Page 257 - TPM A Route to World-Class Performance

Case sfudies 231

By Gordon Hill, TPM Facilitator

1 .O Background issues

Henkel Consumer Adhesives is famous for producing the world’s biggest-
selling adhesive brands, including Unibond, Pritt, Loctite, Solvite and Copydex.
The site in Winsford, Cheshire, manufactures 28 000 tomes of home
improvement products each year. With over 900 product types, its famous
Pritt glue stick has 80 per cent market share and enough Solvite wallpaper
paste is bought each year to paste a roll of wallpaper tlurty times around the
world!
Its parent company, Henkel, employs 55 000 staff in eighty countries and
manufactures 11 000 products with an annual turnover of €7 bdlion.
In 1996, an audit of the maintenance function at the Winsford site was
commissioned by Operations Diredor, Mark Hamlin, and Engineering Manager,
Mike Williamson. As a result, a Computerized Maintenance Management
System (CMMS) was introduced to manage the data necessary to evaluate
production effectiveness. As no off-the-shelf database system had the
functionality Henkel was looking for, the company decided to develop its
own system using Miaosoft Access.
With a background in computer systems, Business Process Manager, Gordon
Hill, was seconded into the Engineering Department as full-time TPM
Facilitator, with the objectives of managing the introduction of Total Produdive
Maintenance throughout the plant and developing the CMMS.
The focus of TPM made Henkel re-evaluate the way in which data was
collected. They discovered that most of the dormation was not only already
available, but often duplicated in a series of forms which all ended up in
different places, some never being used.
One of the first things Gordon Hill did, therefore, was to develop one all-
inclusive input form containing all the necessary data required for the CMMS.
Each form has a workings section for individual operators to calculate their
shift Overall Equipment Effectiveness (OEE), involving them in the process
of data collection and processing and therefore giving ownership for the
quality of the dormation.
The database system played a big part in the flow of information. The
results of OEE data input into the CMMS are fed back to team leaders each
morning. The question is then asked each day: ’Did we achieve the production
plan?’ Bur whereas before the answer Yes or No would simply be collected
for discussion at a weekly management meeting, this time if the answer is
No, the next question will be ’Why? Why? Why?’. If the answer is Yes, then
follows, ‘At what cost?’
Effective communication between the shopfloor and the maintenance