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Phân tích tác động của Bảo trì năng suất toàn diện (TPM) - Các yếu tố thành công quan trọng và lợi ích (Impact Analysis of Total Productive Maintenance_ Critical Success Factors and Benefits)

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Tiêu đề Impact Analysis of Total Productive Maintenance
Tác giả José Roberto Díaz-Reza, Jorge Luis García-Alcaraz, Valeria Martínez-Loya
Trường học Universidad Autónoma de Ciudad Juárez
Thể loại thesis
Năm xuất bản 2019
Thành phố Ciudad Juárez
Định dạng
Số trang 361
Dung lượng 5,25 MB

Cấu trúc

  • Foreword

  • Preface

  • Acknowledgements

  • Contents

  • List of Figures

  • List of Tables

  • Concepts and Evolution of TPM

  • 1 TPM Background

    • Abstract

    • 1.1 TPM Definition

    • 1.2 TPM Evolution and Origin

    • 1.3 TPM Objectives

    • 1.4 TPM and Big Losses

    • 1.5 TPM Origin

    • 1.6 TPM Implementation Steps

    • 1.7 TPM Pillars

      • 1.7.1 Pillar 1: Autonomous Maintenance (Jishu Hozen)

      • 1.7.2 Pillar 2: Focused Improvement (Kobetsu Kaizen)

        • 1.7.2.1 Overall Equipment Effectiveness

      • 1.7.3 Pillar 3: Planned Maintenance (PM)

      • 1.7.4 Pillar 4: Quality Maintenance (Hinshitsu Hozen)

      • 1.7.5 Pillar 5: Education and Training

      • 1.7.6 Pillar 6: Office TPM (OTPM)

      • 1.7.7 Pillar 7: Safety, Hygiene, and Environment (SHE)

      • 1.7.8 Pillar 8: Developed Management

    • References

  • 2 TPM Literature Review

    • Abstract

    • 2.1 TPM Importance

    • 2.2 TPM Publishing

      • 2.2.1 Publications Per Year

      • 2.2.2 Type of Publication

      • 2.2.3 Scientific Magazines Publications

      • 2.2.4 Industrial Sectors

      • 2.2.5 Editorial Publications

    • 2.3 TPM Successful Cases Background

    • 2.4 TPM Successful Cases in the Industry

      • 2.4.1 TPM in the International Manufacturing Industry

      • 2.4.2 TPM in the Electronic Industry

      • 2.4.3 TPM in the Pharmaceutical Industry

      • 2.4.4 TPM in the Automotive Industry

      • 2.4.5 TPM in the Industry and Psychology

      • 2.4.6 TPM in the Textile Industry

      • 2.4.7 TPM in Automotive Industry

    • 2.5 Conclusions

    • References

  • Activities and Benefits Associated with TPM

  • 3 Activities Associated with the Success of TPM

    • Abstract

    • 3.1 Introduction

    • 3.2 Activities Associated with Human Factor

      • 3.2.1 Work Culture

      • 3.2.2 Suppliers

      • 3.2.3 Managerial Commitment

      • 3.2.4 Clients

    • 3.3 Activities Associated with Operational Factor

      • 3.3.1 Preventive Maintenance Implementation

      • 3.3.2 Total Productive Maintenance Implementation (Implementation Style)

      • 3.3.3 Technological Status

      • 3.3.4 Layout

      • 3.3.5 Warehouse Management

    • References

  • 4 Benefits Associated with the TPM Implementation in the Industry

    • Abstract

    • 4.1 Introduction

    • 4.2 Benefits for the Company

    • 4.3 Productivity Benefits

    • 4.4 Safety Benefits

    • References

  • Research Problem, Objectives and Methodology

  • 5 Definition of the Problem and Objective of the Research

    • Abstract

    • 5.1 Critical Success Factors of TPM

    • 5.2 TPM Benefits

    • 5.3 Research Problem

    • 5.4 Research Objective

      • 5.4.1 General Objective

      • 5.4.2 Specific Objectives

    • References

  • 6 Methodology

    • Abstract

    • 6.1 Introduction

    • 6.2 Literature Review

    • 6.3 Initial Questionnaire: Experts Validation

    • 6.4 Final Questionnaire

      • 6.4.1 Section 1. Demographic Data

      • 6.4.2 Section 2. Critical Success Factors of Total Productive Maintenance

      • 6.4.3 Section 3. TPM Benefits

      • 6.4.4 Rating Scale

    • 6.5 Questionnaire Application

      • 6.5.1 Sample

      • 6.5.2 Gathering Data

    • 6.6 Data Entry and Analysis

    • 6.7 Data Depuration

      • 6.7.1 Identification of Missing Values

      • 6.7.2 Identification of Outliers

      • 6.7.3 Standard Deviation Analysis

      • 6.7.4 Normal Distribution

      • 6.7.5 Homoscedastic Analysis

      • 6.7.6 Collinearity Analysis

    • 6.8 Descriptive Analysis

      • 6.8.1 Sample Descriptive Analysis

      • 6.8.2 Data Descriptive Analysis

        • 6.8.2.1 Measure of Central Tendency: The Median

        • 6.8.2.2 Statistical Dispersion

    • 6.9 Data Validation

      • 6.9.1 R-Square and Adjusted R-Squared

      • 6.9.2 Q-Square

      • 6.9.3 Integrated Reliability

      • 6.9.4 Cronbach’s Alpha Index

      • 6.9.5 Average Variance Extracted (AVE)

      • 6.9.6 Full Collinearity Variance Inflation Factor

    • 6.10 Structural Equation Modeling

      • 6.10.1 The Modeling Hypothesis

      • 6.10.2 Direct Effects

      • 6.10.3 Indirect Effects

      • 6.10.4 Total Effects

      • 6.10.5 Effects Size

      • 6.10.6 Efficiency Modeling Indexes

        • 6.10.6.1 Average Path Coefficient (APC)

        • 6.10.6.2 Average R-Squared (ARS)

        • 6.10.6.3 Average Adjusted R-Squared (AARS)

        • 6.10.6.4 Average Block Variance Inflation Factor (AVIF) and Average Full Collinearity (AFVIF)

        • 6.10.6.5 Tenenhaus Goodness of Fit (GoF)

        • 6.10.6.6 Other Indexes

    • 6.11 Sensitivity Analysis

    • References

  • Validation and Analysis of Data

  • 7 Validation of Variables

    • Abstract

    • 7.1 Introduction

    • 7.2 Validation of Variables in Models

      • 7.2.1 Model One

      • 7.2.2 Model Two

      • 7.2.3 Model Three

      • 7.2.4 Model Four

      • 7.2.5 Model Five

      • 7.2.6 Model Six

      • 7.2.7 Model Seven

      • 7.2.8 Model Eight

    • 7.3 Observed Variables in Latent Variables

    • 7.4 Conclusions

  • 8 Descriptive Analysis

    • Abstract

    • 8.1 Descriptive Analysis of the Sample

      • 8.1.1 Gender and Industrial Sector

      • 8.1.2 Participants Jerarquical Job Position and Work Experience

    • 8.2 Descriptive Analysis: Items in Success Factors of TPM

      • 8.2.1 Work Culture

      • 8.2.2 Suppliers

      • 8.2.3 Preventive Maintenance Implementation

      • 8.2.4 Total Productive Maintenance Implementation

      • 8.2.5 Technological Status

      • 8.2.6 Layout

      • 8.2.7 Warehouse Management

      • 8.2.8 Management Commitment

      • 8.2.9 Customers

    • 8.3 TPM Benefits

      • 8.3.1 Descriptive Analysis: Company Benefits

      • 8.3.2 Descriptive Analysis: Productivity Benefits

      • 8.3.3 Descriptive Analysis: Security Benefits

    • References

  • Estructural Equation Models

  • 9 Simple Models

    • Abstract

    • 9.1 Simple Model A: Work Culture—Benefits for the Organization

      • 9.1.1 Hypothesis—Model A

      • 9.1.2 Validation of the Variables—Model A

      • 9.1.3 Efficiency Indexes—Model A

      • 9.1.4 Results and Conclusion—Model A

      • 9.1.5 Sensitivity Analysis—Simple Model A

    • 9.2 Simple Model B: Managerial Commitment—Safety Benefits

      • 9.2.1 Hypothesis—Model B

      • 9.2.2 Validation of the Variables—Model B

      • 9.2.3 Efficiency Indexes—Model B

      • 9.2.4 Results and Conclusion—Model B

      • 9.2.5 Sensitivity Analysis—Simple Model B

    • 9.3 Simple Model C: TPM Implementation—Productivity Benefits

      • 9.3.1 Hypothesis—Model C

      • 9.3.2 Validation of the Variables—Model C

      • 9.3.3 Efficiency Indexes—Model C

      • 9.3.4 Results and Conclusions—Model C

      • 9.3.5 Sensitivity Analysis—Model C

    • 9.4 Simple Hypotheses—Work Culture

      • 9.4.1 Results—Work Culture

      • 9.4.2 Conclusions and Industrial Implications—Work Culture

    • 9.5 Simple Hypotheses—Suppliers

      • 9.5.1 Results—Suppliers

      • 9.5.2 Conclusions and Industrial Implications—Suppliers

    • 9.6 Simple Hypotheses—PM Implementation

      • 9.6.1 Results—PM Implementation Process

      • 9.6.2 Conclusions and Industrial Implications—PM Implementation

    • 9.7 Simple Hypotheses—TPM Implementation

      • 9.7.1 Results—TPM Implementation

      • 9.7.2 Conclusions and Industrial Implications—PM Implementation

    • 9.8 Simple Hypotheses—Technological Status

      • 9.8.1 Results—Technological Status

      • 9.8.2 Conclusions and Industrial Implications—Technological Status

    • 9.9 Simple Hypotheses—Layout

      • 9.9.1 Results—Layout

      • 9.9.2 Conclusions and Industrial Implications—Layout

    • 9.10 Simple Hypotheses—Warehouse Management

      • 9.10.1 Results—Warehouse Management

      • 9.10.2 Conclusions and Industrial Implications—Warehouse Management

    • 9.11 Simple Hypotheses—Managerial Commitment

      • 9.11.1 Results—Managerial Commitment Process

      • 9.11.2 Conclusions and Industrial Implications—Managerial Commitment

    • 9.12 Simple Hypotheses—Clients

      • 9.12.1 Results—Clients

      • 9.12.2 Conclusions and Industrial Implications—Clients

    • References

  • 10 Structural Equation Models: Human Factor—Part I

    • Abstract

    • 10.1 Complex Model 1

      • 10.1.1 Hypotheses—Complex Model 1

      • 10.1.2 Efficiency Indexes—Complex Model 1

      • 10.1.3 Results—Complex Model 1

        • 10.1.3.1 Direct Effects—Complex Model 1

        • 10.1.3.2 Effects Size—Complex Model 1

        • 10.1.3.3 Total Direct and Indirect Effects—Complex Model 1

        • 10.1.3.4 Total Effects—Complex Model 1

      • 10.1.4 Industrial Conclusions and Implications—Complex Model 1

      • 10.1.5 Sensitivity Analysis—Complex Model 1

        • 10.1.5.1 Relationship Between Clients and Suppliers (H1)—Complex Model 1

        • 10.1.5.2 Relationship Between Clients and Managerial Commitment (H2)—Complex Model 1

        • 10.1.5.3 Relationship Between Suppliers and Managerial Commitment (H3)—Complex Model 1

