Tpm) and Reliability Centered Maintenance (Rcm

CONCEPTUAL ANALYSIS OF TOTAL PRODUCTIVE MAINTENANCE (TPM) AND RELIABILITY CENTERED MAINTENANCE (RCM)

By: NOR AZIANTI BT AB AZID (Matrix no.: 125419)

Supervisor:

DR. HASNIDA AB SAMAT

May 2018

This dissertation is submitted to Universiti Sains Malaysia As partial fulfillment of the requirement to graduate with an honors degree in BACHELOR OF ENGINEERING (MANUFACTURING ENGINEERING WITH MANAGEMENT)

School of Mechanical Engineering Engineering Campus Universiti Sains Malaysia

DECLARATIONS

This work has not previously been accepted in substance for any degree and is not being concurrently submitted in candidature for any degree.

Signed : ………………………………….. (Nor Azianti Bt Ab Azid)

Date : ……………………………………..

STATEMENT 1 This thesis is the result of my own investigations, except where otherwise stated. Other sources are acknowledged by giving explicit references. Bibliography/ references are appended. Signed : ………………………………….. (Nor Azianti Bt Ab Azid)

Date : ……………………………………..

STATEMENT 2 I hereby give consent for my thesis, to be available for photocopying and for interlibrary loan, and for the title and summary to be made available outside organizations. Signed : ………………………………….. (Nor Azianti Bt Ab Azid)

Date : ……………………………………..

SUPERVISOR’S DECLARATION I hereby declare that the preparation and presentation of this thesis were supervised in accordance with the guidelines on supervision of thesis laid down by Universiti Sains Malaysia. Signed : ………………………………….. (Dr. Hasnida Binti Ab Samat)

Date : ……………………………………..

ACKNOWLEDGEMENTS

I would like to acknowledge Allah, the Lord of the world for his bless and the following people who without their help this thesis would not have been possible.

Firstly, my deepest love is dedicated to my parents and all my siblings for their support throughout my Degree program.

Secondly, I would like to thank my project supervisor Dr. Hasnida Ab Samat, for all her help and encouragement over the duration of this project and your support is greatly appreciated.

I would also like to thank all my senior graduated from Universiti Sains Malaysia and all industrial peoples for responding to my survey form and supporting this project.

Finally, I would like to thank all my fellow friends for providing me with some very valuable advice throughout this thesis

NOR AZIANTI BINTI ABDUL AZID

MEI 2018

TABLE OF CONTENTS

Table of Contents

DECLARATIONS ...... i ACKNOWLEDGEMENTS ...... ii TABLE OF CONTENTS ...... iii LIST OF FIGURES ...... v LIST OF TABLES ...... vii LIST OF ABBREVIATION ...... viii ABSTRAK ...... ix ABSTRACT ...... x CHAPTER 1: INTRODUCTION ...... 1 1.0 Overview ...... 1 1.1 Total Productive Maintenance ...... 1 1.2 Reliability Centered Maintenance ...... 2 1.3 Project Background ...... 3 1.4 Problem Statement ...... 5 1.5 Objective ...... 5 1.6 Scope of Project ...... 6 1.7 Organization of the thesis ...... 6 CHAPTER 2: LITERATURE REVIEW ...... 8 1.0 Overview ...... 8 2.1 Conceptual analysis ...... 8 2.1.1 Systematic elaboration of terminologies ...... 10 2.1.2 Walker and Avant's concept analysis model ...... 11 2.1.3 Näsi's four elements of concept analysis ...... 12 2.2 Total Productive Maintenance (TPM) ...... 13 2.3 Reliability Centered Maintenance (RCM) ...... 25 CHAPTER 3: METHODOLOGY ...... 31 1.0 Overview ...... 31 3.1 Conceptual Analysis Method ...... 31 3.1.1 Element 1: Creating a knowledge foundation ...... 32

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3.1.2 Element 2: External analysis ...... 32 3.1.3 Element 3: Internal analysis ...... 33 3.1.4 Element 4: Forming conclusions...... 34 3.2 Survey Method ...... 36 3.2.1 Steps of a Survey ...... 37 3.2.2 Formulation of the Statement of Objectives ...... 37 3.2.3 Selection of a Survey Frame ...... 37 3.2.4 Determination of the Sample Design ...... 38 3.2.5 Questionnaire Design ...... 38 3.2.6 Data Collection Methods ...... 38 3.2.7 Data Analysis ...... 40 3.2.8 Documentation ...... 40 CHAPTER 4: RESULT AND DISCUSSION ...... 43 1.0 Overview ...... 43 4.1 The result of conceptual analysis ...... 43 4.1.1 Element 1 (creating a knowledge foundation ) ...... 43 4.1.2 Element 2 (external analysis ) ...... 47 4.1.3 Element 3 (internal analysis ) ...... 68 4.1.4 Element 4 ( forming conclusion ) ...... 71 4.2 The result of survey method ...... 73 4.2.1 Quetionnaire sample ...... 73 4.2.2 Questionnaire result ...... 75 CHAPTER 5: CONCLUSION ...... 82 5.1 Statement conclusion of Concetual Analysis ...... 82 5.2 Statement conclusion of Survey ...... 83 5.3 Future Work ...... 85 REFERENCES ...... 86 APPENDIX A ...... 91 APPENDIX B ...... 93

LIST OF FIGURES

Figure 2.1:‎ Various types of concept analysis methods(Nuopponen, 2010b) ...... 9 Figure 2.2:‎ A model of systematic elaboration of terminologies based on Picht&Draskau (1985) ...... 10 Figure 2.3‎ : Walker and Avant's concept analysis model(Nuopponen, 2010a) ...... 11 Figure 2.4‎ : Näsi's concept analysis model(Nuopponen, 2010a) ...... 12 Figure 2.5‎ : The relationship between TPM and lean manufacturing philosophies(Ahuja and Khamba, 2008a) ...... 15 Figure 2.6‎ : Eight pillars approach for TPM implementation (suggested by JIPM).(Ahuja and Khamba, 2008a) ...... 17 Figure 2.7:‎ Management tools applied in the maintenance in companies in the Region of Curitiba and Brazil. Source: (Rodrigues and Hatakeyama, 2006)...... 19 Figure 2.8‎ : Factors that influence TPM failure...... 20 Figure 2.9:‎ The sources of losses according to TPM method. Source: adapted from (Rodrigues and Hatakeyama, 2006) ...... 21 Figure 2.10‎ : The relationship between both areas between maintenance and production. (Patra, Tripathy and Choudhary, 2006) ...... 22 Figure 2.11‎ : Cause and effect diagram ± a generic model of factors affecting successful implementation of TPM (Gichoya, 2005) ...... 23 Figure 2.12‎ : Fault Tree illustrating the general failures in the lubrication and oil cooling system of the combined bearing...... 29 Figure 2.13‎ : The implemented steps of RCM...... 30 Figure 3.1‎ : Näsi's four elements of concept analysis ...... 31 Figure 3.2‎ : Element 1 (creating a knowledge foundation)...... 32 Figure 3.3‎ : Flows in finding element 2 (external analysis)...... 33 Figure 3.4‎ : Element 3 (internal analysis) ...... 34 Figure 3.5‎ : Element 4 (forming conclusion) ...... 34 Figure 3.6‎ : Overall process flow for Näsi's four elements of concept analysis...... 35 Figure 3.7‎ : The phase of the survey ...... 36 Figure 3.8‎ :The steps of survey method...... 41 Figure 3.9‎ : Flowchart scope of the project ...... 42 Figure 4.1‎ : The timeline of RCM and TPM...... 48

Figure 4.2‎ :shows the tools of Lean manufacturing...... 54 Figure 4.3‎ : TPM consists of three basic goals; Zero product defects, Zero breakdowns, and Zero Accidents. Furthermore, TPM has 12 activities coupled to the basic goals. (GUSTAV FREDRIKSSON, 2012) ...... 55 Figure 4.4‎ :shows the issues addressed by various TPM pillar initiatives ...... 56 Figure 4.5‎ : The four principles or key features that characterize the RCM process (Duffuaa and Ben-Daya, 2009) ...... 57 Figure 4.6‎ : Common questions to establish a maintenance method...... 58 Figure 4.7‎ : RCM approach, structured with worksheets...... 59 Figure 4.8‎ : Method for TPM implementation. (Ahmed, Hj. Hassan and Taha, 2004) 61 Figure 4.9‎ : Framework for TPM implementation and its benefits...... 62 Figure 4.10‎ : Classification of TPM Award-winning Indian companies ...... 63 Figure 4.11‎ : Year-wise classification of papers on TPM for literature review...... 63 Figure 4.12‎ : Sectors of TPM implementation ...... 64 Figure 4.13‎ : The equations involve to measure OEE...... 64 Figure 4.14‎ : RCM implementation view as a transforming process...... 65 Figure 4.15‎ : Strategy framework of RCM ...... 66 Figure 4.16: The three stages of failure rates that are usually experienced by a machine: infant mortality, normal or useful life, and end of life wear-out stage (Samat, Kamaruddin and Azid, 2012) ...... 67 Figure 4.17: Front page of the survey form...... 74 Figure 4.18: Gender type...... 75 Figure 4.19: Type of department...... 75 Figure 4.20: Type of business involved ...... 76 Figure 4.21: Type of maintenance strategies used in an organization...... 77 Figure 4.22: Employees involvement in maintenance activities...... 77 Figure 4.23: Safe work environment provided by top management ...... 78 Figure 4.24: Management commitment to education and traning of employees...... 79 Figure 4.25: Type of maintenance tools used in an organizations ...... 79 Figure 4.26: Effectiveness ranking of maintenance strategies...... 80 Figure 5.1: The relationship of TPM and RCM ...... 84

LIST OF TABLES

Table 2.1‎ : Manufacturing priorities and expectations from TPM effectiveness (Hooi and Leong, 2017) ...... 18 Table 2.2:FMEA punctuation form...... 28 Table 4.1: Journals and Articles for Total Productive Maintenance (Tpm) ...... 44 Table 4.2: Journals and Articles for Reliability Centered Maintenance (Rcm) ...... 45 Table 4.3: Definitions of TPM from various literature ...... 50 Table 4.4: Definitions of RCM from various literature...... 51 Table 4.5: Standardized form for FMEA analysis. (Souza and Álvares, 2008) ...... 60 Table 4.6:‎ Conclusion table of all elements ...... 71

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LIST OF ABBREVIATION

BM Breakdown Maintenance

CM Corrective Maintenance

FFA Functional Failure Analysis

FFMEA Function, Failure Mode, and Effect Analysis

FMEA Failure Mode and Effect Analysis

FMECA Failure Mode Effect and Criticality Analysis

FSI Functionally Significant Item

JIT Just In Time

LMS Lean Manufacturing System

OEE Overall Equipment Effectiveness

OM Opportunistic Maintenance

PdM Predictive Maintenance

PM Preventive Maintenance

RCM Reliability Centered Maintenance

SWOT Strengths, Weaknesses, Opportunities and Threats

TPM Total Productive Maintenance

TQM Total Quality Management

VSM Value Stream Mapping

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ABSTRAK

Penyelenggaraan sebagai isu penting yang perlu ditangani semasa reka bentuk dan pembuatan atau pembinaan system. Strategi penyelenggaraan yang baik akan meningkatkan prestasi syarikat. Penyelenggaraan Total Produktif (TPM) adalah salah satu strategi penyelenggaraan yang terkenal yang digunakan secara meluas dalam organisasi. Pada masa yang sama, terdapat strategi penyelenggaraan lain yang digunakan oleh organisasi yang merupakan penyelenggaraan Reliabiliti Terpusat (RCM). TPM dan RCM mempunyai konsep dan prinsipnya sendiri sebagai strategi penyelenggaraan untuk memberi kesan kepada prestasi dan kebolehpercayaan sistem. Oleh itu, dalam kajian ini, TPM akan dikaji dengan RCM untuk menunjukkan hubungan mereka. Berdasarkan analisis konseptual, penulis akan menganalisis penerbitan dari jurnal, buku, dan artikel untuk mencari semua maklumat berkaitan, seperti genealogi, definisi, konsep dan prinsip, dan pelaksanaan. Kaedah konseptual yang digunakan adalah empat unsur Näsi. Kajian ini juga menggunakan kaedah kaji selidik kaji selidik. Objektif kaji selidik ini adalah untuk mengkaji strategi penyelenggaraan semasa dalam industri sebenar dan untuk menghubungkannya dengan TPM dan RCM. Tinjauan ini telah dijawab melalui elektronik dan tinjauan dilakukan menggunakan aplikasi Google Forms. Pada akhir kajian ini, hasil kajian TPM dan RCM menunjukkan bahawa TPM bermula pada 1970 manakala RCM bermula pada tahun 1960-an, tetapi asas TPM dan RCM dimulakan pada tahun 1950- an dengan penyelenggaraan Pemusnahan (BM). TPM pada dasarnya adalah tentang menghapuskan kerosakan melalui aktiviti sehari-hari yang melibatkan keseluruhan kerja tenaga manakala konsep RCM adalah untuk meningkatkan kebolehpercayaan peralatan. Objektif TPM adalah untuk mencapai kegagalan sifar, kecacatan sifar, dan sifar kemalangan manakala TPM adalah untuk memelihara fungsi. Walaupun kedua- duanya menggunakan alat yang berbeza, kedua-duanya dikaitkan bersama melalui alat Lean. TPM kebanyakannya boleh dilaksanakan dalam industri besar manakala RCM boleh digunakan dalam industri saiz kecil atau sederhana. Kedua-duanya boleh meningkatkan kualiti produk, kebolehpercayaan peralatan, meningkatkan keselamatan, dan meningkatkan keuntungan. Dari hasil tinjauan, kebanyakan responden datang dari syarikat-syarikat yang melaksanakan penyelenggaraan tradisional (PM dan CM) daripada TPM dan RCM.

