# The Role of Managerial Commitment and TPM Implementation Strategies in Productivity Benefits
## 3 Hypotheses and Literature Review  
The goal of TPM is to maximize equipment effectiveness by continuously improving availability and preventing failures, but this cannot be achieved without managerial support [39] and employee involvement. Therefore, participation by all employees promotes a preventive maintenance approach based on motivation management and voluntary small group participation [40]. Also, TPM concepts entail a long-term commitment to planning, especially from senior managers, and usually initiates as a top-down exercise, but it can only be successfully implemented as \"bottom-up\" participation [7]. From this perspective, the operator commitment, performance, and morale reflect the managerial commitment to TPM [41]. In conclusion, managerial commitment is the most essential factor in TPM implementation [39], which is why the first hypothesis in this research can be proposed as follows:  
**Hypothesis 1**. : _Managerial commitment has a positive and direct effect on TPM implementation._  
TPM initiates with senior managers, since they have the power to implement the necessary organizational changes and formulate the required plans, strategies, and policies, which must be aligned with corporate objectives. Also, the maintenance manager is responsible for the effective performance of TPM activities and setting the basic policies and objectives to be reached through a carefully designed plan [39]. Similarly, senior managers should remove the obstacles that interfere with TPM plans and implementation, and they must make sure that such plans are aligned with the company's short- and long-term goals [42]. In other words, because TPM is based on error prevention, it is important to rely on effective preventive maintenance techniques. PM must be aligned with managerial preferences and priorities in a production system, since that guaranteesworkers' acceptance, and it always must be focused on preventing accidents or failures [43]. Therefore, the second hypothesis in this research can be presented as follows:  
**Hypothesis 2**. : _Managerial commitment has a positive and direct effect on PM implementation._  
The main TPM characteristics are economic efficiency, preventive maintenance, improved maintenance capacity, and employee involvement [44]. As [PERSON] [45] argues, the main goal in the TPM implementation stage is to increase equipment efficiency through specific techniques, including autonomous maintenance, where employees improve their skills and help to maintain their equipment. From this perspective, it is claimed that PM is part of the organizational culture and an essential component of TPM; that is, there must be an error and failure prevention program to ensure TPM. Therefore, the third hypothesis in this research can be proposed as follows:  
**Hypothesis 3**. : _PM implementation has a positive and direct impact on TPM implementation._  
As [PERSON] [46] points out, the main TPM objectives are to improve productivity, increase management efficiency, and eliminate the six types of production waste. In addition, managerial commitment, along with clear and common goals and visible results, creates a responsibility shared by a team and leads to fewer interruptions and higher reliability levels [47]. Therefore, TPM relies on long-term managerial commitment to increase equipment efficiency and efficacy in order to offer the expected benefits [9]. As a result, the fourth hypothesis in this research can be presented as follows:  
**Hypothesis 4**. : _Managerial commitment has a positive direct effect on productivity benefits._  
TPM implementation can minimize waste and redundant work, and increase company profitability and image, which guarantee competitiveness for a company [39]. Likewise, TPM improves OEE, productivity, safety, and quality, and minimizes equipment life cycle costs [48].