Multi criteria Decision model (MCDM) for the evaluation of maintenance practices and Implementation of Total Productive Maintenance(TPM) in Indian Industries

Subhash Chandra Int. Journal of Engineering Research and Applications www.ijera.com
ISSN: 2248-9622, Vol. 5, Issue 9, (Part - 2) September 2015, pp.17-28
www.ijera.com 17|P a g e
Multi criteria Decision model (MCDM) for the evaluation of
maintenance practices and Implementation of Total Productive
Maintenance(TPM) in Indian Industries
Subhash Chandra*, S. K. Sharma**
*Department of Mechanical and Industrial Engineering, College of Engineering, Majmaah University,
Majmaah,KSA
** College of Computer and Information Sciences,Majmaah University, Majmaah, KSA
ABSTRACT
The perceptible impact of Total Productive Maintenance (TPM) lies in raising productivity standards, gaining
profitability, and improving the quality besides cutting down the non value added costs greatly. This paper is
an attempt to provide a frame work and pragmatic approach in implementation of TPM. A number of novel
success factors or practices that are responsible for the decisive role to overture the process are identified.
These practices are interchangeably called as sub-attributes. These practices must have evolved from different
strategies. The sub-attributes are quantified using least square multi attribute decision model (LSMADM) for
three alternatives strategies viz. corrective maintenance, reliability centered maintenance(RCM), and TPM. Any
sub-attribute irrespective of its own high or low relative score among the number of sub attributes is evaluated
over three alternative strategies. To implement any sub-attribute, an investigation of its highest relative score
for given alternatives will guide the managers to opt the best alternative. The best practices must come from
different strategies to get most optimal results. The priorities established using LSMADM will act as base line
to implement the industrial activities in a more systematic and balanced way to gain far-reaching optimized
productivity and quality standards. The higher priority task will be given higher consideration in terms of
committing the resources vis a vis less priority task. This will aid in orienting the collective efforts for optimal
outcomes.
Keywords:Attribute, Least Square Multicriteria Decision Model (LSMADM), Optimized Productivity, Total
Productive Maintenance (TPM). World-class maintenance system [WCMS]
I. INTRODUCTION
Industries all over the world are concerned to
implement novel practices to reduce cost of
operations to stay ahead and competitive. Each and
every activity has role to play but the magnitude must
differ. The excess efforts than needed on any activity
may go waste or may be counterproductive. The
relative rankings among all attributes must be
established to put efforts in the restrained ratio. The
weightage of eachattributes must be known to
establish the relative ranking among the attributes.
The attributes which have high rank will contribute
most towards raising the profitability, brand image
etc. of the firm.
Industries must gear up to set in place the
priorities to guide their roles in a new era of
competitiveness for sustainable, advanced and
surging manufacturing systems. The industries,
which will remain traditional and ignore the
advancements, will soon find it difficult to stay
operational. Different researchers have expressed
their experiences in their own way, but careful
thought has to be given before accepting their views
as different strategies suits to differentconditions. The
same may not work for all industrial set ups.
Every industry has to thrive to excel across all the
business functions to gain the unparalleled
productivity of all its resources.It is exhibited that the
distinctive impact of TPM lies in raising the wide
spectrum of productivity, quality and safety
standards[1]. Hence, it is coherent to utilize the
resources like machines, men, and material as
optimally as conceivable.The liberalization of global
economy has caused unprecedented business
challenges making the maintenance function under
the spotlight as never before. The maintenance
activities have to deal with reductionin set-up time,
cycle time, buffer inventory, enhancing productivity
of resources, facilitating quality improvements;
capacity expansions, and making improvements in
organizational work culture [2]. An effective
maintenance program is vital towards making
valuable contributions for enhancing production
efficiency, plant availability, machines reliability and
organizational productivity [3]. World-class
maintenance system [WCMS] has evolved through
RESEARCH ARTICLE OPEN ACCESS

numerous tried and tested noble practices. These
practices includes the following [4]:
1. Leadership and policy deployment
2. Organizational structure
3. Inventory control
4. Computerized maintenance management systems
5. Preventive maintenance
6. Predictive maintenance
7. Planning & scheduling
8. Work flow
9. Financial control
10. Operational involvement
11. Staffing and development
12. Continuous improvement
A definition of best practices adapted to the
maintenance strategies would read: The
maintenancepractices or success key factors (SKF)
that enable a company to achieve competitive
advantage over its competitors.
