Int. J. Mgmt Res. & Bus. Strat.

2017 N Venkateswaran, 2017

ISSN 2319-345X www.ijmrbs.com

Vol. 6, No. 1, January 2017
© 2017 IJMRBS. All Rights Reserved

EFFECTIVENESS OF TOTAL PROTECTIVE

MAINTENANCE (TPM) PRACTICES ADOPTED
AT CEMENT INDUSTRY—AN EMPIRICAL STUDY
N Venkateswaran1*

*Corresponding Author: N Venkateswaran,  visvenki2003@yahoo.co.in

The study is about the effectiveness of Total Protective Maintenance practices adopted at Cement
industry. Total Protective Maintenance is a strategic tool used to reduce waste and improve the
efficiency and competitiveness of an organization. Total Protective Maintenance focuses on
creating more value for customers by eliminating activities that are considered waste.
Organizations that can meet or exceed customer’s expectation have a higher chance of survival
in the highly competitive market. The focal point of the study was to find a balance between the
machines that the operator uses, the operator himself and the human resource strategy used to
facilitate this balance. The question to be addressed is how a human resource strategy can be
used together with Total Productive Maintenance (TPM) towards TQM improvement. This study
also sought to determine the extent how Total Protective Maintenance (TPM) practices adopted
in the firm which helps to analyze the reasons high amount of quality rejections, frequent
fluctuations of fuel and oil prices, the various drivers and barriers also to find out the reasons for
the reduction of Overall Equipment Effectiveness (OEE). The research methodology adopted
was Experimental Research Design. The study make use of secondary data collected from the
firm corporate data base which is related to TPM implementation issues. The collected data
was analyzed and interrupted with statistical tools such as Pareto analysis, Scatter plot, Cause
and Effect diagram, Pie chart and Why-Why analysis. The research findings from this study
revealed that the firm has systems and structures of Total Protective Maintenance practices
well in place.

Keywords: OEE, Preventive maintenance, Why-why, Pareto

INTRODUCTION market. The organization should be able to meet

Total Protective Maintenance focuses on creating new challenges posed by the technology and any
more value for customers by eliminating activities other external and internal factors. Total
that are considered waste. Organizations that can Productive Maintenance (TPM) can be
meet or exceed customer’s expectation have a considered as the medical science of machines.
higher chance of survival in the highly competitive It is a maintenance program, which involves a
1
Professor, Department of Management Studies, Panimalar Engineering College, Chennai 600123.

