Facing the advent of knowledge economy in the 21st century, the competitive advantages for enterprises have been transformed from physical land, capital and labor to invisible knowledge. Knowledge has become the most important assets for business. Thus, knowledge management is the most important issue in the age of knowledge economy for enterprises. TPM (Total Productive Maintenance) is based on Preventive Maintenance (PM) system from U.S. PM was first introduced to Japan in 1950s to 1960s, and then transformed to TPM by being added with local notions and concepts. JIPM (Japan Institute of Plant Maintenance) started to promote TPM in Japan since 1971. After TPM was introduced to Taiwan in 1994, it¡¦s been remarkably aware that TPM improved enterprise effectiveness and strengthened the competitive advantages of business as a result of implementation by the enterprises. Employees created amounts of knowledge to solve problems after the enterprise adopted TPM. It helps employees to improve the performance on their jobs. It seems that knowledge management activities are embedded in TPM but has not be evoked enough attention. This research explores the relationships between TPM and knowledge management activities by case study method. The findings present a result that the generation of knowledge is more obvious in TPM, but the repository of knowledge is needed to improve compared with processes of knowledge management activity. The research result may help to provide a concept as a reference for enterprises.

Thesis (PhD)--University of South Australia, 1999

Total Productive Maintenance (TPM), recently interests many major industrial companies, for the need to maintain the physical assets and the continuity of work. According to the Japan Institute of Plant Maintenance (JIMP), the (TPM) is based on eight principles: focused improvement, autonomous maintenance, planned maintenance, training and skills development, initial phase management, quality maintenance, TPM in Office, and safety environment. Through the implementation of those principles, an increased productivity can be achieved by reducing faults, improving quality, delivering times when specified, improving working conditions and raising the morale of the workers. This Research focused on factors and obstacles that effect this program. The research aims to design a framework that identifies the most important factors that affect the success of the application of TPM, as well as the tools and techniques that help in the application process. To determine the factors and obstacles when applying TPM, Libyan Iron and Steel Company LISCO has been selected as case study. This study analyzed impediments and obstacles to the implementation procedure and revealed key success ranked factors concluding with a conceptual framework for a successful TPM implementation along with the identification of tools and techniques to support implementing TPM. Also, TPM cannot be applied unless there is cooperation and coordination between the maintenance department and other sections of the company. Accordingly, this research also provided several recommendations, including the application of the concepts and principles of TPM in the company and make it the responsibility of everyone, and work in light of the proposed improvement plan.

The global and competitive market environments have led to new challenges for both organizations and individuals in them. There has been a major change in the last twelve years since South Africa obtained independence in 1994 leading to internationalization of the economy, the increased use of technology and rapid and technological change. These changes influenced management practices forcing organizations to invest in production machines and other methods in order to stay ahead of their competitors. The importance of equipment is increasing in the advancing and demanding technological era in the South African context. Consequently, proper maintenance is required to keep equipment in top operational form. The objective is to reduce equipment breakdowns, increase equipment reliability and improve productivity.This will result in increased equipment utilization and life, reduced work stoppages and machine slowdowns, closer adherence to production and delivery schedules as well as increased employee morale. The Total Productive Manufacturing (TPM) concept addresses these goals. The aim of TPM is to keep the plant and equipment at its highest productive level through the cooperation of all areas of the organization. TPM is a partnership between maintenance and production organization to improve product quality, reduce waste, reduce manufacturing cost and increase equipment availability With the increase in the use of technology, and integrated human resources strategy should be introduced to cope with the dynamic needs of technology. One of the most important elements in this equation is the employees of an organization who will operate those machines. Less attention has, over the years, been afforded to these operators since emphasis has been on equipment and productivity. It is important to combine the human resource strategy with equipment utilization to make the manufacturing system efficient and effective. It has been proven that the skills, knowledge and experiences of operators have economic value in the market place and also potential value to an organization because they enable it to be productive and adaptable. A real world case study in the South African environment was carried out at a renowned manufacturing company in order to asses whether the combination of TPM and a human resource strategy can produce improved results. A survey was carried out on two sister companies located next to one another. It was observed that TPM had progressed significantly more in the one company that had better human resource systems than in the other that did not apply an effective human resource system. The main conclusion reached was that when human resource practices are applied properly in and integrated fashion, they will promote machine efficiency and hence increase the productivity of the company. The research highlights the type of human resource practice that needs to be applied to enable operators to be efficient and productive as part of the machine system in a South African context. / Professor L. Pretorius Professor A. Strauss

