A Service of
Leibniz-Informationszentrum econstor Wirtschaft Leibniz Information Centre Make Your Publications Visible. zbw for Economics
Hipkin, I. B.
Article A comparison of two maintenance strategies: Reliability-centred maintenance and total productive maintenance
South African Journal of Business Management
Provided in Cooperation with: University of Stellenbosch Business School (USB), Bellville, South Africa
Suggested Citation: Hipkin, I. B. (1993) : A comparison of two maintenance strategies: Reliability-centred maintenance and total productive maintenance, South African Journal of Business Management, ISSN 2078-5976, African Online Scientific Information Systems (AOSIS), Cape Town, Vol. 24, Iss. 4, pp. 124-129, http://dx.doi.org/10.4102/sajbm.v24i4.873
This Version is available at: http://hdl.handle.net/10419/218107
Standard-Nutzungsbedingungen: Terms of use:
Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Documents in EconStor may be saved and copied for your Zwecken und zum Privatgebrauch gespeichert und kopiert werden. personal and scholarly purposes.
Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle You are not to copy documents for public or commercial Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich purposes, to exhibit the documents publicly, to make them machen, vertreiben oder anderweitig nutzen. publicly available on the internet, or to distribute or otherwise use the documents in public. Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, If the documents have been made available under an Open gelten abweichend von diesen Nutzungsbedingungen die in der dort Content Licence (especially Creative Commons Licences), you genannten Lizenz gewährten Nutzungsrechte. may exercise further usage rights as specified in the indicated licence.
https://creativecommons.org/licenses/by/4.0/ www.econstor.eu 124 S.-Afr.Tydskr.Bedryfsl.1993,24(4) A comparison of two maintenance strategies: reliability-centred maintenance and total productive maintenance
I.B. Hipkin Department of Business Science, University of Cape Town, Private Bag, Rondebosch 7700, Republic of South Africa
Received March 1993, accepted ]UM 1993
Improvements in the manufacturing sector have been attained through the use of a variety of management inter ventions. These have all concentrated on materials management and the production process. One functional area that has been neglected is the maintenance of physical assets. In this article two maintenance management approaches are compared from a philosophical and strategic point of view: reliability-centred maintenance (RCM) and total productive maintenance (TPM). The two are conceptually different, although there are common elements. Reliability-centred maintenance provides a structured methodology and concentrates on technical issues such as failure consequences and the technical feasibility and effectiveness of maintenance, with some emphasis on the human factors. Total productive maintenance seeks to maximize equipment effectiveness by the complete elimination of failures and relies on the work of autonomous groups. Much emphasis is placed on the human component From a strategic point of view, both ap p:-oaches require organizational changes which may result in a dilution of managerial power.
Verbeteringe in die vervaardigingsektor is te weeg gebring deur verskeie bestuurspraktyke. Daar is meestal op die be stuur van grondstof en die produksieproses gekonsentreer. Minder aandag is aan die instandhouding van bates bestee. In hierdie artikel word twee instandhoudingsmetodes vanuit 'n filosofiese en strategiese oogpunt vergelyk: betroubaar heid-gekonsentreerde instandhouding (RCM) en totale produktiewe instandhouding (TPM). Die twee benaderinge ver skil aansienlik, alhoewel dit ook gemeenskaplike elemente bevat. RCM voorsien 'n gestruktureerde metode gerig op tegniese probleme soos die gevolge van onderbrekinge en die tegniese haalbaarheid van instandhouding. TPM poog om die doeltreffendheid van toerusting te benut deur die uitskalceling van onderbrekinge, en maalc staat op die werk van onafbanklike groepe. Heelwat klem word op menslike hulpbronne geplaas. Vanuit 'n strategiese hoek gesien. ver eis albei metodes organisatoriese veranderinge wat kan lei tot 'n vennindering in die mag van bestuurders.