II. DEFINITION OF TOTAL
PRODUCTIVE MAINTENANCE
TPM differs from thetraditional practices in
reinvigorating the compartment approach into a
companywide culture of autonomous maintenance by
everyone irrespective of department barriers. TPM
aimsat improving the overall effectiveness,
availability and restoration of plant performance to
the maximum extent [5].The Japanese Institute of
Plant Maintenance (JIPM) defined TPM as a system
that encompasses the life cycle of the equipment in
all levels of product development viz. planning,
designing, manufacturing, installing, and
maintenance. The goals of TPM are:
a) Optimize equipment effectiveness.
b) Design the maintenance system for the entire life
span of the equipment.
c) Impart Training to all employees for deficiencies
starting from top management to shop floor
workers.
d) Promote TPM through motivation management,
all inclusive and small-group improvement
activities.
The objectives of TPM, as per Japan Institute of
Plant Engineers (JIPE), the predecessor of JIPM [6]
are:
a) Aims to make best use of equipment
effectiveness.
b) Total employee involvement, from top-
management to front-line operators.
c) Continues improvement as all time event.
d) Promotes preventive maintenance.
e) Developing belongingness to the extent of
turning workforce into highly committed and
dedicated human resource.
It is a matter of serious concern that the third
world countries do not have the required level of
technical skills, advanced techniques and tools to
overcome theorganizational flaws. The objective of
cost effectiveness can be achieved through embracing
the latest and proven techniques judiciouslyand
conspicuously.
Traditional thinking has created attitudinal
barrier between production and maintenance
departments. This creates the blame fixing and face
saving environment across the various functions of
industry. The reporting of machine faults by operate
does not mean always the same to the maintenance
crew. Hence the diagnosis becomes stray. I operate
you fix mentality has to be relooked and needs to be
renounced.Skilled maintenance craftsman ship is also
a missing link in most traditional industries [7]. This
results in growing reliance on maintenance contracts
with suppliers of original equipment and an erosion
of in-house skills. Loss of in-house experience in
maintenance, and of ownership of maintenance
problems has a devastating effect over time.Training
must be tailored to suit the needs of maintenance at
company level. A comprehensive system of
maintenance has to be developed. There must be
thorough and impeccable understanding the
subject,roles, objectives and outcomes. The standards
will keep rising to new levels every time. Thus deficit
capability will prove fatal and aggravate the gap
between the required and what is delivered. Thus
grooming the work force regularly is inevitablefor
sustainability and meeting organization goals
effectively.
III. DEVELOPMENT OF THE MODEL:
A methodical and comprehensive analysis of the
problem is required along with the identification of
the key maintenance practices. A Delphi study is
conducted to provide the initial relative importance of
each attributes. There are variations in opinions. Only
the most consistent data are averaged. The effect of
variance is not considered. The relative importance
provided here issolely based upon the data provided
by expertsfor the case situation given in table 1.
