Issuu

https://doi.org/10.22214/ijraset.2022.41428

April 2022

A Literature Review of Maintenance Practices in SMEs Gouraw Beohar1, Dr. Anjaney Pandey3, Dr. Rajesh Pd. Mishra2 1

SRIT, JBP M.G.C.G.V, Chitrakoot 3 Mechanical, BITS, Pilani 2

Abstract: Purpose- Aim of the research is to study the relevant available literature related to different maintenance system of the SMEs. Main objective of this paper is to review all types of maintenance models on different maintenance systems and associated case studies for SMEs and propose possible gaps from the point of view of practitioners and researchers. Design/methodology/approach – In the process different approaches and models considered to check and also identified the gaps with proper classification. Various publications of database of published papers in last 20 years, was utilized for the purpose of this research. Findings –Paper revealed the different kind of maintenance system adaptations given by different researchers world-wide. Purpose of literature review not only related to compare the available maintenance models of SMEs but also define various gaps and barriers presented in SMEs. Paper makes a pathway for development of maintenance framework for SMEs. Practical implications – The Literature review indicates a very limited literature is available on this field. The Final derive indicates the necessity of maintenance system of SMEs in current scenario. In this context a maintenance model is proposed by author. Paper classifies different types of maintenance system uses for in SMs also helpful for future studies. Originality/value – This Paper categorized the different types of maintenance work and case studies available on previous literature. It gives useful analysis for maintenance in SMEs and understands its worth. Keywords: Maintenance, Literature, SMEs Paper Type – Literature Review I. INTRODUCTION In modern manufacturing Maintenance is very important in all organization. According to Baglee., D., (2008) maintenance is an important element in quality assurance, which is another support for the successful competitive edge. Previously maintenance defined as “About preservation of physical resources” and now days “Maintenance is about preservation of working of resources”. Bamber, C., J. (1999) describes in 21 century Maintenance is an ‘art’, a ‘philosophy’ and a ‘science’. It is an Art means maintain the regularly varying demand of the Market. Nakajima (1988) attempts to summarize the Philosophy means to mix the strategies that ensure an item works as expected when needed. It is science means utilizes instantaneous and important data when fed to calculations, can model leading to failure across all systems. According to Pophaley, M. (2009) maintenance is a function of all the activities, approaches, interpretations and knowing and Un-knowing facts and methodologies to preserving the functions of assets. Waeyenbergh, G.(2001) given the word Maintenance is generally an action, which is related with repairing of tools, equipments and machines at certain intervals, to extend their tool life during operation performed. Wireman (1991) suggests that maintenance influences all elements of business efficiency and risk- protection, energy efficient, quality of products, safety of environment and consumer services etc., not merely cost and availability of plant simply. Good maintenance system is also important for company explain by Ma´rquez, A.,C. (2009). It is not only increases the quality of the product but also helps to maintain the cost control of company. In modern manufacturing Sharma, A., (2011) given the function of maintenance becomes more important, so now a days it is considered as a “profit generation tool” in place of ``necessary evil''. These results, traditional approach used to describe maintenance appear to be outdated. It would arise that the objective of the maintenance function is to participate towards an enterprises profit, also shows definitely matching requirement for maintenance activities to be in agreement with enterprises business goals. Due to Worldwide competitiveness forces, Singh, J. et al. (2010) shows SMEs to improve their effectiveness by increase their manufacturing performance.

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International Journal for Research in Applied Science & Engineering Technology (IJRASET) ISSN: 2321-9653; IC Value: 45.98; SJ Impact Factor: 7.538 Volume 10 Issue IV Apr 2022- Available at www.ijraset.com Hence, attention should be given by them to the trustworthiness of their process for production as well as their promises of excellence management exercises. Alsyouf, I. (2006) explain in current scenario the important elements of SME are on the basis of automatic machining, specious availability of plants, improved quality products and better tool life. In order to achieve the above mentioned problems, practices and adoptions of preventive maintenance policies has become essential for organizations to bring down maintenance and production costs. Macchi, M., et al. (2014) explains the requirement of maintenance in production industries has been increased in the previous years. By Kulkarni, A. (2013) it considered the impact on the sustained improvements of availability of tools, quality products and cost of production the growing problem that marginal profit and production rates could be increased when maintenance potential is take advantage. According to Cambridge University the meaning of “Practices” are “The act of doing something regularly or repeatedly to improve your skill at doing it”, it means the traditional, habitual, or expected procedure or way of doing of something so we can say that, Simoes, J.(2011) describes maintenance practices are basically the Maintenance activities which are essential to run the enterprises efficiently, profitably, continuously for optimum period of time. Bamber, C., J. (1999) suggests that there is several maintenance practices which are being followed. These include routine or Wan, L. et al., (2017) reactive maintenance, preventive maintenance, predictive maintenance and reliability centered maintenance etc. Maintenance strategies can be defined by Alsyouf, I., (2006) as a decision-making rule which provides a series of measures to be implemented with regard to the operation state of the considered system. Hadjiski, M. (2014) shows advantages of optimization in maintenance strategy includes extending tool life, decreasing failures, stop timing, minimize repairing costs, enhancing safety and health. The role of maintenance in the industrial environment changed a lot in recent years, and today, it is a key function for long-term profitability in an organization. Many contributions were recently written by researchers on this topic. A lot of models were proposed to optimize maintenance activities while ensuring availability and high-quality requirements. These models use different approaches and techniques to simplify the process of maintenance as well as to make are cost effective. Maintenance model is a presentation of an idea, an object or even a process or a system that is used to characterize and define phenomena that cannot be experienced directly. Models are central to what scientists do, both in their research as well as when communicating their explanations. Models are presented concerning the organization of the maintenance process of a quality system. II. DEFINITION OF SMES Globally, small and medium enterprises (SMEs) has been recognized by Hussain, I., et al. (2011) as the prime mover of economical advancement, especially in the developing economies like India, and for promoting sustainable development their participation as an integral element to country’s foundation is higher comparatively. In our Country there was no official definition of SMEs till 1950. Lahiri, R.( 2012) put some lights on Fiscal commission, New Delhi, for the first time defined a small-scale industry (SSI) as, one which is operated mainly with hired labor usually 5 to 25 workers. During that time word used to defined small business was Small Scale Industry (SSI) as the concept of small business was mainly confined to manufacturing sector (www.msme.gov.in, Annual Report 2018-2019). In year 1951 the central government of the country defines the SSI. The division of the SSI based on no of workers, cost and quality, nature of work, cost etc. In the SSI the government of india set up the central small-scale industries organization and the small-scale industries board (SSIB) in 1954-55. Initially the categorization of the small scale industries based on investment in gross value of fixed assets which is the actual value of machines in the plant. Ancillary’s industries concept was introduced first time in 1960. In 1977 it will become concept of tiny industries. In the year 1985 first time the tiny industries known as (small and medium size enterprises) SMEs. Extendedly in year 2006 the micro, small and medium enterprises development (MSMED) act was notified. This act has key provision for development of a national board for Micro, Small and Medium enterprises. Act permits the initial legal environment for recognition of “enterprise” concept of which includes both manufacturing and service subjects. It defines medium enterprises on the first occasion and designed to integrate the 3 tiers of these enterprises, namely, Micro, Small and Medium

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International Journal for Research in Applied Science & Engineering Technology (IJRASET) ISSN: 2321-9653; IC Value: 45.98; SJ Impact Factor: 7.538 Volume 10 Issue IV Apr 2022- Available at www.ijraset.com The act are classifies the MSMEs into two categories. Jain, M., K., Gandhi, S,K.(2016). 1) Manufacturing Enterprises: Manufacturing enterprises means to convert raw material into finished goods in term of value addition in it. The enterprises involved in the manufacturing or production of goods related to any industry described in the first schedule to the industries (Development and regulation) Act, 1951. 2) Service Enterprises: ( Lahiri, R.,2012) explains the enterprises which involved in providing or rendering of services are defined as amount of investment in equipment. The Definitions of SMEs may vary from country to country. Classification of SMEs is different for different kind of countries. Some country like India, it is based on investment on plants and machineries but other countries like Canada and Europe it is based on number of person’s required or annual turnover which is applicable. According to Kaur, M. (2010) the SMEs sector plays a essential role in the growth of the country. It contributes almost 40% of the gross industrial value added in the Indian economy and 50% of total manufacturing exports. Rao, N.,J.(2007) shows pictorial view that small and medium enterprises are the leading factors for the economic growth of a country. SMEs have contributed significantly to the Industrial and economic growth of India and have also been the prime-mover of the Industrial growth in world. According to Mohanti., J., (2018) the definition criteria of SMEs in few countries are based on:  Money Invested on Plant and Machineries.  Number of Employees.  Annual Turnover Category Investment Investment (in No of Employees (in INR) USD) Micro Enterprises Europe Canada <5 < 10 Service Up to Rs. 10 Lakhs Up to 25,000 $ ….. …… Manufacturing Up to Rs. 25 Lakhs Up to 62,500 $ ….. …… Small Enterprises 10-49 599 Service 10 Lakhs to 2 25000$ to 0.5 Million $ ….. Crores …… Manufacturing 25 Lakhs to 5 62500$ to1.25Millions$ ….. Crores …… Medium 50-249 Enterprises Service 2 Crores to 5 0.5Million to 50Crores 1.25Millions 449 Manufacturing 5 Crores to 10 1.25Million to 50Crores 2.5Millions 399

