The current issue and full text archive of this journal is available at www.emeraldinsight.com/1355-2511.

htm

REVIEWS AND CASE STUDIES

Strategies and success factors for overcoming challenges in TPM implementation in Indian manufacturing industry
I.P.S. Ahuja and J.S. Khamba
University College of Engineering, Punjabi University, Patiala, India
Abstract
Purpose The 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 inuencing 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/approach The study focuses on systematic identication of obstacles in TPM implementation and working out success factors towards improving manufacturing performance in Indian industry through strategic TPM initiatives. Findings The 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, nancial, and departmental barriers. Research limitations/implications The 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 implications The 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/value The study highlights the difculties faced by Indian manufacturing organizations in their attempt to implement TPM initiatives in order to improve organizational efciency. Keywords Productive maintenance, Organizational performance, Critical success factors, Manufacturing industries, India Paper type Research paper

Strategies and success factors in TPM 123

Introduction The manufacturing industry has experienced an unprecedented degree of change in the last three decades, involving drastic changes in management approaches, product and process technologies, customer expectations, supplier attitudes as well as competitive behavior (Ahuja et al., 2006). The contemporary dynamic environment has become highly challenging and the manufacturing organizations are nding it extremely difcult to manage competition and consumer expectations. The global marketplace has witnessed an increased pressure from customers and competitors for greater value

Journal of Quality in Maintenance Engineering Vol. 14 No. 2, 2008 pp. 123-147 q Emerald Group Publishing Limited 1355-2511 DOI 10.1108/13552510810877647

JQME 14,2

124

from their purchase whether based on quality, faster delivery, and lower cost in manufacturing as well as service sector (Basu, 2001; George, 2002). The contemporary business environment has become considerably complex and challenging, and as a result variety of factors inuence the manufacturing organizations ability to compete effectively. Organizations today compete on several factors such as time, price, technology, innovation, quality, reliability, and information management. Kumar et al. (2006) impress upon the manufacturing organizations to adapt lean and six sigma principals, and business process improvement strategies for achieving dramatic results in cost, quality and time by focusing on process performance. The rapidly changing needs of modern manufacturing and the ever increasing global competition has emphasized upon the re-examination of the role of improved maintenance management towards enhancing organizations competitiveness (Riis et. al., 1997). It has been realized and well accepted by manufacturing organizations that the equipment maintenance and reliability are important strategies that can considerably inuence the organizations ability to compete effectively (Madu, 2000). The maintenance processes can be streamlined to eliminate waste and produce breakthrough performance in areas valued by customers (Hammer and Champy, 1993). This has encouraged the manufacturing organizations to adopt Total Productive Maintenance (TPM) as a signicant process improvement and problem solving approach for enhancing the organizations responsiveness for catering to customer needs and affecting cost optimization as part of management strategy to increase the market share and maximize prot. TPM has been accepted as the most promising strategy for improving maintenance performance in order to succeed in a highly demanding market arena (Nakajima, 1988). The TPM implementation methodology provides organizations with a guide to fundamentally transform their shop oor by integrating culture, process, and technology (Moore, 1997). Total productive maintenance Total Productive Maintenance (TPM) is a production-driven improvement methodology that is designed to optimize equipment reliability and ensure efcient management of plant assets through the use of employee involvement and empowerment, by linking manufacturing, maintenance and engineering functions. Ahuja and Khamba (2006) report that TPM implementation can signicantly contribute towards improvement in organizational behavior in the manufacturing enterprises leading to world class competitiveness. TPM initiatives are focused upon addressing major losses, and wastes associated with the production systems by affecting continuous and systematic evaluations of production system, thereby affecting signicant improvements in production facilities (Ravishankar et al., 1992; Gupta et al., 2001, Juric et al., 2006). The main goal of an effective TPM effort is to bring critical maintenance skilled trades and production workers together (Labib, 1999). There are three ultimate goals of TPM: zero defects, zero accident, and zero breakdowns (Willmott, 1994; Noon et al., 2000). The manufacturing organizations in their pursuit of beating the competition in the demand-driven environments are increasingly adapting proactive strategies like TPM and total quality management (TQM) to achieve fast, focused, and sustainable results. The TQM strategy focuses upon employee empowerment for improving product quality and appropriately complements the TPM focus on employee empowerment for

enhancing production system availability, reliability, and capacity. TPM is an innovative approach to plant maintenance that is complementary to total quality management (TQM), just-in-time manufacturing (JIT), total employee involvement (TEI), continuous performance improvement (CPI), and other world-class manufacturing strategies (Schonberger, 1996; Ollila and Malmipuro, 1999, Cua et al., 2001). Willmott (1994) portraits TPM as a relatively new and practical application of TQM and suggests that TPM aims to promote a culture in which operators develop ownership of their machines, learn much more about them, and in the process realize skilled trades to concentrate on problem diagnostic and equipment improvement projects. TPM improves the competitiveness of an organization by providing enhanced equipment availability and utilization while optimizing the maintenance expenditures in the organizations. The evaluation of TPM efciency can facilitate signicantly enhanced organizational capabilities across variety of dimensions (Wang, 2006). TPM enhances the competitive advantages of improved quality, improved delivery, and increased exibility without excessive maintenance investments. TPM initiatives can also be effectively integrated with other manufacturing management programs like TQM, JIT, or Cellular Manufacturing to optimize improved performance, and ultimately competitiveness (Currie and Seddon, 1992; David, 1995). The emergence of TPM is intended to bring both production and maintenance functions together by a combination of good working practices, team-working and continuous improvement (Cooke, 2000). TPM can be dened as a partnership between the maintenance and production organizations to improve product quality, reduce waste, reduce manufacturing cost, increase equipment availability, and improve organizations overall state of maintenance (Maggard and Rhyne, 1992). TPM permanently improves the overall effectiveness of equipment with the active involvement of operators (Hartmann, 1992). TPM has been widely recognized as a strategic weapon for improving manufacturing performance by enhancing the effectiveness of production facilities (Dwyer, 1999; Dossenbach, 2006). Wireman (1991) suggests that TPM is maintenance improvement strategy that involves all employees in the organization and includes everyone from top management to the line employee, and it encompasses all departments including, maintenance, operations, design engineering, project engineering, inventory and stores, purchasing, accounting nances, plant management. TPM embraces series of methods that ensures every piece of equipment in a production process is always able to perform its required task. TPM also links together all other maintenance and reliability programs together for a new business strategy that focuses on results and changes the work culture along the way. TPM schedules maintenance as an integral part of the manufacturing process to increase equipment effectiveness, to minimize and eventually eliminate emergency and unscheduled maintenance. TPM comprises of a company wide equipment maintenance program that covers the entire equipment life cycle and requires participation by every employee (Nakajima, 1988). TPM harnesses the participation of all the employees to improve production equipments availability, performance, quality, reliability, and safety. TPM endeavors to tap the hidden capacity of unreliable and ineffective equipment. TPM capitalizes on proactive and progressive maintenance methodologies and calls upon the knowledge and cooperation of operators, equipment vendors, engineering, and support personnel to optimize machine performance, thereby resulting in elimination of breakdowns, reduction of unscheduled and scheduled

