TOTAL PRODUCTIVE MAINTENANCE AS A TOOL TO IMPROVE PRODUCTIVITY: A CONCEPTUAL REVIEW
Dwarika Prasad Jaiswal1, A. C. Shukla2
1PG Research Scholar; 2Professor,
Department of Mechanical Engineering College, Ujjain (M.P.) India
Abstract- Total productive maintenance (TPM) is considered as one of the key elements for overall development of an enterprise. Present research work is devoted to the acknowledgement of contributions of different researchers in the field of TPM, and concludes with the gaps in the research and objectives of a new research.
Keywords: Total productive maintenance (TPM), enterprise, research contributions.
1 INTRODUCTION
TPM is a white-label system designed to maintain, monitor, and improve a company's capital assets. It is a manufacturing system that maximizes equipment efficiency while maintaining product flow. It's not just about maintaining the equipment; it's about obtaining the best overall fit from it over the long haul. TPM is a management technique for increasing productivity by making processes more dependable and waste-free. Total Quality Management is extended by TPM. TPM's goal is to keep the plant or equipment in good working order without interfering with the regular operations. Preventive and predictive maintenance will be required to reach this goal. The eight pillars of TPM are as follows (Jain et al, 2014):
a) Joshua Hozen (autonomous maintenance) (JH);
b) Kobestu Kaizen (Focused improvement) (KK)
c) Progressive maintenance (PM);
d) education and training (ET);
e) quality maintenance (QM);
f) Initial phase management (IFM) g) Office TPM (OTPM); and
h) Environment, Health and Safety (EHS).
Present research work is devoted to the contributions of researchers in the field of TPM. During the research work contributions of different researchers are acknowledged and gaps in the literature as well as objectives for the new research have been proposed.
2 CONTRIBUTIONS OF RESEARCHERS TO TPM
Figure 2.1 shows the radar graph for google scholar search in last five years.
Figure 2.1 Radar graph for the search term total productive maintenance on
Google scholar
Figure 2.2 shows Google trends results for the search term, total productive maintenance, in last 5 years.
Figure 2.2 Google trends results for the search term total productive
maintenance in last terms (www.trends.google.com)
From above two figures, one can realized the importance of TPM in present scenario. Following are the notable contributions of researchers in the field of TPM:
• Mutaqiem and Soediantono (2022) Total Productive Maintenance has been used in numerous industries to boost productivity. The goal of this essay is to look at the advantages of Total Productive Maintenance in different industries and make recommendations for the defence industry. This article was written using a literature review method, which entails gathering, comprehending, analysing, and concluding as many as 30 international journal articles published between 2010 and 2021 about the implementation of Total Productive Maintenance (TPM) in various industrial sectors and the defence industry.
• Au-Yong et al. (2022)
Total Productive Maintenance (TPM) is viewed as a comprehensive technique when company personnel are able to participate in operation and maintenance operations. As a result, the goal of this study is to look into TPM enablers to encourage staff participation in green building operations and maintenance. A literature review identified seven TPM facilitators. The relationship between TPM enablers and employee participation was then investigated using 417 completed surveys. Following that, semi-structured interviews were conducted to confirm and expand on the survey results. All determined TPM enablers had substantial relationships with employee participation, according to the research. Only three TPM enablers were shown to be significant predictors of employee engagement in the regression study. This research will help organisations apply TPM in the operation and maintenance of green buildings. It emphasises the necessity of staff participation in operation and maintenance through knowledge, awareness, and communication. It also supports in the more rational planning and execution of training and education programmes prior to the TPM.
• Gianfranco et al. (2022)
The purpose of this study is to determine the level of efficacy of the equipment utilised by PT. XYZ as well as the overall effectiveness of the equipment production.
