Addis Ababa University

Addis Ababa Institute of Technology

School of Mechanical & Industrial Engineering

Overall Equipment Effectiveness Improvement through

Implementation of Total Productive Maintenance: A Case
Study on Dugda Construction Plc.

A Thesis Submitted to the School of Graduate Studies of Addis Ababa

Institute of Technology, Addis Ababa University in partial fulfillment for the
Degree of Master of Science in Industrial Engineering

By: Muluneh Shibiru

Advisor: Ermias Tesfaye (PhD)

Addis Ababa, Ethiopia

June, 2023
 Addis Ababa University
Addis Ababa Institute of Technology
School of Graduate Studies

School of Mechanical and Industrial Engineering

Overall Equipment Effectiveness Improvement through Implementation of Total

Productive Maintenance: A Case Study on Dugda Construction Plc.

By: Muluneh Shibiru ID No. GSE 2138/12

Approved by the Board of Examiners:

___________________ ____________________ ________________

Advisor Name Signature Date

_____________________ ____________________ ______________

Internal Examiner Signature Date

_________________ _________________ ________________

External Examiner Signature Date

Dr. Araya Abera _________________ ________________

School Dean Signature Date

Dr. Sosina Mengistu ___________________ ________________

Associate Director Signature Date
for PG Program

ii
 DECLARATION

I hereby declare that the work which is being presented in this thesis entitled “Overall Equipment
Effectiveness Improvement through Implementation of Total Productive Maintenance: A
Case Study on Dugda Construction Plc” is original work of my own, has not been presented for
a degree of any other university and all the resource of materials used for this thesis have been duly
acknowledged.
_____________________ ____________________
Muluneh Shibiru (Candidate) Date
This is to certify that the above declaration made by the candidate is truthful to the best of my
knowledge.

_________________ ____________________
Dr. Ermias Tesfaye (Advisor) Date

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 ACKNOWLEDGEMENT

I express gratitude to the all-knowing, all-powerful GOD who provided me with everything I needed
to begin and complete my work. Then my wife arrived, whose assistance I shall always remember.
Then, I'd want to thank Dr. Ermias Tesfaye, my adviser, for his considerate and ongoing support
of my work as well as for providing me with his expert advice.

My deepest appreciation also extends to all of the Dugda Construction Plc. workers involved in
maintenance and production, particularly the batching plant operators, mechanics, and electrical
technicians for their kindness in providing me with the data and information I require and supporting
me without favoritism, as well as to all of my coworkers at my workplace who motivated me by
offering helpful advice throughout the study period.

iv
 ABSTRACT

In the TPM literature, numerous frameworks for Total Productive Maintenance (TPM) pillars have
been given proposed by various writers. However, the majority of them are based on research done
in countries like Japan, Italy, the United States, China, and India. Thus, the aim of this study was to
assess the contribution of a few TPM pillars to manufacturing performance in the construction
industry. Data on production, downtime, reasons for downtime, and maintenance are gathered from
the case company and analyzed to determine how the company's equipment is currently performing.
Using a survey approach, 31 corporate employees were given questionnaires, with a 98% response
rate being the end result.

The relationship between the manufacturing performance dimension and TPM Pillars has been
calculated using descriptive statistical methods. In the survey, autonomous and planned
maintenance received the most attention, whereas development management received the least
attention. The TPM Pillars, autonomous maintenance, focused maintenance, planned maintenance,
and training and education are all covered up in the report, despite their considerable contributions
to manufacturing performance, including lower costs, greater equipment availability, strong
delivery, and improved quality.

The results of the study indicate that the company's availability, performance, quality, and OEE
were all increased by 67.74% 71.38% 99.08% 47.91%, respectively, as a result of the application
of TPM. For the case company, a new implementation framework has been suggested. When
completely implemented, all of the chosen pillars have activities that improve shop floor safety.
Maintaining safety initiatives across all pillars will be crucial to creating a secure working
environment.

Key words: Total Productive Maintenance, OEE, Manufacturing Performance

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 Table of Contents
DECLARATION .............................................................................................................................................iii
ACKNOWLEDGEMENT ...............................................................................................................................iv
ABSTRACT..................................................................................................................................................... v
Table of Contents .............................................................................................................................................vi
Acronyms .........................................................................................................................................................xi
CHAPTER ONE .............................................................................................................................................. 1
1. INTRODUCTION ........................................................................................................................................ 1
1.1. Background ............................................................................................................................................... 2
1.2. Statement of the Problem .......................................................................................................................... 5
1.3. Research Questions ................................................................................................................................... 7
1.4. Objectives .................................................................................................................................................. 7
1.4.1. General Objective .......................................................................................................................... 7
1.4.2. Specific Objectives ........................................................................................................................ 7
1.5. Scope of the Research ............................................................................................................................... 7
1.6. Research Organization............................................................................................................................... 7
1.7. Significance ............................................................................................................................................... 8
CHAPTER TWO ............................................................................................................................................. 9
LITERATURE REVIEW ................................................................................................................................ 9
2. Introduction .................................................................................................................................................. 9
2.1. Definition of terms ............................................................................................................................... 9
2.2. The importance of maintenance ......................................................................................................... 10
2.3. Maintenance Practices ........................................................................................................................ 11
2.4. Types of Maintenance ........................................................................................................................ 12
2.5. The Significance of Maintenance in Equipment Effectiveness .......................................................... 12
2.6. Total Productive Maintenance ............................................................................................................ 14
2.7. Measurement of Total Productive Maintenance Effectiveness .......................................................... 19
2.7.1. Overall Equipment Effectiveness................................................................................................. 19
2.8. Six big Losses ..................................................................................................................................... 22
2.9. Pillars of TPM .................................................................................................................................... 23
2.9.1. Autonomous Maintenance ........................................................................................................... 24
2.9.2. Focused Maintenance................................................................................................................... 25

vi
 2.9.3. Planned Maintenance ................................................................................................................... 25
2.9.4. Quality Maintenance .................................................................................................................... 26
2.9.5. Education and Training ................................................................................................................ 26
2.9.6. Safety, Health and Environment .................................................................................................. 26
2.9.7. Office TPM .................................................................................................................................. 27
2.9.8. Development Management .......................................................................................................... 27
2.10. Maintenance in Construction Industry .............................................................................................. 28
2.10.1. Poor Training of Equipment Operators .................................................................................... 29
2.10.2. Poor Equipment Maintenance Practices ................................................................................... 29
2.11. Literature Summary and Gap Identification ..................................................................................... 30
CHAPTER THREE ....................................................................................................................................... 33
RESEARCH METHODOLOGY ................................................................................................................... 33
3.1. Introduction ............................................................................................................................................. 33
3.2. Methodology ........................................................................................................................................... 33
3.3. Research design ...................................................................................................................................... 33
3.4. Method of Data Collection...................................................................................................................... 34
3.4.1. Sources of data ............................................................................................................................. 34
3.4.2. Population and Sampling Procedure ............................................................................................ 35
3.5. Methods of Data Analysis ....................................................................................................................... 36
3.6. Reliability and Validity Test of the Survey............................................................................................. 38
3.6.1. Reliability test .................................................................................................................................. 39
3.6.2. Validity Test..................................................................................................................................... 40
CHAPTER FOUR .......................................................................................................................................... 42
DATA ANALYSIS, RESULTS AND DISCUSSION .................................................................................. 42
4.1. Introduction ............................................................................................................................................. 42
4.2. Present Situation of the Case Company .............................................................................................. 42
4.3. Description of Batching Plant and Concrete Production .................................................................... 43
4.5. Survey of Additional Information and Result Analysis ...................................................................... 53
4.5.1. Degree of Focus on TPM Pillars ...................................................................................................... 53
4.5.2. Dimensions of Manufacturing Performances................................................................................... 54
4.6. Analyzing the significance of TPM pillars on manufacturing performance ....................................... 54
4.6.1. Relationship among the factors ........................................................................................................ 54

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 4.7. TPM Implementation .......................................................................................................................... 55
4.7.1 The Steps for TPM Implementation.................................................................................................. 58
4.8. Result Analysis of TPM Implementation................................................................................................ 64
4.8.1. Implementation Costs ...................................................................................................................... 69
4.9. TPM Implementation Framework....................................................................................................... 69
4.10. Challenges Faced in TPM implementation ....................................................................................... 71
CHAPTER FIVE ........................................................................................................................................... 72
5. CONCLUSION AND RECOMMENDATIONS....................................................................................... 72
5.1. Conclusion .......................................................................................................................................... 72
5.2. Recommendations ............................................................................................................................... 72
References ...................................................................................................................................................... 74

viii
 LIST OF FIGURES
FIGURE: 1. 1: ORGANIZATIONAL STRUCTURE THE CASE COMPANY CURRENTLY AVAILABLE ............... 4
FIGURE 2. 1: DEFINITION OF TOTAL PRODUCTIVE MAINTENANCE (GRAISA, M., 2007) .................... 15
FIGURE: 2. 2 EIGHT PILLARS APPROACH FOR TPM IMPLEMENTATION (SUGGESTED BY JIPM) ........... 24
FIGURE: 3. 1 METHODOLOGICAL FRAMEWORK ................................................................................. 41
FIGURE: 4. 1 CONCRETE BATCHING PLANT PRODUCTION PROCESS (SOURCE CASE COMPANY)........... 43
FIGURE 4. 2: PICTORIAL VIEW OF THE CASE COMPANY BATCHING PLANT (SOURCE CASE COMPANY) 44
FIGURE 4. 3 COMPARISON OF PLANNED, ACTUAL PRODUCTION, AND DOWN TIMES (IN HOURS) ......... 46
FIGURE 4. 4 PLANNED AND ACTUAL PRODUCTION OF THE BATCHING PLANT (IN M3) ......................... 48
FIGURE: 4. 5 PARETO CHART OF THE SIX BIG LOSSES ......................................................................... 50
FIGURE: 4. 6 THE CAUSE-AND-EFFECT DIAGRAM OF CASE COMPANY TO MINIMIZE DOWNTIME ........ 52
FIGURE: 4. 7 HOW TO IMPLEMENT TPM (SOURCE: (LEE COOKE, 2000)) .......................................... 58
FIGURE: 4. 8 AVAILABILITY RATE OF THE CONCRETE BATCHING PLANT FROM APRIL 1, 2022 TO
MARCH 31, 2023 ....................................................................................................................... 65
FIGUR4. 9 PERFORMANCE RATE OF THE CONCRETE BATCHING AFTER TPM IMPLEMENTATION ......... 67
FIGURE: 4. 10: QUALITY RATE OF THE BATCHING PLANT AFTER TPM IMPLEMENTATION ................. 67
FIGURE4. 11OVERALL EQUIPMENT EFFECTIVENESS OF BATCHING PLANT AFTER TPM
IMPLEMENTATION ...................................................................................................................... 67

FIGURE: 4. 12, TPM IMPLEMENTATION FRAMEWORK ....................................................................... 70

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 List of Tables
TABLE 1. 1: THE CONCRETE BATCHING PLANT PRODUCTION HISTORY RECORD................................... 5
TABLE 1. 2: REASONS FOR LOSSES OF PRODUCTION IN THE BATCHING PLANT ..................................... 6
TABLE 2. 1: THE PHILOSOPHIES OF MAINTENANCE DEVELOPMENT .................................................. 12
TABLE: 2. 2 OEE FACTOR WORLD CLASS ........................................................................................ 21
TABLE: 2. 3 SIX BIG LOSSES SUMMARY ............................................................................................ 23
TABLE 4. 1: ANNUAL AVAILABILITY, PERFORMANCE, QUALITY AND OEE ........................................ 44
TABLE: 4. 2 MEASUREMENT OF AVAILABILITY BEFORE IMPROVEMENT ............................................ 45
TABLE 4. 3: ONSITE PRODUCTION DATA COLLECTION TO DETERMINE OEE ...................................... 47
TABLE: 4. 4: CALCULATION OF SIX BIG LOSSES CALCULATION BEFORE IMPROVEMENT .................... 49
TABLE: 4. 5, FMEA ANALYSIS OF BREAKDOWN LOSSES .................................................................. 51
TABLE: 4. 6 MEAN OF THE PILLARS ................................................................................................... 53
TABLE: 4. 7 PEARSON’S CORRELATION BETWEEN TPM PILLARS AND MANUFACTURING
PERFORMANCE DIMENSION ........................................................................................................ 55

TABLE: 4. 8 APPROACHES FOR PILOT AREA IDENTIFICATIONS IN CURRENT WORKING ORGANIZATION

.................................................................................................................................................. 59
TABLE: 4. 9 INITIATION OF 5-S PROGRAM FOR OPERATORS AND MAINTENANCE PERSONNEL IN
CURRENT WORKING ORGANIZATION .......................................................................................... 60

TABLE: 4. 10 INITIATION OF AN AUTONOMOUS MAINTENANCE PROGRAM ......................................... 61

TABLE: 4. 11 AVAILABILITY RATE AFTER IMPLEMENTATION ............................................................. 64
TABLE: 4. 12 OEE AFTER TPM IMPLEMENTATION ............................................................................ 66
TABLE 4: 13 CALCULATED SIX BIG LOSSES AFTER TPM IMPLEMENTATION..................................... 68
TABLE 4. 14: COST OF TPM IMPLEMENTATION ................................................................................. 69

x
Acronyms
CM – Condition Based Maintenance
CFT – Cross Functional Team
FD – Focus Diagram
FGD – Focus Group Discussion
FMEA – Failure Mode Effect Analysis
JIPM – Just In time Preventive Maintenance
KMO – Kaiser - Myer – Olkin
MP1 –Cost
MP2- Quality
MP3 – Availability
MP4 - Delivery
OEE – Overall Equipment Effectiveness
PQCDSM – Productivity, Quality, Cost, Delivery, Safety, and Morale
SHE – Safety Health and Education
TPM – Total Productive Maintenance
TPS – Toyota Production System
UoM – Units of Measure

xi
 CHAPTER ONE
INTRODUCTION

1. Introduction of the research

According to Tsang et al. (1999), maintenance is the routine and ongoing process of keeping a
specific asset or machine in its typical working condition so that it can provide the performance or
services that are expected of it. Most manufacturers all over the world are choosing to use high-
tech equipment as well as adopting non-traditional maintenance management techniques like Total
Productive Maintenance, Reliability Centered Maintenance, and Condition Based Maintenance as
a result of the forces of the global market demanding more emphasis on customization, quick
delivery, and excellent quality.

Effective maintenance plan and strategy considerably increases the value of manufacturing
activities and subsequent business, according to Bamber et al., 1997; Ahmed et al., 2005. Total
Productive Maintenance is one of the well-known innovative maintenance strategies used by
manufacturers (TPM). It was demonstrated to be one of the cutting-edge approaches to
maintenance since it maximizes equipment efficiency, prevents breakdowns, and fosters
autonomous maintenance through day-to-day operations and activities involving the entire
workforce of the company. Since it was first presented a few decades ago, it has drawn interest
from numerous businesses across numerous industries.
To mention about an overall equipment effectiveness (OEE) index, which combines the three
criteria of availability, performance, and quality, is the primary statistic used by TPM to assess the
efficiency of production facilities. Because it becomes a very important factor in automated flow
line production systems that affect OEE. In fact, according to the TPM framework, the majority of
downtimes linked to failures can be controlled, manageable, and decreased with an efficient
maintenance action plan; quality loss continues to be an important source of inefficiency that
necessitates a focused investigation. They are not connected to breakdowns or specific issues that
call for the assistance of maintenance experts; production operators could manage and resolve
them. However, they result in the major fault that prevents OEE improvement.

1
 1.1. Background
Total Productive Maintenance (TPM), a tool for enhancing productivity and overall equipment
effectiveness (OEE) of a machine, has been introduced by many industrial organizations from a
wide spectrum in response to global competition and the need to increase the productivity of
manufacturing and production lines (Goyal R, 2015).
When studying the development of Japanese maintenance practices, the period prior to 1950 is
known as the "breakdown maintenance" period. The United States of America launched preventive
maintenance in the 1950s, and in the 1960s, total productive maintenance gained popularity
(Nakajima, 1998).
Ahmed T, Ali SM, Allama MM, and Parvez MS, (2010) claim that, the development of TPM
started in the 1970s with the recognition of a single, true fact by management. TPM is essentially
an enterprise-wide initiative to maximize the effectiveness and efficiency of any industry by
performing preventive maintenance tasks continuously to reduce various failures and increase any
types of machine availability.
Manufacturing management programs were created to support the development of industrial
development at the period of Second World War, such as Just in Time (JIT) and Total Quality
Control. Though, companies applying this program at their firms reported that a reliable quality
product could only be assured with machines or equipment in good condition. Thus, equipment
management began to be emphasized (Ogaji, 2004).
During the early days, companies were applying breakdown maintenance, which means that
maintenance workers fixed equipment after it broke down (Shirose, 1992). This basic maintenance
was unsuccessful and not effective in preventing some serious failures. The idea of preventive
maintenance was introduced in the 1950s and recommended to users by equipment manufacturers
(Ogaji, 2004). Records of equipment worsening also became important in reminding operators of
the need to replace and repair damaged components (Xiaomeng, 2018).

Taking into account new demands in industry, the concepts of maintainability and methods
improvement, and maintenance prevention were introduced. Methods improvement reduces the
replication of the same issue, such as breakdown or fault; while methods planning refer to the
design of equipment for convenient safeguarding. Methods enhancement and methods planning
were added to preventive maintenance and incorporated into a new concept called “productive

2
maintenance”. By these approaches, companies could take advantage of the yield of their
equipment processes (Shirose, 1992) (Xiaomeng, 2018).

