• Proceedings of the Korean Society for Quality Management Conference
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• 2010.04a
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• pp.390-401
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• 2010

In this paper, we wish to develop suitable TPM Model (C-TPM) in Korea's medium and small enterprises. TPM technique was informed well and there are a lot of success instances but there was problem that is not fitness in medium and small enterprises. In this study, we propose C-TPM model in medium and small enterprises by examining TPM success example variously. This model construction constructed based on medium and small enterprises field supervision and experience, and verification of model is assignment late.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.19 no.40
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• pp.219-231
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• 1996

TPM was introduced to industries of Korea in the middle of the 80's. Thereafter, the reorganization of Korean industrial structure brought out the spread of TPM activities. However, TPM activities in Korean industries seem to be inferior to those in Japanese industries. We think this situation has occurred, because many Korean industries have directly applied the TPM model developed by Japanese industries without adjustment. In this paper, based on consulting experience, we present a TPM model that is suitable to the culture of Korean industries and can be a means of improving a competitive power of company.

• 제어로봇시스템학회:학술대회논문집
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• 1992.10a
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• pp.212-217
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• 1992

In this paper, a two ports machine(TPM) model for discrete event dynamic systems(DEDS) is proposed. The proposed model is a finite state machine which has two inputs and two outputs. Inputs and outputs have two components, events and informations. TPM is different from other state machine models, since TPM has symmetric input and output. This symmetry enables the block diagram representation of the DEDS with TPM blocks, summing points, multiplying points, branch points, and connections. The graphical representation of DEDS is analogous to that of control system theory. TPM has a matrix representation of its transition and information map. This matrix representation simplifies the analysis of the DEDS.

• 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.

• IE interfaces
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• v.13 no.2
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• pp.171-177
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• 2000

The Six-Sigma is now common word as a management innovation in every business. Many companies have practiced to the TPM in Korea. These companies have regarded the Six-Sigma as a new approach or redundant strategy for management. This paper suggests a model which contains how to unite TPM and Six-sigma to make a big synergy effect for the company which is on developing of TPM. This model based upon SAMSUNG CORNING as a process industry.

• Journal of Korean Society for Quality Management
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• v.30 no.4
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• pp.154-163
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• 2002

This study tries to analyze how TPM works in domestic manufacturing industry by estimating two-stage model. First stage tests the effects of five TPM-factor variables (TFV : (1) Small group activity & Autonomous maintenance, (2) Education & Training, (3) Planned maintenance, (4) improving effectiveness of each piece of facility (5) Safety & Environment) to two TPM-performance variables. Second stage tests how two TPVs affect the industry's productivity level. By combining these two stages, this study uses a model to explain how TPM, represented by TFVs, works to improve productivity via TPVs. Multivariate and univariate regression and correlation analyses were peformed. It is shown that five TFVs works in two different ways to improve the industry's productivity level. In the second stage, overall equipment effectiveness has relatively more significant effects to the productivity level.

• The Sea:JOURNAL OF THE KOREAN SOCIETY OF OCEANOGRAPHY
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• v.7 no.3
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• pp.100-107
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• 2002

The sea-surface winds during the passage of 64 typhoons for 1979-1999 were simulated using two different typhoon wind models, ie, typhoon parametric model(TPM) and primitive vortex model(PVM). The model hindcast winds were compared with the winds observed at JMA ocean buoys(22001 and 21002) and Kyushu ocean observation tower. The analysis of ms and relative errors between hindcast and observed winds was made to find the accuracy and sensitivity of the typhoon wind prediction models. Both hindcast winds of TPM and PVM underestimate the observed typhoon winds, but PVM winds are more closer to the observations with less rms and relative errors. Relative errors of two model winds were small within 200km from typhoon center, but TPM's relative errors increase up to 70% as the radial distance from typhoon center increases beyond > 200km although PVM's relative errors remain in 20% with less sensitive to the distance from typhoon centers.

• 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.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2005.05a
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• pp.969-974
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• 2005

TPM program, which is a methodology for improving the management results through the management innovation activity of a company, has been widely introduced in the field of a service industry as well as a manufacturing industry. The main purpose of this study is to present the theoretical model by the relationship between active factors of TPM program and management results for a productivity increase, and to investigate the direct and indirect effects on the management of a company through a parametric study. A questionnaire survey of 300 companies that presently utilize the TPM program has been conducted. In order to verify the validity and the reliability of the contents of the questionnaire survey, a confirmatory factor analysis has been done. A frequency analysis has also been performed to examine the characteristics of the respondent. The factor analysis and the frequency analysis were done by using SAS Ver. 8.2, and the verification of a research model was done by using LISREL Ver. 8.52. The active factors of TPM in the research model consist of 'an independent preservation', 'an individual improvement', 'a planned reservation' and 'an education & training'. Among those active factors, the individual improvement and the education & training significantly influence on the facility efficiency and the organization and personnel management. The organization and personnel management has a greater influence on the management results. Therefore, the education and training for employes is most important for the improvement of the management results through TPM program, and the individual improvement activity is also important.

• 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.