MAINTENANCE ENGINEERING AND MANAGEMENT FOR MALAYSIAN POLYTECHNIC

2013 Department of Polytechnic Education, Ministry of Education, MALAYSIA.

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Polytechnic Education.

Preface

MAINTENANCE ENGINEERING AND MANAGEMENT covers topic such as maintenance

organization, maintenance strategies system, system approach to maintenance, maintenance

planning and scheduling and computerized maintenance management system (CMMS). This

course also includes knowledge regarding maintenance of facilities and equipment activities in a

good working condition and develops good management knowledge.

Editor

Dr. Choong Chee Guan

Table of Contents

CHAPTER 2: MAINTENANCE STRATEGIES

2.1 Introduction

2.2 Maintenance Strategies

2.2.1 Functions

2.2.2 Basic selections

2.2.3 System approach to maintenance functions

2.3 Types of Maintenance

2.3.1 Categorization of types of maintenance based on functions and advantages

2.3.2 Methods for each type of maintenance suitable in industries and processes

2.4 Productive Maintenance (TPM).

2.4.1 Evolution towards TPM

2.4.2 Needs of TPM

2.4.3 Basic elements of TPM

2.4.4 TPM Methodology

2.4.5 Barriers in TPM implementation

2.4.6 Success factors in TPM implementation

2.5 Exercise

2

Mohd Iqbal Syazwan bin Azizan (PTSB)

Zabidi bin Saad (PSP) Mad Hafis bin Mohamed Yusof (PMU)

2.1 Introduction

In today's process industry, while managers are desperately trying to reduce production costs, an

estimated one-third of maintenance expenditures are wasted. Maintenance averages 14% of the

cost of goods sold in many industries, making it a prime target for cost-reduction efforts.

According to a DuPont report (2012), "The largest single controllable expenditure in a plant

today is maintenance, and in many plants the maintenance budget exceeds annual net profit."

Optimizing the return on maintenance is now a key strategy for most process plants. This course

outlines various maintenance strategies that you can combine to develop an overall plant

maintenance strategy and make a dent in those rising costs.

Past and current maintenance practices in industry would imply that maintenance is action

associated with equipment repair after it is broken. The dictionary defines maintenance as

follows: the work of keeping something in proper condition; upkeep. This would imply that maintenance should be actions taken to prevent a device or component from failing or to repair

normal equipment degradation experienced with the operation of the device to keep it in proper

working order.

Without a well-thought-out maintenance strategy, you may see patterns like these in your

operation:-

(i) Equipment failures result in lost production and expensive repairs.

(ii) The same equipment failures happen again and again.

(iii) Maintenance schedules are the same for all similar equipment, regardless of application

or economic impact.

(iv) No maintenance standards or best practices exist.

(v) A good maintenance strategy can address all of these symptoms, improving process

operations while reducing costs. In fact, your maintenance strategy can be as important to

your business results as your quality program.

Maintenance

Strategies

Learning Outcomes

Upon completion of this chapter, students should be able to:-

1. Understand maintenance strategies.

2. Classify types of maintenance.

2.2 Maintenance Strategies

A maintenance strategy means a scheme for maintenance, i.e. an elaborate and systematic plan of

maintenance action.

Maintenance Strategy is a long-term plan, covering all aspects of maintenance management

which sets the direction for maintenance management, and contains firm action plans for

achieving a desired future state for the maintenance function.

Several maintenance strategies are mainly used in technical systems. The most common

strategies are: corrective, time-based, condition-based and reliability-centered maintenance

(Balzer et al., 2001).

Maintenance strategic decision making involves selecting the right care and repair

methodologies that maximize equipment life and performance for the least cost to the user. But

to be able to make successful maintenance management strategy choices you must understand

how equipment fails. When you know the equipments weaknesses and strengths you can care for it properly and get maximum service from it at least cost.

2.2.1 Functions

Maintenance function ensures that all the machines and equipment related to the production and

other key functions in the organization are maintained and function properly. Maintenance

Function plans for the spares and consumables for the maintenance.

Maintenance functions will be limited to and defined as follows:

(a) Inspect

To determine the serviceability an item by comparing its physical, mechanical, and/or

electrical characteristics with established standards through examination

(b) Test

To verify serviceability and to detect incipient failure by measuring the mechanical or

electrical characteristics of an item and comparing those characteristics with prescribed

standards.

(c) Service

Operations required periodically to keep an item in proper operating condition, i.e., to

clean (decontaminate), to preserve, to drain, to paint, or to replenish fuel, lubricants,

hydraulic fluids, or compressed air supplies

(d) Adjust

To maintain, within prescribed limits, by bringing into proper or exact position, or by

setting the operating characteristics to the specified parameters.

(e) Align

To adjust specified variable elements of an item to bring about optimum or desired

performance.

(f) Calibrate

To determine and cause corrections to be made or to be adjusted on instruments or test

measuring and diagnostic equipment used in precision measurement. Consists of

comparisons of two instruments, one of which is a certified standard of known accuracy,

to detect and adjust any discrepancy in the accuracy of the instrument being compared.

(g) Install

The act of emplacing, seating, or fixing into position an item, part, module (component or

assembly) in a manner to allow the proper functioning of the equipment or system.

(h) Replace

The act of substituting a serviceable like type part, subassembly, or module (component

or assembly) for an unserviceable counterpart.

(i) Repair

The application of maintenance services (inspect, test, service, adjust, align, calibrate,

replace) or other maintenance actions (welding, grinding, riveting, straightening, facing,

re-machining, or resurfacing) to restore serviceability to an item by correcting specific

damage, fault, malfunction, or failure in a part, subassembly, module (component or

assembly), end item, or system. This function does not include the trial and error

replacement of running spare type items such as fuses, lamps, or electron tubes

(j) Overhaul

That maintenance effort (service/action) necessary to restore an item to a completely

serviceable/operational condition as prescribed by maintenance standards (i.e., of

DMWR) in. appropriate technical publications. Overhaul is normally the highest degree

of maintenance performed by the Army. Overhaul does not normally return an item to

like new condition.

(k) Rebuild

Consists of those services/actions necessary for the restoration of unserviceable

equipment to a like new condition in accordance with original manufacturing standards.

Rebuild is the highest degree of materiel maintenance applied to Army equipment. The

rebuild operation includes the act of returning to zero there age measurements (hours,

miles, etc.) considered in classifying Army equipment/components.

