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Journal articles on the topic 'Total productive maintenance'

Author: Grafiati

Published: 4 June 2021

Last updated: 26 July 2024

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1

Singh, Samandar, Prof D. S. Kumani Prof. D. S. Kumani, and Ved Parkash. "Total Productive Maintenance." International Journal of Scientific Research 2, no. 3 (June 1, 2012): 152–53. http://dx.doi.org/10.15373/22778179/mar2013/48.

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K, S. R. Chandra Shashidhar, and Dr Devendra S. Verma. "Human Aspects in Implementation of Total Productive Maintenance." International Journal of Trend in Scientific Research and Development Volume-2, Issue-2 (February 28, 2018): 326–33. http://dx.doi.org/10.31142/ijtsrd9396.

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3

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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4

Tewari, Anurag. "Total Productive Maintenance- A Review." International Journal for Research in Applied Science and Engineering Technology V, no. IV (April 26, 2017): 406–10. http://dx.doi.org/10.22214/ijraset.2017.4072.

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5

Herring, Lee. "Total productive maintenance in America." Journal of Manufacturing Systems 17, no. 1 (January 1998): 77–78. http://dx.doi.org/10.1016/s0278-6125(98)80013-7.

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6

SUZUKI, Tokutaro. "Maintenance management and total productive maintenance in Japan." Journal of the Japan Society for Precision Engineering 57, no. 3 (1991): 404–7. http://dx.doi.org/10.2493/jjspe.57.404.

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7

Usman Ghani, Hamid Minhas, Usman Ghani, Hamid Minhas. "Efficiency Improvement through Total Productive Maintenance." International Journal of Mechanical and Production Engineering Research and Development 11, no. 2 (2021): 21–30. http://dx.doi.org/10.24247/ijmperdapr20213.

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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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Kart, Özge, and Alp Kut. "Real Time Total Productive Maintenance System." International Journal of Intelligent Computing Research 5, no. 4 (December 1, 2014): 512–16. http://dx.doi.org/10.20533/ijicr.2042.4655.2014.0065.

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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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McKone, Kathleen E., Roger G. Schroeder, and Kristy O. Cua. "Total productive maintenance: a contextual view." Journal of Operations Management 17, no. 2 (December 9, 1998): 123–44. http://dx.doi.org/10.1016/s0272-6963(98)00039-4.

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12

Tsai, John W. "Operator Empowerment for Total Productive Maintenance." IFAC Proceedings Volumes 29, no. 1 (June 1996): 795–98. http://dx.doi.org/10.1016/s1474-6670(17)57758-7.

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13

Ireland, F., and B. G. Dale. "Total productive maintenance: criteria for success." International Journal of Productivity and Quality Management 1, no. 3 (2006): 207. http://dx.doi.org/10.1504/ijpqm.2006.008475.

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14

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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Elisa Triana, Novera, and Sakti Aji Lesmana. "Total Productive Maintenance (TPM) Implementation to ImproveMachine Efficiency." International Journal of Engineering Research and Advanced Technology 09, no. 07 (2023): 01–13. http://dx.doi.org/10.31695/ijerat.2023.9.7.1.

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The company focuses on producing quality products by implementing the Toyota Production System, known as TPS. The current constraint is the absence of maintenance on the Leak Test, thereby reducing production profits caused by high engine damage. This also causes the average repair time for the Leak Test Model 4L45W engine to be above the repair target set by the company, where the company targets an average repair time per month of 12 minutes. For this reason, corrective steps are needed so that the production process runs smoothly according to operational standards. This step involves proposing the implementation of Total Productive Maintenance (TPM). It is known that the average Overall Equipment Effectiveness (OEE) Leak Test machine in June–August was 60.09%. The Japan Institute of Plant Maintenance (JIPM) stipulates that if the OEE value is equal to 60%, it indicates that there is a lot of room for improvement. After implementing Total Productive Maintenance (TPM) on the Leak Testin September, the OEE value rose to 94.33%, and the average monthly repair timemet the company's target of 9.2 minutes. This greatly affects the cost of production due to lower production costs due to overtime. This indicates improvement, and the first step in the proposed implementation of the Total Productive Maintenance Machine Leak Test model 4L45W is said to be successful

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16

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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Rasyid, Mohammad Andi, and Tedjo Sukmono. "Total Productive Maintenance Analysis to Increase Machine Productivity." Procedia of Engineering and Life Science 7 (March 17, 2024): 571–80. http://dx.doi.org/10.21070/pels.v7i0.1530.