Cumulative Cost

Annul Turn over

<10 Lakhs

Up to 2 Millions

<25 Lakhs

10 Lakhs - 2 Cr 25 Lakhs - 5 Cr

€2-€10 Millions

2 Cr- 5 Cr

€10-€50 Millions

5 Cr- 10 Cr

Doshi, J. et al. (2013) explain that SMEs not only the back bone of the industrialization of a country but also provides the essential supply chain to the large industries. SMEs have a important role in the Indian manufacturing sector and have become engine of economic growth. Majumdar, J.,P., et al. (2019) highlight the contribution of SMEs in present scenario in terms of output, exports and employment. In production enterprises, SMEs act as expertise vendors of components, parts and sub-assemblies to larger enterprises because these items can be produced at a cheaper price compared to the price large companies must pay for in-house production of the same components. Approximate 42.5 million units are growing all over the country producing about 8000 items, from different variety of products i.e. simple to highly advanced products. The SMEs sectors are the biggest employment-providing sectors after agriculture, approx. providing employment to 106 million people.

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International Journal for Research in Applied Science & Engineering Technology (IJRASET) ISSN: 2321-9653; IC Value: 45.98; SJ Impact Factor: 7.538 Volume 10 Issue IV Apr 2022- Available at www.ijraset.com Due to lower transportation costs, lower labour costs and easy workforce policies, SMEs utilized as major outsourcing tool. Singh, R., K., et al. (2010) shows the advantages in labour-intense manufacturing enterprises, normally production cost will lower as compare to running cost of production because workforce will complete mostly tasks. Firms can benefit from by utilizing low-cost labour as the job will likely be low skilled. Manjit (2013) also calculated that total number of about 90% of industrial units in India and 49% of value addition in the manufacturing sector. SMES has been one of the major infrastructures of Indian economic development strategy since Independence. The SMEs has played a very important part in the social and economical progress of the country throughout the past five decades. It has significant contribution to the overall growth in terms of the gross domestic product (GDP), employment generation and exports. The performance of the small scale sector therefore has a direct impact on the growth of the overall economy. The study has been carried out to measure the performance of SMEs in India for the period 2000-01 to 2017-18 based on various important performance variables like total working SMEs, employment generation, and market value of fixed assets, gross output and share of SMEs sector in total GDP trends over 18 years. A. Complete Table for Total SMEs, Employment, GDP Contribution, Assets etc. S. Year Total Working Employment Market Value Gross Output No Enterprise in (Lakhs & of Fixed Assets (in Crores) Lakhs Person) (In Crores)

Share of SMEs Sector in total GDP (%)

2000-01

101.1

238.73

2001-02

105.21

249.33

154349

282270

39.12

2002-03

109.49

260.21

162317

314850

38.89

S. No

Year

2003-04

Employment (Lakhs & Person) 271.42

Market Value of Fixed Assets (In Crores) 170219

Gross Output (in Crores)

Total Working Enterprise in Lakhs 113.95

364547

Share of SMEs Sector in total GDP (%) 38.74

2004-05

118.59

282.57

178699

429796

38.62

2005-06

123.42

294.91

188113

497842

2006-07

361.76

805.23

868543.79

35.13

2007-08

377.36

842

868543.79

920459.84

35.41

2008-09

393.7

880.4

920459.84

977114.72

36.12

2009-10

410.8

921.79

977114.72

1038546.08

36.05

2010-11

428.73

965.15

1038546.08

1105934.09

36.69

2011-12

447.66

1011.8

1105934.09

1182757.64

2012-13

467.56

1061.52

1182757.64

1268763.67

30.4

2013-14

488.29

1114.29

1268763.67

1363700.54

30.2

2014-15

510.57

1171.32

1363700.54

1471912.94

29.7

2015-16

553.65

805.24

1363700.32

10772112.86

29.2

2016-17

613.24

1054.26

2017-18

633.88

1109.89

12234324.23 approximate 1472356.71 approximate

28.9

1363700.32 approximate 1412041.34 Approximate

©IJRASET: All Rights are Reserved | SJ Impact Factor 7.538 | ISRA Journal Impact Factor 7.894 |

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International Journal for Research in Applied Science & Engineering Technology (IJRASET) ISSN: 2321-9653; IC Value: 45.98; SJ Impact Factor: 7.538 Volume 10 Issue IV Apr 2022- Available at www.ijraset.com Research findings concluded that the success of SMEs has a direct impact on the economic development of the country, both in the case of developed countries and developing countries (Majumdar, 2016). They have the ability to generate employment with minimum cost; they are pioneer in innovation realm and have high flexibility which allows them to meet the needs and expectations of the customers (Demirbag et al., 2006). B. Types of Maintenance used in SME’s According to Ahuja, I. P. S. (2008) Maintenance is usually classified into the following types: Planned Maintenance – This is a systematic class of maintenance by Hashim, S. (2012) in which work performed as per recorded processes having control. To avoid failures, the maintenance assignments are preplanned considering “when used and which type of the maintenance works” and “whoever would handle the maintenance work”. Alexis,O. (2012) to fulfill the standard of the planned maintenance, “Work Study” has to be performed to take a decision the processing time of maintenance and performing the “Time Study” may also be helpful and suggestive for developing economical maintenance schedules for the equipments. Predictive maintenance – Maintenance referred by Sezer, E., et al. (2018) ,Sharma, R.,K. (2013) as a process used for prediction of future breakdown, in tools, equipments or machine component so that the component can be replaced, based on a range, just before it fails. This is best suited method for maximized component lifetime and minimizes equipment downtime. Preventive maintenance – This maintenance refers by Pattanawasanporn, P. (2014) as systematic, scheduled maintenance which helps to keep all equipments up and running condition to preventing them with unwanted equipment failure and reduced unplanned downtime, expensive costs etc. The checking and reconditioning of tools on regular, planned based. Corrective maintenance – Robson, K., et al.(2013) shows this maintenance refers as unscheduled maintenance implemented to determine and repair a fault for restoring faulty system, machines and equipment. It can be restored the correct working circumstances within the margins of tolerance created during operation of services. Running Maintenance – This maintenance referred by Robson, K., et al.(2012) as a part of planned maintenance. Running maintenance is performed by operator; it is done on a regular basis to keep the machine functioning efficiently and safely. Machine cleaning, lubrication, tool changing etc. are some example of running maintenance. Schedule Maintenance – Attri, R., et al. (2013) referred scheduled maintenance is a part of preventive maintenance. It includes examinations, corrections, scheduled services, and planned shutdowns. It can either be a repeated work done at recurring intervals or a one-time task. The main goals of scheduled maintenance are to decrease responsive time of maintenance, equipment breakdown, and maintenance delayed. Shutdown Maintenance – Netto., R., J., k., et al. (2016) refers this maintenance as a part of preventive maintenance. This maintenance only be performed while machinery is not in use. To shut down equipment could be costly, but in some cases due to the nature of the affected part /machineries, shutdown maintenance is the only feasible maintenance process. Technical staff will repair it to prevent a complete shutdown. Breakdown Maintenance – Robson, K., et al. (2013) propose this maintenance refers as a part of corrective maintenance. In such maintenance repair is done after failure has already occurred. It may be either planned or unplanned maintenance. The objective of breakdown maintenance is to repair something that has dysfunction. Baglee., D., (2008) explains the reactive / emergency maintenance almost happen without warning, so emergency maintenance cannot be scheduled, but every maintenance program should include plans for dealing with emergencies when they do occur. It is essential when a sudden failure takes place. Unplanned Maintenance – Joshi, K., M. (2018) defines an unsystematic kind of maintenance that occurs suddenly. This would happen when there is no proper approach in position to resolve a repair, replacement, or inspection before it's needed. Unplanned maintenance is commonly the result of equipment failure that was not expected.