2.2.2 Basic selections

When setting up a maintenance program, a number of key stages must be carried out. A typical

sequence of key stages in implementing maintenance is shown in Figure 2.1 below. Many

organizations try to carry out maintenance without implementing or managing some of the above

key stages. They may then use Key Performance Indicators (KPIs) in their attempt to quantify

the cost effectiveness of their chosen approach, but unless each stage has been carried out

effectively, they usually find it difficult or impossible to measure the effectiveness of their

maintenance.

Figure 2.1: Overview of Typical Maintenance Implementation Stages

Selecting and appropriate maintenance strategy and choosing one or more techniques becomes a

simpler decision when the failure modes are understood. A schematic of the decision process in

selecting an appropriate maintenance strategy or maintenance technique is shown in Figure 2.2.

Figure 2.2: Selecting Maintenance Strategies & Techniques

Selecting and appropriate maintenance strategy and choosing one or more techniques become a

simpler decision when the failure modes are understood. A schematic of the decision process in

selecting an appropriate maintenance strategy.

In practice the best way is to look down over few steps:-

(a) Prepare for the analysis

(b) Select the equipment to be analyzed

(c) Identify functions

(d) Identify functional failures

(e) Identify and evaluate (categorize) the effects of failure

(f) Identify the causes of failure

(g) Select maintenance tasks

For example:- Maintenance of a Piston

(a) Prepare for the analysis

Problem: Seal damage

Effect: Oil leaking

(b) Select the equipment to be analyzed

- The new seal

- Oil

(c) Identify functions

- Reduce damage to the piston pump

(d) Identify functional failures

- Reduce damage to the piston pump

(e) Identify and evaluate (categorize) the effects of failure

- Failure is always the case

- Still can be repaired

(f) Identify the causes of failure

- Seal that has been used and not changed

(g) Select maintenance tasks

- Corrective maintenance

2.2.3 System approach to maintenance functions

(a) Identification of the needs of maintenance related activities, which may include repair,

reconditioning or replacement of components.

(b) Analyzing the requirement of the above needs.

(c) Determining the functional procedures for maintenance task selection. Work planning

and scheduling, work order processing, etc.

(d) Outlining a reporting and controlling procedure of all maintenance related activities.

(e) Development of supporting services and infrastructure for efficient execution of

maintenance functions.

(f) Determining the cost account procedures for optimizing maintenance related

expenditures.

(g) Adopting a policy for training of maintenance staff and assurance of quality.

2.3 Types of Maintenance

There are many types of maintenance. Maintenance is an action necessary for retaining or

restoring a piece of equipment, machine, or system to the specified operable condition to achieve

its maximum useful life.

2.3.1 Categorization of types of maintenance based on functions and advantages

A. Breakdown Maintenance

The first type of maintenance is breakdown maintenance. Breakdown maintenance involves the

repair or replacement of equipment and components after they have failed. This kind of

management strategy can be contrasted with preventive and predictive maintenance, which are

designed to avoid equipment failures. The breakdown maintenance approach is typically

employed when failures are unlikely to result in workplace injuries or excessive downtime,

though the costs associated with emergency repairs are often prohibitive. A policy of breakdown

maintenance is sometimes instituted when a facility or business has scheduled to close or cease

operations, especially if there are no plans to continue using the equipment afterward. This

method has no continuous activity associated with it. Essentially, no maintenance activity is

performed on machinery until it fails or produces unacceptable product. At first impression this

method seems the most cost effective because the manpower and their associated costs are

minimal.

But closer examination shows that when the machinery fails, considerable expense is required to

allocate manpower on an emergency basis, repair/replacement parts, and lost revenues due to

non-production can mount rapidly depending upon the manufacturing process or product.

Clearly, this method has the highest associated cost and maintenance is unpredictable at best. In

addition, an unexpected failure can be dangerous to personnel and the facility.

B. Corrective Maintenance

The second type of maintenance is the corrective maintenance. Corrective maintenance is a form

of system maintenance which is performed after a fault or problem emerges in a system, with the

goal of restoring operability to the system. It is a maintenance task performed to identify, isolate,

and rectify a fault so that the failed equipment, machine, or system can be restored to an

operational condition within the tolerances or limits established for in-service operations. In

some cases, it can be impossible to predict or prevent a failure, making corrective maintenance

the only option. In other instances, a poorly maintained system can require repairs as a result of

insufficient preventive maintenance and in some situations people may opt to focus on

corrective, rather than preventive, repairs as part of a maintenance strategy.

The process of corrective maintenance begins with the failure and a diagnosis of the failure to

determine why the failure appeared. The diagnostic process can include a physical inspection of

a system, the use of a diagnostic computer to evaluate the system, interviews with system users,

and a number of other steps. It is important to determine what caused the problem in order to

take appropriate action, and to be aware that multiple failures of components or software may

have occurred simultaneously. Examples of a corrective maintenance are replacement of a failed

electrical breaker, weld repair of a cracked process line and repair of a failed instrument

transmitter.

C. Preventive Maintenance

The third type of maintenance is the preventive maintenance. Preventive maintenance is

predetermined work performed to a schedule with the aim of preventing the wear and tear or

sudden failure of equipment components.

Preventive maintenance helps to:-

(i) Protect assets and prolong the useful life of production equipment

(ii) Improve system reliability

(iii) Decrease cost of replacement

(iv) Decrease system downtime

(v) Reduce injury

Preventive maintenance function should incorporate the following elements:-

1. Reliability of components (equipment failure is usually caused by its least reliable

component).

(i) Check manufacturers information (ii) Check accepted industry best practices

2. Maintaining equipment service records

3. Scheduling replacement of components at the end of their useful service life

4. Acquiring and maintaining inventories of least reliable component, critical component

and components scheduled for replacement.

5. Replacing service-prone equipment with more reliable performer.

Advantages of preventive maintenance:-

1. Less standby equipment is needed

2. Cost of repairing is reduced

3. Lowers wear and tear of a machine and other equipment

4. Increases the life of the machine

5. Provide greater safety and protection to the workers

Examples of preventive maintenance are:-

Most preventive maintenance programs are a loose conglomeration of inspections, cleaning,

adjustment, lubrication, and similar tasks that do little, if anything, to preserve the reliability of

critical production assets.

D. Predictive Maintenance (PdM)

The most misunderstood and misused of the entire plant improvement program. Users define it

as:-

(i) To prevent catastrophic failure of critical rotating machinery.

