International Journal of Productivity and Performance Management

Success of TPM concept in a manufacturing unit- a case study

Jagdeep Singh, Harwinder Singh, Vinayak Sharma,
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Jagdeep Singh, Harwinder Singh, Vinayak Sharma, "Success of TPM concept in a manufacturing unit- a case study",
International Journal of Productivity and Performance Management , https://doi.org/10.1108/IJPPM-01-2017-0003
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 Success of the TPM Concept in a Manufacturing Unit- A case study

1.0 Introduction
Manufacturers have realized the need to continuously improve their operations to
compete successfully. In an effort to increase organizational capabilities, companies
have made investments in programs such as Just-in-Time and Total Quality
Management. However, benefits from these programmes have often been limited
because of unreliable or inflexible equipment (Garwood, 1990). Therefore, many
companies, including Procter and Gamble, Dupont, Ford and Eastman Chemical, have
looked toward Total Productive Maintenance to augment their JIT and TQM
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programmes in a drive for continual improvement. TPM addresses equipment

maintenance through a comprehensive productive-maintenance delivery system
covering the entire life of the equipment and involving all employees from production
and maintenance personnel to top management (Tajiri and Gotoh, 1992). Total
productive maintenance (TPM), a resource-emphasized approach moves the paradigm
of maintenance by putting emphasis on total employee involvement in the maintenance
activities. Operators and all employees should be actively involved in a maintenance
programme that enables disruptions, breakdowns, stoppages, failures and so forth to be
avoided in order to improve manufacturing performance. Therefore, in the highly
competitive manufacturing industries, the ability and reliability of equipment that is
well-maintained is very important in order to achieve desired manufacturing
performance namely cost reduction, high quality products, on-time delivery, and
flexibility (Seth and Tripathi, 2005). Total Productive Maintenance is the combination
of three words:
• Total implies a comprehensive look at all activities that relate to the
maintenance of equipment and the impact each has upon availability.
• Productive relates to the end goal of the effort i.e. efficient production not
merely efficient maintenance as is often mistakenly assumed.
• Maintenance signifies the directional thrust of the programme in ensuring
reliable processes and maintaining production.
The main idea behind the maintenance is to make the parts and machine ready to do
what are required within the time and sizes allocated and do it with fewer amounts of
resources. To control the budget in organizations, downsizing is mostly adopted which
reduces the availability of personnel for unscheduled work. Furthermore next to the
 energy costs, maintenance costs can be the largest part of any operational budget. So
timely maintenance actions are required which will minimize the incidence of such
failures, and increases the reliability of machines and equipments through the effective
management of maintenance function (Sharma et al., 2006). The manufacturing industry
has experienced an unprecedented degree of change in the last three decades, involving
drastic changes in management approaches, product and process technologies, customer
expectations, supplier attitudes as well as competitive behaviour. In today’s highly
dynamic and rapidly changing environment, the global competition among
organizations has led to higher demands on manufacturing organizations. The global
marketplace has witnessed an increased pressure from customers and competitors in
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manufacturing as well as the service sector (Ahuja and Khamba, 2008). Manufacturers
have to offer a great variety of products in the least amount of time at a high quality
level for an acceptable price. Beside these aspects some authors stress the importance of
flexibility (Upton, 1994). As a result, manufacturing organizations are deploying such
strategies. This study attempts to access the performance of TPM pillars namely mobile
maintenance in a manufacturing unit of Northern India and results are highly
encouraging.

2. Pillars of TPM and Overall Equipment Effectiveness

TPM basically works required for Autonomous Maintenance participation where
operators participate in the restoring of 8 (eight) major pillars, each being set to achieve
a “zero” target. Many companies struggle to implement TPM due to insufficient
knowledge and skills especially in understanding the linkages between the 8 Pillar-
Activities in TPM. A typical TPM implementation requires company-wide participation
and full results can only be seen after 1 year. The main reason for this long duration is
due to the basic involvement and training in the equipment to its original capability and
condition and then improving the equipment. The 8 Pillars of the TPM methodology are
shown in Figure 1. and explained with their key activities in Table 1. below (Jain et al.,
2012)
 Figure 1. TPM Methodology/ Strategy
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Table 1. TPM pillars - key activities

TPM Pillars Key Activities

Autonomous
It means "Maintaining one's equipment by oneself". There
Maintenance
are 7 activities of Jishu Hozen.
(Jishu Hozen)
Focussed Improvement
Continuously even small steps of improvement.
(Kobetsu Kaizen)
Planned Maintenance/ It focuses on Increasing Availability of Equipments &
Mobile Maintenance reducing Breakdown of Machines.
Quality Maintenance is establishment of machine conditions
Quality Maintenance
that will not allow the occurrence of defects & control of
(Hinshitsu Hozen)
such conditions is required to sustain Zero Defect.
Formation of Autonomous workers who have skill &
Education & Training
technique for autonomous maintenance.

