Bulmers Clder: a case study 1. Introduction Hulmen in the world's largest producer of cider an alcoholic beverage made from apple juice) with an output of approximately 350 million litres per year, the main factory is located Hereford near the England Wales boeder where some 85 000 fpples were processed in the 2001 harvest. A visitor's first impression of this site might be that they had need an Come speciality chemicals factory, with banks of towering stainless steel siles, Kilometres of stainless steel pipe, and generally very tidy and well lidout plant. In stark control, however, they might notice a procession of farm tractors delivering trailer ads of freshly picked upples to the collectie hoppers, or the large number of articulated mic departing with their valuable carga, their huge curtained sides emblazoned with the Stronghocider log The production of cider involves a relatively straightforward to take within a very large and complex macro-operation. Most stages of peocaction are modern und highly tomated, not only to reach high levels of productivity, but also to ensure the consistency and qulity of the final products. The first apples are first med and cleaned and the curveyed to machine that chaps them into small pieces. This material is continuously pressed to release the which is the evaporated to form a light up which can be stored safely without fermentation, for future use. At a later stage the concentrated juice is re-diluted and fed into a large fomentation vessel along with a specialist preparation of the appropriate yeasts. Afterno marc than 10 days, the juice will have fully fermented the majority of the fruit sugan will have been creened into alcohol, at beta 10 percent strength, which is a mach higher level than required for finished cider. After separating the yeasts, the liquid is Gluted and ended with other ingredients, ready to be packaged. The majority of the cider that is to be sold in s lire stainless steel borrels (regs) er plastic boules is first pasteurised. There is a large automated production line for filling kege, and another line which blow preparca) plastic bottle, fille and back them. The remaining cider is automatically filled into a bottles and can, which we then pasteurised. These products are outer wrapped in poi sale packaging such as Page 1 OPERATIONS MANAGEMENT OMTROL cardboard multipack. Finally, the packed materials are palletacel and wanchored, ready for depach 2. Evolution of manufacturing in the 1990s Fachtage of this operation presents its own set of technical difficulties, complexities, and quality challenges. There are several reasons for this. One is that the natural raw materials apples and yeasta) have a high level of variability. This is in the need constantly to ale and adjust the downstream production processes. A bigger impact on the operation comes from the market. Consumers and retailers require ongoing innovation in both product and packaging, which has to be accommodated within each stage of production Demand varies seasonally, cyclically and randomly and the operation costo respond to this to avoid storing large quantities of inventary Additionally, there are numerous human resource is that add to the complexities faced by the operation manage. The pet donde has been a period of intense charge scales cvery technology has been replaced with higher levels of Botion displacing much of the manual labour tasks. In consequence, skills and working practices he had to change, while the same time the company's volume growth as required new shift patiem. Roration and retaining here be ndertaken at an unprecedented scale. Chris Jones, the Training Manager, described some of the achievements and problems of the last few years Increasingly, during the first half of the 1990s, the management team became aware that the level of productivity and quality achieved in operations were not matching the pace of Increasingly, during the fint half of the 1990, the management team became aware that the levels of productivity and quality achieved in operations were matching the pace of investment in new technology. For example, downtime was increwing arout of inadequate maintenance and long changeover time. We know that some fairly radical change would be required, but we were also aware that help would be needed because of the scale and scope of the tab ahead. We investigated several change coltancy companies that specialised in manufacturing operations, and eventually chose a local company, MPI, to help us. They were particularly attractive to us in that they had the skills and personalities to work well with step floor personnel. They introduced us to what they called "Woul productive naturing" or TPM. This has many of the elements of all productive maintenance", but really goes mish farther. La pluie.. OPERATIONS MANAGEMENT (OPMADI 'The main thrust of the consultants early work involved improvements to routine maintenance and working practices. They worked with selected individual production teams, identifying all the areas of machines that had to be abricated cleaned, adjusted o herwise regulaty maintained. These areas were all labelled so that they could be clearly entified by everyone Then cach team prepared comprehensive work instruction that clearly out the responsibilities, routine and procedures required to maximise the overall productivity of the processes, using the previously reference areas of the machines. Not only did this release the plant technicians to undertake other more complex work, but it also word that the day-to- day condition of the plant was greatly improved. With hindsigt, we now realise that the Tecnicas had never had sufficient capacity for time) complete all the routine maintenance required in the increasingly large complex and automated plant. Cramership by the operation lean of these wine tasks increased their own interest and commitment and several of the teams have achieved dramatic improvements in productivity and quality. Overall equipment effectiveness (en) was measured and really improved as a result of the TPM activiti In addition to this work, the buying ham is problem solving and Teolution techniques. Whilst these were often not immediately applied teams did at leastmap to main the improvements they had achieved. It the consultants was only the fint shop in TPM, and that the real gain would only come from cant step in the TPM methodology These activities tale time, and this was recognised from the outset Howrs were