Journal articles: 'Total productive maintenance(TPM)'

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Zlatić, Marko. "TPM - TOTAL PRODUCTIVE MAINTENANCE." Proceedings on Engineering Sciences 1, no. 2 (June 1, 2019): 581–90. http://dx.doi.org/10.24874/pes01.02.057.

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Jain, Abhishek, Rajbir Bhatti, and Harwinder Singh. "Total productive maintenance (TPM) implementation practice." International Journal of Lean Six Sigma 5, no. 3 (July 29, 2014): 293–323. http://dx.doi.org/10.1108/ijlss-06-2013-0032.

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Purpose – The purpose of this paper is to review the literature on total productive maintenance (TPM) implementation practice to present an overview of TPM implementation practices adopted by various manufacturing organizations and suggest possible gaps from researchers and practitioner’s point of view. This study tries to identify the best strategy for improving competitiveness of small and medium enterprises (SMEs) in globalized market and evaluates TPM implementation practice in SMEs. Design/methodology/approach – The objective of this paper is to study the role of TPM program in context of Indian industries either from SMEs to large-scale industries. The approach has been directed toward justification of TPM implementation practice for its support to competitive manufacturing in the context of Indian manufacturing industries. Findings – TPM implementation improves productivity and working efficiency of employees and also improves equipment effectiveness and a positive inclination toward company is registered. Therefore, equipment maintenance is an indispensable function in a manufacturing enterprise. In this highly competitive environment, manufacturing organizations should consider maintenance function as a potential source for cost savings and competitive advantage. SMEs must be considered as an engine for economic growth all over the world (Singh et al., 2008). A total of 148 papers related to TPM implementation in large-scale industries and SMEs were collected, analyzed and classified on the basis of their applications, broadly into large industry and SMEs and further divided into Indian and Non-Indian, then case study, implementation, model, literature review, maintenance, service, etc. This classification has clearly shows that SMEs are in a need to adopt TPM implementation practice to compete in this global market and changing requirements of large industries. Maintenance is an indispensable function in a manufacturing enterprise. In this highly competitive environment, manufacturing organizations must be considered maintenance function as a potential source for cost savings and competitive advantage. Singh et al. (2008) have concluded that SMEs must be considered as an engine for economic growth of all over the world. Following are the objectives of this study: to suggest a classification of available literature on TPM implementation; to identify the need of TPM implementation in SMEs; to identify critical observations on each category of classification; to identify the potential of SMEs in India; to identify emerging trends of TPM implementation in India; to suggest directions for future researchers in the field of TPM implementation on the basis of above mention points; and to consolidate all available literature on TPM implementation practice. Research limitations/implications – The challenges of stiff competition and the drive for profits are forcing the organizations to implement various productivity improvement efforts to meet the challenges posed by ever-changing market demands. In the dynamic and highly challenging environment, reliable manufacturing equipment is regarded as the major contributor to the performance and profitability of manufacturing systems. Practical implications – In this dynamic world, importance of SMEs in the growth of the nation needs more attention of researchers and industrialists. After the globalization of market, SMEs have got many opportunities to work in integration with large-scale organizations. All the organizations from SMEs to large-scale industries can adopt effective and efficient maintenance strategies such as condition-based maintenance, reliability-centered maintenance and TPM over the traditional firefighting reactive maintenance approaches (Sharma et al., 2005). Social implications – In our view, this paper clearly identifies implications for research which will be useful for society. The gap discussed by authors needs to be addressed by future researchers. Originality/value – This implementation strategy can help to save huge amounts of time, money and other useful resources in dealing with reliability, availability, maintainability and performance issues. On the basis of available literature, it can be understood that SMEs should change their maintenance strategies to cope up with global competition so that a lot of resources can be utilized in a better direction.

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Amaruddin, Hamdan. "Analisis Analisis Penerapan Total Productive Maintenance." EKOMABIS: Jurnal Ekonomi Manajemen Bisnis 1, no. 02 (December 9, 2020): 141–48. http://dx.doi.org/10.37366/ekomabis.v1i02.46.

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Tujuan: Penelitian ini dimaksudkan untuk menganalisa penerapan TPM melalui penerapan 8 pilar TPM di salah satu perusahaan yang berlokasi di salah satu kawasan Industri Indonesia. Metodologi: Desain penelitian yang digunakan adalah bagan 8 pilar TPM, operasional variabel yang digunakan adalah Total Produktive Maintenance beserta dengan pilar-pilarnya, pengumpulan data dilakukan dengan metode interview dan obeservasi , sedangkan analisa datanya menggunakan radar chart. Temuan: Hasil penelitian menunjukan bahwa dari skor penuh 10, pencapaian untuk masing-masing pilar adalah sebagai berikut: Autonomous Maintenance 4,6; Focused Improvement 7; Planned Maintenance 6,6; Quality Maintenance 6,6; Training and Education 6,5; Safety, Health and Environment 8,5; Office TPM 10, Development Management 6,6. Dari 8 pilar TPM tersebut hanya terdapat 3 pilar yang telah mencapai skor di atas 7 sedangkan pilar yang lainnya masih di bawah target. Implikasi: Untuk meningkatkan penerapan TPM maka semua poin dalam pilar TPM yang telah dituangkan ke dalam bentuk prosedur dan panduan perawatan harus dijalakan dengan disiplin. Orisinalitas: Penelitian ini bisa menggambarkan permasalahan yang dihadapi oleh perusahaan yang diteliti sehingga bisa dijadikan sebagai acuan untuk melakukan tindakan perbaikan.

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Modgil, Sachin, and Sanjay Sharma. "Total productive maintenance, total quality management and operational performance." Journal of Quality in Maintenance Engineering 22, no. 4 (October 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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Hooi, Lai Wan, and Tat Yuen Leong. "Total productive maintenance and manufacturing performance improvement." Journal of Quality in Maintenance Engineering 23, no. 1 (March 13, 2017): 2–21. http://dx.doi.org/10.1108/jqme-07-2015-0033.