Strategies and success factors in TPM 125

JQME 14,2

downtime, improved utilization, higher throughput, and better product quality. The bottom-line achievements of successful TPM implementation initiatives in an organization include lower operating costs, longer equipment life and lower overall maintenance costs. Obstacles to TPM implementation It has been reported in the literature that TPM implementation is not an easy task by any means. The failure of TPM implementation is due to lack of a support system to facilitate learning and transform learning into effective diffusion of the practices of TPM. It has been observed that many of the organizations that attempt to implement TPM initiatives experience difculties and are not able to achieve the anticipated benets. The failure of an organization to successfully implement a TPM program has been attributed to the various obstacles including lack of management support and understanding, lack of sufcient training, failure to allow sufcient time for the evolution (Bakerjan, 1994). Some of the prominent problems in TPM implementation include partial implementation of TPM, overly optimistic expectations, lack of a well-dened routine for attaining the objectives of implementation (equipment effectiveness), cultural resistance to change, lack of training and education, lack of organizational communication, and implementation of TPM to conform to societal norms rather than for its instrumentality to achieve world class manufacturing (Crawford et al., 1988; Becker, 1993). Another signicant contributor for failure of TPM implementation program is the organizations inability to obviate resistance to change. The resistance to change takes a number of forms, that is, reluctance of individuals to change roles (Riis et al., 1997; Cooke, 2000), inability to create dissatisfaction with the present situation (reason to change) (Maggard and Rhyne, 1992; Ireland and Dale, 2001) and inability to change organizational roles and culture (Patterson et al., 1995; Lawrence, 1999). Bamber et al. (1999) has conducted a study aimed at discovering the factors affecting the successful implementation of TPM at UK manufacturing small to medium-size enterprise (SME). Davis (1997) has outlined various reasons for TPM failure within UK manufacturing organizations including lack of commitment of top management, deployment of inexperienced consultants, lack of structure, failure to implement change on the shop oor, lack of education and training for employees, lack of employee involvement, and poor structure to support the TPM initiatives. McAdam and Duffner (1996) describe that many issues arise when trying to implement TPM in a union environment. Workers fear that the only drive is to improve production efciency, reduce labor, and increase employee work load. Many operators dont want additional responsibility and are happy with the situation the way it is. In addition the skilled trades enjoy feeling indispensable and think that the autonomous maintenance activity threatens their jobs. Moreover Cooke (2000) has attributed the failure of TPM implementation program to the inability of management to holistically implement the TPM practices at the workplace and highlights that serious deviations have been observed between ofcially laid out TPM policies and actual practices employed at workplace. Success factors for successful TPM implementation TPM is a result of this corporate focus on making better use of available resources. TPM literature presents many success criteria for TPM implementation. In order to

126

realize the true potential of TPM and ensure successful TPM implementation, TPM goals and objectives need to be fully integrated into the strategic and business plans of the organization because TPM affects the entire organization and is not limited to production. For TPM to be successful, the improvement process must be recognized as beneting both the organization and the worker (Robinson and Ginder, 1995). Lycke and Akersten (2000) have suggested that careful, thorough planning and preparation are keys to successful company-wide implementation of TPM and so is senior managements understanding and belief in the concept. Bohoris et al. (1995) have emphasized upon affecting changes in the management structure, focusing on continuous production system improvements, managing synergic cooperation of production and maintenance, deployment of effective developed computerized maintenance management system (CMMS) and gradual implementation of TPM on a handful of machines at a given time as key contributors towards successful TPM implementation. Hansson et al. (2003) have emphasized upon effectively managing organizational change for enhancing organizations performance for strategic survival in the competitive environment. Groote (1995) proposes a maintenance performance evaluation approach based on a quality audit and quantiable maintenance performance indicators. He suggests that the maintenance function effectiveness must be dened through relative economic and technical ratios, to permit the maintenance manager to follow the evolution of maintenance performance and to make decisions necessary for improved maintenance management. Leblanc (1995) recommends the postulates for realizing the true potential of TPM including evaluating cost savings from TPM can be predicted and measured, cross- functional teams integrated to enhance the value of TPM, and identication and mitigation of the root cause of equipment problems effectively. Fredendall et al. (1997) emphasize that a TPM development program should typically emphasize among other things the leadership role of top management in launching and implementing TPM, establishment of TPM policies, goals, and master plan and communicating these to everyone in the organization, and building a system for training and employee involvement. The commitment of top management in preparing a suitable environment for TPMs introduction and in planning and coordinating for its implementation is considered crucial to TPMs success. Hutchins (1998) has advocated for making considerable efforts for recognizing teams and enabling them to display their work for successful TPM implementation. However, there has not been any reference to strategic initiatives for overcoming the obstacles to successful TPM implementation in the Indian context. Thus the present study assumes signicance since it emphasizes upon evolution of key success factors for overcoming the obstacles to TPM implementation in the Indian manufacturing industry. Challenges for TPM implementation in Indian manufacturing industry As the organizations across the globe have faced stiff cut-throat competition in the last three decades, the Indian industry too could not escape the brunt of globalization. Indian manufacturing industry has also witnessed irrepressible competition in the recent times, predominantly due to the entry of multinational companies in the wake of liberalization, since early 1990s. Owing to opening up of the Indian economy from merely a regulated economy, the manufacturing industry has been faced with uphill