Introduction in contributing to the strategic direction of manufacturing Improvements in manufacturing have been sought through organizations: the maintenance deparunent has not been the implementation of a variety of management interven construed as constituting a 'competitive weapon' in the tions, particularly over the last two decades. The late strategic framework proposed by Hayes & Wheelwright seventies and early eighties were concerned with the man (1984). The main developments in maintenance have been agement of materials (materials requirements planning the implementation of planned maintenance systems (loose [MRP) and its derivatives). The Japanese influence domi ly equivalent to preventive maintenance - PM), and reli nated the mid- and late eighties with the introduction of a ability studies. For decades the former has been widely ac broader materials management philosophy using just-in-time cepted as the ideal of sound maintenance, and the latter has (JIT), and the emphasis on quality, ultimately leading to received theoretical treatment in academic journals and re total quality management (TQM). Quality enhancement has search laboratories. also been pursued through statistical process control (SPC). The early preventive maintenance era was characterized Computer applications have encouraged the use of a variety by planning systems and the contribution of maintenance to of other approaches such as computer integrated manu facture (CIM) and flexible manufacturing systems (FMS). competitive advantage was measured by lowering mainte These approaches, conveniently reduced to three letter ab nance costs. The western reliance on preventive main breviations, have singularly neglected the physical assets tenance and associated systems has resulted in great efforts that actually manufacture items. The nineties appear to be to measure performance and to report failures. The Japanese the decade when the maintenance of facilities will receive emphasis has been to improve performance and to prevent the attention of researchers and manufacturers. Two main failures. Attempts to implement the theoretical findings of tenance philosophies have been developed, each from an en reliability research findings have led to hazard and opera tirely different origin. It is the purpose of this article to bility studies and expert systems. Condition monitoring compare these two: reliability-centred maintenance (RCM) techniques are now widely available, both from a cost and and total productive maintenance (TPM). A discussion of ease of implementation point of view. With increasing use maintenance in general is presented, followed by a brief de of automation and mechanization, manufacturing organiza scription of the two maintenance approaches. The under tions will find that maintenance costs are unlikely to lying philosophies and methods of implementation of each decrease. The aim of enhanced maintenance practices is to are compared. The article is concluded with a discussion of contain the rate at which maintenance costs are likely to the strategic status of RCM and TPM. increase. While improved technology may change the skills profile of production workers, any reduction in production Maintenance In perspective manpower 'is likely to be offset ... by increases in main Maintenance is generally seen as providing a service to the tenance and engineering' (Gold, 1989: 35) . . production departmenL As such it has not been instrumental Industrial accidents such as Piper Alpha, Chernobyl and S.AfrJBus.Mgmtl993,24(4) 125 Bhopal. and other safety and environmental issues have at de~elopmenas, require the adoption ex a set of ~ uacted the urgent attention of not only maintenance man wh~h may be as foreign as adaptatioo from another secUJr. agers, but also of their chief executive officers. Legislation ThlS may also necessitate the 'technological turnaround'. in both the United Sta~s and the European Community has There are two trends in maintenance which are highlight been made far more stnngent recently, with managers being ed by the implementation of RCM and TPM. These relate held accountable to a greater extent than ever before. This firstly to multi-skilling among craftsmen, and secondly to places a heavy burden on the maintenance function. operators doing simple maintenance tasks. These present a The inability of preventive maintenance systems to bring paradox: one view is that management actions have changed about acceptable levels of safety and plant availability has work roles in order to encourage technological po1e11tial; the led to a broad acceptance that the maintenance of plant and equipment needs to be reassessed. One of the reasons for other perspective is that these developments are core to a this is the recognition that plant and equipment can fail in neo-Fordist strategy aimed at achieving less extensive several ~ays. Now!an & Heap (1978: 46) found that equip technological i1U10vatioo by 'freezing the socio-organiz.a ment failures fall mto two broad categories: those failures tional framework' (Jones, 1992: 302) in order to avoid the which are age-related and those where there is no relation risks of excessive delegation. These are refened to again ship between age and the probability of failure. The tradi later. tional view of failure is the situation where a low level of A discussion of the two methods lakes place at tw0 random failures occurs after equipment has been installed levels: the underlying philosophies and their implement until the 'life' of the equipment is reached, whereafter the ation. In the following paragraphs the philosophies under conditional probability of failure increases rapidly (the lying the two approoches are discussed. Elements common wearout zone). Research has added the possibility of infant to each will be described, and areas of conflict will be high mortality, which then gives the well-known 'bath-tub' lighted. There is limited literature which analyzes these twO curve. A third age-related failure pattern is also encountered: approoches. In this article I therefore take the basic sources, where items exhibit a gradually increasing conditional and comment on them at a conceptual level 1be main probability of failure, but without any distinct wearout zone. sources for describing reliability-centred maintenance are Failures which are not age-related are those where failure Nowlan & Heap (1978), and Moubray (1991). 