The Struandale Engine Plant (SEP) was set up in 1924 and was the 16th Ford plant outside North America. The plant has since produced a variety of different components ranging from wheel hubs, to engine components such as crank shafts and cylinder blocks, to the assembly of engines. Manufacturing at this plant has predominantly been via the job-shop method, where mass production techniques were used. The RoCam programme preparation started in 1999. In 2001, SEP experienced a very steep ramp-up due to an unexpected surge in volume requirements. This forced the plant’s Human Resources team to embark on an “emergency” recruitment drive to cover the required human resources to support the programme. Due to this action being taken by the Human Resources department, the educational level of the employees was at a very basic level and had an adverse effect on productivity. The SEP operating committee made a decision in 2004 to focus on the implementation and maintenance of the Ford Production System (FPS). This initiative was important because ageing equipment needed to be maintained at predetermined intervals through continuous improvement techniques that form part of the FPS programme. If these techniques are not in place, the Overall Equipment Efficiency (OEE) suffers. This programme comprises a number of critical elements such as FTPM that requires a certain education and skill level in effort to completely comprehend the system. Evidently, education was an issue and an effort had to be made to upgrade the workforce skill’s level, specifically the team leaders. On the 30th January 2008, Ford Motor Company of Southern Africa (FMCSA) had announced plans to invest more than R1.5-billion to expand its operations in South Africa for the production of Ford's next-generation compact pick-up truck iv and Puma diesel engine. In an effort to secure and retain the Puma contract at SEP, the plant had to prove that it could compete globally; hence it had to improve OEE levels to the world-class standard. The Puma engine contract had been contracted to South America, Turkey, Thailand, and South Africa. This was a strategic move in order to retain flexibility within the supply chain i.e. if one supplier / plant cannot deliver, demand can be shifted to one of three alternative suppliers. The problem statement which will be addressed by this research is: What are the main causes for the poor Overall Equipment Efficiency level (OEE) at the Struandale Engine Plant of Ford Motor Company of Southern Africa? The Primary Objective of this research is to: Identify the main causes for the poor Overall Equipment Efficiency level (OEE) at the Struandale Engine Plant of Ford Motor Company of Southern Africa

M.Phil. (Engineering Management) / Please refer to full text to view abstract

Orientador: Ademir Jose Petenate / Dissertação (mestrado profissional) - Universidade Estadual de Campinas, Faculdade de Engenharia Mecanica / Made available in DSpace on 2018-11-06T15:27:02Z (GMT). No. of bitstreams: 1 Silva_FlorinezPugliesida_M.pdf: 8762463 bytes, checksum: 2b81b3ba9fd5ff73026d3ef9cfb65e6e (MD5) Previous issue date: 2004 / Resumo: O Programa de Produtividade foi desenvolvido na área de usinagem da ¿Schrader Bridgeport Brasil¿ acompanhando o processo de produção do Grupo de Máquinas de Usinagem ¿Simplex¿. É um programa de ¿Gestão à Vista¿, uma vez que existem planilhas que registram, diariamente, o cálculo de produtividade das máquinas e as causas de suas paradas. Este programa surgiu com o objetivo de aperfeiçoar a operação da planta brasileira; melhorar a ¿produtividade¿ do Setor de Usinagem, por meio do aumento da eficiência dos equipamentos; reduzir as horas paradas de máquinas; os custos de produção e as horas não absorvidas por elas. O programa tem base teórica em um dos pilares do ¿TPM ¿ Manutenção Produtiva Total¿ que é a maximização da eficiência dos equipamentos (OEE ¿ Overall Equipment Efectiveness) / Abstract: The Productivity Program was developed in the Schrader Bridigeport Brasil Machine Department, following the production process of ¿Simplex¿ Machine Group. It is an ¿on View Management¿, once there are worksheets that register, daily, the machine roductivity calculations and stop causes. This program was created with the objetive of improve the brazilian site operations, increase productivity in machine department, through efficiency increase of equipament, reduce the time of stopped machines, the production costs and hours and other lost hours not include in previus itens. This program has a theorethical base in one of the foundations of ¿TPM - Total Productive Maintence¿ that is the optimization of equipment efficiency (OEE - Overall Equipament Effectiveness) / Mestrado / Gestão da Qualidade Total / Mestre Profissional em Engenharia Mecanica

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A growing uncertainty in the global economy is forcing many manufacturers to reassess their corporate outlook towards the environment. Today there is a growing attention to sustainability in industry accompanied by a paradigm shift towards realizing a sustainable society. It is now very common to hear about Green Production and Green Systems, but few literature exist that deal with the relatively newer subject of Green Maintenance. The term green production is often used to describe production with a sustainable perspective. Also, lean production has been proposed as a means of achieving sustainability. Lean and Green production systems require efficient production and low use of resources such as energy, materials, etc. One major facilitator of this is effective maintenance. Sometimes regarded as the necessary evil, maintenance still has a negative image in the industry. But as the paradigm on manufacturing shift towards realizing a sustainable society, we should also begin to realize the changing role of maintenance. Still, the impact of maintenance on sustainability and Green production is not very well described in research.   This Master Thesis within the School of Innovation Design and Engineering at Mälardalen University presents a literature review on green maintenance by trying to identify and assess the key factors of maintenance effects on green production, life cycle assessment and sustainability of maintenance activities. In addition, a brief introduction to the greening of remanufacturing activity, part of a green process by itself, is provided. The research is based upon extensive literature study, questionnaire survey and interviews with relevant industry as well as academic personnel. A discussion of the results of the interview followed by a conclusion on the key factors of maintenance on sustainability is provided. Future research areas have also been suggested.       Keywords: Green maintenance, Production maintenance, Sustainable maintenance,     Total Productive Maintenance