Strategies and success factors in TPM 127

JQME 14,2

128

task of competing with the best in the world. The intense competition has been witnessed in terms of low costs, improved quality and products with high performance, competition (Chandra and Sastry, 1998). Moreover shorter lead times, shorter innovation times and reduced inventories have lead to increasing demands on the organizations preparedness, adaptability and versatility. Traditionally, Indian manufacturing organizations have suffered from inherent deciencies like poor responsiveness to changing market scenarios, low productivity, poor quality, poor cost effectiveness of production systems, stubborn organizational character and structures, uncertain policy regimes, low skill and knowledge base of employees, low production automation, non-motivating work environments, high customer complaints, high utility rates, high wastages associated with production systems, high labor rigidity, high internal taxes, and infrastructural glitches. The Indian industry is faced with the challenge of adopting cost effective manufacturing strategies for staying competitive. While implementing effective TPM programs, the Indian Manufacturing organizations have often been plagued with teething problems and challenges like difculties to understand business economics, reluctance to changing practices, vague workers apprehensions, inability to realize the same level of benets as reaped by developed countries by imitating the TPM implementation procedures and practices adopted abroad. Thus Indian manufacturing organizations need to shed the sluggish character and move forward aggressively to develop adapt proactive processes and practices for overcoming the inherent deciencies in manufacturing systems for harnessing distinct competencies in comparison to their global competitors. The present study critically examines the factors inuencing the implementation of TPM practices in Indian manufacturing industry. Currently many models are undergoing failures. In this scenario this study is relevant. Methodology The study has been carried out in the medium and large scale manufacturing organizations in the country that have successfully implemented TPM or are in the process of implementing TPM, to study the TPM implementation issues and achievements realized as a result of strategic TPM implementation. The methodology for the study has been depicted in Figure 1. In this study, a reasonably large number of manufacturing organizations (80 organizations) have been extensively surveyed, to ascertain contributions made by TPM initiatives in the Indian manufacturing industries towards realization of manufacturing performance enhancements. It has been observed that though about 300 odd organizations are registered with TPM Club India for TPM implementation, but only about 55 per cent (about 165 organizations) of the organizations have made reasonably signicant interventions regarding adapting TPM initiatives in a serious manner, while rest of the organizations have yet to made a head-start regarding effective TPM implementation. It is pertinent to mention that the organizations involved the study have at-least two years of experience regarding TPM implementation. Thus a total of 80 responses regarding the TPM Questionnaire in the present study, represents about 49 per cent of the total number of organizations practicing the TPM principals rigorously. This can be treated as a representative sample of the Indian Industry. In order to evaluate the critical obstacles hampering successful TPM implementation in Indian manufacturing industry, and evolving success factors

Strategies and success factors in TPM 129

Figure 1. Methodology employed for the study

contributing to successful TPM implementation, a detailed TPM Questionnaire has been designed. The approach has been directed towards justication of TPM implementation for its support to competitive manufacturing in Indian industries. The questionnaire survey technique has been deployed in the present study for seeking information on the issues related to scrutinizing barriers to effective TPM implementation and developing an understanding of success factors and enablers for successful TPM implementation in the Indian manufacturing industry. For effectively conducting the survey, the TPM Questionnaire has been designed through extensive literature review (Maggard et al., 1989; Ravishankar et al., 1992; Kodali and Chandra, 2001; McKone et al., 2001; Seth and Tripathi, 2005; Shamsuddin et al., 2005), and validated through peer review from academicians, consultants, TPM councilors, and practitioners (TPM Co-coordinators) from the industry. To ensure the relevance and the effectiveness of the questions to the manufacturing industry, the questionnaire has been pre-tested on a representative sample of industry. The suggestions from the peers, consultants, TPM councilors, senior executives from the industries and academicians have been incorporated to make the questionnaire relevant to the purpose and bring out key outcomes as a result of strategic TPM implementation. The manufacturing organizations across the country were rst screened, and an industrial database was created for the purpose of mailing the TPM Questionnaire.

JQME 14,2

130

The TPM questionnaires were mailed to the selected organizations, and were subsequently contacted through postal mail, E-mail and telephonically to explain the context of the present research work, its signicance and to clarify any queries/doubts to facilitate comprehensive and clear-cut responses to the TPM Questionnaires. The target respondents for the TPM Questionnaire have been the organizations that have made serious interventions in the eld of TPM and realized signicant achievements through adoption of strategic TPM initiatives. The respondents of the TPM Questionnaire have been the top brass of management executives that included several Vice presidents, heads of operations, heads of quality assurance, general managers (GM), heads of maintenance, head process engineering, TPM coordinators, heads of improvement management, management system manager-TPM, chief managers, manufacturing managers, GM TPM, head TPM, GM technical, quality managers, TPM secretaries and President operations etc. The responses to the TPM questionnaire have been subsequently compiled and analyzed critically to ascertain the barriers to TPM implementation and evolving success factors, enablers for successful TPM implementation. The TPM questionnaire serves the purpose of revealing the exploits of Indian entrepreneurs with TPM practices. Barriers to TPM implementation in Indian manufacturing industry The literature review has revealed that maintenance and human factors have often been treated as neglected areas in traditional Indian manufacturing organizations. Traditionally, Indian manufacturing organizations have suffered from inherent deciencies, having often been plagued with teething problems and inherent deciencies like poor responsiveness to changing market scenarios, low productivity, poor quality, poor cost effectiveness of production systems, stubborn organizational character and structures, uncertain policy regimes, low skill and knowledge base of employees, low production automation, non-motivating work environments, and high customer complaints (Bhadury and Mandal, 1998). With regards to Indian industry, maintenance has often been a disregarded issue. Maintenance has been treated as an unnecessary evil and seen as an uncontrollable black box in the operation and development of manufacturing systems. Maintenance has been considered as a low prole job with its scope limited to breakdown and preventive maintenance (Tripathy, 2005). Due to protected and controlled economy, Indian executives did not pay much attention towards equipment related failures and losses. Maintenance has been viewed as a reactive problem xing and an operating expense to be minimized (Seth and Tripathi, 2005). The potential of maintenance performance improvement towards gaining competitive advantage has been overlooked for long. Owing to general apathy of Indian manufacturing organizations towards affecting manufacturing performance improvement through strategic maintenance initiatives, there has been sluggish growth in the Industry and Indian entrepreneurs have found it extremely hard to compete effectively in highly dynamic global marketplace. However, of late, Indian entrepreneurs have realized and understood the true potential for maintenance function towards enhancing manufacturing performance, and major proactive maintenance initiatives have been adapted in the manufacturing organizations, since early 1990s, due to the burgeoning pressure due to multi-national corporations, rapid product development, increased quality consciousness, cost optimizations, waste reductions and lead time optimization.

Over a decade, Indias has afrmed its stern determination to acquire the capabilities that will add to its competitiveness and enable it to be counted among other recognized global players (Sahay et al., 2006). The Indian executives have understood the signicance of making investments in TPM initiatives for improving the competitiveness of the manufacturing organizations. In the last one and a half decades, leading Indian manufacturing entrepreneurs have taken proactive initiatives to imbibe state-of-art maintenance improvement initiatives and philosophies in the organizations to realize enhanced manufacturing performance (Ahuja et al., 2004). TPM has gained wide acceptance in Indian industry as prime mover for increasing competitiveness (Bhadury and Mandal, 1998; Sahay et al., 2000). TPM is being looked upon as a potential prot source, capable of leading the organizations to meet the challenges posed by globalization. In the quest for achieving manufacturing excellence through maintenance improvement initiatives, the leading Indian manufacturing organizations have made sincere efforts to adopt proactive TPM implementation initiatives in the last one decade. However due to passive organizational approaches and the colonial roots of the manufacturing environment, these organizations have faced a lot of difculties and barriers in effectively adapting to aggressive TPM principles. The systematic identication and recognition of barriers to effective TPM implementation program can lead to fostering of a favorable environment in the organization and helping the organizations to develop focused TPM implementation program for successfully overcoming the obstacles for TPM implementation in Indian manufacturing industry. The present study highlights the difculties faced by Indian manufacturing organizations in their quest to effectively implement TPM initiatives in the pursuit of improving organizational efciency. In this regard, a detailed survey of the Indian manufacturing industry has been conducted and about 80 manufacturing units have been analyzed for ascertaining the obstacles affecting the success of TPM implementation program. The various obstacles hindering the organizations quest for achieving excellence through TPM initiatives have been classied as organizational, cultural, behavioral, technological, operational, nancial, and departmental difculties or barriers. The organizational obstacles affecting the successful TPM implementation in Indian manufacturing organizations include: . Organizations inability to bring about cultural transformations. . Ineffectiveness of top management to holistically implement change management initiatives. . Inability of managements to convince stubborn unions about true potential of TPM. . Organizations inability to change the mindset of people to obtain total involvement. . Lack of commitment from top management and communication regarding TPM. . Wrong pace of TPM implementation and focus on too many improvement initiatives. . Lack of understanding of TPM concepts and principles. . Inadequacies of master plan in the absence of focused approach.

