Critical success factor and barriers in implementation of total productive maintenance

Total Productive Maintenance (TPM) focuses in improving machine availability, machine performance efficiency and quality rate which can be key tool for manufacturing companies to survive intense global competition. Poor machine maintenance will lead increase in machine down time that affect the organization’s performance in meeting customer requirement in term of product quality and quantity while increasing the operating and maintenance cost. The purpose of this research is to examine the role of critical success factor in TPM implementation adopting three tools of TPM. It is seen as a solution to increasing machine breakdown at Heimann Sensor Packinging Sdn. Bhd. that caused struggle in meeting customer demand. Besides that, barriers which act as challenges of the TPM implementation also evaluated. Data collected through questionnaire distributed face-to-face to the employees involve in TPM implementation. Regression used to study the relationship between critical success factor and TPM tools performance. Total 108 respondents participated in this survey with 100% response rate. Top management commitment, resources management, work culture and involvement are the critical success factors studied but the analysis proved that only top management commitment, resources management and training and education the critical success factor that enhance the TPM tools performance. TPM tools performance are indicated by autonomous maintenance, planned maintenance and focused maintenance. Resistance to change, improper tooling and poorly managed maintenance data are the barriers identified that need to be addressed during TPM implementation. Implementation of TPM improved the manufacturing performance in overall. As TPM implementation is long term mission measuring TPM tools performance instead of taking big leap to measure OEE during implementation stage will be an effective way to successfully implement TPM

Potential application of bitter gourd (Momordica Charantia) peel as an adsorbent for the removal of total hardness In Kangkar Senangar’s groundwater

Lately many countries in the world are suffering with the shortage of fresh and clean drinking water as it is a source of life and energy. Rapid pace of industrialization, population expansion, and unplanned urbanization have largely contributed to the severe water pollution and surrounding soils [1]. The main sources of water pollution can be attributed by discharge of untreated sanitary and toxic industrial wastes, dumping of industrial effluent and runoff from agricultural fields. It is well known that 70–80% of all diseases in developing countries are related to water contamination, particularly that susceptible to women and children [2]. This is because water sources now become limited as drinking water quality has been reduced by pollution. Hardness is one of the problem related to unpalatable drinking water that need to be control at acceptable level

Towards a Simpler Selection Process for Maintenance Strategies

Recent research at four large manufacturing sites in the North East of England showed that maintenance organisations were failing because they were locked in a cycle of quick fix and mend despite deploying extensive planned maintenance policies. Consequently they were unable to plan and formulate strategies because they did not have the time. Simple and quick tools were needed to select the best maintenance approach for the machines and the plant. Two possible selection tools were developed. Firstly a truth table was produced based on the key characteristics of each maintenance approach and these mapped against simplified failure mode combinations. This offered a quick and easy selection method for machines, based on failure mode patterns. Secondly, the macro level was addressed using a conceptual model employing a 2x2 matrix. This consisted of two axes, the level of machine failures and the level of improvement activity. The resulting framework was used to predict how maintenance organisations would progress from a state of reactive maintenance towards world class. Then informed by the truth table it was possible to select an appropriate maintenance approach which was most suitable for each stage. It is suggested that these two methods offer simple and quick approaches to guide vital maintenance decision making at plants in difficulty. This of course does not preclude the need to develop maintenance strategies but rather facilitates this process by freeing up time and resources

Development and implementation of preventive-maintenance practices in Nigerian industries.

