Materials Today: Proceedings xxx (xxxx) xxx

Contents lists available at ScienceDirect

Materials Today: Proceedings

journal homepage: www.elsevier.com/locate/matpr

Identification of total productive maintenance barriers in Indian

manufacturing industries
Rajeev Rathi, Mahipal Singh ⇑, Mohammed Sabique, Mohammad Al Amin, Sujit Saha, Molleti Hari Krishnaa
School of Mechanical Engineering, Lovely Professional University, Phagwara, Punjab, India

a r t i c l e i n f o a b s t r a c t

Article history: Every manufacturing industry are much concerned with their maintenance strategies adopted on the
Received 14 April 2021 shop-floor to avoid breakdowns. As breakdowns directly leads to lowering the capacity utilization thus
Received in revised form 30 April 2021 results in poor productivity. Recently, Total Productive Maintenance has emerged as one of the robust
Accepted 6 May 2021
maintenance strategies and many big industries has adopted it in their work culture. Still, Indian manu-
Available online xxxx
facturing sector is not much familiar with the sustainable benefits of TPM and also hesitant to deploy
TPM across their unit. In past, many manufacturing units has tried TPM but they are failing due to lack
Keywords:
of knowledge base available on the barriers related to its successful implementation. The main goal of
Total Productive Maintenance (TPM)
Manufacturing sector
this study is to find key barriers related to TPM implementation across Indian manufacturing. A vast lit-
Maintenance erature has been explored and potential barriers have been extracted that hinders the TPM performance
Barriers in Indian context. Further, importance index has been compute based on expert opinion to find out most
Strategy development significant barriers of TPM implementation. Present results will provide the manufacturing managers the
prominent barriers that can be tackled at early stage and will lead to successful execution of TPM across
the unit.
Ó 2021 Elsevier Ltd. All rights reserved.
Selection and peer-review under responsibility of the scientific committee of the 2nd International Con-
ference on Functional Material, Manufacturing and Performances.

1. Introduction
During the period of modernization, manufacturing industries
needs latest technology and techniques with adequately trained
professionals in a company. In current manufacturing industry sce-
nario of India, plants are operated at a lower capability with the
next price of production. This Lower productivity is that the results
of the improper functioning of the assembly lines and it happens
because of the faulty maintenance of those machines. For this rea-
son, those industries aren’t meeting client demand in terms of their
services and effectiveness, with outcome of pricey processes rela-
tive to their activities and support. This price typically is produc-
tion losses. The ordinary concept concerning maintenance being
considered as an operational price and attempted to contempt
the funding during these operations are nevertheless perceived.
For this reason, industries are falling in immense losses in future.
According to the study, between fifteen percent to forty percent
(average twenty-eight percent) from entire expense is obligatory
⇑ Corresponding author.
E-mail address: mahip.lamboria@gmail.com (M. Singh).
on maintenance activity within the industry [1]. Prices are hooked
up with service staff, labour, maintenance policies (preventive, cor-
rective maintenance etc.), further elements and tools etc. Mainte-
nance will increase the dependableness and reduces the down
times at the side of price. the importance of maintenance team is
reassuring the sleek operation of the plant and up the provision,
product performance, implementing safety tips as maintenance
prices plays a vital role in the turnover for producing industries
[2]. Therefore, the investment in maintenance is one in all the
important issue for smooth basic operation of a company, save
time and value, improved quality, safety, dependableness, flexibil-
ity and performance [3]. Since the trendy ages there has been aug-
mented recognition that in best producing, maintenance is not a
detached operate that creates restoration and executes different
activities as required. For sure, maintenance may be an organ of
a company that’s in operation at the side of the opposite functions
to attain the organization’s specific goals. For this reason, now a
day’s maintenance become an elementary issue to manufacturers
in world wide. In the year of 1971, the Japanese found and exer-
cised the idea of ‘‘Total Productive Maintenance (TPM)”, to tackle
the upkeep, management and assist issues in producing industries.
TPM describe a relevance among production and maintenance for

https://doi.org/10.1016/j.matpr.2021.05.222
2214-7853/Ó 2021 Elsevier Ltd. All rights reserved.
Selection and peer-review under responsibility of the scientific committee of the 2nd International Conference on Functional Material, Manufacturing and Performances.

