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European Journal of Applied Sciences – Vol. 11, No. 2
Publication Date: April 25, 2023
DOI:10.14738/aivp.112.12966.
Badiea, A. M., Wael, B. A., & Adel, A. A. (2023). Implementing Total Productive Maintenance in Yemeni Company for Industry and
Commerce (YCIC): Case Study. European Journal of Applied Sciences, Vol - 11(2). 212-239.
Services for Science and Education – United Kingdom
Implementing Total Productive Maintenance in Yemeni Company
for Industry and Commerce (YCIC): Case Study
Badiea, A. M.
Industrial and Manufacturing Systems Engineering,
Engineering & IT College, Taiz University, Yemen
Center of Graduate Studies, Taiz University, Yemen
Wael, B. A.
Center of Graduate Studies, Taiz University, Yemen
Yemeni Company for Industry and Commerce, Taiz, Yemen
Adel, A. A.
Industrial and Manufacturing Systems Engineering,
Engineering & IT College, Taiz University, Yemen
School of Manufacturing Systems Engineering,
University Malaysia parlis, Parlis, Malaysia
Abstract
Purpose: The purpose of this research is to design fundamental base for continuous
improvement in maintenance that serves improving machine’s reliability and
raises the productivity, to fix strong products in the market with perfect quality and
competitive price. Zero breakdowns, zero defects and zero accidents are the target
to possibly improve productivity, save costs by reducing wastes and equipment
longevity. Making the workplace is healthy organizational environment and better
performance, increases the work team spirit by appropriate follow instruction of
the implementation and mutual respect and understanding between managers and
employees. Design / Methodology / Approach: The data were collected using
questionnaire, company’s documentation, interview and observations for 6 months
at the lines of the company. The assessment is based on the overall equipment
effectiveness (OEE), productivity and profitability approach. Cause-Effect diagram
and Pareto chart techniques were used for identifying the problems in the
production lines. The 8 pillars and others worksheets of TPM are used for 6 months
period. Finally, OEE and its indexes were used as measuring of success the TPM
implementation. Findings - The suggested scheme was effective in increasing the
overall equipment effectiveness from 48 % to 85 % over a 6 months period. The
parameters of OEE were a direct orientation of improvements in equipment
availability, performance and product quality by highly recommendation on the
pillars of TPM. This work may have exploits on the consistency of TPM nature to
improve maintenance scheme for a generic system. The tools and worksheets
presented can be helpful to managers and operators. Originality / value: Total
productive maintenance (TPM) is one of the numerous diagnostic/prognostic
maintenance strategies have been employed in this study. This research has
implemented an integrated OEE and its parameters/managers and normal labors
in order to clarify the cause / effect to make action for the critical/chronic lines to
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Badiea, A. M., Wael, B. A., & Adel, A. A. (2023). Implementing Total Productive Maintenance in Yemeni Company for Industry and Commerce (YCIC):
Case Study. European Journal of Applied Sciences, Vol - 11(2). 212-239.
URL: http://dx.doi.org/10.14738/aivp.112.12966
remedy the low production. This is the first time that the TPM in this company has
been placed and its impact is gained after that specific and short period.
Keywords: total preventive maintenance; availability; machine failure; overall equipment
effectiveness
INTRODUCTION
Yemeni Company for Industry and Commerce (YCIC), was established in 1970, and is one of the
largest companies in Yemen and Middle East for producing baked goods, confectionaries and
sweets in Taiz city. Meantime, YCIC possess 2600 employees, 27 different production lines, and
annual capacity of 120,000 MT. The lack of researches in Yemen regarding the industrial
companies and their adequacy to the international standards in terms of productivity, made the
image unclear. This research is to try to close the gap between the international criteria and the
reality of actual production.
The total productive maintenance (TPM) is a maintenance methodology which consists of
optimization of the industrial processes and maximizing the performance of the equipment to
create high productivity (Kumar et al 2012, Kumar and Gahlot 2014). Empirical study was
conducted about the high-end printing press machines /Packaging machines based on real time
data and analysis was done to obtain achievable results. The questionnaires were distributed
to assess information on successful implementation of TPM in the industry. Results obtained
through the empirical study reveals the varying trends in the Overall Equipment Effectiveness
(OEE) and Total Productivity of the machines taken up for the study.
It is possible to identify six sources of losses which decrease efficiency by interfering with
production. These losses are equipment failure, machines breakdowns, startup- losses,
defects/rework, idling loss, speed loss, set up and adjustment of machines. Thus, TPM can give
several benefits to industrial units, such as an increased control over tools and equipment, a
reduction of equipment failure by improving the response time, and reinforcing the
coordination between production and maintenance.
Overall Equipment Effectiveness (OEE) of a machine plays a significant role in the present
scenario, where right quality and right delivery at the right time are the major factors
influencing a customer. Focusing to minimize the breakdowns, increase the performance and
quality rate of machines so as to improve the effectiveness. The TPM techniques such as 5S,
preventive maintenance and cleaning were effectively applied on the machine. The final result
showed that the OEE improved by 5% in horizontal machining center and by 7% in vertical
machining center (Nallusamy, S., 2016; Nalusamy & Majumdar, 2017). Manufacturing losses
arising on account of such problems by prioritizing the root causes with the help of a pareto
diagram and finally suggesting the solution to overcome these problems. A case study was
carried out to improve the utilization of machine tool and manpower by initiating the practices
through, TPM that would also form as a base for lean manufacturing.
