Can TPM Be Implemented In Conjunction With The Army Materiel Maintenance Policy

Research Methodology and Data Collection

This paper is based on my literature studies on TQM and TPM. Explorative analysis and qualitative research was selected and conducted in an attempt to answer the central research question: Can TPM be implemented in conjunction with the Army Materiel Maintenance Policy? “The exploratory design is conducted about a research problem when there are few or no earlier studies to refer to or rely upon to predict an outcome. The focus is on gaining insights and familiarity for later investigation or undertaken when research problems are in a preliminary stage of investigation” (University of Southern California, 2016). “Qualitative research is characterized by its aims, which relate to understanding some

Maintenance is an enabling process to meeting Army Force Generation (ARFORGEN) requirements. ARFORGEN is the process used to generate and regenerate combat power and preserve the capital investment of combat systems and equipment to enable training and mission accomplishment (Department of the Army, 2013). The Army’s doctrinal definition can be confusing to some and it does not make mention of efficiency, reducing non-value adding activities and the overall equipment effectiveness. This definition allows for commanders at all levels the flexibility to focus on other tasks, tasks not related to

The first thing I would suggest, prior to applying TQM, is that we adopt some, if not all, of W. Edwards Deming’s 14 Points to quality management. Within these 14 Points, there are three points that if used correctly and consistently that can ease the hardships that maintenance Soldiers face on a constant basis. Directly upfront, we must break down barriers between staff areas. In this case we must do so between levels of command. By doing so we can eliminate the traditional stovepipe style of communication and institute a more organizational (branched) style of communication. Organizational communication, where each level of leadership communicates effectively with each other, voicing timelines, training schedules, and constraints will in essence, transform a struggling maintenance program into a world class maintenance