ABSTRACT

Maintenance is an important issue that needs to be addressed during the design and manufacturing or building of a system. A good maintenance strategy will increase the performance of the company. Total Productive Maintenance (TPM) is one of the famous maintenance strategies that are widely used within the organization. One maintenance strategy used by the organization which is a Reliability Centered Maintenance (RCM). Both TPM and RCM have its own concepts and principles as a maintenance strategy to give impact to the performance and reliability of the system. Therefore, in this research, the TPM will be studied with RCM to show their relationship. Based on the conceptual analysis, the author will analyze publications from journals, books, and articles to find all related information, such as genealogy, definition, concepts, and principle, and implementation. The conceptual method used is Näsi's four elements of conceptual analysis. This research also used a questionnaire survey method. The objective of this survey is to study the current maintenance strategies in the real industries and to relate it to TPM and RCM. The survey has been answered through electronically and the survey is done using the application of Google Forms. At the end of this research, the result of the study of TPM and RCM shows that TPM started in 1970 while RCM started in the 1960s, but the foundation of TPM and RCM was started in 1950s with Breakdown Maintenance (BM). TPM basically is about elimination faults through day-to-day activities involving the entire force work while the concept of RCM is to improve equipment reliability. The objective of TPM is to achieve zero breakdowns, zero defects, and zero accidents while TPM is to preserve the functions. Although both using different tools both are linked together through the Lean tool. TPM mostly can be implemented in big plant industries while RCM can be applied in small or medium size plant. Both can increase product quality, equipment reliability, increase safety, and increase profit. From the survey result, most of the respondent comes from the companies that implementing tradisional maintenance (PM and CM) rather than TPM and RCM.

CHAPTER 1: INTRODUCTION

1.0 Overview

This introduction will review some current Total Productive Maintenance (TPM) and Reliability centered maintenance (RCM) concept. It will provide a brief of geneology, definition, and the important of both maintenance process in the industry. Next, the goal of the project, problem statement, the scope of the project and thesis outline also covered in this chapter to give some review about this whole research.

1.1 Total Productive Maintenance

Along with the decreasing expansion of technology and competition among industries, organizations employ different strategies and policies to increase productivity and decrease costs. Maintenance is one of a policy which is used to cut costs, increase productivity and to continue with the global competition. A lot of maintenance strategies have been developed over the years.

Maintenance plays an important role in the production system because it is a largest controllable cost and status quo represents a challenge for leading managements to re-evaluate their maintenance strategies and decision making work attempts to understand different maintenance policies making for better maintenance of assets. So, the efficiency of maintenance systems can effect the profit of a plant. Therefore, selecting appropriate maintenance policies are vital for each manufacturing company. An organization can save the huge amount of time, money, and the useful resources in dealing with reliability, maintainability, and performances.

A company can use an innovative approach which is a Total Productive Maintenance (TPM) to maintenance and optimizes equipment efficiency, eliminates faults and promotes autonomous maintenance between operators, through day-to-day activities involving the entire force work. (Pinto, Pimentel and Cunha, 2016)

According to Nakajima (1988), as cited by Liselott (Maintenance, 2000), TPM is an approach that involves employees from the maintenance department and 1 the production department to equipment management. An autonomous maintenance by operators and small group activities in every department and at every level. All improvements should be standardised and maintained because TPM is continuous improvements focusing on the equipment and the production. The overall equipment effectiveness can increase by using the method of autonomous maintenance. This requires, among other things, a focus on the equipment's availability and reliability.

Best results will be achieved if TPM is implemented throughout the whole company, including the administrative departments. Then the connection to TQM, Total Quality Management is obvious. Like TQM, which is Quality Management on a company-wide basis, TPM is equipment maintenance performed on a company-wide basis (Nakajima, 1989). TPM combines organisation, management, quality, and maintenance philosophies.

According to The word "total" in "Total Productive Maintenance" has three meanings related to three important features of TPM (Nakajima, 1989) as cited by as cited by Liselott (Maintenance, 2000) which is the first one is the total effectiveness of predictive and productive maintenance. Second, total PM (Preventive Maintenance) which is maintenance prevention and activities to improve maintainability as well as preventive maintenance. Third, total participation through autonomous maintenance by operators and small group activities in every department and at every level. Then "Productive Maintenance" mean Continuous improvement activities in every department and at every level.

1.2 Reliability Centered Maintenance

Maintenance concepts such as RCM have been successfully applied in the process industry to reduce unnecessary preventive maintenance actions and come up with a systematic and efficient maintenance plan. Reliability centered maintenance (RCM) is a most systematic and efficient process to address an overall programmatic approach to the optimization of plant and equipment maintenance. Maintenance needs of the process plants equipment can be better addressed with RCM approach. Failure mode and effect analysis help in identifying all possible failure cause with a specific

2 reference to the component of systems and sub-systems. RCM is a technique for prioritizing the maintenance strategy in a systematic and logical manner. The primary objective of RCM is to preserve functions. (Chopra, Sachdeva and Bhardwaj, 2014)

RCM can be defined as a logical and structural process for developing or optimizing the maintenance requirements of a physical resource in its operating context to realize the level of reliability which can be achieved with an effective maintenance program. RCM is a maintenance strategy process to determine the maintenance requirements of any physical asset by identifying the functions of the assetin its operating context, the factor of failures and the effects of the failures.

1.3 Project Background

This project focus on a conceptual analysis of Total Productive Maintenance (TPM) And Reliability Centered Maintenance (RCM). Maintenance is always considered a subject of great concern when a newcomer industry or a fledgling production company is established. The reason lies in the significant role that maintenance plays in the industry’s profitability or the company’s productivity. A properly managed and well-organized maintenance plan will have a major influence on the system technical behavior (e.g., from reliability and security perspectives). It consequently results in increasing component’s useful lifetimes and assures their maximum achievable availabilities. (Dehghanian et al., 2013b)

Nowadays, companies have to meet competition from all over the world. Worldwide competition is dependent, among other things, on deregulation, technical development, increased global trading, internationalization, and new principles for organization and management. The global market incorporates a wide spectrum of different customers with different cultures, needs, requirements, and expectations. This implies that companies with global markets have to be prepared to meet the increasing demands from different customers and different societies.

In order, to be successful and to achieve world-class-manufacturing, organizations must possess both efficient maintenance and effective manufacturing strategies. To compete with the challenges of increased competition and to survive in the market, all company have to work continuously with improvements to improve and maintain their business and thereby strengthen their competitiveness.

Manufacturing companies, need to work hard towards the need for an increase in production from existing plants, improve product quality, eliminate all unnecessary activity, shorter and more stable through-put times, reductions in the amount of tied- up-capital, shorter batch sizes, investments in advanced manufacturing technologies and an emphasis on safety and environmental issues.

This means cutting manufacturing costs and finding methods and tools to improve efficiency and principles in the management of the organisation. Several philosophies or concepts have been developed to meet the requirements of manufacturing plants. This thesis will focus on two of these concepts, namely TPM and RCM. Both of this concept has its own function in the maintenance system. The history, definition, concepts and principle, and implementation of TPM and RCM is an interesting issue to be studied to find out the relationship between this two concepts.

The relationship between TPM and RCM will help organisations to simplify the process of implementing TPM and RCM. The analysis of these findings will form the basis for recommendations and guidance for organisations, which intend to implement both TPM and RCM. So, the success implementation of both maintenance can be achieved.

1.4 Problem Statement

Equipment reliability problem and less efficient management of plant assets gave a big impact on the organization and can increase the production cost. Most organizations today having a big problem with deciding the best methods and tools to improve efficiency and principles in the maintenance management of the organization. Many theories about Total Productive Maintenance and Reliability Centered Maintenance have been developed and published in different term and view according to the concept used in their research. TPM is an imperative technology in the industry of maintenance field to reduce operational and maintenance costs while RCM is a maintenance strategy to improve the productivity and reliability of an organization. Therefore, this thesis used conceptual analysis to discuss the relation between TPM and RCM wherether TPM have the same approach with RCM or not. Aiming for recommendations and guidance for organisations, which intend to implement both TPM and RCM into an admirable world class manufacturing facility.

1.5 Objective

The objectives of this research are:

1. To study the conceptual analysis of Total Productive Maintenance (TPM) And Reliability Centered Maintenance (RCM).

2. To investigate the similarity and the differentation Total Productive Maintenance (TPM) And Reliability Centered Maintenance (RCM).

1.6 Scope of Project

In order to success this project, a clear scope of the project must be well defined. Without a clear and proper scope of the project, the problem will arise and new possibilities will come up. This problem will drag on and wasting time. A conceptual analysis based on the study that had been done by Anita Nuopponen (2010) that consist of three models analysis which is a systematic elaboration of terminologies, Näsi's four elements of concept analysis and Walker and Avant’s concept analysis model has been studied. This thesis used the Näsi's four elements of concept analysis to find the relationship between Total Productive Maintenance and Reliability Centered Maintenance. This conceptual analysis has been limited to focus on acedemic website, journals, articles and books only. A questionnaire survey technique has been developed in the present study for seeking information and establishing the relationship of TPM and RCM. The structured questionaire was sent to manufacturing companies around Pulau Pinang for obtaining the information on the topic in real industry situation.

1.7 Organization of the thesis

This thesis is about Conceptual Analysis of Total Productive Maintenance (TPM) And Reliability Centered Maintenance (RCM) and consists of five chapters. The first chapter gives an outline of the whole thesis which covers both explanations of TPM and RCM. Next, the goal of the project, problem statement, the scope of the project and thesis outline also covered in this chapter.

Chapter two presents the literature review based on previous researches and studies conducted on Total Productive Maintenance (TPM) And Reliability Centered Maintenance (RCM). Detail explanation about background, concept, and princple, implementation plan and limitations of TPM and RCM are described in this chapter. This literature review has been limited to focus on acedemic website, journals, articles and books only as references.

Chapter three review on the methodology used throughout the project. This chapter provides a few suggestions method for conceptual analysis and also provides the details about Näsi's four elements of concept analysis. Other than that, this chapter 6 also explains the method used for questionnaire survey technique in the present study for seeking information and establishing the relationship of TPM and RCM in the real industry. The flow process to conduct Näsi's four elements and survey method are provided in this chapter.

Chapter four comprises of results and discussions of this thesis. Geneology, definition, concept and tools, implementation plan and limitations for both will be discussed in this chapter. The relationship between TPM and RCM will be stated in this chapter. The overall result of the relation of TPM and RCM will be verified here.

Lastly, chapter five provides a final conclusion for this project. A summary of the results obtained in chapter four will be concluded in this chapter. Besides, recommendations for future works also discussed.

CHAPTER 2: LITERATURE REVIEW

1.0 Overview

In this chapter, the literature review based on previous researches and studies conducted on conceptual analysis method, Total Productive Maintenance (TPM) And Reliability Centered Maintenance (RCM) are reviewed. Explanation of background, concept, and princple, implementation plan and limitations of TPM and RCM are described in this chapter. This literature review has been limited to focus on acedemic website, journals, articles and books only as references. The conceptual analysis will be used to show the relationship of TPM and RCM.

2.1 Conceptual analysis

This thesis is using conceptual analysis method as the method to study the to study about Total Productive Maintenance (TPM) And Reliability Centered Maintenance (RCM). Conceptual analysis is a method to understand the meaning of an idea or concept and to determine how that idea or concept relates to other philosophical problems.

Although the philosophers primarily used the conceptual analysis with regard to abstract ideas, this type of analysis is highly importance for all other academic disciplines. Firstly, precise the definition and foremost necessary in the analysis of any idea or concept, before any investigation into its meaning and relationship to other ideas and concepts. This will generate understanding and the expansion of knowledge for any subject area. Understanding philosophical concepts are paramount to understanding religion, the arts, and the natural and social sciences. This paper is using the conceptual analysis as the main method to study the concept of TPM and RCM.

Conceptual analysis is one of the main traditional methods of philosophy, arguably dating back to Plato's early dialogues. This methodology goes back to the time of Plato and has been the major methodology used by philosophers since then. A good example of this is in Plato’s Republic, where he analyzes the concept of justice in context to the ideal state.

Anita Nuopponen stated that the conceptual analysis could be basically defined as an activity where it concepts, characteristics, and relations to other concepts is clarified as an activity. Conceptual clarity is of great importance for all kinds of research creation. General research guidelines, as well as philosophical literature, often mention concept analysis or concept research.(Nuopponen, 2010a)

There are many methods for conceptual analysis as search results texts on terminological research and terminology work, nursing science and educational studies and studies from business as well as formal concept analysis. Figure 2.1 shows the varius type of conceptual analysis. (Nuopponen, 2010b)

Figure 2‎ .1: Various types of concept analysis methods(Nuopponen, 2010b) Here are the common methods used in a conceptual analysis published by Anita Nuopponen in 2010: (Nuopponen, 2010a)

2.1.1 Systematic elaboration of terminologies

Terminological textbooks normally describe the basic elements of the theory as well as theprocess of terminology work or terminology projects. Concept analysis is normally an integrated inseparable element of the process and rarely even mentioned as a separate step. A model of systematic elaboration of terminologies based on Picht&Draskau (1985) as shown in Figure 2.2.