(ii) Maintenance scheduling tool that uses vibration and infrared or lubricating oil analysis

data to determine the need for corrective maintenance action.

Applying grease on the lubrication

line of the vertical centrifugal pump

(for the pump bearing).

Perform preventive maintenance on

the caterpillar gas engine by cleaning

the air filter, check on any leakage on

the gas engine and check on the lube

oil.

Definition:-

Techniques help determine the condition of in-service equipment in order to predict when

maintenance should be performed. This approach offers cost savings over routine or time-based

preventive maintenance, because tasks are performed only when warranted.

The main value of (PdM) is to allow convenient scheduling of corrective maintenance, and to

prevent unexpected equipment failures. The key is the right information in the right time. By knowing which equipment needs maintenance, maintenance work can be better planned (spare

parts, people etc.) and what would have been unplanned stops are transformed to shorter and fewer planned stops, thus increasing plant availability. Other advantages include increased equipment lifetime, increased plant safety, fewer accidents with negative impact on environment,

and optimized spare parts handling.

The ultimate goal of (PdM) is to perform maintenance at a scheduled point in time when the

maintenance activity is most cost-effective and before the equipment loses performance within a

threshold. This is in contrast to time- and/or operation count-based maintenance, where a piece

of equipment gets maintained whether it needs it or not. Time-based maintenance is labour

intensive, ineffective in identifying problems that develop between scheduled inspections, and is

not cost-effective.

The predictive component of predictive maintenance stems from the goal of predicting the future trend of the equipments condition. This approach uses principles of statistical process control to determine at what point in the future maintenance activities will be appropriate. Most

(PdM) inspections are performed while equipment is in service, thereby minimizing disruption of

normal system operations. Adoption of (PdM) can result in substantial cost savings and higher

system reliability.

Predictive Maintenance (PdM) Process:-

1. Setup

(i) Develop a list of critical processes, applications and equipment and prioritize each

item based on the impact a failure would have. High priority equipment:-

- Directly impacts safety, the environment, revenue, or customer relations

- Is unique or costly to replace, or used constantly (24x7)

- Is difficult to find spare parts for or has a long lead time for repair

(ii) Determine how likely your equipment is to fail, using PdM software, operator

knowledge and maintenance history.

(iii) Combine those two pieces of information failure probability and impact and create an inspection schedule (see sample at right).

(iv) Set up a database to store measurement results for each piece of equipment.

Incorporate baseline data, repair histories, manufacturer recommendations and

operator knowledge: when units broke/ how often, why, and what they cost to fix.

2. Test

Test the equipment with the appropriate predictive technologies and record the

measurements in the (PdM) database.

3. Monitor

Analyze and monitor your measurements for signs of change in operating conditions:

vibration measurements trending up, increased current draw for the same process, current

lead to ground, increasing bearing temperatures, and so forth.

4. Repair

Investigate any warning signs and determine if repairs are necessary. 8. Determine the

length of time before failure occurs. Again, if you lack the (PdM) tools to determine this,

rely on technician experience and manufacturer data.

5. Schedule repair before failure

One of the powerful (PdM) paradigms is not to repair equipment too early or too late.

You dont want equipment to go down, but you also dont want to replace equipment if it will continue to run for a year or more. Use your lead-time to properly align resources,

check for spare parts, and choose a shutdown time that minimizes the down condition in

the plant.

6. Make the repair

Document the results and if appropriate, try to determine the root cause of the failure of

the equipment. Take new baseline readings for the repaired/replaced equipment.

7. Inspection schedules

Frequency of inspection is based on a number of factors, including safety, the criticality

of the equipment, the expense of a failure, and the frequency with which problems impact

production and/or maintenance. As assets age, are heavily loaded, or are poorly

maintained, inspections may become more frequent. When repairs or modifications are

made to equipment, conduct a follow-up inspection.

Advantages of Predictive Maintenance (PdM):-

(i) Increased equipment lifetime

(ii) Increased plant safety

(iii) Fewer accidents with negative impact on environment

(iv) Optimized spare parts handling

E. Reliability Centered Maintenance (RCM)

Reliability centered maintenance (RCM) is a process to ensure that assets continue to do what

their users require in their present operating context. It is generally used to achieve

improvements in fields such as the establishment of safe minimum levels of maintenance,

changes to operating procedures and strategies and the establishment of capital maintenance

regimes and plans. Successful implementation of RCM will lead to increase in cost effectiveness,

machine uptime, and a greater understanding of the level of risk that the organization is

managing.

Primary Principles of Reliability Centered Maintenance (RCM)

(i) Function oriented. It seeks to preserve system or equipment function.

(ii) Device group focused. It is concerned with maintaining the overall functionality of a

group of devices rather than an individual device.

(iii) Reliability centered. It uses failure statistics in an actuarial manner to look at the

relationship between operating age and the failures. RCM is not overly concerned with

simple failure rate; it seeks to know the probability of failure at specific ages.

(iv) Acknowledges design limitations. Its objective is to maintain the inherent reliability of

the equipment design, recognizing that changes in reliability are the province of design

rather than maintenance. Maintenance can only achieve and maintain the level provided

for by design.

(v) Driven by safety and economics. Safety must be ensured at any cost; thereafter, cost-

effectiveness becomes the criterion.

(vi) Defines failure as any unsatisfactory condition. Therefore, failure may be either a loss of

function (operation ceases) or a loss of acceptable quality (operation continues).

(vii) Uses a logic tree to screen maintenance tasks. This provides a consistent approach to the

maintenance of all kinds of equipment.

(viii) Tasks must be applicable. The tasks must address the failure mode and consider the

failure mode characteristics.

(ix) Tasks must be effective. The tasks must reduce the probability of failure and be cost

effective.

(x) Acknowledges two types of Maintenance tasks and Run-to-Failure. The tasks are Interval

(Time or Cycle) Based and Condition Based. In RCM, Run-to-Failure is a conscious

decision and is acceptable for some equipment.

(xi) A living system. It gathers data from the results achieved and feeds this data back to

improve future maintenance. This feedback is an important part of the Proactive

Maintenance element of the RCM program.

Requirements Analysis

Using RCM develops maintenance standards for ensuring that a system or device meets its

designed reliability or availability (even in the procurement and installation phases).

RCM determines maintenance requirements by considering the following questions:-

(a) What does the device/system do?

(b) What is its function?

(c) What failures are likely to occur?

(d) What are the likely consequences of failure?

