An integrated systems approach to process control and maintenance

Linderman, Kevin; McKone-Sweet, Kathleen E.; Anderson, J.

doi:10.1016/j.ejor.2003.11.026

Cited by 121 publications

(61 citation statements)

References 16 publications

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“…Soft aspects of TQM philosophy are expected to provide such necessary infrastructure and facilitate TPM implementation in manufacturing companies. TPM shares many infrastructural aspects with TQM such as human-resource oriented practices, committed leadership, cross-functional employees, multiple task and skill development, employee involvement, and continuous improvement (Cooke, 2000;Linderman et al, 2005;Konecny & Thun, 2011). Brah and Chong (2004) pointed to the importance of incorporating customer focus with TPM program which will result in productivity improvement, waste reduction, gathering and analyzing of data, timeliness and planning of activities.…”

Section: Soft Tqm Practices and Tpmmentioning

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: Soft Tqm Practices and Tpmmentioning

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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“…Organizational leaders today recognize process management as an essential element in organizational performance [14]. From a technology viewpoint, business process management supports business processes using methods, techniques, and software to design, enact, control, and analyze operational processes [28].…”

Section: Literature Reviewmentioning

confidence: 99%

From process logic to business logic—A cognitive approach to business process management

Wang

2006

Information & Management

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The unpredictability of business activities means that business process management should provide a way to adapt to change. The traditional workflow approach, based on predefined process logic, offers little support for today's complex and dynamic business environment. Therefore, a cognitive approach is proposed to help manage complex business activities, based on continuous awareness of situations and real-time decisions on activities. In this approach, the business environment is seen as capturing events that occurred and the state of tasks and resources; business logic involving process routing, operational constraints, exception handling, and business strategy is used to determine which actions are appropriate for the current situation. By extending process management from process logic to business logic, the methodology offers flexibility, agility, and adaptability in complex business process management.

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“…Other works on periodic PM optimization with imperfect maintenance are presented in [32], [33] and [34]. The work by Linderman et al [35] demonstrated considerable economic benefits by having an adaptive maintenance policy, where the interval of PM events adapts to the stability of the process.…”

Section: Reliability Based Maintenancementioning

confidence: 99%

Joint Maintenance and Production Operations Decision Making in Flexible Manufacturing Systems

Celen

Djurdjanović

2012

ASME 2012 International Manufacturing Science and Engineering Conference

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In highly flexible and integrated manufacturing systems such as those in semiconductor manufacturing, there exist strong dynamic interactions between the equipment condition, operations executed on the equipment and the resulting product quality. These interactions necessitate a methodology that integrates the decisions of maintenance scheduling and production operations. Currently, maintenance and production operations decision-making are two decoupled processes. In this paper we aim to devise an integrated decision making policy for maintenance scheduling and production sequencing with the objective of maximizing an adaptive profit function, while taking into account operation-dependent degradation models and a production target. In order to obtain the optimal decision policy, a metaheuristic method based on the results of discrete-event simulations of the target manufacturing system is used. The new approach is demonstrated in simulations of a generic cluster tool routinely used in semiconductor manufacturing. The results show that jointly making maintenance and production sequencing decisions consistently outperforms the current practice of making these decisions separately.

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An integrated systems approach to process control and maintenance

Cited by 121 publications

References 16 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

From process logic to business logic—A cognitive approach to business process management

Joint Maintenance and Production Operations Decision Making in Flexible Manufacturing Systems

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