A MODIFIED TPM FRAMEWORK FOR INDIAN SMEs · A MODIFIED TPM FRAMEWORK FOR INDIAN SMEs K. M. Joshi Department of Mechanical Engineering Faculty of Technology, RK University, Rajkot

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International Journal of Advanced Research in Engineering and Technology (IJARET) Volume 9, Issue 6, November - December 2018, pp. 1–14, Article ID: IJARET_09_06_001

Available online at http://www.iaeme.com/IJARET/issues.asp?JType=IJARET&VType=9&IType=6

ISSN Print: 0976-6480 and ISSN Online: 0976-6499

© IAEME Publication

A MODIFIED TPM FRAMEWORK FOR

INDIAN SMEs

K. M. Joshi

Department of Mechanical Engineering

Faculty of Technology, RK University, Rajkot

Dr. D. V. Bhatt

Faculty of Technology, RK University, Rajkot

Department of Mechanical Engineering, SVNIT, Surat

ABSTRACT

The Government of India has launched Lean Manufacturing Competitiveness

Scheme (LMCS) for SMEs, but only 49% success rate is reported for the pilot phase

implementation. SMEs are working with many limitations and their work-culture of

Indian SMEs is quite different from large-sized enterprises. In this context, the

framework of Maintenance Management Strategy (MMS) is developed under the MOU

signed with a Special Purpose Vehicle which has facilitated the LMCS project in

South Gujarat (India). The research was carried out in four different phases to

formulate the framework based on the Total Productive Maintenance. The

methodology of a structured questionnaire and semi-structured interviews was used to

collect the data. The hypotheses were constructed, and the TPM questionnaire was

developed. SPSS 22.0 software is used for driving the meaning from data. The MMS

framework consists of TPM is validated through a case study. The presented

framework not only established Lean Culture in SMEs but also improves the

availability, productivity, quality rate, and Overall Equipment Effectiveness (OEE).

The unique feature of MMS is that its implementation does not ask for financial or

non-financial organizational resources. Although the MMS is based on simplified

TPM, it can significantly reduce breakdown hours, unplanned stoppages, consumption

of lubricant and coolant, and other non-value-added activities.

Key words: Maintenance Management Strategy, Total Productive Maintenance,

SMEs.

Cite this Article: K. M. Joshi and Dr. D. V. Bhatt, A Modified TPM Framework for

Indian SMEs. International Journal of Advanced Research in Engineering and

Technology, 9(6), 2018, pp 1–14.

http://www.iaeme.com/IJARET/issues.asp?JType=IJARET&VType=9&IType=6

1. INTRODUCTION

The global competition has provided an impelling force for adopting the lean production

methodologies for the survival and success of organizations [1]. Majority of Indian SMEs are

A Modified TPM Framework for Indian SMEs


confronted by global competition [2]. In India, the Micro, Small and Medium Enterprises

(MSMEs) shares 40% of total industrial production [3]. All over the world, most of the

governments support SMEs by various economic policies [4]. The Development

Commissioner, Ministry of MSME-GOI, has launched Lean Manufacturing Competitiveness

Scheme (LMCS) for improving overall competitiveness and inculcating the lean culture in

MSMEs. The National Productivity Council of India has reported only a 49% success rate for

pilot phase implementations as only 55 Special Purpose Vehicles (SPVs) out of 112 could

successfully implement the LMCS project [5]. But on the ground, the sustention rate is much

lower.

A maintenance management has a significant role in the performance of the organisation

[6]. Total Productive Maintenance (TPM) can significantly contribute to the development of

core competencies [7]. It is the most popular maintenance methodology for which

organizations are struggling to work out the best suitable strategy for successful

implementation but it is a complicated and challenging concept [8]. Many of the organizations

are facing difficulties in maintenance management [6]. A study is required for developing or

redesigning a suitable maintenance concept like TPM [9]. TPM and lean production have

been successfully implemented in many large companies, few fail in enjoying fruits of

success. However, the SMEs have yet to exhibit a suitable model for their work-culture. [10].

