Case studies

As emphasized earlier, the application of the TPM process varies significantly according to the industry sector and to the particular company or enterprise. The founding principles and pillars of TPM must not, however, be corrupted so that they become unrecognizable.

The key to success is to tailor and adapt the principles to reflect:

• the specific business drivers

• the status and future intentions of other continuous improvement/world-class enabling tools

• the management style and existing culture

• the priority, pace and resource issues implicit in securing a successful TPM journey

One of the best ways to illustrate these vitally important differences is to present case study reports from the different industry sectors and companies concerned.

We are pleased to be able to share the TPM experiences of seven of our customers as follows:

3M Newton Aycliffe Adams (Warner Lambert) BP Amoco Forties Field Elkes Biscuits Henkel

RHP Bearings, Blackburn RJB Mining

Disposable respirators Throat lozenges Offshore oil production Biscuit manufacturer Home improvement products Bearing housings Coal mining

3M Aycliffe

By Derek Cochrane, Site TPM Facilitator, and Derek Taylor, TPM Co-ordinator

1.0 Background issues

Founded in the United States in 1902 as the Minnesota Mining and Manufacturing Company, 3M now has operations in more than sixty countries, a turnover of $15 billion and employs 73 000 staff manufacturing famous brands such as Post-It Notes, Scotch Guard and Wetordry abrasives.

3M UK employs 4000 people in seventeen locations, with a turnover of £600 million. The 30-acre Aycliffe site in County Durham employs 380 staff in the manufacture and development of many types of disposable respirators for sale around the world.

The 3M group is committed to a stringent environmental and ethical policy and could be seen as having anticipated the empowering culture of Total Productive Manufacturing (TPM) by its long-standing commitment to staff development. Former 3M President, William McKnight, said in his Philosophy of Management paper in 1941:

Mistakes will be made, but if a person is essentially right, the mistakes he or she makes are not as serious in the long run as the mistakes management will make if it is dictatorial and undertakes to tell those under its authority exactly how they must do their job. Management that is destructively critical when mistakes are made kills initiative, and it is essential that we have people with initiative if we are to continue to grow.

In 1994, an initiative called 'Training for Success' highlighted seven areas where there were clear opportunities to move forward: teamworking, continuous improvement, systems, people development, communication, training and culture.

TPM provided the mortar to link the seven building blocks of 3M's own programme and they therefore decided to adopt it across the site in 1995. It is now the umbrella under which every other initiative hangs, embracing the philosophy of continuous improvement.

3.0 Benefits Overall

TPM at 3M Aycliffe is spearheaded by two members of staff - Site TPM Facilitator and Engineering Specialist, Derek Cochrane, and TPM Co-ordinator, Derek Taylor.

Derek Cochrane sums up what TPM means for 3M: TPM involves everyone at all times, working together to improve their equipment, processes and methods and produce quality products that will surpass our customers' expectations. It promotes teamworking, training and people development through its systematic approach of involvement and ownership.'

After originally working on three pilot areas, there are now four main areas of the site, each managed by a dayshift group leader. Each area consists of improvement zones and TPM core teams run by shift team leaders. Nearly everyone on site has now had TPM general awareness training.

Derek Taylor comments: 'At each stage of the journey WCS worked closely with teams, managers and facilitators, the union and key contacts to promote in-house ownership.'

Site-wide improvements made under TPM

Various improvements were made, including net annual cost savings for:

• 42 proactive TPM teams

• TPM team activity boards

• Each piece of equipment is labelled with the name of its team leader and corresponding maintainer

• Asset care routines for operators and maintainers on all equipment

• Introduction of single-point lessons (SPLs) to offer a concise and easily accessible training guide for processes or pieces of equipment

• Computer systems that log unplanned events direct from the machine computers to a central database

• Training facility built and in-house training courses developed

• CAN DO - Cleaning, Arrangement, Neatness, Discipline and Order -adopted on the shopfloor, in the stores and in administration to provide a world-class workplace as in 5Ss

• Visual indicators on machines, for example, colour-coded dials marked to show safe operating limits

• Shadow board for tools

• Disciplined quarterly TPM audit system with milestones and levels

• Operators and maintainers involved in early design reviews before acquiring new equipment (TPM for Design)

• A TPM team was introduced in the maintenance stores which completely revolutionized the stores system, ensuring that spare parts are always readily available and providing foolproof systems for locating and logging out items

