International Journal of Accounting & Business Management

Vol. 5 (No.2), November, 2017

ISSN: 2289-4519
www.ftms.edu.my/journals/index.php/journals/ijabm
DOI: 24924/ijabm/2017.11/v5.iss2/53.67
This work is licensed under a
Creative Commons Attribution 4.0 International License.

Research Paper

STRENGTHEN THE CRITICAL SUCCESS FACTORS (CSFs)

IMPLEMENTING TOTAL PRODUCTIVE MAINTENANCE IN POWER
GENERATION INDUSTRY

Salmi bin Samsudin

Othman Yeob Abdullah,
Graduate School of Business
Univesity Utara Malaysia, Malaysia
salmis@tnb.com.my

Norlena bt Hasanan
Othman Yeob Abdullah,
Graduate School of Business
Univesity Utara Malaysia, Malaysia
norlena@uum.edu.my

ABSTRACT
Due to the necessities for strengthen the business strategic planning, the organization scrutinize
on optimizing the maintenance practices. Currently the maintenance practice is presently
deliberated as main elements and becoming increasingly difficult to ignore since the impact of
effective and efficient maintenance is important to increase the productivity and maximize the
effectiveness of the overall equipment effectiveness. Total Productive Maintenance (TPM) is a
systematic approach to understand the equipment’s function, the equipment’s relationship to the
product quality and the likely cause of failure of the critical equipment conditions. Introducing
TPM requires strategic planning and few studies had been made in the field of maintenance within
the context of power generation industry. Consequently, organization introduced TPM as a tool for
maintenance approach. TPM initiative commonly had been practice in manufacturing company
but nowadays others industries used this initiative as well. Aligned with that, power generation
industry started to embark on the TPM initiative to strengthen the power plant operation. This
paper discusses the state of TPM implementation in Malaysian power generation industry and
investigation of Critical Success Factors (CSFs) associated in implementing TPM. This paper
systematically investigates the TPM CSFs through questionnaire survey to the employees which
embarking the TPM in power station. The Statistical Package for Social Sciences (SPSS) software
version 21 was applied to perform the required statistical analysis of the data from surveys. As
results, the researcher found that the top management commitment, resource management,
training and work culture is the main elements of CSF due to high score in implementing TPM in
power generation industry. By identifying the TPM CSFs, the organization can improve and
supervise the TPM planning and activities during implementing the TPM in power generation
industry. Consequently, the successful of implementing TPM will support the organization business
performance towards the operational excellent.

Key Terms: Total Productive Maintenance (TPM), TPM in Industries, Power Generation Industry,
Critical Success Factors

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1. INTRODUCTION

Driven by the economy demand, organization in multiple industries straggling look

for the preservation approaches on optimizing the productivity. The organization realizing the
need to increase the productivity with high effective of the machine or equipment (Brah &
Chong, 2004; McKone & Weiss, 1998; MY, 2012). Therefore, the maintenance approach
become as critical issues in order to ensure the availability and reliability of the asset. Beside
increasing the productivities, the maintenance approaches supports in maintaining and
swelling to the operational efficiency of the assets (Abdullah, 2013; Abdullah, & Rajgopal,
2013; Cigolini, & Turco, 1997). Consequently, implementing the good maintenance approach
contributes to the financial performance of the organization thru reducing the operating cost,
minimum the maintenance cost and maximizing the productivity. Thus, the maintenance
approaches support the organization growth in ensuring the product value increase and
competitive in global market. Presently, maintenance approaches such as Total Productive
Maintenance (TPM), Total Quality Maintenance (TQM), Enterprise Resource Planning
(ERP), Business Process Engineering (BPE), Just in Time (JIT) are commonly had been
practice in various organization in numerous industries (McKone & Weiss , 1998; MY,
2012). However, due to some restriction on the effort and philosophy, organization must look
up the suitable maintenance approach aligned with the organization product and sector.
Significantly by implementing the maintenance approaches, the maintenance quality is the
essential results of the product where by its affects the overall equipment performance
(Abdulmalek, Rajgopal, & Needy 2006; Ahuja, 2009; Ahuja, & Khamba, 2008; Mad Lazim,
& Ramayah, 2010 ). Therefore, the TPM initiative was introduced in industries with the
merging of operation and maintenance practice to meet the organization need.

