IMPACT OF PREVENTIVE MAINTENANCE PRACTICES ON PRODUCTIVITY

Mr. John

Department of Business Administration,

Ajayi Crowther University, Oyo, Oyo State, Nigeria.

Corresponding Co-Author’s e-mail address: add_email@yahoo.com

ABSTRACT

This comprehensive study delves into the intricate relationship between preventive maintenance
practices and organizational productivity, placing a spotlight on the substantial positive outcomes
emerging from this symbiotic interaction. The primary focal points include notable reductions in
repair costs, heightened machinery reliability, minimized downtimes, and an overarching
improvement in overall productivity. A critical dimension of this interrelation underscores the
paramount significance of cost reduction achieved through the diligent application of preventive
maintenance strategies. To garner insights, data collection was primarily executed through a survey
questionnaire and interviews. The questionnaire was disseminated to sixty (60) managers and
business owners specializing in production and design within Lagos state, Nigeria. The study
received responses from forty-six (46) completed questionnaires. Additionally, data were
meticulously gathered from secondary sources. The nuanced analysis of the compiled data reveals
a conspicuous commitment of business owners to preventive maintenance practices, establishing a
positive correlation with minimized downtime, heightened equipment reliability, and diminished
repair costs. The study concludes with a strong recommendation for businesses to institute robust
preventive maintenance programs, provide consistent employee training, and allocate sufficient
resources to fortify their maintenance initiatives.

Keywords: Preventive maintenance practices, Productivity, Resources management

1.0. INTRODUCTION

As industries evolve and increasingly rely on advanced machinery, the adoption of proactive
maintenance strategies becomes crucial for strategic success. This departure from traditional
reactive approaches underscores the importance of addressing potential issues before they escalate.
The relationship between preventive maintenance and productivity yields numerous positive
outcomes, including a substantial reduction in repair costs, heightened machinery reliability,
minimized downtimes, and an overarching improvement in overall productivity.

To delve into the intricacies of this symbiotic relationship, it is essential to emphasize the
paramount significance of cost reduction through preventive maintenance practices. Instituting
scheduled inspections, routine servicing, and timely component replacements allows organizations
to mitigate the financial burden associated with unforeseen breakdowns and emergency repairs.
Apart from diminishing repair costs, preventative maintenance forestalls potential collateral
damages resulting from overlooked equipment failures (Hamasha et al., 2023). Consequently,
financial resources that might have been earmarked for reactive measures can be redirected toward
strategic investments, fostering a more sustainable and economically efficient operational model.

Alongside the economic advantages, the impact of preventive maintenance on machinery reliability
stands as a cornerstone in enhancing productivity. Systematic and proactive checks empower
organizations to identify and rectify potential issues at their early stages, preventing the gradual
degradation of equipment performance (Pargaonkar, 2023). These pre-emptive measures
collectively contribute to the establishment of a robust and reliable machinery infrastructure. This
reliability ensures operational consistency, allowing machinery to function optimally and meet
production demands without interruptions caused by unexpected failures (Eti et al., 2007). Beyond
strengthening the organization's reputation for delivering quality products or services, this
reliability fosters trust among stakeholders.

The research grapples with the pressing issue of understanding the current state of preventive
maintenance practices in business organizations and their impact on productivity. The problem at
hand involves assessing the potential inadequacies or gaps in existing maintenance strategies,
particularly in terms of repair cost reduction, machinery reliability improvement, downtime
reduction, and the overall enhancement of productivity. This investigation aims to address the
challenges and limitations in current maintenance approaches, offering insights that can inform
strategic improvements and contribute to the sustainable development of organizational efficiency.

1.1. Objectives of the Study

The primary aim of this comprehensive study is to meticulously examine the multifaceted impact
of preventive maintenance practices on organizational productivity. The objectives encompass a
thorough investigation into how these practices contribute to the reduction of repair costs,
enhancing the reliability of machineries, mitigating downtimes, and ultimately fostering an
overarching improvement in overall productivity.

