Total productive maintenance (TPM) as a tool for improving productivity: a case study of application in the bottleneck of an auto-parts machining line

Méndez, Jonathan David Morales; Silva-Rodríguez, Ramón

doi:10.1007/s00170-017-0052-4

Cited by 65 publications

(41 citation statements)

References 13 publications

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“…The concept is later expanded to the maintenance and improvement of the production quality system, through the equipment, process and operator, and increases the commercial value of the product (Sharma & Singh, 2015;Parikh & Mahamuni, 2015). TPM implementation, which brings short and long-term improvements to the enterprise, including overall equipment efficiency (OEE) (Méndez & Rodríguez, 2017;Amorim, Hatakeyama & Rojas-Lema, 2018;Bataineh, Al-Hawari, Alshraideh & Dalalah, 2019). TPM minimizes the probability of equipment failure, manufacturing a non-conforming product and the occurrence of a safety accident (Patil & Raut, 2019).…”

Section: Total Productive Maintenance (Tpm)mentioning

confidence: 99%

“…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).…”

Section: Total Productive Maintenance (Tpm)mentioning

confidence: 99%

“…Education and training is critical to TPM (Méndez & Rodríguez, 2017), with the aim to improve employee morale and experience by skills and technical training, bridge of the skills and knowledge gap (Adesta, Prabowo & Agusman, 2018). Through the pillar, employees transcend through the different phases of skills to be competent (Venkatesh, 2007).…”

Section: Total Productive Maintenance (Tpm)mentioning

confidence: 99%

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

Xiang

Feng

2021

JIEM

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Purpose: This paper develops a ‘light’ total productive maintenance (TPM) model suitable for small and medium-sized enterprises (SMEs). By design, the system is rudimentary, using a relatively small sum of capital investment and resources. The model recommends TPM implementation in three stages, namely plan, improve, and sustain.Design/methodology/approach: The literature review provides the inputs to the model development. Action research is used to demonstrate and verify the effectiveness and practicability of the framework, in an SME manufacturing hydraulic parts in China. Overall Equipment Effectiveness (OEE) and awareness of employees were studied before and after the implementation. Findings: The case study shows a significantly improved production efficiency of the equipment. The framework structuralizes TPM deployment and binding different levels of the organization into the program, from planning, implementation to sustaining the practices. To break the barrier of shop-floor resistance, the leader must drive many activities unassisted, it, therefore, necessitates an open endorsement of authority by the steering committee composed of top management. The Prudent pilot run of TPM helped to accelerate the implementation at critical equipment, in addition to cultivating experience and hence confidence among staff.Research limitations/implications: This study provides a pragmatic reference to other researchers and practitioners to promote a light TPM model in SMEs, without losing the essence of TPM. Being action research with the case study in a specific manufacturing industry, the resultant evidence, therefore, is anecdotal.Originality/value: The model adopts a phased method to implement TPM, without aggravating the financial and human resource burden of the enterprise. It promotes the cultivation of employees’ TPM awareness and active involvement, which can lay a solid foundation for the wide implementation of TPM in SMEs.

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Section: Total Productive Maintenance (Tpm)mentioning

confidence: 99%

Section: Total Productive Maintenance (Tpm)mentioning

confidence: 99%

Section: Total Productive Maintenance (Tpm)mentioning

confidence: 99%

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

Xiang

Feng

2021

JIEM

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“…TPM can be used as a systematic means to avoid losses and increase the productivity of manufacturing devices. It is important to implement the TPM principles strategically on the basis of analyses of the causes of equipment failure and the proposed targeted improvement [7].…”

Section: Principle Of Permanent Maintenance Improvementmentioning

confidence: 99%

Potential of Using TPM to Increase the Efficiency of Production Processes

et al. 2020

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The goal of the submitted paper is to implement the principles of TPM and to achieve almost 100% usability of machines, when there will be no failures and unwanted incidents. The effectiveness of implementing the TPM principles has been experimentally verified in an engineering company. Workplaces for the assembly of rails on Unimatic lines were chosen as a pilot workplace. Prior to the implementation of the TPM, analyses of technical downtime and unplanned shutdowns of the manufacturing devices due to failures, unplanned repairs and maintenance were carried out. The resulting analysis concentrated mainly on two main variables-total cumulative technical downtime at individual workplaces and frequency of occurrence of failures in individual sections of the workplaces. The presented approach and the results obtained underline the importance of applying the TPM principles in practice and their indisputable contribution to the ability to increase business performance. The TPM's progressive maintenance management system represents a prerequisite for the reduction of production costs and losses resulting from unscheduled failures now and in the future.

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“…PE varies from 54% to 100% across the studied cases, with speed loss of 85% and 91% in the two cases identified. Morales Méndez and Rodriguez [16] Auto-parts machining line 84% N/A…”

Section: Previous Speed Loss Studiesmentioning

confidence: 99%

Why slow down? Factors affecting speed loss in process manufacturing

Trattner

Hvam

Haug

2019

Int J Adv Manuf Technol

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Total productive maintenance (TPM) as a tool for improving productivity: a case study of application in the bottleneck of an auto-parts machining line

Cited by 65 publications

References 13 publications

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

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

Potential of Using TPM to Increase the Efficiency of Production Processes

Why slow down? Factors affecting speed loss in process manufacturing

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