Since the exacerbation of companies’ competitiveness from the 2^nd World War until today, there are many historical processes that have contributed to the evolution of the company, as well as its methodologies and culture in general. This work was carried out in the context of a comprehensive and presentative study of a system approach that was created just to improve the preventive maintenance methods in the 1970s. But this approach has evolved according to the finalities of the company changing and aiming to be adapted to its changing external environment in terms of industrial performance, indeed, according to the evolution of the company’s competitiveness! This is Total Productive Maintenance, in view that according to the literature, we have found that since the appearance of this approach in Japan in the 1970s until today, it has known a very evolutionary perspective that we have concretized in its different definitions by scientists, academics, and researchers from the industrial world! We confirm the progressive penetration of the systemic thinking, in fact, the penetration of the system approach and its system analysis tool in the company’s cultural structure, to regenerate it and leave the company always tending towards the management model of body with holistic behavior and organized according to the finality of optimizing the production systems maintenance, productivity, and safety while ensuring a production of irreproachable quality products. Since its creation until now, TPM has known more than 25 definitions and several perspectives! These perspectives have changed according to the context of the TPM as an intellectual project that goes beyond the scale or the concept of methodology or strategy within the company, for acting on its ideology and anchoring the production system sustainability mindset at all levels of the company. According to Hallioui and Herrou (2020a, 2020b), “the challenge of economic performance is becoming more and more heavy on companies in a context of diversified constraints imposed by their environment. Furthermore, history proves the permanent and incessant change of the company’s competitive environment, putting it in a stifling field of competitiveness, which forces the companies around the world to commit to the permanent optimization of their economic performance based on the continuous improvement of their production resources”. This is to ensure their sustainability within a changing international context! But until today, the Overall Equipment Effectiveness is expressed in terms of availability rate, performance rate, and quality rate, there is no parameter emphasizing the sustainability! In addition to this, the TPM deployment is lacking a system’s Sustainability Maintenance Pillar as a 9^th pillar! Therefore, during the classical TPM implementation, manufacturers forget the major objective and natural need of the company which is its sustainability! That is why we are thinking about broadening the dimension of the classical TPM, by bringing the sustainability matter to reduce the resistance to its implementation within the company, which puts in front of today’s companies, a Sustainable Total Productive Maintenance (STPM) as an innovative concept that will go beyond that of methodology, to focus on the company’s ideology.