Total Productive Maintenance
Food processor
What was the problem?
A well-established and growing manufacturing location of a food processing company had increasing issues in equipment reliability, utilisation and processing productivity. These issues were having a negative impact on their strategy of growth and increasing market share. Their need was to introduce and implement an overall Total Productive Maintenance (TPM) process, by installing and standardising the applicable principles, tools and techniques that would provide the basis for operational effectiveness and improvement.
What did you do?
We worked closely with the client to develop a fully integrated project approach which involved management, maintenance and production areas and was planned to take place over a period of one and a half years.
What happened?
The major focus areas of work included analysis of all maintenance and equipment reliability activities and issues. This was followed by development and initial implementation of a five year TPM model, alongside standardisation of maintenance activities of the model and of operations activities of the model. All major initiatives, model activities and metrics of the improvement teams were tracked, assessed and reviewed. Communication, education, documentation and training were also an integral part of the project.
What was the outcome?
We were able to achieve impressive improvements fast. Overall Equipment Effectiveness (OEE) in production increased by 25% in 1 year, creating $3M in annual productivity savings. A TPM model was customised to the client with tools, principles and milestone implementation dates. And the training and facilitation of improvement teams had taken place to implement projects and effect the components of OEE (planned downtime, mechanical downtime, changeover, start-up, cure time, quality/rework, control loss).
The open WO backlog was reduced by 60% in 1 year (planned WOs by 40%, PM WOs by 70%) and reactive maintenance work was reduced by 50% in year 1 (52% to 24%) and another 40% in year 2 (to 15%). Mechanical downtime decreased 35% in 1 year while the development and implementation of a maintenance spare parts process improved parts accuracy by 60%. With training and implementation of 5S principles and the set up of OEE and TPM improvement team audits, future further improvements could be made.