Strategies and success factors in TPM 131

JQME 14,2

. .

. .

132

. .

Lack of awareness of TPM concepts and principles among the employees. Middle managements resistance towards offering empowerment and recognition of bottom level operators due to fears of loss of authority and respect. Inability to strictly force laid out TPM practices and standards. Organizations inability to enhance employee competencies towards job. Alienation of employees from growth and sustainability endeavors of the organization. Inadequate services for the employees in most organizations. Absence of mechanisms to critically evaluate and monitor maintenance performance metrics like overall equipment effectiveness (OEE), return on net assets (RONA), and return on capital employed (ROCE). Inadequacies of reward and recognition mechanisms in the organizations.

The cultural obstacles affecting the successful TPM implementation in Indian manufacturing organizations include: . Lack of professionalism including lack of consistency, resistant to changes, poor quality consciousness coming in the way of organizational transformations. . Inability to align employees to organizational goals and objectives. . Strong unions, rigid mindsets, non exible approaches, non adaptable attitudes. . Stubborn attitudes regarding existing organization, knowledge and beliefs. . Inability of top management to motivate employees to Unlearn to learn. . Concern of employees with Whats in it for me attitude. . Low skill-base also a deterrent to accept change at the workplace. . Marginal employee participation in the organization towards decision making. . Compromising attitude on quality of production and lack of quality, rework accepted as part of production activities. The behavioral obstacles affecting the successful TPM implementation in Indian manufacturing organizations include: . Resistance from employees to adapt to the new concept and changes. . Occasional difculties to succeed as Cross Functional Teams (CFT). . Lack of motivation on part of employees to contribute effectively towards organization development and sustainability efforts. . Functional orientation and loyalty. . Inadequate efforts towards multi-skilling and periodic skill updation of employees. . Lack of willingness on part of operators to learn more regarding the functioning of production systems. . Resistance to change due to job insecurity and apprehension of loss of specialization due to technological improvements.

The technological obstacles affecting the successful TPM implementation in Indian manufacturing organizations include: . Little emphasis to improve the production capabilities beyond the design capabilities. . Little effort made to assess and improve the reliability of production system and ensure the faster and dependable delivery. . Highly inadequate predictive maintenance (Pd. M.) infrastructural facilities in the organization. . Highly inadequate computerized maintenance management systems (CMMS) infrastructural facilities in the organization. . Non realization of inefciencies of production system, losses, wastes leading to lack of impetus for affecting manufacturing improvements. . Poor exibilities offered by production systems due to long set up and changeover times. . Less educated workforce due to lack of training on new technologies. . Lack of training opportunities and skills regarding quality improvement techniques and problem diagnostics. . Little emphasis on maintenance prevention initiatives regarding possibilities of improvements in the existing products and manufacturing systems. . Poor energy efciency of the production systems. The operational obstacles affecting the successful TPM implementation in Indian manufacturing organizations include: . General acceptance of reasonably high levels of defects associated with production system with little emphasis on realization of world-class 6 s production philosophies. . Absence and lack of implementation of standard operating procedures. . Little empowerment to operators to take equipment related or improvement decisions. . Absence of planned maintenance (PM) check-sheets to conduct routine maintenance jobs efciently. . Apathy and inability of the top management to implement safe work practices at the workplace. . Resistance from production operators to perform basic autonomous maintenance tasks. . Poor and non encouraging workplace environments in the absence of 5 S implementation. . Emphasis on restoration of equipment conditions rather than prevention of failure. . Little motivation or time available for affecting process related improvements while the major focus of the organization is on meeting routine production targets by any means.

Strategies and success factors in TPM 133

JQME 14,2

134

The nancial obstacles affecting the successful TPM implementation in Indian manufacturing organizations include: . Requirement of signicant additional resources in the beginning of TPM implementation program with moderate performance improvements in initial stages of TPM. . Inability of top management to support improvement initiatives due to resource crunch. . Absence of appropriate motivating reward and recognition mechanisms. The departmental obstacles affecting the successful TPM implementation in Indian manufacturing organizations include: . Low synergy and coordination between maintenance and production departments. . Reluctance of production operators to accept autonomous maintenance initiatives as part of their routine jobs. . Existence of rm divisions between the maintenance and production department responsibilities. . A general lack of trust by maintenance department in the productive operators capabilities for performing basic autonomous maintenance tasks. Success factors and enablers for successful TPM implementation The strategic implications of quality and maintenance to improve competitiveness have been well understood by Indian business captains in the beginning of last decade (Tripathi, 2005). In the present context, Indian manufacturing organizations have risen to the occasion and progressed to envisage efcient maintenance policies helping the enterprise to enhance production system reliability, cost effectiveness of production operations, thereby enabling the organizations to realize competencies for mitigating the challenges posed by global competition. The role that effective maintenance plays in cost effective manufacturing has received a greater attention in the recent times. Bamber et al. (1999) has outlined a generic model indicating factors affecting the successful implementation of TPM in the UK manufacturing small-to-medium size enterprises (SME) which include alignment to mission, the existing organization, the involvement of people, an implementation plan, knowledge and beliefs, time allocation for implementation, management commitment, the motivation of management and workforce, and measures of performance. The experience of TPM implementation in the UK has shown that the key factors for successful implementations are to approach TPM realistically; developing a practical plan and employing program and project management principles; accept that TPM will take a long time to spread across the company and change existing maintenance culture; be determined to keep going, put in place, train and develop a network of TPM co-coordinators that will promote and support TPM activities every day; support TPM co-coordinators with time and resources, plus senior level back up; put in place relevant measures of performance and continually monitor and publicize benets achieved in nancial terms (Davis, 1997). Davis and Willmott (1999) have recommended two signicant enablers for successful implementation of TPM initiatives in the manufacturing organizations:

