TPM Empresas Grandes y Medianas

Journal of Manufacturing Technology Management
TPM implementation in large and medium size organisations

Elaine Aspinwall, Maged Elgharib,
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JMTM
24,5 TPM implementation in large and
medium size organisations
Elaine Aspinwall and Maged Elgharib
688 School of Mechanical Engineering, University of Birmingham,
Birmingham, UK
Received 16 August 2011
Revised 17 April 2012

2 July 2012 Abstract
Accepted 8 July 2012 Purpose – The purpose of this paper is to ascertain how total productive maintenance (TPM) has
been implemented in large and medium size UK manufacturing companies, focusing on why such a
programme was introduced, the activities involved, and the effectiveness and difficulties encountered
during the process.
Design/methodology/approach – The aspects listed were based on a review of the literature.
A case study approach was favoured to collect the necessary data. Companies were contacted, four of
which responded favourably, and a protocol was developed to enable interviews to be carried out at
each.
Findings – “Culture” was highlighted as the main obstacle to successfully implementing TPM;
others were lack of awareness about the advantages of the programme, low employee skills and high
cost. Two benefits gained by the four companies were a significant improvement in the availability
and performance of the equipment within the plant and improved communication between employees.
Additional benefits were financial improvement, reduced energy cost and increased employee morale
and job satisfaction.
Research limitations/implications – The number of companies that were willing to take part in
the study was poor, thereby making it difficult to generalise the conclusions.
Practical implications – The results should help large and medium size organisations to better
understand the TPM discipline, to facilitate its adoption and prioritise its practice. They also highlight
the effectiveness and obstacles that can be encountered during the process.
Originality/value – The paper highlights the strong potential of TPM implementation programmes
in affecting organisational performance improvements. The study also offers a beneficial source of
information to organisations, which are still lagging far behind when it comes to TPM practices.
Keywords TPM, Implementation process, Case studies, Maintenance, Manufacturing industries,
United Kingdom
Paper type Case study
Introduction
The process of globalisation prevalent in today’s manufacturing markets is one of the
major forces impacting on an organisation’s business. In order to stay competitive, it is
necessary for companies to continuously increase the effectiveness and efficiency of
their production methods. Strategies such as just in time ( JIT) and lean production
demand a high level of equipment availability which has resulted in maintenance
gaining in importance as a support function for ensuring not only this but also quality
Journal of Manufacturing Technology products and workplace safety. Companies have learned that when they do not schedule
Management time for maintenance their equipment will do it for them. To address this need, they are
Vol. 24 No. 5, 2013
pp. 688-710 turning to total productive maintenance (TPM), which is an equipment management
q Emerald Group Publishing Limited approach and the systematic implementation of maintenance by all employees company
1741-038X
DOI 10.1108/17410381311327972 wide, enabling organisations to achieve their objectives of zero breakdowns, zero defects
and zero accidents (Nakajima, 1988; Willmott, 1994) which in turn increases productivity TPM
resulting in higher profits. TPM is based on teamwork and provides a method for the implementation
achievement of world class levels of overall equipment effectiveness (OEE) through
people, not through technology or systems (Willmott, 1994). The paper is intended to
help organisations to better understand the TPM discipline, to facilitate its adoption and
prioritise its practice. It is important in an international context as companies worldwide
are striving to achieve synergy of TPM. The focus of this paper centres on how TPM was 689
implemented in four manufacturing companies, the benefits gained and the difficulties
faced with their implementation processes. The methodology employed in this research
comprised five stages as shown in Figure 1.