To establish the system to launch the production of new

Initial Control
product & new equipment in a minimum run up time.
The main role of SHE (Safety, Hygiene & Environment) is
Safety, Hygiene &
to create Safe & healthy work place where accidents do not
Environment
occur, uncover & improve hazardous areas & do activities
Office TPM To make an efficient working office that eliminates losses.

The goal of TPM is to maximize equipment effectiveness and the OEE is used as a
measure. OEE measurement is an effective way of analyzing the efficiency of a single
machine or an integrated manufacturing system and it is a function of availability,
performance rate and quality rate. Measurement (Tsarouhas, 2012) is an important
requirement of continuous improvement processes. It is necessary to establish
appropriate metrics for measurement purposes. From a generic perspective, TPM can be
 defined in terms of Overall Equipment Effectiveness (OEE) which in turn can be
considered a combination of the operation maintenance, equipment management and
available resources.

Overall equipment effectiveness (O.E.E) = Availability * Performance rate * Quality

rate
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Figure 2. Components of OEE

3. Introduction to the Industry, Selection Criteria of the Industry and Mobile

Maintenance
ABC Company is a medium scale industry situated in Ludhiana. They have been
dealing with manufacturing all types of hand tools, agricultural tools, construction tools,
automotive tools and plumbing tools etc. for last 25 years. They have many reputed
clients all over the world as well as in India too. Mahindra and Mahindra are their major
clients inside the country. The technology they have adopted in manufacturing is a
mixture of Indian and Taiwanese technology. Their hand tools are generally categorized
as Spanners, Plumbing tools, Pliers, Automotive tools, Carpentry tools, Masonry Tools,
Hack Saws, Vices, String tools, Lubricating Tools, Punches, Allen Keys, Screw
Drivers, Socket Spanners, Impact Drivers, Bolt Cutters, Leather Tool Aprons and Non
Sparkling Tools. ABC Company has forged hammers of different capacity mainly of
0.5 Ton, 0.75 Ton, 1 Ton and 1.25 Ton, trimming machines of 75 Ton and 100 Ton
respectively, punching machines of 30 Ton and 10 Ton respectively. These are the key
machines for their production. The breakdown frequency in the forging shop is quite
 high due to maintenance-related problems (in the form of electrical and mechanical).
The industrial unit selected for conduction of case study have been selected on the
following basis:
• The unit to be representative of the manufacturing industry i.e. most of the
operations and process are prevalent in that unit.
• The unit is forthcoming and cooperative for conducting case study.
• Convenience sampling technique has been used
• Small incremental improvements are easily accessible in the industry.
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The concept of mobile maintenance can be implemented in manufacturing industry by

creating a team of a few maintenance personnel including at least one technician, one
fitter, one electrician and one operator. They will be given a trolley or basket in which
they carry major tools, nuts and bolts of frequently used size, screws, spanners, pliers,
brushes, oils, grease, safety clothes and other significant tools. This team will move
with their trolley to the machines and do the cleaning operations, oiling and greasing
operation, tighten the nuts and bolts if required or replace them with new ones if they
will potentially create any problems in machine function, the checking of critical parts,
visually inspecting the whole machine on a regular basis. Mobile maintenance is very
significant in industry as it is less challenging for the team to do this type of
maintenance due to smaller floor area in comparison to large industries. If mobile
maintenance can be done regularly then it is sufficient in many cases to maintain the
machine to work with higher efficiency in small and medium scale industry. The second
part of this concept is to give proper training to operators of machines. Nobody can
understand a machine better then operator as they are regularly in contact with their
respective machine. Seminars will be organized to give them vital information about the
mobile maintenance and train them to find the small errors before they result in major
breakdowns in the future. This will reduce the unplanned downtime and maintain a
machine to its highest level. As maintenance persons will be in regular touch with
operators, it will boost their working relations and coordination which gives the results
of comprehensive development.