(1) A structured approach which uses a number of tools and techniques to achieve highly effective plants and production equipment and to measure its effectiveness; and (2) A philosophy which is based upon the empowerment and encouragement of factory oor-based personnel from all areas. It has been observed that Indian manufacturing organizations have faced strong resistance from within, and have suffered due to lacking organizational cultures, inappropriate maintenance improvement initiatives, low skill and knowledge of operators, inadequate resources, and poor work environments. Indian manufacturing organizations need to take appropriate initiatives to overcome the obstacles mentioned earlier to ensure the realization of true potential of TPM. Thus it becomes imperative for the Indian organizations to evolve proactive strategies for indigenous TPM implementation program for the Indian industry. There is an urgent need for establishing and holistically adopting key enablers and success factors in the organizations to ensure the success of TPM implementation program by harnessing the participation of all the employees in the organization. The key enablers and success factors for successful implementation of TPM in Indian manufacturing industry can be classied into six categories: (1) Top management contributions. (2) Cultural transformations. (3) Employee involvement. (4) Traditional and proactive maintenance policies. (5) Training and education. (6) Maintenance prevention and focused production system improvements. The enablers and success factors for TPM Implementation in the Indian manufacturing organization have been depicted in Figure 2. The strategic issues related to various TPM enablers and success factors have been explained using an Ishikawa diagram. It is strongly believed that the holistic adaptation of the laid out enablers and success factors can obviate the ill effects of obstacles to TPM implementation and can strategically lead the organization to harness competencies for sustained competitiveness. The successful implementation of TPM requires top management support, commitment and involvement. Top management needs to have a strong commitment to the TPM implementation program and should go all-out for evolving mechanisms for multi-level communication to all employees explaining the importance and benets of the whole program, and whole heartedly propagating the TPM benets to the organization, employees by linking TPM to the overall organizational strategy and objectives. The rst course of action is to establish a strategic direction for TPM. This can be achieved by evolving appropriate TPM policy and Master-plan towards TPM implementation in the organization. This must be followed by evolving structured TPM secretariat in line with organizations policies involving employees from various organization functions and hierarchical levels. The management contributions towards successful TPM implementations can include revising business plans to include TPM goals, affecting appropriate cultural transformations in organizational culture,

Strategies and success factors in TPM 135

JQME 14,2

136

Figure 2. Enablers and success factors for TPM implementation in the organization

building strong success stories for promoting motivation for TPM implementations, communicating the TPM goals to the entire organization, providing adequate nancial resources for affecting business improvements, promoting cross-functional working in the organization, providing training and skill enhancements for production and maintenance workers, evolving reward and incentive mechanisms for promoting proactive maintenance, supporting changes and improvements in the workplace, removing barriers related to middle level management and enhancing inter-department synergy in the organization. The biggest challenge before the organization is to be able to make radical transformation in the organizations culture for ensuring overall employee participation towards the maintenance and manufacturing performance improvement through TPM initiatives. For long, Indian organizations have been strongly resisting any changes at the workplace. Thus focused and concerted efforts have to be made by the top management to bring about motivating organization culture by creating awareness to the employees about the true potential of TPM and by communicating to the employees about the contributions of TPM towards the employees in particular. In this regard, organizations should go in for union buy-in, since by roping in employees union representatives in the TPM implementation planning and execution, many of the employee behavioral barriers and obstacles to TPM implementation can be appropriately addressed. The unions can directly be convinced that the affected employees will be helped by developing additional skills that make them more valuable to the organization and TPM can effectively be used to create a more multi-skilled workplace, which usually improves employee job security. This practice can effectively help the top management to foster successful TPM implementation program in the organization while avoiding the misconceptions about myths regarding TPM in the organization. Moreover, many other strategic initiatives can also be successfully deployed in the organizations for motivating and aligning the employees to the organizational goals and objectives of growth and sustainable development for meeting the global corporate challenges. These include evolving mechanisms for employee empowerment, recognition of efforts made by the employees towards the organizational performance improvement, evolving reward and incentive mechanisms acceptable to all employees, making efforts for improving the skill and knowledge base of all the employees and promoting cross-functionality between various organization functions and departments. The strategic issues for achieving cultural transformations in manufacturing organizations have been depicted in Figure 3. The holistic deployment of these initiatives can go a long way in improving the much needed employee involvement for successful TPM implementation in the organization. In order to ensure the alignment of employees towards the organizations goals and objectives towards a sustainable TPM implementation program, an appropriate understanding of underlying TPM principles and strategies must be provided to employees at all levels in the organization. Total employee involvement is indeed a pre-requite to successful TPM implementation and can be ensured by enhancing the competencies of employees towards the jobs, evolving the environment of equipment and system ownership by the employees, adequate employee counseling, union buy-in, effective appropriate suggestions schemes and deploying encouraging and safe work environment in the organizations.

Strategies and success factors in TPM 137

JQME 14,2

138

Figure 3. Strategic issues for achieving cultural transformations in organizations

Moreover it has been observed that for successful TPM implementation, the organizations must harness competencies for improving the traditional maintenance performance in the organization. In this regards, the organizations need to develop standard work practices and safe operating procedure covering entire range of production systems, and also need to ensure holistic implementation of laid out procedures by motivated and competent workforce, since it has been observed that most of the failures of TPM programs can be attributed to the failure of the organization to observe and maintain the standard operating procedures for production systems and other business functions. The organizations need to evolve procedures for collecting and analyzing data related to the manufacturing system performance and focus upon affecting continuous improvements in manufacturing performance by continuously affecting production system improvements. The organizations must impress upon addressing the problems related to the production system by focusing upon the root causes of the problems, rather than emphasizing upon mere restorations. Moreover, the organizations must make concerted efforts to adopt state-of-art maintenance initiatives like predictive maintenance and computerized maintenance management systems in order to enhance the manufacturing performance through contemporary proactive maintenance improvement initiatives. Finally the organization needs to evolve and implement strategic TPM implementation initiatives for improving the manufacturing performance. To begin with, the organization needs to demonstrate the true potential of TPM by laying down and communicating exhaustive TPM policy and master-plan, establishing organization structure for TPM deployment, and focusing TPM initiatives at critical model machines, thereby creating an environment of acceptability towards TPM practices in the organization. This should be followed by horizontal TPM deployment throughout the organization. The various issues related to holistic TPM implementation should be holistically followed in the organization for realizing the true potential of TPM including autonomous maintenance activities, focused improvement to make equipment more efcient, planned maintenance for the maintenance department, quality maintenance activities, technical training in equipment maintenance and operation, a system for increasing the efciency of administrative and support functions, an early equipment management program, and a system for management of safety and environmental issues. The success of the organization in fully realizing the benets through effective implementation of traditional and proactive maintenance initiatives including TPM is critically dependent upon the competencies of the employees towards the job. Therefore adequate training and education for employees at all levels should be treated as key strategic initiative for successful TPM implementation. The employees must be provided with not only technical job related skills and competencies, but also need to be well equipped with quality improvement and behavioral training for changing the mind set of employees from I operate, you inspect, you maintain to I produce, I inspect, I maintain. The training objectives must include the systematic development of the knowledge, skill and attitude required by an individual to adequately perform a given job. The top management responsibility in this regard becomes identication of training needs, setting training targets, training plan, preparation of training calendar, designing of training programs and material, execution of training and evaluation of training effectiveness. An overview of strategic skill enhancement training