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Purpose The purpose of this paper is to examine the multidimensionality of total productive maintenance (TPM) and its relationship with manufacturing performance improvement in the Malaysian manufacturing sector. Specifically, this study evaluates the contribution of each TPM success factors in improving manufacturing performance. Design/methodology/approach Data from 89 employees who participated in the survey were used to test the proposed research framework. A structured questionnaire adopted from Ahuja and Khamba (2006) was used to assess the Malaysian context. Findings The analytical results reveal that traditional maintenance initiatives and TPM implementation initiatives significantly affect manufacturing performance, but not top management leadership and maintenance organisation. Top management roles and commitment are critical in the early stage to determine the master plan and initiate the implementation of the whole programme. However, traditional maintenance and TPM implementation initiatives gradually enable engagement, proper planning, right execution and continuous improvement, ultimately improving the manufacturing performance indicators significantly. The findings further unveil that TPM is not sustainable in Malaysia’s manufacturing organisations in the long run. Practical implications This analysis is vital for senior managers of manufacturing organisations that have implemented TPM or are considering introducing TPM in their organisations. Originality/value This study contributes to the literature by examining beyond the introduction and stabilisation phase of TPM to provide an insight of whether TPM is sustainable in the long run.

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Habidin, Nurul Fadly, Suzaituladwini Hashim, Nursyazwani Mohd Fuzi, and Mad Ithnin Salleh. "Total productive maintenance, kaizen event, and performance." International Journal of Quality & Reliability Management 35, no. 9 (October 1, 2018): 1853–67. http://dx.doi.org/10.1108/ijqrm-11-2017-0234.

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Purpose The purpose of this paper is to determine the relationship between total productive maintenance (TPM), kaizen event (KE) and innovation performance (IP) for Malaysian automotive industry using structural equation modeling (SEM). Design/methodology/approach The samples were selected from the list of Proton and Perodua automotive industry. The number of collected respondents was 238 respondents. An SEM technique was used in the study. In order to test the reliability and validity of the instrument, reliability analysis, exploratory and confirmatory factor analysis were conducted. Findings Based on the results, KE does not affect the relationship between TPM and IP. However, the impact of TPM on IP increases with mediating of KE for Malaysian automotive industry. Thus, this study has shown that empirical test results prove that the implementation of TPM and KE has improved the IP for Malaysian automotive industry. Research limitations/implications This study only focused on the Malaysian automotive industry. The other limitation in this research is the number of factors and limited measurement in this study. Only a few TPM, KE and IP measurements were considered. By using the SEM technique, four TPM constructs, three for KE constructs and three for IP measures were developed and verified. Therefore, this study can assist the researchers and practitioners to the practice of TPM, KE and IP for Malaysian automotive industry. Originality/value This research provides fundamental knowledge and direction for researchers in further research as well as practitioners to constantly improve IP through the implementation of TPM and KE for Malaysian automotive industry.

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Attri, Rajesh, Sandeep Grover, Nikhil Dev, and Deepak Kumar. "Analysis of barriers of total productive maintenance (TPM)." International Journal of System Assurance Engineering and Management 4, no. 4 (August 14, 2012): 365–77. http://dx.doi.org/10.1007/s13198-012-0122-9.

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Szulc, Tomasz. "Analysis of possibilities of implementation of Total Productive Maintenance (TPM) concept in public services organisations." Mechanik, no. 7 (July 2015): 568/821–568/830. http://dx.doi.org/10.17814/mechanik.2015.7.302.

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Munir, M. A., M. A. Zaheer, M. Haider, M. Z. Rafique, M. A. Rasool, and M. S. Amjad. "Problems and Barriers Affecting Total Productive Maintenance Implementation." Engineering, Technology & Applied Science Research 9, no. 5 (October 9, 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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Hj. Bakri, Adnan, Abdul Rahman Abdul Rahim, Mohd Yusof Noordin, Widya Kartini Mohd Razali, Mohd Tohid Mohd Zul-Waqar, and Ismail Shaiful Anwar. "A Review on the Total Productive Maintenance (TPM) Conceptual Framework." Applied Mechanics and Materials 660 (October 2014): 1043–51. http://dx.doi.org/10.4028/www.scientific.net/amm.660.1043.

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This paper aims to examine the practical applications of Total Productive Maintenance (TPM) framework .Attempt was made to discuss the available literature related to TPM framework. The outcomes from these reviews would serve as useful guidelines for the future TPM research. This review justifies on the need of a comprehensive TPM framework aimed at integrating the theoretical and practical applications.

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Rizal, Moch. "Pengaruh Budaya Organisasi pada Praktik Total Productive Maintance (TPM) dalam Perusahaan Manufaktur." Jurnal Ekobis : Ekonomi Bisnis & Manajemen 8, no. 1 (January 16, 2020): 55–61. http://dx.doi.org/10.37932/j.e.v8i1.16.

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Penelitian ini membahas bagaimana pengaruh budaya organisasi melalui 8 pillar TPM dalam meningkatkan praktik dan penerapan Total Productive Maintenance (TPM) di perusahaan manufaktur. Total Productive Maintenance (TPM) adalah sebuah sistem atau budaya yang mengambil kemampuan dan skills dari masing-masing individu pada sebuah organisasi untuk melakukan perawatan dan pemeliharaan pada peralatan produksi, hal ini merupakan strategi penting pada organisasi manufaktur dalam meningkatkan produktivitas mereka.Analisis studi literatur dilakukan pada pendapar ahli dan jurnal terdahulu, penelitian menemukan bahwa budaya organisasi mempengaruhi seluruh pillar Total Productive Maintenance (TPM). Konsep Total Productive Maintenance (TPM) merupakan perpaduan antara pengembangan budaya organisasi dan praktik pengukuran, dimana seorang karyawan atau operator produksi harus memiliki budaya organisasi yang baik sehingga mampu mengembangkan praktik Sorting Out, Arranging efficiently,Checking through cleaning,Neatness dan Discipline.

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Piechnicki, Ademir Stefano, Antonio Vanderley Herrero Sola, and Flávio Trojan. "Decision-making towards achieving world-class total productive maintenance." International Journal of Operations & Production Management 35, no. 12 (December 7, 2015): 1594–621. http://dx.doi.org/10.1108/ijopm-11-2013-0479.

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Purpose – World-class total productive maintenance (TPM) status depends on critical success factors (CSF) to be properly implemented. The relevant literature has identified several CSF; however, researchers have not investigated the degree of importance of each phase of the process. The purpose of this paper is to prioritize the CSFs that influence TPM implementation during each phase of the process in order to aid decision making in companies. Design/methodology/approach – The main CSF are identified from a literature review. This paper focusses on the judgments of managers who are experts in TPM implementation in companies which have received TPM awards for excellence. The judgments are processed using the analytic hierarchy process (AHP) method. Three aggregation methods (geometric mean, Copeland and fuzzy) are employed for comparative analysis. Findings – Although the literature highlights some important CSF, the relevance of these factors is not the same in each phase of TPM implementation. Analysis shows that ranking using the Copeland method is most coherent. Research limitations/implications – This research was carried out in some Brazilian companies. Practical implications – If managers are aware of the CSF to be prioritized in each phase, this facilitates decision making, resulting in a more effective implementation of TPM. Social implications – If TPM implementation is effective, this stimulates the personnel involved and avoids the possibility of the program being abandoned. Originality/value – The originality of this paper consists in the proposed model to prioritize CSF during each phase of the implementation of TPM.