set aside for TPM work, and production was scheduled for the period of up to four own per week. Some team cader, upervision and managen were unhappy with this became they were simultaneously under pressure for caput. In some ways. I think this limited our progress to the later iepa of TPM. It was never intended that the ticam activities should be confined to rutine maintenance and cleanliness. What we really wanted was ongoing continuous improvement, for example process improvements and changeswer time reduction. But there was afin litle support from the supervices and som kaders for continuing along this morale, caly a few Beans have really gone on to this type of activity. One of the few examples of going wees in the Key Tcm", which was dramatically improved performance in the in my view, the problem by both with our existing organisatiestructure and with the capabilities, personalities and motivatie of some of the supervisory and management staff We had a complex organisation cacture in manufacturing, with six levels between the OPERATIONS MANAGEMENT 4A OPM701 Operations Destor and the shop flow. For a company with less than 500 employees in Vodacom-Stay Safe NO.140% D 19:55 ASSESSMENT 4 OP... ... influencer others le achieved much less because they have insufficient crasants and to many how the inters OPERATIONS MANAGEMENT A(OPADU 4. How successful is TPM? A good example of TPM teamwork bringing results was described by Simon Comack, a fomer team leader on the kefilling line who has gone on to facilitate further TPM activities following its 1969 relaunch: 'The TPM mesting is the key-Gilling line involved all three shitesam leaders working Hopefier. This means the night skifteam cader coming in early participate in part of the 12. har(10 am to 10p.m.) weekly activities. The keg-filling line inolve heavy physical work, and be there is a wide range of abilities including a significant proportioneighly manual labour. We designed a training program that involved nearly everybody, starting with clear work instructions, developing an pecadehosts for planning and controlling all cleaning and lection tasks. Much of the coutine imenance that had previously been carried out by technicians could then be transfered to production personnel. The overall equipment effectiveness (OE) of the leg line had been running at around 8 percent, and we needed extra cutput to cope with high demand. Analysis conducted by the TPM indicated that large number of short duties opges had been occurring which rededor efficiencies The team med measles chart to read area of the machinery where these problem led arison, and this allowed us to home in en rostanies which required chanced levels of maintenance or further process improvements. We also kupe proved records of problems ating ghout the plast, keeping a detailed log of where they were occurring and how they had been rectified As a result of this type of activity, the OBE is now consistently higher than 5 percent. More importantly, we have developed a real sense of team ownership which has make work are satisfying for everyone 'Ilure bly worked with other continuing to train them in TPM activities and methods. Part of this involved using the kegline experience as a demonstration of hest TPM practice. Where this has been succesful, it is good to the change from a command and cool", blame orientated culture, topen. Idens-besede. It's been very interesting and exciting work! OPERATIONS MANAGEMENT OPWINDI O Vodacom-Stay Safe NO 40% D 19:55 ASSESSMENT 4 OP... ... As far as the shop floor was concerned people port involved to a very varied extent. Within Icam, some didn't want to be included in improvement activities at all other enjoyed being involved with TPM meetings, but maybe in ceder to avoid the intensive cleaning activities that took place concurently! Some chally valued the training, as well as the thinking activities and discussions that took place in special meeting rooms Critical mass is an issue One forceful character in a team can exenta ginuence on either positive or negative. Some the worked extremely well became they puwed the critical mae ad gained support from the intuencers, others have achieved much less because they have insufficient enthusiasts and to many active influence Papel OPERATIONS MANAGEMENT COMANDI 4. How successful is TPM? A good example of TPM tican work bringing result was described by Simon Carneck, a ficemer team leader on the keg-filling line, who has gone on to facilitate further TPM activities following its 1999 relaunch 'The TPM meetings in the key filling line involved all three shitsteam leaders working together. This meant the night shottam leader coming in carly to participate is part of the 12. hour (10 am to 10p.m.) weekly activities. The key filling lives hery pysical work, and hence there is a wide range of abilities including a significant proportion of highly mal labour. We designed a training programme that involved nearly everybody, starting with cle work instructions, developing our own spreadsheets for planning and controlling all come. and lubrication take. Much of the routine maintenance that had previously bom car 7/10 Technicians could then be remod to productie personnel. The overall effectiveness (OEE) of the key le had been running at around 65 per cent and we estra ciutto cope with high demand Analysis cented by the TPM com indicated that a large number of short stoppages had been curing which coaded our efficiencies. The team wedameasles chart to record areas of the machinery where these problems had arism, and this allowed us to home in an rost cases which required enhanced levels of maintenance or further process improvements. We shokep in produk of problems arising throughout the plant, keeping a detailed log of where they were occurring and how they had bom rectified. As a result of this type of activity, the CEE comitently higher them Sper cent. More importantly, we have developed a real some of team whip, which made work more satisfying for everyone The subsequently worked with other teams, continuing to train them in TPM activities and methods. Part of this involved in the key line experience as a demonstration of best TPM practice. Where this has been successtu, it is good to see the change from a command and cortical", blame-orientated culture, bo wspom, ide-bedre. It's been very interesting and O Operation Director and the shop floce. For a company with oth 500 employees in manufacturing, this was clearly