(e) What can be done to reduce the probability of the failure, identify the onset of failure, or

reduce the consequences of the failure?

RCM analysis determines the type of maintenance appropriate for a given equipment item. It

results in a decision of whether a particular piece of equipment should be reactively maintained

(Accept Risk and Install Redundant Units), PMed (Define PM Task and Schedule) or predicatively maintained (Define PT&I Task and Schedule).

Failure

Failure is the cessation of proper function or performance. RCM can examine failure at device

group level, system level, component level, and sometimes even the parts level. The maintenance

approach must be based on a clear understanding of the consequences of failure at each level.

For example, a failed lamp on a device may have little effect on overall performance; however,

several combined, minor components in degraded conditions could collectively cause a failure of

the entire device.

(i) Identify the functions

This step involves examining the capability or purpose of the device/system. Some items,

such as a dialysis pump, perform an on-line function (constantly circulating a fluid); their

operational state can be determined immediately. Other items, such as a compressor sump

pump, perform an off-line function (intermittently evacuating a fluid when its level rises);

their condition can be ascertained only through an operational test or check. Functions

may be active, such as pumping a fluid, or passive, such as containing a fluid. Also,

functions may be hidden, in which case there is no immediate indication of a failure. This

typically applies to an emergency or protective component such as a circuit breaker that

operates only in case of a short circuit.

(ii) Identify failures

The proactive approach to maintenance analysis identifies potential system failures and

ways to prevent them. It, along with human observations during normal operations or

maintenance tasks, also identifies pre-failure conditions that indicate when a failure is

imminent. (The latter is a basis for selecting PT&I applications.). The Database

Maintenance Management System and work order form should include fields for failure

codes in order to maintain historical data.

(iii) Identify the consequences of failure

The most important consequence of failure is a threat to safety. Next is a threat to the

environment or operating capability. The RCM analysis should pay close attention to the

consequences of the failure of infrequently used, off-line equipment and hidden function

failures (e.g. over-pressure sensors, over-temperature sensors). Also, it should consider

the benefit (reduced consequences of a failure) of redundant systems.

(iv) Identify the failure process

Determining the methods and root causes of failures provides insight into ways to detect

or avoid failures. The examination, which investigates the cause of the problem and not

just its effect, should consider factors such as wear, overload, fatigue, or other processes.

F. Reactive Maintenance

Reactive Maintenance also is referred to as breakdown, repair, fix-when-fail, or Run-to-Failure

(RTF) maintenance. When applying this technique, maintenance, equipment repair or

replacement occur only when the deterioration in an equipment condition causes a functional

failure. This type of maintenance assumes that failure is equally likely to occur in any part,

component or system. Thus, this assumption precludes identifying a specific group of repair

parts as being more necessary or desirable than others. If an item fails and repair parts are not

available, delays ensue while parts are obtained. If certain parts are urgently needed to restore a

critical medical device or system to operation, a premium for expedited delivery must be paid.

Stages of life-cycle cost commitment

Also, there is no ability to influence when the failures occur because no (or minimal) action is

taken to control or prevent them. When this is the sole type of maintenance practiced, a high

percentage of unplanned maintenance activities, high replacement part inventories, and

inefficient use of the maintenance effort typify this strategy. A purely reactive maintenance

program ignores the many opportunities to influence equipment survivability. On the other hand,

reactive maintenance can be used effectively when it is performed as a conscious decision based

on the results of an RCM analysis that compares the risk and cost of failure with the cost of the

maintenance required to mitigate that risk and the cost of failure. For example, periodic

maintenance on a standard, inexpensive bathroom fan could not be cost-effective. Typically this

type of fan would be run-to-failure and simply replaced at that time, since the cost of

maintenance or repair would probably exceed the cost of a replacement fan.

2.3.2 Methods for each type of maintenance suitable in industries and processes

2.3.2.1 Condition Based Maintenance System (CBM)

Methodology:-

(a) Condition based maintenance (CBM), shortly described, is maintenance when need

arises. This maintenance is performed after one or more indicators show that equipment

is going to fail or that equipment performance is deteriorating.

(b) CBM. A maintenance technique closely related to PDM that involves monitoring

machine condition and predicting machine failure. Many CBM systems are controlled by

computers.

(c) This concept is applicable to mission critical systems that incorporate active redundancy

and fault reporting. It is also applicable to non-mission critical systems that lack

redundancy and fault reporting.

(d) CBM is based on using real-time data to prioritize and optimize maintenance resources.

Observing the state of the system is known as condition monitoring

(e) The system will determine the equipments health, and act only when maintenance is actually necessary.

(f) Ideally condition-based maintenance will allow the maintenance personnel to do only the

right things, minimizing spare parts cost, system downtime and time spent on

maintenance.

CBM has some advantages over planned maintenance:-

(i) Improved system reliability

(ii) Decreased maintenance costs

(iii) Decreased number of maintenance operations causes a reduction of human error

influences

Its disadvantages are:-

(i) High installation costs, for minor equipment items often more than the value of the

equipment

(ii) Unpredictable maintenance periods cause costs to be divided unequally

(iii) Increased number of parts (the CBM installation itself) that need maintenance and

checking

The facts above are proven that even a small failure can lead to a catastrophic one if not

addressed proactively. Monitoring machine health and controlling contamination are keys to

eliminating failures. In addition, extending oil and filter service internals through the use of

bypass filtration.

2.3.2.2 Risk Based Maintenance

Risk based maintenance is opportunities for incremental improvement by eliminating low-value

tasks and introducing tasks that address high commercial risk areas. Risk-based maintenance

evaluates the current commercial risk and analyzes the costs and benefits of steps to mitigate

failures. The purpose of RBM is to develop and manage inspection and maintenance plans for

new and existing assets (including offshore and onshore plants, structures, pipelines).

Benefits

(i) Increased revenue due to higher uptime, a pro-active maintenance and inspection strategy

and execution plans

(ii) Increased operating results as operation, maintenance and inspection costs shrink

(iii) Longer asset life and lower costs for fixed asset replacement

(iv) Less working capital needed due to better planning and cash-flow management

Factors for Implementation

(i) Size of prize and rate of return depend on start point

(ii) Most problems have many possible solutions

Asset Risk Solution Risk

Sustainable Implementation

Common pitfalls:

A common approach inefficient and inappropriate:

Situational analysis to decide what to improve

Select solution

Solution is unworkable so rework based on feedback

Better approach right first time:

Situational analysis to decide what to improve

including analysis of implementation factors

Figure 2.3: Methods for each type of maintenance suitable in industries and processes

Select optimum solution

2.4 Total Productive Maintenance (TPM)

Manufacturing organizations worldwide are facing many challenges to achieve successful

Operation in todays competitive environment. Modern manufacturing requires that, to be successful, organizations must be supported by both effective and efficient maintenance practices

and procedures. The global marketplace has necessitated many organizations to implement

proactive lean manufacturing programs and organizational structures to enhance their

competitiveness (Bonavia and Marin, 2006). Over the past two decades, manufacturing

organizations have used different approaches to improve maintenance effectiveness.