Figure 2‎ .2: A model of systematic elaboration of terminologies based on

Picht&Draskau (1985)

2.1.2 Walker and Avant's concept analysis model

Walker and Avant's concept analysis is widely used in nursing science, various authors describe very detailed processes. Here, the process model by Walker and Avant (1994) is presented, because it seems to be the most influential model in nursing science. Figure 2.3 shows the Walker and Avant's concept analysis, model.

Figure 2‎ .3: Walker and Avant's concept analysis model(Nuopponen, 2010a)

2.1.3 Näsi's four elements of concept analysis

Concept analysis for Näsi (1980) means "target-oriented solving of conceptual problems; forming concepts through analytic and synthetic reasoning by using existing concepts and insight". Näsi's concept analysis model as given in Figure 2.4.

Figure 2‎ .4: Näsi's concept analysis model(Nuopponen, 2010a)

A Näsi's four elements of concept analysis published by Anita Nuopponenis used in this thesis as a conceptual analysis method used to study the conceptual analysis of Total Productive Maintenance (TPM) And Reliability Centered Maintenance (RCM) and to investigate the similarity and the differentation Total Productive Maintenance (TPM) And Reliability Centered Maintenance (RCM).

2.2 Total Productive Maintenance (TPM)

Within last 50 years, the field of maintenance and reliability engineering has emerged mainly. This field has made strides in the last few decades and continues to have the potential to design additional growth to improve the effectiveness of manufacturing system. Many theories have been developed in the last 5 decades but the two most influential ones are RCM (reliability centered maintenance) developed in the 1970’s in the US aviation sector, and, TPM (total productive maintenance), which emerged from Japan’s automotive sector. (Hung Hong and Winston IP, 2006)

Ahuja and Khamba (2008), studied the literature on Total Productive Maintenance (TPM) and to present an overview of TPM implementation practices adopted by the manufacturing organizations. Both of them also highlighted the appropriate enablers and success factors for eliminating barriers to successful TPM implementation. They defined TPM is a unique Japanese philosophy, which has been developed based on the Productive Maintenance methodologies and concepts. M/s Nippon Denso Co. Ltd, a supplier of M/s Toyota Motor Company, Japan in the year 1971 introduced concept of TPM based on Productive Maintenance concepts and methodologies. Total Productive Maintenance play importantat role to maintenance that optimizes equipment effectiveness, eliminates breakdowns and promotes autonomous maintenance by operators through day-to-day activities involving total workforce. (Ahuja and Khamba, 2008a)

TPM is a strategic approach to increase the performance of maintenance system if it is effectively adapt and implement in the manufacturing organizations. TPM brings maintenance into focus as a necessary and vitally important part of the business through the involvement of everybody in the organisation. The TPM initiative is targeted to enhance thecompetitiveness of organizations and it encompasses a powerful structured approach to change the mind-set of employees there by making a visible change in the work culture of an organization because the employee commitment is a key factor to implement the TPM process. Fully of employee commitment from all levels and function in an organization can maximize the overall effectiveness of production equipment.

TPM aims to eliminate breakdowns, promotes maintenance autonomy involving total workforce and optimise the equipment effectiveness. It is total maintenance strategy that covers maintenance prevention, improvement related maintenance, and preventive maintenance with the ultimate goal of preventing losses and waste during the manufacturing process. It also promotes a system in whichoperators develop “ownership” of their machines area, learns much more about them, and in the process realize skilled trades to concentrate on problem diagnostic and equipment improvement projects. TPM is not a maintenance specific policy, it is a culture, a philosophy and a new attitude towards maintenance for enhancing manufacturing performance through the improved of the production system.

TPM has been depicted as a manufacturing strategy comprising of following steps:(Ahuja and Khamba, 2008a)

 maximizing equipment effectiveness through optimization of equipment availability, performance, efficiency and product quality.  establishing a preventive maintenance strategy for the entire life cycle of equipment.  covering all departments such as planning, user, and maintenance departments.  involving all staff members from top management to shop-floor workers.  promoting improved maintenance through small-group autonomous activities.

Sekine and Arai (1998) as cited by Ahuja and Khamba (2008) stated TPM is one of the methodology originating from Japan to support its lean manufacturing system. This occurs as, effective and dependable equipment, are essential pre- requisite for implementing Lean manufacturing initiatives in the organizations. While Total Quality Management (TQM) and Just-In-Time (JIT) programs have been around for a while, the manufacturing organizations off late, have been putting in enough confidence upon the latest strategic quality maintenance tool as TPM. The relationship between TPM and lean manufacturing philosophies as depicted in Figure 2.5.

Figure 2‎ .5: The relationship between TPM and lean manufacturing

philosophies(Ahuja and Khamba, 2008a)

In Figure 2.1, it is clearly revealed, that TPM is the corner stone approaches for most of the lean manufacturing philosophies and can contribute towards the success of lean manufacturing. The authors defined that TPM is a production-driven improvement methodology that is designed to ensure efficient management of plant assets and optimize equipment reliability as cited by Robinson and Ginder, (1995).

In a recent study by (Ab-Samat et al., 2012), their study is about Implementation of Autonomous Maintenance in Semiconductor Industry (a case study). This study aimed to investigate the performance of maintenance system in a company by identifying the critical machine with the highest breakdown time and frequency. It was found that high breakdown was due to the high workload of technicians, where technicians do not have enough support in performing the maintenance task. In this paper, the authors suggested Autonomous Maintenance (AM) program to reduce technicians’ workload through operators’ involvement.

The authors defined AM as a program encourages the transfer of responsibilities from the maintenance staff to the operators. The implementation of this AM will also include in Eight pillars of TPM and this Autonomous Maintenance help in reducing technician’workload. According to this paper, the tasks of operators are:  Maintain basic machine conditions like lubricating, cleaning, and bolting.  Maintain operating conditions by conducting the proper operation and visual inspection.  Discover machine’s deterioration mainly through visual inspection and early identification of sign abnormalities during operation  Enhance skills such as about machine operation, adjustment, set-up, and also visual inspection.

TPM is a change in philosophy, which has contributed significantly towards the realization of significant improvements in the manufacturing organizations in the West and Japan as cited by Maggard and Rhyne (1992). TPM also has been depicted as a manufacturing strategy to maximizing equipment effectiveness through optimization of equipment efficiency, availability, performance, and product quality.

TPM has it own basic practices are often called the pillars or elements of TPM. The pillars TPM paves way for excellent planning, organizing, monitoring and controlling practices through its unique eight-pillar methodology. The eight pillar implementation plan canresult in areduction in maintenance costs, reduced production stoppages and downtimes, and asubstantial increase in labor productivity. The eight TPM pillars are as depicted in Figure 2.6 (Ahuja and Khamba, 2008a).

Figure 2‎ .6: Eight pillars approach for TPM implementation (suggested by

JIPM).(Ahuja and Khamba, 2008a)

There is one study that had been done by Hooi and Leong in 2017, discussed total productive maintenance (TPM) and its relationship with manufacturing performance improvement in the Malaysian manufacturing sector. Manufacturing production driven improvement methodology, specifically, total productive maintenance (TPM), has been defined as a new manufacturing paradigm that has gone through a rapid but steady evolution in Japan. The authors stated that TPM is a total employee involvement (involves everybody in the organisation) and it proactively provides comprehensive maintenance for all productive equipment daily throughout its life.

In this article also stated that TPM approach can eliminate breakdowns, promotes maintenance autonomy involving total workforce and optimises equipment effectiveness. It is a total maintenance system that covers preventive maintenance, maintenance prevention, and improvement related maintenance, with the ultimate goal of preventing losses and waste.

This research has shown that TPM has a direct impact on improving the overall production equipment performance. TPM implementation success not only improves the effectiveness of the manufacturing system and equipment efficiency but

17 also bring improvement in the overall manufacturing performance indicators such as improvement inreduction in customers’ complaints, employees’ morale and job satisfaction, reduction in cycle time and WIP. (Hooi and Leong, 2017)

The authors discussed that TPM is a synergistic collaborative approach that stimulates continuous improvement (Kaizen) in manufacturing to capacity assurance and safety, enhance product quality and operational efficiency. TPM implementation is a long process as it requires gradual changes in the organisation culture and employees’ attitude before an organisation is able to adopt and accept the best. Manufacturing priorities and expectations from TPM effectiveness list provided in Table 2.1.

Table 2‎ .1: Manufacturing priorities and expectations from TPM effectiveness (Hooi

and Leong, 2017)

In the study of Analysis of the fall of TPM in companies by Rodrigues and Hatakeyama (2006), the authors discussed main factors involved in the failure of TPM. The information ground for the elaboration of this paper is mainly formed by the manufacturing industries of the Metropolitan Region of Curitiba because. TPM is presented in the companies as one of the main tools of management of the industrial maintenance. Figure 2.7 shows the result from the study about the Management tools applied in the maintenance in companies in the Region of Curitiba and Brazil.

Figure 2‎ .7: Management tools applied in the maintenance in companies in the Region

of Curitiba and Brazil. Source: (Rodrigues and Hatakeyama, 2006)

The focus of the proposed work in TPM methodology is the human being by closely connected to the way of managing people. So, it is necessary to create indicators for the evaluation of performance indicators of the TPM. In this study, the authors discussed the type of indicators used to verify and control TPM. The indicator performance discussed is Costs (Supply, levels, and circulation), Quality ( achieve zero defects), Safety(almost total eliminating of violations), and Morale (suggestions, and participation of all employees in the small group meetings).

Even with these indicators, in a certain case, it is constructed in the companies only to satisfy the audit process (internal and external). With this attitude, one ends up with a superficial management of the whole process, where the manager does not get the benefits that a real interaction between production and maintenance offered by TPM. In other words, the low of commitment by managers leads to ruining the already established structure. Figure 2.8 shows the main factors that directly influence the fall in TPM pattern inside companies indicated by the production and maintenance people.

 Increasing daily rhythm of production, with the same team

 Lack of time for the autonomous maintenance

 One single operator commands more than one machine at the same

time Work stress

 The operators are given the idea that they must produce and not

make maintenance TPM implementation in a quick way omitting

some consolidation steps

 Lack of personal training (not only technical but management)

 Lack of follow-up of the progress of the program and its evaluation –

 Goals that are not achieved and are left without explanation

 Ignorance by the operators of the evolution of TPM program

 Non-truly commitment of the immediate bosses and superior staff

 High leadership turn over

 Cut investments without clear criteria for operators and maintenance

people

Figure 2‎ .8: Factors that influence TPM failure.

The research for interaction between production and maintenance has been of great intensity in the manufacturing industries and it is possible to enhance the productivity in a global way. The growth of companies uses new technologies and new methods of management keep increasing to broad their space in the market. The conception of TPM was an answer to the demands of a competitive market that

20 obliged the companies to draw some attitudes, such as reducing interruptions or stops of production (breakdowns or interventions), eliminating waste, always obtaining the best performance of the equipment and redefining goals. TPM distinguishes and attacks six essential sources of diminishing output in the industrial installations, which are presented in Figure 2.9.

Figure 2‎ .9: The sources of losses according to TPM method. Source: adapted from

(Rodrigues and Hatakeyama, 2006)

Based on the study done by Patra, Tripathy, and Choudhary (2006) discussed that TPM is a new philosophy of teamwork and continuous improvement. The authors also highlighted TPM is a program for the fundamental improvement of maintenance functions in an organization, which involves its entire employees. TPM was originally developed by the Japanese from the preventive maintenance (PM) strategies used in the United State over 30 years ago. The TPM program goal is to increase production and improve employees’ moral and job satisfaction.

Therefore, in today’s market driven economy it is vital for organizations to adopt TPM as a method which helps facilitate continuous improvement in services and this is one of the keys to staying competitive throughout the organization and supply network. In the continuous improvement process, it is not the rate that is important but the momentum that matters. This means that it does not matter how small matter or simple is that organizations are, what matter is that organization brings some kind of improvement in the organization.

In maintenance areas, most of the authors described preventive maintenance and productive maintenanceas as the well-developed activities. Similarly, in production areas, the already developed parts are quality and total quality management (TQM). But in a fully developed of TPM implementation, as envisaged by the Japanese, the relationship between both areas between maintenance and production shown in Figure 2.10.

Figure 2‎ .10: The relationship between both areas between maintenance and

production. (Patra, Tripathy and Choudhary, 2006)

There are many definitions discussed by the authors based on their research about TPM. In 2005, the author (Gichoya, 2005) presented a comprehensive review of TPM literature from which he described TPM as the Japanese approach. He defined TPM in five terms which is It aims at getting the overall efficient use of equipment, It involves every employee from top management down, it establishes a total PM system encompassing maintenance prevention and improvement related maintenance, It promotes and implements PM based on autonomous, small group activities, and It requires the participation of maintenance department workers, equipment designers, and equipment operators.

In this paper, the author also discussed the factors involved in successful implementation of TPM in the UK based on a review of a case study on manufacturing organization’s efforts to implement TPM. Figure 2.11 shows the Cause and effect diagram generic model of factors affecting successful implementation of TPM.

Figure 2‎ .11: Cause and effect diagram ± a generic model of factors affecting

successful implementation of TPM (Gichoya, 2005)

In a recent study by (Mwanza and Mbohwa, 2015), both of them defined TPM is a productivity improvement activites analogous to the use of total quality management (TQM), while also described it as a Japanese concept of equipment management that allows involvement of all employees to improve decisively the equipment performance in the manufacturing area. They also analysed the TPM into three words:

 Total: Involvement all the employees from top to bottom management.

 Productive: This means no wasted activity or the production of goods and services that exceed customer’s expectation.

 Maintenance: keeping plant and equipment in good working order.

