TOTAL PRODUCTIVE MAINTENANCE (TPM) AND SOCIO· TECHNICAL ASPECTS FROM MALAYSIAN MANUFACTURING INDUSTRIES

PERSPECTIVE

by

NURUL SHAHIOA BINTI MOHO SHALAHIM

Thesis submitted in fulfilment of the requirements for the degree of Master of Science

May 2006

To family, fiance,

and friends, with love.

ACKNOWLEDGEMENTS

I begin in the name of Allah, the most gracious and most merciful. I thank

to Allah (SWf) who has seen me through to this level of my academic achievement. May

His blessings and His mercy be upon the Holy prophet of Muhammad (SAW).

This thesis would not have been possible without the goodwill and guidance from a

wide range of people. I would first like to thank all those involved in helping me attain my

MSc in the first place.

I would like to express my profound gratitude to my supervisor Assoc. Prof. Dr.

Khairanum Subari whose knowledge in manufacturing has enabled her to know which of

my buttons to press. My leaming process under her supervision was a rich learning

experience, from tense to light moments, from exasperation and frustration to exhilarating

success, and from ignorance to knowledge. I also owe sincere thanks to my co­

supervisor; Dr. Shahrul Kamaruddin for his guidance and his brilliant opinions.

I would also like to thank Associate Professor Dr. Ahmad Shukri Yahaya which has

helped me with the statistical matters. My thanks also go to all the managers and the

participated respondents who took the pain to complete the questionnaire for this study,

and make the empirical research a successful one.

I also owe a big thank to Universiti Sains Malaysia for allowing me to use its

facilities at its best; including libraries and computer labs. Special thank to Institute of

Graduate Studies for supporting me in financial under Graduate Assistant Scheme.

I am highly appreciated to my beloved parents; Haji Mohd Shalahim Mamat and

Hajah Zaiton Ashari. I am grateful indeed for their sacrifices and supports these past two

years. The big thank also goes to my lovely siblings; Ikhwan, Nadia and Idham.

ii

Lovely thanks and flowers have to go to my adored fiance, Muhammad Firdaus

Abas for his unconditional love, sacrifice and support along the journey. Thanks for the

sort of love and support that just can't be put into words.

Huge thanks to my postgraduate friends at School of Mechanical Engineering;

Elmy Marina, Noor Ain, Kauthar, Shaliza Azreen, Ali Rifau, Muhammad Zulkarnain,

Fawad, and Nor Haniza who assisted me in my efforts towards completing this research. I

also owe a great thank to my best of friend, Azuarizal Ezzraq Sharudin for his compassion

and the sense of humour. Finally, thanks to all the people who have supported and

encouraged me to complete my study and making my second degree a reality.

Thank you so much,

Nurul Shahida Binti Mohd Shalahim.

