• 대한안전경영과학회지
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• 제7권2호
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• pp.1-12
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• 2005

TPM(Total Productive Management) that is enforcing introducing more than $80\%$ in domestic manufacturing industry is using total plant efficiency by the evaluation index, and as a result, can see a lot of examples that plant productivity is increased. This study's purpose centers total productive management activities that is management system for total plant efficiency's maximization, plant information system that total productive management activities factor that is enforcing in manufacturing industry can develop evaluation model that can evaluate qualitative activities by quantitative activities in process that maximize total plant efficiency wishes to do design.

• 산업경영시스템학회지
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• 제18권36호
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• pp.265-273
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• 1995

This paper is to analyze and provide some managerial requirements for the successful implementation of total productive maintenance system. It tries to identify determining factors for success and reasons for the failures of TPM, based on the research of a survey and an empirical study through the years in Korea. The findings are such that many companies have not been engaged in planning and control the maintenance cost and their maintenance activities are not organized systematically. However, many indicators show that the number of finns which try to introduce and implement TPM is getting increased. The successful implementation of TPM depends largely on how top management perceives TPM and how the firm responds In the changes of organization and of the role of workers to adapt this new concept of work. It is required that TPM is perceived as a means to achieve the firm's business objectives. It is recommended that each company constructs and develops its own model and procedures to drive the effort for TPM implementation.

• 산업경영시스템학회지
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• 제21권45호
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• pp.247-251
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• 1998

From the early 90's TPM(Total Productive Maintenance) plays important roles to improve productivity and quality to keep enterprise's competivity. This study presents the results of an enquiry for the maintenance management of Korean industry in 1996. The response rate was 35.8% (43 companies) that the corporations were divided into four industrial groups, heavy process, light process, heavy assembly and light assembly. 40 question were asked, including maintenance organization, maintenance personnel, maintenance cost, measurement of maintenance performance and improvements achieved. This paper compares the results with those of an earlier Japanese and British enquiry.

• 대한안전경영과학회:학술대회논문집
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• 대한안전경영과학회 2010년도 춘계학술대회
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• pp.219-230
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• 2010

Remarkably improvements have occurred recently in the maintenance management of physical assets and productive systems, so that less wastages of energy and resources occur. The technology of maintenance is about finding and applying cost-effective ways of avoiding or overcoming performance deterioration. Maintenance is thus a vital support function in business, especially as increasingly large investments are being required in physical assets. TPM(Total Productive Maintenance) focuses on optimizing planning scheduling. Availability, performance and quality rate are other factors that affect productivity. Especially there are some losses that affect the overall equipment effectiveness(OEE). These losses lead to low values of OEE, which provides an indication of how effective the production precess is. This study explores the ways in which Korean small and medium manufacturing industries can improve OEE.

• International Journal of Reliability and Applications
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• 제1권1호
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• pp.1-14
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• 2000

The global marketplace is highly competitive and organisations, who want to survive long-term, have to continuously improve, change and adapt in response to market demands. These improvements should focus on cost cutting, increasing productivity levels and quality and guaranteeing deliveries in order to satisfy customers. Total Productive Maintenance (TPM) is one method, which can be used to achieve these goals. TPM is a change management approach that involves employees from both production and maintenance departments. The purpose is to eliminate major production losses by introducing a program of continuous and systematic improvements to production equipment. TPM should be developed and expanded to embrace the whole organisation and all employees should be involved in the process as members of improvement teams. This paper gives a short description of the development of TPM and the TPM implementation process. Findings are reported from a case study in which one of the authors had the possibility of following and guiding a company through their TPM implementation. The implementation process takes several years and the research has focused on the initial three years. The study demonstrates that driving forces, obstacles and difficulties often are dependent on the organisation, its managers and the individual employees.

• 지식경영연구
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• 제10권3호
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• pp.133-152
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• 2009

The purpose of this study is to enhance an understanding of employee's OCB(organizational citizenship behavior) in manufacturing innovations like a TPM(total productive maintenance). OCB is examined as a dependent variable in three dimensions; compliance behavior, altruistic behavior, and innovative behavior. The six determinants of OCB are considered based on previous literature : organizational culture, team climate, transactional leadership, transformational leadership, job satisfaction, and organizational commitment. And the moderating effect of TPM on the relationships between OCB and determinants are examined. Data is collected through questionnaires and interviews from 684 employees in the Korean medium-sized manufacturing company that are conducting TPM. The result indicates that the important influencing factors of OCB are team climate, organizational culture, and job satisfaction. And the moderating effect of TPM on the relationships between OCB and job satisfaction is founded.

• 품질경영학회지
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• 제13권2호
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• pp.37-47
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• 1985

There are several productive maintenance problems that are closely concerned with product quality. In these problems, we have process capability, out-worn equipment problems, plant layout planning, maintenance cost, investment decisions and so on. These problems are analyzed, and some conceptial and applicable systems are developed in this paper. The purpose of this paper is to define that in productive maintenance problems awaiting solution is a necessary condition for improvement on product quality, quality assurance and product liability prevention at this time, and to find an applicable total system.

• 산업경영시스템학회지
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• 제20권41호
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• pp.167-175
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• 1997

This study is concerned with Quality Maintenance System in Total Productive Maintenance. The important factor in manufacturing process is to attain the uniformity of quality Also quality assurance system is defined such as manufacturing process and products. In this paper, the design of quality maintenance system is considered to manufacturing process elements. Especially the manufacturing process is oriented to machinery equipments, repair and maintenance system is wide principal factor. And quality in manufacturing field is influenced by equipment maintenance system. So in the article, maintenance system for quality is given in a view of quality assurance. And the analysis of Physical Mechanism is explored in real field example.

• 대한안전경영과학회지
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• 제17권1호
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• pp.321-335
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• 2015

This study introduces the methods to apply and develop the integrated Cost of Quality (COQ) and Time-Driven Activity-Based Costing (TDABC) model for seeking not only quality improvement but also reduction of overhead cost. Inefficient and uneconomical COQ activities can be identified by using time driver which also maximizes the quality improvement for Prevention-Appraisal- Failure (PAF) quality costs. In contrast, reduction of the indirect cost of unused capacity resource using Quality Cost Capacity Ratio (QCCR) of TDABC minimizes overhead cost for COQ activities. In addition, linkage between Overall Equipment Effective (OEE) and Time Driver develops the integrated system of Total Productive Maintenance (TPM) and TDABC model. Lean OEE maximizes when an Unused Time (UT) of TDABC that are TPM losses and lean wastes reduces whereas the TPM Cost Capacity Ratio (TCCR) of TDABC minimizes indirect cost for non-value added TPM activities. Numerical examples are derived to better understand the proposed COQ/TDABC model and TPM/TDABC model from this paper. From the proposed model, process mapping and time driver of TDABC are known to lessen indirect cost from general ledger of comprehensive income statement with a better quality innovation and improvement of equipment.

• 대한안전경영과학회지
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• 제8권2호
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• pp.169-184
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• 2006

We analyzed the questionnaire survey for the current maintenance of Incheon port's loading and unloading equipments and the possibility of TPM(Total Productive Maintenance) application. Results of the survey indicated that the current maintenance of Incheon port's loading and unloading equipments was not good. So we suggest TPM as the future maintenance methodology of equipments. Using TPM to the loading and unloading equipments we will expect to improve the productivity of the loading and unloading operation and to increase the life time of equipment. And also it will raise the safety of Incheon port.