The authors also stated that TPM is designed to improve overall efficiency or maximize equipment effectiveness by establishing a comprehensive productive maintenance system with the participation of all employees from top management down to shop-floor workers, covering the entire life of the equipment, spanning all equipment related fields such as planning and maintenance and promote productive maintenance through voluntary and motivation management small group activities.

While in the study of Total productive maintenance (TPM) as a tool for improving productivity by author (Morales Méndez and Rodriguez, 2017), the authors discussed (TPM) philosophy as a systematic means for increasing productivity and avoiding losses in an autoparts machining line. The increasing productivity and avoiding losses achieved by strategically implementing the Eight pillars of TPM on the basis of failure data, then “root cause analysis” performs for targeted improvement.

The authors satated that the contribution of TPM to the improvement of the productivity of the organization has been well recognized since the “Japan Institute of Plant Maintenance (JIPM)” introduced it to the industrial community as a way of eliminating the six big losses such as machine breakdowns, rework, process errors, reduced speed, idling at work station, and adjustmens. The company management has

24 selected the right decision with the implementation of TPM as an improvement strategy at the bottleneck of one of their most important machining.

2.3 Reliability Centered Maintenance (RCM)

The efficiency of a maintenance policy can be accessed through this two measures (effectiveness and accuracy) are suggested in Al Najjar. The accuracy of the timing of maintenance action highly affects the useful life length of the maintained equipment and component, number of planned replacements, number of failures, mean time to repair, consequently production costs, and maintenance direct costs. Increase inthe accurate the maintenance action timing will increase the utilization of the component life.

Al-Najjar and Alsyouf stated that to achieve more efficient maintenance need to depends on the capability of the implemented maintenance policy. The implemented maintenance policy used to provide and employ effectively the relevant information about the factors affecting the life of the component and equipment in question. Maintenance ability (effectiveness) can be increase through avoiding failures and makes use as much as possible of the equipment and component effective life due to performing replacements ‘‘just’’.(Al-Najjar and Alsyouf, 2003)

The reliability of assets not only depends on the realibility of people but alsoon the production process and the equipment used in it. Reliability management is used to remove the effects of system failures, caused by human factors and equipment problem. Realibility means the probability that a component will not fail during perform its function within the thespecific target set by the production system. Difficulties can be observed in developing of RCM as a function of quality and quantity of maintenance information.

Gupta and Mishra discussed that RCM has been one of the most recent strategies in maintenance around the world. It was originated in the airline industry in the 1960s as a systematic process for optimization and development of the maintenance requirements of a physical resource in its operating context to realize its

25 inherent reliability by logically incorporating the maintenance strategies like preventive, reactive, condition based and proactive maintenance. The theory of RCM is the function of the operating system to recognize the consequences of the failure by the failure analysis and system function. (Gupta and Mishra, 2016)

RCM can be defined as a logical and structural process for developing or optimizing the maintenance requirements of a physical resource in its operating context to realize the level of reliability which can be achieved with an effective maintenance program. RCM is a maintenance strategy process to determine the maintenance requirements of any physical asset by identifying the functions of the asset in its operating context, the factor of failures and the effects of the failures.

Ahuja and Khamba describe that the various tools employed for affecting maintenance improvement include Hazard and Operability (HAZOP) Analysis, Failure mode and effect analysis (FMEA), Failure mode effect and criticality analysis (FMECA), Fault Tree Analysis (FTA), Physical Hazard Analysis (PHA) and Optimizing Maintenance Function (OMF).RCM employs a logical seven-review step philosophy to meet these challenges. The steps include:

1. Selecting plant areas that are significant 2. Determining key functions and performance standards 3. Determining possible function failures 4. Determining likely failure modes and their effects 5. Electing feasible and effective maintenance tactics 6. Scheduling and implementing selected tactics 7. Optimizing tactics and programs

The RCM goals are to identify the most applicable maintenance and cost- effective techniques for improving equipment uptime and reliability, minimize the risk and impact of failure in thefacility, utility equipment and system sand reducing operational and maintenance costs. So that, the systems and equipment functionalbility can be maintained in the most economical manner.

Overhead distiibution systems have evolved typically and are slowly composed of large populations of relatively uniform and unsophisticated elements of infrastructure. Based on the study done by John W. Goodfellow, RCM used in Overhead Electric Utility Distribution Systems. This paper is intended to convey a sense of the potential opportunities available in applying RCM analysis methods to an assessment of maintenance of overhead distribution systems. The author stated that RCM methods have been successfully applied to analyses of maintenance needs of the utility industry, including power production. (Goodfellow, 2000)

In this paper, the author discussed that RCM was developed in the commercial aviation industry to optimize maintenance activities for new aircraft. The RCM method was developed to optimize the maintenance of a system with high reliability requirements before there was any failure data in order to guide traditional analysis. RCM then migrated to other industries with high reliability needs. In the year of 199O’s, RCM had made its way to the utility industry in nuclear generating stations.

John W. Goodfellow also stated that RCM is based on a fundamental belief that reliability is an action of system design and that the goal of RCM maintenance is to preserve the system. He also defined RCM as a method uses structured decision analysis logic to define and identify significant risks to system function and to develop and assess means of risk mitigation and preserving system finction. In doing so, the RCM analysis proceeds through a systematic and deliberate assessment of causes, failure modes, rates, and consequences, thus establishing a more complete understanding of how the system performs, how it can fail, and how unacceptable risk of failure can best be addressed.

Based on a study in Fmea and Fta analysis for application of the reliabilitycentered maintenance methodology ( a case study on hydraulic turbines) by Rodrigo de Queiroz Souza, and Alberto José Álvares, the objective of this study is to evaluate the application impact of the RCM methodology on a power generating system. The RCM significant improvements in the maintenance and functions performance, and also improve reliability and availability of equipment. The authors stated, the RCM has expanded its application to practically all the human activity

27 branches, wherever it has the necessity to keep the functioning of physical processes or assets.

In the electric sector, the companies face the challenge of technological and managerial obsolescence, as well as the challenge of survival with the newly imposed rules of relationship and market. However, due to the sophistication of the electronic and electric equipment used by the consumers, the requirements on the reliability of the electric energy supply have improved extensively.

In this study, the authors discussed that RCM uses many methods and tools from an open set of solutions, some traditional ones, and other modern ones, according to a property and structuralized documented sequence. The tools used to develop a maintenance method in accordance with the RCM specifications were FMEA (Failure Modes and Effects Analysis) and FTA (Fault Tree Analysis). Both FMEA and FTA are tools of product and processes analysis that allow for a standardized and systematic evaluation of possible failures, establishing its consequences and guiding the adoption of preventive and corrective actions (Souza and Álvares, 2008). Table 2.2 shows the example of FMEA punctuation form used in RCM while Figure 2.12 shows the Fault Tree illustrating the general failures in the lubrication and oil cooling system of the combined bearing.

Table 2.2:FMEA punctuation form.

Figure 2‎ .12: Fault Tree illustrating the general failures in the lubrication and oil

cooling system of the combined bearing.

In the other journal, Dehghanian stated that RCM procedure can be implemented in power distribution systems. In this study focused on RCM in the power electric industry, some publications have described analyses on the high- voltage (HV) and medium-voltage (MV) facilities. The author defined RCM as a well- organized method wherein the improvements in the system reliability also linked to maintenance process of system components. Interests in RCM in electrical engineering increase in the 1980s in the wake of its successful deployment in the aerospace and aircraft industry in the 1960s. More achievements in RCM applications have been reported in the chemical industry, process/oil, and gas nuclear industry. (Dehghanian et al., 2013a)

The concept RCM is applied to the two wind-turbine models Vestas V44- 600 kW and V90-2MW. Combining assessment of expert judgement on the results of failure statistics, the analysis is focused on the most critical subsystems that respect to failure consequences and frequencies. RCM method provides the most relevant functional failures, reveals their causes and underlying mechanisms, and identifies remedial measures to prevent either the failure itself or critical secondary damage through the RCM tools such as FMEA.

The RCM analysis presented here follows the methodology of a study described in (Dehghanian et al., 2013a) The implemented limited-scope RCM analysis has covered the following steps in Figure 2.13.

1) system selection and definition

2) identification of system functions and functional failures

3) selection of critical items

4) data collection and analysis;

5) failure modes, effects, and criticality analysis including failure causes and mechanisms of the dominant failure modes

6) identification of applicable maintenance actions

Figure 2‎ .13: The implemented steps of RCM.

CHAPTER 3: METHODOLOGY

1.0 Overview

This paper is using the conceptual analysis method of Näsi's four elements of concept analysis published by Anita Nuopponento study the conceptual analysis of TPM and RCM and to investigate the relationships TPM and RCM. The research published journals is studied from various ofauthors from different over the years. Next, survey method has been studied to choose the right survey techniqueto study the relationship of Total Productive Maintenance (TPM) And Reliability Centered Maintenance (RCM) in the scope of the industry. A structural questionnaire was sent to manufacturing companies around Pulau Pinang for obtaining the information on the topic. Then, all the data will be analysed before come out with the conclusion.

3.1 Conceptual Analysis Method

In Näsi's four elements of concept analysis, there are four 4 elements in the model as we can see clearly in Figure 3.1. The first element is creating a knowledge foundation, the second one is external analysis, the third is internal analysis and the last element is forming conclusions.

Figure 3‎ .1: Näsi's four elements of concept analysis

3.1.1 Element 1: Creating a knowledge foundation

Firstly, all the information on relevant research and its results about TPM and RCM is gathered. The common information about geneology, definition, objective and purpose of implementation of TPM and RCM in the literature are gathered detailed with the titles of the research and name of the author. The literature had been limited to only from jounals, books, and articles from the diferent author. In this methodology, it is divided into two part which is TPM and RCM. Figure 3.2 shows the element 1 in Näsi's four elements of concept analysis.

Collect all the Collect all the related related published published research of research of TPM RCM

Information gathering

Figure 3‎ .2: Element 1 (creating a knowledge foundation)

All the information related to this title had been collected and all the information then are documented in the tables. The detail included in this table is the title of journal/book, author and year it been published.

3.1.2 Element 2: External analysis

In an External analysis based Näsi's four elements of concept analysis, the Element 2 involves distinguishing and delimiting the concepts to be studied from their superordinate concepts and other related concepts, mean all the concept about TPM

32 and RCM from the literature has been distinguished. In this element, it is focused on separating and understand the concept of TPM and RCM.

The author did some review on their research about TPM and RCM. All the information from element 1like the definition, history, objective, implementation and all princple that already mentioned in the paper is distinguished and the characteristic reviewed. Then the data is analyzed from each perspective. This element also applied for both of TPM and RCM. Figure 3.3 shows the flow of finding an element 2.

3)Separate and put all 4)Finalize and the selected 1)Read the 2)Find state the information articles/jou related exact term of in table ( as rnal points TPM and show in RCM Appendix A and B )

Figure 3‎ .3: Flows in finding element 2 (external analysis)

3.1.3 Element 3: Internal analysis

In Näsi's internal analysis in element 3, the concepts between both TPM and RCM are analysed in different views and the concepts are broken down into their parts. This element reanalysing and combining all research that discussed the both TPM and RCM to differentiate between the terms discussed. The Author discussed the link between TPM and RCM. Element 2 focussed only on the view of TPM and the view of RCM individualy from different kinds of literature but element 3 focused more on the relationship between TPM and RCM. Element 3 as given in Figure 3.4.

Reanalysing and combining ELEMENT 2 all the concept of TPM and EL E MENT 4

RCM

Figure 3‎ .4: Element 3 (internal analysis)

3.1.4 Element 4: Forming conclusions

Finally, forming conclusions about the conceptual analysis of Total Productive Maintenance (TPM) And Reliability Centered Maintenance (RCM). In this step, the solutions to concept problems are offered. Solutions could be either modifying or accepting the old concepts, or even forming new concepts. Then, the similarity and the differentiation between TPM and RCM are documented. Element 4 as given in Figure 3.5 and Figure 3.6 shows the overall process flow for Näsi's four elements of concept analysis.

Clarified and ELEMENT 3 determine the Documentation END result

Figure 3‎ .5: Element 4 (forming conclusion)

STAR T

ELEMENT 1

1)Information gathering ( from journal, articles and ELEMENTbook ) 1

2)Collect all the related literatures ( geneology, definition,etc )

ELEMENT 2

Distinguish the related

concept and principle

ELEMENT 3

Reanalysing and combining all the concept

ELEMENT 4

Clarified and determine the result

END

Figure 3‎ .6: Overall process flow for Näsi's four elements of concept analysis.

3.2 Survey Method

A survey can be defined as any activity that collects information in an organised and methodical manner about characteristics of interest from some or all units of a population using the well defined method, concepts, and procedures, and compiles such information into a useful summary form. A survey usually begins with the need for information or the reason why survey must be conducted where no data or insufficient data exist. Sometimes this need arises from within the statistical agency itself, and sometimes it results from are a quest from an external client, which could be another government agency or department, or a private organisation. Typically, the statistical agency or the client wishes to study the characteristics of a population, build a database for analytical purposes or test a hypothesis.

There are several interconnected steps consist in the survey which includes: defining the objectives, selecting a survey frame, determining the sample design, designing the questionnaire, collecting and processing the data, analysing and disseminating the data and documenting the survey.

A survey can be broken down into several phases. The first is the planning phase, which is followed by the second phase of the design and development, and then the implementation phase. Finally, the entire survey process is reviewed and evaluated. The phases of the survey are as depicted in Figure 3.7 (Fellegi, 2010).