In the 1970s, the concept of total productive maintenance began to be integrated into productive
maintenance activities. Then, total refers to total employee participation, which implies “involving
all the people in maintenance procedures” (Ogaji, 2004). Therefore, TPM evolved from productive
maintenance into total productive maintenance.
Background of the case company
In order to play a key part in the Ethiopian construction business, Dugda Building Plc was found
ed in 2011. The company provides clients with superior value-
added services while utilizing the most
recent construction techniques, technologies, and practices.

The company is on a fast road to growth and development thanks to the commitment of the mana
gement team and employees as well as the supportive economic and political climate.
For all sorts of projects, including roads, power plants, industrial and office buildings, apartments,
and etc., the company special foundation works can be used as deep foundation element which is
cost effective and environmentally friendly product. The company general arrangement and
organization of its management system is described in figure 1.1.

3
 Organizational Structure of the Company
According to the figure below, it is appropriate to implement TPM in the organization as a whole. However, this research mainly focuses
on the problem in the Plant and Equipment Administration and Maintenance Department. By implementing TPM, the research was focus
on bringing the company profitability and productivity by eliminating the problem.

General Manager

Contract Construction &

Finance HR & Engineering Sales & Plant & Equipment
Dep’t Administration Administration Marketing
Dep’t Manager Administration and
Manager Dep’t Manager Dep’t Manager Dep’t
Maintenance Dep’t
Manager
Manager

Special
Building
Ready Mix Concrete
Unit Manager Foundation Unit
Unit Manager Manager

Plant & Plant &

Equipment Equipment
Operation Maintenance
Division Head Division
Production Quality Control & Head
Manager Assurance Manager

Figure: 1. 1: Organizational structure the case company currently available

4
 1.2. Statement of the Problem
There is a high rate of machine breakdowns due to unplanned maintenance, sudden failure of main
production equipment which was increasing the repair cost and machine downtime that leads to
production lost in Dugda construction plc. This has brought the function of maintenance to be vital
activity in the company in order for daily operation to become stable and effective. The company
doesn’t have any prior knowledge about preventive as well as predictive maintenance approaches.

Based on preliminary assessment made in the company there is no organized maintenance team
committed to predictive as well as preventive maintenance instead a run to failure approach is
followed for equipment sudden failures during normal operating conditions. The study was tried to
select the major production equipment for TPM implementation that has a huge contribution for the
production process. The Concrete Batching Plant, Excavator, Loader, Roller, Stationery Concrete
pump, Truck mounted concrete pump, Cranes, Truck Mixers and Dump Trucks are the major ones.
Frequent downtime has been happening in this equipment for more than a year. The plant has lost
more production output due to these cases. For instance, if we take concrete batching plant production
history record data.

Table 1. 1: The concrete batching plant production history record

Plan Output Design Capacity Downtime Remark

Date
(m3/d) (m3/d) (m3/d) (Hr.)
1 900 510 1200 4
2 900 720 1200 1
3 900 680 1200 2
4 900 850 1200 0
5 900 595 1200 3
6 900 510 1200 4
7 900 0 1200 10 Total Breakdown
8 900 810 1200 1
9 900 640 1200 2
10 900 525 1200 3
11 900 850 1200 1
12 900 0 1200 10 Total Breakdown
13 900 0 1200 10 Total Breakdown
14 900 0 1200 10 Total Breakdown
15 900 800 1200 0
Source; maintenance and production department

5
A preliminary assessment and practical problem observations show that there is a high rate of
machine downtime and equipment failure occurring in the case company. This is due to a lack of
planned and integrated maintenance and inspection strategy. Some literature explained that proper
TPM implementation strategy could solve such machine frequent down times and under production
of the equipment. But the research argues that only implementing TPM strategy cannot solve the
cause for equipment downtime unless a special cross functional team shall be organized and trained
to apply it practically. Furthermore, the company did not practice the philosophy yet for its
maintenance programs. According to the plant & main equipment one year maintenance report April
1, 2021 up to March 31, 2022 show that 13,536 hours of machine downtime were recorded due to
sudden failure and breakdowns. Due to this case the company has lost 11,733,185 birrs income.
Therefore, based on the assessment made on the case company, one year production data and main
equipment downtime history, the main cause for low productivity of production equipment and
machinery is due to lack of maintenance system, specifically TPM. Hence, the research was tried to
solve this problem through detailed analysis of the root causes and set an appropriate implementation
plan.

Moreover, as shown in the table the plant & equipment annual report recorded that, the highest loss
was plant break down than others factors affecting productivity. Hence, the researcher has focused
on the plant and equipment was minimized break down using implementation of TPM.
Table 1. 2: reasons for losses of production in the batching plant

Unit measure
S/No. Description Loss (birr) %
hr.
1 Break down 13,536 11,733,185 87.44
Sand & Aggregate 5 228,000 1.7
Cement 17 775,200 5.77
2 Idle time
Add mixture 2 91,200 0.68
Fuel Consumption 9 410,400 3.06
3
Rework concrete (m ) 41 68,100 0.51
3 Defect product
Rejected product (m3) 28 112,000 0.83
Total 13,418,085
Source; quality, maintenance and production department from April 2021 to March 2022

6
 1.3. Research Questions
Considering the practical problems occurred in the case company and reviewed literatures, the
researcher summarized the following research questions for further explanation of the study:
1) How can the overall equipment effectiveness be improved in construction equipment?
2) What are the major causes for lower performance of construction equipment?
3) What are the impacts of TPM on overall equipment effectiveness in the case company?
1.4. Objectives
1.4.1. General Objective
The main objective of the study is to improve overall equipment effectiveness by implementing TPM
at Dugda construction plc.

1.4.2. Specific Objectives

The specific objectives of the thesis include:
 To identify ways for OEE improvement in construction industry
 To find the major causes for lower equipment performance
 To identify the impacts of TPM on OEE in the case company
1.5. Scope of the Research
The boundaries of this study were focused on concrete batching plant, construction site and
maintenance workshop only in time frame and limited maintenance and production data (the data was
included from April 1, 2021 to March 31, 2022 as the time is limited to implement the TPM approach
for only one year. The researcher decided to set such limited boundary considering:
● Which construction equipment and machineries are basic for OEE improvement of the
whole company?
● The availability of data and resources which was helpful to conduct successful research
TPM is not a short-term program; it’s a long and continuous approach to improve the construction
equipment performance and productivity. Therefore, the researcher is planning to apply TPM on
selected core construction equipment on a limited time frame and was continue the thinking on the
other departments.
1.6. Research Organization
The research was consisted of five parts. The first part was the introduction that comprises the
background, statement of the problem, research questions, research objectives, scope, limitation and
significance of the study. It tells us the problem faced by the company because of not applying TPM,

7
an introduction to TPM and purpose of the research. The second part was the literature review and
definition of terms that presents the summary of the TPM method. In the third part the research
methodology, design, sources of data and collection. In the fourth part, the collected data was
analyzed using the appropriate and selected method of analysis. In part fifth, the finding of the study
was discussed and a conclusion with recommendations of the researcher was explained.
1.7. Significance
The significance of the research is helping the company supervisors as well as department managers
to investigate and solve the problems of TPM implementation and sustainability. Basically, the
research has significant advantage for the case company to identify the root causes for poor machinery
& equipment performances and improve the productivity and availability of main production
equipment and also it has significant advantage to the scientific community to make further study in
the topic.
Moreover, it helps to compare the theoretical as well as practical effectiveness of TPM
implementation and performance. It is also used by various parties for a wide picture of how
theoretical and engineering concepts are applicable in actual practice of organizations. Implementing
TPM is promoted and positively changes the maintenance system for the whole company. TPM
persuades operators to be engaged in the daily maintenance of machines and processes if successful
TPM could be introduced to the whole company.

8
 CHAPTER TWO
LITERATURE REVIEW
2. Introduction
This chapter's goal is to study the TPM literature, and it begins by reviewing the TPM approach
concept. After that, a review of the literature focused primarily on TPM definition, history, objectives,
maintenance kinds, OEE calculation, and maintenance in construction sector. The researcher cites the
construction sector, Ethiopia's TPM history of success, and other sources.
2.1. Definition of terms

Productivity is an absolute measure that "states the relationship between what is produced in
production and the efforts required attaining this" (Alexander, 1994). The following mathematical
formula is used in the same literature to define productivity:
Productivity = (Output) / (Input) (Alexander, 1994).
The definition of productivity in the literature frequently relates to a manufacturing system's
effectiveness. The second significant step in the evolution of a production system is productivity
increase, as stated in the scientific literature (Bellgran & Safsten, 2010) (Alexander, 1994).
Depending on the kind of application that needs to be measured, the firms assessing productivity will
specify the output and input. The article's author makes the following equation to illustrate how
productivity may be boosted at all levels through better procedures, greater performance, and better
utilization:
Productivity = Method (M) × Performance (P) × Utilization (U)
The terms "method" and "performance" relate to the expected productivity rate, "utilization" is the
actual time spent relative to the total planned time, and "performance" is the speed at which operations
may be completed in comparison to the ideal cycle time. One may quantify the present productivity
obtained from the current operations by precisely defining these three parameters, and by optimizing
the same factors one can boost productivity for operations in production system. 2012's Almastrom.
The following is a different, more condensed definition of productivity that can be found in the
literature.
According to Antonio Frieser, (2020), Industrial maintenance is a key stage in any production
process. Productivity can be defined as the relationship between productive activity and the resources
required to carry it out. These methods may involve infrastructure, people, or technology. In order to
achieve the highest levels of efficiency in a society where outcomes are the determining factor in

9
success, it is also important to grasp how this relationship between maintenance and productivity
works when discussing industrial maintenance. The study reveals that there is a strong relationship
between productivity and industrial maintenance. Any company's primary goal of productivity
shouldn't be disturbed. But when there are machines, technologies, and human resources involved,
things can happen. So what do you do? The key is in the upkeep and management of it. A good
maintenance management strategy puts productivity first, tries to achieve the highest levels of asset
availability, and avoids at all costs cutting back on production resources. Therefore, the productivity
will depend on the link between the reliability rates as a result of maintenance process management
and the resources required.

2.2. The importance of maintenance

"Most organizations do not realize the cost of downtime their equipment and what the total financial
effect of useless machinery is on their business," the Department of Trade and Industry (DTI; 1988)
stated. The report's conclusion emphasized the need for a shift in management perceptions of
maintenance and the need to incorporate maintenance into the production plan.

Plant and equipment maintenance is a vital issue in any manufacturing sector. (Alam, [Link]
Rashid and Rabiul., 2016) suggested that the implementation of TPM requires more time, resources
and efforts; it can be difficult to carry out all the pillars of TPM at a time to achieve the desired output
and also can be a big challenge for the company to roll out TPM since there may be other existing
practices. (Wardhani, 2019), also suggests that the goal of TPM is to improve the company’s structure
in terms of materials, equipment, tools, machinery, raw materials and products and also in manpower
terms.
According to (Sivakumar Annamalai, 2019) before applying TPM to an organization it is better to
set good information and knowledge sharing and a special steering committee appointed for the
successful test.
The effectiveness of the equipment immediately affects the productivity of the production processes,
has an impact on the productivity of the workforce, and helps to ensure the quality of the final product
and customer satisfaction. (Gupta P, et al. (2016).
In order to design a maintenance target that is consistent with their manufacturing strategy,
maintenance managers and his subordinate should take into account the levels of maintenance that
are required for their specific production situation. An expensive non-competitive scenario may
emerge from failing to design an effective maintenance strategy.

10
 2.3. Maintenance Practices

Because the TPM idea is more closely associated with for all manufacturing sector, applying it is one
of the best ways to overcome OEE levels below 80%, thus its use in the healthcare service sector is
novel. The sincerity of every person engaging in TPM activities, from employees to management, is
crucial to the success of the implementation. Discipline in following established processes and
maintenance recommendations will be quite helpful in achieving each TPM pillar (H. A. Prabowo, et
al (2018).
Overall equipment effectiveness is a crucial factor in determining if TPM is successfully implemented
inside a company. According to Goyal R, Jindal S, (2015), in order to increase equipment
productivity, efficiency, and effectiveness, the factors such as reducing manufacturing cycle time,
customer complaints, and handling autonomous groups on their abilities and confidence levels have
to be addresed.
Due to the standardization of work and processes based on the three primary pillars of TPM focused
maintenance, autonomous maintenance, and scheduled maintenance TPM deployment can result in
additional non-economic benefits including better safety and convenience of repairs (J. D. Morales
Méndez and R. S. Rodriguez, (2017).
Lean manufacturing's primary goals are to reduce cycle times and remove waste in order to boost
profits, productivity and competitiveness by boosting output and lowering costs.(Nallusamy, S. and
Saravanan, (2016).
In order to improve manufacturing productivity and to measure by using overall equipment
effectiveness (OEE) in an Ethiopian boiler plant, (Wakjira and Singh's study from 2012) established
connections between varieties of TPM aspects. The study identified improving performance
enhancements as one of the key TPM success elements.
(S., 2019), assessed the contribution of a few TPM pillars on the manufacturing performance at the
Nile Sole Factory. In order to conduct the study, the company provided data on production, downtime,
causes for downtime, scrap level, and rework, which were then gathered and analyzed to determine
the company's present performance and production output. According to the study, five of the eight
TPM pillars focused improvement, planned maintenance, autonomous maintenance, and training and
education made a significant impact to the specified manufacturing performance metrics, including
cost, availability, delivery, and flexibility.

11
 2.4. Types of Maintenance

According to (Al-Najjar, 1996), Albert (2000), Graisa and Al-Habaibeh (2007), there are primarily
three major types of maintenance: unplanned breakdown maintenance, planned scheduled
maintenance, and condition monitoring-based maintenance (CBM). Unexpected machine failure and
unplanned maintenance have a significant impact on the production system's efficiency since they
increase downtime and add unanticipated expenditures. However, planned scheduled maintenance is
typically based on any machine maintenance suggestions and statistical analysis of past machine
failure data history. The condition monitoring based maintenance approach is a scheduled
maintenance that depends on monitoring and evaluation the vital machine parts while they are in use.
The analysis of the condition monitoring data can be done to estimate the failure time which will
further allow maintenance to be planned (Qin and Tang, 2005, Juan, 2009 and Rosqvist et al., 2009.
By optimizing preventive maintenance planning, strategy and maintenance operation efficacy,
condition monitoring helps reduce breakdown costs.

Table 2. 1: The Philosophies of Maintenance Development

1900 through the
Characteristics of the tool Maintenance Philosophy
present days
First-generation  Equipment is basic and Basic and regular upkeep
upkeep (1900-1939) straight forward to fix. Reactive maintenance, only fixing problems as
they arise
Second-generation  Equipment is increasingly  Preventative maintenance that is planned
upkeep (1945 -1979) complicated, and industry i  Time-based strategy
s more dependent on it.  Total Productive Upkeep (TPM) total
 Maintenance expenses are involvement of the workforce.
more expensive than other  The maintenance process is team-based and
operating expense looks at culture and people rather than systems.
Third-generation  The complexity of the  Condition monitoring (CM), hazard studies
upkeep (1980s – equipment failure modes and effect analysis (FMEA)
Present)  The accelerated use of  Reliability-centered maintenance (RCM)
automation  Examination of the machine or system
 The high cost of downtime  Computer-aided maintenance management
 The desire for higher-quality  Workforce with a variety of skills
items from customers
The use of just-in-time
(Source: Sherwin 2000; Waeyenbergh and Pintelon 2002)

2.5. The Significance of Maintenance in Equipment Effectiveness

The competitive business strategy for many organizations to be the best in the market in their sectors
is characterized by the strong emphasis on efficiency, delivery, and quality in both large and small

12
factories of today's global companies. Manufacturers use cutting-edge machinery to meet these
standards. They are also using fresh approaches to material management, such as the just-in-time
(JIT) philosophy, which advocates for continuous production systems that don't require inventory
setup and that require the least amount of modification time.

Due to these circumstances, businesses are being forced to divert their attention to maintenance since
unplanned machine downtime causes serious issues (Hayes and Pisano, 1996; Christian et al., 2009).
As (Blanchard, B., 1997) noted, current trends show that the introduction of new technologies is
generally leading to an increase in system complexity.

However, they fall short of client expectations in terms of effectiveness and performance; in addition,
system costs are rising in comparison to their operation and maintenance. As a result, even if the cost
of maintenance can be considerable, it is now more important than ever to regulate the equipment in
order to meet the needs of the production line and maintain competitiveness in the market. The
efficient operation of commercial organizations today depends on equipment maintenance and
dependability management, claims it to design proper maintainability and reliability plans due to the
rising reliance on technology for the bulk of corporate operations to ensure that these organizations
can deliver high-quality and dependable services to their consumers (Gunaskeran, A., 2008).

The operation's function of maintaining the machines is essential, and a good and efficient
maintenance strategy can considerably add value to the production activities. Manufacturers ought to
view and evaluate maintenance as a world-class principle. Manufacturing companies aiming for
world-class performance have demonstrated that a good maintenance strategy may play a significant
role in improving competitiveness (Bamber et al., 1999; Al-Najar, 1996).

