The processes of globalization and the integration of individual markets, as well as the dynamic development of the economy, are particularly challenging for organizations. At the turn of the 20th and 21st centuries, a global tendency could be observed which included replacing mass production with product individualization, economies of scale with field economies, competition on price with competition on quality, and specialized trained employees with employees with comprehensive skills ^[1]. The increase in competition in domestic and international markets means that organizations face the difficult challenge of formulating competitive strategies that will provide them with a relatively sustainable advantage that determines business continuity ^[2]. Additionally, the growing competitive threat from more innovative investors promoting flexibility, diversity, and creativity in action forces the effective and efficient implementation of changes in approaches to management, manufacturing technologies, and the speed of implementing changes in relation to customer expectations or supplier attitudes. Under the conditions of the intensive development of information technologies and process automation, the transformation of organizations operating locally into global organizations is possible in a relatively short period of time, often without the need to incur huge financial outlays. This situation forces a broader look at the concept of achieving competitive advantage, one of the foundations of which is the innovative attitude of the organization, understood as openness to the implementation of new information technologies, management systems, concepts of infrastructure, and human resources management, as well as the automation of the processes themselves and their far-reaching optimization ^[3]. Over the years, the nature of production has changed dynamically, as a result as did the implementation of advanced manufacturing and manufacturing technologies, but the benefits of the implemented changes were often limited due to unreliable or inflexible machine park ^[4].

Currently, organizations, especially manufacturing ones who want to create their business effectively, must have appropriate equipment and maintain it in a good technical condition. Any negligence in maintenance practices directly reduces the efficiency and reliability of the equipment, leading to rapid deterioration and reduced availability of the equipment due to excessive downtime. As a result, the quality of production is reduced and the amount of inventory increases, which ultimately leads to unreliable deliveries affecting the efficiency of supply chains ^[5]. In practice, the reliability of machine park contributes to the efficiency and profitability of production systems ^[6]. Organizational managers show great interest in implementing control methods consistent with the Lean Manufacturing concept. The techniques and methods included in this approach allow for the systematic identification and elimination of losses related to machinery by implementing appropriate solutions. The correct implementation of Lean tools makes it possible to increase the scale of production while reducing the use of the machine, time, space, and human effort. As manufacturing operations become increasingly complex, Total Productive Maintenance (TPM), which is associated with the Lean philosophy, is becoming the go-to solution for ensuring efficient, cost-effective, high-quality production ^[7].