Implementation of Total Productive Maintenance in a Local Pharmaceutical Manufacturing Company in the Philippines

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

This study accepts that the technical and administrative factors can amplify effective total productive maintenance (TPM) implementation at thermal generation plants. It is noted that there is a limited number of studies that have attempted to understand the subject of TPM implementation in the energy sector. Noting this shortcoming, the authors thought it crucial to generate empirical evidence on the factors influencing effective TPM implementation for thermal generation plants, with evidence from gas-fired plants. A sample of 88 respondents was selected and consulted. Data were collected through questionnaires and analyzed quantitatively by inferential statistics and qualitatively through thematic analysis using SPSS version 20.0. Confirmatory factor analysis (CFA) was performed through LISREL software version 8.0. On inferential analysis, correlation, regression and ANOVA were performed. Multiple regression analysis results indicate that administrative factors, including management support, TPM awareness, employee participation and strategic planning, positively and significantly influence TPM implementation. Also, technical factors comprising planned maintenance, autonomous maintenance, quality maintenance and early equipment management positively influence TPM implementation at thermal generation plants. The correlation coefficient for all factors was at least 0.6, and the p-value was less than 0.05, suggesting that the study’s independent variables reliably predict the dependent variable. The additional factors influencing TPM implementation include training and education, organization of the workplace, root cause analysis and continuous improvement. From this juncture, the study concludes that effective TPM implementation in the energy sector, especially at thermal generation plants, can be accomplished if many administrative and technical factors are considered. These factors comprise management support, TPM awareness, strategic planning, employee participation, workplace organization, training and education, planned maintenance, autonomous maintenance, quality maintenance, early equipment management, continuous improvement and root cause analysis.

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

PurposeThe purpose of this study is to evaluate the challenges before Indian manufacturing organizations for adapting to proactive total productive maintenance (TPM) initiatives. The aim of this research is to critically examine the factors influencing the implementation of TPM practices in the Indian manufacturing industry, and to devise an overall maintenance strategy for overcoming obstacles to successful TPM implementation.Design/methodology/approachThe study focuses on systematic identification of obstacles in TPM implementation and working out success factors towards improving manufacturing performance in Indian industry through strategic TPM initiatives.FindingsThe study highlights the strong potential of TPM implementation initiatives in affecting organizational performance improvements. The paper reveals that implementing TPM is by no means an easy task, which is heavily burdened by organizational, cultural, behavioral, technological, operational, financial, and departmental barriers.Research limitations/implicationsThe study has been conducted in Indian manufacturing organizations to formulate the critical success factors and enablers for overcoming obstacles to successful TPM implementation with regard to its preparedness to face global challenges.Practical implicationsThe study stresses the need for improving the synergy between the maintenance function and other organizational quality improvement initiatives in the organizations, to establish maintenance as a competitive strategy for meeting the challenges of a highly competitive environment.Originality/valueThe study highlights the difficulties faced by Indian manufacturing organizations in their attempt to implement TPM initiatives in order to improve organizational efficiency.

BackgroundPharmaceutical companies in Africa need to invest in both facilities and quality management systems to achieve good manufacturing practice (GMP) compliance. Compliance to international GMP standards is important to the attainment of World Health Organization (WHO) prequalification. However, most of the local pharmaceutical manufacturing companies may be deterred from investing in quality because of many reasons, ranging from financial constraints to technical capacity. This paper primarily evaluates benefits against the cost of investing in GMP, using a Nigerian pharmaceutical company, Chi Pharmaceuticals Limited, as a case study. This paper also discusses how to drive more local manufacturers to invest in quality to attain GMP compliance; and proffers practical recommendations for local manufacturers who would want to invest in quality to meet ethical and regulatory obligations.MethodThe cost benefit of improving the quality of Chi Pharmaceuticals Limited’s facilities and system to attain WHO GMP certification for the production of zinc sulfate 20-mg dispersible tablets was calculated by dividing the annual benefits derived from quality improvement interventions by the annual costs of implementing quality improvement interventions, referred to as a benefit-cost ratio (BCR).ResultCost benefit of obtaining WHO GMP certification for the production of zinc sulfate 20-mg dispersible tablets was 5.3 (95% confidence interval of 5.0–5.5).ConclusionInvestment in quality improvement intervention is cost-beneficial for local manufacturing companies. Governments and regulators in African countries should support pharmaceutical companies striving to invest in quality. Collaboration of local manufacturing companies with global companies will further improve quality. Local pharmaceutical companies should be encouraged to key into development opportunities available for pharmaceutical companies in Africa.

Purpose The purpose of this paper is to review the literature on Total Productive Maintenance (TPM) and to present an overview of TPM implementation practices adopted by the manufacturing organizations. It also seeks to highlight appropriate enablers and success factors for eliminating barriers in successful TPM implementation. Design/methodology/approach The paper systematically categorizes the published literature and then analyzes and reviews it methodically. Findings The paper reveals the important issues in Total Productive Maintenance ranging from maintenance techniques, framework of TPM, overall equipment effectiveness (OEE), TPM implementation practices, barriers and success factors in TPM implementation, etc. The contributions of strategic TPM programmes towards improving manufacturing competencies of the organizations have also been highlighted here. Practical implications The literature on classification of Total Productive Maintenance has so far been very limited. The paper reviews a large number of papers in this field and presents the overview of various TPM implementation practices demonstrated by manufacturing organizations globally. It also highlights the approaches suggested by various researchers and practitioners and critically evaluates the reasons behind failure of TPM programmes in the organizations. Further, the enablers and success factors for TPM implementation have also been highlighted for ensuring smooth and effective TPM implementation in the organizations. Originality/value The paper contains a comprehensive listing of publications on the field in question and their classification according to various attributes. It will be useful to researchers, maintenance professionals and others concerned with maintenance to understand the significance of TPM.