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The food manufacturing industry, especially dry and instant noodles, continues to grow rapidly, especially export market opportunities. Companies are required to increase productivity to meet domestic and international market demand. The role of machine performance is very vital in the production process, therefore the machine must always be in optimal condition. The high downtime caused by frequent breakdowns of production machines has a big impact on the productivity that the company wants to achieve. This activity aims to measure the effectiveness of the machines used at PT. Surya Pratista Hutama and measuring the efficiency of production machines and equipment. Each company can find out the performance of the machines used by calculating the level of equipment performance using the Total Productive Maintenance (TPM) method. The method used to measure TPM performance is the Overall Equipment Effectiveness (OEE) method. The use of this method is intended to provide equipment performance results as well as accurate calculations to determine the performance of the machine used. The results of this activity show that the Overall Equipment Effectiveness (OEE) value still has an effectiveness level below standard. The main factors that influence low OEE values are reduced speed losses, idling minor stopage losses, defects in process and breakdown losses. Therefore, preventive maintenance measures are needed to minimize the occurrence of machine damage. Highlights: Rapid growth in the food manufacturing industry demands increased productivity. Machine performance is crucial for maintaining optimal production processes. Total Productive Maintenance (TPM) and Overall Equipment Effectiveness (OEE) methods help measure and improve machine efficiency. Keywords: Maintenance, Total Productive Maintenance, Overall Equipment Effectiveness, Six Big Losses.

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18

SAYAMA, Hayatoshi. "Total productive maintenance in the process industry." Journal of the Japan Society for Precision Engineering 57, no. 3 (1991): 426–28. http://dx.doi.org/10.2493/jjspe.57.426.

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19

Kamiske, G. F., M. Karaüc, and M. Al-Radhi. "Total Productive Maintenance - Konzept einer mitarbeiterorientierten Instandhaltung." Zeitschrift für wirtschaftlichen Fabrikbetrieb 88, no. 10 (October 1, 1993): 499–501. http://dx.doi.org/10.1515/zwf-1993-881034.

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20

Ahuja, I. P. S. "Manufacturing excellence through total productive maintenance paradigm." International Journal of Technology, Policy and Management 11, no. 1 (2011): 1. http://dx.doi.org/10.1504/ijtpm.2011.040298.

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21

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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Ahuja, I. P. S., and J. S. Khamba. "Total productive maintenance: literature review and directions." International Journal of Quality & Reliability Management 25, no. 7 (August 2008): 709–56. http://dx.doi.org/10.1108/02656710810890890.

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Brah, S. A., and W. K. Chong. "Relationship between total productive maintenance and performance." International Journal of Production Research 42, no. 12 (June 15, 2004): 2383–401. http://dx.doi.org/10.1080/00207540410001661418.

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24

Singh Brar, G. "Keeping the wheels turning [total productive maintenance]." Manufacturing Engineer 85, no. 1 (February 1, 2006): 32–35. http://dx.doi.org/10.1049/me:20060105.

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Ireland, F., and B. G. Dale. "A study of total productive maintenance implementation." Journal of Quality in Maintenance Engineering 7, no. 3 (September 2001): 183–92. http://dx.doi.org/10.1108/13552510110404495.

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Thun, J. H. "Supporting total productive maintenance by mobile devices." Production Planning & Control 19, no. 4 (May 19, 2008): 430–34. http://dx.doi.org/10.1080/09537280802034588.

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27

Pascal, Vrignat, Aggab Toufik, Avila Manuel, Duculty Florent, and Kratz Frédéric. "Improvement indicators for Total Productive Maintenance policy." Control Engineering Practice 82 (January 2019): 86–96. http://dx.doi.org/10.1016/j.conengprac.2018.09.019.

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Wang, F. K., and W. Lee. "Learning curve analysis in total productive maintenance." Omega 29, no. 6 (December 2001): 491–99. http://dx.doi.org/10.1016/s0305-0483(01)00039-1.

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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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Khanna, Vinod Kumar. "Total productive maintenance experience: a case study." International Journal of Productivity and Quality Management 3, no. 1 (2008): 12. http://dx.doi.org/10.1504/ijpqm.2008.017329.

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Wasnik, Akshay. "A REVIEW ON TOTAL PRODUCTIVE MAINTENANCE (TPM)." INTERANTIONAL JOURNAL OF SCIENTIFIC RESEARCH IN ENGINEERING AND MANAGEMENT 08, no. 05 (May 12, 2024): 1–5. http://dx.doi.org/10.55041/ijsrem33856.

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Total Productive Maintenance (TPM) is transforming manufacturing landscapes. This review investigates its impact, revealing how TPM fosters a culture of continuous improvement through employee involvement and proactive maintenance strategies. By analyzing 30 research papers, it unveils the potent link between TPM and increased productivity alongside reduced waste. Highlighting Overall Equipment Effectiveness (OEE) as a crucial metric, the review emphasizes the importance of 5S as a foundational step for successful TPM implementation. With global adoption surging, TPM is solidifying its position as a world-class strategy for achieving peak manufacturing performance." Keywords: Total Productive Maintenance (TPM), OEE, Improve Productivity, 5S.