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D. Some Other Types – (Maintenance Strategy / System / Approach) Condition Based Maintenance – Baglee., D.,(2017) suggested condition-based maintenance is a maintenance strategy that monitored the actual status of assets to determine requirements of maintenance to be done. CBM directs that maintenance should be executed when various direction indicators indicate signals of progressing breakdown or reducing performance. Fumagalli, L. (2009) defines the objective of condition based maintenance is to monitor and place forthcoming breakdown of equipment so maintenance can be planned proactively when it is required – and not earlier. World Class Maintenance (WCM) – Cagliano, R., (2001) explains world class maintenance is a maintenance strategy, which is the ability to compete anywhere in the world; to be able to meet and beat any competitor anywhere in the world with product, price, quality and on-time delivery. Mishra, R.,P. (2015) explain world class maintenance is not just about the maintenance practices of the maintenance organization in a vacuum. It is about the way the entire organization uses all the means at its disposal to protect its ability to produce exceptional value for its customers. Total Productive Maintenance – Seow, C., (2006) defines TPM is a creative procedure of maintenance that optimizes performance of equipment, avoids failures, and encourages autonomous maintenance by machine operators by day to day activities involving the total workforce. Shah. B. (2012) found TPM is an innovative approach of plant maintenance that supplementary to Total Quality Management (TQM), Just-in-Time Manufacturing (JIT), Continuous Performance Improvement, Lean Manufacturing, 5S etc.

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International Journal for Research in Applied Science & Engineering Technology (IJRASET) ISSN: 2321-9653; IC Value: 45.98; SJ Impact Factor: 7.538 Volume 10 Issue IV Apr 2022- Available at www.ijraset.com Reliability Centered Maintenance – Fraser, K., (2011) given Reliability centered maintenance (RCM) is a strategy of organizational maintenance which used to optimize the maintenance schemes of an organization. This is a concept of maintenance planning finally results in terms of reliability assets of the facility. The formation of this paper is as follows: 1) In the very first section a brief introduction considered on maintenance. Section defines meaning of maintenance with its type, strategy, models, activity, objectives etc. 2) This section related with SMEs definitions and their categorization with various parameters e.g investment cost and number of employees. 3) Next section related with classification of existing literature with maintenance definitions in SMES to be considered. 4) Next section shows a clear outline of different methodologies available on SMEs. Different tools utilized for maintenance methodology presented by suitable excel sheet. 5) It has been classified; detailed analysis of all maintenance models exists in association with crucial perceptions on each, carried out in the next section. 6) This section related with Barriers, gaps in maintenance of SMEs. 7) In the final section, changing trends in the area of maintenance optimization models or enablers have been identified along with the directions for future research work III. VARIOUS DEFINITION / STRATEGIES (METHODOLOGY BASED) OF MAINTENANCE IN SMES The role of SMEs is vital for the economic growth of all the developing as well as developed countries across the world. In India, SMEs are considered as the backbone of Indian economy. Present era shows the importance of maintenance in business strategy that impact directly or indirectly on manufacturing performance and implements continuous improvement of SMEs. This section presents a collection of the various available strategies of maintenance system used in literature. Principles of maintenance have been broadly accepted by many researchers. Many authors and practitioners across the world have studied and remarked on maintenance definitions. Very confined literature is available on different existing maintenance strategies and their importance on SMEs. Paper initially collected the total literature on maintenance of SMEs but also indicates a clear pictorial view on different available maintenance strategies used in SMEs. These strategies based on various emerging trends of enterprises and conclude a clear outlines of the guidance for maintenance up gradation. Paper also provides various case studies and available references on maintenance techniques and models. The researchers and professionals who are working on maintenance optimization also describe appropriate references to manage the maintenance strategies. In SMEs, definition of maintenance could be explained by several authors differently, many of them (researchers) also mention the limitations of maintenance system of SMEs. The objective of this study is to analyzing the effects of different existing maintenance strategies / models and practices of SMEs on pragmatic way. Study based in terms of quality and innovative practices and their consequences on performance of SMEs. Additionally, Aim of research scholars to comprehend the impact of quality initiatives and innovations on the universal sustainability as a whole. Dekker and Scarf (1998) explains development in industrialization and computerization increases which resulted in reduction in quantity of workers, whereas invested capital in manufacturing equipment has increased during last few decades. Jain (2013) shown meaning of maintenance which means keeping equipment autonomously by production operators in good condition- i.e. repair, grease, clean and spent necessary time on it. Jain, M., K., et al (2016) presents the intention is to improve product quality, profitability which automatically improve the brand name in the market lastly satisfy customer. A. Methodology In recent times most effective and economic technique to perform research by using the database and internet. Although, we observe very much propagation of particulars – effectively and non-effectively, certified and non- certified, credible and incredible and above all useful and useless. Hence, Google Scholar is used to initiate a search for qualitative research literature. Initially “maintenance” “SMEs,” “maintenance Framework,” and “literature review on maintenance” have been used as the searching keywords. Few papers downloaded initially but shortly it became clear that majority of research papers, not in all, connected with different types of SMEs and related with about maintenance issues completely not connected to maintenance practices of SMEs. After that, keyword “maintenance of SMEs” was used and downloads 157 research papers.

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International Journal for Research in Applied Science & Engineering Technology (IJRASET) ISSN: 2321-9653; IC Value: 45.98; SJ Impact Factor: 7.538 Volume 10 Issue IV Apr 2022- Available at www.ijraset.com These research papers were studied to realize the different research problems examine by research scholars on maintenance of SMEs. Many research papers was initially noticed, even though presented literature review on maintenance systems of SMEs, also described maintenance implementation case studies on it. The various researchers introduced different approaches of maintenance in various SMEs and few of them also presented the maintenance frameworks (conceptual, implementation, strategic, operational, etc.). Some maintenance implementation frameworks were also examined. Research has shown that there is no standard maintenance implementation framework and key point of this is the shortage of devoted maintenance implementation methodologies, tools or techniques. All the informed tools used in maintenance are separate fully developed tools like TQM, TPM, 5S, Six-sigma, JIT, kaizen, LM, etc. So, decision was made to review research papers for maintenance optimization tools and techniques. As long as reviewed the available research papers it was observation to be made that many quality cross-references were missing and a small query exposed that in different research papers are utilizing the word “maintenance in organization” in place of “maintenance in enterprises.” As a result, these two key-words were again used for getting more research papers for review. This resulted in 33 papers with term maintenance in enterprises and 30 papers with maintenance implementation in SMEs. Some more papers, found related with literature by referral of references were reviewed due to their significant role in the expansion of maintenance. Twelve research papers from these are about maintenance principles, six research papers about maintenance management, four about lean + six sigma , 13 about maintenance in SMEs, three about maintenance framework, three about continuous improvement, and rest 11 about maintenance tools and techniques. It is important to point out that number of research papers also discussed various problems but every research paper classified into the best appropriate group depends upon title of research paper, its abstract or frame of research paper.

S N

B. Review of Different Methodologies Author presented a consolidated table of different maintenance strategies incorporate in the available literature. Purpose of this table to showing the variation in the principles, objectives, and scope of maintenance changed over this period of time. Author also considered the table used to collect all the available strategies of different maintenance practices. These all are based on various Methodologies present in literature. Aggregate 157 research papers had been analyzed out of which 63 methodologies compared from over 38 international journals and seven conferences, three workshops over the period of 1999-2020. In this research and development, literature review of research papers, research papers of various concepts, descriptive research papers, experimental research papers and analytical research papers including different case studies, various surveys, best practices were included. There are many limitations to this research methodology. Research papers availability was one of the important limitations for authors. Principal portion of databases of this papers were from Taylor & Francis, Emerald, IEEE, Springer, Elsevier Emerald, Science Direct, and ASME, etc. Additionally, other search was also implemented related to books, conferences and other research outlets. Authors wish to make clear that all the papers reviewed may not have these two keywords and all the papers having these two words may have not been reviewed. Many papers were reviewed from cross-references because these contained the required information. Table 3.1 for Different available strategies of SMEs: Author Year Types of Country Journal Aim of Maintenance practices Methodology (Methodology Based)

Cagliano, R., et al.

