Literature Review: an empirical analysis of a conjoint implementation of TQM and TPM
Nowadays, the rapid technological development and economic changes force companies to
improve their competitiveness by enhancing their manufacturing performance (Ahuja and
Khamba, 2008). By doing so, two major improvement programs Total Productive Maintenance
(TPM) and Total Quality Management (TQM) are introduced. TPM aims to squeeze the
ultimate potential from equipment which could lead to breakdown (Nicolas, 2012), thus a
reliable manufacturing system could be achieved. In TPM, operators perform basic equipment
repairs and preventive maintenance; meanwhile, teams of other maintenance staff are
responsible to redesign and reconfigure equipment, to make it more reliable and easier to
maintain, and better performing (Nicolas, 2012). It can be seen that TPM is another never-
ending facet of continuous improvement in manufacturing, just like TQM (Nicolas, 2012).
Therefore, many manufacturing firms try to approach a simultaneous implementation of these
two in order to achieve cooperative effects (Konecny & Thun ,2011). The article from Konecny
and Thun (2011) mainly shows an empirical analysis of a conjoint implementation of TQM
and TPM on plant performance.
Nicolas (2012) also mentioned that TPM is similar to TQM in three aspects: all employees are
involved in; a machine breakdown is seen as a form of defect; they all need continuous
improvement. Meanwhile, the empirical research from Konecny and Thun (2011) contributes
for further aspects about the crucial elements for TPM and TQM, and the evaluation for the
effectiveness of a separate or a simultaneous implementation of TPM and TQM.
As we all know, TQM is a management approach to improve firm performance, particularly in
terms of quality aspects. Besides, it keeps seek the improvements that matter most to customers
(Nicolas, 2012). TPM can be defined as an approach to achieve rapid improvement of
manufacturing processes by involving and empowering production-related employees and
introducing an ongoing process of quality improvement (Nakajima, 1988). Thus, it is supposed
that TQM and TPM are strongly supported by human resource (HR)-oriented practices. TPM
practices are autonomous and preventive maintenance, technical emphasis, and team-based
maintenance. The TQM techniques include cross-functional product design, customer focus,
i.e. satisfying customer needs and expectations, supplier involvement, and process control
management. Since it can be stated that TPM has emerged from TQM, there is also a supportive
effect from TQM specific practices on TPM. Then another assumption is that the
implementation of TPM and TQM is highly interrelated.
Nowadays, the rapid technological development and economic changes force companies to
improve their competitiveness by enhancing their manufacturing performance (Ahuja and
Khamba, 2008). By doing so, two major improvement programs Total Productive Maintenance
(TPM) and Total Quality Management (TQM) are introduced. TPM aims to squeeze the
ultimate potential from equipment which could lead to breakdown (Nicolas, 2012), thus a
reliable manufacturing system could be achieved. In TPM, operators perform basic equipment
repairs and preventive maintenance; meanwhile, teams of other maintenance staff are
responsible to redesign and reconfigure equipment, to make it more reliable and easier to
maintain, and better performing (Nicolas, 2012). It can be seen that TPM is another never-
ending facet of continuous improvement in manufacturing, just like TQM (Nicolas, 2012).
Therefore, many manufacturing firms try to approach a simultaneous implementation of these
two in order to achieve cooperative effects (Konecny & Thun ,2011). The article from Konecny
and Thun (2011) mainly shows an empirical analysis of a conjoint implementation of TQM
and TPM on plant performance.
Nicolas (2012) also mentioned that TPM is similar to TQM in three aspects: all employees are
involved in; a machine breakdown is seen as a form of defect; they all need continuous
improvement. Meanwhile, the empirical research from Konecny and Thun (2011) contributes
for further aspects about the crucial elements for TPM and TQM, and the evaluation for the
effectiveness of a separate or a simultaneous implementation of TPM and TQM.
As we all know, TQM is a management approach to improve firm performance, particularly in
terms of quality aspects. Besides, it keeps seek the improvements that matter most to customers
(Nicolas, 2012). TPM can be defined as an approach to achieve rapid improvement of
manufacturing processes by involving and empowering production-related employees and
introducing an ongoing process of quality improvement (Nakajima, 1988). Thus, it is supposed
that TQM and TPM are strongly supported by human resource (HR)-oriented practices. TPM
practices are autonomous and preventive maintenance, technical emphasis, and team-based
maintenance. The TQM techniques include cross-functional product design, customer focus,
i.e. satisfying customer needs and expectations, supplier involvement, and process control
management. Since it can be stated that TPM has emerged from TQM, there is also a supportive
effect from TQM specific practices on TPM. Then another assumption is that the
implementation of TPM and TQM is highly interrelated.
