Thematische Bibliographien / TOTAL PRODUCTIVITY MANAGEMENT (TPM)

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Auswahl der wissenschaftlichen Literatur zum Thema „TOTAL PRODUCTIVITY MANAGEMENT (TPM)“

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Veröffentlicht am 11. September 2023

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Zeitschriftenartikel zum Thema "TOTAL PRODUCTIVITY MANAGEMENT (TPM)"

Modgil, Sachin, und Sanjay Sharma. „Total productive maintenance, total quality management and operational performance“. Journal of Quality in Maintenance Engineering 22, Nr. 4 (10.10.2016): 353–77. http://dx.doi.org/10.1108/jqme-10-2015-0048.

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Purpose The purpose of this paper is to investigate the impact of total productive maintenance (TPM) and total quality management (TQM) practices on operational performance and their inter-relationship. Design/methodology/approach The present study includes three main constructs, namely, TPM, TQM and operational performance of pharmaceutical industry. Under TPM, four constructs, namely, disciplined maintenance, information tracking, housekeeping and operator involvement has been considered with the help of literature. In TQM, four constructs, namely, quality data and reporting, product innovation, research and development (R&D) management and technology management has been considered. Out of 410 Indian pharmaceutical plants contacted for survey, 254 responses have been used in the study for analysis. The factor analysis, path model and structural equation modeling has been used to analyze the proposed framework. The results for alternate models has been studied, interpreted and reported. Finally the direct and indirect effect of TPM and TQM on operational performance has been tested and checked for proving and disproving the hypotheses. Findings TPM practices have a significant impact on plant-level operational performance. When TPM and TQM practices are coming together to achieve operational performance, then TPM is having strong influence on operational performance. TQM is having significant support from TPM to achieve operational performance. TPM impact TQM and TQM in turn helps to achieve operational performance. TPM practices impact significantly R&D, product innovation and technology management, whereas quality data and reporting is the least contributor toward TQM. This may help industry to understand implications of implementation of TPM and TQM to achieve plant-level operational performance. TPM will help to reduce the cost of quality in terms of reduced scrap and less defective products. Practical implications The present study provides the useful insights to practicing managers. In literature it has been mentioned that TQM helps in TPM implementation. In practice TPM plays a great role to achieve quality in processes and therefore in products. In turn quality products, with reduced work in process inventory, less defective products and reduced scrap helps to achieve the operational performance at plant level. TPM practices will help the organization to improve the pace of product innovation and improvement in productivity, which is critical to pharmaceutical industry. The continuous monitoring of TPM practices can help organizations to run day to day operations and maintenance requirement of each machine over a specified period of time. Originality/value The present study diagnoses the inter-dimensional linkage between TPM, TQM and operational performance. The pharmaceutical industry is complex system of advance equipment’s and processes. After human resources, the health of machines/equipment’s describe the strength of an organization. The machines require the regular maintenance to produce the products with desired specifications. The specifications in medicines and very tight, which can be achieved only if machines/testing equipment’s are updated and maintained regularly. The TPM practices will helps the plants to achieve the operational performance by having quality in processes.

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Kumar, Jitendra, Vimlesh Kumar Soni und Geeta Agnihotri. „Impact of TPM implementation on Indian manufacturing industry“. International Journal of Productivity and Performance Management 63, Nr. 1 (07.01.2014): 44–56. http://dx.doi.org/10.1108/ijppm-06-2012-0051.

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Purpose – The purpose of this paper is to identify the relationship between TPM programme and manufacturing performance in Indian manufacturing industries; to discern the benefits obtained from TPM implementation; to identify common indicators; and to explore the common expectation while TPM implementation. Design/methodology/approach – In this paper acceptability and implementation of TPM programme in Indian manufacturing industry have been elaborated to ascertain the tangible and intangible benefits accrued as a result of successful TPM implementation. A semi-structured questionnaire survey approach has been adopted for the justification of TPM implementation and benefits gained by it in Indian context. Survey has covered mainly automobile and machinery sector throughout India. A total of 57 filled responses have been received and analysed to find the impact of TPM programme on manufacturing productivity. Findings – The paper establishes the impact of successful TPM implementation on manufacturing performance. TPM initiatives have shown marked improvement in the equipment availability, performance and produced quality and have also brought appreciable improvement in other manufacturing functions in the organizations. It has been observed that TPM deployment contributes to improve the manufacturing productivity, quality, delivery, safety, morale, ensuring the cost effectiveness of the manufacturing function within the organization. The paper also indicates that overall equipment effectiveness (OEE) can be used for performance improvement without TPM implementation. Research limitations/implications – Because of the chosen research approach, the research results may lack generalizability. Therefore, researchers are encouraged to test the proposed propositions further. Practical implications – This paper highlights the contribution of TPM programme and OEE measure to ensure enhanced manufacturing productivity. The benefits gained by TPM implementation in selected Indian manufacturing industries have been highlighted, that could be genuine source of motivation to other manufacturing organizations to go in for TPM programme. Originality/value – The present study encompasses systematic identification of factors affecting overall organizational performance and the common expectations of the firms through implementation of TPM programme. TPM initiatives provide regular OEE measure, performance monitoring and improvement, and developing guidelines for achieving enhanced manufacturing productivity.

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Munir, M. A., M. A. Zaheer, M. Haider, M. Z. Rafique, M. A. Rasool und M. S. Amjad. „Problems and Barriers Affecting Total Productive Maintenance Implementation“. Engineering, Technology & Applied Science Research 9, Nr. 5 (09.10.2019): 4818–23. http://dx.doi.org/10.48084/etasr.3082.