        • 10.1.5.4 Relationship Between Work Culture and Clients (H4)—Complex Model 1

        • 10.1.5.5 Relationship Between Work Culture and Suppliers (H5)—Complex Model 1

        • 10.1.5.6 Relationship Between Work Culture and Managerial Commitment (H6)—Complex Model 1

    • 10.2 Complex Model 2

      • 10.2.1 Hypotheses

      • 10.2.2 Efficiency Indexes—Complex Model 2

      • 10.2.3 Results—Complex Model 2

        • 10.2.3.1 Direct Effects from Complex Model 2

        • 10.2.3.2 Size Direct Effects—Complex Model 2

        • 10.2.3.3 Total Indirect Effects—Complex Model 2

        • 10.2.3.4 Total Effects—Complex Model 2

      • 10.2.4 Conclusions and Industrial Implications—Complex Model 2

      • 10.2.5 Sensitivity Analysis—Complex Model 2

        • 10.2.5.1 Relationship Between Managerial Commitment and Work Culture (H1)—Complex Model 2

        • 10.2.5.2 Relationship Between Managerial Commitment and Technological Status (H2)—Complex Model 2

        • 10.2.5.3 Relationship Between Work Culture and Technological Status (H3)—Complex Model 2

        • 10.2.5.4 Relationship Between Managerial Commitment and TPM Implementation (H4)—Complex Model 2

        • 10.2.5.5 Relationship Between Work Culture and TPM Implementation (H5)—Complex Model 2

        • 10.2.5.6 Relationship Between Technological Status and TPM Implementation (H6)—Complex Model 2

    • References

  • 11 Structural Equation Models-Human Factor—Part II

    • 11.1 Complex Model 3

      • 11.1.1 Hypotheses

      • 11.1.2 Efficiency Indexes—Complex Model 3

      • 11.1.3 Results—Complex Model 3

        • 11.1.3.1 Direct Effects—Complex Model 3

        • 11.1.3.2 Effects Size—Complex Model 3

        • 11.1.3.3 Total Indirect Effects—Complex Model 3

        • 11.1.3.4 Total Effects—Complex Model 3

      • 11.1.4 Conclusions and Industrial Implications—Complex Model 3

      • 11.1.5 Sensitivity Analysis—Complex Model 3

        • 11.1.5.1 Sensitivity Analysis: Managerial Commitment and Suppliers (H1)—Complex Model 3

        • 11.1.5.2 Sensitivity Analysis de Managerial Commitment con Benefits for the Organization (H2)—Complex Model 3

        • 11.1.5.3 Sensitivity Analysis: Suppliers and Benefits for the Organization (H3)—Complex Model 3

        • 11.1.5.4 Sensitivity Analysis: Managerial Commitment and Productivity Benefits (H4)—Complex Model 3

        • 11.1.5.5 Sensitivity Analysis: Suppliers and Productivity Benefits (H5)—Complex Model 3

        • 11.1.5.6 Sensitivity Analysis: Benefits for the Organization and Productivity Benefits (H6)—Complex Model 3

    • 11.2 Complex Model 4

      • 11.2.1 Hypotheses—Complex Model 4

      • 11.2.2 Efficiency Indexes—Complex Model 4

      • 11.2.3 Results—Complex Model 4

        • 11.2.3.1 Direct Effects—Complex Model 4

        • 11.2.3.2 Effect Size—Complex Model 4

        • 11.2.3.3 Total Indirect Effects—Complex Model 4

        • 11.2.3.4 Total Effects—Complex Model 4

      • 11.2.4 Conclusions and Industrial Implications—Complex Model 4

      • 11.2.5 Sensitivity Analysis—Complex Model 4

        • 11.2.5.1 Sensitivity Analysis: Suppliers and Layout (H1)—Complex Model 4

        • 11.2.5.2 Sensitivity Analysis: Suppliers and Benefits for the Organization (H2)—Complex Model 4

        • 11.2.5.3 Sensitivity Analysis: Layout and Benefits for the Organization (H3)—Complex Model 4

        • 11.2.5.4 Sensitivity Analysis: Suppliers and Security Benefits (H4)—Complex Model 4

        • 11.2.5.5 Sensitivity Analysis: Layout and Security Benefits (H5)—Complex Model 4

        • 11.2.5.6 Sensitivity Analysis: Benefits for the Organization and Security Benefits (H6)—Complex Model 4

    • References

  • 12 Structural Equation Models-Technical Factors

    • Abstract

    • 12.1 Complex Model 5

      • 12.1.1 Hypotheses

      • 12.1.2 Efficiency Indexes—Complex Model 5

      • 12.1.3 Results—Complex Model 5

        • 12.1.3.1 Direct Effects—Complex Model 5

        • 12.1.3.2 Effect Size—Complex Model 5

        • 12.1.3.3 Total Indirect Effects—Complex Model 5

        • 12.1.3.4 Total Effects—Complex Model 5

      • 12.1.4 Conclusions and Industrial Implications—Complex Model 5

      • 12.1.5 Sensitivity Analysis—Complex Model 5

        • 12.1.5.1 Sensitivity Analysis: Technological Status and Layout (H1)—Complex Model 5

        • 12.1.5.2 Sensitivity Analysis: Technological Status and PM Implementation (H2)—Complex Model 5

        • 12.1.5.3 Sensitivity Analysis: Layout and PM Implementation (H3)—Complex Model 5

        • 12.1.5.4 Sensitivity Analysis: Technological Status and TPM Implementation (H4)—Complex Model 5

        • 12.1.5.5 Sensitivity Analysis: Layout and TPM Implementation (H5)—Complex Model 5

        • 12.1.5.6 Sensitivity Analysis: PM Implementation and TPM Implementation (H6)—Complex Model 5

    • 12.2 Complex Model 6

      • 12.2.1 Hypotheses—Complex Model 6

      • 12.2.2 Efficiency Indexes—Complex Model 6

      • 12.2.3 Results—Complex Model 6

        • 12.2.3.1 Direct Effects—Complex Model 6

        • 12.2.3.2 Effects Size—Complex Model 6

        • 12.2.3.3 Total Indirect Effects—Complex Model 6

        • 12.2.3.4 Total Effects—Complex Model 6

      • 12.2.4 Conclusions and Industrial Implications—Complex Model 6

      • 12.2.5 Sensitivity Analysis—Complex Model 6

        • 12.2.5.1 Sensitivity Analysis: PM Implementation and Warehouse Management (H1)—Complex Model 6

        • 12.2.5.2 Sensitivity Analysis: PM Implementation and Benefits for the Company (H2)—Complex Model 6

        • 12.2.5.3 Sensitivity Analysis: Warehouse Management and Benefits for the Company (H3)—Complex Model 6

        • 12.2.5.4 Sensitivity Analysis: PM Implementation and Productivity Benefits (H4)—Complex Model 6

        • 12.2.5.5 Sensitivity Analysis: Warehouse Management and Productivity Benefits (H5)—Complex Model 6

    • References

  • 13 Structural Equation Models—Methodological Factors

    • Abstract

    • 13.1 Complex Model 7

      • 13.1.1 Hypotheses

      • 13.1.2 Efficiency Indexes

      • 13.1.3 Results—Complex Model 7

        • 13.1.3.1 Direct Effects—Complex Model 7

        • 13.1.3.2 Effect Size—Complex Model 7

        • 13.1.3.3 Total Indirect Effects—Complex Model 7

        • 13.1.3.4 Total Effects—Complex Model 7

      • 13.1.4 Conclusions and Industrial Implications—Complex Model 7

      • 13.1.5 Sensitivity Analysis—Complex Model 7

        • 13.1.5.1 Sensitivity Analysis: Technological Status Con TPM Implementation (H1)—Complex Model 7

        • 13.1.5.2 Sensitivity Analysis: Technological Status and Benefits for the Organization (H2)—Complex Model 7

        • 13.1.5.3 Sensitivity Analysis: TPM Implementation and Benefits for the Organization (H3)—Complex Model 7

        • 13.1.5.4 Sensitivity Analysis: Technological Status and Safety Benefits (H4)—Complex Model 7

        • 13.1.5.5 Sensitivity Analysis: TPM Implementation and Safety Benefits (H5)—Complex Model 7

        • 13.1.5.6 Sensitivity Analysis: Benefits for the Organization and Safety Benefits (H5)—Complex Model 7

    • 13.2 Integrator Model

      • 13.2.1 Hypotheses—Integrator Model

      • 13.2.2 Validation of Variables—Integrator Model

      • 13.2.3 Efficiency Indexes

      • 13.2.4 Results—Integrator Model

        • 13.2.4.1 Direct Effects—Integrator Model

        • 13.2.4.2 Total Indirect Effects—Integrator Model

        • 13.2.4.3 Total Effects—Integrator Model

      • 13.2.5 Conclusions and Industrial Implications—Integrator Model

      • 13.2.6 Sensitivity Analysis—Integrator Model

        • 13.2.6.1 Sensitivity Analysis: Human Factor and Operating Factor (H1)—Integrator Model

        • 13.2.6.2 Sensitivity Analysis: Human Factor and Benefits (H2)—Integrator Model

        • 13.2.6.3 Sensitivity Analysis: Operating Factor and Benefits (H3)—Integrator Model

        • 13.2.6.4 Sensitivity Analysis: Human Factor and Operating Factor Along with Benefits—Integrator Model

    • References

Nội dung

TPM De fi nition

The literature review reveals various definitions of the Total Productive Maintenance (TPM) concept, highlighting its evolution while maintaining core principles To enhance understanding and provide a comprehensive perspective, we present a list of key definitions related to TPM.

• TPM is productive maintenance carried out by all the employees through small groups of activities (Nakajima1989).

• TPM is an innovative maintenance approach that optimizes the equipment effectiveness, eliminates breakdowns, and promotes the operators’autonomous maintenance (Nakajima1988).

Total Productive Maintenance (TPM) integrates maintenance with production functions to enhance product quality, minimize waste, lower manufacturing costs, boost equipment availability, and improve overall maintenance status within an organization (Rhyne 1990).

• TPM is a production-driven improvement methodology that is designed to optimize equipment reliability and ensure the efficient management in plant assets (Ginder et al.1995).

• TPM is reduced to understanding the following strategies (Suzuki 1996):

– Maximizing the overall efficiency of the team,

– Establishing a comprehensive preventive maintenance (PM) system that covers the entire life of the team,

– Involving all the departments that plan, use, and maintain equipment, © Springer Nature Switzerland AG 2019

J R D í az-Reza et al., Impact Analysis of Total Productive Maintenance , https://doi.org/10.1007/978-3-030-01725-5_1

– Involve all employees from the senior management along with the machine operators,

– Promote the PM through an organized management, that is, through a small group of autonomous activities.

Total Productive Maintenance (TPM) is not merely a maintenance program; rather, it is a comprehensive team management approach that integrates continuous improvement and total quality principles By empowering employees, TPM aims to achieve zero stoppages and defects in operations.

Total Productive Maintenance (TPM) is a strategic approach that integrates maintenance into an organization's operations By fostering collaboration between operational and maintenance teams, TPM aims to minimize waste, reduce downtime, and enhance the overall quality of the final product.

Total Productive Maintenance (TPM) is a strategic approach designed to enhance the efficiency and availability of existing equipment by minimizing downtime This methodology focuses on optimizing and maintaining equipment to lower lifecycle costs while investing in human resources to improve hardware utilization (Chan et al., 2005).