2001

Descriptive

Italy

Integrated manufacturing System

Effectiveness and good performance of SMEs, lower complexity, facilitate communication etc

Waeyenbergh ,G., et al.

2002

Empirical

Belgium

International journal of production economics

People, materials, money, overall maintenance, plant availability, product quality, safety

Shah, R., et al.

2003

Exploratory Cross section

India

Journal of operations management

Pierre, J., S., et al.

2004

Empirical

Canada

International journal of productivity &performance management

Planning and scheduling strategies, safety improvements, total quality management programs Improves productivity, efficiency, growth and returns.

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Seow, C., et al.

2006

Conceptual

Demirbag, M., et al.

2006

Empirical

UK Turkey

Singh, L.,P., et al

2006

Empirical

India

PICMET 2006 proceedings, Istanbul, turkey

Deros et al.

2006

Descriptive

Malaysia

Benchmarking: An international journal

Alsyouf, I., et al.

2007

Descriptive

Sweden

International journal production economics

Singh,R., K, et al.

2008

Descriptive

India

Baglee, D., et al.

2008

Empirical

Singh,L.,P., et al

2009

Empirical

India

International journal of services and operations management IFAC Workshop on intelligent manufacturing systems IUP journal of operations management

Fumagalli, L., et al.

2009

Descriptive

Rusia

Barton, R., et al.

Empirical

India

Knowles, M., et al. Fassoula, E.,D.,

2010

Descriptive

Control and cybernetics

2010

Exploratory Cross section

Total quality management and business excellence

Singh, R., K., et al.

2010

Exploratory Cross section

India

Management research review

Pophaley, M.,et al.

2010

Descriptive

India

Kris,D., et al.

2011

Comparative

Belgium

Singh, R.,K.,

2011

Descriptive

India

Journal of industrial engineering and management Norwegian university of science and technology Asian journal on quality

2009

International conference management of innovation and Technology (IEEE) Journal of manufacturing technology management

Proceedings of the 13th IFAC symposium on information control problems in manufacturing Journal of manufacturing technology management

Extending life of machinery, a lack of preventive maintenance lead to expensive breakdown of capital equipment. Intensifying global competition, increasing demand for better quality by customers, provide high quality products Empirical study of impact of quality management practices like Just-in-Time, 5S's tools, suggestion schemes, workers participation. Review process, awareness, key issues visit, data collection, best practices, monitoring result, standardization, implementing, planning Failure, passing of time, condition, maintenance action (inspection, repair, or replacement) Understanding the concept of competitiveness, corrective measures, challenges and strategy development High productivity and quality, maintenance strategy. Increase equipment effectiveness, maximize gains. Technology management, quality management programs, causes of poor quality and quality control techniques used. Improvement of maintenance management, quality of products

Reduce processing time, cycle time, set up time, inventory defects and scrap, overall equipment effectiveness, qualitative benefits , improved employee morale, job satisfaction Easy to use ,solve complex maintenance problem Reduction of internal cost, effective management continuous performance improvement, quality, safety Improving management talent, level of equipment, cost, quality, product range technology Avoid failure, improve maintenance developed to visualize, analyze and optimize complex maintenance problems. Manufacturing operation management systems, improve results of the inquiry. Management commitment, employees training, improve coordination customer feedback and supplier, quality data process management, product/service design, quality

©IJRASET: All Rights are Reserved | SJ Impact Factor 7.538 | ISRA Journal Impact Factor 7.894 |

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Hall, O.P, et, al.

2011

Empirical

Californi a

Journal of accounting and finance

Fraser, K., et al. Hussain,I., et al.

2011

Empirical

2012

Comparative

South Australia Pakistan

International journal global energy issues African journal of business management

Hashim, S., et al.

2012

Descriptive

Malaysia

Alexis,O., et al.

2012

Descriptive

Vigo

Panizzolo, R., et al.

2012

Empirical

Italy

International journal of engineering research and development International conference on industrial engineering and industrial management Taylor and Francis

Jamian, R., et.al.

2012

Descriptive

Malaysia

Asia pacific journal of operational management

Yi,S.,H, et al.

2012

Empirical

S. Korea

Journal of management and strategy

Emami,R., et al.

2012

Empirical

Malaysia

International journal of innovative ideas

Mathur, A., et al.

2012

Empirical

India

Production planning and control

Wakjira, B.,M., et al.

2012

Empirical

USA

Global journal of researches in engineering industrial engineering

Innovation and increased productivity with the workers, communication and cooperation between labour and management. Retaining employees, job satisfaction, physical and emotional health of employees. Job satisfaction and employee turnover. Improving productivity, continuously researched, refined, adapted, upgraded and modernized the development of new models of business results of information revolution. Increase in labor productivity, controlled maintenance, reduction in maintenance costs, production stoppages and downtimes.

Nowduri,S.,

2012

Descriptive

Pennsylv ania

World journal of management

Low to middle per capita income, relation between global population, and world's economy

Kulkarni, A., et al.,

2013

Descriptive

India

Attri, R., et al.

2013

Empirical

India

International journal of engineering research and development International journal of production research

Robson,K.,et al.

2013

Comparative

U.K

International journal of business and management

Macchi, M., et al.

2014

Descriptive

Milano

International federation for information processing

Productivity, circulation, costs, delivery, supply, quality, achieve zero defects, safety, less violations, morale for verify TPM. Permits self-analysis, evaluation, comparison, mathematical modeling and conversion of qualitative factors to quantitative values Adoption of machine failure, improvement activity, change in skills, cultures over time, improve techniques to follow different practice like TPM, PM, TQM, LM Integration of maintenance with production functions within mechanical plants.

Cost savings, market response, efficiency, challenges managerial and associated with an activity-based costing (ABC) model Review maintenance literature by analyzing the country, author, method, sector and industry Cooperation among public institutions and private enterprises networks and at the same time providing public services. Innovation, compete in global market, improve the quality of a product or service , world class performance Maintenance planning, execution, evaluation, measurement, analysis and modification and continuous improvement. Identify and eliminate root causes of waste, summarize the company profile, managerial approach on different factors. 5S, continuous improvement of industrial workplace environment, high quality, low cost and rapid delivery of products

©IJRASET: All Rights are Reserved | SJ Impact Factor 7.538 | ISRA Journal Impact Factor 7.894 |

1178

Jain,A., et al.

2014

Descriptive

India

International journal of lean six sigma

Jain,A.,et, al.

2014

Empirical

India

Akindipe, I.,S.,

2014

Exploratory Longitudinal

Nigeria

International journal of mechanical and production engineering research and development Entrepreneurship journal of management and innovation

Pattanawasan porn, P.

2014

Comparative

Thailand

International journal of industrial engineering

Hadjiski, M., et al.

2014

Descriptive

Bulgaria

Hu, Q., et al.

2015

Descriptive

International symposium on business modeling and software design Journal of manufacturing technology management

Gupta., G., et al.

2015

Empirical

India

Proceedings of the 2015 IEEE

Parikh, et al.

2015

Descriptive

India

Majumdar, J.,P.

2016

Descriptive

India

International journal of innovative research in advanced engineering International journal of applied research

Yadav, V., et., al.

2016

Empirical

India

International conference on emerging trends in mechanical engineering

Gerba, Y., T., et al.

2016

Descriptive

India

International journal of applied research

Bruno, G., et al.

2016

Descriptive

Italy

Journal of intelligent manufacturing

Gupta, H.,

2016

Empirical

India

Global business review

Netto., R., J., k., et al.

2016

Empirical

Brazil

Engineering systems and networks

Majava, J., et al.

2017

Descriptive

Finland

Management and production engineering review

Changing environment, improvement concept , zero breakdown, 5S, total employee involvement, zero defect concept, zero accident TPM implementation, enhance availability, performance, quality rate, OEE, productivity, quality, reduce maintenance cost, breakdown, losses Effective and efficient functioning of the inventory management, total performance of organization. Plans, implements, controls forward, reverse flow, storage of goods, services, point of consumption customers' requirements. Developed and tested many methodologies tools, techniques and strategies, TPM, RCM Transparent system, scientific, reproducible procedure for the literature search and analysis, how to analyze the literature. Successfully identify the critical components in complex repairable and non-repairable systems, failure and repair calculation, improve reliability and availability of system. Optimizing equipment effectiveness, eliminating breakdowns, TPM has revolutionized maintenance Improving customer satisfaction, improved business performance, TQM, capitalizes involvement, workforce, suppliers, meet customer expectations Investigate, evaluate, measure key areas, userinventory, supplier, maintenance, management, plant layout, friendly, process and handling. Performance, success and growth of SMES, such as survival, profit; return on investment, reputation sales growth, no of employee happiness, and so on Define a model, capture manufacturing knowledge, real data available in manufacturing SME ,defined a procedure Various types of innovation tools, product, process and organization, data collected, launch a new product faster than competitors Performance measures, obtained equipment to monitor, define moment to preventive maintenance, analyzing the variation Developing production, enabling continuous improvement, improves value; minimize all non-

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1179

Wan, L., et al. Baglee, D., et al.