1.2. Hypothesis of the Study

A null hypothesis has been formulated to support this study:

H0: There is no significant impact of preventive maintenance practices on overall productivity in

business organizations.

2.0. LITERATURE REVIEW

2.1. Preventive Maintenance Practices

Preventive maintenance practices constitute a strategic and proactive approach employed by

organizations to ensure the ongoing operational efficiency of their machinery, equipment, and
assets (Girma, 2019). At the core of this concept is the recognition that scheduled inspections,
routine upkeep, and timely replacement of components can collectively forestall potential
breakdowns and malfunctions. By systematically addressing wear and tear before it evolves into a
critical issue, preventive maintenance aims to enhance the reliability and longevity of industrial
assets (Pargaonkar, 2023). This approach diverges from reactive maintenance, which responds to
equipment failures after they occur, by prioritizing predictive planning and risk mitigation.
Through the judicious application of preventive maintenance practices, organizations aim to
minimize downtime, optimize resource utilization, and ultimately bolster overall productivity.

The implementation of preventive maintenance practices involves a meticulous and well-

orchestrated schedule of activities. These may encompass routine inspections, lubrication,
calibration, and the replacement of worn-out parts based on predetermined intervals or predictive
analytics. The overarching goal is to maintain machinery at peak performance levels, mitigate the
likelihood of unexpected failures, and extend the operational lifespan of assets. As organizations
grapple with the imperative of continuous production and efficient resource allocation, preventive
maintenance emerges as a cornerstone strategy, positioning businesses to navigate the complexities
of modern industrial landscapes while fostering sustained productivity and economic viability
(Ferretti, 2023).

2.1.1. Importance of Preventive Maintenance

1. Economic Perspective: Preventive maintenance practices hold paramount importance from
an economic standpoint, primarily due to their profound impact on cost reduction and
financial stability within business organizations. By systematically addressing potential
issues before they escalate into major breakdowns, preventive maintenance helps curtail
repair costs (Bevilacqua & Braglia, 2000). This proactive approach allows businesses to
allocate financial resources more efficiently, preventing the need for costly emergency
repairs or the premature replacement of equipment. The economic significance lies not only
in immediate savings but also in the long-term preservation of capital assets, extending their
lifespan and optimizing the return on investment (Mokhnenko et al., 2021). Additionally,
by minimizing unplanned downtime, organizations can maintain a consistent revenue
stream and uphold financial predictability, reinforcing the economic resilience of the
business.
2. Reliability and Asset Management: From a reliability and asset management perspective,
preventive maintenance practices play a pivotal role in ensuring the dependability and
longevity of critical machinery and equipment. Regular maintenance activities, such as
inspections, lubrication, and component replacements, contribute to the optimization of
asset performance. This reliability is crucial in industrial settings where the seamless
operation of machinery is directly linked to productivity (Shafiee & Sørensen, 2019). By
systematically addressing wear and tear, organizations enhance the resilience of their assets,
reducing the likelihood of unexpected failures. Effective asset management through
preventive maintenance also involves strategic planning for the replacement of components,
aligning with the overall lifecycle management of equipment. The result is a robust and
reliable asset base that forms the cornerstone of sustained productivity and operational
continuity (Love & Matthews, 2019).
3. Operational Efficiency and Downtime Reduction: Operational efficiency is inherently
intertwined with preventive maintenance practices, as these practices are designed to
streamline processes and minimize disruptions. Unplanned downtimes can have cascading
effects on productivity, affecting production schedules, order fulfilment, and overall
operational continuity (Kandoi, 2023). Preventive maintenance acts as a proactive shield
 against such disruptions by identifying and rectifying potential issues during scheduled
maintenance activities. The planned and systematic nature of preventive maintenance
allows organizations to maintain control over their operational processes, reducing the risk
of sudden equipment failures.

