# The Role of Managerial Commitment and TPM Implementation Strategies in Productivity Benefits
## 4 Materials and Methods  
### Stage 1: Survey Design  
In order to validate the model in Figure 1, a survey instrument to gather data was designed. As a matter of fact, designing the survey included reviewing works similar to this research to identify which activities (items) integrate each latent variable (e.g., CSF for TPM and productivity benefits). The previous studies were collected from multiple databases, including ScienceDirect, Springer, and IEEE, among others. This literature review represented validation of the survey's rationale [53] and Table 1 illustrates the CSF for TPM (activities) and productivity benefits gained that were identified.  
\begin{table}
\begin{tabular}{p{113.8 pt} p{113.8 pt}} \hline \hline
**Latent Variable** & **Items** \\ \hline \hline \multirow{6}{*}{\begin{tabular}{} \end{tabular} } & preventive maintenance as a quality strategy. \\  & maintenance department committed to prevention and operator support. \\  & report the maintenance actions performed on the equipment. \\  & disclose statistics of the maintenance records. \\  & easy access to equipment maintenance records. \\  & record the quality generated by the equipment. \\  & identify causes of machine failures and report the statistics. \\ \hline \multirow{6}{*}{\begin{tabular}{} \end{tabular} } & proper education and training of maintenance staff. \\  & follow-up and control of the maintenance program. \\  & commitment from managers and maintenance staff. \\  & managerial leadership in TPM execution. \\  & leadership from production and engineering departments in TPM execution. \\  & maintenance staff leadership in TPM execution. \\  & communication between production and maintenance departments. \\  & knowledge of critical machine systems. \\  & TPM focused on the life cycle of machine systems, parts, and components. \\  & purchase of machines and equipment based on TPM. \\ \hline \multirow{6}{*}{\
\begin{tabular}{} \end{tabular} } & department leaders embrace their TPM responsibilities. \\  & top managers lead TPM execution. \\  & meetings are held between production and maintenance departments. \\  & top managers promote employee participation and encourage preservation of the work team. \\  & top managers develop and communicate a quality- and maintenance-centered vision. \\  & top managers are directly involved in maintenance projects. \\ \hline \multirow{6}{*}{
\begin{tabular}{} \end{tabular} } & elimination of productivity losses. \\  & increased equipment reliability and availability. \\  & reduction of maintenance costs. \\  & improved final product quality. \\  & decreased spare parts inventory costs. \\  & improved corporate technology. \\  & improved response to market changes. \\  & development of corporate competitive skills \\ \hline \hline \end{tabular}
\end{table}
Table 1: Total productive maintenance (TPM) critical success factors and productivity benefits.  
Figure 1: Initial model. TPM, total productive maintenance; PM, preventive maintenance.  
Next, the identified activities were used to develop a preliminary survey integrated by three sections: sociodemographic information, activities of critical success factors for TPM and PM, and productivity benefits.