TPM pillars are one of the administrative practices that began in Japan, and then it has been
transferred globally to the whole world. The TPM is a philosophy claims that maintenance is
not a duty of technicians only. It links between the protective maintenance, reactive
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maintenance and total maintenance system that all employees and managers share
responsibility toward the machines by raising the sense of ownership. TPM is a new way to look
at maintenance where the operator of the machine does a lot of routine maintenance tasks. The
challenging goal is to create a process of convergence between the operator and the machine
and create a sense of ownership of the machine. The operator becomes a proud of repairing the
machine and keeps it on good condition; not just reporting the faults to the maintenance
department. Experience and research reports have proved that the implementation of the TPM
leads to improve the performance measured by quality, productivity, cost, reduce losses and
response to purchase orders, safety at work and high moral status of workers. Ahuja and
Khamba considered everyone in an organization from top management to the smallest worker
responsible for implementing TPM (Ahuja & Khamba, 2008).
Improving the availability of a critical production line through the total productive
maintenance (TPM) methodology and supported by Lean Maintenance tools (Ribeiro, et al.,
2019). An analysis is made of the initial condition of the line where the main problems are
identified by employing several tools for this purpose, such as Mean Time between Failures
(MTBF), Mean Time to Repair (MTTR), Overall Equipment Efficiency (OEE) and Availability (A).
The implementing TPM supported by 5 S to improve the availability of an automotive
production line, as the results showed increasing the MTBF and OEE and decreasing in MTTR.
Simultaneous implementation of TPM×TQM practices has a significant potential to improve
manufacturing performance as compared to stand alone or separate implementation (Sahoo,
S.; Yadav, S., 2020). Nowadays, many water treatment plants face the problems of equipment
breakdown and water loss during water production process. A method to solve these problems
is to implement eight pillars strategy (EPS), one of Total Productive Maintenance (TPM)
strategy to reduce equipment breakdown, decrease water loss and enhance equipment
effectiveness. Failure rate (FR), availability (A), performance efficiency (PE), quality rate (QR)
was determined by evaluating equipment effectiveness through Overall Equipment
Effectiveness (OEE) (Kigsirisin & Noohawm, 2016).
Nowadays, many diagnostic and prognostic maintenance planning have been employed in the
field of maintenance; such as total productive maintenance (TPM), condition-based
maintenance (CBM), computerized maintenance management system (CMMS), and reliability- centered maintenance (RCM) (Wakiru, Pintelon, Muchiri, & Chemweno, 2019; Sakiba & Wuest,
2018; Jain, Bhatti, & Singh, 2014; Prabhakar & Raj, 2014).
An integrated OEE/OBM diagnostic maintenance system to investigate the root causes of low
productivity and machine failures in real production lines and suggested robust decisions on
the maintenance duties (Amrani, et al., 2020).
A TPM strategy implementation in an automotive production line through loss reduction has
been investigated and it was concluded that the line was possible to assess that the operating
income of the line evolved positively from the moment the actions began to be implemented,
therefore an 18 % increase was obtained in operating results compared to the initial period of
the analysis (dos Reis, et al., 2019). Cybersecurity concerns for total productive maintenance in
smart manufacturing systems were investigated. The research gaps and challenges are
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Badiea, A. M., Wael, B. A., & Adel, A. A. (2023). Implementing Total Productive Maintenance in Yemeni Company for Industry and Commerce (YCIC):
Case Study. European Journal of Applied Sciences, Vol - 11(2). 212-239.
URL: http://dx.doi.org/10.14738/aivp.112.12966
identified to improve overall equipment effectiveness in presence of cybersecurity threats in
critical manufacturing industries (Zarreh, et al., 2019). Design of a total productive
maintenance model for effective implementation: case study of a chemical manufacturing
company. Based on these results, knowledge and information sharing, operator involvement
and training should be considered. The researchers then designed a TPM model which would
result in effective implementation of TPM for higher competitiveness in the dynamic business
environment (Mwanza & Mbohwa, 2015).
Overall equipment effectiveness (OEE) is an off-line metric tool and a TPM pillar that has been
commonly implemented in industries to diagnose the failure of equipment and thus provide a
support for the right decisions (Jain, Bhatti, & Singh, 2014; Nurprihatin, Angely, & Tannady,
2019; Cheah, Prakash, & Ong, 2020). Implementing Total Productive Maintenance in a
Manufacturing Small or Medium-Sized Enterprise has been made by (Xiang & Feng, 2021). The
framework structuralizes TPM deployment and binding different levels of organization into the
program, from planning, implementation to sustaining the practices. The model recommends
TPM implementation in three stages, namely plan, improve and sustain.
TPM is proven to play a significant role in improving maintenance and engineering
performance in companies. It contributes strongly to an organization’s plan of action by
ensuring that equipment and facilities are well maintained, so as to provide improved quality
of products and services (Elgharib, 2014; Aspinwal & Elgharib, 2013). TPM is a concept in which
the purpose is to maximize the overall equipment efficiency, OEE, (Aminuddin, et al., 2016),
thus creating a system free from interference. By concentrating on preventive techniques and
involvement of operators, downtime can be minimized, and thus increasing the OEE. OEE-based
developed maintenance approaches such as the TPM, lean manufacturing and six sigma require
a precise and planned collecting data procedure, investing money to employ and engaging all
levels of management and employees in the process (Cheah, Prakash, & Ong, 2020).