The desired product is the production's most crucial output. The requirement for maintenance, on the
other hand, is a supplementary output that serves as an input for the maintenance function. Production
capacity produced by maintenance serves as a supplemental input to the final product. Maintenance
creates the capability for manufacture, whereas production creates the product. Therefore, by
increasing production capacity and managing output quality and quantity, the impact of maintenance
on production may be realized. In an organization that works in tandem with production to maintain
the production flow, maintenance is a crucial function. Manufacturers should view maintenance as a
core activity that requires strategic planning in order to receive continuous production from
machinery and equipment. According to (Ollila, A. and Malmipuro, M., 1999) and (Yamashina, H.,

13
2015), the increasing competitive power of the company depends on the development of advanced
manufacturing engineering to set up a suitable production process that necessitates brilliant
maintenance procedures so that equipment is always available whenever needed and produces
products with the necessary level of quality. Long-term maintenance should be considered a crucial
component of an organization's strategy.

According to the organization's capability and resources, maintenance should be scheduled sensibly
and realistically. By lowering unplanned failures and faults, the clear development of maintenance
and application is assisting to improve equipment reliability and availability, and this is help to supply
the market with products that are of high quality and low cost.

2.6. Total Productive Maintenance

The proper and effective utilization of the operational and human resources available for the
manufacturing process is one of the major issues encountered in the industrial setting. High
productivity in continuous production systems is prioritized through effective resource allocation and
operational processes. However, the effectiveness of such production systems' key processes, or
"bottlenecks," directly affects productivity (Moellmann et al., 2006; Moraes and Santoro, 2006).
TPM seeks to continuously enhance an organization across all facets. According to the
aforementioned references, a full definition of TPM comprises the following five TPM objectives:
a) Overall Equipment Effectiveness (OEE) is the goal of TPM;
b) TPM develops a rigorous preventative maintenance program throughout the duration
of the equipment's life;
c) a number of departments (engineering, operation, and maintenance) implement TPM;
d) Every single person, from top management to staff, is involved in TPM; and
e) TPM is based on the motivation-based promotion of preventative maintenance.

By putting the employee at the center of the maintenance and production strategy, the TPM program's
goal is to greatly boost output while also improving employee morale and job satisfaction.

According to (Maggard, B. and Rhyne, D., 2019), total productive maintenance (TPM) is widely used
because it integrates production and maintenance functions but more importantly, it redefines the
roles of the operators and maintainers, thereby empowering the workforce, which should be at the
center of any change in maintenance activities. According to Pintelon (1999), implementing TPM in

14
a short period of time is unfeasible since it requires careful preparation, adequate management
backing, and funding approval.

Figure 2.1 explains what Total Productive Maintenance is in general terms. TPM encompasses all
departments, removes all machine issues, and includes all people. Production and maintenance are
linked, and issues are reduced or removed. Preventive maintenance and Condition-Based
Maintenance (CBM) are used to keep machines in top operational condition.

Figure 2. 1: Definition of Total Productive Maintenance (Graisa, M., 2007)

TPM, according to Maggard and Rhyne (1992, quoted by Lawrence 1999), essentially combines
production and maintenance functions with the purpose of increasing equipment reliability,
minimizing downtime, and cutting waste. Examples of the effectiveness of TPM have claimed to
boost labor productivity by 100%, reduce waste and rework by 75%, and minimize downtime by up
to 80% (Labib 2000; Tsang 1998; Cooke 2005 and Shad 2008).

Total Productive Maintenance (TPM) is a well-known technique that attempts to increase equipment
dependability and efficiency rates, get rid of faulty wastes, limit process fluctuations, and lower

15
production costs, according to Chan et al. These goals can be met by determining the causes of failures
and downtimes, extending the time between failures (Mean Time to Failure), and involving and
empowering employees at all organizational levels (Ireland et al 2001 and Blanchard 1997).
According to McKone et al. (2001), TPM improves manufacturing performance by strengthening a
company's ability to recognize and address issues. TPM also helps to promote organizational culture
and break down traditional departmental barriers between maintenance and production personnel.
The elements of the TPM system, according to Bamber et al. (2000) and Ahmed et al. (2005), are as
follows:
1- People development: The fundamental goal of TPM now is to train and develop individuals. Well-
organized and planned training programs must be accessible, say Prouty (2006) and Mouss et al.
(2004), in order to guarantee that workers have the necessary levels of knowledge and skills to
increase performance. In order to reduce unneeded equipment downtime and increase production,
people need receive proper training (Binninger, 2004).
2- Documentation: Monitoring, controlling, and maintenance actions should be properly
documented and recorded.
3- Regular maintenance: Scheduled and planned routine maintenance on equipment with the goal
of lowering breakdown rates and improving equipment use. TPM emphasizes that implementing a
systematic maintenance plan is a crucial step that plays a crucial part in businesses. The importance
of normal maintenance tasks including inspection, tightening, lubricating, and cleaning within the
preventive process of failures and faults that may be brought on by malfunctioning equipment has
been highlighted by Bris et al. (2003).
4- Housekeeping keys: Putting the five-sigma principles of housekeeping into practice to enhance
the interior environment the housekeeping functions (5S) can be enumerated as follows, according to
Eti et al, 2004.
a) Sort (Seiri) - locating the tools and materials required in the workspace,
b) Straighten (Seiton)- The working space should be cleared of extra tools and materials.
c) Sweep (Seiso) - Regular upkeep and cleanup duties must be carried out in the workspace.
d) Standardize (Seiketsu)- Work and process should follow established, documented standards,
and;
e) Self-discipline (Shitsuke) - By putting the aforementioned procedures into practice and
integrating them into daily tasks, discipline standardization can be achieved.

16
When preventive maintenance was first used in Japan in 1951, TPM was born. Yet, the USA is where
the concept of PM is originated. In 1960, Nippondenso became the first business to implement
preventive maintenance across the entire facility.
With the automation of Nippondenso, maintenance became a concern because more maintenance
employees were needed. Preventative maintenance is the idea where operators produced things using
machines and the maintenance group was dedicated to work on maintaining that equipment. Hence,
the management decided that operators would be responsible for performing routine maintenance on
the equipment. One of the features of TPM is autonomous maintenance, which is what this is.

To increase reliability, the maintenance team modified and corrective maintenance the equipment.
The alterations were made or applied to new machinery.
Preventive maintenance, together with Maintenance prevention and Maintainability Improvement,
gave rise to productive maintenance as a result of this leading to maintenance prevention. In order to
obtain the best life cycle cost for production equipment, productive maintenance aimed to maximize
plant and equipment effectiveness and reducing maintenance costs.
TPM was developed in Japan in 1971 as a mechanism for boosting machine availability and
productivity by more effectively using production and maintenance resources. (Agustiady & Cudney,
2016) state that the goals and advantages of TPM are to improve top management commitment, job
satisfaction through the reduction of damage, decreased quality issues, decreased safety /
environmental incidents, reduced costs, increased throughput, competitive advantage, and minimized
emergency maintenance and unplanned.( Agustiady, T. K., & Cudney, E. A. (2016).
A successful and effective program and a novel idea adopted into the equipment maintenance plan is
total productive maintenance (Sethia et al., 2016).
The TPM strategy has an effect on the company's business and enables the manufacturing system to
improve optimal output. This method, which is employed in all organizations and is constantly
evolving, can enhance the crucial business procedures required to establish key performance
indicators (Nishal et al., 2018).
Total Productive Maintenance (TPM) emphasizes maximizing equipment performance, establishing
a productive maintenance system that optimizes its life cycle, contributing to ongoing availability and
improvement, avoiding early equipment wear, and being necessary that the maintenance work on
preventing with managerial focus (Meca Vital & Camello Lima, 2020).
The average waiting time between failures can be lowered from 13 hours to 7 hours with the proposed
maintenance process simulation, which results in a 15% reduction in downtime. And a 90% increase
17
in time that is available. (Palomino-Valles, A., (2020). The stamping machine's OEE value is still
poor since reduced speed loss (53%) is the main cause of all-around downtime. (Herry, A. P., Farida,
F., & Lutfia, N. I. (2018).
A reduction in maintenance expenses of 16%, a reduction in downtime in the plant of 35%, and an i
ncrease in machine availability of 784 tons annually all followed the installation of TPM. (Gallesi-
Torres, A., (2020).
The Nippondenso Industry, a supplier of electrical components to the Toyota Motors vehicle
company, might be credited with starting Total Productive Maintenance (TPM). He quickly
understood that by implementing and refining the Toyota Production System, Toyota had already
enhanced their working procedures (TPS). According to Ohno (1978), a system was being developed
for "the total eradication of waste." Toyota's production increased along with their need for
replacement parts, and soon supply couldn't keep up with demand. Nippon's senior management made
the decision to track a variety of metrics, including output per hour, lost time from machine
breakdowns, and defect rates (Yamashina 1995; Anish et al., 2008).

TPM does this by valuing collaboration, reaching consensus, and ongoing improvement highly
(Moore and Rath, 2000). The 1970s and 1980s saw the gradual development of TPM as an
organizational-wide initiative as businesses in Japan began implementing this strategy as a
fundamental maintenance philosophy. As its remarkable advantages and benefits became recognized,
the notions of tool maintenance underwent a paradigm shift from "I operate you fix it" to "it is my
machine, I operate and maintain it" (Hokoma, R., Khan, M. and Hussain, K, 2008). Cooke (2000)
claims that TPM combines strong working methods, teamwork, and continuous improvement to
perform both the production and maintenance functions simultaneously.
According to Labib (2000), the goal of TPM is to bring maintenance and production together in small
groups so that they can share knowledge and carry out specified tasks. This action aids in locating
maintenance issues and offering solutions. The concept of zero faults in Total Quality Management
(TQM) is the foundation of TPM. It can be applied to machinery to help reduce breakdowns and
minimum production loss and improving machine efficiency (Goto, 1991; Ahuja and Pankaj, 2009).
The goal of TPM was to keep machinery in good functioning order, increase its useful life, prevent
breakdowns, and minimize, if not completely eliminate, unscheduled stoppages. On the other hand,
this can only be accomplished if senior management's dedication is apparent to all employees.

18
TPM is not a temporary remedy. It must be viewed as an ongoing process that enables maintenance
activity to be highlighted as a crucial and necessary business function. Organizations might schedule
maintenance downtime so that it becomes a regular part of the manufacturing day. TPM is currently
acknowledged as a maintenance program that incorporates the introduction of operations to execute
maintenance on equipment, a freshly established term. The goal of TPM, according to Nakajima, who
is frequently credited as the inventor of TPM, is to increase equipment efficacy and production. It
does this by making a commitment to achieving and maintaining the best possible equipment
conditions in order to avoid unforeseen equipment failures, speed losses, and process quality flaws.
By including the staff at every step of TPM implementation, it should also be possible to boost morale
and job satisfaction among the workforce.
In order to improve TPM, Nakajima created five pillars in 1988: equipment life cycle, training,
maintenance improvement, production involvement, and equipment improvement. Kennedy (1998)
claims that chances were wasted in the 1980s as a result of subpar production scheduling, leading to
the creation of the second generation of TPM, which was production process-focused.
Quality and safety-related TPM challenges have recently been recognized as "essential pillars" of
TPM. Kennedy asserts that as a result, in 1998, TPM now has three generations and two more pillars.
Generally, the majority of the accepted definitions of TPM provided by writers like Bamber et al.
(1999), Rich (1999), Cooke (2000), Blanchard (1997), Davis (1995), and Willmott (1997) expand on
the fundamental five pillars described by Nakajima (1988). They claim that in order for TPM to
succeed, all five basic pillars must be applied to effectively and sustainably reduce equipment losses.
2.7. Measurement of Total Productive Maintenance Effectiveness

Manufacturing performance can be measured in a variety of ways, but the most popular method,
according to published literature, uses cost, overall equipment effectiveness, quality, delivery, and
customer satisfaction as the key metrics (Hon, 2005). According to McKone, Roger, and Kristy
(1999), TPM is strongly and favorably related to cheap cost, high levels of quality, and great delivery
performance. Overall Equipment Effectiveness (OEE), a quantitative statistic provided by TPM, is
used to assess the productivity of industrial equipment (Nakajima, 1988).
2.7.1. Overall Equipment Effectiveness
The standard evaluation metric for total productive maintenance that must be optimized compares
actual plant performance to ideal performance potential is known as overall equipment effectiveness
(Lanza et al., 2013).

19
For industrial companies, the analysis of the effectiveness of the production systems is an important
subject. In order to develop action plans and solutions for the primary causes of production efficiency,
it is possible to calculate and monitor resource productive efficiency in order to learn about their
actual efficiencies. It is necessary to gather and analyze data from the productive resources because
the company's corporate systems do not include the information necessary for calculating resource
efficiency correctly (Passos et al., 2004).
The Overall Equipment Effectiveness is one of the TPM philosophy's most crucial instruments
(OEE). Three parameters that are important to the TPM concept are multiplied to produce the OEE
indicator (Fuentes, 2006; Muchiri and Pintelon, 2008). In light of the average OEE in producing
companies, which has been shown to be about 60% (Ryll et al., 2010), it could be appropriate to aim
for at least an index of 85% in addition to the increased productivity and economic benefits that OEE
brings.

OEE is a technique for understanding the manufacturing area's performance as well as for spotting
potential limitations (Hansen, 2002). OEE determines the manufacturing process's percentage
effectiveness. OEE also includes the three components of availability, performance efficiency, and
quality. OEE= availability*performance*quality

Availability: It is the difference between the amount of time that equipment has been operational and
the time that it has been programmed to operate.
Availability = Operating time/planned production time
Performance: It refers to how closely the machinery operates to the ideal production cycle. The
shortest cycle time that a process can reasonably be expected to accomplish under ideal conditions is
known as the ideal cycle time (Ryll et al., 2010). It can alternatively be expressed as Nameplate
Capacity, Design Cycle Time, or Theoretical Cycle Time. Performance is capped at 100% or higher
to guarantee that the impact on OEE will be minimal if an error is made when defining the Ideal Cycle
Time or Ideal Run Rate.
Performance = ideal cycle time/operating time
Quality: It is the ratio of the total number of high-quality pieces created to the entire amount of
Product.
Quality = total product-rejected product/total product
World Class OEE in Construction Sector

20
Understanding the operating principles of construction equipment, how to handle it, and where it is
most effective to use it is crucial in the construction sector. In the current construction industry,
construction equipment has assumed a significant role, particularly for engineers. Construction of
roads (both paved and unpaved), dams, runways, power plants, irrigation schemes, water and
wastewater works, etc., includes numerous earth moving operations that require a lot of equipment.
Construction equipment is being used more and more frequently to complete tasks. In modern civil
engineering projects, plant and equipment account for a significant portion of the construction costs.
The cost component often depends on the type of project work involved and how much equipment is
used. The equipment expenditures in a construction project can range from 5% to 10% of the direct
costs. While in a proposal for building a roadway, plant and equipment costs could account for up to
40% of the project's direct costs. Contractors and practicing experienced Engineers in the field must
therefore understand the principles of the equipment. Total Productive Maintenance (TPM) is
essentially a maintenance program and includes a newly defined concept for managing facilities and
equipment, uses OEE as key criteria. (Pratik [Link] al, 2017).

Fully Productive Time to Planned Production Time is measured by OEE (Ryll et al., 2010). OEE,
however, is actually calculated as the sum of its three underlying components: availability,
performance, and quality. OEE= Availability*performance*quality
The generally accepted World Class target for each factor is as shown in the table below:
Table: 2. 2 OEE Factor World Class

Availability 90.0%
Performance 95.0%
Quality 99.9%
OEE 85.0%

Of course, each production facility is unique. A facility, for instance, may not be content with a first-
run quality rate of 99.9% if it has an active Six Sigma quality program. The average OEE percentage
in manufacturing plants, according to studies conducted around the world, is 60%. The table above
shows that an OEE that is deemed to be in the world class is 85% or higher.

OEE should initially be used on bottlenecks or other important equipment. When properly
implemented as a result of tracking and enhancing OEE, these areas will significantly enhance the
manufacturing line's overall performance (Hansen, 2002). OEE rates are as follows when OEE

21
numbers have been established for the process's assets and all staff is aware of their importance and
meaning (Blanchard, 1997; Robert C. Hansen, 2002).
 < 65%, unacceptable, bad management of resources.
 65-75%, only if the trend is improving, fairly acceptable.
 75-85% is fine, but adoption is likely to improve, thus it should be sought after to do so.
 85–90% world-class standard.
 Industries that use continuous on-stream processes ought to have OEE ratings of 95% or
higher.
2.8. Six big Losses
One of the main objectives of TPM and OEE programs, according to Venkatesh in 2007, is to reduce
and/or eliminate what are known as the Six Big Losses, which are the most frequent reasons for
efficiency loss in manufacturing.

