International Journal on Interactive Design and Manufacturing (IJIDeM) (2023) 17:1741–1753

https://doi.org/10.1007/s12008-023-01252-5

ORIGINAL PAPER

An assessment of key performance indicators and its relationship

for implementation of total productive maintenance in manufacturing
sector
Lalit K. Toke1 · Shyamkumar D. Kalpande2

Received: 11 July 2022 / Accepted: 15 February 2023 / Published online: 11 March 2023
© The Author(s), under exclusive licence to Springer-Verlag France SAS, part of Springer Nature 2023

Abstract
This article focuses on empirical assessment of key performance indicators (KPIs) of total productive maintenance (TPM).
It provides the implementation guidelines and facilitates measuring impact and support for business excellence in the manu-
facturing sector. The present study examines the current state of TPM and, identifies the key areas for TPM adoption using
an analytical hierarchical process in a manufacturing environment. This study aids in the creation of a framework for judging
the weights of TPM components. Together, qualitative and quantitative methods have produced reliable results. Data have
been gathered using a questionnaire that was correctly constructed. The KPIs have been used to examine the impact of the
external environment on internal manufacturing sector elements. By using the pair-wise comparison approach of the ana-
lytical hierarchical process, the weights of TPM key performance indicators were determined. It has been noted that in the
studied manufacturing industries, work environment and competitive advantage are given less importance than increasing
productivity and quality. To construct a model for today’s needs based on actual data and philosophical justifications, this
study’s outcomes provide a thorough typology of TPM techniques and their performances in the manufacturing realm.

Keywords Total productive maintenance · Analytical hierarchy process · Reliability analysis

1 Introduction success. Through the use of people rather than just tech-
nology or systems, TPM offers a way to achieve equipment
Total Productive Maintenance (TPM) plays a significant role effectiveness levels that are on par with those found in the
in increasing global competition. Its strategic development best industrial environments. It covers the administrative
of the TPM program achieves greater manufacturing per- frameworks, interpersonal dynamics, analytical techniques,
formance by incorporating strategic operations content and and success standards related to the rollout of Total Produc-
processes. The metric of performance good TPM system will tive Manufacturing programs. Quality management methods
be powered by quality as one of its key input variables [8]. have a good relationship with organizational performance.
The important elements of TPM have been investigated by The implementation success of the TPM program is crucial
several authors with various goals in mind. Critical aspects for maintenance management because it not only improves
should be seen as conditions or procedures that already exist organizational effectiveness and efficiency but also positions
or that need to be created to guarantee the adoption of TPM the facility to become a world-class manufacturing facility. A
strategy called TPM tries to make existing equipment more
B Lalit K. Toke available, which lowers the requirement for additional capi-
[email protected] tal investments [3]. A second benefit of investing in human
Shyamkumar D. Kalpande resources is improved hardware utilization, improved prod-
[email protected] uct quality, and lower labor costs [13, 20, 24]. Particularly
1 in light of today’s rising demands for availability, safety,
Department of Mechanical Engineering, Sandip Institute of
Engineering and Management, Nashik, Maharashtra, India productivity, quality, and the environment as well as the nar-
2 rowing operational costs, profit margins, and maintenance
Department of Mechanical Engineering, Guru Gobind Singh
College of Engineering and Research Center, Nashik, that can make/break a company [24].
Maharashtra, India