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TABLE OF CONTENTS

ACKNOWLEDGEMENTS Ii

TABLE OF CONTENTS iv

LIST OF TABLES xii

LIST OF FIGURES xvi

LIST OF ABBREVIATIONS xviii

LIST OF APPENDICES xix

LIST OF PUBLICATIONS xx

ABSTRAK xxi

ABSTRACT xxiii

CHAPTER 1: INTRODUCTION TO THE STUDY 1

1.0 Introduction 1

1.1 Originality of the Research 3

1.2 Discussion of the Research Problem 4

1.3 Problem Definition 5

1.4 Objectives of the Study 6

1.5 Scope of the Study 6

1.6 Assumptions of the Study 7

1.7 Research Limitations 7

1.8 The Significance and Justification of the Study 9

1.9 Definitions and Descriptions of Terminologies 10

1.10 Thesis Disposition 12

IV

CHAPTER 2: LITERATURE REVIEW 14

2.0 Introduction 14

2.1 Maintenance Concept 15

2.1.1 Maintenance Evolution 16

2.2 Total Productive Maintenance (TPM) 17

2.2.1 History of TPM 18

2.2.2 Pillars of TPM 19

2.2.2.1 Autonomous Maintenance 20

2.2.2.2 Planned Maintenance 21

2.2.2.3 Attack upon the Six Big losses 21

2.2.2.4 Training and Education 22

2.2.2.5 Continuous Improvement 22

2.2.3 Review of TPM literatures 22

2.3 Socio-technical Aspects 25

2.3.1 Confidence 26

2.3.2 leadership 27

2.3.3 Communication 28

2.3.4 Motivation 29

2.3.5 Teamwork 29

2.3.6 Attitudes 30

2.3.7 Training 31

2.3.8 Empowerment 32

2.3.9 Ownership 33

2.3.10 Job Enrichment 33

2.4 Theoretical Framework Proposed for this Study 34

v

2.4.1 Components of the Theoretical Framework

2.4.1.1 The Dependent Variable

2.4.1.2 The Independent Variable

2.4.2 Study Hypotheses

36

36

37

37

2.5 A General Overview of Failure Modes and Effects Analysis (FMEA) 38 Technique

2.5.1 Review of FMEA Literatures

2.6 Literature Synthesis

CHAPTER 3: RESEARCH METHODOLOGY

3.0

3.1

3.2

3.3

3.4

3.5

Introduction

Observation

Fact Findings

Research Methodology

3.3.1 Research Design

3.3.1.1 Research Type

3.3.2 Sampling Design

3.3.2.1 The Target Population and Sample

Data Collection Method

3.4.1 Questionnaire Design

Scientific Research Design

3.5.1 Assessment of Measurement

3.5.1.1

3.5.1.2

3.5.1.3

Rating Scales

Reliability of the Questionnaire

Validity Testing

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57

vi

3.6

3.7

3.8

First Phase Survey

3.6.1 Justification of the Questionnaire Constructs 1 st Phase

3.6.1.1

3.6.1.2

Section One

Section Three

Second Phase Survey

3.7.1 Justification of the Questionnaire Constructs 2nd Phase

59

59

59

60

61

61

3.7.1.1

3.7.1.2

Section One: Employee's Profile 62

Section Two and Three: Autonomous and Planned 63 Maintenance

3.7.1.3 Section Four: Socia-Technical Aspects 64

Data Findings and Interpretations 64

65 3.8.1 Statistical Analysis

3.8.1.1 Descriptive Statistics 65

3.8.1.2 Correlation Analysis 65

3.9 Evaluating FMEA 66

67 3.10 Report Writing

CHAPTER 4: DATA ANALYSIS AND DISCUSSIONS FOR FIRST PHASE 68 QUESTIONNAIRE

4.0 Introduction

4.1 Response Rate

4.2 Results of Pilot Test

4.3 Goodness of Data

4.3.1 Reliability Test

4.3.2 Validity Test

4.4 Descriptive Statistics for Section One - Respondents' Profile

68

68

70

70

71

71

72

vii

4.4.1 Respondent's Position 73

4.4.2 Company's Location 74

4.4.3 Company's Industry Classification 74

4.4.4 Operating Years of the Company 75

4.4.5 Company Status 76

4.4.6 Number of Full Time Employees 77

4.4.7 The Annual Sales of the Company 78

4.4.8 Quality Awards Certification 79

4.5 Results of Section Three - Total Productive Maintenance 80

4.5.1 Total Productive Maintenance (TPM) Awareness and Practices 80

4.5.2 Level of Understanding and Knowledge on TPM 82

4.6 Respondents' Rank 84

4.7 Hypotheses 87

4.8 Hypothesis Testing 87

4.8.1 Testing of Hypothesis 1 87

4.8.2 Testing of Hypothesis 2 89

4.8.3 Testing of Hypothesis 3 91

4.9 Discussions 92

4.10 Conclusions 94

CHAPTER 5: DATA ANALYSIS AND DISCUSSIONS FOR SECOND PHASE 97

5.0

5.1

5.2

QUESTIONNAIRE: A CASE STUDY

Introduction

Response Rate

Reliability Test

97

98

99

viii

5.3

5.4

Respondents' Profiles 100

5.3.1 Respondents' Profile: Age 100

5.3.2 Respondents' Profile: Gender 101

5.3.3 Respondents' Profile: Highest Completed level of Education 101

5.3.4 Respondents' Profile: Number of Years Worked in the 101 Organisation

5.3.5 Respondents' Profile: Job Status 101

Descriptive Analyses for Section Two, Three and Four 102

5.4.1 Descriptive Analysis of AM 102

5.4.1.1 Descriptive Analysis of AM Dimensions: 103 Housekeeping (58 Activities)

5.4.1.2 Descriptive Analysis of AM Dimensions: Cross- 104 training

5.4.1.3 Descriptive Analysis of AM Dimensions: Team 105

5.4.1.4 Descriptive Analysis of AM Dimensions: Operator 106 Involvement

5.4.2 Descriptive Analysis of PM 106

5.4.3

5.4.2.1 Descriptive Analysis of PM Dimensions: Disciplined 107 Planning

5.4.2.2 Descriptive Analysis of PM Dimensions: Information 108 Tracking

Descriptive Analysis of Socia-Technical Aspects 109

5.4.3.1 Descriptive Analysis of Socia-Technical Aspects: 110 Confidence

5.4.3.2 Descriptive Analysis of Socia-Technical Aspects: 111 leadership

5.4.3.3 Descriptive Analysis of Socia-Technical Aspects: 112 Communication

5.4.3.4 Descriptive Analysis of Socia-Technical Aspects: 113 Motivation

ix

5.4.3.5 Descriptive Analysis of Socio-Technical Aspects: Teamwork

5.4.3.6 Descriptive Analysis of Socio-Technical Aspects: Attitudes

5.4.3.7 Descriptive Analysis of Socio-Technical Aspects: Training

5.4.3.8 Descriptive Analysis of Socio-Technical Aspects: Empowerment

5.4.3.9 Descriptive Analysis of Socio-Technical Aspects: Ownership

5.4.3.10 Descriptive Analysis of Socio-Technical Aspects: Job Enrichment

5.5 Hypotheses

5.6 Hypotheses Testing

5.6.1 Correlation Analysis

5.6.1.1 Relationship between AM and PM

5.6.1.2 Relationship between AM and Socio-Technical Aspects

5.6.1.3 Relationship between PM and Socio-Technical Aspects

5.7 Discussions

5.8 Conclusions

CHAPTER 6: DEVELOPMENT OF FAILURE MODES AND EFFECTS ANALYSIS

6.0 Introduction

6.1 Terminology of FMEA

6.2 Limitations of FMEA

6.3 FMEA Procedure

114

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121

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131

x

6.3.1 Step 1: Collect Socia-Technical Aspects Information 133

6.3.2 Step 2: Determine the Function of Each Aspect 134

6.3.3 Step 3: Determine the Potential Functional Failure of Each 135 Aspect

6.3.4 Step 4: Determine the Potential Failure Mode for Each Aspect 136

6.3.5 Step 5: Determine the Potential Cause(s) of the Failure 137

6.3.6 Step 6: list Severity, Occurrence, and Detectability Ranking 138

6.3.7 Step 7: Calculate RPN 140

6.3.8 Step 8: FMEA Report 143

6.3.8.1 (1) Prepared by 143

6.3.8.2 (2) FMEA date 143

6.3.8.3 (3) Page of pages 143

6.3.8.4 (4) Aspect 143

6.3.8.5 (5) Aspect Functional 143

6.3.8.6 (6) Potential Functional Failure 143

6.3.8.7 (7) Potential Failure Mode 144

6.3.8.8 (8) Potential Failure Cause(s) 144

6.3.8.9 (9) Severity 144

6.3.8.10 (10) Occurrence 144

6.3.8.11 (11) Detectability 144

6.3.8.12 (12) RPN t44

6.3.8.13 (13) Recommended Action 145

6.3.8.14 (14) Responsibility and Completion Date 145

6.3.8.15 (15) Approval Signature 145

6.4 Discussions 147

6.5 Conclusions 147

xi

CHAPTER 7: CONCLUSIONS AND RECCOMENDATIONS 149

7.0 Introduction 149

7.1 Recapitulation of the Study 149

7.2 Conclusions 150

7.2.1 Contextual Factors and the Level of Understanding ofTPM 150 Practices

7.2.1.1 Company Age 152

7.2.1.2 Company Industry Classification 152

7.2.1.3 Company Size 152

7.2.2 Socia-Technical Aspects and TPM Practices 153

7.2.3 FMEA Approach 154

7.3 Developed Framework Based on the Results 155

7.4 Developed FMEA 158

7.5 Contributions of the Study 160

7.5.1 Theoretical Contributions 160

7.5.2 Practical Contributions 161

7.6 Recommendations for Future Research 162

BIBLIOGRAPHY

APPENDICES Appendix A: Survey Questionnaire and Letters

164

177

Appendix B: Statistical and Validity Test Results for First Phase Questionnaire 230

Appendix C: Statistical and Validity Test Results Second Phase Questionnaire 237

Appendix D: Validation Letter of FMEA Framework 262

Appendix E: Publications 273

xii

LIST OF TABLES

Page

Table 1.1 Definitions and Descriptions of Terminologies 10

Table 2.1 Maintenance Evolution 16

Table 2.2 Summary of Autonomous Maintenance Goals 20

Table 2.3 TPM Literatures and Their Appearance in Key References 23

Table 2.4 Previous Studies on Socio-technical Aspects 26

Table 2.5 The Four Theories of Motivation 29

Table 2.6 Research Hypotheses for the First Phase Questionnaire 37

Table 2.7 Research Hypotheses for the Case Study 38

Table 2.8 Previous Researches on FMEA 41

Table 3.1 The Advantages and Disadvantages of Data Collection Methods 48

Table 3.2 Principles of Questionnaire Design 51

Table 3.3 The Overall Layout of the First Phase Questionnaire 55

Table 3.4 The Company's Background 59

Table 3.5 The Level of Understanding and Knowledge of TPM 60

Table 3.6 The Overall Layout of the Case Study Questionnaire 61

Table 3.7 The Employee's Profile Variable 62

Table 3.8 The Rating Scales 63

Table 4.1 Rate of Return in Terms of Numbers of Questionnaires Distributed 69

Table 4.2 Demographic Data for the Pilot Tests 70

Table 4.3 Cronbach's Alpha for the Pilot Test 71

Table 4.4 Respondents' Profile 72

Table 4.5 Respondents' Profile: Company's Location 74

Table 4.6 Mean Score for the Level of Understanding and Knowledge on 82 TPM

xiii

Table 4.7 Respondents' Scores 85

Table 4.8 Research Hypotheses 87

Table 4.9 Correlations Result between the Operating Year of the 89 Companies and the Level of Understanding of TPM

Table 4.10 Correlations Result between the Classification of the Companies 90 and the Level of Understanding of TPM

Table 4.11 Correlations Result between the Size of the Companies and the 92 Level of Understanding of TPM

Table 5.1 Rate of Return in Terms of Numbers of Questionnaires Distributed 98

Table 5.2 Internal ConSistency Test Results for Pilot Test Study 99

Table 5.3 Background Information of the Respondents 100

Table 5.4 Descriptive Statistics for the Main Constructs 102

Table 5.5 Descriptive Statistics of AM Dimensions 103

Table 5.6 Descriptive Statistics of AM Dimensions: Housekeeping (5S 103 activities)

