International Journal of Mechanical Engineering and Technology (IJMET)

Volume 8, Issue 12, December 2017, pp. 295–306, Article ID: IJMET_08_12_029
Available online at http://www.iaeme.com/IJMET/issues.asp?JType=IJMET&VType=8&IType=12
ISSN Print: 0976-6340 and ISSN Online: 0976-6359

© IAEME Publication Scopus Indexed

IMPLEMENTATION OF TOTAL PRODUCTIVE

MAINTENANCE LEAN TOOL TO REDUCE
LEAD TIME- A CASE STUDY
V. Ramakrishnan
Research Scholar, Department of Mechanical Engineering,
Dr. M G R Educational and Research Institute, Chennai, Tamilnadu, India

S. Nallusamy
Professor, Department of Mechanical Engineering,
Dr. M G R Educational and Research Institute, Chennai, Tamilnadu, India

ABSTRACT
In recent scenario, due to technological development and globalization the
manufacturing industries have become more competitive in nature which made all the
manufacturers to improve their productivity to meet their customer demand. The
manufacturers invest more on machines for high productivity but when these machines
get repaired it leads to maximize the lead time and breakdown rate and hence the
manufacturers had to meet a huge loss in their productivity. The aim of this study is to
implement total productive maintenance lean technique to reduce the overall lead time
and break down hours in a manufacturing industry with the objective of reducing
thirty percentages of the breakdown hours in the foundry. The breakdown problem
was identified in the industry and it shows that the major contributor to the breakdown
hours is at the level of casting manufacturing in foundry. After proper analysis
solution has been suggested for reducing the overall lead time and break down hours.
From the results it was found that, about twenty percentages of reduction in the
breakdown hours was achieved in the industry after implementation of lean tool.
Key words: Lead Time, Breakdown, TPM, Maintenance, Standardization.
Cite this Article: V. Ramakrishnan and S. Nallusamy, Implementation of Total
Productive Maintenance Lean Tool to Reduce Lead Time - A Case Study,
International Journal of Mechanical Engineering and Technology 8(12), 2017, pp.
295–306.
http://www.iaeme.com/IJMET/issues.asp?JType=IJMET&VType=8&IType=12

1. INTRODUCTION
Lean manufacturing is a process that aims at consistent elimination of waste through
continuous improvement and strives for perfection. Lean manufacturing uses set of tools and
methodologies to eliminate all the waste that occurs in industries. The ultimate aim of lean
manufacturing is to reduce the production cost, increased efficiency and shorter the

http://www.iaeme.com/IJMET/index.asp 295 editor@iaeme.com

 V. Ramakrishnan and S. Nallusamy

production lead time. Lean manufacturing has been used in many of the manufacturing
industries and also in automobile industries and their suppliers. According to the dictionary
the word ‘Lean’ refers to strong and efficient and it also refers to thin and fit so this indicates
that the lean manufacturing only gives facilities to get only required resources for an
organization to be strong, efficient, thin and fit. To make this lean manufacturing has a core
paradigm that is elimination of waste. As stated by lean manufacturing paradigm Toyota
production system identified seven types of waste but due to some practitioners it has been
modified and expanded that includes transportation, inventory, motion, waiting,
overproduction, over processing, defects and knowledge disconnection. There are some tools
and methodologies that can help an organisation for lean transformation such as standard
work, visual management, value stream mapping, 5S, preventive maintenance, total
productive maintenance, changeover, batch size reduction, kanab and quality at source [1-5].
From the tools and methodology given by the lean manufacturing the study was carried
out using total productive maintenance (TPM) and proactive approach. Looking at the
revolution there are three types of revolution that took place the agrarian revolution, industrial
revolution and the ongoing information technology revolution. After the industrial revolution
due to the competition among the manufacturers in nature the manufacturing organisation
started to equip complex machines to manufacture products. This made to employ
maintenance engineers in a manufacturing organisation to execute maintenance activity to
restore the working of machines that failed to work. This kind of maintenance strategy which
means allowing the machine to work till its failure and repairing is called break down
maintenance. After this the engineers and the management began to develop a new
maintenance approach that needs to eliminate the breakdown failures, so they came with the
preventive maintenance and predictive maintenance as a proactive approach to reduce the
breakdown of machines. In this progress came the origination of total productive
maintenance. TPM is a plant improvement methodology which enables continuous and rapid
improvement of the manufacturing process through use of employee involvement, employee
empowerment and closed-loop measurement of results and is incorporated with preventive
maintenance concept. On one side TPM was expanded for maintenance activities and on other
side it was extended to other strategies such as TPM in lean manufacturing.