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Considering the TPM implementation importance and its Manufacturers are presently contemplating whether to
adoption difficulty in the manufacturing sector arises the need embrace the new digital revolution based on investment and
to develop a structured model for its successful implementa- possible rewards. The next generation of maintenance sys-
tion. To develop such a model, a step-by-step study of various tems will largely consist of simulation, big data analytics,
aspects of TPM is required. All these aspects of TPM imple- sophisticated robotics, adaptive manufacturing, cloud com-
mentation are divided into phase manner and identified the puting, augmented reality, industrial internet horizontal and
following four objectives. vertical system integration, and cyber security [5, 12].
When TPM is adopted, an organization can facilitate ben-
I. To determine the most important elements for TPM efits such as higher quality, increased output, cheaper costs,
implementation success. fewer breakdowns, dependable delivery, increased safety,
II. To look into the TPM system’s current state in the man- stimulated work conditions, and boosted staff morale [48].
ufacturing sector and identify the standard practices. The TPM adoption can be also benefited organizations to
III. To determine whether the identified KPI for TPM improve OEE ranging from 14 to 45%, reduce inventory from
installation is reliable 45 to 58%, improve plant output from 22 to 41%, reduce
IV. To prioritize the KPI using the AHP approach and to rejections from 50 to 75%, reduce accidents from 90 to 98%,
examine the causal relationships between the KPI to reduce maintenance costs from 18 to 45%, reduce rework and
create long-term flexible decision-making methods and defects from 65 to 80%, reduce breakdowns from 65 to 78%,
implement TPM practices. reduce energy costs from 8 to 27%, and increase employee
involvement from 32 to 65% [3].
According to a literature assessment, modern equipment
The suggested TPM model or strategy can be applied as maintenance techniques for improved operation and support
a manual for adopting TPM in manufacturing sectors. are not the best for service in the form it is currently provided.
To analyze the environmental applicability for the success-
ful adoption of TPM, some researchers have overcome these
2 Literature review and identification of KPIs restrictions and offered a suitable framework [14, 27]. It is
unable to determine the extent to which each TPM com-
Gaps that require additional research are identified as a result ponent is present within an organization and is unable to
of the literature review. According to a researcher’s study, compare organizations based on TPM components.
factory maintenance activities account for 15 to 40% on aver- In light of this, the goal is to increase equipment availabil-
age 28% of overall production costs [32]. When it comes to ity regularly and stop it from degrading to achieve optimum
the financial element, history has shown that the factory’s efficacy. To attain these goals, strong managerial support is
maintenance-related activities account for a sizable portion of necessary, along with ongoing usage of teamwork and group
the entire cost of doing business that means the costs related activities [17, 23]. Additionally, it emphasizes the enhance-
to maintenance of equipment and system, production losses, ment of equipment availability, performance, and quality in
and labor and materials cost. Additionally, these costs are the health and safety of employees and environmental protec-
probably going to rise much higher in the future due to the tion [27]. Gaps that require additional research are identified
complexity that new technologies, automation, robot use, and as a result of the literature review.
other factors will add to industrial equipment [18]. Following discussions with academics and industry pro-
The researcher also discovered that, when it comes to fessionals, the author chose eight KPISs and their thirteen
the cost component, factory maintenance-related activities sub-factors that were supported by these studies from the
account for a significant portion of the entire cost of doing literature. The results are displayed in Table 1. For ease of
business. Equipment failure, manufacturing flaws, and acci- analysis, the acronym is used for all TPM-KPIs and its sub-
dents are reduced because of TPM’s life cycle approaches to factors and is shown in Table 1 below.
equipment management. Every employee from top to bottom
level is involved in this process [43]. TPM will improve the
share of the workforce that is actively engaged; volumes of
production are increased by 40% without changing inputs; 3 Methodology
increased staff output; and decreased customer complaints
by 20% [19]. The research is conducted in stages. In the first phase, man-
A successful TPM implementation with digitalization can ufacturing industries were identified and intense to collect
also produce better and longer-lasting results than other sep- the TPM practices and obstacles in preventive maintenance
arate programs because progress leads to a final change in implementation. In the second phase, essential TPM imple-
the workforce’s knowledge, skills, and behavior [7, 11, 39]. mentation factors are researched. After the organizational

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Table 1 Identified KPIs and sub-KPIs for TPM implementation. (Source: prepared for this Study)

S.N CSF Sub-CSF Description Author

1 Improved productivity (IP) Equipment (EQP) The shared input of a variety of [20, 24, 30, 37, 42]
Energy (ENG) components, including labour,
materials, equipment, and energy,
among others, results in productivity
Material (MAT) The ratio flanked by output and the
Manpower (MPR) input of these factors is known as
‘Productivity’ of the factor
concerned
It implies growth of an attitude of
mind and a constant support to find
enhanced, cheaper, easier and safer
means of doing a job, manufacturing
a product and providing a service
2 Quality (IQ) Defects in process (DPR) An organization’s ability to provide [19, 26, 33]
Defective products (DEP) customers with better, more
acceptable goods and services is
measured by quality
Claims from clients (CLC) The TPM system suggests ways for a
Customer complaints (CUC) business to build better functional
products and services that gain the
approval of customers
3 Cost (RC) Reduction in manpower (RMP) A cost-cutting agenda aims to [20, 36]
Reduction in maintenance and maximise profits by lowering
operating cost (RMC) expenses such as those associated
Reduction in power and heat with production, management, sales,
consumption (REC) allocation, and use
Reduction in breakdown (ROC) Elucidated various forms of waste
Reduction in rework (RBR) (.Idling of men, improper
supervision, waiting for job/tool)
Reduction in breakdown, rework etc
4 Delivery (DP) Stock reduced (STR) The ability of the supplier to provide [1, 10, 25, 27, 28]
dependable delivery (DPD) the specified type and quantity of
items on schedule is referred to as
delivery performance
Assured delivery (ASD) Preparing to maintain the level of the
firm’s expected future demand while
balancing supply and demand
It includes forecasting, tracking,
monitoring, planning, and interacts
with other operational systems
within an organization
Enhancing user delivery through
planning for distribution needs and
forecasting (DRP)
Strengthening customer service by
identifying problems
5 Safety (SH) Zero accidents (ZRA) People must first be able to work [13, 27]
without worry for a workplace to be
easy to work in
Zero pollution (ZRP) A proactive strategy for achieving
industrial health objectives
Most hygienic (MHG) Use personal protection equipment to
reduce exposures, along with safe
work procedures

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Table 1 (continued)