2.1.2. Key Indicators of Successful Preventive Maintenance

1. Enhanced Machinery Reliability: Successful preventive maintenance practices contribute
significantly to enhanced machinery reliability. This key indicator reflects the degree to
which a system or equipment can consistently perform its intended functions without failure
or breakdowns. Through regular inspections, timely component replacements, and proactive
upkeep, preventive maintenance works to identify and address potential issues before they
escalate into major problems (Shafiee & Sørensen, 2019). This proactive approach ensures
that machinery operates optimally, minimizing the likelihood of unexpected failures.
Organizations with high machinery reliability can meet operational demands with
confidence, fostering a stable and efficient working environment.
2. Reduction of Repair Costs: A critical metric for evaluating the success of preventive
maintenance practices is the reduction of repair costs. By addressing potential issues before
they lead to equipment failure, organizations can avoid the need for costly emergency
repairs. Regular maintenance checks, scheduled replacements, and the early detection of
wear and tear contribute to a significant decrease in the overall expenditure on repairs. This
cost-saving aspect is a tangible indicator of the efficiency and effectiveness of preventive
maintenance strategies. Organizations that successfully implement preventive maintenance
experience financial savings and benefit from the strategic allocation of resources, ensuring
that budgets are utilized optimally (Chaurey et al., 2023).
3. Reduction of Downtimes: Another key indicator of successful preventive maintenance is
the reduction of downtimes. Downtime, the period during which equipment is non-
operational, can have detrimental effects on productivity and profitability (Kandoi, 2023).
Preventive maintenance practices aim to minimize unplanned downtime by identifying and
rectifying issues during scheduled maintenance activities. This proactive approach ensures
that machinery remains in optimal condition, reducing the likelihood of unexpected
breakdowns. As a result, organizations experience increased operational continuity, meeting
production schedules without disruptions. Reduced downtimes enhance productivity and
also contribute to improved customer satisfaction by ensuring timely deliveries and services
(Schindlerová et al., 2020). It is, therefore, a crucial measure of the success of preventive
maintenance practices in sustaining seamless operational processes.

2.2. Organizational Productivity

Organizational productivity is a multifaceted and integral measure of an entity's efficiency in

converting inputs into valuable outputs. At its core, productivity encompasses the strategic and
efficient use of resources to achieve optimal results. This extends beyond mere output volume and
delves into the quality, effectiveness, and sustainability of those outputs. Productivity often
involves a delicate balance between various factors, including human capital, technological
infrastructure, and operational processes (Andersson & Bellgran, 2015). It encapsulates the ability
of an organization to maximize output while minimizing resource consumption, emphasizing the
importance of achieving more with less. Effective organizational productivity implies not only the
quantitative aspect of output but also the continuous improvement of processes and outcomes to
remain competitive and adaptive in a dynamic business environment.

Furthermore, organizational productivity involves the harmonious integration of diverse functions,

from manufacturing and logistics to marketing and administration, to create a cohesive and
streamlined operational ecosystem (Swink & Schoenherr, 2015). In essence, organizational
productivity is a holistic and interconnected concept that reflects the efficiency, adaptability, and
overall health of an organization.

2.2.1. Key Indicators of Organizational Productivity

When examining the impact of preventive maintenance practices on productivity, it's crucial to
consider key indicators that provide insights into different facets of organizational performance.
Here are a few key indicators of organizational productivity:

1. Output per Employee: This indicator measures the amount of output or work generated by
each employee within a specific timeframe. Higher output per employee suggests greater
efficiency in utilizing workforce resources.
2. Revenue and Profit Margins: Financial indicators, such as revenue and profit margins,
provide a direct measure of an organization's success in generating income and managing
costs. Increased revenue and healthy profit margins are indicative of a productive and
profitable operation.
3. Cycle Time and Lead Time: Cycle time refers to the time required to complete a specific
task or process, while lead time encompasses the entire duration from the initiation to the
completion of a project or product. Shorter cycle and lead times often indicate streamlined
and productive workflows.
4. Employee Satisfaction and Engagement: A productive organization often has engaged and
satisfied employees. Employee satisfaction and engagement levels can be measured through
surveys, retention rates, and other HR metrics. Satisfied employees are more likely to
contribute positively to productivity.
5. Innovation and Continuous Improvement: Productivity is not only about current output but
also about the organization's ability to innovate and continuously improve processes.
Metrics related to innovation, such as the number of implemented improvements or
successful innovations; reflect a forward-looking and adaptable organization.