The Centre for TPM, Australia established an Australian version of TPM to support their

manufacturing industries [11]. Thomas et al. (2008) have developed a Six Sigma Maintenance

Model [12]. Naughton and Tiernan (2012) have presented nine steps individualizing

Maintenance Management Model [13]. Many other efforts are noted to synergize the TPM

with TQM, or JIT [14-19].

Most of the existing study and literature have mainly discussed the implementation of

TPM in large industries [8]. There are fewer models for quality improvement in the SMEs [4].

Hence, it‟s truly worthy to formulate an Indian model for Maintenance Management,

especially for SMEs. In this context; the Maintenance Management Strategy (MMS)

framework is developed under the Memorandum of Understanding (MOU) with Surat

Engineering Vikas Association (SEVA) which is a Special Purpose Vehicle (SPV) for

facilitating implementation of LMCS project by Ministry of MSMEs, Government of India.

2. MATERIALS & METHODOLOGY

2.1. Materials

Figure 1. Classification of Literature Review (Based on Type of Industry, Methodology, Country and

Year)

The material relevant to defined objectives has systematically searched from electronic

databases like Emerald Insight, Springer, Science Direct, Taylor and Francis, ASME, etc. In

addition, the references from various papers, books, conference proceedings, and other

K. M. Joshi and Dr. D. V. Bhatt


sources were referred. More than 600 articles were reviewed out of which 405 were utilized in

the research. The classification of reviewed articles is presented in figure 2.

2.2. Methodology

To exhibit a new framework, the present scenario of maintenance management in Indian

SMEs was evaluated by the structured questioner and semi-structured interviews. Based on

the conclusion of the present scenario and an extensive review of the literature, eight

hypotheses were constructed, and a questionnaire for eight pillars of TPM was developed. The

data were collected by Likert type scale for Possibility and Importance. Cronbach‟s alpha was

used for checking the reliability and internal consistency of data. The hypotheses were tested

by SPSS software by One Way ANOVA and Cross tabulation Chi-square test. Tukey

Pairwise Comparisons and descriptive statistical analysis were utilized for developing a

greater understanding of perspective. The developed framework is verified by case study

approach with null hypotheses formulated based on the significant mean difference for (1)

Availability, (2) Performance rate, (3) Quality rate, (4) OEE, and (5) Unplanned stoppages

and time wasted in non-value-added activities.

3. MODIFIED TPM

This section presents the outline of modified TPM framework as an integral part of

Maintenance Management Strategy (MMS) which is developed by synthesizing the data and

facts derived from the four phases of research especially for Indian SMEs. The outer

framework of MMS is depicted in figure 2 and the inner structure consisted of five pillar TPM

is presented in figure 3.

Figure 2. Maintenance Management Strategy (MMS) - Outer Framework

Stage 1. Awareness and Training

Knowing the difficulties of implementing the MMS model, the pillar „Education and

Training‟ of conventional TPM, it is modified as the foundation of MMS. Unlike TPM, it is

not a separate pillar; but all other pillars require some sort of training for execution. It has two

folds for SMEs: one is awareness and training to Proprietor and second is to Workforce.



Step 1. Awareness seminar for the concept and tangible as well as intangible benefits of

implementation (Management and Employees).

- Understanding of basic lean philosophy; Why MMS? Advantages and associated

welfares; Understanding regarding MMS; Understanding of implementation of MMS

Step 2. Discussion/brainstorming over the scope of improvement during the training session

or arrange a special session for the same purpose.

- Problems/scope for shop floor; Problems/scope for inventory/store; Problems/scope for

data collection; Problems/scope for managerial processes

Step 3. Decide the frequency of training and retraining for employees as per the

implementation progress of each pillar.

- Specific work-skills training/demo; Technical and vocational training - throughout the

division to employees; Training for standard use of machines; Awareness for the

importance of space management, right cleaning and understanding of the source of

contamination

Step 4. Training for basic data recording (Operator/Supervisor) and basic statistical

techniques (Supervisor).

Step 5. Management Awareness and Advanced Training: Proprietor or top management has a

much larger variety of functions. In such case, their training on special topics may prove

crucial not only in quality initiative implementation but also for the development of their

business.