4. Implementation of Mobile Maintenance

 In this study, the mobile maintenance concept of TPM has been applied in the forging
shop of ABC Company. After applying the concept, performance of the equipment was
measured before and after its implementation through OEE. After visiting the industry,
eight machines have been selected in the forging shop which are producing spanners,
pliers and hack saws. Their data related to production, breakdown times and rejected
pieces for the month of December 2015 and January 2016. It was found that
productivity of these eight machines was not satisfactory compared to its capacity. The
main reason behind this was that equipment was not properly maintained. This concept
helped the industry to reduce the breakdowns, breakdown time, rejection rates and cost
of maintenance. Productivity of the plant simultaneously increased. A study of eight
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machines of the forging shop was done from November 2015 to March 2016. It was
observed how operators were operating machines, how maintenance personnel were
doing their routine maintenance work and even when breakdowns occurred. The system
of maintenance in industry includes preventive maintenance after six months duration
and breakdown maintenance when it occurs. Some important things have been
suggested to the higher officials of the organisation to allow then to follow the
improvement in the respective shops. Points to follow are as below:

• The lunchtime of production workers should be used as preventive maintenance

time of machines by maintenance employees so that unplanned chances of
breakdown decrease.
• Give motivation to each worker as well as technical staff to be a part of
maintenance works with maintenance staff.
• Machines and the shop floor area should be cleaned in a routine manner before
starting the operations, hence the chances of rejections decrease.
• Higher authorities must keep eye on all these things by doing the audit of
maintenance department at regular intervals.
• The bonding between industrial units and educational institutions has to be
promoted.

The breakdown frequency in the forging shop was higher due to maintenance related
problems (in the form of electrical and mechanical). So it was useful to implement the
mobile maintenance concept in the forging shop. The critical areas of machines were
 found, namely due to unwanted stoppages of machines over the last few months, which
led to an increase in non-value added activities. It was favourable to adopt the new
programme related to maintenance for this industry so that they can reduce their
breakdown time and increase production by eliminating the unnecessary downtime and
non-added value activities and converting this time to idle production time. The
methodology that was used in this case study is as follows:

• Observe all the machine operations and their maintenance process and note-
down the points.
Note-down the detail data for the production, rejection, breakdown time for the
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•
month of Nov 2015 and analyze.
• Arrange a seminar to provide knowledge about mobile maintenance concept to
all the production and maintenance personnel.
• Provide training to improve the technical skills of all production and
maintenance personnel.
• Implement this mobile maintenance on the trial basis and observe how they are
working continuously 10 days and also suggest improvements.
• Finally implement this concept in the month March 2106 and start observing.

5. Data collection before and after implementing Mobile Maintenance

Gross availability of time for production includes 365 days per year, 24 hrs a day and 7
days per week. This is the maximum condition. Availability losses include breakdown
and die changing when the machine is not running, although it is expected that
machines should run.
Shift duration = 12 hrs. Lunch = 30mins x 2 = 60 minutes
Tea = 15 x 2 = 30 minutes Shift change = 30 minutes x 2 = 60 minutes
Cycle time = 0.001hrs./piece Available operating time in a day = 22 hrs.

1) Analysis of Machine 0.5 Ton Hammer

Table 2 Data analysis for five months of 0.5 Ton Hammer
Machines/Factors 0.5 Ton Hammer

Before After

Nov-15 Dec-15 Jan-16 Feb-16 Mar-16

 Production (in pcs) 278500 290600 287400 327800 332500

Rejection (in pcs) 9850 10872 10680 8545 8450

Final Goods (in pcs) 268650 279728 276620 319255 324050

Downtime (in hrs.) 107 115 107 92 91

Availability (in %) 67.53% 64.22% 64.69% 71.47% 69.84%

Performance (in %) 64.57% 63.86% 64.80% 70.01% 70.29%

Quality rate (in %) 96.46% 96.25% 96.28% 97.39% 97.45%

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OEE (in %) 42.06% 39.47% 40.35% 48.73% 47.83%