2. LITERATURE SURVEY
The main scope of lean manufacturing is to eliminate waste and reduce the cycle time to
increase the profit and competitiveness by increasing the production and decreasing the cost
of product [6-9]. The contribution of TPM in a manufacturing industry leads to performance
improvement of the organisation to meet the global challenges. A detailed literature review
and directions for TPM was carried out and indicates the framework, implementation
practices, barriers and critical success factors of TPM which contributes the improvement of
manufacturing performance [10-13]. From the review it was concluded that a TPM initiative
has become a management paradigm and it can focus on all problems related to maintenance
activity with view to optimize equipment performance. A case study was carried out in a
manufacturing industry through TPM which deals about the evaluation and contribution of
TPM to the manufacturing industry by improving its performance. The major losses that took
place in the industry and the bottlenecks of the processes were found and the results show that
there was a significant effect after the implementation of TPM initiatives [14-17]. The TPM
implementation in manufacturing organisation in an Indian manufacturing industry has been
studied. From the results it was found that, the TPM proactive maintenance approach has a
significant effect in the efficiency and effectiveness of the organisation [18-21].

http://www.iaeme.com/IJMET/index.asp 296 editor@iaeme.com

 Implementation of Total Productive Maintenance Lean Tool to Reduce Lead Time - A Case Study

Value stream mapping (VSM) is used to identify the problem and future stage VSM is
used to eliminate the non-value added activities and necessary non-value added activities to
improve the overall production rate then make the standard operating procedures in
production line by improving method study to reduce the overall lead time [22-25]. This lean
tool is used to minimize the bottleneck in the production system for making continuous
process flow. Continuous process improvement is another primary principle of lean
manufacturing system [26-29]. Kaizen is also a lean tool which is a methodical approach to
gradual, orderly and continuous process improvement method [30-32]. Wastes are in the form
of scrap, defects, raw materials, unwanted items and old broken tools. The most important
principle of waste eradication is the standardization of work actions with proper work stations
[33-36]. A research study on implementation on total productive maintenance on foundry line
was carried out and it has given a modern technique for maintenance which is connected with
TPM. From the results it was observed that TPM system is used as tool enabling the
maintenance activities hence achieving reduction of operational cost and increase of
productivity [37-39]. Based on the above literature a study was carried out in a manufacturing
industry located at Chennai to identify the bottlenecks and to reduce the total breakdown
hours by executing the TPM.

3. METHODOLOGY
The TPM proactive approach implementation was carried out with the set of methodology
which is shown in figure 1. It starts with the existing study of the manufacturing system in the
selected industry and to identify the problem. The objective of the study has been defined and
the existing data collection has been made for about six months. Then the breakdown analysis
was carried out to find out the bottleneck areas and the necessary preventive maintenance
actions have been recommended. The corrective maintenance was carried out to implement
the necessary predictive maintenance. The results were validated and the effectiveness of
TPM has been found.