Stage 2. Execution Preparations

This step is aimed at identifying the organizational characteristics and scheduling the

execution plan.

Step 1. Prepare the tentative plan/schedule for pillar implementation.

Understand the nature of work culture and decide the priorities; Identify the parallel work

and pilot implementation if necessary. (The pilot implementation should be started by

either selecting specific zone/area of the shop floor or selecting specific machines for new

1S and 2S activity.)

Step 2. Measurement and Mapping.

Arrangement for data collection. Evaluation of availability, productivity, and quality rate

(i.e. Overall Equipment Effectiveness)

Identify the other performance measure like Rate of utilization of consumables; Frequency

of unplanned stoppages; Duration of unplanned stoppages; Frequency of major and minor

unplanned maintenance; Frequency of major and minor accidents etc.

Step 3. Make the schedule for implementation with deadlines and rooms. The implementation

plan should be drawn for Activity vs Weeks/Months.

Stage 3. Execution of Simplified TPM

Each pillar of modified TPM is based on the descriptive statistical analysis of responses.

Here, in this paper, the highlights of the stepwise guideline are briefly adumbrated.



Figure 3 Modified TPM in the context of Indian SMEs

Pillar 1. Autonomous Maintenance (Jishu Hozen - JH)

This is pillar is limited to the routine maintenance of work area, equipment and machines in

the view of proactive and preventative maintenance. The „Space Management‟ (New 1S) is

the prerequisite or first step of implementation and „Sweep and Shine‟ is a simultaneous

activity with routine autonomous maintenance.

1S: Space Management is all about keeping only necessary items/inventories as low as

possible with convenient and designated location.

Guidelines for practicing Space Management

Step 1. The first S focuses on Space Management by classifying the item as: Scrap material;

Raw material; Consumables; In-process; Finished Goods; Extra parts

Depending on the nature of the business, each of the above categories further classified in

various groups.

Step 2. The second step is to assign the designated location to each and every item. This

location selection depends on: Category and subcategories of the item; Size and Shape;

Frequency of use; Place of utility/consumption; Safety requirements

Step 3. The next step is the use of „Tagging‟ process which is commonly employed for

storing items. Different color or name tags shall be attached to item/bunch of items and/or to

storage space. The other purpose of tagging is to manage the record of entities in accordance

with tag attached to it.

Guidelines for practicing Sweep and Shine

The second S stresses on the cleanliness of the workplace to ensure comfort and provide

visibility for autonomous maintenance. It is much easier to spot issues such as fluid leaks,

material spills, metal erosion, unexpected wear, hairline cracks etc.



Step 1. Identification of different area/zone (e.g. Machine, Storage etc.) for 2S and decided

the concerned person who will be responsible for those.

Step 2. Marking and tagging of identified areas. Mark walk-way area, machine area, storage

area, chip-rubbish temporary storage area etc.

Step 3. Investigate the source of contamination and develop the appropriate method to

eliminate. Set up cleaning tools and the required materials in such a manner so that they are

easily retrieved for use.

Step 4. Make a schedule for cleaning including frequency and responsible person.

Guideline for Autonomous Maintenance

Step 1. Operators are required to train for observation in disciplines like Pneumatics,

Electrical, Hydraulics, Lubricant and Coolant, Drives, Bolts, Nuts, and Safety related

abnormalities.

Operators are made aware of his role and requirements for JH (own autonomous

chart/schedule in consultation with supervisor).

Step 2. With concern to step 1, fix the duty of operator by schedule the minimum

maintenance (cleaning, lubrication, filling coolant etc.).

Step 3. An inspection that is made in preventive maintenance is included in JH as it is

required to be performed by the operator only.

Definition of standards for inspection and countermeasures: 1. Nuts and bolts; 2.

Proximity switches; 3. Valves; 4. Gauges and dials; 5. Lubricators; 6. Level indicators; 7.

Belts safety devices; 8. Motors and couplings; 9. Pipe joints etc

Definition of all points where regular tightening, cleaning, lubricating and inspection has

to be done.