Strategies and success factors in TPM 139

JQME 14,2

methodologies to be deployed by manufacturing organizations has been outlined in Figure 4. The top management must endeavor to train and develop the employee competencies by updating their skill, knowledge and attitude to enable higher productivity and achieve highest standards of quality, to eliminate product defect, equipment failure (breakdowns) and accidents, to develop multi skilled work force, and to create a sense of pride and belonging among all employees. The results of an

140

Figure 4. Skill enhancement training methodologies

effective education and training program will include improvement in employee competencies, reduction in absenteeism, idle hours, wastage/scrap and breakdowns, zero accidents, and increase in number of multi-skilled workmen and number of kaizens. Further, the reliability of success factors and enablers in achieving success through strategic TPM implementation programs can be evaluated by deploying Key Performance Indices KPIs for assessing the manufacturing performance. KPIs are widely used within industry to measure specic parameters across all the classes of metrics. The strategic KPIs should be adopted and appropriately deployed for assessing the success of TPM implementation programs. Table I describes the strategic KPIs associated with the total productive maintenance performance for assessing and improving organizational protability. KPIs are necessary to establish objectives, measure performance and reinforce positive behaviors. The comparison of the current maintenance performance level must be made against future maintenance performance level to evaluating the strategic impact of TPM implementation program. The results of the TPM program should be realistically explored and shared with the employees so as to improve the employee satisfaction, motivation, and ensuring enhanced employee participation and organizational contributions in the future too. Finally the concerted efforts should be made for affecting manufacturing system performance improvements through emphasizing upon maintenance prevention initiatives and enhancing focused production system improvements by fostering competencies related to production facilities by deploying feedback from customer and various departments, focusing upon learning from existing equipments to new systems, incorporating design related improvements, improving safety at workplace, improving workplace organization through focused 5S initiatives, and integrating TPM with other performance improvement initiatives. Conclusions It has been revealed from the research that traditional Indian manufacturing organizations have somewhat struggled in the past, while attempting to implement strategic proactive TPM initiatives and practices, since it needs to bring about signicant cultural transformations in the organization for changing the mind sets of the employees. The study critically examines various obstacles affecting the successful implementation of TPM in Indian manufacturing organizations. The difculties faced by the organizations have been categorized into organizational, cultural, behavioral, technological, operational, nancial, and departmental obstacles. The issues related to various obstacles have been critically analyzed to evolve strategic enablers and success factors for successful TPM implementation program for Indian industry. Nevertheless, it has also been revealed by the study that successful implementation of strategic TPM initiatives can be realistically achieved in an Indian manufacturing enterprise by bringing out successful cultural transformations and ensuring the whole hearted commitments by the top management. In order to ensure the successful implementation of TPM initiatives and practices in the challenging Indian manufacturing environments, the organizations must be willing to foster an environment that is willing to support change in the workplace, and create support for TPM concepts. The top managements contributions for successful TPM implementation have been found to be highly critical and successful managers must

Strategies and success factors in TPM 141

142

JQME 14,2

Autonomous maintenance

Focused improvement

Planned maintenance

Quality improvement

Table I. Total productive maintenance KPIs for improved protability Failures (B/ds) due to poor JH (Nos) Spill-over of products (nothing on oor) No. of dry-machines (zero leakage No) Total No. of JH activity (CLIR) (Nos) Defects rectied (white tags removed) Defects rectied (red tags removed) Circle meetings conducted (Nos) Overall equipment efciency (OEE - %) Production per shift Labour productivity * (qty/man shift) (Nos) Production cost (direct) (Rs.lacs) Production cost (OH) (Rs. Lacs) Total loss time (hrs) The number of eqpt. failures occurred (Nos) Repeated breakdowns (recurrence) (Nos) Failures in equipment due to poor JH (Nos) Failures in equipment due to poor PM (Nos) Failures in equipment due to poor design (Nos) Failures in eqpt. due to poor spare quality (Nos) Failures in eqpt. due to poor skill/education (Nos) MTBF (mean time between failures) (Hrs) MTTR (mean time to restore) (Hrs) PM, TBM, CBM: activities attended/planned Machines under predictive maintenance (Nos) Total red tags removed (cumulative) (Nos) Process quality defects (Pcs) Value of process quality defects (Rs. Lacs) Reworked defects quantity (Pcs) Reworked defects value (Rs. Lacs) Customer complaints (Nos) Zero defect prodn. machines (Nos) Zero defect products (Nos) Quality defects due to poor JH (Nos) Accidents due to poor JH (Nos) Unsafe places rectied (Nos) JH OPL implemented (Nos) JH training sessions conducted (Nos) JH Kaizens registered (Nos) JH Kaizens implemented (Nos) WIP inventory (days) WIP inventory (Rs. Lacs) Total Kaizen registered ((Nos) Total Kaizen completed (Nos) Kaizen registered (horizontal deployment) Kaizen completed (horizontal deployment) Total countermeasure implemented (Nos) Total PM Kaizen implemented (Nos) Loss of production due to failures (Hrs) Oil consumption quantity Spares consumption quantity Spares consumption value Total maintenance cost (including cost of outside labour/repairs, materials, spares) Training sessions held for developing multi-skilled technician Number of multi-skilled technicians One point lessons implemented Defects due to poor input quality (Nos) Due to RM (Nos) Due to tools and xtures (Nos) Due to cutting tools (Nos) Kaizens implemented (Nos) Kaizens under implementation (Nos) Countermeasures implemented (Nos) One point lessons for quality education implemented (Nos) Work in process (Days) (continued)

Ofce TPM

Finished goods storage (Days) Raw material lead time (days) Spares inventory (Rs. Lacs) Consumables inventory (Rs. Lacs) Waiting for material (No. of incidents) (Nos) Customer complaints (Nos) Reduction in purchase cost (Rs. Lacs)