Table 1. Case situation
The attributes and the subattributes used in the
LSMADAM model for the evaluation of relative
weights are [1]:
1. Productivity [PRO]
 Equipment [EQP]
 Energy [ENE]
 Material [MAT]
Industry type Process
Production
volume
High
Company
vision
World class company of national
repute
Mission Continuous improvement of
products, processes and people

 Manpower [MAN]
2. Quality [QUL]
 Defects in process [DIP]
 Defective products [DEP]
 Claims from clients [CFC]
 Customer complaints [CCP]
3. Cost [CST]
 Reduction in manpower [RIM]
 Reduction in maintenance cost [RMC]
 Reduction in power consumption [RPC]
 Reduction in heat consumption [RHC]
 Reduction in operating cost [ROC]
 Reduction in breakdown [RIB]
 Reduction in rework [RIR]
4. Delivery [DEL]
 Stock reduced [STR]
 Dependable delivery [DPD]
5. Safety [SAF]
 Zero accidents [ZAC]
 Zero pollution [ZPO]
6. Morale [MOR]
 Increase in improvement ideas [IIM]
 Small group meetings [SGM]
 Group culture [GCL]
 Motivation [MOT]
7. Work environment [WEN]
 Free flow of information [FFI]
 Owner-ship of equipment [OEQ]
 Improved cooperation and coordination [ICC]
 Self-confidence [SEC]
8. Competitive advantages [CMA]
 Customized service and product support [CSP]
 Customer delightment [CDT]
 Value addition [VAD]
IV. DESCRIPTION OF ATTRIBUTES
The broad description of each attribute is
provided here in the following paragraphs.
Productivity [PRO]:The TPM aims at increasing the
productivity of plant and equipment with an
improvable approach towardsmaintenance [8] to
ameliorative waiting time, speed loss and production
of defectives. The desired production output is
achieved through highly planned and well executed
workflow analysis, which is influenced by the upkeep
of the equipment reliability and maintainability. A
well thought maintenance plan is responsive to
improve the equipment availability and reliability.
Overall equipment effectiveness (OEE) goes hand in
hand to achieve the plant effectiveness [9] and gain
the control over the objective of high profitability.
There are six preventable losses. The downtime loss
is responsible to demean the plant availability. The
minor stoppage, set up and adjustment loss, reduced
speed loss doadversely affect the performance of the
plant. The amount of rework or reject will cause the
quality loss [10].The break down brings down the
availability of machine. The set up, minor stoppage,
and reduced speed mounts to poor performance of the
equipment.
Energy saving methods, wastages of energies, under
capacity utilization of machines need to be
analyzed and promising solutions must be sought.
The better methods of doing the job, use of single
minute exchange of dies (SMED), reduction of
external set ups, motion study, and many industrial
techniques are practiced to raise machines and labor
productivity.The timely identification of deficiencies
of worker’s skills and providing prompt training to
bridge the gap is all time event. Saving energy must
be company wide drive. Poor performing
equipment’s are easily identified based on output,
variability of final dimensions and hourly operating
cost. All ways and means are explored to reduce
hourly cost of operatingplant[11].
Quality [QUL]:It is essential to make sure the
correctness of the process. The processes can be
forging, rolling, polishing, grinding and so on. The
processes must be made fool proof from all
perspectives on a continuous basis to reduce defects
due to ill processes. If the process has high process
capability index it is likely to make less rejects.
Precision and accuracy are measured for each process
to take corrective action for deviations and
improvement. Latest techniques like six sigma and
jidoka will ingrain quality into processes and
prevention of problems.
If any activity involved from customer needs,
product development, and product design is
defective, the product cannot be good to use no
matter how carefully it is manufactured and vice
versa. Quality oflatemeans to produce future
products in present time.
TPM system provides new promising vistas that
uses the untapped potential of all the individuals to
harness their strength to the fullest capacity and
capability [12]. TPM provides an organization the
adherence to stringent quality standards to not only
meet their requirements, but also seek the delight of
customer approval.
Cost [CST]:Themaximization of profits can be
obtained by improvised methods of processing the
task. All the non-value adding activities such as
administration, selling, logistics and distribution must
be curtailed if not eliminated. The axioms of
industrial premise are technology driven. The
ineffective or obsoletemethods are replaced with
innovativesto provide the cutting edge solutions.