Figure 1 Methodology Flow Chart

http://www.iaeme.com/IJMET/index.asp 297 editor@iaeme.com

 V. Ramakrishnan and S. Nallusamy

4. DATA COLLECTION AND ANALYSIS

Maintenance is nothing but a non-value added activity in functions of business organisation
and in manufacturing industry. After the industrial revolution the manufacturing industry has
faced a challenging environment in the maintenance of the equipment after the twentieth
century, Indian manufacturing industry alone could not escape from the technological
development and globalization. This study was carried out in a manufacturing industry who is
the supplier of automobile parts. During the study it was found that that the breakdown hours
were high when compared to the target set by the industry. The objective of this study is to
implement the TPM proactive approach of preventive maintenance, corrective maintenance
and predictive maintenance with pillars of TPM such as autonomous maintenance and
planned maintenance. The problem was identified in the industry and the necessary activities
for the entire study has been planned and explained.
The existing manufacturing system of the industry was studied and data was collected
related to the research. The data was collected from February 2017 to November 2017. The
sand plant consists of one maintenance head, one facilitator, three technicians and six labors.
The team formation was done with the above members. Some of presentation on TPM and
proactive approach to the head, facilitator and the technicians has been included in this
section. The data collected for nine months from February 2017 to April 2017 and May 2017
to July 2017 are shown in Table 1 and Table 2 respectively. In Table 1 the data shows that the
average hours per month is 93 hours per month. In Table 2 the data reveals that the average
hours per month of 92 hours per month for next three months. The target for breakdown hours
per month in the industry is only 8 hours per month but the current status of the breakdown
hours in the industry was from 93 to 92 average hours per month.

Table 1 Breakdown Data Collection during February to April 2017

Average
Breakdown Feb’17 Mar’17 Apr’17
hours/ month
Mechanical 55 75 60 63
Electrical 25 40 24 30
Total Hrs 80 115 84 93

Table 2 Breakdown Data Collection during May to July 2017

Average
Breakdown May’17 June’17 July’17
hours/ month
Mechanical 75 60 58 64
Electrical 32 25 28 28
Total Hrs 107 85 86 92

4.1. Breakdown Analysis

The break down analysis was carried out to find the root cause for the breakdown. Generally,
the breakdowns are classified into mechanical breakdown and electrical breakdown. The
breakdown analysis was done through brainstorming with the help of maintenance head and
the facilitator of each department. Result of the analysis showed that, the major breakdown
took place in the foundry of the manufacturing industry and the analysis also showed that one
of the major contributors for the breakdown in foundry is sand plant and hence the study aims
to reduce the breakdown hours in the sand plant. The methodology followed for breakdown
analysis is shown in the following figure 2 and the list of breakdowns with appropriate time
taken is shown in Table 3. The root cause of the relative breakdown was found with the help

http://www.iaeme.com/IJMET/index.asp 298 editor@iaeme.com

 Implementation of Total Productive Maintenance Lean Tool to Reduce Lead Time - A Case Study

of Pareto diagram and the figure 3 shows the major contributor in the sand plant. From the
chart it was found that, the major contributors for the break downs are bucket elevator, mixer
wheel and sensor failure. The main causes for the major breakdown and the reasons for the
same were also found and given in the Table 4.

Figure 2 Methodology-Breakdown Analysis

Table 3 Breakdown Time

Sl. No Breakdowns Time (Minutes)
1 Bucket Elevator 725
2 Mixer Wheel 1070
3 Cleaning 75
4 Underground Sand Spillage Cleaning 115
5 Belt Contractor Failure 75
6 Sensor Failure 150
7 Low Water Level 60
8 Belt Distribution 70
Total Time 2340

Figure 3 Pareto Diagram for Breakdown Analysis

http://www.iaeme.com/IJMET/index.asp 299 editor@iaeme.com

 V. Ramakrishnan and S. Nallusamy

Table 4 Route Cause and Reasons for Breakdown

Breakdowns Route Cause Reasons for Breakdown
Misalignment of the belt due to overload
Bucket elevator Drum wear out
of return and prepared sand
Mixer wheel Bearing failure Sand and dust accumulation
Sensor Frequent damage Due to bearing failure

5. ACTIONS RECOMMENDED
After finding the root cause of the breakdown related to the major contributor, the
recommended actions have been given. The given recommended action are based upon the
TPM proactive approach such as preventive maintenance, corrective maintenance and
predictive maintenance according to the pillars of total productive maintenance such as
autonomous and planned maintenance. Also aims at implementing the pillars of total
production maintenance of autonomous maintenance and planned maintenance. The
recommended actions given through the steps are corrective maintenance action, preventive
maintenance action and predictive maintenance action. The breakdown canalization report is
given in Table 5 with the corrective maintenance actions.

