TOTAL PRODUCTIVE MAINTENANCE IN GEOTHERMAL POWER

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This study focused on implementation of Total Productive Maintenance (TPM) in geothermal power
plants in Kenya. The purpose of this study was to establish the success factors, benefits and
challenges faced when implementing total productive maintenance in geothermal power plants in
Kenya.
A descriptive survey design was used in this study. The population comprised all geothermal power
plants in Kenya which are Well heads, Olkaria 1, Olkaria 2, Olkaria 3 and Oserian. The population of
the respondents was all maintenance and operations staff due to their day to day application of TPM.
The population totaled to 146 staff. A census was used to sample the population since all power
plants were being studied giving a sample of 73 staff. The study used primary data which was
collected by use of a 5 point Likert scale structured questionnaire administered through a drop and
pick later method. Out of the 73 questionnaires provided for data collection, only 59 were returned
forming a response rate of 80.8%. The data collected was analyzed by use of descriptive statistics
which included mean and standard deviation.
The findings and results of this study proved that there were TPM success factors and benefits in the
geothermal power plants as recognized in other industries such as manufacturing and processing
firms. These factors are: top management commitment, effective communication, integration of TPM
goals to organizational strategy, total employee involvement, education and training, teamwork,
tracking machine related problems and carrying out design activities during equipment planning. The
study also showed challenges of TPM as failure to implement TPM fully, resource restrictions for
operations and maintenance and cultural resistance to change.
The recommendations made included top management adoption of responsibilities which are
establishing a favorable environment, communicating the TPM implementation plan and
integrating TPM goals to the overall organizational strategy. Top management should also revise
their remuneration and recognition strategies so as to improve worker morale. All success factors,
benefits and challenges can be emphasized by the leadership role of top management when
implementing TPM as they guarantee results in the long run. The study suggested further research
on TPM and how it affects organizational performance in geothermal and other modes of power
production such as hydro, thermal and wind.
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