There will always be a better way of doing a thing if
the alternatives are sought after. It is about
continuous search for a promising change to exploit

to their advantage. New alternatives in every field of
activity to improve performance leading to higher
productivity are perennially sought after. Any activity
that does add value during any stage of value chain
must be removed if possible. The supervisory role
must be subjected to scrutiny.In any industrial
activity some waste is bound to occur. Waste of time
could be in the form of breakdown, rework etc. spare
parts and raw materials stocked in godownsthat are
waiting to be used [13]. Outbound logistics to make
the shipment of items from a company location to
customers or other company locations is
synchronized with input material flowing from
external suppliers through controlled inbound
logistics.
Delivery [DEL]:It is all about to provide the
rightproduct at the right time, in the right quantity at
the right place. It may devise its method to enable
collaborative planning, forecasting and replenishment
to meet stated objectives [14]. The frequent and small
lot inventory replenishment can be facilitated through
the followings:
 Synchronizing the logistics planning and
scheduling by the buyer – including inbound
shipment consolidation, multiple product
replenishment, use of ICT tools, identification
and use of reliable carriers, development of
collaborative relations with dedicated and
committed carrier organizations in order to
improve delivery performance [15].
 Production smoothening and leveling to attain
stable production schedules to minimize crises
and scope of special deliveries [16, 17].The
following points are essential in addressing the
issues concerning customer needs:
 Locating and promoting the supplier plants in the
geographical proximity and sharing the design
and development activities. Increasing delivery
frequency through production related elements.
The product make span time covering the time
from manufacturing to delivery can be
drastically reduced.The third party shipment to
the customer may be very swift with little
additional cost of shipments if customer agrees
for it. Kidd [18] have found that the small lot
production can reduce the inventory drastically.
The responsiveness to meet the dependable
deliveries can be improved if these approaches
are followed:
 Streamlining the flow of material from source to
manufacturing processes till the last mile
delivery canimprovise the product availability,
reduced time to market and response time.
 The point of sale (POS) data at different stages
of the supply chain must forecast and plan jointly
to improve customer delivery. It is establishing a
conglomerate with these customers that offers:
Confidence, stability, inventory reduction, cost
saving opportunities leading to win win situation
to both.
The continuous replenishment program and vendor
managed inventory (VMI) through advanced
methods, as electronic data interchanged will provide
the added advantage to establish a balance between
supply and demand and to substantiate the level of
future demand for the firm. The third party logistic
provider can aggregate inbound and outbound
transportation to gain economies of scale. Its
functions include forecasting, monitoring, shipment
and allocation planning, and interfacing with other
established systems in an organization [19].
Morale [MOR]: Morale is the state of individual
psychological well-being based upon a sense of
confidence, satisfaction and overall outlook to take
pride in work [20]. Employees well being,
engagement to work, passion, enthusiasm, and
commitment are different facets of Morale. Almost
everything which happens to a human being at work
such as delay in pay, the amount of information they
receive, facilities at working area, the lighting in their
work area can affect his or her experience of “well-
being” or “morale”, positively, or negatively.
TPM enables the need for the employee involvement
in the improvement efforts, collaborative practices,
delegation of decision making, and extending self
directedroles. The engagement to the work results in
an elevated level of morale, in which employees feel
a strong bond with their organization and will strive
to go the extra mile for it. It is sine qua non that
employee morale is all time high to get their best.
An organizations must look forward to create
conducive work environment based on value system
comprising of job enrichment, multi skills training,
motivational programmes, suggestion schemes and
team spirit [21]. The factors stated below, when
taken care of the employee morale is sustained high
even in hard time [6].
• All time respect, recognition, and duly
appreciation to employees,
• Empowering and engaging employees in
decision making
• Offering open door communication to nip the
problems at the beginning
• Providing feedback and coaching,
• Timely investment on training to produce high
morale is long term investment.
• Offering profit sharing benefits and
compensation
• Engaging employees with well defines roles and
job expectations.
Working Environment [WEN]: The very purpose
of TPM is to elevate the level of belongingness
among employees across all the departments of the

organization. Human resource need to be
continuously upgraded about latest tools, techniques,
knowledge and skills in order to achieve greater
success. All employee must take pride in the quality
of their workmanship. Everyone observes and
practices honesty, respect, and ethics into their daily
business practices. All must assume the responsibility
of their work. Team work culture is highly prevalent.