Please cite this article as: R. Rathi, M. Singh, M. Sabique et al., Identification of total productive maintenance barriers in Indian manufacturing industries,
Materials Today: Proceedings, https://doi.org/10.1016/j.matpr.2021.05.222
R. Rathi, M. Singh, M. Sabique et al. Materials Today: Proceedings xxx (xxxx) xxx

continuous enhancement of product quality, operational efficiency, 2. Literature review

capacity, affirmation and security [4,5]. Additional objective of
TPM is an invasive strategy, concentration on really up the opera- 2.1. Literature search methodology
tion and style of the assembly materials [6]. TPM is one in all the
upkeep sort that commit to increase accessibility and dependable- The literature search methodology adopted in the present study
ness of production machines or equipment’s [7]. The point of TPM is systematic literature review (SLR) for identification of TPM bar-
exercises is to reinforce company systems or structures by dispos- riers in manufacturing industry. The SLR provides a clear, inclusive,
ing of all misfortunes through the achievement of no defects, no and transparent approach to literature survey to ensure that liter-
failures, and no accidents. Among them, the advancement of no ature review was conducted with utmost care [9]. It is a method to
failures is priority, because as a result of failures directly result identify, evaluate, and amalgamation the published work formed
in defective merchandise and a reduced uptime period, that suc- by the researchers [15,45]. In SLR, three phases associated as
cessively becomes a significant issue for accidents [8,9]. Research strategic phase, conducting and reporting phase [47].
worker defines TPM as ‘‘productive maintenance involving total

Strategic Phase: In this phase, the barriers of TPM related to
participation” [4]. Therefore, the usage of TPM in non-Japanese
manufacturing industry were identified from the article in time
industries shifts the consideration from ‘‘the total participation of
span of 2000 to 2021. The articles have been found using the
each employee” to the adequacy of equipment. An author intro-
search engine of Elsevier, Taylor and Francis, Springer, Wiley,
duced TPM to multiple North American nation industries, states
Emerald, Inderscience, etc. so that no pertinent article left from
that TPM for good enhance the effectiveness of machines, with
the research view point.
the effective engage of operators [8]. Total productive maintenance

Conducting Phase: In this phase of SLR, relevant research articles
(TPM) is taken into account as an evolvement in preventive main-
were found using the search string TPM; barrier; manufacturing
tenance, that was originally formed within the United States [10].
industry; statistical analysis. The exclusion criteria used for the
These objectives are performed thru cautious accomplishment of
literature search where article before 2000, conference paper
the concepts of worker direction and sound instrumentation man-
and reports, and articles of languages other than English.
agement. Instrumentation dependableness and performance is