Table 5.7 Descriptive Statistics of AM Dimensions: Cross-training 104

Table 5.8 Descriptive Statistics of AM Dimensions: Teams 105

Table 5.9 Descriptive Statistics of AM Dimensions: Operator Involvement 106

Table 5.10 Descriptive Statistics of PM Dimensions 106

Table 5.11 Descriptive Statistics of PM Dimensions: Disciplined Planning 107

Table 5.12 Descriptive Statistics of PM Dimensions: Information Tracking 108

Table 5.13 Descriptive Statistics of Socio-Technical Aspects Dimensions 109

Table 5.14 Descriptive Statistics of Socio-Technical Aspects Dimensions: 110 Confidence

Table 5.15 Descriptive Statistics of Socio-Technical Aspects Dimensions: 111 Leadership

Table 5.16 Descriptive Statistics of Socio-Technical Aspects Dimensions: 112 Communication

Table 5.17 Descriptive Statistics of Socio-Technical Aspects Dimensions: 113 Motivation

xiv

Table 5.18 Descriptive Statistics of Socia-Technical Aspects Dimensions: 114 Teamwork

Table 5.19 Descriptive Statistics of Socio-Technical Aspects Dimensions: 115 Attitudes

Table 5.20 Descriptive Statistics of Socia-Technical Aspects Dimensions: 116 Training

Table 5.21 Descriptive Statistics of Socio-Technical Aspects Dimensions: 118 Empowerment

Table 5.22 Descriptive Statistics of Socia-Technical Aspects Dimensions: 119 Ownership

Table 5.23 Descriptive Statistics of Socia-Technical Aspects Dimensions: Job 120 Enrichment

Table 5.24 Research Hypotheses 121

Table 5.25 Correlation between the Main Variables 122

Table 5.26 Correlation Values and Strength between AM and PM 123

Table 5.27 Correlation Values and Strength between AM and Socia- 124 Technical Aspects

Table 5.28 Correlation Values and Strength between PM and Socia- 125 Technical Aspects

Table 6.1 FMEA Scale for Severity (S) 138

Table 6.2 FMEA Scale for Occurrence (0) 139

Table 6.3 FMEA Scale for Detectability (D) 139

Table 6.4 Example of Different Severity, Occurrence, and Detectability 141 Number

Table 6.5 Suggested Level of Risk Rank 142

Table 7.1 Spearman's Rho to test for Association between Contextual 151 Variables and the Level of Understanding of TPM

xv

LIST OF FIGURES

Page

Figure 2.1 Literature Structure 14

Figure 2.2 Manufacturing Functional Areas 15

Figure 2.3 Pillars of TPM 20

Figure 2.4 Theoretical Framework Proposed for This Study 35

Figure 3.1 The Questionnaire Design 43

Figure 3.2 The Process of FMEA 50

Figure 3.3 Flow Chart of Research Methodology 66

Figure 4.1 Respondent's Profile: Company's Industry Classification 75

Figure 4.2 Respondent's Profile: Operating Years of the Company 76

Figure 4.3 Respondent's Profile: Status of the Company 77

Figure 4.4 Respondent's Profile: Number of Full Time Employees 78

Figure 4.5 Respondent's Profite: The Annual Sales of the Company 79

Figure 4.6 Respondent's Profile: The Quality Awards Certification 80

Figure 4.7 Percentage of Awareness of TPM among Companies 81

Figure 6.1 FMEA Process Used in This Study 132

Figure 6.2 Column of Aspect 133

Figure 6.3 Column of Aspect Functional 134

Figure 6.4 Column of Potential Functional Failure 135

Figure 6.5 Column of Potential Failure Mode 136

Figure 6.6 Column of Potential Failure Cause(s) 137

Figure 6.7 Column of RPN 140

Figure 6.8 FMEA Form Evaluated for This Study 146

Figure 7.1 Testing the Proposed Framework 155

xvi

Figure 7.2

Figure 7.3

Suggested Developed Framework

Developed FMEA

157

159

XVll

LIST OF ABBREVIATIONS

Page

PdM Predictive Maintenance 1

RCM Reliability-Centred Maintenance 1

TPM Total Productive Maintenance 1

FMEA Failure Modes and Effects Analysis 3

OEE Overall Equipment Effectiveness 10

WCM World Class Manufacturing 15

HRM Human Resources Management 15

MRP Material Resources Planning 15

MP Maintenance Prevention 17

MI Maintainability Improvement 17

AM Autonomous Maintenance 17

JIPM Japan Institute of Plant Maintenance 18

TQM Total Quality Management 25

JIT Just-In-Time 25

EI Employee Involvement 25

TEEP Total Effective Equipment Productivity 25

RPN Risk Priority Number 38

a Reliability Coefficient: Cronbach's Alpha 63

SMI Small Medium Industries 72

N Number of Sent Questionnaires 71

SPSS Statistical Package for Social Science 64

MITI Ministry of International Trade and Industry 72

r Pearson Product-Moment Correlation coefficient 122

xviii

LIST OF APPENDICES

Page

APPENDIX A Survey Questionnaires and Letters 177

A·1 Sample Letter for First Phase Questionnaire 178

A·2 List of 200 Companies 179

A·3 Sample Letter for Second Phase Questionnaire: Case 190 Study Phase

A-4 Sample of First Phase Questionnaire 191

A·5 Sample of Case Study Questionnaire 208

A·6 List of Academicians and Expertise 225

A·7 Summary of the Main and Corollary Hypotheses 226.

APPENDIXB Statistical and Validity Test Results for First Phase 230 Questionnaire

B·1 Reliability Test for First Phase Questionnaire 231

B·2 Respondents' Profile for First Phase Questionnaire 232

B-3 Descriptive Statistics for Section Three 234

B-4 Hypotheses Testing Results 236

APPENDIXC Statistical and Validity Test Results for Case Study 237 Questionnaire

C·1 Reliability Test for Second Phase Questionnaire 238

C·2 Case Study: Background of Respondents 246

C·3 Case Study: Descriptive Analysis for Section Two, Three 248 and Four

C-4 Correlation Analysis Results 259

APPENDIX 0 Validation of FMEA Framework 262

APPENDIXE Publications 273

XIX

LIST OF PUBLICATIONS

1.1 Nurul Shahida Mohd Shalahim, Khairanum Subari, and Shahrul Kamaruddin (2005). A Study on Human Performance Measurement Based on Maintenance Policies and Total Productive Maintenance Using the Matrix Method. Proceedings of the 4th Mechanical Engineering Research Colloquium (MERC 2005/1), [CD Rom] School of Mechanical Engineering, Universiti Sains Malaysia, Penang, Malaysia, 27-29 January, p. 235-242.

1.2 Nurul Shahida Mohd Shalahim, Mazwan Noor, Noor Ain Ibrahim, Khairanum Subari, and Shahrul Kamaruddin (2004). A Preliminary Study on Facility Layout Design Development towards World Class Manufacturing Achievement. 2nd International Engineering Conference (IIEC). December 19-21 2004. Riyadh Kingdom of Saudi Arabia.

1.3 Mazwan Noor, Noor Ain Ibrahim, Nurul Shah ida Mohd Shalahim, Khairanum Subari, and Zalinda Othman (2004). Adopting Lean Principles in Planning: A Case Study. 2nd International Engineering Conference (IIEG). December 19-21 2004. Riyadh Kingdom of Saudi Arabia.