scie! We had large number of shift-wed prvi some of whom also had relief supervisors, or assistants and many of these had only been given veprimary reperibility as a cance of experience and long service in their area Many were of the old school of manufacturing supervision goed at following routines sah as record keeping and focused on the immediate output of their shift, which is often referred to "getting pallets out of the deer". Indeed, our parfimance womentem esconged this culture, and this was recognised at an early stage by the consultants. They even recommended that the supervisors should be excluded from involvement with the TPM team so that the could concentrate on improvement, inolated from the immediate preure Cutput. Earlier, in a few wees of the factory, supervises had been superseded by team leaders who were from an engineering or technical background). These proved to be me anenable to the TPM processes, but even then, progress towards the improvement stages of TPM Wed olen slow. Mere significantly. I believe that the potential benefits of employing the more capabile a leaders were not always fully appreciated by our manufacturing naragon, to the role was underdeveloped for a while "With the benefit of hindsight, the chief supervisors from them was a mistake because we never achieved buy-in from them. During TPM activities, they went to their office to catch up with paperwork or other tasks, and were not seen to support their mat all. Their involvement, if any, was clearly reluctant, and this did little to motivate their team to migrate to further steps in the process. The coquence of this was that when the premure for output increased the time for TPM meeting was locally withdrawn cand hoc basis, sending strong messages to the workers that improvement activities were no longer important. The enthusiasm of the team was undermined and this was a management problem - it was our fault! We were in a mixed mea. 3. A manufacturing reorganisation At the beginning of my 1929, in ratio of manufacturing wa implemented. The superviseroles were removed and replaced by 22 am leaders, all qualified at NVO (National Vocational Qualification) Level Forar, which is a supeod management qualification. These teamledes were to be fron-line managers in and on every shift. Existing supervisors, shift managers and team leaders were in 6/10 OPERATIONS MANAGEMENT OPM HOU) apply for the new jobs, but during the rigorosament proces, few met the capability requirements of the new role. Several copied redundancy, and one shift manager returned to a shop floor role. The team leader's role now ambiguously encompasses many aspects of human race management including training, motivation facilitation, employee development team support and obtaining the necessary resources to support improvement activities. In addition, of course, they continue to be responsible for planning capacity achieving curpat targets and maintaining quality in their areas of responsibility. Chris Jonca observed Despite these radical changes, the TPM programme did not progress as much as we expected under this new agement, la marca, significant improvements were made by TPM leans, but this was not widespread and universal. I mid-1999, attempts were made to reach and revitalise TPM highlighting set-up reductive and eliminating bottlenecks as important target was foram activities. Further training in problem finding and caring and in the ne of simple toob and techniques of analysis) was made wailable to the teams. I think that we failed to courage team leaders and engineers to get involved and without their support little new would happen Some or all of the time allocated to TPM meetings continued to be taken fie production as the whole system was under intense pressure of growth Team leaders often felt that TPM was the domain of teams and not of themes TM was never included as a core objective of their role and some would not even be able to explain clearly what TPM all about. Despite this, we did very well but then made lite progress in the me towards contain Vodacom-Stay Safe NO 40% D 19:55 ASSESSMENT 4 OP... ... As far as the shop floor was concerned people port involved to a very varied extent. Within Icam, some didn't want to be included in improvement activities at all other enjoyed being involved with TPM meetings, but maybe in ceder to avoid the intensive cleaning activities that took place concurently! Some chally valued the training, as well as the thinking activities and discussions that took place in special meeting rooms Critical mass is an issue One forceful character in a team can exenta ginuence on either positive or negative. Some the worked extremely well became they puwed the critical mae ad gained support from the intuencers, others have achieved much less because they have insufficient enthusiasts and to many active influence Papel OPERATIONS MANAGEMENT COMANDI 4. How successful is TPM? A good example of TPM tican work bringing result was described by Simon Carneck, a ficemer team leader on the keg-filling line, who has gone on to facilitate further TPM activities following its 1999 relaunch 'The TPM meetings in the key filling line involved all three shitsteam leaders working together. This meant the night shottam leader coming in carly to participate is part of the 12. hour (10 am to 10p.m.) weekly activities. The key filling lives hery pysical work, and hence there is a wide range of abilities including a significant proportion of highly mal labour. We designed a training programme that involved nearly everybody, starting with cle work instructions, developing our own spreadsheets for planning and controlling all come. and lubrication take. Much of the routine maintenance that had previously bom car 7/10 Technicians could then be remod to productie personnel. The overall effectiveness (OEE) of the key le had been running at around 65 per cent and we estra ciutto cope with high demand Analysis cented by the TPM com indicated that a large number of short stoppages had been curing which coaded our efficiencies. The team wedameasles chart to record areas of the machinery where these problems had arism, and this allowed us to home in an rost cases which required enhanced levels of maintenance or further process improvements. We shokep in produk of problems arising throughout the plant, keeping a detailed log of where they were occurring and how they had bom rectified. As a result of this type of activity, the CEE comitently