1be original is totally random, and those where a high level of failure is author of the books on total productive maintenance is encountered in the early stages of equipment use (the bum Nakajima (1988, 1989). Furthes infonnation on training in in or infant mortality stage), thereafter settling down to TPM is contained in the book published by the Nachi-Fuji random failure. koshi Corporation (1988). Age-related failures are the basis upon which preventive (time-based) maintenance systems have been devised. Re Rellablllty-centred maintenance (RCM) search in the civilian aviation industry (Nowlan & Heap, RCM was developed in the US civilian aviation industry 1978) has revealed that the percentage of failure modes and first documented in the literature (as MSG - Mainte which are age-related is 11 %. This means that the vast nance Steering Group) by Nowlan & Heap (1978). Moubray majority of failure modes encountered on civilian aircraft defines RCM as: (89%) are not susceptible to time-based maintenance, and 'Reliability-centred maintenance is a process used to traditional preventive maintenance is totally inappropriate. detennine the maintenance requirements of any (No such analyses are known to have been done in the physical asset in its operating context' (1991: 7). manufacturing industry, although the failure patterns dis In order to determine the maintenance requirements, the cussed by Nowlan & Heap certainly apply to industrial plant RCM approach involves following a structured methodology and equipment.) which requires answers to seven questions (adapted from Reassessment of current maintenance practice has taken Moubray, 1991: 37): place in two distinct and independent directions. One re I. What are the functions and perfoonance standards of an sulted from a greater understanding of how equipment fails, asset in its operating context? which was based on the research done by Nowlan & Heap 2. How does it fail to fulfil its functions? (1978) (leading to the industrial application of reliability 3. What are the causes of each functional failure? centred maintenance). The second has been an extension of 4. What happens when each failure occurs? the Japanese JIT approach: total quality and the total 5. In what way does each failure matter? elimination of failures (total productive maintenance). 6. How can each failure be prevented? Each of these constitutes a new technology for any 7. What should if no preventive can organization which adopts them. This is discussed by Moe be done task be naen et al. (1992) in their recognition of how firms (some found? times with ageing technologies) adopt new technologies RCM requires a precise definition of the functions of an from outside their sector, effectively 'dematuring' their asset (that is, by demanding details of the desired perfoon activities. They refer to this as 'technological turnaround', ance standards). It is thus a fundamental pinciple of RCM which demands taking on new technology as well as struc that maintenance can only yield performance up to a level tural and managerial styles and processes. RCM is an ex commensurate with the inherent reliability of the equipment: ample of a technology which was originally taken from a that is, if the performance demanded of a machine is greata totally different sector. While TPM is a technology, not lhan its built-in capability, then maintenance cannot help to taken from another sector, it does, like other Japanese achieve the required performance level. This leads to the 126 S.-Afr.Tydskr.Bedryfsl.1993.24(4) following definition of a failure (Moubray, 1991: 50): 'the TPM establishes a maintenance plan for the entire life of inability of any physical asset to meet a desired standard of equipment. by including maintenance prevention (MP: by perfonnance'. which is understood maintenance-free design), preventive RCM recognizes four categories of failure consequence: maintenance (PM) and maintainability improvement (MI: hidden failures (which have no direct impact, but are often repair or modification to prevent failures). All encompassina protective devices which are not fail-safe), safety or en is the notion of autonomous maintenance by operators. vironmental consequences, operational consequences, non TPM seeks to eliminate what Nakajima (1988: 14) terms operational consequences. RCM then follows a structured the 'six big losses': equipment failure, set-up and adjust decision-making algorithm to detennine what preventive ment, idling and minor stoppages, reduced speed, proceu maintenance (if any) should be adopted (condition-based defects and reduced yield. TPM aims to reduce minor stop. maintenance, scheduled restoration or discard). pages by lubrication, cleaning, performing adjustments and The nature of the failure characteristics of an item (age conducting inspections to be done by operators with main related or not) is relevant in deciding what maintenance task tenance staff performing 'periodic inspections and pe is appropriate. If a task is not technically feasible (a precise ventive repairs' (Nakajima, 1988: 33). set of conditions needs to be adhered to for a task to be Only one failure pattern is acknowledged in the 1PM 'technically feasible') and worth doing (defined as providing philosophy, and this applies to all equipment: the bath-tub the required level of performance for hidden and safety