Table 5 Breakdown Report

Machine Breakdown Root cause Corrective maintenance action
Belt alignment to be monitored
Sand plant Bucket elevator Drum wear out
regularly
Sand plant Mixer wheel Bearing failure Time based maintenance plan
Change of control voltage and supply
Mould track Sensor Frequent damage
voltage board

5.1. Preventive Maintenance Action

The preventive maintenance action check sheet has been prepared with the help of
maintenance engineer and the facilitator head. This preventive maintenance check will be
done by the operators in daily and weekly basis. The preventive maintenance check sheets for
daily and weekly basis are shown in Table 6 and Table 7 respectively. A preventive
maintenance suggestion has been given based on the checklist. The suggestions for bucket
elevator are plumber block designs changing for encloser tube and extra oil seal fixing and
bearing should be changed in every nine months. The suggestions for mixer wheel are oil seal
and bearing cup design change and bearing should be changed every year.

Table 6 Daily Check Sheet

Daily basis check list Date
Check for belt alignment
Check for belt condition
Sensor work condition
Check for sand leakage in bearing
Check bearing temperature

Table 7 Weekly Check Sheet

Weekly basis check list 1st week 2nd week 3rd week 4th week
Check bearing temperature
Oil level checking
Belt alignment checking
Bearing temperature

http://www.iaeme.com/IJMET/index.asp 300 editor@iaeme.com

 Implementation of Total Productive Maintenance Lean Tool to Reduce Lead Time - A Case Study

5.2. Predictive Maintenance Action

The predictive maintenance check list was prepared and is given in the Table 8. This
maintenance check will be carried out by the facilitator head in the sand plant.

Table 8 Monthly Check Sheet

Monthly basis Check List June July August
Bearing lubrication
Bearing temperature
Belt alignment to check if needed change the belt
Oil seal wear out
Bearing vibration and noise
Muller bearing cup check if needed change the cup
Noise checking
Gear box temperature
Sensor rod distance
Oil level
Cleaning dust and sand
Check sand spillage in the bearing

5.3. Standardization
The maintenance activities that are suggested must be standardized and the activities should
be carried out regularly that leads to reduction of breakdown hours in the foundry. Kaizen tool
will be implemented in the foundry for improving the process continuously.

6. RESULTS AND DISCUSSION

The result in total loss of hours is compared with before and after the implementation of total
productive maintenance from February to November 2017 is given in Table 9. The result of
total loss in hours before and after implementation of TPM is shown in figure 4.

Table 9 Results of Total Loss in Hours before and after Implementation of TPM
Before Implementation of TPM After Implementation of TPM
Month Total Loss (hours) Month Total Loss (hours)
February 80 August 85
March 115 September 80
April 84 October 75
May 107 November 72
June 85
July 86

Similarly, the total reduction of breakdown time was calculated in the sand plant before
and after implementation of TPM and the results is tabulated in Table 10. The comparative
chart of breakdown time reduction is shown in figure 5. From the figure it was found that,
maximum break down was occurred in mixture wheel about 1080 minutes which was reduced
to 505 minutes and also bucket elevator has taken 720 minutes before implementation of TPM
which was reduced to 385 minutes after implementation.