The first was to conduct a detailed literature review to determine TPM
implementation practices in manufacturing companies. The next was to identify those
within the UK that could be approached to help with the research. Having secured their
willingness, interviews with key personnel could then be arranged.
The literature review is first presented. This is followed by each of the case studies
presented individually, detailing the company background, introduction to the
programme and their implementation approach. Following this, the paper presents a
detailed discussion about all four cases. Finally, the overall findings gathered and
insights gained from the research are discussed.
Literature review
The concept of TPM
Modern manufacturing requires that companies which want to be successful must
practice effective and efficient maintenance (Amik and Deshmukh, 2006). One approach,
Figure 1.
Methodology adopted
for the case study
Source: Ahuja and Kumar (2009)
JMTM according to Ollila and Malmipuro (1999), to increase the performance of maintenance
24,5 activities is to implement TPM. Such a programme provides organisations with a guide
to fundamentally transform their shop floor by integrating culture, process, and
technology (Moore, 1997).
It is a holistic approach to equipment maintenance that trains and involves operators
and support personnel, institutionalises continuous improvement (CI), and embodies
690 the overall “lean” culture of an enterprise (Suzuki, 1994). Nakajima (1988) introduced the
concept in Japan in 1971 as productive maintenance carried out by all employees through
small group activities to ensure that equipment was operated at 100 per cent capacity,
100 per cent of the time. Operators learn the maintenance skills they need to
know through a seven-step autonomous maintenance (AM) programme. Most companies
in the west stop after implementing the first few steps and never realise the full
benefits of AM.
With increased worldwide competition, attention has shifted away from increasing
efficiency by means of economies of scale and internal specialisation to meeting market
conditions in terms of flexibility, delivery performance and quality (Yamashina, 1995).
Measurement is a vital requirement of CI so it is important to establish appropriate
metrics. Nakajima (1988) considered OEE measurement to be an effective way of
analysing the efficiency of a single machine or an integrated manufacturing system. It is
a function of availability, performance and quality rates, which provides a structure for
facilitating the assessment of losses, and subsequently gives priority to dealing with the
more serious offenders (Eti et al., 2004).
Strategic TPM plans have had a major impact on bottom-line results, along with
significantly improving capacity while reducing not only maintenance costs but also
overall operational costs. It has resulted in the creation of much more secure and
environmentally sound workplaces (Ahuja and Kumar, 2009). Another outcome of TPM
implementation is the reduced rates of unpredicted machine breakdowns that interrupt
production and lead to losses, which can lead to a substantial annual spend (Gosavi, 2006).
TPM is built on eight pillars (Sangameshwran and Jagannathan, 2002) as suggested
and promoted by the Japan Institute of Plant Maintenance ( JIPM). They are AM; focused
maintenance; planned maintenance; quality maintenance; education and training;
a TPM office; development management; and safety, health and the environment
(Ireland and Dale, 2001; Shamsuddin et al., 2005).
TPM implementation
According to Wireman (1991) “there is no single correct method for the implementation
of a TPM programme”. Bamber et al. (1999) supported Wireman’s statement and
concluded that there is “a complexity and divergence of TPM programmes adopted
throughout industry”.
There have been many frameworks suggested by researchers for implementing TPM
in different organisations having varying environments for garnering manufacturing
competencies in order to achieve organisational goals and objectives (Ireland and Dale,
2001). Mishra et al. (2008) reported that of the different TPM frameworks available, very
few were proposed by academicians. The majority were put forward by consultants who
based them on their experiences in different organisations. The success criteria for
effective and efficient TPM implementation according to Cooke (2000) and Ng et al. (2011),
must include steps like top management support, employee involvement, team
development, education and training, benchmarking, strategic planning and TPM
communication and management of employees. implementation
Total quality management (TQM), TPM, Six Sigma, lean and the International
Organisation for Standardisation (ISO) series of standards are among the most popular
programmes employed by manufacturing organisations as organisational performance
improvement techniques. Similarities, differences and interrelationships among these
techniques in terms of objectives concept, methodologies and scope have remained 691
confusing to industry. Each of these approaches has its strength and weakness and
similarly the selection of one of these or a combination of several has remained a problematic
issue for practitioners. Seth and Tripathi (2005) investigated the strategic implications of
TQM and TPM in an Indian manufacturing set up. According to Kedar et al. (2008) Six
Sigma provides a clear change of structure and is much more orientated on fast and tangible
results in comparison with TQM, TPM, and lean. Bamber et al. (2000) studied the possibility
of integrating some of the lean thinking tools, such as 5S and TPM, and ISO 9001 with ISO
14001. The conclusions brought new perspectives on how to integrate those mentioned, but
there was not a precise relationship between the ISO 9001 requirements and lean tools.
Friedli et al. (2010) presented a holistic model based on survey data gathered from Swiss
pharmaceutical production sites in 2004 and 2009. The analysis was divided into four
sub-systems: TPM, TQM, JIT and the management system. It showed that the industry had
made steps towards “excellence in operations” between 2004 and 2009, but that most of the
companies were still working on effectiveness (TPM and TQM) rather than focusing on
efficiency (JIT). Konecny and Thun (2011) studied the impact of TQM and TPM on plant
performance and particularly the supporting role of employee involvement practices. The
data was taken from the international research project high performance manufacturing
that contained data for 238 plants. The results indicated that TQM and TPM, supported by
human resource (HR) practices, had a significant potential to improve plant performance.
The analysis highlighted that plants with a focus on TQM or TPM specific practices as well
as those practising a simultaneous quality strategy showed a higher performance level than
those without a specific quality focus. Moradi et al. (2011) investigated the relationship
between 5S and the pillars of TPM in one of the largest Iranian food factories. The findings
confirmed that all 5S principles affected TPM providing a better way to reduce the six big
losses and therefore improve OEE. Also they could promote a collaborative culture in the
organisation in order to improve staff AM practices.
Successful implementations
Many companies across the globe have implemented TPM and are successful and
satisfied with the implementation. For example, Ahuja and Kumar (2009) carried out an
investigation at a precision tube mill into the contributions that successful TPM initiatives
made to competitive manufacturing. The findings revealed that strategic TPM
programmes could considerably help towards the improvement of manufacturing
performance in the organisation. Ramnath and Bharath (2010) introduced a new model
known as “fuzzy based simulation” (FBS) for determining the suitability of implementing
TPM in a company in India. The model considered important factors like quality, cost and
delivery time. The study concluded that TPM was suitable and beneficial for the company.
Lixia and Bo (2011) investigated an effective way for Chinese enterprises to implement
TPM to cut cost and increase efficiency in a financial crisis. The paper suggested the
following three-stage method for implementing TPM systematically and successfully:
JMTM (1) make good preparation for its deployment;
24,5 (2) deploy it step by step to ensure a solid foundation; and
(3) evaluate its effectiveness.
The method was proven to be effective and applicable.

692 Difficulties encountered
In contrast, there are companies that faced difficulties, and did not gain the expected
advantages and were sceptical about its implementation. Rodrigues and Hatakeyama
(2006) analysed the failure of the interaction between maintenance and production when
implementing TPM in Brazilian companies and listed more than 11 factors that
influenced the outcome. They concluded that in the main the managers of the process and
the top administration of the companies were responsible for the failures. Alsyouf (2009)
investigated the maintenance practices that were used in Swedish industry. The study
was performed by conducting a cross-sectional survey within Swedish firms that had at
least 100 employees. The main results achieved from the study showed that the role of
maintenance was not highly recognised. There was a need for the wider adoption of
maintenance concepts such as TPM and reliability-centred maintenance (RCM). Alsyouf
asserted that the ineffectiveness of planning and scheduling could significantly limit the
maintenance department in achieving its objectives and could thus prevent the company
from maximising business profits and offering competitive advantages. Graisa and
Al-Habaibeh (2011) investigated maintenance and production problems in the cement
industry in Libya, with particular emphasis on the future implementation of TPM. The
results of the study found that the four factories under investigation had low productivity
when compared to design values. There was no clear TPM strategy, a lack of training and
personal development being the main deficiencies. In addition, employees were found not
to be motivated as a result of the lack of a management strategy and reward structure.
Similarly, researchers such as Wang (2006), Bamber et al. (1999), Gupta et al. (2006) and
Lazim and Ramayah (2010) attempted to study the reasons behind the failure of TPM
implementation. The reasons listed included: lack of proper understanding of the total
effort required, lack of management support, lack of sufficient TPM staff, union resistance,
not enough training carried out, change of priorities, lack of persistence, failure to develop a
good installation strategy, bad communication and simply choosing the wrong approach.
Overall equipment effectiveness