Step 4. Provide appropriate tools for maintenance for ease of work. Also, provide the right

kind of tools near the machine for the operator to use.

Step 5. Habit creation by visual management. Here not only machinery /equipment is in the

concentration, but the surroundings of machinery are also under the considerations.

All the component of the machine must be labelled with some identification numbers as

per the checking requirement for Oil, Coolant, and cleaning. Visual management by the

shop-floor marking (yellow/white color) for the machine and its operating area. Visual

management by color coding, stickers, matching marks, range on gauges in color, normal

condition of valve switch etc.

Pillar 2. Maintenance Intervention (MI)

The second pillar, Maintenance Intervention (MI) is aimed to have trouble free machines for

having uninterrupted defect free product by defining and scheduling the maintenance

intervention.

Step 1. Diagnosis: Evaluation of equipment weakness/failure/breakdown status and

understanding the current situation. This depicts the current state of the equipment and

provides a baseline for further information and future improvements. The equipment

failure/breakdown includes tool failure, unplanned maintenance, overheating, abnormal

vibration, abnormal noise etc.

The pillar head may be the same for both the JH and MI pillars, while here in MI pillar,

the team in action should consist of operator and supervisors/ maintenance personnel who

collect and record information on equipment failures.



Step 2. Training Requirements: Prepare the training requirements based on the first step for

understanding machine function, basic conditions – normal and abnormal conditions.

The operator/supervisor shall be received the training to identify abnormalities/symptoms

that affect machine functioning.

The training should be oriented towards the establishment of an internal maintenance

control system.

Step 3. Definition of Maintenance Intervention: Advance to JH maintenance, Identify and

define the maintenance intervention by classifying machine/parts based on criticality.

Supervisor/Maintenance expert shall be responsible for defining maintenance intervention

based on the manufacturer‟s guideline and experience with actual or impending failure of

particular machine/equipment. The machine shall be divided into critical and non-critical

parts as presented in table 1.

Table 1. Classification of Machine/Parts from the Maintenance Aspect

Criticality

Production

Loss

Effect on

Quality Logistic Cost

Repair

Complexity

Hazard /

Accident

1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3

Non

Critical C

No/

negligible

effect

No/

negligible

effect

Parts

available

in

company

Lower

In-house

Exchange

Possible

No/

negligible

effect

Critical

B

Affecting

the

production

Affecting

the

quality

Parts

easily

available

from

outside

Moderate

Under

Maintenance

Contract

Moderate

Highly

Critical A

Also, affect

the

supply line

Direct

effect on

end

product

Take

time to

get the

part

High

Outside

expert

is required

Heavy

effect

A-1 Most Critical Grade & C-3 is Least Critical Grade

Step 4. Documentation Step: Prepare the Maintenance Intervention Sheet (in local

language). Use the chart of machine diagram to highlight important points for Planned /

Preventive Maintenance. Charts or Unit Conversion Table shall be pasted on the nearby wall.

The necessary documentation shall be included: Computerization of data; Structural

manual and History cards for all machines; PM schedule for the specific time duration;

Parts replacement schedule; Machines‟ Drawings/diagrams; Consumable requirements;

Equipment/tool records.

Pillar 3. Quality Maintenance

This pillar is aimed towards eliminating non-conformances in a systematic manner and

achieving zero defects, tracking and addressing equipment problems and eliminates root

causes.

Step 1. Study of 3M (machine-man-material) shall be carried out to achieve the defect-free

production.

This study is a complex phenomenon that potentially affects both systems, the Machine

system and Social systems of a particular organization.

Step 2. Link the problems with data and find the optimum solution. The step is aimed to

improve the work efficiency.



A daily collection of data must get compiled to observe trends over weeks and months by

using appropriate QC tools

Coming all (operator, Supervisor, Manager, Maintenance people) together (at once or

zone wise) for the solution of various problems those create the variation in the schedule.

Here, the sudden breakdown has been significantly decreased and reduce to zero thorough

failure analysis and enhance improvements in maintenance intervention.