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Total productive maintenance (TPM) is at the forefront of the maintenance strategies which brought about a paradigm shift from repair-maintenance strategy to proactive maintenance. The philosophy of TPM entails the facets of cost reduction and increased productivity. However, it has been observed that many manufacturing enterprises have made unsuccessful attempts at its adoption. In order to detect and overcome a qualitative research methodology has been employed and a survey has been carried out identifying the barriers and categorizing them to strategic, managerial, departmental, financial, and social regimes through rigorous data analysis. It was observed that strategic constraints are primarily detrimental to the success of TPM due to the lack of defined strategies for workers by management. Moreover, the departmental constraints are present due to misalignment between TPM and departmental objectives, in addition to the lack of training for workers in the system for TPM implementation. Moreover, there are managerial and financial constraints due to the lack of information visibility and finances, social constraints due to gap between top management authorization and worker mentality. Finally, a proper strategy has been proposed to address the issues affecting TPM implementation.

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TORRELL MARTINEZ, FRANCESCA, LLUIS CUATRECASAS ARBOS und JORGE OLIVELLA NADAL. „KEY FACTOR: PARTICULARIZATION MODEL FOR TPM DEPLOYMENT“. DYNA DYNA-ACELERADO (14.10.2021): [ 2 pp.]. http://dx.doi.org/10.6036/10323.

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TPM (Total Productive Maintenance), which is part of the Lean Management philosophy, aims to increase the company's productivity by reducing efficiency losses during manufacturing. TPM allows organizations to know the real efficiency with which they are working and the losses of the production process, and with the application of this methodology to improve the efficiency of the equipment and the competitiveness of the company.

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Haider, M. M. Nadim, und Md Rafiquzzaman. „Implementation of Total Productive Maintenance in a Jute Bag Industry:a Case Study“. Journal of Engineering Science 14, Nr. 1 (18.07.2023): 137–49. http://dx.doi.org/10.3329/jes.v14i1.67642.

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In this competitive world, manufacturing industries are suffering from several problems such as breakdown of machine, production adjustments, poor working of defective equipment, poor maintenance and management, unhealthy working area and this lead to low productivity, increasing wastage, fire damage and major losses in the company’s growth. Total Productive Maintenance (TPM) approaches can be promising solution to overcome these problems. Therefore, this study attempts to evaluate the contributions TPM initiatives towards improving manufacturing performance in a Jute bag manufacturing industry in Bangladesh. Specific objectives of this study are identification and reduction of major losses by using TPM tools and evaluation of the effectiveness by analyzing Overall Equipment Efficiency (OEE). The correlations between various TPM implementation dimensions and manufacturing performance improvements have been evaluated and validated by employing overall equipment effectiveness (OEE) in the jute bag plant. In this study TPM tools such as 5S, Autonomous Maintenance, Kobetsu Kaizen, Planned Maintenance and Education and Training have been implemented in the selected company. The equipment failure losses are reduced 3.85% through continuous improvement concept. The defect rate is reduced by 1.84% by taking preventive action. Most importantly it is observed that the OEE is improved from 7.42% i.e improved the productivity as well as improved the quality of product. Journal of Engineering Science 14(1), 2023, 137-149

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Ondra, Pavel. „The Impact of Single Minute Exchange of Die and Total Productive Maintenance on Overall Equipment Effectiveness“. Journal of Competitiveness 14, Nr. 3 (30.09.2022): 113–32. http://dx.doi.org/10.7441/joc.2022.03.07.

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Due to intense global competition, manufacturing companies need to improve and optimize productivity, increase production and flexibility, and gain competitive advantages. Companies have begun to look for new approaches and strategies in the field of production management. This includes tools like Single Minute Exchange of Die (SMED) and Total Productive Maintenance (TPM), which aim to manage machines and equipment, reduce waste and lead time, and ensure and enhance competitiveness. The main objective of this study is to explore the connection and the context of the use of industrial engineering tools, namely SMED and TPM, and to monitor and evaluate Overall Equipment Effectiveness (OEE) in industrial companies in the Czech Republic. A comprehensive questionnaire survey of 200 companies and a detailed evaluation of the operational performance of 92 companies were carried out from the third quarter of 2019 to the third quarter of 2020. It was found out that 20.5% of companies implemented SMED, 26.5% of companies implemented TPM, and 54.0% of companies did not monitor and evaluate OEE. The research confirms the theoretical link between SMED and OEE and between OEE and TPM. The statistical significance of the use of SMED and TPM separately was not demonstrated. However, the mutual interaction of using TPM and SMED on the OEE level was proved.

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Yusri, Doni, und Chairul Anwar. „EVALUASI PENERAPAN TOTAL PRODUCTIVE MAINTENANCE PADA LINI PRODUKSI PACKHOUSE DI PT XWZ, Tbk- NAROGONG PLANT“. Jurnal Sains Terapan 12, Khusus (12.12.2022): 1–14. http://dx.doi.org/10.29244/jstsv.12.khusus.1-14.

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PT XWZ is a manufacturing company that produces several types of cement. The maintenance of the production performance by employees at this company is important due to increasing productivity meet. If the production process runs according to the planned schedule, it will produce quality products, the right time to complete the production process, and low production costs. The implementation of Total Productive Maintenance (TPM) is one of solutions to improve production performance by involving the company's human resources for maintaining in production including the management of equipment and machine maintenance. There are several aims in this study aims, namely evaluating the implementation of TPM, evaluating the facility maintenance management system, identifying the implementation of the 8 pillars of TPM, analyzing the application of 5S culture, and analyzing the F-Tags Category. The results showed that TPM activities, facility maintenance, implementation of the 8 pillars, 5S culture had been carried out well. ABSTRAKPT XWZ, Tbk merupakan perusahaan manufaktur yang memproduksi semen. Perawatan peralatan dan mesin oleh karyawan di lini produksi pada perusahaan menjadi penting dikarenakan tuntukan produktivitas yang semakin tinggi. Proses produksi yang berjalan sesuai dengan jadwal yang telah direncanakan, akan mempengaruhi kualitas produk yang dihasilkan, waktu penyelesaian proses produksi yang tepat, serta biaya produksi yang murah. Penerapan Total Productive Maintenance (TPM) merupakan salah satu cara untuk meningkatkan kinerja produksi dengan melibatkan sumberdaya manusia yang dimiliki perusahaan terhadap perawatan lini produksi termasuk mesin packhouse. Penelitian ini bertujuan untuk mengkaji penerapan TPM, mengevaluasi sistem manajemen perawatan fasilitas, mengevaluasi pelaksanaan 8 pilar TPM, mengidentifikasi pelaksanaan budaya 5S, dan menganalisis F-Tags Category. Hasil penelitian menunjukan bahwa kegiatan TPM, perawatan fasilitas, pelaksanaan 8 pilar, budaya 5S telah dilakukan dengan baik namun belum maksimal.