The OEE measure can be applied at several different levels within a manufacturing
environment. Authors approach it from maintenance (Chan et al., 2005; Batumalay and
Santhapparaj, 2009) or from productivity improvement (Dal et al., 2000; Braglia et al.,
2009; Shetty and Rodrigues, 2010). For instance, Batumalay and Santhapparaj (2009)
studied it through TPM practices across Malaysian industries. A theoretical framework
was developed to determine the main TPM pillars that influence OEE. Their analysis
showed that planned maintenance, quality maintenance and training and education had
a considerable impact. Dal et al. (2000) concluded that OEE not only helped to measure
the improvement in the area in which it was implemented but also that it enabled new
levels of performance measurement to be introduced.
The literature reveals that different authors have attempted to investigate the
implementation of TPM with differing purposes and objectives (a summary table of
the case studies discussed can be found in the Appendix). There were two main areas TPM
of focus. The first centred on the number of frameworks and methodologies suggested implementation
by consultants and researchers and the second, on the benefits and the success factors
for TPM implementation. Another very important aspect to be recognised from the
reviews is that organisations worldwide are facing difficulties in devising the right
formula to achieve successful TPM implementation. It was decided therefore to further
investigate why TPM is essential, what is the essence of TPM, and how it can be 693
successfully introduced and sustained in manufacturing companies.
Methodology
Introduction
For this purpose, it was felt that case studies provided the best approach, because as
Yin (2003) reported they are very effective when they are used to study organisations
and institutions, as they are more “forgiving” in their design which allows for
modifications and a change of focus at every stage. He recommended that a case study
was especially appropriate when trying to answer not only the “how” but also the
“what”, and “why” questions of research.
Eisenhardt (1989) advocated that one could build theories using this methodology
and developed a roadmap for this purpose. Case studies provide an important
means for checking the effectiveness of the TPM philosophy in different fields of
application, especially in manufacturing industries. Many researchers have used them
to uncover a wide range of benefits like increased productivity, improved quality,
reduced cost, improved safety and faster deliveries (Wal and Lynn, 2002; Ahuja and
Kumar, 2009). The choice between single- and multiple-case depends on the research
objectives and the availability of resources (Yin, 2003). Conducting multiple case
studies is described as being equivalent to replicating experience, and hence the
outcomes are often considered more convincing. Therefore, it was decided to take this
approach.
The authors felt that the best strategy would be to select manufacturing companies
with more than 250 employees for the studies, since they would be more likely to have
implemented TPM and may be more willing to help. Interviews of targeted key people
responsible for TPM implementation would be conducted each lasting for about 90 min
to enable a more in-depth investigation.
20 suitable organisations were chosen from the “fame” database, which contains
comprehensive information on companies in the UK and Ireland; each was contacted by
telephone or e-mail. The response was poor with many reasons given for not taking part
such as, we are “not able to provide the type of information you require”, or they had “not
implemented TPM into any of their businesses”, or one company stated that it was “in
the process of re-structuring the business” while another had “ceased trading”.
Reminder e-mails were sent to those that had not responded. These were followed up by
telephone calls in some cases to try to increase the response. Eventually, four companies
agreed to take part, their details are given in Table I. For reasons of confidentiality, the
companies are referred to as A-D.
Case study protocol

A case study protocol was constructed to ensure that similar data was collected
enabling comparisons to be drawn and to facilitate data collection. Also as Yin (2003)
JMTM
Number of Year TPM first
24,5 Companies Products employees implemented Certifications
A Linings for walls and 250 2002 ISO 14001 in 2009,

ceilings, flooring, WCMA bronze award
insulation
694 B Luxury cars 2,000 1998 ISO 14001 in 1998, ISO 9001
in 1993
C Sport cars 1,200 2008 ISO 9001 in 2003, ISO 14001
Table I. in 2006, Ford Q1 in 2006
Main characteristics D Saloon and luxury cars 5,600 1992 ISO 14001 in 1998, ISO 9001
of the companies in 2000
stated it is a major tool for increasing the reliability of the research and provides a guide
for the researcher in carrying out the study. It was divided into three parts:
(1) Background information of the company, this part concentrated on information
such as number of employees, the type of products manufactured and the
quality initiatives undertaken before implementing TPM.
(2) The introduction of the TPM programme including the year of introduction,
reasons for the implementation and the training given to employees.
(3) Implementation approach adopted by the company, the benefits and the
difficulties faced.
The protocol was sent to TPM experts and refined prior to its use. All four case studies
were carried out during June and July 2010. Interviews were arranged at plant level with
one of the key people responsible for TPM implementation. In the case of company A
this was the “WCM facilitator”, in company B the “TPM superintendent”, in company C,
the “maintenance manager” and in company D the “maintenance and facilities
maintenance engineer”. Following the interviews, the transcripts were returned to the
interviewees to check the accuracy of the recorded information.
Case study A
Company background
With its headquarters in Leicestershire, the company currently has five major
manufacturing plants in the UK. The particular one visited has 250 employees of whom
100 are involved in operations. Its main products include linings for walls and ceilings,
flooring, insulation and fire protection systems. With a long history of providing
innovative, cost-effective and reliable products that meet the demands of the construction
industry, the company is renowned for its pioneering work in training and product
development, as well as its forward-thinking strategy on sustainable development.
The company achieved ISO 14001:2004 certification in 2009.
Introduction of TPM
In 2001 the company was facing problems. Its operating standard was far below an
acceptable level, its equipment was unreliable, the operators were not technically
skilled, its maintenance costs were high, and the culture was such that accidents
and breakdowns were deemed inevitable. An analysis showed that the majority of the TPM
issues were associated with maintenance and so the company began searching for implementation
a different and improved approach to this activity.
TPM was recommended and introduced in 2002. The programme was launched to
improve production output and profits and achieve zero accidents, defects and failures.
It was also expected that the change programme would transform the culture in
the workplace into one characterised by team spirit, ownership of problems, and 695
drive for CI.
The necessary training and the promotion of TPM began in early 2002 and
has remained in force to the present day. Training and awareness programmes were
given to TPM team members and facilitators, the objective being not only to explain TPM
elements and pillars, but also to raise morale and soften resistance to change. An external
consultant was used to guide the programme, which the company called “WCM”.
Implementation approach
Implementation started with what was described as a systematic “brainwashing”
throughout the plant. Plant managers, engineering and production managers attended an
intensive practitioner course on TPM while further training was given to TPM team
members and facilitators. The company started with four of the pillars of TPM (AM,
professional maintenance, focused improvement, and early equipment management), then
quickly expanded this to ten encompassing safety, environment, customer service, cost
deployment, quality control, and people deployment.
Five TPM facilitators or co-ordinators were appointed to begin the implementation
each reporting to the CI manager. Their role was to facilitate the process by working
with the TPM teams and team leaders, and organise their training. The WCM
programme was split into three phases:
(1) “build” which was scheduled to take, five to six years;
(2) “use” three to four years; and
(3) “exploit”.
The build phase, “creating the infrastructure”, focused on preparing and creating the
WCM structural environment as well as defining policy/targets and the master plan of
the programme. The company conducted training packages to update the skills of the
operators and maintenance associates and simultaneously an audit system was
formulated and implemented to ensure that the practises of TPM were being carried out on
the shop floor. The use phase “integrating management systems” was near completion at
the time of the interview. Senior management introduced various improvement plans
known as Kaizens, related to both production and maintenance tasks. Depending on the
complexity of the issue, they were divided into standard; value added, major and quick
Kaizen. The exploit phase is the “future”, it focuses on integrating TPM into the business
systems. As implementation reaches this phase, staff development programmes will focus
on upgrading and expanding employees’ technical, problem-solving and team working
skills, a necessary condition for achieving AM by production operators. At the time of this
interview the plant had achieved the WCMA bronze award and was working towards the
silver one.
Significant benefits were gained by the company as a result of the strategic
TPM implementation programme. In terms of payback or return on investment,
JMTM company A estimated that savings of more than £30 million had been made since
24,5 implementation. The incidence of accidents had also been reduced from 17 to zero
in the last three years; improvements in the availability and performance of the
equipment within the plant were also noticeable. Even though the TPM implementation
was still underway, some signs of additional benefits that were expected from the second
phase “use” had already become evident. The machine operators and their supervisors
696 were becoming more proactive and had developed a sense of ownership of their
equipment. They had started to participate in problem-solving activities and to propose
methods to improve equipment effectiveness through modification of operating
procedures or equipment design.