Safety, hygiene & environment

Development management

Overall organizational achievements

Defects due to poor JH (Nos.) Defects due to poor PM (Nos.) No. of les handled (Nos) Document retrieval time (Sec.) Man hour reduction (Man Hrs) Indirect personnel in company (Nos) Kaizens implemented in non-production Depts (Nos) One point lessons implemented (Nos) Cost reduction in admn. Overheads (Rs.Lacs) No. of job analysis done (Nos) Accidents: Total accidents (Nos) Major/minor accidents (Nos) Accidents due to poor JH/PM (Nos) Accidents due to poor education, training (Nos) Accidents plant shutdown (Nos) Accidents no plant shutdown (Nos) Accidents in gangways/walkways (Nos) Preventive actions: Unsafe acts identied (Nos) Unsafe act improved to safe level (Nos) Total MP sheets registered (Nos) Jishu-Hozen iniatives (CLIAR) (Nos) Defect prevention (Nos) Power/fuel consumption (Nos) Horizontal replication implemented (Nos) MP sheets used for new machines (Nos) Implementation of LCC for new machines (Nos) Return on net assets (RONA) Return on capital employed (ROCE) Market share (%) Replacement asset value (RAV) Net operating prot (Rs. Crores) Plant wide OEE (%) Unsafe locations identied (Nos) Locations with noise level . 80 dB (Nos) Locations improved to , 80 dB level (Nos) Pollution: Solid waste let out after treatment (Tons) Liquid waste let out after treatment (KL) Gaseous waste let out after treatment (NCM) Employee participation: Safety suggestions received (Nos) Safety suggestions implemented (Nos) Safety OPLs received (Nos) Time taken for a new machines to achieve 85% OEE since induction (Days) Improvement of manual mechanisms to auto mechanisms in old/new machines No. of unmanned operated machines (Nos) New product development period (Days) Design standards released (No) Return on equity (ROE) Return on assets (ROA) Cost per unit of product (Rs.) Percent plant utilization (%) Employee turnover Compliance with delivery schedules (%)

Strategies and success factors in TPM 143

Table I.

JQME 14,2

144

know how to use TPM initiatives in the different situations to develop employee involvement in every step of the manufacturing process and facilities maintenance to optimize production ow, increase product quality, and reduce operating costs. Moreover, it can be concluded from the research that the successful organizations need to strategically integrate proactive maintenance initiatives into their manufacturing strategies and successfully boost organizations productivity, improve maintenance performance, reduce costs, improve plant protability, minimize unnecessary downtime, ensure better utilization of resources, thereby enhancing the competitiveness of the organization.

References Ahuja, I.P.S., Khamba, J.S. and Choudhary, R. (2006), Improved organizational behavior through strategic total productive maintenance implementation, IMECE2006-15783, Proceedings of the 2006 ASME International Mechanical Engineering Congress and Exposition (IMECE), Chicago, Illinois, November 5-10, pp. 1-8. Ahuja, I.P.S., Singh, T.P., Sushil, M. and Wadood, A. (2004), Total productive maintenance implementation at Tata Steel for achieving core competitiveness, Productivity, Vol. 45 No. 3, pp. 422-6. Bakerjan, R. (1994), Tool and Manufacturing Engineers Handbook, Continuous Improvement, 4th ed., Vol. 7, ASME, Faireld, NJ. Bamber, C.J., Sharp, J.M. and Hides, M. (1999), Factors affecting successful implementation of total productive maintenance: a UK manufacturing case study perspective, Journal of Quality in Maintenance Engineering, Vol. 5 No. 3, pp. 162-81. Basu, R. (2001), Six Sigma to t Sigma, IIE Solutions, Vol. 33 No. 7, pp. 28-33. Becker, S.W. (1993), TQM does work: ten reasons why misguided efforts fail, Management Review, Vol. 82 No. 5, pp. 30-4. Bhadury, B. and Mandal, P. (1998), Adoption of quality management concepts amongst Indian manufacturers, Productivity, Vol. 39 No. 3, pp. 443-52. Bohoris, G.A., Vamvalis, C., Tracey, W. and Ignatiadou, K. (1995), TPM implementation in Land-Rover with assistance of a CMMS, Journal of Quality in Maintenance Engineering, Vol. 1 No. 4, pp. 3-16. Chandra, P. and Sastry, T. (1998), Competitiveness of Indian manufacturing: nding of the 1997 manufacturing futures survey, Vikalpa, Vol. 23 No. 3, pp. 15-25. Cooke, F.L. (2000), Implementing TPM in plant maintenance: some organizational barriers, International Journal of Quality & Reliability Management, Vol. 17 No. 9, pp. 1003-16. Crawford, K.M., Blackstone, J.H. Jr and Cox, J.F. (1988), A study of JIT implementation and operating problems, International Journal of Production Research, Vol. 26 No. 9, pp. 1561-8. Cua, K.O., McKone, K.E. and Schroeder, R.G. (2001), Relationships between implementation of TQM, JIT, and TPM and manufacturing performance, Journal of Operations Management, Vol. 19 No. 6, pp. 675-94. Currie, W.L. and Seddon, J.M. (1992), Managing AMT in a just-in-time environment in the UK and Japan, British Journal of Management, Vol. 3 No. 3, pp. 123-36. David, A.T. (1995), Japans new advantage: total productive maintenance, Quality Progress, Vol. 28 No. 3, pp. 121-3.

Davis, R. (1997), Making TPM a part of factory life, TPM Experience (Project EU 1190, sponsored by the DTI), Findlay, Dartford. Davis, R. and Willmott, P. (1999), Total Productive Maintenance, Asset Maintenance Management, Alden Press, Oxford. Dossenbach, T. (2006), Implementing total productive maintenance, Wood and Wood Products, Vol. 111 No. 2, pp. 29-32. Dwyer, J. (1999), More than a maintenance technique, Works Management, Vol. 52 No. 9, pp. 15-16. Fredendall, L.D., Patterson, J.W., Kennedy, W.J. and Grifn, T. (1997), Maintenance modeling, its strategic impact, Journal of Managerial Issues, Vol. 9 No. 4, pp. 440-53. George, M. (2002), Lean Six Sigma: Combining Six Sigma Quality with Lean Speed, McGraw-Hill, New York, NY. Groote, P.D. (1995), Maintenance performance analysis: a practical approach, Journal of Quality in Maintenance Engineering, Vol. 1 No. 2, pp. 4-24. Gupta, R.C., Sonwalkar, J. and Chitale, A.K. (2001), Overall equipment effectiveness through total productive maintenance, Prestige Journal of Management and Research, Vol. 5 No. 1, pp. 61-72. Hammer, M. and Champy, J. (1993), Reengineering the Organization, Harper Business, New York, NY. Hansson, J., Backlund, F. and Lycke, L. (2003), Managing commitment: increasing the odds for successful implementation of TQM, TPM or RCM, International Journal of Quality & Reliability Management, Vol. 20 No. 9, pp. 993-1008. Hartmann, E.H. (1992), Successfully Installing TPM in a Non-Japanese Plant: Total Productive Maintenance, TPM Press, London. Hutchins, D. (1998), Introducing TPM, Manufacturing Engineer, Vol. 77 No. 1, pp. 34-7. Ireland, F. and Dale, B.G. (2001), A study of total productive maintenance implementation, Journal of Quality in Maintenance Engineering, Vol. 7 No. 3, pp. 183-92. Juric, Z., Sanchez, A.I. and Goti, A. (2006), Money-based overall equipment effectiveness, Hydrocarbon Processing, (International edition), Vol. 85 No. 5, pp. 43-5. Kodali, R. and Chandra, S. (2001), Analytical hierarchy process for justication of total productive maintenance, Production Planning and Control, Vol. 12 No. 7, pp. 695-705. Kumar, M., Antony, J., Singh, R.K., Tiwari, M.K. and Perry, D. (2006), Implementing the Lean Sigma framework in an Indian SME: a case study, Production Planning and Control, Vol. 17 No. 4, pp. 407-23. Labib, A.W. (1999), A framework for benchmarking appropriate productive maintenance, Management Decision, Vol. 37 No. 10, pp. 792-9. Lawrence, J.J. (1999), Use mathematical modeling to give your TPM implementation effort an extra boost, Journal of Quality in Maintenance Engineering, Vol. 5 No. 1, pp. 62-9. Leblanc, G. (1995), Tapping the true potential of TPM: are you maximizing the value of your plants program?, Plant Engineering, Vol. 49 No. 10, pp. 143-8. Lycke, L. and Akersten, P.A. (2000), Experiences of implementing TPM in Swedish industries, International Journal of Reliability and Application, Vol. 1 No. 1, pp. 1-14. McAdam, R. and Duffner, A.M. (1996), Implementation of total productive maintenance in support of an established total quality programme, Total Quality Management, Vol. 7 No. 6, pp. 613-30.