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Balassiano, Victor, und Steve Bullough. „Measures of academy productivity in English championship clubs“. Team Performance Management: An International Journal 27, Nr. 3/4 (06.05.2021): 332–50. http://dx.doi.org/10.1108/tpm-09-2020-0083.

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Purpose This study quantifies academy productivity within English football clubs that have competed in the second tier (Championship) between 2017 and 2020. Previous research has outlined that clubs situated underneath the top leagues have an important role in the development of elite professional players. This study aims to examine that level of the pathway further in England. Design/methodology/approach The utilisation of academy players was conducted with data from 33 eligible clubs, from 2017/2018 to 2019/2020. Two measures of productivity are defined for comparison: “Utilisation” (the total minutes played by academy graduates) and “Starts” (the number of times an academy player started for the first team). To quantify these measures, players and clubs’ indices were also defined through two perspectives: “global” (proportion of all games played from 2017/2018 to 2019/2020) and “local” (proportion of games the player featured only). Nationality and position were also included. Findings Headline findings demonstrate large differences between clubs for the type and proportion of playing opportunities created. The data outlines that academy graduates have greater utilisation and starts in cup competitions, particularly the English Football League cup. Clubs in the sample being relegated from the Premier League into the Championship recorded weaker “utilisation” and “starts” compared to those that competed in the lower divisions. Academies are producing and using a greater proportion of defensive players (goalkeepers, defenders, defensive midfielders) compared to more attacking sectors of the pitch. Originality/value This offers useful insight for academy managers, allowing comparisons between clubs. It has implications for future strategies around the role of the academy and approaches to generating player opportunity.

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Singh, Jagdeep, Harwinder Singh und Vinayak Sharma. „Success of TPM concept in a manufacturing unit – a case study“. International Journal of Productivity and Performance Management 67, Nr. 3 (05.03.2018): 536–49. http://dx.doi.org/10.1108/ijppm-01-2017-0003.

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Purpose The purpose of this paper is to implement new concept of mobile maintenance in manufacturing industry of Northern India. This study tries to introduce the new concept of total productive maintenance program in the case company. Design/methodology/approach The approach is to study the role of mobile maintenance in the context of Indian industry through significant improvement in overall equipment effectiveness (OEE). Findings This industry adopted the mobile maintenance strategy and improved their productivity by decreasing breakdown time. This mobile maintenance strategy can reduce major breakdowns, setup and adjustment losses and improve productivity, product quality and OEE of equipment. Results indicate an average increase in production of 15.63 percent, average reduction in breakdown time of 23.14 percent, average reduction in rejection rate of 17.94 percent and average increase in OEE of 17.08 percent. Moreover, the results of improvements in parameters are validated by using multi-criteria decision-making approaches. Research limitations/implications Maintenance is of great importance in modern era of manufacturing systems for those organizations who consider maintenance as a profit-generating factor. In the dynamic and highly challenging environment, reliable manufacturing equipment is regarded as the major contributor to the performance and profitability of manufacturing systems. Moreover, the selection of manufacturing industry is done on the basis of convenience sampling technique. Originality/value Industry can improve machine availability and OEE by implementing this mobile maintenance concept especially in the Indian context and is very beneficially for the case company under study.

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Singh, Kanwarpreet, und Inderpreet Singh Ahuja. „Effectiveness of TPM implementation with and without integration with TQM in Indian manufacturing industries“. Journal of Quality in Maintenance Engineering 20, Nr. 4 (07.10.2014): 415–35. http://dx.doi.org/10.1108/jqme-01-2013-0003.

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Purpose – The purpose of this paper is to evaluate and extract various significant factors influencing the implementation of total quality management (TQM) and total productive maintenance (TPM) on business performance for the following approaches: TPM alone; both TQM-TPM combined for improving manufacturing performance in the Indian manufacturing industry. Design/methodology/approach – In the present study, 94 manufacturing organizations have been extensively surveyed, to ascertain the contributions made by TQM and TPM initiatives in the Indian manufacturing industries toward realizing manufacturing performance improvements. The correlations between various TQM and TPM implementation issues and manufacturing performance improvements have been evaluated and validated by employing various statistical tools. Findings – This paper illustrates how the synergistic relationship of TQM and TPM paradigms can be helpful for Indian manufacturing industries to enhance overall business performance. The major objectives of this research is to examine, the effectiveness of performance parameters (dependent variables) and factors of implementation (independent variables) of companies implementing TPM alone and TQM-TPM combined approach to improve their business performance and how the support of TQM provides a synergetic effect on TPM's contribution in improving better business performance. Originality/value – TQM and TPM, are such popular initiatives employed by the manufacturing organizations as performance improvement techniques. These programs are employed world over for attaining customer satisfaction, reliability, productivity, market share, profitability and even survival. The study stresses upon the need for improving coordination between manufacturing parameters and other organizational quality improvement initiatives through transfusion of TQM and TPM and to examine the impact of experience in terms of time period on effectiveness of performance parameters when TQM is supported by TPM for Indian manufacturing companies.

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Dissertationen zum Thema "TOTAL PRODUCTIVITY MANAGEMENT (TPM)"

KUMAR, RAKESH. „STUDY OF SELECT ISSUES OF TOTAL QUALITY MANAGEMENT IN INDIAN FMCGs INDUSTRY“. Thesis, DELHI TECHNOLOGICAL UNIVERSITY, 2021. http://dspace.dtu.ac.in:8080/jspui/handle/repository/18912.