In line with maintenance approaches, TPM well knowns as management system that
has the proven capacity when fully implemented to improve the business performance of a
production by the implementation of a safe, pleasant and productive workplace through the
optimization of people who work there and the equipment they rely on (Ahuja, 2009; Dogra,
Sharma, Sachdeva, & Dureja, 2011; McKone, & Weiss, 1998). Addition to that, the outcomes
of the TPM initiative are zero breakdown and zero defect to organization assets. Thus,
numerous scholar highlighted that to increase the availability of existing equipment and
reducing the need for further capital investment by implementing the TPM initiative (Mad
Lazim & Ramayah, 2010; Maggard, & Rhyne, 1992; McKone, & Weiss, 1998).
Nevertheless, the implementation of TPM initiative are depends on the environment factor,
organizational behavioral and organizational culture. The process of TPM implementation in
organization are obviously challenging and not all company could successfully complete the
TPM practice. Therefore, the organization must scrutinize the purpose of TPM
implementation before embarking on the TPM initiative in the organization. As mentioned
before, TPM are commonly implemented in various industries and mainly develop for
manufacturing industry. From the previous literature, Almeanaz (2010) study the TPM
implementation in steel industry while Haddad and Jaaron, (2012) has presented the research
on the TPM implementation in healthcare industry in Jordan. Thus, TPM has become highly
recognized as an approach on handling and managing the plant maintenance, plant
engineering, production improvement and product design ([Annamalai, 2011; Belassi &
Tukel, 1996). By looking at the positive impacts to the industry, TPM was implemented at
power generation by having the same goals. Realizing the system and process in power
generation industry is slightly different compare to other industries, there is need to study the
critical factors that contribute to the TPM initiative during the implementing phase.

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2. LITERATURE REVIEW
The Total Productive Maintenance (TPM) initiative was initiated in Japan in 1971,
where the concepts and method was introduced by Nippon Denso Co. Ltd of Japan, a supplier
of Toyota Motor Company. Now days, the TPM initiative and concepts start to adopt and
adept by the various industries in the world. The TPM concept presented today to assist the
organization and management in managing asset of the company (Abdulmalek et al, 2006;
Ahuja, 2009; Patterson, Kennedy, & Fredendall, 1995; Suzuki, 1994). The embarking of
TPM in industry is a concept of sustaining and improving the veracity of production,
operation, maintenance and quality systems. Therefore, the implementation of TPM initiative
is through the machines, equipment, processes, and employees is the added value to an
organization and business performance. Besides, TPM are involved with an innovative
approach to maintenance that enhances equipment value, abolishes breakdowns and promotes
autonomous maintenance by the staff through daily accomplishments relating total workforce
(Ahuja, & Khamba, 2008a; Graisa & Al-Habaibeh, 2011 ; Seng, Jantan, & Ramayah, 2005;
Shulver, n.d; Turbide, 1995).

