Total Productive Maintenance Implementation's Barriers and Enablers in Indonesian Manufacturing Companies

Prabowo, Herry Agung; Hilmy, Irfan; Adesta, Erry Yulian Triblas

doi:10.1109/aset48392.2020.9118224

Cited by 4 publications

(8 citation statements)

References 7 publications

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“…Numerous manufacturing companies attempted TPM in the past, but they failed because of an insufficient understanding of the obstacles to its effective implementation [28]. The literature has long provided many works on worldwide TPM implementation barriers; [22,28,42,49,57,65,71,73,75,76] are the most recent and accurate research works analyzing the barriers to TPM implementation across manufacturing companies. These works emphasized and detailed the following ten critical barriers to TPM, which were ranked in order of criticality in [75] as follows: (1) lack of top management commitment and support; (2) lack of training and education; (3) lack of motivation; (4) employee resistance;…”

Section: Barriers To Tpmmentioning

confidence: 99%

“…(5) cultural resistance; (6) failure to allow sufficient time for the evolution; (7) poor relationship between the production and maintenance department; (8) lack of communication; (9) financial constraints; and (10) lack of understanding and knowledge of TPM. The most significant success factor in implementing TPM is the involvement and commitment of top management [30,49,57,71,75,76].…”

Section: Barriers To Tpmmentioning

confidence: 99%

“…Moreover, two support practices (top management and leadership and human resource development) benefitted from adopting technological techniques such as TPM [49,50]. In other words, a high level of top management maturity is necessary to implement TPM successfully [56,76].…”

Section: Barriers To Tpmmentioning

confidence: 99%

“…Besides the findings of [75] regarding barrier rankings, it is important to add that top management can effectively contribute to manufacturing performance improvements by providing an effective structure for TPM implementation [80]. Moreover, two support practices (top management and leadership and human resource development) benefitted from adopting technological techniques such as TPM [49,50]. In other words, a high level of top management maturity is necessary to implement TPM successfully [56,76].…”

Section: Barriers To Tpmmentioning

confidence: 99%

See 3 more Smart Citations

A Review of Sustainable Total Productive Maintenance (STPM)

et al. 2023

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Sustainable Total Productive Maintenance (STPM) arose in 2021 as a promising, new concept to fill the lack of sustainability in Total Productive Maintenance (TPM) and allow companies to overcome its implementation barriers. It revolves around increasing the understanding of the systems approach and contributing to setting contemporary companies’ sustainable ideology by supporting orientation toward sustainability from a sustainable maintenance perspective. However, STPM is still in its infancy and is viewed as a complement to the traditional TPM approach and is based on its pillars. Moreover, there is still a dearth of literature discussing STPM. This study aims to present STPM as a novel substitute for TPM while building its unique mechanism based on re-engineered fourth generation management (R4thGM). To pursue such a goal, 94 papers from Scopus, Web of Science, and Science Direct databases published in 2008–2023 were reviewed. This study’s novelty comes from presenting STPM as the best-suited lean manufacturing and sustainability strategy for enhancing sustainable maintenance, encouraging contemporary maintenance (i.e., Industry 4.0 technology-based sustainable maintenance), and supporting second-era contemporary companies’ orientation toward sustainability. Furthermore, based on recent studies, propositions are formulated to achieve STPM. Finally, research implications and future directions are presented.

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Section: Barriers To Tpmmentioning

confidence: 99%

Section: Barriers To Tpmmentioning

confidence: 99%

Section: Barriers To Tpmmentioning

confidence: 99%

Section: Barriers To Tpmmentioning

confidence: 99%

See 2 more Smart Citations

A Review of Sustainable Total Productive Maintenance (STPM)

et al. 2023

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“…Sin embargo, el nivel de éxito o eficacia en la implementación del TPM varía según la empresa, ya que depende de un conjunto de variables no directamente medibles, conocidas como variables latentes o constructos. En tal sentido, se ha demostrado que diversas variables latentes o constructos influyen en el éxito de la implementación del TPM, como la participación y compromiso de la gerencia (PCG) (Hooi y Leong, 2017;Mishra et al, 2021;Rathi et al, 2021), la educación y capacitación (EC) (Ahmad et al, 2017;Ngoy y Israel, 2021), el involucramiento del personal (IP) (Agung Prabowo et al, 2020;Rathi et al, 2021) y el cambio en la cultura organizacional (CCO) (Farné, 2020;Mishra et al, 2021).…”

Section: Introductionunclassified

Validez de contenido de un instrumento de medición para medir el éxito en la implementación del TPM

Castillo Salcido,

García Martínez,

Hernández Gómez

et al. 2024

RIDE

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La validación de contenido constituye una etapa crítica y compleja en el proceso de desarrollo de instrumentos de medición comúnmente empleados para evaluar constructos complejos en la investigación social y administrativa, ya que debe asegurarse que los ítems o variables medibles de cada constructo sean representativos. Por eso, el objetivo de esta investigación fue reportar y discutir la validación de contenido de manera práctica de un instrumento de medición que evalúa el éxito en la implementación del mantenimiento productivo total (TPM, por sus siglas en inglés) a partir de cinco constructos: participación y compromiso de la gerencia (PCG), educación y capacitación (EC), involucramiento del personal (IP), cambio de cultura organizacional (CCO) y éxito en la implementación del TPM (ETPM). Para llevar a cabo el procedimiento de validación se empleó el método de juicio de expertos y el índice de contenido de Lynn (I-CVI), así como una revisión de literatura, y recopilación y formulación de ítems que conforman los constructos, los cuales fueron validados mediante el juicio de expertos, quienes examinaron las dimensiones de relevancia, coherencia y claridad de los ítems. Las respuestas de los expertos fueron analizadas utilizando el método del índice de validez de contenido de Lynn (I-ICV, S-CVI/ave, S-CVI/UA) para cada ítem en cada una de las dimensiones. Los resultados muestran que los ítems son representativos del constructo correspondiente, lo que indica que el instrumento posee una validez de contenido muy alta con un nivel de significancia del 5%. Como resultado, se presenta un instrumento con validez de contenido para medir el éxito de la implementación del TPM a través de los cuatro constructos propuestos.

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Management and Production Engineering Review

PRABOWO,

FARIDA,

ADESTA

2022

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Understanding of how to implement Lean successfully and how it contributes to performance in manufacturing organizational is still relatively lacking so that Lean exploration is still needed in the management aspect. This research will examine the effect of LMS, LWRT on LBR. This research was conducted on 30 companies in industrial centers in Indonesia, and the data were processed using the Structural Equation Model method. It was found that LMS has no significant effect on LBR, but LMS has a significant effect on LWRT, while LWRT has a significant effect on LBR. In detail, LBR variation of 78.8% is simultaneously influenced by LMS and LWRT, 21.2% is influenced by other variables. While 72.7% LWRT variation is influenced by LMS variation, and 27.3% is influenced by other variables. This result confirms Bergmiller's research ( 2009) that LMS has a significant effect on LBR through LWRT for the manufacturing industry in Indonesia.

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Total Productive Maintenance Implementation's Barriers and Enablers in Indonesian Manufacturing Companies

Cited by 4 publications

References 7 publications

A Review of Sustainable Total Productive Maintenance (STPM)

A Review of Sustainable Total Productive Maintenance (STPM)

Validez de contenido de un instrumento de medición para medir el éxito en la implementación del TPM

Management and Production Engineering Review

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