2.3. Criticisms and Limitations in the Implementation of Preventive Maintenance

The implementation of preventive maintenance practices, while widely acknowledged for its
positive impact on organizational productivity, is not without its criticisms and limitations. One
prominent criticism revolves around the potential upfront costs associated with establishing and
sustaining a comprehensive preventive maintenance program (Kobbacy et al., 2008). Critics argue
that the initial investment in specialized personnel, training, and equipment for regular inspections
and proactive upkeep can strain organizational budgets, particularly for smaller enterprises with
limited resources. Additionally, some organizations may find it challenging to strike a balance
between preventive maintenance and operational demands, potentially leading to disruptions or
delays in production schedules. This trade-off between short-term operational needs and long-term
maintenance goals forms a notable limitation, as organizations must carefully navigate the tension
between immediate output requirements and the imperative to invest in the longevity of their assets
(Niresh, 2012).

Another critical limitation pertains to the effectiveness of preventive maintenance in addressing

unforeseen and catastrophic equipment failures. Despite meticulous planning and regular
inspections, certain failures may remain unpredictable, especially in complex and rapidly evolving
technological environments. This limitation underscores the need for organizations to complement
preventive maintenance practices with robust contingency plans and reactive maintenance
strategies to address unexpected issues promptly. Moreover, the effectiveness of preventive
maintenance is contingent on accurate predictive modelling and data analytics, and any
inaccuracies or oversights in these aspects may compromise the efficacy of the entire preventive
maintenance program. In navigating these criticisms and limitations, organizations must adopt a
nuanced and adaptive approach to preventive maintenance, considering the unique characteristics
of their operations and aligning maintenance strategies with overarching productivity objectives.

2.4. Industry Best Practices in Implementing Preventive Maintenance

1. Comprehensive Asset Inventory and Classification: The commencement of effective
preventive maintenance involves generating an exhaustive inventory of all organizational
assets. Best practices in the industry stress the significance of categorizing assets based on
criticality and function. This ensures strategic resource allocation, with a heightened focus
on preserving high-priority and mission-critical equipment. Through systematic asset
classification, organizations can prioritize preventive maintenance efforts, thereby
optimizing their impact on overall productivity.
2. Data-Driven Decision-Making: Leading organizations employ data analytics and predictive
maintenance technologies to guide their preventive maintenance strategies. Through the
collection and analysis of historical performance data, organizations can discern patterns
and forecast potential failures before their occurrence. This data-driven approach enhances
the precision and efficiency of maintenance scheduling, minimizing downtime and
contributing to sustained improvements in productivity over the long term.
3. Proactive Planning and Scheduling: Emphasizing the significance of proactive planning and
scheduling, best practices in preventive maintenance involve creating a well-structured
maintenance calendar. This calendar delineates routine inspections, lubrication tasks, and
equipment overhauls. Proactive planning enables organizations to execute maintenance
activities during planned downtimes, minimizing disruptions to regular operations and
optimizing resource utilization.
4. Employee Training and Skill Development: An integral aspect of successful preventive
maintenance practices involves ensuring that maintenance personnel possess the requisite
skills and knowledge. Industry leaders invest in continuous training programs to keep
maintenance teams informed about the latest technologies, equipment, and best practices.
Well-trained staff executes maintenance tasks more effectively and also contribute to
promoting a proactive safety culture within the organization.
5. Integration of Technology Solutions: Integral to industry best practices is the incorporation
of advanced technologies, including Computerized Maintenance Management Systems
(CMMS) and Internet of Things (IoT) devices. CMMS streamlines maintenance workflows,
centralizes data, and facilitates enhanced communication among maintenance teams. IoT
 devices offer real-time monitoring and feedback, enabling organizations to promptly detect
issues and respond swiftly, thereby minimizing potential downtime.
6. Continuous Improvement and Feedback Loops: Acknowledging that preventive
maintenance is a dynamic and evolving process, leading organizations establish feedback
loops and regularly review maintenance processes. These mechanisms for continuous
improvement allow organizations to learn from past experiences, refine preventive
maintenance strategies, address emerging challenges, and remain adaptable in the ever-
changing industrial landscape.

