5S, 8Pillars and lean
TPM: Total Productive Maintenance PM: Productive Maintenance
JIT: Just-In-Time
TQM: Total Quality Management OEE: Overall Equipment Effectiveness MTTR: Mean time to repair
MTBF: Mean time between failures
MTBF: Mean time between failures MTTR: Mean time to repair
OEE: Overall Equipment Effectiveness TPM: Total Productive Maintenance TQM: Total Quality Management
PM: Preventive Maintenance, Productive Maintenance JIT: Just-In-Time
The companies all over the world try to boost their profit while not increasing the sale worth of their merchandise/products. This will solely be done by minimizing the producing price of the merchandise/products by increasing the productivity and reducing losses throughout production. Automation has contend a good role in increasing productivity however it fails if the equipment and machine isn't maintained properly (Bupe et al, 2015).
In recent companies situation material wastage and large loss of time occur within the workshop floor. The material wastage and large loss of time are as a result of unskilled or unqualified operators, maintenance personnel, processes, tooling issues and non-availability of components and materials on time. There are few different losses like rejected materials and components, quality waste, idle machines, idle workforce etc (Eti et al, 2004).
The quality connected to waste is of high importance as a result of it took all the time of the production and assembly process/method and find wasted once the products is completed. Also, it matter in terms of time, material and therefore the hard-earned name of the firms. There are few different invisible losses like when operating the machines against its requirement (e.g. low speed and soon), bottle necks, startup loss, within the process/method and break down of the machines. To avoid the aforementioned losses, a revolutionary idea of TPM has been adopted by several industries across the globe. The main concepts/ideas is to make lead time, defects, tolerance for waste, breakdown, accidents and inventories reduced to minimum or zero and these are becoming necessity for the production/manufacturing plant and this can be achieved by implementing TPM (Total Productive Maintenance) (Venkatesh, 2015).
Total Productive Maintenance (TPM) is analyzed and categorized in three different parts:- Total: This implies that each individual within the company, from the floor base workers to the highest management workers. Productive: This implies no wasted activity or the manufacturing of products and services that meet or exceed customer's expectation.
Maintenance: Taking care or keeping machine and equipment in good working condition like the original form every time (Bupe et al, 2015).
The results of the thesis will shows the improvement in the processes of the firm and its goal to realize positive outcomes. It additionally proves that TPM isn't just a few production tools, implementing and maintaining TPM could be a long run method and so as to visualize massive improvement and enhancements, an organization must place effort ceaselessly (Bamber et al, 1997).
In the end, there'll be suggestions and implementation to the organization with the way to improve the organization production and also the current performance level, locating the main cause of the problem.
The term research is commonly coupled to educational or academic activity, but many researchers (Saunders and Lewis, 2011; Walshaw, 2012) links research to way of life and see it as an elementary activity of everyday living. They recommend or suggest that everybody is engaged within the research method through trying to seek out solutions to issues that are perceived(Alan Johnston, 2014).
Management research thus tends to be simplest, effective and helpful in resolving organizational or operational issues within the workplace (Alan Johnston, 2014). Lee and Lings, (2008) argue that research is concerning generating information concerning what you think the globe or the world is. This is supported by Jankowicz (2005) and Quinlan, (2011) who emphasize that research is concerning making new information or knowledge which its development relies on a judgment of what is known and the way it is known.
(Harrison & Van Hoek, 2008) suggest the most effective way to collect data is by walking through the process to determine the actual component and all the stages in the process. Qualitative research: is framed generally inside the socially created and advocacy/participatory theories that assert that meaning is created socially, and therefore there are multiple truths to discover (Creswell, 2003; Crotty, 1998). There are several types of qualitative research; the most important ones are grounded theory, phenomenology, case study, narrative analysis, and ethnography (Merriam, 1998). The qualitative data collected from observations, interviews, and field notes are coded, analyzed, and interpreted taking into account the context and personal values of the researcher (Creswell, 2003).
It is decided by research study that which methods best suits that study. The combination of both methods can be used if there are enough resources are available (Carr, 1994). I have selected qualitative technique and the reason for selecting this technique is that I will try to
gather deep and intensive knowledge about the concern questions. To collect the answers of “why” “what” and “how” qualitative is the appropriate method (Svenning, 2003). Due to this reason qualitative approach is more suitable to collect data. It will allow us opportunity to address new aspect of our problem and be flexible in the study. Flexibility of study makes the collection of data into interactive process which can help to raise previous unconsidered issues related to that study. We can raise and address these issues by the interaction with interviewees. As the data is obtained it can be analyzed in depth throughout the study.
Deductive Approach: This research is conducted by the deductive approach which means that I will try as much as possible to draw reasonable conclusions from the data collected during the interviews (survey) and questionnaires conducted, after which conclusion will be make base on their reply and behavior.