Instead on managing assets, TPM initiative related to many other operation

management initiatives which are include Zero Defect, Lean concepts in manufacturing,
Total Quality Management (TQM), Continuous Process Improvement (CPI), and others
productivity philosophy with 5S concepts are the base foundation of the TPM initiative
(Ahuja, & Khamba, 2008a; Ahuja, & Khamba, 2008b; Belassi, & Tukel, 1996; Cigolini, &
Turco, 1997). Numerous research mentioned the business industry has practiced an
extraordinary transformation in the last three decades, including radical vicissitudes in the
organization methodologies, product and process of technologies, managing the customers
need and wants, supplier market behavior as well as competitive attitude trend (Graisa & Al-
Habaibeh, 2011; Patterson, Kennedy, & Fredendall, 1995). Besides, TPM known as
fundamental improvement program to the maintenance functions in management because
TPM involves with all staff level from the Top Management to the bottom line (Ahuja, &
Khamba, 2008a; Ahuja, & Khamba, 2008b). By referring to the TPM objective itself, TPM
initiative is to optimize the overall efficiency and effectiveness by sustaining the life-cycle of
the equipment. The TPM philosophy necessitates the development of a preventative
maintenance (PM) program and a part of asset management strategy. Thus, with good
practicing managing assets, the TPM needs the operator’s participation and involvement in
order to maintain the equipment healthier (Abdulmalek, et al, 2006; Ahuja, & Khamba,
2008a; Graisa & Al-Habaibeh, 2011; McKone, Schroeder & Cua, 2001).

To the date, the TPM concept is accepting and practicing from various industry.
People in industry believe the main goal of the TPM still the same which are guided on
managing assets and optimizing production (MY, 2012). Thus, many researchers carry out
the TPM topic in deep by looking at many subject such as TPM theoretical, TPM framework,
TPM pillars, TPM practicality and much areas. Mohammad Jafari, Lotfi, Felegari and
Hosseini (2014), from Iran studied the TPM implementation for steel industry meanwhile
Chetan, Shende, and Swapnil (2006), were carried out the case studied on TPM in the rolling
mill industry which is located in India. In Malaysia, Norddin, Zameri and Saman (2012), was
done the research in fertilizer process which implement TPM in plant industry and Badly
(2012) was carried out the TPM assessment in Malaysian Automotive SMEs. Therefore,
various study and research had been done and still continuing by the country in various sector
and industry. However, far too little attention has been paid to TPM implementation in the
utilities industry which focusing to the power generation company. The researcher believed,
utility industry is one of the key player contribute to the country growth and consequently
there is need to evaluate and validate the TPM implementation in power generation industry.

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 In Malaysia, coal-fired generation represents about one-third of the installed power
generation capacity, and accounted for nearly 43% of the electricity produced in 2013. Hence
the performance and reliability of the coal-fired power plant have a significant direct impact
on the electricity supply situation in Malaysia (Energy Commission Report, Malaysia, 2015).
In fact, gas and coal remained as the command fuel for power generation at 49.4% and 42.6%
respectively, followed by hydroelectric at 4.8% and oil/distillate at 2.5%. Due to government
policy and the needy of the new market, most coal-fired power plants were operated at the
maximum level continuously since 2011 (Energy Commission Report, Malaysia, 2015). The
effect of such operation, coupled with lower quality coal and inadequate features in the boiler
design had taken a toll on most coal-fired power plants, where in 2013 the reliability of the
plants suffered heavily due to boiler tube failures which in turn contributed to significant
reduction of the availability of the coal plants. After a period of decision, Energy
Commission with the government support decided to maintain, sustain and develop steam
power plant to complete the energy demand. They compromise on developing of steam
power plant in maintaining the tariff cost and guided with high environment policy. By using
the gas and coal as types of fuel, the fuel cost on generation power will affected accordingly.
In facts, power plant life cycle is belonging to 25-year service and it’s the major asset to the
country (Energy Commission Report, Malaysia, 2015).

The coal power generations are composed with the boiler system, turbine system,
condensing and feed heating system, generator system and main transformer. The system of
the boiler purposely exchanges the coal combustion which is chemical energy into the
thermodynamic energy in the boiler through generating the steam from the boiler drum.
There are many boiler types such as a sub-critical boiler, boiler with reheater, single drum,
radiant and convectional of two-pass type superheaters, with controlled recirculation and
normal circulation. Wiser (2000) explained the Rankine cycle is the idealized cycle for steam
power plants, and could be describe as a heat engine process with a vapour power cycle. As
described by Kapooria, Kumar and Kasana (2008), the steam plant involves the process of
isentropic compression, isobaric heat supply, isentropic expansion and isobaric heat rejection.
The complexity of the process become the critical elements to the operators in ensuring the
equipment is operating in good condition. The equipment must operate with highly efficient
to produce high productivity and quality.