saying that the product of the two (intrinsic and opera be achieved. RCM mentions set-up as a problem to be tional reliability) represents total reliability. Nakajima addressed by failure mode analysis, but not as integral to (1989: 53) alludes to the importaoce of design capability the overall approach. versus desired performaoce by saying that 'If restoration - TPM places great emphasis on cleaning and lubrication. does not eliminate breakdowns, then efforts should be While RCM accepts the necessity of these tasks, it does made to improve equipment, (but) this does not apply to not adopt these as part of a zero defect, machine equipment that cannot satisfy technical or market require nunuring philosophy. ments'. In not making the conceptual differentiation - TPM specifies a TPM Master Plan, with great attention between capacity and desired performance, the precise being paid to top management commitmenL Organization definitions of functions and failures are not an issue in TPM. and training receive detailed attention, in order to ensure - The consequence evaluation in RCM is not addressed in the success of TPM implementation (Nachi-Fujikoshi, TPM. While TPM speaks of hidden failures, these are not 1988). As will be seen later, autonomous maintenance re what is meant by hidden failures in RCM terminology or quired by TPM, whereby operators do many basic main dormant failures (another word used for hidden failures tenance tasks, is not accepted without resistance in West - see for example, She & Pecht, 1992). This is a weak ern countries (Hipkin, 1992). Nevertheless, the Japanese ness in TPM as over a third of all failures in modem penchant for people issues is again illustrated by the plants can be hidden, and this will increase as the number comparison of western and eastern maintenance systems. of protective devices installed in automatic and haz.ardous - Both RCM and TPM recognize that bum-in and random environments escalates. TPM makes no specific provi failures are in pan maintenance problems. This view is sion for failure-finding tasks (also known as detective expanded by Bowles (1992) who concludes, like the two maintenance). maintenance approaches, that more than traditional tests - Predictive maintenance is acknowledged by both RCM and inspections in the manufacturing process are re and TPM by their recognition of the importaoce of con quired. These problems should be addressed by prevent dition monitoring. RCM devotes much attention to the ive maintenance tasks and redesigns. basis of determining the frequency of on-condition tasks. -Jayabalan & Chaudhuri (1992) raise a key issue re This is not addressed by TPM (which states Nakajima, garding restoration: with scheduled overhauls, the system 1989: 91, that equipment should receive attention at does not regenerate totally, so as the failure rate of the 'reasonable intervals'). This again represents a major system worsens, so the interval between successive main weakness in TPM, as many practitioners in this field be tenance interventions should be reduced as the system lieve in the fallacy that criticality of equipment should ages. This is not addressed by TPM. RCM requires that determine the frequency of condition monitoring. the restoration task must restore the original resistance to - Both approaches deal with scheduled restoration and failure: in other words, regeneration of the system is scheduled discard (and in that order) to be followed by essential for restoration to be technically feasible. redesign, although TPM does not require redesign if maintenance cannot prevent a failure which can result in Comparison of lmplementatlon methods safety or environmental consequences. TPM does not specifically deal with failures which have safety or The RCM implementation process is described by Moubray environmental consequences, presumably because of the (1991), whereby groups are assembled to analyze items of belief in zero defects whereby unsafe situations cannot plant. The RCM approach believes it is essential to have develop from equipment failure. TPM acknowledges that production and maintenance represented when maintenance zero defects may be a long term goal, and that quantified policies are being set. RCM concentrates on the technology incremental improvements are required. RCM rejects this of maintenance (such as consequence evaluation and the in the case of safety and environmental consequences technical feasibility and effectiveness of maintenance because killing less people this year than last year is an intervention). TPM differs totally in this respect the groups unacceptable management practice. are an integral part of the underlying philosophy, but the -RCM accepts that when the cost of prevention exceeds TPM philosophy does not address maintenance technology the cost of failure (including loss of production and as in much depth. This is an interesting finding as it typifies a sociated secondary damage), it is not cost effective to more general difference between the western and eastern eliminate all failures. TPM believes that costs are mini approaches to management: the