Total Product Maintenance in Lean Manufacturing

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.

Total productive maintenance: a contextual view

The selection and implantation of sufficient and appropriate continuous improvement strategy are the key success factors for improving firm performance and enhancement of competitive advantage on manufacturing industries. As a result special role are given to Continuous improvement programs such as Supply Chain Management (SCM), Six-Sigma, Total Quality Management (TQM), Kaizen, Just-in-Time (JIT) and Total Productive Maintenance (TPM) in a production system, which attain sustainable business environment and competitive advantage. Thus, the aim of the study is to study the challenges and trends of global competitiveness of basic metal industries, investigates the way of integrating continuous improvement tools and then developed an integrated continuous improvement model from TQM, JIT, and SCM to improve the global competitiveness of steel and metal industries. From numerous contentious improvement programs, we have to emphasize integrated SCM, JIT and TQM implementation on basic metal industries to improve competitive performance. Mainly the study was conducted through field observation, questioner, company reports used as primary data and literature review of research articles, books, manuals, magazines, and electronic-sources, which used as secondary data. The survey data is analyzed using descriptive analysis, SPCT (fishbone diagram).The result found that poor supply chain system, workforce, raw material uncertainty, energy fluctuation, outdated technology, manufacturing systems, financial and logistics problems were identified as the obstacles and influence the Ethiopian basic metal industry performance and global competitiveness. Thus, to tackle the problems an integrated continuous improving model was developed to improve the performance and global competitiveness of basic metal industries.

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

Many manufacturing SMEs (small to medium enterprises) encounter problems when maintaining production equipment. This is often because insufficient time is spent, particularly by SMEs, on developing the role of maintenance to improve manufacturing performance. This paper discusses the role of total productive maintenance (TPM) in creating a total quality management (TQM) environment in the maintenance function of manufacturing SMEs. TQM and TPM have significant similarities such that it can be ascertained that quality and success depend on the efforts of everyone within the organisation. Therefore these two management philosophies of TQM and TPM can be analysed and compared. In looking at the similarities that show these philosophies are complementary, the paper reveals the possible reinforcement effects when they are integrated together in an SME. It discusses the initial findings of case study research with three SME companies who are striving to improve the quality of maintenance within their organisations.

Simulation of Integrated Total Quality Management (TQM) with Lean Manufacturing (LM) Practices in Forming Process Using Delmia Quest

PurposeThe purpose of this paper is to evaluate the contributions of synergic implementation of total quality management (TQM) and total productive maintenance (TPM) paradigms towards improving business performance in the Indian manufacturing industry.Design/methodology/approachIn this study, a large number of manufacturing organisations have been extensively surveyed, to ascertain contributions made by TQM‐TPM paradigms in the Indian manufacturing organisations towards realizing business performance improvements. The correlations between various organisational initiatives towards TQM‐TPM implementation and business performance improvements have been evaluated and validated by employing various statistical tools.FindingsThe research focuses upon the significant contributions of TQM‐TPM organisational initiatives like quality related queries; top level support and level of total employee involvement; culture of continuous improvement; TQM and TPM core strategies; and transfusion of TQM and TPM, towards affecting improvements in business performance. The inter‐relationships between various TQM‐TPM organisational initiatives with the business performance improvement parameters have been evaluated, to efficiently manage the synergic TQM‐TPM paradigms to realize organisational objectives of growth and sustainability.Research limitations/implicationsThe study establishes that focused TQM‐TPM implementation over a reasonable time period can strategically contribute towards realization of significant manufacturing performance enhancements.Practical implicationsThe study stresses upon the need for improving the synergy between maintenance and quality functions in the organisations for meeting the challenges of highly competitive environments. The study highlights that significant achievements in manufacturing performance can be achieved through strategic synergic TQM‐TPM implementation over a considerable period of time.Social implicationsThe analysis of initiatives adopted by Indian entrepreneurs towards TQM‐TPM implementation has been presented in the study to demonstrate the commitment for quality and maintenance aspects of organisations to realize manufacturing excellence through TQM‐TPM paradigms.Originality/valueThe study highlights the strong potential of synergic TQM‐TPM implementation initiatives in affecting business performance improvements. The achievements of Indian manufacturing organisations through proactive TQM‐TPM initiatives have been evaluated and critical TPM success factors identified for enhancing the effectiveness of TQM‐TPM implementation programs in the Indian context.