2) Analysis of Machine 0.75 Ton Hammer

Table 3.Data Analysis for five months of 0.75 Ton Hammer
Machines/Factors 0.75 Ton Hammer
Before After
Nov-15 Dec-15 Jan-16 Feb-16 Mar-16
Production (in pcs) 232600 252450 257900 287400 295000
Rejection (in pcs) 8450 9271 8998 7950 7650
Final Goods (in pcs) 224150 243179 248902 279450 287350
Downtime (in hrs.) 121 128 117 97 101
Availability (in %) 64.61% 62.90% 64.24% 68.80% 68.48%
Performance (in %) 56.31% 56.68% 58.70% 63.56% 63.57%
Quality rate (in %) 96.36% 96.50% 96.51% 97.23% 97.45%
OEE (in %) 35.05% 34.33% 36.99% 42.51% 42.40%

3) Analysis of Machine 1.0 Ton Hammer

Table 4. Data Analysis for five months of 1.0 Ton Hammer

Machines/Factors 1.0 Ton Hammer

Before After

Nov-15 Dec-15 Jan-16 Feb-16 Mar-16

 Production (in pcs) 161300 195000 188200 221600 224300

Rejection (in pcs) 6890 8346 8045 6438 6766

Final Goods (in pcs) 154410 186654 180155 215162 217534

Downtime (in hrs.) 124 153 137 117 114

Availability (in %) 53.73% 59.09% 57.27% 62.85% 60.90%

Performance (in %) 46.64% 46.31% 47.66% 53.65% 54.11%

Quality rate (in %) 95.72% 95.72% 95.72% 97.09% 96.89%

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OEE (in %) 23.98% 26.19% 26.12% 32.73% 31.92%

4) Analysis of Machine 1.25 Ton Hammer

Table 5. Data Analysis for five months of 1.25 Ton Hammer
Machines/Factors 1.25 Ton Hammer
Before After
Nov-15 Dec-15 Jan-16 Feb-16 Mar-16
Production (in pcs) 122800 130700 118350 142400 141600
Rejection (in pcs) 6110 6576 7088 6900 5450
Final Goods (in pcs) 116690 124124 111262 135500 136150
Downtime (in hrs.) 157 185 149 109 105
Availability (in %) 53.24% 53.81% 47.57% 45.61% 45.75%
Performance (in %) 35.57% 33.82% 35.43% 45.31% 45.08%
Quality rate (in %) 95.02% 94.96% 94.01% 95.15% 96.15%
OEE (in %) 17.99% 17.28% 15.84% 19.66% 19.83%

5) Analysis of Machine 75 Ton Trimming

Table 6. Data Analysis for five months of 75 Ton Trimming

Machines/Factors 75 Ton Trimming

Before After
 Nov-15 Dec-15 Jan-16 Feb-16 Mar-16

Production (in pcs) 228300 236100 253900 285000 287500

Rejection (in pcs) 10400 11671 11013 9165 9025

Final Goods (in pcs) 217900 224429 242887 275835 278475

Downtime (in hrs.) 133 142 135 114 111

Availability (in %) 56.00% 54.96% 56.06% 59.24% 57.12%

Performance (in %) 63.15% 62.16% 65.64% 72.97% 73.07%

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Quality rate (in %) 95.44% 95.05% 95.66% 96.78% 96.86%

OEE (in %) 33.75% 32.47% 35.20% 41.80% 40.42%

6) Analysis of Machine 100 Ton Trimming

Table 7. Data Analysis for five months of 100 Ton Trimming

Machines/Factors 100 Ton Trimming

Before After
Nov-15 Dec-15 Jan-16 Feb-16 Mar-16
Production (in pcs) 180200 197300 197600 218900 225400
Rejection (in pcs) 8100 8769 8136 7855 6800
Final Goods (in pcs) 172100 188531 188564 211045 218600
Downtime (in hrs.) 128 142 140 109 106
Availability (in %) 61.36% 61.14% 62.72% 64.57% 63.48%
Performance (in %) 45.52% 45.21% 45.54% 51.22% 52.17%
Quality rate (in %) 95.50% 95.55% 95.86% 96.41% 96.98%
OEE (in %) 26.67% 26.41% 27.38% 31.88% 32.11%