Realizing as main asset to the country, one of the IPPs located in Malaysia embarked
the TPM initiative. The organization start to embarked TPM initiative at the power station in
order to strategies the maintenance approach by maintaining the existing assets.
Consequently, TPM become a part of company strategy purposely to enhance strengthen the
power plant operation. The TPM steering community was initiated by the top management
purposely to drive the TPM program in station. Top management promptly promote the
TPM initiative to all levels of employees to ensure the TPM initiative deliver the objective
and goals. Since TPM launched in year 2010, the TPM program progressively implemented
among the operation staff which are responsible to operate the power plant. The TPM
program such as cleaning activities, identification of abnormalities, measuring the equipment
effectiveness, continuous improvement program, TPM competency and TPM assessment had
been done violently every year. After several years with multiple TPM program had been
instigated, the operation staff definitely adopt and practice the TPM initiative at the work
place. Furthermore, by looking at the positive impact to the organization, the researcher
believed there are restriction and critical issues facing by the origination during implement
the TPM initiative.

In order to ensure the initiative achieves the main goal, there are needs of measurable
element called Critical success factor (CSF). The CSFs described the factors that influence
the successful of the project, program, business, and activities with proper data analysis

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(Ahuja, & Khamba, 2008; Freund, 1988) . One of the pioneers in CSF research, Rockart
(1979), defined that CSF is a managerial and directional methods for managers to identify the
information needs to ensure the organization meet the main goal. CSFs could be used as
basics needs that are vital for a strategy to be successful and achievable. In steed focusing on
the relevant performance measures, Johnson, James and Michael Friesen (1995), also figured
out that CSFs involves with various factor with subject to the organization key performance
indicator. Therefore, there are needs on understanding the CFSs on the process of embarking
TPM initiative(Ahuja, & Khamba, 2008; Cigolini, & Turco, 1997). Literature on the CSFs
in TPM had been done by the previous scholar. Having says that, TPM CSFs must be
examining in order to identify the weakness and successful of the implementation. It’s part of
the implementation strategy. The restriction factor that contributed to the TPM CSFs clearly
identifies and positive action must be taken accordingly. As mentioned in the Table 2.1
below, the summary of TPM CSF by the scholar in various industry and research area.
Table 1: Summary of TPM CSFs implementation
Element and component of CSFs highlighted
Researcher

 Clear policy, target and effectiveness

Windle (1993)  Understanding of management plan and implementation
 Employee involvement, management accountability and supervision
 High quality and effective of training and education
Bamber et al. (1999)  The existing organization and structure
 Alignment to mission and goals
 The involvement of people
 An operation planning and implementation
 Knowledge and beliefs of benefits
 Time allocation for embark
 Management commitment and obligation
Katila (2000)  Education and training
 Strengthen of maintenance system
 Establish and perform education
 Leadership and management involvement
 Plan and promotional of activities
 Preventive maintenance practice and policy
 Managing and maintaining of data resources
 Managing technology and strategy
Cua et al. (2001)  Management commitment
 Promotional and information
 Employees motivation and inspiration
 Education and training
 Optimum organization function and roles
Hannson and  Support from leadership
 Strategic planning with vision and mission
Backlund (2002)  Implementation of planning and program
 Buying in and empowerment of people
 Training and education
 Communication and information
 Monitoring and Evaluation
Seth and Tripathi  Focus on customer satisfaction
 Leadership for improvement
(2005)  Strategic planning for improvement
 Education and training
 Information architecture
 Performance measurement system
 Material management and resources
 Equipment and assets management
 Process management and improvement
 Financial resources and budgeting
Rodrigues and  Implementation of 5S
Hatakeyama (2006)  Organizational operation and self-maintenance
 Continuous education and training
 Top management support and participant

