ADOPTION OF TOTAL PRODUCTIVE MAINTENANCE PRACTICES AMONG LARGE MANUFACTURING FIRMS IN
MOMBASA COUNTY, KENYA
BY
ATEKA NATHAN MUKAKA
A RESEARCH PROJECT REPORT SUBMITTED IN PARTIAL FULFILMENT OF THE REQUIREMENTS OF THE DEGREE OF MASTER OF BUSINESS ADMINISTRATION (MBA), SCHOOL
OF BUSINESS, UNIVERSITY OF NAIROBI
OCTOBER 2013
ii
DECLARATION
This research project is my original work and has not been presented for a degree in
any other university.
Signed: Date: ..
ATEKA NATHAN MUKAKA
D61/ 63920/2010
This research project has been submitted for examination with my approval as the
University Supervisor.
Signed Date
STEPHEN ODOCK
Lecturer, Department of Management Science,
School of Business,
University of Nairobi
Signed Date
JOB L. MWANYOTA
Lecturer, Department of Management Science,
School of Business,
University of Nairobi
iii
ACKNOWLEDGEMENTS
Special thanks goes to my colleagues at work, fellow graduate students, friends and
family without whom this research project would not have been completed. Your
support, guidance, encouragement and good wishes are highly appreciated.
I would also like to acknowledge the assistance I received from my supervisors, Mr.
Job Mwanyota, Mr. Stephen Odock and Dr. James Njihia. Your guidance,
encouragement and critiques enabled this project to be fulfilled.
Last but not least, to my family for enduring long hours without me as I worked on
this project. To my wife Martha Shimwaka, my daughter Janet Mukaka and my son
Shimwaka Mukaka for your love and understanding which gave me the energy to
keep going during the entire MBA study period.
iv
DEDICATION
This work is dedicated to my late mother Janet Omutere Ateka for all the love you
showered on me.
v
ABSTRACT
Todays operations managers face many challenges including globalization, ever increasing competition and dynamic technology. This necessitates adoption of world class techniques, like continuous improvement in maintenance management, in order to stay in business. This study traced the origin and subsequent practice of Total Productive Maintenance (TPM) as a modern tool for achieving sustainable competitive advantage. It further examined the adoption of TPM practices in 21 large manufacturing firms located in Mombasa County. It also looked at the benefits, critical success factors and challenges to TPM adoption. A criterion was first developed to classify large manufacturers based on power consumption. A maturity model with five levels (ML1 to ML5) was used to examine the TPM adoption levels. Data was collected using a self administered questionnaire from the respondent firms. Descriptive statistics were then used to analyse the data and make conclusions. A comparison was made between the collected data and the maturity levels scale and this was used to classify the respondent firms in terms of TPM adoption. From the results, the respondent firms maturity level for TPM adoption corresponds to ML3 in the score card indicating that the TPM adoption is at a defined level. The results place large manufacturers in Mombasa County as having process management systems which depend on some specific constraints for the organizational responsibility or the technical systems. The results also indicate that the large manufacturers in Mombasa County have moved from the first two levels of TPM adoption namely initial and managed levels and are now at the defined level. With further improvement, investment and advancement, they can climb the next two levels of quantitatively managed and optimizing. The results identified increased quality and improved productivity as the key benefits resulting from TPM implementation. Further, the results showed that the most important critical success factor is co-operation and involvement of both the operators and the maintenance workers. In addition, top management support and commitment was also documented as a key critical success factor. Challenges to TPM implementation were identified as tight budgets for maintenance functions and pressure of workload. These were the highest challenges to TPM implementation faced by large manufacturers in Mombasa County. The researcher recommends that investment and improvement initiatives be channeled towards maintenance management so as to reach higher levels of TPM adoption. Enhancement of technological capabilities for maintenance management and especially enhanced adoption of computerised maintenance management systems (CMMS) should also be implemented. The adoption of outsourcing practices for maintenance management was also found to be low. It is hereby recommended that maintenance managers look into ways of adopting outsourcing of their maintenance activities as a means of reducing their maintenance costs. Outsourcing would enable the firms to tap into a larger knowledge pool as opposed to confinement with in-house resources.
vi
TABLE OF CONTENTS
DECLARATION.......................................................................................................... ii ACKNOWLEDGEMENTS .......................................................................................iii DEDICATION............................................................................................................. iv ABSTRACT .................................................................................................................. v LIST OF TABLES ....................................................................................................viii LIST OF FIGURES .................................................................................................... ix ABBREVIATIONS AND ACRONYMS .................................................................... x CHAPTER ONE: INTRODUCTION ........................................................................ 1
1.1 Background of the Study ...................................................................................... 1 1.1.1 Total Productive Maintenance ....................................................................... 2 1.1.2 Manufacturing Sector in Kenya ..................................................................... 4 1.1.3 Large Manufacturing Firms in Mombasa County ......................................... 6
1.2 Research Problem ................................................................................................. 6 1.3 Research Objectives ............................................................................................. 8 1.4 Value of the Study ................................................................................................ 9
CHAPTER TWO: LITERATURE REVIEW ......................................................... 11 2.1 Introduction ........................................................................................................ 11 2.2 Theoretical Foundation of the Study .................................................................. 11 2.3 Total Productive Maintenance Practices ............................................................ 14 2.4 Success Factors Leading to Sustainable TPM Implementation ......................... 18 2.5 Benefits of TPM ................................................................................................. 19 2.6 Challenges to Successful TPM Implementation ................................................ 20 2.7 Conclusion .......................................................................................................... 21 2.8 Theoretical Framework ...................................................................................... 22
CHAPTER THREE: RESEARCH METHODOLOGY ........................................ 24 3.1 Introduction ........................................................................................................ 24 3.2 Research Design ................................................................................................. 24 3.3 Population & Sampling ...................................................................................... 24 3.4 Data Collection ................................................................................................... 25 3.5 Data Analysis ..................................................................................................... 26
CHAPTER FOUR: DATA ANALYSIS, RESULTS AND DISCUSSION ........... 27 4.1 Introduction ........................................................................................................ 27 4.2 Demographic Characteristics ............................................................................. 27
vii
4.2.1 Number of Years Worked in the Organisation ............................................ 27 4.2.2 Number of Employees ................................................................................. 29 4.2.3 Manufacturing Sector of the Respondent Firm ........................................... 29
4.3 Total Productive Maintenance Practices ............................................................ 30 4.3.1 Managerial Capability ................................................................................. 30 4.3.2 Organisational Capability ............................................................................ 32 4.3.3 Technological Capability............................................................................. 35 4.3.4 General Maturity Level for TPM Capability ............................................... 38
4.4 Benefits of TPM ................................................................................................. 39 4.5 Critical Success Factors for TPM ....................................................................... 41 4.6 Challenges to Successful TPM Implementation ................................................ 43
CHAPTER FIVE: SUMMARY, CONCLUSIONS AND RECOMMENDATIONS ........................................................................................... 45
5.1 Introduction ........................................................................................................ 45 5.2 Summary of Findings ......................................................................................... 45
5.2.1 TPM Practices ............................................................................................. 45 5.2.2 Benefits of TPM Implementation ................................................................ 48 5.2.3 Critical Success Factors in TPM Implementation ....................................... 48 5.2.4 Challenges of TPM Implementation ........................................................... 49