S.N CSF Sub-CSF Description Author

6 Morale (MO) Increase in improvement ideas It serves to convey how satisfied the [34, 47]
(III) entire group is
Small group meetings (SGM) Utilize participative management to
Group culture (GRC) raise productivity and working
Motivation (MTV) conditions (Group culture,
Motivation programs, Suggestion
schemes and Team spirit)
7 Work environment (WE) Free flow of information (FFI) Programs that emphasize quality of [3, 4, 10, 16]
Owner-ship of equipment (OSE) life at work
Improved cooperation and A better working environment
coordination (ICC) results in advantages such as-
Self-confidence (SFC) Improved communication,
Reduced stress,
High confidence and
Self-management
8 Competitive Customized service and product Fastest response time to user requests [9, 22, 21]
advantages (CA) support (CSP) to achieve a significant
competitiveness
Customer delightment (CUD) Cost is just one factor, in addition to
Value addition (VLA) total time consumed. (Gestation
period)

Table 2 Methodology

Research method and design Tool used Justification

Qualitative Organization Statistical tools The date were collected through the structured questionnaire and
method details represented graphically for better understanding
Quantitative Data analysis Reliability analysis The internal consistency analysis was carried out to measure the reliability
method tool of KPIs using by calculating Cronbach alpha. It investigates the reliability
of test results
AHP analysis tool Analytical hierarchy process compares the criterions and defining the KPIs
importance over each other. The Pair wise comparison method of
Analytical hierarchy process were used for finalization the priority of KPIs

assessment using the structured questionnaire, the reliabil- and fascinating process that calls for some kind of logic
ity of TQM-KPIs was examined by reliability analysis. To to be applied to the investigation. Researchers categori-
determine the respective weights of performance indicators cally claim that the data analysis and interpretation reflect
towards TPM implementation, the survey’s final phase com- the application of deductive and inductive reasoning to the
pared the TPM variables on the degree of performance. In this research. This study employed both a phenomenological
phase, we attempted to grasp reality very closely through a method and a pragmatic viewpoint as its main research
broad range of critical scrutiny and determined the relative focuses. Researchers combined qualitative and quantitative
weights of key performance indicators through AHP. Table methods to collect data in a mixed manner. While qualitative
2 provides information related to the research design, data research develops new concepts and theories by integrating
collection method, and its applicability. empirical and abstract notions, quantitative research manipu-
lates statistics to test a hypothesis utilizing variable constructs
[29]. Additionally, researchers make it very apparent that by
"data," they mean information that has been methodically
4 Data interpretation and analysis obtained, documented, and organized to let the reader under-
stand it correctly. As a consequence, rather than merely at
Data analysis helps to organize the collected data prop- random, information is gathered in response to specific prob-
erly with real significance. The data analysis process can lems that the researcher wishes to solve. The perspectives,
be described as a hazy, messy, time-consuming, creative,

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thoughts, and recommendations made by various researchers 18 questionnaires 8 were not fully completed and were dis-
and authors have been deemed significant for use in this carded from further examination. Therefore, only ten surveys
study based on the discussion of data analysis and interpreta- were taken into account for the pair wise comparison method
tion from earlier. In this section, the researcher has looked at (PCM) of AHP analysis. This results shows 24.39% overall
the analysis and interpretation of the qualitative information response rate.
that was acquired for the study. A set of questions designed When collecting data, the researcher pays close attention
specifically for data collecting through manufacturing orga- to the respondent to ensure that there are no misunderstand-
nizations are included in the questionnaires. Understanding ings in their answers. The reliability of the performance
the issue or pursuing the concept raised by the objective is indicator was evaluated utilizing the internal consistency
based on the information gathered through the responses to analysis and Cronbach’s alpha. After evaluating the accuracy
the questions. of all performance indicators, the weight of each TPM KPIS
The primary research concerns are addressed and was determined using the PCM of AHP analysis. Experts in
explained through the research design and methodologies. the field of TPM were chosen to evaluate the level of perfor-
The current part looks into the state of TPM and assesses mance of the indicator. To increase response rates, a reminder
whether companies have knowledge and practice in place. was sent to each of the businesses, and in certain cases, per-
Second, it investigates whether the necessary practical sonal calls were also made.
aspects are incorporated into the maintenance process to For survey results, a response rate of more than 20% is
improve TPM. The data is gathered using the survey and deemed ideal [49]. 20% of respondents should rate the sur-
interview methods. Variables of TPM practices and perfor- veys favorably, according to Malhotra and Grover [31]. Data
mance were identified and taken into consideration for this were examined and given in the next section based on the
study based on a review of the literature and discussions with responses.
experts in the manufacturing sectors.
The first questionnaire’s goal is to gauge how well-versed
TPM’s fundamentals in various manufacturing sectors are.
4.1 TPM practices and performance analysis
Data collection for the second questionnaire was done using
the AHP methodology. Eight KPISs that have an impact on
Data were gathered throughout two phases. Phase-I gath-
TPM deployments have been identified through a review of
ers data about the organization”s specifics, the current state
the literature as well as empirical data based on observa-
of TPM, and the TPM pillars. Phase-II research focuses on
tions made by practitioners. The findings of current research
specific firms that have experience implementing TPM and
studies by researchers that have been documented in the lit-
gathers data to assess the level of performance of TPM’s
erature were utilized to map the relative weights of various
important variables. In Phase III, the responder was regarded
performance metrics.
by the researcher as an authority on TPM, and their responses
The data was obtained to ascertain the proportion of each
were taken into account for AHP analysis.
TPM component that is present in the organization. It evalu-
ates how beneficial the created model is. Respondents were
asked to rank the significance of the cited facilitators on a
five-point Likert scale. On this scale, “least significant facil- 4.1.1 Target respondents
itator” and “most significant enabler” are numbered 1 and 5,
respectively. The various production, process, and service-related activi-
In the initial phase, the researcher solicited a total of 148 ties that make up the manufacturing sector are diverse. The
organizations; 83 completed and 65 partially completed ques- manufacturing industries are expanding their reach through-
tionnaires were received; the remaining questionnaires were out the economy’s sectors and creating a wide range of goods
eliminated for further investigation. Therefore, the overall and services to satisfy both domestic and international market
response rate was 56.08%, and only fully completed ques- demands. Manufacturing, trade, electricity, and other ser-
tionnaires were taken into account for data analysis. vices were used to categorize the investigated manufacturing
Out of 83 responses, the researcher found that 41 indus- organizations.
tries had either fully or partially implemented the TPM and The researcher made an effort to gather feedback from
were aware of it. The survey’s second phase involved the various manufacturing organizations including manufactur-
researcher using selective ways to gather responses from 41 ing connected to commerce, electricity, and others. Out of all
organizations. Out of the 41 surveys that were distributed in replies, the major manufacturing sector accounted for 28%,
the final phase, 18 questionnaires were returned so 23 not while trade, electrical, and other services accounted for 34%,
replied questionnaires were omitted for the analysis. Out of 8.4%, and 30% of the total. Figure 1 displays the survey
study’s questionnaire response.