The six big losses are the main reasons for production shortfalls, making them essential to overall
equipment effectiveness (OEE). The Wastes are connected to them. Employees can identify the six
major losses by being aware of them and can then eliminate or significantly reduce them (Chadli,
2014).
Breakdown’s losses

They typically happen when an unanticipated event halts operations, such as a malfunction in equipment
or the need for emergency maintenance (Induswe (2013).
Setup and Adjustments

This is also considered a downtime loss. Here, productivity decreases or ceases altogether as adjustments
are made in anticipation of a shift in production. Examples include changing tools, dies, or equipment and
waiting for supplies, components, or people (Induswe, (2013).
Small Stops

Short-term speed loss is what is happening here. Blockages, jams, cleaning, and inspection are a few
examples (Induswe (2013).
Slow Running

This is categorized as a loss of speed. Equipment not operating as quickly as it should be is the problem
here. Poor setup, wear and tear, and poor maintenance are among the causes (Induswe, (2013).
Start-up Defects

22
This qualifies as a loss of quality. Typically, there is waste at the beginning of a production cycle
because certain parts may be defective (Induswe, (2013).
Production Rejects
This are unreliable products or defective manufactured goods, production of articles, parts and other
equipment that doesn’t correspond in quality to standards, technical specifications and other technical
norms.
Table: 2. 3 Six big Losses Summary
Six Big Loss OEE Loss Event Example Comment
Category Category
Breakdowns Downtime  Failures of equipment Where the line is drawn between
Loss  unanticipated maintenance a Breakdown (Down Time Loss)
 general breakdowns, and tooling and a Little Halt is negotiable
(Speed Loss)
Setup and  substantial adjustments Programs to reduce setup time
Adjustments  material shortages are frequently used to alleviate
 operator shortages this loss.
 setup/changeover delays
 Warm-up times and major
modifications.
Small Stops Speed  obstructing the passage of goods Usually, stops that are brief and
Loss  clogs in components without the need for maintenance
 A sensor was blocked. staff are included.
 Delivery was blocked.
Reduced  harsh operating Anything prevents the process
Speed  under nameplate from operating at its theoretical
 capacity top speed (Ideal Run Rate or
 under design capacity Name plate Capacity).
 equipment wear
 Ineffective operator and more.
Startup Quality  Scraping Rejections that occur at startup,
Rejects Loss  Reworking warm-up, or other early
 in-process harm pending production. Maybe brought on by
expiration a poor setup, a long warm-up, etc.
 improper assembly
Production  Scraping During steady-state
Rejects  reworking manufacturing, rejects.
 in-process harm pending
expiration
 improper assembly

2.9. Pillars of TPM

The introduction of TPM program is based on the methodical application of a set of 8 TPM pillars,
according to a proposal made by the Japan Institute of Plant Maintenance, in order to maximize plant

23
and equipment efficiency by establishing the ideal interaction between people and machinery (JIPM).
The image below depicts the basic structure of TPM.

Figure: 2. 2 eight pillars approach for TPM implementation (Source: by Japan Institute of Plant
Maintenance 1971)
2.9.1. Autonomous Maintenance
Autonomous maintenance is defined by Robinson and Ginder (1995) as the process when equipment
operators accept and share responsibility with maintenance staff for the increased performance and
health of their equipment. The establishment of "professional equipment operators" for the aim of
"preserving their own equipment" is the fundamental tenet of autonomous maintenance (Shirose,
1996) the core of TPM operations is autonomous maintenance (Komatsu, 1999). The goal of
autonomous maintenance is to advance the skill sets of equipment operators and create a well-
organized shop floor where the operator can quickly identify deviations from ideal circumstances
(Tajiri and Gotoh, 1992). Even if the other TPM pillars are maintained, if autonomous maintenance
operations are not done successfully, the desired effects will not be seen (Komatsu, 1999).
The five-step process and the seven-step strategy are suggested for correctly implementing
autonomous maintenance (Nakajima, 1988). After performing operator training and rehabilitation to
enable them to carry out some basic maintenance duties for the equipment, keep it in excellent
operating condition, and avoid any equipment deterioration, autonomous maintenance is

24
implemented. Additionally, conducting daily routine maintenance tasks and learning some basic
repairs are part of the course. As a result, workers ought to be able identify defects and fix them
without having to halt work and wait for experts for an extended amount of time. As a result,
autonomous maintenance is a self-maintenance effective strategy that is dependent on the level of
training and skills of personnel who operate the equipment. It also requires a certain level of
collaboration between various sections and departments of operation and maintenance.

Therefore, it is the TPM pillar that is the most fundamental. Equipment operators must become
competent managers of their production processes in order to perform autonomous maintenance.
They must be able to recognize signals of productivity loss, spot irregularities, and take appropriate
action in response to their findings.
2.9.2. Focused Maintenance
Focused maintenance refers to any operations that increase the overall efficiency of facilities,
procedures, and machinery by reducing losses and enhancing output (Suzuki, 1994). Focused
development aims to make equipment work exceptionally well every day. The more efficiently the
machines work, the more productive the shop floor is, and the more prosperous the company is
(Leflar, 2001). Zero losses are the core tenet of targeted improvement. According to (Nakajima,
1988), eliminating all failures, faults, and other undesirable phenomena which are often regarded as
the wastes and losses caused in equipment operation is necessary to maximize equipment
effectiveness.
2.9.3. Planned Maintenance
Planned maintenance's primary goal is to create and maintain ideal conditions for equipment and
processes (Suzuki 1994). By increasing machine availability, the establishment of a planned
maintenance system entails maximizing productivity and enhancing the skill of maintenance
specialists. By effectively implementing these tasks, maintenance input can be reduced and a fluid,
integrated system can be built. These tasks include routine preventive maintenance to stop failures,
corrective maintenance, daily maintenance prevention, breakdown maintenance to get machines back
up and running as soon as possible after failure, and guidance and assistance in autonomous
maintenance (Japan Institute of Plant Maintenance, 1996). The achievement of zero failures is given
priority in planned maintenance activities (Shirose, 1996).

To have defect-free products and high plant availability, it entails maintaining the equipment (JIPM,
2010). It also refers to carrying out the maintenance job by organizing, controlling, and planning the

25
data pertaining to maintenance activities, such as procedures, resources, labor, and necessary timing.
The goal of scheduled maintenance is to guarantee optimal equipment performance at the lowest
possible maintenance costs, allowing equipment to operate at its best all the time.
2.9.4. Quality Maintenance
Establishing "zero defects" conditions, maintaining conditions within predetermined standards,
inspecting and monitoring conditions to eliminate variation, and taking preventive measures prior to
defects or equipment/process failure are all examples of quality maintenance. Quality maintenance
also refers to the control of such conditions to reduce defects to zero. The primary idea of quality
maintenance is that it emphasizes proactive rather than reactive actions that are conducted before
something occurs (Japan Institute of Plant Maintenance, 1996). One of the main goals of TPM is to
make sure that processes and equipment are so reliable that they always operate as intended
(Schonberger, 1986). Reduced fast equipment deterioration, the removal of process issues, and the
development of skilled and competent users are prerequisites for successful quality maintenance
implementation (Shirose 1996).
2.9.5. Education and Training
The pillar of training and education makes sure that workers are educated in the knowledge and
abilities deemed crucial to their personal growth as well as the effective application of TPM in
accordance with the aims and objectives of the company (Marofi, 2014). For TPM to be implemented
successfully, all employees across the board must perform better and have better abilities. The goal
of the training and education pillar is to have multi-skilled, reenergized personnel that are eager to
report to work, perform all necessary activities efficiently, and do so on their own. The goal of
providing operators with education is to improve their skills in order to produce a factory full of
experts. The goal of employee training is to help them develop their skills in the following four
phases: Phases 1 and 2 are ignorance, Phase 3 is competence but not teaching, and Phase 4 is
competence but also teaching (Venkatesh, 2007).
2.9.6. Safety, Health and Environment
One of the TPM pillars, Safety, Health, and the Environment (SHE), focuses on the attainment of
zero accidents. Only with a tight focus on safety, health, and environmental issues can TPM programs
be useful. The foundation of TPM is based on preventing human mistake, maintaining the
dependability of equipment, and preventing accidents and pollution (Suzuki, 1994). Identifying and
removing safety, health, and environmental issues is the main goal of the TPM safety, health, and
environmental pillar implementation. Beyond just preventing accidents, environmental safety also

26
refers to lowering energy usage, getting rid of toxic waste and using fewer raw materials (Pomorski,
2004). It is also referred to as (SHE).
To achieve an accident-free workplace, it requires focusing on the safety of the workplace and its
surroundings. The main pillars of TPM, according to Nakajima (1988), "ensure equipment reliability,
prevent human error, and eliminate accidents and pollution." The actions and resources utilized to
significantly increase the efficiency of the manufacturing process are also in place to make
comparable improvements in the areas of safety, health, and the environment, according to this pillar
of total productive maintenance. TPM is committed to protecting workplace safety, human health,
and the environment by eliminating hazards that could lead to accidents, injuries, or occupational
diseases (Narender and Gupta, 2012).
2.9.7. Office TPM
Office TPM is used to promote productivity, boost administrative and technical function efficiency,
and find and get rid of losses. Analyzing processes and procedures with the intention of boosting
office automation is part of this (Patra, Tripathy and Choudhary, 2005). By minimizing waste and
loss and documenting administrative methods, these departments' productivity can be raised. They
can also increase the efficiency of the production system by enhancing all coordinated activities that
aid in production (Suzuki, 1994).
2.9.8. Development Management
Development Management, also known as maintenance prevention, is the term for design activities
carried out during the planning and construction of new equipment that give the equipment high
degrees of reliability, maintainability, economy, operability, safety, and flexibility, while taking
maintenance information and new technologies into account, and thereby reduce maintenance costs
and deterioration losses. Suzuki 1994 defines early management as the process of identifying
potential problems before they become problems (Shirose, 1996). Keeping equipment's Life Cycle
Cost (LCC) as low as possible is the traditional goal of early management. The idea of early
management design is broadened in TPM to encompass design that seeks to achieve not only no
breakdowns (reliability) and simple maintenance (maintainability), but also prevention of all potential
losses that may obstruct the effectiveness of the production system and pursuit of ultimate system
improvement. By identifying flaws in current equipment and processes and relaying this information
to the designers, the early management design approach increases equipment and process reliability
(Suzuki, 1994).

27
 2.10. Maintenance in Construction Industry
The effective utilization of construction equipment is crucial to the commercial construction sector.
In order to increase a contractor's ability to complete their work more successfully and efficiently,
equipment is therefore one of the most crucial factors (Day, D. A. and Benjamin, N.B.H, 1991). By
increasing the efficiency of employing equipment, a sizable quantity of work can be completed in a
shorter period of time and, more importantly, within the project deadline. Project delays on this
construction project were attributed to a number of factors, including insufficient organizational
skills, a lack of building materials, and worker inefficiencies. (Hinze, J. and Ashton, W.B 1979).
Depending on how much of a project is mechanized, the cost of the equipment ranges from 10% to
30% of the total project cost (Shama S.C., 2002). The cost of equipment increases by 30% in fully
automated modern projects. For the project to be completed successfully, proper planning, selection,
procurement, installation, operation, maintenance, and equipment replacement policy are crucial.
Construction engineers now need to be extensively knowledgeable about the construction
applications and maintenance of the wide variety of modern equipment due to the increasing use of
machinery. The technique of performing the work, the amount of time required to finish the operation,
and the cost of construction all influence the choice of construction equipment (Day, D. A, &
Benjamin, N.B.H., 1924). Therefore, effective equipment planning and administration are essential
for a company's performance, particularly in the field of road project building where profit margins
are extremely low. Jose (2001) defined productivity as the proportion of valuable work produced to
the time required to do that work.

In this context, productivity refers to the amount of earth generated per operator hour and the quantity
of labor cycles completed every operator minute. Actual productivity must be compared to a desired
productivity in order to assess the level of performance (estimated). The ratio of estimated
productivity to present productivity is known as the performance ability ratio (PAR) (Alfeld, 1988).
When the PAR number is close to 1, it means that the present productivity is generally good, and
when it is significantly more than 1, it means that the productivity is poor.

Many studies indicate that the construction sector needs to develop in all developing nations. Many
authors claim that governments are in charge of the growth of the construction industry, but (Anosike,
2011) counters that attempts to advance the sector can come from construction firms as well as
practitioners. He proposed two areas for development. The first is the requirement for ongoing
assessment of construction regulations and standards, which should be written as technical aids rather

28
than onerous regulations and in a language appropriate to the educational background of the majority
of users.

The other is the requirement for construction businesses to raise their corporate goals for innovation,
productivity, efficiency, and quality of work while setting up the right organizational structures to do
so. Ethiopia is one of the developing nations with the quickest development rate in the world, so the
building sector must be improved.

Due to the country's demand for infrastructure and other commercial sectors, the building industry in
Ethiopia is expanding at a rapid rate. According to data from 2019, it provides roughly 24.82% of the
nation's GDP. Despite Ethiopia's construction sector experiencing rapid expansion, the majority of
large-scale projects are carried out by foreign contractors due to a shortage of qualified workers and
amateurish craftsmanship.
2.10.1. Poor Training of Equipment Operators
The final shooter who determines the productivity of the equipment is the equipment operator.
Equipment abuse brought on by carelessness on the part of the operator and inadequate training and
expertise on the part of the equipment supervisor may increase the frequency and expense of
downtime (Pathmanathan, 1980). One of the most crucial aspects is an operator's expertise, which
impacts performance and the direct cost of DT through task efficiency (Arditi et al., 1997; Elazouni
& Basha, 1996; Edwards et al., 2000).
2.10.2. Poor Equipment Maintenance Practices
When a piece of equipment malfunctions, production ceases completely and the owner begins to lose
money instead of making it. Preventive maintenance, routine maintenance, and major repairs make
up the three main parts of most construction equipment maintenance programs. The major repair
program is minimized if the first two programs are both aggressively applied and well managed. More
importantly, the first two programs happen as scheduled under the control of the owners, whereas
major repairs happen haphazardly and typically when they seem to cause the project the most stress.
Poor equipment maintenance procedures lead to catastrophic equipment breakdowns and more
downtime for the equipment, which lowers its productivity and raises project costs. Consequently, in
order to grasp efficient management of construction equipment, one must also comprehend efficient
equipment maintenance. (Gransberg and others, 2006) The productivity of a machine depends on a
variety of things. The project manager frequently has no control over factors like the weather,

29
operator effectiveness, and operating site circumstances, all of which have an impact. The availability
of the machines is the only component that can be completely controlled.
Regular scheduled maintenance is crucial to the modern construction industry's high productivity.
Planning in advance is necessary to guarantee that corporate personnel always have the necessary
skills, resources, and spare parts on hand to properly maintain equipment when the time for regular
maintenance arrives (Graisia, 2014).
The major maintenance strategy is to take the essential actions to maintain the machinery working as
efficiently as possible. Machine elements like motor and bearing lubrication, motor and belt
replacement, fan blade cleaning, fan wheel balancing, compressed air system maintenance, sealing
material maintenance, belt conveyer maintenance, and machine devise cleaning are all included in
the maintenance of machines used in the construction industry (Shafeek 2012).
According to (Graisia, 2014), TPM was introduced to the construction industry in order to maximize
machine productivity, machine OEE, working conditions, cost savings, and product profit. According
to Venkatesh (2007), the introduction of TPM in any industry aids in achieving the following goals:
 Avoid wastage in a quickly changing economic environment.
 Producing goods without reducing product quality.
 Reduce cost
 Produce a low batch quantity at the earliest possible time and Products sent to the customers
must be with no defect.
2.11. Literature Summary and Gap Identification
TPM is a continuous process and a long-term strategy, and it motivates workers to work hard and
take corrective action. Global competitiveness and the need to boost the efficiency of manufacturers
and production lines in every industry sector have led to the implementation of TPM as a technique
to raise productivity. Any organization's application of TPM technology and work culture change,
along with the involvement of employees and management, is crucial to achieving the process' goals
(Blanchard, 2019).

TPM installation is a crucial business issue because it is a fundamental component and function of
every firm. The major goals of TPM in industrial organizations are to improve communication
between the production and maintenance departments and prevent pointless confrontations. When
discussing TPM implementation in the aforementioned literatures, the authors makes it obvious how
important it is for the organization to use TPM pillars. The researchers concentrated on methods to

30
boost TPM performance effectiveness and efficiency. It also outlines the difficulties encountered
when implementing TPM in different organizations. TPM is applied, solving the six big losses. It has
been noticed that TPM tactics have significantly altered numerous global industrial sectors. Also,
they compute numerous losses that have a direct impact on the companies' production.

In general, the evaluation can reduce the length of time needed to implement TPM by using it as a
strategy for a small subset of essential equipment and introducing new components gradually. In
essence, it is clearly asserted that a crucial requirement for the quick and successful implementation
of TPM is the managers' and employees' willingness to accept the change for increased productivity.
If they do, less than two years passed since the implementation period began.

To sum up, studies discovered that TPM installation improves with time. But, better results achieved
by starting with the primary production machines, progressively developing specialized cross-
functional teams from corporate departments, and giving adequate training to uphold the concept
(Moore, R. and Rath, R. (, 2018). The primary goal of TPM is to achieve zero breakdowns, zero
failures, and zero accidents, according to numerous researchers. The majority of them noted how
implementing the TPM five pillars changed things. Also, TPM emphasizes that the production
department and the maintenance department should collaborate as a single unit to prevent conflicts
between them.

The pillars of TPM are linked to the levels of self-sustainability, as evidenced by a large portion of
the literature evaluation, making it a crucial component of the system. As a result, this is the system's
core component. Management must take operator training, upcoming planned maintenance, and focus
improvement into account while implementing an independent maintenance program. The TPM
process begins with an independent maintenance program. Most people concur that all devices should
have the bare minimum of equipment and operator training.
In the commercial constructing industry, efficient use of construction equipment is essential.
Equipment is therefore one of the most important components in enabling a contractor to carry out
their business more successfully and efficiently. By improving the effectiveness of using equipment,
a significant amount of work can be finished in a shorter amount of time and, more crucially, within
the project deadline.
There were several reasons why this construction project was delayed, including poor organizational
abilities, a lack of building supplies, and worker inefficiency. The OEE intended to increase
performance and quality rates, reduce breakdowns, and increase overall machine efficiency. When

31
increasing the Overall Equipment Effectiveness (OEE) of a management system, the machine's
availability rate, performance rate, and product quality rate are taken into account as measurements.
The project's goal is to increase a construction company's overall equipment effectiveness (OEE).
Although TPM has been widely investigated in the textile, cement, soft drink, and other industries in
Ethiopia, it has also been studied in other industries. They investigated, displayed the issues, and
mentioned their suggestions.
Yet, because the construction industry in Ethiopia is rapidly growing and TPM is relatively limited
in this country, this study looks at the extensive and profound knowledge gaps that exist in this
industry, Concrete batching plants and construction equipment in particular at Dugda Construction.
Therefore, this research will fill that gaps and add value to the scientific environment in TPM
implementation in construction sector.