The preventive maintenance period and TPM period defined as decision variables are obtained
simultaneously by maximizing the expected profit under TPM implementation. A numerical
example is presented and a sensitivity study is developed to validate the proposed models
(Chaabane, et al., 2021). The aim of this research is to quantify, through analytic development,
the impact of TPM implementation in a company by calculating and comparing the profit made
with and without TPM.
(Braglia, et al., 2019) exploits the complementary nature of TPM and RCM to design or improve
maintenance plans for a generic system. The tools and worksheets presented can be helpful to
practitioners and operators; while the integration of TPM and RCM is evidently a central issue
in the maintenance management context, it has received limited attention in literature. The
adoption of integrated TPM×TQM approach is beneficial for food and beverages and electrical
and electronics sectors have been investigated by (Sahoo, 2019). Every operating sector
embraces a diversity of manufacturing activities based upon their competing priorities.
A sequential TPM-based scheme for improving production effectiveness presented with a case
study has been investigated to improve production effectiveness of equipment by facilitating
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the implementation of the key principles of total productive maintenance (TPM) (Bataineh, et
al., 2019).
The Total Quality Management (TQM) and Total Productive Maintenance (TPM)
implementation initiatives as well as benefits attained through synergetic TQM-TPM
implementation in the manufacturing organization to assess roadmap followed by Indian
manufacturing entrepreneur toward affecting manufacturing performance enhancements
(Singh & Ahuja, 2015). TQM-TPM initiatives can significantly contribute toward the better
improvement of manufacturing performance in the organization, rather than TPM alone
initiatives, also leading toward realization of core competencies for meeting global challenges.
The application of a hybrid simulation modelling framework as a decision-making tool for TPM
improvement has been studied. Simulation results for the case study showed that intangible
human factors such as worker motivation do not significantly affect TPM performance. What is
most critical is ensuring full compliance to routine and scheduled maintenance tasks and
coordinating the latter to align with rate of machine defect creation (Omogbai & Konstantinos,
2019). Impact of total productive maintenance (TPM) and total quality management (TQM)
practices on operational performance and their inter-relationship was performed by (Modgil &
Sharma, 2016).
Total productive maintenance and manufacturing performance improvement has been studied
(Wan & Leong, 2017) .The analytical results reveal that traditional maintenance initiatives and
TPM implementation initiatives significantly affect manufacturing performance, but not top
management leadership and maintenance organization. Top management roles and
commitment are critical in the early stage to determine the master plan and initiate the
implementation of the whole program. However, traditional maintenance and TPM
implementation initiatives gradually enable engagement, proper planning, right execution and
continuous improvement, ultimately improving the manufacturing performance indicators
significantly.
Effectiveness of TPM implementation with and without integration with TQM in Indian
manufacturing industries has been investigated to evaluate and extract various significant
factors influencing the implementation of total quality management (TQM) and total
productive maintenance (TPM) on business performance for the following approaches. TQM
and TPM, are such popular initiatives employed by the manufacturing organizations as
performance improvement techniques. These programs are employed world over for attaining
customer satisfaction, reliability, productivity, market share, profitability and even survival
(Singh & Ahuja, 2014).
The implementation of a maintenance management model based on total productive
maintenance (TPM) in a production line of a metallurgical company, with high-precision
equipment requiring effective maintenance to maintain the quality of the production process
has been conducted by (Bartz, et al., 2014) . After the implementation of TPM, and the results
of these performance indicators were collected again after the application of the model. Thus,
it is concluded that the TPM assists in improving industrial performance and competitiveness
of the production line studied.
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Badiea, A. M., Wael, B. A., & Adel, A. A. (2023). Implementing Total Productive Maintenance in Yemeni Company for Industry and Commerce (YCIC):
Case Study. European Journal of Applied Sciences, Vol - 11(2). 212-239.
URL: http://dx.doi.org/10.14738/aivp.112.12966
A total productive maintenance (TPM) implementation in a machine shop as a case study has
been investigated. In their study, experience of implementing total productive maintenance is
shared and investigated for a company manufacturing automotive component. Concept is
implemented in the machine shop having CNC turning centers of different capacity (Singh, et
al., 2013).
5 S techniques as a starting point to apply TPM in automobile industry. The study showed that
the workplace must be cleaned and organized regularly to create suitable environment and
perform the job in perfect way. Primary investigation showed that about 40 % of breakdown is
due to improper maintenance. Therefore, they implemented TPM and found that the machine
effectiveness is improved and the rate of achievement in the company is also enhanced by
(Singh, et al., 2013). (Venkatesh, 2015) elaborated the importance of TPM and its necessity with
making comparison between TPM and TQM, and also describes the maintenance stages in TPM
implementation, and indicates the importance of educating the employees, arising from their
vital role in TPM implementation.
A suggested a priority to training the staff of large airplanes companies. They classified TPM
into business, equipment and people benefits based on customer suggestions for improvement
and inspections. Their focus was directed toward material availability and quality and also
calibration systems in performing works (Vayvay, et al., 2013). In a similar work, (Almeanazel,
2010) has described the objectives and benefits of the implementation of the TPM, the OEE, and
the considering of six big losses in the industry. The analysis of the data before and after
implementing TPM showed improving in the OEE from 55 % to 72 %, respectively. ( Ananth &
Vinayagam, 2012) studied the possibility of implements the TPM in tiny manufactory industry
by supporting SWOT analysis. They conclude implementation of TPM in micro industry is
difficult but SWOT analysis maybe accepted.