5.3 Conclusions ........................................................................................................ 49 5.4 Recommendations .............................................................................................. 51 5.5 Limitations of the Study ..................................................................................... 51 5.6 Suggestions for Further Research ...................................................................... 52
REFERENCES ........................................................................................................... 54 APPENDICES ............................................................................................................ 60
Appendix I: Large manufacturing firms in Mombasa County ................................. 60 Appendix II: Main sources of growth for the last five years (average %) ............... 62 Appendix III: Questionnaire ..................................................................................... 63 Appendix IV: Introduction Letter ............................................................................ 68
viii
LIST OF TABLES
Table 2.2.1 Score card of Maturity Levels for TPM adoption..................................... 13
Table 4.2.1: Number of Years Worked in the Organisation ........................................ 28
Table 4.2.2 Number of Employees in Respondent Organisations ............................... 29
Table 4.2.3 Sectoral Representation of the Respondents Firms .................................. 30
Table 4.3.1 Mean of Responses for Managerial Capability of TPM Adoption ........... 31
Table 4.3.2.1: Extent of Adoption of Multi- disciplinary Teams ................................ 33
Table 4.3.2.2: Mean of Responses to Organizational Capability of TPM Adoption ... 34
Table 4.3.3 Mean of Responses to Technological Capability of TPM Adoption ........ 36
Table 4.3.4 General Maturity Level for TPM Capability ............................................ 38
Table 4.4.1 Mean of Responses on Benefits of TPM .................................................. 40
Table 4.5.1 Mean of Responses on Critical Success Factors for TPM ........................ 42
Table 4.6.1 Mean of Responses on Challenges to Successful TPM Implementation .. 44
ix
LIST OF FIGURES
Figure 2.8.1: Theoretical Framework for the Study .................................................... 23
Chart 4.2.1 Number of Years Worked in the Organization ......................................... 28
Figure 4.3.1 Maturity Profile for Managerial Capability ............................................. 32
Figure 4.3.2 Maturity Profile for Organizational Capability ....................................... 35
Figure 4.3.3 Maturity Profile of the Technological Capability of TPM Adoption ...... 37
Figure 4.3.4 Maturity Level of TPM Capability .......................................................... 39
x
ABBREVIATIONS AND ACRONYMS
CBM Condition Based Maintenance
CM Continuous Maintenance
CMMS Computerized Maintenance Management System
ERC Energy Regulatory Commission
GDP Gross Domestic Product
GOK Government of Kenya
JIPM Japanese Institute of Plant Maintenance
JIT Just-in-Time
KIPPRA Kenya Institute for Public Policy Research and Analysis
KNBS Kenya National Bureau of Statistics
KPLC Kenya Power and Lighting Company
KWH Kilowatt hours
ML Maturity Level
PM Preventive Maintenance
RCM Reliability Centered Maintenance
TPM Total Productive Maintenance
TQM Total Quality Management
1
CHAPTER ONE: INTRODUCTION
1.1 Background of the Study
Drastic competitive forces have forced manufacturing organisations to operate as open
operational systems blending advanced manufacturing technologies and modern
information and communication technologies. In effect, operations management and
especially maintenance management has taken a broader organizational strategic role
(Simoes, Gomes & Yasin, 2011). Al-Najjar (2007) indicates that maintenance managers
are being called upon to integrate and direct the maintenance efforts to meet
organizational strategic goals efficiently and effectively.
Even though maintenance engineering field had been dominant for a long time, its
importance was highly enhanced due to the emanation of Total Productive Maintenance
(TPM) principles. Before this, maintenance engineering field was isolated from holistic
operational performance of organisations (Pramod, Devadasan, Muthu, Jagathyraj &
Dhakshina, 2006). Moreover, Ahuja and Khamba (2007) concluded that TPM has
emerged as a key competitive strategy for business organisations in the global market
place. An effective TPM implementation program can focus on addressing the
organisations maintenance related problems, with a view to optimize equipment
performance.
Various theoretical models have been put forward to address maintenance and its
contribution to manufacturing performance. The capabilities theory is based on the
premise that resource deployments, not resources alone, are the effective drivers of
2
sustainable competitive advantage (Vorhies, Morgan & Autry, 2009). Mesquita,
Lazzarini and Cronin (2007) indicated that investment in firm capabilities in
manufacturing allowed firms to accrue performance gains leading to sustainable
competitive advantages. Various researchers have used the capabilities theory to advance
maintenance management and especially TPM. Macchi and Fumagali (2013) used the
capabilities theory as a means of analyzing the maintenance maturity level of firms. This
study includes aspects of the capabilities theory and uses it to enhance the understanding
of TPM methodologies and its influence on manufacturing performance.
Manufacturing firms in Mombasa County face many challenges mainly being the saline
atmosphere which increases corrosion rates as well as the historical location of major
manufacturing facilities in Nairobi and other distant areas. The region has also suffered
from a lack of resources including skilled manpower and capital. Maintenance
practitioners in Mombasa are thus required to be more vigilant and proactive than in other
parts of the country so as to compete in this dynamic environment. This is in spite of the
close proximity to the port which gives manufacturing firms in Mombasa a strategic
geographical advantage. It is therefore necessary to examine empirically whether the
manufacturing organizations in Mombasa County can align their maintenance capabilities
to world class standards using TPM and position themselves at an advantageous position.
1.1.1 Total Productive Maintenance
Nakajima (1988) defines TPM as a productive maintenance carried out by all employees
through small group activities which is in effect, equipment maintenance performed on a
company-wide basis. It is an important world class manufacturing program introduced
3
during the quality revolution. First developed in Japan in 1971 by the Japanese Institute
of Plant Maintenance (JIPM) and widely adopted in Japanese firms today, TPM is a
notion taken from the Total Quality Management (TQM) concept of zero production
defects and applying it to equipment where the aim is to have zero breakdowns and
minimal production losses (Tajiri & Gotoh, 1992).
TPM is a highly influential technique that is in the core of operations management and
deserves immediate attention by organizations across the globe (Voss, 2005). Patra,
Tripathy and Choudhary (2005) have defined each acronym of TPM thus; Total signifies
involvement of all functions and people at all levels of hierarchies, Productive
emphasises efficient and effective utilization of all resources and Maintenance meaning
keeping man-machine- material systems in optimal condition.
TPM is based on team work and provides a method for the achievement of world-class
levels of overall equipment effectiveness through people and not through technology
(Willmott, 1994). Traditionally, the relationship between the maintenance and the
operation functions is notoriously delicate (Husband, 1986), one in which the operators
run the equipment until it breaks down and then call in the maintenance personnel to fix
it. TPM attempts to bridge this gap by promoting communication. It mandates that
operators, maintenance people and engineers collectively collaborate and understand each
others language (Witt, 2006). It creates a sense of joint responsibility between
supervision, operators and maintenance workers, not only to keep machines running
smoothly, but also to optimize their overall performance (Hutchins, 1998).
4
1.1.2 Manufacturing Sector in Kenya
Kenya pursued import substitution as an industrialisation strategy in the 1960s. This
established industries in textiles and garments, food, beverages and tobacco which are
still the dominant industries today. Limited local demand and operational inefficiencies
meant that the strategy could not succeed for long. Structural Adjustment Programmes
were introduced in the 1980s and Kenya thus renewed its momentum in exports. In
recent years, government involvement in manufacturing has largely been restricted to
improving the business environment by improving infrastructure and regulatory reforms.
It can thus be seen that the manufacturing sector in Kenya is fairly liberalized (Kenya
Institute for Public Policy Research and Analysis [KIPPRA], 2009).
The manufacturing sector in Kenya has on average contributed about 10 per cent to the
Gross Domestic Product (GDP). It also contributes 14 per cent to wage employment
mainly in food processing, beverages, textiles, garments and fabricated metal
(Government of Kenya [GOK], 2007). The sector grew by 3.3 per cent in 2011
compared to 4.4 per cent in 2010. Unfortunately, its contribution to GDP has been found
to be quite low in comparison to other sectors of the economy as shown in Appendix II
(Kenya National Bureau of Statistics [KNBS], 2012).
The sectors contribution to GDP has been stagnant for decades. Even though signs of
recovery have recently been noted, its performance still lags behind that of Uganda and
Tanzania. The sectors size is also small compared to the newly industrialized countries
such as Singapore, Malaysia and Indonesia. For example, Indonesias share of
5
manufacturing value added to overall GDP in 2008 was twice that of Kenya (KIPPRA,
2009).
The main industries in terms of value addition in the Kenyan manufacturing sector are
food processing and petroleum refining. Thus, manufacturing exports mainly comprise of
agro-processed products. There is also the challenge of modernising the manufacturing
industries by introducing technology based manufacturing. Whereas Export Processing
Zones have been successful in propelling growth of the manufacturing sector in South-
East Asia, Kenya has been less successful especially in garments and textiles due to lack
of competitiveness (KIPPRA, 2009).