The usage of multiple sources during this case study is compounded further by Yin (1994), when he proposed three principles of data collections for case studies:
1.) Use multiple sources of knowledge 2.) Create a case study database
3.) Maintain a chain of evidence Sampling:- constitutes the collection of real data sources from a bigger set of prospects or possibilities. It involves two interconnected components:
(a) shaping the complete set of doable data sources that is mostly termed the population, and (b) selecting a specific sample of data sources from that population (Given,2008). This bachelor thesis is research and conducted as a case study, a case study design was applied as the thesis involved an in-depth understanding of TPM on topics like the implementation plan, TPM modes, challenges and benefits of TPM implementation and finally TPM key performance indicators. A qualitative approach is used to assess the maintenance systems and to calculate OEE. Research data was collected using interviews, company records, designed questionnaires, and direct observations.
A case study approach is used as a methodology in a research because according to Yin(2003) a case study design should be considered when: (a) the focus of the study is to answer ''how'' and ''why'' question; (b) you cannot manipulate the behavior of those involved in the study; (c) you want to cover contextual conditions because you believe they are relevant to the phenomenon under case study; or (d) the boundaries are not clear between the phenomenon and context. Bryman and Bell (2007), suggested that a case study entails the detailed and intensive analysis of a single case.
As Stake (1995) observes, case study research is about the state of case study and the nature of the particular case in question. The utilization and the main reason of such research method is its power, quality and simple to use for the study particularly. Research studies in business and management are usually based on this kind of research design.
It is to also ensure that the quality of the data is good and sufficient. Since the interviews are going to be done by me it's important for this research to adapt a case study methodology as stated by Yin (1994) "to explain the complex causal links in real-life interventions".
Knight and McCabe (1997) propose that the case study gives way by which various qualitative methods can be put together, by avoiding too reliance on one single approach. Gerring, (2007) in his book "Case Study Research", stated that to refer to a work as a "case study" might mean:
Secondary data can be both qualitative and quantitative data. Qualitative method entails collecting data through interview and observation while quantitative method deals with numerical data when we try to carry out findings (Davies, 2007). Furthermore, we can categorized secondary data as survey, documentary and multiple sources, in addition the data can be published summaries or raw data (Saunders et al, 2009). Secondary data is also used to get deeper understanding of the study and to address the problems and challenges of the study. The secondary source was attained through the internet, books, literatures and periodicals.
Primary data is an information that is directly collected from the respondents. It is also called first hand data that are sourced through observations, experiments, surveys or questionnaires and interviews by the person conducting the research (Ghauri & Grohaug, 2010). Although it takes time and it is very costly to collect, primary data is still the most appropriate for this research because information is collected directly for the specific purpose (Ghauri & Grohaug, 2010).
The author intend to obtain data directly from the source for this research. Participant observation is also used to collect data that would be further analyzed and used to fulfill the research questions.
The interviews conducted with the management, operators and also floor workers of the Plastics Manufacturing Company and the questionnaires in the form of a survey, is the main method or way of acquiring data for this bachelor's thesis. The primary sources of collecting data for this research were personal interviews with the management, operators and also floor workers of the Plastics Manufacturing Company. The author met with the management, operators and also floor workers of the Plastics Manufacturing Company to discuss the question in full details to keep and maintain a balance with the thesis written.
The full questionnaire is in Appendix 1
I have used questionnaires include 19 questions sent out to staff of XYZ Plastics Manufacturing Industry.
The main purpose of this questionnaire is to gather information for the purpose of understanding how XYZ Plastics Industry apply TPM approach within their organization. The interview exercise is intended for all employees within the company and the main objective of the interview is to obtain information that assist in assessing the operation and production-benefit analysis that is involved in TPM implementation in XYZ Plastics Industry.
1.) What is company's culture? 2.) What is your job description?
3.) How do you measure production efficiency?
4.) What is the volume level of the products of the company? 5.) What is your current Lead-time?
6.) What are the major drivers of your business?
7.) What is TPM? 8.) What has motivated the company to implement TPM? 9.) Presently how you are implementing TPM?
10.) What are the outcomes?
11.) Where is TPM implemented in your Organization? 12.) What are the criteria for choosing that area?
13.) Explain how TPM is practicing in the company?
14.) How long it will take to implement TPM in the factory?
15.) What were the direct and indirect costs involved in the implementation of TPM? 16.) How much company spends on TPM?
17.) What tangible and intangible benefits has TPM brought to the company? 18.) Any Other comments on implementation of TPM?
19.) Was the implementation process of TPM should be continuous? (Bupe et al, 2015).
Interviews are conducted face to face.
Interviews:- are method of gathering information or opinions by asking a sequence of questions that can be either of pre-defined order (structured), unstructured, or semi - structured. The traditional interview is a personal discussion between the interviewer and the interviewee.
However, it can also be done through telephone calls or even via internet (Jupp,2006). However the conduction of semi - structure interviews with the floor workers and the management of XYZ Plastics Industry in Nigeria.
The interviewees were allowed the opportunity to speak openly and freely without limits in order to make the interview more creditable and efficient as well as to stick to the specific research theme. The interviews in this research will be conducted at XYZ Plastics Industry in Nigeria. Coding of the interview is non-applicable is respect to the scope of the research and due to the number of interviewees. The interview will be semi-structure and in a sense 'open'. Semi-structured interviews typically have an initial question followed by probes.
