{"title":"Ranking of implementation dimensions for maintenance practices in Northern Indian SMEs using integrated AHP-TOPSIS approach","authors":"S. Sidhu, Kanwarpreet Singh, I. Ahuja","doi":"10.1080/08276331.2020.1809220","DOIUrl":null,"url":null,"abstract":"Abstract Maintenance practices have been undeniably established as an integral part of an organization and become major facilitators for realizing efficient production systems. The maintenance function must ensure that the production system should always operate at rated capacity. Maintenance practices assume crucial role in Small and Medium Enterprises (SMEs) because SMEs are backbone to efficient and smooth operation of large industries. The present study uses an integrated Analytical Hierarchy process (AHP) and Technique for Order Preference by similarity to Ideal Solution (TOPSIS) approach to evaluate the characteristics of effective maintenance practice implementation in Northern Indian SMEs. AHP approach has been deployed to calculate the weights, which serves as a primary input to TOPSIS for prioritizing the implementation dimensions for the successful implementation of maintenance practices. The present study has highlighted that maintenance implementation dimensions, Corrective Maintenance, General Maintenance, Preventive Maintenance, Predictive Maintenance and Breakdown Maintenance, have been observed to be the most significant factors for realizing sustainable manufacturing performance in Northern Indian SMEs. The significant implementation dimensions outlined in this study should be adopted by top management and concentrated on as crucial areas to ensure the successful implementation of maintenance practices in manufacturing organizations.","PeriodicalId":37293,"journal":{"name":"Journal of Small Business and Entrepreneurship","volume":"276 1","pages":"175 - 194"},"PeriodicalIF":0.0000,"publicationDate":"2020-09-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"3","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"Journal of Small Business and Entrepreneurship","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.1080/08276331.2020.1809220","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q1","JCRName":"Business, Management and Accounting","Score":null,"Total":0}
引用次数: 3
Abstract
Abstract Maintenance practices have been undeniably established as an integral part of an organization and become major facilitators for realizing efficient production systems. The maintenance function must ensure that the production system should always operate at rated capacity. Maintenance practices assume crucial role in Small and Medium Enterprises (SMEs) because SMEs are backbone to efficient and smooth operation of large industries. The present study uses an integrated Analytical Hierarchy process (AHP) and Technique for Order Preference by similarity to Ideal Solution (TOPSIS) approach to evaluate the characteristics of effective maintenance practice implementation in Northern Indian SMEs. AHP approach has been deployed to calculate the weights, which serves as a primary input to TOPSIS for prioritizing the implementation dimensions for the successful implementation of maintenance practices. The present study has highlighted that maintenance implementation dimensions, Corrective Maintenance, General Maintenance, Preventive Maintenance, Predictive Maintenance and Breakdown Maintenance, have been observed to be the most significant factors for realizing sustainable manufacturing performance in Northern Indian SMEs. The significant implementation dimensions outlined in this study should be adopted by top management and concentrated on as crucial areas to ensure the successful implementation of maintenance practices in manufacturing organizations.
期刊介绍：
Studies published in the JSBE can be from and based on Canada or other countries of the world. They can cover topics related to matters such as: A. Start-up and resource gathering for an SME -Starting, buying and selling an SME -Financing, funding, banking, venture capital, audit and accounting in SMEs -Entrepreneur characteristics, leadership and work-life balance -Identification of business opportunities, business incubators and mentorship -Support services to entrepreneurship and SMEs B. Functional management and growth of an SME -Sales and marketing in SMEs -Human resource management in SMEs -Operation management in SMEs -Innovation, knowledge management, learning and fast growth in SMEs -New technologies, Internet, and communication in SMEs -Regulation and taxes for SMEs -Growth of SMEs C. Strategic management and change in an SME -Strategic Management in SMEs -International entrepreneurship and SME internationalization -Networks, alliances and relationships with government and large enterprises -Managing change in an uncertain and changing environment -Factors of success and failure in SME and entrepreneurial firms D. New trends in entrepreneurship and SME management -Social entrepreneurship -Gender and female entrepreneurship -Indigenous entrepreneurship -Ethnic/diaspora/immigrant entrepreneurship -Youth and student entrepreneurship -Entrepreneurship in emerging/transition markets -Franchises, sport, health, consulting and other emerging types of SMEs -Corporate entrepreneurship E. Special topics in entrepreneurship and SME management -Family-based business -Social responsibility, environmental protection, governance, and ethics in SMEs -SMEs and regional, urban, rural, and national development -Entrepreneurship education -Epistemology, general theory development, and methods of research in entrepreneurship and SMEs -Entrepreneurship and sustainable development
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