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SWOT analysis for Planned Maintenance strategy-a case study

Article · December 2016

DOI: 10.1016/[Link].2016.07.788

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Management and Control
IFAC
June Conference
28-30, 2016. on Manufacturing
Troyes, France Modelling,
IFAC
IFAC Conference
Conference on Manufacturing
Manufacturing Modelling,
Management and on
Control Modelling,
Available online at [Link]
Management
Management and
and Control
Control
June 28-30, 2016. Troyes, France
June 28-30, 2016. Troyes, France
June 28-30, 2016. Troyes, France
ScienceDirect
SWOT analysis for Planned
IFAC-PapersOnLine Maintenance
49-12 (2016) 674–679 strategy – a case study
SWOT
SWOT analysis for Planned Maintenance strategy –– aa case study
SWOT analysis
analysis for
for Planned
Planned
Małgorzata Maintenance
Maintenance strategy
strategy
Jasiulewicz-Kaczmarek*  – a case
case study
study
*Poznan University of Technology, Faculty of Management
Małgorzata 
Engineering, ul. Strzelecka
Jasiulewicz-Kaczmarek* 11, 60-965 Poznań POLAND
(Tel: +48
Małgorzata
Małgorzata
61655-33-74; e-mail: Jasiulewicz-Kaczmarek*
Jasiulewicz-Kaczmarek*
[Link]-kaczmarek@ [Link]).
*Poznan
*Poznan
*Poznan University of
University of Technology,
Technology, Faculty
Faculty of
of Management Engineering,
Management Engineering, ul. Strzelecka
ul. Strzelecka 11,
11, 60-965 Poznań
60-965 Poznań POLAND
POLAND
*Poznan University
University
(Tel:
of Technology,
of+48
Technology, Faculty
Faculty
61655-33-74;
of
of Management
e-mail:Management Engineering,
Engineering, ul.
ul. Strzelecka
Strzelecka
[Link]-kaczmarek@
11,
11, 60-965
60-965 Poznań
Poznań POLAND
[Link]). POLAND
(Tel: +48
(Tel: +48 61655-33-74;
+48 61655-33-74; e-mail:
61655-33-74; e-mail: [Link]-kaczmarek@
e-mail: [Link]-kaczmarek@ [Link]).
[Link]-kaczmarek@ [Link]).
[Link]).
(Tel:
Abstract: The strategy of maintaining the equipment of a plant is crucial for the effectiveness of
manufacturing.
Abstract: The strategy Unlike other
strategy functions the
of maintaining
maintaining like equipment
manufacturing of aaa and
plantbusiness, crucialthefor
is crucial forstrategic literature on
the effectiveness
effectiveness of
Abstract:
Abstract: The
The strategy of
of maintaining the
the equipment
equipment of
of plant
plant is
is crucial for the
the effectiveness of
of
maintenance
Abstract:
manufacturing. The is meagre.
strategy
Unlike Many
of
other tools
maintaining
functionsand thetechniques
like equipment have
manufacturing of been
a developed
plant
and is crucial
business, and
the forapplied
the
strategic in other fields.
effectiveness
literature of
on
manufacturing.
However, the is
manufacturing. Unlike other
applicability
Unlike other functions
of those tools
functions like
tolike manufacturing
maintenance
manufacturing function andis business,
and business,
presentedand the
in the
the strategic
literature
strategic literature
in a limited
literature on
on
maintenance
maintenance is meagre.
meagre. Many
Many tools
tools and
and techniques
techniques have
have been
been developed
developed and applied
applied in
in other
other fields.
fields.
range.
maintenance
However, In the
the paper,
is the
meagre.
applicability author
Many
of introduces
tools
those tools and application
techniques
to maintenance of SWOT
have been
function analysis
developed
is to
presented in maintenance
and applied
the literature system
in diagnosis
other
in fields.
aa limited
However,
However, the
and identification applicability
thepaper, ofthe
directions
applicability of
of those tools
tools to
of company’s
those to maintenance
strategicofactions
maintenance function
functionwithinis
is presented
maintenance
presented in
in [Link]
literature in a limited
indiagnosis
limited
range.
range. In
In the
the paper, the author
author introduces
introduces application
application of SWOT
SWOT analysis
analysis to
to maintenance
maintenance system
system diagnosis
range. In the paper, the author introduces application of SWOT analysis to maintenance system diagnosis
© 2016,
Keywords:
and
and IFAC (International
maintenance
identification Federation
context,
of directions ofSWOT of analysis,
company’s Automatic TPM
strategic Control)
actionsHosting
withinby Elsevier Ltd.
maintenance [Link] rights reserved.
and identification
identification of of directions
directions of of company’s
company’s strategic
strategic actions
actions within
within maintenance
maintenance area. area.