• TPM is a larger part of a Lean initiative, and its goal is generally to improve uptime and equipment reliability (Press 2005).

• TPM is a philosophy that involves the entire organization, which increases the knowledge levels, performance, efficiency, and teamwork in each area (Sun et al.2003).

• TPM is a maintenance program, which implies a recently defined concept for plants and equipment maintenance; it can be considered as the “medical sci- ence”for industrial machines (Mâinea et al.2010).

• TPM represents a system for the effective technology process usage (Friedli et al.2010).

• TPM is a set of techniques to ensure that each machine in a production process can always perform the required tasks (Anvari et al.2014).

Total Productive Maintenance (TPM) is a continuous improvement process aimed at enhancing production effectiveness It involves structured teams that work to identify and eliminate equipment losses and inefficiencies throughout the production system's lifecycle This approach encourages active participation from employees at all levels of the operational hierarchy.

Total Productive Maintenance (TPM) is a comprehensive maintenance management strategy that engages all employees in enhancing equipment performance This approach utilizes various effective methods to boost reliability, quality, and production within an organization (Das et al 2014).

• TPM includes maintenance prevention, maintenance improvement, and pre- ventive maintenance (Benjamin1997; Filho and Utiyama2016).

• TPM is the combination of preventive maintenance activities and the Total Quality Management philosophy to create a TPM culture by providing

TPM (Total Productive Maintenance) emphasizes the integration of maintenance, engineering, and management units to ensure that employees actively protect and maintain the equipment and machinery they utilize, thereby guaranteeing optimal machine performance at all times (Arslankaya and Atay, 2015).

TPM, or Total Productive Maintenance, is a proactive strategy focused on early problem identification and prevention, striving for the goals of zero errors, zero accidents, and zero losses (Kiran, 2016).

• TPM is widely used to improve the effective equipment usage and to obtain a world-class manufacturing system in quality and cost terms (Shinde and Prasad 2017).

• The TPM concept can be summarized based on three meanings represented by the total word (Wang and Lee2001):

– Total effectiveness (includes productivity, costs, quality, inter-gas, safety, environment, welfare, and morale).

– Total maintenance system (including maintenance prevention (MP) and maintenance improvement (MI)).

• TPM can be analyzed based on the three terms (Kiran 2016; Mwanza and Mbohwa2015):

– Total: represents the total employees’involvement, that is, from the senior managers to the line operators Similarly, it also represents the total team effectiveness.

– Productive: indicates the production of goods and services to meet or exceed customers’expectations, which is possible if the machinery and equipment maintain a high reliability level.

– Maintenance: symbolizes keeping the equipment and the plant running all the time, in other words, in a condition as good or better than the original.

Although thefirst accepted TPM definition was provided by the Japan Institute of Plan Engineers in Nakajima (1989), through time it has evolved adding other key elements.

TPM, or Total Productive Maintenance, is a methodology designed to optimize the performance of equipment and machinery in the production of goods and services Its primary goal is to ensure that these assets are maintained in peak condition, enabling the delivery of products and services that meet or exceed customer expectations.

The primary goal of Total Productive Maintenance (TPM) is to enhance efficiency and performance by prioritizing equipment maintenance programs This approach aims to reduce waste, minimize equipment downtime, and improve quality through the implementation of preventive and predictive maintenance activities Ultimately, TPM is centered on achieving "zero errors, accidents, and losses."

However, in order to function properly, TPM is considered as a philosophy, because it requires total commitment from all the hierarchical levels of the

1.1 TPM De fi nition 5 organization, which symbolizes the teamwork and high coordination of the activ- ities between the administration, production, and maintenance areas.

Finally, it could be summarized that TPM is the result of effort, teamwork,communication, technology, knowledge, and continuous improvement within a company.

TPM Evolution and Origin

Since World War II, companies have increasingly prioritized higher product quality, with Japanese industries leading the way by adapting American ideas into successful practices (Nakajima, 1988) During this period, the emphasis shifted towards preventive maintenance of machinery and equipment Seiichi Nakajima, recognized as the father of Total Productive Maintenance (TPM) and associated with the Japan Institute of Plant Maintenance (JIPM) (Kiran, 2016), laid the groundwork for this maintenance approach, focusing on preventive strategies and key operational aspects (Kunio, 2017).

1 Breakdown maintenance (BM): broken equipment repairs.

2 Preventive maintenance (PM): planned inspections program, replacements, and planned repairs to avoid failures and control deterioration.

3 Maintainability improvement (MI), sometimes referred to as corrective main- tenance (CM): includes broader activities as part of preventive maintenance by adding modifications and procedures to prevent less downtimes.

4 Maintenance prevention (MP): includes the machinery and equipment designers to develop better equipment and more efficiency to maintain them.

Productive maintenance (PM) encompasses the consolidation of preventive maintenance (PM), corrective maintenance (CM), and predictive maintenance (MP) activities The primary goal of these efforts is to ensure that equipment remains in optimal condition, ultimately maximizing productivity and profitability for the organization.

Preventive maintenance was first introduced in the 1950s, as noted by Nakajima (1988), while productive maintenance gained full establishment in the 1960s It wasn't until the 1970s that the Total Productive Maintenance (TPM) concept began to take shape, incorporating elements that extended beyond basic maintenance routines and activities.

The evolutionary MPR process is explored in greater detail in the following section, highlighting its significant evolution over time, as illustrated in Table 1.1.

Table 1.1 TPM evolution through time (Nakajima 1989; Peng 2012)

Year Period Approach Target Concepts

Worker is responsible for repairing their work area

Machinery repair only if damaged

Equipment failures repair in a reasonable time

“ Repair only if it is broken ”

Maintenance functions establishment Maintenance based on time (time-based)

Increase the equipment useful life Reduce dead time due to work stoppages or defects

Reduce dead time due to work stoppages or defects and increase maintenance ef fi ciency

Reliability engineering Maintainability engineering Engineering economy Reliability-centered maintenance (RCM) Behavioral sciences Systems engineering

Predictive maintenance with TQC, commitment and total involvement of employees

Zero breakdowns as well as zero defects

Ecology Maintenance prevention Just in time (JIT) TQC and TQM Terotechnology

TPM praxis Maintenance based on the environment conditions

Zero breakdowns and zero defects Availability optimization

CMMS application TPM and the factory of the future

Zero defects, zero breakdowns, zero accidents, zero pollution, zero inventory

Arti fi cial intelligence and expert systems

TPM Objectives

The primary goal of Total Productive Maintenance (TPM) is to enhance company and team productivity through a limited range of activities and self-directed maintenance performed by team operators This approach aims to improve equipment efficiency, maximize outputs, and ensure optimal usefulness and availability while preventing degradation.

In addition, TPM seeks the reduction of the following aspects (Cudney et al. 2013):

Agustiady and Cudney (2016) identify the primary objectives of Total Productive Maintenance (TPM) as minimizing waste in dynamic environments, lowering manufacturing costs, and enabling the rapid production of small batch quantities.

finally (4) provide free defects goods.

Similarly, TPM pursues to achieve the five zeros; (1) zero stoppages (break- downs) (2) zero defects, (3) zero accidents, (4) zero contamination, and (5) zero inventories (Kiran2017).

Smith and Mobley (2011) highlight that the objectives of Total Productive Maintenance (TPM) extend beyond mere maintenance technology, emphasizing the importance of enhancing performance, fostering employee interaction, and encouraging positive efforts This approach underscores the necessity of achieving a balance between human factors and technical aspects.

TPM and Big Losses

To achieve the primary goal of Total Productive Maintenance (TPM), companies aim to maximize overall equipment effectiveness while minimizing costs However, despite their efforts, they often encounter significant barriers known as "big losses," which negatively impact machine performance and reliability.

According to Nakajima (1988), there are six big losses, which can be classified into three categories:

• Downtime: Stops due to equipment failures, setup, and adjustments.

• Speed losses: Inactivity and minor stoppages (abnormal operations), and speed reduction.

• Defects: Process and rework defects reduced the performance between the start of the machine and stable production.

Likewise, Agustiady and Cudney (2016) classify the losses by focusing on different levels:

• Operational: idling and minor stoppages.

• Quality: quality factors and rework.

However, for Smith and Hawkins (2004), the great losses are not only six but have increased to the same ones that are classified in the following four categories.

– No production, breaks and/or shift changes.

– Configurations and changes (setup and changeover).

– Minor stops (less than six minutes).

– Reduction in speed or cycle time.

– Product or raw material waste.

– Transition process performance or losses.

TPM Origin

Since thefirst TPM official definition appeared in 1971 by JIPM and Nakajima

(1989),five fundamental principles were established to allow TPM to be successful, which are (McCarthy and Rich2004; Nakajima1989):

• Adopt improvement activities designed to increase the total effectiveness of the equipment by attacking the losses.

• Improve current planned and predictive maintenance systems to extend the equipment.

• Establish a self-maintenance and cleaning level carried out by highly trained operators.

• Increase operators and engineers’skills and motivation through individual and group development.

• Apply early management techniques to design a low life cycle by creating reliable, safe equipment, and processes that are easy to operate and maintain.

TPM Implementation Steps

Implementing and adapting Total Productive Maintenance (TPM) within a company typically takes 2.5 to 3 years, as noted by Shen (2015) However, the success and duration of this process can vary significantly based on the company's focus and overall state It is essential to recognize that TPM encompasses a wide range of activities and requires a comprehensive commitment from all areas of the organization, not just the maintenance sector.

For an appropriate TPM implementation, it must be supported with the imple- mentation of 12 appropriate activities in 4 categories as it is shown below (Shen 2015):

– TPM introduction to the organization announcement.

– TPM initial education and promotion.

– TPM policies and objectives definition.

– TPM master plan design for its implementation.

• Beginning and introduction TPM stage

– Efficiency system for the production department establishment.

– Management systems for new products and new equipment establishment. – Quality maintenance system establishment.

– An efficient system for the administration and indirect departments establishment.

– Safety, health, and environment management system establishment.

TPM Pillars

Pillar 1: Autonomous Maintenance (Jishu Hozen)

TPM implementation begins with establishing the 5S methodology, which is often regarded as its foundational element (Singh et al., 2013) Consequently, some researchers view 5S as an independent pillar within the TPM framework (Morales Méndez and Rodriguez, 2017).

The 5S methodology encompasses five key disciplines aimed at maintaining an organized visual workspace This universal tool can be effectively implemented in various settings, ranging from manufacturing floors to finance departments and central offices (Mohan Sharma and Lata, 2018).

Also, the 5S achieve a serene workplace environment by engaging employees with a commitment to implement and practice systematic cleaning (Levitt 2010).

Neglecting the principles of 5S can result in significant negative consequences for a company, leading to the 5Ds: Delays, Defects, Dissatisfied customers, Declining profits, and Demoralized employees (Singh et al., 2013).

Thesefive principles to create an efficient and effective company are as follows:

1 Seiri (Sort): It consists of identifying and classifying which elements will be used, and then placing the rest in the correct places (Morales Méndez and Rodriguez 2017) In such a way, that waste is reduced, a safe work area is created, spaces are freed, and processes are visualized (Agustiady and Cudney

2016) In order to perform it, the 3R are followed (Mohan Sharma and Lata 2018).

– Retain: preserve the essential elements in the work area to function, either for regular and occasional use.

– Return: return any item that belongs to another department, location, sup- plier, or customer.

– Rid: delete all unused items and place them in the recycling or trash bin for disposal or a preliminary area for immediate disposal.