2017

Descriptive

Shanghai

2017

Descriptive

Finland

Knol, W,H., et al.

2018

Exploratory Cross section

Netherla nds

Pai, M.,P., et al.

2018

Empirical

India

Joshi, K.,M., et al.

2018

Descriptive

India

Sezer, E., et al.

2018

Empirical

Mexico

Mohanti., J.,

2019

Descriptive

India

International journal of research and scientific innovation

Caldera., H. T., S.,. et al,

2019

Exploratory Cross section

Australia

Journal of cleaner production

Dias., M., C., et al.

2019

Exploratory Cross section

Brazil

Pagare, A., K., et al.

2020

Descriptive

International journal of research in engineering and sciences international conference on innovative advancement in engineering and technolog

Sidhu., S., S., et al.

2020

Descriptive

India

Journal of quality in maintenance engineering 30th International congress & exhibition on condition monitoring and diagnostic engineering management International journal of production research

International conference of materials science and engineering International journal of advanced research in engineering & technology IEEE International conference on engineering, technology and innovation

International conference on intelligent communicate computational research

value adding activities from production process Improve manufacturing, quality, reliability improved, reduce down time, rejections Opportunity exist, improvements to competitiveness, profitability, TPM, RCM and CBM approaches to allow management to develop and implementation. Increase operational performance, practices, SMEs could improve their lean practices for learning focus, improvement training and support congruence. TPM implemented, questionnaire method used, planning, scheduling for future use in maintenance planning activity. Quality initiatives, complexity of TPM increases, many inherent limitations so that SMEs can work full potential. Improve production, maintenance activities; assure high quality standards, to reduce cost and downtimes, to gain significant insights about production processes ITs/OTs. Local skills, resources ,sell product locally, involve lower investment in machines, part time employment such as handlooms, sericulture, bidimaking, embroidery, knitting, coir, wood carving ,handicrafts, Khadi Research findings, identified enablers comprise, stakeholder engagement, integrated strategy, continuous improvement, barriers comprise: lack of financial resources, lack of knowledge, time, risks in practice. Solve practical applications of real problems, exploratory objective, survey method, from questionnaire, applied to a sample. Correct details in the correct schedule, improvement in instrument lifecycle, in plant care, less accidental chances optimal backup , other possibilities and their benefits. Emphasizes the need for SMEs, enhance availability, quality of product, performance, OEE, productivity and reduction of breakdowns.

According to table, author categorized the various research methodologies given by several academicians into six classes – Based on concepts, Based on explanations, Based on comparison, Based on experiments, Based on survey, and Based on data collection survey . Dangayach and Deshmukh, (2001) and Bhamu and Sangwan (2014): these research methodologies given below: Based on basic concept of maintenance: Conceptual Based on various explanations of maintenance: Descriptive (For performance based issues) Based on comparative analysis among various maintenance practices: Comparative Based on experiments (data study): Empirical

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1180

International Journal for Research in Applied Science & Engineering Technology (IJRASET) ISSN: 2321-9653; IC Value: 45.98; SJ Impact Factor: 7.538 Volume 10 Issue IV Apr 2022- Available at www.ijraset.com Based on through survey, at one point of time: Exploratory cross-sectional Based on data collection survey on two or more point simultaneously: Exploratory longitudinal Allocation of different Methodologies used by several researchers is shown. Different Methodologies

Total no of Research papers

% Contribution

Conceptual

Descriptive

44%

Comparatively Empirical

2 23

3% 37%

Exploratory Cross sectional

Exploratory longitudinal

To maintain the same, there are different optimization tools adopted by different researchers with different time. 94 research papers (57 International and 37 National) were studied and reviewed by the Author on the basis of various optimization tools or techniques at past 20 years of time span i.e. from 1999 to 2019. In this study uses data collected from a research of 135 organizations included manufacturing (101) and services (34) both in India. Table 3.2 of Maintenance tools used: (Comparisons) Year Remarks/suggestion/ Maintenance tools improvement/ positive pts used 1999 Increased production efficiency, TPM, Maintenance availability, reliability 2000 Quality initiatives, quality assurance TQM system 2001 Improvements in skills, achieve highest ANNOVA, WCM level of performance 2002 Maintenance plan development for TPM,RCM,BCM framework 2003 Continuous improvement, quality LM products sustainability of process 2004 Performance Improved, Knowledge Benchmarking increases TQM 2006 Reduction in overall costing of Smes LEAN SIGMA Framework 2006 Extending life equipments improving Six Sigma, TPM product quality 2006 Better performance on Revenue, net TQM profit, returns, investment 2006 Assets utilization, cost reduction, JIT, 5S inventory management, quality aspect

S. No 1

Name of Author

Yusof, S.,M., et al.

Cagliano, R., et al.

4 5

Waeyenbergh, G., et al. Shah, R., et al.

Pierre, J., S., et al.

Kumar, M. et al.

Seow, C., Liu, J.

Demirbag, M., et al

Singh,L.,P., et al.

Deros et al.

2006

Achieving benchmarking of system

Alsyouf, I., et al.

2006

Rao, N.,J., et al.

2007

Increased profitability, improve quality, improved efficiency, Optimum performance, time saving

Bamber, C., J., et al.

Benchmarking, TQM Maintenance, productivity LM

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Country U.K U.K Italy Belgium USA Canada U.K U.K Turkey India

Malaysia Sweden India

1181

Ahuja, I. P. S. et al.

2008

Singh, R.,K., et al.

2008

Baglee, D., et al.

2008

Singh, L.,P., et al.

2009

Fumagalli, L., et al.

2009

Dowlatshahi, S., Taham, F. Barton, R., et al.

Dai, W.

2009

Ma´rquez, A.,C., et al.

2009

2010

Baglee, D., Knowles, M. Rose, A. M. N., et al.,

Singh, J.,Singh, H.,

2010

26 27

Fassoula, E.,D., et., al. Singh, R., K., et al.

2010 2010

2010

Pophaley, M., Vyas R.,K. Tesar, S., et al.

Kaur,M.

2010

Simoes, J., M., et al.

2011

Sharma, A. et al.

2011

Kris,D., et al

2011

Singh, R., K.

2011

Hall, O.,P., Mcpeak, C.,J., Hussain, I., et al.

2011

2009

2010

2011

Customer satisfaction, product optimization increase production rates, better quality product Wide range products, competitiveness, customer satisfaction, enhancement

TPM

India

Strategy development

India

maintenance procedures, Improve knowledge, tool Cost of reworking, cost of customer complaints, customer satisfaction Enhance maintenance activity , improve quality, productivity Reduction in Waste, technology acquisition, quality control High product quality, cost, continuous improvement Advance computing capability, increase productivity Improve maintenance effectiveness & efficiency Reduce cost of repairing, understand MMP Successful implementation of Lean in Smes

TPM, RCM

U.K

Tool of quality management CBM

India

JIT

USA

LM, Six sigma

U.K

RCM, preventive maintenance FMECA, RCM

Australia

Condition based management LM

Sunderland

Improve quality, reduce cost, productivity Systematic improvement in Smes Develop human resource improve product quality Strategic management , innovative maintenance practices, Strategy redefines, competitive advantages Performance, quality increases

TPM

India

IMS Competitive Strategy, SMEs MMP,TPM,RCM

U.K India

TPM

Prague

LM,TQM

India

Systematic, dynamic performance approach Maintenance optimization , equipment availability, spare parts management

JIT, TQM,TPM

Portugal

RC, TPM

India

Production process optimization, time gain ISM methodology, Improve performance n customer satisfaction Increasing productivity, cost reduce, improved pricing Growth performance, effectiveness of Smes

CIM,ERP

Belgium

ISM

India

ABC

California

Performance measurement

Pakistan

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Russia

Spain

Malaysia

India

1182

Fraser, K., et al.