higher them Sper cent. More importantly, we have developed a real some of team whip, which made work more satisfying for everyone The subsequently worked with other teams, continuing to train them in TPM activities and methods. Part of this involved in the key line experience as a demonstration of best TPM practice. Where this has been successtu, it is good to see the change from a command and cortical", blame-orientated culture, bo wspom, ide-bedre. It's been very interesting and O De Tumer the newly appointed Manufacturing Improvement Manager ( Mcommented on the TPM work carried out within the cider production team, where he previously headed the quality appartica 'We held weekly mesting involving ponosnel from each of the three difts. This group worked extremely well and achieved some impressive improvements in productivity. One area we tackled was the blender, where there were repetitive all toppage throughout the day, triggered by tomated alams. Appbing logat.case analysis, using a combination of the more experienced operatives and good technicians, we owed the number of alons from 200 sex than 10 per lif! We meted a lot of time in people development, which cabled s to solve many problems at a very low engineering cost I would like to think that in my new role I will be invited to help teams as mineral coltant. I will be able to facilitate, cure, and advise an improvement projects, but inevitably I will be a gatekeeper for scarce technical resources, ritioning them to to the best value added projects. I have already been asked by the team running the glass-filing line to help them reduce coming times from the current six hours to a target of two hours. They know that the remaining for hour period is spent following procedures that include many time consuming tops charming safety and we hope that this project will demonstrate the approach to and value of production. There are at least other improvement projects in progress which may requiry involvement Alm Stokes, one of the tece Manufacturing Managers, was formerly a team leader on the key line and is now responsible for people development. He had choices as to why this area was relatively succesful in implementing TPM Finally, we allowed sufficient time for these activities the full 12-hour period every Wednesday. There were at least a dozen people involved and their ideas were backed up with sufficient money and resources to allow implementation Above all, the team leaders took responsibility for the TPM proces, while weiding excesive interference in detail. We didn't use the consultants muih, exopt for seeking their advice on specifichigues or on the prace to be followed. Our team was of mixed capabilities om were coment to do cleaning of the equipment, drains, and pets while othersport involved in analysing processes and coming up with improvements. We had our own dedicated engineering resource, which allowed uso undertake some minor modifications relatively quickly. The team wned and more their OPERATIONS MANAGEMENT A OMINO own performance on a PC, and displayed the figures on white boards in the restare We even had exchange visits to other companies that were pursuing contes improvement from them. "We achieved me improve rex. For example, the changeover time na line was relaced from fifteen minutes to seven. We removed many non-value-added tasks. We clarified all work instruction and cured that everything was clearly labelled and stored in the came every toel, every consumabile. We reviewed the need for taking membiological sa 9/10 created a new sampling regime I think that we have learned the crucial importance of team behavior. Every team member now an anal appraial, and there is an increasing emphasis on social skills development of course, team leaders must have some basic waining to give them technical knowledge of their processes, but they are now al trained in coaching, mentoring and avoiding confrontational behavior. Their responsibility is to develop the people within their bean, sales skills are seeded to persuade a members to cooperate Team leaders now have a 360 degree perial, where their performance is discussed with their boss, their peer group and also their kan members! Martin Koete, one of the other two Manufacturing Managers, responsible for the packaging lines explained how the process of improvement was becoming me what more structure "We did the TPM training and expected the teams to po away and get on with it! The actual We did the TPM training, and expected the teams to po way and get on with it! The actual level of uptake was quite variable, as my colleagues have already explained. We have certainly achieved base level of TPM, but the progress towards centinous improvement has been patchy. We are found it best to target specific lines and netivities, fie cake the glas picking lines production project. This can then be used as an example for others to follow At the moment we can only handle these isolated pockets of continua improvement, therefore we med plats from caches that coruit every cam to relevant future improvement activities "We have decided to base these plans directly on the structure of the company's strategy statements. Each team's plans for improvement projects are entered into a master spreadsheet, which in categorined into the eight elements of our strategy. These are time-phaned over the next two to three years so that we can cleanly see the resource requirements were the company Some tante, mach as the key line, have very few cities for the next 12 months because they OPERATIONS MANAGEMENT (OPM MOL) are already well ahead with their TPM activities, and are already achieving good plant performance and cutput. Some project med capital, others are just method changes. Some measure cost reduction, and others evaluate the benefits in terms of OEE. We have a single vision of what constitute a good project, but each must be justified by its aligencate strategiment. Every one of the manufacturing management was conved that we now have the organisation structures and pewnesses in place to allow us to forge ahead in Copen. Our future dependent Questions 1. What were the advantages of the early footanica', such as cleanliness, maintenance and working procedures, in advance of the wider scope offered by como provectivities 101 2 In what ways did the organisation change in 19 infames accenfil TPM implementate 101 How has the role of leader developed to post the improvement activities Good luck 21 10/10 