An evaluation and influence of implementing TPM in semi-automated manufacturing company
of Bangladesh has been studies. Through measuring downtime and mean downtime, it was
concluded the mean downtime remarkably decreased, leading the reduction of mean downtime
up to 14.5 % ( Rahman, et al., 2014). (Wakjira & Singh, 2012) analyzed the effect of applying
the TPM in boiler plant, Ethiopian malt manufactory industry, starting with applying 5S
techniques process that concentrate on work place environment to be suitable for work and
focus on employer commitment to keep it clean and tidy all the time. The found the TPM
implementation in malt manufactory industry showed the improving on OEE form 70 % to 80
%. (Singh, et al., 2013) indicated the tangible improvement in productivity and quality of
product after implementing the TPM in automotive manufacturing company, with OEE
improving from 63 % to 79 %.
The elements of TPM and its guidelines for OEE to improve plant performance had been
investigated by (Kumar & Gahlot, 2014). They studied the impact of TPM on productivity,
quality improvement, employee's development and organizational change. This leads to
increase team spirit and group behavior of operators and staff. The significant improvement in
productivity, quality and moral of employees, and a decrease in labor, maintenance and
inventory costs are the prime benefits in which the company achieved them in the target period.
(Nallusamy & Majumdar, 2017) studied the enhancement of OEE using TPM in a manufacturing
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Fig. 1: An illustration diagram of the important production lines and the proposed
methodologies.
Fig. 2: Pareto chart for maintenance downtime analysis
The Performance Factor:
The performance factor is the second index of OEE, which focuses on three main factors of the
ideal cycle time, standard time, and the actual product. The performance factor could be
obtained using Eq. (2.4) and Eq. (2.5).
Performance (%) =
actual product output ×standard time
ideal cycle time
× 100 (2.4) OEE analysis
Biscuit plants
Wafer Biscuit I Cake Biscuit
II
Cream Smiley Bourbo
n
Creeker
s
Mixing
Cutting
Packin
g
Oven
Pareto chart
Decision
making
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Badiea, A. M., Wael, B. A., & Adel, A. A. (2023). Implementing Total Productive Maintenance in Yemeni Company for Industry and Commerce (YCIC):
Case Study. European Journal of Applied Sciences, Vol - 11(2). 212-239.
URL: http://dx.doi.org/10.14738/aivp.112.12966
standard time (hrs⁄ton) =
planed time
planed production (2.5)
Fig. 3: Causes and Effect Analysis
The Quality Factors:
The quality rate is the third factor of OEE, could be computed using the total amounts of rework
and scrap products for the operating year of 2018, as well the results obtained from eq. (2.6).
Quality (%) =
Actual production − total scrap
Actual production
× 100 (2.6)
Careless
and absent
Inadequate
training
Lack
knowledge
Experience
Persons
Safety tools
Poor
maintenance
Lack spare
part
Workshop
Unsorting
spare part
store
Maintenan
ce
Safety
covers
Not adjusted
Non-clean
Machines
Product
change
over
Wrapping
roll
Biscuit size
Cream
quality
Material
s
Spare part
quality
Machine
Breakdow
ns
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Badiea, A. M., Wael, B. A., & Adel, A. A. (2023). Implementing Total Productive Maintenance in Yemeni Company for Industry and Commerce (YCIC):
Case Study. European Journal of Applied Sciences, Vol - 11(2). 212-239.
URL: http://dx.doi.org/10.14738/aivp.112.12966
OEE % 48
Fig. 4: OEE and its parameters of CPL before implementation
PLAN AND IMPLEMENTATION OF TPM
There are several steps for implementing TPM, as illustrated in the Fig. 5. TPM focuses on
keeping all equipment in perfect working conditions to avoid breakdowns and delays in the
manufacturing process. The implementation of TPM aims to eliminating the six big losses of
breakdowns as shown in Table 5. To improve the machine's availability, efficiency and obtain
high performance with good quality for products, it is highly recommended to be focused on
the pillars of the TPM as shown in Fig. 6. TPM based on eight pillars as the following:
Fig. 5: Implementation steps of TPM
Avaliability Performance Quality OEE
percentage 69.00% 71.00% 97.00% 48.00%
0.00
0.10
0.20
0.30
0.40
0.50
0.60
0.70
0.80
0.90
1.00
Percentage (%)
Stabilization
Planning
Implement
Kick-off
-Announcement to applying TPM by top management
- Create a training program to educate all employees
-Assignment TPM committee
-Determine TPM goals
-Preparation and formulation of master plan
-Invite stakeholders-define problem
-Develop an equipment management program
- Develop a planning maintenance program
-Develop an autonomous maintenance program
-Increase skills of operators and technicians
-Develop early equipment management program
-Develop TPM standard and raising TPM level
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II) Check the lubrication degree of the linear guides in the shutters movement devices (1),
if it is not being sufficient lubricates them.
III) There is sufficient oil inside primary and secondary rotors and inside each cream
distributor, if this is not the case, tops it up. On the rotor, a cap (2) allows the check of
oil level and the following topping up.
IV) Inside the pump there should be enough oil for the lubrication, the oil level can be
checked from the proper indicator (3) on the side of pump body, if necessary oil topping
up. Do it through the cap (4) in the upper part of pump body.
V) Grease the bearings for Propeller shaft of sandwiching chains (5), Propeller shaft of
upper circuit chains (6), and Universal joints on sandwiching machine (7).
Fig. 8: Machine Item Positions
Continuous Improvement
TPM aims at sharing all the employees in continuous improvement of machines. Activate small
group activities possibly plays an important role in implement TPM. Small group activities
mean forming team from operators and technicians. Through small group activities, possibly
they can solve a lot of production and technical problems, develop work environment, raise the
moral of workers, increase the thinking and knowledge of the employees, create spirit of
cooperation among the team and transfer a positive effect to other TPM pillars. For that, it needs
to provide all tools required for the group, provide suitable training program, respect their
ideas and activate the reward policy.