These kinds of interviews are typically supported the information or knowledge of, and/or the idea that the respondents have had a specific experience they will elaborate upon. In these forms of interviews, matters has typically been analyzed before the interview.
Therefore, the researcher is seeking further data or information. During a semi-structured interview, an interview schedule is developed to deal with the subject and to guide the interview, yet "without fixed wording or fixed ordering of questions" (Minichiello et al, 1995). The content of the interview is directed on matters that are foremost to the subject of the research. The way within which questioning takes place permits space for flexibility, social interaction, exploration of ideas and "provides opportunities to observe participants in the face-to-face ongoing interaction of the focus group" (De Laine, 1997). I have selected semi structured interviews method because it is most suitable method to collect first-hand information and gives freedom to interviewees on how they give answers to particular question. It also provide interviewees the opportunity to ask questions from interviewer as well and to clarify the meaning of unclear questions. Due to this reason researcher can get more deep information about the subject. Although semi structured interviews are time consuming and mostly interviewees do not want to participate in this but it gives intensive information about the particular subject.
Note that interviews should be preferred when there are clear objectives for the research, when time is limited, when there are many experiences from different people to be studied (Taylor and Bogdan, 1984). By choosing (some management, operators and some workers) who have similar activity/ occupational tasks, who encountered similar setbacks daily as a results of non implementation of TPM in their scope of work, may be thought-about and regarded as a focus group as defined.
Focus groups are group interviews of 12 to 15 people and concern a sort of organized discussion that is design and planned by the interviewer. The main aim of this method is to investigate people's views in depth and in combination with other opinions. (Stewart, Shamdasani and Rook, 2007). The interviews were conducted with maintenance personnel, machine operators and other employees in the production department. The questions are mainly focused on:
The first TPM meeting divided the XYZ plastics industry location into different areas of responsibility. For example production consisted of different areas and units and the financial department, HR offices and distribution centre had their own locations. After dividing the areas, each team chose a team leader. In many cases the person was already the manager or the head of that particular unit. As mentioned in the five levels plan, the first step of implementing TPM is to perform the initial cleaning and inspection. Executing the cleaning according to the five levels plan will bring each unit to TPM level one.
Ethics define what is or is not legitimate or ethical to try and do. Codes of behavior, and legal considerations in most countries can give some mounted rules and principles for researchers, and research ethics has a positive role to play within the style and conduct of human research, but it wants or needs to be seen as an integral part of the research method. Commonly control beliefs regarding research ethics embrace the importance of the protection of vulnerable populations, maintaining professional standards, safeguarding the rights and well-being of participants, risk management, and ensuring public support for research (Edwards and Skinner, 2009).
Ethical concerns would like to be thought-about in each part of the research study, not just in the research style or once the researcher receives any needed ethical clearance and authorization to begin the research. The researcher desires to think about and touch on or act upon ethical responsibilities and concerns continue throughout a project, even beyond the information or data compilation section or phase into analysis, write up and publication, (Edwards and Skinner, 2009).
To ensure a balance between validity and reliability, firstly I drafted the case study questionnaire and subsequently distributed out the questionnaires to some management, floor workers and operators. Additionally, some workers were asked verbally about their opinion on TPM (Total Productive Maintenance). Some respondents took few days to answer the questionnaire while most of the respondents took some weeks to give me back the questionnaires with their answers. Some workers did not respond and some refused to participate due to their level of education. The most important phase was compiling all the responses and looked for the similar answers. According to Bryman and Bell (2007), a case study should have principles of validity, reliability and replicability.
Validity:- in interviewing refers to the formation of appropriate operational measures for the ideas or concepts being investigated (Emory & Cooper, 1991). Interviewing tries to attain construct validity through three techniques. Firstly, triangulation of interview questions is typically established within the research style or design stage by two or a lot of carefully worded questions that check up on the topic or subject matter under investigation from completely different angles. Secondly, the interview technique typically contains an inherent negative case analysis wherever, in every interview and before the subsequent, the technique expressly needs that the interviewer plan to negate rising explanations interpreted within the information or data (Dick, 1990).
Finally, the flexibleness of the approach permits the interviewer to re-evaluate and re-design each of the content and method of the interview program, therefore establishing the content validity (Sekaran, 2000 and Emory and Cooper, 1991).Validity is of various forms, but the types commonly used in traditional research are internal and external validity.
Internal validity exist where there is degree of causal relationship between two or more variables. External validity on the other hand refers to degree at which the result can be generalized to certain individuals, settings, population and time (Ghauri and Gronhaug, 2010).
Reliability:- in interviewing refers to how systematically a method measures the ideas it is alleged to measure, enabling different or other researchers to do the study again and attain similar findings (Sekaran, 2000 and Emory and Cooper, 1991). Reliability is typically achieved through four tactics: Firstly, reliability is achieved through the structured method or process of interviews. Secondly, reliability is achieved through organizing a structured or process for recording, writing and deciphering information or data. Thirdly, research reliability is usually achieved through comparison of the research findings between the inquirer or interviewer and respondent or interviewee. Finally, the utilization of a planning committee to help within the style or design and administration of the interview program is another different way that reliability may be achieved (Guba & Lincoln, 1994).