Keywords: maintenance
Keywords: maintenance context, context, SWOT SWOT analysis,
analysis, TPM 
TPM
Keywords: maintenance context, SWOT analysis, TPM

main processes performed in a company and working for one
1. INTRODUCTION
 customer
main only performed
processes – production. in Accordingandtoworking
aa company this approach,
for one
The performance and 1. INTRODUCTION
competitiveness of manufacturing main
main processes
maintenance
processes is performed
a cost.
performed in
Moreover
in a company
company besides and
and working
being
working for
for one
aapproach,
support
one
1. INTRODUCTION
1. INTRODUCTION customer only – production. According to this
companies is dependent on the availability, reliability and customer
function,
customer only
it has
only a–
– production.
role in
[Link] According
and
According maintainingto
to this
this approach,
competitive
approach,
The performance and competitiveness of manufacturing maintenance
maintenance is
is a cost. Moreover besides being a support
The performance
productivity
The performance
companies is theirand
ofdependent competitiveness
production
and on the facilities
competitiveness
availability,
of manufacturing
(Stachowiak
of reliability
manufacturing2015,
and
advantages.
maintenance
function, it hasis aaarole
Therefore, cost.
[Link]
Moreover
itgaining
is veryand
Moreover besides
important
besides
maintaining
being allaa relevant
support
for competitive
being support
companies
Hadaś
companieset alis
is dependent
2014).
dependentLow on the availability,
productivity,
on the downtime,
availability, reliability
and
reliability and
poor
and function,
stakeholders
function, it
it has
hasto a
a role
be
role in
aware
in gaining
gaining of and
the
and maintaining
role of
maintaining competitive
maintenance
competitive in
productivity
productivity of
of their
their production
production facilities
facilities (Stachowiak
(Stachowiak 2015,
2015, advantages.
advantages. Therefore,
Therefore, it
it is
is very
very important
important for
for all
all relevant
relevant
machine
productivity
Hadaś et performance
al of their
2014). Low is
production often
Low productivity, linked
facilities
productivity, to inadequate
(Stachowiak
downtime, and and plant
2015,
poor achieving
advantages.
stakeholders sustainable
Therefore,
to be and
aware it competitive
is of verythe role business
important of for environment.
all
maintenance relevant in
Hadaś
Hadaś et
et al
al 2014). downtime, poor stakeholders
stakeholders to to be
be awareaware oriented of
of the the rolerole of
of maintenance
maintenance in
in
maintenance,
Hadaś
machine al 2014).
which Low
2014).
et performance in isturn
Low productivity,
often lead todowntime,
can linked
productivity, reduced
downtime,
to
and poor
production
inadequate and plant Maintenance
poor stakeholders
achieving management
to
sustainable be aware
and of
competitivethe onbusiness
role stakeholders
of maintenance is one
environment. in
machine performance
machineincreasing
performance is
islostoften
often linked
linked to inadequate
to inadequate
inadequate plant achieving
achieving
plant achieving sustainable
sustainable and
and competitive
competitive business
business environment.
environment.
levels,
machine
maintenance, performance
which costs,
in is
turn market
often linked opportunities,
to and lower
plant hand focused on
sustainable goals of
and the stakeholders
competitive who
business are interested
environment.
maintenance,
maintenance,
profits (Jonsson
maintenance,
which
which
2000
which
in
in turn can
turn
in, Cholasuke
turn can lead
can
can
lead
lead
lead
to
to reduced
reduced
to 2004;
to reduced
et opportunities,
al., reduced
production
production
production
Saniuk
production
Maintenance
Maintenance
in
et al., Maintenance work
management
management
and results
management of of
oriented
maintenance
oriented
on
on stakeholders
oriented management
on stakeholders
stakeholders and
is
is one
one
on one
is the
levels,
levels, increasing
increasing costs,
costs, lost market
lostThese
market opportunities, and lower
and lower
lower hand
hand focused
focused on
on goals
goals of the
the stakeholders
stakeholders who
who are
are interested
interested
2014;
levels, Saniuk
increasing et al., 2015).
costs, lost market pressures have
opportunities, given
and firms other
hand
in work hand
focused
and the
on stakeholders
goals
results of of the
maintenance who
stakeholders influence
management who maintenance
areandinterested
on the
profits (Jonsson 2000 ,, Cholasuke et al., 2004; Saniuk et al.,
profits
worldwide
profits
2014;
(Jonsson 2000
theetmotivation
(Jonsson
Saniuk 2000
al., , Cholasuke
2015). to
Cholasuke explore
These
et
et al.,
and2004;
al.,
pressures embrace
2004;
have
Saniuk
Saniuk et
proactive
given et al., in
al.,
firms
work
performance
in workhand
other
and
and results
success.
