ADOPTION OF TOTAL PRODUCTIVE MAINTENANCE PRACTICES AMONG LARGE MANUFACTURING FIRMS IN

MOMBASA COUNTY, KENYA

BY

ATEKA NATHAN MUKAKA

A RESEARCH PROJECT REPORT SUBMITTED IN PARTIAL FULFILMENT OF THE REQUIREMENTS OF THE DEGREE OF MASTER OF BUSINESS ADMINISTRATION (MBA), SCHOOL

OF BUSINESS, UNIVERSITY OF NAIROBI

OCTOBER 2013

ii

DECLARATION

This research project is my original work and has not been presented for a degree in

any other university.

Signed: Date: ..

ATEKA NATHAN MUKAKA

D61/ 63920/2010

This research project has been submitted for examination with my approval as the

University Supervisor.

Signed Date

STEPHEN ODOCK

Lecturer, Department of Management Science,

School of Business,

University of Nairobi

Signed Date

JOB L. MWANYOTA

Lecturer, Department of Management Science,

School of Business,

University of Nairobi

iii

ACKNOWLEDGEMENTS

Special thanks goes to my colleagues at work, fellow graduate students, friends and

family without whom this research project would not have been completed. Your

support, guidance, encouragement and good wishes are highly appreciated.

I would also like to acknowledge the assistance I received from my supervisors, Mr.

Job Mwanyota, Mr. Stephen Odock and Dr. James Njihia. Your guidance,

encouragement and critiques enabled this project to be fulfilled.

Last but not least, to my family for enduring long hours without me as I worked on

this project. To my wife Martha Shimwaka, my daughter Janet Mukaka and my son

Shimwaka Mukaka for your love and understanding which gave me the energy to

keep going during the entire MBA study period.

iv

DEDICATION

This work is dedicated to my late mother Janet Omutere Ateka for all the love you

showered on me.

v

ABSTRACT

Todays operations managers face many challenges including globalization, ever increasing competition and dynamic technology. This necessitates adoption of world class techniques, like continuous improvement in maintenance management, in order to stay in business. This study traced the origin and subsequent practice of Total Productive Maintenance (TPM) as a modern tool for achieving sustainable competitive advantage. It further examined the adoption of TPM practices in 21 large manufacturing firms located in Mombasa County. It also looked at the benefits, critical success factors and challenges to TPM adoption. A criterion was first developed to classify large manufacturers based on power consumption. A maturity model with five levels (ML1 to ML5) was used to examine the TPM adoption levels. Data was collected using a self administered questionnaire from the respondent firms. Descriptive statistics were then used to analyse the data and make conclusions. A comparison was made between the collected data and the maturity levels scale and this was used to classify the respondent firms in terms of TPM adoption. From the results, the respondent firms maturity level for TPM adoption corresponds to ML3 in the score card indicating that the TPM adoption is at a defined level. The results place large manufacturers in Mombasa County as having process management systems which depend on some specific constraints for the organizational responsibility or the technical systems. The results also indicate that the large manufacturers in Mombasa County have moved from the first two levels of TPM adoption namely initial and managed levels and are now at the defined level. With further improvement, investment and advancement, they can climb the next two levels of quantitatively managed and optimizing. The results identified increased quality and improved productivity as the key benefits resulting from TPM implementation. Further, the results showed that the most important critical success factor is co-operation and involvement of both the operators and the maintenance workers. In addition, top management support and commitment was also documented as a key critical success factor. Challenges to TPM implementation were identified as tight budgets for maintenance functions and pressure of workload. These were the highest challenges to TPM implementation faced by large manufacturers in Mombasa County. The researcher recommends that investment and improvement initiatives be channeled towards maintenance management so as to reach higher levels of TPM adoption. Enhancement of technological capabilities for maintenance management and especially enhanced adoption of computerised maintenance management systems (CMMS) should also be implemented. The adoption of outsourcing practices for maintenance management was also found to be low. It is hereby recommended that maintenance managers look into ways of adopting outsourcing of their maintenance activities as a means of reducing their maintenance costs. Outsourcing would enable the firms to tap into a larger knowledge pool as opposed to confinement with in-house resources.

vi

TABLE OF CONTENTS

DECLARATION.......................................................................................................... ii ACKNOWLEDGEMENTS .......................................................................................iii DEDICATION............................................................................................................. iv ABSTRACT .................................................................................................................. v LIST OF TABLES ....................................................................................................viii LIST OF FIGURES .................................................................................................... ix ABBREVIATIONS AND ACRONYMS .................................................................... x CHAPTER ONE: INTRODUCTION ........................................................................ 1

1.1 Background of the Study ...................................................................................... 1 1.1.1 Total Productive Maintenance ....................................................................... 2 1.1.2 Manufacturing Sector in Kenya ..................................................................... 4 1.1.3 Large Manufacturing Firms in Mombasa County ......................................... 6

1.2 Research Problem ................................................................................................. 6 1.3 Research Objectives ............................................................................................. 8 1.4 Value of the Study ................................................................................................ 9

CHAPTER TWO: LITERATURE REVIEW ......................................................... 11 2.1 Introduction ........................................................................................................ 11 2.2 Theoretical Foundation of the Study .................................................................. 11 2.3 Total Productive Maintenance Practices ............................................................ 14 2.4 Success Factors Leading to Sustainable TPM Implementation ......................... 18 2.5 Benefits of TPM ................................................................................................. 19 2.6 Challenges to Successful TPM Implementation ................................................ 20 2.7 Conclusion .......................................................................................................... 21 2.8 Theoretical Framework ...................................................................................... 22

CHAPTER THREE: RESEARCH METHODOLOGY ........................................ 24 3.1 Introduction ........................................................................................................ 24 3.2 Research Design ................................................................................................. 24 3.3 Population & Sampling ...................................................................................... 24 3.4 Data Collection ................................................................................................... 25 3.5 Data Analysis ..................................................................................................... 26

CHAPTER FOUR: DATA ANALYSIS, RESULTS AND DISCUSSION ........... 27 4.1 Introduction ........................................................................................................ 27 4.2 Demographic Characteristics ............................................................................. 27

vii

4.2.1 Number of Years Worked in the Organisation ............................................ 27 4.2.2 Number of Employees ................................................................................. 29 4.2.3 Manufacturing Sector of the Respondent Firm ........................................... 29

4.3 Total Productive Maintenance Practices ............................................................ 30 4.3.1 Managerial Capability ................................................................................. 30 4.3.2 Organisational Capability ............................................................................ 32 4.3.3 Technological Capability............................................................................. 35 4.3.4 General Maturity Level for TPM Capability ............................................... 38

4.4 Benefits of TPM ................................................................................................. 39 4.5 Critical Success Factors for TPM ....................................................................... 41 4.6 Challenges to Successful TPM Implementation ................................................ 43

CHAPTER FIVE: SUMMARY, CONCLUSIONS AND RECOMMENDATIONS ........................................................................................... 45

5.1 Introduction ........................................................................................................ 45 5.2 Summary of Findings ......................................................................................... 45

5.2.1 TPM Practices ............................................................................................. 45 5.2.2 Benefits of TPM Implementation ................................................................ 48 5.2.3 Critical Success Factors in TPM Implementation ....................................... 48 5.2.4 Challenges of TPM Implementation ........................................................... 49

5.3 Conclusions ........................................................................................................ 49 5.4 Recommendations .............................................................................................. 51 5.5 Limitations of the Study ..................................................................................... 51 5.6 Suggestions for Further Research ...................................................................... 52

REFERENCES ........................................................................................................... 54 APPENDICES ............................................................................................................ 60

Appendix I: Large manufacturing firms in Mombasa County ................................. 60 Appendix II: Main sources of growth for the last five years (average %) ............... 62 Appendix III: Questionnaire ..................................................................................... 63 Appendix IV: Introduction Letter ............................................................................ 68

viii

LIST OF TABLES

Table 2.2.1 Score card of Maturity Levels for TPM adoption..................................... 13

Table 4.2.1: Number of Years Worked in the Organisation ........................................ 28

Table 4.2.2 Number of Employees in Respondent Organisations ............................... 29