Step 3. Efforts for eliminating forced deterioration. Carry out the root-cause analysis by using

why-why analysis.

Step 4. Scheduling the plant maintenance activity for the process of Quality Control to

Quality Assurance.

Early Equipment Management (the goal is to introduce a loss and defect free process so

that equipment downtime is minimal and maintenance costs are all considered and

optimized, from commissioning onwards.)

Early Product Management (the aims are to shorten development lead times, with teams

working on simultaneous activities so that vertical start-up can be achieved with zero

quality loss - zero defects)

Step 5. (Advancement Step): Special efforts for the elimination of „non-value-added‟

activities (Study of Eight kinds of wastage, sixteen type of losses and inventory optimization

Survey).

Pillar 4. Office TPM

Office TPM should be initiated after activating the first pillar or even simultaneously as one

of the purposes of TPM is to improve synergy between various administrative and business

functions and remove procedural hassles.

Step 1. Implementation of Visual Management in office. This asks for similar kind of

activities as performed in „Space Management‟.

Scope identification for smooth office functions by a senior person from every support

function, e.g. Finance, Purchase, Sales, Account, Marketing, Quality Control, Store etc

Classification of files (Hard as well as soft copies); give the designated location

An activity to identify the required files and reduce the number of files. Make the rules to

clean up e-mail, folders etc. Decide the frequency for back-ups etc.

Step 2. Losses elimination in the office TPM (office equipment breakdown, communication

channel breakdown, telephone and fax lines, time spent on retrieval of information, non-

availability of correct online stock status, customer complaints due to logistics, expenses on

emergency dispatches/purchases, cost reduction on non-production/noncapital items)

Analyze the procedures for processing loss, cost loss including in areas such as

procurement, accounts, marketing, sales, inventories, communication loss, idle loss, office

equipment breakdown, delay etc.

Establish the minimum paperwork requirements for various procedures. Sorting the data

and bifurcate them into various heads.

Step 3. Decided the frequency of Audit. Audit for all pillars and prepare the countermeasures

for fall (It‟s a kind of measurement of activity by rating score).

Step 4. Measure customer satisfaction.

Trace the activities like Delivery (On time), Customer complaints, Customer returns,

Warranty, Response times etc.

The root cause of complaint/defect shall be analyzed, and measures shall be prepared.



Step 5. (Advancement Step): Reduced inventory levels in all parts of the supply chain and

decided the criteria for the supplier. With suppliers, it will lead to on-time delivery, improved

„in-coming‟ quality and cost reduction

Pillar 5. Safety & Spirit (New 3S & 4S)

This pillar focus to ensure safe and salubrious work environment; with the aim of eliminating

the incidents of injuries and accidents, and creates the work satisfaction in accordance.

Guideline for practicing Safety (3S)

The third S is concerned with providing basic training and creates the habit for the usage of

safety equipment and performs the safe machining operations.

Step 1. Identification of threats and prepare the relevant measures.

- Fire Safety; Electrical Safety; Thermal protection / Sealing; Body Safety / Protection;

Head Safety; Hand / Fingers Safety; Eye / Ear / Respiratory / Odour Protection; Welding /

cutting Safety; Repair / Maintenance Protection

The step is also concerned with providing sufficient equipment of fire extinguisher, first

aids kit, Face Shield, Googols, Gloves, Mask, Helmet, Safety Shoes etc.

Step 2. Give the designated location to safety equipment.

- Availability of the safety gadgets at the point of utility and visual aids (instruction) for

usage. Availability of the first aids in case of injury.

Step 3. Arrange the demonstration / training sessions. Show the damage by the potential

threats/accident incidences. No employee is allowed to operate a machine or perform any

task unless it is properly guarded.

- Awareness regarding damages (Human and Machine); Hazard Communication; Emergency

Action (Operation of emergency equipment); Mock Drill; Training for Personal Protective

Equipment (PPE)

Step 4. Use of visual aids for emphasizing the utility of safety equipment. Paste the

instruction/ rules in local language. The step is concerned with creating the culture from top to

bottom level employees not bottom to top. i.e. Top management shall also obey the rules like

wearing safety helmet and shoes while visiting the workplace.