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The 21st century seems to have practically adopted performance measurement as a tool for continuous improvement; hence a productive change in the world of business is quite noticeable. Measuring performance continuously has become essential for masses of organizations as this is the only way that organizations can compete with global challenges. Performance measurement is often confused with performance management and mostly misunderstood as synonyms. Performance measurement is a solo activity that is employed to access performance for a predetermined goal on a set of parameters. As opposed to this, performance management is an integrated activity that aims to nurture and institutionalize performance management as a fundamental system of an organization. In this parlance, performance measurement is considered as one of the tools that are used in measuring the actual performance of the system to achieve the goal. Similarly, performance management is viewed as an activity of goal setting and monitoring the achievement of goals. Performance management in this sense is viewed as another form of management by objectives (MBO). In De-facto, management by objectives is one of the important features of performance management. The performance of an organizational system is the aggregate output of performance of its subsystems, which are directly linked with the goal of the organization. The strategies of the organization are interpreted as Systems of the System (SoS) viz Total Quality Management (TQM), Just-In-Time Management (JIT), Lean Manufacturing (LM), Logistics Management, assembly system, facility management, Supply Chain Management (SCM) system etc. This strategy of a subsystem is dynamic in nature and acts to achieve their individual goal with enablers and drivers called critical success factors (CSFs) which ultimately converges with the organizational goal. The name/title or levels of these CSFs may appear the same, but their approach differs from one other as per the system requirement. In recent decades, Total Quality Management (TQM) has become the approach ix of confidence for those organizations who have still been struggling to implement it without any barrier in their organizational system. Moreover, it is a benchmark level of dominance for those organizations who are using it as a tool in their various continuous improvement programs such as lean production, six-sigma approach, Just-in-Time manufacturing and Total Productivity Management (TPM). Thereby, the TQM implementation seems to be determined to hone their performance level so as to attain a benchmark that would lead them to get a sustainable status. The critical success factors (CSFs) certainly in this context have been playing a pivotal role. They have been contributing to making the industries more competitive and sustainable by introducing new technologies and bringing forth new perspectives into the organization. It is a well-known fact that an organization’s performance is largely determined by its employees. A TQM aware employee understands and manages quality in their daily activities. These factors lead a successful company to consistently measure and improve its quality-related functions. At present, the FMCGs industries operate on the basis of consumer demand for variety and change which leads to continuous improvement with innovative products. Simultaneously customer wants that they must take for granted that the items and services they consume should work well as soon as they purchase them. There are also residual losses when customers abandon products and brands for quality reasons. To achieve success with a total quality management program or any other improvement methodology, managers must understand the quality goals for their product or company. FMCGs consumers choose their daily need products according to their hygienic compatibility, taste and thus change their purchasing decisions according to their lifestyle. However, back here in developing countries such as India, many industries do not bother with the performance measurement of their subsystems or strategies. Corporations do not share the correct information about the performance of their business nor do they have the facility to measure the impact of implemented strate- x gies. TQM performance heavily depends on how well the TQM system is designed for the organization. In other words, it is quite difficult to improve overall TQM perfor- mance if decisions criteria (attributes, i.e critical success factors) are not embedded or considered at the phase of TQM system design. The study of the connection between the CSFs and total quality management (TQM) is essential for effective TQM. Many authors suggest that the CSFs for any objective should be SMART and an acronym for: Specific, Measurable, Attainable, Realistic and Timely. Stat- ing or defining CSFs are top management’s responsibility and the quality of their statement reflects the quality of their strategic planning. Many FMCGs industries are successful and they achieve their success because of their effective TQM system design and management of quality-related activities. This information paves the way for the present thesis which is aimed to examine different issues related to TQM performance measurement in the Indian FMCGs in- dustry. To overcome this problem, in this study, barriers have been decided on the basis of the ranking of the CSFs. Firstly, a set of questionnaires has been developed to identify the issues related to TQM performance measurement practices in Indian FMCGs industries. Then, the issues related to the TQM performance in the indus- try have been identified through survey. Then, hypotheses concerning have been formulated and tested. Moreover, a case study has been performed and analyzed using the SAP-LAP framework in a particular FMCG company domain. In the last phase, a Knowledge-Based Performance Measurement (KBPM) framework has been developed to rank the CSFs of TQM system using fuzzy-logic approach to evaluate the effectiveness. From the results, it has been revealed that the performance of TQM can be improved remarkably if it applies properly. Moreover, the author be- lieves that the outcome of this thesis could be used for reference analysis to improve the effectiveness of existing TQM practices in the FMCG industries.

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TERÁN, VÁZQUEZ MARÍA FERNANDA. „“TPM” TOTAL PRODUCT MANAGEMENT/MANEJO TOTAL DEL PRODUCTO“. Tesis de Licenciatura, Universidad Autónoma del Estado de México, 2018. http://hdl.handle.net/20.500.11799/94572.

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La presente memoria de experiencia profesional tiene como objetivo comprobar que proteger la calidad e integridad del producto es lo más importante para la compañía, ya que depende por completo del cliente y este a su vez se debe asegurar la correcta rotación y frescura de los productos terminados para evitar que alcancen o rebasen su estándar de edad en cualquier etapa de la cadena de valor, desde su ingreso al Centro de Distribución (CEDIS) y finalmente a manos de los clientes. El puesto de Total Product Management o Manejo Total del Producto (TPM) surgió de la necesidad de contar con un sistema de mejora continua para la administración de todos los elementos que conforman a la compañía Jugos del Valle S.A. de C.V. (JDV), puesto que fue implementado por el grupo The Coca-Cola company gracias a ello, se contribuye la participación en la elaboración de los productos dentro de los estándares de calidad, inocuidad y seguridad que el cliente requiere, de igual forma cumplir al 100% los procesos que lo conllevan y que de este modo se tenga una operación controlada. Al responsable del puesto de TPM, se le conoce como analista TPM ya que es el encargado de aplicar los procesos para todas las etapas de la cadena de valor, es decir desde que se elabora el producto, pasando por almacén de planta, transporte, centros de distribución, rutas, distribuidores, detallistas y por último llegando a manos del cliente final. Las condiciones de manejo para los productos que la compañía requiere dependen del tiempo de permanencia y la temperatura en toda la cadena de valor, desde su almacenamiento, distribución, comercialización y exhibición de los productos. Se tiene que garantizar al consumidor que los productos que se les están vendiendo son recibidos con el grado de frescura y calidad requerida, cabe mencionar que dentro de las bondades adicionales a mencionar podemos destacar el aumento efectivo para la mejora a la rotación y el incremento de la calidad logrado en los procesos productivos dirigidos al mercado de bebidas.