Promoting employee participation in operation and maintenance of green office building by adopting the total productive maintenance (TPM) concept

Lean Six Sigma is a data-driven and fact-based philosophy which helps to prevent the value defects over the detection of defects for better quality and improvements. Lean Six Sigma helps in achieving satisfaction of customer and core results by reducing waste, altering or variation in process, process cycle time, by the use of standardisation and flow and thus creates the competitive advantage for organisations. Lean Six Sigma is applicable at the place where variation and waste exist, and all employee or company staff should be involved. Lean Six Sigma is a combination of ‘Lean’ and ‘Six Sigma’. Six Sigma helps to reduce the process variation whereas Lean helps to eliminate or reduce waste. Thereby, the principles of Lean Six Sigma help to improve the efficiency and quality of the process. This has been empirically investigated by various researchers. In this paper, an endeavour has been made to systematically compile the work carried out by the researchers in the area of Lean six sigma and Lean Manufacturing and its impact on Organisational Performance. Moreover, future research aspects in the Lean manufacturing scenario have also been explored. Abbreviations: SS: Six Sigma; LSS: Lean Six Sigma; LM: lean manufacturing; LT: lean tools; LP: lean production; TQM: total quality management; PDCA: plan do check act; TPM: total productive maintenance; OEE: overall equipment efficiency; SMED: single minute exchange of dies; FMEA: failure mode effective analysis; JIT: just-in-time; CELLMFG: cell manufacturing; DOE: design of experiment; DPMO: defects per millions opportunity; ANOVA: analysis of variance; DMAIC: define measure analyse improve control; VSM: value stream mapping

Standardization is a key element in the effective use of lean manufacturing methodologies and tools for achieving process sustainability. Their combination is conducive to eliminating waste and improving the efficiency of production processes and guarantees the company that employees use the most efficient tools and do not waste time on unnecessary activities. These activities can be further improved by using digital solutions, in accordance with the concept of Industry 4.0. Therefore, the authors have developed the e-Lean system, whose task is to digitize selected lean manufacturing tools. The subject of this work is analysis of the functionality and effectiveness of the essential part of the e-Lean system in the form of specialized TPM (Total Productive Maintenance) software as an application. During implementation in a construction production company, the TPM application was tested by lean manufacturing and maintenance specialists. The research consisted of assessing the functionality and efficiency of processes in relation to conventional TPM solutions. Additional functionalities of the e-Lean system have been confirmed, such as systemic approval of machinery inspection, which requires passing all necessary steps at individual inspection points, direct access for supervisors to the results of inspection activities and their status, direct and easy access to photographic documentation of machines added during inspection both in optimization of working time and its course (e.g., the optimal number of steps taken by the employee during the inspection), as well as an efficient system of motivating employees (collecting points). The improvement in the effectiveness of processes was determined by measuring the control times for three control points (polymerization furnace, packing area, and defibering machines). The average control time was reduced from 16,200 to 13,923 s. Thus, thanks to the use of the application, it was found that the efficiency of using the TPM tool was increased by approx. 15% compared to previously used non-digital solutions.

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...

Indian manufacturing industry has witnessed irrepressible competition in the recent times in terms of low costs, improved quality and diverse products with superior performance. Indian entrepreneurs have now understood that to meet the challenges posed by the competitive environment, the manufacturing organisations must infuse quality and maintenance improvement initiatives in all aspects of their processes. Total quality management (TQM) and total productive maintenance (TPM), are such popular initiatives employed by the manufacturing organisations in synergy as organisational performance improvement techniques. The objective of this research is to investigate the status of maintenance and quality improvement initiatives in Indian manufacturing organisations and suggesting a tactical TQM-TPM model, considering the vast literature review of TQM and TPM quality drives, the outcomes of the 'TQM-TPM questionnaire' survey and case studies. The TQM-TPM model presented is a structured set of strategies that are integrated to help implement TQM and TPM successfully and can help Indian entrepreneurs avoid the common problems and pitfalls during their implementation.

2 - The Plant/Facility Lean Environment

Post liberalization in the nineties, Indian economy transformed with an influx of multinational automotive companies into India. The entry of these foreign auto companies changed quality standards and impacted the complexity of the parts required by OEMs. The component manufacturers embraced the practices of Total Quality Management (TQM), Total Productive Maintenance (TPM) and lean manufacturing practices . The journey towards TQM was propelled by the vision to become global. One of the strategies that Indian component manufacturers adopted to become part of the global value chain was the QS 9000 certification. This paper is an attempt to understand the impact of QS 9000 certification on TQM implementation. It ascertains the role that QS 9000 certification plays in transforming organizations with respect to the critical success factors of TQM implementation. The analysis is based on data collected for a specific study on TQM among auto component manufacturers in Chennai. Data pertaining to the level of critical success factors was examined prior to and post certification, to draw conclusions.

Several paradigms like Just-in-time (JIT), Total Quality Management (TQM), Total Productive Maintenance (TPM), Supply Chain Management (SCM) and Enterprise Resource Planning (ERP) have emerged to improve the effectiveness and efficiency of an organisation. The survey of 92 Indian manufacturing industries reveals that industries are facing problems which encompass different business functions. The improvements reported are only between 20% and 30%. This is equally applicable for manufacturing firms across the globe. Perfect implementation of any one paradigm may not be sufficient to yield the intended overall improvements. It addresses problems and difficulties partially. The existing manufacturing management and improvement literature suggests that these approaches offer complementarity for pursuing superior overall performance. Based on survey findings and complementary viewpoint, we propose the conceptual 'Integrated Manufacturing Programme' framework to enhance overall performance. This study is the first effort to combine these paradigms into one integrated manufacturing programme and attempts to fill the void in the literature.