This article can be downloaded from http://www.ijmrbs.com/currentissue.php

33
Int. J. Mgmt Res. & Bus. Strat. 2017
newly defined concept for maintaining plants and
equipment. The goal of the TPM program is to
markedly increase production while, at the same
time, increasing employee morale and job
satisfaction.
According to Tourki (2010) explained that many
organizations have realized the essential need
to adopt Total Protective Maintenance in order to
survive in the global rivalry situation. It also strives
to maintain a good relationship with the customers
by producing high quality products at the right
time and place. He explained that the
misconception of Total Protective Maintenance
is a major hindrance to its effective
implementation.
According to Kumar (2012) explained that
organizations that can meet or exceed
customers’ expectations have a higher chance
of survival. Reduction of costs was cited by the
informants as among the key drivers of adoption
of Total Protective Maintenance. The study
summarized the benefits of Total Protective
Maintenance as follows: reduced cost, waste
reduction, improved productivity, multi skilled
workers and better utilization of the equipment.
According to Johannsen (2013) TPM also
captures the need to produce the technical and
skill training needed to meet the sophistication of
operation and maintenance arising from
equipment automation, and to foster worker
proficiency in the plant.
Ondiek and Kisombe (2012) explained that
lean manufacturing consists of a system of
strategies which produce high quality products
at the pace of customer with little or no waste.
Khalil et al. (2012) highlighted that Total Protective
Maintenance implementation generates superior
operational and financial improvements within all
This article can be downloaded from http://www.ijmrbs.com/currentissue.php
34
N Venkateswaran, 2017
systems. The also explained that the major barrier
to Total Protective Maintenance implementation
is providing evidence of its potential benefit to end
users. All these are consistent with the findings
of this research.
NEED FOR THE STUDY
The present study deals with the concept,
introduction and implementation approach of Total
Productive Maintenance (TPM) in detail. To
achieve quality in all facets of manufacturing
operations, implementation of Total Productive
Maintenance (TPM) is required. This study will
define TPM as a maintenance philosophy, its
implementation approach, difficulties in its
implementation and cost of implementing TPM.
The study analyzed the effectiveness of TPM
in supporting TQM which helps in achieving
efficiency by eliminating losses resulting from
equipment failure, set up and adjustment, minor
stoppages, process scrap and defects, and
reduced yield.
LITERATURE REVIEW
According to Sarang Kattakumar (2013)
implementation of Total productive Maintenance
helps the team to uncover the problems which
existing in the organisation. The aim of the paper
is to suggest and implementation of TPM
program in spinning mill industry. They used JH
check sheets, PM (Preventive Maintenance)
check sheet, OPLS (Optimized Potential for
Liquid Simulations) to implement TPM in the
organisation. According to him a very large
number of small improvements are more
effective in an organizational environment a few
improvements of large value. The aim of the JH
pillar is to develop operators to be able to take
care of small or daily maintenance tasks. TPM
Int. J. Mgmt Res. & Bus. Strat. 2017
successfully provides the improvement in OEE
of the equipment and he 30% reduction in
manufacturing cost.
According to Suresh (2012), the importance
of the upkeep of equipment has its own
importance since the condition and performance
of the equipment have large role in the quality and
availability of the products. So the concept of Total
Productive Maintenance (TPM) has very much
relevance today. TPM focus on improvement in
equipment availability, performance and quality
with assuring health and safety of employees and
protection of environment. The implementation
factors and performance are compared with that
in TPM awarded industry and the correlation is
found significant. This study will help the
management team to focus on the areas for
improvement to improve the system level. The
employee attitude change or the organizations
cultural change is the hurdles in TPM
implementation and it need a time period. The
implementation of these PDCA (Plan-Do-Check-
Act) approach will make results definitely and the
time period for getting results will depends upon
how fast the organization is adopting the changes
as well as the effectiveness of this
implementation.
According to Wasim Hangad, the goal of the
TPM program is to increase production while, at
the same time, increasing employee morale and
job satisfaction. The results of implementing TPM
program in terms of increased plant efficiency
and productivity are outstanding. The Critical
Success Factors (CSF) of TPM implementation
in the manufacturing industry is the role and
commitment of top management in supporting
the TPM initiative. He discussed the
implementation of the 7-stage autonomous
maintenance in industry. In today’s global
This article can be downloaded from http://www.ijmrbs.com/currentissue.php
35
N Venkateswaran, 2017
economy an increasing search is on for methods
and processes that drive improvements in quality,
costs and productivity. TPM has been identified
as a best in class manufacturing improvement
process, along with the “LEAN” phenomenon that
has allowed manufacturing industries to greatly
increase their levels of profitability and productivity.
Apparently, successful TPM implementation can
achieve better and lasting result as compared to
other isolated program because there is an
ultimate change in people (knowledge, skills, and
behavior) during the progress.
RESEARCH GAP
The entire above researcher addressed the
machine related issues with the help of Total
Protective Maintenance (TPM). Some of the
researchers addressed the issues with related
to top management involvement in implementing
the TPM in shop floor. This study deals the TPM
in a different way such that, it will be a way of
doing work in the routine life of an employee. In
other words, instead of following TPM as a
separate work, it has to be adopted along with
routine work in shop floor.
LIMITATIONS OF THE
STUDY
The study was largely constrained by the short
time available. The informants also had tight
schedules and could only manage limited time to
provide the required data. In addition there were
a lot of interferences during the interview due to
the nature of their work. The concept of Total
Protective Maintenance was also not well
understood and this posed challenges in getting
feedback and gathering information on its
implementation. The Indian manufacturing
environment and sector is highly competitive and
players have a tendency not to disclose
Int. J. Mgmt Res. & Bus. Strat. 2017 N Venkateswaran, 2017

information touching on their manufacturing DATA ANALYSIS AND

practices or challenges as they suspiciously INTERPRETATION
consider this as a platform for industrial
Calculation of OEE
espionage or it may expose their weakness or
strengths to their business rivals. This
phenomenon has resulted to limited scholarly Availability (%) = 94.38%
articles on the Kenyan case touching on lean
manufacturing thus hampering benchmarking or
cross referencing.
Quality Rate (%) = 97.18%
RESEARCH METHODOLOGY
Research Design: Experimental Research
Data Collected for the study: Secondary Data Performance (Speed) = 100%
collected from firm’s corporate database
Overall Equipment Efficiency = Availability (%)
Period of Data: Production and machine x Performance (%) x Quality Rate (%)
breakdown data collected from Feb - 2016 to May
OEE = 91.72%
– 2016.
Tools for data analysis: From the above trend analysis Figure 1 the
inference as follows
• Pareto analysis
• The OEE of the Packer machine trend
• Cause and effect analysis
keeps increasing. It is a good sign for the
• Scatter diagram company.
• Why-why analysis
• The trend state the current standing point as
• Charts an average of 69.01%.

