What is Shop floor excellence ?

The focus to achieve “Long Term Sustainable Results”

Shop Floor Excellence
What we want to achieve in our breweries during the TPM implementation, not only on the machines, but also on the mind set and the organization of our company
Visible element of TPM with respect to workplace organisation
Is the combined results of the activities from ALL pillars
Why Shop floor excellence?
For Sustainable Performance:

• Make TPM as a common way to work
• Sustain the TPM implementation
• Avoid that TPM stays in the hands of managers
• Avoid that TPM collapse when we are confronted to an external event or a new projects, etc.
• Give to our customers / visitors the right image of our products

It is part of TPM WCBO

It will allow to achieve our vision for operator activities

AM Team Step 1

Initial Cleaning
It is very difficult to do several things at the same time. That’s why autonomous management training takes a step by step approach, making sure each key skill is thoroughly learned before going on to the next. Autonomous management is implemented in seven steps.

TPM Teamwork

The pillar team
Creates the condition to empower people ensuring that everybody’s skills and capabilities development come first
Enables the condition to create a lean organisation implementing new management systems for Quality, Maintenance, Planning, Problem Solving, etc.
Improves the organisational structure empowering the more operational levels (i.e. activating autonomous teams)
Coaches to guarantee the success of new organization and behaviours
It is recommended to have at least one PKE per pillar in order to ensure good training, coaching, mentoring, auditing.

Pillar Team Composition

Selection and management of the Pillar Team is crucial to achieving the pillar aims and objectives.

Membership should be:

• From a broad functional background
• Committed to the process
• Willing and able to give the necessary time
• Familiar with the pillar process, tools & techniques
• Pillar leader should be the department manager in order to ensure the correct alignment and the single agenda approach.
• It is recommended that the FI pillar leader is the Brewery Mgr

How to set-up the Pillar?

Pillar Team

• Pillar Team Composition
• Link between Steering Committee, Pillar Teams and Loss Reduction Teams
• Generic Role & Responsibility of the Pillar Team
• Role of Model Machines / Teams
• Loss Reduction Teams
• Loss Reduction Team Planning / Scheduling

Pillar Vision and Mission – What is a Vision and Mission?

Vision

• What the team aspires to achieve in a medium-long period
• A clear future picture of where the business, pillar or project would like to be and what it would look like captured as a single statement or a collection of simple phrases or pictures
• It should be possible to describe the vision with figures.

Mission

• It’s the reason why a pillar exists
• A statement of intent that provides the direction by which the vision can be realised

Strategy

• How to achieve the vision

Vision

• Maintaining the Zero Losses process conditions at the lowest cost

Mission

• The pillars must first of all identify, quantify and deploy the losses
• Then must develop the know-how and support teams in the eradicating the sources of these losses
• Finally, the pillars must switch the mindset from result control to process control and to and efficient conditions management system.
• At each one of this step the focus and the responsibility is closer and closer to the shop floor.

When do we launch Pillars?

Pillars are launched once the site has developed enough experience and needs to move forward with more powerful means to support teams and gain additional tools to attack losses.
To ensure this background the following pre-requisites should be met:

• The pillar leaders have participated in several teams
• The pillar members should have participated in at least one team
• Routes for the specific pillar have been applied in the site
• Model machines / examples have been established as a learning tool and reference for the future teams to follow

For example one of the biggest challenges of the AM pillar is to manage the restoration of basic conditions particularly the level of cleanliness. Therefore it is vital to have a reference machine; this is known as the model machine. The model machine therefore sets the STANDARD for cleanliness throughout the entire brewery site. This is why the AM Pillar has to own and manage the model machine, allowing them to understand what is involved in maintaining basic conditions

Step by step approach

It is very difficult to do several things at the same time. That’s why autonomous management training takes a step by step approach, making sure each key skill is thoroughly learned before going on to the next. Autonomous management is implemented in seven steps.