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Schoba, Marcelo. „Integração MASP/TPM como base para implantação da gestão pela qualidade“. [s.n.], 2003. http://repositorio.unicamp.br/jspui/handle/REPOSIP/264032.

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Orientador: Eugenio Jose Zoqui
Dissertação (mestrado profissional) - Universidade Estadual de Campinas, Faculdade de Engenharia Mecanica
Made available in DSpace on 2018-08-04T02:58:44Z (GMT). No. of bitstreams: 1 Schoba_Marcelo_M.pdf: 3255948 bytes, checksum: b66505b66d660005f8d4a73a3989c911 (MD5) Previous issue date: 2003
Resumo: O objeto do trabalho é uma planta produtiva onde os indicadores de performance chaves se encontravam em níveis muito baixos. Propõe-se estabelecer um conjunto de atividades baseadas na trilogia de Juran, utilizando o MASP e o TPM de maneira integrada como ferramentas para a melhora do desempenho da planta
Abstract: The object of this work is a productive plant with the key performance indicators in low levels. It is proposed to stablish a group of activities based upon the Juran trilogy, using the MASP and the TPM integrated as tools to improve the performance of the plant. Key Words: Juran Trilogy, MASP, TPM, Quality
Mestrado
Gestão da Qualidade Total
Mestre Profissional em Engenharia Mecanica

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Cortinas, David B. „On-site construction productivity improvement through Total Quality Management.“ Thesis, Springfield, Virginia: Available from National Technical Information Service, 1991. http://hdl.handle.net/10945/28422.

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Turner, Richard E. „The Effect of Total Quality Management on Faculty Productivity“. NSUWorks, 1997. http://nsuworks.nova.edu/gscis_etd/890.

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This project examined the implementation of a Total Quality Management (TQM) process to enhance Professional Development at a New England College. The goals of the study were: [1) to improve the quality of academic instruction (Excellence). [2] to improve the quality of faculty responsiveness to student concerns (Access). [3] to improve the quality of the faculty development process (Innovation). A search of the literature produced a number of studies showing the need for quality improvement in faculty productivity on a national scale. A cross-functional team composed of faculty, staff and administrators made up the TQM process group. A systemic evaluation model of disciplined inquiry was used to collect data for decision making. The purpose of the TQM group was to improve the faculty development process, to educate faculty in terms of alternate strategies for improving services and to enhance professional competencies. The Team used formal TQM tools such as fishbone, check sheet and histogram in its process. The TQM process group chose a feedback mechanism for measuring progress towards attainment of goals and objectives. This progress measurement compared baseline data with outcome data in a number of key areas of concern. The study showed that an ongoing process of continuous improvement in these key areas did affect student retention rate, course evaluations and student service satisfaction rate. There were two measures of baseline information: the Cause and Effect diagram and the student conference scheduling check sheet. These were not designed to directly test the hypothesis. There were four outcome measures that provided information for testing the thesis of improved faculty productivity through a TQM system improvement and assessment process. Two of these measures, the Student Services Survey and the Phone calls returned study, showed statistically significant differences in pre and post TQM groups. A third study, the Student Retention Study, showed an improvement of7% in the number of program dropouts after the intervention. The Evaluation forms (Course and Instructor) showed an improvement of six percent for the post TQM group but this was not found to be statistically significant.

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Miyake, Dario Ikuo. „Programas de melhoria da produtividade e qualidade: um estudo comparativo dos modelos \"Just-in-Time\" (JIT), \"Total Quality Control\" (TQC) e \"Total Productive Maintenance\" (TPM)“. Universidade de São Paulo, 1993. http://www.teses.usp.br/teses/disponiveis/3/3136/tde-11072017-100205/.