To ensure validity and reliability in this research, one of the most common phenomenon that is associated with the XYZ Plastics Industry is the maintenance problem as responded by the management, operators and some floor workers. To ensure this common cause is valid, the author has been with the management, operators and floor workers within the company several times to ensure that this hypothesis was true and thereby validating the empirical findings. The author was also concerned about the stability of the data so that the responses do not fluctuate to ensure reliability and validity.
Therefore the author grouped, counted and wrote down each response different times based on the questions asked to ensure that they fall in the same category and do not fluctuate. To further ensure validity and reliability, the author often had impromptu discussions about the questions with some management and workers. This course of action was employed to ensure that what was written by some of the management and workers at XYZ Plastics Industry was not different from what they experienced at work. To ensure the validity of this thesis as much as possible, the author have chosen the right persons in the companies for interviews. By right person means, the person who has the expert knowledge about the particular aspects and to achieved high reliability in manufacturing industries the amount of unplanned downtime and shutdowns will go closer to zero. Reliability can be defined in terms of producing or operation conditions as "the chance of a machine or product will perform in a great way for a given time frame when used beneath certain operation conditions"( Blanchard, 2004). Inside that definition we address the important issues or thing troubles of reliability: function, operation situations and time (Smith, 2004). Every system that we use has a function it has to fulfil. which means the device or machine need to produce a selected quantity of products with the manufacture unique pace and fine or quality.
The operation situations outline wherein environment the device or machine has to operate: the running temperature, humidity, vibration, coping with or handling, storing and so forth. The maximum essential difficulty, time, gives us the expected life of a device or machine and the possibility it must run failure loose or free. In TPM the reliability is measured most of the time with mathematical terms: mean time between failures (MTBF). We also need another mathematical term, mean time to repair (MTTR), to calculate the total availability of the machine. In addition to the MTBF and MTTR, we also need to calculate the overall equipment effectiveness (OEE) (Blanchard, 2004).
MTBF:- Mean time between failures (MTBF) presents us the average time between failures. The larger the MTBF, the more reliable our machine is. But when we are calculating the failure occurrence we always have to remember that the result which we get is only an estimation and the formula for MTBF is assuming that the failure rate is constant (Nicholas, 1998).
Mean time to repair (MTTR) measures the time that has been spent on repairing the machine. This can tell us information about the quality of the maintenance work. Like, how skilled our repairs personnel are, the level of difficulty in the maintenance work and the
availability of the spare parts (Blanchard, 2004). When we are interested to calculate the total availability we can combine these two formulas as follows: (Smith, 2004).
Under this section of the research, the author was keen on finding published related academic materials in the field of logistics and supply chain management industry that has specific references on Total Productive Maintenance (TPM). The data mining search for these published materials included the internet, academic books and literatures, journals, thesis and articles written by scholars and academics with interest in the field of Total Productive Maintenance (TPM). Through these collections of published materials, the author believes a hypothesis could be drawn on the research.
The idea of TPM originated in Japan's production industries, at first with the aim of eliminating production losses because of limitations with TQM method for production operations is attributable with the process ideas of TPM and seeing the procedure applied to many plants in Japan; the key idea being autonomous maintenance. TPM is a major departure from the ‘‘you operate, I maintain’’ philosophy (Eti et al, 2004).
TPM advanced from TQM, which evolved as a right away result of Dr. W. Edwards Deming's have an effect on Japanese industry. Dr. Deming commenced his work in Japan rapidly after world war 11. As a statistician, Dr. Deming initially started out to reveal the Japanese how to use statistical analysis in manufacturing and a way to use the ensuing data to manipulate or control quality in the course of manufacturing. The preliminary statistical procedures and the ensuing best control principles fueled by the Japanese work ethic became a way of lifestyles for Japanese industry (Eti et al, 2004; Suzuki, 1992).
This new manufacturing concept eventually became known as Total quality management (TQM). When the issues of plant maintenance were examined as a component of the TQM (Total Quality Management) program, a number of the overall ideas didn't appear to suit or work well within the maintenance setting. preventative maintenance (PM) procedures had been in existence for period of some time and PM was practiced in most plants. By using PM techniques, maintenance schedules designed to maintain and keep machines operational were developed (Eti et al, 2004; Suzuki, 1992).
However, this method typically resulted in machines being over-serviced in an effort to enhance production. The thought was typically "if a little oil is good, a lot should be better." Manufacturer's maintenance plan or schedules had to be followed to the letter with very little thought on the realistic needs of the machine. There was very little or no involvement of the machine operator within the maintenance program and maintenance personnel had little coaching and instruction further than what was contained in usually inadequate maintenance manuals (Eti et al, 2004; Suzuki, 1992).
The need to go more than simply planning maintenance in accordance with manufacturer's recommendations as a way of productivity improvement and quality product was quickly recognized by those firms that were committed to the TQM programs. To resolve this drawback and still adhere to the TQM ideas modification were created to the initial TQM ideas and it's called TPM (Total Productive Maintenance) and these modifications elevated maintenance to the standard (Eti et al, 2004; Suzuki, 1992).