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Target Respondents TPM Awareness Status

Other Services Manufacturing

30% 28%
Yes 57%
Electrical
(47)
Trade
8% 34% Not
No 43%
Interested Interested
(36)
Implemented 28% (10) 72% (26)
87% (41)

Manufacturing Trade Electrical Other Services

Fig. 1 Graphical representation target respondents

Fig. 3 Graphical representation of TPM awareness

No. of Emplyees in Target Organisations

10% as the TPM was implemented, as was previously described.

18% 37% The analysis of TPM awareness and status reveals the urgent
need to emphasize TPM research and its implantation model.
35%

4.1.4 Level of TPM pillars in firms

The eight main concepts that makeup TPM is referred to

Upto 20 (31) 21-40 (29) 41-60 (15) above 60 (8) as its “eight pillars”. These concepts are preventative and
provide staff members the option to be proactive in everyday
Fig. 2 Graphical representation of employees in studied organizations workstation maintenance. The following is a summary of the
TPM pillars and the accompanying actions.
1. Autonomous Maintenance—It gives operators author-
4.1.2 Size of firms ity over routine maintenance formerly handled by mainte-
nance personnel. It encourages a sense of personal account-
Due to the substantial employment opportunities it offers, ability while giving professional maintenance personnel
the manufacturing industry is essential. Manufacturing busi- more time to handle more complex issues.
nesses can create jobs and function as a catalyst for economic 2. Focused and Continuous Improvement—Teams that
expansion. In this study, there are 31 industries with employ- are focused on continuous improvement work together to
ees under 20 (37%), 29 industries with employees between improve equipment performance and achieve small but sig-
21 and 40 (35%), 15 industries with employees between 41 nificant gains. 3. Planned Maintenance—It can be included
and 60 (18%), and 8 firms with employees above 60 (10%). in normal maintenance operations and prevents breakdowns,
Figure 2 displays the employment counts for the companies which keeps the equipment in good operating condition.
under investigation. Larger maintenance tasks could be planned for while the
equipment is not in use to avoid unexpected downtime. 4.
4.1.3 Views of firms regarding TPM Quality Maintenance—By minimizing or removing issues
with the manufacturing process, quality maintenance pro-
While conducting a review of businesses about various TPM duces products of the greatest quality possible. Employees
difficulties, it was discovered that while 43% of employees should be aware of the process steps that have an impact on
are still unaware of TPM, 57% of company personnel are. A product quality and how those steps could be improved.
small number of them, however, are interested in implement- 5. Early Equipment Maintenance—Utilizing current TPM
ing TPM in their company. According to the survey, 87% knowledge and techniques, early equipment maintenance
of the organizations had fully or partially adopted the TPM. plans, and expectations. Before any installation, it can be
Figure 3 displays the graphical representations of this data. 41 done by having personnel evaluate their practical TPM
industries were taken into consideration for further analysis knowledge.