Reporting Phase: In this phase, the articles which are containing
that the focus of TPM. This procedure starts by distinguishing the
the TPM barriers in the manufacturing sector are analyzed
most important losses with reference to instrumentation. There
through to find out the barriers. The SLR of TPM barriers leads
are principally six losses that limits instrumentation effectiveness
to the identification of 18 barriers that act as hurdles in the exe-
noted by researcher [4]. These are failure (breakdown), setup and
cution of TPM in the manufacturing industry.
adjustment period of time, idleness and minor stoppages, reduced
speed, method defects and reduced yield. The method of TPM
Researchers identified that by implementing TPM the mainte-
implementation is an act of procession and not all firms are cap-
nance activity and performance of machines in the industry can
able in implementing TPM with success, supported a study
be improve. But that is also true that many industries have failed
[11,12]. Usage of any quality administration program and particu-
to implement TPM successfully. These researchers develop a strat-
larly TPM pounced upon a number of challenges for the manufac-
egy indicating factors that helps the successful TPM implementa-
turing industries. The task of Implementing TPM isn’t a straight
tion. In addition to that it will help the organizations to make a
forward because it looks to be. Another research worker has expli-
strong strategy to implement TPM in industries [17,18]. This paper
cit that though in recent years, several firms have tried to imple-
identified that TPM implementation is a major change in the indus-
ment TPM programs but not more than ten out of hundred you
try in the maintenance for that needs to change the mind set of
look after firms reach implementing TPM properly, as a result of
employee’s in the industries. This paper also telling that a good
it needs the modification within the structure culture and alter
work environment brings the industry into a successful implemen-
of existing angle of all workers, operators, engineers, maintenance
tation of TPM. It gave also a mathematical tool to use for the imple-
machinist, and managers [13,14]. An author has explicit that a
mentation. Using the formula of four mathematical model in the
minimum of each second try of installation of total productive
maintenance field, he explains that this model will help to develop
maintenance (TPM) has evolved in failure [15,16]. A number one
the work environment and by improving the employees under-
infrastructure and assurance of all personnel from prime level
standing to the TPM, the implementation of TPM will also success
arrangement to bottom level is necessary. Heaps of issues need
[19]. This paper worked on the study of four processing and man-
to be deal with, whereas implementing TPM. These factors that
ufacturing industries in the field of production and maintenance.
adversely have an effect on the success of TPM implementation
Author finds some difficulties that these companies were faced at
within the industries are called barriers.
the time of implementation of TPM in their production and main-
This paper will consequently offer an evaluation of the extant
tenance field for improve the efficiency of the industry. He con-
literature to mark out the barriers during TPM implementation in
cluded that TPM is very hard to implement which is a burdened
the manufacturing industries in India. It is imperative for practi-
of all department in the industry [20,21]. Author worked on three
tioners to recognize the limitations in TPM implementation in ar-
companies about TPM implementation. For removing business dif-
range to extend the success rate.
ficulties those companies implement TPM. In all these three com-
panies top management helps very well to generate a strategy to
1.1. Research objectives
implement TPM. Those companies used autonomous maintenance
which is from one of the seven steps of Nakajima for implementa-
The present study is carried out to accomplish the following
tion, and different pillars also taken form eight pillars, with an
research objective:
approach of all-around development of all employees, safe envi-
ronment and quality maintenance [22,23]. This paper worked on

To recognize the TPM barriers related to manufacturing
the implementation of TPM in SMIs. The main focus of this
industry.
research is to find whether SMIs are understood or not the impor-

To validate the identified TPM barriers using statistical analysis
tance of TPM implementation in production and maintenance. A
as CIMTC and Importance-Index analysis.
methodology survey has been executed for this test. Outcome of

To facilitate the manufacturing industry to implement TPM
some studies are indicate that the impersonation of TPM in SMIs
approach through systematic understanding of critical barriers.
2
R. Rathi, M. Singh, M. Sabique et al. Materials Today: Proceedings xxx (xxxx) xxx

is very low and they are focusing on the production only not the Table 1
overall maintenance of the machines. Therefore, more efforts have TPM Barriers.