results
the
of maintenance
of Usually,
maintenance
stakeholders who
management
stakeholders
management
influence
and
aremaintenance
groups
and on
on theof
the
2014; Saniuk
maintenance
2014; Saniuk et
et al., 2015).
strategies
al., 2015). These
over
These pressures
the
pressures have
traditional
have given
given firms
reactive
firms other
people
other hand
who
hand the
are
the stakeholders
the most
stakeholders importantwho
who influence
for
influenceoverall maintenance
success
maintenance of
worldwide the motivation to explore and embrace proactive performance success. Usually, stakeholders are groups of
worldwide
firefighting
worldwide
maintenance
the motivation
methods
the motivation
strategies(Ahuja to
to explore
and
overexploreKhamba,
the
and
and embrace proactive
2007; Sharma
embrace
traditional proactive
reactiveet performance
maintenance.
performance
people who
success.
They
success.
are the have Usually,
most theimportant
Usually, ability stakeholders
to influence
stakeholders
for
are
are
overall
groups
realization
groups of
success
of
of
maintenance strategies over the traditional reactive people
people who
who are
are the
the most
most important
important for
for overall
overall success
success of
of
al., 2005).
maintenance
firefighting One approach
strategies
methods (Ahuja to
over
andimprove
the
Khamba, the performance
traditional
2007; reactive
Sharma of
et maintenance
people who
maintenance. operations
are
They the most
have and
the either
important
ability win
to foror lose
overall
influence depending
success
realization on
of
of
firefighting
firefighting methods
methods (Ahuja
(Ahuja and
and Khamba,
Khamba, 2007;
2007; Sharma
Sharma et
et maintenance.
maintenance. They
Theytaken. have
have the the ability
ability to influence
toresult
influence realization
realization of
of
maintenance
firefighting
al., 2005). Oneactivities
methods (Ahuja
approach is to toandimplement
Khamba,
improve the Total
2007; Productive
Sharma of
performance et resultsmaintenanceof actions
maintenance. They
operations have andA positive
the ability
either to
win influence
or of action
lose dependingdepends
realization of
on
al., 2005).
al., 2005).
2005). One One
One approach
approach to improve
toofimprove
improve the performance
the determinants
performance of of maintenance
maintenance
of maintenance operations
operations and
and eithereither
either win
win or or lose
or lose depending
lose system,
depending on
on
Maintenance
al.,
maintenance (TPM).
approach
activities One
is to
to the basicthe performance on high information
operations capacity
and of a maintenance
win depending whileon
maintenance
maintenance
sustainable success
maintenance
activities
activities
of aOne
activities
is
is to implement
to
iscompany
to
implement
implement
implementing
implement
Total
Total
Total TPM
Total
Productive
Productive
Productive
is the
Productive
results
results of
information
results of actions
of actions
capacity
actions
taken.
[Link]
taken. A
positive
positive result
A maintenance
positive resultis of
result ofanaction
of action
outcome
action
depends
depends
depends of
Maintenance
Maintenance (TPM).
(TPM). One of
of the
the basic
basic determinants
determinants of
of on
on high
high information
information capacity
capacity of
of a maintenance
aa maintenance system,
system, while
while
ability to
Maintenance design
(TPM). and Oneorganizeof the activities
basic referred
determinants to as
of cooperation
on high of
information the system:
capacity maintenance
of maintenance– a stakeholder’s
system, (the
while
sustainable success of a company implementing TPM is the information
information capacity
capacity of
of maintenance
maintenance is
is an
an outcome of
sustainable
"Planned
sustainable
ability to
success of
of aa company
Maintenance".
success
design and company
organize World implementing
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implementing
activities
TPM is
is the
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TPM to the
as
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capacity
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system: of operates
maintenance
maintenance an outcome
in). –Maintenance
isa stakeholder’s
outcome system of
of
(the
ability
Management
ability to
to design
refers
design and
to
and organize
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organize activities
planning
activities referred
as
referred "theto
to as
last
as cooperation
acquires
cooperation of
resources
of the
the system:
from
system: maintenance
both external
maintenance –
and
– a
a stakeholder’s
internal
stakeholder’s (the
sources.
(the
"Planned Maintenance". World Class Maintenance environment environment the system operates in). Maintenance system
"Planned
frontier"
"Planned for Maintenance".
manufacturing
Maintenance". World
facilities.
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Class Maintenance
Maintenance The ability
environment
acquires tothe
the
resources
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acquire
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in). and Maintenance
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internal
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and
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sources.