The implementation programme did encounter some difficulties however as follows:
.
Many employees considered TPM activities as additional work, so felt that there
was no time to carry them out. They showed no openness or willingness to learn.
They could not see the benefits of TPM and could not see why they had to
change their normal practices.
.
Insufficient understanding by the employees of the methodology and
philosophy.
. The educational background of the employees seriously affected the speed of
implementation.
.
Progress was delayed due to the different reviews undertaken which were both
time consuming and labour intensive.
.
Ensuring that an employee received training in the most recent information.
Case study B
Company background
Situated near Liverpool in the north east of the country, this automotive company
employs nearly 15,000 people and has a large manufacturing base with its headquarters
in the Midlands. It supports a large number of supplier organisations across the UK and
Europe and operates as the UK’s largest manufacturer of vehicles in its sector.
The company has six sites; the particular one visited has 2,000 employees of whom
600 are involved in the manufacturing function. The company obtained certification to
ISO 9001 in 1993 and to ISO 14001 in 1998.
In the year 2000 a significant investment transformed the plant from a mass-
production assembly plant to a WCM facility suitable for producing premium products.
This was complemented by a culture change strategy, which ensured that the plant’s
people and processes were ready to build a luxury vehicle. Another key strategy in
achieving WCM levels was the introduction of a new “workgroup structure”. The
operators were reorganised into five cells of six, each having a group leader chosen from
three supervisors, two superintendents and a champion (area manager). This formation
was less hierarchical than it was before. Each group was responsible for the quality of its
own work and was able to deal with any problems as they arose.
All these approaches necessitated establishing a series of training courses for
managers, supervisors and line workers based on creating a new environment centred
on participation and empowerment. A world leading consultancy firm with particular
expertise in culture change and leadership was called into help, together with experts
from the company’s other plants. As a result, the company received, three years later,
the highest score in a worldwide manufacturing audit of all its plants, setting a global TPM
benchmark for the company. implementation
Introduction of TPM
As a global competitor in the automotive industry, the company has a great interest
in lean technology and other success enhancing measures. This originated from
customers’ increasing demand for flexibility and shortened lead times while still 697
requesting high quality products. Management realised that improvements in the
company’s performance should focus on cost cutting, increasing both productivity and
quality levels and guaranteeing deliveries in order to satisfy customers, it was also felt
important to change the company’s culture. It therefore introduced TPM in 1998.
During the first two years, many operators, maintenance technicians, production
engineers, supervisors and senior management were given TPM training to establish
a degree of trust between management and employees. There is a systematic
progression plan in place for upgrading all the employees’ maintenance and related
skills. Significantly these training inputs emphasise the seven steps of AM, dealing with
reliability-centred maintenance, and more recently a TPM skills course covering an
appreciation of pneumatic and hydraulic systems, drives, lubrication and electrical
systems.
The company adopted the JIPM structured process for TPM implementation to fit its
situation; eight pillars were used. The journey started with a pilot project which
involved the selection of:
.
three model machines upon which to introduce TPM; and
.
the TPM team members with the help of management and the consultant.
The choice of machines was made on the basis of process bottle necks and areas of
poor performance. As has already been stated the company used Nakajima’s seven
steps of AM to start implementing its programme. Success in the pilot studies led the
company to roll out the programme throughout the whole plant the following year.
Recently, the company has reviewed and updated the AM steps. The TPM team
then began to set up separate task forces to deal with each area. These commonly
known as cells, are expected to work on CI directly and also to suggest projects which
can be taken up by the engineers. All employees are required to contribute suggestions
as part of their work. Workgroup boards are placed throughout the plant on which are
posted master charts which track progress to date and show plans for the future. Each
work group meets daily around its own workgroup board. Targets are set jointly by
team leaders, supervisors and superintendents; these are then discussed by the teams
and a consensus on improvement targets reached.
Policy deployment is the link between the plans’ objectives and the specific
improvement activities at shop floor level. Each of the eight pillars that were used
comprises seven steps oriented around the plan-do-check-act cycle. Each has assigned to
it a pillar champion who has a monthly meeting with the lean manager to discuss work
plans. For each of the eight pillars of TPM there are specific targets which can be
decomposed into improvement projects, for example, “maintain your machine by
yourself”, or “reduce start-up times”. These are quantified and analysed in terms of how
JMTM they can be achieved and the problems which would have to be solved to make them
24,5 happen, using simple lean tools.
In terms of auditing, the mother company has an audit system every 12 months
called an “integrating system review” with its three manufacturing plants. A team
from each of two plants audit the third one, this is repeated every two weeks until
they are all completed. They review quality assurance, quality issues, leadership,
698 a lean element of TPM, and the workgroups’ performance. Once the evaluation is
complete the plant is scored and the results reported to the company’s main board of
directors.
In terms of benefits, company B made good progress in “first time through” (FTT),
the figure improved from 90 per cent two years earlier to 97 per cent of the product
going through manufacturing without any rectification. It also reduced its energy cost
and made a significant improvement in availability and performance of the equipment
within the plant in general. In addition, the company made a reduction in workforce
from 580 employees in 2006 to 352 in 2010.
The following obstacles were identified in the company:
.
Change in work practices. Many employees considered TPM activities as
additional to their normal workload and some felt that they were irrelevant to
them. They could not see the benefits of TPM and could not therefore see why
they had to change.
. Culture change and transfer of some of the maintenance tasks to operations.
.
The educational background of the employees.
.
The release of heavily used equipment on which to perform pilot studies.
.
Finding enough time to perform TPM activities.
.
Allow people who operate equipment to take responsibility for at least some of
the maintenance tasks.
Case study C
Company background
The third company visited was also automotive. It was founded in 1914, and is a
British manufacturer of luxury and sport cars. It employs around 1,200 people and has
a large manufacturing base with its headquarters in Warwickshire. It has been making
sports cars in low volumes for many years, but is now growing with the addition of
new products and upgrades to the existing vehicle line; its target is to reach 7,500 cars
per year. The ownership of the company has gone through many changes and was, at
one time, part of the Ford Motor company group. It has established the permanent aim
of “customer satisfaction” and the quality principle of offering its customers reliable
products and efficient service as the ongoing objective of each employee. The company
successfully obtained ISO 9001:2000 certification in 2003, and embarked on various
quality initiatives including ISO 14001:2004 which it attained in 2006, and the Ford Q1
award won in 2006.
Introduction of TPM
Over the past nine decades, the company has witnessed many changes. In a long and
distinguished history, it has seen both good and bad periods. The types of problems
faced by the company included:
.
unreliable equipment; TPM
.
quality problems; implementation
.
achieving only 65 per cent of its preventive maintenance (PM) weekly schedule
(a third party company was brought into carry out PM activities outside of
production hours but it was expensive and not very productive); and
.
the lack of a sustained momentum. 699
The fact that the company has survived is evidence of the strength and resolve of its
employees and its customers. The automotive industry has become very competitive,
so it is necessary for companies in this sector to reduce their production costs without
compromising quality.
To help combat the problems mentioned earlier, the company introduced TPM.