32
 CHAPTER THREE
RESEARCH METHODOLOGY
3.1. Introduction
This chapter includes comprehensive explanations of the methods the researcher must follow. This
section mostly discusses the strategy/design adopted by the researcher to address the study issues and
justifies the strategy's selection. The primary research steps include the research design and strategies,
methodology approach, data gathering method, data collection tool, and data processing and analysis
method.
3.2. Methodology
The methodology that was employed to carry out the research mainly identifies the existing
production in the company with the help of pragmatic study and focus group discussion. The average
values of overall equipment efficiency and total productivity was calculated and compared to world
class standards. Additionally, important suggestions were given so as to enhance the efficiency of the
existing system equipment.
3.3. Research design
In conducting the research design which was used for the study is case study research since it was
focus on a particular case company specifically Dugda construction plc. Besides, by using empirical
data on the selected production and construction machines and recognizing the effect on the
improvement of TPM implementation. As a result, the nature of the research was an empirical
research design.
The study was conducted at Dugda construction concrete batching plant located at Addis Ababa Nefas
Selk sub city project site. The company is selected for this study case since the researcher had close
information in the problem area and wants to solve this issue by conducting the research. The concrete
batching plant has approximately 80 workers, which include operators, technicians, managers,
supervisors, and engineers.
The research design used for this study was a case study approach. The research design was chosen
because it enables in-depth understanding of the topic of enhancing overall equipment effectiveness
through the use of Total Productive Maintenance. A case study is a research method that enables a
thorough examination of a current, real-world event in its original setting, according to Yin (2012).

33
The case study method has been widely employed in research on organizations and has produced a
vast amount of high-quality data that has greatly advanced our understanding of organizational
functioning in practice.
Case studies offer a crucial method for evaluating the TPM philosophy's efficacy in various sectors
of application, particularly in the manufacturing industries (Aspinwall and Elgharib, 2013). This
study employs both quantitative and qualitative research techniques.

3.4. Method of Data Collection

3.4.1. Sources of data
Both Primary and secondary data were the main data sources for this study:
Primary data: Trochim, (2003) makes the case that alternative forms are intended to be equal to the
kinds of inquiries that determine the conclusion with regard to primary data. Similar to this, Kothari,
(2006) explains that primary data is gathered using either questionnaires or interviews. In light of
this, the core data for this study were directly gathered from the sample respondents using the chosen
instruments covered in the following subsections.
Secondary data were also gathered in addition to the primary data from various kinds of publications
such as journals, academic papers, reports, etc. In addition to this, academic written materials from
reliable web sources were used to round out the data.
The researcher compared the company's Productivity using the monthly production records.
A questionnaire and structured interview questions were used by the researcher to collect data. Two
sections of structured questions were used in the questionnaire. The demographic background of the
respondents made up Part I. In order to address the research questions, Part II covers respondents'
perceptions of the effectiveness of the companies' implementation of specific TPM pillars as well as
its effects.
The researcher designed the structured interview questions in order to gather data through interviews.
Most of the structured questions were of the closed-end variety, and respondents were instructed to
tick the box next to the correct response.
Interview: It is a conversational data collection method. The primary method of acquiring data is
through interviews, which are a type of verbal questioning. It is one of the most widely used methods
in survey research, according to Robson (1993). Unstructured interviews were used in the research
to gather more in-depth data on the subject. Interviews with the two maintenance supervisors and the

34
three production supervisors were conducted to get first-hand knowledge on how the chosen TPM
pillars impact manufacturing performance at the plant.
Questionnaire: (Sarantakos, 1993; Robson, A., 1993) describes a questionnaire as a written question
in the form of text and states that it can be self-administered by the researcher or distributed via mail.
The respondent gives information. The researcher used closed-ended questions that were designed
for operators of machines, technicians, production supervisors, and maintenance supervisors.
Observation: The researcher observed the overall setting of the company’s production and
production-related departments, the organization maintenance store, the layout of the workshop,
batching plant primary production and machinery, and the company's production and maintenance
records both before and after applying selected pillars. Other things had been observed like how the
daily equipment inspection and lubrication activities conducted during the normal operation times.
Direct observation used in collecting data without relying on other collection mechanisms. All
relevant documents, maintenance manuals, monthly equipment maintenance record history was
referred for the research study. In order to determine the area where the TPM program might be
implemented most successfully, the background necessary for the development and implementation
of TPM was researched.
Document and recording analysis: The Company’s yearly reports and records pertaining to
production and maintenance improvement from previous years were reviewed. In order to develop
total productive maintenance (TPM) for a one-year period (April 1, 2022 through March 31, 2023),
equipment history data collection, which includes actual production, downtime, six big losses, and
product quality rate, was carried out. This was followed by the establishment of an attainable and
realistic TPM target.
3.4.2. Population and Sampling Procedure
The term "population" refers to the group that the researcher is interested to learn more about and
from which a sample was taken. Frequently, this is explained in terms of location, demography,
season, etc. Even though the case company has over 80 workers overall, only the top management
and shop floor workers were included in the target population for this study, which is mentioned in
the table below. The others are support workers.

35
 Table: 3. 1Sample population

No. Staffs Qty.

1 Production Supervisors 3
2 Maintenance Supervisors 3
3 Machine Operators 38
4 Mechanical and electrical 19
technicians
5 Quality controllers 2
Total 65

L. R. Gay (2008) states that "10% of large populations and 20% of small populations as minimums
can be taken as sample size". However, in order to obtain more reliable information from various
respondents, the researcher only included 30% of the target population in the study. Due to the limited
population, three maintenance supervisors from the mechanical and electrical department were
chosen by target sampling that represents 100% of the population. Eight technicians, one quality
controller, and fourteen machine operators were also used as sample respondents for questioner.

Table: 3. 2 Total Population and Sample Size

No. Sample Size

Respondent Population Sampling Techniques
≥30%
1 Production Supervisors 3 3 Target Sampling
2 Maintenance Supervisors 3 3 ”
3 Machine Operators 38 14 ”
4 Mechanical and electrical 19 8 ”
technicians
5 Quality controllers 2 1 ”
Total 65 31

3.5. Methods of Data Analysis

Descriptive statistics such as frequencies, percentage, graphs, Pareto charts were used for the
collected data analysis. Both qualitative and quantitative data analysis approaches were used to assess
the maintenance systems and to calculate the overall equipment efficiency. In descriptive methods
research, the type of methodology selected for the procedures has an impact on data analysis. The
database was kept up to date using the SPSS.24.0 software, which was used as well to analyze the

36
descriptive data. The data gathered from various sources have been categorized, coded, and
summarized as described in the sampling approach section to prepare for analysis. While the closed-
ended questions have been coded and analyzed using both descriptive and inferential statistics using
correlation, percentages, frequencies, the T-test, and measures of central tendency and desperation,
the qualitative or open-ended questions have been summarized and presented as-is. Depending on the
respondents' response, the data outputs were presented accordingly.
The level of significance of the respondents' responses' variance was thus assessed using the T-test.
In addition to descriptive analysis, the pillars are prioritized using the analytical hierarchy approach,
which aids in the choice of the more important pillars. The final product has been presented in written
and table form. Using the results of the analysis and the interpretation of the data, conclusions and
recommendations were then be made and presented in a written format.
A comparative analysis of the existing maintenance record data and the new implementation
strategies were used to show the significance of the philosophy. After having made a detailed analysis
of the results and findings of the research, appropriate method and time of TPM implementation was
proposed. Moreover, the key success factors, results, and challenges that the case company faced
were compared, discussed and interpreted in relation to the relevant literature.
Root cause and down time analysis for the major problems were done by using statistical quality
control tools such as fish bone and Pareto diagram.
The study was involved tabulation of all factors principal to the calculation of the overall equipment
efficiency and productivity of the main equipment and its direct influence in determining the
efficiency of the existing equipment and also the collected data was analyzed graphically using the
appropriate method of data analysis. One maintenance division head, one production head, and two
mechanical engineers were in charge of each process of TPM implementation. The researcher was
given a brief introduction of the study to the management of the batching plant upon initial contact.
The researcher and management then built a cross functional team of two experienced batching plant
operators, one civil engineer and quality engineer from the production unit, and a maintenance
department consisting of one maintenance division head, two mechanical engineers, two senior
mechanics, and one electromechanical expert.
The discussion was done to raise awareness and explain the TPM, and those in the profession
expressed their views on the problems they said were related to the current situation of concrete
batching plants. In general, the researcher, based on the discussions with the maintenance department
and the production department, found that the reduction in production and the constant breakdown of

37
the batching plant had an impact on customers, and that conflicts between the maintenance
department and the production department were increasing.
Due to the lack of regular inspection and cleaning by the maintenance department, the breakdowns
in various parts of the batching plant are increasing. The production department is only concerned
with the production of the concrete and not the batching plant; the maintenance department and the
production department focus on conflict and blame instead of solving the problem together at the
batching plant. The team was participated throughout the implementation of TPM. In this team,
teammates were familiar with the maintenance and operation of the batching plant or processes
chosen. Finally, the operators were assisted the researcher in collecting the data for each process.
Table: 3. 3 Analysis Methods

No. Data items Method of Analysis

Analysis Tools description
1. closed-ended survey for SPSS 24.0 It was analyzed correlation, percentage, mean,
supervisors, operators, standard deviation, and t-test quantitatively.
and technicians
2. Checklist for the Pareto Charts, Here, the researcher observed the company
documentation related root cause workshop, late-running production equipment,
to manufacturing analysis, and and productivity-related records. Analysis was
production and tables done using a quantitative approach (tables,
downtime during Pareto charts, etc.).
breakdowns
3. For the production and SPSS 24.0 Based on their frequency, these qualitative data
maintenance was evaluated.
supervisors, open-
ended interviews

3.6. Reliability and Validity Test of the Survey

The results of the questionnaire, which were obtained from the responses of 31 company employees,
are presented in this section. Employees selected at random from the category of their status.
Production supervisor, Maintenance supervisors, Maintenance Engineers, Quality controllers,
Technicians, and Machine Operators are among the respondents from the organization who are best
suited to respond to the survey questions. Despite the initially unimpressive response rate, attempts
were made to boost response. The ultimate response rate was 97% based on legitimate responses as
a consequence. The responses were analyzed using the statistical SPSS Version 24.0, and the results
are reported in the Appendix.

38
3.6.1. Reliability test
The degree to which the measurements (eight constructs) imply a common latent (unobserved)
construct was determined using reliability analysis, also known as internal consistency. It has to do
with how consistently an experiment, test, or other measuring process provides the same results over
time (Cramer, 1998). For this purpose, Cronbach's Alpha (α) is frequently utilized, where values of
alpha range from 0 to 1.0, with higher values denoting more dependability.

There are different reports about the acceptable values of alpha, ranging from 0.70 to 0.95. A low
value of alpha could be due to a low number of questions, poor interrelatedness between items or
heterogeneous constructs. Therefore, reliability was tested on improving the overall effectiveness of
Construction Equipment by Using Total Productive Maintenance.
The total number of complete feedbacks received was 31 sample populations. In order to confirm the
reliability of the data, Cronbach’s Alpha calculated for sixty-four variables. The overall variables
have a Cronbach’s alpha coefficient of 0.870 for sixty-four which is more than 0.7 as the result, the
result good consistence and reliable.
Table: 3. 4 internal consistency test result

Factors Pillars of TPM and Manufacturing No. of Items Cronbach's

performance dimensions α value
Pillar1 Autonomous Maintenance 7 0.846
Pillar 2 Focused maintenance 5 0.906
Pillar 3 Planned Maintenance 5 0.823
Pillar 4 Quality Maintenance 6 0.680
Pillar 5 Education & Training 5 0.879
Pillar 6 Safety, health and environment 4 0.829
Pillar 7 Office TPM 4 0.707
Pillar 8 Development management 4 0.705
MP1 Cost 6 0.906
MP 2 Quality 5 0.602
MP 3 Availability 7 0.955
MP 4 Delivery 5 0.983

Table: 3. 5 Overall Cronbach’s Alpha Value (Peters, 2014)

Reliability Statistics
Cronbach's Alpha N of Items
0.870 64

39
3.6.2. Validity Test
The ability of a component or set of items to accurately measure the underlying construct for which
they are intended is known as construct validity. Confirmatory factor analysis was used in this study
to test the validity of the components for each TPM aspect (Bagozzi, 2001). The purpose of factor
analysis for structure detection is to look at the latent or underlying relationships between the
variables.
The Kaiser-Meyer-Olkin, Measure of Sampling Adequacy (KMO), a statistic that shows the
percentage of variance in the variables that can be caused by underlying factors and for construct
validity, is the factor analysis test that is utilized. High KMO test values (around 1.0) typically suggest
that the data may benefit from a factor analysis. The results of the factor analysis are probably not
going to be very relevant if the value is less than 0.50. If the number is less than 0.5, Kaiser (1994)
also suggests either gathering more data or excluding particular factors. As shown in Table 3.5, the
KMO values for each factor in this study range from 0.601 to 0.774 and were deemed satisfactory.
Table: 3. 6 validity test with principal component analysis and KMO test

Factors Pillars of TPM and Manufacturing Item Factor KMO

performance dimensions deleted Loading Value
Pillar1 Autonomous Maintenance None 0.552-0.906 0.643
Pillar 2 Focused maintenance None 0.680- 0.846 0.621
Pillar 3 Planned Maintenance None 0.530-0.784 0.742
Pillar 4 Quality Maintenance None 0.652-0.865 0.741
Pillar 5 Education & Training None 0.54-0.926 0.765
Pillar 6 Safety, health and environment None 0.682-0.873 0.682
Pillar 7 Office TPM None 0.714-0.910 0.732
Pillar 8 Development management None 0.683-0.773 0.689
MP1 Cost None 0.542-0.792 0.593
MP 2 Quality None 0.586-0.821 0.612
MP 3 Availability None 0.623-0.743 0.604
MP 4 Delivery None 0.562-0.842 0.586

Correlation test
Correlation test was undertaken to examine the relationship between the dimensions of TPM pillars
such as autonomous maintenance, focused improvement, planned maintenance, quality maintenance,
education and training, early equipment management, office TPM, safety, health, and the
environment with manufacturing performance dimensions like cost, quality, availability and delivery
variables. Thus, correlation between the dimensions of TPM pillars and each manufacturing
performance dimensions was analyzed as below. Pearson correlation was used to measure strength

40
and the direction of linear relationship between variables. The relationship was considered weak when
r = ±0.1 to ±0.29, while the relationship was considered moderate when r = ±0.3 to ±0.49, and when
r= ±0.5 and above, the relationship was considered strong.
Figure 3.1 indicates the methodological framework followed to conduct this research

Preliminary Literature
Review

Concept development

Problem formulation

In-depth Literature Review

Data Collection

Qualitative Method Quantitative Method

-Direct observation Maintenance record

- Questionnaire data & production data
-Interview
-FGD
Six big losses

Current OEE

Data Analysis
-Statistical Quality Control (Fishbone diagram, Pareto analysis,
Failure Mode & Effect Analysis, SPSS

TPM Implementation

Future OEE

Conclusion &
Recommendation

Figure: 3. 1 Methodological framework

41
 CHAPTER FOUR

DATA ANALYSIS, RESULTS AND DISCUSSION

4.1. Introduction
An overview of the concrete production process is provided in this chapter, along with a statistical
analysis of the production data and construction downtime for the Dugda construction.
4.2. Present Situation of the Case Company
The qualitative results and direct observation of the work area around the concrete batching plant
indicate that the maintenance work in the company is mainly carried out by the maintenance
department and no other departments are involved.
No inspection program, timely greasing, corrective maintenance and periodic cleaning of the batching
plant are given attention to in the maintenance department. Since the maintenance department was
following a run to failure maintenance, equipment operations were not stable and problems were not
detected before breakdowns occur. During breakdown maintenance, it is not usual to find the cause
of the failure, but to replace and repair the parts, for example (Failure mode analysis, cause and effect
analysis and they don't have identify root cause of the problem).
Currently, due to the constant breakdown of the batching plant, the good working relationship
between the production department and the maintenance department is causing unnecessary
arguments and conflicts. This is because the head of the production department said that the batching
plant was not properly repaired so we could not produce the concrete.

Also, the production department, which is prepared according to the needs of the customers, is
delaying the production program and due to the difficulty in handling the back orders, the relationship
between the customers and the company is leading to a conflict instead of understanding and agreeing
to the problem. In this situation, when the batching plant suddenly breaks down before the production
is completed, the customer demands the refund of the payment due to the production being cut.
Permanent customers have started to turn their faces to the same concrete manufacturing companies
due to their lack of trust in the company.

