# The Role of Managerial Commitment and TPM Implementation Strategies in Productivity Benefits
## 1 Introduction  
In current industrial scenarios, waste in production processes is frequent, usually the result of the lack of skills of both operators and maintenance staff, not enough machinery available, and issues with work tools [1]. Other types of waste include machinery downtime, not utilizing talents, damaged machinery, and rejected parts, among others [2]. To increase competitiveness, manufacturing companies seek to reduce the activities that add no value to a product but generate cost, and in this sense, one way of reducing waste is to adopt a lean approach. The lean manufacturing (LM) approach aims to reduce the amount of non-value-added activities in the production process, although it also has reported benefits at the administrative level [3]. LM relies on several tools to achieve its goal, and total productive maintenance (TPM) is one of the most important, because it helps companies to minimize waste, such as damaged machinery and unplanned work, and it encourages the development of production plans that prevent machine overload [4]. Furthermore, TPM can be defined as an approach that rapidly improves production processes through employee involvement and empowerment [5]. Nowadays, in the restless and uncertain global business environment, well-managed organizations strive to improve their capabilities by operating profitably; in other words, TPM is a tool that, if correctly implemented, can help businesses reach this goal [6]. Currently, TPM is a successful tested LM tool for planning the maintenance of organizational activities, which involve operators and maintenance staff working together as a team [7]. In this sense, TPM is associated with human resources, and it integrates equipment maintenance in the production process to increase machine availability, as well as adding commercial value to the organization [8]. Also, TPM aims to keep production equipment in proper working condition to prevent breakdowns that eventually delay the production process or make unsafe workplaces, thus TPM is one of the main operational activities in quality management systems [8]. Additionally, TPM emphasizes proactive and preventive maintenance to maximize operational production machinery efficiency and decrease the roles of the production and maintenance departments by empowering operators [8]; it improves organizational competitiveness and comprises a powerful and structured approach to changing employee mentality and, consequently, the organizational culture. This also includes employee involvement at all hierarchical levels in all company departments [9]. In addition, it involves member alignment to improve corrective actions associated with safety [7]. Similarly, TPM not only focuses on machine efficiency, but also is an opportune area for continuous improvement, looking for an ideal relationship between people and machines. In other words, successful organizations must be supported by effective and efficient maintenance plans as a competitive strategy [10]. However, production systems are not the only places where TPM can be applied, because other service-based systems need to be in optimal operating condition as well, such as medical equipment and instruments [11]. Because of the benefits that TPM brings to the industrial environment, one of the main academic and industrial concerns is to find its critical success factors (CSFs). Identifying CSFs allows company managers and administrators to prioritize the activities that ensure TPM success. Also, many studies have reported the key activities involved in these TPM factors [12; 13; 14; 15] as well as the obtained benefits [16; 17]. However, the relationship between these success factors and company benefits have not been clearly defined. In addition, it is observed that there is an academic and industrial interest to identify the CSFs of TPM, as well as the activities that integrate them [12; 13; 14; 15; 18; 19].