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Essay / Research Paper Abstract
A 6 page paper discussing the holistic view of manufacturing plant maintenance. TPM as a strategic tool quite possibly could become the telling factor that separates the most successful companies from those whose overall performance is strong but never spectacular. In today's increasingly competitive business climate, organizations must operate as efficiently as possible. While TPM alone likely will not yield that edge that has the potential of sending the organization to the top of its industry, it can nevertheless make important contribution to the overall success of the company and contribute to the organization's sustained competitive advantage. Bibliography lists 8 sources.
Page Count:
6 pages (~225 words per page)
File: D0_Tpm.doc
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Unformatted sample text from the term paper:
downsizing, quality improvements, best practices, reengineering and narrowly targeted strategy, yet all must continue to search out ways in which they can enhance their competitive advantage. Total Quality Management and
its variations did much to "save" American manufacturing when the required management philosophies that make it work were adopted along with the principles behind the theory, but its narrow view
was that only of for-sale production. Every organization producing a tangible product also has equipment maintenance issues to address and the common view has been that if it isnt
broken, then it doesnt need fixing. Just as automobiles perform best with routine maintenance, however, so do the machines of production that are in operation for far longer lengths of
time. As gas mileage is improved with regular maintenance, so is production enhanced when the machinery involved is in peak running condition. Further analogy with the automobile is
that the money saved in gas likely is greater than that spent for maintenance. Those organizations claiming that maintenance on a running machine is unnecessary very likely are taking
only the narrow view of their true costs of operation. Planned downtime of machinery enables production managers to reassign workers for the duration of the downtime. A broken piece
of machinery does not cost only the value of missed production, but also wastes worker time. Wasted worker time equates to increased production costs when hourly wages still must
be paid whether workers are able to produce goods or not. Common sense dictates that unplanned downtime is a thing to be avoided. Still, quantitative measure of the true
costs of employing preventive maintenance versus pushing production machinery to the point of breakdown before considering any maintenance has been difficult to establish. The problem lies in formulating a
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