Upload
others
View
33
Download
7
Embed Size (px)
Citation preview
http://www.iaeme.com/IJARET/index.asp 1 [email protected]
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
http://www.iaeme.com/IJARET/index.asp 2 [email protected]
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
http://www.iaeme.com/IJARET/index.asp 3 [email protected]
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.
A Modified TPM Framework for Indian SMEs
http://www.iaeme.com/IJARET/index.asp 4 [email protected]
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.
K. M. Joshi and Dr. D. V. Bhatt
http://www.iaeme.com/IJARET/index.asp 5 [email protected]
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.
A Modified TPM Framework for Indian SMEs
http://www.iaeme.com/IJARET/index.asp 6 [email protected]
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.
K. M. Joshi and Dr. D. V. Bhatt
http://www.iaeme.com/IJARET/index.asp 7 [email protected]
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 Modified TPM Framework for Indian SMEs
http://www.iaeme.com/IJARET/index.asp 8 [email protected]
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.
K. M. Joshi and Dr. D. V. Bhatt
http://www.iaeme.com/IJARET/index.asp 9 [email protected]
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.
A Modified TPM Framework for Indian SMEs
http://www.iaeme.com/IJARET/index.asp 10 [email protected]
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.
K. M. Joshi and Dr. D. V. Bhatt
http://www.iaeme.com/IJARET/index.asp 11 [email protected]
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
A Modified TPM Framework for Indian SMEs
http://www.iaeme.com/IJARET/index.asp 12 [email protected]
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
0.000 Significant Positive Rejected After 97.69 9.050
Quality Rate Before 98.73 9.546
0.765 Not
Significant Positive Accepted
After 99.08 8.925
OEE Before 72.90 15.01
0.000 Significant Positive Rejected After 80.01 12.61
Non-value-
added activities Before 21.90 17.89
0.001 Significant Positive Rejected After 15.73 8.664
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.
K. M. Joshi and Dr. D. V. Bhatt
http://www.iaeme.com/IJARET/index.asp 13 [email protected]
REFERENCES
[1] Randhawa, J.S. and Ahuja, IPS. Examining the role of 5S practices as a facilitator of business
excellence in manufacturing organizations, Measuring Business Excellence, 21(2), 2017,
pp.191-206.
[2] Singh, R.K., Garg, S.K. and Deshmukh, S.G. The competitiveness of SMEs in a globalized
economy: observations from China and India”, Management Research Review, 33(1), 2010
pp. 54-65.
[3] Report, 2013, Ministry of Micro, Small and Medium Enterprises, Government of India (GOI),
Development Commissioner, Guidelines for the Implementation of Lean Manufacturing
Competitiveness Scheme - Under National Manufacturing Competitiveness Programme.
[4] Deshmukh SV, Chavan A. Six Sigma and SMEs: a critical review of literature. International
Journal of Lean Six Sigma, 3(2), 2012, pp. 157-167.
[5] Proceedings of National Workshop on Experience of Lean Manufacturing, 6th Feb 2014,
Government of India (GOI), MSME-Development Institute, New Delhi.
[6] Singh, R.K., Gupta, A., Kumar, A. and Khan, T.A. Ranking of barriers for effective
maintenance by using TOPSIS approach, Journal of Quality in Maintenance Engineering,
22(1), 2016, pp.18-34.
[7] Ahuja, IPS and Kumar, P. A case study of total productive maintenance implementation at
precision tube mills, Journal of Quality in Maintenance Engineering, 15(3), 2009, pp. 241-258.
[8] Wickramasinghe, GLD and Perera, A. Effect of total productive maintenance practices on
manufacturing performance, Journal of Manufacturing Technology Management, 27(5), 2016,
pp. 713-729.
[9] Jain, A., Bhatti, R. and Singh, H. Total productive maintenance (TPM) implementation
practice, International Journal of Lean Six Sigma, 5(3), 2014, pp. 293-323.
[10] Graisa M, Al-Habaibeh A. An investigation into current production challenges facing the
Libyan cement industry and the need for innovative total productive maintenance (TPM)
strategy. Journal of Manufacturing Technology Management, 22(4), 2011, pp. 541-558.
[11] Kennedy Ross and Mazza Larry. 5S and TPM: working together as one in TPM3, CTPM,
2010.
[12] Thomas A, Barton R and Byard P. Developing a Six Sigma maintenance model. Journal of
Quality in Maintenance Engineering,14(3), 2008, pp. 262-271.
[13] Naughton MD, and Tiernan P. Individualising maintenance management: a proposed
framework and case study. Journal of Quality in Maintenance Engineering, 18(3), 2012, pp.
267-281.
[14] Singh, K. and Ahuja, IPS. Effectiveness of TPM implementation with and without integration
with TQM in Indian manufacturing industries, Journal of Quality in Maintenance Engineering,
20(4), 2014, pp. 415-435.
[15] Kaur, M., Singh, K. and Ahuja, IPS. An evaluation of the synergic implementation of TQM
and TPM paradigms on business performance, International Journal of Productivity and
Performance Management, 62(1), 2013, pp. 66-84.
[16] Konecny, P.A., and Thun, J.H. Do it separately or simultaneously – an empirical analysis of a
conjoint implementation of TQM and TPM on plant performance, International Journal of
Production Economics, 133(2), 2011, pp. 496-507.
[17] Friedli, T., Goetzfried, M. and Basu, P. Analysis of the implementation of TPM, TQM and JIT
in pharmaceutical manufacturing, Journal of Pharmaceutical Innovation, 5(4), 2010, pp. 181-
192.
A Modified TPM Framework for Indian SMEs
http://www.iaeme.com/IJARET/index.asp 14 [email protected]
[18] Seth, D. and Tripathi, D. Relationship between TQM and TPM implementation factors and
business performance of manufacturing industry in Indian context, International Journal of
Quality and Reliability Management, 22(3), 2005, pp. 256-277.
[19] McKone, K.E., Roger, G.S. and Cua, K.O. Total productive maintenance: a contextual view,
Journal of Operations Management, 17, 1999, pp. 123-144.
[20] Frederick Chen. Benchmarking: Preventive Maintenance Practices at Japanese Transplants.
International Journal of Quality & Reliability Management, 11(8), 1994, pp.19-26.
[21] Coetzee JL. A holistic approach to the maintenance “problem‟‟, Journal of Quality in
Maintenance Engineering, 5(3), 1999, pp. 276-280.
[22] Kans, M. and Ingwald, A. Common database for cost-effective improvement of maintenance
performance. International Journal of Production Economics, 113(2), 2008, pp. 734–747
[23] Villa, A. Managing Cooperation in Supply Network Structures and Small or Medium-sized
Enterprises: Main criteria and tools for managers. London, UK: Springer; 2011.
[24] Deschamps I, Macedo MG, Eve-Levesque, C. University-SME Collaboration and Open
Innovation: Intellectual-Property Management Tools and the Roles of Intermediaries.
Technology Innovation Management Review, 3, 2013, pp. 3-41.