to give for understanding the importance of TPM or preventive S. TPM Barriers Authors
maintenance and to motivate the employees for adopting the No.
new thing. Finally, an implementation methodology has intro- 1. Dearth in motivation Ahuja and Khamba (2008a) [31],
duced [24]. This paper explained the need of develop and imple- (2008b) [32],
ment total productive maintenance which will reduce the 2. Improper commitment of top Seth, D. and Tripathi, D. (2005) [30],
management Ahuja and Khamba (2008) [28], Tsang
production cost in an industry and also will reduce the sudden fail- and Chan (2000) [34]
ure of automated and semi-automated machines which lead to the 3. Lack of organization Ahuja and Khamba (2008b) [32]
major shut down in the industry [25]. This paper identified the per- communication
formance losses whose are related to the maintenance and benefits 4. Interdepartmental inefficient Ahuja and Khamba (2008c) [33]
co-ordination
of implementation TPM for improvement in manufacturing perfor-
5. Confrontation to organization Mora (2002) [14], Lawrence (1999)
mance of the industry. TPM increase the efficiency of manufactur- culture change [19]
ing part. Thus in this highly competitive situation TPM gives the 6. New system adoption F. L. Cooke (2000) [21], Ahuja and
right way to increase the efficiency and also profit of that organiza- resistance Khamba (2008b) [32]
tion and also it makes difference between the success and failure of 7. Insufficiency in education and Seth, D. and Tripathi, D. (2005) [30],
training Park and Han (2001) [37], Rodrigues
the industry [26]. Author did the study of TPM in food industry
and Hatakeyama (2006) [36]
(Bakery products). He developed a method to increase of produc- 8. Poor planning and strategy Mora (2002) [14]
tivity, improve the product’s quality and built a healthy surround- developed
ing for all the employees and customers. These all things can 9. Lack of knowledge in quality J. G. Arca and J. C. P. Prado (2008) [39]
and productivity
possible only by implementation of Total productive maintenance
10. Fail to give sufficient time for Seth, D. and Tripathi, D. (2005) [30],
in the industry [27,28]. Author investigate the challenges before the evolution Rodrigues and Hatakeyama (2006)
implementation of TPM in Indian manufacturing industries. This [36]
research is for finding the critical factors which works as a barrier 11. Misalignment of TPM McAdam and Duffner (1996) [38]
in Indian manufacturing companies for the implementation of total objectives with shop floor
activities
productive maintenance and to find the strategy for removing
12. Financial inabilities Ahuja and Khamba (2008c) [33],
those barriers in TPM implementation. For overcome the challeng- Ahuja and Khamba (2008a) [31],
ing situation of TPM implementation in Indian manufacturing Baglee (2008) [35]
industries, they have to change the working environment which 13. Resistance to change by the Cooke (2000) [21]
company to a new
is suitable for the implementation of TPM and hassle free weather
implementation
for employees. The top management has to know about TPM 14. Lack of teamwork Ahuja and Khamba (2008) [28]
implementation in different critical situation and to develop a 15. Lack of organization structure Ahuja and Khamba (2007) [26]
strategy for total involvement by the employees and improve the 16. Lack of experience and J. G. Arca and J. C. P. Prado (2008) [39]
maintenance to optimize production flow, increase the quality of knowledge
17. Lack of total employee Ahuja and Khamba (2008b) [32],
products, and reduce the cost of operations [29–32]. This research
involvement Cooke (2000) [21]
tells about in TPM or WMS top departments has to take the lead- 18. Relation barrier between Ahuja and Khamba (2008a) [31],
ership from the beginning of the implementation because these production and maintenance (2008b) [32]
implementations are huge and needs huge amount of investment department
and total employee involvement. Only top management can gener-
ate a strategy for the involvement of all the departments of that
industries [33–37]. 3.1.2. B2: Improper commitment of top management
TPM programs can be implement and can function properly if
and only if the top management gives their 100% dedication to
3. TPM barriers the work. Top management are the main parts of TPM. Lack of
top management commitment can be happening due to lack of
In Total Productive Maintenance all employees and manage- experience, resistance to adopt new things and lack of encourage-
ment of the industry used to participate in the maintenance part ment of initiating improvement programs [39].
rather than the respected maintenance department only. This
implementation uses the skills of all employees in maintenance 3.1.3. B3: Lack of organization communication
department and encourage to do the maintenance everyday tasks. For successful TPM implementation there should be a proper
For Identification of barriers, a vast literature review has been communication bridge between different departments. Every orga-
explored, with nearly100 papers have been examined and key nization have to share their details with other organization also.
influential TPM barriers have been extracted (Table 1.). But in India one of the big barrier in TPM implementation is com-
munication gap [40].