Table 4.2.3 Sectoral Representation of the Respondents Firms .................................. 30

Table 4.3.1 Mean of Responses for Managerial Capability of TPM Adoption ........... 31

Table 4.3.2.1: Extent of Adoption of Multi- disciplinary Teams ................................ 33

Table 4.3.2.2: Mean of Responses to Organizational Capability of TPM Adoption ... 34

Table 4.3.3 Mean of Responses to Technological Capability of TPM Adoption ........ 36

Table 4.3.4 General Maturity Level for TPM Capability ............................................ 38

Table 4.4.1 Mean of Responses on Benefits of TPM .................................................. 40

Table 4.5.1 Mean of Responses on Critical Success Factors for TPM ........................ 42

Table 4.6.1 Mean of Responses on Challenges to Successful TPM Implementation .. 44

ix

LIST OF FIGURES

Figure 2.8.1: Theoretical Framework for the Study .................................................... 23

Chart 4.2.1 Number of Years Worked in the Organization ......................................... 28

Figure 4.3.1 Maturity Profile for Managerial Capability ............................................. 32

Figure 4.3.2 Maturity Profile for Organizational Capability ....................................... 35

Figure 4.3.3 Maturity Profile of the Technological Capability of TPM Adoption ...... 37

Figure 4.3.4 Maturity Level of TPM Capability .......................................................... 39

x

ABBREVIATIONS AND ACRONYMS

CBM Condition Based Maintenance

CM Continuous Maintenance

CMMS Computerized Maintenance Management System

ERC Energy Regulatory Commission

GDP Gross Domestic Product

GOK Government of Kenya

JIPM Japanese Institute of Plant Maintenance

JIT Just-in-Time

KIPPRA Kenya Institute for Public Policy Research and Analysis

KNBS Kenya National Bureau of Statistics

KPLC Kenya Power and Lighting Company

KWH Kilowatt hours

ML Maturity Level

PM Preventive Maintenance

RCM Reliability Centered Maintenance

TPM Total Productive Maintenance

TQM Total Quality Management

1

CHAPTER ONE: INTRODUCTION

1.1 Background of the Study

Drastic competitive forces have forced manufacturing organisations to operate as open

operational systems blending advanced manufacturing technologies and modern

information and communication technologies. In effect, operations management and

especially maintenance management has taken a broader organizational strategic role

(Simoes, Gomes & Yasin, 2011). Al-Najjar (2007) indicates that maintenance managers

are being called upon to integrate and direct the maintenance efforts to meet

organizational strategic goals efficiently and effectively.

Even though maintenance engineering field had been dominant for a long time, its

importance was highly enhanced due to the emanation of Total Productive Maintenance

(TPM) principles. Before this, maintenance engineering field was isolated from holistic

operational performance of organisations (Pramod, Devadasan, Muthu, Jagathyraj &

Dhakshina, 2006). Moreover, Ahuja and Khamba (2007) concluded that TPM has

emerged as a key competitive strategy for business organisations in the global market

place. An effective TPM implementation program can focus on addressing the

organisations maintenance related problems, with a view to optimize equipment

performance.

Various theoretical models have been put forward to address maintenance and its

contribution to manufacturing performance. The capabilities theory is based on the

premise that resource deployments, not resources alone, are the effective drivers of

2

sustainable competitive advantage (Vorhies, Morgan & Autry, 2009). Mesquita,

Lazzarini and Cronin (2007) indicated that investment in firm capabilities in

manufacturing allowed firms to accrue performance gains leading to sustainable

competitive advantages. Various researchers have used the capabilities theory to advance

maintenance management and especially TPM. Macchi and Fumagali (2013) used the

capabilities theory as a means of analyzing the maintenance maturity level of firms. This

study includes aspects of the capabilities theory and uses it to enhance the understanding

of TPM methodologies and its influence on manufacturing performance.

Manufacturing firms in Mombasa County face many challenges mainly being the saline

atmosphere which increases corrosion rates as well as the historical location of major

manufacturing facilities in Nairobi and other distant areas. The region has also suffered

from a lack of resources including skilled manpower and capital. Maintenance

practitioners in Mombasa are thus required to be more vigilant and proactive than in other

parts of the country so as to compete in this dynamic environment. This is in spite of the

close proximity to the port which gives manufacturing firms in Mombasa a strategic

geographical advantage. It is therefore necessary to examine empirically whether the

manufacturing organizations in Mombasa County can align their maintenance capabilities

to world class standards using TPM and position themselves at an advantageous position.

1.1.1 Total Productive Maintenance

Nakajima (1988) defines TPM as a productive maintenance carried out by all employees

through small group activities which is in effect, equipment maintenance performed on a

company-wide basis. It is an important world class manufacturing program introduced

3

during the quality revolution. First developed in Japan in 1971 by the Japanese Institute

of Plant Maintenance (JIPM) and widely adopted in Japanese firms today, TPM is a

notion taken from the Total Quality Management (TQM) concept of zero production

defects and applying it to equipment where the aim is to have zero breakdowns and

minimal production losses (Tajiri & Gotoh, 1992).

TPM is a highly influential technique that is in the core of operations management and

deserves immediate attention by organizations across the globe (Voss, 2005). Patra,

Tripathy and Choudhary (2005) have defined each acronym of TPM thus; Total signifies

involvement of all functions and people at all levels of hierarchies, Productive

emphasises efficient and effective utilization of all resources and Maintenance meaning

keeping man-machine- material systems in optimal condition.

TPM is based on team work and provides a method for the achievement of world-class

levels of overall equipment effectiveness through people and not through technology

(Willmott, 1994). Traditionally, the relationship between the maintenance and the

operation functions is notoriously delicate (Husband, 1986), one in which the operators

run the equipment until it breaks down and then call in the maintenance personnel to fix

it. TPM attempts to bridge this gap by promoting communication. It mandates that

operators, maintenance people and engineers collectively collaborate and understand each

others language (Witt, 2006). It creates a sense of joint responsibility between

supervision, operators and maintenance workers, not only to keep machines running

smoothly, but also to optimize their overall performance (Hutchins, 1998).

4

1.1.2 Manufacturing Sector in Kenya

Kenya pursued import substitution as an industrialisation strategy in the 1960s. This

established industries in textiles and garments, food, beverages and tobacco which are

still the dominant industries today. Limited local demand and operational inefficiencies

meant that the strategy could not succeed for long. Structural Adjustment Programmes

were introduced in the 1980s and Kenya thus renewed its momentum in exports. In

recent years, government involvement in manufacturing has largely been restricted to

improving the business environment by improving infrastructure and regulatory reforms.

It can thus be seen that the manufacturing sector in Kenya is fairly liberalized (Kenya

Institute for Public Policy Research and Analysis [KIPPRA], 2009).

The manufacturing sector in Kenya has on average contributed about 10 per cent to the

Gross Domestic Product (GDP). It also contributes 14 per cent to wage employment

mainly in food processing, beverages, textiles, garments and fabricated metal

(Government of Kenya [GOK], 2007). The sector grew by 3.3 per cent in 2011

compared to 4.4 per cent in 2010. Unfortunately, its contribution to GDP has been found

to be quite low in comparison to other sectors of the economy as shown in Appendix II

(Kenya National Bureau of Statistics [KNBS], 2012).

The sectors contribution to GDP has been stagnant for decades. Even though signs of

recovery have recently been noted, its performance still lags behind that of Uganda and

Tanzania. The sectors size is also small compared to the newly industrialized countries

such as Singapore, Malaysia and Indonesia. For example, Indonesias share of

5

manufacturing value added to overall GDP in 2008 was twice that of Kenya (KIPPRA,

2009).

The main industries in terms of value addition in the Kenyan manufacturing sector are

food processing and petroleum refining. Thus, manufacturing exports mainly comprise of

agro-processed products. There is also the challenge of modernising the manufacturing

industries by introducing technology based manufacturing. Whereas Export Processing

Zones have been successful in propelling growth of the manufacturing sector in South-

East Asia, Kenya has been less successful especially in garments and textiles due to lack

of competitiveness (KIPPRA, 2009).