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6. Education and Training—The necessity of maintenance a whole has to receive extensive training on TPM and its
and its practical application to increase productivity were advantages.
emphasized in education and training. By analyzing the major performance elements of TPM,
7. Safety, Health, and Environment—Establishing and it appears that the present state of the TPM philosophy in
maintaining a safe and healthy workplace is the aim of manufacturing organizations may improve. Setting priorities
this pillar. It is essential to create a secure environment while implementing TPM may be made easier by giving each
while using TPM. To achieve zero accidents and zero health TPM KPIS the proper weight. The analysis of the next survey
damages, workplace safety and health were investigated. 8. in this study, which relates to TPM KPIS, is discussed in a
Administrative and Office TPM—The main goal of this pillar further section.
is to increase productivity and effectiveness in administrative
tasks. It should be launched after the first four pillars and work
to increase the effectiveness of administrative tasks as well
as to find and get rid of losses. As a means of assisting plant 5 TPM–KPIS data analysis
TPM, office TPM applies TPM principles to administrative
duties. Table 3 provides an overview of the list of pillars and TPM is essential from an organizational and personal per-
the associated actions. spective. Ensuring flawless service and safety, lowering
According to the report, very few businesses have used failure rates, and eventually increasing organizational suc-
the TPM idea. According to literature analysis, one way cess and profit, either directly or indirectly contributes to
to anchor the TPM program is by creating eight pillars a healthier work-life balance. The primary obstacles to the
[1]. Finding the level of the eight TPM pillars is the first adoption of TPM in manufacturing industries are determined
stage in establishing the TPM program within the organi- to be a lack of TPM expertise, a lack of a maintenance
zation. Responses from people who have adopted TPM in management procedure, and the absence of a particularly
their organizations were gathered to determine the extent of established TPM guideline for TPM implementation [44].
the program in manufacturing organizations. The structured The literature has praised the investigation of existing
questionnaire was used to get the replies. TPM factors. The attribute choices were made after doing
According to the survey, the three TPM pillars that a literature review and consulting with experts during trips
are most frequently implemented are “Safety, Health, and to various industries. Data about the current status of the
Environment”, “Administrative and Office TPM”, and “Qual- TPM issue are gathered in the first section of the survey
ity Maintenance”, with implementation levels of 90.24%, questionnaire. This section includes closed-ended questions
80.49%, and 65.85% respectively. Early Equipment Mainte- about TPM sub-factors to show the breadth of manufacturing
nance has the least amount of implementation. For the level sectors’ procedures for evaluating the dependability of key
TPM pillars of Planned Maintenance, Education and Train- success factors.
ing, Autonomous Maintenance, and Focused and Continuous
Improvement, a range of 50% to 60% was found. Figure 4
displays a graphic representation of the organization under 5.1 TPM–KPIS Reliability analysis
study’s total percentage level for building TPM pillars.
The aforementioned data analysis revealed that many Reliability is the extent to which a survey, observation, or
manufacturing organizations were interested in implement- other measuring method continues to provide the same out-
ing TPM but were having trouble doing so due to several comes over time [11]. Fundamentally, it is the stability or
obstacles. As the TPM-implemented organization has obsta- consistency of scores across time. The validity of the items
cles while attaining the level of TPM pillars, it is crucial to under each significant component was evaluated using inter-
recognize the TPM barriers and their significance level. TPM nal consistency analysis using Cronbach’s alpha.
is a mindset that seeks to minimize costs while improving an Cronbach’s alpha (α) is calculated using the following
organization’s efficiency and ability to deliver high-quality formula, according to Allen and Yen [6].
products and services. Although TPM implementation is
difficult, the benefits are substantial. A successful imple-   
n Vi
mentation requires time, money, and resources from man- α= 1−
n−1 V ar (X )
agement. To achieve TPM, the organization as a whole must
be committed. Vertically and horizontally throughout all
organizational levels, there should be an unrestricted flow This equation indicates that there are n items or questions.
of information and communication. It is necessary to plan Score variation (Vi) is the sum of individual item variances
maintenance and standardize processes. The organization as for each item or question.
The composite variance is indicated by Var(X).

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Table 3 Eight pillars of TPM

S.N TPM Pillar Corresponding Actions

Pillar-1 Autonomous maintenance Shifting responsibility of routine maintenance from the

(JISHU–HOZEN) maintenance personnel to the operators
Pillar-2 Focused and continuous improvement (KOBETSU KAIZEN) Teams working together to improve equipment operation
Pillar-3 Planned Maintenance Shifting maintenance efforts from reactive to proactive
Pillar-4 Quality maintenance Creating the highest-quality product possibly by reducing or
eliminating problems in the manufacturing process
Pillar-5 Early equipment maintenance Using existing TPM knowledge and strategies to anticipate
and plan
Pillar-6 Education and training Training workers not only how to maintain equipment
but why maintenance is important
Pillar-7 Safety, health, and environment Creating and maintaining a safe and healthy workplace
Pillar-8 Administrative and office TPM - Improving productivity and efficiency in administrative tasks

Fig. 4 Percentage level of TPM Level of TPM Pillars in Manufacturing Organisations

pillars

Autonomous Maintenance
Focused and Continuous Improvement
Planned Maintenance
Quality Maintenance
Early Equipment Maintenance
Education and Training
Safety, Health and Environment
Administrative and Office TPM