2011

Hashim, S. et al.,

2012

Alexis,O., et al.

2012

Panizzolo, R., et al.

2012

Jamian, J., et al.

2012

Ho-Seong, Yi

2012

Emami, R., et al.

2012

Shah., B.

2012

Winter, C., P., et al.,

2012

46 47

2012 2012

Mathur, A., et al., Wakjira, M., W., et al. Nowduri, S.

Huang, B., et al.

2013

Kulkarni, A., et al.,

2013

Attri, R., et al.

2013

Doshi, J. Desai, D.,

2013

Bhamu, et al.

2013

Sharma, R., K., et al.

2013

Robson, K., et al.

2013

Macchi, M., et al.,

2014

57 a 57

Jain, A. et al.

2014

Deficiency of self-innovation, cost based Link b/w employee and TPM cost reduction, high morale Permits self-analysis, evaluation and comparison of organizations Quality improvement, risk reduce, durability, customer satisfaction Lean manufacturing, descriptive analysis Reduce rework, quality, improvement in availability Reduce excessive level of machine failure, new methods development SMES maintenance improvement, increase capability Increase quality, customer satisfaction

Jain, A. et al.

2014

Akindipe,O.,S.

2014

Radziwon, A, et al.

2014

2012

Improve knowledge of various maintenance model Improve manufacturing performance, increase effective use equipment, automobile Industry Improving reliability, maintenance management, Creating performance culture, encourage participation Operational and environmental performances increase in Smes Min technological unemployment, adoption of new technologies Job satisfaction, learning culture, turnover intention Support implementation, solve problem n challenges of Smes Quantify the customer service level, provide the necessary processes Improved productivity, cost reduction Improve production, OEE, eliminates breakdown Overall improvement , beyond regions

TPM,RCM, CBM

Australia

TPM, LM

Malaysia

Venezuela

Italy

Malaysia

Technology management Information system , KG TPM, CSF

South Korea

SME, FMEA, RCM KPI n tools OEE, TPM

Germany

Sustainability entrepreneurship SMEs, cloud manufacturing TPM, TQM kaizen

India

KPI n tools

India

Continuously quality improve LM

India

TPM, Six sigma

India

maintenance approaches TQM,LM

U.K

TPM

India

Increase quality, customer satisfaction

TPM

India

ROI, strongly influence optimum use of resources Increase the equipment effectiveness, increasing profits based

IM, inventory management SMEs, Flexible Manufacturing

Nigeria

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Malaysia U.K

India USA

China India

India

Italy

Denmark

1183

Jie J.,C.,R., et al.

2014

Increase productivity, increase capacity, customer satisfaction

Six sigma , Lean manufacturing

Malaysia

Pattanawasanporn,P.,e t al.

2014

TQM

Thailand

2014

Büyüközkan, G. et al.,

2015

SMES, financial factor Predictive maintenance LM

Turkey

Bayarçelik., E., B., et al. Hadjiski, M., et al.

Mishra, R.,P.,et al.,

2015

WCM, TPM

India

Hu, Q., et al.

2015

Increases employment efficiency, increase skills, decrease defects and delays Determining innovation factors, smes environment strategy Increase equipment effectiveness, increase ROI Performance, improve business, bayesian Overall efficiency, quality, performance, cost, better service, reduce Standardized understanding and approach in Lean Smes

U.K

Gupta., G., et al.

2015

Parikh, et al.

2015

Reliability, availability TPM,OEE

India

68 69

Majumdar, J.,P.

2016

Reliability analysis and identification of critical component Zero defects. achieving zero breakdowns Quality, reliability, sampling

TQM

India

Jain, M., K., et al.,

2016

Definition SMEs

India

Yadav,V ., Jain, R.,

2016

TPM

India

Moeuf., A., et al.

2016

TQM

Paris

Gerba, Y., T., et al.

2016

Thanki, S., et al.

2016

External environment LM

India

Bruno, G., et al.

2016

Italy

Gupta, H.

2016

TQS,TPM

India

Netto., R., J., k., et al.

2016

Continuously increasing standards of customer satisfaction is endless Increasing efficiency, productivity, lay out improvement Improve reliability, higher performance of product Reduce transaction costs, learn new skills to workers Integration of lean with green environment, implementation feasibility Increase productivity, reduce ideal time, system updating time Improve service quality, improve organization performance Improve equipment effectiveness

OEE, CBM

Brazil

Majumdar, J.,P

2016

Quality, reliability, sampling

TQM

India

Majava, J., et al.

2017

Increase productivity, product quality

Finland

Wan, L., et al.

2017

TPM

Shanghai

AlManei, M., et al.

2017

U.K

Baglee, D., et al.

2017

Improve employee morale and job satisfaction Reducing waste, improving operating efficiency Performance improved, knowledge increases

CBM,RCM,AMS

Sunderland

2014

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Bulgaria Turkey

India

1184

Knol, W.,H., et al.

2018

Improve performance, training, quality

Pai, M., P., et al.

2018

TPM

Joshi, K.,M., Bhatt, D.,V.

2018

Improve productivity, safety, employee morale Creates improvement in safety and sanitation condition & motivation

Nether-lands India

TPM

India

Sezer, E., et al.

2018

CBM, PMS

Mexico

Mohanti., J.

2018

SMEs, SSI

India

Annual report

2018

Caldera., H. T., S.,. et al,

2019

Dias., M., C., et al.

2019

Predictive maintenance strategies, digitalization, cost reduction Economic growth, improve performance of Smes Growth performance, effectiveness of Smes, different types Integration of lean with green environment, save money, implementation feasibility, Maintenance difficulties, improve quality of maintenance system

Gupta., A., et al.

TPM, implementation, achieve higher growth

TPM, SME

Pagare, A., K., et al.

2020

Improve production rate, cost saving, remove failures of machines

Predictive maintenance

India

Sidhu., S., S., et al.

2020

Execution of best practices, improve product quality, higher returns

Maintenance practices, quality reliability

India

2019

SMEs

India

Lean green enablers

Australia

QMS, CSF

Brazil India

IV. ANALYTICAL DESCRIPTION OF TABLE DATA: FROM TABLE 3.1 AND TABLE 3.2 After analyzing review of literature, few discussions, comments and outcomes consider in present section. 1) From the results of table it indicates that around 35% of research papers are based on empirical in nature discussed the basic concepts or explanation of maintenance processes containing performance evaluation difficulties. Approximately 50% of research papers deal with the descriptive methodologies. 2) From the result of the table author also concluded the maximum number of optimization tools used for maintenance of SMEs. Author categorized the combinations of all tools according to their development (year) wise. 3) Result shown table 3.2 that entire 94 available maintenance tools divide into five groups by author for comparison i.e. a) Maintenance / Preventive maintenance b) Total productive maintenance / 5 S c) Total quality maintenance / Benchmarking d) Lean manufacturing / Six Sigma e) World class maintenance / RCM/ Others 4) Classification of research papers over a period of time Diagram represents distribution of all 94 articles from 1999 to April 2020. U

1185

Year wise distribution of reviewed papers 14

12 11 10

8 6

6 5

5 4

3 2

Conclusion can be taken from the data table that the study of various maintenance practices has been collected from the starting of the twenty first century assumed that conduct research takes few more years to published and composed. Market recession was one of the reasons during this time. This force of recession derives the various enterprises and research scholars to come forward with solutions to minimize the cost of production. Maintenance optimization tools and their implementation procedures were broadly considering for cost cutting through waste reduction. 5) Distribution of research papers over regional basis As shown the figure below, around 37 percent of the papers are published by authors from India. USA, UK and Malaysian authors publish 13, 7 and 7 percent respectively. Maximum number of research papers is based on the experimental study of Indian industry. There are various authors from many nations. This demographically presentation of authors indicates that various maintenance practices in SMEs is applicable on whole word either from developed counties to developing countries. Unexpectedly Author observes the involvement of Japanese is less. One of the reasons for this is that the Japanese prefer the term Toyota production.