Step by step approach

Operator’s skill

The ability to detect, correct and prevent equipment abnormalities and make improvements.
This includes understanding the importance of:

• Cleaning, inspection and proper cleaning methods
• Improving the equipment to reduce source of dirt and prevents its accumulation and spread
• Improving the machine to facilitate inspection with visual management
• Improving the machine to facilitate access, therefore maintainability
• Proper lubrication, including lubrication methods and methods for checking lubrication
• Improving operation and maintenance procedures to prevent abnormalities and facilitate their prompt detection

1. The ability to detect, correct and prevent equipment abnormalities and make improvements.

2. The ability to understand equipment functions and mechanisms, and the ability to detect causes of abnormalities.

• Knowing what to look for when checking mechanisms
• Applying the proper criteria for judging abnormalities
• Understanding the relations between specific causes and abnormalities
• Knowing with confidence when the equipment needs to be shut off
• Being able to diagnose the cause of some types of failures

3. The ability to understand the relationship between equipment and quality, and the ability to predict problems in quality and detect their causes.

• Knowing how to solve a problem (e.g. breakdown, minor stoppage, material problem, material defect, etc.)
• Understanding the relationship between product quality characteristics and equipment mechanisms and functions
• Understanding tolerance ranges, how to measure them and how to avoid deterioration
• Understanding the causes of quality defects
4.The ability to understand why we lubricate and the consequences of a lack of CILT, and the ability to predict problems and detect their causes.

5. The ability to make repairs.

• Ability to replace parts
• Understanding of life expectancy of parts
• Ability to deduce the root causes of breakdowns and minor stoppages
• Ability to take emergency measures
• Ability to assist in overhaul repairs

Obviously, anyone who masters all these skills has achieved a very high level indeed, and no one is expected to do that quickly. Instead, each skill should be studied and practiced for whatever time it takes to acquire proficiency.
6.

What is AM?

It is the direct participation of production operators in the management of the machines through daily checks, lubrication, early detection of abnormalities, replacement of parts or small repairs
1. Purpose of AM

- The purpose of an Autonomous management program is threefold.
First, it brings production and maintenance people together to reach a common goal: to stabilize equipment conditions and stop accelerated deterioration. Operators learn to execute important daily tasks like cleaning, inspection, lubrication, quality checks and other light maintenance tasks like simple replacements and repairs.
- Second, the program is designed to train operators about how their equipment works, what common problems can occur and how these problems can be prevented by early detection and treatment of abnormal conditions.
Third, the program prepares operators to be active partners with maintenance and engineering personnel in improving the overall performance and reliability of equipment.
- In average 70% of the failures and of the downtime in the process and assembly industry, are caused by lack of proper cleaning, inspection, lubrication and tightening (CILT).

Traditionally the general attitude on the shop floor has been
“ I run it, you fix it”
Operators can easily prevent many breakdown, short stop, waste and quality problems by learning how to recognize abnormal conditions and how to link these abnormal conditions with losses.
By now it should be clear that this way of thinking does not promote optimal performance.
AM teaches production operators to understand their equipment. Equipment knowledge is no longer limited to how to produce, now it also include the following valuable skills:
The ability to ESTABLISH equipment conditions,
knowing how to distinguish between normal and abnormal conditions
The ability to MAINTAIN equipment conditions,
knowing how to ensure that normal equipment conditions are met
The ability to RESTORE equipment conditions,
knowing how to respond quickly to abnormalities
When operators have acquired these three skills, they will be understand the equipment well enough to recognize the causes of future problems. They will realize when the machine is about to produce defects or break down. They will also be able to respond quickly.

When do we launch Pillars?