Total productive maintenance: a contextual view

The volatile position of the Indian market is driving the manufacturing organisations to adopt various improvement techniques in Indian small and medium enterprises (SMEs). Total productive maintenance (TPM) can also be implemented as an improvement technique. It is the utmost need to identify certain key success factors (KSFs) which helps the TPM implementation in an organisation. The objective of this research is to identify the KSFs behind the TPM implementation in Indian SMEs successfully. Researchers identified eight KSFs from the literature review, questionnaire survey and experts' (academia and industry) opinion. Interpretive structural modelling (ISM) is used as an approach to establish the hierarchical structure for analysing the interrelationship among the various KSFs of TPM implementation in Indian SMEs and also develop an integrated model. ISM also classified these KSFs into driving KSFs and the dependence KSFs in this study.

The role of maintenance in modern manufacturing is becoming ever more important, with companies adopting maintenance as a profit-generating business element. The failure of equipments or machines to produce products on time as required can reflect the inefficiency in operations. The objective of total productive maintenance (TPM) is to create a relationship between production and maintenance functions, for continuous improvement of product quality and operational efficiency. Though it has been well established that total quality management, just-in-time and employee involvement have strongly contributed to the manufacturing performances (MPs) of the organisations, but there is limited evidence of the role that TPM plays in improving the MP of the organisations. In this paper, we investigated the relationship between TPM and organisational performance through multiattribute decision model using analytical hierarchy process. In the findings, it was observed that TPM has a positive and significant relationsh...

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

PurposeThis paper deals with concept of total productive maintenance (TPM) and its implementation approach. It also presents the identification of critical factors for effective implementation of TPM. The reliability analysis identified potential areas where more concentration is required. The application of hypothesis testing in productivity maintenance should be promoted by parametric test and significantly instrumental in explanation of phenomena. It is also indispensable to better understand quality data and provide guidance to production control.Design/methodology/approachThe various critical success factors of TPM implementation has organised into set of eight performance measure and thirty three sub-factors for getting the in-depth details of each indicator. The paper identifies the reliability of these factors and understands the problem with greater clarity and its ramification. Researcher collected responses from forty one manufacturing organisations through structured designed questionnaire. The reliability analysis was carriedout by calculating the value of Cronbach's alpha method. To draw the meaningful conclusions supported by relevant empirical data, provisional formulation is required, and it was carried by hypothesis testing. In this test, samples are taken from a population with known distribution (normal distribution), and a test of population parameters is executed. It determines the relevancy of facts directs the researcher's efforts into productive channels. The statements were hypothetically tested by calculating the arithmetic value of Chi-Square (χ2) and MINITAB-19 software was used for identification of p-value.FindingsThis study identified that main factors and sub-factors of TPM which are critical for implementation of TPM. The study also avoids the complexities involved in implementing TPM by reliability analysis. It is found that all identified CSFs are reliable as Cronbach's alpha is above 0.6. The hypothesis testing shows that all alternative hypothesis statements are acceptable as Chi-Square (χ2) value has satisfied the conditions and null hypothesis are true as calculated p-value is less than the 0.05 for eight identified TPM critical factor.Originality/valueIn this paper researcher provides a comprehensive typology of TPM-CSFs, and its ranking and importance in manufacturing sector. The preparedness of such study related to TPM implementation is becoming a major sourcing base for the world and there is a paucity of such studies. Such studies are equally important in a global context.

Do it separately or simultaneously—An empirical analysis of a conjoint implementation of TQM and TPM on plant performance

The volatile position of the Indian market is driving the manufacturing organisations to adopt various improvement techniques in Indian small and medium enterprises (SMEs). Total productive maintenance (TPM) can also be implemented as an improvement technique. It is the utmost need to identify certain key success factors (KSFs) which helps the TPM implementation in an organisation. The objective of this research is to identify the KSFs behind the TPM implementation in Indian SMEs successfully. Researchers identified eight KSFs from the literature review, questionnaire survey and experts' (academia and industry) opinion. Interpretive structural modelling (ISM) is used as an approach to establish the hierarchical structure for analysing the interrelationship among the various KSFs of TPM implementation in Indian SMEs and also develop an integrated model. ISM also classified these KSFs into driving KSFs and the dependence KSFs in this study.

This paper describes an evaluation of the Total Productive Maintenance (TPM) implementation. The evaluation is done by comparing the results of the application using the 5S foundation and the eight pillars of TPM with the company’s achievement goal of 80%. 5S foundation includes Sort, Set in Order, Shine, Standardize, and Sustain. TPM method consist of eight pillars are include Autonomous Maintenance, Focussed Maintenance, Planned Maintenance, Quality Management, Education and Training, Safety, TPM offices, and Development Management. The evaluation of the TPM implementation is carried out using the nominal group technique method. The group consists of 10 managers, and supervisors are directly involved in implementing 5S on the production floor. The assessment results obtained on the 5S foundation application of 82%, Autonomous Maintenance of 83%, Focussed Maintenance of 75%, Planned Maintenance of 80%, Quality Management of 84%, Education and Training of 88%, Safety, Health & Environment of 78%, TPM office of 73%, and Development Management of 75%.

3 - The top-down and bottom-up realities of TPM