In this case study, to improving and solving the coils vibrator and controller’s damage, after
studied situations of vibrator it was found that vibrators legs base not fixed well as it shown in
Fig. 9 a, In fact all vibrators touched with each other as it shown in Fig 9 b, that increase in the
overload on the vibrator’s coils that leads to damage a lot of controls and coils. For that, the
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Badiea, A. M., Wael, B. A., & Adel, A. A. (2023). Implementing Total Productive Maintenance in Yemeni Company for Industry and Commerce (YCIC):
Case Study. European Journal of Applied Sciences, Vol - 11(2). 212-239.
URL: http://dx.doi.org/10.14738/aivp.112.12966
technicians made suitable gaps between the vibrators Fig. 9 d and reinstall the vibrator’s bases
also they add supporting fixers in the medial of legs as it shown in Fig. 9 c.
Large numbers of small improvements are more effective in an organizational environment
than a few improvements of large value. This aims at reducing losses in the workplace and
machine that affect line efficiencies. Fixed and supporting vibrators legs bases are tangible
action that prevents coils and controllers of damage, which reduce downtime, and cost of
replacing parts.
Fig. 9: Example of continuous improvement at packing machine in CPL
Planned Maintenance
Many industries have a perfect preventive maintenance program but it is not applied well. TPM
is very concerned about implementing preventive maintenance program in accurate and good
way, aiming to get zero downtime in the machines. Table 2.6 contains studied root and causes
analysis problems in targeted machine and provide some important work activities that were
implemented for it to reduce the downtime.
The evolved work efforts from a reactive to a proactive method and trained maintenance staff
help to train the operators to better maintaining their equipment. That provides detailed data
on the maintenance process. The team identifies the optimum approach to maintaining the
equipment, starting with a Periodic Maintenance (Time-Based Maintenance) system before
introducing Predictive Maintenance (Condition-Based Maintenance) systems.
(a) Vibrators leg before applied TPM (b) Vibrators touched with each other before applied TPM
(c) Fixes base of vibrators leg after applied TPM (d) Separate between vibrators after applied TPM
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Education and Training
Education and training make multi-skilled revitalized employees whose morale is high and who
are eager to come to work and perform all the required functions effectively and independently.
Education is given to operators to upgrade their skill. It is not sufficient to know only Know- How but they should also learn Know-why. By experience, they gain Know-How to overcome a
problem and what to be done.
Training maintenance and operators staff plays an important role in raising maintenance
performance to reduce repairing and maintenance time. TPM takes a great attention in
increasing qualification of operators and technicians staff to provide them with special skills in
discovering the problem and give the best suggestion for improvement. This point focuses on:
Operators Training:
Caring about training the operators in fixing and tiding the bolts, lubricate and greasing the
gears, how to detect the problem, how to check machines parts, how to analysis the causes of
the problem by using modern techniques, such as, fish-bone and how to keep the machine clean
every time.
Technicians Training:
Providing advanced courses in lubricating and greasing the machine, PLCs7-200, PLCs7-
300/400, pneumatic controls, PLC screen programming, TPM methods; prepare maintenance
program, problem analysis methods, electronic circuit1+2, and English courses.
Managers Training:
Training production and engineering seniors, concerning their jobs. Providing courses like
professional training, administrator management, work supervising, work design and raising
staff skills and enthusiasm.
Quality Maintenance
Quality Maintenance aims to assure zero defect conditions. It does this by understanding and
controlling the process interactions between manpower, material, machines and methods that
could enable defects to occur. Perhaps it can understand of what parts of the equipment affect
product quality and begin to eliminate current quality concerns, and then move to potentially
quality concerns. Modifying the production machines to prevent the non-conform product of
exiting.
Quality maintenance aims to achieving zero customers complains through providing good
quality product by eliminating the defect causes. Tables 6 elaborates some customer
complaints and its treatment according to the historical data exists in the company.
Office TPM
Office TPM must be followed up to improve productivity, efficiency in the administrative
functions, identify, and eliminate losses. Through office TPM, the inventory levels in all parts of
the supply chain reduced, reduced repetitive work, better utilized work area, reduced loss and
clean work environment.
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Badiea, A. M., Wael, B. A., & Adel, A. A. (2023). Implementing Total Productive Maintenance in Yemeni Company for Industry and Commerce (YCIC):
Case Study. European Journal of Applied Sciences, Vol - 11(2). 212-239.
URL: http://dx.doi.org/10.14738/aivp.112.12966
To create TPM office to administrate, implement and evaluate TPM program, which required
full support from top management. Office TPM is responsible for the implementation of each
TPM pillars gradually and making coordination between them, providing awareness about
office TPM, identifying losses in each function in relation to plant performance, identifying the
scope for improvement in each term and helping them to solve problems in their circles.