Strategies and success factors in TPM 145

JQME 14,2

146

McKone, K.E., Schroeder, R.G. and Cua, K.O. (2001), The impact of total productive maintenance practices on manufacturing performance, Journal of Operations Management, Vol. 19 No. 1, pp. 39-58. Madu, C.N. (2000), Competing through maintenance strategies, International Journal of Quality & Reliability Management, Vol. 17 No. 9, pp. 937-49. Maggard, B.N. and Rhyne, D.M. (1992), Total productive maintenance: a timely integration of production and maintenance, Production and Inventory Management Journal, Vol. 33 No. 4, pp. 6-10. Maggard, B.N., Bailey, C.L. and Moss, D. (1989), Total productive maintenance: TPM that works, Electronic Manufacturing Technology Symposium, 1989, Proceedings, 7th IEEE/CHMT International, 25-27 September, pp. 13-17. Moore, R. (1997), Combining TPM and reliability-focused maintenance, Plant Engineering, Vol. 51 No. 6, pp. 88-90. Nakajima, S. (1988), Introduction to Total Productive Maintenance (TPM), Productivity Press, Portland, OR. Noon, M., Jenkins, S. and Lucio, M.M. (2000), FADS, techniques and control: the competing agendas of TPM and Tecax at the Royal Mail (UK), Journal of Management Studies, Vol. 37 No. 4, pp. 499-519. Ollila, A. and Malmipuro, M. (1999), Maintenance has a role in quality, The TQM Magazine, Vol. 11 No. 1, pp. 17-21. Patterson, J.W., Kennedy, W.J. and Fredendall, L.D. (1995), Total productive maintenance is not for this company, Production and Inventory Management Journal, Vol. 36 No. 2, pp. 61-4. Ravishankar, G., Burczak, C. and Vore, R.D. (1992), Competitive manufacturing through total productive maintenance, Semiconductor Manufacturing Science Symposium, ISMSS 1992, IEEE/SEMI International, 15-16 June, pp. 85-89. Riis, J., Luxhoj, J. and Thorsteinsson, U. (1997), A situational maintenance model, International Journal of Quality & Reliability Management, Vol. 14 No. 4, pp. 349-66. Robinson, C.J. and Ginder, A.P. (1995), The North American Experience, Productivity Press, Portland, OR. Sahay, B.S., Gupta, J.N.D. and Mohan, R. (2006), Managing supply chains for competitiveness: the Indian scenario, Supply Chain Management: An International Journal, Vol. 11 No. 1, pp. 15-24. Sahay, B.S., Saxena, K.B.C. and Kumar, A. (2000), World Class Manufacturing: A Strategic Perspective, Macmillan India Limited, New Delhi. Schonberger, L. (1996), World Class Manufacturing: The Next Decade: Building Power, Strength and Value, The Free Press, New York, NY. Seth, D. and Tripathi, D. (2005), Relationship between TQM and TPM implementation factors and business performance of manufacturing industry in Indian context, International Journal of Quality & Reliability Management, Vol. 22 Nos 2/3, pp. 256-77. Shamsuddin, A., Hassan, M.H. and Zahari, T. (2005), TPM can go beyond maintenance: excerpt from a case implementation, Journal of Quality in Maintenance Engineering, Vol. 11 No. 1, pp. 19-42. Tripathi, D. (2005), Inuence of experience and collaboration on effectiveness of quality management practices: the case of Indian manufacturing, International Journal of Productivity and Performance Management, Vol. 54 No. 1, pp. 23-33. Wang, F.K. (2006), Evaluating the efciency of implementing total productive maintenance, Total Quality Management, Vol. 17 No. 5, pp. 655-67.

Willmott, P. (1994), Total quality with teeth, The TQM Magazine, Vol. 6 No. 4, pp. 48-50. Wireman, T. (1991), Total Productive Maintenance: An American Approach, Industrial Press, New York, NY. Further reading Nakajima, S. (1988), TPM Development Program: Implementing Total Productive Maintenance, Productivity Press, Cambridge. About the authors I.P.S Ahuja holds a Bachelors Degree in Mechanical Engineering and Masters Degree in Industrial Engineering from Thapar Institute of Engineering and Technology, Patiala, Punjab, India. Currently, he is working as Reader in Mechanical Engineering at University College of Engineering, Punjabi University, Patiala, Punjab (India). He has a number of publications in referred International and National journals/conferences. His main research area is total productive maintenance (TPM). I.P.S. Ahuja can be contacted at ahujaips@yahoo.co.in J.S. Khamba holds a Bachelors Degree in Mechanical Engineering, Masters Degree in Industrial Engineering and PhD in Technology Management from Thapar Institute of Engineering and Technology, Patiala, Punjab, India. Currently, he is working as Professor in Mechanical Engineering at University College of Engineering, Punjabi University, Patiala, Punjab (India). He has number of publications in referred International and National journals/conferences. His main research areas are technology management, non-traditional machining and total productive maintenance.

Strategies and success factors in TPM 147

To purchase reprints of this article please e-mail: reprints@emeraldinsight.com Or visit our web site for further details: www.emeraldinsight.com/reprints