western theories have con mized when breakdowns and defects are eliminated. By centrated on technology (analogous to the MRP emphasis on following this zero defects philosophy, TPM is effective the technical issues surrounding the master production ly treating maintenance as an infinite resource. schedule), whereas the Japanese style has been one which -The second and sixth TPM 'big losses' are set-up and ad pays great attention to people issues (with JIT emphazising justment times, and reduced yield from machine start-up the role of people in the attainment of zero inventory). By to stable production. These two are common to Japanese manufacturing philosophy and deemed vital to successful advocating production and maintenance working together, manufacturing, by writers such as Milgrom & Roberts RCM addresses specifically some of the organil.ational (1990) and Bahrami & Evans (1989); yet, none of these problems which bedevil manufacturing: the antagonism mention the maintenance aspect which in practice deter between production and maintenance, and the suspicion mines whether the short set-up and adjustment times can between senior and junior levels. 128 S.-Afr.Tydskr.Bemyfsl.1993,24(4) 1PM has little to offer on the technical front. This is re- choosing to defend an old technology, firms effectively en inforced by Kelly: courage competitors to enter the market with a new tech •... there is nothing new in the systems area. Indeed nology, 'unhampered by entrenched competitors'. This ap most of these concepts and systems have long been plies as much to new technology in machines as it does in established in the USA and Europe •... (but) it is in the the maintenance thereof. In the maintenance field, the 'de area of human factors management that we have most malUring' would be dispensing with peventive mainlenall:e to learn from the Japanese' (1992: lOfO. syslems based solely on time-based intervention. The techniques proposed have been used extensively for The main challenge in implementing policies such as some time. TPM demands total commitment by all levels of RCM and TPM lies in the organizational field. Jones (1992: management, who are obliged to support the work of the 305) points to the fundamental paradox that in using new groups. Group members are expecred to be steeped in the technologies, managers must cede control to lower levels. JIT approach to manufacturing. Because managers are reluctant to do this, they fail ro secure the strategic advantages because of the insistence on re Strategic and organlzatlonal lmpllcatlons taining the conventional Fordist paradigm. This results in an Maintenance is seen as a discipline which assists in enabling uncertainty as to whether more decenttalized and diffuse rechnology to be used in enhancing corporate strategy; this decision making ' ... is compatible with secure strategic is technology sttategy. Morone (1989: 96) sees the difficulty control from the top' (Jones, 1992: 293). Applying this to lying in bringing 'the potential opportunities that technology the maintenance situation, new technology is broadly ex creates to bear on the formulation of corporate strategy': the pected to. creale less specialized and more responsible jobs. sttategic use of technology. It is easy to visualize RCM and The question which has not been answered is whether the TPM as tools for achieving technology strategy. It is not less specialized individual will be able to deal with the evident precisely how innovative companies can build cor increasing complexity of modem equipment: already this is porate sttategy around their maintenance. The choice would questioning the long-term feasibility of multi-skilling. (Even therefore appear that of choosing which maintenance ap the days of the most common multi-skilled craftsman, the proach will best help, at an operational level, to achieve motor mechanic. are numbered: motor mechanics are resort sttategic objectives. ing more and more to wholesale replacement of parts and It is at the operational level that Loveridge & Pitt re out-work.) cognize that the origins of any technology are significant in This is reinforced by Jones who suggests that combina sttategy implementation: tions of technology and methods (which is broadly what 'Sttategists have become aware of the centrality of the RCM and TPM represent) are culture of the organizations and of the sector from 'either consistent with Fordist philosophy, or are which it derives its operational norms' (1992: 2). clustering into separate and distinct types, ... rather The Japanese approach to manufacturing in general no than all converging into a single system' (1992: 298). longer constitutes a totally new cultural concept to many Jones goes on to question the extent of multi-skilling: organizations; likewise, a simplistic view of RCM would see 'Apart from a consistent but only sporadically suc the use of groups as a variation of quality circles. What is cess(ul campaign to integrate electrical and mechanic new is that maintenance, traditionally viewed as a support al maintenance roles, most change seems to have in ing function, now provides the stimulus for profound effects volved adding on minor product inspection and check· on the organi7.1tion. Studying the impact of a new mainte ing tasks to the same routine production jobs'. nance philosophy requires exploring 'the linkages between The redundancy of some existing supervisory roles is most innovation and corporate sttategy' frequently neglected by evident in the rapid demise of the maintenance foreman. sttategists (Loveridge & Pitt, 1992: 2). The application of The neo-Fordist management