PHASE 4 PHASE 3 reviewed and implementatio evaluated PHASE 2 n phase design and PHASE 1 developmen planning t phase phase

Figure 3‎ .7: The phase of the survey

3.2.1 Steps of a Survey

A survey is a much more complex procedure than simply asking questions and compiling answers to produce statistics. To yield accurate information, numerous steps must be carried out following precise procedures and method. These steps include formulating the survey objectives, determining the survey frame, determining the sample design, designing the questionnaire, performing data collection, data analysis, and documentation. This thesis using the survey method of “Survey Methods and Practices ” published by Dr. Ivan P. Fellegi in 2010. (Fellegi, 2010)

3.2.2 Formulation of the Statement of Objectives

Statement of Objectives is one of the most important tasks during conducting a survey. This establishes not only the survey’s broad information needs, but the specific topics to be addressed, the operational definitions to be used, and the analysis plan. So in this thesis, the main objective for this survey is to study the current maintenance strategies in the real industries and to relate it with the Total Productive Maintenance (TPM) And Reliability Centered Maintenance (RCM).

3.2.3 Selection of a Survey Frame

The survey frame provides the means of contacting and identifying the units of the survey population. It is important to decide who will be included in the survey population. The survey frame should include some or all of the following items:

i. Identification data -Identification data are the items on the frame that uniquely identify each sampling unit, such as name, exact address, and a unique identification number. ii. Contact data -Contact data are the items required to locate the sampling units during collection, for such as mailing address or telephone number. iii. Classification data -Classification data are useful for selection of sample and possibly for estimation.

3.2.4 Determination of the Sample Design

This survey can be splitted into two type which is census surveys and sample surveys. In a census survey, data are collected for all units in the population while, in a sample survey, data are collected for only a fraction (typically a very small fraction) of units of the population. Two types of sampling exist which is probability sampling and non-probability sampling. Non-probability sampling provides an easy, inexpensive and fast way of selecting units from the population but uses a subjective method of selection. The data analyst must assume that the sample is representative of the population in order to make inferences about the population from a nonprobability sample. This is often a risky assumption given the subjective method of selection. Probability sampling is more costly, more complex, and takes longer time than nonprobability sampling.

3.2.5 Questionnaire Design

A questionnaire or form can be defined as a group or sequence of questions designed to obtain information on a subject from a targeted respondent. Questionnaires can either be in computerised or paper format. Questionnaires play a main role in the data collection process since they have a major impact on data quality and influence the image that the statistical agency projects to the public. The goal is to obtain information in such a way that survey respondents understand the questions and can provide the correct answers easily in a form that is suitable for subsequent processing and analysis of the data. The questionnaire design process starts with the formulation of survey objectives and information requirements and continues with consult with data users and respondents. Next, review previous questionnaires followed draft the questionnaire before review and revise the questionnaire. Then the questionnaire must be tested and revised and lastly, the the questionnaire must be finalized.

3.2.6 Data Collection Methods

During the planning phase of a survey as mentioned in Figure 3.11, many decisions must be made regarding the method of data collection. Data collection is the process of gathering the required information for each selected unit in the survey. The method of data collection should be chosen in order to achieve a high participation rate and to collect data as complete and accurate as possible while minimising the burden to the respondent and operational constraints. The basic methods of data collection can be divided into two which is Self-Enumeration and Interviewer-assisted (Personal Interviews or Telephone Interviews). i. Self-Enumeration

With self-enumeration, the respondent completes the questionnaire without the assistance of an interviewer. There are a variety of ways that the questionnaire can be delivered to and returned by the respondent: by post or facsimile, electronically (including the Internet) or by an enumerator. Self-enumeration methods require a very well-structured questionnaire, simple and easy to follow questionnaire with clear instructions for the respondent. A telephone number detail of respondent must be included to obtain help completing the questionnaire. There is two type of self- Enumeration which is when computer-based it is called Computer-Assisted Self Interviewing (CASI) and when paper-based, this method is called Paper and Pencil Interviewing (PAPI). ii. Interviewer-assisted (Personal Interviews or Telephone Interviews)

The interviewer-assisted consist of two ways. The first one is personal Interviews. These personal interviews involve interviewer and respondent. The interview is conducted in person, usually at the respondent’s residence or work place, although it can be conducted in a public place. The interviewer will assist the respondent to complete the questionnaire. Secondly, an interviewer assists the respondent to complete the questionnaire over the telephone and this is called as Telephone Interviews.

3.2.7 Data Analysis

Data analysis must relate the survey results to the questions and issues stated by the statement of objectives. This is one of the most crucial steps in a survey since the quality of the analysis can substantially affect the usefulness of the whole survey. In this step, the data collection will be summarized and interpreted their meaning in a way that provides clear answers to questions that initiated the survey related to TPM and RCM view. This data analysis may be restricted to the survey data alone or it may compare the survey’s estimates with results obtained from other data or survey sources.

3.2.8 Documentation

Documentation is a final step in survey method. This step provides a record of the survey of TPM and RCM and should encompass every survey step and every survey phase. It may record different aspects of the survey and be aimed at different groups, such as management, engineer, technical staff, and operator. For example, a report on data quality provides users a context for the informed use of the data. A survey report that includes not only what decisions were made, but also why they were made provides management and technical staff with useful information for future development and implementation of similar surveys. During implementation, documentation of procedures for staff helps to ensure effective implementation of TPM and RCM in the real industry. Figure 3.8 shows the overall flow of steps involves in survey method and Figure 3.9 shows the flowchart of this project.

Formulation of the Statement of Objectives

Selection of a survey frame

Determination of the sample design

Questionnaire design

Data collection

Data analysis

Documentation

Figure 3‎ .8 :The steps of survey method.

START

Information gathering and understand the project

Preparation of conceptual Preparation of survey analysis

Collection of all related Formulation of the Statement literatures of Objectives

Selection of a survey frame Separation and understanding concept and principle

Determination of the sample

Recombination and analysing design concept Questionnaire design

Identification of the philosophy and determination Data collection of result

Data analysis

Final documentation

END

Figure 3‎ .9: Flowchart scope of the project

CHAPTER 4: RESULT AND DISCUSSION

1.0 Overview

Chapter 4 will discuss the result of both methods used in this project which is from conceptual analysis and survey method. In conceptual analysis method, all related information from the selected jounals, articles and book were rewied for both TPM and RCM. The result discussed according to the sequence element involved in Näsi's four elements of concept analysis to find out the concept and the relationship of TPM and RCM. In survey method, all the collected data will be analysed to find the relationship of TPM and RCM in the real industry view.

4.1 The result of conceptual analysis

4.1.1 Element 1 (creating a knowledge foundation )

All the information related to the jounals, books, and articles about TPM and RCM had been collected and all the information then are documented in the tables. The detail included in this table is the title of journal/book, author and year it been published. Table 4.1 shows the Journals and Articles for Total Productive Maintenance (TPM) while, Table 4.2 shows the journals and articles for Reliability Centered Maintenance (RCM).

Table 4.1: Journals and Articles for Total Productive Maintenance (Tpm)

Titles Authors

Integration Of Overall Equipment Effectiveness (OEE) And Reliability Method For (Samat, Kamaruddin and Azid, 2012) Measuring Machine Effectiveness.

Implementation of Autonomous Maintenance in Semiconductor (Ab-Samat et al., 2012) Industry: A Case Study

Design of a total productive maintenance model for effective implementation: a Case study of (Mwanza and Mbohwa, 2015) a chemical manufacturing company

Total productive maintenance and manufacturing performance (Hooi and Leong, 2017) improvement

Implementing the office total productive maintenance (Patra, Tripathy and Choudhary, 2006) (‘‘office TPM’’) program: a library case study

Total productive maintenance: (Ahuja and Khamba, 2008b) literature review and directions

Discussion on key successful (Shen, 2015) factors of TPM in enterprises

Handbook of Maintenance (Duffuaa and Ben-Daya, 2009) Management and Engineering

Factors affecting successful implementation of total productive maintenance: A UK (Bamber and Sharp, 1999) manufacturing case study perspective

Managing commitment: increasing the odds for (Hansson, Backlund and Lycke, 2003) successful implementation of TQM, TPM or RCM Implications of Total Productive (Pinto, Pimentel and Cunha, 2016) Maintenance in Psychological

Sense of Ownership Total productive maintenance (TPM) as a tool for improving (Morales Méndez and Rodriguez, 2017) productivity: a case study of application in the bottleneck of an auto-parts machining line

Table 4.2: Journals and Articles for Reliability Centered Maintenance (Rcm)

Titles Authors

A Comprehensive Scheme for Reliability Centered Maintenance of Power (Dehghanian et al., 2013b) Distribution Systems—Part I: Methodology

A SWOT analysis of Reliability (Gupta and Mishra, 2016) Centered Maintenance framework

You may need RCM to enhance (Ben‐Daya, 2000) TPM implementation

Managing the introduction of (Backlund, 2003) RCM

An analysis of maintenance strategies and development of a (GUSTAV FREDRIKSSON, 2012) model for strategy formulation

– A case study

Managing commitment: increasing the odds for (Hansson, Backlund and Lycke, 2003) successful implementation of

TQM, TPM or RCM

Importance of Training and Data management Issues in implementing Reliability (Chopra, Sachdeva and Bhardwaj, 2014) Centered Maintenance (RCM)

Reliability-Centered Maintenance for Wind Turbines (Fischer, Besnard and Bertling, 2012) Based on Statistical Analysis and Practical Experience

Fmea And Fta Analysis For Application Of The Reliabilitycentered Maintenance (Souza and Álvares, 2008) Methodology: Case Study On Hydraulic Turbines

Selecting the most efficient maintenance approach using (Al-Najjar and Alsyouf, 2003) fuzzy multiple criteria decision making.RCM

4.1.2 Element 2 (external analysis )

Genealogy

In today’s dynamics environment, maintenance is becoming a critical factor that impacts on the profit of a plant in most type of organizations and system including manufacturing, transportation, and construction. It is being affected by many functional areas such as human resources, production, quality control, marketing, and inventory.

Maintenance plays an important role that can help to save a huge amount of money, time and useful resources in dealing with performances, maintainability and reliability issue. So, selecting appropriate maintenance policies is vital for all the organizations making for better maintenance of the assets. Over the past two decades, most organizations have used different approaches to increase the effectiveness of maintenance in their plant. This paper will focus on Reliability Centered Maintenance (RCM) and Total Productive Maintenance (TPM), over the traditional fire fighting reactive maintenance approaches. Figure 4.1 shows the timeline of RCM and TPM.

Since 1900, maintenance departments have gone from just being responsible only for repairs to take over responsibility for maintenance and preventive maintenance in the year 1960-1970 (Ljungberg, 2000). During this moments, the Japanese companies became interested in the American corporate procedure, which is preventive maintenance. The preventive maintenance was embraced and had problems with an increasingly higher degree of automation. Then, Preventive Maintenance for Autonomous maintenance began the elaboration of what is now known as Total Productive Maintenance was developed by the Japanese company Nippon denso. (Ventakesh, 2009).

Total productive maintenance (TPM), has been identified as a new manufacturing paradigm that has gone through a rapid but steady evolution in Japan. TPM involves everybody in the organisation and it proactively provides comprehensive maintenance for all productive equipment daily throughout its life.

(Hooi and Leong, 2017)

BREAKKDOWN MAINTENANCE (BM) 1950 Maintenance strategy, where repair is done after the equipment failure/stopage or upon occurence of severe performance decline(Wireman,1990).machine are serviced only when repair is drastically needed.

PREVENTIVE MAINTENANCE (PM) 1951 Physical check upof the equipment to prevent equipment breakdown and prolog equipment service life.

PREDICTIVE MAINTENANCE(PDM)/CONDITION BASED MAINTENANCE(CBM) Maintenance is initiated in response to a specific equipment condition or performance deterioration.Same principle as PM.

CORRECTIVE MAINTENANCE (CM) 1957 Concepts to prevent equipment failures is further expanded to be applied to the improvement of equipment so that the equipment failures can be eliminated.

MAINTENANCE PREVENTION (MP) 1960s Activity wherein the piece of equipment are designed such that they are maintenance free and an ultimate ideal condition of ' what the equipment and the line must be ' achieved.

RELIABILITY CENTERED MAINTENANCE (RCM) 1960s Structural or logical process for developing or optimizing the maintenance requirement of a physical reource in it operating context to realize its inherent reliability.

PRODUCTIVE MAINTENANCE 1960s Economic maintenance that raises equipment productivity. CM and MP throughout life cycle of equipment is called productive maintenance.

COMPUTERIZES MAINTENANCE MANAGEMENT SYSTEM (CMMS) 1960s Assist in managing a wide range of information on maintenance. Can be used to plan and schedule work orders, and manage overall maintenance workload.Part of PM.

TOTAL PRODUCTIVE MAINTENANCE (TPM) 1971 Japanese Philosopy developed based on PM to optimize equipment effectiveness, eliminates breakdowns and promote autonomous maintenance by the operator.

Figure 4‎ .1: The timeline of RCM and TPM.

In 1970, TPM concept was first introduced as a unique Japanese philosophy, which has been developed based on the concepts and methodologies of Productive Maintenance. M/s Nippon Denso Co. Ltd, a supplier of M/s Toyota Motor Company, Japan has first introduced the TPM concept. Jonas Hansson and Fredrik Backlund (2003) stated that TPM was developed for the manufacturing sector, it focuses on continuous and systematic improvement and on integrating operators within maintenance work in order to maximise overall equipment effectiveness, OEE. (Backlund, 2003)

Ahuja and Khamba (2008) discussed that, before the TPM concept was introduced by M/s Nippon Denso Co. Ltd, there are one concept was also founded in the 1960s which is a Reliability Centered Maintenance (RCM) but initially oriented towards maintaining airplanes and used by aircraft manufacturers, the government and airlines. At that time, RCM is used to determine the maintenance requirements of any physical asset in its operating context by studying the functions of each the asset, the failure causes and the effects of the failures in aircraft manufacturers. (Ahuja and Khamba, 2008b)

Based on the journal title “A Comprehensive Scheme for Reliability Centered Maintenance in Power Distribution Systems” published in 2013 (Dehghanian et al., 2013b), the authors stated that the interests in RCM in electrical engineering increase in the 1980s due to the successful deployment in the aircraft and aerospace industry in the 1960s. They also mentioned that more achievements in RCM applications have been reported in process/oil and gas, the chemical industry and nuclear industry.