Management
Management refers
refers to
to maintenance
maintenance planning as
as "the
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last acquires
acquires resources
resources from
from both
both external
external and
and internal
internal sources.
sources.
The goal
Management of the following
refers to paper
maintenance is to present
planning SWOTas analysis
"the last process
acquires
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ability toaccording
resources acquire from to a
both
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sources. of
and
frontier"
frontier" for
for manufacturing
manufacturing facilities.
facilities. The
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ability to toisacquire
acquire resources
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from the
the environment
environment and
and
as
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frontier"
goaltool
for
of for maintenance
manufacturing
the following management
facilities.
paper is to present SWOTin strategic
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processability
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goal ofof the
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and management
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of stakeholders is
is so
so important
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within
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that is
important necessary
internal for to develop
maintenance
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identification
identification of
of directions
directions of
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company’s strategic
strategic actions
actions success. Considering the fact that internal stakeholders
This paper
identification is ofstructured
directions as follows:
of company’s the following
strategic chapter
actions and improve
success.
requirements of the
Considering
change systemthe
continuously,maintenance
fact that
it is – stakeholders.
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necessary stakeholders
to The
develop
within
within maintenance
maintenance area.
area. requirements change continuously, it is necessary to develop
discusses
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paper is ismaintenance
area.
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as follows:
follows: and it’s
the following context.
following The
chapter and higher
and the
requirements
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of of
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it is necessary
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to
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of conditions
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and it’s
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higher the
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discusses
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introduceschapter is dedicated
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The fourth
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presented.
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pillars “Planned
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and
and
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MAINTENANCE and discussion presented.
CONTEXT counteracting
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in advance.
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Hence, it
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summary of of the
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presented. work and tothecontinuously
counteracting
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hazards
monitor the between
ineffects
advance. of Hence, it
maintenance
maintenance it is
is
2. MAINTENANCE CONTEXT necessary
necessary to
to continuously
continuously monitor
monitor the
the effects
effects of
of maintenance
maintenance
Maintenance 2. management
MAINTENANCE
2. MAINTENANCE
MAINTENANCE CONTEXT is the
CONTEXT
CONTEXT direction and and
work stakeholders
necessaryand to and
continuously
the environment,
environment, to develop
monitorrelationsthe long-term
effects
between of strategy
maintenance
maintenance of
2. work
work and
and the relations between maintenance
organization of resources in order isto control the availability work
and and the
maintenance
stakeholders
environment,
thedevelopment
environment,
and to develop
relations
(Jasiulewicz-Kaczmarek,
relations the
between
between
long-term
maintenance
2013). of
maintenance
strategy
Maintenance management the direction and and
and stakeholders
stakeholders and
and to
to develop
develop the
the long-term strategy of
and Maintenance
performance
Maintenance ofmanagement
industrial
management plant is
is to the
some
the direction
specified
direction and
level.
and and The
maintenance approach
stakeholders development that supports
and to develop the long-termisstrategy
the
(Jasiulewicz-Kaczmarek,
long-term
approach the
strategy
2013).
of
Total
of
organization
organization of
of resources
resources in
in order
order to
to control
control the
the availability
availability maintenance
maintenance development
development (Jasiulewicz-Kaczmarek,
(Jasiulewicz-Kaczmarek, 2013).
2013).
Usually,
and maintenance
organization
performance of resources
of is perceived
industrial in order
plant asto a
to supporting
control
some the process
availability
specified for
level. Productive
maintenance
The Maintenance
development
approach that (TPM).
supports Including
(Jasiulewicz-Kaczmarek,
the TPM
approach in maintenance
is 2013).
the Total
and
and performance
performance of of industrial
industrial plant plant to to some
some specified
specified level.
level. The approach
The approach that that supports
supports the the approach
approach is is the
the Total
Total
and performance
Usually, maintenance of industrial
is perceived plant as to
a some
supporting specified
process level.
for Productive Maintenance (TPM). Including TPM in maintenance
Usually,
Usually, maintenance
maintenance is
is perceived
perceived as
as a
a supporting
supporting process
process for
for Productive
Productive Maintenance
Maintenance (TPM).