A methodology for the development of PM using the modern approaches of FMEA, root-cause analysis, and fault-tree analysis is presented. Applying PM leads to a cost reduction in maintenance and less overall energy expenditure. Implementation of PM is preferable to the present reactive maintenance procedures (still prevalent in Nigeria

Analysis of TPM barriers using ISM-MICMAC approach

Total Productive Maintenance in the organizations is a challenging issue for Indian manufacturing industries. There is a rapid need to analyze the behavior of the barriers faced by Indian manufacturing industries for efficacious implementation of TPM. The purpose of this study is to recognize the mutual interaction among the barriers of Total Productive Maintenance (TPM) and to develop a hierarchy of barriers to TPM implementation. An interpretive structural modelling (ISM) - MICMAC methodology is employed to identify the inter-relationships among the barriers of TPM implementation. A hierarchy model of these barriers is developed; by driving and dependence power of the barriers. MICMAC methodology determines driving and driven barriers based on their driving and dependence power. © IEOM Society International

Manufacturing Equipment Reliability Improvement using Total Productive Maintenance (TPM) Implementation : A Review

To ensure the continuity of the operation, the reliability of assets must be taken into account. Maintenance is one important aspect that contributes to efficient and effective asset performance. Lack of managing maintenance program can result low productivity and higher operational cost. Due to the limited amount of resources and large number of assets that have to be maintained, the maintenance activity has to be strategize and supported by all company organization level with respect of their capabilities. Total Productive Maintenance (TPM) is a logical and simple concept that can improve performance. It aims zero failures, zero defects, and zero accidents to gain the maximum overall equipment effectiveness (OEE) of assets. The aim of this research is to determine the core concepts and its practice of TPM from the various literature and use them to assess the current policy related to maintenance in the hydropower plant, whether it embrace TPM practices or not. It also investigate and identify the success factors and barriers in implementing TPM. The purpose of this research is to find the correlation between reliability improvement, maintenance activities, and aspects of TPM implementation. It is found that TPM theoretically can improve overall reliability of equipment by executing maintenance strategy model which is supported by all level of employee and functional divisions of manufacturing organization. Future empirical research is required to prove the concept of TPM implementation in improving equipment reliability. Keywords: reliability; maintenance; total productive maintenance (TPM

Productivity improvement though OEE measurement : a TPM case study for meat processing plant in Australia

Fluctuating demands and increased competition in Australia and Asian countries have been putting more pressure on plants for packaged meat products in Australia. Total Productive Maintenance (TPM) was seen a solution and is currently being implemented within a major meat processing facility in Melbourne, Australia for achieving high Overall Equipment Effectiveness (OEE). Concerns were raised by board of directors due to OEE targets not meant. TPM was initially applied in key areas of the business, thermoforming and packaging for reducing wastes and further enhancing productivity and quality. It is now being rolled out to other sections of the plant. Data collected from fifty-two weeks of production has been analysed and recommendations made to achieve OEE targets for the R145 production line. Risk based maintenance was applied to control adverse effects of packaging quality which significantly influences shelf life. Shelf life of a modified atmosphere packaged product assures safety for consumption of meat products by consumers. Risk based maintenance considered asset failure probabilities, impacts on quality and availability of spare parts. Reliability Centred Maintenance (RCM) resulted in a Risk score for each maintenance activity and as a component was used for TPM program. Findings from this study have been passed on to the meat processing facility for implementation in the entire plant.E

Total productive maintenance: a contextual view in Fischer Italia

Questa tesi cerca di spiegare in che modo e quali fattori contestuali favoriscono o impediscono l'implementazione del TPMope

The impact of lean practices on inventory turnover

Lean manufacturing (LM) is currently enjoying its second heyday. Companies in several industries are implementing leanpractices to keep pace with the competition and achieve better results. In this article, we will concentrate on how companies can improve their inventoryturnover performance through the use ofleanpractices. According to our main proposition, firms that widely apply leanpractices have higher inventoryturnover than those that do not rely on LM. However, there may be significant differences in inventoryturnover even among lean manufacturers depending on their contingencies. Therefore, we also investigate how various contingency factors (production systems, order types, product types) influence theinventoryturnoveroflean manufacturers. We use cluster and correlation analysis to separate manufacturers based onthe extent of their leanness and to examine the effect of contingencies. We acquired the data from the International Manufacturing Strategy Survey (IMSS) in ISIC sectors 28–35