The application of the RCM has been motivated either by the improvement requirements imposed by the society, related to the people and patrimony security and to the environment preservation or by the improvement of the efficiency, productivity, and competitiveness in the industry.

It is clear that RCM was implemented firsts before the TPM been implemented. This is because RCM was founded in the 1960s initially oriented towards maintaining airplanes and used by aircraft manufacturers, the government and airlines while TPM concept was first introduced as a unique Japanese philosophy, which has been developed based on the concepts and methodologies of Productive Maintenance. M/s Nippon Denso Co. Ltd in the year 1970.

Definitions

From the literature that Author collected combined with data in all literature, the definitions of TPM is put on the table 4.3 and table 4.4 shows the definition of RCM.

Table 4.3: Definitions of TPM from various literature

Author Total Productive Maintenace (Morales Méndez and TPM is a philosophy that increasing levels of Rodriguez, 2017) knowledge, equipment efficiency, and performance, involves the entire organization and teamwork in every area. (Hooi and Leong, Described that TPM has a direct impact on 2017) improving the overall equipment effectiveness, OEE.

(Pinto, Pimentel and TPM as an innovative approach to company Cunha, 2016) maintenance that promotes autonomous maintenance between operators eliminates faults through day-to-day activities involving the entire force work and optimizes equipment efficiency

(Shen, 2015) TPM Pursue the maximum efficiency of the overall manufacturing system (overall efficiency) and it is also aiming at improving enterprises’ quality

(Mwanza and Defined it as a Japanese concept of equipment Mbohwa, 2015) management that allows a facility to increase decisively the equipment performance in the manufacturing field with the help and involvement of all people in the organization and also stated that TPM as an improvement of productivity practice analogous to the use of total quality management (TQM) (Ahuja and Khamba, The author defined TPM as an innovative approach 2008b) to maintenance that eliminates breakdowns, promotes autonomous maintenance and optimizes equipment effectiveness, and by operators through day-to-day activities involving the total workforce.

(Patra, Tripathy and TPM as a program that can increase production Choudhary, 2006) efficiency and improve employees’ moral and job satisfaction.

(Al-Najjar and Mentioned TPM, improving the overall equipment Alsyouf, 2003) effectiveness (OEE) and includes a company-wide 50

approach to equipment or asset care and plant, that involves the active participation of all employees.

(Hansson, Backlund TPM as a method to integrate operators within the and Lycke, 2003) maintenance work and on continuous and systematic improvement in order to maximise overall equipment effectiveness, OEE.

Establishing a thorough system of PM, Productive (Bamber and Sharp, maintenance maximising equipment effectiveness 1999) through involving the total participation of all employees.

Table 4.4: Definitions of RCM from various literature.

Author Definition of RCM RCM as the function of the operating system to (Gupta and Mishra, recognize the consequences of the failure by the 2016) system function and failure analysis.

(Chopra, Sachdeva RCM defined as a technique for prioritizing the and Bhardwaj, 2014) maintenance strategy in a logical and systematic manner.

(Dehghanian et al., Stated that RCM as a well-organized method 2013a) wherein the improvements in the system reliability linked with maintenance process of system components.

Emphasize the importance of reliability when (GUSTAV focusing (or centering) preventive maintenance, PM FREDRIKSSON, activities on the retention of inherent design 2012) reliability of the equipment.

(Fischer, Besnard and RCM defined as mathematical maintenance Bertling, 2012) optimization techniques alone do not ensure that the maintenance efforts address the most relevant components and failures, so RCM as a qualitative method is limited in assessing the cost effectiveness of different maintenance strategies.

(Liggan, 2008) Defined RCM as a structured approach to blends failure and risk analysis with preventative and condition based maintenance, improving

equipment reliability and ensures that only the maintenance that matters is carried out and all non- value adding activities are eliminated

(Ahuja and Khamba, 2008b) RCM can be defined as a structured, logical process for expanding or optimizing the requirement of maintenance of a physical resource in its operating context to realize its “inherent reliability”, ( level of reliability which can be achieved with an effective maintenance program) . (Souza and Álvares, RCM intend to determine the maintenance 2008) requirements of each equipment to protect the function of the equipment. (Hansson, Backlund Mentioned RCM as a systematic approach for and Lycke, 2003) identifying effective and efficient preventive maintenance tasks, by means of risk and function analysis.

(Al-Najjar and Authors defined reliability centered maintenance Alsyouf, 2003) (RCM) as a methodology to determine what must be done to make sure that the asset continues fulfilling its intended functions in its operating context. (Backlund, 2003) Defined RCM as a systematic approach to identifying effective and efficient preventive maintenance task with a specific set of procedures.

Autors defined that RCM focuses more on (Waeyenbergh and reliability, rather than maintainability and Pintelon, 2002) availability.

Principles and concepts

TPM as an innovative approach to maintenance that eliminates breakdowns, promotes autonomous maintenance and optimizes equipment effectiveness, and by operators through day-to-day activities involving the total workforce. TPM concepts are originating from Japan to support its lean manufacturing system since effective and dependable equipment are essential pre-requisite for implementing Lean manufacturing initiatives in the organizations. Total Quality Management (TQM) and Just-In-Time (JIT) programs have been around for a while, the manufacturing organizations off late, have been putting in enough confidence upon the latest strategic quality maintenance tool as TPM. Referring to Figure 2.5 shows the relationships between TPM and Lean Manufacturing building blocks. It is clearly revealed, that TPM contributes towards the success of lean manufacturing when it acted as the corner stone activity for most of the lean manufacturing philosophies.

Vinodh and Joy (2012), stated that Lean manufacturing is a system that is focused on the processes which minimising variations and facilitate waste reduction thereby facilitating cost reduction. Several technique and tools have been proposed in the context of lean manufacturing. According to Toyota Production system, the seven most common wastes are waiting, overproduction, transport, unnecessary inventory, inappropriate processing, waste of motion and defects. There are various tools and techniques to implement lean principles to an industry which is Value Stream Mapping (VSM), Total Productive Maintenance (TPM), Failure Mode and Effect Analysis (FMEA), Total Quality Management (TQM), 5S, Quality Function Deployment (QFD), Kaizen and Kanban (Vinodh and Joy, 2012). Figure 4.2 shows the tools of Lean manufacturing.

5S KANBAN KAIZEN

Total Total Quality Productive Just In Time Maintenance Maintenance

JIDOKA HEIJUNKA SIX SIGMA

Failure Mode Overall and Effect POKA-YOKE Equipment Analysis Effectiveness

Single - Value Stream Minute Mapping Exchange Die

Figure 4‎ .2:shows the tools of Lean manufacturing.

TPM emerges to bring both maintenance and production functions together by a combination of good team-working, continuous improvement and working practices. The goal of a TPM program is to improve production and increase employees’ moral and job satisfaction (Patra, Tripathy and Choudhary, 2006). The principal features of TPM are the pursuits of maintenance prevention, economic efficiency or profitability, the use of preventive maintenance, improving maintainability, and total participation of all employees.

TPM seeks to utilize equipment effectiveness throughout the lifetime of the equipment. It strives to make sure the equipment in optimum condition in order to prevent unexpected speed losses, quality defects and breakdown occurring from process activities. Gustav Fredriksson in the year 2012 mentioned there are three ultimate goals of TPM which is zero defects, zero accident, and zero breakdowns. Figure 4.3 shows that TPM consists of three basic goals; Zero product defects, Zero

54 breakdowns, and Zero Accidents. Furthermore, TPM has 12 activities coupled to the basic goals.

Figure 4‎ .3: TPM consists of three basic goals; Zero product defects, Zero breakdowns,

and Zero Accidents. Furthermore, TPM has 12 activities coupled to the basic goals.

(GUSTAV FREDRIKSSON, 2012)

TPM has it own basic practices are often called the pillars or elements of TPM. The pillars TPM paves way for excellent planning, organizing, monitoring and controlling practices through its unique eight-pillar methodology. The eight pillar implementation plan can result in areduction in maintenance costs, reduced production stoppages and downtimes, and asubstantial increase in labor productivity. The eight TPM pillars are as depicted in Figure 2.6 (Ahuja and Khamba, 2008a)

According to Hooi and Leong (2017), TPM best described a method to optimises equipment effectiveness, promotes maintenance autonomy involving total workforce and eliminates breakdowns. It is a total maintenance system that covers preventive maintenance, maintenance prevention, and improvement related

55 maintenance, with the ultimate goal of preventing waste and losses. Figure 4.4 shows the issues addressed by various TPM pillar initiatives

Autonomous •Fostering operator ownership •Perform cleaning – lubricating – tightening – adjustment – maintenance •inspection – readjustment on production equipment

•Systematic identification and elimination of 16 losses Focused •Working out loss structure and loss mitigation through •structured why-why, FMEA analysis improvement •Achieve improved system efficiency •Improved OEE on production systems

•Planning efficient and effective PM, PdM and TBM systems over Planned •equipment life cycle •Establishing PM check sheets maintenance •Improving MTBF, MTTR

Quality •Achieving zero defects •Tracking and addressing equipment problems and root causes maintenance •Setting 3M (machine/man/material) conditions

•Imparting technological, quality control, interpersonal skills Education and •Multi-skilling of employees •Aligning employees to organizational goals training •Periodic skill evaluation and updating

•Ensure safe working environment Safety, health •Provide appropriate work environment •Eliminate incidents of injuries and accidents and environment •Provide standard operating procedures

•Improve synergy between various business functions •Remove procedural hassles Office TPM •Focus on addressing cost-related issues •Apply 5S in office and working areas

Development •Minimal problems and running in time on new equipment •Utilize learning from existing systems to new systems management •Maintenance improvement initiatives

Figure 4‎ .4 :shows the issues addressed by various TPM pillar initiatives

The theory of RCM is the function of the operating system to recognize the consequences of the failure by the system function and failure analysis has been defined by (Gupta and Mishra, 2016). It is an imperative technology in the industry of maintenance field that can be functional to increase the equipment reliability and availability and reduce maintenance and operational costs. The primary objective of RCM is to preserve functions. RCM is a technique for prioritizing the maintenance strategy in a logical and systematic manner. Figure 4.5 shows the four principles or key features that characterize the RCM process.

1.Preserve the functions the first and principal feature of RCM process. This feature is important in its understanding. It must be stressed, as it forces a change in the typical view of equipment maintenance and replaces it with the view of functional preservation. What is required is to identify the desired system output and ensure availability of the same output level?

2. Identification of the particular failure modes that can potentially cause functional failure is the second feature of RCM process. This information is crucial whether a design or operational modification is required or a maintenance plan is to be made.

3. Prioritizing key functional failures is the third of the RCM process features. This feature is of foremost importance as the philosophy of efficiency with cost effectiveness can be achieved through this feature. Efforts and resources are dedicated to equipment supporting critical functions and their unavailability means major degradation of plant to even total shutdown.

4. Selection of applicable and effective maintenance tasks for the high priority items is the fourth feature of the RCM process. As described earlier, the purpose of prioritizing is to make an efficient and cost effective use of resources

Figure 4‎ .5: The four principles or key features that characterize the RCM process

(Duffuaa and Ben-Daya, 2009)

The RCM process consists of analyzing failures of equipment, assessing the consequences of each failure and choosing the best maintenance action to ensure that the desired overall level of system performance is met. The implementation of RCM generally need major resources such as human and funds resources., strategic planning, training and education, leadership support, evaluation buying in and empowerment, monitoring and evaluation, and communication are essential factors for successful implementation of RCM (Chopra, Sachdeva and Bhardwaj, 2014).

In the year 2008, Ahuja and Khamba stated that RCM is a process to determine the maintenance requirements of any physical asset in its operating context by identifying the asset functions, the failures caused, and the failures effects. RCM employs a logical seven-review step philosophy to meet these challenges. The steps include selecting significant plant areas, determining performance standards and key functions, determining possible function failures, determining likely failure modes and their effects, selecting effective and feasible maintenance tactics, scheduling and implementing selected tactics, and optimizing tactics and programs (Ahuja and Khamba, 2008b)

It is necessary to keep in mind when it uses the RCM to establish a maintenance method, these maintenance methods must answer accurately and correctly to the following questions shown in Figure 4.6.

Which are the functions to preserve?

Which are the functional failures? Which are the failure modes?

Which are the failure effects?

Which are the failure consequences? Which are the applicable and effective tasks?

Which are the remaining alternatives?

Figure 4‎ .6: Common questions to establish a maintenance method.

Various tools employed for affecting maintenance improvement in RCM include Physical Hazard Analysis (PHA), Failure mode and effect analysis (FMEA), Failure mode effect and criticality analysis (FMECA), Optimizing Maintenance Function (OMF) , Fault Tree Analysis (FTA), and Hazard and Operability (HAZOP) Analysis (Ahuja and Khamba, 2008b). RCM analysis starts with a Failure Modes Effects and Criticality Analysis (FMECA), before proceeding with the RCM decision diagram. This diagram integrates all the decision processes into a single strategic framework. An overview of the RCM approach is given in Figure 4.7 (Waeyenbergh and Pintelon, 2002). With the aid of information worksheet and the decision diagram, the following points are recorded in the RCM decision worksheet:

 What routine maintenance has to be done, how often has it to be done and who has to do it?  Which failures are serious enough to warrant redesign?  In which cases can failures happen deliberately (run to failure).