KIPPRA (2009) have identified a number of challenges to the sector including: lack of
consistent transformation and diversification; lack of coherent industrial policies; and,
weak investment climate including infrastructure, security and corruption. They point out
areas that require immediate attention in the sector such as provision of incentives to
stimulate production of intermediate products, particularly those with export potential;
encouraging subcontracting and other forms of alliances between local firms and
multinationals; and improving the investment climate in Kenya.
There is thus need for operations managers in the Kenyan Manufacturing Sector to
engage in continuous improvement of their plants. This is as a result of the complexities
of the manufacturing sector and also due to the expectations placed on the sector. Total
Productive Maintenance may be considered, amongst various concepts, as a likely tool
which can assist the manufacturing sector and thus assist the country achieve Vision
2030.
6
1.1.3 Large Manufacturing Firms in Mombasa County
The 2010 Constitution of Kenya was promulgated on 27 August 2010 and it divided the
country into 47 Counties, Mombasa County being one of them. It has a population of
approximately 1 million people and an area of 220 square kilometers (KNBS, 2012).
Manufacturing firms in Mombasa face many challenges mainly being the saline
atmosphere which increases corrosion rates. This impacts heavily on the manufacturing
equipment leading to costly break downs of machinery. Maintenance practitioners in
Mombasa are thus required to be more vigilant and proactive than in other parts of the
country. The close proximity to the port gives manufacturing firms in Mombasa a
strategic geographical advantage. However, for many years businesses, universities and
other drivers of growth were concentrated in Nairobi and its environs and as such
Mombasa suffers from a lack of resources including skilled manpower and capital.
Adoption of world class maintenance practices like TPM and alignment of firm
capabilities towards TPM can impact positively on manufacturing performance and
enable firms in Mombasa County to achieve sustainable competitive advantages.
1.2 Research Problem
The reasons why maintenance is organised as it is are in many cases historical rather than
logical, but reform must nonetheless take the history into consideration because it shaped
the current conditions, including the abilities and attitudes of the people involved
(Sherwin, 2000). Remarkable improvements have occurred recently in the maintenance
management of physical assets and productive systems, so that less wastages of energy
and resources occur. The requirement for optimal preventive maintenance using, for
7
instance, just-in- time (JIT) and total quality management (TQM) techniques has given
rise to what has been called the total productive maintenance (TPM) approach (Eti, Ogaji
& Probert, 2006).
Mombasa, being the gateway to Eastern Africa, has a good geographical advantage and
when coupled with Kenyas superior logistical advances, could well be the manufacturing
hub of choice in the region. Various advances have also been seen in Mombasa County
especially in the academic field with major universities locating in the County. This has
increased the ability of the county to increase its skilled manpower and position itself as a
region ready for investment in manufacturing. Further, adoption of TPM by
manufacturing firms in Mombasa County will enable them achieve immense cost savings
as well as improved products qualities thus enhancing their ability to compete effectively
in the market.
The field of maintenance has not been well researched in this region. Ohunakin and
Leramo (2012) carried out a study on the implementation of TPM in a Nigerian beverage
industry. They found that TPM was superior in reducing or eliminating losses as well as
increasing equipment uptime. Eti et al. (2006) studied ways of TPM implementation in
Nigerian manufacturing industries. They suggest self-auditing and benchmarking against
world-class industries with similar product lines as desirable prerequisites before TPM
implementation. They further report that Nigerian industry needs to possess a culture
dealing more effectively with rapid changes to inculcate a competitive outlook in their
manufacturing environments.
8
Van der Wal and Lynn (2002) studied the implementation of TPM in a South African
pulp and paper company. They established that in spite of difficulties specific to South
Africa, TPM resulted in increases in productivity, quality and a reduction in cost of
producing the product. Mulwa (2000) studied the various operations management
techniques used in maintenance management in Kenya. His study focused on
maintenance management in general and since then the field of maintenance has moved
along with adoption of modern techniques. Njihia (1994) examined the application of
hard and soft operations research methodologies in the resource allocation for road
maintenance funds in the ministry of public works and housing. The study dwelt more on
resource allocation and did not examine modern maintenance methods which have
continued to advance in complexity with passage of time.
The researcher is thus left with the problem of identifying the extent of TPM adoption,
success factors, challenges and benefits of TPM implementation amongst large
manufacturing firms in Mombasa County. The key question therefore is to what extent
is TPM adopted by the large manufacturing firms in Mombasa County? The study also
examined the following questions what are the critical success factors for TPM
implementation?, what are the benefits realized by TPM implementation? and what
are the challenges faced during TPM implementation by large manufacturing firms in
Mombasa county?
1.3 Research Objectives
The objectives of the study were therefore;
9
i. To examine the extent to which TPM is adopted by large manufacturing firms in
Mombasa County.
ii. To establish the critical success factors for TPM implementation in large
manufacturing firms in Mombasa County
iii. To establish the benefits of TPM practices in large manufacturing firms in
Mombasa County.
iv. To document the challenges of TPM implementation in large manufacturing firms
in Mombasa County
1.4 Value of the Study
This study will have a practical contribution since it intends to provide information on the
level of TPM implementation in Kenya including the key success factors, benefits and
challenges. This information shall be useful to Operations Managers practicing in Kenya
and also to investors. They will have relevant data and knowledge to help them plan their
maintenance functions better. This study may help practitioners to prepare their plants to
meet the challenges of competitive manufacturing in the future by implementing TPM.
The study will enhance the theoretical body of knowledge and be beneficial to
academicians and researchers by providing relevant and current knowledge and research
gaps in the maintenance field. It will contribute to the body of knowledge of maintenance
practices in Kenyas manufacturing set-up. It will provide a theoretical platform for other
researchers who are interested in maintenance management in this region.
10
The study will contribute towards superior and highly informed policy decisions as
regards maintenance management in Kenya. Policy makers will be able to make informed
decisions on whether to adopt TPM or opt for other maintenance methodologies.
11
CHAPTER TWO: LITERATURE REVIEW
2.1 Introduction
This chapter provides a review of the current literature available on the various
maintenance management techniques and in particular Total Productive Maintenance. It
highlights the major theoretical and empirical findings from various authors spread across
all regions of the world. The review explores the theoretical foundations of maintenance
and manufacturing studies, current state of maintenance including its evolution and the
different approaches used to improve maintenance effectiveness. Moreover it identifies
TPM as a superior technique of managing maintenance and explores its origins, practice
and challenges involved in its implementation.
2.2 Theoretical Foundation of the Study
Literature on firm competitiveness identifies the capabilities theory as a tenet that guides
firms towards sustainable competitive advantage. The capabilities theory is based on the
premise that resource deployments, not resources alone, are the effective drivers of
sustainable competitive advantage (Vorhies et al., 2009). Foss (1993) indicated that the
capabilities view of the firm bears a distinct lineage to the production theory of the
classical economists. Thus, firms are conceptualized in terms of their specialized
knowledge-bases (their capabilities) and learning is placed centre-stage. However,
modern capabilities theories diverge from the classical theory of production as they view
firm specialisation not in terms of products per se, but rather in terms of activities and the
capabilities that underpin them. Thus, a highly-diversified firm may be specialized to the
12
extent that its diversification may have been supported by its specialized capabilities. In
turn, diversification may assist the accumulation of new capabilities (Foss, 1997).
The capabilities of firms are seen as social phenomena they are sometimes referred to
as parts of the firms organisational capital whereas the classical writers only
considered individual skills (Demsetz, 1993). Capabilities are the skills of an
organization, and they are normally seen as productive bundles of routines that are
operated by teams of individuals for some strategic purpose (Penrose, 1959). Day (1994)
defined a capability as the glue that brings assets together and enables them to be
deployed advantageously. Casselman and Samson (2007) define capabilities as a firm's
complex bundles of skills and accumulated knowledge, exercised through organisational
processes that enable the firm to coordinate activities and make the best use of its assets.
Thus, the foundation of many capabilities lies in the unique skills and knowledge of a
firms employees, and the functional expertise of those employees.