http://www.iaeme.com/IJMET/index.asp 301 editor@iaeme.com

 V. Ramakrishnan and S. Nallusamy

Figure 4 Comparison of Total Loss in Hours

Table 10 Results of Breakdown Time before and after Implementation of TPM

Before After
Sl.
Breakdown Implementation Implementation
No.
Time (minutes) Time (minutes)
1 Bucket Elevator 725 380
2 Mixer Wheel 1070 495
3 Cleaning 75 55
4 Underground Sand Spillage Cleaning 115 45
5 Belt Contractor Failure 75 60
6 Sensor Failure 150 60
7 Low Water Level 60 39
8 Belt Distribution 70 60
Total Time (minutes) 2340 1194
Total Time (hours) 39 19.9

Figure 5 Comparison Chart for Breakdown Analysis

http://www.iaeme.com/IJMET/index.asp 302 editor@iaeme.com

 Implementation of Total Productive Maintenance Lean Tool to Reduce Lead Time - A Case Study

Figure 6 Comparison of Total Reduction of Breakdown hours

The figure 6 shows the reduction of total hours before and after implementation of TPM
in sand plant. From the results it was found that there is a total reduction of 19.1 hours in the
breakdown hours after implementation of TPM. The effectiveness of TPM implementation in
sand plant is development of autonomous maintenance, development of planned maintenance,
reduction of breakdown hours in foundry, a culture of operator’s involvement in maintenance
activities and improving operator’s morale and work place culture.

7. CONCLUSIONS
In this case study an attempt was made to implement the lean tool of TPM to reduce the
overall breakdown hours in a manufacturing industry. From the analysis and results the
following conclusions were made.
 Kaizen sheet was introduced to reduce the maintenance rate in turn to reduce the overall lead
time.
 The total breakdown is reduced to 19.1 hours of the total breakdown hours that took place in
the industry.
 As a preventive measure, suggestions were given to the industry to develop auto lubrication to
the bearing and to develop a plate near sand filters which prevents the sand and dust to settle
near the bearing.
 The research also shows that TPM proactive approach has a significant effect in improving the
work culture of employees in the manufacturing industry.

REFERENCES
[1] Nikunj S Patel and Chetan U Patel. Study and implementation of lean manufacturing tool-
5S. Journal of Technical Research Organization India, 1(4), 2015, pp. 54-59.
[2] Nallusamy, S and Adil Ahamed, M.A. Implementation of lean tools in an automotive
industry for productivity enhancement-A case study. International Journal of Engineering
Research in Africa, 29, 2017, pp. 175-185.
[3] Anna Dorota Rymaszewska. The challenges of lean manufacturing implementation in
SMEs. Benchmarking: An International Journal, 21(6), 2014, pp. 987-1002.
[4] Nallusamy, S. Frequency analysis of lean manufacturing system by different critical issues
in Indian automotive industries. International Journal of Engineering Research in Africa,
23, 2016, pp. 181-187.