7) Analysis of Machine 30 Ton Punching

Table 8. Data Analysis for five months of 30 Ton Punching

Machines/Factors 30 Ton Punching

 Before After

Nov-15 Dec-15 Jan-16 Feb-16 Mar-16

Production (in pcs) 134700 151100 159100 191000 201800

Rejection (in pcs) 8050 9500 8140 6115 6050

Final Goods (in pcs) 126650 141600 150960 184890 195750
Downtime (in hrs.) 115 121 111 72 74
Availability (in %) 36.85% 37.42% 36.96% 36.36% 36.66%
Performance (in %) 55.79% 57.32% 61.86% 79.69% 80.88%
Quality rate (in %) 94.02% 93.71% 94.86% 96.80% 97.00%
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OEE (in %) 19.32% 20.09% 21.68% 28.04% 28.76%

8. Analysis of Machine 10 Ton Punching

Table 9. Data Analysis for five months of 10 Ton Punching

Machines/Factors 10 Ton Punching

Before After

Nov-15 Dec-15 Jan-16 Feb-16 Mar-16

Production (in pcs) 214500 221200 222100 243200 239500

Rejection (in pcs) 7960 8952 8454 6454 6240

Final Goods (in pcs) 206540 212248 213646 236746 233260

Downtime (in hrs.) 119 124 121 96 94

Availability (in %) 55.51% 52.05% 53.48% 54.70% 52.12%

Performance (in %) 60.39% 59.78% 60.52% 67.83% 67.88%

Quality rate (in %) 96.28% 95.95% 96.19% 97.34% 97.39%

OEE (in %) 32.10% 29.85% 31.13% 36.11% 34.35%

The data collection related to Production, Rejection and OEE of eight machines within the forging
shop before and after implementing mobile maintenance, shown in Tables 2 to 9.
 The present section demonstrates the results of the case study conducted within ABC Company and a
comparative analysis of the production, breakdown time, rejection and OEE has been done from
November 2015 to March 2016. The percentage improvement is shown in Table 10.

Table 10. Percent effect on Production, Breakdown Time, Rejection and OEE

Machine/Parameters Production Breakdown Rejection OEE

Time
0.5 Ton H 13.36% 16.64% 18.84% 15.85%

0.75 Ton H 16.68% 19.86% 12.41% 16.48%

1.0 Ton H 18.60% 16.30% 14.92% 21.31%

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1.25 Ton H 12.70% 35.34% 13.91% 13.72%

75 Ton T 16.36% 17.20% 17.52% 12.91%

100 Ton T 13.70% 20.96% 12.08% 16.16%

30 Ton P 24.50% 36.89% 28.96% 28.30%

10 Ton P 9.16% 21.70% 24.93% 11.95%

6. Role of performance parameters in improving firm performance

In the present study, a three-level hierarchy model has been used to find out the
possibilities for success after implementation of the mobile maintenance concept. In
Figure 3, it may be seen that level 1 refers to the overall objective, level 2 is composed
of the sub-objectives including performance parameters shown and level 3 is formed by
the alternatives, i.e. improved and not improved performance. The flow chart as shown
in Figure 4 has been adopted for fulfilling the objective of successful performance
improvement.
 Organizational Success

Production Breakdown Rejectio Downtime OEE

Time n

Performance Not improved

Successfully
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Improved

Figure 3 Three level hierarchy for improving the performance of manufacturing organization for strategic
success
 Start

Improvement parameters

Draw hierarchy diagram

Do pair-wise comparison
R
E
VI
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Calculate priority weight by AHP S

I
O
N

Is consistency ratio
less than 0.1

Conduct VIKOR procedure by using weight

calculated by AHP
and relative closeness value

Determine value of Ei, Fi and Pi

Rank the attributes for effective utilization of

AMTs

End

Fig.ure 4. Flow chart for methodology used

Step 1: Degree of preference

The degree of preference or intensity of the decision maker in the choice of each pair-
wise comparison used in this model is quantified on a scale of 1-9. This scaling process
can then be then translated into priority weight (scores) for comparison of alternatives.
Even numbers (2, 4, 6, 8) can be used to represent compromises among the preferences
above. The suggested numbers in this model used to express degree of preference are
shown in Table 11.
TABLE 11 NINE-POINT INTENSITY OF IMPORTANCE SCALE
 Intensity of importance
Definition
1
Equally important

Moderately more important 3

5
Strongly more important
7
Very strongly more important
9
Extremely more important
2,4,6,8
Intermediate values
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Step 2: Pair-wise comparison of different sub-objectives

The importance of ith sub-objective compared with jth sub-objectives is calculated. The
pair-wise comparison matrix for other sub-objectives is compared in a brainstorming
session which consists of group of experts from different organizations and the
academia and is depicted in Table 12.