Figure 4‎ .7: RCM approach, structured with worksheets.

According to Souza and Álvares, (2008), FMEA (Failure Modes and Effects Analysis) and FTA (Fault Tree Analysis) are the tools used to develop a maintenance method in accordance with the RCM specifications. Both are tools of product and processes analysis that allow for a standardized and systematic evaluation of possible failures, establishing its consequences and guiding the adoption of preventive or corrective actions.

The failure modes and effects analysis (FMEA) is one of the most efficient low-risk tools for prevention of failures and for identification of more efficacious solutions, in cost terms, in order to avoid such problems. FMEA is a deductive technique that consists of failure identification in each component or part, its causes, and consequences on the equipment and on the whole system. The documentation of analysis FMEA was developed according to shown standardized form in Table 4.5.

Table 4.5: Standardized form for FMEA analysis. (Souza and Álvares, 2008)

Implementations

This section will review more about the implementation of TPM and RCM in industries. For the successful and continuing practices of TPM activities, its philosophy must be incorporated into the organization’s strategic policy, outlining the level and structure within which a plant is to perform maintenance in order to support that level. Figure A method is proposed for implementation of TPM and is briefed in Figure 4.8 shows the method for TPM implementation based on literature published in the year 2004 (Ahmed, Hj. Hassan and Taha, 2004).

Figure 4‎ .8: Method for TPM implementation. (Ahmed, Hj. Hassan and Taha, 2004)

TPM is one of the successful manufacturing transformation methodologies that can increase the equipment to a predictable condition. A research framework has been proposed in Figure 4.9 (Ahmed, Hj. Hassan and Taha, 2004).

Figure 4‎ .9: Framework for TPM implementation and its benefits.

TPM has been implemented for such a long time and manufacturing has various type of industries. Data adapted from (Jain, Bhatti and Singh, 2014) shows that The objective of this paper is to study the role of TPM program in both contexts of Indian industries either from SMEs to large-scale industries. TPM Award-winning Indian companies aim to encourage the other Indian organizations practicing TPM to continue the journey. India is the second largest TPM award-winner county. Figure 4.10 shows the year-wise classification of TPM Award-winning Indian organizations.

Figure 4‎ .10: Classification of TPM Award-winning Indian companies

Based on the data in Figure 4.11, the author concluded that TPM implementation practice mostly implemented in large-scale industries. The present study reveals that TPM is implemented mostly in large-scale industries either non- Indian or Indian, but in SMEs, use of TPM is limited. This study also highlights the fact that Indian SMEs need to implement the TPM to enhance availability, quality rate, performance, OEE, productivity, reduce maintenance and breakdown, and increase quality of the product. Figure 4.12 shows the sectors of TPM implementation.

Figure 4‎ .11: Year-wise classification of papers on TPM for literature review

Figure 4‎ .12: Sectors of TPM implementation

TPM implementation can be measure by using many analytical tools. Other than Statistical Process Control, OEE is one of the support tools to measure the TPM performance. Hooi and Leong (2017) described that TPM has a direct impact on improving the overall equipment effectiveness, OEE. While another author stated OEE as a method to measure the fraction of total operating time in an observation period in which the machine asset is actually engaged in a processing activity (Samat, Kamaruddin and Azid, 2012). Figure 4.13 shows the equations involve to measure OEE.

Figure 4‎ .13: The equations involve to measure OEE.

The implementation of RCM within in an organization is a human activity system. When the input was converted into output, this means the implementation was linked with the transformation process. Figure 4.14 shows the. A holistic approach to RCM implementation is involved. The output desired by the customer was sysytematic maintenance based on RCM analysis. (Backlund, 2003)

Figure 4‎ .14: RCM implementation view as a transforming process

Matuszak, (2017) stated that RCM has become one of the most often used exploitation strategies in the industry of the USA and Western Europe. As it was created, RCM became a methodology allowed meeting the expectations of the modern maintenance systems through integrated a number of techniques. RCM ensures required reliability of the process or devic by forcing the use of the most economically and technically effective techniques RCM, as the only one out of all maintenance methods, includes all variants of maintenance, such as those caused with the diagnosed technical condition of the device, changes of operational procedures planned maintenances, seeking for the hidden damages, planned exchanges of the components as well as one-off modifications, such as redesigning of components, , additional trainings, or other activities excluded from the scope of service works (Matuszak, 2017). Figure 4.15 shows the RCM strategy framework.

Figure 4‎ .15: Strategy framework of RCM

Risk analysis also plays an important role in RCM implementation. An effective use of resources can be achieved by using risk-based maintenance. Risk analysis can identify individual and asset risks when several factors that affect the quality of asset be identified (Backlund, 2003)

The maintenance performance is gauged based on machine performance with the capability to work in the operation system. The reliability principle, defined as the ability of a machine to perform, without failure in a specified function under a given production time. Figure 4.16 shows three stages of failure rates that are usually experienced by a machine: infant mortality, normal or useful life, and end of life wear- out stage (Samat, Kamaruddin and Azid, 2012)

Figure 4.16: The three stages of failure rates that are usually experienced by a machine: infant mortality, normal or useful life, and end of life wear-out stage (Samat, Kamaruddin and Azid, 2012)

4.1.3 Element 3 (internal analysis )

In Element 3, the author will reanalyse and combine all the published sourcesunderstand the concept. The author will state and discuss the geneology, the definition, the principles and concepts, and the implementation of TPM and RCM.

Genealogy

Based the geneology discussed in element 2, TPM concept was first introduced in the year of 1970, as a unique Japanese philosophy, which has been developed based on the concepts and methodologies of Productive Maintenance. This concept first introduced by M/s Nippon Denso Co. Ltd, a supplier of M/s Toyota Motor Company, Japan.

There is one concept was also founded in the 1960s before the TPM concept was introduced by M/s Nippon Denso Co. Ltd which is a Reliability Centered Maintenance (RCM) but initially oriented towards maintaining airplanes and used by aircraft manufacturers, the government and airlines. At that time, RCM is used to determine the maintenance requirements of any physical asset in its operating context by studying the functions of each the asset, the failure causes and the effects of the failures in aircraft manufacturers.

RCM has stated a long time ago before TPM and there is no acticle that shows TPM was a part of RCM. The TPM was first developed for the manufacturing sector, it focuses on continuous and systematic improvement and on integrating operators within maintenance work in order to maximise overall equipment effectiveness,( OEE) while RCM developed in aircraft manufacturers, the government and airlines.

Definition

In Element 2, authors have stated all the definition of TPM based on the literature review. From all the definitions, to make it simple to understand, TPM best described as an innovative approach to company maintenance that promotes autonomous maintenance between operators, eliminates faults through day-to-day activities involving the entire force work and optimizes equipment efficiency in order

68 to maximise overall equipment effectiveness, OEE. Autonomous Maintenance (AM) is a program to reduce technicians’ workload through operators’ involvement. Thus, the involvement of operators in maintenance tasks can reduce the workload of technicians (Ab-Samat et al., 2012)

While the primary objective of RCM is to preserve functions. From all the definition in various literature. RCM best described as a structured approach to blends failure and risk analysis with preventative and condition based maintenance, improving equipment reliability and ensures that only the maintenance that matters is carried out. The RCM is a technique for prioritizing the maintenance strategy in a logical and systematic manner.

From both definitions, it can be declared that both TPM and RCM waste and losses. But for the theory of TPM, it is about want to reduce waste in every process, which reduce the usage time, motion, inventory, and overproduction. TPM also consists of three basic goals; Zero product defects, Zero breakdowns, and Zero Accidents. While RCM is about the use of Failure mode and effect analysis helps in identifying all possible failure to reduce and eliminate a product or system failure.

Principles and concepts

There are many principles that support TPM which are the pursuits of maintenance prevention, economic efficiency or profitability, the use of preventive maintenance, improving maintainability, and total participation of all employees. TPM concepts are used to support lean manufacturing by implementing Lean manufacturing initiatives in the organizations for Total Quality Management (TQM) and Just-In- Time (JIT) program.

Lean manufacturing is a system that is focused on the processes which minimising variations and facilitate waste reduction thereby facilitating cost reduction in plants. There are various tools and techniques to implement lean principles to an industry which is 5S, Value Stream Mapping (VSM), Total Productive Maintenance (TPM), Failure Mode and Effect Analysis (FMEA), Total Quality Management

(TQM), Quality Function Deployment (QFD), Kaizen and Kanban (Vinodh and Joy, 2012). TPM is one of the tools used in Lean manufacturing.

The principle of RCM can be described from the definition of RCM. The theory of RCM described by Gajanand Gupta and Rajesh P. Mishra in the year of 2016. They defined RCM as the function of the operating system to recognize the consequences of the failure by the system function and failure analysis. Various tools used in RCM include Physical Hazard Analysis (PHA), Failure mode and effect analysis (FMEA), Failure mode effect and criticality analysis (FMECA), Optimizing Maintenance Function (OMF) , Fault Tree Analysis (FTA), and Hazard and Operability (HAZOP) Analysis (Ahuja and Khamba, 2008b).

The only thing that can be linked from the principle of TPM and RCM is through the tool of lean manufacturing shows in Figure 4.3. TPM and FMEA is a tool used in the Lean manufacturing to increase product quality, equipment reliability, safety and reduce operation cost. FMEA is a most efficient low-risk tool in RCM for prevention of failures and for identification of more efficacious solutions, in term of cost( reduce the production cost).

Implementation

For the successful and continuing practices of TPM activities, its philosophy must be incorporated into the organization’s strategic policy, outlining the level and structure within which a plant is to perform maintenance in order to support that level. Based on Figure 4.14 described the sectors of TPM implementation is mosly in manufacturing, service, process, and maintenance. Mostly TPM is described to be implemented in big plant industries while RCM can be applied in small or medium size plant.

TPM implementation can be measure by using many analytical tools. Other than Statistical Process Control, OEE is one of the support tools to measure the TPM

70 performance. Lai Wan Hooi and Tat Yuen Leong described that TPM has a direct impact on improving the overall equipment effectiveness, OEE.

4.1.4 Element 4 ( forming conclusion )

In element 4, the concepts are clarified to conclude all the related information from all the elements. Table 4.6 shows the conclusion table of all the elements.

Table 4‎ .6: Conclusion table of all elements

Characteristics Total Productive Reliability Centered Maintenance, Maintenance, RCM TPM History -TPM concept was first -Founded in the 1960s introduced in the year of -Initially oriented towards 1970 maintaining airplanes and -Developed based on the used by aircraft concepts and manufacturers, the methodologies of government and airlines Productive Maintenance. -The concept first introduced by M/s Nippon Denso Co. Ltd, a supplier of M/s Toyota Motor Company, Japan.

Theory -Promotes autonomous - Identifying effective and maintenance efficient preventive -Eliminates faults through maintenance day-to-day activities -Improving equipment involving the entire force reliability work -Optimizes equipment efficiency

Objective -Zero defects Preserve the functions -Zero breakdowns -Zero accidents

Process View -Decrase process delay -The system reliability -Improve process flow linked with maintenance process of system

Methodology Understanding the eight -Analyzing failures of

pillar of TPM, Six losses, equipment -Assessing the consequences of each failure -Choosing the best maintenance action to ensure that the desired overall level of system performance is met.

Tools -Autonomous Maintenance -FMEA -5S -FMECA -OEE -PHA -JIT -FTA -LMC -OMF -SMED -HAZOP Analysis

Type of sector -Maintenance -Maintenance -Service -Manufacturing -Manufacturing (Big plant -Service industries) -Process Benefits -Reduction in delays and -Improve system reliability downtime losses - Greater safety and -Reduction in speed losses environmental integrity -Reduction in total - Improved operating manpower performance -TPM ensures better and - Greater cost more energy saving effectiveness, - Greater cost effectiveness - The greater motivation of individuals

4.2 The result of survey method

4.2.1 Quetionnaire sample

The Author did a questionare survey with the title “Conceptual Analysis of Total Productive Maintenance (TPM) And Reliability Centered Maintenance (RCM)”. The main objective of this survey is to study the current maintenance strategies in the real industry and to relate it to the Total Productive Maintenance (Tpm) And Reliability Centered Maintenance (Rcm).

This survey involved all people from the top managements to the operator by using self-enumeration data collection method. In this method, the respondent completes the questionnaire without the assistance of an interviewer. The survey has been answered through electronically (including the Internet). So, the survey is done using the application of Google Forms.

All the structured questionnaire in this form is easy to understand to all respondents. Here is the link to the google form :

https://docs.google.com/forms/d/e/1FAIpQLSfHe5pKx6s_iodIHmwDsfiGiDhmqulLP 9y2y6v2bHvL3DNA/viewform?usp=sf_link .

There are so many questions can be asked to the respondent to achieve the survey objective. The questionnaires have beeen finalized by the author and most of the questionares very related with TPM and RCM. Appendix C show the structured questionnaire sample and Figure 4.17 shows the front page of the survey form.

Figure 4.17: Front page of the survey form.

4.2.2 Questionnaire result

The target of respondent for this survey is 20 respondents, but the total number respondent is 21 of respondents. All the result of the survey as below:

Figure 4.18: Gender type.

The survey is not biased to one gender only but included both male and female. The figure shows the gender result of respondents. The percentage of male respondents is 66.7% and is higher than the female that just only 33.3% shown in Figure 4.18.