Mesquita et al., (2007) investigated the determinants of firm competitiveness in the
Brazils auto-parts industry. They indicate that investment in firm capabilities in
manufacturing allowed firms to accrue performance gains leading to sustainable
competitive advantages. Various researchers have used the capabilities theory to advance
maintenance management and especially TPM. Macchi and Fumagali (2013) used the
capabilities theory as a means of analysing the maintenance maturity level of firms. Their
method advocated that a maintenance department is evaluated in terms of its managerial,
organisational and technological capabilities. They found that by classifying the
criticalities in a firms maintenance processes, these capabilities can be used to analyse
the maintenance maturity level reached by a company.
13
From the literature, a maturity level (ML) can be associated to a given process area (PA)
according to how the processes included in the area are managed or executed. A score
card is proposed based on the capabilities theory of the firm as shown in Table 1. The
level of TPM adoption can thus be graded from the lowest score (ML1 in Table 2.2.1) to
the highest level score (ML5 in Table 2.2.1).
Table 2.2.1 Score card of Maturity Levels for TPM adoption
TPM Maturity
Level
Description
ML 5: Optimizing
Process is managed by ensuring the continuous improvement; causes
of defects and problems in the processes are identified, taking actions
in order to prevent problems from occurring in the future.
ML 4: Quantitatively
Managed
Process management is fulfilled thanks to organizational
responsibilities and fully functional technical systems.
ML 3: Defined Process management depends on some specific constraints for the
organizational responsibility or the technical systems.
ML 2: Managed
The process is partially planned; performance analysis is mostly
dependent on individual practitioners experience and competences;
process management is weak because of deficiencies in the
organizational or in the technical systems.
ML 1
Initial
The process is weakly controlled, or not controlled at all.
Note. From A maintenance maturity assessment method for the manufacturing industry by M. Macchi and L. Fumigali, 2013, Journal of Quality in Maintenance Engineering, 19(3), p.10.
14
2.3 Total Productive Maintenance Practices
Maintenance has been defined as all activities aimed at keeping an item in, or restoring it
to, the physical state considered necessary for the fulfillment of its production function
(Gits, 1992). Operations managers are often faced with the problem of selecting one
maintenance strategy amongst many. A maintenance strategy is defined as the set of
various maintenance interventions (corrective, preventive, condition-based, etc.) and the
general structure in which these interventions are brought together (Pintelon, Gelders &
Van Puyvelde, 1997). When maintenance is recognized as an integral part of the plant
production strategy, it is able to make proper contribution to profits, productivity and
quality (Kumar et al., 2004). The maintenance problem is best explained by Sherwin
(2000) who stated that the absolute and lasting optimization of the maintenance of any
working system is not possible; the optimum is never achieved because it is a moving
target and because the data for its estimation are never quite complete or up-to-date, and
seldom sufficient in number.
In order to improve the asset performance at a reduced cost, strategies like TPM, CBM
and RCM evolved with passage of time. Recently, with recognition of maintenance as a
profit generator the concept of outsourcing (external partnerships) has emerged (Sharma
et al., 2006). Furthermore, Swanson (2001) put forward three different types of
maintenance strategies; Reactive Strategy as in breakdown maintenance, Proactive
Strategy as in preventive and predictive maintenance and Aggressive Strategy as in Total
Productive Maintenance.
15
Bamber, Sharp and Hides (1999) defined TPM as productive maintenance involving
total participation. It aims to implement a continuous improvement process that
embraces all aspects of an organization. It was introduced and developed in 1971 by the
Japanese in response to the maintenance and support problems encountered in
manufacturing environment.
TPM results in dramatic falls in failure rates mainly because of increased operator care,
especially the operator acting as condition monitor, which reduces the frequency and
duration of periods of enforced down time (Sherwin, 2000). Ahuja and Kumar (2009)
found that TPM initiatives were far more influential in affecting manufacturing
performance improvements as compared to traditional maintenance practices. This is
because TPM relies upon the fact that the deterioration of machines is accelerated by
abusive operation and lack of primary care, such as greasing, spannering and cleaning all
of which are alleviated by the operator (Sherwin, 2000).
Tsang and Chang (2000), in a study on TPM implementation in China, found that a vast
pool of untapped resources could be exploited by mobilizing front-line production
operators to perform the simple and routine PM tasks. This can be achieved by
cultivating a sense of ownership amongst operators so that caring for the cleanliness and
condition of their machines becomes a way of life. In a study on TPM implementation in
food industry, Tsarouhas (2007) found that TPM enables a company to acquire the
possibility of self valuation via process control in production and maintenance.
Maggard and Rhyne (1992) introduced the aspect of safety as a critical factor in TPM. In
their view, the assurance of safety and preventing any adverse environmental impacts are
16
important priorities in any TPM effort. This is in line with Sherwin (2000) who asserts
that modern maintenance management systems now generally include provision for
safety and environmental legal requirements and the best such systems provide incentives
for doing better. TPM harnesses the participation of all the employees to improve
production equipments availability, performance, quality, reliability, and safety (Ahuja
& Khamba, 2008). In addition, Tripathi (2005) stated that TPM implementation in an
organization can ensure enhanced safety and improved morale of the employees.
A number of researchers have offered critiques of TPM philosophy. Sherwin and Jonsson
(1995) stated that TPM does not exclude Preventive Maintenance (PM), but there is no
specific strategy in it to allow PM to be planned and so it is almost bound to be neglected
if the factory gets too busy and will, at best, be irregular. This then results in costly
failures. Sherwin (2000) comprehensively reviewed overall models for maintenance
management from a viewpoint of maintenance as a contributor to profits. He critiqued
TPM as being an incomplete system for maintenance and suggested that TPM can only
work well if there is an existing TQM aegis.
The field of TPM has not been well researched in this region. Ohunakin and Leramo
(2012) carried out a study on the implementation of TPM in a Nigerian beverage
industry. They found that TPM was superior in reducing or eliminating losses as well as
increasing equipment uptime. Eti et al. (2006) studied ways of TPM implementation in
Nigerian manufacturing industries. They suggest self-auditing and benchmarking against
world-class industries with similar product lines as desirable prerequisites before TPM
implementation. They further report that Nigerian industry needs to possess a culture
17
dealing more effectively with rapid changes to inculcate a competitive outlook in their
manufacturing environments.
Van der Wal and Lynn (2002) studied the implementation of TPM in a South African
pulp and paper company. They established that in spite of difficulties specific to South
Africa, TPM resulted in increases in productivity, quality and a reduction in cost of
producing the product. Mulwa (2000) studied the various operations management
techniques used in maintenance management in Kenya. His study focused on
maintenance management in general and since then the field of maintenance has moved
along with adoption of modern techniques. Njihia (1994) examined the application of
hard and soft operations research methodologies in the resource allocation for road
maintenance funds in the ministry of public works and housing. The study dwelt more on
resource allocation and did not examine modern maintenance methods which have
continued to advance in complexity with passage of time.
Hongyi, Yam and Wai-Keung (2003) describe TPM teams as continuous improvement
teams that include both maintenance personnel and production workers. They also
discuss the importance of creating a team spirit. Garg and Deshmukh (2006) define
teamwork as relating to cross-functional improvement teams, and aiming for increased
understanding and a less adversarial approach between production and maintenance.
Ahuja and Khamba, (2008) discuss teams as being multifunctional and concerned with
the improvement of maintenance and quality practices. Greenough (1998) describes
teams as production teams with maintenance responsibilities, which are preferable to a
separate maintenance department. Lycke (2003) also describes teams as small production
groups, including maintenance personnel.
18
The TPM implementation team has been identified as a vital element in ensuring that
manufacturing performance can be achieved. In addition, McKone, Roger and Cua
(2001) ascertain that teamwork is very important in TPM, and have used it as one of the
measures to assess the level of TPM implementation. Teamwork is not only essential in
TPM practices, but is considered as one of the criteria for its success (Ireland & Dale,
2001).
Rolfsen and Langeland (2012) investigated the contribution of teamwork to successful
TPM practice in an industrial setting. They found that the explanations for success or
failure were mainly organizational; pointing to management style, collaboration between
maintenance and production, involvement and teamwork. They concluded that a high
degree of team autonomy was an important contributor to success.