2.5. Theoretical Review

2.5.1. Total Productive Maintenance (TPM)

Total Productive Maintenance (TPM) stands as a comprehensive and proactive maintenance

philosophy that plays a pivotal role in the realm of organizational productivity. Originating in
Japan and gaining prominence in the latter half of the 20th century, TPM represents a holistic
approach to equipment maintenance, encompassing not only the technical aspects but also the
involvement and commitment of all organizational members. At its core, TPM aims to maximize
the overall effectiveness of production equipment by engaging the entire workforce in the
maintenance process. This philosophy is grounded in the belief that everyone in the organization,
from operators to maintenance personnel, shares responsibility for equipment performance and
reliability. By empowering frontline workers to take ownership of their equipment through
autonomous maintenance and promoting a culture of proactive problem-solving, TPM aims to
enhance machine reliability, reduce downtime, and ultimately optimize overall productivity
(Shagluf et al., 2014). The collaborative and cross-functional nature of TPM aligns with the
objectives of the study, offering valuable insights into how preventive maintenance practices, as
exemplified by TPM, can profoundly impact organizational productivity across various
dimensions.

2.5.2. Resource-Based Theory (RBT)

Resource-Based Theory (RBT) was first put forward by Penrose (2009), who proposed a model on
the effective management of firms' resources, diversification strategy, and productive opportunities.
The theory posits that an organization's success is contingent on its ability to acquire and deploy
valuable, rare, and difficult-to-imitate resources that differentiate it from competitors. In the realm
of preventive maintenance, resources such as advanced machinery, skilled maintenance teams, and
effective maintenance protocols become critical components. Organizations that invest in
preventive maintenance practices cultivate a resource base that enhances their competitive position
by ensuring the longevity and reliability of their machinery, reducing the need for frequent and
costly repairs, and ultimately fostering a more productive operational environment.

Furthermore, RBT emphasizes the dynamic nature of resources and the importance of
organizational capabilities in leveraging these resources effectively. In the context of preventive
maintenance, the development of a proactive and strategic maintenance culture becomes a valuable
capability. The organization's ability to integrate preventive maintenance into its operational
processes, adapt to technological advancements in maintenance practices, and continuously
improve its maintenance protocols contributes to sustained competitive advantage. Thus, Resource-
Based Theory offers a lens through which one can understand how the accumulation and strategic
deployment of maintenance-related resources and capabilities influence the overall impact of
preventive maintenance practices on organizational productivity.

2.6. Empirical Review

McKone et al. (2001) explored the correlation between Total Productive Maintenance (TPM) and
manufacturing performance (MP) using Structural Equation Modelling (SEM). Their study
revealed a positive and substantial association between TPM and cost efficiency, as indicated by
increased inventory turns. Additionally, high levels of quality, measured by adherence to
specifications, and strong delivery performance, gauged by both on-time deliveries and faster
delivery speeds, exhibited positive relationships with TPM. The investigation further demonstrated
that the connection between TPM and MP could be elucidated by both direct and indirect
pathways. Specifically, it was uncovered that there exists a noteworthy and positive indirect link
between TPM and MP facilitated through the adoption of Just-In-Time (JIT) practices.

In 2007, Imad Alsyouf conducted a study examining the influence of an effective maintenance
policy on the productivity and profitability of a manufacturing process. The study demonstrated the
ability to delineate the impact of changes in productivity on profit independently of uncontrollable
factors such as price recovery. The primary findings, derived from a case study conducted at a
Swedish paper mill, revealed that, ideally, a paper mill machine could generate an additional profit
of at least 7.8 million Swedish kronor (SEK) (approximately US$ 0.975 million) annually. This
constitutes 12.5% of its yearly maintenance budget, emphasizing that avoiding all unplanned
stoppages and maintaining high-quality production due to maintenance-related causes significantly
contributes to profitability. Consequently, the study concluded that maintenance should be
perceived not merely as a cost centre but as a function that generates profit.

