Implementing total productive maintenance in a manufacturing small or medium-sized enterprise
Purpose: This paper develops a ‘light’ total productive maintenance (TPM) model suitable for small and medium-sized enterprises (SMEs). By design, the system is rudimentary, using a relatively small sum of capital investment and resources. The model recommends TPM implementation in three stages, nam...
| Autores: | , |
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| Tipo de recurso: | artículo |
| Fecha de publicación: | 2021 |
| País: | España |
| Institución: | Universitat Politècnica de Catalunya (UPC) |
| Repositorio: | UPCommons. Portal del coneixement obert de la UPC |
| Idioma: | inglés |
| OAI Identifier: | oai:upcommons.upc.edu:2117/345166 |
| Acceso en línea: | https://hdl.handle.net/2117/345166 https://dx.doi.org/10.3926/jiem.3286 |
| Access Level: | acceso abierto |
| Palabra clave: | Production planning Production control Small business Total productive maintenance (TPM) Small and medium-sized enterprises (SMEs) Overall equipment effectiveness (OEE) Producció -- Planificació Producció -- Control Empreses petites i mitjanes Àrees temàtiques de la UPC::Economia i organització d'empreses::Direcció d'operacions::Sistemes productius |
| Sumario: | Purpose: This paper develops a ‘light’ total productive maintenance (TPM) model suitable for small and medium-sized enterprises (SMEs). By design, the system is rudimentary, using a relatively small sum of capital investment and resources. The model recommends TPM implementation in three stages, namely plan, improve and sustain. Design/methodology/approach: Literature review provides the inputs to the model development. Action research is used to demonstrate and verify the effectiveness and practicability of the framework, in a SME manufacturing hydraulic parts in China. Overall Equipment Effectiveness (OEE) and awareness of employees were studied before and after the implementation. Findings: The case study shows a significantly improved production efficiency of equipment. The framework structuralizes TPM deployment and binding different levels of organization into the program, from planning, implementation to sustaining the practices. To break the barrier of shop floor resistance, leader must drive many activities unassisted, it therefore necessitates an open endorsement of authority by the steering committee composed of top management. Prudent pilot run of TPM helped to accelerate the implementation at critical equipment, in addition to cultivating experience and hence confidence among staff. Research limitations/implications: This study provides a pragmatic reference to other researches and practitioners to promote a light TPM model in SMEs, without losing the essences of TPM. Being an action research with the case study in a specific manufacturing industry, the resultant evidence therefore is anecdotal. Originality/value: The model adopts a phased method to implement TPM, without aggravating the financial and human resource burden of the enterprise. It promotes the cultivation of employees’ TPM awareness and active involvement, which can lay a solid foundation for the wide implementation of TPM in SMEs |
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