Assessment of critical success factors, barriers and initiatives of total productive maintenance (TPM) in selected Ethiopian manufacturing industries

IF 1.8 Q3 ENGINEERING, INDUSTRIAL Journal of Quality in Maintenance Engineering Pub Date : 2023-09-22 DOI:10.1108/jqme-11-2022-0073
Mulatu Tilahun Gelaw, Daniel Kitaw Azene, Eshetie Berhan
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Abstract

Purpose This research aims to investigate critical success factors, barriers and initiatives of total productive maintenance (TPM) implementation in selected manufacturing industries in Addis Ababa, Ethiopia. Design/methodology/approach This study built and looked into a conceptual research framework. The potential barriers and success factors to TPM implementation have been highlighted. The primary study techniques used to collect relevant data were a closed-ended questionnaire and semi-structured interview questions. With the use of SPSS version 23 and SmartPLS 3.0 software, the data were examined using descriptive statistics and the inferential Partial Least Square Structural Equation Modeling (PLS-SEM) techniques. Findings According to the results of descriptive statistics and multivariate analysis using PLS-SEM, the case manufacturing industries' TPM implementation initiative is in its infancy; break down maintenance is the most widely used maintenance policy; top managers are not dedicated to the implementation of TPM; and there are TPM pillars that have been weakly and strongly addressed by the case manufacturing companies. Research limitations/implications The small sample size is a limitation to this study. It is therefore challenging to extrapolate the research findings to other industries. The only manufacturing KPI utilized in this study is overall equipment effectiveness (OEE). It is possible to add more parameters to the manufacturing performance measurement KPI. The relationships between TPM and other lean production methods may differ from those observed in this cross-sectional study. Longitudinal experimental studies and in-depth analyses of TPM implementations may shed further light on this. Practical implications Defining crucial success factors and barriers to TPM adoption, as well as identifying the weak and strong TPM pillars, will help companies in allocating their scarce resources exclusively to the most important areas. TPM is not a quick solution. It necessitates a change in both the company's and employees' attitude and their values, which takes time to bring about. Hence, it entails a long-term planning. The commitment of top managers is very important in the initiatives of TPM implementation. Originality/value This study is unique in that, it uses a new conceptual research model and the PLS-SEM technique to analyze relationships between TPM pillars and OEE in depth.
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对选定的埃塞俄比亚制造业中全面生产维护(TPM)的关键成功因素、障碍和举措进行评估
本研究旨在探讨埃塞俄比亚亚的斯亚贝巴选定制造业实施全面生产维护(TPM)的关键成功因素、障碍和举措。设计/方法/方法本研究建立并研究了一个概念性研究框架。强调了实施TPM的潜在障碍和成功因素。收集相关数据的主要研究方法是封闭式问卷和半结构化访谈问题。使用SPSS version 23和SmartPLS 3.0软件,采用描述性统计和推理偏最小二乘结构方程建模(PLS-SEM)技术对数据进行检验。运用PLS-SEM进行描述性统计和多变量分析的结果表明,案例制造业实施TPM的主动性处于起步阶段;故障维修是应用最广泛的维修策略;高层管理人员没有致力于TPM的实施;有一些TPM支柱已经被制造公司或弱或强地解决了。研究的局限性/启示小样本量是本研究的局限性。因此,将研究结果外推到其他行业是具有挑战性的。本研究中使用的唯一制造KPI是整体设备效率(OEE)。可以向制造性能度量KPI添加更多参数。TPM与其他精益生产方法之间的关系可能与本横断面研究中观察到的不同。对TPM实施的纵向实验研究和深入分析可能会进一步阐明这一点。确定采用TPM的关键成功因素和障碍,以及确定薄弱和强大的TPM支柱,将有助于公司将稀缺资源专门分配给最重要的领域。TPM不是一个快速的解决方案。它需要改变公司和员工的态度和价值观,这需要时间来实现。因此,它需要一个长期的计划。高层管理者的承诺在TPM实施的主动性中是非常重要的。独创性/价值本研究的独特之处在于,采用全新的概念研究模型和PLS-SEM技术,深入分析了TPM支柱与OEE之间的关系。
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来源期刊
Journal of Quality in Maintenance Engineering
Journal of Quality in Maintenance Engineering Engineering-Safety, Risk, Reliability and Quality
CiteScore
4.00
自引率
13.30%
发文量
24
期刊介绍: This exciting journal looks at maintenance engineering from a positive standpoint, and clarifies its recently elevatedstatus as a highly technical, scientific, and complex field. Typical areas examined include: ■Budget and control ■Equipment management ■Maintenance information systems ■Process capability and maintenance ■Process monitoring techniques ■Reliability-based maintenance ■Replacement and life cycle costs ■TQM and maintenance
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