2 Straighten (seiton): Find a place for everything and set it in its place (Mohan Sharma and Lata2018) For this, the standard location for each article must be established, delineated, and labeled.

3 Shine/sweep (seiso): Clean the work area and keep everything organized and neat This activity would eliminate dirt, build pride in work areas, and build team values (Agustiady and Cudney2016).

4 Standardize (Seiketsu): It consists in documenting the procedures so that they can be repeated in an easy, continuous, and effective way, and therefore, the new personnel can be trained correctly In addition, the appropiate resources, personnel definition, documents, and standard times are required to perform each task (Morales Méndez and Rodriguez2017).

5 Sustain (Shitsuke): it is about forming a continuous improvement of procedures habit in addition to seeking to train and discipline people about the 5S.

The 5S software is recognized as a vital support for Total Productive Maintenance (TPM) due to its emphasis on standardization and discipline, which are essential for autonomous maintenance (Morales Méndez and Rodriguez, 2017; Shinde and Prasad, 2017) Autonomous Maintenance, or Jishu Hozen, fosters a sense of ownership among operators, leading to significant reductions in losses as they take responsibility for their processes after receiving proper training (Shinde and Prasad, 2017; Morales Méndez and Rodriguez, 2017) Key activities in this phase include cleaning, lubrication, adjustments, visual inspections, and readjustments of production equipment (Singh et al., 2013).

According to Ahuja and Khamba (2008), some of the key performance indi- cators (KPIs) on autonomous maintenance to increase profitability include the following aspects:

• Failures or stoppages due to poor self-maintenance

• Autonomous maintenance activities carried out

• Kaizens Autonomous maintenance registered and implemented

In order to achieve proper self-maintenance, seven main steps must be followed (Panneerselvam2012):

• Cleaning and initial machinery and equipment arrangement

• Countermeasures for areas with difficult access establishment

• Repair standards that include the preparation of programming for cleaning, inspection, and lubrication, and the establishment of all the details

• General inspection training for employees in areas such as pneumatics, elec- trical, hydraulic, lubricant, coolant, bolts, screws, and safety

Pillar 2: Focused Improvement (Kobetsu Kaizen)

This pillar focuses on enhancing equipment effectiveness, optimizing processes, and improving organizational performance by eliminating waste, ultimately leading to better overall performance (Vilarinho et al., 2017).

Kaizen means“continuous improvement”, with the 5S being one of the most common elements implemented in the pursuit for continuous improvement (Kiran 2017).

The Kaizen principle emphasizes that numerous small improvements can be more impactful than a few significant changes (Singh et al., 2013) This philosophy focuses on minimizing cycle times and delivery schedules, ultimately enhancing productivity, reducing work in process (WIP), lowering defect rates, increasing capacity, and improving flexibility through visual management techniques (Agustiady and Cudney, 2016) Importantly, these practices extend beyond production areas and can be effectively applied in administrative settings as well (Levitt, 2010).

Improving Overall Equipment Effectiveness (OEE) can be achieved by identifying and minimizing waste, enhancing quality, and reducing losses through the application of the "why-why" analysis and Failure Mode and Effects Analysis (FMEA) (Abhishek et al., 2014; Shinde and Prasad, 2017).

Overall Equipment Effectiveness (OEE) is a key metric in Total Productive Maintenance (TPM) that assesses machine efficiency (Ahmad et al., 2018) OEE is defined as the ratio of production time for quality products to the total scheduled time (Kumar and Soni, 2015) Its primary goal is to identify losses in three main categories: availability, performance rate, and quality (Ahmad et al., 2018) The calculation of OEE involves a specific formula that reflects these aspects.

• Availability: It is a comparison between the amount of time the machine is producing and the amount of time it was programmed to produce (Ahmad et al.

Availability refers to the downtime caused by inactivity, encompassing events that interrupt planned production for a significant duration, typically several minutes, which can be documented as a traceable incident Common causes of reduced availability include equipment malfunctions, shortages of materials, and the time required for changeovers (Mwanza and Mbohwa, 2015) To calculate availability, the following formula is utilized: 1.2.

Performance refers to the speed loss in a process, which occurs due to factors that prevent operations from achieving their maximum potential speed, such as machinery issues and the use of low-quality materials (Mwanza and Mbohwa, 2015) The formula for calculating performance is outlined in equation 1.3.

Quality is defined as the total production output from a process or equipment, adjusted for the number of defects, and expressed as a ratio It also takes into account quality loss, which encompasses parts that fail to meet standards and require rework (Ahmad et al., 2018).

In general, OEE is relevant because it helps to establish priorities among the several improvement projects, consequently, it reflects results appropriately.

Pillar 3: Planned Maintenance (PM)

The objective of planned maintenance (keikaku hozen) is to ensure machine availability, optimize maintenance costs, enhance reliability and maintainability, achieve zero failures and breakdowns, and guarantee the availability of spare parts (Singh et al., 2013) This process typically involves skilled maintenance technicians leading the efforts (McKone et al., 1999).

Also, planned maintenance is about maintenance practices and approaches such as preventive maintenance, time-based maintenance (TBM), condition-based maintenance (CBM), and corrective maintenance (CM) (Jasiulewicz-Kaczmarek

2016) The key to effective planned maintenance is to have a PM plan for each tool, which includes the following main activities (Jasiulewicz-Kaczmarek2016):

– Guidance and support for autonomous maintenance occupations

– Planned maintenance (stabilize the MTBF, extend the useful life of the equip- ment, identify when to use the different maintenance tasks by predictive maintenance technology means)

– Customize the planned maintenance structure

– Reduction of maintenance cost activities

– Improvement and updating of maintenance skills

– Success in the use of predictive maintenance tools

– In general, compliance with the PM plan is a successful implementation mea- sure from the maintenance tools and the execution of the plans (McKone et al.2001).

Pillar 4: Quality Maintenance (Hinshitsu Hozen)

Quality maintenance is essential for ensuring that equipment operates effectively, leading to the delivery of high-quality products through flawless manufacturing processes This approach emphasizes the importance of monitoring activities that influence product quality variability It represents a shift from reactive measures to proactive strategies, moving from traditional quality control to a more comprehensive quality assurance framework.

Quality management (QM) activities focus on ensuring equipment conditions that prevent quality defects, rooted in the principle of maintaining perfect equipment for optimal product quality (Attri et al 2013b) These conditions are regularly verified and measured over time to ensure that values remain within standard limits, thereby avoiding defects Additionally, the analysis of these measured values through graphical representation allows for the prediction of potential defects, enabling proactive measures to be taken before issues arise (Singh et al 2013).

The article emphasizes the importance of defect prevention through the implementation of poka-yoke systems, which are designed to be error-proof It highlights the significance of online defect detection and segregation, along with the effective implementation of operator quality assurance measures (Ngadiman et al., 2012).

Pillar 5: Education and Training

This pillar is essential as it establishes the foundational understanding of Total Productive Maintenance (TPM) significance, encompassing the comprehension of proper operational processes, machinery functionality, and adherence to rigorous standards (Morales Méndez and Rodriguez, 2017).

The element purpose is to increase the operators and the people involved morale and experience by providing skills and technical training (Shinde and Prasad2017).

In such a way, they are eager to work and perform all the required functions effectively and independently (Attri et al 2013b) Since it is not enough to

Achieving a factory filled with experts requires not only "know-how" but also "know-why" (Levitt, 2010) This foundational element is crucial for fostering continuous improvement, which relies on the ongoing enhancement of knowledge and skills among individuals at various levels (Singh et al., 2013).

Panneerselvam (2012) considers that an adequate training process should consider the following fundamental aspects:

– Focus on improving knowledge, skills, and techniques.

– Create a training environment for self-learning based on needs.

– Create a training curriculum, training tools, and training evaluation for the employees’revitalization.

– Train to remove fatigue from employees and make work more enjoyable.

Pillar 6: Of fi ce TPM (OTPM)

The OTPM pillar builds upon the foundational principles of JH, Kaizen, QM, and PM, aiming to enhance productivity and efficiency in administrative functions by identifying and eliminating losses (Singh et al., 2013) Its objectives encompass addressing functional losses, organizing highly efficient offices, providing effective service, and supporting production departments through a focus on workplace organization and standardized work procedures (Ahuja, 2009).

In this stage, technical specialists determine the necessary type of machinery, while maintenance technicians develop efficient maintenance strategies Machine operators adhere to optimal equipment usage, and effective management strategies are established for critical components, ensuring safety and promoting a healthy work environment (Shinde and Prasad, 2017).

The primary goal of the OTPM is to minimize losses by analyzing processes and procedures to enhance office automation (Levitt, 2010) According to Panneerselvam (2012), this approach aims to identify and prevent various types of losses.

• Losses in costs including the accounting, purchasing, market technology, and sales areas by increasing inventory levels

• Losses due to adjustments and precision

• Interruptions in the communication channel, telephone, or internet

• Time spent on information retrieval

• Customer complains due to logistics

• Loss due to low quality

• Expenses due to dispatches or emergency purchases

• Loss due to inactive operators

Pillar 7: Safety, Hygiene, and Environment (SHE)

The main purpose of the SHE is to ensure a workplace where there are zero accidents, zero occupational diseases, and zero environmental accidents (Morales

Méndez and Rodriguez (2017) emphasize the importance of identifying and improving health risk areas while simultaneously engaging in environmentally friendly activities (Kiran, 2017) Organizations must treat both individuals and the environment with respect (Levitt, 2010) Implementing promotional safety initiatives such as Kaizen activities, security competitions, safety poster creation, and dedicated safety weeks can significantly enhance workplace security (Ahuja, 2009).

Pillar 8: Developed Management

The TPM component plays a crucial role in integrating the knowledge and manufacturing skills gained from maintaining existing equipment into the design of new equipment (Ahuja, 2009) By focusing on layout, commissioning, and thorough testing, the team can create reliable products that meet the specified requirements (Levitt, 2010).

To enhance equipment maintenance and minimize issues, it is crucial to implement timely strategies informed by insights from previous teams (Abhishek et al., 2014) This development relies on analyzing various data points, including equipment performance, life cycle costs, reliability, maintenance objectives, testing protocols, operational documentation, and training (Ahuja, 2009) Key activities essential to this process include systematic evaluation and proactive management of these factors (Ahuja and Khamba, 2008).

– Total number of preventive maintenance records (sheets)

– Number of required days for the new machinery to reach 85% of OEE – Number of prevented defects

– Amount of energy/fuel consumed

– Number of required days for product development

– LCC implementation on new machinery

– Number of registered maintenance initiatives

Abhishek J, Rajbir B, Harwinder S (2014) Total productive maintenance (TPM) implementation practice: a literature review and directions Int J Lean Six Sigma 5(3):293 – 323 https://doi.org/ 10.1108/IJLSS-06-2013-0032

Agustiady TK, Cudney EA (2016) Total productive maintenance: strategies and implementation guide CRC Press

Ahmad N, Hossen J, Ali SM (2018) Improvement of overall equipment ef fi ciency of ring frame through total productive maintenance: a textile case Int J Adv Manuf Technol 94(1):239 – 256. https://doi.org/10.1007/s00170-017-0783-2

Ahuja IPS (2009) Total productive maintenance In: Ben-Daya M, Duffuaa SO, Raouf A, Knezevic J, Ait-Kadi D (eds) Handbook of maintenance management and engineering. Springer, London, pp 417 – 459

Ahuja IPS, Khamba JS (2008) Strategies and success factors for overcoming challenges in TPM implementation in Indian manufacturing industry J Qual Maintenance Eng 14(2):123 – 147. https://doi.org/10.1108/13552510810877647

Anvari et al (2014) present an innovative integrated design methodology that utilizes a group AHP-DEA approach to evaluate the efficiency of lean tools, particularly in the context of undesirable outputs This research, published in the *International Journal of Advanced Manufacturing Technology*, emphasizes the importance of effective measurement techniques in manufacturing processes, contributing significantly to the field of operational efficiency For further details, refer to the full article [here](https://doi.org/10.1007/s00170-013-5369-z).