The knowledge transfer is facilitated to see the team
outperforms and objectives are met [22]. There is no
space for derogatory remarks, demean and causing
human resource demoralize at work place.
Organization has to ensure that upgrading skills of
employees, filling the gaps to bridge the causes of
underperformance. Any Problem related to the
processes, machines, organization is identified at the
embryonic stage per se and fixed thereof. TPM is
beyond simply a maintenance policy, it encompasses
all the elements that affects the equipment utilization,
performance and quality rate. It is a culture of serving
the company whole heartedly, a philosophy and a
new attitude towards maintenance [23]. Quality of
work life (QWL) programmes are sine qua non that
yields benefits such as improved inter/intra
communication better employer–employee
relationships, better career development, reduced
stress, high confidence and self management.
Competitive advantages [CMA]:TPM has been
envisioned as a comprehensive manufacturing
strategy to improve company performance of the
organization and competitive position. The efforts of
small groups and individuals in their capacity are
all well synced to exploit the synergy of human
resource. Each member, machine and entity is part of
oneobect. Any flaws with anyone can make the
failure to purpose and hence TPM attempts
collectively to remify The quality of the process, the
product is subjected to periodic scrutiny and
continuous improvement to enhance
reliability,maintainability and restore deterioration to
gain competitive advantage[10]. The benchmarking
is key to know competitors position. It gives space to
know how the new levels of performances can be
gained. The value addition to the product or services
must be done conspicuously so that it sound like
better products at lower prices. The worth that a
product or service bears in the mind of the consumer
is worth paying the price [24].
V. ALTERNATIVES:
Three alternatives, corrective maintenance,
reliability centered maintenance(RCM), and total
productive maintenance (TPM) are considered for
quantifying the relative score of each with respect to
each sub-attribute. Some sub-attribute may perform
well in some alternatives, and some in other. It can be
seen in the weights obtained for alternatives.
Corrective Maintenance [CM]:The corrective
maintenancebegins with detection of problem
initiation due to parts deterioration. Corrective
maintenance identifies the specific maintenance task
required for each failure source. Corrective tasks
canaid to spot and fix the existing problems.
Corrective maintenance, is focused on planned
actions that will keep all critical plant machinery and
systems in optimum operating conditions. The
purpose of corrective maintenance is improving
equipment instant readiness, reduced breakdown,
maintainability, and safety; design weaknesses
(material, shapes). Maintenance information,
obtained from CM, is useful for maintenance
prevention (MP) for the next equipment and
improvement of existing manufacturing facilities.
The following four maintenance activities are
essential:
 Fault finding.
 Fault segregation.
 Fault abolition.
 Corroboration of fault elimination.
It improves equipment and its components
design so that equipment life can be prolonged. The
robust design is used to safeguard the failures to
improve reliability and maintainability. Maintenance
effectiveness is judged on the life-cycle costs of
critical plant machinery, equipment, and systems, not
on how fast a broken machine can be returned to
service.
Reliability Centered Maintenance [RCM]: A
reliability-centered maintenance (RCM) process
systematically identifies the failure modes and
criticality of failures. It also identifies all likely
causes of these failures. It then proceeds to identify
the effects of these likely failure modes and to
identify in what way those effects matter. Can the
preventive action be deferred or it needs immediate
prevention of failure mode. In case of gradual
progression of failure is the function degradation
evident to the operator? Are there arrangements
made to perform service on planned time. Is there
need of condition monitoring? The assessment of
condition of function degradation and preemptive
measures of prevention of functional failures is
performed and necessity of repair is scheduled and
justified. These questions must be answered timely.
The RCM is a comprehensive procedure for
developing or optimizing the maintenance
requirements of a physical resource for desired
capability to achieve the level of reliability which
can be achieved with an effective maintenance
program[25]. RCM methodically carryout
reconnaissance to determine the maintenance
requirements of any physical asset in its operating
context by identifying the functions of the asset, the
causes of failures and the criticality effects of the

failures leading to secondary damage, injuries, or
increase in life cycle cost.