2.4 Success Factors Leading to Sustainable TPM Implementation
Various researchers on TPM have identified that successful implementation of TPM
requires top management support and commitment, a greater sense of ownership and
responsibility from the operators, co-operation and involvement of both the operators and
the maintenance workers, and importantly, an attitude change from everybody from
that's not my job to this is what I can do to help (Tajiri & Gotoh, 1992; Yeomans &
Millington, 1997).
TPM implementation is long term and needs appropriate planning, adequately assisted by
top management through imbibing organizational cultural improvement over a
considerable period of time (Ahuja & Khamba, 2008). Lazim and Ramayah (2010) have
19
gone further and indicated the role of top management as stimulating the contribution of
operators to achieve zero breakdowns, zero stoppages and a safer working environment.
Cooke (2000) suggested a number of critical success factors for TPM implementation
like alignment of management initiatives, financial support for TPM activities, cultural
change for the operators, operators autonomy and greater communication and
cooperation between operations and maintenance departments.
In addition, Tsang and Chang (2000) suggested management leadership, training and
education, a TPM committee, a pilot project, open communication and creating a climate
of trust as the critical success factors for TPM implementation in the Chinese
environment. Additionally, in order to achieve employee participation, training and
education should be provided sufficiently through proper and well structured programmes
(Lazim & Ramayah, 2010).
2.5 Benefits of TPM
Skinner (1982) considers manufacturing to be an important element in a firms endeavour
to improve firm performance. Similarly, Leachman, Pegels and Shin (2005) intimated
that superior manufacturing performance leads to competitiveness. With competition in
manufacturing industries rising relentlessly, TPM has proved to be the maintenance
improvement philosophy that prevents organisations from failure (Eti et al., 2006).
Ahmed, Hassan and Taha (2005) assert that a well drawn TPM implementation plan can
improve equipment efficiency, effectiveness and reduce manufacturing cycle time. They
further state that TPM can help an organisation reduce the size of inventory and customer
complaints.
20
TPM is a partnership between maintenance and production departments which results in
improved product quality, reduced waste, reduced manufacturing cost, increased
equipment availability and improvement in the companys overall state of maintenance
(Rhyne, 1990). Ahuja and Khamba (2008) identified a number of organisational
manufacturing priorities and goals which can be achieved by strategic TPM
implementation. These include Productivity (reduced unplanned stoppages and
breakdown thus improving equipment availability and productivity); Quality (reduced
quality problems from unstable production); Cost (arising from efficient maintenance
procedures); Delivery (improved efficiency of delivery, speed and reliability); Safety
(improved workplace environment, realizing zero accidents at workplace and eliminating
hazardous situations); Morale (increase in worker skills and knowledge as a result of
employee involvement and empowerment).
2.6 Challenges to Successful TPM Implementation
Cooke (2000) studied TPM implementation in the production and maintenance functions
of four manufacturing companies. The study revealed that implementing TPM is not an
easy task and may be burdened by organizational barriers such as lack of senior
management support, tight budget, pressure of workload, union/ worker resistance, senior
managements tolerance of poor behavior and contradiction of managements initiatives.
These barriers led to frustration of maintenance workers and on operators not doing what
they were supposed to do as concerns plant care.
Other researchers have found some of the prominent problems in TPM implementation.
These include partial implementation of TPM, overly optimistic expectations, lack of a
21
well-defined routine for attaining the objectives of implementation (equipment
effectiveness), cultural resistance to change, lack of training and education, lack of
organizational communication, and implementation of TPM to conform to societal norms
rather than for its instrumentality to achieve world class manufacturing (Crawford,
Blackstone & Cox, 1988; Becker, 1993).
Resistance to change is a critical factor which may have different forms like reluctance of
individuals to change roles (Riis, Luxhj & Thorsteinsson, 1997), inability to create
dissatisfaction with the present situation (reason for change) (Ireland & Dale, 2001) and
inability to change organizational roles and culture (Lawrence, 1999).
Many issues may arise when TPM is implemented in a unionised setting. Workers fear
that the only drive may be to improve production efficiency, reduce labor, and increase
employee work load (McAdam & Duffner, 1996). In addition the skilled trades enjoy
feeling indispensable and think that the autonomous maintenance activity threatens their
jobs. Rutherford and Holmes (2007) found that fewer conflicts occur if participation and
autonomy is developed within a corporate and participative level between the trade
unions and management. Shaffer and Thomson (1992) have also observed that most
companies implementing total quality or continuous improvement fail to achieve
results. Their mission is to focus on results rather than on activities.
2.7 Conclusion
This review has traced the theoretical and conceptual origins of Total Productive
Maintenance and shown its application to the manufacturing industry. The review
identified team work between diverse functions like operations and maintenance as being
22
an important driver of successful TPM implementation. It further looked at the success
factors and challenges to TPM implementation. It also highlighted some of the critiques
of TPM as a maintenance concept and also highlighted the challenges to TPM
implementation. In effect, the review showed that more authors advocate TPM as a viable
tool for companies aiming to achieve a sustainable competitive advantage.
This review has further probed the empirical literature available and noted research gaps
in that TPM has not been well studied in this region. The literature identified TPM
studies in Nigerian manufacturing firms (Ohunakin & Leramo, 2012; Eti et al., 2006) as
well in the South African industry (Van der Wal & Lynn, 2002) and noted that the
findings were restricted by some difficulties specific to those regions. Both Mulwa
(2000) and Njihia (1994) studied various aspects of maintenance but they did not address
the modern maintenance methods. This study therefore attempted to bridge those gaps by
examining the state of adoption of TPM as a modern maintenance methodology as well
as its benefits, challenges and success factors specific for this region.
2.8 Theoretical Framework
The theoretical framework of the study is shown in figure 2.8.1. According to Macchi
and Fumigali (2013), the maturity assessment method is practically implemented through
a questionnaire using a closed set of questions. In particular, the question contains a set of
practices referred to a target maintenance process and its answers are ranked according to
a normative description ranging from the basic practice to the best practice, in line with
the scorecard presented in Table 2.2.1 (thus, from ML1 to ML5).
23
Figure 2.8.1: Theoretical Framework for the Study
Adapted from A maintenance maturity assessment method for the manufacturing industry by M. Macchi and L. Fumigali, 2013, Journal of Quality in Maintenance Engineering, 19(3), p.11.
24
CHAPTER THREE: RESEARCH METHODOLOGY
3.1 Introduction
This chapter highlights the methodologies which were adopted for this study including
the population under study, data collection methods and instruments, research design and
the data analysis methods.
3.2 Research Design
The study was a descriptive survey in nature and aimed to determine the extent of TPM
adoption in Mombasa County. Mugenda and Mugenda (2003), define a descriptive
survey as one which seeks to obtain information that describes existing phenomena by
asking individuals about their perceptions, attitude, behavior or values. It was intended to
assist the researcher understand the extent of adoption of TPM practices amongst large
manufacturers in Mombasa County, as well as its benefits, critical success factors and
challenges. The descriptive survey presented the best method for the researcher to
understand the commonality of the TPM practices.
3.3 Population & Sampling
The population consisted of all large manufacturing firms in Mombasa County.
According to the Kenya Power and Lighting Company (KPLC), there are 45 large
manufacturing firms operating in Mombasa County. The selection was done considering
the large amount of electrical energy consumed by these firms. KPLC distributes
electrical energy to consumers in Kenya and classifies them as domestic (class DC),
25
small commercial (Class SC), commercial/ industrial (class CI1 to CI5), interruptible
(class IT) and street lighting (class SL) (Kenya Power and Lighting Company [KPLC],
2013). Large manufacturers are classified in class CI1 to CI5 and total 45 in number for
Mombasa County and its environs. The list of the 45 large manufacturers is attached as
Appendix 1. The Energy Regulatory Commission (ERC) of Kenya has issued guidelines
on the designation of industrial, commercial and institutional energy users. They classify
a large consumer as one who uses in excess of 100,000 Kilowatt hours (kwh) per month
(Energy Regulatory Commission [ERC], 2013). The list in appendix 1 satisfies both the
KPLC and ERC criteria. A census of all the 45 large manufacturing firms was done. A
census was the most appropriate for this study since the population was relatively small
and located within one county making it possible for the researcher to reach each and
every respondent.
