In order to stay competitive in today’s marketplace, it is vital to reduce activities that do
not create value. Lean production has in the last decade been seen as a philosophy to
reduce non-value time. The office environment often presents a major improvement
opportunity to reduce non-value time. Lean contributes positively to business
performance applied in a manufacturing context and is also suggested to do the
same in a service context. The purpose of the paper is to analyse and determine how
total productive maintenance (TPM) can be applied within the support process and
to identify effects from an employee and business perspective. A case study has
been performed and a qualitative research approach was selected. Empirical data
were gathered by using semi-structured interviews at one case company, but from
several teams that had applied TPM. The result was then used as an inductive
approach to explore how TPM can be applied in a support process. To implement
and apply TPM within an office context, it should be structured in three steps
(i) define, (ii) implement and (iii) sustain. TPM should be conducted as a part of the
ordinary day-to-day work. The planning and discussions connected to TPM can be
included in regular daily departmental ‘stand-up meetings’ involving everybody. The
work with 5S and maintenance should also be a part of the TPM structure,
connecting it as a system and not as an isolated activity. TPM can create value from
both a business and an employee perspective. In the employee perspective, TPM
reduces the risk of missing/forgetting areas of responsibility and creates more
involvement. In the business perspective, objectives such as cost and quality are
improved, but TPM also enables the reduction of waste.