Table 1: Showing Production Output Specification Time and Quality Defect

Batch Size No. of Specification Specification Actual Time No. of

Date Product Qty
(MT) Batches Time/Batch Time Taken Defects
General Purpose
19/02/2016 75 1.5 50 3 150 150 0
Plaster
19/02/2016 GPP II 15 1.5 10 3 30 30 0
Plastering
19/02/2016 4.5 1.5 3 3 9 9 2
Compound
Plastering
19/02/2016 64.5 1.5 43 3 129 129 2
Compound
Ramco tile fix T2
19/02/2016 54 2 27 5 135 135 2
grade
Total 213 133 453 453 6
Source: Company’s database

This article can be downloaded from http://www.ijmrbs.com/currentissue.php

36
Int. J. Mgmt Res. & Bus. Strat. 2017 N Venkateswaran, 2017

Table 2: Showing Day Wise Overall Figure 1: The OEE Trend Analysis
Equipment Efficiency

OEE Target OEE Target

Date Date
(%) (%) (%) (%)
2/2/2016 53.54 90 1/3/2016 36.3 90
3/2/2016 67.5 90 2/3/2016 51.7 90
4/2/2016 48.83 90 3/3/2016 58.5 90
5/2/2016 55.8 90 4/3/2016 56.4 90
6/2/2016 43.74 90 5/3/2016 84.4 90
8/2/2016 60.05 90 7/3/2016 40.4 90
9/2/2016 74.01 90 8/3/2016 71.4 90
10/2/2016 67.13 90 9/3/2016 55.8 90
Table 3: Showing the Overall Break Down
11/2/2016 60.05 90 9/3/2016 61 90 Types and its Cumulative Time
12/2/2016 80.77 90 11/3/2016 70.3 90
Cumulative
13/02/2016 84.72 90 12/3/2016 53.2 90 Break Down Split Up Minutes
(%)
15/02/2016 55.81 90 14/03/2016 90.3 90 Start-up loss 3760 30
16/02/2016 49.45 90 15/03/2016 77 90 Sand Jam in Pipe 1335 40.6
17/02/2016 72.74 90 15/03/2016 80.8 90 Sand not available at Hopper 1305 51
18/02/2016 69.17 90 17/03/2016 53.5 90 Medium sand Full 1185 60.5
19/02/2016 91.72 90 18/03/2016 73.3 90 Wet sand at Sieving mesh 840 67.2
20/02/2016 76.04 90 19/03/2016 83.3 90 Buren clay (inner line)
700 72.7
21/02/2015 81.25 90 20/03/2016 60.4 90 replacement

22/02/2016 87.49 90 21/03/2016 77.2 90 Sieving machine cleaning work 595 77.5

23/02/2016 79.02 90 22/03/2016 76.8 90 Mesh setup change 455 81.1

24/02/2016 80.85 90 23/03/2016 78.6 90 elevator Trip 390 84.2

25/02/2016 67.58 90 24/03/2016 70 90 Communication error 385 87.3

26/02/2016 49.96 90 25/03/2016 59 90 Belt not run 365 90.2

27/02/2016 64.32 90 26/03/2016 96.9 90
Temperature display not working 330 92.8
29/02/2016 77.38 90 28/03/2016 91.2 90
Source: Company’s database Contamination Vibrating Dryer 310 95.3
Burner cutoff valve
305 97.7
• The Gap difference between a world Class malfunctioning
Manufacturing an our Manufacturing plant is Firing process not adequate 170 99.1
about 20%. JCB tyre Puncture 115 100
• The OEE of the packer machine is highly Total Time Loss 12545
flexuated. Source: Company’s database

From the above pareto Figure 2 the inference • Start Up loss contributing the maximum
as follows: percentage all among.

This article can be downloaded from http://www.ijmrbs.com/currentissue.php

37
Int. J. Mgmt Res. & Bus. Strat. 2017 N Venkateswaran, 2017

Figure 2: Pareto Analysis-Breakdown

• 8 types of breakdowns which contributes 80% • The Startup loss, Pipe Jam and Sand not
of the total breakdown. available in hopper, these break downs
• The remaining 8 types of breakdown which cont ributes 50% of the tot al
contributes only 20% of the total breakdown. breakdown time.