TABLE 12 PAIR-WISE COMPARISON OF DIFFERENT SUB–OBJECTIVES

PROD BD RJ BD OEE

PROD 1 2 3 5 3

BD 1/2 1 2 4 2

RJ 1/3 1/2 1 5 2

DT 1/5 1/4 1/5 1 1/3

OEE 1/3 1/2 1/2 3 1

Step 3: Normalized matrix of different sub-objectives

After a pair-wise comparison matrix is obtained, the next step is to divide each entry in
column by the sum of entries in column to get value of normalized matrix. The value of
normalized matrix is shown in Table 13. The normalized value rij calculated by below
mentioned formula:
 TABLE 13 NORMALIZED MATRIX OF SUB–OBJECTIVE
PROD BD RJ BD OEE Weight
PROD 0.355 0.414 0.415 0.248 0.332 0.3612
BD 0.178 0.207 0.277 0.198 0.221 0.2442
RJ 0.118 0.103 0.138 0.248 0.221 0.1672
DT 0.071 0.052 0.028 0.050 0.037 0.1439
OEE 0.118 0.103 0.069 0.149 0.111 0.0865

Step : 4 Do consistency checks.

The relative weights, which would also present the Eigen values of criteria, should
verify:
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A×Wi = λmax × Wi
i = 1; 2; . . . ; n

Where A represents the pair-wise comparison decision matrix and λmax gives the highest
eigen value.
Then consistency index (CI), which measures the inconsistencies of pair-wise
comparisons is calculated as:
CI= (λmax – n)/ (n-1)

The last ratio that has to be calculated is CR. Generally, if CR is less than 0.1, the
judgments are consistent and acceptable. The formulation of CR is:

CR= CI/ RI
Where random index (RI) denotes the average RI with the value obtained by different
orders of the pair-wise comparison matrices. The values of consistency test are given in
Table 14.

TABLE 14. RESULTS OF CONSISTENCY TEST

Maximum Eigen Value C.I R.I C.R

7.654 0.109 1.35 0.081

Step 5: Priority weights for alternatives with respect to attribute

The chance of a successful mobile implementation increases if the attribute present is
strong. Priority weights for alternatives (improved and unimproved) are measured to
 show the preference of the alternative with respect to an attribute. Thus, if the presence
of an attribute is strong in the organisation, it is more likely to be a success, compared
to the presence of an attribute which is weak. Table 15 summarises the result of
evaluating the possible outcome of the implementation with respect to each of nine
attributes.
Table 15 Possible outcomes

Improved Not improved Priority

performance Weight
Improved 1 3.3 0.7674
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PROD Not Improved 0.3030 1 0.2326

Improved 1 3.64 0.7845
BD Not Improved 0.275 1 0.2155
Improved 1 1.7 0.6296
RJ Not Improved .5882 1 0.3704
Improved 1 2.626 0.7246
DT Not Improved 0.38 1 0.2754
Improved 1 1.366 0.5773
OEE Not Improved 0.732 1 0.4227

The weight evaluation for each alternative is multiplying the matrix of the evaluation
rating by the vector of attribute weight and summing over the entire attribute. The
prediction weight for performance parameters depicts successful mobile maintenance.

• Decision Index of Improved Performance: 0.7674 *0.3612 + 0.7845*0.2442 +

0.6296*0.1672 + 0.7246*0.1439 + 0.5773*0.0865 = 0.72811
• Thus, Decision Index of Performance not Improved = 1-0.73 = 0.27

This signifies that the success rate of strategic implementation of a CI approach is 73%.

7. VIKOR (Compromise ranking method)

The VIKOR (the Serbian name is ‘Vlse Kriterijumska Optimizacija Kompromisno
Resenje, which means multi-criteria optimization (MCO) and compromise solution)
method was first established and later promoted by Singh and Kumar (2011) . It focuses
on ranking and selecting the best alternative from of a finite set of alternatives with
conflicting criteria and on proposing the compromise solution (one or more). The
compromise solution is a feasible solution, which is the closest to the ideal solution and
 a compromise means an agreement established by mutual concessions made between
the alternatives. The following multiple attribute merit for compromise ranking is
developed from the Lp-metric used in the compromise programming method
M
Lp,i={∑(wj[(mij)max–mij] / [(mij)max–(mij)min])p}1/ p---(1)
j=1