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Kot, Sebastian, and Katarzyna Grondys. "Total Productive Maintenance in Enterprise Operations Support Processes." Applied Mechanics and Materials 309 (February 2013): 324–31. http://dx.doi.org/10.4028/www.scientific.net/amm.309.324.

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So far the objective of the concept of TPM has been to increase the effectiveness of production by means of involvement of operative workers at different levels in the assigned tasks. As a result, an enterprise which was focused on profits coming from its basic activity minimized production loss by implementing some preventive measures with regard to technical and technological equipment. Nowadays, the application of the concept of TPM in the area of primary processes may be insufficient to realize the assigned production targets. In the paper there are characterized the support processes which, along with the use of the principles of TPM, constitute a coherent idea while aiming at minimizing loss and not only the production loss.

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Mileham, A. R., S. J. Culley, R. I. McIntosh, G. B. Gest, and G. W. Owen. "Set-up reduction (SUR) beyond total productive maintenance (TPM)." Proceedings of the Institution of Mechanical Engineers, Part B: Journal of Engineering Manufacture 211, no. 4 (April 1, 1997): 253–60. http://dx.doi.org/10.1243/0954405971516248.

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There is a growing awareness of the importance of set-up performance in multiproduct manufacturing environments. This paper contrasts the potential business contribution of conducting set-up reduction (SUR) as an initiative in its own right with the contribution SUR will make as a component part of a rigorously conducted total productive maintenance (TPM) initiative. It is argued that under TPM a business can easily fail to recognize the global impact of SUR and fail to take the opportunities afforded by improved setup times. It is demonstrated that in the nature of TPM, and in the manner in which it is implemented and measured, there is pressure to move away from responsive, small-batch manufacture that SUR promotes. While there is a growing awareness of SUR benefits, there are relatively few reported cases in which sustained long-term improvements have been seen. One reason for this is that although faster changeovers are perceived as a ‘good thing’, there is little in-depth analysis of their impact on overall business performance. A classification is proposed against which the potential SUR benefits may be assessed and the commercial opportunities that can arise through having a more responsive manufacturing system are also highlighted.

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Wickramasinghe, GLD, and Asanka Perera. "Effect of total productive maintenance practices on manufacturing performance." Journal of Manufacturing Technology Management 27, no. 5 (June 6, 2016): 713–29. http://dx.doi.org/10.1108/jmtm-09-2015-0074.

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Purpose – The purpose of this paper is to investigate the effect of total productive maintenance (TPM) practices on manufacturing performance of textile and apparel manufacturing firms. Design/methodology/approach – A self-administered survey questionnaire was used for data collection. A total of 236 usable responses resulted in a 78 percent response rate from 30 textile and apparel firms. Correlation and regression analysis was performed using SPSS software to identify the effect of TPM on manufacturing performance. Findings – The results show that all the TPM practices have positive and significant relationship with manufacturing performance and significantly improve cost effectiveness, product quality, on-time delivery and volume flexibility. Practical implications – The study presented in this paper offers academics and practitioners a better understanding of the relationship and impact of the TPM practices on the manufacturing performances. Thus practitioners will be able to make better and more effective decisions about the implementation of TPM practices. Originality/value – The understanding of the effect of TPM practices on manufacturing performance is timely for labor intensive manufacturing industries such as textile and apparel since it has not been researched adequately. Therefore, findings will impact the global textile and apparel industry positively.

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Bakri, Adnan Hj, Abdul Rahman Abdul Rahim, and Noordin Mohd Yusof. "Total Productive Maintenance: Competing or Complementary to other Initiatives?" Applied Mechanics and Materials 315 (April 2013): 472–76. http://dx.doi.org/10.4028/www.scientific.net/amm.315.472.

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The objective of this short review paper is to examine the practical applications of Total Productive Maintenance (TPM) in the manufacturing industry. In this short review, an attempt was made to critically discuss the previous literatures related to TPM with the other established quality initiatives in the manufacturing, such as Total Quality Management (TQM) and Just-In-Time practice (JIT). This literature review-based research revealed an important research gaps related to TPM. The significance role of TPM as an important complementary to either TQM or JIT initiative is observed not been well addressed in the available literatures. Most of the researches available investigate these initiatives separately, focuses on the other element rather than addressing on the significant role of TPM as one of the main thrust. The separate implementation of such quality initiatives in the manufacturing organization means the requirement of large scale human, financial and technical resources as well the associated problems of running competing project in the company. The outcomes from this review justify the needs of further research in the area of TPM integration with other available initiatives, to further enhance its methodology aimed at solidifying its philosophy towards more realistic practical applications.

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Ihueze, Chukwutoo, and Paschal Ebisike. "Optimization of Production System: An Application of Total Productive Maintenance (TPM)." Archives of Current Research International 13, no. 1 (March 15, 2018): 1–9. http://dx.doi.org/10.9734/acri/2018/38775.

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Mad Lazim, Halim, and T. Ramayah. "Maintenance strategy in Malaysian manufacturing companies: a total productive maintenance (TPM) approach." Business Strategy Series 11, no. 6 (November 9, 2010): 387–96. http://dx.doi.org/10.1108/17515631011093098.

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Wardhani, Rachmasari Pramita. "IMPLEMENTATION OF TOTAL PRODUCTIVE MAINTENANCE TO ACHIEVE SUSTAINABLE IMPROVEMENT." MECHA JURNAL TEKNIK MESIN 1, no. 2 (April 30, 2019): 1–6. http://dx.doi.org/10.35439/mecha.v1i2.4.

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Dalam dunia industry, khususnya perusahaan manufaktur dalam banyak kasus membutuhkan penanganan kerja yang dilakukan menggunakan alat alat berat untuk mendukung produktivitas kinerja perusahaan. Hal ini membutuhkan perencanaan program yang bagus dalam menangani perawatan peralatan mesin mesin tersebut sehingga dapat berkjalan sesuai fungsinya. TPM atau dikenal dengan total productive maintenance atau perawatan produktif total adalah suatu system perawatan dan pemberdayaan peningkatan integritas produksi , keamanan dan system mutu melalui peralatan mesin, peralatan perlengkapan, process dan pekerja yang menambah nilai dari suatu bisnis di perusahaan. Total productive maintenance (TPM) merupakan suatu bagian dari manajemen system perusahaan dalam menjaga bagian perawatan dalam mencapai peningkatan secara berkesinambungan untuk memperoleh performansi yang baik. Dengan mengimplementasikan konsep dari TPM dengan perencanaan pada perawatan yang harus dapat dicapai dan kemampuan kerja dari mesin secara kontinu, mengoptimasi biaya perawatan , mengurangi inventori, meningkatkan kehandalan, dan kemampuan kerja dari mesin.