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PENYELENGGARAAN PRODUKTIF MENYELURUH (TPM) DAN ASPEK­

ASPEK SOSIO· TEKNIKAL DARI PERSPEKTIF INDUSTRI PEMBUATAN

MALAYSIA

ABSTRAK

Penyelenggaraan adalah suatu fungsi penting dalam sesebuah kilang pembuatan.

Kilang pembuatan kini terdedah dengan perubahan paradigma yang baru dan pantas.

Strategi penyelenggaraan seperti Penyelenggaraan Produktif Menyeluruh (TPM) harus

diberi perhatian yang sewajamya oleh industri pembuatan. Selain dari itu, aspek sosio­

teknikal juga memainkan peranan penting di dalam sesebuah organisasi. Merujuk kepada

perkara di atas, kajian ini menyelidik hubungan di antara dua praktis TPM iaitu

Penyelenggaraan Autonomi (AM) dan Penyelenggaraan Terancang (PM) dengan sepuluh

aspek sosio-teknikal iaitu: [1] keyakinan; [2] daya kepimpinan; [3] komunikasi; [4] motivasi;

[5] kerja berpasukan; [6] sikap; [7] latihan; [8] pemberian kuasa; [9] kepunyaan; dan [10]

pengkayaan tugasan. Kajian ini dijalankan secara tiga fasa. Pada fasa pertama, tahap

pengetahuan dan pemahaman tentang praktis-praktis TPM telah dikaji melalui satu soal­

selidik berpos yang dijalankan secara rawak kepada 200 kilang pembuatan di Malaysia.

Kadar respon adalah 22.5%. Spearman Rho Product-Moment Correlation Analysis telah

digunakan untuk ujian hipotesis. Keputusan menunjukkan bahawa tahap pengetahuan

dan pemahaman tentang praktis-praktis TPM di kalangan responden adalah dalam

kategori sederhana. Walau bagaimanapun, keputusan juga menunjukkan hanya 4.4%

daripada responden telah dianugerahkan dengan anugerah TPM Awards. Maka ini

menunjukkan tuntutan kualiti dalam praktis penyelenggaraan masih lagi jauh ketinggalan.

Kekurangan format berstruktur tentang implementasi TPM diandaikan menjadi faktor major

terhadap permasalahan di atas. Pada fasa kedua pula, iaitu kajian kes mengenai dua

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praktis TPM iaitu AM dan PM dengan sepuluh aspek sosio-teknikal telah dijalankan di

dalam sebuah kilang pembuatan yang terpilih berdasarkan markah tertinggi yang

diperolehi dan telah dianugerahi dengan anugerah rPM Awards. Data diperolehi daripada

pekerja-pekerja yang terlibat secara langsung dengan penyelenggaraan mesin melalui

kaedah soal-selidik. 30 soalan kaji selidik telah diedarkan kepada pekerja-pekerja terbabit

dan kadar respon adalah 83.3%. Keputusan menunjukkan konteks utama, iaitu AM dan

PM, mempunyai hubungan korelasi yang penting dengan sepuluh aspek sosio-teknikal

yang dikaji. Dalam kedua-dua fasa soal-selidik, data dianalisis menggunakan perisian

komputer berstatistik iaitu Statistical Package for Social Science (SPSS) versi 12.0.

Setelah data dianalisis dalam fasa kedua, fasa ketiga dijalankan iaitu pembentukan

borang Analisis Mod Kegagalan dan Kesan (FMEA). Sebagai keputusannya, borang

FMEA direka untuk disesuaikan dengan aspek-aspek sosial-teknikal untuk

menambahbaikkan sistem penyelenggaraan di kilang-kilang pembuatan di Malaysia,

khususnya.

xxii

TOTAL PRODUCTIVE MAINTENANCE (TPM) AND SOCIO· TECHNICAL

ASPECTS FROM MALAYSIAN MANUFACTURING INDUSTRIES

PERSPECTIVE

ABSTRACT

Maintenance is a vital function in manufacturing industries. Manufacturing

industries are exposed to newer and rapidly changing paradigms. A well-conceived

maintenance strategy such as Total Productive Maintenance (TPM) should deserve more

attention by the manufacturing plants. Apart form that, the socio-technical aspects also

playas an important role in the organisations. Referring to the above matter, this study

investigates the interrelatedness between two TPM practises; Autonomous Maintenance

(AM) and Planned Maintenance (PM) with ten socio-technical aspects which are: [1)

confidence; [2) leadership; [3) communication; [4] motivation; [51 teamwork; [6) attitudes;

[7] training; [81 empowerment; [91 ownership; and [10) job enrichment. This study was

conducted in three phases. In the first phase, the level of knowledge and understanding of

TPM practices was investigated via random postal survey of 200 Malaysian manufacturing

companies. The response rate was 22.5%. Spearman Rho Product-Moment Correlation

Analysis was used for the hypotheses testing. The results showed that the level of

knowledge and understanding of TPM practices among the respondents is categorised as

average mode. However, the results also showed that only 4.4% of the respondents were

certified with TPM Awards certification. Thus, it shows that demanding quality in

maintenance practices is still a far cry. Lack of structural format in TPM implementation is

the major factor for this state. In the second phase, which is a case study, research on two

TPM practices which are AM and PM and ten socio-technical aspects stated above was

performed in a manufacturing company. The company was selected based on the highest

xxiii

marks scored in the respondents rank and is awarded with TPM Awards certification. Data

was gained from the employees whose directly involved with machine maintenance by

using a questionnaire method. Thirty questionnaires were distributed to the employees

and the response rate was 83.3%. The results showed that the main constructs, namely

AM and PM are significantly correlated with ten socio-technical aspects studied. In both

phases of questionnaire survey, data was analysed using statistical software called

Statistical Package for Social Science (SPSS) version 12.0. The third phase which is the

evaluation of Failure Modes and Effects (FMEA) form is executed after the data has been

analysed in second phase. As for the result, the FMEA form is designed to correspond

with socio-technical aspects mentioned above and to enhance maintenance systems in

Malaysian manufacturing companies, particularly.

XXIV

1.0 Introduction

CHAPTER ONE

INTRODUCTION OF THE STUDY

Maintenance is an inevitable function in manufacturing plants. Machine can

operate to its maximum capacity by the use of a good maintenance system (Mobley,

1990). Over the past few decades, there are many maintenance policies have been

developed and applied in the industrial organisations, for example, Preventive

Maintenance, Predictive Maintenance (PdM), and Reliability-Centred Maintenance (RCM).

However, most of the earlier policies do not emphasise on the socio-technical aspects.

Providentially, the other maintenance policy that highlighted the importance of socio­

technical aspects is Total Productive Maintenance (TPM) which is invented by Seiichi

Nakajima in the year 1988 (Nakajima; 1988).

TPM is a manufacturing program designed primarily to maximise machine

effectiveness throughout its entire life through the participation and motivation of the entire

work force (Nakajima, 1988). While research that considers the mathematical modelling

and statistical research base of machine maintenance has been extensive (McKone et aI.,

1999), least research has directly investigated the socio-technical aspects in TPM

maintenance activities. McKone et al. (1999) added that TPM addresses machine

maintenance through a comprehensive productive-maintenance delivery system covering

the entire life of the equipment and involving all employees from production and

maintenance personnel to top management.