(TPM). Including
Including TPM
TPM in
in maintenance
maintenance
Usually, maintenance
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Peer review©
Copyright 2016 responsibility
under IFAC 674Control.
of International Federation of Automatic
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© 2016
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management strategy provides efficient management of incorporating improvements into the next generation of
technical infrastructure through the integration of various product and equipment design.. Quality Maintenance is the
stakeholders (production planning, material management, etc.) in sixth pillar of TPM and aims to assure zero defect conditions.
the entire equipment lifecycle (Nakajima 1989). It does this by understanding and controlling the process
interactions between workers, material, machines and
3. TOTAL PRODUCTIVE MAINTENANCE
methods that could enable defects to occur. The key is to
3.1. Definition, scope and activities of TPM prevent defects from being produced in the first place, rather
than installing rigorous inspection systems to detect the
TPM has been developed from the original PM (preventive
defect after it has been produced. Office TPM is the seventh
maintenance or productive maintenance) concept and
pillar and concentrates on all areas that provide
methodology introduced from the USA (Sharma and
administrative and support functions in the organisation. The
Shudhanshu, 2012). It has been further developed and
pillar applies the key TPM principles in eliminating waste
implemented in many Japanese companies, and is now
and losses from these departments. Safety, Health and
rapidly becoming a method applied worldwide . TPM brings
Environment (SHE) is the final TPM pillar and implements a
maintenance into focus as a necessary and vitally important
methodology to drive towards the achievement of zero
part of the business (Ahuja and Khamba, 2008; Majumdar
accidents. It is important to note that this is not just safety
and Manohar 2012; Singh and Ahuja 2015). The TPM
related but covers zero accidents, zero overburden (physical
initiative is targeted to enhance competitiveness of
and mental stress on employees) and zero pollution.
organizations and it encompasses a powerful structured
approach to change the mind-set of employees thereby 3.2. Planned maintenance
making a visible change in the work culture of an
The ability of an organization to Planned Maintenance
organization. TPM seeks to engage all levels and functions
effectively in an organized and efficient way determines the
in an organization to maximize the overall effectiveness of
success of implementing TPM programs (Ahuja & Khamba,
production equipment. This method further tunes up existing
2008). The objective of Planned Maintenance is to establish
processes and equipment by reducing mistakes and accidents.
and maintain optimal equipment and process conditions. As
The principle activities of TPM are exercised under its
defined by Japan Institute of Plant Maintenance, devising a
various pillars (Mishra, Anand & Kodali, 2008). Different
planned maintenance system means raising output (no
researchers have presented different pillars but most accepted
failures, no defects) which reduces product cost, as well as
model is Nakajima’s model of eight pillars (Nakajima, 1989).
improved quality of product and increasing plant availability
Focussed Improvement is the first pillar of TPM. It provides
(machine availability) which indirectly affects productivity.
a structured, team-based approach to drive elimination of
Planned maintenance consists of maintenance practices and
specifically identified losses in any process. The pillar
approaches like preventive maintenance, time-based
operates at a strategic level, identifying the criteria for project
maintenance (TBM), condition-based maintenance (CBM)
selection and TPM deployment that will deliver the business
and corrective maintenance (CM). Preventive maintenance is
objectives. Autonomous Maintenance is the second of the
a kind of physical check up on the equipment to prevent
eight pillars of TPM. It follows a structured approach to
equipment breakdown and prolonged equipment service.
increase the skill levels of personnel so that they can
Preventive maintenance comprises of maintenance activities
understand, manage and improve their equipment and
that are undertaken after a specified period of time of
processes. The goal is to change operators from being
machine used. During this phase, the maintenance function is
reactive to working in a more proactive way, to achieve
established and time based maintenance (TBM) activities are
optimal conditions that eliminate minor equipment stops as
generally accepted. The preventive work undertaken may
well as reducing defects and breakdowns. Planned
include equipment cleaning, lubrication, parts replacement,
Maintenance is the third pillar of TPM and aims to achieve
tightening, and adjustment. The production equipment may
zero breakdowns. It follows a structured approach to establish
also be inspected for signs of deterioration during preventive
a management system that extends the equipment reliability
maintenance work. Planned maintenance typically requires
at optimum cost. The Planned Maintenance pillar activities
discipline-planning process for maintenance task, good
are normally led by the maintenance team. The initial phase
information tracking systems to capture data for problem
prioritises equipment and involves evaluating current
solving and schedule compliance as an indicator of the health
maintenance performance and costs to set the focus for the
of the planned maintenance management system. The key to
pillar activity. Support is provided to the Autonomous
effective planned maintenance is to have a PM plan for every
Maintenance pillar to establish a sustainable standard basic
tool.
condition and the team focusses on eliminating the causes of
A complete strategy on Planned Maintenance includes a
breakdowns. Training and Education is the fourth pillar of
Master Plan for the 8 major activities:
TPM. It ensures that staffs are trained in the skills identified
 guidance and support for Autonomous Maintenance
as essential both for their personal development and for the
activities
successful deployment of TPM in line with the organisation’s
goals and objectives. Early Equipment Management is the  planned maintenance (stabilize MTBF, lengthening
fifth pillar of TPM and aims to implement new products and equipment lifetime, knowing when to use the different
processes with vertical ramp up and minimised development maintenance tasks on hand, using predictive maintenance
lead-time. It is usually deployed after the first four pillars as technology)
it builds on the learning captured from other pillar teams,  lubrication management

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 setting up the planned maintenance structure strategic directions enable optimal use of an organisation’s
 spare parts management achievements.