Total Productive Maintenance[TPM]: The starting
point of TPM is changing the attitude of the operator
to maintain the equipment they use. It is believed that
the person who handle the machine, knows machine
the best. This is followed by training vigourouslythe
worker in maintenance skills and knowledge. Total
productive maintenance (TPM) is a strategy which
utilizes the scientific techniques to manage
equipment resources, that minimizes equipment
failure, production defects, and accidents. TPM calls
for the new order of utilizing the resources in value
addition activities. It involves everyone in the value
chain, from top level management to production staff,
and manufacturing support groups to outside
suppliers. The objective is to continuously improve
the availability and prevent the degradation of
equipment to achieve maximum effectiveness. The
boundaries between production and maintenance
department have to be synced in order to gain better
control in solving organizational problems. These
objectives require strong management support as well
as continuous use of work teams and small group
activities (SGA) to achieve incremental
improvements. TPM is not a radically new idea; it is
simply to make gradual advancement in doing the
things every time. It is not a one time event but
always striving to improve upon the existing
standards[26].
VI. NEW LEAST SQUARES METHOD:
In least square method, the error is xij − wi/wj.
The parameter xijis the element of judgement matrix.
It is the relative importance of attribute I vis a vis
attribute j. The expression xij − wi/wj is nonlinear
which leads in the form a nonlinear programming
problem. If the error is xijwj − wi, the expression is
linear. Using sum of squares of error as objective
function, the model is
min (xijwj − wi)2
n
j=1
n
i=1
Subject to the condition wi
n
i=1 = 1wi ≥ 0, i =
1, 2 , … … , n
The Lagrange’s function is given below
Z = min (xij wj − wi)2
n
j=1
n
i=1
+ λ (wi
n
i=1
− 1)
where,λis known as Lagrange’s multiplier.
The weights can be calculated by equating
∂Z
∂wi
= 0
to minimize the error.
∂Z
∂wi
= −2(xij w1 − wi)-−2(xij w1 − wi)-
….−2 xijwn − wi + 2x1i x1iwi − w1 +
2x2i x2iwi − w2 + ⋯ … … + 2xni xni wi − wn +
λ = −2 xi1 + x1i w1 − −2 xi2 + x2i w2 −
⋯ … … … … [2 n − 1 + xij
2
]wi −n
j=1
j≠i
… … −
2 xin + xni wn + λ
Let
∂Z
∂wi
= 0 i = 1, 2, 3, … . . , n , the result are
−2 xi1 + x1i w1 for i≠1 − 2 xi2 + x2i w2 for i≠2
− ⋯ ⋯ ⋯ + [2 n − 1
+ 2 xji
2
]wi
n
j=1
j≠i
− ⋯ ⋯ for above diagonal elements eg.
for 3rd row i = 3, and n > 3, − 2 xin +
xniwn+λ=0 i=1, 2, 3, ….., n,
Add wi = 1n
i=1 , We have linear system about
n + 1 equations . Solve the linear system, We
obtain𝑤1, 𝑤2, , … … … 𝑤𝑛 and λ.