1

Thus, this study hypothesises that there are significant relationship between socio­

technical aspects and TPM practices in a company. This study investigates the effects of

socio-technical aspects which are: [1] confidence; [2] leadership; [3] communication; [4]

motivation; [5] teamwork; [6] attitudes; [7] training; [8] empowerment; [9] ownership; and

[10] job enrichment on two TPM practices which are: [1] autonomous maintenance; and [2]

planned maintenance. Socio means the study of the relationship between people living in

groups. Thus, this research focuses on human behaviour towards TPM practices. Socio­

technical is one of the crucial aspects in leading a good performance in manufacturing

industries (Emery, 1990). Cua et al. (2001) also added that socio-technical aspects should

be optimised to achieve the best possible performance.

This study proposes a theoretical framework integrating the abovementioned

variables which are TPM and socio-technical aspects in an attempt to show how these two

constructs depend on each other. It also explores the mediating role of each of socio­

technical aspect in the relationship between each of the two TPM practices. Specifically,

this study will provide a model in which the socio-technical aspects as intervening

variables to help maximising the better TPM in one company. The main claim of this study

is that socio-technical aspects will enhance the Total Productive Maintenance activity in a

company.

The other main part of this research is to find a systematic way to documenting the

socio-technical aspects that affect TPM activities. This research suggests the Failure

Modes and Analysis Techniques (FMEA) to documenting the socio-technical aspects.

This research studies the conventional FMEA technique to evaluate a new form to

document the critical aspects of socio-technical in manufacturing plants.

2

)

)

This chapter generally contains the following subchapters: an overview of the

originality of the research, followed by the discussion of the research problem, problem

definition, objectives of the study, scope of the study, assumptions, research limitations,

the significance and justification of the study, and the definitions and descriptions of

terminologies used throughout this thesis. Finally, the disposition of this thesis is written at

the end of this chapter.

1.1 Originality of the Research

According to Phillips and Pugh (2000) cited by Ahmad (2003), originality can

comprise of anyone or more of the following items:

i) Carrying out empirical work that hasn't been done before.

ii)

iii)

This study is the first empirical work in examine the linkage between TPM

activities and socio-technical aspects.

Taking a particular technique and applying it in a new area.

This study uses the widely used Failure Modes and Effects Analysis

(FMEA) but with a new approach; which uses the socia-technical aspects

as the functions in the form.

Trying out something in this country that has previously only been done in

other countries.

TPM is a broad study which has been done in several countries such as

United Kingdom, United States, Japan and Nigeria; but still new in

Malaysia.

3

iv) Looking at areas the people in the discipline haven't looked at before.

TPM is a broad study, but there is no research that examines TPM activities

and socio-technical aspects in Malaysia, so far.

v) Adding to knowledge in a way that hasn't been done before.

This study is adding knowledge to the researchers in the same and different

field.

1.2 Discussion of the Research Problem

The problem investigated in this study can be viewed from several dimensions.

The maintenance departments are having maintenance failures according to previous

researches and studies as discussed as follows.

In the UK, industry spends £14 billion on maintenance, 1/5 of the total value of all

plant and equipment, to which must be added the cost of maintenance failures, usually

downtime following breakdowns, and quality failures because equipment wasn't properly

set up by the maintenance crew (Tudor, 1994).

The study by Thilander (1992) shows that the productivity of the companies is

positively influenced by the well-defined areas of responsibility, of appointing one

individual who holds the overall responsibility for the maintenance of a machine line, and of

establishing direct contact between the operators and maintenance technicians.

A study by Chan et al. (2003) at a manufacturing company in Hong Kong shows

that maintenance problem such as: [1] frequent problem repetition, [2] insufficient proactive

maintenance, [3] paucity of predictive maintenance occurred because of several reasons

4

and one of the reasons is that the operator is not being responsible for the ultimate care of

hisl her equipment.

Based on the previous researches stated above, it is clear that one of the reasons

of the maintenance problems occurrence is because of human or maintenance crew's

behaviour. Thus, the question then arises: Do socio-technical aspects affect maintenance

activities, or in particular concern, TPM activities?

1.3 Problem Definition

Problem definition or problem statement is a clear, precise and succinct statement

of the question or issue that is to be investigated with the finding of an answer or solution.

Sekaran (2000) also added that problem definitions could pertain to: [1] existing business

problems where a manager is looking for a solution; [2] situations that may not pose any

current problems but which the manager feels can stand improvement; [3] areas where

some conceptual clarity is needed for better theory building; or [4] situations in which a

researcher is trying to answer a research question empirically because of interest in the

topic. Thus, this study is focused on the fourth definition of the problem statement criteria.

Hence, the main problem statement for this study is: Do socio-technical aspects affect the

TPM activity in a company?

However, on the basis of extensive reviews on literatures and articles and the

problem statement, the following research questions have been proposed related to

Malaysian manufacturing companies and then will be investigated using the empirical data.

The main objective of this study is to answer these questions, which are stated as follows:

5

Question 1: Is there a significant relationship between the autonomous maintenance and

planned maintenance in a company?

Question 2: Is there a significant relationship between autonomous maintenance and

socio-technical aspects in a company?

Question 3: Is there a significant relationship between planned maintenance and socio­

technical aspects in a company?

1.4 Objectives of the Study

According to the problem definition defined in Section 1.3 above and the questions

of the study, thus this study seeks to achieve the above objectives:

i) To explore the interrelatedness between autonomous maintenance and

planned maintenance in Malaysian manufacturing industries.

ii) To explore the interrelatedness between autonomous maintenance and

socio-technical aspects in Malaysian manufacturing industries.

iii) To investigate the interrelatedness between planned maintenance and

socio-technical aspects in·Malaysian manufacturing industries.

iv) To evaluate a new designed FMEA form to document the socio-technical

aspects that affect the TPM activities in Malaysian manufacturing industries.

1.5 Scope of the Study

This study investigates the effects of ten widely studied socio-technical aspects

which are employee's: [1] confidence; [2] leadership; [3] communication; [4] motivation; [5]

teamwork; [6] attitude; [7] training; [8] empowerment; [9] ownership; and [10] job

enrichment on two TPM practices which are: [1] autonomous maintenance; and [2]

planned maintenance. Regarding to this, for a preliminary data gathering, i.e. the first

6

phase of questionnaire, a simple random sample of the Malaysian manufacturing

companies was chosen from the SIRIM Directory 2004 for certified products and

companies for this study. However, for the second phase questionnaire, the best practice

company from the previous phase is selected. The best company scores the highest rank

in the level of understanding and knowledge of TPM and has been awarded with TPM

Awards which is a maintenance systems award from the first phase survey.

1.6 Assumptions of the Study

The following assumptions were taken into account in this study:

i) The respondents to the questionnaire have in-depth knowledge of

maintenance activities in their companies.

ii) The perception of the respondents is representative of their organisation

(Amjad, 2005).

iii) The respondents are answering the questionnaire based on their daily

maintenance routine.

iv) It is assumed that the respondents are able and willing to provide accurate

responses to the questions asked which is consistent with the assumption

(Carr et aI., 1997).