Due to the batching plant's production department not being able to work according to the plan, the
plant needs to buy raw materials such as aggregate, cement, sand, chemicals, etc. at high cost and
plan to make a profit by producing a lot of the raw materials that they have imported.

42
In addition, the operators of the batching plant do not know what to do with the plant on a regular
basis and do not have enough professional knowledge and experience in preventive maintenance and
the damage that can be caused by not cleaning the plant. Also, due to the lack of awareness, they do
not have the knowledge to take care of the plant.

In general, due to the constant breakdown of the batching plant, the company not only loses the
income it deserves, but also reduces the relationship between customers and the company, increases
maintenance costs, shortens the plant's service life, and increases the possibility of the company going
bankrupt.
4.3. Description of Batching Plant and Concrete Production
A concrete batching plant, sometimes referred to as a concrete mixing plant, is a piece of machinery
used to mix huge quantities of concrete by combining aggregate, cement, water, and additive.
Concrete mixers, an aggregate batcher, a weighing system, cement silos with a cement screw
conveyor, a batching plant control system, and other components make up a concrete batching plant.

Figure: 4. 1 Concrete batching plant production process (source case company)

The processes in a concrete batching plant are: Weighing and belt conveyor or skip hoist hopper
feeding of aggregate into mixer. Cement (fly ash or powder), water, and additives are all fed into the
mixer at the same time. With a cement screw conveyor, cement is fed into the mixer. Following
weighing, all the materials are fed into the mixer, where they are combined by the twin shaft concrete
mixer. Some of the key elements of the concrete batching plant include: Aggregate feeders, Weigh
conveyor for aggregates, Charging conveyor/Skip, Cement weighs scale, Water weigh scale, Additive

43
weigh scales, A cement silo or hopper with a screw conveyor, the mixing unit, Air compressor, and
Control panel.

Figure 4. 2: Pictorial view of the case company batching plant (source case company)
As it is indicated in table below, the annual equipment availability for the period April 1, 2021 up to
March 31, 2022 was 64.97 % against a world class target of 90% and the OEE is 45.23 % against the
world class target of 85%. Therefore, the need for the implementation of TPM is highly crucial for
the company to improve its productivity.
Table 4. 1: Annual availability, performance, quality and OEE
Factors Dugda Construction (%)
Availability 64.97
Performance 70.33
Quality 98.99
OEE 45.23
Source: overall equipment effectiveness of case company

44
 Table: 4. 2 Measurement of availability before improvement
Planned Actual Ideal Installed Actual
Number Wor Downti
Productio Productio Capacity Capacit Capacit
of king me
Month n Time n Time (m3/d) y (m3/d) y AR
working hrs./ (hr./mo
(hr./mont (hr./mont (m3/d)
days d nth)
h) h)
Apr 21 26 10 260 80.4 179.6 1320 1200 880 69.08%
May 21 28 10 280 86.8 193.2 1320 1200 875 69.00%

June 21 28 10 280 84 196 1320 1200 870 70.00%

July 21 28 10 280 87.5 192.5 1320 1200 887 68.75%

Aug 21 28 10 280 89 191 1320 1200 880 68.21%

Sep 21 26 10 260 103.8 156.2 1320 1200 865 60.08%

Oct 21 28 10 280 102 178 1320 1200 887 63.57%

Nov 21 28 10 280 97 183 1320 1200 855 65.36%

Dec 21 28 10 280 102.8 177.2 1320 1200 875 63.29%

Jan 22 26 10 260 103 157 1320 1200 870 60.38%

Feb 22 28 10 280 108.6 171.4 1320 1200 879 61.21%

Mar 22 28 10 280 110 170 1320 1200 855 60.71%

Total 330 120 3,300.00 1,154.9 2,145.10 1,5840 1,4400 1,0478 65.00%
0 64.97%
Avg. availability
Source: cases company the data was collected from April 1, 2021 up to March 31, 2022

This data was collected from April 1, 2021, up to March 31, 2022, G.C. As the table shows, there are
330 working days from April 2021 to March 2022. It is also included in the plan that the concrete
batching plant was working for ten hours a day. In addition, the planned production time for each
month is defined, so the total planned production time for one year is 3,300 hours. Based on the
downtime data collected from the maintenance department, each month is mentioned, and the
recorded downtime during the year is 1,154.90 hours.

Next, with the data collected from the production department, the actual production time of the
batching plant is mentioned in the table every month. In general, the data of the year, that is, from
April 2021 to March 2022, concrete batching plant actual production time recorded is 2,145.10.
Therefore, average concrete batching plant availability was 65%.

45
 Planned , Actual Production, and down times
300

250

200

150

100

50

0
April 21 May 21 June 21 July 21 Aug 21 Sep 21 Oct 21 Nov 21 Dec 21 Jan 22 Feb 22 Mar 22

Planned Production Time (hr/month)

Downtime (hr/month)
Actual Production Time (hr/month)

Figure 4. 3 Comparison of planned, actual production, and down times (in hours)

Figure 4.3 illustrated that the actual production of the batching plant for each month was below the
planned times due to an increase in machine downtimes. To achieve the planned production time, the
researcher tried to implement TPM in the case company batching plant and all supportive departments
so as to address the breakdown and related issues. Before starting the implementation, the researcher
decided to plan and apply TPM implementation schedule which can be applied in parallel with the
company normal operation time to integrate the manpower and production schedule.

46
 Table 4. 3: Onsite production data collection to determine OEE

Month Planned Ideal Actual Actual Performance Reworked Rejected Total Quality Quality
Production Cycle Production Production Efficiency (m3/month) (m3/month) Defect Product Rate
(m3/month) time (m3/month) Time (m3) (m3)
(hr./month)
April 21 21,600 0.008 15,805 179.6 70.40% 95 76 171 15,634 98.92%
May 21 25,200 0.008 17,002 193.2 70.40% 76 57 133 16,869 99.22%
June 21 25,200 0.008 17,052 196 69.60% 95 76 171 16,881 99.00%
July 21 25,200 0.008 16,940 192.5 70.40% 76 47.6 123.6 16,816 99.27%
Aug 21 25,200 0.008 16,808 191 70.40% 95 57 152 16,656 99.10%
Sep 21 23,400 0.008 13,746 156.2 70.40% 95 47.6 142.6 13,603 98.96%
Oct 21 25,200 0.008 15,664 178 70.40% 76 76 152 15,512 99.03%
Nov 21 25,200 0.008 16,104 183 70.40% 95 47.6 142.6 15,961 99.11%
Dec 21 25,200 0.008 15,594 177.2 70.40% 114 57 171 15,423 98.90%
Jan 22 21,600 0.008 13,816 157 70.40% 114 57 171 13,645 98.76%
Feb 22 25,200 0.008 15,083 171.4 70.40% 95 76 171 14,912 98.87%
Mar 22 25,200 0.008 14,960 170 70.40% 114 76 190 14,770 98.73%
293,400 188,573 2,145.10 70.33% 1,140 750.8 186,682 99.00%
Performance Rate 70.33% Avg. Quality Rate 98.99%
Availability Performance Quality OEE
64.97% 70.33% 98.99% 45.23%
Source: case company the data was collected from April 1, 2021 up to March 31, 2022

47
Table 4.2 shows that the data collected from the production department from April, 2021 up to
March, 2022 one year planned production is 293,400 m3 concrete. Next, the actual production of
188,573m3 concrete was produced during the year. In addition, the actual production time of the
year is 2,145.10 hours. Also, according to the data collected from the quality control and quality
assurance department, 1,140m3/year was reworked and 750.8m3/year concrete was rejected. The
total concrete production during the year was 188,573m3/year, of which 2,185.4m3/year was
recorded due to quality.

Planned and actual productions

30,000

25,000

20,000

15,000

10,000

5,000

0
April May June July Aug Sep Oct Nov Dec Jan Feb Mar
21 21 21 21 21 21 21 21 21 22 22 22
Planned Production (t/month)
Actual Production (t/month)

Figure 4. 4 Planned and actual production of the batching plant (in m3)

Figure 4.4. Clearly explained the planned and actual production of concrete volume in which the
actual production volume of the concrete was less than the planned one due to frequent machine
breakdown. This case motivated to decrease the productivity of the batching plant

48
 Table: 4. 4: Calculation of Six big Losses calculation before improvement

Downtime Loss (hour/month) Speed Loss (hour/month) Quality Loss (hour/month)

Month Breakdown Idling & Reduce Reworked Rejected
Setup loss Sum Sum Sum
loss minor loss speed loss loss loss
April 21 68.4 12 80.4 2 0.5 2.5 1.05 0.84 1.89
May 21 70.3 16.5 86.8 2.5 0.6 3.1 0.84 0.63 1.47
June 21 71 13 84 1.5 0.4 1.9 1.05 0.84 1.89
July 21 74 13.5 87.5 2 0.6 2.6 0.84 0.53 1.37
Aug 21 70.5 18.5 89 0.5 0.5 1 1.05 0.63 1.68
Sep 21 84 19.8 103.8 0.5 0.8 1.3 1.05 0.53 1.58
Oct 21 87 15 102 2 1.2 3.2 0.84 0.84 1.68
Nov 21 83 14 97 3.5 1.5 5 1.05 0.53 1.58
Dec 21 87 15.8 102.8 4 0.8 4.8 1.26 0.63 1.89
Jan 22 88 15 103 3.5 1.5 5 1.26 0.63 1.89
Feb 22 90 18.6 108.6 4.5 1.7 6.2 1.05 0.84 1.89
Mar 22 91 19 110 4 1.9 5.9 1.26 0.84 2.1
Total 964.2 190.7 1154.9 30.5 12 42.5 12.6 8.31 20.91

49
Table 4.3 shows the six big losses of concrete batching plant and as shown in downtime losses,
breakdown loss and setup loss are 964.2 and 190.7 hours as follows. A total of 1,154.9 hours was logged.
In terms of speed loss and idling and reduce speed loss, 30.5 and 12 hours were mentioned as follows,
and a total of 42.5 hours were recorded due to this problem. Next, quality loss was mentioned as 12.6
and 8.31 hours wasted every month due to rework and reject loss. The total number of hours recorded in
the quality control and quality assurance section during the year is 20.9. Based on the six big losses data
mentioned in this table, then a Pareto diagram is used to process the data. The breakdown loss, which
had a loss/time ratio of 79.1%, was where the greatest loss/time loss occurred, according to the Pareto
diagram shown below. In order to improve, the breakdown losses will be assessed.

Pareto Chart of the Six Big Losses

1200 120.0%

1000 100.0%

800 80.0%

600 60.0%

400 40.0%

200 20.0%

0 0.0%
Break Setup loss Idling and Reduce Rework Reject loss
down loss minor speed loss loss
losses

Figure: 4. 5 Pareto chart of the six big losses

50
 Table: 4. 5, FMEA Analysis of Breakdown Losses

Potential Potential Potential Cause

Sev. Occ. Det. RPN Rank
Failure Mode Failure Effects of Failure
Mixer not 9 Batching plant 8 Lack of inspection 7 504 1
working stops working and PM, Concrete
(shut off) buildup inside mixer,
Overload
Cement screw 8 Batching plant 9 Cement buildup on 6 432 2
conveyor not feeding the screw and lack of
working interrupted inspection and PM
Aggregate 7 Batching plant 6 Lack of inspection 6 252 3
feeding system feeding and adjustment of
not functional interrupted conveyor belt
Discharge door 7 Production 5 PLC system regularly 5 175 4
not working process output not calibration and
interrupts lack of PM service
Traditional 6 Increase the 4 Lack of technical 6 144 5
working culture plant breakdown knowledge of
and attitude and production operators and
also downs technicians.
Spare part not 4 Permanent Plant 5 Lack of inventory 5 100 6
available shut -off management

As can be seen from table 4.5, the analysis result of breakdown losses indicated that the potential cause
of the failure of the batching plant was as a result of the ranked causes of failures. The potential effects
of the failures also clearly determined the root causes of the failure of the plant. The rank of the potential
cause of failures showed that Lack of inspection and PM, Concrete buildup inside mixer, Overload was
the first followed by Cement buildup on the screw and lack of inspection and PM, Lack of inspection and
adjustment of conveyor belt, PLC system regularly not calibration and lack of PM service, Lack of
technical knowledge of operators and technicians, and Lack of inventory management. Based on the
failure mode analysis the researcher decided to calculate the OEE and to conduct a cause-and-effect
analysis diagram to further define the root cause of the problem.

OEE Calculation

In this section, the baseline OEE value is calculated using secondary data, mainly concrete batching plant
annual report data taken from maintenance and production department. The data used is data from April
1, 2021 up to March 31, 2022 G.C. The calculation of the OEE value before the improvement average

51
annual data was based on the availability, quality, and performance rates (table 4.2). When we determine
the six big losses, breakdown losses had the highest rank (964.2hrs/year). The calculation of OEE is
performed using the following formula. OEE = A*P*Q, where A is the availability, P is Performance,
and Q is quality rates.
In order to bring improvement in the machine availability, it is necessary to identify the root cause of the
problem. By conducting a focused group discussion, which consisted of 8 workers from both the
production and maintenance departments and by direct observation of the work place, a root cause
analysis for the major problems contributing to down time together with the counter measures were
brainstormed and categorized into appropriate themes of critical causes using 5M principles for each
major causes and constructed into the fish bone diagram to show the root causes of the problems by using
Microsoft Office Visio 2007, analyzed and recorded properly so that they can be used for implementation.
Figure 4.3 indicates the root cause analysis for the major down time reasons and the counter measures
for the critical root causes.

Figure: 4. 6 The Cause-and-effect diagram of case company to minimize downtime

The cause-and-effect diagram indicate that the company can minimize the downtime problems if it
eliminates the identified possible causes. Based on the identified root causes of the major problems in

52
the cause-and-effect diagram, counter measures to eliminate the root causes were discussed and
summarized in table 4.3.
4.5. Survey of Additional Information and Result Analysis
The survey's objective was to assess the case company's maintenance procedures and its understanding
of the TPM concept. To learn more about the idea of maintenance management in the organization,
selected key technicians, machine operators, and maintenance staff were questioned. The study's Annex
includes the structured interview questions. The acquired data was processed using SPSS to check the
accuracy and dependability of the response data, and all interview findings were provided.
4.5.1. Degree of Focus on TPM Pillars
The next part analyses the degree of focus given to the TPM Pillars after analyzing the prior experiences
of the respondents and evaluating the reliability of the results. A summary of the mean values for each
TPM Pillar was computed in order to better comprehend this, as seen in table 4.5.
Table: 4. 6 Mean of the pillars
Over all
Factor Pillars Std. Dev Rank
mean
Pillar1 Autonomous Maintenance 3.5201 0.692105 1
Pillar 2 Focused maintenance 3.1562 0.75621 3
Pillar 3 Planned Maintenance 3.3560 0.65823 2
Pillar 4 Quality Maintenance 2.5641 0.58924 5
Pillar 5 Education & Training 3.0892 0.77162 4
Pillar 6 Safety, health and environment 2.1036 0.66359 7
Pillar 7 Office TPM 2.4382 0.57581 6
Pillar 8 Development management 1.9523 0.6897 8

The variability of each construct ranges from 0.5108 to 0.7721, and the mean score for each TPM elem
ent ranges from 1.9523 to 3.5211. With a high total mean value of 3.3441 between them, the first four
TPM Pillars, Autonomous Maintenance, Focused Maintenance, Planned Maintenance, and Training and
education have stronger focus. The average mean value for the remaining four pillars, on the other hand,
is 2.4295. In addition, the outcome of a TPM implementation plan can be determined by a company's
ability to carry out critical maintenance activities in an organized and effective method (Ahuja and
Khamba, 2008).

53
 4.5.2. Dimensions of Manufacturing Performances
The success of a TPM implementation program depends on more than just formally implementing various
TPM initiatives within the organization; it also depends on ensuring that the laid-out programs are
moving in the right direction and that TPM implementation can yield quantifiable benefits and results.
(Ahuja and Khamba, 2008).

Strategic TPM program successes can be divided into six categories, including productivity, quality, cost,
delivery, safety, and morale (Nakajima, 1998). The PQCDSM (Productivity, Quality, Cost, Delivery,
Safety, and Morale) benefits for early TPM implementers in Japan were also mentioned by Suzuki (1994)
in his article. Describe the manufacturer's selection of emphasis among important capabilities or in short
manufacturing performance, for example, which is a common theme in operational strategy studies like
TPM (Ward et al., 1995).
In this research, the four basic dimensions of manufacturing performance that are going to be included
are:
a) Cost (MP1)
b) Quality (MP2)
c) Availability (MP3)
d) Delivery (MP4)

A five-point Likert scale was used for the study with the following evaluation criteria: if the score value
is 1 - no correlation, if the score value is 2 - nominal correlation, if the score value is 3 - some correlations,
if the score value is 4 - it has a sound correlation, if the score value is 5 - widespread correlation.
4.6. Analyzing the significance of TPM pillars on manufacturing performance
4.6.1. Relationship among the factors
The relationship between TPM pillars and their contribution to various production performance
dimensions were indicated based on the questionnaire. The Pearson's correlation coefficient between
various TPM pillars and Manufacturing performance dimension was calculated using the bivariate
correlation approach to demonstrate this relationship, as shown in Table... Finding the degree and
direction of the association between two scale variables is helpful. In this instance, a key TPM aspect
contributing to the perception of various production performances was determined using Pearson
correlation. The pairs that are statistically most important at the 1% level of significance are those that
are thought to have a strong link with one another.