In their 2016 study, Wickramasinghe and Perera examined the impact of total productive
maintenance (TPM) practices on the manufacturing performance of textile and apparel
manufacturing firms. Data were collected through a self-administered survey questionnaire, with a
total of 236 usable responses obtained, representing a commendable 78 percent response rate from
30 textile and apparel firms. The researchers employed correlation and regression analyses using
SPSS software to discern the influence of TPM on manufacturing performance. The findings of the
investigation revealed that all TPM practices exhibited a positive and significant relationship with
manufacturing performance. Additionally, these practices significantly enhanced cost effectiveness,
product quality, on-time delivery, and volume flexibility.

Xiang and Chin (2021) investigated the application of Total Productive Maintenance (TPM) in a
small or medium-sized manufacturing enterprise in China. The study's model recommends a three-
stage TPM implementation, comprising planning, improvement, and sustainability. The literature
review contributes insights to the development of this model. Action research is employed to
showcase and validate the effectiveness and feasibility of the framework within a Chinese SME
specializing in the manufacture of hydraulic parts. The study examines Overall Equipment
Effectiveness (OEE) and employee awareness both before and after the implementation. The
results of the case study reveal a significant enhancement in the prod production efficiency of
equipment. The framework systematically structures the deployment of TPM, aligning different
organizational levels into the program, encompassing planning, implementation, and the
perpetuation of practices. It was observed that to overcome shop floor res resistance, leaders must
independently drive numerous activities, necessitating open endorsement of authority by the
steering committee, composed of top management. Additionally, a cautious pilot run of TPM
proved instrumental in expediting the implementation
implementation,, particularly at critical equipment, while also
cultivating valuable experience and confidence among staff.

3.0. METHODOLOGY

This paper explores the impact of preventive maintenance practices on productivity

productivity. Data were
primarily collected through a survey questionnaire administered to sixty (60)) mangers and business
owners who specializes in production and designs in Lagos state, Nigeria. Only forty-six
f (46)
questionnaires were completed and received. Each question in the questionnaire was rated on a
scale off 1 to 4: 4 denoting 'Strongly Agree,' 3 denoting 'Agree,' 2 denoting 'Disagree,' and 1
denoting 'Strongly Disagree.' The survey questionnaire includes demographic questions
emphasizing the age, gender, and years of business experience of respondents. In addition to the
questionnaire as a method of data collection, interviews were also conducted. The author gathered
information from secondary sources such as publications of the nation, magazines, books, journals,
internet articles, and reports.

4.0. ANALYSIS AND FINDING

FINDINGS

To improve the visual representation of the collected data, pie charts have been utilized as a
graphical tool to illustrate the information obtained from the questionnaire.

Figure 1: Age of respondents

Analysis: The chart presented above illustrates that the majority (32.6%) of respondents fall within
the age range of 35 to 44 years, while 13% are aged between 18 and 24 years. Additionally, 28.3%
are in the age bracket of 25 to 34 years, and 26.1% are aged 45 years and above. This didistribution
indicates that a significant portion of the respondents are neither very young nor very old.
Consequently, the information gathered from these respondents reflects the perspectives of mature
individuals, rendering it a reliable source of data.

Figure 2: Gender of the respondents

Analysis: The chart presented above illustrates the distribution of respondents based on gender. Of
the total respondents, 63% are male, while 37% are female. This indicates that the research study
encompasses both genders, emphasizing its lack of gender discrimination. However, it is
noteworthy that the majority of respondents are male.

Figure 3: “What is the primary industry of your business?”

Analysis: The survey participants were queri
queried
ed regarding the industry under which their businesses
fall. As illustrated in the above pie chart, 19.6% of respondents specified their specialization in the
Agriculture industry, 41.3% in Manufacturing, 30.4% in the Clothing industry, and 8.7% in
Furniture
re making. The data reveals that a significant majority of respondents primarily specialize in
the Manufacturing industry. Consequently, their feedback holds particular significance and
importance, given their predominant involvement with production machin machineries and factory
maintenance. This stands in contrast to other respondents, who engage in various business aspects
with comparatively less focus on production machineries.

