• Journal of Korean Society of Industrial and Systems Engineering
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• v.18 no.36
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• pp.265-273
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• 1995

This paper is to analyze and provide some managerial requirements for the successful implementation of total productive maintenance system. It tries to identify determining factors for success and reasons for the failures of TPM, based on the research of a survey and an empirical study through the years in Korea. The findings are such that many companies have not been engaged in planning and control the maintenance cost and their maintenance activities are not organized systematically. However, many indicators show that the number of finns which try to introduce and implement TPM is getting increased. The successful implementation of TPM depends largely on how top management perceives TPM and how the firm responds In the changes of organization and of the role of workers to adapt this new concept of work. It is required that TPM is perceived as a means to achieve the firm's business objectives. It is recommended that each company constructs and develops its own model and procedures to drive the effort for TPM implementation.

• Knowledge Management Research
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• v.10 no.3
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• pp.133-152
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• 2009

The purpose of this study is to enhance an understanding of employee's OCB(organizational citizenship behavior) in manufacturing innovations like a TPM(total productive maintenance). OCB is examined as a dependent variable in three dimensions; compliance behavior, altruistic behavior, and innovative behavior. The six determinants of OCB are considered based on previous literature : organizational culture, team climate, transactional leadership, transformational leadership, job satisfaction, and organizational commitment. And the moderating effect of TPM on the relationships between OCB and determinants are examined. Data is collected through questionnaires and interviews from 684 employees in the Korean medium-sized manufacturing company that are conducting TPM. The result indicates that the important influencing factors of OCB are team climate, organizational culture, and job satisfaction. And the moderating effect of TPM on the relationships between OCB and job satisfaction is founded.

• International Journal of Reliability and Applications
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• v.1 no.1
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• pp.1-14
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• 2000

The global marketplace is highly competitive and organisations, who want to survive long-term, have to continuously improve, change and adapt in response to market demands. These improvements should focus on cost cutting, increasing productivity levels and quality and guaranteeing deliveries in order to satisfy customers. Total Productive Maintenance (TPM) is one method, which can be used to achieve these goals. TPM is a change management approach that involves employees from both production and maintenance departments. The purpose is to eliminate major production losses by introducing a program of continuous and systematic improvements to production equipment. TPM should be developed and expanded to embrace the whole organisation and all employees should be involved in the process as members of improvement teams. This paper gives a short description of the development of TPM and the TPM implementation process. Findings are reported from a case study in which one of the authors had the possibility of following and guiding a company through their TPM implementation. The implementation process takes several years and the research has focused on the initial three years. The study demonstrates that driving forces, obstacles and difficulties often are dependent on the organisation, its managers and the individual employees.

• Journal of the Korea Safety Management & Science
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• v.17 no.1
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• pp.321-335
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• 2015

This study introduces the methods to apply and develop the integrated Cost of Quality (COQ) and Time-Driven Activity-Based Costing (TDABC) model for seeking not only quality improvement but also reduction of overhead cost. Inefficient and uneconomical COQ activities can be identified by using time driver which also maximizes the quality improvement for Prevention-Appraisal- Failure (PAF) quality costs. In contrast, reduction of the indirect cost of unused capacity resource using Quality Cost Capacity Ratio (QCCR) of TDABC minimizes overhead cost for COQ activities. In addition, linkage between Overall Equipment Effective (OEE) and Time Driver develops the integrated system of Total Productive Maintenance (TPM) and TDABC model. Lean OEE maximizes when an Unused Time (UT) of TDABC that are TPM losses and lean wastes reduces whereas the TPM Cost Capacity Ratio (TCCR) of TDABC minimizes indirect cost for non-value added TPM activities. Numerical examples are derived to better understand the proposed COQ/TDABC model and TPM/TDABC model from this paper. From the proposed model, process mapping and time driver of TDABC are known to lessen indirect cost from general ledger of comprehensive income statement with a better quality innovation and improvement of equipment.

• Journal of the Korea Safety Management & Science
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• v.12 no.3
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• pp.223-230
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• 2010

Recently Korean enterprises that branch out into China have been continuously increased to achieve diverse objectives such as personnel expenses reduction, market share extension on China and globalization strategy implementation. We have studied about competitiveness reinforcement of enterprises that branch out into China in terms of TPM(Total Production Management). In this paper, we extended the concept of traditional TPM(Total Productive Maintenance) to TPM(Total Production Management) that covers extensively the concept of total management innovation activities. We explored detailed activities of TPM and voluntarily participative field research circle. Also, We suggested some prerequisite conditions for TPM settlement that might be recommended for the foreign companies in China and checked Key Performance Indicator(KPI) that could be useful to confirm how TPM contributed to enterprise competitiveness reinforcement.