KIPPRA (2009) have identified a number of challenges to the sector including: lack of

consistent transformation and diversification; lack of coherent industrial policies; and,

weak investment climate including infrastructure, security and corruption. They point out

areas that require immediate attention in the sector such as provision of incentives to

stimulate production of intermediate products, particularly those with export potential;

encouraging subcontracting and other forms of alliances between local firms and

multinationals; and improving the investment climate in Kenya.

There is thus need for operations managers in the Kenyan Manufacturing Sector to

engage in continuous improvement of their plants. This is as a result of the complexities

of the manufacturing sector and also due to the expectations placed on the sector. Total

Productive Maintenance may be considered, amongst various concepts, as a likely tool

which can assist the manufacturing sector and thus assist the country achieve Vision

2030.

6

1.1.3 Large Manufacturing Firms in Mombasa County

The 2010 Constitution of Kenya was promulgated on 27 August 2010 and it divided the

country into 47 Counties, Mombasa County being one of them. It has a population of

approximately 1 million people and an area of 220 square kilometers (KNBS, 2012).

Manufacturing firms in Mombasa face many challenges mainly being the saline

atmosphere which increases corrosion rates. This impacts heavily on the manufacturing

equipment leading to costly break downs of machinery. Maintenance practitioners in

Mombasa are thus required to be more vigilant and proactive than in other parts of the

country. The close proximity to the port gives manufacturing firms in Mombasa a

strategic geographical advantage. However, for many years businesses, universities and

other drivers of growth were concentrated in Nairobi and its environs and as such

Mombasa suffers from a lack of resources including skilled manpower and capital.

Adoption of world class maintenance practices like TPM and alignment of firm

capabilities towards TPM can impact positively on manufacturing performance and

enable firms in Mombasa County to achieve sustainable competitive advantages.

1.2 Research Problem

The reasons why maintenance is organised as it is are in many cases historical rather than

logical, but reform must nonetheless take the history into consideration because it shaped

the current conditions, including the abilities and attitudes of the people involved

(Sherwin, 2000). Remarkable improvements have occurred recently in the maintenance

management of physical assets and productive systems, so that less wastages of energy

and resources occur. The requirement for optimal preventive maintenance using, for

7

instance, just-in- time (JIT) and total quality management (TQM) techniques has given

rise to what has been called the total productive maintenance (TPM) approach (Eti, Ogaji

& Probert, 2006).

Mombasa, being the gateway to Eastern Africa, has a good geographical advantage and

when coupled with Kenyas superior logistical advances, could well be the manufacturing

hub of choice in the region. Various advances have also been seen in Mombasa County

especially in the academic field with major universities locating in the County. This has

increased the ability of the county to increase its skilled manpower and position itself as a

region ready for investment in manufacturing. Further, adoption of TPM by

manufacturing firms in Mombasa County will enable them achieve immense cost savings

as well as improved products qualities thus enhancing their ability to compete effectively

in the market.

The field of maintenance has not been well researched in this region. Ohunakin and

Leramo (2012) carried out a study on the implementation of TPM in a Nigerian beverage

industry. They found that TPM was superior in reducing or eliminating losses as well as

increasing equipment uptime. Eti et al. (2006) studied ways of TPM implementation in

Nigerian manufacturing industries. They suggest self-auditing and benchmarking against

world-class industries with similar product lines as desirable prerequisites before TPM

implementation. They further report that Nigerian industry needs to possess a culture

dealing more effectively with rapid changes to inculcate a competitive outlook in their

manufacturing environments.

8

Van der Wal and Lynn (2002) studied the implementation of TPM in a South African

pulp and paper company. They established that in spite of difficulties specific to South

Africa, TPM resulted in increases in productivity, quality and a reduction in cost of

producing the product. Mulwa (2000) studied the various operations management

techniques used in maintenance management in Kenya. His study focused on

maintenance management in general and since then the field of maintenance has moved

along with adoption of modern techniques. Njihia (1994) examined the application of

hard and soft operations research methodologies in the resource allocation for road

maintenance funds in the ministry of public works and housing. The study dwelt more on

resource allocation and did not examine modern maintenance methods which have

continued to advance in complexity with passage of time.

The researcher is thus left with the problem of identifying the extent of TPM adoption,

success factors, challenges and benefits of TPM implementation amongst large

manufacturing firms in Mombasa County. The key question therefore is to what extent

is TPM adopted by the large manufacturing firms in Mombasa County? The study also

examined the following questions what are the critical success factors for TPM

implementation?, what are the benefits realized by TPM implementation? and what

are the challenges faced during TPM implementation by large manufacturing firms in

Mombasa county?

1.3 Research Objectives

The objectives of the study were therefore;

9

i. To examine the extent to which TPM is adopted by large manufacturing firms in

Mombasa County.

ii. To establish the critical success factors for TPM implementation in large

manufacturing firms in Mombasa County

iii. To establish the benefits of TPM practices in large manufacturing firms in

Mombasa County.

iv. To document the challenges of TPM implementation in large manufacturing firms

in Mombasa County

1.4 Value of the Study

This study will have a practical contribution since it intends to provide information on the

level of TPM implementation in Kenya including the key success factors, benefits and

challenges. This information shall be useful to Operations Managers practicing in Kenya

and also to investors. They will have relevant data and knowledge to help them plan their

maintenance functions better. This study may help practitioners to prepare their plants to

meet the challenges of competitive manufacturing in the future by implementing TPM.

The study will enhance the theoretical body of knowledge and be beneficial to

academicians and researchers by providing relevant and current knowledge and research

gaps in the maintenance field. It will contribute to the body of knowledge of maintenance

practices in Kenyas manufacturing set-up. It will provide a theoretical platform for other

researchers who are interested in maintenance management in this region.

10

The study will contribute towards superior and highly informed policy decisions as

regards maintenance management in Kenya. Policy makers will be able to make informed

decisions on whether to adopt TPM or opt for other maintenance methodologies.

11

CHAPTER TWO: LITERATURE REVIEW

2.1 Introduction

This chapter provides a review of the current literature available on the various

maintenance management techniques and in particular Total Productive Maintenance. It

highlights the major theoretical and empirical findings from various authors spread across

all regions of the world. The review explores the theoretical foundations of maintenance

and manufacturing studies, current state of maintenance including its evolution and the

different approaches used to improve maintenance effectiveness. Moreover it identifies

TPM as a superior technique of managing maintenance and explores its origins, practice

and challenges involved in its implementation.

2.2 Theoretical Foundation of the Study

Literature on firm competitiveness identifies the capabilities theory as a tenet that guides

firms towards sustainable competitive advantage. The capabilities theory is based on the

premise that resource deployments, not resources alone, are the effective drivers of

sustainable competitive advantage (Vorhies et al., 2009). Foss (1993) indicated that the

capabilities view of the firm bears a distinct lineage to the production theory of the

classical economists. Thus, firms are conceptualized in terms of their specialized

knowledge-bases (their capabilities) and learning is placed centre-stage. However,

modern capabilities theories diverge from the classical theory of production as they view

firm specialisation not in terms of products per se, but rather in terms of activities and the

capabilities that underpin them. Thus, a highly-diversified firm may be specialized to the

12

extent that its diversification may have been supported by its specialized capabilities. In

turn, diversification may assist the accumulation of new capabilities (Foss, 1997).

The capabilities of firms are seen as social phenomena they are sometimes referred to

as parts of the firms organisational capital whereas the classical writers only

considered individual skills (Demsetz, 1993). Capabilities are the skills of an

organization, and they are normally seen as productive bundles of routines that are

operated by teams of individuals for some strategic purpose (Penrose, 1959). Day (1994)

defined a capability as the glue that brings assets together and enables them to be

deployed advantageously. Casselman and Samson (2007) define capabilities as a firm's

complex bundles of skills and accumulated knowledge, exercised through organisational

processes that enable the firm to coordinate activities and make the best use of its assets.

Thus, the foundation of many capabilities lies in the unique skills and knowledge of a

firms employees, and the functional expertise of those employees.