Where M is the number of criteria and N is the number of alternatives. The mij values
(for i=1,2,…,N; j=1,2,…,M) denote the values of criteria for different alternatives. In
the VIKOR method,L1,i and L∞,j are used to formulate the ranking measures.
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Step 1 Determine the value of Ei and Fi

M
Ei = L1, i = ∑ wj[(mij)max – mij] / [(mij)max – (mij)min]---(2)
j=1
Fi = L∞, I = Maxm of { wj[(mij)max – mij] / [(mij)max – (mij)min]--(3)

The values of Ei and Fi are shown in Table 16. Acceptable. Eq. (2) is only applicable to
beneficial attributes (whose higher values are desirable). For non-beneficial attributes
(whose lower values are preferable), the term [(mij)max−mij] in Eq. (2), is to be replaced
by [mij−(mij)min]. Hence, for non-beneficial attributes, Eq. (2) can be rewritten as:
m
Ei = L1, i = ∑ wj[mij – (mij)min] / [(mij)max – (mij)min]---(4)
j=1

TABLE 16 VALUES OF EI AND FI

E (PROD) = 0.8472 F (PROD) =0.3612

E (BD) = 0.6898 F (BD)= 0.2442

E(RJ)= 0.24522 F(RJ)= 0.16722

EDT= 0.3069 FDT= 0.1439

EOEE= 0.24932 FOEE= 0.08662

Step 2 Calculate Pi values as follows:

Pi=v{(Ei−Ei−min)/(Ei−max−Ei−min))+(1−v)((Fi−Fi−min)/(Fi−max−Fi−min)}
Where Ei-max and Ei-min are the maximum and minimum values of Ei, respectively,
and Fi-max and Fi-min are the maximum and minimum values of Fi, respectively. v is
introduced as weight of the strategy of ‘the majority of attributes’ (or ‘the maximum
group utility’). The value of v lies between 0 and 1. Normally, the value of v is taken as
 0.5. The best alternative is the one having the minimum Pi value. The values of Pi and
ranking of sub-objectives are shown in Table 17.

TABLE 17 VALUES OF Pi AND RANK OF ATTRIBUTES

Values of Pi Rank

P(PROD)=1 5

PBD 0.6558 4
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PRJ=.1468 2

PDT =0.616 3

POEE=.009 1

8. OEE improvement and Validation of increase in OEE

Increase in OEE = 17.08%
This increase on OEE is validated by using paired sample t test.
Null Hypothesis:
HO: There is no significant difference in the percentage improvement of OEE before and
after mobile maintenance.
Alternate Hypothesis:
Ha: There is a significant difference in the percentage improvement of OEE before and
after mobile maintenance.
Average of deviation = 64.404
Standard Deviation = 0.639
t value = 6.210902
p value (two tailed) =0.007

The table value for 8 degrees of freedom at 5% significance is 2.311, which is less than
6.210902 and p value is less than 0.05. Hence the null hypothesis is rejected. The result
demonstrates that there is a significant difference in the percentage increase of OEE
 before and after implementing SMED. Hence, it is concluded that mobile maintenance
implementation brings significant positive change to OEE improvement.

9. Conclusions and Limitations

Today, the high quality of the product is playing a vital role in satisfying customers,
which can be attained by adopting a good maintenance strategy to maintain machines
on the shop floor. When machines are reliable at producing goods of higher quality then
the customer will automatically be satisfied. For maintaining machines, the
maintenance department should adopt either mobile maintenance or a preventive
maintenance strategy in manufacturing industries. This hand tools company adopted the
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mobile maintenance strategy and improved their productivity by decreasing breakdown

time. Other parameters like availability, performance rate, quality rate and OEE rose by
implementing this new concept. Researchers observed that availability, quality,
performance and OEE of the forging shop rose by implementing the new concept.

• Average increase in production of eight machines of 15.63%.

• Average reduction in breakdown time of eight machines of 23.14%.
• Average reduction in rejection rate of eight machines of 17.94%.
• Average increase in OEE of eight machines of 17.08%.

The results of the investigation suggest that improvement of OEE is the most significant
improvement as a result of implementing mobile maintenance as compared to other
performance parameters. The selection of manufacturing industry is based on a
convenience sampling technique. Moreover the study can access the other performance
parameters like set up time and takt time.

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