1.7 Research Limitations

There will always be limitations and weaknesses in any study, the same goes for

this study. It is necessary to evaluate the study in the context of its limitations after the

study has been completed. Hence, the refinement to the study could be made in the

future. Thus, it can be argued that this study has some limitations as follows:

7

i) The limited sample size even though comparable with several studies

(Shah and Ward, 2003; Sohail and Hoong, 2003; Zadry, 2004). This

limitation usually means that the results of the findings cannot be

generalised to the rest of the population, or to other population. However,

according to Ahmad (2003), this in itself is not critical and the fact that the

lack of external validity is a rather common limitation among the empirical

studies.

ii) The survey was conducted during the first half of 2005. The sample data

used in this study was therefore a cross sectional study. It does not

account for changes over time. Several studies suffered from this limitation

such as (Le. Suwignjo et al. 2000; Rahman and Bullock, 2004).

iii) This study focuses on socio-technical aspects which studies the human

behaviour, thus it is not always possible to conduct investigations that are

100 percent scientific, in sense that the results will not be exact and error­

free. This is primarily because this study encounters with the collection of

data in the subjective areas of perceptions and attitudes. However, still, to

the extent that this study is designed to ensure the objectivity, precision and

confidence, nevertheless this study has endeavoured to engage in scientific

investigation.

iv) This study was conducted in one country only, which is Malaysia. Thus, the

results of this study must be treated with caution and the generalisation is

limited. In particular, the representative of one country will be called into

question despite the several of countries.

v) There are also issues with self-reported performance data and possible

single respondent bias. This is comparable with Shah and Ward (2003).

8

1.8 The Significance and Justification of the Study

This study is expected to contribute to the theory and practice of TPM and socio

technical aspects. The proposed questions in this study are important for at least four

reasons.

Firstly, this study explores the effects of the implementation of the two practices of

TPM which are autonomous maintenance and planned maintenance on the companies'

maintenance systems. In other words, these. two practices will affects Malaysian

companies to achieve better maintenance systems in terms of reducing machine's

breakdowns, and other machines losses.

The second significant aspect of this study is related to the country to be studied.

Most of the studies in both TPM practices and socio-technical aspects have been carried

out in the western countries and Japan. Little research on TPM practices and socio­

technical aspects are conducted in Asian countries, and to this study particular concern, in

Malaysia as well.

Thirdly, this study is vital because it discusses and assesses the effects of socio­

technical aspects on TPM practices in one company. The link between TPM practices and

socio-technical aspects is represented by the proposed theoretical framework.

Furthermore, this study is necessary since there are so many previous researches study

the importance of TPM in one company.

Fourthly, this study discusses the importance of TPM practices itself. This study

also list down all the reasons why most of the companies have abandoned the TPM

practices. Hence, it is hope that this study will an 'eye opener' to the Malaysian

9

manufacturing companies, that maintenance is one of the important aspects to their

companies.

It is hope that this study can contribute to the body of knowledge on TPM practices

and socio-technical aspects as a whole. It is also hope that Malaysian companies will start

to adopt the best new tools, techniques and practices in maintenance systems. Therefore,

this research intends to contribute in the accumulated knowledge is this topic of research

in the manufacturing industry.

1.9 Definitions and Descriptions of Terminologies

Following are the definitions and descriptions of terminologies that have been used

in this study shown in Table 1.1.

Table 1.1 Definitions and Descriptions of Terminologies

Terminology Definitions and Descriptions Author(s)

Total Productive A maintenance concept aimed at continuously Nakajima (1988); Maintenance (TPM) decrease the equipment losses and to improve Rodriguez

the availability. (1990); Sherwin (1999).

The Pillars of TPM There are five pillars which underpin TPM; [1] Nakajima (1988). attack upon the six big losses and improvement in DEE; [2] planned maintenance; [3] autonomous maintenance; [4] training and education; and [5] preventive maintenance.

Six Big Losses The six big losses are the machine losses T ajiri and Gotoh which are: [1] breakdown losses; [2] set-up and (1992). adjustments losses; [3) minor stoppage losses; [4] speed losses; [5] quality defect and rework losses; and [6} yield losses.

Overall Equipment An effective measurement to analyse the Nakajima (1988). Effectiveness (DEE) efficiency of a single machine or an integrated

manufacturing system; and it is a function of machine's availability, performance rate, and quality rate.

10

Table 1.1 ... continued

Terminology Descriptions Author(s)

Planned A maintenance system which is performs on Eti et al. (2004). Maintenance the machine at a scheduled time regardless of

its actual state of deterioration. Autonomous A maintenance system which consists of the T ajiri and Gotoh Maintenance activities that carried out by operators with the (1992).

technical assistance of maintenance crew. Training and A system to expose the maintenance and Nakajima (1988). Education production staff to the new ways to deal with

corporate I'!hysical assets. Preventive A maintenance system to reduce Nakajima (1988). Maintenance maintenance costs and deterioration losses in

new machine considering past maintenance data and the use of the latest technology when designing for higher reliability, maintainability, operability, safety, and other requirements.

Socio-technical Socio-technical is one of the crucial aspects in Emery (1990). leading a good performance in manufacturing industries.

Confidence Confidence is measured by the employee's Bisantz and trust towards the machines that they operate Seong (2001). and the maintenance system in the organisation.

Leadership A process of giving purpose (meaningful Jacobs and direction) to collective effort and causing Jaques (1990). willing effort to be expended to achieve purpose.

Communication The process of a sender transmitting a LUssier (1996). message to a receiver with mutual understanding.

Motivation The term motivation means the internal Lussier (1996). process leading to behaviour to satisfy needs.

Teamwork Teamwork is two or more employees Lussier (1996). interacting to achieve an objective.

Attitudes A strong belief or feeling toward people, Lussier (1996). things, and situations.

Training Training is the systematic modification of Armstrong behaviour through learning which occurs as a (1999). result of education, instruction, development, and planned experience.

Empowerment Empowerment simply means giving the Kruse (1995). authority to make decisions to that level or place in the organisation which, by virtue of available knowledge and closeness to the activity concerned, is most able to make a correct, quick, and effective decision.

11

Table 1.1 ... continued

Terminology Descriptions Author(s)

Job Enrichment A process to increase the motivation and Hackman et al. satisfaction of the employees and improve (1975). productivity in the process.

A Technique Set of tools which has wider applications. McQuater et al. (1995).

Failure Modes and A systematic technique using engineering Stamatis (1991). Effects Analysis knowledge, reliability, and organisational (FMEA) development techniques; in other words,

teams to optimise the system, design, process, product, and! or service.

Continuous The never-ending pursuit of excellence. Saylor (1996). Improvement

1.10 Thesis Disposition

This thesis contains seven chapters and is organised as follows. Chapter One

describes about the study briefly. It provides an overview of the origins of the research,

the problem statement, objectives ofthe study, scope of the study, assumptions, research

limitations, the significance and justification of the study, definitions and descriptions of

terminologies and finally thesis disposition.

Chapter Two provides rigorous literature reviews related to the variables of interest,

which is Total Productive Maintenance which presented into two main activities which are

autonomous maintenance and planned maintenance, and their association with socio-

technical aspects, which are [1] confidence, [2] leadership, [3] communication, [4]

motivation, [5] teamwork, [6] attitudes, [7] training, [8] empowerment, [9] ownership, and

[10] job enrichment. Furthermore, this chapter also discusses the theories on two main

Total Productive Maintenance activities which are autonomous maintenance and planned

maintenance and how they are influenced by the socio-technical aspects that stated

above. Theoretical framework proposed for this study is also presented in this chapter.

12

The third chapter describes the details of the research methodology used for the

study. Chapter Three also includes the research design, data collection methods, survey

instruments, assessment of measurement and statistical techniques used for inference of

this study.

Chapter Four on the other hand discusses the findings of the first phase

questionnaire. It includes the analysis of the respondenfs background, descriptive

statistics and the results of hypotheses testing using Spearman Rho Product-Moment

Correlation Analysis.

Chapter Five presents the findings of the second phase questionnaire which is a

case study in a company in Penang, Malaysia. The company for the case study was

chosen based on the highest score in respondent rank that has been depicted in Chapter

Four. The data obtained are the background of the company, TPM practices which are

AM and PM and the socia-technical aspects that affect those two TPM practices.