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Nursubiyantoro, Eko, Puryani Puryani, and Muhammad Isnaini Rozaq. "IMPLEMENTASI TOTAL PRODUCTIVE MAINTENANCE (TPM) DALAM PENERAPAN OVERALL EQUIPMENT EFFECTIVENESS (OEE)." OPSI 9, no. 01 (June 1, 2016): 24. http://dx.doi.org/10.31315/opsi.v9i01.2169.

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PT. Adi Satria Abadi bergerak pada industri pembuatan sarung tangan kulit, perusahaan akan mengidentifikasi faktor – faktor yang mempengaruhi keefektifan mesin dan analisis terhadap aktivitas maintenance untuk bahan masukan dalam penerapan Total productive maintenance (TPM). Penelitian bertujuan mengukur tingkat efektivitas peralatan total proses produksi, menentukan faktor penyebab nilai Overall Equipment Effectiveness (OEE) rendah dan mengidentifikasi kerugian/losses yang terjadi, memberikan usulan perbaikan penerapan TPM. Nilai Overall Equipment Effectiveness (OEE) mesin press atom periode Maret 2015 – April antara 45% - 86% masih dibawah standar nilai Overall Equipment Effectiveness (OEE) dengan penyebab oleh performance ratio rendah antara 47% - 88%. Perusahaan dapat mengetahui efektifitas mesin dengan perhitungan tingkat keefektifan peralatan menggunakan Total Productive Maintenance (TPM) berdasarkan nilai Overall Equipment Effectiveness (OEE), sehingga dapat meningkatkan efektivitas peralatan serta mengeliminasi kerugian besar bagi perusahaan yang dikenal dengan six Big losses.

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Argueta Moreno, Jesús David. "TOTAL PRODUCTIVE MAINTENANCE (TPM) NEW TRENDS, ALONG ENERGY FIT PLANT MAINTENANCE PROTOCOLS (2010-2020)." Economía y Administración (E&A) 11, no. 2 (December 8, 2020): 79–89. http://dx.doi.org/10.5377/eya.v11i2.10521.

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The main goal of this descriptive study is to examine the contemporary High-Performance Manufacturing (HPM) Energy Fit Trends that are triggered by the Total Productive Maintenance (TPM) practices, manifest along the different manufacturing scenarios. The data presented on this study, was gathered from various sources, mainly from the Industrial Maintenance & Plant Operation anual report, as well as from the US Energy Informatión Administratión (EIA). This analysis explores several theoretical and managerial implications of the TPM practices and their direct articulation with Energy Fit Plant Maintenance Protocols.

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Jafari, M. Mohammad, R. Sahebghadam Lotfi, H. Felegari, and A. Hosseini Ghavam. "The Role of Total Productive Maintenance (TPM) In Safety Improvement and Decreasing Incidents in Steel Industry." SIJ Transactions on Industrial, Financial & Business Management 02, no. 04 (August 20, 2014): 06–11. http://dx.doi.org/10.9756/sijifbm/v2i4/0206600101.

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Pascu, Cristina Ileana, Ilie Dumitru, Stefan Gheorghe, and Mihai Nisipasu. "Implementation of Total Productive Maintenance Principles for Quality Improvement in an Automotive Company." Applied Mechanics and Materials 880 (March 2018): 171–76. http://dx.doi.org/10.4028/www.scientific.net/amm.880.171.

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In the automotive field, the application of Lean Manufacturing principles has become a common practice in recent decades. One of the basic methodologies of Lean philosophy is the Total Productive Maintenance (TPM). The TPM includes a number of methods initially designed to ensure the continuous operation of the machines involved in the production process so that production is never interrupted. In this paper some of the most important steps in quality improvement by implementation of TPM in an automotive company are presented. It is described the monthly implementation extent of TPM indicators starting from 2014 until now, especially on the production lines of the factory. Finally, the major benefits of TPM principles implementation in the company are highlighted.

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Hama Kareem, Jamal Ahmed, and Othman Abdul-Qader Hama Amin. "Ethical and psychological factors in 5S and total productive maintenance." Journal of Industrial Engineering and Management 10, no. 3 (August 14, 2017): 444. http://dx.doi.org/10.3926/jiem.2313.

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Purpose: The purpose of this paper is to investigate the role of ethical and psychological factors in the implementation of 5S and TPM at cement plants in Kurdistan Region of Iraq.Design/methodology/approach: The mixed methods represented in a questionnaire survey and semi-structured interviews for data collection in the framework of the case study were chosen. The questionnaire survey already has been tested.Findings: The findings of this paper revealed that ethical factors had a larger role than psychological factors in the implementation. Thus, based on the findings, organisations are recommended to provide financial and moral support to employees to enable a comprehensive implementation of 5S and TPM aimed at obtaining the desired results. Originality/value: The current paper tried to introduce a new theoretical contribution by filling the gap in the literature regarding the important role that can be played by ethical and psychological factors of employees in the successful implementation of contemporary techniques, such as 5S and TPM in industrial organizations. This is contrary to what was done most of previous studies such as Ahuja & Khamba, (2008b) Panneerselvam (2012) Singh et al. (2013) and Poduval & Pramod (2015) in the area of 5S and TPM. Where, these studies have focused on studying the other factors such as (organizational, technological, operational and others) in implementing 5S and TPM. This without realizing the fact that it is also necessary to examine factors such as (ethical and psychological) that would affect the capabilities and employee morale before and during the implementation of those techniques (5S and TPM) that are used to bring out the best productivity.

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Farsijani, Hassan, Mohsen Shafiei Nikabadi, and Fatemeh Mojibian. "The Role of Total Productive Maintenance in Group Technology to Achieve World-Class Status." International Journal of Applied Industrial Engineering 1, no. 2 (July 2012): 25–35. http://dx.doi.org/10.4018/ijaie.2012070103.