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Saxena, Mudit Mohan. "Total productive maintenance (TPM); as a vital function in manufacturing systems." Journal of Applied Research in Technology & Engineering 3, no. 1 (January 31, 2022): 19–27. http://dx.doi.org/10.4995/jarte.2022.15934.

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Maintenance is a vital function in manufacturing systems for maintaining quality. During the coming period two ideas are evolved Total Productive Maintenance and Total Quality Management simultaneously with other facts to attain excellence in production systems. Various feature of putting into practice Total Productive Maintenance (TPM) is expressed and examined in this study. Total productive maintenance is explained thoroughly, the philosophy, planning, improvements, goal setting and developments of implementation plans. The eight pillars of TPM are explained. Various aspect of implementation of TPM is elaborated. Also the benefits of TPM are explained.

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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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García Alcaraz, Jorge Luis. "Factors related with success of total productive maintenance." Revista Facultad de Ingeniería Universidad de Antioquia, no. 60 (November 22, 2012): 129–40. http://dx.doi.org/10.17533/udea.redin.13665.

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Total Productive Maintenance (TPM) is one tool widely used in production areas, aimed at increasing the availability of machinery and equipment production and economic benefits of businesses. However, do not know the key success factors for it implementation. This article presents the results of a survey that consisted of 84 questions and was applied to maintenance managers and supervisors of companies located in Ciudad Juarez, which should be answered on a Likert scale. Exploratory factorial analysis (EFA) was applied to information through the method of principal components and a varimax rotation was conducted and found that only 3 factors could explain the 65,06% of total variance, related to managerial commitment, cleanup culture and integration of operators in maintenance decisions. We also performed a confirmatory factor analysis (CFA) to validate the results, confirming the findings in EFA.

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Jostes, Robert S., and Marilyn M. Helms. "Total Productive Maintenance and Its Link to Total Quality Management." Work Study 43, no. 7 (November 1994): 18–20. http://dx.doi.org/10.1108/eum0000000004012.

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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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37

Hallioui, Anouar, Brahim Herrou, Polinpapilinho F. Katina, Ricardo S. Santos, Ona Egbue, Małgorzata Jasiulewicz-Kaczmarek, Jose Miguel Soares, and Pedro Carmona Marques. "A Review of Sustainable Total Productive Maintenance (STPM)." Sustainability 15, no. 16 (August 14, 2023): 12362. http://dx.doi.org/10.3390/su151612362.

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Sustainable Total Productive Maintenance (STPM) arose in 2021 as a promising, new concept to fill the lack of sustainability in Total Productive Maintenance (TPM) and allow companies to overcome its implementation barriers. It revolves around increasing the understanding of the systems approach and contributing to setting contemporary companies’ sustainable ideology by supporting orientation toward sustainability from a sustainable maintenance perspective. However, STPM is still in its infancy and is viewed as a complement to the traditional TPM approach and is based on its pillars. Moreover, there is still a dearth of literature discussing STPM. This study aims to present STPM as a novel substitute for TPM while building its unique mechanism based on re-engineered fourth generation management (R4thGM). To pursue such a goal, 94 papers from Scopus, Web of Science, and Science Direct databases published in 2008–2023 were reviewed. This study’s novelty comes from presenting STPM as the best-suited lean manufacturing and sustainability strategy for enhancing sustainable maintenance, encouraging contemporary maintenance (i.e., Industry 4.0 technology-based sustainable maintenance), and supporting second-era contemporary companies’ orientation toward sustainability. Furthermore, based on recent studies, propositions are formulated to achieve STPM. Finally, research implications and future directions are presented.

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Balouei Jamkhaneh, Hadi, Javad Khazaei Pool, Seyed Mohammad Sadegh Khaksar, S. Mohammad Arabzad, and Reza Verij Kazemi. "Impacts of computerized maintenance management system and relevant supportive organizational factors on total productive maintenance." Benchmarking: An International Journal 25, no. 7 (October 1, 2018): 2230–47. http://dx.doi.org/10.1108/bij-05-2016-0072.

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Purpose The application of automated systems is rapidly increasing in different industries and organizations. In this regard, computerized maintenance management systems (CMMS) using information technology play an important role in the automating production systems. The purpose of this paper is to investigate the impacts of CMMSs and relevant supportive organizational factors on the effectiveness of total productive maintenance. Design/methodology/approach This study is classified as a quantitative survey-based research using structural equation modeling. The scope of the study includes manufacturing companies in Iran. A total of 125 questionnaires from 60 companies were collected from January to March 2014 to help validate the conceptual model and test the hypotheses. Findings The results support the concept CMMSs positively relates to relevant supportive organizational factors (resource allocation, decision-making structure, senior management support, employees’ involvement and effective instruction) on the effectiveness of total productive maintenance. The relevant supportive organizational factors can also be seen as the predictors of CMMSs. Originality/value This study integrates the CMMSs and relevant supportive organizational factors in a robust model to examine the effectiveness of total productive maintenance. This study also examines the impacts of CMMSs and relevant supportive organizational factors on total productive maintenance which seems to not be done previously.