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 Siong and Ahmed  Management support and assistance
 Employee participation and contribution
(2007)  Knowledge and skill of the employees
 Training and education
 Maintenance strategy and policy
 Supplier support and sustaining
Ahuja and Khamba  Top management contribution and support
 Cultural transformation from among staff
(2008b)  Employee involvement and participant
 Traditional and Pro-Active maintenance policy
 Training and education
 Maintenance prevention and focused production system improvement
Badli Shah (2012)  Top management commitment
 Resource management and supply
 Performance measurement system
 Continuous improvement system
 Education and training
 Work culture and involvement

Therefore, by looking at all the CSFs mentioned by the scholars, there are essential
things to carry out the CSFs assessment. CSFs indicate the willingness of various factors
which contribute to the successful of TPM initiative (Ahuja, & Khamba, 2008; Dogra,
Sharma, Sachdeva, & Dureja, 2011; Maggard, & Rhyne, 1992). The proactive action must be
taken to cater the weakness during TPM program to ensure the objective is achievable.
However, the different organization will have the different difficulties and restriction and
subject to the types of industry (Ahuja, & Khamba, 2008;). Hence, the researcher interest to
find out and analyzed the fissure in implementing TPM between industries. The main gap is
the TPM initiative basically implements at manufacturing industry but not at the process
industry.

3. RESEARCH DESIGN AND METHODOLOGY

Realizing the criticality in implementing TPM initiative in industry, the researcher

attention to conduct this study to find the critical factors. According to Boynton, and Zmud
(1984), the critical factors is a management term for an element that is necessary for an
organization achieving their program objectives.

"Critical success factors are those few things that must go well to ensure success for a
manager or an organization, and, therefore, they represent those managerial or enterprise
area, that must be given special and continual attention to bring about high performance.
CSFs include issues vital to an organization's current operating activities and to its future
success."

Nevertheless, due to little research piloted in this area of power generation industry,
the researcher has been conducted the through questionnaire to determine the TPM CSFs in
power generation industry. Based on the previous literature, there are four critical factors
could influence the successful of TPM implementation which gives significant impact to the
business performance in the context of power generation industry. The research hypothesis
was developed purposely to explain the correlation stated in the research objective which
consist of concepts. The research hypotheses purposely develop to carry out the empirical
testing which is explaining below:

Research Hypothesis 1: The top management roles and responsibilities on the TPM
activities not affect to the business performance.
Research Hypothesis 2: The resource management contribution for the TPM activities
not gives the significant impact to the business performance.

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 Research Hypothesis 3: The training and education of TPM to the employees not give
significant affects to the business performance.

Research Hypothesis 4: The TPM work culture not affect to the business performance
power generation industry.

From the hypothesis, the theoretical framework had been developing accordingly.
Figure 3.1 shows the relationship of the critical factors in implementing the TPM to the
business performance.

Top management

Resource management
Business
Performance
Training and education

Work Culture

Figure 1: Theoretical framework for this study

Unit of analysis described as the single element or group of elements subject to

selection in the sample. Unit of analysis is definite as the level of aggregation of the data
collected during the subsequent data analysis stage. For this research, the unit of analysis is
from the power generation company which are embarking TPM initiative. In deep detailed
during this study was carried out, the employees from operation department only carried out
the TPM initiative. Therefore, the questionnaire was distributed to the employees who are
attached at the operation department. The target population for this study is 50 percent of the
total staff attached at operation department.

The Statistical Package for the Social Science (SPSS) software was applied to
perform required statistical analysis of the data from the distributed questionnaire. Before the
statistical analysis was conducted it was necessary to first evaluate the reliability and validity
of the instruments to ensure that the finding would be reliable and valid. The management of
the company, the TPM facilitator, TPM expert, and TPM community was validate the
questionnaire before distributed to the respondent.