0.00 20.00 40.00 60.00 80.00 100.00

A practical and adaptable instrument for examining the the dependability scores were higher than the permitted
dependability of test findings is Cronbach alpha (α). Cron- value. For the examined important success factors the val-
bach’s alpha must be greater than 0.6 to be considered ues of Cronbach’s alpha range from 0.602 to 0.807. Thus,
acceptable [26, 41, 45, 46]. it was determined that each performance indicator had been
Internal consistency is evaluated using Cronbach’s alpha accurately assigned to its corresponding scale.
and the following guidelines are generally accepted. If Cron- After evaluating the dependability, the researcher chose
bach value (α) is 0.9 then excellent internal consistencies. to use the paired comparison approach created by Saaty [40]
Good internal consistency when α is above 0.8 and acceptable which is known as the AHP to evaluate the various criteria in
if it is greater than 0.7. Internal consistency is questionable descending order of their relevance, and a questionnaire was
when α is in the range of 0.6 to 0.5 otherwise it is unaccept- created in accordance. The researcher chose to carry out this
able. Eight performance measures and their corresponding ranking since the internal consistency analysis showed that
sub-factors of TPM were created using the numerous factors all of the important elements are trustworthy. Data from this
on TPM techniques given by various researchers. Selected questionnaire was collected, and it was then assessed using
groups of TPM experts scored the sub-factors that were found the AHP approach. The next stage in reaching the research
for this study in a dichotomous manner. On the response score goal was determining the importance of crucial factors for
sheet, an internal consistency analysis was performed, and its recognizing key areas.
accuracy was verified by computing Cronbach’s alpha. The
findings of the internal consistency analysis for the TPM per-
formance metrics are shown in Table 4. 5.2 AHP analysis
Statistics testing revealed the dependability of the compo-
nents found. For every TPM-KPIs taken into consideration, The pair-wise comparison method is used in AHP analysis
to compare the criteria and rank them in order of relevance

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Table 4 TPM–KPIs internal consistency analysis result

S.N Performance measures of GSCM Total no. of items Cronbach’s alpha (α)

1 IP: improve productivity 5 0.712

2 IQ: improve quality 4 0.692
3 RC: reduction in cost 5 0.672
4 DP: delivery performance 3 0.602
5 SH: safety and health 3 0.642
6 MO: morale 5 0.677
7 WE: work environment 5 0.807
8 CA: competitive advantages 3 0.684

PCM. A well-designed questionnaire was completed by eight to another. The AHP was used to assign weights to various
TPM experts to collect data for the AHP analysis, which was TPM implementation strategies. Three steps can be used to
used to determine the weights of the performance indicators. summarize this procedure:
The researcher determined the extent to which each of these Step 1: Establishing the hierarchical structure Choice-
industries applied the different criteria they had established. makers compare decision alternatives and criteria pair-wise
The research’s strength is that the questionnaire’s responses using a nine-point scale as they build the hierarchical struc-
were objective because the researcher did not let them know ture using decision elements. Each of the n decision-makers
that the questions were related to the TPM field. Due to the develops all matrices and provides all pair-wise comparisons.
aforementioned blind test, the companies had never heard Step 2: Determining consistency The maximal eigenvector
of the TPM terminology. The researcher’s conclusions and or relative weights and λmax are determined to make sure that
recommendations must be reliable and objective. the order of the items is consistent. The consistency index (μ)
Eight characteristics that have an impact on TPM imple- is then calculated for each matrix order n. By comparing the
mentation were identified through a review of the literature, Random Consistency Index (RI) to absolute numbers, the
and an effort was made to combine them with empirical evi- consistency ratio (CR) is calculated (RI).
dence based on practitioners’ reflections. It also solves some The maximal eigenvector, also known as the relative
of the current issues in the study of TPM and can be utilized weights and λmax, is calculated to make sure that the order
to identify the environmental element needed for effective of the items is consistent. The consistency index (μ) is then
TPM implementation. The AHP and Saaty’s [40] basic 9- calculated for each matrix order n, and the consistency ratio
point scale of absolute numbers were both used to build (CR) is determined by dividing the consistency index by the
the proposed framework’s pair-wise comparison matrix. The random consistency index (RI). A CR of less than 0.10 or
Saaty scale shows how much one criterion weighs more than 10%, according to Saaty, is deemed sufficient [40]. If CR is
another. greater than 0.1 or 10%, there has been a discrepancy in the
By establishing a consistency ratio (CR) for each response assessments made within that matrix, necessitating a review,
throughout this study phase, the consistencies of the reassessment, and strengthening of the evaluation procedure.
responses were identified. The mean of the eight responses Step 3: Weight calculation and construction of hierarchi-
was used to calculate the final weights of performance indica- cal model The pair-wise comparisons are performed for each
tors. Given that the sample size was smaller than 30, student’s factor so that the geometric mean is calculated. Individual
t-distribution was utilized to assess the responses’ correct- response by criterion priority matrix was used to determine
ness. Table 5 provides a summary of the computed weights the weighting of TPM variables. The replies were added up
for each variable. The replies from the survey were also used to determine the average or mean value for each TPM fac-
to compute the weights of the TPM-KPI. Table 6 lists the tor. The hierarchy of the TPM variable was determined by
weights summarized for each performance indicator. Each calculating the weight.
important factor’s relative weighting and CR were calculated Step 4: Checking level of Significance Assuming a random
using the same manner. sample was drawn from a population with a normal distri-
bution, the sample size is less than 30(n < 30), making it
5.3 Testing of model practical to handle the precise distribution of t. The signifi-
cance level of a test indicates and evaluates the degree of risk
Making a scale of nine points is the most typical technique or error associated with decision-making.
to show the level of importance of one factor in comparison

