Page 260 - TPM A Route to World-Class Performance

234 TPM-A Route to World-Class Performance

best’ OEE has been set, which has a projected cost saving of €45 000 per
annum.
Meanwhile, the CTA team raised their OEE from 37 per cent to 46 per cent.
The best of best for this team shows that 74 per cent is possible. When realized,
this will result in a reduced operating cost of €44 000 per annum.
When extrapolated across the site, realistic improvements in OEE have the
potential to make a significant impact in reducing costs.
Although only in its early stages, the introduction of a TPM culture at
Henkel and use of the OEE measure throughout the plant has already given
the company some valuable benefits.
The introduction of the CMMS means that valuable data can be recorded,
from machine speeds and product information to shift patterns and planned
vs. actual stoppages. A detailed ’six losses’ report is produced on a daily,
weekly and year-to-date basis, highlighting every single loss, however small.
Says Gordon: ’A loss of two minutes may seem insignificant in itself, but not
when records show it is happening 500 times a week!’
The report is used to illustrate the most common losses both across the
plant and by machine, giving focus and direction to TPM improvement teams
and allowing detailed attention and action to take place. It also gives target
OEE for specific improvements relating to individual losses, and thus projected
forecasts of cost savings are generated. This is then approved by the Finance
Department as a recognized cost-reduction programme.

Benefits

Two TPM projects, launched in November 1998, are already projecting
a manufacturing cost reduction of 20 per cent per annum.
Every line in the factory now has an OEE benchmark.
Every line now has improvement targets.
Every project on each line now has its own set of improvement values
with respect to availability, performance and quality rates.
There is an awareness regarding the issues affecting the productivity of
each line.
The data emanating from the OEE module of the CMMS is helping to
drive the company’s continuous improvement projects.
Henkel now has the ability to analyse production problems on a daily,
weekly and year-to-date basis, allowing trends to be pinpointed and
opportunities for improvement to be mastered.

4.0 The future for TPM

Although only in their first year of implementing TPM, the programme has
already realized tangible financial results. Good and consistent planning means
that the future will be based upon firm foundations and a determination to
move forward to realize the full potential of a site-wide TPM and continuous
improvement programme.