Strategies and success factors for overcoming challenges in TPM implementation in Indian manufacturing industry

Abstract

PurposeThe purpose of this study is to evaluate the challenges before Indian manufacturing organizations for adapting to proactive total productive maintenance (TPM) initiatives. The aim of this research is to critically examine the factors influencing the implementation of TPM practices in the Indian manufacturing industry, and to devise an overall maintenance strategy for overcoming obstacles to successful TPM implementation.Design/methodology/approachThe study focuses on systematic identification of obstacles in TPM implementation and working out success factors towards improving manufacturing performance in Indian industry through strategic TPM initiatives.FindingsThe study highlights the strong potential of TPM implementation initiatives in affecting organizational performance improvements. The paper reveals that implementing TPM is by no means an easy task, which is heavily burdened by organizational, cultural, behavioral, technological, operational, financial, and departmental barriers.Research limitations/implicationsThe study has been conducted in Indian manufacturing organizations to formulate the critical success factors and enablers for overcoming obstacles to successful TPM implementation with regard to its preparedness to face global challenges.Practical implicationsThe study stresses the need for improving the synergy between the maintenance function and other organizational quality improvement initiatives in the organizations, to establish maintenance as a competitive strategy for meeting the challenges of a highly competitive environment.Originality/valueThe study highlights the difficulties faced by Indian manufacturing organizations in their attempt to implement TPM initiatives in order to improve organizational efficiency.

Ethical and psychological factors in 5S and total productive maintenance

“…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.…”

“…Therefore, Jadhav et al (2014) and Haddad & Jaaron (2012) highlighted, that the major roadblock in the successful implementation of techniques that lead to improving production effectiveness is the reluctance of management to empower employees. Ahuja & Khamba (2008b) also shared the same viewpoint that the rigid bureaucratic structures of the organizations are that impedes empowerment of the employees. Furthermore, there are the other researchers were of the view that employees are the major cornerstone in the implementation of many techniques such as 5S, Kaizen, Six Sigma and TPM that could enhance the efficiency of an organization and its competitiveness, and without their involvement in the process of the implementation, would render these techniques ineffective during their implementation (Ahuja & Khamba, 2008b;Haroun & Duffuaa, 2009;Rolfsen & Langeland, 2012).…”

“…Researchers highlighted that through success the organizations in the implementation of modern techniques like TPM as required, they can change their employees' culture and their perceptions, and they become more aware of these techniques. Employees are also more likely to be involved in their work and show the more responsive attitude towards investigation the desired objectives (Venkatesh, 2007;Ahuja & Khamba, 2008b). Ginder et al (1995) highlighted that in cooperative societies like Japan employees and management have an unwritten, social contract that links management and employees' together.…”

“…Panneerselvam's (2012) opinion was that creating an environment of trust between management and employees by changing the organizational culture and providing appropriate training to employees to enhance their skills can lessen anxiety and fear of employees and their resistance towards implementation. Similarly, Kennedy and Mazza (2010) and Ahuja and Khamba (2008b) were of the opinion that to enhance the financial position and competition in organizations successful implementation of many modern techniques like 5S and TPM is required. It is necessary for total employee involvement in the implementation processes by providing training and proper empowerment for them, and also it is necessary for seeking to reduce the concern of employees about "What's in it from the implementation of tasks for me" during implementation of modern techniques, this is by providing the necessary educational programs to reduce these concerns for employees.…”

“…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).…”