Seiichi Nakajima, an officer with the Institute of Plant protection or maintenance in Japan is credited with defining the concepts of TPM and seeing it applied in loads of plants in Japan. The first broadly attended TPM convention held within the United States befell in 1990.
Today, numerous consulting corporations routinely offer TPM meetings as well as provide consulting and coordination offerings or services for organizations wishing to begin a TPM application of their plants (Jack Roberts, 1997).
TPM (Total Productive maintenance) is one of a lean tool, a maintenance program which gives a totally new approach for maintaining plant and equipment. This maintenance program is used for increasing the efficiency of the machines and the processes. TPM gives a way for excellent planning, organizing, monitoring and controlling practices through its 5S foundation methodology and unique eight-pillars (Suzuki, 1992; Venkatesh, 2015). Figure 1 shows TPM 5S foundation
The TPM can be divided into five different steps or levels.
Level 1: At the first level initial cleaning and inspection is performed. The aim of level or step one is to increase the efficiency of the machines and find problems, which have not been found before. Unnecessary items and equipment are also removed and general cleaning is performed to clear away the dirt and dust (Venkatesh, 2015).
Level 2: At the second level all the sources of contamination, dirt and oil, are eliminated. The places which are difficult to clean and inspect are relocated or re-assembled to allow access (Venkatesh,2015).
Level 3: The third level introduces standards for cleaning, lubricating and maintenance. They are to make sure that the cleaning is performed effectively. Problem areas are taken into closer look to pinpoint the places where lubrication has been inefficient and insufficient. The process will also be documented for auditing purposes, where we have the situation before the cleaning and after the cleaning. This is an easy way to realize the positive changes achieved by TPM (Venkatesh,2015).
Level 4: At the fourth level the personnel will be trained and advised in the basic functions and controls of the machines they use. This will make sure that they are able to perform easy maintenance tasks on their own and they are aware of the functions of the machine they are working with (Venkatesh,2015).
Level 5: The fifth level sums up the standards and learning acquired by training at the third and fourth level and it is time that the operator starts to perform the basic inspection and maintenance task autonomously. At this stage we take photographs of the final results and the pictures will be compared to with photographs taken at the earlier stages. Comparing the pictures is very easy and straight forward method used to document the achievements of the TPM project (Venkatesh,2015). Figure 2 shows 8pillars of TPM
To begin applying TPM ideas to plant maintenance activities, the whole workforce should initial be convinced that higher level management is committed to the program. The primary step during this effort is to either employ or appoint a TPM planner or organizer. It's the responsibility of the planner or organizer to sell the TPM ideas to the workforce through an enlightenment and educational program. To try and do an intensive job of teaching and convincing the workforce that TPM is simply not another "program of the month," can take time, maybe a year or more than (Jack Roberts, 1997; Suzuki, 1992; Venkatesh, 2015).
TPM implementation includes the following eight pillars:
1.) Autonomous maintenance
2.) Focused improvement
3.) Planned maintenance
4.) Operating and maintenance skills training 5.) Early management
6.) Quality maintenance
7.) TPM in administrative and support departments
8.) Building a safe, environmentally friendly system (Suzuki,1992;Venkatesh,2015).
The TPM program can be implemented in four major phases (Nakajima, 1988; Park and Han, 2001), as follows:
Preparation - in this section the management at the highest or top-level has the responsibility to announce the choice to introduce the TPM program and to organize an acceptable environment. A program is developed so as to: cut back losses of equipment, create an autonomous maintenance program, improve internal control and supply the staff (managers and operators) with coaching and education (Ademir et al, 2015; Nakajima,1988; Park and Han, 2001 ).
Preliminary implementation - the operators are concerned within the maintenance activities and also the main skills and competencies are provided to the entire workers. However, before the individual employee begins, an idea to spot initial tasks and to develop procedures is elaborate by the managers (Ademir et al, 2015; Nakajima, 1988; Park and Han, 2001).
TPM implementation - the main focus here is to enhance equipment effectiveness by means that of specific techniques. During this part the operators are concerned in the autonomous maintenance program, requiring improvement of their ability levels (Ademir et al, 2015; Nakajima, 1988; Park and Han, 2001).
Stabilization - at this stage the organization shall continue the TPM program by using of continuous improvement method. During this section, the upkeep or maintenance goals are
incorporated to the business strategy. Checking of results continuously and additionally the reassurance that TPM skills may be reached by designation the group's performance. In every section of the program there are many steps to be developed and roles to be fulfilled by top managers, midlevel management, engineers, maintenance technicians and operators, making the TPM implementation method to be advanced (Ademir et al, 2015; Nakajima, 1988; Park and Han, 2001).
On the way to decide the principle actions to be taken in a TPM program, in every segment, the employer needs a commercial enterprise undertaking and a strategic plan (Park and Han, 2001). In line with (Eti et al, (2004), a better planning of maintenance schedules implies in lesser effort wasted.