Mesquita et al., (2007) investigated the determinants of firm competitiveness in the

Brazils auto-parts industry. They indicate that investment in firm capabilities in

manufacturing allowed firms to accrue performance gains leading to sustainable

competitive advantages. Various researchers have used the capabilities theory to advance

maintenance management and especially TPM. Macchi and Fumagali (2013) used the

capabilities theory as a means of analysing the maintenance maturity level of firms. Their

method advocated that a maintenance department is evaluated in terms of its managerial,

organisational and technological capabilities. They found that by classifying the

criticalities in a firms maintenance processes, these capabilities can be used to analyse

the maintenance maturity level reached by a company.

13

From the literature, a maturity level (ML) can be associated to a given process area (PA)

according to how the processes included in the area are managed or executed. A score

card is proposed based on the capabilities theory of the firm as shown in Table 1. The

level of TPM adoption can thus be graded from the lowest score (ML1 in Table 2.2.1) to

the highest level score (ML5 in Table 2.2.1).

Table 2.2.1 Score card of Maturity Levels for TPM adoption

TPM Maturity

Level

Description

ML 5: Optimizing

Process is managed by ensuring the continuous improvement; causes

of defects and problems in the processes are identified, taking actions

in order to prevent problems from occurring in the future.

ML 4: Quantitatively

Managed

Process management is fulfilled thanks to organizational

responsibilities and fully functional technical systems.

ML 3: Defined Process management depends on some specific constraints for the

organizational responsibility or the technical systems.

ML 2: Managed

The process is partially planned; performance analysis is mostly

dependent on individual practitioners experience and competences;

process management is weak because of deficiencies in the

organizational or in the technical systems.

ML 1

Initial

The process is weakly controlled, or not controlled at all.

Note. From A maintenance maturity assessment method for the manufacturing industry by M. Macchi and L. Fumigali, 2013, Journal of Quality in Maintenance Engineering, 19(3), p.10.

14

2.3 Total Productive Maintenance Practices

Maintenance has been defined as all activities aimed at keeping an item in, or restoring it

to, the physical state considered necessary for the fulfillment of its production function

(Gits, 1992). Operations managers are often faced with the problem of selecting one

maintenance strategy amongst many. A maintenance strategy is defined as the set of

various maintenance interventions (corrective, preventive, condition-based, etc.) and the

general structure in which these interventions are brought together (Pintelon, Gelders &

Van Puyvelde, 1997). When maintenance is recognized as an integral part of the plant

production strategy, it is able to make proper contribution to profits, productivity and

quality (Kumar et al., 2004). The maintenance problem is best explained by Sherwin

(2000) who stated that the absolute and lasting optimization of the maintenance of any

working system is not possible; the optimum is never achieved because it is a moving

target and because the data for its estimation are never quite complete or up-to-date, and

seldom sufficient in number.

In order to improve the asset performance at a reduced cost, strategies like TPM, CBM

and RCM evolved with passage of time. Recently, with recognition of maintenance as a

profit generator the concept of outsourcing (external partnerships) has emerged (Sharma

et al., 2006). Furthermore, Swanson (2001) put forward three different types of

maintenance strategies; Reactive Strategy as in breakdown maintenance, Proactive

Strategy as in preventive and predictive maintenance and Aggressive Strategy as in Total

Productive Maintenance.

15

Bamber, Sharp and Hides (1999) defined TPM as productive maintenance involving

total participation. It aims to implement a continuous improvement process that

embraces all aspects of an organization. It was introduced and developed in 1971 by the

Japanese in response to the maintenance and support problems encountered in

manufacturing environment.

TPM results in dramatic falls in failure rates mainly because of increased operator care,

especially the operator acting as condition monitor, which reduces the frequency and

duration of periods of enforced down time (Sherwin, 2000). Ahuja and Kumar (2009)

found that TPM initiatives were far more influential in affecting manufacturing

performance improvements as compared to traditional maintenance practices. This is

because TPM relies upon the fact that the deterioration of machines is accelerated by

abusive operation and lack of primary care, such as greasing, spannering and cleaning all

of which are alleviated by the operator (Sherwin, 2000).

Tsang and Chang (2000), in a study on TPM implementation in China, found that a vast

pool of untapped resources could be exploited by mobilizing front-line production

operators to perform the simple and routine PM tasks. This can be achieved by

cultivating a sense of ownership amongst operators so that caring for the cleanliness and

condition of their machines becomes a way of life. In a study on TPM implementation in

food industry, Tsarouhas (2007) found that TPM enables a company to acquire the

possibility of self valuation via process control in production and maintenance.

Maggard and Rhyne (1992) introduced the aspect of safety as a critical factor in TPM. In

their view, the assurance of safety and preventing any adverse environmental impacts are

16

important priorities in any TPM effort. This is in line with Sherwin (2000) who asserts

that modern maintenance management systems now generally include provision for

safety and environmental legal requirements and the best such systems provide incentives

for doing better. TPM harnesses the participation of all the employees to improve

production equipments availability, performance, quality, reliability, and safety (Ahuja

& Khamba, 2008). In addition, Tripathi (2005) stated that TPM implementation in an

organization can ensure enhanced safety and improved morale of the employees.

A number of researchers have offered critiques of TPM philosophy. Sherwin and Jonsson

(1995) stated that TPM does not exclude Preventive Maintenance (PM), but there is no

specific strategy in it to allow PM to be planned and so it is almost bound to be neglected

if the factory gets too busy and will, at best, be irregular. This then results in costly

failures. Sherwin (2000) comprehensively reviewed overall models for maintenance

management from a viewpoint of maintenance as a contributor to profits. He critiqued

TPM as being an incomplete system for maintenance and suggested that TPM can only

work well if there is an existing TQM aegis.

The field of TPM has not been well researched in this region. Ohunakin and Leramo

(2012) carried out a study on the implementation of TPM in a Nigerian beverage

industry. They found that TPM was superior in reducing or eliminating losses as well as

increasing equipment uptime. Eti et al. (2006) studied ways of TPM implementation in

Nigerian manufacturing industries. They suggest self-auditing and benchmarking against

world-class industries with similar product lines as desirable prerequisites before TPM

implementation. They further report that Nigerian industry needs to possess a culture

17

dealing more effectively with rapid changes to inculcate a competitive outlook in their

manufacturing environments.

Van der Wal and Lynn (2002) studied the implementation of TPM in a South African

pulp and paper company. They established that in spite of difficulties specific to South

Africa, TPM resulted in increases in productivity, quality and a reduction in cost of

producing the product. Mulwa (2000) studied the various operations management

techniques used in maintenance management in Kenya. His study focused on

maintenance management in general and since then the field of maintenance has moved

along with adoption of modern techniques. Njihia (1994) examined the application of

hard and soft operations research methodologies in the resource allocation for road

maintenance funds in the ministry of public works and housing. The study dwelt more on

resource allocation and did not examine modern maintenance methods which have

continued to advance in complexity with passage of time.

Hongyi, Yam and Wai-Keung (2003) describe TPM teams as continuous improvement

teams that include both maintenance personnel and production workers. They also

discuss the importance of creating a team spirit. Garg and Deshmukh (2006) define

teamwork as relating to cross-functional improvement teams, and aiming for increased

understanding and a less adversarial approach between production and maintenance.

Ahuja and Khamba, (2008) discuss teams as being multifunctional and concerned with

the improvement of maintenance and quality practices. Greenough (1998) describes

teams as production teams with maintenance responsibilities, which are preferable to a

separate maintenance department. Lycke (2003) also describes teams as small production

groups, including maintenance personnel.

18

The TPM implementation team has been identified as a vital element in ensuring that

manufacturing performance can be achieved. In addition, McKone, Roger and Cua

(2001) ascertain that teamwork is very important in TPM, and have used it as one of the

measures to assess the level of TPM implementation. Teamwork is not only essential in

TPM practices, but is considered as one of the criteria for its success (Ireland & Dale,

2001).

Rolfsen and Langeland (2012) investigated the contribution of teamwork to successful

TPM practice in an industrial setting. They found that the explanations for success or

failure were mainly organizational; pointing to management style, collaboration between

maintenance and production, involvement and teamwork. They concluded that a high

degree of team autonomy was an important contributor to success.