4. Results and Discussion

From the survey exercise, 100 respondents out of 150 employees in operation
department response to the survey questionnaire. This response rate is 66.7% and it is mainly
being completed by the employees involves in the TPM activities at the workplace.
According to Sekaran (2003) respondents to the survey questionnaire is enough if the sample
size is from 30 to 500 respondents and is sufficient to review and depends on the population
of the selective research area.

In the beginning, the normality test was carried out for this study purposely to ensure
there are no extreme scores on an individual variable, or on a set of variables, that they will
distort the overall results. In addition, the normality test deliberately to examine the data
distribution and to identify the likely data pattern distribution. Therefore, the researcher
carries out normality test descriptive analysis for each dimension. Before analysis the
dimension, the researcher came out with summary analysis for the normality test presented in

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Table 4.1. which is intentionally to ensure there are no missing data and the data validity is
high for each of the dimension in the normality test. After carried out the summary of
normality test, the researcher continues proceed the normality analysis by looking at each of
dimension as presented in Table 4.1 also.

Table 2: Construct normality statistical results

Construct Normality, N Mean Standard Skewness Kurtosis
(Valid) error

Top Management 100 3.6600 0.8854 -1.164 2.176

Continuous Improvement 100 3.6580 0.7896 -1.357 2.818

Resources Management 100 3.6245 0.7440 -1.118 2.310

Training and Awareness 100 3.5783 0.7402 -1.037 2.190

Work Culture 100 3.5833 0.8546 -0.846 1.276

General Question 100 3.6960 0.7931 -1.453 3.589

The mean for management result is 3.66 which indicate that normality of mean with
the standard error is 0.8554. The probability distribution skewness is -1.164 and it means the
distribution is skewed to the left. Besides that, it can be explained the mean of the construct is
less than mode. Kurtosis value for management is 2.176 and it means the distribution
produces fewer and less extreme outliers than does the normal distribution. For continuous
improvement construct, the skweness value is -1.357 which means the distribution curve is
skewed to the left. Due to that, the mean is usually less than the median and the few low
scores tend to shift the mean to the left. The mean for continuous improvement is 3.658 and
the kurtosis value is 2.817. The kurtosis value is close to 3 which is normal distribution for
univariate. The skewness for training is -1.037 which is at negative value and its mean the
distribution skewed to the left with the standard error value is 0.241. The kurtosis value is
2.817 and close to 3 which is normal distribution for univariate. The skewness for resource
management is -1.118 negative and its mean the distribution skewed to the left with the
standard error value is 0.241. The kurtosis value is 2.310 and close to 3 which is normal
distribution for univariate. The mean for work culture normality test is 3.5833 and the
skewness for work culture is -0.846 negative and its mean the distribution skewed to the left
with the standard error value is 0.241. The skewness value is less than -1.0 and can
acceptable because it close to 0. Its means the respondent realized that the culture could be
one of the factor influence the TPM activities. The kurtosis value is 1.276 which is quit far
from the normal distribution which is at 3.0 values. Besides, the descriptive normality test for
general question asked to the respondent also presented in the normality test. The kurtosis
value is 3.589 and the skewness value is -1.453 where the distribution is skewed to negative
distribution. The kurtosis reading is closed to 3.0 which is normal distribution peak.
The researcher carried out the KMO and Bartlett’s Test of Sphericity in order to
measure of sampling adequacy which indicates the variable ratio for the analysis being
conducted. In most academic and business studies, KMO & Bartlett’s test plays an important
role for accepting the sample adequacy. Table 4.2 shows the KMO and Bartlett’s Test for this
research. For this research, the KMO of Sampling Adequacy is 0.919 and within the
acceptable range. Besides, the Bartlett’s test of sphericity results is 0 which mean the result is
more than 0.005. Its mean the data significantly meaningful to carried out the further analysis
for this research.

