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dc.contributor.authorBinti Aminuddin, Nur Ainunnazli
dc.contributor.authorGarza-Reyes, Jose Arturo
dc.contributor.authorKumar, Vikas
dc.contributor.authorAntony, Jiju
dc.contributor.authorRocha-Lona, Luis
dc.date.accessioned2018-03-15T16:18:47Z
dc.date.available2018-03-15T16:18:47Z
dc.date.issued2015-06-15
dc.identifier.citationBinti Aminuddin, N. A. et al (2015) 'An analysis of managerial factors affecting the implementation and use of overall equipment effectivenes', International Journal of Production Research, 54 (15):4430en
dc.identifier.issn00207543
dc.identifier.doi10.1080/00207543.2015.1055849
dc.identifier.urihttp://hdl.handle.net/10545/622331
dc.description.abstractTo ensure manufacturing organisations remain competitive, most of them are turning to total productive maintenance (TPM) and lean manufacturing to ensure seamless operations. Overall equipment effectiveness (OEE) is the foundation of these two business improvement strategies as it tackles the underlying losses that impede equipment efficiency. This study presents the prevalence of managerial issues related to the implementation and use of OEE in the manufacturing industry. To do this, five hypotheses and four research questions were formulated and tested using a combination of descriptive statistics and cross-tabulation, chi-square, analysis of variance, Tukey’s pairwise comparison, Z-test and correlation tests. Data were collected through a survey questionnaire responded by 139 manufacturing organisations worldwide. The results establish, among other ‘soft’ aspects, the linkage of the OEE implementation with that of TPM and lean manufacturing, and the drivers, most critical factors, barriers and the role of management in its implementation. The study also identifies how manufacturing organisations employ the information provided by OEE and how the data for its computation are collected. This study supports the very limited empirical research on the implementation and use of OEE. Thus, this research provides organisations, and their managers, with a better understanding of different factors that affect the successful deployment and management of this highly used measure in industry.
dc.description.sponsorshipN/Aen
dc.language.isoenen
dc.publisherTaylor and Francisen
dc.relation.urlhttp://www.tandfonline.com/doi/full/10.1080/00207543.2015.1055849en
dc.rightsArchived with thanks to International Journal of Production Researchen
dc.subjectLean manufacturingen
dc.subjectBusiness operationsen
dc.titleAn analysis of managerial factors affecting the implementation and use of overall equipment effectiveness.en
dc.typeArticleen
dc.identifier.eissn1366588X
dc.contributor.departmentUniversity of Warwicken
dc.contributor.departmentUniversity of Derbyen
dc.contributor.departmentUniversity of the West of Englanden
dc.contributor.departmentUniversity of Edinburghen
dc.contributor.departmentNational Polytecnic Institute of Mexicoen
dc.identifier.journalInternational Journal of Production Researchen
refterms.dateFOA2019-02-28T16:50:25Z
html.description.abstractTo ensure manufacturing organisations remain competitive, most of them are turning to total productive maintenance (TPM) and lean manufacturing to ensure seamless operations. Overall equipment effectiveness (OEE) is the foundation of these two business improvement strategies as it tackles the underlying losses that impede equipment efficiency. This study presents the prevalence of managerial issues related to the implementation and use of OEE in the manufacturing industry. To do this, five hypotheses and four research questions were formulated and tested using a combination of descriptive statistics and cross-tabulation, chi-square, analysis of variance, Tukey’s pairwise comparison, Z-test and correlation tests. Data were collected through a survey questionnaire responded by 139 manufacturing organisations worldwide. The results establish, among other ‘soft’ aspects, the linkage of the OEE implementation with that of TPM and lean manufacturing, and the drivers, most critical factors, barriers and the role of management in its implementation. The study also identifies how manufacturing organisations employ the information provided by OEE and how the data for its computation are collected. This study supports the very limited empirical research on the implementation and use of OEE. Thus, this research provides organisations, and their managers, with a better understanding of different factors that affect the successful deployment and management of this highly used measure in industry.


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