One approach to improving the performance of maintenance activities is to develop and

implement strategic TPM programs (Ahuja and Khamba, 2007). Among various manufacturing

programs, Total Quality Management (TQM), Just-in-Time (JIT), Total Productive Maintenance

(TPM) and Total Employee Involvement (TEI) programs have often been referred to as

components of World Class Manufacturing (Cua et al. 2001). According to Nakajima (1988), vice-chairman of Japan Institute of Plant Maintenance, TPM is a combination of American

preventive maintenance and Japanese concepts of total quality management and total employee

involvement.

TPM is a methodology originated by Japan to support its lean manufacturing system. TPM is a

proven manufacturing strategy that has been successfully employed globally for achieving the

organizational objectives of core competence in the competitive environment. TPM

implementation methodology provides organizations with guidelines to transform fundamentally

their shop-floor by integrating culture, process and technology.

Total Productive Maintenance (TPM) as the name suggests consists of three words:

Total: signifies to consider every aspect and involving everybody from top to bottom;

Productive: emphasis on trying to do it while production goes on and minimize troubles for

production; and

Maintenance: means equipment upkeep autonomously by production operators in good

condition - repair, clean, grease, and accept to spend necessary time on it.

The TPM literature offers a number of definitions for Total Productive Maintenance:-

(i) TPM is an innovative approach to maintenance that optimizes equipment effectiveness, (ii) eliminates breakdowns, and promotes autonomous maintenance by operators through

day-to-

(iii) day activities involving the total workforce (Nakajima, 1989); (iv) TPM is a partnership between maintenance and production function organizations to

improve product quality, reduce waste, reduce manufacturing cost, increase equipment

availability, and improve organizations state of maintenance (Rhyne, 1990); (v) TPM is a maintenance improvement strategy that involves all employees in the

organization and includes everyone from top management to the line employee and

encompasses all departments including maintenance, operations, design engineering,

project engineering, inventory and stores, purchasing, accounting finances, and plant

management (Wireman, 1990);

(vi) TPM is a production-driven improvement methodology that is designed to optimize equipment reliability and ensure efficient management of plant assets (Robinson and

Ginder, 1995);

(vii) TPM is a program that addresses equipment maintenance through a comprehensive productive-maintenance delivery system covering the entire life cycle of equipment and

involving all employees from production, maintenance personnel to top management

(McKone et al. 1999); and

(viii) TPM is about communication; it mandates that operators, maintenance people and engineers collectively collaborate and understand each others language (Witt, 2006).

In 1971, Japan Institute of Plant Maintenance (JIPM) defined TPM (Nakajima, 1988; Heston,

2006), focusing mainly upon the production sector, as:-

(i) TPM aims to maximize equipment efficiency (overall efficiency improvement); (ii) TPM aims to establish total system of PM, designed for the entire life of equipment; (iii) TPM operates in all sectors involved with equipment, including the planning, using and

maintenance sector;

(iv) TPM is based on participation of all members, from top management to frontline staff members; and

(v) TPM carries out PM through motivation management, i.e., small-group activities.

However, as TPM outgrew the production department, to be implemented organization-wide,

TPM definition has been subsequently modified as (Shirose, 1996):-

(i) TPM aims to create a corporate system that maximizes the efficiency of production system (Overall Efficiency Improvement);

(ii) TPM establishes a mechanism for preventing the occurrence of all losses on the front line and is focused on the end product, this includes systems for realizing zero accidents, zero defects and zero failures in the entire life cycle of the production system;

(iii) TPM is applied in all sectors, including the production, development and administration departments;

(iv) TPM is based on the participation of all members, ranging from top management to frontline employees; and

(v) TPM achieves zero losses through overlapping small-group activities.

2.4.1 Evolution towards TPM

Figure 2.4: Flow of evolution towards TPM

TPM initiative is targeted to enhance competitiveness of the enterprises and encompasses a

powerful structured approach to change the mind-set of employees, thereby making a visible

change in work culture of the organizations. TPM seeks to engage all levels and functions in the

organizations to maximize overall effectiveness of production facilities. TPM is a world class

manufacturing (WCM) initiative that seeks to optimize the effectiveness of manufacturing

equipment. Whereas maintenance departments are the traditional center of preventive

maintenance programs, TPM seeks to involve workers from all departments and levels, including

plant-floor operators to senior executives, to ensure effective equipment operation.

Breakdown maintenance (BM)

Preventive maintenance (PM)

Predictive maintenance (PdM)

Corrective maintenance (CM)

Maintenance prevention (MP)

Reliability centered maintenance (RCM)

Productive maintenance (PrM)

Computerized maintenance management systems (CMMS)

Total productive maintenance (TPM)

2.4.2 Needs of TPM

TPM harnesses participation of all the employees to improve production equipment availability,

performance, quality, reliability, and safety. TPM endeavors to tap the hidden capacity of unreliable and ineffective equipment. TPM capitalizes on proactive and progressive maintenance

methodologies and calls upon knowledge and co-operation of operators, equipment vendors,

engineering, and support personnel to optimize machine performance, thereby resulting in

elimination of breakdowns, reduction of unscheduled and scheduled downtime, improved

utilization, higher throughput, and better product quality.