Figure 4: Years of business experience

Analysis: Respondents were requested to specify the number of years they have been engaged in
business. Among the respondents, 8.7% reported having less than 1 year of business experience,
while 39.1% indicated a business tenure ranging from 1 to 5 years. Additionally, 37% stated ha
having
accumulated 6 to 10 years of business experience, and 15.2% reported having over 11 years of
business experience. These findings underscore that a substantial portion of the respondents
possesses significant experience in the business realm. Consequen
Consequently,
tly, their responses carry
considerable value, benefiting from the insights and perspectives gained over years of practical
involvement in the business world.

Figure 5: “Our business regularly conducts preventive maintenance on equipment and mac
machinery”
Analysis: The participants were queried about their adherence to regular preventive maintenance
for equipment and machinery within their organization. A noteworthy 41.3% of respondents
vehemently affirmed their commitment to this practice, while 47 47.8%
.8% expressed agreement.
Conversely, 8.7% disagreed, and a mere 2.2% strongly disagreed. These statistics underscore the
significance attributed by numerous business proprietors to preventive maintenance practices,
deeming them crucial for the effective fu
functioning of their enterprises.

Figure 6: “Implementing preventive maintenance practices has significantly reduced downtime in

our operations”

Analysis: Respondents were queried about the extent to which the implementation of preventive
maintenance practices has effectively minimized downtime in their business operations. A
substantial 43.5% of respondents strongly affirmed this assertion, while an additional 43.5%
expressed agreement. Conversely, 8.7% disagreed, and a minor 4.3% strongly disagreed with the
notion. The analysis of these responses reveals a consensus that preventive maintenance practices
play a significant role in reducing downtime within business operations, consequently leading to an
enhancement in overall productivity.

Figure 7: “Preventive maintenance has improved the overall reliability of our equipment and
machinery”
Analysis: Respondents were queried about the impact of preventive maintenance practices on the
overall reliability of their equipment and machin
machinery.
ery. Among the respondents, 32.6% strongly
affirmed that preventive maintenance has indeed enhanced the reliability of their machineries, 50%
expressed agreement, and 17.4% disagreed. Conclusively, it was determined that preventive
maintenance practices contribute
ntribute to the improvement of the overall reliability of equipment and
machinery. In the interview sessions, certain respondents articulated that the presence of a
preventive maintenance program in their organization led to increased reliability and depen
dependability
of their machineries.

Figure 8: “We have observed a decrease in unexpected repair costs since implementing preventive
maintenance”

Analysis: The survey participants were inquired about whether they had noticed any reduction in
repair costs following the implementation of preventive maintenance practices. Of the respondents,
37% strongly concurred that they had observed a decrease in repair costs, 47.8% expressed
agreement, 13% disagreed, and 2.2% strongly disagreed. These findings indi
indicate that the adoption
of preventive maintenance practices is associated with a reduction in the repair costs incurred for
machinery and equipment. Notably, during the interview sessions, some respondents conveyed that
their repair expenses had decreased ssubsequent
ubsequent to the implementation of preventive maintenance
practices. Furthermore, they mentioned that in instances where machine repairs were necessary, the
identified defects were typically minimal, underscoring the effectiveness of the preventive
maintenance approach.
Figure 9: “Preventive maintenance
tenance practices positively impact the productivity of our workforce”

Analysis: The survey participants were queried about the impact of implementing preventive
maintenance practices on workforce prproductivity
oductivity within their organizations. Of the respondents,
32.6% strongly affirmed a positive effect, 58.7% agreed, and 8.7% disagreed with the statement.
The findings indicated a favourable correlation between the adoption of preventive maintenance
practices
es and employee performance. In interview sessions, certain respondents conveyed that their
employees exhibited increased motivation and willingness to work following the implementation of
preventive maintenance practices. This positive shift was attribute
attributedd to the reduction in breakdowns
and unplanned stoppages caused by machinery malfunctions.