There are some structure factors that can influence the success of any program implementation in an industries (Fu et al, 2006) and (Sola and Xavier, 2007). For example in the area of maintenance the main critical success factor (CSF) for TPM implementation are presented as follows:
1.) Education and training: there is no hesitation that personnel that are highly qualified are vital to the performance of any organization. In maintenance management, the success of the organization during a TPM implementation programs depends on competencies of the staff or employees toward the task, highlight Ahuja and Khamba (2008).
According to Panneerselyam (2012), training and education for every workers or employees at all levels within the organization could be a key success issue for TPM implementation.
Relating to the maintenance department, individuals are the foremost necessary resource, as a result they manage, plan, supervise and execute all maintenance practices (Alsyouf, 2009).
An educational and training program is crucial to transfer maintenance tasks to operations and also the educational background of the corporate or company personnel may or can seriously have an effect on the speed of TPM implementation (Sun et al, 2003).
The corporation has the duty to sell or promote continuous learning so that it will assist the TPM implementation (Park and Han, 2001).
Among the foremost contributions of personnel qualification are: productiveness improvement, requirements of quality fulfillment, reduction of failures, accidents and injuries, and the appearance of latest ideas in an effort to enhance the activities continuously (Ademir et al, 2015).
2.) Working in teams: According to Santandreu-Mascarell et al (2013), employees or individuals within the organization who are ready to work in groups or teams have the subsequent characteristics: they are committed to their work, request for information and new opportunities, and are ready to take risks in an innovative ventures. Excessive stage of collaboration among employees and work unit within an agency or organization is the maximum important aspect to enhance management practices and operational performance ( Baird et al, 2011). Specially in TPM applications, all personnel inside an organization inclusive of operators, renovation or maintenance employees, supervisors, schedules and upper management, must be included in a group, highlight Sun et al, (2003).
Park and Han (2001) emphasize that human beings, mainly operators, preservation or maintenance technicians, engineers, designers and planners, all ought to work as a group
with a view to maximize the general effectiveness of equipment, through creative solutions for operational issues.
3.) Preparation and planning: At the strategic level of the organization, the management at the top level is liable for making and preparing an appropriate atmosphere and surrounding ready for TPM implementation. A strategic set up may be a basic demand and demands each external and internal analysis (Park and Han, 2001).
The first analysis consists of: markets, competitors, clients, tendencies, opportunities and threats; the second evaluation incorporates: evaluation of business enterprise strengths, weak point and assets. TPM dreams will be blanketed or included in the marketing strategy (Ahuja and Khamba, 2008).
According to Lasim and Ramayah (2010) an understanding of maintenance as a strategic decision can or may eliminate any potential of deterioration equipment, stoppages and breakdown, failures and can also contribute to extend or increase the morale of the groups. Even as TPM is a strategic method, the primary impact on its implementation takes place at the plant stage requiring sturdy integration among the sectors. Therefore, TPM practices need to be incorporated to the organization approach if you want to reap a world magnificence maintenance fame (Sharma et al, 2006).
Managers should encompass a plan to: sell TPM activities; lessen the gadget or equipment losses; create an self sufficient maintenance application; preserve exceptional manage or quality control ; broaden preventive and predictive renovation in addition to improve maintenance skills by way of schooling or training and education (Chan et al, 2005; Park and Han, 2001).
4.) Top management commitment: Any action in a corporation or an organization, that include maintenance management, depends on the commitment of high or top management. The maintenance strategy ought to be incorporated to the manufacturing and corporate strategy so as to be competitive more (Alsyouf,2009).
It is reported that firms focused on competitive strategy tend to invest a lot in infrastructure like employee or worker empowerment and development of management programs (Ward et al, 2007).
In this direction, high or top management plays a vital role to make sure that TPM goals and objectives are in aligned with the general and overall goals and objectives of the business (Lazim and Ramayah, 2010).
The alignment of business strategy and operations strategy may or can verify the success performance of the organization (Shavarini et al, 2013). Effectiveness of performance measurement systems is associated with top management support (Tung et al, 2011). Park and Han (2001) state that top management support is required in 2 ways: to overcome issues because of the cross-functional impact of TPM; and to produce adequate resources as well as time, money and people. Managers can make contributions in the direction of a hit or successful TPM implementations by way of several attitudes which include selling cultural modifications, casting off obstacles associated with middle-degree or level control and promoting inter-branch synergy within the company or organization (Ahuja and Khamba, 2008). People within the organization must be convinced that the upper-level management is committed to the program (Sun et al, 2003). This is important to ensure the involvement of the staff (Ademir et al, 2015). The morale of production operators and maintenance personnel depends on management support (Chan et al, 2005). Top management commitment is important to promote motivation inside the business enterprise and to create recognition of the genuine capacity of the TPM philosophy (Panneerselvam, 2012).