Determine the causes of low Overall Equipment Effectiveness (OEE) and identify losses suffered by presenting
potential production improvements using the TPM approach. OEE values obtained in reactor engines at the plant from January to October 2021, averaging 55.63 percent to 60.60 percent, are still below the overall equipment effectiveness (OEE) standard value, owing to a Quality Ratio that is still below the jipm norm of 98.54 percent. Each organisation can calculate the level of effectiveness of equipment using the Total Productive Maintenance (TPM) technique based on overall equipment effectiveness (OEE) values to determine the machine's efficacy. The Overall equipment effectiveness (OEE) approach is used to calculate the number of TPM.
• Effendi and colleagues (2022) The purpose of this research is to determine the effectiveness, efficiency, and decline aspects of the sheeter machine. To mitigate the loss in RSS production efficiency, proposals for improvement are also offered. The machine's efficacy and efficiency were measured using overall equipment effectiveness (OEE) and total equipment efficiency (TEE). Machine failure is investigated using the Failure Method Effect Analyze (FMEA), while TPM provides recommendations for improvement. With the exception of April and May, which were 72.27 percent and 80.33 percent, the sheeter machine effectiveness value in one year was almost totally above the international benchmark at 85 percent. Furthermore, the highest and lowest TEE values were 86.29 percent and 58.11 percent in February and April, respectively.
• Xiang & Feng (2021)
This study proposes a 'light' total productive maintenance (TPM) approach for small and medium businesses (SMEs).
The system is primitive by design, requiring only a tiny amount of capital and resources. TPM should be implemented in three steps, according to the model: plan, improve, and sustain.
• Chaurey et al. (2021)
This paper's goal is to conduct a literature review on manufacturing organisations and total productive maintenance (TPM).
This study will look at TPM qualities and
challenges using the TPM framework for effective TPM deployment. The challenges to TPM deployment and key success factors (CSFs) for effective TPM implementation are identified in this study.
• Guedes and colleagues (2021) The purpose of this study is to examine the influence of work team motivation in production lines in operational results gained after implementing a Total Productive Maintenance (TPM) programme in a single organisation. This is an experimental case study that compared motivational metrics to operational performance measurements with two teams of employees that participated in the implementation of TPM. Data was also gathered through unstructured interviews and nonparticipant observation. The team's level of motivation was favourably related to a change in operational performance, and TPM implementation had a beneficial impact on performance.
• Mohan et al. (2021)
This research examines the difficulties that such transformations provide and suggests a monitoring and control technique that can prevent catastrophic failure by 84 percent. The factors and signatures associated with the breakdown phenomenon that limit zero down time in industry-3.0 are investigated. By anticipating the critical signature parameters in the machinery, an adaptive ARIMA model based machine learning to support adaptive error prediction model through variable windowing technique is presented to predict future breakdowns before they occur.
• Arromba et al. (2021)
The difficulties encountered in implementing the Total Productive Maintenance (TPM) programme in manufacturing systems are discussed in this article. A literature study, a panel of experts, and a poll of manufacturing industry professionals were employed as research methodologies for this project.
The survey included 69 market professionals, and the obtained data was analysed using the PLS-SEM technique.
The findings show that there is a link between challenges encountered during
the planning phase of a TPM programme and issues encountered during implementation.
• Adhiutama et al. (2020)
To enhance performance and production, Total Productive Maintenance (TPM) entails total staff involvement in caring for the plant and equipment (Kennedy, 2006).
TPM strives to remove defects and reduce the Six Big Losses (Breakdown, Setup and Adjustment, Idling & Minor Stoppage, Reduce Speed, Start-up Reject, and Production Reject) (Sulanjari & Firman, 2012).
• Prabowo and Sulistyowati (2020) The research was carried out at PT. PG Candi Baru Sidoarjo. On their rolling and grinding station, they frequently suffer engine damage. The goals of this study were to improve machine performance at the grinding station using Total Productive Maintenance (TPM) and Failure Mode and Effect Analysis (FMEA), measure the value of TPM, and determine the type of damage that frequently occurs using the Age Replacement method in order to improve engine maintenance schedule.
• Ngadiman et al. (2020)
The goal of this study is to develop an awareness technique and investigate the barriers to TPM in machine maintenance.