3.4 Data Collection
Primary data was collected using a structured questionnaire with close ended questions
which were administered using the drop and pick later method. The questionnaire was
mainly comprised of five-point Likert scale questions that intended to collect the
respondents responses to TPM practices. This ensured detailed data was collected and
which aided the researcher to reach suitable conclusions. The questionnaire comprised of
five sections. Section A aimed to collect general data of the respondents organisation.
Section B collected information on TPM practices and the level of their adoption in the
respondents organization. The benefits of TPM implementation were sought in section
C while section D aimed to determine the critical success factors for TPM
26
implementation. Section E collected information on the challenges to successful TPM
implementation. The respondents were the managers in charge of maintenance in the
respective firms and only one respondent was required from each firm.
3.5 Data Analysis
The collected data was first checked for completeness, consistency and accuracy. This
was followed by organizing, editing, coding and tabulating the information to enable
quick interpretation. Descriptive statistics were used to analyse the collected data due to
its appropriateness in finding out basic features of such studies. Data collected on TPM
practices was analysed using mean and standard deviation. This was further classified
using the Maturity Level Scorecard in Table 2.2.1 to highlight the level of adoption of
TPM practices.
Data collected for showing the benefits of TPM was analysed using mean and standard
deviation. Similarly, data collected for showing the critical success factors and challenges
for TPM implementation were analysed using mean and standard deviation.
27
CHAPTER FOUR: DATA ANALYSIS, RESULTS AND DISCUSSION
4.1 Introduction
This chapter documents the various methods of data analysis which were adopted for the
study. It further presents the results obtained from the data analysis and the subsequent
discussion on the findings of the study. The chapter covers the profile of the respondent
companies, the level of adoption of TPM, benefits, critical success factors and challenges
of TPM implementation.
4.2 Demographic Characteristics
A total of 21 filled questionnaires were received out of the 45 administered
questionnaires. This was a 47% response rate which was fair considering that the
questionnaire touched on internal business practices of the respondent firms.
4.2.1 Number of Years Worked in the Organisation
The respondents were requested to provide information regarding the number of years
they had worked in their respective firms. The majority of the respondents (43%) had
worked in their firms for more than 15 years indicating a high level of experience in
maintenance management, as highlighted in Table 4.2.1 and Chart 4.2.1. This ensured
that the data obtained had a high degree of accuracy and authenticity.
28
Table 4.2.1: Number of Years Worked in the Organisation
No. of years worked Frequency Percentage
5 years and below 6 29%
6-10 years 3 14%
10 - 15 years 3 14%
Over 15 years 9 43%
Total 21 100%
Chart 4.2.1 Number of Years Worked in the Organization
29
4.2.2 Number of Employees
This research investigated the number of employees in the respondent firms and found
that 90% had over 200 employees. This is shown in Table 4.2.2. This means that the
maintenance managers were perceived to be leading large complex groups of
maintenance personnel. In addition the large number of employees means that the
organisations face huge manufacturing costs and as such they need to organise their
maintenance along world class practices like Total Productive Maintenance.
Table 4.2.2 Number of Employees in Respondent Organisations
No. of Employees Frequency Percentage
1 - 50 1 5%
51 - 100 0 0
101 - 150 1 5%
151 - 200 0 0
Above 200 19 90%
Total 21 100%
4.2.3 Manufacturing Sector of the Respondent Firm
This study also sought to establish the manufacturing sector of the respondent firms.
Results in table 4.2.3 show that the respondents were mainly from the metal and allied
sector with 52% representation, followed by chemical and food sectors each with 19%.
Other sectors included petroleum and plastics, each with 5% representation.
30
Table 4.2.3 Sectoral Representation of the Respondents Firms
Manufacturing Sector Frequency Percentage
Petroleum, Oil and gas 1 5%
Food and Beverages 4 19%
Metals and Allied 11 52%
Chemical and Allied 4 19%
Plastics and Rubber 1 5%
Total 21 100%
4.3 Total Productive Maintenance Practices
Responses were sought on different process areas that make up the TPM capabilities;
managerial, organizational and technological capabilities, as indicated in Figure 2.8.1.
The respondents were provided with questions using 5-point Likert scales which enabled
them to give information on the different process areas required by the researcher. This
also made it possible for the responses to be coded and analysed by the researcher.
Deductions were then made depending on the analysed results of the responses.
4.3.1 Managerial Capability
The process areas associated with managerial capability were maintenance techniques
and maintenance philosophy. Responses were sought in these two process areas and the
results are shown in Table 4.3.1.
31
Mean to the responses for maintenance techniques was 3.19 which indicates that the
respondent firms have adopted good maintenance techniques. Maintenance philosophy
had a mean of 3.33 which shows that the respondent firms have adopted a more proactive
approach to maintenance management.
Table 4.3.1 Mean of Responses for Managerial Capability of TPM Adoption
Managerial Capability Mean
Standard
deviation
Maintenance techniques currently used by respondents
organisation
3.19 0.68
Rating of the organisations maintenance philosophy in terms of
adopting a proactive approach to maintenance problems
3.33 0.66
General Maturity Level for Managerial Capability 3.26 0.10
The two aspects revealed a general maturity level for managerial capability of 3.26. Table
2.2.1 shows the score card defining the scale of maturity levels for TPM adoption. For the
respondent firms, the maturity level of 3.26 corresponds to ML3 in the score card
indicating that the TPM adoption is at a defined level. This was further profiled in figure
4.3.1 and the profile shows that there is still some work to be done for the respondent
firms to improve to ML 4 (Quantitatively Managed) and ML5 (optimizing) levels. The
results place large manufacturers in Mombasa County as having process management
systems which depend on some specific constraints for the organizational responsibility
or the technical systems.
32
Figure 4.3.1 Maturity Profile for Managerial Capability
The standard deviation for the maintenance techniques was 0.68 while that for
maintenance philosophy was 0.66. The overall maturity level for managerial capability
had a standard deviation of 0.10. These indicated that the data distribution was very close
to the mean and as such, there was convergence of the views as collected from the
respondents.
4.3.2 Organisational Capability
Organisational capability was measured using three process areas of outsourcing,
autonomous maintenance and team work. The respondents were asked one question each
for outsourcing and autonomous maintenance while team work had nine questions. The
33
results in Table 4.3.2.1 show the responses received for teamwork as adopted by large
manufacturing firms in Mombasa County.
Table 4.3.2.1: Extent of Adoption of Multi- disciplinary Teams
Extent of adoption of multi- disciplinary teams
Mean
Standard
deviation
Ability of teams setting their own production goals 3.62 0.80
Extent to which the teams themselves perform machine set- up 4.05 0.67
Ability of the teams to decide who should belong to each team 3.33 0.80
Ability of the teams to perform their own quality control 4.00 0.55
Ability of the teams to choose their working methods 3.43 0.93
Possibility of the teams deciding on leadership functions 3.05 0.74
Ability of the teams to decide on who should perform each task 3.67 0.66
Ability of the teams to maintain their own tools and machines 3.67 0.86
Ability of the teams to decide on overtime or extra shifts 3.52 0.93
Mean for Multi- disciplinary teams 3.59 0.31
The mean ranged from 3.05 to 4.05 which showed a good degree of teamwork as
employed in maintenance initiatives. The standard deviations were low with a minimum
of 0.55 and a maximum of 0.93 which indicates that the data collected was close to the
mean and that the respondents views were in agreement. The results show that the
respondents had a combined mean of 3.59 for multidisciplinary teams as adopted for
TPM implementation. This indicates a good level of teamwork by the respondent firms.
34
The results in Table 4.3.2.2 show the combined mean of responses to organizational
capability of TPM adoption.
Table 4.3.2.2: Mean of Responses to Organizational Capability of TPM Adoption
Organisational Capability Mean
Standard
deviation
Level of outsourcing of maintenance activities 2.57 0.87
Extent of Autonomous Maintenance practices 3.05 0.86
Extent of adoption of multi disciplinary teams 3.59 0.31
General Maturity Level for Organisational Capability 3.07 0.51
The general maturity level for organizational capability was measured from the mean of
the process areas as indicated in Table 4.3.2.2. The results indicated that the general
maturity level for organizational capability for large manufactures in Mombasa County is
3.07. This corresponds to a score of ML3 (Defined) as shown in the score card in Table
2.2.1. This means that the process management depends on some specific constraints for
the organizational responsibility or technical systems. The standard deviation ranged
from 0.31 to 0.87 for the process areas and 0.51 for the combined score. This was a low
score indicating that the responses were distributed close to the mean and that there was
general agreement in the responses.