It had attempted to introduce such practices twice before while under Ford
management, however, both attempts were finally abandoned. The reasons given for
the failure were:
.
insufficient training on TPM know-how;
.
lack of top management support;
.
many employees considered TPM activities as an additional workload; and
.
lack of a structured format for TPM implementation.
In 2007, under Ford Motors’ management, a new manufacturing director was appointed.
He was familiar with the practices of lean and TPM and was aware of the benefits that
Ford had experienced from implementing such programmes. He was therefore
determined to implement TPM and to ensure its success by securing the support,
understanding and commitment of senior and area managers, and with the motivation of
everyone in the company. The following year TPM was introduced.
In terms of training, there is a systematic progression plan in place for upgrading the
technicians in the maintenance department. A system called “integrated manufacturing
specialist” was introduced with the aim of teaching corrective maintenance methods.
Certain technicians are sent to a local college for training in the basic skills of mechanical
and electrical engineering. They are the first port of call in their area to respond to a
breakdown.
In mid-2008, TPM was introduced as an initiative to maximise availability, improve
product quality and safety performance and to reduce maintenance costs. It was also
expected that the change programme would transform the culture of the workforce,
the ownership of problems and the drive for CI. The company used the Ford total
productive maintenance (FTPM) structured process as its implementation strategy. The
management did not want an external consultant to supervise it but felt it important that
the knowledge and competence should come from, and remain within the company.
Based on experience gained in the past, management started the TPM activities with the
establishment of a TPM office, the main purpose of which was to provide support and
facilitation to all the teams involved in the programme.
Two TPM champions, two TPM facilitators and a “TPM subject matter expert”
who all reported directly to the maintenance manager worked in the office.
JMTM The management decided to form pilot groups in each department, and by mid-2010,
24,5 more than 39 workgroups responsible for identifying and solving problems in their
areas were formed and were actively working on TPM and other lean techniques. They
meet regularly to discuss improvement opportunities which are listed and prioritised.
Workgroup boards are placed throughout the plant and master schedule boards put in
the training room to enable the TPM committee to track progress to date and to plan for
700 the future at their monthly meetings.
Information about the TPM programme was disseminated to all employees and
management through presentations and training programmes every Saturday in the
beginning, thereby allowing the company time to stop production to clean the
equipment and list and tag any faults. Training started with senior and area managers
only, before including all employees at a later date.
The objective was not only to explain TPM elements, but also to soften any
resistance to change and to convince any sceptics. The implementation of TPM
included a number of components:
(1) Voluntary participation and high commitment.
(2) Small and regular inputs of training organised once a week. The area
manager nominates 18-20 employees to attend courses about TPM and lean
tools.
(3) Small group Kaizen (successors to quality circles).
(4) 5S activities to ensure workplace cleanliness and order.
(5) Design for maintenance.
(6) Zero orientation, no tolerance for waste, defects, stoppages.
(7) Preventive maintenance analysis.
A model machine was chosen as the pilot, and then Nakajima’s seven steps of AM
(i.e. initial cleaning, countermeasures for causes and effects of dirt and dust, lubricating
standards, general inspection, autonomous inspection, tidiness, and full implementation
of AM) were applied. This was successful and the company rolled out the programme
throughout the plant, so by the middle of 2009 every area in the plant was involved in
TPM activities.
The company invited an external auditor on a regular basis to assess the degree
to which a plant had applied and achieved a pre-requisite standard and to offer
recommendations to management about quality issues. Recently, this practice was
stopped and an internal audit system is now in place for this purpose.
The company achieved important benefits including a reduction in its defect rate per
vehicle by having more ownership of the equipment, a cost reduction in terms of waste
associated with spares, equipment and tool damage and it achieved 100 per cent of its
weekly PM schedule. It also achieved a level of 97 per cent equipment availability in all
areas compared with a figure in the 1980s three years earlier. The company also made a
reduction in its labour force but no figures were given.
In terms of the obstacles encountered only two were mentioned: culture change and
the transfer of some of the maintenance tasks to production was one and the other
was that many employees considered TPM activities as additional work, some of them
felt that there was no time for TPM.
Case study D TPM
Company background implementation
The fourth company is again an automotive plant situated in the Midlands, employing
nearly 5,600 people, of whom about 600 are involved in manufacturing. Founded in
1922, it manufactures luxury saloons and sports cars. A commitment to TQM is to be
found in the company’s policy, where it is understood to be the fundamental basis for
guaranteeing sustained growth and maintaining and improving levels of quality, cost, 701
service and flexibility. The company successfully obtained certification to ISO 14001 in
1998 and to ISO 9001 in 2000. In 2002 the plant won the Institution of Mechanical
Engineers’ manufacturing excellence award.
Introduction of TPM
With fierce competition from different plants world-wide, the company has to ensure
not only that customer satisfaction is met in combined terms of quality, cost, delivery,
and product choice but also to increase plant utilisation and efficiency as a whole. Its
position was benchmarked against Japanese manufacturing competitors in order to
identify areas for improvement, such as production equipment’s availability,
performance, quality and safety.
The company wanted to improve their employees’ educational backgrounds so
different training programmes called “business improvement techniques” were
introduced to improve its staff development. As a consequence, an education and
training centre was opened in 2008 for associates on site, which was to act as the centre
for the plant’s education and training programmes, the first of which focused on
a management development programme.
The company attempted to implement TPM twice during the early 1990s. However,
both attempts were abandoned due to insufficient training on TPM know-how and lack
of involvement of employees. Despite its earlier experiences, the company later
successfully implemented TPM by changing some of its strategic plans. It started with
the five pillars of TPM (AM, planned maintenance, focused improvement, early
equipment management, and training), then quickly expanded to the eight pillars. The
company adopted Nakajima’s framework for TPM implementation to fit its situation.
Pilot areas were chosen to initiate the TPM implementation effort, the success of
which led to the programme being spread throughout the company. The continuous
training and development at all levels of the workforce reinforced the TPM message
and facilitated its successful implementation. Benchmarking revealed its strengths and
weaknesses and provided a sense of direction for the plan. TPM is now rooted in the
working practices of all its employees. It also improved the relationship between
production and maintenance employees. The maintainability of the equipment has
improved, as also has its availability and performance. The company also claimed that
it made a reduction in employees but no figures were given.
The following obstacles were identified in company D:
.
Many employees considered TPM activities as additional work, so felt that there
was no time to carry them out. They showed no openness or willingness to learn.
They could not see the benefits of TPM and could not see why they had to
change.
JMTM .
A general lack of trust by the maintenance department in the production
24,5 operators’ capability for performing basic AM tasks.
.
The approach to the facility’s maintenance prior to the implementation of TPM
was to “run to failure”. Changing the mind set of people at all levels within the
organisation was one of the biggest battles.
.
Initially the resource required to set up the TPM process was significant. It was
702 necessary to carry out such tasks as training, data base set up with all critical
assets identified, and the generation and implementation of schedules.
.
The implementation of TPM (i.e. the activities identified above and the initial
increase in spares related spend) required a significant financial commitment