54
 Table: 4. 7 Pearson’s correlation between TPM pillars and manufacturing performance dimension

MP1 MP2 MP3 MP4 Average

Pillar1 0.981** 0.635** 0.575** 0.674** 0.716

Pillar 2 0.906 0.846 0.680 0.602** 0.759
Pillar 3 0.921** 0.765** 0.763** .548** 0.749
Pillar 4 0.525** 0.983** 0.625** 0.535** 0.667
Pillar 5 0.412 0.423 0.351 0.321* 0.377
Pillar 6 0.388 0.346 .383* 0.254 0.343
Pillar 7 0.227 0.274* 0.228 0.219 0.237
Source: Correlation. Pearson, Kendall, Spearman). Accessed October, 18, 2016.

4.7. TPM Implementation

The choice of the tool used for TPM implementation was selected depending on many factors that could
give the required results. The phases for TPM implementation were explained as:

I. The awareness creation phase:

Regarding the work carried out in this phase, the researcher introduced the concept of TPM in a
meeting attended by each department manager, starting with the company's general manager, the
company's production problems over the past years, quality, and the company's disagreements with
customers. Based on the one-year data collected by the researcher that it has an impact on the
organization, it is everyone's responsibility to solve this problem and the researcher stated in the
meeting that the organization should deal with this problem.
 The researcher stated that by taking one year's data, day by day, construction equipment
downtime, maintenance frequency, increase in maintenance cost and the company is facing
problems with bad relations with customers.
 The researcher applied TPM to solve this problem and it was explained to the management that
it was solving this problem and the organization would be effective.
 The researcher emphasized that the concept and benefits of TPM should be communicated from
the company's manager to the lower employees, and the commitment of all employees should be
made. Business leaders have also pledged their commitment to TPM implementation.
 A cross-functional team (CFT) committee of experts from the maintenance department and the
production department was selected.

55
  It was decided that a regular meeting should be held.
 It was determined that training is needed to implement TPM.
 Mechanical Engineers, Electrical Engineers, Civil Engineers, Quality engineers, operators, and
maintenance professionals are made aware of the TPM researcher.
 As a researcher and member of a cross-functional team (CFT), work was done to identify which
construction equipment is causing the most damage and which bottleneck equipment has
problems.
II. Organization Phase
The main objective of this phase is to generate an organizational structure that promotes, plan,
implement and supports TPM at all levels in the company. In this stage, all the possible causes for
the break down and low productivity were arranged, organized.
 In this phase, the researcher identifies TPM at all levels of the organization.
 An organizational system that implements and supports TPM is done
 The researcher and the cross-functional team (CFT) identified the causes of breakdowns and low
productivity.
 A joint procedure to implement TPM has been implemented in all the work units of the
organization.
III. Planning Phase
 The researcher mentions below what he did in this phase.
 The researcher carried out the TPM implementation plan.
 Together with the researcher and the cross-functional team (CFT) at the concrete batching plant,
they identified the cause of the failure. Then, to avoid the problem, a daily, weekly, monthly, and
six-monthly check list has been prepared based on the service manual of the batching plant
manufacturer for regular inspection and preventive maintenance.
 The budget required to implement TPM is included in this plan.
 A plan is prepared to make the materials needed to implement 5S and those that should be cleaned
and disposed of convenient for work.
 Everything that the researcher and the cross-functional team should do is completed in this phase.
IV. Implementation Phase
After having plan for implementation, the researcher decided to initiate an implementation process
throughout TPM cross functional team. This selected team worked on each machine and
completing all TPM activities to improve its performance. The CFT team has to develop the right

56
 way to get things done in its own assigned place. The main criteria used for the selection of
equipment suitable for TPM implementation strategy were:
 High breakdown frequency
 Importance/key equipment for the company
 Reliable with the rest of the production line high visibility within the company
The skill acquired through the CFT project was used to adjust the planning process and define
resources required for TPM implementation. In addition, appropriate selection of equipment and
team members in the CFT project can result in significant development in equipment performance
within a relatively short period of time. At this phase the personnel training and advisement in
basic controlling functions of machines were performed to make sure that employees had the
ability in carrying out easy maintenance tasks and they were aware about machine functions that
they were working with.
 The implementation of TPM has been done according to the researcher's plan.
 Accumulated concrete and aggregate at the concrete batching plant were cleaned and greased by
experts and operators according to the plan.
 According to the training received by each operator and maintenance specialist and according to
the TPM implementation plan, the researcher and the cross-functional team verified, signed, and
recorded that they had fulfilled their responsibilities and obligations.
 Daily, weekly, monthly, and six-monthly cleaning and preventive maintenance are done
according to the concrete batching plant checklist.
 According to the training given to the operators and assistants, it was implemented by the cross-
functional team so that they did everything that should be done at the concrete batching plant.
V. Assessment Phase
This phase extents to the standards and learning attained by training at the phases of
implementation and it’s the time for operators to start implementing basic investigation and
maintenance tasks autonomously. The objectives of the assessment system were to:
 Validate the progress made in TPM improvement activities
 Calculate the level of TPM maturity in the case company
 Explain areas of strength and weakness in the implementation process
 Integrate TPM improvement projects with the organization’s business plan
 Assess introduce readiness to apply for a plant maintenance honor

57
In this phase, results were compared with those of earlier stages and document the achievements of TPM
strategy. TPM strategy works using the concept of “I operate and I fix”, and neglecting the concept of,
“I operate and you fix”. That’s because this concept invites external maintenance staff to bring the
machine back to its operating conditions.
 Along with the researcher and cross-functional team, the work done during the TPM
implementation was evaluated, and the changes and weaknesses were improved every month, and
the strengths were further improved. Therefore, the researcher conducted the evaluations below.
 A comparison is made between before and after TPM implementation. The comparisons made
are Availability, performance, quality, and Overall Equipment Effectiveness (OEE).
 The six big losses before and after TPM were compared, and the researcher monitored them every
month to find out which one should be reduced.
 Based on the obtained results, continuous and consistent improvement is carried out.

4.7.1 The Steps for TPM Implementation

The implementation of TPM is generally done in five steps: identifying a pilot area, restoring equipment
to prime operating condition, measuring OEE, addressing and reducing major losses, and implementing
planned maintenance.

1. Identify
a Pilot area

2. Restore
5. Implement equipment to
Planned prior
Maintenance How to operating
conditions
Implement
TPM

[Link]/red
uce major 3. Measure
Losses OEE

Figure: 4. 7 How to implement TPM (Source: (Lee Cooke, 2000))

58
The researcher also applied the pillars of TPM for the successful implementation and to render the
problems encountered in the case company (figure 4.7).
Step One: Identify Pilot Area: In this step the target equipment for the pilot TPM program was selected.
There are three reasonable ways to approach this selection.

Table: 4. 8 Approaches for pilot area identifications in current working organization

Which Equipment? Pros Cons

Easiest to Improve The
 best chance for a "quick win"  Less profitable than improving
More tolerant of insufficient of constrained equipment.

TPM experience.  Does not as thoroughly "test" the TPM
process as the other alternatives.
Constraint/Bottleneck  Instantaneously raises overall  Working on a crucial asset as a test
output. project carries a greater risk.
 Offers the quickest payoff.  Equipment may become offline more
frequently than anticipated as it is
enhanced.

The Most  Operator support for improving  Less profitable than improving
this equipment will be strong. constrained equipment.
Troublesome  Solving recognizable issues will  Unsettled issues are frequently
increase support for the TPM unsettled for a cause, such as the
initiative. difficulty in obtaining satisfactory
solutions.

Additional procedures include:

 The Easiest to improve equipment is typically the best option for a business with limited TPM
experience and/or support (whether through internal workers or external consultants).
 The Constraint/Bottleneck equipment is typically the best option for a company with moderate to
strong TPM experience and/or support (whether through internal people or external consultants).
By creating temporary stock and taking other steps to ensure that unexpected stop times may be
accepted, the aim is to reduce possible risk.
 Teams frequently incline toward choosing the equipment with the most problems. However, this is
rarely the best option (unless it also happens to be the bottleneck or constraint).
Make sure to involve the entire range of associated employees (operators, maintenance staff, and
managers) in the decision process and work hard to forge a group agreement regarding the equipment
selection choice in order to build a broad base of support for the TPM project.
Create a local visual focus for the project (such as a project board) once the pilot area has been decided
upon where plans and development updates can be posted.

59
Step Two: Restore Equipment to Primary Operating Condition: The 5-S system and autonomous
maintenance are the two key components of the idea of getting equipment back into top working
condition. Participants in TPM should first become familiar with the 5-S system, which stands for
organize, cleanliness, orderliness, standardization, and sustainability. The equipment was cleaned and/or
prepared for improved operation in this step. Initiate a 5S program first, involving maintenance
technicians as well as operators.
Table: 4. 9 Initiation of 5-S program for operators and maintenance personnel in current working
organization

Item Description
Picture Take pictures of the equipment in its initial condition and publish them on the
project board.

Clear the Area Remove any trash, unnecessary tools, and other objects from the area.

Organize Place the remaining equipment and materials on shadow boards (boards with
visual signals such as outlines).

Clean Up Clean the equipment and the surrounding area completely, including any traces
of spills or leaks.

Photograph Take pictures of the equipment in its upgraded state and put them on the project
board.
Checklist For the area, make a basic 5S checklist (generating Standardized Work for the
5S process).

Audit To ensure that the 5S checklist is being followed, schedule a recurring audit (at
first daily, then weekly). Update the checklist as necessary during the audit to
keep it current and applicable. Make sure audits are inspiring and upbeat
(approach them as a training activity).

The next step is to start a program for autonomous maintenance. Work to reach an understanding between
operators and maintenance staff regarding which recurrent duties operators can successfully complete.
To raise the competence level of operators, it was frequently be necessary to give them some short
training.

60
 Table: 4. 10 Initiation of an autonomous maintenance program

Item Description
Inspection Identify and record important inspection points (every wear component should be included).
Points As a visual help, think about making an inspection point’s map.
Visibility If inspection points are hidden, replace transparent guarding with transparent guarding
(where possible and safe to do so).
Set Points List all set points and the settings that correspond to them. As a visual help for inspection
and auditing, take into account marking settings immediately on the equipment.

Lubrication Recognize and record each lubrication point. To prevent adding new sources of unplanned
Points stop time, schedule lubrication to happen during changeovers or other planned stops. Where
possible and safe to do so, think about externalizing lubrication sites that are challenging to
reach or that involve stopping the equipment in question.

Operator Operators should be instructed to alert line supervisors to any anomalies or new conditions.
Training
Create For all inspection, set point, lubrication, and other operator-controlled maintenance
Checklist operations (forming Standardized Work for the Autonomous Maintenance process), create
a straightforward Autonomous Maintenance checklist.

Audit To ensure that the Autonomous Maintenance checklist is being followed, schedule a
recurring audit (at first daily, then monthly). Update the checklist as necessary during the
audit to keep it current and applicable. Make sure audits are inspiring and upbeat (approach
them as a training activity).

Step Three: Start Measuring OEE: This stage involves setting up a mechanism to monitor OEE for
the intended equipment. This system is manual. The recording system's scope must include tracking of
unscheduled stop time reason code. Unplanned stops were the main cause of losses for the majority of
pieces of equipment. As a result, it is highly advised to classify every unexpected halt occurrence to gain
a clear understanding of where valuable time is being lost. A category for "unallocated" stop time, or stop
time where the cause is ambiguous, is also advised to be included. With manually recorded OEE, it is
especially crucial to provide a category for unallocated halt time. When the stop time cause is unclear, it
gives operators a safe alternative, which increases accuracy.

61
For at least two weeks, data should be obtained to find recurring causes of unplanned equipment
downtime as well as the effects of brief stops and sluggish cycles. Every shift, check the data to make
sure it is accurate and to confirm that the real reasons for unscheduled stop times are being recorded.
Based on the steps followed in the study and assigned teams, the OEE was calculated from the batching
plant and supportive equipment operating conditions at site.
Step Four: Address Major Losses: The main causes of spent productive time are addressed in this
stage. It introduces the Focused Improvement (often referred to as Kaizen) TPM concept.
Table: 4. 10a Focused Improvement (often referred to as Kaizen) TPM on case company
Item Description
Choose one significant loss to rectify based on equipment-specific OEE and stop time
Select Losses data. The main loss that is chosen should typically be the biggest cause of unscheduled
halt time.
Form a multidisciplinary team to solve the issue. Four to six individuals (supervisors,
Create Team maintenance staff, and operators) who have the most expertise with the equipment
should be a part of this team. They were probably going to get along well.
Gather thorough data on the issue's symptoms, including observations, tangible
Collect
evidence, and photographic proof. Use an Ishikawa (fishbone) diagram to collect
Information
observations at the apparatus.
Plan a systematic problem-solving session to: a) identify the problem's likely causes;
Organize
b) compare those causes to the information gathered; and c) choose the best solutions.
Planned stop time should be used to apply the suggested fixes. When implementing
Schedule
fixes, make sure to follow any current change control procedures.
Restart production and assess the fixes' efficacy over a suitable time frame. Document
any procedure adjustments if they are sufficiently successful, and then move on to the
Restart
following large loss. If not, gather more details and plan another structured problem-
solving meeting.

OEE data was meticulously examined every shift during this phase to track the progress of losses that
had previously been remedied as well as broader productivity gains and compared with the previous
calculated value.
Step Five: Introduce Proactive Maintenance Techniques: This stage introduces the TPM idea of
planned maintenance by including proactive maintenance practices into the maintenance program.

62
  First, list all the parts that call for preventive maintenance:
Table: 4. 10b Focused Improvement Proactive Maintenance Techniques TPM on case company
Item Description
Components that All components that experience wear should have been identified and recorded in
Wear Step Two as inspection points. Replace worn components with low- or no-wear
alternatives.
Components that All components that are known to frequently fail should be identified and
Fail documented.
Stress Points To put a greater spotlight on the equipment stress spots, think about using vibration
analysis and/or thermography, which is.

 The next step is to set up the first proactive maintenance intervals:

Table: 4. 10c Focused Improvement Proactive Maintenance Techniques

Item Description
Wear – Based Establish the baseline replacement interval and current wear level for wear
components (in some circumstances, an Autonomous Maintenance check
performed in Step Two may cause a replacement to occur earlier).
Based on Predicted Establish a baseline (predicted) failure interval for components that are
Failure prone to failure.
Time- Based Establish a baseline a proactive replacement strategy for those components
that are prone to wear and failure. Instead of utilizing "Calendar Time" as
the interval time base, think about using "Run Time."
Order-Based Work Using the planned maintenance schedule as a guide, establish a uniform
procedure for creating work orders.

 Next, develop a feedback system to improve the intervals between maintenance.

Table: 4. 10d feedback system to improve the intervals between maintenance on case company
Item Description
Log component For each component that is prone to wear and failure, create a Component Log
sheet. Record each time a component is replaced together with details about the
status of the component at the time (such as wear amount, "component failed,"
"no observable issues," etc.).
Monthly Audit Conduct a monthly Planned Maintenance audit to ensure that the Planned
Maintenance Schedule is being followed, the Component Log sheets are being
kept up to date, and all new entries in the Component Log are reviewed and

63
 maintenance intervals are adjusted as necessary. Make sure audits are inspiring
and upbeat (approach them as a training activity).
Adjustments to Consider modifying the maintenance schedule whenever a component needs to be
Maintenance replaced on an unscheduled basis. Consider include the component if it isn't
Intervals already on the planned maintenance schedule.
Analyzing Plotting thermography and vibration analysis data over time can reveal new
components difficulties and concerns.
4.8. Result Analysis of TPM Implementation
The implementation of TPM program creates a shared responsibility for equipment that encourages
greater involvement by plant floor workers. In the right environment this can be very effective in
improving productivity (increasing uptime, reducing cycle time, and eliminating defects). TPM
implementation improves the equipment availability, performance, and quality rates of each equipment
of the case company. Productivity of equipment is the sum of all parts of the system in terms of
availability, performance, quality, and effectiveness. As can be seen from Table 4.11 up to 4.13 the
improvement values clearly showed the current conditions of the company equipment productivity rates.
Table: 4. 11 availability rate after implementation
Month Number of Working Planned Downtime Actual AR
working hours/day Production (hr./month) Production
days Time Time
(hr./month) (hr./month)
April 22 26 10 260 108 152 58.46%
May 22 28 10 280 102.4 177.6 63.43%
June 22 28 10 280 94 186 66.43%
July 22 28 10 280 92.2 187.8 67.07%
Aug 22 28 10 280 89.6 190.4 68.00%
Sep 22 26 10 260 87.4 172.6 66.38%
Oct 22 28 10 280 88.5 191.5 68.39%
Nov 22 28 10 280 86.8 193.2 69.00%
Dec 22 28 10 280 82.6 197.4 70.50%
Jan 23 26 10 260 84 176 67.69%
Feb 23 28 10 280 74.7 205.3 73.32%
Mar 23 28 10 280 72.4 207.6 74.14%
Total 330 120 3,300.00 1,062.60 2,237.40 67.80%
Average Availability 67.74%
Source: case company data collected from April 1, 2022 up to March 31, 2023

64
 Availabilty Rate
80.00%
70.00%
60.00%
50.00%
40.00%
30.00%
20.00%
10.00%
0.00%

Figure: 4. 8 Availability rate of the concrete batching plant from April 1, 2022 to March 31, 2023