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The purpose of this paper is to illustrate how the World Class Manufacturing (WCM) techniques influence in implementation of Total Productive Maintenance (TPM) in cellular manufacturing. The paper presents an investigation of TPM which can be defined in terms of Overall Equipment Effectiveness (OEE). Then, using a case study in Cement Industry, OEE index that is related with TPM implementation in a cell with performance standards of world class Manufacturing is compared. Implementation of TPM in cellular manufacturing brings competitive advantages such as increasing efficiency and improving maintenance quality in cellular manufacturing systems. The first step to World-Class Manufacturing is to implement TPM successfully and to create a very active organization. When TPM has been a common practice in daily production, it can be said that company has just commenced a journey to world-class manufacturing. So, the originality of this paper is to assessing The Role of Total Productive Maintenance in Group Technology to achieve world-class status.

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Ismail, Napsiah, B. T. Hang Tuah Baharudin, Yusaini Musa, and Zulkiflle Leman. "Overall Equipment Effectiveness Improvement through Total Productive Maintenance in Assembly Cell." International Journal of Customer Relationship Marketing and Management 4, no. 1 (January 2013): 13–27. http://dx.doi.org/10.4018/jcrmm.2013010102.

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The Overall Equipment Effectiveness (OEE) is an established method to monitor and improve the effectiveness of manufacturing processes. OEE is frequently used as a key metric in Total Productive Maintenance (TPM) and Lean Manufacturing environment. This paper focuses on the OEE measurement of the assembly line of steering gear in an automotive company (AGR Sdn Bhd) through the implementation of TPM. The average OEE measurement before implementation of TPM is 52.21% which is below the company’s target. The company used reactive maintenance, which is inherently “wasteful and ineffective. After the implementation of TPM, the OEE performance for the assembly department improved to 70.21%. The result shows that machine down time directly influence the OEE. The implementation of TPM enables the company to change their maintenance practices from reactive to proactive. The average availability percentage is 80.34% and performance efficiency average is 87.99%. This has directly contributed to a lower overall OEE performance compared to world standard. The rate of quality is maintained at an average of 99.54%.

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Kasim, Nazrul Idzham, Mohd Azam Musa, Akhtar Razul Razali, Noraishah Mohamad Noor, and Wan Ahmad Najmuddin Wan Saidin. "Improvement of Overall Equipment Effectiveness (OEE) through Implementation of Total Productive Maintenance (TPM) in Manufacturing Industries." Applied Mechanics and Materials 761 (May 2015): 180–85. http://dx.doi.org/10.4028/www.scientific.net/amm.761.180.

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Today competitive manufacturing requires innovative approaches in the production management, as well as for customer satisfaction. Production management requires an effective and efficient maintenance management system. One approach to improve the performance of the maintenance system is through the implementation of Total Productive Maintenance (TPM). The key performance index to measure the effectiveness of TPM implementation is Overall Equipment Effectiveness (OEE). The TPM activities will eliminate equipment losses related to availability, performance rate, and quality rate. Hence, the TPM implementation will increase the OEE value. This paper outlines the theories of TPM and OEE. The paper also presents the studies carried out by different authors to show the improvement of OEE through implementation of TPM in manufacturing, such as electronic industry, steel manufacturer, as well as locomotive components manufacturer.

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Jain, Abhishek, Harwinder Singh, and Rajbir S. Bhatti. "Identification of key enablers for total productive maintenance (TPM) implementation in Indian SMEs." Benchmarking: An International Journal 25, no. 8 (November 29, 2018): 2611–34. http://dx.doi.org/10.1108/bij-02-2016-0019.

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Purpose The purpose of this paper is to identify the key enabler for total productive maintenance (TPM) implementation in Indian small and medium enterprises (SMEs) by using graph theoretic approach (GTA). There are certain enablers for TPM implementation which helps the organization to implement it successfully. It is very essential to identify the nature and impact of these key enablers. Design/methodology/approach A large number of the enablers (27) have identified for TPM implementation in Indian SMEs from the available literature, questionnaire survey and expert opinion. These TPM enablers have categorized into six major categories. Findings In this research work, the intensity of identifying enablers has been calculated to show their impact or influence in TPM implementation. The value of intensity of TPM enablers shows the role or impact of individual enabler in the implementation of TPM in Indian SMEs. Practical implications This study provides an easy-to-use methodology for the practical decision makers in the manufacturing industry to improve their performance by implementing TPM in Indian SMEs. A detailed methodology has prepared to identify the enablers for TPM implementation in Indian SMEs by using GTA. This study also explains that how to check the feasibility of an organization to implement TPM in Indian SMEs successfully. Originality/value TPM is an improvement concept which holds the potential to improve manufacturing organizations, but its implementation is not easy in Indian SMEs. The reason behind the unsuccessful implementation of TPM in most of the organizations is the ignorance of impact of innumerable enablers and barriers.

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Hj. Bakri, Adnan, Abdul Rahman Abdul Rahim, Mohd Yusof Noordin, Widya Kartini Mohd. Razali, Mohd Tohid Mohd Zul-Waqar, and Ismail Shaiful Anwar. "Issues in Total Productive Maintenance (TPM) Implementation: Justification of Employing Case Study Methodology." Applied Mechanics and Materials 660 (October 2014): 988–94. http://dx.doi.org/10.4028/www.scientific.net/amm.660.988.

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This paper aims to review the common research design employed to investigate the various issues in TPM implementation. Concurrently, it is also aimed to analyze the contribution from Malaysian –based researchers towards increasing the literature of TPM. Attempt was made to discuss the available literature related to TPM published from year 1992 until 2012. The outcomes from this review would serve as useful guideline for the future research in TPM particularly for Malaysian researcher.

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Haming, Puadi, Mahfud Nurnajamuddin, Hamzah Hafied, and Serlin Serang. "Effect of Work Attitude and Total Productive Maintenance on the Overall Equipment Effectiveness and Production Continuity." IRA-International Journal of Management & Social Sciences (ISSN 2455-2267) 7, no. 3 (June 23, 2017): 423. http://dx.doi.org/10.21013/jmss.v7.n3.p3.