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 Table 3: KMO and Bartlett’s Test

Nevertheless, the researcher carried out Cronbach's alpha analysis. Cronbach's alpha
is a measure of internal consistency, that is, how closely related a set of items are as a group.
It is considered to be a measure of scale reliability. A "high" value for alpha does not imply
that the measure is unidimensional. If, in addition to measuring internal consistency, you
wish to provide evidence that the scale in question is unidimensional, additional analyses can
be performed. Due to that reason, the reliability test, the researcher carried out Cronbach
Alpha test for all the constructive. Table 3 showed the analytical result test for Cronbach
alpha α for all dimensions.
Table 4: Cronbach Alpha results
Dimension Cronbach Alpha No of item

Top Management 0.945 7

Resource Management 0.961 11

Training and education 0.924 6

Work Culture 0.934 6

Continuous Improvement 0.959 10

The result for Hypothesis 1 Top management shows Cronbach alpha α is more than
0.9 with the value is 0.945 at the excellent value. The high value for Cronbach alpha
represents the reliability of the scores. The Hypothesis 2 on the resource management
presents Cronbach alpha α value is more than 0.9 at 0.961 at the excellent value. The high
value for Cronbach alpha represents the reliability of the scores. Hypothesis 3 regarding the
training shows Cronbach alpha α is more than 0.9 with the value is 0.924 at the excellent
range. The high value for Cronbach alpha represents the reliability of the scores. For the
construct, work culture which is the Hypothesis 4 shows Cronbach Alpha α is more than 0.9
with the value is 0.934 at the excellent range also. In addition, the high value for Cronbach
alpha represents the reliability of the scores for the dimension. In addition, the researcher
carries out the Cronbach Alpha test for independence variables. Result shows the Cronbach
alpha α is more than 0.9 with the value is 0.959 at the excellent range which mean high
reliability and high consistency of the measurements.

In intention to evaluate the significant of the independent variables and dependent

variables, the multiple regression applied for this study. The multiple regressions used for
prediction and for this case the DV is explain by 4IVs. Table 4.4 below represents the
descriptive statistics for each of the dimension by calculating the mean and standard
deviation.

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 Table 5: Descriptive analysis for multiple regressions

The researcher found that the proposed model is a good descriptor of the relationship
between the dependent and predictor variables. This is because given the R-square value of
0.823 implies that the four predictor variables explain about 82.3% of the variance in the
CSFs. Therefore, it is a quite good and respectable result. Table 4.5 show the model summary
for multiple regressions which is represents the R-square and df.
Table 6: Model summary for multiple regressions

The ANOVA table below shows that the F value is 110. The ANOVA Table 6 shows
p is 0.00, df is 4 and F value is 110.264. Due to that, the decision is to reject the null
hypothesis and support the alternate hypothesis. The researcher develops the model from the
multiple regressions then.
Table 7: ANOVA for multiple regression

Based on the coefficients results showed in Table 8, the intercept constant value for
the multiple regression model is 0.272, constant value for management is 0.527, constant
value for training is 0.417, constant value for work culture is -0.016 and constant value for
resources is 0.018.
Table 8: Multiple regression coefficient

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 Table 9 represent the multiple regression residual statisic with the continous
improvement as dependent variables. The analysis also shown the mean for the predicted
value and the R-suqare for the mulitple regression. Besides that, the mahal distance means is
3.96 and cook distance means is 0.074. The mahalanobis is represent the distance between a
point mean to the regression line.
Table 9: Multiple regression residual statisic

The researcher comes out with distribution plot thru the equation and prediction from
the model. As presented below, the dependent variable is continuous improvement as
constant variables. The prediction is coming from the 4 IVs which consist with management,
training, work culture and resources.
During the data analysis, the study also carried out the T-test to find the significant
different between 2 groups which are executive and non-executive. The t-test tells us if the
variation between two groups is significant between executive and non-executive. In deep,
purposely the comparison is involving the different level of job descriptions, task and level of
educations. The table 10 shows the group statistic between executive and non-executive.
Table 10: Group statistic for Independent test