Bulmers Clder: a case study 1. Introduction Hulmen in the world's largest producer of cider an alcoholic beverage made from apple juice) with an output of approximately 350 million litres per year, the main factory is located Hereford near the England Wales boeder where some 85 000 fpples were processed in the 2001 harvest. A visitor's first impression of this site might be that they had need an Come speciality chemicals factory, with banks of towering stainless steel siles, Kilometres of stainless steel pipe, and generally very tidy and well lidout plant. In stark control, however, they might notice a procession of farm tractors delivering trailer ads of freshly picked upples to the collectie hoppers, or the large number of articulated mic departing with their valuable carga, their huge curtained sides emblazoned with the Stronghocider log The production of cider involves a relatively straightforward to take within a very large and complex macro-operation. Most stages of peocaction are modern und highly tomated, not only to reach high levels of productivity, but also to ensure the consistency and qulity of the final products. The first apples are first med and cleaned and the curveyed to machine that chaps them into small pieces. This material is continuously pressed to release the which is the evaporated to form a light up which can be stored safely without fermentation, for future use. At a later stage the concentrated juice is re-diluted and fed into a large fomentation vessel along with a specialist preparation of the appropriate yeasts. Afterno marc than 10 days, the juice will have fully fermented the majority of the fruit sugan will have been creened into alcohol, at beta 10 percent strength, which is a mach higher level than required for finished cider. After separating the yeasts, the liquid is Gluted and ended with other ingredients, ready to be packaged. The majority of the cider that is to be sold in s lire stainless steel borrels (regs) er plastic boules is first pasteurised. There is a large automated production line for filling kege, and another line which blow preparca) plastic bottle, fille and back them. The remaining cider is automatically filled into a bottles and can, which we then pasteurised. These products are outer wrapped in poi sale packaging such as Page 1 OPERATIONS MANAGEMENT OMTROL cardboard multipack. Finally, the packed materials are palletacel and wanchored, ready for depach 2. Evolution of manufacturing in the 1990s Fachtage of this operation presents its own set of technical difficulties, complexities, and quality challenges. There are several reasons for this. One is that the natural raw materials apples and yeasta) have a high level of variability. This is in the need constantly to ale and adjust the downstream production processes. A bigger impact on the operation comes from the market. Consumers and retailers require ongoing innovation in both product and packaging, which has to be accommodated within each stage of production Demand varies seasonally, cyclically and randomly and the operation costo respond to this to avoid storing large quantities of inventary Additionally, there are numerous human resource is that add to the complexities faced by the operation manage. The pet donde has been a period of intense charge scales cvery technology has been replaced with higher levels of Botion displacing much of the manual labour tasks. In consequence, skills and working practices he had to change, while the same time the company's volume growth as required new shift patiem. Roration and retaining here be ndertaken at an unprecedented scale. Chris Jones, the Training Manager, described some of the achievements and problems of the last few years Increasingly, during the first half of the 1990s, the management team became aware that the level of productivity and quality achieved in operations were not matching the pace of Increasingly, during the fint half of the 1990, the management team became aware that the levels of productivity and quality achieved in operations were matching the pace of investment in new technology. For example, downtime was increwing arout of inadequate maintenance and long changeover time. We know that some fairly radical change would be required, but we were also aware that help would be needed because of the scale and scope of the tab ahead. We investigated several change coltancy companies that specialised in manufacturing operations, and eventually chose a local company, MPI, to help us. They were particularly attractive to us in that they had the skills and personalities to work well with step floor personnel. They introduced us to what they called "Woul productive naturing" or TPM. This has many of the elements of all productive maintenance", but really goes mish farther. La pluie.. OPERATIONS MANAGEMENT (OPMADI 'The main thrust of the consultants early work involved improvements to routine maintenance and working practices. They worked with selected individual production teams, identifying all the areas of machines that had to be abricated cleaned, adjusted o herwise regulaty maintained. These areas were all labelled so that they could be clearly entified by everyone Then cach team prepared comprehensive work instruction that clearly out the responsibilities, routine and procedures required to maximise the overall productivity of the processes, using the previously reference areas of the machines. Not only did this release the plant technicians to undertake other more complex work, but it also word that the day-to- day condition of the plant was greatly improved. With hindsigt, we now realise that the Tecnicas had never had sufficient capacity for time) complete all the routine maintenance required in the increasingly large complex and automated plant. Cramership by the operation lean of these wine tasks increased their own interest and commitment and several of the teams have achieved dramatic improvements in productivity and quality. Overall equipment effectiveness (en) was measured and really improved as a result of the TPM activiti In addition to this work, the buying ham is problem solving and Teolution techniques. Whilst these were often not immediately applied teams did at leastmap to main the improvements they had achieved. It the consultants was only the fint shop in TPM, and that the real gain would only come from cant step in the TPM methodology These activities tale time, and this was recognised from the outset Howrs