Guideline for Practicing 4S Spirit

The environment of the workers is important for bringing the quality attitude, and it requires

most simple things by management [20]. The 4th new S is for developing the work spirit and

motivates the employee to create long allegiance towards the management.

Step 1. Provide proper sanitation facilities: proper treatment and disposal of the waste, piped

sewer system, clean drinking water, toilet, a septic tank, urinal or a pit latrine; Regular

cleaning of toilets/ urinal; Workers are advised not to chew tobacco and spit on the shop floor

and not to smoke within a company. Use of visual aids, e.g. posters.

Step 2. Policy for family betterment (Help for child education like notebook/textbook

distribution, financial assistance in case of emergency etc.). Regular Medical check-up (say

once in every six months call the doctor for normal health check-up). Provision of Insurance /

medi-claim.

Step 3: Employee satisfaction

Spare some budget for Meals (Arrangement of tea with biscuits and buttermilk / onion

like local requirement with a meal if the whole meal is not provided)

Interaction – employee orientation and gathering or fan-out to with family or organize

gathering functions.



Involvement of employee in target setting activity. Collecting individual suggestion for

simplification of work. Prepare the recognition and reward system.

Propositions for Modified TPM

After the decision of executing MMS, following propositions affirms the success and the state

of being sustained.

1. Correctitude Infrastructure and Budget

Strategic investments in the maintenance function can lead to improved performance of the

manufacturing system and enhance the competitive market position of the organization [21].

Propositions:

Budget for receiving technical/implementation assistance

Workforce up gradation - Training cost

Budget for CMMS - Technological up gradation

Budget for visual management

Budget allocation to provide all necessary safety equipment

Budget allocation for meeting minimal necessities and sanitation (like drinking water,

meal arrangement etc.)

Budget for health check-up facility and mediclaim

Budget for reward/ recognition

2. Information Management

The common database supports the development of applications, e.g. for monitoring the

performance of a production process, for deciding the most cost-effective maintenance policy

or for simulating possible maintenance solutions [22].

Propositions:

Identification of the machine/tools for maintenance activities. Detail machine information

(e.g. Brand model, Serial number, Code, Resource Person etc.)

Information about machine/tools regarding Capacity and Consumption of energy,

lubricant coolant etc.

Record of codification/tagging

Maintenance area intervention reports for preventive/corrective maintenance

Data of OEE measurement -Tracking machine downtime as a measure of efficiency

Information of consumables

Mean of Computerized Maintenance Management System CMMS (web-based

maintenance software / ERP / freeware like Google Spread Sheet.)

Stage 4: Development of Sustainability

In the development of sustainability, top management has the crucial role to be played. To

keep 4S going and its effective execution, the involvement of all people is very much

essential. In addition, continuous assessment or auditing of implementation provides

necessary momentum.

1. Involvement: Every individual in the organization needs to understand his or her role in

confirming the quality.



Propositions:

Full and continued support from top management for maintenance management

initiatives. (Long-term commitment)

The role and responsibility of every person shall be well defined, and he/she must be

made aware of them.

Involvement of operators in the production/quality target setting

Involvement of top management in MMS goal setting

Involvement of top management in monitoring and review of the progress of maintenance

schedules.

Top management involvement for new technology like CMMS (Computerized

Maintenance Management System)

Encouragement and guidance to share opinions and ideas about improvement

2. Continuous Assessment: Most organizations that do not devote sufficient attention to their

human capital, particularly in the assessment of effectiveness, they under-utilize the talent of

their workforces. Hence, it is wise for proprietor/top management to invest the practices to

develop and establish a culture of quality.

Propositions:

Auditing the Maintenance Management (As whole or division wise)

Development of performance standards for assessment - Method of assessment

Frequency of assessment - Continuous and formative assessment

Evaluations of the positive and negative attributes of the employee

Rewarding / Unrewarding of employee and Guidance after assessment.