3.1. Barriers description 3.1.4. B4: Interdepartmental inefficient co-ordination

3.1.1. B1: Dearth in motivation
Deficiency in motivation is an important barrier in TPM imple-
mentation. If a new implementation done in the industry, employ-
ees are naturally unaware of the requirements, but if proper
training and awareness provided, then employees will stay moti-
vated and try to execute that training in at most practical sense.
Another factor is salary and bonus. If workforces are not provided
with adequate salary and incentives, psychologically moral of that
employee’s will degrade [38].
3
For implementation of TPM the whole structure of industry has
to change for that every department have to help other depart-
ment, so without proper co-ordination between different depart-
ment TPM implementation will fail [41].
3.1.5. B5: Confrontation to organization culture change
This is a crucial barrier which is directly related to the work
environment in an organization. Where frequently breakdown
happens, customer feedback is not monitored, quality of products
is not checked. These things can lead to a great loss of an industry.
R. Rathi, M. Singh, M. Sabique et al.
Thus lean manufacturing culture is very important to implement
TPM in industries [42].
3.1.6. B6: New system adoption resistance
Resistance to adopt the change is another big barrier in TPM
implementation. A common comment used to flow in industrial
employees that, this is not my work that means that employee will
not do other works rather than his/her own duties. It is the task of
management mainly human resource to change the mind-set of an
employee and give them a proper guideline to do their activities
being a part of whole organization [43].
3.1.7. B7: Insufficiency in education and training
To develop knowledge of TPM in employees there should be a
proper training schedule where employees can learn about TPM
and its benefits properly. After gaining knowledge about TPM the
failure of implementation will be minimal [44].
3.1.8. B8: Poor planning and strategy developed
A weak TPM implementation planning can lead the industry to
the Implementation failure. A good pre-planning and right attitude
can help a successful implementation of TPM. So detailed planning
and quality programs before implementation of any new method-
ology in the industry can lead to a profit for the industry [45].
3.1.9. B9: Lack of knowledge in quality and productivity
It is very difficult to change the value principles of employee,
which means if any improvisation happen they will have to
approach the change with ‘‘No-compromise on quality” mind-set.
Without good hands with employees, implementation of TPM is
very challenging, this will result in lack of proper execution of pro-
cedures with outcome of reduced productivity [46].
3.1.10. B10: Fail to give sufficient time for the evolution
For TPM implementation industries have to provide sufficient
time. TPM is a challenging to implement but without time, training
and education TPM implementation becomes an uncooked meat
[47].
3.1.11. B11: Misalignment of TPM objectives with shop floor activities
This is also a very critical barrier for TPM implementation. In
industries top management does not help the lower level worker
properly so that a big communication gap used to generate which
lead TPM implementation to a big failure [48].
3.1.12. B12: Financial inabilities
For implementation of TPM, a high amount of financial support
is essential. Because in TPM whole structure of the industry will
change with an initial cost consuming process. However, due to
shortage in finance during these faces, TPM implementation get
to a stall [34].
3.1.13. B13: Resistance to change by the company to a new
implementation
This is one of the important barrier for implementing TPM in
industries. Many companies try to be rigid in that position because
they thought if any changes have done to the current production
line it will lead that industry to a financial and time loss [35].
3.1.14. B14: Lack of teamwork
Lack of teamwork is another important barrier in TPM imple-
mentation. For TPM implementation whole organisation have to
do the work in a team with a sense of responsibility towards same
Goal that ultimately need to be achieve. In such atmosphere in case
of any failure, happen, at any department, they can easily rectify it
4
Materials Today: Proceedings xxx (xxxx) xxx
and continue without breakdowns, but without teamwork, TPM
will drastically fail [36].
3.1.15. B15: Lack of organization structure
For implementation of TPM, there should be a proper strategy
to implement it in industries, but due to lack of organizational
structure, it creates a big communication gap between depart-
ments, making it a barrier in TPM implementation [38].
3.1.16. B16: Lack of experience and knowledge
Lack experience and knowledge is another important barrier for
TPM implementation in industries. For TPM implementation
industries need sufficient amount of money so they do not have
to rely upon less experienced person, since less experience and
knowledge can drive TPM implementation to a risky situation [39].
3.1.17. B17: Lack of total employee involvement
If employees will not give, there 100% in the industry for TPM
implementation industries will definitely not get a good output
that means a great loss. Therefore, lack of Total Employee Involve-
ment is also an important barrier in TPM implementation [30].
3.1.18. B18: Relation barrier between production and maintenance
department
This is one of the critical barrier in implementation of TPM in
industries. Good Co-ordination between employee and top-level
management improve the environment of any industry. Neverthe-
less, co-ordination gap between two departments can lead an
industry to a big loss and also detrimental to the implementation
of TPM. Weak internal communication can also be a cause of co-
ordination gap between departments [31].
4. Research methodology
At the starting of this project the Literature Review part had
done where approx. 100 papers have examined and books from
there identified some barriers. Then the expert opinion on those
barriers have been executed. Expert opinion had to be done in
social media because of Corona lockdown. Communication with
expert has executed through LinkedIn and mail. After getting the
expert opinion explanation part has executed where explanation
of every barrier done in details. To achieve the finalise barriers,
extensive literature and public survey was done. Learned Scholars
contributed many precious facts regarding the TPM Barriers. In the
next step a detailed survey covering these five aspect consisting of
18 questions has been prepared and introduced among the man-
gers who are currently working in the different manufacturing
companies. A total of 180 experts selected for the present study
and these experts were well qualified TPM personnel, quality man-
agers, and project heads of the industry that have diverse experi-
ences to deal with projects. Each expert is having well
professional experience in the field of industry/academia. The data
has been collected through sampling technique. The collected data
was analysed with the help of statistical tools i.e. mean, standard
deviation, Importance Index using SPSS21 software. After the anal-
ysis part some significant barriers have been defined according to
the maximum Importance Index value. After that the brief expla-
nation part has done. Some recommendations to solve barriers
after the finalised highest rating barriers from experts was done
to obtain a picture of possible solutions (Fig. 1.).
5. Result and discussion
For getting the public opinion including scholars and experts
about these barriers, which was obtained from the Literature
R. Rathi, M. Singh, M. Sabique et al. Materials Today: Proceedings xxx (xxxx) xxx