approach is supported by technological innovation in this instance extends from a several actions relating to the maintenance function, whether consideration of the engineering and organi7.ational de it is RCM or TPM: in order to retain control and span of mands. discretion, rigid occupational specialization is appealing IO This is particularly true of RCM which, by relating per management; conventional supervision and job descriptions formance requirements to inherent capacity, audits any de remain. Unions see the fusing together of positions on the sign, and then imposes a rigid methodology on setting main factory floor as a process which will reduce their power. tenance policies. One of the greatest challenges to the tech Inter-union rivalry becomes intense if separate production nology imposed by RCM is the analysis of protective sys and technical unions exist: frequendy, operators are replaced tems: more automation means more hidden functions which by fitters and electricians who now operaae and maintain a in tum require specific maintenance intervention, based on machine. The skilled craftsman has the ability to learn to multiple failure probabilities. Organizational systems need operale a machine as well as to maintain it, whereas the to be creared to deal with the operational realities of operator may not have the technical propensity for main additional layers of technology. RCM does not offer the tenance. The operator is therefore the one dispensed with. choice of generating managerial options for innovation and At this stage there is no certainty that management is pre change (Teece, 1985): it demands specific action. pared to empower the lower levels as suggested by RCM In maturing industries, Morone (1989) believes that it is and 1PM: managers still fear the abdication of the man essential to 'dematuri7.e' the dominant technology. By agerial prerogative. S.Afr J .Bus.Mgmt 1993,24(4) 129
conclusion Hayes, R.H. & Wheelwright, S.C. 1984. Re11orillg ow com In this article I have described briefly the reliability-centted petitive edge. Chichester: John Wiley & Sons. 427pp. maintenance and total productive maintenance processes. I Hipkin, 1.8. 1992. A study of changes in skills profiles ill mau have pointed out similarities and differences. The main fact11rillg intbutries. Unpublished discussion paper. Cape conclusion is that RCM has a far more prescriptive method Town: Department of Business Science. University of Cape Town. ology which relates design capability with desired perform Jayabalan, V. & Chaudhuri, D. 1992. 'Cost optimization of main ance. RCM evaluates failure consequences before suggest tenance scheduling for a system with asured reliability', ing what preventive maintenance is technically feasible and IEEETransactionsonReliabilily, Vol. 41, No 1, March 1992: worth doing. It deals specifically with hidden functions and 21-25. associated failure finding tasks. RCM recommends the use Jones, B. 1992. 'New production technology and work roles', in of groups lo analyze equipment. TPM proposes five es Loveridge, R. & Pitt, M. (eds.). The straJegic management of sential features which aim for zero defects through the technological illnovation. Chichester: John Wiley & Sons. involvement of all disciplines and the use of groups for 404pp. autonomous maintenance. It seeks to eliminate the 'six big Kelly, A. 1992. 'The uses and limitations of total productive losses', with great emphasis on the human aspect of main maintenance', Mailltenance, Vol. 7, No. 3, September 1992: 3--13. tenance. Loveridge, R. & Pitt, M. (eds.). 1992. The straJegicmanagemenl There is no definitive conclusion as to whether managers of technological illnovatio11. Chichester: John Wiley & Sons. are prepared lo accept totally the concept of innovative 404pp. group decision-making and work arrangements by lower Milgrom, P. & Roberts, J. 1990. 'The economics of modem levels in the organization. Retaining hierarchical control manufacturing: technology, strategy and organization', The may still be more appealing to managers. Should this be the Anvrican Economic Review, June 1990, pp 511-528. case, the group approaches suggested by both RCM and Moenaert, R., Barbe, J., Deschoolmeester, D. & De Meyer, A. TPM will not yield the tangible and intangible benefits 1992. 'Turnaround strategies for strategic business units with which each system would claim. It is still possible to benefit ageing technology', in Loveridge, R. & Pitt, M. (eds). The technically from the RCM methodology. Without accept strategic managenvnt of technological innovation. Chichester: ance of the management approach demanded by TPM, this John Wiley & Sons. 404pp. Morone, J. 1989. 'Strategic use of technology', California philosophy has liule to offer. The advances in sophistication Managenvnt Review, Vol. 31, Summer 1989: 91-110. and automation in manufacturing have to be met by effect Moubray, J. 1991. Reliability-centredmailllellQIICe. Oxford: ive maintenance. This means a safe and environmentally ac Butterworth-Heinemann Ltd. 320pp. ceptable manufacturing facility which meets its design and Nachi-Fujikoshi Corporation. 1988. Training for Total ProdllClive protection expectations. RCM and TPM may be viewed as Maintenance. Cambridge, Massachusetts: Productivity Press. yet another pair of three letter abbreviations, but they do 259pp. offer strategic direction to a vital management discipline Nakajima, S. 1988. Introduction to Total Prodlll:tive Mainle that has suffered through neglect by both reseaIChers and llQIICe. Cambridge, Massachusetts: Productivity Press. 129pp. practitioners. Nakajima, S. 1989. Total Pro