Page 259 - TPM A Route to World-Class Performance

Case studies 233

A condition apprad, refurbishment and asset care routine was implemented
for each piece of machinery by the end of October 1998, followed by the in-
house retraining of all operators. Maintenance fitters meanwhile completed
cross-craft training in order to improve the flexibility of the maintenance
department by removing ’mechanical’ and ’electrical’ barriers.
A range of best practice routines were developed by the teams via the
introduction of single-point lessons (SPLs) for each machine and will be
rolled out across the site in the early part of 1999. The SPLs act as hghly
visual and simple to understand training aids and are particularly invaluable
for Henkel due to seasonal peaks of temporary staff.
The SPLs are used in conjunction with a four-sector competency wheel so
that the aptitude of each staff member for each SPL for each maclune is
monitored and developed in the form of a training matrix. Flexibility is a key
factor, so every operator has a training plan that ensures capability and
competence across a number of lines.
The SPLs will be launched through the personnel function, and so TPM is
becoming a significant part of the Human Resources Department, as well as
the Finance Department. Not only will the SPL and training matrices go
towards the company’s Investors in People accreditation, but they will play
a si@cant part in evaluating competency levels when the pay structure is
reviewed later in 1999.
TPM Facilitator, Gordon Hill, planned and prepared each SPL with the
TPM teams, with meticulous attention to detail, prior to the introduction of
the full set of documents to the shopfloor. An excellent example of heeding
the adage ‘Failing to prepare means you are prepared to fail’, Gordon HiU
and his shopfloor colleagues have invested a great deal of time to ensure that
Henkel gets it right first time, every time.

Quotabte quote

The OEE calculation is without doubt the single most impressive
feature of TPM. For the first time it was possible to measure the
total cost of non-confonnance in a simple and straightforward
way.
Gordon Hill,
TPM Facilitator

3.0 Benefits

Team focus
The two teams in the pilot study, conducted in the summer of 1997, realized
valuable improvements after just four months.
The Fischbach team began with an OEE of 45 per cent, which they improved
by 6 per cent to 51 per cent. An improvement target of an 80 per cent ’best of