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O aumento da competitividade no mercado tem estimulado uma grande busca por conceitos e técnicas que auxiliem os processos de melhoria do desempenho de sistemas produtivos, sobretudo no que tange a produtividade e qualidade. Neste contexto, o estudo da experiência das indústrias japonesas revela que a sua competitividade foi conquistada e tem sido sustentada com base em modelos integrados voltados ao planejamento, implementação e condução dos chamados programas de melhoria da produtividade e qualidade (PMPQ\'s). Tais modelos são baseados em filosofias especificas de gestão da manufatura, sendo que os três seguintes, despontam com grande destaque e constituem o objeto central de estudo desta dissertação: 1. Manufatura Just-in-Time (JIT); 2. Total Quality Control (TQC); 3. Total Productive Maintenance (TPM). O presente trabalho é dedicado ao estudo conceitual destes modelos. Para isso foi elaborado um quadro conceitual sobre a estrutura geral de um PMPQ. Tomando-se este quadro como pano de fundo, estes três modelos foram então caracterizados, analisados e avaliados de forma comparativa. Esta análise possibilitou a identificação dos aspectos específicos a cada um, más também evidenciou muitas semelhanças (exemplo: sua aplicação como instrumento de gestão estratégica da manufatura) entre os mesmos.
Along the last decades a series of geopolitical and macroeconomic changes have made the competition in international trade tougher. Although the brazilian economy has not been so integrated to the international market, effects of such trend are already disturbing the dynamics of Braazilian companies. Therefore an increasing number of companies have driven themselves into processes aimed to increase competitive power through strategies that value mainly attributes like cost and quality. Such processes have in general a broad scope and are usully called Productivity and Quality Improvement Programs (PQIP\'s). In this context, new paradigms for planning, implementation and guidance of such programs have risen from japanese industries. Among these paradigms, three of them are worthy of special attention and represent the main object of this work. Each of these paradigms have their own manufacturing management philosophy and are the following; 1. the paradigm based on Just-In-Time (JIT) Manufacturing philosophy, 2. the paradigm based on Total Quality Control (TQC) philosophy and 3. the paradigm based on Total Productive Maintenance (TPM) philosophy, This work is dedicated to the conceptual investigation of these paradigms. First, a conceptual framework for the general structure of a PQIP was built. Then it was taken as a frame in order to present, analyse and evaluate comparatively the three paradigms. The investigation resulted in the recognition of features that are unique to each one but it also exposed many similarities among them. One commom feature is that all three admit their use as a tool for strategic management of manufacturing, an activity that has been overlooked by western industrial companies organized and managed in traditional way. The investigation also revealed a clear resolution of these paradigms to search the achievement of economic objectives of a firm without confronting and neglecting the social and humanistic demands expressed by the human resources engaged in production.

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Al-Khawaldeh, Khleef A., University of Western Sydney, College of Law and Business und School of Management. „Total quality management and productivity in industrial corporations in Jordan“. THESIS_CLAB_MAN_AlKhawaldeh_K.xml, 2001. http://handle.uws.edu.au:8081/1959.7/409.

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The purpose of this analytical study is to determine the degree of application of Total Quality Management (TQM) philosophy and practices in the industrial corporations in Jordan. Through detailed examination of primary and secondary empirical data from these corporations, the study examines the link between TQM and labour productivity. The population of the study consists of all Jordanian shareholding corporations listed under the industrial category in Amman Stock Exchange. In late 1998, this consisted of a total of 90 companies. Both quantitative and qualitative data were collected and analysed in investigating the relationship between TQM implementation and labour productivity. Detailed survey responses from 76 participating companies were classified into two groups: high-level TQM implementation and low-level TQM implementation. About 60% of these companies were classified as companies with high-level TQM. Descriptive analysis of the survey responses plus company report data found that mean labour productivity measurements for companies with high-level TQM were significantly higher than for those with low-level TQM over the years (1993-1998). Also mean growth rates of labour productivity measurements for companies with high-level TQM were higher than for those with low-level of TQM during this period. Regression analysis demonstrated a statistically significant positive relationship between TQM and labour productivity. This relationship showed a high positive slope in companies with ISO 9000 certification, and considerably lower (but still positive) slope in companies without ISO 9000 certification.
Doctor of Philosophy (PhD)

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Al-Khawaldeh, Khleef A. „Total quality management and productivity in industrial corporations in Jordan“. Thesis, View thesis View thesis, 2001. http://handle.uws.edu.au:8081/1959.7/409.

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Al-Khawaldeh, Khleef A. „Total quality management and productivity in industrial corporations in Jordan /“. View thesis View thesis, 2001. http://library.uws.edu.au/adt-NUWS/public/adt-NUWS20030408.095020/index.html.

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Ames, Victor, Walter Vásquez, Iliana Macassi und Carlos Raymundo. „Maintenance management model based on Lean Manufacturing to increase the productivity of a company in the Plastic sector“. Latin American and Caribbean Consortium of Engineering Institutions, 2019. http://hdl.handle.net/10757/656248.

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The current demand of the plastic sector has been increasing, managing to exceed the productivity of SMEs in developing countries such as Peru. Within this framework, the demand is greater than the supply due to the low production of the companies, which present a high index of hours due to lack of maintenance of the machines. The purpose of solving the main problem is to reduce the hours of low productivity that represent a great monetary loss for the company. That is why, by implementing this maintenance management model that is based on Lean Manufacturing, it will allow for a broad competitive advantage in the sector. This model was validated by implementing the TPM and SMED tools of the Lean Manufacturing philosophy within the plastics plant, achieving results that determine the degree of improvement of productivity in the company. Finally, after having validated the model, it is concluded that it could increase the capacity used by the company by 20% with the reduction of the changes.

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Bücher zum Thema "TOTAL PRODUCTIVITY MANAGEMENT (TPM)"

Takashi, Osada, Hrsg. TPM, total productive maintenance. Tokyo, Japan: Asian Productivity Organization, 1990.

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Productivity improvements through TPM: The philosophy and application of total productive maintenance. New york: Prentice Hall, 1995.

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G, Thor Carl, Hrsg. World-class quality and productivity: Fifteen strategies for improving performance. Menlo, Calif: Crisp Publications, 1998.

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G, Thor Carl, und Chartered Institute of Bankers, Hrsg. World-class quality and productivity: Fifteen strategies for improving performance. Canterbury: Financial World Publishing, 2001.

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Nakajima, Seiichi. Introduction to TPM: Total productive maintenance. Cambridge, Mass: Productivity Press, 1988.

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Nakajima, Seiichi. Introduction to TPM: Total productive maintenance. Cambridge, Mass: Productivity Press, 1988.

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New directions for TPM. Cambridge, Mass: Productivity Press, 1992.

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Kyōkai, Nihon Puranto Mentenansu, Hrsg. TPM for every operator. Portland, Or: Productivity Press, 1996.

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TPM for workshop leaders. Cambridge, Mass: Productivity Press, 1992.

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1928-, Nakajima Seiichi, Hrsg. TPM development program: Implementing total productive maintenance. Cambridge, Mass: Productivity Press, 1989.