People benefits

• People development

• Enhanced skills

• Greater staff involvement

• Improved morale - operators' ideas are implemented with an acknowledgement that engineers don't always have the only or best answers

• Improved trust and a more open relationship between operators and maintainers and between teams working across different shifts

• New identification of training needs through analysis of what people do know versus what they could or should know - opportunity to increase skills and knowledge

• Improved communications

• A more motivated workforce

• A strong sense of ownership and pride in the workplace

• Improved OEE, thus releasing the inherent productive capacity

• Machine problems addressed instead of lived with, leading to increased

• Greater reliability of machinery, and so less reactive and expensive

• Better able to meet and exceed customer expectations

4.0 Continuous improvement and TPM

3M Aycliffe uses TPM as the means of providing an opportunity to all staff to contribute to the programme of continuous improvement.

Continuous improvement for 3M Aycliffe also means continuous assessment. A stringent TPM audit system is in place whereby each improvement zone is assessed according to two milestones under which sit four levels of achievement. Each improvement zone is identified with a plaque clearly showing the level it has attained. Ln order to move through the four levels, each team has to hold gains of the last level and will, therefore, be reassessed on previous

Bottom-up and top-down audits are completed quarterly and the results are then compared to pre-set benchmarks. The Aycliffe site also runs an annual recognition scheme, with targets set for OEE results and team level status.

The stores at 3M Aycliffe, which holds accessories and spare parts for all machines, also underwent a TPM-driven overhaul two years ago. The changes that were made as a result have completely revolutionized the stores system, ensuring that spare parts are always readily available and providing foolproof

'Hie stores now has a precisely ordered shelving system by part manufacturer, a database search facility and single-point lessons for locating items, how to

The classic six losses have been modified to apply to the stores system, to enable a stores OEE to be generated, so that efficiency can better be assessed.

The maintainers are now responsible for ensuring that all the parts they believe they require are available in the stores, and this is audited as part of their team's quarterly review.

Quotable quotes

The attitude of staff towards TPM underpins its success:

I classify TPM as a major success story for the Aycliffe site. It has moved from the status of Project to that of a Continuous Improvement Strategy which incorporates the Total Engagement of our people in its implementation. The activity surrounding TPM is now truly organic, laying down fundamental principles of working methods which the plant will build upon for the next Millennium.

Dave McDonald, European Manufacturing Manager

Before TPM, we just knew what we needed to do. Now we have a more in-depth knowledge of the machine and a greater understanding. We didn't like TPM at first, but now we've really got into it.

Val Cowper, Operator

TPM is not a cleaning exercise. It is a strategy which is process and results oriented. It provides simple methods for data collection, analyses, problem solving and process control. This has allowed us at Aycliffe to move the continuous improvement ethic forward, significantly, to the benefit of both the business and everyone employed here. TPM is not about technology -it's about people.

Tony Hall, Production Manager

Through TPM, the teams are now encouraged to be self-motivated, challenge existing practices and develop new methods to improve. Due to the improved communication and a greater sense of team responsibility, we now have a unified area.

Leslie Naisbitt, TPM Team Leader

5.0 The future for TPM

3M was celebrating recently after its CAF (Combined Assembler Finisher) team won the prize at the International TPM Conference, TPM6, held in Stratford upon Avon in June 1999.

Awarded to the UK company which has made the most outstanding progress in its implementation of TPM, the winning team's projected annual improvements, applied across nine CAF machines, totalled over £300 000.

Net annual cost savings included:

• Changing sensors and modifying the shell cutting method to prevent problems when welding the perimeter of the face mask.

Saving: £18 300 per machine

• Valve unit changed and adjustments made to fingers and vacuum to prevent excessive glue contamination on noseclips.

Saving: £5400 per machine

• New system implemented to check Modicon units upon receipt from repairers as they persisted in breaking down.

Saving: £2300 per machine

The award is a testament to the achievements made by the company to date in its implementation of TPM.

3M will continue to coach the TPM teams through the milestones and levels to ensure that 3M Aycliffe is a world-class manufacturer.

In the new Millennium, the site is striving to link its continuous improvement activities into the business holistically and will be investigating ways of benchmarking progress.

TPM is about continuous improvement. If you improve, you get better and become more competitive. The process of TPM is never-ending, a journey with no final destination. For 3M, the future will see TPM become a culture and not just an initiative.

j- " ; ' ' ^ " 1 ^ ■ ■ " ' "

0 0

Post a comment