5.) Resistance to change: In the TPM implementation system the personnel can resist the adoption of recent upkeep practices for specific motives. Chan et al (2005) have mentioned that employees could be: skeptical approximately the operator's capacity to practice, or fearing that TPM would possibly growth their workload, or in confrontation with the division of labor. Ahuja and Khamba (2008) have expressed that middle management may resist offering authorization and recognition to bottom-level operators, as a result of concern of losing the respect and authority. Poduval et al (2013) have stressed that workers may view themselves as they only belong to the departments within which they work and to not the organization, indicating lack of alignment with the organization mission and goals. As for adjustments or changes in production practices, an important component to be found or observed is the practices lifecycle. Some practices applied based on employees tendencies-
e.g. shared imaginative and prescient, employee involvement, education and training, and so forth. Had been found to last longer inside agencies or organization (Kuula et al, 2012). When new practices like TPM are implemented during a plant, personnel development for the new job responsibilities is fundamental to alter the staff's mind facing the new established order (Ademir et al, 2015).
6.) Change in culture: A study disbursed in large and medium-sized organizations shows that culture modification or change has been the most obstacle for TPM implementation (Aspinwall and Elgharib, 2013). Organizational culture is defined inside the literature because the values and beliefs that organizational members share and might form the firm strategic orientations (Naranjo-Valencia et al, 2011). On its turn, organizational way of life is related to the firm performance measures and, as highlighted through Prajogo and McDermott (2011), although one cultural side may be relevant in poignant performance, each cultural dimension has its importance within the firm performance. Thus, relating to the implementation of a management system, a modification or change management method contributes to better performance (Ronnenberg et al, 2011). As the culture of the organization is top-down, higher or top managers play a vital role in terms of leadership so as to alter the present organization culture(Ademir et al, 2015). According to Poduval et al (2013), the organization changes only if the top manager is willing to change. Panneerselvam (2012) points out that a company wants radical transformation in its culture to establish the workers involvement toward TPM implementation, and such action should be motivated by the highest or top management as an amendment or change agent. In the case of TPM implementation, organizational exchange or change is related to the dedication from both management and employees (Hansson et al, 2003; Bamber et al, 1999).
7.) Employee involvement: In the expression TPM, the word "Total" means employee involvement, as defined by (Nakajima, 1988). In fact, the issue in implementing a TPM program is that the quality of getting commitment and involvement from staff and therefore the participative approach may be a primal key to its success (Arca and Prado, 2008).
Panneerselvam (2012) highlights that the most effective approach to make sure that employees are fully involved is by involving the staff by: getting their views and ideas during the program implementation; providing an encouraging safe work; stimulating a sense of ownership; developing a system of worker empowerment; recognizing employees efforts and enhancing competencies toward their functions.
8.) Monitoring result: The measurement is an important requirement of the continuous improvement process. The main goal of TPM is to maximize equipment effectiveness and, therefore, it is measured in terms of the OEE (Overall Equipment Effectiveness) index, which is used to assess availability, performance rate and quality rate from six types of equipment
losses: breakdown losses; set-up and adjustment losses; reduced speed losses; minor/idling losses; reduced yield losses; defect/rework losses (Sharma et al, 2006).
9.) Effective communication: Panneerselvam (2012) states the importance and relevance of managers effectively communicate to the staff, the importance and advantages of the TPM program to the working personnel. In the same direction, Ahuja and Khamba (2008) highlight the importance of structure and multilevel communication to all or any workers so as to propagate the TPM advantages and edges and also the basic principles of the program. Alsyouf (2009) emphasizes the need to show the impact of maintenance on organizations performance. Park and Han (2001) state that a frequent communication method across the organization might lead to nice and great involvement, cooperation and commitment among employees.
Measurement is a crucial demand of continuous improvement processes. It is necessary to establish acceptable metrics for purpose of measurement. From a generic perspective, TPM can be defined in terms of overall equipment effectiveness (OEE) that successively will be thought-about a combination of the operation maintenance, equipment management, and obtainable or available resources ( Chan et al, 2005). The purpose of TPM is to maximize system effectiveness, and the OEE is used as a degree (Waeyenbergh and Pintelon 2002). In step with Nakajima (1988), OEE measurement is an effective way of analyzing the efficiency of a system or an included manufacturing system.
It is far a characteristic of availability, overall performance rate, and best rate. Definitely, the three dimensions are measures of the device or equipment losses. Nakajima (1988) defined the losses into six major categories as follows:
1.) Breakdown losses
2.) Set-up and adjustment losses 3.) Minor/idling stoppage losses 4.) Reduced speed losses
5.) Defect/rework losses
6.) Start-up losses (Chan et al, 2005).
TPM could be a synergistic relationship among all organizational functions, notably between production and maintenance. This aims for continuous improvement of product quality, as well as operational potency and capability assurance. An efficient TPM depends on each production and maintenance activities (Chan et al, 2005).
Also Yamashina (1995) stated that no matter how good the way plants are equipped with advanced manufacturing techniques, it is perpetually the operators, not managers or systems, who have an effect on the plant's performance. In this affiliation, operators ought to participate in the maintenance operator by being responsible for the reduction or prevention of degradation or deterioration and figure 3 show the supporting elements of TPM.
The operators central role in equipment operation, condition, and maintenance should be acknowledged. The co-operative effort permits maintenance personnel to focus their energies on tasks requiring their technical experience and to learn about and use additional refined techniques for advanced manufacturing (Chan et al, 2005).