Arslankaya S, Atay H (2015) Maintenance management and lean manufacturing practices in a fi rm which produces dairy products Procedia Soc Behav Sci 207:214 – 224 https://doi.org/10.1016/ j.sbspro.2015.10.090

In today's competitive landscape, organizations striving for world-class manufacturing must implement effective maintenance strategies alongside their manufacturing processes A key strategy for enhancing maintenance performance is the successful adoption of Total Productive Maintenance (TPM) initiatives However, the implementation of TPM is often hindered by various barriers This paper aims to identify and analyze these barriers through a questionnaire-based survey that ranks them The findings, combined with an interpretive structural modeling approach, provide insights into the critical barriers and offer managerial guidance for overcoming these challenges.

Baglee D, Trimble R, MacIntyre J (2008) Maintenance strategy development within SME ’ s: the development of an integrated approach IFAC Proc Volumes 41(3):222 – 227 https://doi.org/10. 3182/20081205-2-CL-4009.00040

Benjamin SB (1997) An enhanced approach for implementing total productive maintenance in the manufacturing environment J Qual Maintenance Eng 3(2):69 – 80 https://doi.org/10.1108/ 13552519710167692

Cudney EA, Furterer S, Dietrich D (2013) Lean systems: applications and case studies in manufacturing, service, and healthcare CRC Press

Chan FTS, Lau HCW, Ip RWL, Chan HK, Kong S (2005) Implementation of total productive maintenance: a case study Int J Prod Econ 95(1):71 – 94 https://doi.org/10.1016/j.ijpe.2003.10. 021

Das B, Venkatadri U, Pandey P (2014) Applying lean manufacturing system to improving productivity of airconditioning coil manufacturing Int J Adv Manuf Technol 71(1):307 – 323. https://doi.org/10.1007/s00170-013-5407-x

Eti MC, Ogaji SOT, Probert SD (2004) Implementing total productive maintenance in Nigerian manufacturing industries Appl Energy 79(4):385 – 401 https://doi.org/10.1016/j.apenergy. 2004.01.007

Filho MG, Utiyama MHR (2016) Comparing the effect of different strategies of continuous improvement programmes on repair time to reduce lead time Int J Adv Manuf Technol 87 (1):315 – 327 https://doi.org/10.1007/s00170-016-8483-x

Friedli T, Goetzfried M, Basu P (2010) Analysis of the implementation of total productive maintenance, total quality management, and just-in-time in pharmaceutical manufacturing.

J Pharm Innov 5(4):181 – 192 https://doi.org/10.1007/s12247-010-9095-x

Ginder A, Robinson A, Robinson CJ (1995) Implementing TPM: The North American experience. Taylor & Francis

The article discusses the significance of maintenance strategies and quality management in enhancing operational efficiency Jasiulewicz-Kaczmarek (2016) provides a SWOT analysis for planned maintenance strategies, illustrating its practical implications through a case study Kiran (2016) emphasizes the core concepts of total quality management, highlighting its relevance through various case studies Additionally, Kiran (2017) elaborates on total productive maintenance, detailing its role in the broader context of total quality management These insights collectively underscore the importance of integrating maintenance strategies with quality management principles for improved organizational performance.

Kumar J, Soni VK (2015) An exploratory study of OEE implementation in Indian manufacturing companies J Inst Eng (India) Ser C 96(2):205 – 214 https://doi.org/10.1007/s40032-014-0153-x Kunio S (2017) TPM for workshop leaders Taylor & Francis

Levitt J (2010) TPM reloaded: total productive maintenance Industrial Press

M â inea M, Du ţă L, Patic PC, C ă ciul ă I (2010) A method to optimize the overall equipment effectiveness IFAC Proc Volumes 43(17):237 – 241 https://doi.org/10.3182/20100908-3-PT- 3007.00046

McCarthy D, Rich N (2004) Lean TPM: a blueprint for change Elsevier Science

McKone KE, Schroeder RG, Cua KO (1999) Total productive maintenance: a contextual view.

J Oper Manag 17(2):123 – 144 https://doi.org/10.1016/S0272-6963(98)00039-4

McKone KE, Schroeder RG, Cua KO (2001) The impact of total productive maintenance practices on manufacturing performance J Oper Manag 19(1):39 – 58 https://doi.org/10.1016/S0272- 6963(00)00030-9

I don't know!

Total Productive Maintenance (TPM) is a vital strategy aimed at enhancing productivity within manufacturing environments A case study conducted by Morales Méndez and Rodriguez in 2017 highlights its application in addressing bottlenecks in an auto-parts machining line The findings underscore the effectiveness of TPM in streamlining operations and improving overall efficiency in advanced manufacturing settings.

Mwanza BG, Mbohwa C (2015) Design of a total productive maintenance model for effective implementation: case study of a chemical manufacturing company Procedia Manuf 4:461 –

Nakajima S (1988) Introduction to TPM: total productive maintenance Productivity Press Nakajima S (1989) TPM development program: implementing total productive maintenance. Productivity Press

Ngadiman Y, Hussin B, Abdul Majid I (2012) A study of total productive maintenance implementation in manufacturing industry

Panneerselvam R (2012) Production and operations management PHI Learning

Peng K (2012) Equipment management in the post-maintenance era: a new alternative to total productive maintenance (TPM) Taylor & Francis

Press P (2005) TPM: collected practices and cases Taylor & Francis

Rhyne D (1990) Total plant performance advantages through total productive maintenance In: Conference proceedings APICS, pp 683 – 686

Shen CC (2015) Discussion on key successful factors of TPM in enterprises J Appl Res Technol 13(3):425 – 427 https://doi.org/10.1016/j.jart.2015.05.002

Shinde DD, Prasad R (2017) Application of AHP for ranking of total productive maintenance pillars Wireless Pers Commun https://doi.org/10.1007/s11277-017-5084-4

Singh R, Gohil AM, Shah DB, Desai S (2013) Total productive maintenance (TPM) implementation in a machine shop: a case study Procedia Eng 51:592 – 599 https://doi.org/10.1016/j.proeng. 2013.01.084

Smith R, Hawkins B (2004) Lean maintenance: reduce costs, improve quality, and increase market share Elsevier Science

Smith R, Mobley RK (2011) Rules of thumb for maintenance and reliability engineers Elsevier Science

This paper discusses the successful pilot implementation of Total Productive Maintenance (TPM) in a Hong Kong manufacturing company Initially, there were doubts about the effectiveness of TPM due to its Japanese origins and concerns regarding its applicability in the local context However, the pilot test conducted on advanced machinery proved highly successful, providing valuable insights for broader application across the company and serving as a reference for other organizations considering TPM implementation.

Suzuki T (1996) TPM en industrias de proceso Taylor & Francis

Vilarinho S, Lopes I, Sousa S (2017) Design procedure to develop dashboards aimed at improving the performance of productive equipment and processes Procedia Manuf 11:1634 – 1641. https://doi.org/10.1016/j.promfg.2017.07.314

Wang FK, Lee W (2001) Learning curve analysis in total productive maintenance Omega 29 (6):491 – 499 https://doi.org/10.1016/S0305-0483(01)00039-1

This chapter analyzes the evolution of Total Productive Maintenance (TPM) since 1994, organizing data by publication type, number of articles, and trends in TPM usage across various industrial sectors A literature review utilizing keywords such as "total productive maintenance" revealed that 2015 saw the highest number of published papers, predominantly research articles totaling 714 The International Journal of Production Economics emerged as the leading publication source, while the construction of industrial buildings was identified as the primary sector implementing TPM Taylor & Francis LTD was the most prolific publisher in this field Additionally, the chapter includes case studies showcasing successful TPM implementation in both manufacturing and service industries.

TPM Importance

While Total Productive Maintenance (TPM) originated primarily in the automotive industry, particularly at Toyota, its popularity and adoption have rapidly expanded across various sectors.

First, according to Suzuki (1996), TPM has increased its popularity and expansion due to the following reasons:

1 It guarantees drastic and remarkable results: this includes a decreasement in breakdowns, errors, and accidents as well as the increasement in quality and employee participation.

2 It improves the work environment in such a way that clean, order, and, con- sequently, safe work areas are achieved. © Springer Nature Switzerland AG 2019

J R D í az-Reza et al., Impact Analysis of Total Productive Maintenance , https://doi.org/10.1007/978-3-030-01725-5_2

3 It promotes employee growth: it means helping to raise the employees’ knowledge and capacity level, mainly in the production and maintenance areas.

4 Achieving a higher participation and empowerment level, and also increasing the commitment level to their work area and to the company in general.

According to Pinto et al (2016), Total Productive Maintenance (TPM) enhances team availability and trust, while fostering production improvements, product quality development, and individual skill enhancement This approach cultivates a strong teamwork spirit and promotes a positive attitude among team members (Siong and Ahmed, 2007).

To meet customer demand effectively, companies must focus on enhancing production processes while ensuring high-quality products and efficiency Delivering top-notch products in the shortest time frame is essential for achieving customer satisfaction (Borkowski et al., 2014).

In recent years, there has been a growing interest in Total Productive Maintenance (TPM) among companies worldwide, expanding its reach from the Eastern to the Western regions Industries across North and South America, as well as Europe, are actively seeking training and strategies to effectively implement TPM, aiming to achieve significant improvements in their operations.

Regularly exploring various media sources reveals numerous international studies and research on Total Productive Maintenance (TPM) across diverse industries, including manufacturing, chemical, healthcare, and textiles.

TPM Publishing

Publications Per Year

Since the initial successful implementation of Total Productive Maintenance (TPM) in Japan during the 1970s, significant data has emerged regarding its application and internationalization, with the first reports dating back to early 1994 Notably, a total of 714 publications on TPM were recorded from 1994 to the first two months of 2018, as illustrated in Fig 2.1.

24 2 TPM Literature Review positive trend line, which shows a notable growth regarding the TPM usage within different industries.

Between 1994 and 2001, there was significant deployment of Total Productive Maintenance (TPM), resulting in approximately 130 publications, averaging nearly 19 publications annually In contrast, from 2002 to 2009, the trend continued with additional research and publications in the field.

Between 2010 and the first bimester of 2018, there was a significant increase in publications related to Total Productive Maintenance (TPM), with a total of 290 publications reported, marking a growth of over 30% compared to the previous period Overall, 221 publications were documented, reflecting a remarkable 70% increase over the same timeframe.

Type of Publication

Another classifications in the literature review consider the number of publications according to the following categories: articles, book chapters, congress publica- tions, encyclopedias, news, abstracts, among others.

A comprehensive analysis identified 743 publications related to Total Productive Maintenance (TPM), as shown in Fig 2.2 Among these, research articles dominate the landscape with 419 entries, accounting for 56.39% of the total publications Following closely are book chapters, contributing 174 items, which represent 23.41% of the overall publication count.

As it can be perceived, the number of published articles and chapters together represents about 80% of the total publications about TPM.