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Habidin, Nurul Fadly, Suzaituladwini Hashim, Nursyazwani Mohd Fuzi, Mad Ithnin Salleh, Wan Salmuni Wan Mustaffa, and Norlaile Salleh Hudin. "The Implemention of Total Productive Maintenance in Malaysia Automotive Industry." Research in World Economy 10, no. 5 (December 24, 2019): 89. http://dx.doi.org/10.5430/rwe.v10n5p89.

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The purpose of this paper is to determine the implementation of total productive maintenance in Malaysian automotive industry. 400 questionnaires were distributed to Malaysian automotive industry and 229 were completed, giving a response rate of 57.25%. Based on the developed models, the results of the study provide guidance for effective implementation of total productive maintenance in Malaysian automotive industry. This study makes a new contribution to the Malaysian automotive industry for total productive maintenance implementation. This study provides important information for decision makers to implement total productive maintenance in automotive industry and also provides useful information for future researchers in the total productive maintenance area.

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Asta, Vishientrie Sylviana, and Achmad Alfian. "Analisis Efektivitas Mesin Kiby Dengan Metode Total Productive Maintenance (TPM) Di PP Sinar Tani." SAINTEK : Jurnal Ilmiah Sains dan Teknologi Industri 1, no. 1 (March 10, 2021): 32–43. http://dx.doi.org/10.32524/saintek.v1i1.122.

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PP Sinar Tani is one of the companies engaged in the rice industry.Stages of production process that is done in PP Sinar Tani is by breaking the skin of rice, sifting rice, cleaning of dirt, etc.The stages of the production process use machines such as pocket elevator, husk funnel, kiby machine, etc. In the machines for the production process there are machines that often suffered damage kiby machine. This kiby machine is one of the older machines, which is ± 7 years old. Obstacles encountered in the kiby machine is the engine is damaged when operating and disrupt the smoothness of the production process. After assessing the overall effectiveness of mesih kiby using TPM method, the value of OEE is 88.48% and it meets JIPM standard, that is ≥ 85%. However, the availability value of kiby machine does not meet JIPM standard, that is ≥ 90%, that is 88,78%. Therefore, the authors suggest the schedule of care and operator training to improve the availability index.

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Rizkya, I., R. M. Sari, K. Syahputri, and U. Tarigan. "Evaluation of total productive maintenance implementation in manufacture." IOP Conference Series: Materials Science and Engineering 1122, no. 1 (March 1, 2021): 012059. http://dx.doi.org/10.1088/1757-899x/1122/1/012059.

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Adhiutama, Akbar, Rony Darmawan, and Aldo Fadhila. "TOTAL PRODUCTIVE MAINTENANCE ON THE AIRBUS PART MANUFACTURING." Jurnal Bisnis dan Manajemen 21, no. 1 (March 2020): 3–15. http://dx.doi.org/10.24198/jbm.v21i1.280.

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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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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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Cigolini, Roberto, and Francesco Turco. "Total productive maintenance practices: a survey in Italy." Journal of Quality in Maintenance Engineering 3, no. 4 (December 1997): 259–72. http://dx.doi.org/10.1108/13552519710176872.

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Bamber, C. J., J. M. Sharp, and M. T. Hides. "Factors affecting successful implementation of total productive maintenance." Journal of Quality in Maintenance Engineering 5, no. 3 (September 1999): 162–81. http://dx.doi.org/10.1108/13552519910282601.

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Mishra, Rajesh Prasad, G. Anand, and Rambabu Kodali. "A SWOT analysis of total productive maintenance frameworks." International Journal of Management Practice 3, no. 1 (2008): 51. http://dx.doi.org/10.1504/ijmp.2008.016047.

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Eti, M. C., S. O. T. Ogaji, and S. D. Probert. "Implementing total productive maintenance in Nigerian manufacturing industries." Applied Energy 79, no. 4 (December 2004): 385–401. http://dx.doi.org/10.1016/j.apenergy.2004.01.007.

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Wang, Fu-Kwun. "Evaluating the efficiency of implementing total productive maintenance." Total Quality Management & Business Excellence 17, no. 5 (June 2006): 655–67. http://dx.doi.org/10.1080/14783360600588232.

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Ahuja, I. P. S., and J. S. Khamba. "Total productive maintenance implementation in a manufacturing organisation." International Journal of Productivity and Quality Management 3, no. 3 (2008): 360. http://dx.doi.org/10.1504/ijpqm.2008.017504.

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