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Buchteile zum Thema "TOTAL PRODUCTIVITY MANAGEMENT (TPM)"

Heller, Thomas, und Christian Prasse. „Die TPM-Architektur“. In Total Productive Management - ganzheitlich, 1–24. Berlin, Heidelberg: Springer Berlin Heidelberg, 2017. http://dx.doi.org/10.1007/978-3-662-53257-7_1.

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Al-Radhi, Mehdi. „Total Productive Management (TPM)“. In Handbuch QM-Methoden, 97–130. München: Carl Hanser Verlag GmbH & Co. KG, 2015. http://dx.doi.org/10.3139/9783446444416.004.

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Matyas, Kurt. „Total Productive Management (TPM)“. In Instandhaltungslogistik, 205–34. 8. Aufl. München: Carl Hanser Verlag GmbH & Co. KG, 2022. http://dx.doi.org/10.3139/9783446470095.008.

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Matyas, Kurt. „Total Productive Management (TPM)“. In Instandhaltungslogistik, 221–50. München: Carl Hanser Verlag GmbH & Co. KG, 2016. http://dx.doi.org/10.3139/9783446446168.009.

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Matyas, Kurt. „Total Productive Management (TPM)“. In Qualitätsmanagement, 323–50. München: Carl Hanser Verlag GmbH & Co. KG, 2016. http://dx.doi.org/10.3139/9783446448407.014.

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Al-Radhi, Mehdi. „Total Productive Management (TPM)“. In Handbuch QM-Methoden, 97–130. München: Carl Hanser Verlag GmbH & Co. KG, 2013. http://dx.doi.org/10.3139/9783446435865.004.

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Matyas, Kurt. „Total Productive Management (TPM)“. In Instandhaltungslogistik, 191–216. München: Carl Hanser Verlag GmbH & Co. KG, 2013. http://dx.doi.org/10.3139/9783446435896.009.

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Matyas, Kurt. „Total Productive Management (TPM)“. In Instandhaltungslogistik, 221–50. München: Carl Hanser Verlag GmbH & Co. KG, 2018. http://dx.doi.org/10.3139/9783446457638.009.

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Luthra, Sunil, Dixit Garg, Ashish Agarwal und Sachin K. Mangla. „Total Productive Maintenance (TPM)“. In Total Quality Management (TQM), 149–72. Boca Raton : CRC Press, 2020. |: CRC Press, 2020. http://dx.doi.org/10.1201/9781003053156-9.

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Heller, Thomas, und Christian Prasse. „Relevanzprüfung: Ist TPM das Richtige für Sie?“ In Total Productive Management - ganzheitlich, 37–55. Berlin, Heidelberg: Springer Berlin Heidelberg, 2017. http://dx.doi.org/10.1007/978-3-662-53257-7_3.

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Konferenzberichte zum Thema "TOTAL PRODUCTIVITY MANAGEMENT (TPM)"

Kistler, Ernest L. „Balancing Management and Technical Considerations for Environmentally Responsible Engineering“. In ASME 1996 International Mechanical Engineering Congress and Exposition. American Society of Mechanical Engineers, 1996. http://dx.doi.org/10.1115/imece1996-0875.

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Abstract This paper is about ways of visualizing and achieving harmonious balance between technical and managerial considerations with regard to environmental aspects of the design of complex systems. Environmental considerations strongly involve GeoSpatial Technology (GST) in the overall Life Cycle Analysis (LCA) of a total Product Realization Process (PRP). Hence, GST is a critical Emerging Technology essential for competitiveness and sustainable development in a global economy. Human dimensions of sustainable development are discussed as part of Total Productivity Management (TPM), and it is shown that certain aspects of the so-called “reengineering revolution” are not robust in the sense of Taguchi (and therefore are not sustainable). The concept of profit is discussed, and management considerations for maximizing corporate profit are examined through use of Kistler’s Productivity Gain Function (PGF) or Generalized Productivity Gain Function (GPGF) to account for numerous complex issues.

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Ahuja, Inderpreet Singh, J. S. Khamba und Rajesh Choudhary. „Improved Organizational Behavior Through Strategic Total Productive Maintenance Implementation“. In ASME 2006 International Mechanical Engineering Congress and Exposition. ASMEDC, 2006. http://dx.doi.org/10.1115/imece2006-15783.

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The manufacturing industry has experienced an unprecedented degree of change in the highly competitive and dynamics manufacturing scenario. Recent competitive trends have been pushing manufacturing executives to reconsider the impact and importance of increasing equipment availability and utilization, maintenance productivity and resource utilization, and increasing quality and responsiveness of maintenance services in meeting overall goals to achieve World Class status. TPM has been envisioned as an effective tool in the quest for achieving the world class status and meeting the ever increasing competition. This paper elaborates the contribution of TPM implementation towards improvement in organizational behavior in the Indian process industry in the quest to attain world-class competitiveness and sustainability efforts. The case study of TPM implementation though team building in Indian process industry has been brought out through the presentation of TPM benefits at the Hot Strip Mill division at a steel manufacturing company. The various aspects of TPM implementation have also been illustrated with the help of a case study.

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Carpentier, P. L., J. E. Devereux, D. R. Harper und R. W. Miller. „Implementing a Total Productive Management (TPM) System in Production Operations“. In SPE Annual Technical Conference and Exhibition. Society of Petroleum Engineers, 1994. http://dx.doi.org/10.2118/28469-ms.

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BARRY, DOMINICK. „Total quality management - Cultures for improved productivity“. In 1st National Total Quality Management Symposium. Reston, Virigina: American Institute of Aeronautics and Astronautics, 1989. http://dx.doi.org/10.2514/6.1989-3234.

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Kholopane, Pule A., Leon Pretorius und Alwyn Strauss. „Some Effects of a Human Resources Strategy on Total Productive Manufacturing (TPM) improvement“. In PICMET '07 - 2007 Portland International Conference on Management of Engineering & Technology. IEEE, 2007. http://dx.doi.org/10.1109/picmet.2007.4349562.