Scienti fi c Magazines Publications

Figure 2.3 highlights the top ten journals focused on dissemination topics related to Total Productive Maintenance (TPM), ranked by the number of publications The International Journal of Production Economics leads with a total of 292 publications, making it the most prolific source in this field, followed by other notable journals with varying publication counts.

The IFAC Proceedings Volumes lead with 46 publications on Total Productive Maintenance (TPM), followed closely by the Journal of Manufacturing Systems with 44 publications, and Procedia CIRP, which features 35 publications Together, these three sources account for 59.59% of the total detected publications on TPM by the authors.

Research articles Book chapters Other Conference abstracts Book reviews Review articles Product reviews Discussion Short communications Editorials News Encyclopedia

Industrial Sectors

The introduction and success of Total Productive Maintenance (TPM) have showcased its versatility across various industries, proving that its benefits extend beyond the automotive sector, where it was originally thought to be limited As illustrated in Fig 2.4, TPM has been effectively implemented in multiple industrial sectors, highlighting its broad applicability and effectiveness in enhancing productivity.

first instance, a total of 15 sectors were mentioned in 619 publications.

The industrial construction sector leads in the application and implementation of Total Productive Maintenance (TPM), with 106 published works Following closely, landscaping services have garnered significant attention, evidenced by 102 publications.

The consulting, physical distribution, and logistics process services are highlighted in 62 publications, while the industrial and manufacturing sectors, along with the instrumental sector and those related to manufacturing products for measuring, displaying, and controlling industrial processes, are featured in 52 publications.

Fuel and Energy Abstracts Procedia Manufacturing Journal of Operations Management

Procedia CIRP Journal of Manufacturing Systems

The five key sectors identified are the primary areas where Total Productive Maintenance (TPM) is utilized as an improvement tool, accounting for 60.4% of the total publications in this category.

Process, physical distribution, and logistics consulting services

Industrial process furnace and oven manufacturing

Instruments and related products manufacturing for measuring, displaying, and controlling industrial process variables

Industrial machinery, equipment and supplies merchant wholesalers

Industrial machinery and equipment merchant wholesalers Industrial supplies merchant wholesalers

Commercial and industrial machinery and equipment (except automotive and electronic) repair and maintenance

All other machinery, equipment and supplies merchant wholesalers

All other miscellaneous general purpose machinery manufacturing

Lessors of nonresidential buildings (except miniwarehouses)

Automobile and other motor vehicle merchant wholesalers

All other miscellaneous food manufacturing

Fig 2.4 Publications in the industrial sector

Editorial Publications

The article highlights key publishers contributing to the field of Total Productive Maintenance (TPM), noting that a total of 160 publications were analyzed Among these, Taylor & Francis LTD leads with 52 publications, followed by Elsevier with 36, and Emerald Publishing with 5 Collectively, these three publishers account for 109 publications, representing 86.8% of the total information presented in Figure 2.5.

TPM Successful Cases Background

Toyota is widely recognized for its effective industrial processes, which prioritize waste elimination, defect reduction, and inventory management This approach is heavily supported by Total Productive Maintenance (TPM), which emphasizes zero stoppages and automation The success of the Toyota Production System (TPS) is closely linked to TPM, as evidenced by Toyota's suppliers who swiftly adopted these practices to retain their customer base (Nakajima, 1989).

Nippodenso Co, highlighted by Nakajima (1989) and further explored by Levitt (2010), serves as a significant case study in the automotive industry As a key supplier for Toyota, Nippodenso was instrumental in providing electrical components and is recognized as a pioneer in the early adoption of preventive maintenance practices.

Taylor & Francis LTD Emerald publishing Elsevier b.v.

IOS press Butterworth-Heinemann PWXYZ LLC Corporacion universitaria lasallista

Gazi university, faculty of engineering

60s, where its main focus was that operators only were committed to the products production, while the maintenance group was the only one in charge of maintaining machines.

By 1969, Nippodenso faced significant challenges with equipment and machinery maintenance due to increased demands from production automation This situation necessitated a larger workforce for maintenance tasks In response, the company implemented a strategy where machine operators would take on maintenance responsibilities, a practice now referred to as autonomous maintenance.

The maintenance department focuses exclusively on modifications and specialized changes to machinery and equipment, ensuring reliability and enhancing performance This approach is not isolated; other employees actively participate in quality circles, fostering greater involvement in maintenance activities.

Nippodenso, recognized for its focus on preventive maintenance, dedicated efforts to enhance and refine maintenance practices, leading to the development of Total Productive Maintenance (TPM).

In 1971, Nippodenso achieved significant recognition by receiving the "Distinguished Plant Prize" from the Japanese Institute of Plant Engineers (JIPE) for its pioneering development and implementation of Total Productive Maintenance (TPM) This accolade marked Nippodenso as the first company to earn such certification, solidifying its reputation in the industry.

PM award and is awarded annually, and it recognizes those companies that achieve a successful TPM implementation.

TPM Successful Cases in the Industry

TPM in the International Manufacturing Industry

McKone et al (2001) conducted a study examining the Total Productive Maintenance (TPM) effect on manufacturing performance across the United States, Italy, Germany, and Japan, revealing significant insights into its impact on industry efficiency and productivity.

– TPM helps to improve the team performance, which supports JIT efforts to reduce the storage, shorten delivery times, and eliminate other waste.

– TPM is mainly based on three self-maintenance activities, that is, cleaning, cross-training, and teamwork.

– TPM is also mainly based on planned maintenance: information tracking and disciplined planning.

– The TPM impact should not be considered in isolation, but it should be con- sidered along with other manufacturing practices.

– TPM cannot only be used to control costs; it can improve cost, dimensions in quality and delivery.

– TPM can be a great contributor to the organization strength and it can improve preventive maintenance.

TPM in the Electronic Industry

In Chan et al (2005), the TPM implementation is reported within an electronic manufacturing industry where it is mentioned that the following benefits were obtained:

– Equipment productivity improvement after the implementation with approxi- mately 83% improvement.

– Reduction rate of equipment stops with a decreasement from 517 to 89 times. This improvement was the most significant in the team because it improved effectiveness and quality in the product.

– Employees empowerment Empowering the workforce led to the development of a brighter, happier, and more relational workplace for people in the pro- duction area.

– Development of technical skills, work habits, growth, and multifunctional team promotion, which created an enthusiastic workforce to improve both company power competitive and image.

At the onset of TPM implementation, several challenges arose, primarily due to insufficient communication and inadequate guidance regarding the TPM process, which is a critical component of successful implementation.

2.4 TPM Successful Cases in the Industry 31 mentation of such a program), and this lack of information led the production workers to think that they are not selected to be part of the team that were going to work more than they did In addition, the TPM team initially did not work together, since the habits from different teams in different shifts varied because each one had their own way of working Also, they did not have a long-term vision due to some participating members educational level Consequently, the TPM implementation was slow.

In order to face this problem and achieve an adequate implementation, the strategies shown below were followed:

– A specific guide/training was generated to realize the benefits in the production and maintenance department.

– Supervisors and/or management were required to convince their subordinates to accept the concept of TPM by providing adequate training.

Selecting team members required careful consideration, as some long-term employees with over a decade at the company were resistant to embracing the new cultural shift It was essential to choose individuals who demonstrated a positive attitude and a willingness to adapt to the latest changes.

Transferring maintenance skills to production operators is essential for effective Total Productive Maintenance (TPM) implementation A robust maintenance training system plays a crucial role in this process and must be regularly updated to keep pace with rapid technological advancements.

– The management support in the TPM implementation was very important since its commitment sustained and improved the production operators and the maintenance personnel morale.

TPM in the Pharmaceutical Industry

A study by Friedli et al (2010) highlights significant enhancements in the pharmaceutical industry’s operational efficiency and effectiveness through the implementation of Total Productive Maintenance (TPM) in production systems The research is based on survey data collected from pharmaceutical production sites between 2004 and 2009 and analyzes four key subsystems: TPM, Total Quality Management (TQM), Just-In-Time (JIT), and Management Systems.

In this case, only the results that the TPM implementation has provided to the pharmaceutical industry are addressed Also, regarding TPM, companies have reported the following:

– There are formal programs to maintain machines and equipment.

– Maintenance plans and checklists are placed near the machines.

– All maintenance work is documented.

– Good maintenance stands out as a strategy to increase quality and plan com- pliance with production orders.

– Potential bottleneck machines are identified and supplied with additional spare parts.

– Maintenance programs are continuously optimized based on a dedicated fault analysis.

– The maintenance department focuses on helping machine operators perform their own preventive maintenance.

– Machine operators are actively involved in the decision-making process before buying new machines.

– The machines receive maintenance mainly internally It is about avoiding the external maintenance service as far as possible since this represented additional costs.

Statistical process control is essential for minimizing process variations and plays a crucial role in Total Productive Maintenance (TPM) management, as quality issues often stem from inadequate calibrations.

– For the root cause analysis, there are standardized tools to obtain a deeper understanding of the factors that may influence.

– It operates with a high implementation level of technology analytical process for the supervision and processes control in real time.

The results can be categorized into three distinct areas: the development of interfunctional products driven by employee involvement, and the management of supplier quality, as detailed in the following section.

– Manufacturing engineers are heavily involved in a new medicine formula- tion as well as in necessary production development.

– In companies, the product and processes development are closely related to each other.

The close collaboration between the R&D and manufacturing departments significantly reduces product launch times Additionally, standardized procedures for transferring products and processes between different units or sites ensure efficient and reliable knowledge transfer.

– Close contact with clients is often maintained.

– Clients often provide their opinion on the delivery quality and performance. – Client requirements are regularly surveyed.

– Clients satisfaction surveys are regularly conducted.

– The just in time philosophy is assessed.

– There are improvement programs along with clients to increase performance.

2.4 TPM Successful Cases in the Industry 33

• Finally, supplier’s quality management results are reported

– Quality is the main criteria to select suppliers.

– Classification of suppliers, and therefore, audits and qualification are carried out.

Validated suppliers play a crucial role in the supply system, as a significant percentage of them do not require inspections for incoming parts and materials Their established trust and consistent quality over time eliminate the need for additional scrutiny.

– Incoming material inspections are made in proportion to the previous quality performance or the type of supplier.

– Basically, 100% of incoming shipments are inspected.

– There are improvement programs along with suppliers to increase performance.

TPM in the Automotive Industry

The automotive industry has been a pioneer in the adoption of Total Productive Maintenance (TPM), as highlighted in a study by Singh et al (2013), which showcases the success of TPM implementation in automotive machinery The study details the eight pillars of TPM and emphasizes the favorable outcomes achieved by companies through their application, with results presented for each individual pillar.

– A more organized workplace was obtained.

– Delimitation of areas to store the tooling and spaces for storage on the shelves were labeled.

– A cleaner place was achieved, and some space was released.

– The existence of a greater visual communication.

– Machine operators are trained in order to each one provides the corre- sponding maintenance.

Planned maintenance, specifically preventive maintenance, is conducted weekly under the supervision of the maintenance manager Similarly, predictive maintenance is implemented, with operators monitoring designated machine areas that exhibit the highest likelihood of failure, ensuring that the maintenance department is promptly alerted.

– Poka-yokes introduction to avoid wrongly placing the keys in the machines. – Corrective execution actions to prevent oil leakage in machines.

– A new layout implementation for two machines’ purchase to fulfill the production requirements.

– Machines review parameters to avoid defects in the products.

– Training for workers in visual inspection.