Chapter Six discusses the FMEA approach used in this study. The developed

FMEA in this study will be used to verify all the critical socia-technical aspects in the

company. The FMEA is an important technique for evaluating the design and

documenting the review process. All credible failure modes and the resultant effects of

socia-technical aspects are identified and documented.

Chapter Seven presents the conclusions and recommendations for the future

research. The developed framework based on the results is also been discussed in this

chapter. Finally, the contributions of the study in term of theoretical and practical

contributions have also been comprised in Chapter Seven.

13

•

2.0 Introduction

CHAPTER TWO

LITERATURE REVIEW

The purpose of this chapter is to review the related literature on the maintenance

concept and evolution. Nevertheless, this chapter emphasises literatures on TPM.

Furthermore, Chapter Two also discusses the entire literature on socia-technical aspects.

The definition, history, concepts, and components of FMEA are reviewed in the last

section. This literature review provided the basis for designing and developing the

research instruments and final analysis. The initial sources of this chapter came from

books, journals, dissertations, proceedings, and information from the websites. The

structure of this literature is illustrated in Figure 2.1.

I Review of Literature I I ... ...

TPM Socia-Technical Literature Aspects

Literature

I I 1

I Theoretical framework I ~

I Generation of Hypotheses I ~

I FMEA Literature J ~

I Literature SynthesiS I Figure 2.1 Literature Structure

14

2.1 Maintenance Concept

Maintenance is not an expense; it is an investment in improved manufacturing

(Katila, 2000). Investment in maintenance, one of the basic functions of a firm, returns

improved quality, safety, dependability, flexibility, and lead times (Teresko, 1992). Over

the past few decades, there has been increased recognition that in a World Class

ManufactUring (WCM), maintenance is not a separate, isolated function that makes repairs

and performs assorted activities as needed (Katila, 2000). Katila (2000) also quoted

Ettiene-Hamilton (1994), that maintenance is a full partner striving together with other

functions to achieve the company's strategic goals.

Ahmed et al. (2002) added that maintenance is a major contributor to the

performance and profitability of manufacturing systems (Figure 2.2). Its importance is

increasing as there are increasing trends towards automation and integration of

manufacturing systems, i.e., installation of advanced manufacturing technology (Maggard

and Rhyne, 1992) Good maintenance is fundamental to a productive manufacturing

(Besterfield et al., 1999) to discover a lot of potential working hours, and to reduce costs.

Customer Management

HRM

Product Quality

Product Design

Manufacturing System

Equipment Maintenance

Production Planning

MRP

Operations Scheduling

HRM = Human Resources Management;MRP = Material Resources Planning

Figure 2.2 Manufacturing Functional Areas

15

2.1.1 Maintenance Evolution

According to Deshpande and Modak (2002), the evolution of maintenance can be

traced through three generations since 1930s as follows:

i) First Generation

It covers the period up to World War II. Industry was not highly

mechanised, equipment was simple and over designed. Hence, the

maintenance was easy, and the need for skills was also lower.

ii) Second Generation

By 1950s, due to increased mechanisation, complex machines were

involved. Hence, concept of preventive maintenance was introduced. In

1960s, this consisted of mainly equipment overhauls at regular intervals.

Maintenance planning and control systems were developed to control the

maintenance costs.

iii) Third Generation

Since the mid-1970s, the changes in industry have gathered momentum

and it is revealed that the six big losses (discussed in Section 2.2.1) actually

occur in practice, hence, TPM was introduced.

Table 2.1 Maintenance Evolution

Generation Maintenance Policy Descriptions First generation (1930s, Corrective Maintenance Fix it when it broke 1940s) Second generation Preventive Maintenance Higher plant availability (1950s, 1960s) based on bathtub curve Longer equipment life

theory Lower costs Third generation (1970s, Condition monitoring, Higher plant availability 1980s, 1990s,2000s) TPM Greater safety and effectiveness

RCM Better product quality

16

2.2 Total Productive Maintenance (TPM)

Total Productive Maintenance (TPM) is a maintenance programme which is

developed in Japan by Seiichi Nakajima. According to Nakajima (1988) cited by Chan et

al. (2003), the word 'total' in TPM has three meanings:

i) Total effectiveness indicates TPM's pursuit of economic efficiency and

profitability .

ii) Total maintenance system includes Maintenance Prevention (MP) and

Maintainability Improvement (MI), as well as PM. Basically, this refers to

'maintenance-free' design through the incorporation of reliability,

maintainability, and supportability characteristics into the equipment design.

iii) Total participation of all employees includes autonomous maintenance (AM)

by operators through small group activities. Essentially, maintenance is

accomplished through a 'team' effort, with the operator being held

responsible for the ultimate care of his! her equipment.

There are so many benefits of the TPM implementation in one company, such as

follows:

i) Increased productivity (Carannante and Haigh, 1996; Roberts, 1997; Chan

et aI., 2000; AI-Hassan et aI., 2000).

ii) Machine's breakdowns occur rarely (McKone et aI., 1999; Chand and

Shirvani; 2000; Portela, 2000; Willmott and McCarthy, 2001; Chan et aI.,

2003).

iii) Cleanliness and pride improves the working environment (Carannante and

Haigh, 1996; Roberts, 1997; Chan et ai., 2000).

17

As can be seen, there are many benefits gained from TPM implementation in one

company. TPM can also reduce equipment losses by investing in people who can then

improve equipment availability, improve product quality, and reduce labour costs (Takashi,

1989). TPM system requires all employees working in autonomous small group to work

together to eliminate equipment breakdown (Nakajima, 1989). Everyone is involved since

every component of the manufacturing systems, including operations, product design,

process design and management, impacts equipment maintenance (Nakajima, 1989).

2.2.1 History of TPM

Total Productive Maintenance (TPM) policy can be traced back its originality in the

year of 1960s in Japan. Seiichi Nakajima, vice-chairman of the Japanese Institute of Plant

Engineers (JIPE), the predecessor of the Japan Institute of Plant Maintenance (JIPM),

promoted TPM throughout Japan and has become known as the father of TPM (McKone

et aI., 1999). In 1971, TPM was defined by JIPE as follows:

"TPM is designed to maximise equipment effectiveness (improving overall

efficiency) by establishing a comprehensive productive-maintenance system covering the

entire life of the equipment, spanning all equipment-related fields (planning, use,

maintenance, etc.) and, with the participation of all employees from top management down

to shop floor workers, to promote productive maintenance through motivation or voluntary

small-group activities" (Tsuchiya, 1992).

To eliminate waste, Toyota was the first company to implement TPM (Nakajima,

1989). Toyota measures six categories of equipment losses throughout its production

system. The six losses then were combined into one measure of overall equipment

effectiveness (DEE). These are (Fredendall, 1996): [1] equipment failure; [2] setup and

18

adjustment; [3J idling and minor stoppages; [4J reduced speed; [5] defects in the process;

and [6J reduced yield.

In the year 1995, there were about 800 companies or company units using the

TPM in Japan (Johansson, 1996). Also the European companies have started to apply

TPM (Katila 2000). One of the very first has been the Swedish car manufacturer Volvo in

the Gent factory in Belgium.

2.2.2 Pillars of TPM

According to the inventor of TPM, Seiichi Nakajima (1988), TPM has five pillars as

shown in Figure 2.3. However, this study only focuses on the two pillars which are

autonomous maintenance and planned maintenance.

i) Pillar 1: An attack' upon the six big losses and improvement in overall

equipment effectiveness (OEE).

ii) Pillar 2: Planned maintenance that consists of scheduled planned

inspections and service and entails major planned restoration of machine

during a works shutdown phase.

iii) Pillar 3: Establish autonomous maintenance.

iv) Pillar 4: Training and education, which is the centre of TPM, with

maintenance and production staff exposed to new ways of dealing with

corporate physical assets.

v) Pillar 5: Continuous improvement in machine improvement and

maintenance prevention which the goal is to reduce maintenance costs and

deterioration losses.