 reduction in maintenance cost activities  Weaknesses and opportunities – strategic directions of
 enhancement and upgrading of maintenance skills this type focus on various weaknesses that an organisation
 success in using predictive maintenance instruments should overcome. Weaknesses may also be overcome by
The implementation and efficiency of application of planned using external opportunities.
maintenance activities requires firstly the commitment and  Strengths and threats – strategic directions of this type
support of both Production and Maintenance. Each plays a allow seeing how to use best the main strengths of an
role in ensuring the planned maintenance activities are organisation in order to overcome and minimise threats
followed through, thereby improving the reliability, emerging in the external environment.
maintainability and availability of equipment, as well as  Weaknesses and threats – strategic directions of this
reducing costs because of these improvements. Secondly, it type encourage thinking on how an organisation should best
requires application of strategic point of view, and solve its internal problems in order to avoid the destructive
considering long-time perspective. A good maintenance impact of external threats.
leader always sees this aspect in two ways, both the short Thus, the TOWS analysis empowers an organisation to
term and the long-term plan. formulate and evaluate strategic directions comprehensively
from different perspectives.
3.3. SWOT / TOWS analysis
4. CASE STUDY
The methodology originally comes from the business
management literature and the researchers at Stanford The SWOT analysis was chosen as the analysis method in
Research Institute developed it. The background to SWOT this study because of its straightforward approach, flexibility,
analysis stemmed from the need to find out why corporate and practical/useful output. The SWOT matrix was used to
planning failed (Panagiotou, 2003; Helms & Nixon, 2010; assist the company in focusing their “Planned maintenance”
Rostirolla & Rostirolla, 2011). SWOT is the acronym for a pillar strategy improvement.
company’s strengths, weaknesses, opportunities and threats. The analysed the company has been benefiting from TPM
According to the advocates of SWOT, strengths refer to approach application for over eight years. Predefined pillars
inherent abilities to compete and grow strong. Weaknesses of TPM are being developed according to general
are the inherent deficiencies that cripple growth and survival. methodology developed by JIPM, with respect to needs and
Strengths and weakness are mostly internal. Opportunities are constraints identified in a company.
the good chances and openings available for growth. Threats The TPM model implemented in the company comprises
are externally wielded challenges, which might suppress 8 pillars: Focussed improvements (FI), Autonomous
inherent strengths, accelerate weakness and stifle Maintenance (AM), Planned maintenance (PM), Quality
opportunities from being exploded. To succeed in any field, Maintenance (QM), Early equipment maintenance (EEM),
weaknesses must be overcome through strengths and threats Education and Training (TE), Safety, Health &Environment
must be transferred into opportunities. The four elements of a (SHE) and Administrative Improvements (AI).
SWOT analysis undertaken as part of a wider strategic Regular training sessions concerning methods and
planning: techniques for continuous improvement are organized
 Strength: A resource or capacity the organisation can use periodically for managers and operators in a production
effectively to achieve its objectives process, as well as for maintenance staff, new standards for
 Weakness: A limitation, fault or defect in the organisation performance are being developed and procedures and
that will keep it from achieving objectives instructions applied so far are inspected and modified
 Opportunity: Any favourable situation in the whenever needed.
organisation’s environment. The Planned Maintenance Pillar (PM) was created,
 Threat: An unfavourable situation in the organisation’s seeking to optimize the maintenance managerial process,
environment that is potentially damaging to its strategy. establishing policies, methods, activities procedures,
The TOWS (Threat, Opportunity, Weakness, and Strength) elimination of weak points; employees training, involving the
Matrix developed by Weihrich (1982) is a commonly cited production staff in machine control. The Maintenance
tool for structuring strategy generation. The TOWS analysis Planned Pillar “Mission” was defined by management as:
is a conceptual strategic planning model, which allows for “Increase the availability and reliability of the machines and
flexible formulation of the organisation’s strategic directions installations with safety and adequate costs”. The Critical
by taking into account future opportunities and threats and Success Factor defined by the pillar team seeks to:
seeking to optimise the use of the organisation’s strengths in  reduce, eliminate and prevent breakdowns;
order to minimise its weaknesses. The TOWS analysis is  implement a planned maintenance system;
carried out by developing four types of strategic directions  support the groups of Autonomous Maintenance;
built by combining the following elements:  support the quality and safety product;
 Strengths and opportunities – strategic directions of  control and reduce the maintenance cost.
this type allow for the best use of an organisation’s At the beginning of the project, a project group was
achievements by taking into account the opening established from employees of two departments: production
opportunities for action in the external environment. These (production department manager) and maintenance (head
engineer, maintenance logistician, maintenance planner).