– Training for the gauges usage of“Go and no Go”.

– Training on the usage of instruments for machines measuring and calibrating.

– Weekly training about quality tools.

The implementation of a new computer system for the Maintenance Department aims to streamline operations and enhance efficiency Additionally, the Quality Department has seen a significant reduction in the time needed to gather data from daily rejection reports submitted by operators Furthermore, employee details are now conveniently displayed on the bulletin board, promoting transparency and communication within the organization.

– Enough fire extinguishers that are provided throughout workshops.

– Training is provided every 6 months to each person about the usage of extinguishers in case of an emergency.

– Management receives suggestions for training the employee on the measures to be taken in case of an emergency.

– Management also receives suggestions for drills at least once a year.

Finally, with the TPM application and the following pillars, the overall equip- ment efficiency presented a considerable increasement from 63 to 79%, which indicates an improvement in product quality and productivity.

TPM in the Industry and Psychology

Psychology plays a crucial role not only in life in general but also in the workplace.

Pinto et al (2016) conducted a study to assess the psychological sense of ownership among operators in a specific section of a plant, aiming to identify strategies that empower them to enhance productivity levels.

2.4 TPM Successful Cases in the Industry 35

A descriptive study was conducted involving a sample of 30 participants residing in Portugal, where data was gathered using the psychological property questionnaire created by Avey James et al (2009).

The implementation of Total Productive Maintenance (TPM) fostered a culture of psychological ownership among workers, enhancing their commitment and driving productivity levels higher Key elements and TPM tools, particularly those focused on autonomous maintenance, were integrated into the industrial environment, yielding significant benefits.

A stronger relationship between operators and company management is essential, particularly in areas where operational management has been developed This collaboration enhances daily operations and ensures the effective application of maintenance standards, leading to improved overall performance.

The implementation of autonomous maintenance enhanced collaboration between operators and teams, enabling the development of a structured plan for effective monitoring and interaction This proactive approach facilitated the early detection and anticipation of continuous abnormalities, leading to a significant reduction in failures and quality defects.

– The strategic maintenance management activity is to make the team act to avoid possible failures Also, the new organization way of some areas provided functional improvements to the work.

Operators demonstrated a strong sense of belonging to their respective lines and production areas, fostering a culture of continuous effort aimed at achieving the company's objectives.

– The operators’ interest towards their work and performance was stimulated, providing organizational advantages in all the levels.

– In addition to the level of operational performance for the planning work, there was an improvement in the workers’attitudes towards the implementation of techniques such as TPM.

TPM in the Textile Industry

The textile industry plays a crucial role in the economy, and a study by Ahmad et al (2017) highlights the application of one of the Total Productive Maintenance (TPM) pillars, specifically Kaizen or continuous improvement, to enhance overall equipment efficiency in a textile company.

After the implementation, multiple improvements and favorable results for the company were reported, such as:

– The overall team efficiency increased from 75.09 to 86.02% after the training program.

Operators have increasingly focused on production and minor maintenance tasks, leading to a significant decrease in stop losses, improved Overall Equipment Effectiveness (OEE), and enhanced product quality, with production rates rising by 23.93% Additionally, operators were provided with opportunities to enhance their skills in essential maintenance operations, facilitating the effective implementation of Total Productive Maintenance (TPM).

– Machine downtime was reduced from 375.5 to 217.5 min.

– The machine stoppage time loss in the initial stage was 37.5 min per shift, and after the TPM implementation, it was reduced to 21.75 min per shift.

TPM in Automotive Industry

In their 2017 study, Morales Méndez and Rodriguez explored the implementation of Total Productive Maintenance (TPM) in a bottleneck auto parts machine line The findings revealed that within six months of implementing TPM, there were notable benefits, including a reduction in assigned hours, a decrease in unplanned maintenance, and a significant impact on the total number of technical stoppages The most significant effects of this implementation are discussed in the following section.

– An improvement of 33.21% in lost parts was obtained, which represents a 10.7% increasement in production capacity terms.

– Regarding maintenance indicators, an improvement of 108% in average time between failures was obtained.

The average repair time has seen a significant improvement of 30.2%, while general equipment effectiveness has increased by 18.75%, surpassing the six-month target Additionally, equipment availability has improved by 8.9%.

– The equipment efficiency reports an increasement of 8.9%, and consequently,the quality was improved by 4.2%.

Activities and Bene fi ts Associated with TPM

Introduction

Total Productive Maintenance (TPM) is a continuous improvement process centered around teamwork, aimed at enhancing production while boosting employee morale and job satisfaction Despite its shared objective, implementing TPM can be challenging, as the activities involved may differ across companies (Attri et al., 2013a).

To achieve successful development in Total Productive Maintenance (TPM), it is essential to focus on critical success factors (CSFs) that guide organizations in meeting their goals CSFs encompass key components that organizations must evaluate to navigate global competition effectively Research by various experts has identified different CSFs, with Khanlari et al (2008) highlighting eight key aspects, including employee commitment and understanding of TPM Conversely, Bamber et al (1999) outlined nine critical areas, such as organizational structure, performance metrics, mission alignment, staff involvement, implementation planning, knowledge and beliefs, time allocation for implementation, management commitment, and workforce motivation.

J R D í az-Reza et al., Impact Analysis of Total Productive Maintenance, https://doi.org/10.1007/978-3-030-01725-5_3

Ahuja and Khamba (2008a) identify eight key factors essential for the success of Total Productive Maintenance (TPM), which include contributions from top management, cultural transformations, active employee participation, a combination of traditional and proactive maintenance policies, comprehensive training and education, maintenance prevention strategies, and enhancements to production systems.

(2014) consider these factors as organized variables in three stages highlighting leadership, management commitment, strategic vision, motivation, financial resources availability, knowledge and experience, organizational culture, and benchmarking and consulting.

The success of Total Productive Maintenance (TPM) is influenced by various factors, with critical success factors (CSFs) categorized primarily into two key areas: human and operational factors These aspects are further elaborated through additional variables discussed in the following section.

Activities Associated with Human Factor

Promoting a strong company culture through core values and principles enhances employee performance across all levels, ultimately driving overall business success As culture is shaped by individuals seeking knowledge and skills, it is essential to ensure that these elements are passed down through generations A well-developed work culture provides a comprehensive framework that enables management to make informed decisions and identify critical areas for improvement In the context of Total Productive Maintenance (TPM), fostering a positive work culture can be supported by key elements that align with organizational goals.

44 3 Activities Associated with the Success of TPM

Effective Total Productive Maintenance (TPM) starts with the 5S methodology, which emphasizes the importance of clean and organized work areas A key aspect of 5S is the implementation of TPM as a cornerstone, derived from Japanese cleaning practices (Singh et al 2013) Maintaining an orderly and hygienic workplace is essential for recognizing issues promptly, as a cluttered environment hinders problem identification and resolution (Singh et al 2013).

Organizing tools and accessories in designated places is a fundamental principle of the 5S methodology, specifically the "seiton" aspect Each tool should have a specific location to ensure it can be easily accessed and seen when needed Additionally, tools must be returned to their designated areas once they are no longer in use, fostering better discipline among workers who are responsible for their upkeep This practice not only promotes cleanliness and order in the workplace but also enables timely detection of defects Adhering to this principle is crucial for maintaining an efficient and organized work environment.

Total Productive Maintenance (TPM) emphasizes the importance of cleanliness within a company, as it transforms hygiene practices into high-quality standards Regular cleaning allows for the inspection of machinery, helping to identify and rectify anomalies, which leads to continuous improvements These enhancements contribute to positive outcomes, further elevating quality standards and fostering pride in the workplace Various committees oversee the implementation and progress of TPM, coordinating activities such as maintenance, training, and cleaning across different departments while providing essential information about the company’s functional areas.

The successful implementation of the 5S philosophy for promoting order and cleanliness in the workplace begins with a strong commitment from senior management Their leadership is crucial in establishing a standardized and clean organizational environment, which ultimately fosters motivation and enhances employee satisfaction As key figures within the organization, managers must lead by example, demonstrating the importance of these values to inspire the entire workforce.

Effective employee training is crucial for optimizing human resource utilization, fostering personal development, and enhancing skills By implementing comprehensive training programs, organizations can leverage employees' expertise in various tasks, ultimately maximizing their potential and productivity.

In modern manufacturing plants, maintenance personnel with diverse skills are becoming increasingly essential The integration of advanced technologies such as PLCs, PC-based equipment, automated testing, and remote process control highlights the need for technicians who can effectively test and operate these sophisticated production systems.

3.2 Activities Associated with Human Factor 45 systems as well as perform mechanical adjustments, calibrations, and parts replacement, avoid the need to hire a greater number of personnel to perform multiple jobs in many other maintenance tasks (Smith and Hawkins2004b) In this way, strategically trained employees know how to solve problems in the workplace to reduce losses in the productive sector and also contribute to the productivity improvement (Morales Méndez and Rodriguez2017) In addition, plant processes should determine the need and benefits of including multi-skill training in the general training plan, since it has been demonstrated that oper- ators and maintenance personnel cross-training can produce substantial effi- ciencies in the manufacturing environments (Smith and Hawkins2004b). – Initial maintenance to the machinery and equipment by the operators: The machines and production equipment cleaning gives the operators an idea about the current operation state of their machines, therefore, they can use all the available means, that is, their eyes, ears, nose, mouth, and hands to help their maintenance colleagues as an“early warning system”(Willmott and McCarthy 2001a) By working together as a team, they can ensure effective asset care and free maintenance people for tasks that require a higher training and skill level (Willmott and McCarthy2001a).

In the context of Total Productive Maintenance (TPM), the insights and perspectives of operators are crucial in decision-making related to maintenance Unlike traditional manufacturing settings where operators are often excluded from maintenance discussions, TPM empowers machine operators by equipping them with training in essential tasks such as basic maintenance and fault identification This approach fosters collaboration through organized teams that typically consist of technical experts, like engineers or maintenance technicians, alongside production operators, ensuring a more comprehensive maintenance strategy.

This configuration empowers operators to comprehend machinery effectively, allowing them to detect and rectify potential issues before they impact production By doing so, they can minimize downtime and reduce production costs, making their insights invaluable in preventing unnecessary investments or actions.

Effective registration of work logs and maintenance for each machine is vital for establishing autonomous maintenance teams, as it enhances communication and promotes efficient teamwork Therefore, it is essential for companies to implement a robust data recording system that ensures information is consistently updated, accurate, and readily accessible for management at all times.

Coordinating the maintenance schedule with the production department is crucial, as preventive maintenance (PM) often conflicts with production due to two primary reasons First, the time dedicated to PM activities can disrupt the production flow, leading to potential downtime and reduced efficiency.

Using predictive maintenance (PM) in production can enhance operational efficiency However, re-translating PM for production may lead to a higher likelihood of failures, which poses a challenge for maintenance managers striving to ensure high equipment availability (Hnaien et al., 2016).

46 3 Activities Associated with the Success of TPM

Investing adequate time in preventive maintenance (PM) is crucial, as insufficient PM can lead to increased unplanned interruptions during computer usage (Peng 2012) Typically, production planning and maintenance are executed separately, which may prevent the achievement of optimal plans aimed at minimizing total maintenance and production costs Integrating maintenance planning with manufacturing activities can yield better solutions (Hnaien et al 2016) Therefore, finding an optimal balance and timing for effective maintenance measures is essential for overall efficiency.

