Purpose: This paper develops a ‘light’ total productive maintenance (TPM) model suitable for small and medium-sized enterprises (SMEs). By design, the system is rudimentary, using a relatively small sum of capital investment and resources. The model recommends TPM implementation in three stages, namely plan, improve, and sustain.Design/methodology/approach: The literature review provides the inputs to the model development. Action research is used to demonstrate and verify the effectiveness and practicability of the framework, in an SME manufacturing hydraulic parts in China. Overall Equipment Effectiveness (OEE) and awareness of employees were studied before and after the implementation. Findings: The case study shows a significantly improved production efficiency of the equipment. The framework structuralizes TPM deployment and binding different levels of the organization into the program, from planning, implementation to sustaining the practices. To break the barrier of shop-floor resistance, the leader must drive many activities unassisted, it, therefore, necessitates an open endorsement of authority by the steering committee composed of top management. The Prudent pilot run of TPM helped to accelerate the implementation at critical equipment, in addition to cultivating experience and hence confidence among staff.Research limitations/implications: This study provides a pragmatic reference to other researchers and practitioners to promote a light TPM model in SMEs, without losing the essence of TPM. Being action research with the case study in a specific manufacturing industry, the resultant evidence, therefore, is anecdotal.Originality/value: The model adopts a phased method to implement TPM, without aggravating the financial and human resource burden of the enterprise. It promotes the cultivation of employees’ TPM awareness and active involvement, which can lay a solid foundation for the wide implementation of TPM in SMEs.
The most common form of production control strategy in lean management is the pull system. One emerging form of pull system uses kanban and CONWIP systems to handle products with different demand patterns. Case studies have protractedly depicted the actual implementation of pull systems; however, the use of hybrid systems is rare. This paper examines the procedures involved in implementing a hybrid system in a low variety/low volume shop floor. This paper presents discussions on shop floor constraints in the proposed system and how the simplicity of a pull system is able to reduce work-in-process inventory by 23%. Guidelines for the replication of the system for similar production environments are also provided. The case study proves that pull systems can be successfully implemented in production environments that do not conform to the typical prerequisites of the kanban system.
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