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Tang, Wei, Lili Zhang und Rui Tang. „Empirical Research of China’s Environmentally Adjusted Total Factor Productivity“. In Fifth International Conference on Economic and Business Management (FEBM 2020). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/aebmr.k.201211.085.

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Dong, Yajuan. „Decomposition and convergence of total factor productivity in China“. In 2010 2nd IEEE International Conference on Information Management and Engineering. IEEE, 2010. http://dx.doi.org/10.1109/icime.2010.5478102.

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Xin, Lei, und Chunyan Du. „The Effect of Digital Economy on Industrial Total Factor Productivity“. In The 10th International Symposium on Project Management, China. Riverwood, NSW, Australia: Aussino Academic Publishing House, 2022. http://dx.doi.org/10.52202/065147-0105.

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Li, Qing, Meier Zhuang, Lu Ning, Tang Li und Xiaoqing Wu. „The Influencing Mechanism of Information Management Ability on Firm Total Factor Productivity“. In IMMS 2021: 2021 4th International Conference on Information Management and Management Science. New York, NY, USA: ACM, 2021. http://dx.doi.org/10.1145/3485190.3485213.

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Fengge, Yao, und Liu Bo. „Empirical study on total factor productivity of national joint-stock commercial banks“. In 2013 6th International Conference on Information Management, Innovation Management and Industrial Engineering (ICIII). IEEE, 2013. http://dx.doi.org/10.1109/iciii.2013.6703649.

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Berichte der Organisationen zum Thema "TOTAL PRODUCTIVITY MANAGEMENT (TPM)"

Margenau, Eric, und Lenza Paul. A 23-year summary of a Monitoring Avian Productivity and Survivorship (MAPS) bird banding site in New River Gorge National River, West Virginia. National Park Service, August 2021. http://dx.doi.org/10.36967/nrr-2287051.

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Long-term bird banding data were collected from 1996–2019 (except in 2008) to assess the New River riparian zone avian community in one location in New River Gorge National River (NERI). The NERI banding station has banded over 4,500 individuals over 10,700 net hours in the twenty-three years it has been in operation and has captured 80 different species. Total captures, capture rate, and total species have been declining annually over the study period. Species associated with early-successional/shrubland habitat also declined over the study period, which is consistent with regional trends during the same time frame. Species richness of habitat guilds did not change over the study period within specific major habitat types. Capture metrics of Louisiana Waterthrush, an obligate riparian species, did increase over the study period. Continued banding will further provide information to assist in local management and contribute to regional data.

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Walsh, Margaret, Peter Backlund, Lawrence Buja, Arthur DeGaetano, Rachel Melnick, Linda Prokopy, Eugene Takle, Dennis Todey und Lewis Ziska. Climate Indicators for Agriculture. United States. Department of Agriculture. Climate Change Program Office, Juli 2020. http://dx.doi.org/10.32747/2020.7201760.ch.

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The Climate Indicators for Agriculture report presents 20 indicators of climate change, carefully selected across multiple agricultural production types and food system elements in the United States. Together, they represent an overall view of how climate change is influencing U.S. agriculture and food systems. Individually, they provide useful information to support management decisions for a variety of crop and livestock production systems. The report includes multiple categories of indicators, including physical indicators (e.g., temperature, precipitation), crop and livestock (e.g., animal heat stress), biological indicators (e.g., pests), phenological indicators (e.g. seasonality), and socioeconomic indicators (e.g., total factor productivity).

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Álvarez, Isabel, und Yury Castillo. Gender Diversity, Innovation, and Open Innovation in the Caribbean Region. Inter-American Development Bank, April 2023. http://dx.doi.org/10.18235/0004853.

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The Caribbean economies are well-ranked in terms of womens participation in the labor market, but less so in terms of innovation, suggesting the relevance of an analysis of gender diversitys impact on innovation. This paper examines how gender diversity in Caribbean firm affects the formation of external partnerships and agreements for innovation, and also how the effects of that diversity on innovative outcomes are influenced by the presence of women in diverse positions within a firm. Using information for 13 Caribbean countries from the Innovation, Firm Productivity and Gender (IFPG) database, this study confirms gender diversity as a factor which both improves the likelihood of innovation, as well as spurring the decision to collaborate with other firms and organizations. However, impacts will depend on the areas within a firm in which women are present. Gender diversity in the total workforce and in production and non-production activities is more effective than when women are present in areas solely related to management. These findings prompt a reflection on policy implications around the definition or improvement of measures oriented to the closing of innovation-related gender gaps.

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Gachot, Sebastien, Carmine Paolo De Salvo und Gonzalo Rondinone. Analysis of Agricultural Policies in Jamaica (2015-2019). Inter-American Development Bank, Dezember 2021. http://dx.doi.org/10.18235/0003901.

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The agricultural sector plays a crucial role in Jamaicas economic development by contributing to employment (15.93% of the active population in 2019; higher than the regional average) and exports (18% of total exports in 2019). This monograph offers an update of the Producer Support Estimate (PSE) methodology applied to Jamaica for the period 2015-2019 and documents the evolution of agricultural policies-related GHG emissions over the same period. Between 2015 and 2019, the market price support remained, by far, the main PSE component in Jamaica, heavily concentrated in the poultry subsector, followed by sugar. The positive trend in non-distorting General Service Support Estimate (GSSE) observed between 2012 and 2014 came to a halt. %GSSE even slightly decreased between 2015 and 2019, making Jamaica lag even further behind other countries. Concerning the GHG emissions, the picture has not changed significantly either. The poultry and sugar subsectors remained those that received most policy support and those that emitted the most. Several policy recommendations arise from this report, such as a shift away from an over-reliance of policy support on MPS and an increased focus on less-distortive forms of support, such as GSSE. Additional R&D investments, physical infrastructures, climate risk management systems would help address some of the agricultural sectors most pressing productivity and profitability issues. Lastly, it is advisable to diversify and rebalance the support provided by agricultural policies across subsectors to better align agricultural policy goals with GHG emissions reduction objective.

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