• Journal of the Korea Safety Management & Science
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• v.8 no.2
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• pp.169-184
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• 2006

We analyzed the questionnaire survey for the current maintenance of Incheon port's loading and unloading equipments and the possibility of TPM(Total Productive Maintenance) application. Results of the survey indicated that the current maintenance of Incheon port's loading and unloading equipments was not good. So we suggest TPM as the future maintenance methodology of equipments. Using TPM to the loading and unloading equipments we will expect to improve the productivity of the loading and unloading operation and to increase the life time of equipment. And also it will raise the safety of Incheon port.

• Journal of the Korea Safety Management & Science
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• v.7 no.2
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• pp.1-12
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• 2005

TPM(Total Productive Management) that is enforcing introducing more than $80\%$ in domestic manufacturing industry is using total plant efficiency by the evaluation index, and as a result, can see a lot of examples that plant productivity is increased. This study's purpose centers total productive management activities that is management system for total plant efficiency's maximization, plant information system that total productive management activities factor that is enforcing in manufacturing industry can develop evaluation model that can evaluate qualitative activities by quantitative activities in process that maximize total plant efficiency wishes to do design.

• Journal of the Korea Safety Management & Science
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• v.15 no.3
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• pp.151-161
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• 2013

This paper proposes a strategic model of linkage between productivity metrics and financial accounting metrics to properly evaluate the financial effect of TPM activities and the business performance. This linkage strategy provides a connection tool for clear communication between factory-level and headquarters that the metrics proposed by this paper ultimately improves a quality of support from the management by receiving the factors required for productivity activities in the practical field. This factor includes such as equipment, raw materials and labors. Here, we propose that chain reaction models using break down structure of productivity metrics and financial metrics enhance the knowledge sharing of KPI (Key Performance Indicator) which generally tend to create oversimplified communication between management in headquarters and employees in the practical fields. The productivity metrics include OEE(Overall Equipment Effectiveness) of TPM (Total Productive Maintenance), OLE (Overall Labor Effectiveness) of PAC(Performance and Analysis and Control) activities, and OYE (Overall Yield Effectiveness) of TMM(Total Material Management) activities. The financial accounting metrics include ROE(Return on Equity), ROA(Return on Asset), and AVR(Added-Value Rate). The suggested chain reaction model selects the financial metrics as initial stage and branch down until final stage of productivity metrics. When demand exceeds supply, an ideal speed rate, the lean OEE strategy can be initially applied to reduce the gap between the demand and supply, then apply variable costing to estimate correct amount of operating profit. In addition, the paper presents a new type of model for linkage between financial accounting metrics including CAPEX(Capital Expenditure), OPEX(Operating Expenditure), EVA(Economic Added Value), DCL(Degree of Combined Leverage), and TPM productivity activities including AM(Autonomous Maintenance), PM(Preventive Maintenance), MP(Maintenance Prevention) and QM(Quality Maintenance). In order to support the evidence of proposed linkage strategy, a case analysis on 52 projects from national TPM contest from 2011 to 2012 is analyzed. The case presents the classification of CAPEX and OPEX activities from TPM, and proposes the correct implementation of financial effect for TPM projects.

• Management & Information Systems Review
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• v.30 no.4
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• pp.415-440
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• 2011

Purposes of this paper are to find out the implementation strategy of TPM activities for SMEs through the analysis which examine the relationship between key activity factors and business performance. TPM activity has been playing a important role to strengthen the competitive power of the enterprises through the optimization of equipment management and maintenance. This study has been conducted using the data collected from 124 SMEs propelling TPM activity. By analyses of the questionnaires, empirical results shows that TPM activities has positive effect on business performance. The contribution of this study is that it provides a conceptual framework and empirical evidence of the causal relationship between key activity factors and business performance. The result of this study can be used for selection of the performance measurement indicators for target achievement in TPM activity. And it will contribute for objectivity of activity performance in case of displaying measurement indicator showing the performance of TPM activity.

• Journal of Korea Port Economic Association
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• v.23 no.4
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• pp.23-47
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• 2007

We analyzed the questionnaire survey for the current maintenance of Incheon port's loading and unloading equipments and the possibility of TPM(Total Productive Maintenance) application. And also, We certificated Structural Equation Model with computer packages. Results of the survey indicated that the current maintenance of Incheon port's loading and unloading equipments was not good. We recognized the relationship of contextual factors about the productivity of the loading and unloading equipments The productivity of the loading and unloading equipment positively depends on maintenance management of equipments, but the organization and personnel management does not have a influence on the productivity of the loading and unloading equipment. So we suggest TPM as the future maintenance methodology of equipments. Using TPM to the loading and unloading equipments, we will try to improve the methodology of the organization and personnel management.