2.4 Success Factors Leading to Sustainable TPM Implementation

Various researchers on TPM have identified that successful implementation of TPM

requires top management support and commitment, a greater sense of ownership and

responsibility from the operators, co-operation and involvement of both the operators and

the maintenance workers, and importantly, an attitude change from everybody from

that's not my job to this is what I can do to help (Tajiri & Gotoh, 1992; Yeomans &

Millington, 1997).

TPM implementation is long term and needs appropriate planning, adequately assisted by

top management through imbibing organizational cultural improvement over a

considerable period of time (Ahuja & Khamba, 2008). Lazim and Ramayah (2010) have

19

gone further and indicated the role of top management as stimulating the contribution of

operators to achieve zero breakdowns, zero stoppages and a safer working environment.

Cooke (2000) suggested a number of critical success factors for TPM implementation

like alignment of management initiatives, financial support for TPM activities, cultural

change for the operators, operators autonomy and greater communication and

cooperation between operations and maintenance departments.

In addition, Tsang and Chang (2000) suggested management leadership, training and

education, a TPM committee, a pilot project, open communication and creating a climate

of trust as the critical success factors for TPM implementation in the Chinese

environment. Additionally, in order to achieve employee participation, training and

education should be provided sufficiently through proper and well structured programmes

(Lazim & Ramayah, 2010).

2.5 Benefits of TPM

Skinner (1982) considers manufacturing to be an important element in a firms endeavour

to improve firm performance. Similarly, Leachman, Pegels and Shin (2005) intimated

that superior manufacturing performance leads to competitiveness. With competition in

manufacturing industries rising relentlessly, TPM has proved to be the maintenance

improvement philosophy that prevents organisations from failure (Eti et al., 2006).

Ahmed, Hassan and Taha (2005) assert that a well drawn TPM implementation plan can

improve equipment efficiency, effectiveness and reduce manufacturing cycle time. They

further state that TPM can help an organisation reduce the size of inventory and customer

complaints.

20

TPM is a partnership between maintenance and production departments which results in

improved product quality, reduced waste, reduced manufacturing cost, increased

equipment availability and improvement in the companys overall state of maintenance

(Rhyne, 1990). Ahuja and Khamba (2008) identified a number of organisational

manufacturing priorities and goals which can be achieved by strategic TPM

implementation. These include Productivity (reduced unplanned stoppages and

breakdown thus improving equipment availability and productivity); Quality (reduced

quality problems from unstable production); Cost (arising from efficient maintenance

procedures); Delivery (improved efficiency of delivery, speed and reliability); Safety

(improved workplace environment, realizing zero accidents at workplace and eliminating

hazardous situations); Morale (increase in worker skills and knowledge as a result of

employee involvement and empowerment).

2.6 Challenges to Successful TPM Implementation

Cooke (2000) studied TPM implementation in the production and maintenance functions

of four manufacturing companies. The study revealed that implementing TPM is not an

easy task and may be burdened by organizational barriers such as lack of senior

management support, tight budget, pressure of workload, union/ worker resistance, senior

managements tolerance of poor behavior and contradiction of managements initiatives.

These barriers led to frustration of maintenance workers and on operators not doing what

they were supposed to do as concerns plant care.

Other researchers have found some of the prominent problems in TPM implementation.

These include partial implementation of TPM, overly optimistic expectations, lack of a

21

well-defined routine for attaining the objectives of implementation (equipment

effectiveness), cultural resistance to change, lack of training and education, lack of

organizational communication, and implementation of TPM to conform to societal norms

rather than for its instrumentality to achieve world class manufacturing (Crawford,

Blackstone & Cox, 1988; Becker, 1993).

Resistance to change is a critical factor which may have different forms like reluctance of

individuals to change roles (Riis, Luxhj & Thorsteinsson, 1997), inability to create

dissatisfaction with the present situation (reason for change) (Ireland & Dale, 2001) and

inability to change organizational roles and culture (Lawrence, 1999).

Many issues may arise when TPM is implemented in a unionised setting. Workers fear

that the only drive may be to improve production efficiency, reduce labor, and increase

employee work load (McAdam & Duffner, 1996). In addition the skilled trades enjoy

feeling indispensable and think that the autonomous maintenance activity threatens their

jobs. Rutherford and Holmes (2007) found that fewer conflicts occur if participation and

autonomy is developed within a corporate and participative level between the trade

unions and management. Shaffer and Thomson (1992) have also observed that most

companies implementing total quality or continuous improvement fail to achieve

results. Their mission is to focus on results rather than on activities.

2.7 Conclusion

This review has traced the theoretical and conceptual origins of Total Productive

Maintenance and shown its application to the manufacturing industry. The review

identified team work between diverse functions like operations and maintenance as being

22

an important driver of successful TPM implementation. It further looked at the success

factors and challenges to TPM implementation. It also highlighted some of the critiques

of TPM as a maintenance concept and also highlighted the challenges to TPM

implementation. In effect, the review showed that more authors advocate TPM as a viable

tool for companies aiming to achieve a sustainable competitive advantage.

This review has further probed the empirical literature available and noted research gaps

in that TPM has not been well studied in this region. The literature identified TPM

studies in Nigerian manufacturing firms (Ohunakin & Leramo, 2012; Eti et al., 2006) as

well in the South African industry (Van der Wal & Lynn, 2002) and noted that the

findings were restricted by some difficulties specific to those regions. Both Mulwa

(2000) and Njihia (1994) studied various aspects of maintenance but they did not address

the modern maintenance methods. This study therefore attempted to bridge those gaps by

examining the state of adoption of TPM as a modern maintenance methodology as well

as its benefits, challenges and success factors specific for this region.

2.8 Theoretical Framework

The theoretical framework of the study is shown in figure 2.8.1. According to Macchi

and Fumigali (2013), the maturity assessment method is practically implemented through

a questionnaire using a closed set of questions. In particular, the question contains a set of

practices referred to a target maintenance process and its answers are ranked according to

a normative description ranging from the basic practice to the best practice, in line with

the scorecard presented in Table 2.2.1 (thus, from ML1 to ML5).

23

Figure 2.8.1: Theoretical Framework for the Study

Adapted from A maintenance maturity assessment method for the manufacturing industry by M. Macchi and L. Fumigali, 2013, Journal of Quality in Maintenance Engineering, 19(3), p.11.

24

CHAPTER THREE: RESEARCH METHODOLOGY

3.1 Introduction

This chapter highlights the methodologies which were adopted for this study including

the population under study, data collection methods and instruments, research design and

the data analysis methods.

3.2 Research Design

The study was a descriptive survey in nature and aimed to determine the extent of TPM

adoption in Mombasa County. Mugenda and Mugenda (2003), define a descriptive

survey as one which seeks to obtain information that describes existing phenomena by

asking individuals about their perceptions, attitude, behavior or values. It was intended to

assist the researcher understand the extent of adoption of TPM practices amongst large

manufacturers in Mombasa County, as well as its benefits, critical success factors and

challenges. The descriptive survey presented the best method for the researcher to

understand the commonality of the TPM practices.

3.3 Population & Sampling

The population consisted of all large manufacturing firms in Mombasa County.

According to the Kenya Power and Lighting Company (KPLC), there are 45 large

manufacturing firms operating in Mombasa County. The selection was done considering

the large amount of electrical energy consumed by these firms. KPLC distributes

electrical energy to consumers in Kenya and classifies them as domestic (class DC),

25

small commercial (Class SC), commercial/ industrial (class CI1 to CI5), interruptible

(class IT) and street lighting (class SL) (Kenya Power and Lighting Company [KPLC],

2013). Large manufacturers are classified in class CI1 to CI5 and total 45 in number for

Mombasa County and its environs. The list of the 45 large manufacturers is attached as

Appendix 1. The Energy Regulatory Commission (ERC) of Kenya has issued guidelines

on the designation of industrial, commercial and institutional energy users. They classify

a large consumer as one who uses in excess of 100,000 Kilowatt hours (kwh) per month

(Energy Regulatory Commission [ERC], 2013). The list in appendix 1 satisfies both the

KPLC and ERC criteria. A census of all the 45 large manufacturing firms was done. A

census was the most appropriate for this study since the population was relatively small

and located within one county making it possible for the researcher to reach each and

every respondent.