were set aside for TPM work, and production was scheduled for the period of up to four own per week. Some team cader, upervision and managen were unhappy with this became they were simultaneously under pressure for caput. In some ways. I think this limited our progress to the later iepa of TPM. It was never intended that the ticam activities should be confined to rutine maintenance and cleanliness. What we really wanted was ongoing continuous improvement, for example process improvements and changeswer time reduction. But there was afin litle support from the supervices and som kaders for continuing along this morale, caly a few Beans have really gone on to this type of activity. One of the few examples of going wees in the Key Tcm", which was dramatically improved performance in the in my view, the problem by both with our existing organisatiestructure and with the capabilities, personalities and motivatie of some of the supervisory and management staff We had a complex organisation cacture in manufacturing, with six levels between the OPERATIONS MANAGEMENT 4A OPM701 Operations Destor and the shop flow. For a company with less than 500 employees in Vodacom-Stay Safe NO.140% D 19:55 ASSESSMENT 4 OP... ... influencer others le achieved much less because they have insufficient crasants and to many how the inters OPERATIONS MANAGEMENT A(OPADU 4. How successful is TPM? A good example of TPM teamwork bringing results was described by Simon Comack, a fomer team leader on the kefilling line who has gone on to facilitate further TPM activities following its 1969 relaunch: 'The TPM mesting is the key-Gilling line involved all three shitesam leaders working Hopefier. This means the night skifteam cader coming in early participate in part of the 12. har(10 am to 10p.m.) weekly activities. The keg-filling line inolve heavy physical work, and be there is a wide range of abilities including a significant proportioneighly manual labour. We designed a training program that involved nearly everybody, starting with clear work instructions, developing an pecadehosts for planning and controlling all cleaning and lection tasks. Much of the coutine imenance that had previously been carried out by technicians could then be transfered to production personnel. The overall equipment effectiveness (OE) of the leg line had been running at around 8 percent, and we needed extra cutput to cope with high demand. Analysis conducted by the TPM indicated that large number of short duties opges had been occurring which rededor efficiencies The team med measles chart to read area of the machinery where these problem led arison, and this allowed us to home in en rostanies which required chanced levels of maintenance or further process improvements. We also kupe proved records of problems ating ghout the plast, keeping a detailed log of where they were occurring and how they had been rectified As a result of this type of activity, the OBE is now consistently higher than 5 percent. More importantly, we have developed a real sense of team ownership which has make work are satisfying for everyone 'Ilure bly worked with other continuing to train them in TPM activities and methods. Part of this involved using the kegline experience as a demonstration of hest TPM practice. Where this has been succesful, it is good to the change from a command and cool", blame orientated culture, topen. Idens-besede. It's been very interesting and exciting work! OPERATIONS MANAGEMENT OPWINDI O Vodacom-Stay Safe NO 40% D 19:55 ASSESSMENT 4 OP... ... As far as the shop floor was concerned people port involved to a very varied extent. Within Icam, some didn't want to be included in improvement activities at all other enjoyed being involved with TPM meetings, but maybe in ceder to avoid the intensive cleaning activities that took place concurently! Some chally valued the training, as well as the thinking activities and discussions that took place in special meeting rooms Critical mass is an issue One forceful character in a team can exenta ginuence on either positive or negative. Some the worked extremely well became they puwed the critical mae ad gained support from the intuencers, others have achieved much less because they have insufficient enthusiasts and to many active influence Papel OPERATIONS MANAGEMENT COMANDI 4. How successful is TPM? A good example of TPM tican work bringing result was described by Simon Carneck, a ficemer team leader on the keg-filling line, who has gone on to facilitate further TPM activities following its 1999 relaunch 'The TPM meetings in the key filling line involved all three shitsteam leaders working together. This meant the night shottam leader coming in carly to participate is part of the 12. hour (10 am to 10p.m.) weekly activities. The key filling lives hery pysical work, and hence there is a wide range of abilities including a significant proportion of highly mal labour. We designed a training programme that involved nearly everybody, starting with cle work instructions, developing our own spreadsheets for planning and controlling all come. and lubrication take. Much of the routine maintenance that had previously bom car 7/10 Technicians could then be remod to productie personnel. The overall effectiveness (OEE) of the key le had been running at around 65 per cent and we estra ciutto cope with high demand Analysis cented by the TPM com indicated that a large number of short stoppages had been curing which coaded our efficiencies. The team wedameasles chart to record areas of the machinery where these problems had arism, and this allowed us to home in an rost cases which required enhanced levels of maintenance or further process improvements. We shokep in produk of problems arising throughout the plant, keeping a detailed log of where they were occurring and how they had bom rectified. As a result of this type of activity, the CEE comitently higher them Sper cent. More importantly, we have developed a real some of team whip, which made work more satisfying for everyone The subsequently worked with other teams, continuing to train them in TPM activities and methods. Part of this involved in the key line experience as a demonstration of best TPM practice. Where this has been successtu, it is good to see the change from a command and cortical", blame-orientated culture, bo wspom, ide-bedre. It's been very interesting and O Operation Director and the shop floce. For a company with oth 500 employees in manufacturing, this was