The 𝑎𝑖𝑗 values for Attribute Cost [CST] is given in
table 2
Table 2: Relative importance of attributes of Cost
criterion
A =
1
3
1
1/3
3
7
3
1/3
1
1
1/3
3
5
7
1
1
1
1/2
5
3
3
3
3
2
1
5
9
5
1/3
1/3
1/5
1/5
1
1/3
1/5
1/7
1/5
1/3
1/9
3
1
1/2
1/3
1/7
1/3
1/5
5
2
1
On applying the new least square method, the normalized matrix is:
-162.22 6.6667 4.0000 6.6667 6.6667 14.285 6.6667 -1.0000 W1
=
0
6.6667 -176.44 4.0000 6.6667 6.6667 10.400 14.2857 -1.0000 W2 0
4.0000 4.0000 -98.500 5.0000 10.400 6.6667 6.6667 -1.0000 W3 0
6.6667 6.6667 5.0000 -314.00 10.400 18.222 10.400 -1.0000 W4 0
6.6667 6.6667 10.4000 10.400 -8.9067 6.6667 10.400 -1.0000 W5 0
14.2857 10.4000 6.6667 0.4444 6.6667 -26.867 5.0000 -1.0000 W6 0
6.6667 14.2857 6.6667 0.8000 10.400 5.0000 -66.565 -1.0000 W7 0
1.0000 1.0000 1.0000 1.0000 1.0000 1.0000 1.0000 1.0000  1
The values of weights W1, W2, W3, W4, W5, W6, W7 are 0.0473, 0.0441, 0.0776, 0.0346, 0.4815, 0.2022,
and 0.1127 respectively. The weights of attribute level 2, attribute level 3 and overall weights are given in the
table

Table 3: Data Summary
VII. RESULTS AND DISCUSSIONS:
The relative weights of all the attributes of level 1 are shown in figure 1.0. The priority values of
attributes in ascending order are 1. Productivity, 2.Quality , 3. Cost, Safety and so on.
Figure 1.0 Weights of attributes of level1
Attribute Weights
Attribute Level 2
Sub-Attribute
Level 3
Weights Sub-
Attribute Level 3
Overall criteria
weight
Productivity
[PRO]
0.6053 Equipment [EQP] 0.6966 0.42
Energy [[ENE] 0.1128 0.07
Material [MAT] 0.0819 0.05
Manpower[MAN] 0.1086 0.07
Quality
[QUL]
0.1323 Defects in Process [DIP] 0.7182 0.10
Defective Products [DEP] 0.1213 0.02
Claims from clients [CFC] 0.0753 0.01
Customer Complaints [CCP] 0.0852 0.01
Cost [CST] 0.0805 Reduction in Manpower [RIM] 0.047 0.00
Reduction in maintenance cost [RMC] 0.044 0.00
Reduction in Power consumption [RPC] 0.078 0.01
Reduction in heat consumption[RHC] 0.035 0.00
Reduction in operating cost [ROC] 0.482 0.04
Reduction in break down [RIB] 0.202 0.02
Reduction in rework[RIR] 0.113 0.01
Delivery
[DEL]
0.0557 Stock reduced [STR] 0.7817 0.04
Dependable delivery [DPD] 0.2183 0.01
Safety [SAF] 0.0419 Zero accident [ZAC] 0.8521 0.04
Zero Pollution [ZPO] 0.1479 0.01
Moral
[MOR]
0.0333 Increase in improvement ideas [IIM] 0.0704 0.00
Small group activities [SGM] 0.0504 0.00
Group Culture [GCL] 0.511 0.02
Motivation [MOT] 0.3682 0.01
Work
Environment
[WEN]
0.0275 Free flow of information [FFI] 0.0668 0.00
ownership of Equipment [OEQ] 0.2863 0.01
Improve cooperation and coordination
[ICC]
0.1321 0.00
Self-confidence [SEC] 0.5149 0.01
Competitive
Advantage
[CMA]
0.0234 Customize service and product support
[CSP]
0.1079 0.00
Customer delightment [CDT] 0.1753 0.00
Value addition [VAD] 0.7168 0.02

The work environment [WEN] is though non dominating attribute. It is at fourth in priority sequence after
productivity, quality, and cost. The priority areas of WEN are building self confidence [SEC] in employees. It
can yield to boost up the organizational performance and decision making process. Ownership of equipment
[OEQ] will be subsequent priority. The relative scores of subattributes of work environment are shown in figure
2.0
Figure 2.0 Weights of sub-attributes of Work Environment[WEN] attribute
The weights of subattributes of attribute Cost. Reduction in operation cost [ROC] is having highest score
0.482 followed by reduction in breakdown [RIB] scoring 0.22, then reduction in power consumption. It will be
easy for an industry to set their goals and priorities once it is known what contributes heavely for the cause.