Pillars are launched once the site has developed enough experience and needs to move forward with more powerful means to support teams and gain additional tools to attack losses.
To ensure this background the following pre-requisites should be met:
The pillar leaders have participated in several teams
The pillar members should have participated in at least one team
Routes for the specific pillar have been applied in the site
Model machines / examples have been established as a learning tool and reference for the future teams to follow
For example one of the biggest challenges of the AM pillar is to manage the restoration of basic conditions particularly the level of cleanliness. Therefore it is vital to have a reference machine; this is known as the model machine. The model machine therefore sets the STANDARD for cleanliness throughout the entire brewery site. This is why the AM Pillar has to own and manage the model machine, allowing them to understand what is involved in maintaining basic conditions

Some advice on balance of team activities

Effects of too many Pillar activities vs. few improvement teams
Heineken Western Europe experience:
Insufficient results or “loss of improvement opportunities”
“Waste of mental energy” in activity without added value
Low involvement of shop floor
Slow expansion of the methodology and of the mind set evolution
Frustration in FI, PQ, PM pillars
Pillars working in silo: lack of integrated approach
Impact on credibility of the TPM program

The main activities of a Pillar

The main activities of a pillar are:

Loss intelligence
Deployments
Teams management
Choice and launch of teams
Training
Remove barriers: coaching, empowering, supporting
Auditing
Building of the system
A pillar team:
Should carry out the relevant Loss analysis and deployments
Supports the Steering Team in the Gap analysis and choice of improvement teams
Supports the training and development of improvement teams
Removes barriers to success for the teams
Audits the teams and reports critical points
Develops “Systems” to prevent losses (e.g. preventive maintenance system or machine board audit system)
Support and develop people for the new way of working
Drive TPM as a common way of working

Pillars: what are they for?

Pillars must ensure the development of an effective promotion organisation of TPM, defining:

structure, roles and responsibilities of the operating committees and of pillar teams,
the system of relationships linking them one another (meeting system, reporting and audits),
their way of working and the necessary tools (project master plan, project management system)

What is a Pillar?

A Pillar is a cross-functional group of people responsible for:
Execution and improvement of our processes in a sustainable way
Reduction of one or more losses types using the relevant routes

Benchmarking TPM

Rules, standards, procedures and approved good practices are found in the HeiQ.
TPM eRoom is the communication tool for sharing training material, completed PKE projects, audit reports, examples etc.
“Copy with pride” is highly evaluated and recommended
One of the major benefit of TPM is the creation of a standard framework that helps the adoption of managerial and technical solutions from other breweries and plants.

TPM Roadmap beyond Expansion Phase

TPM Roadmap – Preparation, Pilot and Expansion Phases

Key Points for success

Key Points for success:

• Clear vision and targets
• Clear roles & responsibilities
• Execution discipline & management consistency
• Clear communication, transparency
• The best people have to be involved from the beginning
• People incentives aligned with TPM results and progress
• Adopt PDCA for all activities

World Class Manufacturing measures

What is TPM?

TPM is the continuous and consistent quest to eliminate losses in all processes through active participation of all employees in an organization
Total productive maintenance (TPM) originated in Japan in 1971 as a method for improved machine availability through better utilization of maintenance and production resources.
Whereas in most production settings the operator is not viewed as a member of the maintenance team, in TPM the machine operator is trained to perform many of the day-to-day tasks of simple maintenance and fault-finding. Teams are created that include a technical expert (often an engineer or maintenance technician) as well as operators. In this setting the operators are enabled to understand the machinery and identify potential problems, righting them before they can impact production and by so doing, decrease downtime and reduce costs of production.
TPM is a critical adjunct to lean manufacturing. If machine uptime is not predictable and if process capability is not sustained, the process must keep extra stocks to buffer against this uncertainty and flow through the process will be interrupted. Unreliable uptime is caused by breakdowns or badly performed maintenance. Correct maintenance will allow uptime to improve and speed production through a given area allowing a machine to run at its designed capacity of production.
One way to think of TPM is "deterioration prevention": deterioration is what happens naturally to anything that is not "taken care of". For this reason many people[who?] refer to TPM as "total productive manufacturing" or "total process management". TPM is a proactive approach that essentially aims to identify issues as soon as possible and plan to prevent any issues before occurrence. One motto is "zero error, zero work-related accident, and zero loss".