Ratio between both groups is 90:10 which are presented 90% of the respondent from
non-executive and 10% of the respondent is coming from executive. In general, the results

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show in the Table 10 shows significant values are more 0.05 for all dimensions between
which mean there are no significant between 2 groups.
In detail show at Table 11, by looking at management dimension on t-test analysis,
give the F value is 3.309, the corresponding p-value (p=0.072), which is above the alpha
value of 0.05. As such, the researcher failed to reject the null hypothesis of equal variance
and therefore report the equal variances assumed t-value. In the test equality for means
column, the p value is 0.774 which is bigger than alpha value 0.05. Therefore, the researcher
accepts the null hypothesis and rejects the alternate hypothesis (H1: There is a different in the
level of management for executive and non-executive).
Table 11: Independent sample test

In total by looking at the Levene,s test for equality of variances, the p value for all
dimensions is bigger than alpha value 0.05 except foe management dimension. Therefore, the
researcher accepts the null hypothesis and rejects the alternate hypothesis. It can have
concluded that there is no significant level of dimension for, continuous improvement,
training, resources, and work culture for executive and non-executive. Besides, by looking at
the t-test equality for means column, the p value for all dimensions is bigger than alpha value
0.05. Therefore, the researcher accepts the null hypothesis and rejects the alternate
hypothesis. It can be concluded that there is no significant level of dimension for
management, continuous improvement, training, resources, and work culture for executive
and non-executive.

5. CONCLUSION

This study deliberated the theory development on the critical success factors on
implementing TPM in power generation industry in order to increase the business
performance. There is much research that highlighted that the need of Top Management
commitment in ensuring successful of TPM implementation in various industries. Therefore,
the researcher believed the Top Management is the key factors on driving and organizing the
TPM initiative. Besides that, the researcher interest to examine the Top Management
capabilities on energizing the new initiative. In fact, there is important on realizing the top

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management roles and responsibilities which contribute to the business performance. The
resource management which is consists of production resource, material resource, human
resource, financial resource, technology resource and information resource. Resource
management is the essential factor which is supporting the organization towards the business
performance. The resource management is an important mechanism organizing the material,
human resource and budgeting in order to ensure the successful of implementing the TPM
initiative. In technical perspective, this activity also involves in supporting the equipment
performance, reliability and engineering of the machine. By looking at the power plant
business orientation, there is different business operation compared with the manufacturing
industry. Therefore, it is important to understanding and examines the resource management
factors contribute to the TPM activities in power generation industry on improving the
business performance. The TPM philosophy could easily be understood by employees and an
organization should be innovative to copy the TPM practices and procedures from other
industries. However, the organization need to carry out training in order to ensure employee
full awareness of the TPM initiative. Due to that, there is important to investigate the need of
training and education to the employees during implementing TPM in ensuring the benefits to
the business performance for the power generation industry. The researcher believes training
mechanism is the tools on delivering the message to the employees. During the initiating of
the TPM initiative, employee’s involvement towards the work culture change is the most
important on supporting the organization maintenance approach. The employee willingness
on changing the work culture environment to the TPM implementation will show the support
to the top management. Thus, there is need to investigate the impacts on the employee’s
involvement during TPM implementation for enhancing the power generation business
performance. After making some modification on the TPM practices, the power generation
industry in Malaysia slowly adopts and adapts the TPM initiative. However, there are
difficulties experiences in enhancing the TPM initiative at the power generation industry in
Malaysia. Supported by Cooke (2000), most of the organization failed to completion the
TPM process because the TPM process is too complex. Due to that, the researcher
recommends the Critical Success Factors (CSFs) for the TPM implementation which could
impact to the power generation business performance. Thus, the researcher proposes the top
management, resource management, training and work culture is the main CSFs in embarking
the TPM in the organization.

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