3.4 Data Collection

Primary data was collected using a structured questionnaire with close ended questions

which were administered using the drop and pick later method. The questionnaire was

mainly comprised of five-point Likert scale questions that intended to collect the

respondents responses to TPM practices. This ensured detailed data was collected and

which aided the researcher to reach suitable conclusions. The questionnaire comprised of

five sections. Section A aimed to collect general data of the respondents organisation.

Section B collected information on TPM practices and the level of their adoption in the

respondents organization. The benefits of TPM implementation were sought in section

C while section D aimed to determine the critical success factors for TPM

26

implementation. Section E collected information on the challenges to successful TPM

implementation. The respondents were the managers in charge of maintenance in the

respective firms and only one respondent was required from each firm.

3.5 Data Analysis

The collected data was first checked for completeness, consistency and accuracy. This

was followed by organizing, editing, coding and tabulating the information to enable

quick interpretation. Descriptive statistics were used to analyse the collected data due to

its appropriateness in finding out basic features of such studies. Data collected on TPM

practices was analysed using mean and standard deviation. This was further classified

using the Maturity Level Scorecard in Table 2.2.1 to highlight the level of adoption of

TPM practices.

Data collected for showing the benefits of TPM was analysed using mean and standard

deviation. Similarly, data collected for showing the critical success factors and challenges

for TPM implementation were analysed using mean and standard deviation.

27

CHAPTER FOUR: DATA ANALYSIS, RESULTS AND DISCUSSION

4.1 Introduction

This chapter documents the various methods of data analysis which were adopted for the

study. It further presents the results obtained from the data analysis and the subsequent

discussion on the findings of the study. The chapter covers the profile of the respondent

companies, the level of adoption of TPM, benefits, critical success factors and challenges

of TPM implementation.

4.2 Demographic Characteristics

A total of 21 filled questionnaires were received out of the 45 administered

questionnaires. This was a 47% response rate which was fair considering that the

questionnaire touched on internal business practices of the respondent firms.

4.2.1 Number of Years Worked in the Organisation

The respondents were requested to provide information regarding the number of years

they had worked in their respective firms. The majority of the respondents (43%) had

worked in their firms for more than 15 years indicating a high level of experience in

maintenance management, as highlighted in Table 4.2.1 and Chart 4.2.1. This ensured

that the data obtained had a high degree of accuracy and authenticity.

28

Table 4.2.1: Number of Years Worked in the Organisation

No. of years worked Frequency Percentage

5 years and below 6 29%

6-10 years 3 14%

10 - 15 years 3 14%

Over 15 years 9 43%

Total 21 100%

Chart 4.2.1 Number of Years Worked in the Organization

29

4.2.2 Number of Employees

This research investigated the number of employees in the respondent firms and found

that 90% had over 200 employees. This is shown in Table 4.2.2. This means that the

maintenance managers were perceived to be leading large complex groups of

maintenance personnel. In addition the large number of employees means that the

organisations face huge manufacturing costs and as such they need to organise their

maintenance along world class practices like Total Productive Maintenance.

Table 4.2.2 Number of Employees in Respondent Organisations

No. of Employees Frequency Percentage

1 - 50 1 5%

51 - 100 0 0

101 - 150 1 5%

151 - 200 0 0

Above 200 19 90%

Total 21 100%

4.2.3 Manufacturing Sector of the Respondent Firm

This study also sought to establish the manufacturing sector of the respondent firms.

Results in table 4.2.3 show that the respondents were mainly from the metal and allied

sector with 52% representation, followed by chemical and food sectors each with 19%.

Other sectors included petroleum and plastics, each with 5% representation.

30

Table 4.2.3 Sectoral Representation of the Respondents Firms

Manufacturing Sector Frequency Percentage

Petroleum, Oil and gas 1 5%

Food and Beverages 4 19%

Metals and Allied 11 52%

Chemical and Allied 4 19%

Plastics and Rubber 1 5%

Total 21 100%

4.3 Total Productive Maintenance Practices

Responses were sought on different process areas that make up the TPM capabilities;

managerial, organizational and technological capabilities, as indicated in Figure 2.8.1.

The respondents were provided with questions using 5-point Likert scales which enabled

them to give information on the different process areas required by the researcher. This

also made it possible for the responses to be coded and analysed by the researcher.

Deductions were then made depending on the analysed results of the responses.

4.3.1 Managerial Capability

The process areas associated with managerial capability were maintenance techniques

and maintenance philosophy. Responses were sought in these two process areas and the

results are shown in Table 4.3.1.

31

Mean to the responses for maintenance techniques was 3.19 which indicates that the

respondent firms have adopted good maintenance techniques. Maintenance philosophy

had a mean of 3.33 which shows that the respondent firms have adopted a more proactive

approach to maintenance management.

Table 4.3.1 Mean of Responses for Managerial Capability of TPM Adoption

Managerial Capability Mean

Standard

deviation

Maintenance techniques currently used by respondents

organisation

3.19 0.68

Rating of the organisations maintenance philosophy in terms of

adopting a proactive approach to maintenance problems

3.33 0.66

General Maturity Level for Managerial Capability 3.26 0.10

The two aspects revealed a general maturity level for managerial capability of 3.26. Table

2.2.1 shows the score card defining the scale of maturity levels for TPM adoption. For the

respondent firms, the maturity level of 3.26 corresponds to ML3 in the score card

indicating that the TPM adoption is at a defined level. This was further profiled in figure

4.3.1 and the profile shows that there is still some work to be done for the respondent

firms to improve to ML 4 (Quantitatively Managed) and ML5 (optimizing) levels. The

results place large manufacturers in Mombasa County as having process management

systems which depend on some specific constraints for the organizational responsibility

or the technical systems.

32

Figure 4.3.1 Maturity Profile for Managerial Capability

The standard deviation for the maintenance techniques was 0.68 while that for

maintenance philosophy was 0.66. The overall maturity level for managerial capability

had a standard deviation of 0.10. These indicated that the data distribution was very close

to the mean and as such, there was convergence of the views as collected from the

respondents.

4.3.2 Organisational Capability

Organisational capability was measured using three process areas of outsourcing,

autonomous maintenance and team work. The respondents were asked one question each

for outsourcing and autonomous maintenance while team work had nine questions. The

33

results in Table 4.3.2.1 show the responses received for teamwork as adopted by large

manufacturing firms in Mombasa County.

Table 4.3.2.1: Extent of Adoption of Multi- disciplinary Teams

Extent of adoption of multi- disciplinary teams

Mean

Standard

deviation

Ability of teams setting their own production goals 3.62 0.80

Extent to which the teams themselves perform machine set- up 4.05 0.67

Ability of the teams to decide who should belong to each team 3.33 0.80

Ability of the teams to perform their own quality control 4.00 0.55

Ability of the teams to choose their working methods 3.43 0.93

Possibility of the teams deciding on leadership functions 3.05 0.74

Ability of the teams to decide on who should perform each task 3.67 0.66

Ability of the teams to maintain their own tools and machines 3.67 0.86

Ability of the teams to decide on overtime or extra shifts 3.52 0.93

Mean for Multi- disciplinary teams 3.59 0.31

The mean ranged from 3.05 to 4.05 which showed a good degree of teamwork as

employed in maintenance initiatives. The standard deviations were low with a minimum

of 0.55 and a maximum of 0.93 which indicates that the data collected was close to the

mean and that the respondents views were in agreement. The results show that the

respondents had a combined mean of 3.59 for multidisciplinary teams as adopted for

TPM implementation. This indicates a good level of teamwork by the respondent firms.

34

The results in Table 4.3.2.2 show the combined mean of responses to organizational

capability of TPM adoption.

Table 4.3.2.2: Mean of Responses to Organizational Capability of TPM Adoption

Organisational Capability Mean

Standard

deviation

Level of outsourcing of maintenance activities 2.57 0.87

Extent of Autonomous Maintenance practices 3.05 0.86

Extent of adoption of multi disciplinary teams 3.59 0.31

General Maturity Level for Organisational Capability 3.07 0.51

The general maturity level for organizational capability was measured from the mean of

the process areas as indicated in Table 4.3.2.2. The results indicated that the general

maturity level for organizational capability for large manufactures in Mombasa County is

3.07. This corresponds to a score of ML3 (Defined) as shown in the score card in Table

2.2.1. This means that the process management depends on some specific constraints for

the organizational responsibility or technical systems. The standard deviation ranged

from 0.31 to 0.87 for the process areas and 0.51 for the combined score. This was a low

score indicating that the responses were distributed close to the mean and that there was

general agreement in the responses.