http://www.iaeme.com/IJMET/index.asp 303 editor@iaeme.com

 V. Ramakrishnan and S. Nallusamy

[5] Ajay Johnson, Syamjith Prasad and Ashok Kumar Sharma. Manufacturing lead time
reduction in a scaffold making industry using lean manufacturing techniques-A case
study. International Journal of Mechanical Engineering and Technology, 8(2), 2017, pp.
137–148.
[6] Nallusamy, S. and Saravanan, V. Lean tools execution in a small scale manufacturing
industry for productivity improvement- A case study. Indian Journal of Science and
Technology, 9(35), 2016, pp. 01-07.
[7] Melesse Workneh Wakjira and Ajit pal Singh. Total productive maintenance: A case
study in manufacturing industry. Global Journal of Researches in Engineering, 12(1),
2012, pp. 24-32.
[8] Nallusamy, S. and Gautam Majumdar. Enhancement of overall equipment effectiveness
using total productive maintenance in a manufacturing industry. International Journal of
Performability Engineering, 13(2), 2017, pp. 01-16.
[9] Ahuja, I.P.S. and Khamba, J.S. Total productive maintenance implementation in a
manufacturing organisation. International Journal of Productivity and Quality
Management, 3(3), 2008, pp. 360-381.
[10] Nallusamy, S. A proposed model for sustaining quality assurance using TQM practices in
small and medium scale industries. International Journal of Engineering Research in
Africa, 22, 2016, pp. 184-190.
[11] Shahryar, S. and Tan Ai Fen. Applicability of manufacturing lean tools in service
operations. International Journal of Mechanical Engineering and Technology, 8(7), 2017,
pp. 53-60.
[12] Nallusamy, S. Overall performance improvement of a small scale venture using critical
key performance indicators, International Journal of Engineering Research in Africa, 27,
2016, pp. 158-166.
[13] Kukla, S. Total productive maintenance on example of automated foundry lines. Archives
of Foundry Engineering, 9(3), 2009, pp. 71-74.
[14] Nallusamy, S., Balakannan, K., Chakraborty, P.S. and Gautam Majumdar. Reliability
analysis of passenger transport vehicles in public sector undertaking. International
Journal of Applied Engineering Research, 10(68), 2015, pp. 843-850.
[15] Suganthini Rekha, R., Periyasamy, P. and Nallusamy, S. Lean tools implementation for
lead time reduction in CNC shop floor of an automotive component manufacturing
industry. Indian Journal of Science and Technology, 9(45), 2016, pp. 01-06.
[16] Nallusamy, S., Balaji, R. and Sundar, S. Proposed model for inventory review policy
through ABC analysis in an automotive manufacturing industry. International Journal of
Engineering Res.in Africa, 29, 2017, pp. 165-174.
[17] Balakannan, K., Nallusamy, S., Chakraborty, P.S. and Gautam Majumdar. Performance
evaluation of supply chain and logistics management system for efficiency enhancement
of automotive industries in India. Indian Journal of Science and Technology, 9(35), 2016,
pp. 01-09.
[18] Nallusamy, S., Suganthini Rekha, R., Balakannan, K., Chakraborty, P.S. and Gautam
Majumdar. A proposed agile based supply chain model for poultry based products in
India. International Journal of Poultry Science, 14(1), 2015, pp. 57-62.
[19] I.P.S. Ahuja and J.S. Khamba. Total productive maintenance: Literature review and
directions. International Journal of Quality & Reliability Management, 25(7), 2008, pp.
709-756.

http://www.iaeme.com/IJMET/index.asp 304 editor@iaeme.com

Implementation of Total Productive Maintenance Lean Tool to Reduce Lead Time - A Case Study

[20] Nallusamy, S. Enhancement of productivity and efficiency of CNC machines in a small

