of Plant Maintenance (JIPM) to organisations in many countries, including Argentina, India, Brazil, Thailand, Turkey, Serbia, China, Romania, Saudi Arabia, and Egypt [32].…”

“…Plan-do-check-act (PDCA) cycle-based connections TPM adopts the PDCA cycle in the 'quality maintenance' pillar [1], whereas the PDCA cycle is used in the ISO 9001:2008 standard [61] to portray the clauses of QMS requirements.…”