Table 6: Customer complain treatment
Problem Causes Solution Period
Unfolding packet
Weak heating Check sealing temperature Weekly
Disc heating pressure Check piston function Weekly
Film quality Check film quality Monthly
Sensor damage Replace new sensor Yearly
Heaters damage Change heaters Yearly
Lowing temp. setting Set suitable temperature Daily
solenoid valve not working Repair valve or replace it Yearly
Solenoid coil burn Replace coil Yearly
PLC signal Check PLC temperature Weekly
No date on packet Domino printer fault
Check printer ,clean the head printer,
add ink Daily
Check signal Daily
Check program setting Daily
Reset machine If-Needed
Check relay signal function If- Needed
Not full pieces in
packet Machine sensor fault Check sensor response Weekly
Burn pieces High temperature Set temperature degree 3 Hour
Low packet weight Low pieces weight Check pieces weight and row material 2-Hour
Wrong date Fault in write Check before printing Weekly
Biscuits sandwich
without cream
Cream printer Check solenoid valve Weekly
Pieces sensor Check pieces sensor Weekly
response timing Check response timing Weekly
Stencil Check stencil position Weekly
Stencil valve Repair valve Daily
Cutting wire lose fix wire Once- Occur
Informal pieces
shape
Row material Check production recipe 1-Hour
Change temperature degree Check burners state Once- Occur
Burner fault Repair fault occur Once- Occur
Plan for maintenance Weekly
Rotten biscuits
Weak heating check heating system Weekly
Humidity Check temperature setting Daily
Check burner temperature Daily
Check storing conditions Weekly
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Safety, Health, and Environment
Implementation of safety, health, and environment aims for zero accidents, zero health damage
and zero fires. Actually, this starts at designing stage only. Operators should be given safety
training. In fact, without appropriate safety training, they are not allowed to operate the
machines. Workers are required to use appropriate safety measures such as helmets, shoes,
gloves, glasses and covers. In health aspect any effects on health are considered as well
appropriate measures taking for smoking, extraction, and ventilation.
Also, prepares the workplace with adequate lighting and ventilation, monitoring cleanness of
the workshop to remove wastes, oil leaking from the working floor to be safer, forming a
committee to enlighten the employees on the importance of safety and health environment,
holding seminars, and lectures, regarding safe and clean work environment.
As a result, to decrease the machine's covers damage, the engineers changed the plastic covers
to stainless steel grids to improve machine safety as shown in Fig.10. Also adding protection
frames for the jaw cutting area to prevent occurrence of any accident (Fig.11).
To ensure the continuous applying of TPM standards and for keeping the work in the best
manner and results monthly checklist was put for monitoring the implementation of TPM. TPM
planned maintenance actions for packing machine are displayed in Table 11.
Fig. 10: Adding Safety Frames
Fig.
11: Modifications of safety doors
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Badiea, A. M., Wael, B. A., & Adel, A. A. (2023). Implementing Total Productive Maintenance in Yemeni Company for Industry and Commerce (YCIC):
Case Study. European Journal of Applied Sciences, Vol - 11(2). 212-239.
URL: http://dx.doi.org/10.14738/aivp.112.12966
RESULTS AND DISCUSSION
Overall Equipment Effectiveness
After implementing the TPM in the CPL, data was collected for four months and evaluated and
all the requirements calculations were performed to enable us clearly evidence the new
suggestions. Table 7 presents an actual, planned production and capacity production ratio after
implementation. Comparing between Table 1, Table 7 and Table 8, obviously the actual
capacity is shown that it increased from 68.64 % to 99 % as well conclusively it is seen the total
scrap rate reached to 1.99 % instead of 3.4 % before implementing. The productivity was 68.64
% of the planned production capacity, which is undervalue of the world standard, explaining
that the company is working run –to – failure without any scheduling maintenance
implementing. Table 10 and Fig. 12 reflect that the OEE was incredibly jumping from 48 % to
85 % due to the improving in the scheduled maintenance, intensives, and follow up the
recommended TPM implementation as a result of this work.
The Availability Factors
The productivity in Biscuit II was very low due to low availability and performance and the
products quality of the production lines was classified as disfigured products as shown in Table
1. The low productivity seems comes from the low availability and performance. Dramatically
availability after implementation jumped from 69.64 % to 89 %. This improvement is
attributed to huge action implemented in the lines where they had lack to the required
maintenance as well as the recommended comprehensive and scheduled preventive
maintenance. 5 S are taken into account and the incentives to the labors were noticed to
increases the beneficial of the investment in this field and frequently become much better.
Remarkably MTBF increased and the MDT decreased, which are the indicator of availability. It
is noteworthy to see that the total downtime declined to 11% contrary before implementing it
was 30.53 % as presented in Table 2 and Table 9.
The aforementioned diagnosis inferred that CPL was at abnormal situation and is must take
into account immediately action to implement effective maintenance and invest sufficient
budget for maintenance or to purchase new systems with controlling tools. As results of this
work, highly recommendation is suggested to spend money for efficient maintenance as TPM.
Table 2 and Table 4 display downtime, MTBF, availability, defect products, performance and
OEE of the five assets of CPL. Obviously, the values revealed that among the five equipment of
CPL, the packaging machineries are the most fault machines as well besides, a Pareto chart of
cumulative downtime of CPL explained the same diagnosed results as shown in Fig. 2.
Fig. 7, 8, 9, and 10 explain the improvement of productivity where the availability and MDT
were remarkably improved when the company credits the new scheme of TPM to the managers
and employees.
The Performance Factor
Before and after implementing TPM, the data and calculated values of the performance, one
parameter of OEE, are depicted in Table 4, Fig. 4, Table 10 and Fig. 12, respectively. It is
noteworthy that the performance of the machines of CPL particularly and labors generally
increased to 98 % on contrary when was 71 % before implementing the TPM in the targeted
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line. The remediation of CPL with the techniques and proper actions of TPM was taken place
using little bit change in the tools and credited the sufficient budget for TPM. The ideal cycle
time, standard time, and the actual product are the three main factors that are responsible for
the performance. The higher administrative and employees’ commitments in the implementing
of TPM actions on the targeted are the core of the improvement. The crucial regulations and
disciplinary between all administrative sections also are the forefront as well as the incentives
to improve the performance which is the one member of the triangle of OEE.
