A critical study of TQM and TPM approaches on business performance of Indian manufacturing industry

Seth, Dinesh; Tripathi, Deepak

doi:10.1080/14783360600595203

Cited by 68 publications

(70 citation statements)

References 2 publications

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“…They indicated that each of the two improvement strategies (TQM and TPM) consists of basic aspects that are distinctive to each strategy. Seth and Tripathi (2006) found that the combined application of TQM and TPM at Indian manufacturing companies significantly improved operational performance. Other authors reported that the implementation of the two programs was highly correlated (e.g.…”

Section: Previous Studies On Tqm-tpm Relationshipmentioning

confidence: 99%

The Influence of “Soft” and “Hard” Total Quality Management (TQM) Practices on Total Productive Maintenance (TPM) in Jordanian Manufacturing Companies

Abdallah¹

2013

IJBM

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Numerous studies have been separately carried out on total quality management (TQM) and total productive maintenance (TPM). This paper examines the influence of soft and hard TQM practices on TPM implementation level at manufacturing companies in Jordan using survey data and empirical research methodology. The results indicate that four soft TQM practices, top management leadership, training, workforce management, and customer focus, significantly and positively affect TPM implementation level. The results also show that three hard TQM practices, continuous improvement, information feedback, and process management, significantly and positively affect TPM implementation level.

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Section: Previous Studies On Tqm-tpm Relationshipmentioning

confidence: 99%

The Influence of “Soft” and “Hard” Total Quality Management (TQM) Practices on Total Productive Maintenance (TPM) in Jordanian Manufacturing Companies

Abdallah¹

2013

IJBM

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“…Muchos son los artículos de investigación y estudios de caso que confirman el impacto positivo que la aplicación de un programa de TPM tiene en la eficiencia y efectividad de los sistemas de producción, ya sea mediante su aplicación de forma individual (Chan, Lau, Ip, Chan & Kong, 2005;Shamsuddin, Masjuki & Zahari, 2005;Sharma, Kumar & Kumar, 2006), como en combinación con otros paradigmas de mejora continua como el JIT, TQC o TQM (Cuatrecasas & Torell, 2010;Miyake, Enkawa & Fleury, 1995;Seth & Tripathi, 2006;Shamsuddin et al, 2005;Towill, 2006). El TPM tiene también un impacto positivo en otros aspectos de la organización, como el resultado del negocio (Brah & Chong, 2004;Eti, Ogaji & Probert, 2004b), la rentabilidad organizacional (Ahuja & Khamba, 2008b), las competencias básicas estratégicas, tecnológicas, organizacionales, operacionales, de recursos humanos y competitivas (Ahuja & Khamba, 2008a), las inversiones de capital (Chan et al, 2005), así como las cinco características principales del trabajo y por tanto la motivación, rendimiento, satisfacción y reducción del absentismo de los trabajadores (Nasurdin et al, 2005).…”

Section: Revisión Teórica ¿Tiene El Tpm Un Impacto Positivo En Las Orunclassified

Barriers and facilitators of the TPM implementation

Marín-García

Martínez²

2013

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ResumenObjeto: El TPM (Total Productive Maintenance) resulta difícil de implementar. El presente artículo pretende, a través del análisis de la literatura existente, aproximarse a esa dificultad y aportar un análisis que permita avanzar en su conocimiento.Diseño/metodología/enfoque: La revisión de la literatura se ha llevado a cabo a través del análisis de 44 publicaciones sobre TPM, extraídas de bases de datos elegidas por su reputación en publicaciones científicas y académicas. Los resultados de este artículo se han alcanzado a partir del análisis comparativo de los puntos de interés y la discusión con expertos. Aportaciones y resultados:El resultado es un artículo que confirma el impacto positivo que su desarrollo tiene en las organizaciones y su amplia utilización en grandes corporaciones, así como la dificultad que presenta la implantación de su modelo de desarrollo. El presente artículo presenta, como aportación principal, las causas que originan esta dificultad y cómo éstas influyen en la consecución de los objetivos de cada paso del modelo de implantación.Limitaciones: El presente estudio necesita la validación empírica en un estudio de caso.Originalidad / Valor añadido: Durante los últimos años se han publicado muchos artículos enfocados en la mejora de la implantación del TPM, pero ninguno de estos artículos ha efectuado un extenso análisis de la literatura sobre TPM para concretar los -823-

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“…Konecny and Thun [49] identified that human relations such as employee satisfaction, crossfunctional employee integration, and multi-skill development, are driving forces for TQM, but the both implementation of TPM and TQM do not show positive effects because of limited human resources for the implementation. However, Sethi and Tripathi [50] identified that the both implementations of TQM and TPM show positive effects because not only quality but also maintenance is important in India. …”

Section: Tt Of Tpmmentioning

confidence: 99%

Manufacturing in Japan and From Japan

Takahashi¹,

Morikawa²,

Nagasawa³

2018

dtetr

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In Japan, companies have continuously improved the performance of quality, cost, delivery, environment, safety, and morale of Japanese Manufacturing Systems (JMS) by using unique management approaches, total quality management (TQM), Toyota production system (TPS), and total productive maintenance (TPM). After the introduction, they are implemented by many companies and organizations not only in Japan but also all over the world. Also, in modern Japan, Industry 4.0, IoT, and AI are considered, and various activities are promoted. In this paper, the literature on the research topics and methodologies related to TQM, TPS, and TPM are reviewed. Also, by referring the empirical studies on TQM, TPS, and TPM in overseas companies, the findings and issues to transfer them are discussed. Also, the current situation on the recent practical activities and academic research are reviewed.

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A critical study of TQM and TPM approaches on business performance of Indian manufacturing industry

Cited by 68 publications

References 2 publications

The Influence of “Soft” and “Hard” Total Quality Management (TQM) Practices on Total Productive Maintenance (TPM) in Jordanian Manufacturing Companies

The Influence of “Soft” and “Hard” Total Quality Management (TQM) Practices on Total Productive Maintenance (TPM) in Jordanian Manufacturing Companies

Barriers and facilitators of the TPM implementation

Manufacturing in Japan and From Japan

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