1186

No of research paper published by researchers of different country 35

20 33 15

10 16 12

5 6

6 3

Turkey

Italy

0 Malysia

USA

India

Belguium Australia

China

Brazil

Others

Others included: Canada, Russia, Spain, Portugal, Venezuela, South Korea, Germany, Nigeria, Thailand, Paris, Finland, Sweden, Prague, Denmark, and Netherlands. In this section author presents the review of 94 scholarly articles during 1999-2020 from various international journals and conferences determining the research participation. Nearly twenty seven articles (approximately 29 per cent of total considered articles) were published in the following 10 different journals: a) b) c) d) e) f) g) h) i) j)

Journal of Quality in Maintenance Engineering (05). International Journal of Production Economics (03). Productivity Planning and Control (04). International Journal of Productivity & Quality Management (02). International Journal of Engineering Research and Development (02). International Journal of Production Research (03). Journal of Cleaner Production (02). Journal of Quality in Maintenance Engineering (02). International Conference on Industrial Engineering and Management (03). Small Business Economics (02).

Most of the research in Maintenance practices is developed by academic writers using enterprise details. In total 94 writer’s considerations, approximate 80 writers (which is 85.10 %) are actually related with academics and only 4 writers (4.25 %) are professionals. In total, 10 writers (10.63 %) are both writers as well as professionals. Below figure shows the percentage distribution of research papers

1187

Academicians 3

85.1

10.63

Both

4.25

Professional

Percentages From analyzing the available data, Paper concluded that most of the coverage related with topic of Maintenance Practices in SMEs. This study performed between the periods of 1999-2020 was given by The Journal of Quality in Maintenance Engineering, and Production Planning and Control. 142 research papers published on maintenance management reviewed and methodically classified by Garg and Deshmukh (2006). Bhamu and Sangwan (2014) have also reviewed 209 published research papers related with maintenance. All the collected papers for this study related to maintenance implementation in SMEs have been classified year wise, as shown. Maintenance could also be implemented in different sectors of industries as maintenance of SMEs, manufacturing industries, process industries, services industries etc. SMEs maintenance consist all types of SMEs. Manufacturing sector consist automobile industries, various steel plants, different types of tyre plants etc. Process sector consist textiles, food process, beverage, petroleum and oil industries. Service sector consist to produces services, maintenance, repairs, training, or consulting. V. RECENT MAINTENANCE IMPLEMENTATION BARRIERS OF SMES In present scenario SMEs are customer base industries which facing the various challenges due to cut throat competition. These challenges are in terms of reliability, quality, durability, cost, shape and size of the products, policies, employee, regulations etc. These challenges are also called barriers of SMEs. Author categorized various types of probable barriers which effects maintenance implementations in SMEs. Prospective Gaps and Barriers

Symbols

Barriers Measures

References

GB1

Absence of implementation commitments by top authorities

GB2

Lack of awareness of approaches and ideology by mid-level managers

GB3

Pay too much attention on production outputs as compare to inlet quality

Management side

Mishra, R.P. et al. (2008), Ahuja, I.P.S. et al. (2008), Ma´rquez, A.C. et al. (2009), Bamber, C.J et al. (1999), Singh, R.K. et al. (2008), Attri, R. et al.(2013), Majumdar, J.,P. (2016), Panizzolo, R., et al. (2012) Alexis,O., et al. (2012), Bamber, C.J et al. (1999) and Kulkarni, A., et al. (2013) Hall, O.,P. et al. (2011), Baglee, D., et al. (2008), Dai, W.(2009), Pattanawasanporn, P. et al (2014)

1188

Lack of resources (men, materials, capital, time-period, etc.)

Singh, R.K. et al. (2008), Ahuja, I.P.S. et al. (2008), Bamber, C.J et al. (1999)

GB5

Absence of maintenance objectives of manufacturing site workers

Attri, R. et al.(2013), Ahuja, I.P.S. et al. (2008), Mishra, R.P. et al. (2015), Panizzolo, R., et al. (2012)

GB6

Large turnover issues

Bamber, C.J et al. (1999), Dai, W. (2009)

GB7

Frequent change in working environment Hurdle exists between various operational units

Attri, R. et al.(2013), Baglee, D. et al.(2010), Hashim, S. et al.(2012) Singh, R.K. et al. (2008), Bamber, C.J et al. (1999) and Rose, A. M. N. et al.(2010)

GB9

Unwillingness with frequent changes in working environment

GB10

Absence of workforce

Singh, R.K. et al. (2008), Ahuja, I.P.S. et al. (2008), Ma´rquez, A.C. et al. (2009), Bamber, C.J et al. (1999), Attri, R. et al.(2013) Ahuja, I.P.S. et al. (2008), Kulkarni, A., et al. (2013), Gupta., A., et al. (2019)

GB11

Limitation with working sources

Singh, R., K., et al. (2010), Baglee, D., et al. (2008), Macchi, M., et al. (2014)

GB12

Kris,D., et al (2011) , Bamber, C.J et al. (1999)

GB13

Absence of work togetherness in same working units Economic restrictions

GB14

Higher workers expenses

Hashim, S. et al.(2012),

Monetary

GB15

Absence of better award schemes

Prospective Gaps and Barriers

Symbols

Bamber, C.J et al. (1999), Ahuja, I.P.S. et al. (2008), Pattanawasanporn, P. et al (2014) References

Organizational side

GB8 Working culture

commitments

Workers side

Barriers Measures

GB16

Lack of provision of policies

GB17

Maintenance implementation and strategy issues

GB18

Insufficient utilization of workers and team Deficiency to understand and information about maintenance

Singh, R., K., et al. (2010), Thanki, S., et al. (2016)

GB20

Underestimate the assignment

Attri, R. et al.(2013), Majumdar, J.,P. (2016),

GB21

Shortage of progress time intervals

Bamber, C.J et al. (1999), .

GB22

Lack of monitoring tools

Hall, O.,P. et al. (2011)

GB23

Lacking of Computer Aided Process Planning (CAPP)

Ahuja, I.P.S. et al. (2008), Jain, A. et al. (2014)

GB24

Absence of quality measurement and performance measurement systems Deficiency in maintenance management system Absence in autonomous maintenance

Hussain, I. et al. (2012), Alexis,O., et al. (2012)

Strategical side

GB19 Functional side

Technological

GB25 GB26 Instrument side

Baglee, D. et al.(2010), Ahuja, I.P.S. et al. (2008)

Ahuja, I.P.S. et al. (2008), Macchi, M., et al. (2014), Pattanawasanporn, P. et al (2014) Mishra et al. (2008), Bamber, C.J et al. (1999), and Hashim, S. et al.(2012)

Ahuja, I.P.S. et al. (2008), Baglee, D., et al. (2008), Dai, W.(2009)

Panizzolo, R., et al. (2012) Bamber, C.J et al. (1999), Rose, A. M. N. et al.(2010), Macchi, M., et al. (2014)

1189

Deficiency in instruments handling

Hashim, S. et al.(2012), Jain, A. et al. (2014)

GB28

Profit based setup of Smes not consumer oriented

Bhamu, et al. (2006)

GB29

Variable philosophy for manufacturing / production process

Hashim, S. et al.(2012)

GB30

Deficiency in customer management policies Communication gap from top- level management side

Thanki, S., et al. (2016)

GB32

Absence in coordination level between various production units

Panizzolo, R., et al. (2012)

GB33

Lack of synchronization between manufacturing and support

Ahuja, I.P.S. et al. (2008),

GB34

Absence in government regulations of Smes Larger quantities of bank capital credit

Thanki, S., et al. (2016)

Symbols

Lacking of implementations in governments health and safety provisions for Smes Barriers Measures

GB37

Deficiency of skilled workers

Ahuja, I.P.S. et al. (2008)

GB38

Absence of maintenance measuring tools during implement

Majumdar, J.,P. (2016), Pattanawasanporn, P. et al (2014)

GB39

Absence in workforce management department Absence of skilled coordinator

Panizzolo, R., et al. (2012)

Deficiency in implementation and knowledge issue Absence in training and educating policies

Singh, R., K. (2011)

Consumer side

GB31

Information-based

GB35 Governmental GB36

Prospective Gaps and Barriers

Infrastructural

GB40 GB41 Education and Training GB42

Psychological

GB43

Absence in long-term dedication of workers with management policies

GB44

Examination of excluding works

GB45

Absence of leadership agreement

other

activities

Ahuja, I.P.S. et al. (2008), Majumdar, J.,P. (2016),

Jain, A. et al. (2014), Attri, R. et al.(2013),

References

Majumdar, J.,P. (2016)

Ahuja, I.P.S. et al. (2008), Mishra, R.P. et al. (2008), Bamber, C.J et al. (1999), Panizzolo, R., et al. (2012), Macchi, M., et al. (2014) Sharma, R. K. et al. (2013) Majumdar, J.,P. (2016),