from the company.
.
In order to carry out “invasive” TPM activities it is necessary to release the
facility; in some instances/areas this has proved difficult.
Discussion
The companies in which the case studies were conducted included three in the
automotive sector (B-D) and one in construction (A), however they all share similar
characteristics in terms of their competitiveness, operation environment, history and
experience. They have all attempted to implement TPM in their maintenance and
production departments in order to improve their efficiency and competence. They all
implemented TPM because they were exhibiting considerable business difficulties
(e.g. poor quality, high cost, low skills, high levels of breakdowns and accidents). Table II
summarises the problems faced by each and the need for implementing TPM.
There were some similarities and differences in the approaches adopted for
implementing TPM. These are shown in Table III.
All four companies share a similar strategy in applying Nakajima’s (1988) seven
steps of AM. Companies B and D employed the same framework of JIPM, although
neither attained the JIPM award. Company A achieved WCMA recognition by winning
the Bronze award. In the four case companies, the main objective behind achieving ISO
certification was to improve their market share and retain existing customers.
However, the interviewees in all four firms believed that accreditation also facilitated
documentation and standardisation of the procedures in place as well as understanding
processes and measuring process performance.
Company A B C D
Problems Poor quality and Poor quality and Equipment Poor quality levels;
high cost; high levels high cost unreliable; poor international
of accident and quality; PM competition
breakdowns schedules were
behind
The need To improve quality To improve quality, To improve quality To improve quality,
Table II. and safety; to reduce performance and and performance; performance and
The problems faced costs; to be more customer improve employees’ customer
by the companies competitive; to satisfaction; to skills satisfaction; to
and the need for improve the skills of reduce costs reduce cost
implementing TPM the workforce
Company A’s initiative for the TPM system came directly from senior management, TPM
while that for companies B-D came from management teams. In terms of training, implementation
Companies C and D never supported the idea of bringing in external consultants for
TPM training, often requiring large up-front investment and providing only temporary
solutions to their problems. Qualified and dedicated people within the company were
chosen to lead the training programmes. On the other hand, companies A and B
claimed that the use of competent and experienced external consultants significantly 703
contributed to their success.
McAdam and Duffner (1996) stated that the task of implementing TPM can be
overwhelming, as the practical aspects and procedures for using the programme to
maximise equipment effectiveness must be customised to the individual company.
Every organisation is different and TPM implementation should reflect this. This was
substantiated in the studies since each company developed its own plan, depending on
its particular needs and problems, the type of industry, its production systems and
equipment types.
With regard to the measures and results achieved, significant benefits were gained by
all the companies as a result of their strategic TPM implementation programmes. Table IV
lists the improvements realised. Note that a (U) denotes that the issue was mentioned by
the interviewee while a (X) shows that it was not. One such gain was improved
communication, especially between maintenance and production, and between
management and the workforce. The increased cooperation between maintenance and
production has led to a “smarter” work environment by increasing both employee morale
and job satisfaction.
All the case companies considered increased productivity and improved quality
issues as the main benefits to be derived from introducing TPM. Companies A and C
Company A B C D
Methodology Ten pillars WCM Eight pillars JIPM Seven pillars of Eight pillars
programme FTPM JIPM
Training External consultant Internal and external Internal training Internal
consultants training
Facilitators 5 6 5 No figure Table III.
given Differences in the methods
Audit External and internal Internal only Internal only Internal only of implementation
No. Benefits A B C D
1 Financial improvements U x U x
2 Reduction in its accidents and defect rates and enhanced safety U x U x
3 Increased productivity and better quality U U U U
4 Improvements in availability and performance within the plant U U U U
5 Reduced energy cost x U x x Table IV.
6 Good communication between management and workforce as a whole U U U U The benefits gained by
7 Increased employee morale and job satisfaction U x x U the four companies after
8 Obtaining commitment and involvement from affected personnel U x x x implementing TPM
JMTM saw the reductions in their accident and defect rates as important. Safety was
24,5 another area that saw big improvements especially in company A. The interviewee
indicated that the plant now was much safer and had a much improved safety record
after TPM implementation.
All the companies showed similar improvements in the overall availability and
performance of their equipment; companies C and D in particular achieved their set
704 targets of 97 per cent availability. Company B stated that it had achieved an
improvement in FTT with 97 per cent of its product requiring no rectification, company
C had managed to reduce its number of defective parts but no figures were given. The
main focus in company C is on regular audits that help to keep their quality records up to
date. Company A did not provide any data.
Based on the results of Table IV, it is clear that participation and involvement
of employees in the programme is still very low, so Companies B-D need to encourage
employees’ involvement and create a culture of innovation. Another important aspect
of employees’ involvement is skills acquisition. Without the right skill, it is impossible for
individuals to participate in the business and influence its direction. Similar findings were
reported by Arca and Prado (2007) during a case study conducted in Spain. The authors
judged the difficulty in implementing a TPM programme to be caused by the complexity of
obtaining commitment and involvement from the personnel most affected by the project.
A participative approach and a suitable methodology for implementation were introduced.
In terms of difficulties, Table V lists those encountered by the four case companies.
As can be seen, all the companies gave “culture change” as a problem. Different
methods however were used to overcome this. Re-structuring the production
department by introducing workgroups or cells was evident in all the cases. Companies
B and D in particular established a series of training courses on “culture change” for
managers, supervisors and line workers based on creating a new environment centred
on participation and empowerment. Company C did not manage the change process
effectively. It did not take into account employee readiness or satisfaction with the new
programme. Top management was unable to communicate their vision for change to
the employees so the majority of them did not understand the need for the change from
No. Difficulties A B C D
1 Many employees considered TPM activities as additional work U U U x