Figure 3.0 Weights of sub-attributes of Cost [CST] attribute
The most important attribute productivity is the leading attribute of all. Whose sub attributes equipment
productivity [EQP] with highest score followed by energy productivity [ENE] and manpower productivity
[MAN] (refer table 3.0 for numerical values).

Figure 4.0 Weights of sub-attributes of Productivity attributes.
Figure 5.0 provides the relative priority of all the sub-attributes in a single combined data form. This helps
in knowing the comparative weights of each and every sub-attributes. Among all the sub-attributes, equipment
productivity [EQP] is weighted highest. Hence organization must extend efforts to raise the equipment
productivity as top priority. Defects in Process [DIP] is next in the row, organization wide campaign to
eliminate defects in the process must be accorded in the right place. The manpower productivity [MAN] and
energy productivity [ENE] must be given due consideration to reap the benefits of successful implementation of
TPM. The other sub-attributes will follow the suit in accordance of their relative rank.
Figure 5.0 Combined relative weights of all the sub attributes
Table 4.0 The scores of sub attributes of each alternative
Sub Attributes Corrective
Maintenance
Reliability
Centered
Maintenance
Total Productive
Maintenance
EQP 0.1063 0.2312 0.6624
ENE 0.0837 0.1265 0.7898
MAT 0.0545 0.2698 0.6757
MAN 0.0704 0.1947 0.7349
DIP 0.1079 0.1753 0.7168
DEP 0.0698 0.2622 0.6680

Figure 6.0 Relative scores of each alternatives
The graphs of each sub attribute for all alternatives are shown below for ready reference. Zero accidents
[ZAC] is scoring higher under corrective maintenance. Rest of all the sub-attributes are excelling under the TPM
strategy. Hence TPM can be embraced for all the sub attributes where TPM is exhibiting promising score.
CFC 0.064 0.1315 0.8045
CCM 0.0704 0.1947 0.7349
RIM 0.0704 0.1947 0.7349
RMC 0.0983 0.0727 0.8290
RPC 0.1753 0.1079 0.7168
RHC 0.0824 0.1801 0.7375
ROC 0.2092 0.1654 0.6254
RIB 0.0919 0.4209 0.4872
RIR 0.0978 0.1859 0.7163
STR 0.0919 0.4209 0.4872
DPD 0.1654 0.2092 0.6254
ZAC 0.6735 0.1633 0.1633
ZPO 0.1654 0.2092 0.6254
IIM 0.1063 0.2313 0.6624
SGM 0.0824 0.1801 0.7375
GCL 0.1633 0.1633 0.6735
MOT 0.0837 0.1265 0.7898
FFI 0.1226 0.0889 0.7884
OEQ 0.0929 0.1178 0.7893
ICC 0.1633 0.1633 0.6735
SEC 0.1633 0.1633 0.6735
CSP 0.1091 0.0963 0.7946
CDT 0.098 0.0995 0.8025
VAD 0.098 0.1287 0.7733

Figure 7.0 The final scores of each alternative
VIII. CONCLUSIONS
How each alternative is performing with regard
to each subattribute can be seen from figure 7.0 and
table 4.0. The data also showthat which subattributes
contributes more among the alternatives by
comparing the weights across the alternatives. The
relative weight in overall hierarchy are obtained from
overall criteria weight in Table 3.0. and refer figure
5.0. TPM alternative for mostsubattributes is
scoring maximum except one attribute ZAC of
corrective maintenance (refer figure 6.0 or 7.0).
TPM has scored highest among other two
maintenance strategies corrective and reliability
centered maintenance. Thus TPM can be choosen as
strategy. The sub attributes scoring highest under
any alternative should refer the strategy to which it
outperform. The ZAC should be considred to yield
best performance when its association with corrective
maintenance is secured for implementation. Any
subattribute belonging to any alernativesand scoring
highest must follow the practices of alternative under
consideration. The alternatives with highest scores
over all the subattributes will be accepted as best
strategy for adoptation and implementation.
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