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The team analyzed the current effects of actions in the PM T3 Limited value of stock spare parts
Pillar, the effectiveness of methods and diagnostic tools, IT T4 No time for preventive maintenance (only weekend)
support, co-operation between the PM and the other pillars of T5 Decrease of maintenance budget
TPM, cooperation with suppliers of spare parts and service T6 Lower availability external services
providers, enterprise activities implemented within the Lean T7 Decrease on employees engagement and motivation
approach. The purpose of these analyzes was to identify T8 Higher dependency on external services
internal strengths and weaknesses of the PM pillar and the T9 Legal constraints
external opportunities and constraints. The result of the T10 Aging machinery and installations
analysis was identification of the 12 strong features of PM T11 Aging employees
and of the 9 weak ones. There were 10 opportunities and 15
T12 Decrease of quality and life time of components
constraints identified as well. The features identified were
subjected to further review, the aim of which was to ensure
The opportunities and threats presented in the table 2
the separability of features and reduction of their numbers.
were grouped into present ones (O1, O2, O3, O4, T1, T2, T3,
Table 1 shows the characteristics of "strengths" and
T4, T5) and future (O5, O6, O7, O8, T6, T7, T8, T9, T10,
"weaknesses" features of the PM pillar while Table 2 shows
T11, T12). In the next step, the team developed the matrix
the "opportunities" and the "threats"
combining strengths and weaknesses and opportunities and
Table 1. Strengths and weaknesses features of the PM pillar in threats. Important elements of the developed SWOT matrix
the company are presented in the table 3.
Strengths
Table 3. SWOT matrix
No Description
STRENGHTS WEAKNESS
S1 Employees with high level of knowledge and
capability S1 S2 S3 S4 S5 S6 S7 W1 W2 W3 W4 W5 W6 W7
S2 Good foundation for team work and delegation of O1 • • • • •
responsibilities to shop floor O2 • • • •
S3 Good OEE, MTBF, MTTR results
OPPORTUNITIES

O3 • • • •
S4 High engagement external services O4 • • • • • • •
S5 Strong leadership of top management
S6 Good TPM PM level
O5 • • •
S7 Attractive maintenance department for new
O6 • • • • • • •
employees O7 • •
Weaknesses O8 • • •
W1 SHE aspects are still not always first
W2 A number of employees with low willingness for
personal development Separability of features identified is also associated with
W3 Too much focus on “daily activities and problems” another element of the SWOT analysis - ranking. Various
and low planned maintenance and innovation features can have in a particular situation different
W4 Too many priorities importance. For each of the defined features, the team
W5 High fluctuation of production planning assigned its weight (W) in such a way that the sum of the
W6 Ineffective and unclear communication PM/AM weights for each group of features is equal to 1.0 (100%). In
W7 Lack of appropriate rewarding system the next step of analysis, the team conducted an analysis of
relationships between features. The analysis was conducted
Table 2. Opportunities and threats for the PM pillar in the in two directions: from the inside to the outside (SWOT
company analysis) and from outside to inside (TOWS analysis).
Opportunities SWOT analysis is to identify relationships between features
No Description by answering the following questions:
O1 Continuous personal development  Does the strong feature identified allow to benefit from the
O2 Advanced technology opportunity given?
O3 Long term relationships with supplier  Does the strong feature identified allow to decrease the
O4 Friendly and safe workplace threat given?
O5 Standardized equipment  Does the weak feature identified constraint the ability to
O6 Lean organization benefit from opportunity given?
O7 Further new diagnostic method development  Does the weak feature identified increase the threat given?
O8 Supporting software tools for PM activities In contrast, TOWS analysis was to identify links between
Threats features by answering the following questions:
T1 Lack of availability AM operators for clean, inspect,  Does the opportunity identified reinforce the specific strong
lubricate and tighten, and preventive maintenance feature?
T2 Centralization of decision making investments and  Does the opportunity identified weaken the specific weak
modifications feature?