Figure 4.19: Type of department.

An organization consists of several functional departments works in a team to sustain and develop a successful plant. The figure 4.19 shows the four main type of department that most contribute to the company. The highest respondent percentage which is 42.9% is from production department and the lowest one is 9.5% from quality department.

Figure 4.20: Type of business involved

This survey focused on two level of the business type which is Multi – National Corporation (MNC) and Small and Medium size Enterprises (SME). An MNC is corporate giants, typically houses of multiple departments and consist a large pool of staff who generally keep to their own departments, while an SME is relatively small in size and has employees frequently working across divisions to make end goals meet. Most of the respondents come from MNC with percentsge of 57.1%.

Figure 4.21: Type of maintenance strategies used in an organization.

Maintenance strategies one of the important factor that contributes to increase the production and decrease the production cost. Based on the figure 4.21, most of the respondent comes from the companies that implementing Preventive Maintenance and Corrective Maintenance rather than Reliability Centered Maintenance.

Figure 4.22: Employees involvement in maintenance activities

Overall employee involvement plays important role in developing a strong maintenance system. Figure 4.22 shows most of the industries involved the employees in their maintenance activiti with resulted in 71.4%.

Figure 4.23: Safe work environment provided by top management

Safety is the first factor need to be considered in choosing a job place. Based on the Figure 4.23 above, most of the respondent comes from the organization with safe in work environment

Figure 4.24: Management commitment to education and traning of employees.

Management commitment to education and traning of employees is a key factor in developing an excellent organization system. Based on the figure 4.24, 95.2% of the respondent get education and training in their organization.

Figure 4.25: Type of maintenance tools used in an organizations

Overall Equipment Effectiveness (OEE)

Just In Time (JIT)

Lean Manufacturing Culture (LMC)

Six Major Losses From bottom to top Failure mode and effect analysis (FMEA)

Failure mode effect and criticality analysis (FMECA)

Physical Hazard Analysis (PHA)

Fault Tree Analysis (FTA)

Optimizing Maintenance Function (OMF)

Hazard and Operability (HAZOP) Analysis

The tool that commonly used in TPM is 5S, OEE, SMED, JIT, and LMC While for RCM is FMEA, PHA, FTA, and HAZOP. All of this tool contribute to the excellent implementation of of TPM and RCM. Based on the figure 4.25 shows that the highest tool used in the most respondent organization is 5S with the percentage of 85.7 %.

Figure 4.26: Effectiveness ranking of maintenance strategies.

Determination of the effectiveness of maintenance strategies in a certain place can be divided into three stages which are good, fair and bad. Figure 4.26 shows the percentage of all the stages from all of 21 respondent. The result showed the effectiveness maintenance strategies most of the respondents in a fair stage. This mean, the organization still working towards the good stages.

CHAPTER 5: CONCLUSION

5.1 Statement conclusion of Concetual Analysis

This research is about conceptual Analysis of Total Productive Maintenance (TPM) and Reliability Centered Maintenance (RCM) by using Näsi's four elements of concept analysis. This concepts analysis has to be choosen because it is a step by step procedure and very simple to understand compare than other conceptual analysis methods. It has four elements in the model which are Element One: Creating a knowledge foundation, Element Two: External analysis, Element Three: Internal analysis and Element Four: Forming conclusions. For this research, in element one, found several kinds of literature that related to TPM and RCM. In element two, author breakdown the information in the literature into several parts which is genealogy, definition, principles, and concepts, and implementation of TPM and RCM.

Next, element three linked the formation of the element two, while element four described and concluded the relation of the information into more simple to understand. Genealogy of TPM is basically, was first introduced in the year of 1970, as a unique Japanese philosophy, which has been developed based on the concepts and methodologies of Productive Maintenance and its concept first introduced by M/s Nippon Denso Co. Ltd, while RCM was founded in the 1960s and initially oriented towards maintaining airplanes and used by aircraft manufacturers, the government and airlines. There are many definitions of TPM and RCM had been described from various literature. TPM is an innovative approach to company maintenance that promotes autonomous maintenance between operators, eliminates faults through day- to-day activities involving the entire force work and optimizes equipment efficiency in order to maximise overall equipment effectiveness, OEE while RCM is a structured approach to blends failure and risk analysis with preventative and condition based maintenance, improving equipment reliability and ensures that only the maintenance that matters is carried out.

TPM and RCM can be linked together because the tool used in RCM which is FMEA included together with TPM as a tool of Lean Manufacturing. Both have the same concept which wants to increase product quality, equipment reliability, increase safety, and reduce operation cost through waste elimination. Mostly TPM is described

82 to be implemented in big plant industries while RCM can be applied in small or medium size plant. In nutshell, the result of the conceptual analysis is described based on Figure 5.1.

5.2 Statement conclusion of Survey

This research also included a survey method to study the current maintenance strategies in the real industries and to relate it to the Total Productive Maintenance (TPM) And Reliability Centered Maintenance (RCM). Questionnaire survey method is done and this survey involved all people from the top managements to the operator by using self-enumeration data collection method. In this method, the respondent completes the questionnaire without the assistance of an interviewer. The survey has been answered electronically (including the Internet). So, the survey is done using the application of Google Forms. Based on the survey result. Most of the respondents come from Multi- National Corporation (MNC) with percentsge of 57.1%. Question four asked about the Type of maintenance strategies used in an organization. From the result, most of the respondent comes from the companies that high implementing Preventive Maintenance and Corrective Maintenance rather than TPM and RCM. So, it is clear that most of the companies still used the tradisional maintenance. Most of the respondent ranked their organization effectiveness maintenance strategies in a fair stage.

Total Productive Reliability Maintenance Centered Maintenance

Developed in Founded in the 1970,based on the 1960s – initially concepts and Both stated with oriented towards methodologies of Genealogy Breakdown maintaining Productive Maintenance airplanes and used Maintenance (BM) ,1950 by aircraft manufacturers, the government and airlines

Promotes autonomous as a structured maintenance Both want to approach to blends .eliminates faults failure and risk optimize the analysis with PM ,involving the Definition process flow and CdM, entire force and equipment improving work and efficiency. equipment optimizes reliability equipment

efficiency. - Preserve the -Zero defects Both can linked functions -Zero breakdowns -Identification of -Zero accidents together with the particular -Autonomous Lean failure modes maintenance Manufacturing - . Prioritizing key Principles & -Total employee aim to reduce functional failures involvement - Selection of Concepts waste. applicable and effective maintenance tasks -Maintenance Both can be -Maintenance -Service implemented in maintenance,service - Service -Manufacturing and manufacturing (Big plant -Manufacturing sector to increase the industries) Implementatio profit and reliability (small and medium n -Process of machine. plant industries

Figure 5.1: The relationship of TPM and RCM

5.3 Future Work

As an addition, the analysis in this study can further in future for continuous improvement. Some suggestion for the future work research are discussed as follows:

1) More analysis that will focus more on how to improve the level of implementation of RCM from small and medium industries into large industries plant.

2) Based on the result, study more about TPM and RCM implementation effects based on cost and system complexity.

3) Study another type of maintenance that can be related to TPM and RCM.

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APPENDIX A

Appendix A ( Resources review of Total Productive Maintenance, TPM )

Objectives / History / Principles / Tools / Paper /Author Definitions Implementations

Implications of Total - Eight pillars or TPM Productive elements called:. - TPM is a philosophy Maintenance in 1- Autonomous maintenance; of continuous Psychological 2- Focused maintenance; improvement that The sense of 3- Plannedmaintenance; creates a sense of Ownership. 4- Quality maintenance; ownership in each 5- Education and training operator their machine. 6- Safety and environment; Pinto, Pimentela & Cunhab(2016) 7-Administrative TPM; 8- Improvement management - Based on the principles Total productive of “lean manufacturing,” the maintenance (TPM) - “Japan Institute of company management as a tool for Plant Maintenance has selected the improving (JIPM)” introduced implementation of total productivity: a case TPM to productive study of application the industrial maintenance (TPM) as an in the bottleneck of community as a way of improvement strategy at the an eliminating the six big bottleneck station/line. auto-parts machining losses, especially those line. related to machines - 5S implementation with any type of is essential because it Mendez1 & maintenance. provide order and cleanliness Rodriguez(2017) at the workplace,

Design of a total - Defined (TPM) as a productive productivity maintenance model improvement practice for effective analogous to the use of -The author stated four key implementation: a TQM, and described it components for successful Case study of a as a Japanese concept implementation of TPM in an chemical of equipment organization as: preventive manufacturing management that allows maintenance, worker training, company. improving the operator involvement, and equipment performance teams.. Mwanzaa and in the manufacturing Mbohwaa(2015) area involvement of all employees.

- TPM best described a method to optimises equipment effectiveness, promotes maintenance autonomy Total productive involving total maintenance and workforce and manufacturing eliminates breakdowns. - TPM has a direct impact on performance It is a total maintenance improving the overall improvement. system that covers production equipment preventive performance.. Hooi and maintenance, Leong(2017) maintenance prevention, and improvement related maintenance, with the ultimate goal of preventing waste and losses.

Implementing the office total productive -Office TPM is the sixth maintenance pillar of TPM. It is carried out -The goal of a TPM (‘‘office TPM’’) in order to increase efficiency program is to improve program: in administrative and employees’ moral and a library case study. technical functions, improve job satisfaction, and productivity, and to identify to increase production Patra, and eliminate losses Tripathy and Choudhary(2005)

-Stated that,TPM Total productive concept was first -TPM seeks to engage all maintenance: introduced by M/s levels and functions in an literature review and Nippon Denso Co. Ltd. organization to maximize the directions. of Japan, a supplier of overall effectiveness

M/s Toyota Motor by reducing mistakes and Ahuja and Company, Japan in the accidents Khamba(2008) year 1971.

Discussion on key - Pursue the maximum Overall employee successful factors of efficiency of the involvement, up from the TPM in enterprises. manufacturing system, operational aiming at improving staff, and under to the front- Shen(2015) enterprises’ quality. line.

Managing TPM was developed for commitment: the manufacturing increasing the odds sector and focuses on for integrating operators successful - Teambuilding, participation within the maintenance implementation of and a long-term approach work and on systematic TQM, TPM or RCM improvement in order

to maximise Hansson and OEE. Backlund(2003)

APPENDIX B

Appendix B ( Resources review of Reliability Centered Maintenance (RCM)

Objectives / History / Principles / Tools / Paper/ Authors Definitions Implementations

A Comprehensive Scheme for -Defined interests in Reliability Centered RCM in electrical Maintenance of engineering arose in -Considered Condition-based Power Distribution the 1980s failure rate modeling is as a Systems in the wake of its practical approach to trace successful deployment the component failure rates at Dehghanian, , in the aircraft and any time of inspection. Fotuhi-Firuzabad, aerospace industry in Farrokh Aminifar, , the 1960s. and Roy Billinton(2013) -Described TPM as an imperative technology A SWOT analysis of in the industry of reliability maintenance field that - This paper presents a centered can be functional to SWOT analysis of various maintenance increase the equipment RCM frameworks which exist framework reliability and in literature and extensively availability and reduce used by industries around the Gupta and. Mishra operational and globe. (2016) maintenance costs.

Managing -An overall commitment: maintenance increasing the odds management strategy to for -Upper management involved guide upper successful the employees in the planning management in implementation of process, as they wanted each implementing TQM, TPM or RCM team to decide by itself. maintenance

management. Hansson and

Backlund(2003) Selecting the most -Defined reliability efficient centered -Using the fuzzy (fuzzy maintenance maintenance (RCM) as multiple criteria decision approach using a methodology to making) fuzzy multiple determine , it would be possible to criteria decision what must be done to select in advance, the most making ensure that the asset informative (efficient) continues fulfilling its maintenance approach. Al-Najjar and intended functions in Alsyouf (2003) its operating context.

-The various tools employed include Failure -RCM was mode and effect analysis Total productive also founded in the (FMEA), Physical Hazard maintenance: 1960s but initially Analysis (PHA), Failure literature review and oriented towards mode effect and criticality directions. maintaining airplanes analysis (FMECA),

and used by aircraft ), Fault Tree Analysis (FTA), Ahuja and manufacturers. Optimizing Maintenance Khamba(2008) Function (OMF) and Hazard and Operability (HAZOP) Analysis. Importance of - The RCM process consists Training and Data of analyzing failures of management Issues equipment, assessing the in implementing - The objective of consequences of each failure Reliability Centered RCM is to preserve and choosing the best Maintenance (RCM) functions. maintenance action to ensure

that the desired overall level Chopra, Sachdeva, of system performance is met. Bhardwaj (2014)

Reliability-Centered Maintenance for Wind - RCM limited as a - In this paper, the proven Turbines Based on qualitative method concept of reliability-centered Statistical Analysis assessing the cost maintenance and effectiveness of (RCM) is applied to wind Practical Experience different maintenance turbines. strategies. Fischer, Besnard, and Bertling, (2012) A framework for -Stated that one of the - an RCM analysis maintenance concept biggest disadvantages starts with a Failure Modes development of RCM is its Effects and Criticality complexity and, as a Analysis (FMECA) Waeyenbergh and consequence, its - Pintelon (2002) price. Fmea And Fta - The application of the Analysis For RCM has been Application Of The motivated either by - The general objective of this Reliabilitycentered related to the people work is to evaluate the Maintenance and patrimony security, application impact of the Methodology: Case the improvement RCM methodology on a Study On requirements imposed power generating system. Hydraulic Turbines by the society, and to

the environment (Souza and Álvares, preservation. 08)