Analysis used to give the numerical values of expert opinion

and public opinion whose have taken form the question survey
by the use of google form. And these numerical values used for
finding the Importance Index by the use of an equation which is
given below:
P5
i¼1 piX i
Importance Index ðIxÞ ¼ P ð1Þ
5 5i¼1 X i
The range of Importance Index values are between zero to one.
After finding the Importance Index values these has been classified
into five clusters which is give the quality of those barriers rating.
These five clusters are given below:

Very important : 0:8  ðIxÞ  1

Important : 0:6  ðIxÞ  0:8
Preferred : 0:4  ðIxÞ  0:6 ð2Þ
Less Important : 0:2  ðIxÞ  0:4
Not Important : 0:0  ðIxÞ  0:2
The importance-index values of TPM barriers has find out by the
use of Eq. (1), and those values are shown in Table 2. These values
are compared with the values mentioned in Eq. (2), highest impor-
tance index rating shown B9 & B16, has the highest value 0.95,
where remaining are less importance than them. Another interest-
ing value shows that approximately all the barriers have the
importance value more than 0.8 this leads to conclude that
extracted barriers are prevailing in the Indian industries. And the
mean values are also falling in a range of 4.12 to 4.76 which means
these barriers are very important to remove for the successful
implementation of TPM.
As per the results obtained, Lack of Knowledge in Quality and
Productivity have been rated one of the most prominent barrier
among others. The lean six sigma, kaizen the Japanese methodol-
ogy for continuous improvement have been rapidly use in the
industries. However, the lack of its effectiveness is visible in Indian
industries as per the ratings. The quality and productivity are
Fig. 1. Methodology adopted.
direct factors that drive the industries to profit. Industrial Engi-
neers or production Engineers the personals most likely in charge
of these duties have to re-enforce the methodologies for continu-
review, a public survey, a kind of primary research methodology ous improvement and sustain the results. The sessions on lean
was used and executed in the form of google form. In the respected manufacturing should be increased as per requirement; the
google form all barriers was defined as questionnaire and chances of a process going out of control should be monitored
attempted to obtain public response in a scale of 1 to 5. Then using Key Process Indicators (KPI’s). The awareness towards qual-
comes the analysing part. Analysis done in IBM-SPSS software ver- ity and productivity should be continuous. TPM requires total
sion 21 which gives statistical analysis in advanced, a large library
of algorithms for machine learning, resolution of text, broadly open
Table 2
source and seamless deployment into application. SPSS software is Mean, SD & Importance Index of TPM Barriers.
easily usable by the user who are having various skill level because
Item Statistics
it is very flexible and scalable. It is usable in all size projects com-
TPM Barriers Mean Std. Deviation Importance index
plexity level projects. Which helps the organizations to implement
new things which improve the productivity and reduce the risk. B1 4.12 0.33 0.82
B2 4.18 0.73 0.83
SPSS statistics which is a family of SPSS software use top down B3 4.41 0.62 0.88
approach and SPSS Modeler used to generate patterns. It use bot- B4 4.41 0.62 0.88
tom up approach for data hidden. In this software each barrier B5 4.53 0.51 0.90
and primary question in a software had a numeric value, which B6 4.23 0.66 0.85
B7 4.12 0.70 0.82
was used to find standard deviation and mean during analysis. In
B8 4.30 0.85 0.85
the same software, the frequency of each response for a question B9 4.76 0.44 0.95
obtained during its analysis. This gave easier execution in the for- B10 4.35 0.61 0.87
mula of importance index. Importance index formula gave an B11 4.35 0.61 0.87
understanding in the importance of each barriers in the current B12 4.71 0.47 0.94
B13 4.29 0.98 0.86
context. Experts in the survey had experience of 30 plus years in B14 4.35 0.86 0.87
the industries of India. Most of the response was obtained from B15 4.41 0.62 0.88
department of Mechanical and Aerospace Engineering. Experience B16 4.76 0.44 0.95
varies from the scale of 0–30. After the statistical analysis it gives B17 3.65 1.11 0.73
B18 4.29 0.68 0.86
18 finalized TPM barriers in Indian Manufacturing Industries.
5
R. Rathi, M. Singh, M. Sabique et al.
awareness towards these factors. The breakdown of each process
