An empirical exploration of TQM, TPM and their integration from Indian manufacturing industry

Abstract

Purpose The purpose of this paper is to comparatively assess the contributions of total quality management (TQM) and total productive maintenance (TPM) practices, exclusively and collectively, on manufacturing business performance. Design/methodology/approach Responses to survey questionnaires were collected using multiple modes of data collection. A total of 269 filled responses were collected and analyzed to ascertain the contribution made by exclusive and collective implementation of TQM and TPM practices on business performance. The respondent firms were grouped into three clusters based on early, in-transition and advanced stages of implementation of either or both TQM and TPM manufacturing practices. Comparative assessment of the impact of standalone TQM, standalone TPM and combined TQM–TPM manufacturing methods on business performance parameters have been evaluated using statistical tools within each cluster. Findings Evidences were found to support the supposition that integrated implementation of both TQM and TPM practices over a reasonable period of time contributes in delivering better business performance as compared to the standalone implementation strategy. Research limitations/implications The study has its own limitations because of its chosen research approach. As the data in this study were collected from production management personnel on the basis of their subjective evaluations, more comprehensive objective performance indicators shall be employed for comparative assessment of manufacturing practices in future studies. In-depth case studies are needed to further validate the findings of the research study. Practical implications The analytical results reveal that an integrated TQM–TPM strategic implementation can systematically contribute toward realization of significant improvement in manufacturing business performance parameters. The results of this study are vital for production managers and senior management personnel of manufacturing firms that have implemented TQM and are considering introducing TPM in their organization (or vice-versa). Originality/value This empirical study signifies the need for strategically aligning and managing various production improvement ideologies for realization of an organization’s growth and sustainability in a long run. In particular, this paper invigorates the discussion about improving the synergy between maintenance and quality functions in the organization for meeting the challenges of highly competitive market environment.

Analyses of Total Quality Management Implementation through ISO 9001: 2015 Standard Approach

“…This case certainly wasting opportunities for more effective improvement, because employees actually knew the root of the problem that occurs but were not given the opportunity to put forward their ideas for improvement. The fifth principle about process approach cannot reach the target because there were findings in production line where some operator who conduct their job did not based on working instructions [11]. When these findings were confirmed, it was known that their working instructions were put in the chief's desk drawer.…”

Base Principles and Practices for Implementation of Total Productive Maintenance in Automotive Industry

“…The difference between TQM and TPM is often declared mistakenly. TQM is oriented on quality and TPM is oriented on machines and equipment (Sahoo, 2018). However, it is not true.…”

The Implemention of Total Productive Maintenance in Malaysia Automotive Industry

“…Generally, TPM starts from the top direction, implemented by the bottom, and was succeeded by the top management. It requires a high commitment from all employees facilitate this implementation (Velmurugan & Dhingra, 2015;Habidin, Hashim, Fuzi, & Salleh, 2018;Sahoo, 2018). Moreover, TPM is a manufacturing practice that emphasizes their actions and attitudes of employees to make improvement in maintenance.…”