Impact of TPM implementation on Indian manufacturing industry

Abstract

Purpose – The purpose of this paper is to identify the relationship between TPM programme and manufacturing performance in Indian manufacturing industries; to discern the benefits obtained from TPM implementation; to identify common indicators; and to explore the common expectation while TPM implementation. Design/methodology/approach – In this paper acceptability and implementation of TPM programme in Indian manufacturing industry have been elaborated to ascertain the tangible and intangible benefits accrued as a result of successful TPM implementation. A semi-structured questionnaire survey approach has been adopted for the justification of TPM implementation and benefits gained by it in Indian context. Survey has covered mainly automobile and machinery sector throughout India. A total of 57 filled responses have been received and analysed to find the impact of TPM programme on manufacturing productivity. Findings – The paper establishes the impact of successful TPM implementation on manufacturing performance. TPM initiatives have shown marked improvement in the equipment availability, performance and produced quality and have also brought appreciable improvement in other manufacturing functions in the organizations. It has been observed that TPM deployment contributes to improve the manufacturing productivity, quality, delivery, safety, morale, ensuring the cost effectiveness of the manufacturing function within the organization. The paper also indicates that overall equipment effectiveness (OEE) can be used for performance improvement without TPM implementation. Research limitations/implications – Because of the chosen research approach, the research results may lack generalizability. Therefore, researchers are encouraged to test the proposed propositions further. Practical implications – This paper highlights the contribution of TPM programme and OEE measure to ensure enhanced manufacturing productivity. The benefits gained by TPM implementation in selected Indian manufacturing industries have been highlighted, that could be genuine source of motivation to other manufacturing organizations to go in for TPM programme. Originality/value – The present study encompasses systematic identification of factors affecting overall organizational performance and the common expectations of the firms through implementation of TPM programme. TPM initiatives provide regular OEE measure, performance monitoring and improvement, and developing guidelines for achieving enhanced manufacturing productivity.

Ethical and psychological factors in 5S and total productive maintenance

“…This is, in turn, can lead employees to work under the laws, regulations and instructions issued by some of the officials according to what commensurate with their personal interests in the organization, which in turn makes the employee to carry a load cannot avoid or escape from (Wagel, 1990;Idris, 2001). Consequently, employee performance for tasks would be in the unseemly form and unethical, thus reflecting negatively on the success of organizations to achieve the desired goals (Kumar et al, 2014). Trevino and Nelson (2010) further confirmed about some of the immoral positions in the organization, when some of the employees are subjected to the pressures of the so-called ethical instructions and commands at work.…”

“…If employees are aware of the processes and have been taken into confidence, they would show a responsible attitude towards the implementation of these processes, which would help achieve the implementation of objectives as well. A similar viewpoint was also expressed by Ahuja and Khamba (2008b), Kumar et al (2014) and Eswaramoorthi et al (2011) that if employees are provided with detailed knowledge and training regarding many techniques such as (5S and TPM), and are made aware of the benefits they can bring to themselves as well as to the company, the employees will put in more effort and time to make the implementation of these techniques a success. Finally, Gapp et al (2008) suggested that successful implementation of 5S and TPM would require continuous organizational resolve for their implementation.…”

“…Training is necessary as it not only builds the capacity and skills of the employees to work independently (Venkatesh, 2007;Arashpour et al, 2009;Paropate et al, 2011), but also helps them identify the root cause of the problems and solve them in time (Sahu et al, 2012). Likewise, researchers have highlighted that providing ethical instructions and commands that are according to the set rules and regulations of the organization would help in the timely implementation of techniques (Ramayah et al, 2002;Seth & Tripathi, 2005;Haroun & Duffuaa, 2009;Rolfsen & Langeland, 2012;Aspinwall & Elgharib, 2013;Kumar et al, 2014).…”

“…Sometimes employees are subject to the pressures of work, including pressure from some managers in the organization, that can be represented in the control of the managers on the behaviour and performance of employees, which would have a negative effect on the efficiency of the implementation of several technologies such as 5S, Kaizen, Six Sigma and TPM as employees are asked to do certain tasks that are not according to the training they are provided (Mullins, 2007;Ahuja & Khamba, 2008b;Kumar et al, 2014). This is, in turn, can lead employees to work under the laws, regulations and instructions issued by some of the officials according to what commensurate with their personal interests in the organization, which in turn makes the employee to carry a load cannot avoid or escape from (Wagel, 1990;Idris, 2001).…”

“…2) Fight wrong behaviors, which can be established by many immoral attitudes in the organization (Ramayah et al, 2002;Seth & Tripathi, 2005;Haroun & Duffuaa, 2009;Rolfsen & Langeland, 2012;Aspinwall & Elgharib, 2013;Kumar et al, 2014).…”