Figure 10: “Our employees receive adequate training and awareness on the importance of
preventive maintenance”

Analysis: Respondents were queried on whether their employees receive sufficient training and
awareness regarding the importance of preventive maintenance practices to their organization. The
results indicated that 19.6% of respondents strongly agreed with this statement, 60.9% agreed,
15.2% disagreed,
isagreed, and 4.3% strongly disagreed. These findings suggest that a substantial number of
business owners consider preventive maintenance practices highly important. Consequently, they
take measures to ensure that their employees are adequately informed aand trained about the
significance of preventive maintenance practices within their business organization.

Figure 11: “We plan to increase investment in preventive maintenance practices in the future”

Analysis: The respondents were queried regar

regarding
ding their intentions to augment investments in
preventive maintenance practices in the future. Of the respondents, 28.3% strongly affirmed this
prospect, 67.4% expressed agreement, and 4.3% disagreed. The findings revealed a prevalent
inclination among business
siness owners and managers to bolster their commitments to preventive
maintenance practices. The willingness of these stakeholders to increase investments suggests a
perceived value in preventive maintenance. Without tangible gains, business owners would nnot
consider additional investments. Hence, their readiness to allocate more resources to preventive
maintenance implies an acknowledgment of its worth, affirming its role in fostering sustainability
and profitability in businesses.

5.0. DISCUSSION OF FINDING

FINDINGS

The analysis of survey data offers valuable insights into the demographics and perspectives of the
respondents, shedding light on the nuanced relationship between preventive maintenance practices
and organizational productivity. The majority of responden
respondents,
ts, predominantly falling within the age
range of 35 to 44 years, reflect a mature demographic, implying that the gathered data represents
the views of individuals with substantial experience. Moreover, the gender distribution, with 63%
male and 37% female respondents, underscores a diverse participant pool, albeit with a male
majority. The predominant specialization in the Manufacturing industry among 41.3% of
respondents accentuates the significance of their insights, given the focus on production
machineries.

Significantly, the study reveals a robust commitment to preventive maintenance practices, with
41.3% vehemently affirming their adherence and 47.8% expressing agreement. This underscores
the perceived importance of preventive maintenance in business operations. Upon further
examination, a unanimous agreement emerges among respondents regarding the favourable effects
of preventive maintenance on reducing downtime, improving equipment reliability, and cutting
down on repair costs. Remarkably, 67.4% of respondents indicate their intention to boost
investments in preventive maintenance practices, indicating a clear acknowledgment of its role in
ensuring the sustainability and profitability of businesses. These results collectively refute the null
hypothesis (H0) positing that 'there is no significant impact of preventive maintenance practices on
overall productivity in business organizations.' The confirmation of a substantial impact
underscores the significance of preventive maintenance practices in influencing overall
organizational productivity. The findings of this study is in alignment with previous studies;
Alsyouf, (2007); Wickramasinghe & Perera, (2016); Xiang & Chin (2021).

6.0. CONCLUSION

In conclusion, this study delves into the "Impact of Preventive Maintenance Practices on
Productivity" within business organizations, drawing insights from a diverse group of respondents,
predominantly experienced individuals in the Manufacturing industry. The findings reveal a
significant commitment to preventive maintenance practices, with a positive correlation to
minimized downtime, enhanced equipment reliability, and reduced repair costs. Notably,
respondents express an intention to increase investments in these practices, underscoring their
perceived value in fostering sustainability and profitability. The study advocates for the strategic
integration of preventive/proactive maintenance approaches in contemporary businesses,
emphasizing their pivotal role in ensuring operational efficiency and long-term success.

7.0. RECOMMENDATION

It is strongly recommended that businesses should prioritize and enhance investments in preventive
maintenance practices based on the study's compelling findings. Businesses should implement
robust preventive maintenance programs, provide regular employee training, and allocate sufficient
resources to maintenance initiatives. Embracing this preventive maintenance approach will
optimize operational processes, reduce downtime, and enhance equipment reliability, contributing
to long-term sustainability and profitability in contemporary business environments.
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