The results were used to generate a maturity profile of the process areas comprising the
organizational capability, as shown in figure 4.3.2. The results show that the level of
outsourcing of maintenance activities by large manufacturers in Mombasa County is low
with a mean of 2.57. This indicates that the firms mainly prefer to use in- house resources
35
for maintenance activities. The level of adoption of multi disciplinary teams was found to
be fairly advanced indicating good adoption of TPM practices. The extent of adoption of
autonomous maintenance was found to be good with a mean of 3.05 indicating advanced
TPM practice.
Figure 4.3.2 Maturity Profile for Organizational Capability
4.3.3 Technological Capability
The technological capability was measured using three process areas namely health,
safety and environment; monitoring, diagnostic and prognostic system; and computerized
maintenance management system. The respondents were asked to indicate the extent of
adoption of the three process areas on a Likert scale. A mean and standard deviation was
then obtained for the combined score of the three process areas.
36
Table 4.3.3 Mean of Responses to Technological Capability of TPM Adoption
Technological Capability Mean
Standard
deviation
Health, Safety and Environment 3.33 0.58
Monitoring, Diagnostic and Prognostic System 3.38 0.86
Computerized Maintenance Management System 2.29 0.78
General Maturity Level for Technological Capability 3.00 0.62
From the results shown in Table 4.3.3, the extent of adoption of health, safety and
environment in maintenance activities had a mean of 3.33. This ranged between good and
very good, which shows a high level of TPM adoption and indicates good practice by the
respondent firms. Monitoring, diagnostic and prognostic system had a mean of 3.38
indicating good practice and a higher level of adoption. Computerized Maintenance
Management System (CMMS) had a mean of 2.29 which shows a low level of adoption.
This indicates that most of the large manufacturers in Mombasa County use manual
methods for maintenance management, including adapting normal office software for
maintenance work. There is need for these firms to invest in CMMS systems so as to
improve on their management practices.
The mean of the responses to technological capability was used to obtain the general
maturity level for technological capability. This was found to be 3.0 and corresponds to a
maturity level of ML3 (Defined) as per the score card in Table 2.2.1. This means that the
process management depends on some specific constraints for the organizational
responsibility or technical systems.
37
The standard deviation of the mean to the responses on technological capability is shown
in Table 4.3.3. Health safety and environment had the lowest standard deviation with
0.58 followed by CMMS with 0.78. The highest standard deviation was 0.86 for
monitoring, diagnostic and prognostic system. The combined General Maturity Level for
Technological Capability had a standard deviation of 0.62. All the process areas and the
combined score had low values of standard deviation which indicates that the respondents
had converging views as regards technological capability of TPM adoption.
The results were trended as shown in Figure 4.3.3 which shows that although the firms
had adopted good health, safety and environment practices together with good monitoring
practices, the technological capability was hampered by poor adoption of CMMS.
Figure 4.3.3 Maturity Profile of the Technological Capability of TPM Adoption
38
4.3.4 General Maturity Level for TPM Capability
This research sought to investigate the level of TPM adoption by large manufacturers in
Mombasa County. The combined score was obtained by averaging the score of the three
capabilities which then indicated a score for the TPM capability of the respondent firms.
The results are shown in Table 4.3.4. The results show that the general maturity level for
TPM capability was 3.11. From the score card shown in Table 2.2.1, this corresponds to a
maturity level of ML3 (Defined). This means that the process management depends on
some specific constraints for the organizational responsibility or technical systems.
The standard deviation was found to be 0.13 which is shows that the responses were
scattered close to the mean. This indicates that there was agreement in the respondents
views of on the various process areas that constitute TPM capability.
Table 4.3.4 General Maturity Level for TPM Capability
Combined Score Mean
Standard
deviation
Managerial Capability 3.26 0.10
Organisational Capability 3.07 0.51
Technological Capability 3.00 0.62
General Maturity Level for TPM Capability 3.11 0.13
The results were profiled in Figure 4.3.4 which shows the general maturity level of TPM
adoption by large manufacturing firms in Mombasa County. The combined score
indicates that the large manufacturers in Mombasa County have moved from the first two
levels of TPM adoption namely initial and managed levels and are now at the defined
39
level. With further improvement, investment and advancement, they can climb the next
two levels of quantitatively managed and optimizing.
Figure 4.3.4 Maturity Level of TPM Capability
4.4 Benefits of TPM
This study sought to establish the benefits of TPM implementation in large
manufacturing firms in Mombasa County. The respondents were asked to express the
extent to which continuous improvement practices in maintenance management had
affected the six manufacturing priorities provided in the questionnaire. A 5- point Likert
scale was provided to assist the respondents in rating the provided manufacturing
priorities.
The results, shown in Table 4.4.1, indicate that the highest benefit of TPM
implementation amongst large manufacturers in Mombasa County was quality (mean;
40
4.10), as measured by reduced quality problems from unstable production. This was
followed by Productivity (mean; 3.90) which was defined as reduced unplanned
stoppages and breakdown thus improving equipment availability and productivity.
Delivery was defined as improved efficiency of delivery, speed and reliability and was
ranked equal second with a mean of 3.90. Cost improvement, arising from efficient
maintenance procedures was ranked fourth with a mean of 3.76 similar to morale which
was defined as increase in worker skills and knowledge as a result of employee
involvement and empowerment. Safety, arising from improved workplace environment
and elimination of hazardous situations scored the lowest amongst the benefits with a
mean of 3.71.
Table 4.4.1 Mean of Responses on Benefits of TPM
Benefits of TPM Mean
Standard
deviation
Rank
Productivity 3.90 0.70 2
Quality 4.10 0.54 1
Cost 3.76 0.62 4
Delivery 3.90 0.77 2
Safety 3.71 0.78 6
Morale 3.76 0.83 4
The standard deviation was low in each case and ranged from a minimum of 0.54 to a
maximum of 0.83 which shows that the respondents were in agreement on the benefits of
TPM implementation.
41
4.5 Critical Success Factors for TPM
The researcher sought to establish the critical success factors for TPM implementation.
The respondents were presented with 14 maintenance management practices and were
requested to show the extent to which the practices were implemented in their
organizations. A 5-point Likert scale was presented to assist the respondents in rating the
extent of implementation of the said practices. The Likert scale also enabled the
researcher to code, analyse and rank the data thereby establishing the critical success
factors. The results are presented in table 4.5.1.
From the results, the highest ranking critical success factor is co-operation and
involvement of both the operators and the maintenance workers, with a mean of 4.05.
The second ranking critical success factor was top management support and commitment
with a mean of 3.86. This was similar to greater communication and cooperation between
operations and maintenance departments, which was ranked equal second. Other high
ranking critical success factors were a greater sense of ownership and responsibility from
the operators with a mean of 3.62 and financial support for maintenance activities with a
mean of 3.57.
Open communication and creating a climate of trust, and introduction of major
maintenance activities by use of committees/ task teams scored low with means of 3.14
and 3.10 respectively which means that these were not seen as being critical to TPM
implementation in the respondent firms.
42
Table 4.5.1 Mean of Responses on Critical Success Factors for TPM
Critical success factors for TPM Mean
Standard
deviation
Rank
Top management support and commitment 3.86 0.79 2
Ownership and responsibility from the operators 3.62 0.8 4
Inter-departmental co-operation and involvement 4.05 0.67 1
An attitude change by everybody 3.48 0.68 6
Alignment of management initiatives 3.43 0.87 7
Financial support for maintenance activities 3.57 0.68 5
Cultural change by the operators 3.48 0.68 6
Operators autonomy 3.33 0.73 11
Inter-departmental communication and cooperation 3.86 0.85 2
Training and education 3.43 0.68 7
Introduction of activities by use of committees 3.10 0.94 14
Open communication and creating a climate of trust 3.14 0.65 13
Employee participation 3.33 0.58 11
Teamwork 3.43 0.6 7
The standard deviation was found to range between 0.58 and 0.94 which indicates that
the responses were generally clustered around the mean. This was interpreted as
respondents having converging views on the critical success factor for TPM
implementation.