The Quality Factors
The quality of the product away of defects is the main factor of OEE. By fishbone diagram
(Fig.3), the maintenance and labors at the CPL were found the most factors are impacting on
the productivity. Lack knowledge, careless, absence and inadequate training; and unsorting
parts, poor maintenance are the diagnosis resulted in this research. The presence of faults in
the products plays significant rule to decline the customer’s demand or refrainment of the
products. The little gap between the quality before and after implementing (Fig. 4 and Fig. 10)
in the present work is bit in the values but it is tremendous considerations in the added value
and reliability index for the products and consequently in the company.
Table 7: Actual, planned and capacity productions after implementation in 2019
Actual
capacity Ratio
(%)
Planned production
(ton)
Actual production
Month (Ton)
MAY 400.017 370.734 108
JUN 384.725 409.561 94
JUL 384.317 414.806 93
AUG 550.916 546.372 101
TOTAL 1719.975 1741.473 99
Table 8: Wasted and rework scrap after implementation in 2019
Total Scrap
Ratio
(%)
Wasted
Ratio
(%)
Rework
Ratio
(%)
Total Scrap
(ton)
Wasted
(Ton)
Rework
(Ton)
Month
MAY 2.80 7.1 9.9 2.0 0.70 2.70
JUN 2.90 11 13.9 3.0 0.80 3.80
JUL 4.00 5.7 9.7 1.5 1.00 2.50
AUG 0.20 0.62 0.82 0.11 0.04 0.15
TOTAL 9.90 24.42 34.32 1.4 0.60 1.99
Page 22 of 28
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Badiea, A. M., Wael, B. A., & Adel, A. A. (2023). Implementing Total Productive Maintenance in Yemeni Company for Industry and Commerce (YCIC):
Case Study. European Journal of Applied Sciences, Vol - 11(2). 212-239.
URL: http://dx.doi.org/10.14738/aivp.112.12966
Table 9: Downtime Details after implementation in 2019
Month
Execution
Time
(hr)
Mechanic
al
downtime
(hr)
Electrical
downtime
(hr)
Other
downtime
(hr)
Downtime
(DT)
Availability
A %
Downtime
ratio
%
MAY 394 4.24 2.18 44.93 51.35 86.77 13%
JUN 339 4.9 5.02 27.57 37.49 88.94 11%
JUL 384 5.3 3.63 50.61 59.54 84.49 16%
AUG 488 3.26 5.00 27.02 35.28 92.77 7%
TOTAL 1,605.00 17.7 15.83 150.13 183.66 88.56 11%
Fig. 12: OEE and its parameters of CPL, 2019, after implementation
Table 10: OEE and its parameters after implementation at 2019
Worksheet 1: OEE and its parameters four month
Machines : CPL
Production Time Executed Production time (Loading time), hrs 1,605.00
Availability
Time loss (breakdowns, waiting, changeover, line restraints,
breaks), hrs
183.66
Operations time (Running time), hrs 1,421.34
Availability rate, % 89
Performance
Ideal cycle time × No of parts produced, ton 1,741.47
Actual output, ton 1,719.98
Performance rate, % 98
Quality Total quantity, ton 1,754.30
Quality losses (Scrap, Rework), ton 34.32
Avaliability Performance Quality OEE
PERSENTAGE 89.00% 98.00% 98.00% 85.00%
0.70
0.75
0.80
0.85
0.90
0.95
1.00
Percentage (%)
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European Journal of Applied Sciences (EJAS) Vol. 11, Issue 2, April-2023
Good quantity, ton 1,719.98
Quality rate, % 98
OEE % 85
CONCLUSION
Different techniques for analyzing were implemented in this study such as observations,
questionnaire, fishbone diagram, Pareto chart to enable us for proper decision making for
recommendations to assist the company to improve the productivity and products reliability.
The aim of this research is trying to obtain zero breakdowns, zero defects and zero accidents
possibly clearly to improve productivity, save costs by reducing wastes and equipment
longevity. Both managers and employees are requested to do significant changes in the
regulations rules to enable us for TPM. The poor maintenance and lack the knowledge and
training from the employees in this work particularly are the main spots in low productivity.
As well, the Effect- Cause diagram analysis revealed the three main effective causes on the
breakdown of the production lines are due to the failure and unplanned maintenance, non- ordering inventory and non-organizing maintenance workshop First of all, the higher
administrative and employees must make the mutual one team working spirit and then the
TPM can be employed. Implementation of TPM is suggested for the CPL in packing machines as
case study in the company for short line and later on it was applied for the whole company and
others companies in Yemen affiliated to the HSCG. In this paper, TPM has successfully led to
the improvement in the machine availability and the downtime, the performance of the
machinery and labors and products quality. The value of actual capacity raised from 68 % to 99
%, OEE was jumping form 48 % to 85 %, the total scrap decrease form 3.4 % to 1.99 % and the
total downtime decreased from 30.5 % to 11 %. Generally, adoption of TPM system in the YCIC
companies has not only provided a comprehensive maintenance system but also motivated the
managers and employees for a maximum involvement in order to achieve the ultimate
organization's goal. There are a lot of difficulties in implementing of TPM encountered us, such
as, typically people who show strong resistance to change, many people consider it just another
“program of the month” without paying any interest and also doubting the effectiveness.