The bottom-line achievements of successful TPM implementation initiatives in an organization

include lower operating costs, longer equipment life and lower overall maintenance costs. The

following aspects necessitate need for implementing TPM in the contemporary manufacturing

scenario:-

(i) To become world class, satisfy global customers and achieve sustained organizational growth;

(ii) Need to change and remain competitive; (iii) Need to monitor critically and regulate work-in-process (WIP) out of Lean production

processes owing to synchronization of manufacturing processes;

(iv) Achieving enhanced manufacturing flexibility objectives; (v) To improve organizations work culture and mindset; (vi) To improve productivity and quality; (vii) Tapping significant cost reduction opportunity regarding maintenance related expenses; (viii) Minimizing investments in new technologies and maximizing return on investment ROI; (ix) Ensuring appropriate manufacturing quality and production quantities in JIT

manufacturing environment;

(x) Realizing paramount reliability and flexibility requirements of the organizations; (xi) Regulating inventory levels and production lead-times for realizing optimal equipment

available time or up-time;

(xii) Optimizing life cycle costs for realizing competitiveness in the global market-place; (xiii) To obviate problems faced by organizations in form of external factors like tough

competition, globalization, increase in raw material costs and energy cost;

(xiv) Obviating problems faced by organizations in form of internal factors like low productivity, high customer complaints, high defect rates, non-adherence to delivery

time, increase in wages and salaries, lack of knowledge, skill of workers, and high

production system losses;

(xv) Ensuring more effective use of human resources, supporting personal growth and garnering of human resource competencies through adequate training and multi-skilling;

(xvi) To liquidate the unsolved tasks (breakdown, setup time and defects); (xvii) To make the job simpler and safer; and (xviii) To work smarter and not harder (improve employee skill).

2.4.3 Basic elements of TPM

TPM initiatives as suggested by Japan Institute of Plant Maintenance (JIPM) involve an eight

pillar implementation plan that results in substantial increase in labor productivity through

controlled maintenance, reduction in maintenance costs, and reduced setup and downtimes. The

basic principles of TPM are often called the pillars or elements of TPM. The entire edifice of

TPM is built and stands on eight pillars.

TPM paves the way for excellent planning, organizing, monitoring, and controlling practices

through its unique eight pillar methodology involving: autonomous maintenance; focused

improvement; planned maintenance; quality maintenance; education and training; safety, health

and environment; office TPM; and development management (Rodriguez and

Hatakeyama,2006). The eight pillar Nakajima model of TPM implementation has been depicted

in Figure 2.5, while Figure 2.6 shows maintenance and organizational improvement initiatives

associated with the respective TPM pillars (Ahuja and Khamba, 2007).

Figure 2.5: Eight pillar approach for TPM implementation (suggested by JIPM); I.P.S.

Ahuja, J.S. Khamba, (2008)

Figure 2.6: TPM initiatives associated with various pillars

The main goal of an effective TPM program is to bring critical maintenance skilled trades and

production workers together. Total employee involvement, autonomous maintenance by

operators, small group activities to improve equipment reliability, maintainability, productivity,

and continuous improvement (Kaizen) are the principles embraced by TPM.

TPM uses the following tools among others to analyze and solve the equipment and process

related problems:

i) pareto analysis; ii) statistical process control (SPC - control charts); iii) problem solving techniques (brainstorming, cause-effect diagrams, and 5-M approach); iv) team based problem solving; v) poka-yoke systems (mistake proofing); vi) autonomous maintenance; vii) continuous improvement; viii) 5S; ix) setup time reduction (SMED); x) waste minimization; benchmarking; xi) bottleneck analysis; xii) reliability, maintainability and availability (RMA) analysis; xiii) recognition and reward programs; xiv) and system simulation.

Nakajima has also outlined a 12 step TPM methodology involving 4 phases of TPM

implementation (Nakajima, 1988; Shirose, 1996). These 12 steps support basic developmental

activities, which constitute minimal requirements for the development of TPM. The various steps

involved in the TPM implementation methodology have been depicted in Table 2.1.

Table 2.1: Twelve step TPM implementation methodology

Phase of

Implementation

TPM Implementation Steps Activities Involved

Stage Preparation

1. Declaration by top

management decision to

introduce TPM

Declare TPM introduction at in-house seminar

Carried in organization magazine

2. Launch education and

campaign to introduce TPM

Managers: trained in seminar/camp at each level

General employees: seminar meetings using

slides

3. Create organizations to

promote TPM

Create organizational hierarchy for TPM

program

Constitute committees and sub-committees

4. Establish basic TPM

policies and goals

Benchmarks and targets evolved

Prediction of effects

5. Formulate master plan for

TPM development

Develop step-by-step TPM implementation plan

Framework of strategies to be adopted over time

Preliminary Implementation 6. Hold TPM kick-off Invite suppliers, related

companies, affiliated

companies

TPM Implementation

7. Establishment of a system

for improving the efficiency of

production system

Pursuit of improvement of efficiency in production

department

8. Improve effectiveness of

each piece of equipment

Project team activities and small group activities

(SGA) at production

centers

9. Develop an autonomous

maintenance (AM) program

Step system, diagnosis, qualification certification

10. Develop a scheduled

maintenance program for the

maintenance department

Improvement maintenance, periodic

maintenance, predictive

maintenance

11. Conduct training to

improve operation and

maintenance skills

Group education of leaders and training members

TPM Implementation

12. Develop initial equipment

management program level

Development of easy to manufacture products and

easy to operate production

equipment

13. Establish quality

maintenance organization

Setting conditions without defectives, and its

maintenance and control

14. Establish systems to

improve efficiency of

administration and other

indirect departments

Support for production, improving efficiency of

related sectors

15. Establish systems to

control safety, health and

environment

Creation of systems for zero accidents and zero

pollution cases

Stabilization

16. Perfect TPM

implementation and raise

TPM performance

Sustaining maintenance improvement efforts

Challenging higher targets

Applying for PM awards

2.4.4 TPM Methodology

An ideal TPM Methodology (ITPMM) for manufacturing organizations has been categorized

into three phases namely: introduction phase, TPM initiatives implementation phase and

standardization phase. The initiatives associated with respective phases of ITPMM have been

described in Figure 2.7.

The sequence of TPM implementation events can be modified depending on the needs of

different organizations. ITPMM provides more capability of customization. It can be modified to

meet the needs of the enterprises attempting to implement TPM. ITPMM supports the user to

implement TPM in any time frame considered beneficial to the enterprise.