Ahuja, I.P.S. et al. (2008), Bamber, C.J et al. (1999)

Pattanawasanporn, P. et al (2014)

1190

International Journal for Research in Applied Science & Engineering Technology (IJRASET) ISSN: 2321-9653; IC Value: 45.98; SJ Impact Factor: 7.538 Volume 10 Issue IV Apr 2022- Available at www.ijraset.com A. Recent Maintenance Implementation Enablers of SMEs The taxonomy of drivers and enablers introduces as a probable technique to facilitate continuous manufacturing practice in SMEs. Some of them are presented, drawn from the thematic analysis: integrated strategies, continuous improvement, stakeholder involvement and streamlined processes. Below table categorized the all possible combinations of enablers which show the essentiality of maintenance implementation in SMEs. Prospective Enablers

Symbols EB1

EB2 Management side EB3 Prospective Enablers

Symbols

Full involvement of higher authorities with workers and all units of SMEs in maintenance activities Involvement in exercise and Learning programs

Caldera., H. T. S. et al (2019), Ahuja, I.P.S. et al. (2008), Alexis, O. et al. (2012), Mishra, R.P. et al. (2008), Coad, A. et al. (2011), Gupta, A. et al. (2019)

Promotion of quality standards and planning of maintenance practices

Mishra, R. P. et al. (2008)

Bamber, C.J et al. (1999), Singh, R.K. et al. (2008), Attri, R. et al.(2013), Hashim, S. et al.(2012)

References

Arrange enough quantity of resources (men, materials, capital, time-period, etc.) Properly defined maintenance objectives, uses 5’S

Bamber, C.J et al. (1999), Ahuja, I.P.S. et al. (2008), Cagliano, R. et al. (2001)

Efficient implementing and uses maintenance frameworks To maintain healthy and smooth working environment Effectively implementing TPM and Lean manufacturing

Waeyenbergh,G., et al. (2002), Bamber, C.J et al. (1999), Rajesh Attri, Rajesh (2013), Shah,R.,et al. (2003)

To improve the willingness of employees with changing work environment culture Determination in commitment of employees

Pierre, J., S., et al. (2004), Bamber et al. (1999), Lawrence (1999), Ahuja, I.P.S. et al. (2008), Rao, N.,J., et al. (2007) Singh,L.,P., et al. (2006), Ahuja, I.P.S. et al. (2008), Kulkarni, A., et al. (2013)

EB11

To facilitates qualitative and quantitative resources to workers

Sharma, R. K.et al.(2013), Cagliano, R. et al. (2001)

EB12

To improve team working culture among different units Increase investment in R & D and concern requirement of Sme Financial support and better salary ranges Improve better wages, incentives overtimes and award schemes Implementing TPM, Six sigma,

Bamber, C.J et al. (1999), Panizzolo, R., et al. (2012)

EB5 EB6 EB7 EB8

Working culture EB9

EB10

Workers side

EB13 Monetary

References

Enablers Measures

EB4

Organizational side

Enablers Measures

EB14 EB15 EB16

Ahuja, I.P.S. et al. (2008), Attri, R. et al. (2013)

Bamber, C.J et al. (1999), Waeyenbergh,G., et al. (2002)

Ahuja, I.P.S. et al. (2008), Baglee, D. et al. (2008) Wan, L., et al. (2017) Ahuja, I.P.S. et al. (2008), Bamber, C.J et al. (1999), Hashim, S. et al.(2012), Tesar, S., et al. (2010)

1191

Lean manufacturing, 5’S etc EB17

Utilize OEE, predictive and preventive maintenance in Smes

Bamber, C.J et al. (1999), Mishra, R.P. et al. (2008), Wakjira, M., W. et al. (2012)

EB18

Proper work allocation, work rotation , increase team work Accept different maintenance policies, RCM used

Jamian, R., et al. (2012)

Performance based knowledge management, products reliability Utilizes KAIZEN, lean tools use

Baglee,D., et al. (2017), Pierre, J. S. (2004)

Implementation of computerized total production monitoring (CAPP) Computer aided process planning , CAD/ CAM uses

Yusof, S.M. et al. (2000)

Accept TQM for maintain the quality measurement

Macchi, M., et al. (2014), Kulkarni, A., et al. (2013)

EB19 Functional side

EB20 EB21 EB22 EB23

Technological EB24 Prospective Enablers

Symbols EB25

Ahuja, I.P.S. et al. (2008), Ho-Seong, Yi (2012)

Enablers Measures

References Ma´rquez, A.,C., et al. (2009)

EB29

Wide range of acceptance philosophy for production

Kris. D. et al. (2011)

EB30

Implementing the customer requirement based policies To improve the effectiveness of communication with top- level management Implementing effective level of information system between various production units Real time tracking system for manufacturing and support

Winter. C. P. et al. (2011), Jain, M., K., et al. (2016)

Accepting various government based policy for tax rebate and subsidy Implementing different schemes of government for Smes

Mohanti., J., J. (2018), Annual report (2018)

EB36

Implementing health and safety provisions for all employees

Pai, M. P.et al. (2018), Joshi, K.M. et al. (2018)

EB37

Improve efficiency and employees

Pattanawasanporn, P.et al. (2014) , Ahuja, I.P.S. et al. (2008)

EB26 EB27 EB28

Consumer side

EB31

EB32

EB33 EB34

Governmental

Bamber, C.J et al. (1999), Kulkarni, A., et al. (2013)

Implementing computer based maintenance manage system Concentrate on autonomous maintenance system Implementing preventive and breakdown maintenance Focus on estimating the customer requirements

Instrument side

Information-based

Winter, C., P., et al. (2012), Ahuja, I.P.S. et al. (2008)

EB35

skills of

Fumagalli, L., et al.(2009), Bamber, C.J et al. (1999) Dai, W. (2009), Ahuja, I.P.S. et al. (2008), Singh, L.P. et al. (2009)

Ahuja, I.P.S. et al. (2008), Panizzolo, R., et al. (2012), Wakjira, M.W. et al. (2012) Robson, K. et al. (2013), Waeyenbergh. G. et al. (2002) Ahuja, I.P.S. et al. (2008), Shah, R. et al. (2003)

Jain, A. et al. (2014), Mohanti., J., J. (2018)

1192

EB38

Implementing various tools measurement of maintenance

EB39

Utilizes maintenance framework for improving performance of all the departments Appointed skilled coordinators for education and training Arrange expert talks, seminars, conferences and workshops for improving skills of workers To implementing and regulate the best training and education policies for organization

Kulkarni, A., et al. (2013)

Enablers Measures Implementing long-term term workers retention policies for Smes Psychological and emotional treatment to workers regarding other activities also To provide responsibility and ownership for workers

References Singh, R., K., et al. (2010)

EB40 EB41 Education and Training EB42

Prospective Enablers

Symbols EB43

Psychological

EB44

EB45

for

Baglee, D. et al. (2008), Attri, R. et al. (2013)

Cagliano, R., et al. (2001), Knol, W.H. et al. (2018) Pattanawasanporn, P.et al. (2014) , Gerba, Y., T., et al. (2016), Pierre, J., S., et al. (2004), Ahuja, I.P.S. et al. (2008), Mishra R.P. et al. (2008), Bamber, C.J et al. (1999), Waeyenbergh,G., et al. (2002), Bamber, C.J et al. (1999)

Bamber, C.J et al. (1999), Ahuja, I.P.S. et al. (2008), Fumagalli, L., et al. (2009) Caldera., H. T. S. et al. (2019)

VI. CONCLUSION The Author endeavors to evaluate the effect of various possible barriers in the maintenance implementation in SMEs. Paper also considers possible taxonomy of SMEs enablers. The purpose is to improve the overall performance of SMEs. At present, in a worldwide development the large-scale enterprises focusing on its essential skills proceedings on production, delivery of services and subcontracting SMEs for many times. This characteristic is because SMEs are the backbone of the largescale enterprises. Consequently, this is the correct time for SMEs for implementing the aggressive maintenance policy of competitiveness. At the beginning of the first section of the research, literature review considered. This section is about the detailed description of maintenance, definition, need, purpose, types, analysis with different available methodologies of SMEs. This section ended with various barriers and enablers of SMEs for effective implementation of maintenance in it. Development of Maintenance Framework for SMEs has been considered in next section of research by author. REFERANCES [1] [2] [3] [4] [5] [6] [7] [8]

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