The results were used to generate a maturity profile of the process areas comprising the

organizational capability, as shown in figure 4.3.2. The results show that the level of

outsourcing of maintenance activities by large manufacturers in Mombasa County is low

with a mean of 2.57. This indicates that the firms mainly prefer to use in- house resources

35

for maintenance activities. The level of adoption of multi disciplinary teams was found to

be fairly advanced indicating good adoption of TPM practices. The extent of adoption of

autonomous maintenance was found to be good with a mean of 3.05 indicating advanced

TPM practice.

Figure 4.3.2 Maturity Profile for Organizational Capability

4.3.3 Technological Capability

The technological capability was measured using three process areas namely health,

safety and environment; monitoring, diagnostic and prognostic system; and computerized

maintenance management system. The respondents were asked to indicate the extent of

adoption of the three process areas on a Likert scale. A mean and standard deviation was

then obtained for the combined score of the three process areas.

36

Table 4.3.3 Mean of Responses to Technological Capability of TPM Adoption

Technological Capability Mean

Standard

deviation

Health, Safety and Environment 3.33 0.58

Monitoring, Diagnostic and Prognostic System 3.38 0.86

Computerized Maintenance Management System 2.29 0.78

General Maturity Level for Technological Capability 3.00 0.62

From the results shown in Table 4.3.3, the extent of adoption of health, safety and

environment in maintenance activities had a mean of 3.33. This ranged between good and

very good, which shows a high level of TPM adoption and indicates good practice by the

respondent firms. Monitoring, diagnostic and prognostic system had a mean of 3.38

indicating good practice and a higher level of adoption. Computerized Maintenance

Management System (CMMS) had a mean of 2.29 which shows a low level of adoption.

This indicates that most of the large manufacturers in Mombasa County use manual

methods for maintenance management, including adapting normal office software for

maintenance work. There is need for these firms to invest in CMMS systems so as to

improve on their management practices.

The mean of the responses to technological capability was used to obtain the general

maturity level for technological capability. This was found to be 3.0 and corresponds to a

maturity level of ML3 (Defined) as per the score card in Table 2.2.1. This means that the

process management depends on some specific constraints for the organizational

responsibility or technical systems.

37

The standard deviation of the mean to the responses on technological capability is shown

in Table 4.3.3. Health safety and environment had the lowest standard deviation with

0.58 followed by CMMS with 0.78. The highest standard deviation was 0.86 for

monitoring, diagnostic and prognostic system. The combined General Maturity Level for

Technological Capability had a standard deviation of 0.62. All the process areas and the

combined score had low values of standard deviation which indicates that the respondents

had converging views as regards technological capability of TPM adoption.

The results were trended as shown in Figure 4.3.3 which shows that although the firms

had adopted good health, safety and environment practices together with good monitoring

practices, the technological capability was hampered by poor adoption of CMMS.

Figure 4.3.3 Maturity Profile of the Technological Capability of TPM Adoption

38

4.3.4 General Maturity Level for TPM Capability

This research sought to investigate the level of TPM adoption by large manufacturers in

Mombasa County. The combined score was obtained by averaging the score of the three

capabilities which then indicated a score for the TPM capability of the respondent firms.

The results are shown in Table 4.3.4. The results show that the general maturity level for

TPM capability was 3.11. From the score card shown in Table 2.2.1, this corresponds to a

maturity level of ML3 (Defined). This means that the process management depends on

some specific constraints for the organizational responsibility or technical systems.

The standard deviation was found to be 0.13 which is shows that the responses were

scattered close to the mean. This indicates that there was agreement in the respondents

views of on the various process areas that constitute TPM capability.

Table 4.3.4 General Maturity Level for TPM Capability

Combined Score Mean

Standard

deviation

Managerial Capability 3.26 0.10

Organisational Capability 3.07 0.51

Technological Capability 3.00 0.62

General Maturity Level for TPM Capability 3.11 0.13

The results were profiled in Figure 4.3.4 which shows the general maturity level of TPM

adoption by large manufacturing firms in Mombasa County. The combined score

indicates that the large manufacturers in Mombasa County have moved from the first two

levels of TPM adoption namely initial and managed levels and are now at the defined

39

level. With further improvement, investment and advancement, they can climb the next

two levels of quantitatively managed and optimizing.

Figure 4.3.4 Maturity Level of TPM Capability

4.4 Benefits of TPM

This study sought to establish the benefits of TPM implementation in large

manufacturing firms in Mombasa County. The respondents were asked to express the

extent to which continuous improvement practices in maintenance management had

affected the six manufacturing priorities provided in the questionnaire. A 5- point Likert

scale was provided to assist the respondents in rating the provided manufacturing

priorities.

The results, shown in Table 4.4.1, indicate that the highest benefit of TPM

implementation amongst large manufacturers in Mombasa County was quality (mean;

40

4.10), as measured by reduced quality problems from unstable production. This was

followed by Productivity (mean; 3.90) which was defined as reduced unplanned

stoppages and breakdown thus improving equipment availability and productivity.

Delivery was defined as improved efficiency of delivery, speed and reliability and was

ranked equal second with a mean of 3.90. Cost improvement, arising from efficient

maintenance procedures was ranked fourth with a mean of 3.76 similar to morale which

was defined as increase in worker skills and knowledge as a result of employee

involvement and empowerment. Safety, arising from improved workplace environment

and elimination of hazardous situations scored the lowest amongst the benefits with a

mean of 3.71.

Table 4.4.1 Mean of Responses on Benefits of TPM

Benefits of TPM Mean

Standard

deviation

Rank

Productivity 3.90 0.70 2

Quality 4.10 0.54 1

Cost 3.76 0.62 4

Delivery 3.90 0.77 2

Safety 3.71 0.78 6

Morale 3.76 0.83 4

The standard deviation was low in each case and ranged from a minimum of 0.54 to a

maximum of 0.83 which shows that the respondents were in agreement on the benefits of

TPM implementation.

41

4.5 Critical Success Factors for TPM

The researcher sought to establish the critical success factors for TPM implementation.

The respondents were presented with 14 maintenance management practices and were

requested to show the extent to which the practices were implemented in their

organizations. A 5-point Likert scale was presented to assist the respondents in rating the

extent of implementation of the said practices. The Likert scale also enabled the

researcher to code, analyse and rank the data thereby establishing the critical success

factors. The results are presented in table 4.5.1.

From the results, the highest ranking critical success factor is co-operation and

involvement of both the operators and the maintenance workers, with a mean of 4.05.

The second ranking critical success factor was top management support and commitment

with a mean of 3.86. This was similar to greater communication and cooperation between

operations and maintenance departments, which was ranked equal second. Other high

ranking critical success factors were a greater sense of ownership and responsibility from

the operators with a mean of 3.62 and financial support for maintenance activities with a

mean of 3.57.

Open communication and creating a climate of trust, and introduction of major

maintenance activities by use of committees/ task teams scored low with means of 3.14

and 3.10 respectively which means that these were not seen as being critical to TPM

implementation in the respondent firms.

42

Table 4.5.1 Mean of Responses on Critical Success Factors for TPM

Critical success factors for TPM Mean

Standard

deviation

Rank

Top management support and commitment 3.86 0.79 2

Ownership and responsibility from the operators 3.62 0.8 4

Inter-departmental co-operation and involvement 4.05 0.67 1

An attitude change by everybody 3.48 0.68 6

Alignment of management initiatives 3.43 0.87 7

Financial support for maintenance activities 3.57 0.68 5

Cultural change by the operators 3.48 0.68 6

Operators autonomy 3.33 0.73 11

Inter-departmental communication and cooperation 3.86 0.85 2

Training and education 3.43 0.68 7

Introduction of activities by use of committees 3.10 0.94 14

Open communication and creating a climate of trust 3.14 0.65 13

Employee participation 3.33 0.58 11

Teamwork 3.43 0.6 7

The standard deviation was found to range between 0.58 and 0.94 which indicates that

the responses were generally clustered around the mean. This was interpreted as

respondents having converging views on the critical success factor for TPM

implementation.