scale industry using total productive maintenance. International Journal of Engineering
Research in Africa, 25, 2016, pp. 119-126.
[21] Balakannan, K., Nallusamy, S., Chakraborty, P.S. and Gautam Majumdar. Selection and
evaluation of supplier by decision model of hybrid data envelopment analysis.
International Journal of Applied Engineering Research, 10(62), 2015, pp.123-127.
[22] Nallusamy, S., Ganesan, M., Balakannan, K. and Shankar, C. Environmental sustainability
evaluation for an automobile manufacturing industry using multi-grade fuzzy approach.
International Journal of Engineering Research in Africa, 19, 2015, pp.123-129.
[23] Arvind Kumar Shrimali and Soni, V.K. Barriers to lean implementation in small and
medium-sized Indian enterprises. International Journal of Mechanical Engineering and
Technology, 8(6), 2017, pp. 01-09.
[24] Nallusamy, S. and Saravanan. Enhancement of overall output in a small scale industry
through VSM, line balancing and work standardization. International Journal of
Engineering Research in Africa, 26, 2016, pp. 176-183.
[25] Cambridge, Rahani and Muhammad. Production flow analysis through value stream
mapping: A manufacturing process case study. International Symposium on Robotics and
Intelligent Sensors, 2012, pp. 1727- 1734.
[26] Nallusamy, S. Lean manufacturing implementation in a gear shaft manufacturing
company using value stream mapping. International Journal of Engineering Research in
Africa, 21, 2015, pp. 231-237.
[27] Oberhausen, C. and Plapper, P. Value stream management in the lean manufacturing
laboratory. Procedia CIRP, 32, 2015, pp. 144-149.
[28] Nallusamy, S. Productivity enhancement in a small scale manufacturing unit through
proposed line balancing and cellular layout. International Journal of Performability
Engineering, 12(6), 2016, pp. 523-534.
[29] Rohac, T. and Januska, M. Value stream mapping demonstration on real case study.
Procedia Engineering, 100, 2015, pp. 520-529.
[30] Nallusamy, S. Efficiency enhancement in CNC industry using value stream mapping,
work standardization and line balancing. International Journal of Performability
Engineering, 12(5), 2016, pp.413-422.
[31] Ratheesh. Standardization of work in a manufacturing industry. International Research
Journal of Engineering and Technology, 2(8), 2015, pp. 2395-2412.
[32] Nallusamy, S. A proposed model for lead time reduction during maintenance of public
passenger transport vehicles. International Journal of Engineering Research in Africa, 23,
2016, pp. 174-180.
[33] Suganthini Rekha, R., Periyasamy, P. and Nallusamy, S. An optimized model for
reduction of cycle time using value stream mapping in a small scale industry,
International Journal of Engineering Research in Africa, 27, 2016, pp. 179-189.
[34] Nallusamy, S., Satheesh, S., Chakraborty, P.S. and Balakannan, K. A review on supplier
selection problem in regular area of application. International Journal of Applied
Engineering Research, 10(62), 2015, pp. 128-132.
[35] Gnanavelbabu, A., Arunagiri, P., Bharathiraja, G., Jayakumar, V. and Velmurugan, V.
Reduction of operator’s loading and unloading time using lean systems for productivity
improvement. International Journal of Mechanical Engineering and Technology, 8(10),
2017, pp. 207-216.

http://www.iaeme.com/IJMET/index.asp 305 editor@iaeme.com

 V. Ramakrishnan and S. Nallusamy

[36] Nallusamy, S., Dinagaraj, Balakannan and Satheesh, S. Sustainable green lean
manufacturing practices in small scale industries-A case study. International Journal of
Applied Engineering Research, 10(62), 2015, pp. 143- 146.
[37] Kumar, P. and Gandhi. Green manufacturing in foundry. International Journal of
Engineering Research and Technology, 2(1), 2013, pp. 1203-1207.
[38] Nallusamy, S. Characterization of epoxy composites with TiO2 additives and E-glass
fibers as reinforcement agent. Journal of Nano Research, 40, 2016, pp. 99-104.
[39] Nallusamy, S., Muhammad Umarmukdhar, A.M. and Suganthini Rekha, R. A proposed
supply chain model for productivity enhancement in medium scale foundry industries.
International Journal of Engineering Research in Africa, 20, 2015, pp. 248-258.
[40] Vasantharayalu and Dr. Surajit Pal, An Empirical St udy of Total Quality Management
(TQM) Practices on Operational Performance of Indian Manufacturing and Service Firms.
International Journal of Management, 7(6), 2016, pp. 192–202.
[41] B. Al Mannai, S. Suliman and Y. Al Alawai, TQM Implementation Effect on Bahrain
Industrial Performance, International Journal of Industrial Engineering Research and
Development, 7(2), 2016, pp. 75–81.
[42] B. Al Mannai, S.M.A. Suliman and Y. Al Alawai, An Investigation into the Effects of the
Application of TQM, TPM and JIT on Performance of Industry in Bahrain, International
Journal of Industrial Engineering Research and Development , 8(1), 2017, pp. 09–19.
[43] P. Abhiram and SS. Asadi and A.V.S. Prasad, Implementation of Lean Methodology in
Indian Construction. International Journal of Civil Engineering and Technology , 7(6),
2016, pp. 641–649

http://www.iaeme.com/IJMET/index.asp 306 editor@iaeme.com