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Table 5 Summery of weightage of sub KPIs

KPI Sub-KPI Manufacturing Companies Avg. TDIST

S1 S2 S3 S4 S5 S6 S7 S8

IP EQP 0.248 0.296 0.254 0.216 0.277 0.258 0.289 0.198 0.254 0.403
ENG 0.137 0.112 0.127 0.136 0.115 0.103 0.101 0.121 0.119 0.454
MAT 0.565 0.546 0.562 0.597 0.539 0.581 0.544 0.625 0.570 0.293
MPR 0.049 0.046 0.057 0.052 0.068 0.058 0.066 0.057 0.057 0.478
IQ DPR 0.138 0.252 0.271 0.208 0.103 0.233 0.043 0.282 0.191 0.427
DEP 0.195 0.139 0.135 0.137 0.209 0.105 0.217 0.137 0.159 0.439
CLC 0.609 0.557 0.524 0.601 0.625 0.595 0.632 0.510 0.582 0.290
CUC 0.059 0.051 0.070 0.055 0.063 0.067 0.108 0.071 0.068 0.474
RC RMP 0.269 0.286 0.444 0.105 0.328 0.363 0.130 0.449 0.297 0.388
RMC 0.210 0.181 0.137 0.468 0.157 0.121 0.475 0.141 0.236 0.410
REC 0.355 0.361 0.258 0.211 0.411 0.407 0.123 0.256 0.298 0.387
ROC 0.114 0.107 0.101 0.147 0.039 0.068 0.197 0.095 0.109 0.458
RBR 0.051 0.064 0.060 0.068 0.065 0.041 0.075 0.060 0.061 0.477
DP STR 0.073 0.056 0.060 0.067 0.055 0.062 0.073 0.060 0.063 0.476
DPD 0.761 0.701 0.709 0.661 0.655 0.653 0.761 0.709 0.701 0.253
ASD 0.166 0.243 0.231 0.272 0.290 0.285 0.166 0.231 0.236 0.410
SH ZRA 0.268 0.359 0.309 0.364 0.315 0.342 0.359 0.333 0.331 0.375
ZRP 0.117 0.124 0.109 0.099 0.082 0.081 0.124 0.075 0.102 0.461
MHG 0.614 0.517 0.582 0.537 0.603 0.577 0.517 0.592 0.567 0.294
MO III 0.235 0.300 0.182 0.126 0.099 0.233 0.042 0.344 0.195 0.425
SGM 0.135 0.110 0.146 0.214 0.195 0.105 0.233 0.127 0.158 0.439
GRC 0.575 0.535 0.617 0.602 0.647 0.595 0.634 0.460 0.583 0.289
MTV 0.055 0.055 0.055 0.058 0.058 0.067 0.092 0.069 0.064 0.475
WE FFI 0.267 0.273 0.280 0.204 0.262 0.225 0.289 0.198 0.250 0.405
OSE 0.082 0.111 0.090 0.134 0.152 0.134 0.101 0.121 0.116 0.456
ICC 0.600 0.562 0.577 0.610 0.508 0.566 0.544 0.625 0.574 0.292
SFC 0.051 0.054 0.053 0.052 0.078 0.075 0.066 0.057 0.061 0.477
CA CSP 0.250 0.230 0.263 0.226 0.268 0.211 0.256 0.309 0.252 0.404
CUD 0.655 0.648 0.659 0.674 0.614 0.705 0.671 0.582 0.651 0.268
VLA 0.095 0.122 0.079 0.101 0.117 0.084 0.073 0.109 0.098 0.462

Table 6 Summary of weightage of KPIs calculated from the response of S1 to S8

S1 S2 S3 S4 S5 S6 S7 S8 Mean T-Dist
Value

IP 0.2756 0.2637 0.1555 0.2580 0.3612 0.2318 0.1831 0.1520 0.2351 0.4104
IQ 0.3880 0.3795 0.3450 0.2798 0.2412 0.3857 0.4311 0.4617 0.3640 0.3633
RC 0.0913 0.0974 0.1964 0.1327 0.1261 0.1057 0.1074 0.0958 0.1191 0.4543
DP 0.0636 0.0720 0.0975 0.1016 0.0664 0.0700 0.1008 0.0851 0.0821 0.4684
MO 0.0390 0.0426 0.0470 0.0674 0.0527 0.0445 0.0476 0.0397 0.0476 0.4817
SH 0.0277 0.0292 0.0561 0.0649 0.0729 0.0884 0.0519 0.0621 0.0567 0.4782
WE 0.0402 0.0427 0.0419 0.0649 0.0478 0.0427 0.0444 0.0644 0.0486 0.4814
CA 0.0747 0.0731 0.0614 0.0310 0.0321 0.0312 0.0337 0.0391 0.0470 0.4819
Total 1.0000 1.0000 1.0000 1.0000 1.0000 1.0000 1.0000 1.0000

