Total productive maintenance, kaizen event, and performance

Abstract

Purpose The purpose of this paper is to determine the relationship between total productive maintenance (TPM), kaizen event (KE) and innovation performance (IP) for Malaysian automotive industry using structural equation modeling (SEM). Design/methodology/approach The samples were selected from the list of Proton and Perodua automotive industry. The number of collected respondents was 238 respondents. An SEM technique was used in the study. In order to test the reliability and validity of the instrument, reliability analysis, exploratory and confirmatory factor analysis were conducted. Findings Based on the results, KE does not affect the relationship between TPM and IP. However, the impact of TPM on IP increases with mediating of KE for Malaysian automotive industry. Thus, this study has shown that empirical test results prove that the implementation of TPM and KE has improved the IP for Malaysian automotive industry. Research limitations/implications This study only focused on the Malaysian automotive industry. The other limitation in this research is the number of factors and limited measurement in this study. Only a few TPM, KE and IP measurements were considered. By using the SEM technique, four TPM constructs, three for KE constructs and three for IP measures were developed and verified. Therefore, this study can assist the researchers and practitioners to the practice of TPM, KE and IP for Malaysian automotive industry. Originality/value This research provides fundamental knowledge and direction for researchers in further research as well as practitioners to constantly improve IP through the implementation of TPM and KE for Malaysian automotive industry.

The impact of engineers’ skills and problem-solving abilities on process innovation

“…These capabilities enable buyers and suppliers to collaborate with firms and achieve innovation (Hasan & Hossain, 2018). A few factors that contribute to the success of kaizen include working culture, corporate strategy, kaizen leaders and organisational structure (Habidin, Hashim, Fuzi & Salleh, 2018;Maarof & Mahmud, 2016). The contribution of this study consists in providing the analysis of a new factor that guarantees the successful implementation of kaizen and the resolution of its challenges on the basis of the problem-solving capacities of engineers.…”

The role of motivation in the results of total productive maintenance

“…In addition, the positive and significant results obtained with the TPM implementation in Line 1 add evidence to the literature focused on its benefits (Hooi & Leong, 2017;Modgil & Sharma, 2016;Habidin et al, 2018;Wickramasinghe & Perera, 2016). The fact that Line 2 showed mostly modest and statistically non-significant improvements can be taken as a cautionary lesson; the mere implementation of TPM does not ensure success, and human factors should not be overlooked.…”

“…The authors also propose that when TPM and Total Quality Management (TQM) practices are combined, then TPM exerts an even higher influence on operational performance. Habidin et al (2018) conclude that in the Malaysian automotive industry, there is evidence that TPM improves innovation performance, and that the impact of TPM on innovation performance increases with the mediating effect of kaizen events. Wickramasinghe & Perera (2016) studied the benefits of TPM practices on textile and apparel manufacturing firms, and concluded that these practices improved cost effectiveness, product quality, on-time delivery and volume flexibility.…”

“…Even though there is vast evidence that TPM can improve operational performance (e.g. Hooi & Leong, 2017;Modgil & Sharma, 2016;Habidin et al, 2018;Wickramasinghe & Perera, 2016), studies focused on the impact of the human factor on the results of the implementation and use of TPM are scarce. Many studies mention the importance of the motivation of workers for the success of TPM implementation, however, such studies are frequently prescriptive in nature and not based on quantitative evidence.…”

The Implemention of Total Productive Maintenance in Malaysia Automotive Industry

“…Generally, TPM starts from the top direction, implemented by the bottom, and was succeeded by the top management. It requires a high commitment from all employees facilitate this implementation (Velmurugan & Dhingra, 2015;Habidin, Hashim, Fuzi, & Salleh, 2018;Sahoo, 2018). Moreover, TPM is a manufacturing practice that emphasizes their actions and attitudes of employees to make improvement in maintenance.…”