Operators and maintenance personnel must reach mutual understanding and share responsibility for equipment (Jostes and Helms, 1994; Lawrence, 1999; Ben-Daya and Duffuaa, 1995). In fact, everyone concerned with equipment must co-operate with and understand the role of everyone else (Co et al, 1998).
Operators need to do the following:
Hold basic equipment situations (cleaning, lubrication, bolting); preserve and maintain working situations (proper operation and visible inspection).
Find out deterioration, mainly via visual inspection and early identity of signs of abnormalities for the duration of operation.
Decorate talents together with device operation, set-up, and adjustment, as well as visual inspection (Chan et al, 2005).
usually traditional and unfavourable to the transformation (Tsang and Chan, 2000). In recent years, several firms have tried to implement TPM programs, but less than 10 percent reach this implementation (Mora, 2002).
Further, Hartmann (2000) has confirmed that each second try of TPM implementation has resulted in failure. Before the adoption and implementation of TPM, it's significantly necessary to foresee the barriers related to it. Hence, it becomes essential to review and analyze the barriers inhibiting the TPM implementation. On the idea of literature analysis and interactions with the managers (maintenance and production) and academicians, a huge range of barriers are classified into totally different classes in order that their intensity may be computed with no problem.
These barriers are grouped into five categories:
1.) Behavioural Barrier
2.) Human and Cultural Barrier 3.) Strategic Barrier
4.) Operational Barrier
5.) Technical Barrier
1.) Behavioural Barrier:- these barriers are related to the human being working in the organization and it is cause by:
2.) Human and Cultural Barrier:- these barriers are related to the culture prevailing in the organization which significantly affects the working of human resources within the organization and it is cause by:
3.) Strategic Barrier:- these barriers are related to the strategic decision of the TPM implementation. Strategic planning of TPM implementation is imperative as it provides a framework for proactive decision-making to evaluate performance continuously and also to what could go wrong, determine significant risks and implement strategies to deal with those risks (Raj and Attri, 2010) and it is cause by:
4.) Operational Barrier:- these barriers are related to operation procedures of maintenance and it is cause by:
5.) Technical Barrier:- these barriers are related to the knowledge of the TPM concepts and principles and it is cause by:
In order to quickly understand the current situation or procedures in the production lines and to get accustomed to the people and products, the author of this thesis interviewed the Managers, supervisors, operating personnel's, processing personnel's, quality personnel's The full questionnaire is in Appendix 1
and discussed the five focus area for TPM implementation which are :
Training for safety and maintenance prevent accidents and enable the employee to take greater responsibility for their work. Process working and standards reduce the amount of defects and rework. A clean and well-organized office and production site ensure a safe and functional working place. And also explained to them that although TPM requires time and investments, it is worth the efforts when considering the benefits that can be achieved with it.
Below are the factors that hold back the implementation of TPM within the XYZ Plastics company.
1.) The cost of TPM Implementation: Not having enough money in disposition is one in all the key barriers in implementation and adoption of TPM among an organization. The main concern about applying TPM, like every other productivity improvement initiative among an organization is that it may need huge amount of money to pay for professional that we initiate and implement the TPM concepts. The teaching and instruction given to the individuals that will utilize these techniques needs money. In some cases, production of an organization could also be stopped i.e. if the machine or plant layouts got to be modified for free/smooth flow of material, then the production has to stop. In the case of providing the teaching and instruction to individuals production ought to stop.
2.) Misapplication: Due to the fact that the current manufacturing market is incredibly competitive, the company is suspending/delaying TPM with unpredictable future certainties, which cause decreasing or reduction in manufacturing performance. So as to continue to exist or carry on, managers have choose to adopt the TPM idea as soon as possible. In XYZ Plastics Industry case, there are many places in the company where you can store raw material and waste, for the manufacturing process to become much easier and faster, due to the facts that everything is not properly arrange, it takes longer time to find material to used for each machine, because the company were in rush of being lean, cause misapplication of many lean manufacturing tools which resulted in many failures.
3.) Cost Drivers: In other to increase the profit, it's essential to recognize and ranking the components that generate costs in the company. Once finding these components, each of the cost saving exercises and TPM application that put in force waste elimination and performance improvement can be accomplished. The extent of implementation of TPM and different manufacturing practices that modify the effective lean depends on the plant size; plant age and therefore the extent of individuals interest are the factors of successful or
failure of TPM application. The size of a plant is a vital issue that determines whether or not an organization can do a successful TPM application.
4.) Employee Involvement/Human Factors: The application and productive adoption of TPM will solely be sustained in structured manner if and only if workers involved are concerned. Here in XYZ Plastics Industry just only the senior management is aware of the TPM methodology. Since the information would have remained among the boundary of simply one or two of individuals, mainly the seniors, ensuing into no correct/proper implementation.
5.) Complex Manufacturing Parts: The plastics that XYZ Plastics Industry manufacture are of various shapes and sizes, therefore to manufacture these plastics with different shapes and sizes the machine have to be compelled to set each day with completely different program and fixtures. As a result of that the machines aren't functioning with their full specifications and stay idle throughout the time of setting a new part for manufacturing.
6.) Organizational Culture: The creation of a collateral Organizational culture is the most vital platform for the successful and booming implementation of TPM.
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