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 Does the threat identified constraint the specific strong WEAKNESS

WEAKNESS ACTIVITIES
ACTIVITIES
PILLAR
PILLAR
feature? RESPONSIBLE
RESPONSIBLE

 Does the threat identified reinforce the specific weak SHE

SHE aspects
aspects are
always
are still
still not
not Safety
Safety Culture,
Culture, development
development of
of the
the BBS
BBS SHE
SHE
always first
first program
program
feature? A number of employees
According to the methodology of application of TOWS / with low willingness for Personnel development programme TE
SWOT analysis for each of the 8 questions presented above personal development
the matrices were developed with which the relationships Too
Too many
many prioritas
prioritas Veryfication
Veryfication priorities
priorities PM
PM
respectively between threats and strengths, opportunities and Hight
Hight fluctuation
fluctuation of
of Development
Development of
of accuracy
accuracy planning
planning and
and PM
PM
strengths, threats and weaknesses, opportunities and production
production planning
planning IT
IT solution
solution
weaknesses were examined (analysis TOWS), as well as the
relationships between strengths and opportunities, Table 6. Examples of actions supporting opportunities for the
weaknesses and opportunities, strength and threats, PM pillar.
weaknesses and threats (SWOT analysis). PILLAR
PILLAR
The number of interactions between features was summed OPPORTUNITIES
OPPORTUNITIES ACTIVITIES
ACTIVITIES RESPONSIBLE
RESPONSIBLE
up, the product of the weight and number of interactions was Continuous
Continuous PM
PM personel
personel Review
calculated, and then the team also estimated the rank in a 1 to development Review training
training plan
plan according
according Lean
Lean PM
PM
development
5 scale for each result depending on the result of the product
of the weight and number of interactions (the highest product Advantage
Advantage technology
technology Continuosly
Continuosly development
development equipments
equipments EEM
EEM
is 1 and the lowest is 5). Rank defines the power of the
Long
Long term
term suppliers
suppliers Enhancement
Enhancement cooperation
cooperation with
with
feature. In the table 4 the results of the findings of the team PM
PM
reliationsheep
reliationsheep suppliers
suppliers
concerning the question: Does the strong feature identified
allow to benefit from the opportunity given? are presented. Friendly
Friendly and
and safe
safe Continuosly
Continuosly development
development SHE
SHE and
and PM
PM
workplace
workplace relationsheep
relationsheep
Table 4. Does the strong feature identified allow to benefit
from the opportunity given? Table 7. Examples of actions eliminating threats for the PM
O/ S S1 S2 S3 S4 S5 S6 S7 W NI WxNI R
pillar.
PILLAR
O1 • • • 0,1 3 0,3 THREATS ACTIVITIES
RESPONSIBLE
O2 • • • • 0,15 4 0,6

O3 • • • 0,1 3 0,3 Lack of availability AM operators

for „clean, inspect, lubricate and Development of accuracy planning
O4 • • • 0,05 3 0,15
tighten” and preventive and IT solution
PM
O5 • • 0,1 2 0,2 maintenance
O6 • • • • 0,1 4 0,4 Limited value of stock spare
Risk assesment PM
parts
O7 • 0,2 1 0,2
No time for preventive Development of production planning
PM
O8 • 0,2 1 0,2 maintenance regarding planned maintenance activities
W 0,2 0,1 0,15 0,15 0,2 0,15 0,05
Centarlization od decision
making investments and Rewiev of decision process EEM
NI 2 3 4 3 2 5 2 modification
WxNI 0,4 0,2 0,6 0,45 0,4 0,75 0,1
R The activities introduced (Table 5, 6, 7) relate to many
ΣNI 42/2 elements of internal and external business environment in
Σ(WxNI) 5,25 which a maintenance system operates. Implementation of
these activities requires involvement of not only those
In the next step of the analysis, the team made a employees who are responsible for the various pillars of TPM
summary, in which impact of each feature in the SWOT and in the company (eg. PM, EEM, SHE, etc.), but also people
TOWS analyses was summed. The combination of features who are responsible for other functional areas. Hence, to
for which the value was the highest, indicated the best achieve the expected results and effectively carry out the
strategy for "Planned Maintenance" pillar in the company. mission of the PM pillar, planning should focus on all levels
Based on the analyses actions that are necessary to of the organization and the relationships between them;
achieve the objectives of the PM and the mission of the pillar Assessing up, down, and across levels allows managers to
were formulated. Examples of activities with identification of optimize each individual level within the system. The SWOT
the responsibility for their realization are presented in Tables analysis was chosen as the analysis method in the company
5, 6 and 7. because of its straightforward approach, flexibility, and
Table 5. Examples of actions eliminating weak features of the practical / useful output. At the same time it forced the team
PM pillar. members to think about the activities implemented under the
PM pillar in strategic terms. This approach to the planning of
maintenance and top management commitment (strong
feature of the enterprise) is unambiguous declaration of the
management confirming that maintenance is a core

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