PH

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II

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Ph

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Sustain TPM initiatives

Deploy lean manufacturing practices

Deploying key performance indicators for assessing

manufacturing performance

PHASE II TPM initiatives implementation phase

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Visual workplace

Computerized maintenance management system (CMMS)

Inculcate teamworking culture

Training and multi-skilling for TPM

Continuous improvement and Kaizen

Employee empowerment

Managing successful organizational cultural transformation

Top management commitment

Figure 2.7: Ideal TPM methodology (ITPMM) for manufacturing organizations

2.4.5 Barriers in TPM implementation

TPM implementation is not an easy task by any means. The number of organizations

successfully implementing TPM program is considered relatively small. While there are several

success stories and research on TPM, there are also documented cases of failures in

implementation of TPM programs in different situations. TPM demands not only commitment,

but also structure and direction. The prominent problems in TPM implementation include:-

i) cultural resistance to change, ii) partial implementation of TPM, iii) overly optimistic expectations, iv) lack of a well defined routine for attaining the objectives of implementation (equipment

effectiveness),

v) lack of training and education of TPM teams on whats and whys of TPM,

vi) failure to start with operator-involved maintenance, vii) superficial TPM deployment, viii) ineffective rewards and felicitation mechanisms, ix) lack of organizational communication, x) and implementation of TPM to conform to societal norms rather than for its

instrumentality to achieve world class manufacturing.

The various obstacles hindering an organizations quest for achieving excellence through TPM initiatives have been classified as:-

i) organizational, ii) cultural, iii) behavioral, iv) technological, v) operational, financial, and departmental barriers (Ahuja and Khamba, 2008b).

The organizational obstacles affecting successful TPM implementation in organizations include:-

Organizations inability to bring about cultural transformations;

Organizations inability to implement holistically change management initiatives;

Lack of commitment from top management and communication regarding TPM;

Lack of understanding of TPM concepts and principles;

Inability of management to educate stubborn employee unions about true potential of TPM;

Organizations inability to change mindset of workforce to obtain total employee involvement;

Wrong pace of TPM implementation and focusing on too many improvement initiatives;

Inadequacies of reward and recognition mechanisms in the organizations;

Inadequacies of master plan in the absence of a focused approach;

Middle managements resistance towards offering empowerment and recognition of bottom level operators due to fears of loss of authority and respect;

Inability to adhere strictly to laid out TPM practices and standards;

Organizations inability to enhance employee competencies towards job;

Alienation of employees from growth and sustainability endeavors of organizations;

Lack of awareness of TPM concepts and principles among the employees;

Inadequate services for the employees in organizations; and

Absence of mechanisms to critically evaluate and monitor maintenance performance metrics like overall equipment effectiveness (OEE), return on net assets (RONA) and

return on capital employed (ROCE).

The cultural obstacles affecting successful TPM implementation in organizations include:-

Inability to align employees to organizational goals and objectives;

Lack of professionalism including lack of consistency, resistance to change, poor quality consciousness coming in the way of organizational transformations;

Strong unions, rigid mindsets, non-flexible approaches, non-adaptable attitudes;

Stubborn attitudes regarding existing organization, knowledge and beliefs;

Inability of top management to motivate employees to unlearn to learn;

Concern of employees with whats in it for me attitude;

Low skill-base also a deterrent to accept changes in the workplace;

Marginal employee participation in organizations towards decision making; and

Compromising attitude on quality of production with rework accepted as part of production activities.

The behavioral obstacles affecting successful TPM implementation in organizations include:-

Resistance from employees to adapt to proactive, innovative management concepts;

Occasional difficulties to succeed as cross functional teams (CFT);

Lack of motivation on part of employees to contribute effectively towards organizational development and sustainability efforts;

Functional orientation and loyalty;

Inadequate efforts towards multi-skilling and periodic skill updation of employees;

Lack of willingness on part of operators to learn more regarding functioning of production systems; and

Resistance to accept changes due to job insecurity and apprehension of loss of specialization due to technological improvements.

The technological obstacles affecting successful TPM implementation in organizations include:-

Little emphasis to improve production capabilities beyond the design capabilities;

Inadequate initiatives to assess and improve reliability of production systems and ensure the faster, dependable deliveries;

Highly inadequate predictive maintenance (Pd.M.) infrastructural facilities in the organizations;

Highly inadequate computerized maintenance management systems (CMMS) infrastructural facilities in the organizations;

Absence of mechanisms for investigating inefficiencies of production system (losses, wastes) leading to lack of impetus for affecting manufacturing improvements;

Poor flexibilities offered by production systems due to long set up and changeover times;

Less educated workforce due to inadequacies of training on emerging technologies;

Lack of training opportunities and skills regarding quality improvement techniques and problem diagnostics;

Little emphasis on maintenance prevention initiatives regarding possibilities of improvements in existing products and manufacturing systems; and

Poor energy efficiency of production systems.

The operational obstacles affecting successful TPM implementation in organizations include:-

General acceptance of reasonably high levels of defects associated with production systems with little emphasis on realization of world-class six-sigma production

capabilities;

Non-adherence to standard operating procedures (SOP);

Little empowerment to operators to take equipment related or improvement decisions;

Absence of planned maintenance (PM) check-sheets to conduct routine maintenance jobs efficiently;

Apathy of top management to implement safe work practices at the workplace;

Resistance from production operators to perform basic autonomous maintenance tasks;

Poor and non-encouraging workplace environments in the absence of 5S implementation;

Little motivation or time available for affecting process related improvements, while major focus of organizations is on meeting routine production targets by all means; and

Emphasis on restoration of equipment conditions rather than prevention of failures.

The financial obstacles affecting successful TPM implementation in organizations include:-

Requirement of significant additional resources in the beginning of TPM implementation program with moderate performance improvements in initial stages of TPM;

Inability of top management to support improvement initiatives due to resource crunch; and

Absence of appropriate motivating reward and recognition mechanisms.

The departmental obstacles affecting successful TPM implementation in organizations include:-

Low synergy and coordination between maintenance and production departments;

Reluctance of production operators to accept autonomous maintenance initiatives as part of their routine jobs;

Firm divisions between maintenance and production function responsibilities; and

A general lack of trust by maintenance department in productive operators capabilities for performing basic autonomous maintenance tasks.

TPM can be asserted that there are many factors that may contribute to the failure of the

organizations to implement TPM successfully and reap the true potential of TPM. TPM

implementation requires a long-term commitment to achieve the benefits of improved equipment

effectiveness. Training, management support, and teamwork are essential for the success of TPM

implementation programs.

It becomes pertinent to develop TPM support practices like committed leadership, vision,

strategic planning, cross-functional training, employee involvement, cultural changes in the

organizations, continuous improvement, motivation, and evolving work related incentive

mechanisms in the organizations to facilitate TPM implementation programs to realize world

class manufacturing attributes.