and eliminating the unwanted is highly recommended in these
conditions. The rating of lack of experience and Knowledge is
another factor that needed to be considered faster according to
the analysis. Barriers are related to each other. Companies are
required to focus on enhancing its workforce with professional
training to clear the void of experience. Hiring experienced team
leads and project champions is another approach towards the
problem. Knowledge rating can be done during the hiring process,
which help to determine the most qualified professional for the
role. A country like India producing one million technical graduates
in the year 2021 shows the availability of labour to fill the roles.
The matter of picking the suitable professional for the job by the
industries can turn out to be fruitful. Communication by the indus-
tries to the skill development department of government regarding
providing practical and real life training and courses on improve-
ment and quality tools will be an alternative to the solutions.
The industrial experts who took the survey stressed on the lack
of technical proficiency the produced labour have due to poor edu-
cational upgrades and valuing systems. The inclusion of diversity
can be another factor needed to be considered according to experts
to address the issue. Diversity can provide different approach to
solve an issue in the base level than wasting time on considering
top-level authority. In another words to create responsible leaders
out of each employee. As the factors individually having its value, it
is preferable to approach the implementation phase of the solu-
tions collectively.
6. Implication for managers and practitioners
The current research is exhibiting a vast managerial implication
in a field of TPM researchers and practitioners as they can focus on
the identified barriers presented by our work to fulfil the gap and
prevent the failure of implementing TPM in their agencies or com-
panies. The present outcomes are exhibiting to managers for plan-
ning their layout to overcome these barriers over time. To
successfully implement TPM in any organization it is necessary
to know the features and changes required for controlling the qual-
ity of production. This paper helps to the practitioners and man-
agers who want to implement or are dealing with identification
of barriers in their firm. This paper furnishes easiness to managers,
researcher’s and practitioners of TPM to identify barriers in their
organization and implement needed ways or methods to eliminate
these barriers.
7. Conclusion and future scope
This study has highlighted the critical barriers of TPM imple-
mentation, which helps in the successful TPM implementation in
Indian manufacturing companies. Initially, total 18 different vari-
ables have been identified with the help of primary research
methodology namely survey with expert and public opinions and
in addition analysed by a statistical software and inspects standard
deviation, mean in SPSS software. The importance index analysis
where later done which gave a clear understanding of how reliable
and important the barriers are to make possible the implementa-
tion of TPM in Indian manufacturing industries. The main bound-
ary of this study is even TPM barrier was identified and then
tried to capture the root of the problems, only the limited expert’s
opinions has been included and it is not tested on industries till
know. In addition, this study is explorative type, which used to rise
the biasness on judgments of management. Upcoming time these
boundaries can be countered in practical use in the industries
and development of TPM barrier model for top management as
well lower level employees in any industry and secondly any
6
Materials Today: Proceedings xxx (xxxx) xxx
advance statistical software like structural equation modelling
(SEM) can be taken for verify and development of model based
on it.
CRediT authorship contribution statement
Rajeev Rathi: Validation, Writing -review & editing. Mahipal
Singh: Validation, Writing -review & editing. Mohammed Sabi-
que: Data curation, Writing - original draft. Mohammad Al Amin:
Formal analysis, Writing - original draft. Sujit Saha: Investigation.
Molleti Hari Krishnaa: .
Declaration of Competing Interest
The authors declare that they have no known competing finan-
cial interests or personal relationships that could have appeared
to influence the work reported in this paper.
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