Figure 3: Cause and Effect Diagram for Start-Up Loss

This article can be downloaded from http://www.ijmrbs.com/currentissue.php

38
Int. J. Mgmt Res. & Bus. Strat. 2017 N Venkateswaran, 2017

Figure 4: Why-Why Analysis for Sand Jam in Pipe

Sand Jammed at Sand plant

Why

Sand accumulation over a period of time

Why

No uniform flow of Sand Particles

Why

Friction between the Pipe and Sand Particles

Why

No coating in the inside of the Pipe

From the above WHY-WHY Figure 4 the • Counter measures to be taken for all the Why
inference as follows – Why analysis.

• No coating available inside of the sand pipe is
a root cause for the breakdown of sand jam in
Pipe.
SUGGESTIONS AND
RECOMMENDATIONS
• The OEE trend pattern needs to be sustained
and to be improved.
• Kaizen to be identified to eliminate minor
breakdowns in work area
• Product Quality rate to be improved so that
the OEE can be achieved in World Class
Manufacturing level.
• The best feed rate to be identified for the best
output which will increase total output and
reduces the manufacturing cost.
• Preventive maintenance can be taken after the
running time of the plant so that breakdown
maintenance can be reduced.
• Operator check lists can be introduced to avoid
minor stoppages.
• Standard Operating Procedure can be repared.
• Change over procedure and sequences to be
prepared
• Training man days of employees can be
improved.
FUTURE DIRECTIONS OF
THE STUDY
The implementation of TPM alone as single
maintenance related project is not adequate
enough to sustain the stability of the maintenance

This article can be downloaded from http://www.ijmrbs.com/currentissue.php

39
Int. J. Mgmt Res. & Bus. Strat. 2017
management system for the coming decade.
Every year, the demand from the production as
well as the future requirements will push the
maintenance system up to the limit. Adoption of
Total Protective Maintenance is a key survival
technique for cement companies. A lot of
continuous effort should be thinking of in order to
ensure the level of manpower efficiency and
effectiveness of the task will advance directly
proportional with the demand from the production.
Hence it is important that more research is done
on Total Protective Maintenance implementation
in cement industry.
CONCLUSION
Based on the investigation conducted on the firm
and by analyzing the different results the study
can come to conclusion that due to the lagging in
implementation of TPM the firm leads to heavy
losses. It is recommended from the study effort
should be there to minimize the losses in the
following order.
• Increase availability by reducing downtime
losses.
• Increase performance rate by reducing speed
losses.
It is also concluded that TPM have direct
influence on OEE and as TPM level increases
OEE value will also get increase. Finally,
productivity is directly depends on value of OEE
and varies accordingly.
REFERENCES
1. Johannsen G (2013), “Analyses, Design, and
Evaluation of Man-Machine Systems”,
Proceedings of IFAC/IFIP/IFORS/IEA
Conference Baden-Baden, Federal Republic
of Germany.
This article can be downloaded from http://www.ijmrbs.com/currentissue.php
40
N Venkateswaran, 2017
2. Khalil R A, Stockton D J and Tourki T (2012),
“Implementation of Lean in Continuous
Process-Based Industries”, International
Journal of Mechanical Engineering, Vol. 1,
No. 2, pp. 2319-2240.
3. Kumar P, Varambally V M and Rodrigues L
R (December 2012), “A Methodology for
Implementing Total Productive Maintenance
in Manufacturing Industries—A Case Study”,
International Journal of Engineering
Research and Development, Vol. 5, No. 2,
pp. 32-39.
4. Ondiek G O and Kisombe S M (2012), “Lean
Manufacturing Tools and Techniques in
Industrial Operations”, Retrieved from the
University of Nairobi Website.
5. Sarang G Katkamwar, Sadashiv K Wadatkar
and Ravikant V Paropate (2013), “Study of
Total Productive Maintenance & Its
Implementing Approach in Spinning
Industries”, International Journal of
Engineering Trends & Technology, Vol. 5,
May.
6. Suresh P K (2012), “TPM Implementation in
a Food Industry—AQ PDCA Approach”,
International Journal of Scientific and
Research Publication, Vol. 2, November.
7. Tourki T (2010), “Implementation of Lean
within the Cement Industry”, Doctoral
Dissertation, University of De Montfort.
8. Wasim S Hangad and Sanjaykumar (2013),
“A Key Strategy for Productivity Improvement
in Medium Scale Industry”, International
Journal of Scientific & Engineering
Research, Vol. 4, November.