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<div>This study aims to examine and analyze the impact of work attitude, Total Productive Maintenance (TPM) on the Overall Equipment Effectiveness (OEE) and production continuity and the other effect of Work Attitude and Total Productive Maintenance (TPM) on production continuity: The mediating role of Overall Equipment Effectiveness (OEE). The research was conducted at PT. Semen Tonasa i.e. units II to V unit which is the largest cement producer in eastern Indonesia. Withdrawal of respondents did with the criteria that only respondents yang having their respective sectors and who have work experience of at least one year were used as samples. Results of analysis Partial Least Square (PLS) Version 2.0.M3 used in analyzing the contribution of exogenous variables on endogenous variables directly, Sobel Test was used for pushing analyze the contribution of the indirect effect (mediation) whereas importance- performance analysis (IPA) to analogous interpret the relationship loading factor value and the average value. The results of this study provide evidence of work attitude has a positive and significant effect on the overall equipment effectiveness (OEE), total productive maintenance (TPM) has a positive and significant effect on overall equipment effectiveness (OEE), work attitude, total productive maintenance (TPM) and overall equipment effectiveness (OEE) positive and significant impact on production continuity.</div>

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Tian Xiang, Zhang, and Chin Jeng Feng. "Implementing total productive maintenance in a manufacturing small or medium-sized enterprise." Journal of Industrial Engineering and Management 14, no. 2 (February 5, 2021): 152. http://dx.doi.org/10.3926/jiem.3286.

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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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Candra, Nofri Eka, Anita Susilawati, Herisiswanto, and Wahyu Setiady. "Implementation of Total Productive Maintenance (TPM) to Improve Sheeter Machine Performance." MATEC Web of Conferences 135 (2017): 00028. http://dx.doi.org/10.1051/matecconf/201713500028.

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Fam, Soo-Fen, Ser Lee Loh, M. Haslinda, Heri Yanto, Linda Mei Sui Khoo, and Diana Hwa Yieng Yong. "Overall Equipment Efficiency (OEE) Enhancement in Manufacture of Electronic Components & Boards Industry through Total Productive Maintenance Practices." MATEC Web of Conferences 150 (2018): 05037. http://dx.doi.org/10.1051/matecconf/201815005037.

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In an environment of intense global competition, both creative and proven strategies need to be considered in order to bring about the effectiveness and efficiency in manufacturing operation. Total Productive Maintenance (TPM) is one of the effective maintenance strategy in enhancing the equipment effectiveness and to achieve a significant competitive advantage. This research paper addresses the impact of three TPM pillars namely planned maintenance (PM), autonomous maintenance (AM) and focused maintenance (FM) on overall equipment effectiveness (OEE) of die attach equipment in the production line of semiconductor industry. The effect of TPM on the OEE is also investigated depending on the equipment types, in where die attach process consist of two models-CANON and ESEC. The primary data was collected from an organization's database and was analysed by SPSS V23. The preliminary results of the analysis showed that the performance of OEE in ESEC is better than the CANON after the implementation of TPM. The analysis also showed that out of the three TPM practices deployed, planned maintenance of equipment by production and maintenance team played the biggest role in increasing the equipment effectiveness. In conclusion, this study provides insights the importance of implementing TPM in order to succeed in a highly demanding market arena.

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Hipkin, I. B. "A comparison of two maintenance strategies: Reliability-centred maintenance and total productive maintenance." South African Journal of Business Management 24, no. 4 (December 31, 1993): 124–29. http://dx.doi.org/10.4102/sajbm.v24i4.873.

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Improvements in the manufacturing sector have been attained through the use of a variety of management interventions. These have all concentrated on materials management and the production process. One functional area that has been neglected is the maintenance of physical assets. In this article two maintenance management approaches are compared from a philosophical and strategic point of view: reliability-centred maintenance (RCM) and total productive maintenance (TPM). The two are conceptually different, although there are common elements. Reliability-centred maintenance provides a structured methodology and concentrates on technical issues such as failure consequences and the technical feasibility and effectiveness of maintenance, with some emphasis on the human factors. Total productive maintenance seeks to maximize equipment effectiveness by the complete elimination of failures and relies on the work of autonomous groups. Much emphasis is placed on the human component From a strategic point of view, both approaches require organizational changes which may result in a dilution of managerial power.

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TURANOGLU BEKAR, Ebru, Mehmet CAKMAKCI, and Cengiz KAHRAMAN. "FUZZY COPRAS METHOD FOR PERFORMANCE MEASUREMENT IN TOTAL PRODUCTIVE MAINTENANCE: A COMPARATIVE ANALYSIS." Journal of Business Economics and Management 17, no. 5 (October 27, 2016): 663–84. http://dx.doi.org/10.3846/16111699.2016.1202314.

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Modern manufacturing firms should be supported by effective maintenance to become successful in their operations. One of the approaches for improving the performance of maintenance activities is to implement a total productive maintenance (TPM) strategy. Overall equipment effectiveness (OEE) is the key measure of TPM. According to the results of the literature review, the performance elements measured by the OEE tool are not sufficient to describe the effectiveness of TPM implementation. Hence, we aim at developing and evaluating new performance measures oriented towards the quantification of TPM implementation effectiveness under fuzzy environment. For the evaluation of each performance measure, at first, the nominal group technique has been used. Then to determine whether these performance measures are statistically significant, conjoint analysis based experimental design has been applied. In the second step, COmplex PRo-portional ASsessment of alternatives with Grey relations (COPRAS-G) and the fuzzy COPRAS method has been developed to evaluate these performance measures in TPM. Proposed fuzzy COPRAS method gives the reassuring results of ranking newly developed performance measures in TPM.

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Yulian Triblas Adesta, Erry, and Herry Agung Prabowo. "Total Productive Maintenance (TPM) Implementation Based on Lean Manufacturing Tools in Indonesian Manufacturing Industries." International Journal of Engineering & Technology 7, no. 3.7 (July 4, 2018): 156. http://dx.doi.org/10.14419/ijet.v7i3.7.16261.

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Only a few companies in Indonesia have implemented Total Productive Maintenance (TPM) and Lean Manufacturing (LM) properly. They also implemented LM separately with TPM. To look beyond their implementation, a research through survey method will be conducted to identify the status of TPM and LM practices. The data recorded through the survey will be calculated and analysed using Structural Equation Modelling (SEM) with Smart-PLS as a programming tool. The expected results were to provide updated barriers and enablers factors in implementing TPM and LM, to produced reliable CFA (measurement) models for TPM, LM and MP and proposing reference model (structural model) of the relationship between TPM, LM, and MP for manufacturing industries in Indonesia.

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Gosavi, Abhijit, Susan L. Murray, V. Manojramam Tirumalasetty, and Shreerang Shewade. "A Budget-Sensitive Approach to Scheduling Maintenance in a Total Productive Maintenance (TPM) Program." Engineering Management Journal 23, no. 3 (September 2011): 46–56. http://dx.doi.org/10.1080/10429247.2011.11431908.

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Kalbande, D. R., and G. T. Thampi. "Total Productive Maintenance - Accelerating OEE in a Manufacturing Industry Leveraging Pervasive Technologies." Advanced Materials Research 383-390 (November 2011): 4568–75. http://dx.doi.org/10.4028/www.scientific.net/amr.383-390.4568.