Furthermore, the goal of this research is to identify the most significant barriers to equipment maintenance. In this study, 60 machine technicians were chosen at random from Malaysian manufacturing enterprises. The data gathering instrument will use quantitative methodologies to ask respondents questions. The awareness of machine maintenance and the barriers to machine maintenance are examined in this study.
• Pacaiová and Iarková (2019)
The paper outlines a framework for TPM implementation based on the PDCA (P- plan; D-do; C-check; A-Act) cycle and assesses the impact of the OHS pillar on the "stability" of TPM houses.
• Munir et al. (2019)
Total productive maintenance (TPM) is at the forefront of maintenance techniques,
having shifted the paradigm from reactive maintenance to proactive maintenance.
TPM is a concept that emphasizes cost reduction and better production.
However, it has been noted that many industrial companies have attempted but failed to implement it.
• Agustiady and Cudney (2018) Total Productive Maintenance is a comprehensive approach to equipment maintenance that aims for near-perfect manufacturing processes. Autonomous maintenance is a procedure in which operators are responsible for their own equipment's upkeep, with a focus on proactive and preventative maintenance.
The cornerstones of TPM are improved procedures and continuous improvement.
The TPM process reduces breakdowns, pauses, and defects while also cutting costs and increasing employee engagement from the top down. TPM's functionality is aided by effective communication tactics and top management support. TPM improves equipment operating conditions, enabling Takt time to be achieved at the maximum potential machine effectiveness, and keeps equipment performing and reliable at its best. TPM also extends the life of equipment, reduces or eliminates breakdowns, removes sluggish running or short stoppages, and strives for zero faults and zero accidents while including and committing all operators.
• Habidin et al. (2018)
The goal of this article is to use structural equation modelling to determine the relationship between total productive maintenance (TPM), kaizen event (KE), and innovation performance (IP) in the Malaysian automobile sector (SEM). The samples were chosen from Proton and Perodua's automobile industry list. There were 238 people that responded to the survey. The study employed a SEM technique. Reliability analysis, exploratory and confirmatory factor analysis were used to examine the instrument's reliability and validity.
• Shinde and Prasad (2018)
TPM stands for Total Productive Maintenance and is commonly utilised in the industrial industry. TPM is supported
by eight pillars. In-depth knowledge of these pillars is required for successful TPM implementation from start to finish.
The goal of this article is to use the Analytic Hierarchy Process (AHP), a multiple criterion decision-making methodology, to evaluate eight TPM pillars according to their importance in relation to four parameters: productivity, cost, quality, and delivery in time. The AHP approach is used to perform a pairwise comparison of TPM pillars using a case study of Indian automotive sector. To increase overall equipment efficiency, a ranking of TPM pillars is recommended to establish rules for determining the weightage of each pillar in terms of important considerations. This will direct management to give adequate priority and allocate funds to proper pillars at the appropriate moment. Suites for the automobile industry and assembly lines were proposed in the ranking. The new ranking can be obtained from the suggested criteria on a similar basis by adjusting the judgemental assessment.
• Peng (2018)
Planning and budgeting, training and personnel development, customer service and management, vendor management, and inventory management are all topics covered in this book. It examines existing maintenance practises and explains techniques that can dramatically increase the efficacy and efficiency of your equipment management well into the future.
• Morales Méndez and Rodriguez (2017)
The total productive maintenance (TPM) philosophy is applied in this article as a systematic technique of reducing losses and enhancing production in an auto- parts machining line. This is accomplished by selectively introducing TPM pillars based on failure data, followed by a thorough "root cause analysis" (targeted improvement). As a result, preventive maintenance plans and the empowerment of autonomous maintenance programme operator teams become the cornerstones of this new philosophy's implementation. To ensure full execution and longevity of the programme, all of this is done with the
full support of general management and each area of the company.