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Table 7 Ranking and weightage of TPM–KPIs Most of the studied performance indicators of TPM are
also supported by Kodali and Chandra’s [27] and Pai et al.
Attribute Weight in 1 point Weight in 1000 point Rank
scale scale [38].
From the description above, it can be shown that the
IP 0.235 235 2 model’s results are consistent with earlier studies. Another
IQ 0.364 364 1 feature of this study is how well-supported the results of
RC 0.119 119 3 the TPM model are by earlier research on the model. Each
DP 0.082 82 4 component’s index value makes it crystal evident where
improvement is required. Therefore, this model serves as a
MO 0.048 48 7
guide for the improvement program as well as a means of
SH 0.057 57 5
comparing the overall TPM performance. The t-Distribution
WE 0.049 49 6
theoretical value is 3.499 for the 99% confidence level and the
CA 0.047 47 8
degree of freedom is 7.The calculated mean value is smaller
than the standard value.
It was determined that there is 99% confidence in the pro-
The t-statistic also referred to as the sample distribution posed TPM properties. The final weights and rankings for
of this statistic has (n − 1) degrees of freedom. The tα value each crucial component, as determined by pair-wise com-
is the t-crucial distribution’s value. For 7 (n – 1) degrees of parison using the AHP methodology, are shown in Table 7.
freedom, the standard value of t is 5.408 at one tail condition, This research will highlight the improvement of manufac-
99.95% confidence level. T-computed Dist’s value is 3.499, turing strategy direction and TPM practices that will result
which is smaller than 5.408 in magnitudes. It is noted that the in a competitive advantage by eliciting the underlying above
calculated t-Dist value is lower than the average table value of TPM attributes weight framework. Both scholars and prac-
5.408. (Table Value). As a result, the process is under check. titioners are anticipated to be significantly impacted by the
Table 7 provides an overview of the mean weight of TPM study’s findings. This study as a whole will give readers a bet-
KPIs and TPM sub-KPIs. ter grasp of the different crucial TPM components and how
they affect production efficiency. The suggested framework
weight criteria of TPM will be very helpful for readers who
6 Findings and discussion want to broaden their study horizons in this fascinating field
as well as for those who have already looked into this issue,
The most significant criteria, productivity, and quality albeit in a limited or isolated way. The following are just a
improvement had the highest weights of 364 and 235. This few of the many contributions that this study is anticipated
outcome is consistent with that of Eti et al. [15], Kodali and to bring to the field of TPM:
Chandra [27], and Kalpande et al. [25] research findings. This
bolsters the study’s found findings.
i. Using TPM to demonstrate the significance of manufac-
The TPM attributes cost reduction, delivery performance,
turing strategy orientation and its impact on a company
improvement of the working environment, and safety and
or organization.
health have been ranked third, fourth, fifth, and sixth, respec-
ii. To create a guideline for TPM adoption in manufacturing
tively, with weights of 119, 82, 57, and 48. These important
organizations, it is helpful to have a better grasp of the
elements were also identified as a second-line priority in the
link between different performance indicators and their
study report by Ahmed and Carmaker [2]. The study report
recognized weight.
by Eti et al. [15] supports the significance of the TPM per-
iii. The TPM performance indicator IQ and IP have been
formance indicator "Reduction in Cost."
regarded as the two characteristics that matter most
In this TPM mode, the component that boosts morale and
among the 8 factors and other variables. The elements
competitive advantages have the lowest weight and is given
CA and MO have received the lowest importance rat-
the least priority. Researchers Tripathi [48], Nallusamy [35]
ings.
also took into account improving morale when conducting
iv. Studying the significance of matching the business plan
their TPM studies.
with the work environment and performance strategy.
v. Establishing an integrated research framework that
will enable the theoretical development of different
frameworks on a well-founded and solid foundation,
enabling researchers to test the authenticity of the rela-
tion between various quality and maintenance initiatives
as well as their effects on business performance.

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1752 International Journal on Interactive Design and Manufacturing (IJIDeM) (2023) 17:1741–1753

7 Concluding remark of a coherent set of components that may be used to construct

frameworks specific to a given sector of manufacturing orga-
This study’s objective is to identify the strategies and tac- nizations will undoubtedly improve as a result of this activity.
tics for implementing TPM practices in the industrial sector.
Although TPM implementation is difficult, the benefits are Supplementary Information The online version contains supplemen-
tary material available at https://doi.org/10.1007/s12008-023-01252-5.
substantial. The current state of the manufacturing indus-
tries was examined for an appropriate diagnosis of the TPM Acknowledgements We are thankful to all the industrial participants
implementation problem, and it was found that management for their valuable inputs and support for collection of data through struc-
commitment and open communication are crucial for suc- tured questionnaire.
cessful TPM adoption. It is necessary to follow planned, Funding Funding information is not applicable.
standardized procedures and receive in-depth TPM training
to maximize the benefits of TPM adoption. By defining the Data availability Data sharing was not applicable to this article as no
essential TPM areas, the researcher believes that the cur- datasets were generated or analysed during the current study.
rent state of TPM philosophy in manufacturing companies
may improve. Researchers recommend eight TPM perfor-
mance indicators and their thirteen sub-factors for efficient
use of TPM methods based on literature review and discus- References
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