5 From the chart, it can be seen that CST’s major export market is from Europe with
41 , due to their high market demand and high standard of living. The second runner is from the Middle East with 23, and then follows up by Australia with
18, Asean with 15, Asia with 2 and lastly 1 for the other markets. This data proves that CST has a big potential in the market worldwide.
Since CST was established in 1979 with a work force of only a few hundreds of employees, after over 20 years of progress, it has grown to be the largest private
company in Alor Star with about 1600 employees producing motorcycle, scooter, passenger car and light truck commercial tyres. It had also been awarded ISO 9002
for Retread Plant SIRIM, Malaysian Standard MS 149 and 1394 SIRIM, European Standards ECE 30, ECE 54, ECE 75 VCA and TUV, ISO 9002 SIRIM,
ISO 14001 SIRIM and so on from the nationwide and international.
Since they implemented TPM a few years ago, there are some improvements in their company performance. However, they are still facing some related issues regarding
The TPM implementation. The next chapter will be details of all these aspects.
1.6 Benefit of the Study
The benefits of this study are:
1. Identify the related issue resulting from the implementation of TPM 2. Identify the important criterion in order to implement TPM program
3. Also can give a guidelines in planning and launching of TPM
6
CHAPTER 2
LITERATURE REVIEW
2.1 Introduction to TPM
In the world of business today, customers expect manufactures to provide excellent quality, reliable delivery, and competitive pricing Borris, 2006. This demands that the
manufacture’s machine and processes are highly reliable. Certainly, with manufacturing, process and service industries becoming progressively dependent on the reliability of
fewer but more sophisticated machine and process while poor equipment operating performance is no longer affordable or acceptable. The overall effectiveness of the
machine, equipment and process is paramount to provide consistency of product quality and supply at a realistic price.
Some word class Japanese companies recognized over twenty years ago that the effective application of modern technology can only be achieved through people,
starting with the operators of that technology, and not through system alone Wilmot, 2000. Total Productive Maintenance is a tool to maximize the effectiveness of the
equipment by setting and maintaining, the optimum relationship between people and machines Wilmot, 2000.
Nippodenso, a supplier of electrical parts of Toyota, first used the term of TPM in the late 1960s. At that time, it was a slogan for their plant improvement theme, “productive
maintenance with total employee participation.” In 1971, Nippondenso received the
7 Distinguished Plant Award The TPM Prize from the Japan Institute of Plant
Maintenance JIPM. Nippondenso was the first plant to receive the award as the result of implementing TPM, and this marked the beginning of JIPM’s association with the
improvement methodology. Eventually Seiici Nakajima a vice chairman of JIPM, known as the father of TPM as he provided implementation support to hundred of plants,
mostly in Japan.
Nakajima describes TPM as “productive maintenance carried by all employees through small group activities.” He considers it an equal partner to total quality management in
the attainment of world-class manufacturing Ireland, 2001. According to TPM principles, the responsibility for optimizing equipment lies not just with the main
tenancy department, but also with all plant personnel. Furthermore, TPM can be say as a plant improve methodology which enabling continuous and rapid improvement of the
manufacturing process through use of employee involvement, employee empowerment, and closed-loop measurement of result Nakajima, 1989.
2.2 Importance of TPM