Insufficient understanding of the methodology and philosophy by middle management, some
operators did not get their promotions.
Table 11: TPM planned maintenance actions for packing machine
Components Failure modes Root causes TPM Actions Period
Break biscuits pieces Pins askew Change the pins Weekly
Sandwich
chains
Daily
Set the timing of
delivering and check the
trans. belt
Delivering timing not
adjust, trans. Belt lose
Deliver failure for
biscuits pieces
Daily Fixed the guides and
make greasing The guides not fixed well Biscuit pieces not
consistent
Break biscuits pieces Machine dirty Clean the machine Daily
Photocell no detect Adjust the photocell Weekly
No cream on biscuit
pieces Weekly Check the connection,
check the pulse Photocell not response
Photocell broken Change the photocell Quarterly
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Badiea, A. M., Wael, B. A., & Adel, A. A. (2023). Implementing Total Productive Maintenance in Yemeni Company for Industry and Commerce (YCIC):
Case Study. European Journal of Applied Sciences, Vol - 11(2). 212-239.
URL: http://dx.doi.org/10.14738/aivp.112.12966
Components Failure modes Root causes TPM Actions Period
Monthly
Rewind the coil, check
and set the load on the
card Coil burn
Vibratos Not working Monthly
Check the space
between vibrators and
its base
Once
occur
Reset the card, repair
the fault
Vibrator's controller card
fault
Doors not close Close safety doors Daily
Safety doors Machine not work Daily Fix the limit switch in
correct position
Limit switch not in correct
place
Monthly Repair the broken
covers
Door's covers broken
Weekly The chain full tightens
and make lubrication
The chain not full tighten,
no greasing the chain Break biscuits pieces Figures
chains
Weekly Change damage pins
and greasing the chains
Pins askew, no greasing
the chain
Not organize the
pieces
Career
chains
Weekly Check the seals, fix it
correctly
Unit-leaking seals damage
or not fixing well
Cream leaking from
scrap
Cream unit
Daily
Coordinate the speed
between the pumps and
scrap
The speed between the
pump not coordinated
Cream leaking from
pump
Daily Fix the connection joint
and make gaskets Joint pipe not fix well Cream leaking form
joint Weekly Fixed cream component
well
The component not fixed
well
Quarterly Change unti-leaking
seals Unti-leaking seals damage Oil and cream leaking
form pump
Cream
mixing pump
Monthly Change the damage
parts
Stranger voice Gears teeth damage
Main
gearbox
Weekly Check oil level, check oil
seals Oil leaking Reducing oil level
Vibration in machine Handles damage Check handles and gears Biannual
Monthly
Check the load, check
bearings, lubricate the
bearing
Inverter fault, overload,
motor burn Motor not work
Stranger voice No lubrication Lubrication the gears Monthly
Cutting and
welding
Heater damage Replace the heater Monthly
No heating on packet
Piston damage Change piston Quarterly
Converter relay damage Replace the relay Quarterly
Monthly Check the connection
circuit Short in heating system
Piston pressure low Check the air source Daily
Cutting knife damage Replace the knife Monthly
Cutting knife not adjusted Adjust the knife Daily
Solenoid valve not work Repair solenoid valve Monthly
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European Journal of Applied Sciences (EJAS) Vol. 11, Issue 2, April-2023
Components Failure modes Root causes TPM Actions Period
Replace new sensor Yearly Temperature sensor
damage
Weekly Check and Replace air
fitting if needed Air fitting damage
Monthly Reactive the incentive
reward Careless No incentive
Person
Unqualified No training Making training course Monthly
Yearly
Encourage rage the
workers, raise their
wage
No satisfied of work
system
Absence
Monthly
Increase training
program for operators
and technicians
Absence of training
program in some field Leak knowledge
Monthly Provide advance courses
to raise skills
Inadequate training
program
Daily
Constantly cleaning,
develop people thought
5S tech.
Dirty Careless, less knowledge
Workshop
Careless, less knowledge Appling 5S techniques Daily Not organize, no
sorting
Yearly Making strategic plan
for spare part request Not available No plan for request
Spare parts
Monthly Check the source of
supplier Low quality Fast damage
Monthly Reorganize the store,
check from time to time Storing part Difficult to get part The place dispersed
Daily Set the size in oven area
or reject there
Not suitable with machine
adjusted Biscuit size Make scrap
Daily Set and fix the pieces
size
Increase or decrease the
product weight
Sensor loss Check the sensor Daily
No print the date Domino
printer
Print head block Clean the head printer Daily
No ink and makeup Add ink and makeup Daily
No signal form machine Check cable sensor Weekly
Weekly Check and repair occur
faults Program faults
Monthly Check its circulation and
replace damage pump Ink pump burn
Weekly Check level sensor and
replace it if needed Ink level sensor fault
Once
occur
Check the source of
short Short electrical circuit
Weekly Make trail before
operating the line
The biscuit size no fix
directly A lot of scrap Production
changeover
Page 26 of 28
237
Badiea, A. M., Wael, B. A., & Adel, A. A. (2023). Implementing Total Productive Maintenance in Yemeni Company for Industry and Commerce (YCIC):
Case Study. European Journal of Applied Sciences, Vol - 11(2). 212-239.
URL: http://dx.doi.org/10.14738/aivp.112.12966
Components Failure modes Root causes TPM Actions Period
Weekly
Adjust the machine by
simples before
operation
Machine not adjust
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