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

Abstract

Purpose: IATF 16949:2016 standard requirements do not represent a totally new approach of quality improvement within the automotive industry. The change of the last, from 2009 year ISO/TS), the quality management standard is only an expected consequence of changes, which, in managerial systems, was brought by ISO Organization in 2012 (Annex SL). Implementation of the Total Productive Maintenance (TPM) requires several important steps. The article describes framework of TPM implementation on a basis of PDCA (P-plan; D-do; C-check; A-Act) cycle and evaluates influence of Occupational health and safety pillar (OHS) on the "stability" of TPM house.Methodology/Approach: Individual steps of TPM implementation are analysed and added with suitable tools for making the effective integration of TPM and IATF (which is expansion of ISO 9001:2015).Findings: Implementation of autonomous maintenance and other TPM pillars requires support from management. Although the 5S tool is understood as a basic TPM tool, knowledge from its implementation suggest the fact that 5S is also a significant tool of management integration within organisation.Research Limitation/Implication: Research presented in this article is influenced of the maturity of organisation as well as its size and types of its activities.Originality/Value of paper: Method of TPM implementation analysis in the conditions of integrated approach with an emphasis on 5S and its relation to OHS management is original approach.

The Operational Reliability Analysis of Machinery: A Case Study of Forest Forwarders and Their Technological Equipment

“…These also offer an actual indication that predetermined preventive maintenance pushes up the working reliability of system. The decision lies with the maintenance specialists, whether or not they apply the designs and methods for improving the maintenance efficiency of industrial production equipment [16,22].…”

The Link Between Asset Risk Management and Maintenance Performance: A Study of Industrial Manufacturing Companies

“…Our study builds on findings from previous research investigating the relationship between risk management and performance outcomes (e.g. Callahan and Soileau, 2017), in particular by bridging the risk with maintenance management (Pačaiová and Ižaríková, 2019). We thus add a novel perspective by conceptualizing and operationalizing risk management and linking core elements of risk management to maintenance performance.…”

Implementing total productive maintenance in a manufacturing small or medium-sized enterprise

“…Other benefits include employee output and efficiency (Ali, 2019), absenteeism and overtime reduction (Li, 2013), reduced changeover time (Bon & Lim, 2015), boost in confidence (Maran, Thiagarajan, Manikandan & Sarukesi, 2016), harnessed maintenance ability (Singh & Ahuja, 2015). TPM is widely applied in large enterprises, such as spinning plant (Paropate & Sambhe, 2013), automotive (Li, 2013;Bon & Lim, 2015;Pacaiova & Izarlkova, 2019), semi-automated manufacturing (Rahman, Hoque & Uddin, 2014), auto-part machining (Méndez & Rodríguez, 2017;Sutoni, Setyawan & Munandar, 2019), service organization (Ali, 2019).…”

“…Sustain is to maintain improvement, enabling employees to develop good work habits, and finally integrating 5S into the corporate culture (Gupta & Chandna, 2020). (Pacaiova & Izarlkova, 2019) In Autonomous maintenance (AM), equipment operators are given the responsibilities and powers in daily equipment maintenance, including 5S (Ferreira & Leite, 2016). This directly improves the skill of these operators to manage and improve the equipment (Wakjira & Iyengar, 2014).…”