clearly scie! We had large number of shift-wed prvi some of whom also had relief supervisors, or assistants and many of these had only been given veprimary reperibility as a cance of experience and long service in their area Many were of the old school of manufacturing supervision goed at following routines sah as record keeping and focused on the immediate output of their shift, which is often referred to "getting pallets out of the deer". Indeed, our parfimance womentem esconged this culture, and this was recognised at an early stage by the consultants. They even recommended that the supervisors should be excluded from involvement with the TPM team so that the could concentrate on improvement, inolated from the immediate preure Cutput. Earlier, in a few wees of the factory, supervises had been superseded by team leaders who were from an engineering or technical background). These proved to be me anenable to the TPM processes, but even then, progress towards the improvement stages of TPM Wed olen slow. Mere significantly. I believe that the potential benefits of employing the more capabile a leaders were not always fully appreciated by our manufacturing naragon, to the role was underdeveloped for a while "With the benefit of hindsight, the chief supervisors from them was a mistake because we never achieved buy-in from them. During TPM activities, they went to their office to catch up with paperwork or other tasks, and were not seen to support their mat all. Their involvement, if any, was clearly reluctant, and this did little to motivate their team to migrate to further steps in the process. The coquence of this was that when the premure for output increased the time for TPM meeting was locally withdrawn cand hoc basis, sending strong messages to the workers that improvement activities were no longer important. The enthusiasm of the team was undermined and this was a management problem - it was our fault! We were in a mixed mea. 3. A manufacturing reorganisation At the beginning of my 1929, in ratio of manufacturing wa implemented. The superviseroles were removed and replaced by 22 am leaders, all qualified at NVO (National Vocational Qualification) Level Forar, which is a supeod management qualification. These teamledes were to be fron-line managers in and on every shift. Existing supervisors, shift managers and team leaders were in 6/10 OPERATIONS MANAGEMENT OPM HOU) apply for the new jobs, but during the rigorosament proces, few met the capability requirements of the new role. Several copied redundancy, and one shift manager returned to a shop floor role. The team leader's role now ambiguously encompasses many aspects of human race management including training, motivation facilitation, employee development team support and obtaining the necessary resources to support improvement activities. In addition, of course, they continue to be responsible for planning capacity achieving curpat targets and maintaining quality in their areas of responsibility. Chris Jonca observed Despite these radical changes, the TPM programme did not progress as much as we expected under this new agement, la marca, significant improvements were made by TPM leans, but this was not widespread and universal. I mid-1999, attempts were made to reach and revitalise TPM highlighting set-up reductive and eliminating bottlenecks as important target was foram activities. Further training in problem finding and caring and in the ne of simple toob and techniques of analysis) was made wailable to the teams. I think that we failed to courage team leaders and engineers to get involved and without their support little new would happen Some or all of the time allocated to TPM meetings continued to be taken fie production as the whole system was under intense pressure of growth Team leaders often felt that TPM was the domain of teams and not of themes TM was never included as a core objective of their role and some would not even be able to explain clearly what TPM all about. Despite this, we did very well but then made lite progress in the me towards contain Vodacom-Stay Safe NO 40% D 19:55 ASSESSMENT 4 OP... ... As far as the shop floor was concerned people port involved to a very varied extent. Within Icam, some didn't want to be included in improvement activities at all other enjoyed being involved with TPM meetings, but maybe in ceder to avoid the intensive cleaning activities that took place concurently! Some chally valued the training, as well as the thinking activities and discussions that took place in special meeting rooms Critical mass is an issue One forceful character in a team can exenta ginuence on either positive or negative. Some the worked extremely well became they puwed the critical mae ad gained support from the intuencers, others have achieved much less because they have insufficient enthusiasts and to many active influence Papel OPERATIONS MANAGEMENT COMANDI 4. How successful is TPM? A good example of TPM tican work bringing result was described by Simon Carneck, a ficemer team leader on the keg-filling line, who has gone on to facilitate further TPM activities following its 1999 relaunch 'The TPM meetings in the key filling line involved all three shitsteam leaders working together. This meant the night shottam leader coming in carly to participate is part of the 12. hour (10 am to 10p.m.) weekly activities. The key filling lives hery pysical work, and hence there is a wide range of abilities including a significant proportion of highly mal labour. We designed a training programme that involved nearly everybody, starting with cle work instructions, developing our own spreadsheets for planning and controlling all come. and lubrication take. Much of the routine maintenance that had previously bom car 7/10 Technicians could then be remod to productie personnel. The overall effectiveness (OEE) of the key le had been running at around 65 per cent and we estra ciutto cope with high demand Analysis cented by the TPM com indicated that a large number of short stoppages had been curing which coaded our efficiencies. The team wedameasles chart to record areas of the machinery where these problems had arism, and this allowed us to home in an rost cases which required enhanced levels of maintenance or further process improvements. We shokep in produk of problems arising throughout the plant, keeping a detailed log of where they were occurring and how they had bom rectified. As a result of this type of activity, the CEE comitently