Total Productive Maintenance "TPM" in the Power Industry: The Case of Sitra Power and Water Plant in Bahrain

Abstract

Abstract : This study investigates the details of maintenance management systems applied in industry. It clarifies their functions by identifying their basic elements. These functions are no different than the functions of management in general, i.e., planning, organizing, directing, and controlling. The research identifies the relationship between maintenance management systems and the plant's life cycle, product output, and equipment safety. The study investigates the historical progression of maintenance management systems from primitive operation to failure maintenance to the latest extensive and complicated maintenance systems. The study extensively investigates the Total Productive Maintenance approach "TPM," which remarkably identifies what is called the era of Productive Maintenance. Total Productive Maintenance aims to maximize equipment effectiveness throughout the entire life of the equipment. Like Total Quality Control, TPM involves everyone in all departments and at all levels. It motivates people for plant maintenance through small groups and voluntary activities and involves such basic elements as developing a maintenance system, education in basic housekeeping, problem-solving skills, and activities to achieve zero breakdowns. Top management is also involved in designing a system that recognizes and rewards everyone's ability and responsibility for TPM. This approach was first started and flourished in Japan and then migrated to the West and the USA. It succeeded in changing the shop floors of industry to a highly remarkable quality production through effective maintenance. The research presents a case study for a successful TPM implementation at a sugar manufacturing company in Japan. The case study discusses why the company implemented TPM, what the objectives are, and what Improvement is achieved after implementation. The results and benefits of the TPM implementation on the total plant output are presented. This manufacturing company was awarded the Productive Maintenance Prize, Class I, in May 1984. Sitra Power and Water Plant "SPWP" in Bahrain, in 1996, embarked on the implementation of TPM on pilot plants selected for the application. The aim was to create a model of high maintenance effectiveness through TPM for future plant-wide application. SPWP has always looked for ways and means to improve production efficiency through the application of new production management systems. The study looks into the details of the TPM implementation at SPWP to assess its actual practices and the surrounding climate conditions. It concentrates on the various factors that may affect TPM success at SPWP. These factors are the introduction program and TPM awareness, the education and training, the TPM organization, the small group activities, the culture of SPWP, the motivation of employees, and the dedication and sustained support of higher management The research analysis results are presented in the conclusions, which basically list the reasons behind why TPM at SPWP does not achieve the expected success. The research concludes that the culture at SPWP is not adapted and changed for the TPM approach. While TPM relies on total integration and total participation, employees at SPWP conventionally believe in separation between the maintenance and operations departments, which depends on the concept "you fix, I operate." Instead of being homogeneous with other plant activities, TPM at SPWP disturbs normal maintenance work duties and reduces maintenance effectiveness. Although TPM showed partial success in one pilot plant, it did not bring an improvement in total plant production. The study ultimately came up with some recommendations to put the TPM implementation process at SPWP back on track