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Total productive maintenance (TPM) is a people-intensive, preventive maintenance system for maximizing equipment effectiveness in the enterprise. The concept of TPM was originally suggested by Nakajima (1988) who proposed overall equipment effectiveness (OEE) as a metric for evaluating the progress of TPM, which is interpreted as the multiplication of availability, performance and quality. This paper aims to study and investigate the implementation of a TPM to improve the OEE in manufacturing enterprises. In today’s industrial scenario huge losses occur in the manufacturing shop floor. These losses are due to operators, maintenance personal, process, tooling problems and non-availability of components in time etc. The quality related waste are of significant importance as they matter the company in terms of time, material and the hard earned reputation of the company. There are also other invisible losses like operating the machines below the rated speed, start up loss, break down of the machines and bottle necks in process. Zero oriented concepts such as zero tolerance for losses, defects, break down and zero accidents are becoming a pre-requisite in the manufacturing and assembly industry. In this situation, a TPM is the answer to resolve the above said problems which helps in benefitting the growth prospects of any organization.

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Sivaram, N. M., S. R. Devadasan, R. Murugesh, S. Karthi, and C. G. Sreenivasa. "Synergising total productive maintenance elements with ISO 9001:2008 standard based quality management system." TQM Journal 26, no. 6 (October 7, 2014): 534–49. http://dx.doi.org/10.1108/tqm-08-2012-0059.

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Purpose – The purpose of this paper is to conceptualize the integration of total productive maintenance (TPM) and ISO 9001 certification by contributing a model named as TPM 9001:2008. Design/methodology/approach – In the beginning of the paper, the origin, growth and capabilities of TPM and ISO 9001 certification in enabling the organizations to perform at world class level are appraised by citing research outcomes reported in literature arena. The information and knowledge thus gathered from literature arena are used to conceptualize TPM 9001:2008 model. Through this conceptualization, the eight TPM pillars are fitted into the five major clauses of ISO 9001:2008 standard. In order to illustrate this conceptualization, the contents of a sub-clause of TPM 9001:2008 model are presented and the rationale behind designating it is appraised. Findings – TPM 9001:2008 model brings out synergy from the two renowned world class strategies namely “TPM” and “ISO 9001 certification”. Practical implications – The paper points out that the practical validity of TPM 9001:2008 model shall be established by conducting real time case studies in various organizations. Originality/value – This paper presents a unique approach for integrating TPM elements with ISO 9001:2008 standard based quality management system, as a single framework benefiting the contemporary organizations.

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Hj. Bakri, Adnan, Abdul Rahman Abdul Rahim, and Noordin bin Mohd Yusof. "Maintenance Management: Rationale of TPM as the Research Focus." Applied Mechanics and Materials 670-671 (October 2014): 1575–82. http://dx.doi.org/10.4028/www.scientific.net/amm.670-671.1575.

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This paper aims to examine the Total Productive Maintenance (TPM) as the significant technique to improve the maintenance management of production equipment. Attempt was made to discuss the available literature related to existing techniques in maintenance management, particularly on breakdown maintenance (BM), preventive maintenance (PM), predictive maintenance (PdM) or condition-based maintenance (CBM), reliability-centered maintenance (RCM), computerized maintenance management system (CMMS) and TPM. The outcomes from these reviews would serve as useful guidelines for the future research in maintenance management. This review justifies TPM as a comprehensive technique to improve the flaw in maintenance management. Notably, TPM encompasses of all elements applied by other maintenance methodology, from tools and techniques to involvement of all operational hierarchical in the organization as what is very much required in manufacturing organization is to integrate different functional areas in a coherent manner.

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Reyes, John, Kevin Alvarez, Amanda Martínez, and Juan Guamán. "Total productive maintenance for the sewing process in footwear." Journal of Industrial Engineering and Management 11, no. 4 (November 30, 2018): 814. http://dx.doi.org/10.3926/jiem.2644.

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Purpose: This research proposes an implementation model of Total Productive Maintenance (TPM) based on the analysis of criticality of machines in the sewing process in the Ecuadorian footwear industry and the identification of unproductive times caused by labor failures.Design/methodology/approach: The project uses field research, presents a quantitative approach, the data collection is done in a horizon of 8 months in which the information is condensed in data tables and takes as a case study one of the most successful companies in the Ecuadorian footwear industry for its initiative to innovate their processes and research new technologies that help increase their efficiency.Findings: The results allow to demonstrate the successful application of the proposed model in the industrial sector of footwear with an increase of average production standards of 5% and a reduction in the number of human errors of 72.2%.Practical implications: The model allows to execute several activities in four phases: preparatory, introduction, implementation and consolidation in order to develop TPM in sewing process.Originality/value: The paper describes a case study in a major shoe company with the aim of reducing the times for unscheduled stoppages and the number of failures.

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Pačaiová, Hana, and Gabriela Ižaríková. "Base Principles and Practices for Implementation of Total Productive Maintenance in Automotive Industry." Quality Innovation Prosperity 23, no. 1 (March 31, 2019): 45. http://dx.doi.org/10.12776/qip.v23i1.1203.

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Purpose: IATF 16949:2016 standard requirements do not represent a totally new approach of quality improvement within the automotive industry. The change of the last, from 2009 year ISO/TS), the quality management standard is only an expected consequence of changes, which, in managerial systems, was brought by ISO Organization in 2012 (Annex SL). Implementation of the Total Productive Maintenance (TPM) requires several important steps. The article describes framework of TPM implementation on a basis of PDCA (P-plan; D-do; C-check; A-Act) cycle and evaluates influence of Occupational health and safety pillar (OHS) on the “stability” of TPM house.Methodology/Approach: Individual steps of TPM implementation are analysed and added with suitable tools for making the effective integration of TPM and IATF (which is expansion of ISO 9001:2015).Findings: Implementation of autonomous maintenance and other TPM pillars requires support from management. Although the 5S tool is understood as a basic TPM tool, knowledge from its implementation suggest the fact that 5S is also a significant tool of management integration within organisation.Research Limitation/Implication: Research presented in this article is influenced of the maturity of organisation as well as its size and types of its activities.Originality/Value of paper: Method of TPM implementation analysis in the conditions of integrated approach with an emphasis on 5S and its relation to OHS management is original approach.

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Ferrari, Emilio, Arrigo Pareschi, Alberto Regattieri, and Alessandro Persona. "TPM: situation and procedure for a soft introduction in Italian factories." TQM Magazine 14, no. 6 (December 1, 2002): 350–58. http://dx.doi.org/10.1108/09544780210447456.