higher them Sper cent. More importantly, we have developed a real some of team whip, which made work more satisfying for everyone The subsequently worked with other teams, continuing to train them in TPM activities and methods. Part of this involved in the key line experience as a demonstration of best TPM practice. Where this has been successtu, it is good to see the change from a command and cortical", blame-orientated culture, bo wspom, ide-bedre. It's been very interesting and O De Tumer the newly appointed Manufacturing Improvement Manager ( Mcommented on the TPM work carried out within the cider production team, where he previously headed the quality appartica 'We held weekly mesting involving ponosnel from each of the three difts. This group worked extremely well and achieved some impressive improvements in productivity. One area we tackled was the blender, where there were repetitive all toppage throughout the day, triggered by tomated alams. Appbing logat.case analysis, using a combination of the more experienced operatives and good technicians, we owed the number of alons from 200 sex than 10 per lif! We meted a lot of time in people development, which cabled s to solve many problems at a very low engineering cost I would like to think that in my new role I will be invited to help teams as mineral coltant. I will be able to facilitate, cure, and advise an improvement projects, but inevitably I will be a gatekeeper for scarce technical resources, ritioning them to to the best value added projects. I have already been asked by the team running the glass-filing line to help them reduce coming times from the current six hours to a target of two hours. They know that the remaining for hour period is spent following procedures that include many time consuming tops charming safety and we hope that this project will demonstrate the approach to and value of production. There are at least other improvement projects in progress which may requiry involvement Alm Stokes, one of the tece Manufacturing Managers, was formerly a team leader on the key line and is now responsible for people development. He had choices as to why this area was relatively succesful in implementing TPM Finally, we allowed sufficient time for these activities the full 12-hour period every Wednesday. There were at least a dozen people involved and their ideas were backed up with sufficient money and resources to allow implementation Above all, the team leaders took responsibility for the TPM proces, while weiding excesive interference in detail. We didn't use the consultants muih, exopt for seeking their advice on specifichigues or on the prace to be followed. Our team was of mixed capabilities om were coment to do cleaning of the equipment, drains, and pets while othersport involved in analysing processes and coming up with improvements. We had our own dedicated engineering resource, which allowed uso undertake some minor modifications relatively quickly. The team wned and more their OPERATIONS MANAGEMENT A OMINO own performance on a PC, and displayed the figures on white boards in the restare We even had exchange visits to other companies that were pursuing contes improvement from them. "We achieved me improve rex. For example, the changeover time na line was relaced from fifteen minutes to seven. We removed many non-value-added tasks. We clarified all work instruction and cured that everything was clearly labelled and stored in the came every toel, every consumabile. We reviewed the need for taking membiological sa 9/10 created a new sampling regime I think that we have learned the crucial importance of team behavior. Every team member now an anal appraial, and there is an increasing emphasis on social skills development of course, team leaders must have some basic waining to give them technical knowledge of their processes, but they are now al trained in coaching, mentoring and avoiding confrontational behavior. Their responsibility is to develop the people within their bean, sales skills are seeded to persuade a members to cooperate Team leaders now have a 360 degree perial, where their performance is discussed with their boss, their peer group and also their kan members! Martin Koete, one of the other two Manufacturing Managers, responsible for the packaging lines explained how the process of improvement was becoming me what more structure "We did the TPM training and expected the teams to po away and get on with it! The actual We did the TPM training, and expected the teams to po way and get on with it! The actual level of uptake was quite variable, as my colleagues have already explained. We have certainly achieved base level of TPM, but the progress towards centinous improvement has been patchy. We are found it best to target specific lines and netivities, fie cake the glas picking lines production project. This can then be used as an example for others to follow At the moment we can only handle these isolated pockets of continua improvement, therefore we med plats from caches that coruit every cam to relevant future improvement activities "We have decided to base these plans directly on the structure of the company's strategy statements. Each team's plans for improvement projects are entered into a master spreadsheet, which in categorined into the eight elements of our strategy. These are time-phaned over the next two to three years so that we can cleanly see the resource requirements were the company Some tante, mach as the key line, have very few cities for the next 12 months because they OPERATIONS MANAGEMENT (OPM MOL) are already well ahead with their TPM activities, and are already achieving good plant performance and cutput. Some project med capital, others are just method changes. Some measure cost reduction, and others evaluate the benefits in terms of OEE. We have a single vision of what constitute a good project, but each must be justified by its aligencate strategiment. Every one of the manufacturing management was conved that we now have the organisation structures and pewnesses in place to allow us to forge ahead in Copen. Our future dependent Questions 1. What were the advantages of the early footanica', such as cleanliness, maintenance and working procedures, in advance of the wider scope offered by como provectivities 101 2 In what ways did the organisation change in 19 infames accenfil TPM implementate 101 How has the role of leader developed to post the improvement activities Good luck 21 10/10