PM schedule are considered, which must be reviewed continuously considering the number of interruptions, whether they are scheduled or unscheduled (Peng

Integrating project management into decision-making and production processes can significantly decrease both downtime and overall costs Typically, maintenance activities are planned during non-production hours to minimize disruptions.

Activities Associated with Operational Factor

Preventive maintenance was once viewed as a non-essential activity in industrial processes, but it has now become a critical requirement for extending the lifespan of machinery and equipment in the industry (Singh et al., 2013).

Preventive maintenance (PM) involves scheduled activities performed to address potential issues before a product fails This process can either be perfect, bringing the product back to an "almost brand new" condition, or imperfect, resulting in a state that falls between "as good as new" and "as bad as old."

In general, PM can help reduce the frequent unexpected repairs even when the failure rate is by increasing nature (Gosavi2006) Some elements to consider in the

PM execution include the following aspects:

Organizational performance improvement hinges on effective processes and the active participation of people in Total Productive Maintenance (TPM) initiatives According to Nakamura (2007), successful TPM implementation requires engagement and ownership from all levels of the workforce The foundation of TPM begins with autonomous maintenance, empowering lower-level operators to handle minor maintenance tasks as part of their daily routines (Lai Wan and Tat Yuen, 2017).

– Maintenance as a strategy to achieve the quality and programming of activities:

Preventive maintenance (PM) is essential for minimizing the likelihood of product failure and extending its useful life (Anand et al., 2018) Implementing PM can also lead to decreased inventory levels and lower quality-related costs (Anis et al., 2008) While PM is crucial for adhering to warranty periods (Chen and Chien, 2007), it can also incur repair costs that impact income By investing in PM, manufacturers can mitigate these losses, although they must balance the associated maintenance costs Ultimately, it is more advantageous for manufacturers to focus on preventive maintenance alone.

3.2 Activities Associated with Human Factor 53 if the cost reduction in the warranty service is greater than the additional cost incurred with the preventive maintenance (Chen and Chien2007).

Selecting an effective maintenance policy is crucial for manufacturing systems, as it significantly influences equipment performance A well-structured maintenance program enhances machine reliability and availability, ultimately benefiting overall operational efficiency.

The maintenance department plays a crucial role in assisting operators with preventive maintenance for their machines To ensure that maintenance activities are conducted effectively, it is essential for employees to demonstrate responsibility, discipline, and adherence to standardized procedures This commitment is vital for achieving autonomous maintenance.

According to Méndez and Rodriguez (2017), a crucial aspect of autonomous maintenance is the mindset of the machine operator; when operators feel a sense of ownership over the machine, they are more likely to take responsibility for its care and maintenance (Singh et al.).

In 2013, it was highlighted that as operators clean their machines, they gain a deeper understanding of their equipment and develop skills to identify issues such as oil leaks, vibrations, or unusual noises Over time, they can carry out essential frontline care and minor maintenance tasks within their capabilities, working alongside maintenance personnel who can apply their technical expertise when needed (Willmott and McCarthy, 2001a) This collaborative approach in Total Productive Maintenance (TPM) empowers machine operators to manage daily maintenance and fault detection, fostering teams that consist of technical experts, such as engineers or maintenance technicians, alongside operators (Kiran, 2017).

Operators are kept informed about maintenance activities, enabling them to understand machinery better and identify potential issues before they impact production, thus reducing downtime and costs Any defects are promptly reported to supervisors for immediate resolution (Kiran, 2017) Total Productive Maintenance (TPM) clearly outlines the responsibilities of both operators and maintenance personnel, ensuring that each has the necessary skills for their roles It emphasizes the importance of ongoing training, with the maintenance department responsible for instructing operators on minor maintenance tasks (Kiran, 2017) Additionally, maintenance staff collaborate with operators to enhance operational aspects and provide guidance on inspection standards, lubrication, and minor adjustments (Moore, 2007).

Implementing comprehensive visual management is essential for enhancing company productivity by improving employee effectiveness through better information exchange and encouraging worker participation in data development (Ahuja, 2009) This approach allows for clear communication and easy observation of equipment and machinery status, enabling timely decision-making regarding necessary maintenance actions Additionally, establishing a robust information system is crucial for providing simple access to historical maintenance and productivity data, which contributes to ongoing maintenance success.

Total Productive Maintenance (TPM) involves tracking both past and current equipment performance, as highlighted by McKone et al (2001) This approach is primarily based on historical data and manufacturer recommendations, according to Mosaddar and Shojaie (2013) The goal of predictive maintenance is to maximize equipment operational time before maintenance is required This involves careful planning and execution of maintenance activities, utilizing condition monitoring data, historical insights, and statistical analysis, as noted by Ravnestad et al (2012).

Implementing Total Productive Maintenance (TPM) significantly enhances both equipment availability and efficiency, leading to improved product quality (Morales Méndez and Rodriguez, 2017) Furthermore, maintenance personnel play a crucial role in long-term maintenance planning and ensuring equipment readiness, which involves scheduling maintenance activities, delegating tasks, and inspecting the quality of labor and machinery (McKone et al., 2001).

Effective machinery malfunction identification and recording are essential in Total Productive Maintenance (TPM) Maintaining rigorous records of each machine event enables continuous monitoring of information, allowing for immediate and effective measures to be implemented This proactive approach ensures 100% machine availability and operational efficiency.

Méndez and Rodriguez (2017) emphasize the importance of databases in maintaining detailed records of machine performance These databases require continuous and disciplined registration, often supported by dedicated teams focused on these activities.

Performance maintenance is essential for ensuring that machines and equipment operate effectively, supporting product development to meet established standards Establishing an appropriate maintenance strategy is crucial, though complex, as it requires careful consideration of safety, costs, added value, and overall viability.

Introduction

Total Productive Maintenance (TPM) offers numerous advantages to companies when implemented correctly, with benefits varying based on factors like company type, implementation timing, and organizational commitment Generally, these benefits can be categorized into key areas: productivity (P), quality (Q), cost (C), delivery (D), security (S), and morale (M) (Ahuja, 2009) This research classifies the benefits of TPM into these specific categories.

The benefits for the company encompass activities that enhance the overall working environment for both employees and partners, ultimately contributing to improved organizational performance and employee satisfaction.

Improving productivity involves enhancing performance and ensuring the reliability of machinery and equipment, leading to a reduction in defects and an overall increase in product quality Key activities that contribute to these benefits include various strategies and practices aimed at optimizing operations.

J R D í az-Reza et al., Impact Analysis of Total Productive Maintenance, https://doi.org/10.1007/978-3-030-01725-5_4

Security is essential in the workplace, as a safe environment enhances employee comfort and productivity Total Productive Maintenance (TPM) not only benefits workers and organizations but also fosters a sense of environmental responsibility and commitment Furthermore, TPM contributes to global security by emphasizing key critical elements that protect both people and the planet.

Bene fi ts for the Company

Total Productive Maintenance (TPM) is a valuable strategy for companies seeking significant improvements; however, its successful implementation is a complex process that demands a comprehensive approach involving various stakeholders, including operators, engineers, managers, and senior executives, each with unique roles and interests This integration typically requires a commitment of 3 to 5 years to achieve meaningful results To enhance the development and execution of TPM, it is essential to consider critical elements that facilitate this transformation.

Total Productive Maintenance (TPM) enhances the quality of the work environment by elevating simple cleaning tasks to high-quality standards, fostering pride among employees (Kiran 2017) By focusing on improving competitiveness, TPM effectively shifts employee mindsets, leading to a noticeable transformation in organizational culture.

TPM enhances operational control by enabling management to formulate innovative policies and strategies aimed at boosting production efficiency, thereby maximizing the company's potential in today's competitive manufacturing landscape.

Implementing Total Productive Maintenance (TPM) not only aims to boost production but also significantly enhances employee morale and job satisfaction, as highlighted by Agustiady and Cudney (2016) A strong commitment from management during the TPM implementation process is crucial for achieving these positive outcomes.

Implementing Total Productive Maintenance (TPM) in the industry offers significant benefits, particularly in boosting team morale and encouraging continued hard work among employees, as they see that senior management values TPM outcomes (Sun et al., 2003) Additionally, the success of TPM relies heavily on employee competencies and motivation, which are essential for enhancing productive systems through ongoing improvements and Kaizen events (Ahuja, 2009).

Effective implementation of Total Productive Maintenance (TPM) necessitates a cultural shift that fosters responsibility, discipline, and respect for standards among all employees, including operators, engineers, maintenance technicians, and senior management (Attri et al.).

The TPM initiative focuses on enhancing company competitiveness by implementing a structured approach that transforms employee mindsets, resulting in a noticeable shift in organizational work culture.

Empowering the workforce through permanent learning fosters a positive and relaxed workplace for production teams By enhancing work habits, developing technical skills, and promoting multifunctional teams, companies can cultivate an enthusiastic workforce that boosts both competitive advantage and corporate image (Chan et al., 2005).

Implementing Total Productive Maintenance (TPM) fosters an environment of participation, collaboration, and creativity among team members Through TPM, individuals engaged in autonomous maintenance recognize the significant benefits it brings to operational availability and acknowledge their crucial role in enhancing company productivity This understanding encourages them to embrace the team's objectives and actively contribute to the organization’s success (Chan et al., 2005).

Creating an effective staff schedule involves including key personnel such as operators, maintenance staff, shift supervisors, planners, and senior management, allowing each individual to act as a stakeholder and contribute to the team's success (Sun et al 2003) Additionally, establishing efficient communication networks leads to significant enhancements in equipment availability and performance within the plant, driven by improved interactions among employees (Elaine and Maged 2013).

Productivity Bene fi ts

– Eliminate losses that affect plants productivity: TPM is a maintenance process developed to improve productivity by making processes more reliable with less wastes (Kiran2017).

One of the primary objectives of Total Productive Maintenance (TPM) is to enhance equipment reliability and availability, which significantly influences organizational competitiveness Improved equipment performance directly affects quality and cost, underscoring its importance in operational efficiency (Agustiady and Cudney 2016).

4.2 Bene fi ts for the Company 71 indicator about the amount of waste that exists as a result of issues related to the equipment (Agustiady and Cudney2016).

Reducing maintenance costs is a key objective of Total Productive Maintenance (TPM), as producing more units from the same equipment leads to a decrease in the cost per production unit (Szwejczewski and Jones, 2013).

Implementing Total Productive Maintenance (TPM) enhances final product quality by minimizing equipment breakdowns and standardizing processes, leading to reduced variability As a foundational element of the quality movement (Kiran, 2017), TPM significantly lowers financial costs for spare parts and maintenance while improving overall operational efficiency (Elaine and Maged, 2013).

– Improve company’s technology: TPM improves the industry, technological base, and by improving the plant technology, therefore, it helps to improve manu- facturing performance (McKone et al.2001).

Implementing Total Productive Maintenance (TPM) enhances a plant's responsiveness to market changes, driving both efficiency and effectiveness This proactive maintenance strategy equips facilities to navigate the challenges posed by global competition, ultimately fostering a world-class manufacturing environment By embracing TPM, plants can effectively meet the competitive manufacturing demands of the twenty-first century.

To enhance competitive capabilities within a factory, operators must take primary responsibility for plant care, fostering a sense of ownership This can be achieved through the implementation of autonomous maintenance practices, which involve tasks such as cleaning, routine inspections, lubrication, adjustments, and minor repairs, along with maintaining a clean local workspace (Eti et al 2004).

Research Problem, Objectives and Methodology

Validation and Analysis of Data

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