Creation of benchmark for maintenance and Maintenance organization compare itself

(self-benchmarking) against other maintenance organizations or standard

3. Strategic collaborations: SMEs managers usually show a traditional individualistic attitude

[23]. SMEs are not equipped with adequate tools and best practices for managing the overall

collaborative mechanisms [24]. The LMCS like projects are designed to execute in a cluster

of SMEs to develop a collaborative approach for creating a win-win situation.

Propositions:

Collaboration and coordination in MMS implementation

Collaboration in external human resource

Collaboration in product manufacturing between specific SMEs

Collaboration for research between SMEs and Universities/College

4. CASE STUDY

To execute the MMS model, a textile machinery manufacturing company located in Surat,

India was selected. The company is engaged in manufacturing of twisting machines, winding

machines, Cop Winding Machines, Fabric inspection cum Rolling Machines, Rapier Looms

etc. The company has a good investment in high precision machine tools which includes 10

CNC/VMC and total 32 conventional Lathe/Milling/drilling machines. The company

management was encompassed various details about research and the company‟s role in the

study. The maintenance activities and production process have been studied thoroughly before



preparing an execution plan. The relevant data have been physically collected through well-

designed formats. Due to its commercial confidentiality and MOU condition, the company

has not given any data related to costs. The framework of MMS is successfully implemented

in SME within seven months. All the necessary data like Cycle time, No. of component

manufactured, Rejection/Rework, Unplanned stoppages, Starting time loss etc. were recorded

for 1-1 month for comparing before and after condition. The formulated hypotheses related to

case study are evaluated by SPSS software. The result of the statistical analysis is summarized

in table 2.

Table. 2 Case study Hypothesis Result

One-way ANOVA Null hypothesis: All means are equal

Significance level α = 0.10 90% CI

Factor Levels Values Mean StDev P-Value

Change

(diff level)

Differe

-nce

Null

Acceptance

/ Rejection Stage 2 Before-126

After-126

Availability Before 79.22 12.42

0.065 Significant Positive Rejected After 81.85 9.905

Productivity Before 91.41 13.01


Quality Rate Before 98.73 9.546

0.765 Not

Significant Positive Accepted

After 99.08 8.925

OEE Before 72.90 15.01


Non-value-

added activities Before 21.90 17.89


The statistics after implementation testify the significant improvement as the Frequency of

Machine Breakdowns is reduced by 61.53%, Breakdown Hours/Month by 68.18 %,

Frequency of Electrical Breakdown by 64%, Electrical Breakdown Hours/Month by 75%,

Unplanned stoppages (Time wasted) by 54.54%, Consumption of Lubricant /Month by 14.78

% and Consumption of Coolant / Month by 14.11%.

5. CONCLUSIONS

The TPM like quality initiatives are complicated and consumes the resources. The complexity

of TPM increases with its level, but for SMEs, primary level TPM also seems difficult. SMEs

are working with many inherent limitations and hence, the pragmatic framework of

Maintenance Management Strategy (MMS) based on modified TPM is developed after the

research in Indian SMEs so that SMEs can work with their full potential.

MMS provides clutter-free workspace, controls the causes of forced deterioration and

improves the hard to access areas that generate stains. It produces the ease of working and

makes the job simpler, smarter and safer. It provides recognition and acceptation of individual

responsibility for the equipment. The MMS framework creates necessary improvement in

safety and sanitation condition and provides motivation to all employees. MMS will not only

improve the physical conditions but it is useful for all strata of life, and many everyday

difficulties could be solved by practicing its framework. The novelty of this research stems

from the stepwise guidelines that would create a lean culture within SMEs without consuming

excess financial or non-financial organizational resources. The Government aids like LMCS

project will fully advantageous only if the proper maintenance management will be pursued.

This framework of MMS will provide many tangible and intangible benefits and might create

an immense impact on the productivity of SMEs.



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Documents

A MODIFIED TPM FRAMEWORK FOR INDIAN SMEs · A MODIFIED TPM FRAMEWORK FOR INDIAN SMEs K. M. Joshi Department of Mechanical Engineering Faculty of Technology, RK University, Rajkot