43

4.6 Challenges to Successful TPM Implementation

The respondents were asked to state their views on the challenges to TPM

implementation. A 5-point Likert scale was presented to the respondents containing 16

challenges to maintenance management practices. The respondents were then requested

to indicate the extent to which the practices have been witnessed in their organizations.

This allowed the researcher to code, analyse and rank the responses therefore establishing

the challenges to TPM implementation amongst large manufacturers in Mombasa

County. The results are shown in Table 4.6.1.

From the results, the greatest challenge faced by the respondent firms was tight budgets

(mean; 3.14) which subsequently led to scaling down of maintenance activities. This was

followed by pressure of workload (mean; 2.90). Other challenges were lack of training

and education (mean; 2.71) and organisational focus on results rather than on activities

(mean; 2.71). Deployment of inexperienced consultants and indispensability of skilled

trades scored low with means of 1.90 and 1.86 respectively, which means that these were

the least challenges to the respondent firms.

The standard deviation was mainly low and ranged from 0.5 to 1.09. For pressure of

workload, the standard deviation was high (1.09) which indicates that the respondents

had diverging views on the challenge posed by this factor. All other responses had low

standard deviations indicating a convergence of respondents views.

44

Table 4.6.1 Mean of Responses on Challenges to Successful TPM Implementation

Challenges to successful TPM implementation Mean

Standard

deviation

Rank

Lack of top management support and commitment 2.14 0.85 13

Tight budgets leading to scaling down of activities 3.14 0.96 1

Pressure of workload 2.90 1.09 2

Worker resistance to new maintenance initiatives 2.05 0.74 14

Senior managements tolerance of poor behavior 2.19 0.98 12

Contradiction of managements initiatives 2.33 0.86 8

Overly optimistic expectations 2.24 0.62 11

Lack of a well-defined routine 2.33 0.73 8

Cultural resistance to change 2.62 0.5 5

Lack of training and education 2.71 0.85 3

Lack of organizational communication 2.48 0.98 6

Skilled trades feeling indispensable 1.86 0.57 16

Organisational focus on results rather than on activities 2.71 0.96 3

Inability to change organizational roles and culture 2.43 0.6 7

Deployment of inexperienced consultants 1.90 0.54 15

Deviations between policies and actual practices 2.33 0.8 8

45

CHAPTER FIVE: SUMMARY, CONCLUSIONS AND

RECOMMENDATIONS

5.1 Introduction

This chapter summarises the findings of the study, gives conclusions and

recommendations on TPM adoption by large manufacturers in Mombasa County. It also

further highlights the limitations of the study and suggests further research areas.

5.2 Summary of Findings

This study examined the adoption of TPM practices in 21 large manufacturing firms

located in Mombasa County. The majority of the respondents had worked in their firms

for more than 15 years indicating a high level of experience in maintenance management.

This ensured that the data obtained had a high degree of accuracy and authenticity. In

addition, 90% of the respondent firms had over 200 employees indicating that the

maintenance managers were perceived to be leading large complex groups of

maintenance personnel. In addition the large number of employees means that the

organizations face huge manufacturing costs and as such they need to organize their

maintenance along world class practices like Total Productive Maintenance.

5.2.1 TPM Practices

This study grouped Total Productive Maintenance practices into the three different

process areas of managerial, organizational and technological capabilities as indicated in

figure 2.8.1.

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The process areas associated with managerial capability were maintenance techniques

and maintenance philosophy. Responses were sought in these two process areas and the

results revealed a general maturity level for managerial capability of 3.26. This was

consistent with a score of ML3 (Defined) according to the score card in Table 2.2.1.

There is still some work to be done for the respondent firms to improve to ML 4

(Quantitatively Managed) and ML5 (optimizing) levels. The results place large

manufacturers in Mombasa County as having process management systems which

depend on some specific constraints for the organizational responsibility or the technical

systems.

Organisational capability was measured using three process areas of outsourcing,

autonomous maintenance and team work. The respondents were asked questions from

these process areas and the results show that the general maturity level for organizational

capability for large manufactures in Mombasa County is 3.07. This corresponds to a

score of ML3 (Defined) as shown in the score card in Table 2.2.1. The results also

showed that the level of outsourcing of maintenance activities by large manufacturers in

Mombasa County was low with a mean of 2.57. This indicated that the firms mainly

prefer to use in- house resources for maintenance activities. The level of adoption of

multi disciplinary teams and extent of autonomous maintenance practices were found to

be fairly advanced indicating good adoption of TPM practices.

The technological capability was measured using three process areas namely health,

safety and environment; monitoring, diagnostic and prognostic system; and computerized

maintenance management system. The respondents were asked to indicate the extent of

adoption of the three process areas on a Likert scale. The results indicate a fairly

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advanced level of adoption of health, safety and environment in maintenance activities.

Likewise, adoption of monitoring, diagnostic and prognostic systems was found to be at a

good level.

However, the level of adoption of Computerized Maintenance Management System

(CMMS) was found to be low which indicates that most of the large manufacturers in

Mombasa County use manual methods for maintenance management, including adapting

normal office software for maintenance work. The general maturity level for

technological capability was found to be 3.0 and this corresponded to a maturity level of

ML3 (Defined) as per the score card in Table 2.2.1. This means that the process

management depends on some specific constraints for the organizational responsibility or

technical systems.

This research sought to investigate the level of TPM adoption by large manufacturers in

Mombasa County. The combined score was obtained by averaging the score of the three

capabilities which then indicated a score for the TPM capability of the respondent firms.

The results show that the general maturity level for TPM capability was 3.11. From the

score card shown in Table 2.2.1, this corresponds to a maturity level of ML3 (Defined).

This means that the process management depends on some specific constraints for the

organizational responsibility or technical systems.

The combined score indicates that the large manufacturers in Mombasa County have

moved from the first two levels of TPM adoption namely initial and managed levels and

are now at the defined level. With further improvement, investment and advancement,

they can climb the next two levels of quantitatively managed and optimizing.

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5.2.2 Benefits of TPM Implementation

The researcher sought to establish the benefits of TPM implementation in large

manufacturing firms in Mombasa County. The results indicated that the highest benefit of

TPM implementation amongst large manufacturers in Mombasa County was quality as

measured by reduced quality problems from unstable production. This was followed by

Productivity which was defined as reduced unplanned stoppages and breakdown thus

improving equipment availability and productivity. Delivery was defined as improved

efficiency of delivery, speed and reliability and was ranked equal second. Cost

improvement, arising from efficient maintenance procedures was ranked fourth similar to

morale which was defined as increase in worker skills and knowledge as a result of

employee involvement and empowerment. Safety, arising from improved workplace

environment and elimination of hazardous situations was rated as the lowest among the

other benefits.

5.2.3 Critical Success Factors in TPM Implementation

The researcher sought to establish the critical success factors for TPM implementation.

From the results, the highest ranking critical success factor is co-operation and

involvement of both the operators and the maintenance workers. This was followed by

top management support and commitment together with greater communication and

cooperation between operations and maintenance departments. Other high ranking critical

success factors were a greater sense of ownership and responsibility from the operators

and financial support for maintenance activities.

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Open communication and creating a climate of trust, and introduction of major

maintenance activities by use of committees/ task teams were ranked the lowest which

means that these were not seen as being critical to TPM implementation in the respondent

firms.

5.2.4 Challenges of TPM Implementation

From the results, the greatest challenge faced by the respondent firms was tight budgets

which subsequently led to scaling down of maintenance activities. This was followed by

pressure of workload. Other high ranking challenges were lack of training and education

and organisational focus on results rather than on activities. Deployment of inexperienced

consultants and indispensability of skilled trades ranked the lowest, which means that

these were the least challenges to the respondent firms.

5.3 Conclusions

This study sought to find out the extent to which TPM has been adopted by large

manufacturing firms in Mombasa County. A maintenance capability maturity model was

adopted for this purpose.