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Total productive maintenance (TPM) is at the forefront of the maintenance strategies which brought about a paradigm shift from repair-maintenance strategy to proactive maintenance. The philosophy of TPM entails the facets of cost reduction and increased productivity. However, it has been observed that many manufacturing enterprises have made unsuccessful attempts at its adoption. In order to detect and overcome a qualitative research methodology has been employed and a survey has been carried out identifying the barriers and categorizing them to strategic, managerial, departmental, financial, and social regimes through rigorous data analysis. It was observed that strategic constraints are primarily detrimental to the success of TPM due to the lack of defined strategies for workers by management. Moreover, the departmental constraints are present due to misalignment between TPM and departmental objectives, in addition to the lack of training for workers in the system for TPM implementation. Moreover, there are managerial and financial constraints due to the lack of information visibility and finances, social constraints due to gap between top management authorization and worker mentality. Finally, a proper strategy has been proposed to address the issues affecting TPM implementation.

Purpose In the modern manufacturing environment, it is imperative to apply the manufacturing concepts of lean, agile, resilient and green, collectively known as LARG manufacturing, to achieve excellence in which lean manufacturing eliminates wastes; agile manufacturing makes processes fast, efficient and flexible; resilient paradigm deals with countering the uncertainty while green manufacturing improves environmental performance. The objective of this study is to develop an integration framework that synergizes LARG manufacturing with Industry 4.0. Design/methodology/approach Through a literature review, the authors have explored the possibility of collaboration between constituents of lean, agile, resilient and green manufacturing with the facets of Industry 4.0. Findings The authors have developed a comprehensive integration framework that has been divided into 11 phases and 31 steps in which the various Industry 4.0 facets have supplemented the lean, agile, resilient and green paradigms. Practical implications This investigation and adoption of technologically intensive automation shall provide clarity to practitioners regarding the synergy of LARG manufacturing & Industry 4.0, so that fast and efficient manufacturing processes can be achieved. Originality/value The framework provides detailed insight towards implementation of LARG practices in a manufacturing organization in coalescence with Industry 4.0 practices.