43
4.6 Challenges to Successful TPM Implementation
The respondents were asked to state their views on the challenges to TPM
implementation. A 5-point Likert scale was presented to the respondents containing 16
challenges to maintenance management practices. The respondents were then requested
to indicate the extent to which the practices have been witnessed in their organizations.
This allowed the researcher to code, analyse and rank the responses therefore establishing
the challenges to TPM implementation amongst large manufacturers in Mombasa
County. The results are shown in Table 4.6.1.
From the results, the greatest challenge faced by the respondent firms was tight budgets
(mean; 3.14) which subsequently led to scaling down of maintenance activities. This was
followed by pressure of workload (mean; 2.90). Other challenges were lack of training
and education (mean; 2.71) and organisational focus on results rather than on activities
(mean; 2.71). Deployment of inexperienced consultants and indispensability of skilled
trades scored low with means of 1.90 and 1.86 respectively, which means that these were
the least challenges to the respondent firms.
The standard deviation was mainly low and ranged from 0.5 to 1.09. For pressure of
workload, the standard deviation was high (1.09) which indicates that the respondents
had diverging views on the challenge posed by this factor. All other responses had low
standard deviations indicating a convergence of respondents views.
44
Table 4.6.1 Mean of Responses on Challenges to Successful TPM Implementation
Challenges to successful TPM implementation Mean
Standard
deviation
Rank
Lack of top management support and commitment 2.14 0.85 13
Tight budgets leading to scaling down of activities 3.14 0.96 1
Pressure of workload 2.90 1.09 2
Worker resistance to new maintenance initiatives 2.05 0.74 14
Senior managements tolerance of poor behavior 2.19 0.98 12
Contradiction of managements initiatives 2.33 0.86 8
Overly optimistic expectations 2.24 0.62 11
Lack of a well-defined routine 2.33 0.73 8
Cultural resistance to change 2.62 0.5 5
Lack of training and education 2.71 0.85 3
Lack of organizational communication 2.48 0.98 6
Skilled trades feeling indispensable 1.86 0.57 16
Organisational focus on results rather than on activities 2.71 0.96 3
Inability to change organizational roles and culture 2.43 0.6 7
Deployment of inexperienced consultants 1.90 0.54 15
Deviations between policies and actual practices 2.33 0.8 8
45
CHAPTER FIVE: SUMMARY, CONCLUSIONS AND
RECOMMENDATIONS
5.1 Introduction
This chapter summarises the findings of the study, gives conclusions and
recommendations on TPM adoption by large manufacturers in Mombasa County. It also
further highlights the limitations of the study and suggests further research areas.
5.2 Summary of Findings
This study examined the adoption of TPM practices in 21 large manufacturing firms
located in Mombasa County. The majority of the respondents had worked in their firms
for more than 15 years indicating a high level of experience in maintenance management.
This ensured that the data obtained had a high degree of accuracy and authenticity. In
addition, 90% of the respondent firms had over 200 employees indicating that the
maintenance managers were perceived to be leading large complex groups of
maintenance personnel. In addition the large number of employees means that the
organizations face huge manufacturing costs and as such they need to organize their
maintenance along world class practices like Total Productive Maintenance.
5.2.1 TPM Practices
This study grouped Total Productive Maintenance practices into the three different
process areas of managerial, organizational and technological capabilities as indicated in
figure 2.8.1.
46
The process areas associated with managerial capability were maintenance techniques
and maintenance philosophy. Responses were sought in these two process areas and the
results revealed a general maturity level for managerial capability of 3.26. This was
consistent with a score of ML3 (Defined) according to the score card in Table 2.2.1.
There is still some work to be done for the respondent firms to improve to ML 4
(Quantitatively Managed) and ML5 (optimizing) levels. The results place large
manufacturers in Mombasa County as having process management systems which
depend on some specific constraints for the organizational responsibility or the technical
systems.
Organisational capability was measured using three process areas of outsourcing,
autonomous maintenance and team work. The respondents were asked questions from
these process areas and the results show that the general maturity level for organizational
capability for large manufactures in Mombasa County is 3.07. This corresponds to a
score of ML3 (Defined) as shown in the score card in Table 2.2.1. The results also
showed that the level of outsourcing of maintenance activities by large manufacturers in
Mombasa County was low with a mean of 2.57. This indicated that the firms mainly
prefer to use in- house resources for maintenance activities. The level of adoption of
multi disciplinary teams and extent of autonomous maintenance practices were found to
be fairly advanced indicating good adoption of TPM practices.
The technological capability was measured using three process areas namely health,
safety and environment; monitoring, diagnostic and prognostic system; and computerized
maintenance management system. The respondents were asked to indicate the extent of
adoption of the three process areas on a Likert scale. The results indicate a fairly
47
advanced level of adoption of health, safety and environment in maintenance activities.
Likewise, adoption of monitoring, diagnostic and prognostic systems was found to be at a
good level.
However, the level of adoption of Computerized Maintenance Management System
(CMMS) was found to be low which indicates that most of the large manufacturers in
Mombasa County use manual methods for maintenance management, including adapting
normal office software for maintenance work. The general maturity level for
technological capability was found to be 3.0 and this corresponded to a maturity level of
ML3 (Defined) as per the score card in Table 2.2.1. This means that the process
management depends on some specific constraints for the organizational responsibility or
technical systems.
This research sought to investigate the level of TPM adoption by large manufacturers in
Mombasa County. The combined score was obtained by averaging the score of the three
capabilities which then indicated a score for the TPM capability of the respondent firms.
The results show that the general maturity level for TPM capability was 3.11. From the
score card shown in Table 2.2.1, this corresponds to a maturity level of ML3 (Defined).
This means that the process management depends on some specific constraints for the
organizational responsibility or technical systems.
The combined score indicates that the large manufacturers in Mombasa County have
moved from the first two levels of TPM adoption namely initial and managed levels and
are now at the defined level. With further improvement, investment and advancement,
they can climb the next two levels of quantitatively managed and optimizing.
48
5.2.2 Benefits of TPM Implementation
The researcher sought to establish the benefits of TPM implementation in large
manufacturing firms in Mombasa County. The results indicated that the highest benefit of
TPM implementation amongst large manufacturers in Mombasa County was quality as
measured by reduced quality problems from unstable production. This was followed by
Productivity which was defined as reduced unplanned stoppages and breakdown thus
improving equipment availability and productivity. Delivery was defined as improved
efficiency of delivery, speed and reliability and was ranked equal second. Cost
improvement, arising from efficient maintenance procedures was ranked fourth similar to
morale which was defined as increase in worker skills and knowledge as a result of
employee involvement and empowerment. Safety, arising from improved workplace
environment and elimination of hazardous situations was rated as the lowest among the
other benefits.
5.2.3 Critical Success Factors in TPM Implementation
The researcher sought to establish the critical success factors for TPM implementation.
From the results, the highest ranking critical success factor is co-operation and
involvement of both the operators and the maintenance workers. This was followed by
top management support and commitment together with greater communication and
cooperation between operations and maintenance departments. Other high ranking critical
success factors were a greater sense of ownership and responsibility from the operators
and financial support for maintenance activities.
49
Open communication and creating a climate of trust, and introduction of major
maintenance activities by use of committees/ task teams were ranked the lowest which
means that these were not seen as being critical to TPM implementation in the respondent
firms.
5.2.4 Challenges of TPM Implementation
From the results, the greatest challenge faced by the respondent firms was tight budgets
which subsequently led to scaling down of maintenance activities. This was followed by
pressure of workload. Other high ranking challenges were lack of training and education
and organisational focus on results rather than on activities. Deployment of inexperienced
consultants and indispensability of skilled trades ranked the lowest, which means that
these were the least challenges to the respondent firms.
5.3 Conclusions
This study sought to find out the extent to which TPM has been adopted by large
manufacturing firms in Mombasa County. A maintenance capability maturity model was
adopted for this purpose.