65
 Table: 4. 12 OEE after TPM implementation

Month Planned Ideal Actual Actual Performance Reworked Rejected Total Quality Quality
Production cycle Production Production Efficiency (M3/month) (M3/month) defect produced Rate
(M3/month) time (M3/month) Time (M3) (M3)
(hr./month)
April 22 21,600 0.008 13,528 152 71.20% 114 82 196 13,332 98.55%
May 22 25,200 0.008 15,753 177.6 70.96% 116 81 197 15,556 98.75%
June 22 25,200 0.008 16,554 186 71.20% 114 76 190 16,364 98.85%
July 22 25,200 0.008 16,714 187.8 71.20% 95 57 152 16,562 99.09%
Aug 22 25,200 0.008 16,946 190.4 71.20% 76 47.6 123.6 16,822 99.27%
Sep 22 23,400 0.008 15,189 172.6 70.40% 95 57 152 15,037 99.00%
Oct 22 25,200 0.008 17,043 191.5 71.20% 76 76 152 16,891 99.11%
Nov 22 25,200 0.008 17,195 193.2 71.20% 95 47.6 142.6 17,052 99.17%
Dec 22 25,200 0.008 17,766 197.4 72.00% 76 57 133 17,633 99.25%
Jan 23 21,600 0.008 15,840 176 72.00% 57 57 114 15,726 99.28%
Feb 23 25,200 0.008 18,477 205.3 72.00% 95 47.6 142.6 18,334 99.23%
Mar 23 25,200 0.008 18,684 207.6 72.00% 57 47.6 104.6 18,579 99.44%
293,400 0.008 199,689 2,237.40 856.56% 1,066.00 733.4 1,799.40 197,889 99.10%
Performance Rate 71.38% Avg. Quality Rate 99.08%
Availability Performance Quality OEE
OEE
67.74% 71.38% 99.08% 47.91%

Source: case company data was collected from April 1, 2022 up to March 31, 2023

66
 Performance Rate
72.50%
72.00%
71.50%
71.00%
70.50%
70.00%
69.50%

May-22
Jun-22

Aug-22

Oct-22

Dec-22
Jan-23

Mar-23
Apr-22

Jul-22

Sep-22

Nov-22

Feb-23
Figur4. 9 Performance rate of the concrete batching after TPM implementation

Quality Rate
100.00%
99.50%
99.00%
98.50%
98.00%
Apr-22
May-22

Dec-22
Jun-22
Jul-22
Aug-22
Sep-22
Oct-22
Nov-22

Jan-23
Feb-23
Mar-23

Figure: 4. 10: Quality rate of the batching plant after TPM implementation

OEE %
60%
50%
40%
30%
20%
10%
0%

Figure4. 11Overall equipment effectiveness of batching plant after TPM implementation

67
 Table 4: 13 Calculated Six Big Losses after TPM Implementation

Downtime Loss (hour) Speed Loss (hour) Quality Loss (hour)

Month Idling & Reduce Reworked Rejected
Breakdown loss Setup loss Sum Sum Sum
minor loss speed loss loss Loss

April 22 90 18 108 4.5 0.5 5 1.26 0.91 2.17

May 22 88.4 14 102.4 3.2 0.6 3.8 1.28 0.89 2.17
June 22 79 15 94 3.6 0.8 4.4 1.26 0.84 2.1
July 22 78 14.2 92.2 0.5 1.5 2 1.05 0.63 1.68
Aug 22 76 13.6 89.6 1.5 0.6 2.1 0.84 0.52 1.36
Sep 22 75 12.4 87.4 3 0.4 3.4 1.05 0.63 1.68
Oct 22 75.5 13 88.5 1.2 0.8 2 0.84 0.52 1.36
Nov 22 74 12.8 86.8 1.5 0.6 2.1 1.05 0.63 1.68
Dec 22 71 11.6 82.6 0.8 0.7 1.5 0.84 0.63 1.47
Jan 23 72 12 84 0.6 0.5 1.1 0.63 0.52 1.15
Feb 23 65 9.7 74.7 0.5 0.6 1.1 0.53 0.52 1.05
March 23 62.8 9.6 72.4 0.6 0.5 1.1 0.63 0.52 1.15
Total 906.7 155.9 1,062.60 21.5 8.1 29.6 11.26 7.76 19.02
Source: analysis on the above data source of case company

68
4.8.1. Implementation Costs

The cost of TPM implementation in the case company includes all expenses incurred during the overall
process of the TPM activities as shown in table 4.14.
Table 4. 14: Cost of TPM implementation
a. Manpower Expenses
S/No. Title UOM Qty. Monthly (birr) Annual (birr) Remark
1 Mechanical Engineer No. 1 17,278.0 207,336.0
2 Electrical Engineer No. 1 16,865.0 202,380.0
3 Grease boys No. 2 7,192.0 172,608.0
4 Daily Labors No. 3 11,700.0 140,400.0
Sub Total 722,724.0
b. Cost of Workshop Tools and Accessories
S/No. Part description UOM Qty. Unit Price Total Cost
(birr) (birr)
1 Mechanical hand tools Set 1 98,760.0 98,760.0
2 Multi-meter Pcs 1 38,490.0 38,490.0
3 Oxyacetylene welding tip Set 1 23,256.0 23,256.0
4 Oxygen cylinder Pcs 1 9,755.0 9,755.0
5 Acetylene cylinder Pcs 1 9,755.0 9,755.0
6 Grease gun Pcs 2 1,450.0 2,900.0
7 Hcl chemical Liter 240 78.50 18,840.0
8 Chisel Pcs 4 235.0 940.0
Sub Total 202,696.0
c. Training Cost
S/No. Description UOM Qty. Unit Cost Total Cost Remark
(birr) (birr)
1 Operators No. 3 5,200.0 15,600.0 Including
2 Technicians No. 7 7,300.0 35,000.0 facilities
Sub Total 51,100.0
Grand Total (a+b+c) 976,520.0

Source: analysis on the above data of case company

Table 4.14 shows that the total cost incurred for the implementation of TPM in the case company was
birr 976,520.00. The company batching plant produced 186,682 m3/year of concrete before the
implementation of TPM, and 197,889m3/year of concrete after the implementation in which the
production increased by 11,207m3/year of concrete.
4.9. TPM Implementation Framework
To give operators a greater sense of ownership over their equipment and to spark their interest in their
jobs, TPM implementation had to be introduced. By actively participating, operators can attain the goal

69
of maximizing production. The figure below shows the suggested process for implementing TPM, which
was built using extensive literature review and questionnaire data.

Implementation Phases
TPM Pillars

Productivity
Improvement

Is the goal
No of the Plan
achieved?

Yes

Continuous
Improvement

Figure: 4. 12, TPM Implementation Framework

The productivity of concrete batching plant can be improved through whole and active participations of
key workers. The initiation and introduction of TPM in the case company was essential to increase
awareness labor as well as equipment productivity. Top management commitment for the
implementation and supporting the team proactively could also help the improvement strategy.

70
4.10. Challenges Faced in TPM implementation
According to Sharma, K. et al, (2012), many challenges are faced in TPM implementation and one of
these challenges is that there is no quick way for implementation and the period of starting to implement
TPM till the appearance of improvement may last for one to three years depending on certain factors
such as:
 The size of the organization
 Type of production system
 Management and the way of implementation
 People and effort
Some organizations may not implement all the pillars of TPM and the choice of the rated tool depends
on many factors. Challenges that may be faced during TPM implementation include (Eswaramurthi, K.
G., and Mohanram, P. V. 2013):
 Difficulty in understanding the linkages between the eight pillars
 No sufficient resources (people, money, time, etc.) and assistance provided
 Lack of management support and understanding of the strategy
 Lack of sufficient training
 Lack of structure and relation to strategic needs
 Lack of necessary mixture of skills and experienced in TPM team
 Typically, people show strong resistance to change

71
 CHAPTER FIVE
5. CONCLUSION AND RECOMMENDATIONS
5.1. Conclusion

The purpose of this study was to improve the effectiveness of construction equipment by selecting TPM
Pillars and evaluate their impact on manufacturing performance features. The questionnaire was done on
the Dugda Construction PLC. According to the findings and discussion, autonomous maintenance has
received the most attention under the TPM Pillar, whereas development management has received the
least attention. This study looked into how the TPM Pillars emphasis on manufacturing performance
dimensions affected those aspects in Dugda Construction PLC. After reviewing the issues at the case
company, four manufacturing performance dimensions have been categorized for this use. The
association between various TPM pillars and manufacturing performance has been supported by
empirical research. After implementation of TPM in the company, availability, performance, quality, and
OEE was increased from 64.97% to 67.74%, 70.33% to 71.38%, 98.99% to 99.08%, and 45.23% to
47.91% respectively. The implementation also increased the concrete batching plant production by
11,207m3/year. The findings demonstrated that these TPM elements are important for company
operations in terms of cost reduction, improved equipment availability, strong delivery, higher levels of
productivity, and more flexibility.

5.2. Recommendations

To minimize downtime and increase the availability of machinery and equipment, the autonomous and
scheduled maintenance pillars, when properly implemented and continually upgraded, play a crucial role.
The company ought to think about utilizing these chosen pillars to fix the equipment's existing critical
performance issues. According to the analysis, the degree of downtime and machine idle time was high
enough to cost the business time and material. Because employees are equipped with the knowledge and
motivation to follow the process for continuous improvement, the TPM pillars of Focused maintenance
and Training and Education help to enhance the process and reduce downtimes. The company has to
establish an approach to evaluate OEE for each equipment and machine in terms of availability losses,
performance losses, and quality losses. Because most disruptions emerge from messy machines and
because cleaning is one of the most effective methods to look for abnormalities and deal with them at an
early stage, the company must concentrate on the series implementation of 5S so that equipment should
be kept clean. Since skill gaps were a contributing factor to machine breakdown, the company has to put

72
a high priority on training and education to establish a learning environment within the company. It
needs to improve cooperation between the production and maintenance departments in the company and
should focus on implementing technicians-initiated daily maintenance, which includes cleaning,
lubrication, and inspections, as well as improvement initiatives that involve just low equipment repair.

73
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 Annex I

Addis Ababa University

Addis Ababa Institute of Technology

School of Mechanical and industrial Engineering

Industrial Engineering Stream

Questionnaire on Overall Equipment Effectiveness Improvement through Implementation of Total

Productive Maintenance: A Case Study on Dugda Construction Plc.

Dear Respondent,
This survey focuses on the topic of improving the overall equipment effectiveness of Construction
Equipment by Using Total Productive Maintenance. This questionnaire's primary goal is to gather data
regarding the manufacturing performance and overall Total Productive Maintenance experience of our
company.
Any information you give will be kept in strict confidence because it is only used for academic purposes.
Your kind collaboration is highly appreciated!

1. General Information
i. Gender: Male Female:
ii. Age: 20-30 31-40 41-50 50+
iii. Current position: Managerial Non-managerial
iv. Educational Background (tick only the highest level you have):
v. Masters Bachelors Diploma/TVET High school Completed
vi. Years of experience: 1-2 3-5 6-10 11-15:
16-20 above 20:

77
 2. Dimensions of TPM Pillars

Autonomous Maintenance Strongly Agree (4) Neutral Dis-agree Strongly dis-

Agree (5) (3) (2) agree (1)
(Pillar-1)
[Link] organization has
implemented 5S initiatives.
[Link] organization places a
strong emphasis on organizing
all equipment and supplies.
[Link] implementation of the
cleaning, lubrication, and
tightening criteria is proceeding
well.
[Link] collaborate in teams
that address issues to enhance
manufacturing procedures.
1.5. Any individual awareness of
production operators'
ownership of equipment
[Link] controls are organized
and used, such as a TPM
activity board and labels.
Focused improvement (Pillar-2) Strongly Agree (4) Neutral Dis-agree Strongly dis-
Agree (5) (3) (2) agree (1)
2.1. The company has previously
provided you with training
sessions related to the task you
did.
2.2. maintaining essential equipment
condition and restoring it to ideal
state
2.3. Eliminating even little
equipment flaws is the goal of
maintenance.
2.4. Employees have easy access to
information about productivity
2.5. Utilizing fishbone, RC, Pareto,
5 Whys, and FMA diagrams to
identify and eliminate productivity
losses
2.6. TPM is a tool that the company
uses to improve manufacturing
efficiency.
Planned maintenance (Pillar-3) Strongly Agree (4) Neutral Dis-agree Strongly dis-
Agree (5) (3) (1) agree (1)

78
3.1. There is a process in place for
routinely inspecting machinery
and equipment, which is based on
the inspection program.
3.2. Equipment and machinery are
cleaned regularly.
3.3. PM Check sheets specifying
PM work for each equipment are
usedMonitoring, analysis, and
3.4.
prevention of recurrence of
machine failure are done.
3.5. The inspection of machinery
and equipment is covered by a
program.
3.6. Tools and cleaning supplies
are available whenever needed.
3.7. Regular and scheduled
inspections are performed on
control devices and equipment.
Quality maintenance (Pillar-4) Strongly Agree (4) Neutral Dis-agree Strongly dis-
Agree (5) (3) (2) agree (1)
[Link] maintenance team is skilled
in managing maintenance tasks
in a timely manner.
[Link] current daily effort centers
on reducing and eliminating
[Link] working here with a
[Link]
cause-oriented strategy rather
than a of
[Link] reactive one.. satisfaction
consumer
due to insufficient maintenance
[Link] handling
[Link]
results in scraps and quality
flaws. Strongly Agree (4) Neutral Dis-agree Strongly dis-
Education and Training (Pillar-5)
Agree (5) (3) (2) agree (1)
5.1. All personnel received TPM
training that covered an
introduction to the TPM
concept. workers receive
[Link]
training in routine PM tasks,
machine setup,
[Link] etc.
are trained to handle
a variety of tasks
[Link] at this factory are
only taught how to perform one
task or job.

79
5.5.A staff development program is
available that focuses on
improving employees'
technical, problem-solving, and
teamwork skills, among other
things.
Early Equipment Management Strongly Agree (4) Neutral Dis-agree Strongly dis-
Agree (5) (3) (2) agree (1)
(Pillar-6)
6.1. A new product can quickly
reach the required quality and
requires less time to produce.
[Link] levels of scrap are
produced during the addition of
newbreakdown
[Link] machinery. or downtime is
recorded when a new machine is
introduced.
[Link] a new machine is starting
up, the company's capacity to
supply in sufficient volume and
at the desired quality is enough.
[Link] think that the production
performance is not primarily
affected by new installations
and new product development.
Office TPM (Pillar-7) Strongly Agree (4) Neutral Dis-agree Strongly dis-
Agree (5) (3) (2) agree (1)
7.1. We know that Usually office
work will not affect the
production
7.2. effectiveness
The interaction with the
administrative peoples does not
determines how effective of the
shop floor
7.3. We have noticed that
effectiveness of logistic affects
the performance of shop floor
activity.
7.4. The decision making from the
office is good to facilitate
productivity
7.5. The organization in the office
is clearly making it effective in
helping the shop floor.

Safety, Health, and the Strongly Agree (4) Neutral Dis-agree Strongly dis-
Environment (Pillar-8) Agree (5) (3) (2) agree (1)

80
8.1. We feel safe in our day to day
activity and it affects our
performance
8.2. There are serious accidents
frequently
happened on the shop floor
8.3. Basic safety precautions and
training are given for unsafe
conditions on the process.
8.4. There are caution signs and
procedures to be followed
everywhere on unsafe conditions
in working areas.
8.5. There is a counter measure to
be
installed to eliminate re-occurrence
of
1. Manufacturing Performance Dimensions

a. Cost (MP1) Strongly Agree (4) Neutral Dis- Strongly dis-

Agree (5) (3) agree (2) agree (2)
1.1. Using TPM methods, operating
cost reduction is carried out.
[Link] is an effort to cut back on
overhead costs and energy
consumption, for example.
1.3.A reduction in returns from
customers because of flaws is
1.6. being made. are used to
Cost analyses
estimate how much upkeep will
cost.
1.7. A preventative strategy needs to
be put in place to stop incidents
from happening again.

Quality (MP2) Strongly Agree (4) Neutral Dis- Strongly dis-

Agree (5) (3) agree (2) agree (1)
2.1. reduction of internal scrap and
rework percentage in operations
[Link] client order
compliance and specification
compliance customer
[Link] returns
because of faults
[Link] manufacturing
standards and reduced process
variation

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 Availability (MP3) Strongly Agree (4) Neutral Dis- Strongly dis-
Agree (5) (3) agree (2) agree (1)
1.1. Equipment Breakdowns are
fixed in time for operation to
continue.
1.2. To reduce breakdowns,
preventive measures have been
introduced.
1.3. To prevent breaks down,
machine operators inspect and
maintain their equipment.
1.4. Causes of breakdowns(failure)
are
analyzed and counter measure
1.5. Technicians have enough
resource to handle Equipment
breakdowns to resume in time
operation.
1.6. There (Knowledge
is enough and tools).of
number
skilled staff to conduct the
maintenance sufficient in every shift
1.7. There is significant
Equipment’s unavailability time due
to technical malfunctions.
Delivery (MP4) Strongly Agree (4) Neutral Dis- Strongly dis-
Agree (5) (3) agree (2) agree (1)
1.1. By having a high percentage of
products delivered on time, the
organization achieves reliable
delivery.
1.2. The company achieving faster
deliveries by averaging low lead
times
between
1.3. Therereceipt of order tillto
is preparedness delivery
reduce
cycle time to develop new product.
1.4. There is readiness to handle
demand changes, like raw material
preparation, before production
begins.

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Annex II: TPM Implementation Checklists

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