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Personalization of products, mix variability and short time to market are the most important factors that have forced companies to a new form of organization during past years. A very common reply to this question is a lean organization based on flexibility of productive lines, reduction of storage and integration among company sections. In this context, quite differently from a traditional system, the maintenance function must work efficiently. Also the maintenance division must contribute to the success of the factory. Aims to introduce a methodology for a soft and tenable application of the principles of total productive maintenance (TPM) in Italian factories. The first step of the study is an explanation of the actual situation, usually based on traditional or on productive maintenance. After a brief introduction, focuses on TPM links with productive maintenance in order to suggest a method for TPM. Concludes with a real application of TPM in a big factory, with a description of a world leader in plant manufacturing for the ceramics industry.

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Díaz-Reza, José, Jorge García-Alcaraz, Liliana Avelar-Sosa, José Mendoza-Fong, Juan Sáenz Diez-Muro, and Julio Blanco-Fernández. "The Role of Managerial Commitment and TPM Implementation Strategies in Productivity Benefits." Applied Sciences 8, no. 7 (July 16, 2018): 1153. http://dx.doi.org/10.3390/app8071153.

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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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Singh, Ranteshwar, Ashish M. Gohil, Dhaval B. Shah, and Sanjay Desai. "Total Productive Maintenance (TPM) Implementation in a Machine Shop: A Case Study." Procedia Engineering 51 (2013): 592–99. http://dx.doi.org/10.1016/j.proeng.2013.01.084.

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Prashanth Pai, M., C. G. Ramachandra, T. R. Srinivas, and M. J. Raghavendra. "A Study on Usage of Total Productive Maintenance (TPM) in Selected SMEs." IOP Conference Series: Materials Science and Engineering 376 (June 2018): 012117. http://dx.doi.org/10.1088/1757-899x/376/1/012117.

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Azid, N. A. A., S. N. A. Shamsudin, M. S. Yusoff, and H. A. Samat. "Conceptual Analysis and Survey of Total Productive Maintenance (TPM) and Reliability Centered Maintenance (RCM) Relationship." IOP Conference Series: Materials Science and Engineering 530 (July 15, 2019): 012050. http://dx.doi.org/10.1088/1757-899x/530/1/012050.

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Lin, Xiang Jie, Qiang Lin, and Guang Na Zhang. "Effectivity of Total Productive Maintenance (TPM) in Large Size Organizations – A Case Study in Shandong Lingong." Applied Mechanics and Materials 701-702 (December 2014): 1249–52. http://dx.doi.org/10.4028/www.scientific.net/amm.701-702.1249.

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Poor information of TPM case study can be found, which is important for TPM implementation. This paper introduced TPM implementation in Shandong Lingong (SDLG) with two years of data collection and practice. The company conducted equipment classification, production plan improvement, failure rate reduction, spare parts management and staff training practices based on MTTR, MTBF and OEE figures. Results showed that MTTR is complicate while MTBF and OEE showed better fits with the company reality of TPM. Thorough the practice and execution of TPM the company get better OEE and less breakdown time, which increase the production efficiency in the end.

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Livia, Khalishah, and Pramono D. Fewidarto. "Evaluasi Peningkatan Kinerja Produksi melalui Penerapan Total Productive Maintenance di PT Xacti Indonesia." Jurnal Manajemen dan Organisasi 7, no. 1 (November 23, 2016): 32. http://dx.doi.org/10.29244/jmo.v7i1.14067.

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Peningkatan kinerja produksi di industri manufaktur sangat penting dalam upaya peningkatkan produktivitas. Salah satu cara untuk meningkatkan kinerja produksi yaitu melalui penerapan Total Productive Maintenance (TPM). Tujuan penelitian ini, yaitu mengidentifikasi penerapan Total Productive Maintenance di PT Xacti Indonesia, menghitung kinerja produksi dengan menggunakan Overall Equipment Effectiveness (OEE), dan mengevaluasi faktor-faktor penyebab rendahnya kinerja produksi dan memberikan solusi perbaikan. Metode analisis data yang digunakan adalah Overall Equipment Effectiveness (OEE). Hasil dari penelitian ini, yaitu perusahaan telah menerapkan TPM, namun masih ada operator yang lalai dalam melakukan 5S dan pada implementasi pilar-pilar autonomous maintenance masih perlu dilakukan perbaikan. Rata-rata nilai OEE selama bulan Januari 2014 hingga Januari 2015 sebesar 70,4%. Rendahnya nilai OEE disebabkan oleh mesin sering mengalami idle, waktu siklus aktual mesin tinggi karena kurangnya kegiatan preventive maintenance, dan tingginya downtime. Solusi perbaikan yang diberikan yaitu memberikan training kembali kepada operator tentang 5S, meningkatkan kegiatan preventive maintenance secara benar, dan dibuatnya cleaning room untuk sedapat mungkin menghindari terjadinya breakdown mesin.

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Astuti, Marni. "ANALISA TOTAL PRODUCTIVE MAINTENANCE MESIN CINCINNATI DI PT. DIRGANTARA INDONESIA." Conference SENATIK STT Adisutjipto Yogyakarta 2 (November 15, 2016): 25. http://dx.doi.org/10.28989/senatik.v2i0.80.

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The creation of a good product PT. DIRGANTARA INDONESIA assisted with production machines, one of which is the machine CNC MACHINE (DOUBLE CINCINNATI Milacron gantry ALUMINIUM TYPE-F), the role of a machine type-f CNC machine itself is very influential in the existing production process at PT. DIRGANTARA INDONESIA. The lack of treatment systems for the repair and replacement of components caused because the machines that is already beyond the age of many techniques, resulting in the production of the company to become unstable.In this study used methods Overall Equipment Effectiveness (OEE) and the concept of autonomous maintenance and using Failure Mode and Effect Analysis (FMEA) to determine analyze potential errors or failures, it is advisable to keep using autonomous maintenance as minor maintenance. Analysis and discussion of the results obtained OEE decline in 2014 to 2015 is 86.15% to 75.62% drop is due to the low value avalaibility, and get the highest objective value RPN 441 on a 40 point damage to component Servo Off. Solutions to make improvements to enable the Total Productive Maintenance in which includes Autonomous Maintenance. Keywords: Total Productive Maintenance (TPM), Overall Equipment Efectiveness (OEE), Autonomous Maintenance, Failure Mode and Effect Analysis (FMEA)

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Journal articles on the topic 'Total productive maintenance(TPM)'

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