• Singh and Ahuja (2017)
Organizations have been under great pressure to raise their production efficiency by focusing on new inventive and consistent improvement projects due to rapidly changing industrial needs and fierce competition. As a result, new tools and processes such as total productive maintenance (TPM), total quality management (TQM), business process reengineering (BPR), just-in-time (JIT), Six Sigma, supply chain management (SCM), lean enterprise, enterprise resource planning (ERP), and so on have been proposed by various organisations. The current research work includes a detailed case study on TPM deployment in the food processing industry in order to assess the benefits of TPM adoption. This research examines the successes of Indian entrepreneurs using TPM principles, as well as the role of TPM in achieving the broader organization's goals and objectives. TPM is a substantial contribution to an organization's competitiveness and manufacturing performance, according to the findings.
• Kareem and Amin (2017)
The goal of this paper is to look into the impact of ethical and psychological issues in implementing 5S and TPM in cement factories in Iraq's Kurdistan Region. For data gathering in the case study, mixed approaches were used, which included a questionnaire survey and semi-structured interviews. The questionnaire survey has already been put to the test. The findings of this study demonstrated that ethical factors played a higher effect in implementation than psychological factors. As a result of the findings, it is suggested that organisations provide financial and moral assistance to employees in order to enable a thorough implementation of 5S and TPM that achieves the intended goals.
• Ramakrishnan and Nallusamy (2017)
The goal of this research is to use total productive maintenance as a lean technique to minimise overall lead time and breakdown hours in a manufacturing
business, with the goal of lowering thirty percent of breakdown hours in the foundry. The industry's breakdown problem has been recognised, and it appears that the primary contributor to the breakdown hours is foundry casting manufacture. Following a thorough investigation, a solution for lowering total lead time and break down hours was proposed. According to the findings, the industry realised a 20% reduction in breakdown hours after implementing the lean tool.
• Wickramasinghe and Perera (2016)
The goal of this study is to see how total productive maintenance (TPM) methods affect the production performance of textile and clothing companies. Data was collected using a self-administered survey form. A total of 236 viable replies from 30 textile and clothing companies resulted in a 78 percent response rate. To determine the impact of TPM on manufacturing performance, SPSS software was used to conduct correlation and regression analysis. The findings reveal that all TPM methods have a favourable and considerable impact on manufacturing performance, improving cost effectiveness, product quality, on-time delivery, and volume flexibility significantly.
• Mwanza and Mbohwa (2015)
The goal of this article was to create an efficient TPM model to help a chemical manufacturing firm in Zambia improve their maintenance system. The researchers set out to evaluate the current maintenance system, establish the overall effectiveness of the equipment, and identify key performance indicators and TPM success criteria. Design questionnaires, structured interviews, direct observations, and company records were used to gather data for the study.
The findings of the study revealed that the maintenance department used 67.6%
breakdown maintenance, 24.3 percent preventative maintenance, and 8.1 percent not suitable maintenance. The study also found that operators were not involved in maintenance tasks 78 percent of the time, with only 14 percent of the time. In terms of the effectiveness of the maintenance technique(s) used, 19% were
rated as poor, 65% as fair, 8% as good, and 8% as not relevant. The overall equipment effectiveness (OEE) was calculated at 37%, which was 50% less than the world class level. Plant underutilization was primarily caused by equipment downtime, with 52 percent due to a shortage of spare parts, 32 percent due to a shortage of raw materials, 8%
due to power issues, and 8% not applicable.
3 GAPS IN THE RESEARCH AND OBJECTIVES OF A PROPOSED RESEARCH
Following points represent the gaps, investigated from the survey of available literature:
a) There is very limited research which focuses on the ranking of TPM pillars;
b) There is also very limited researches papers found, which focus on the applications of multi criteria decision making techniques on the ranking of TPM pillars
Following points represent the objectives of a proposed research:
a) Prioritization of different pillars of TPM; and
b) Ranking of different pillars of TPM.
4 CONCLUSION
Considering the importance of TPM and its pillars, the proposed research work seems to be appropriate as it addresses the critical evaluation of TPM, which shall open new ventures of development for enterprises as well as research.
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