19

AN ATTACK UPON SIX

BIG LOSSES

PLANNED AUTONOMOUS TRAINING MAINTENANCE MAINTENANCE AND

EDUCATION

Figure 2.3 Pillars of TPM

2.2.2.1 Autonomous Maintenance

CONTINUOUS IMPROVEMENT

According to McKone et al. (1999), to achieve the goals of autonomous

maintenance, it is obvious that the programme must involve teams of production and

maintenance people, daily activities to maintain the condition of the equipment, cross-

training to improve operator skills, and participation of operating personnel in the

maintenance delivery process. The summary of each goal is presented in Table 2.2.

Objective

Housekeeping (55 activities)

Table 2.2 Summary of Autonomous Maintenance Goals Source: McKone et al. (1999)

Descriptions Author(s)

Housekeeping tasks include cleaning and 1. Nakajima, 1988. inspecting, lubrication, precision checks, 2. Tajiri and Gotoh, and other light maintenance tasks and 1992. can be broken into five S's: [1] Seiri 3. Suzuki, 1992. (Organisation); [2) Seiton (Tidiness); [3] Seiso (Purity); [4] Seiketsu (Cleanliness); and [5] Shitsuke (Discipline). After these tasks are transitioned to operators, maintenance people can focus on developing and implementing other proactive maintenance plans.

20

Table 2.2 ... continued

Objective Descriptions Author(s)

Cross-training Cross-training allows operators to 1. Nakajima, 1988. maintain equipment and to identify and 2. Suzuki, 1992. resolve many basic equipment problems. 3.Tajiri and Gotoh, TPM is designed to help operators learn 1992. more about how their equipment functions, what common problems occur and why, and how those problems can be prevented through early detection and treatment of abnormal conditions.

Teams The objective of the teams is to stabilise 1. Nakajima, 1988. conditions and deterioration of equipment. 2. Suzuki, 1992.

Operator This is to prepare operators to become 1. Tajiri and Gotoh, Involvement active partners with maintenance and 1992.

engineering personnel in improving the overall performance and reliability of the equipment.

2.2.2.2 Planned Maintenance

According to Nakajima (1988), cited by McKone et al. (1999), planned maintenance

typically involves the work conducted by highly skilled maintenance technicians. As more

tasks are transferred to operators through autonomous maintenance, the maintenance

department takes a more proactive approach to maintenance and is able to develop a

disciplined planning process for maintenance tasks, such as equipment repair or

replacement, and on determining countermeasures for equipment design weakness.

Typically, strong planning departments also have good information tracking systems that

enable them to capture the process data, gather and disseminate data to operators, and

identify trends or problems with equipment (Suzuki, 1992).

2.2.2.3 Attack upon the Six Big losses

TPM is designed to eliminate the 'six big losses' and thereby to improve the

effectiveness of the equipment (Tajiri and Gotoh, 1992). The 'six big losses' of the

21

equipment are: [1] breakdown losses; [2] setupl adjustments losses; [3] idling and minor

stoppages; [4] reduced capacity losses; [5] quality problems; and [6] startupl restart losses.

2.2.2.4 Training and Education

Training and education are the systematic modification of behaviour through

learning which occurs as a result of education, instruction, development, and planned

experience (Armstrong, 1999).

2.2.2.5 Continuous Improvement

In this kind of maintenance policy, machines are replaced or restored to their

optimal working condition before a failure is allowed to occur and it is widely accepted that

it reduces random breakdowns, and unplanned downtime of facilities (Gupta et al. 2001).

2.2.3 Review of TPM Literatures

Numerous books on TPM have presented TPM improvement activities in plants

and suggested steps for TPM implementation based on case studies (Hartmann, 1992; .

Suzuki, 1992; Tsuchiya, 1992; Tajiri and Gotoh, 1992; Varughese, 1993; Steinbacher and

Steinbacher, 1993; Shimbun, 1995). According to McKone et al. (2000), the researches

that consider the mathematical modeling and statistical research base of equipment

maintenance have been extensive (McCall, 1965; Pierskalla and Voelker, 1976; Valdez­

Flores and Feldman, 1989; Shaked and Shanthikumar, 1990). However, little research

has directly investigated TPM activities. Table 2.3 depicts some of the studies that

discussed the TPM implementation with respect to the various issues.

22

TPM Category

Implementation

Benefits Gained

Difficulties

Mathematical and Statistical Studies

(1) McKone et al. (1999) (2) Cua et at. (2001) (3) Chan et al. (2003) (4) Adam et al. (1997)

Table 2.3 TPM Literatures and Their Appearance in Key References

TPM Literature Sources 1

Implementation '* Comparison between different countries '* Understanding of TPM concept '* Improvement activities * Overall Equipment Effectiveness (OEE) Autonomous Maintenance '* Planned Maintenance '* Six big losses Costs Abandonment Difficulties in implementation Satisfaction level Machine reliability and statistical Contextual issues * Mathematical modeling * (5) Co et al. (1998) (6) Jostes and Helmes (1994) (7) Chand and Shirvani (2000) (8) Carannante and Haigh (1996)

2

*

* *

3 4 5 6 7 8 '* '* '*

'*

'*

* * '* * '*

* * '* * *

(9) Eti et at. (2004) (10) Ahmed and Hassan (2002) (11) Miyake et at. (1995) (12) Wireman (1991)

9 '*

10 11 12 13 14 '*

'*

'* '* * *

'*

'* '* '* '* '* '*

*

* *

*

(13) Shah and Ward (2002) (14) Nakajima (1989) (15) Suzuki (1992)

15

'* *

I * I

I

23

Table 2.3 shows the previous researches on TPM. Several studies have been

done on TPM implementation (McKone et aL, 1999; Chan et aL, 2003; Chand and

Shirvani, 2000; Carannante and Haigh, 1996; Eti et aL, 2004; Wireman, 1991; and AI­

Hassan et aL, 2000). Their studies show that implementing TPM in ones company can

give great benefits in terms of productivity and equipment effectiveness. Appropriate

implementation of TPM offers tremendous potential in improving, not only the equipment

efficiency and effectiveness, but in areas of quality, flexibility, and employee-work

friendliness as well. Besterfield et aL (1999) wrote, "TPM is keeping the current plant and

equipment at its highest productive level through cooperation of all areas of an

organisation" .

However, there are several studies present the difficulties in TPM implementation

as in Chan et aI., 2003; Adam et aL, 1997; Co et aL, 1998; Jostes and Helmes, 1994;

Chand and Shirvani, 2000; and McAdam et aL, 1996. Their studies show several

difficulties in TPM implementation such as: [11 lack of management support; [2] lack of

resources; [3] lack of structural format in TPM implementation; [4] TPM is a time­

consuming programme which take two to three years to give the benefits to the company;

and [5] TPM is a money-consuming maintenance programme.

Consequently, there are researches which compare the effectiveness of TPM

programme between different countries (McKone et aI., 1999; Carannante and Haigh,

1996; Wireman, 1991; and McAdam et aL, 1996. For example, the study by Carannante

and Haigh (1996) shows that Japanese manufacturing plant have better TPM programme

compared to the manufacturing plants in the United Kingdom. The study also shows that

Italian plants are in the third place after Japan and the UK plants. It is probably because

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