2.4.6 Success factors in TPM implementation

For TPM to be successful, the improvement initiatives must be focused on benefiting both

organization and employees. There is a need to foster an environment for facilitating employees

to adapt and implement smoothly the autonomous maintenance and planned maintenance

postulates of TPM implementation.

There is an urgent need for establishing and holistically adopting key enablers and success

factors in the organizations to ensure success of the TPM implementation program by harnessing

total participation of all employees in the organizations. The key enablers and success factors for

successful implementation of TPM have been classified into six categories:-

a. Top management contributions; b. Cultural transformations; c. Employee involvement; d. Traditional and proactive maintenance policies; e. Training and education; and f. Maintenance prevention and focused production system improvements.

TPM implementation in an organization can contribute effectively in realization of world class

manufacturing. However, it must be understood that a TPM implementation program does not

yield overnight success and it requires a reasonable period of holistic interventions, varying

between 3 and 5 years, to realize the true potential of TPM. It takes appropriate planning and a

focused TPM implementation plan, adequately assisted by top management through imbibing

organizational cultural improvement over a considerable period of time, to realize significant

manufacturing performance improvements from the holistic TPM implementation program. Thus

it can be concluded that for the successful implementation of a TPM program in the organization,

it becomes mandatory for the manufacturing managers to understand the functioning and

interaction of the different facets of TPM, so that the concept can fulfill its true potential.

2.5 Exercises

1. List and explain of maintenance function.

2. In practice the best way selecting and appropriate maintenance strategy and choosing one or more techniques become a simpler decision when the failure modes are understood is

to look down over few steps. Write are step for selecting the type of maintenance.

3. Explain briefly for:- (a) Predictive Maintenance (b) Preventive Maintenance (c) Corrective maintenance (d) Breakdown Maintenance (e) Emergency Maintenance (f) Condition Based Maintenance (g) Reliability Centered Maintenance (h) Reactive Maintenance

4. Define the meaning of Total Productive Maintenance (TPM)

5. The maintenance function has undergone a significant change in the last three decades. Equipment management has passed through many phases. List the evolutions towards

TPM?

6. TPM paves the way for excellent planning, organizing, monitoring, and controlling practices through its unique eight pillar methodology. Identify the eight pillar of TPM?

7. Case Study:- Introduction

A maintenance strategy means a scheme for maintenance, i.e. an elaborate and systematic

plan of maintenance action.

Maintenance Strategy is a long-term plan, covering all aspects of maintenance

management which sets the direction for maintenance management, and contains firm

action plans for achieving a desired future state for the maintenance function.

Several maintenance strategies are mainly used in technical systems. The most common

strategies are: corrective, time-based, condition-based and reliability-centered

maintenance (Balzer et al., 2001).

Maintenance strategic decision making involves selecting the right care and repair

methodologies that maximize equipment life and performance for the least cost to the

user. But to be able to make successful maintenance management strategy choices you

must understand how equipment fails. When you know the equipments weaknesses and strengths you can care for it properly and get maximum service from it at least cost.

Type Of Maintenance

There are many types of maintenance. Maintenance is an action necessary for retaining or

restoring a piece of equipment, machine, or system to the specified operable condition to

achieve its maximum useful

a) Predictive maintenance b) Preventive maintenance c) Improvement Maintenance d) Corrective Maintenance e) Emergency Maintenance f) Breakdown Maintenance

Selecting the method of Maintenance Strategies

Selecting and appropriate maintenance strategy and choosing one or more techniques

become a simpler decision when the failure modes are understood. A schematic of the

decision process in selecting an appropriate maintenance strategy.

In practice the best way is to look down over few steps:-

(i) Prepare for the analysis (ii) Select the equipment to be analyzed (iii) Identify functions (iv) Identify functional failures (v) Identify and evaluate (categorize) the effects of failure (vi) Identify the causes of failure (vii) Select maintenance tasks

Activity

In a group, find a company of any background which is applying the method of

maintenance strategies. Study one of the six types of maintenance above and applied by

that company. In your report, you must include:-

i) How they select the maintenance tasks? refer the steps above

ii) How they apply that maintenance tasks in company?

iii) What is advantage when are using that maintenance tasks compare the others?

iv) Who is a team member to implement that maintenance tasks?

References

Nakajima, S. (1988). Introduction to TPM. Productivity Press Inc., Cambridge, MA.

Nakajima, S. (1989). TPM Development Program: Implementing Total Productive Maintenance.

Productivity Press Inc., Cambridge.

Rhyne, D.M. (1990). Total plant performance advantages through total productive maintenance.

Conference Proceedings, APICS, Birmingham: Pp. 683-686.

Wireman, T. (1990). Total Productive Maintenance An American Approach. Industrial Press Inc., New York.

Robinson, C.J. and Ginder, A.P. (1995). Implementing TPM: The North American Experience.

Productivity Press Inc., New York.

Shirose, K. (1996). Total Productive Maintenance: New Implementation Program in Fabrication

and Assembly Industries. Japan Institute of Plant Maintenance, Tokyo, Japan.

McKone, K.E., Roger, G.S. and Cua, K.O. (1999). Total productive maintenance: a contextual

view. Journal of Operation Management, Vol. 17(2): Pp. 123-144.

Cua, K.O., McKone, K.E. and Schroeder, R.G. (2001). Relationships between implementation

of TQM, JIT and TPM and manufacturing performance. Journal of Operation Management, Vol.

19(6): Pp. 675-694.

Bonavia, T. and Marin, J.A. (2006). An empirical study of lean production in the ceramic tile

industry in Spain. International Journal of Operation and Production Management, Vol. 26(5):

Pp. 505-531.

Heston, T. (2006). Culture change for maintenance. Fabrication and Metalworking, Vol. 5(9): Pp

70-72.

Rodrigues, M. and Hatakeyama, K. (2006). Analysis of the fall of TPM in companies. Journal of

Materials Processing Technology, Vol.179 (13): Pp. 276-279.

Witt, C.E. (2006). TPM: The Foundation of Lean. Material Handling Management, Vol. 61(8):

Pp. 42-45.

Ahuja, IPS and Khamba, J.S. (2007). An evaluation of TPM implementation initiatives in

an Indian manufacturing enterprise. Journal of Quality in Maintenance Engineering, Vol. 13(4):

Pp. 338-352.

Ahuja, IPS and Khamba, J.S. (2007). Total productive maintenance: literature review and

directions. International Journal of Quality & Reliability Management, Vol. 25 (7) Pp.709- 756.

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Accessed on 21 May 2013.