2 Insufficient understanding by the employees of the methodology and U x x x
philosophy
3 The educational background of the employees U U x x
4 Culture change U U U U
5 The release of heavily used equipment on which to perform pilot x U x U
studies
6 Finding enough time to perform TPM activities x U x U
7 The implementation of TPM required a significant financial x x x U
commitment from the company
8 Allow people who operate equipment to take responsibility of some of x x x U
the maintenance tasks
9 Progress was delayed due to the different reviews undertaken which U x x x
Table V. were both time consuming and labour intensive
The difficulties faced 10 Ensuring that an employee received training in the most recent U x x x
when implementing TPM information
the old system. The process of change too was not well managed with the aid of TPM
a formal methodology. The change scared the employees and left them confused. implementation
Company D implemented TPM 19 years ago, but was still suffering from the effect
of the culture that was in place. Pursuing change and transforming organisations is
hard work. The authors believe that many change initiatives fail because the cultures
are not suitable and companies do not anticipate the impact that the changes will have.
Increasing the success of TPM implementation demands leadership in resistance 705
management and it is important to map the factors in order to create a new context
which will break the hold of the forces of resistance (Raymond, 2002).
Companies A, B, and C argued that many employees consider TPM activities as

another improvement programme, which merely serves targets and strategies of the
company. The companies should raise employees’ responsibility and enthusiasm. This
can be achieved by training and meetings at which it is emphasised that everyone has
his/her share in the success of the company and that all the roles are important.
Similarly, company D thinks that taking on maintenance tasks would mean more
work with no extra resources for the department. The reason behind this was to ease the
workload of the maintenance employees so they could have time to deal with more complex
jobs in the plant. Also, by giving ownership and responsibility of equipment and processes
to the right employees, equipment breakdowns are reduced. Building operator ownership
is mostly a matter of removing barriers and providing correct training and tools to
encourage a supportive relationship that is technically informed.
The results of examining TPM implementation in different organisations
emphasises that long-term management commitment is essential to its success.
There will obviously be a certain amount of disruption during the programme (due to
training requirements, equipment evaluations, analysing data, various meetings, etc.),
and management must help smooth these over and provide a consistent direction.
Management should show support whenever possible, including spending time on the
shop floor to monitor progress (Wireman, 1991).
Another important point resulting from the case studies was that employee education
and training was paramount to implementing TPM. TPM practices should be
implemented through a process of well established learning, and not be used as a quick
fix solution to a problem. In addition, all employees should be trained in the fundamentals
of quality as defined by the company’s goals and objectives. They should also be given
updated training when new techniques are introduced. The success of TPM
implementation is highly dependent on training. Mistake-proofing and problem-solving
are two competences that are under focus in TPM and must be highlighted during the
training programme.
Companies A and B have implemented a TPM programme alongside other lean
initiatives to great benefit. Although company D has more experience in adopting the
programme, it had not gained as much in terms of efficiency of cost savings. Company
C has some way to go before it is at the same level as companies A and B.
Conclusions
TPM implementation has been addressed in this paper through case studies conducted in
four large and medium size UK manufacturing companies. The focus has been the
companies’ background, the effectiveness and difficulties encountered during TPM
implementation and the need for and the activities conducted when implementing TPM.
JMTM The implementation needs a high level of competency where people need to become
24,5 familiar and skilled with the concept, practice and terms of TPM. Training and education
programmes were found in all four case companies. All the companies had a very strong
focus on employees. Recognising people’s achievements in the programme, through awards
such as money and promotions, will increase their motivation to improve. Employees
were seen as the most important asset and treated accordingly; this was stressed extensively
706 by all the interviewees. The way employees were trained differs somewhat between
the case companies, but all the interviewed managers agreed that training was a very
important factor in their success. The findings indicate the urgent need for ensuring regular
training and education programmes on TPM to all the employees including management.
Important lessons drawn from the case studies were highlighted. Each individual
case report provides important insights into how TPM is being implemented in
practise. TPM implementation in all companies started with simpler initiatives such
as AM activities and then moved on to the more difficult ones such as planning and
PM activities. These initiatives can be pictured as a series of activities with the
implementation of a particular technique depending very much on the success of the
previous ones. Hence, it is clear that successful TPM programmes need management
commitment, a dedicated and committed workforce, a total focus on quality and
a willingness to change and to be flexible. Some similarities were observed between the
case companies with regard to their approaches towards building business excellence.
The difficulties fall into the following categories: cultural, management, implementation
and technical issues, all of which are correlated with each other. The finding indicates that
cultural change is the most important factor in implementing this application, which
means that successful TPM programmes need genuine top management support to
overcome any resistance to change which can come from both employees and middle
managers. The study found that the culture both positively and negatively impacted the
implementation of the programme in all cases. The negative impact of culture was
demonstrated when employees used the old cultural norms to solve problems. Instead of
adopting TPM practices and solving the root cause of a problem, elaborate procedures were
put into place to manage the problem. The positive impact that culture made on the
implementation was evident in the readiness of most of the employees to participate in
TPM activities and the willingness of employees to embrace the concept of teamwork. This
evidence provided proof of a culture that was open to trying new ideas. Many authors
recognised this issue and admitted that employee commitment has a big effect on adopting
change in an organisation (Al-Khalifa and Aspinwall, 2000; Amar and Mohd, 2002;
Walsh et al., 2002). The authors believe that the commitment from both employees and
managers to any change processes should be with a full understanding of the mission and
objectives of that change. The managers and employees in the four case companies did not
have a full understanding of the programme that the organisation adopted.
Additionally, the size of the workforce in some of the cases is much greater than
actually needed and this factor made some employees very worried about their future,
because they are more subjected to being laid off than others. Company B made a
reduction in workforce from 580 employees in 2006 to 352 in 2010, also companies
C and D made some reduction but no figures were given.
The overall result reflects difficulties from which the four case companies are
suffering. The research identified problems and issues that the decision makers might
face when implementing TPM or any other techniques within their companies.
The present research has identified the barriers and difficulties encountered during TPM
TPM implementation in four companies. Some similarities and differences were implementation
observed between the case companies with regard to their means towards building
business excellence. Currently, too much attention is focused on the technical aspects
and tools and techniques rather than on the ability to create a self-sustaining culture
where change is seen as the norm and where resistance to change is never an option.
The results from this work will be used as the basis for studying the ideal culture for 707
TPM in different environments and for helping to promote TPM activities in a certain
developing country.
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About the authors

