Total productive maintenance in support processes: An enabler for operation excellence
Artikel i vetenskaplig tidskrift, 2015

Purpose – The purpose of the paper is to analyse and determine how Total Productive Maintenance (TPM) can be applied within the support process and to identify effects from an employee and business perspective. Design/method/approach – A qualitative research approach was selected. Empirical data was gathered by using semi-structured interviews at one case company, but from several teams that had applied TPM. The result was then used as an inductive approach to explore how TPM can be applied in support process. Findings – TPM in an office environment can create value from both a business and an employee perspective. In the employee perspective, TPM reduces the risk of missing/forgetting areas of responsibility and creates more involvement. In the business perspective, objectives such as cost and quality are improved but TPM also enables the reduction of waste. TPM should be conducted as a part of the ordinary day to day work. The planning and discussions connected to TPM can be included in regular daily departmental “stand-up meetings” involving everybody. The work with 5S and maintenance should also be a part of the TPM structure connecting it as a system and not as an isolated activity. To implement and apply TPM within an office context, it should be structured in three steps; (I) Define, (II) Implement and (III) Sustain. Originality/value – The paper gives practitioners a perspective on how TPM can be applied within the administrative processes in a production company.

lean office

service management

support process

total productive maintenance (TPM)

Författare

Roy Andersson

Högskolan i Jönköping

Peter Manfredsson

Högskolan i Borås

Björn Lantz

Chalmers, Teknikens ekonomi och organisation, Supply and Operations Management

Total Quality Management and Business Excellence

1478-3363 (ISSN) 1478-3371 (eISSN)

Vol. 26 1042-1055

Ämneskategorier

Produktionsteknik, arbetsvetenskap och ergonomi

Styrkeområden

Produktion

DOI

10.1080/14783363.2015.1068598