Elaine Aspinwall is an honorary Senior Lecturer in Industrial Statistics and Quality
Control/Management at the School of Mechanical Engineering, University of Birmingham. She
headed a quality research group looking at various aspects including TQM, quality costs,
Taguchi experimentation, product design and multi criteria optimisation in reliability design.
Elaine Aspinwall is the corresponding author and can be contacted at: E.Aspinwall@bham.ac.uk
Maged Elgharib holds a degree in Mechanical Engineering and a Master’s degree in
Manufacturing Engineering from Coventry University. Currently, he is pursuing a three-year
doctorate degree in Manufacturing Engineering at the University of Birmingham. Prior to this,
he was working in the renewable energy sector in Libya as head of a technical group responsible
for the design and manufacture of several mechanical parts. He was also in charge of the
installation and monitoring of various thermal systems.
(The Appendix follows overleaf.)
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24,5
710
JMTM
Table AI.
implementation
Summary of the case
studies related to TPM
Sample No. of
Author and year of publication Study size respondents Methodology used
Appendix
Bamber et al. (2000), Ahuja and Kumar TPM implementation One – Case study – interviews
(2009), Ramnath and Bharath (2010), Lixia company
and Bo (2011), Ng et al. (2011)
Moradi et al. (2011) The effect of the implementing 5s on TPM One – Case study
company
Cooke (2000) Implementing TPM in plant maintenance Four – Case study
plants
Dal et al. (2000) OEE as a measure of operational One – Case study
improvement company
Ireland and Dale (2001) TPM implementation Three – Case study
companies
Konecny and Thun (2011) An empirical analysis of a conjoint 238 plants – Questionnaire
implementation of TQM and TPM on plant
performance
Alsyouf (2009) Maintenance practices 1,440 185 Cross-sectional survey
Graisa and Al-Habaibah (2010) Maintenance and production problems with Four Case study
regards to TPM implementation plants Questionnaire
Lazim and Ramayah (2010) Maintenance strategies in Malaysian 1,000 106 Cross-sectional survey
manufacturing companies
Friedli et al. (2010), Kedar et al. (2008) Analysis of the implementation of TPM, – – Cross-sectional survey,
TQM, Six Sigma and JIT comparative study
Rodrigues and Hatakeyama (2006) Analysis of the fall of TPM in companies – – Multiple visions approach
Mishra et al. (2008) A SWOT analysis of TPM frameworks – – comparative study of TPM
frameworks
Batumalay and Santhapparaj (2009) OEE through TPM practices in Malaysian 400 70 Questionnaire
industries
Seth and Tripathi (2005) Relationship between TQM and TPM 460 108 Questionnaire
implementation factors and business
performance in Indian context
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2. Nagaraj H. Kamath, Lewlyn L.R. Rodrigues. 2016. Simultaneous consideration of TQM and TPM
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TPM implementation in large and medium size organisations

organisations", Journal of Manufacturing Technology Management, Vol. 24 Issue: 5, pp.688-710, https://

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Revised 17 April 2012

comprised five stages as shown in Figure 1.

The method was proven to be effective and applicable.

Overall equipment effectiveness

Case study protocol

A Linings for walls and 250 2002 ISO 14001 in 2009,

procedures or equipment design.

Engineers’ manufacturing excellence award.

increase in spares related spend) required a significant financial commitment

1 Many employees considered TPM activities as additional work U U U x

Companies A, B, and C argued that many employees consider TPM activities as

strategy”, Journal of Manufacturing Technology Management, Vol. 22 No. 4, pp. 541-558.

from a case implementation”, Journal of Quality in Maintenance Engineering, Vol. 11 No. 1,

About the authors

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Production Management 35:12, 1594-1621. [Abstract] [Full Text] [PDF]

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