tenneco ride performance tpm cluster...
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Tenneco Ride Performance
TPM Cluster Programme
Company Background
The company was previously known as Armstrong Hydraulics until it was
bought by Tenneco Automotive in 1997. METAIR currently owns 25% of
Tenneco Ride Performance.
The company’s trading name is ‘Tenneco Ride Performance’ and is part of
Tenneco’s European operations. Tenneco Ride Performance
manufactures Monroe shock absorbers for aftermarket and Original
Equipment Manufacturers. Tenneco Ride Performance is the only local
manufacturer that supplies shock absorbers to the local OEM market.
Key Challenges Faced
Most of the current methods used in the facility are that of old
technology. The company joined the AIDC TPM Cluster programme in
order to streamline their processes to world class standards with the use
of the TPM standards.
Goals
The main objective for the programme was to focus on four major pillars;
Autonomous Maintenance, Focused Improvement, Planned Maintenance
and Quality Maintenance.
“The AIDC has been a true
partner with Tenneco in
establishing solid ground rules in
order for Tenneco to quickly
become a leader in continuous
improvements”
Overview
Company: Tenneco Ride
Performance
Location: Grahamstown Road, Port
Elizabeth 6001
Number of employees: 494
Core products & processes: Shock
absorbers.
% of goods exported: 5%
Programme period:
January 2013 – December 2013
Programme Journey
The AIDC started with the Tenneco Ride Performance TPM Cluster
programme in January 2013. The Tirisano Champion was Paul Jansen who
was the Production Manager of Tenneco Ride Performance.
The first step taken by the team was to identify the need for TPM and
model area for implementation. Cell 5 A was selected as the TPM model
area.
The next step was to conduct Autonomous Maintenance Training on Step
0 and Step 1 focusing on initial cleaning for the model area. The team
members, supervisors and managers received training on the
Autonomous Maintenance Pillar. Based on the training a number of
Kaizen improvements were discussed and implemented resulting in an
increase in performance.
Key learning points identified in this journey include the understanding of
team member involvement. Team member involvement is important for
project implementation to avoid possible conflict with management.
Figure 3: Team Member cleaning his
machine as part of step 1
Autonomous Maintenance
Figure 1: One-point-lesson training
session on the Seam Welder
machine
Figure 2: Identifying dangerous
equipment on the shop floor
Tenneco Ride Performance
TPM Cluster Programme
Before
After
Figure 4: Before – Gloves were
found in between tools,
machines and parts. The after
picture indicates a box
designed to hold 1 week’s
supply of gloves for the
operators.
Before
After
Figure 5: Before- Indication of
how electrical wires were
exposed to working
conditions. After – Indicates
the electrical wires rewired
and neatly placed as part of
Step 1 Autonomous
Maintenance.
Tenneco Ride Performance
TPM Cluster Programme
Programme Master Plan
Item Objective Description Timeline
J F M A M J J A S O N D
1 Inception reports and business case.
2 SWOT Analysis and feedback
workshops
3 Subproject 1: Autonomous
Maintenance Step 1 - 3
4 Subproject 2: Focused Improvement
Kaizens
5 Subproject 3: Planned Maintenance
Step 1 - 3
6 Project close out and handover
The AIDC has transferred knowledge to Tenneco Ride Performance employees in
terms of how to be more efficient through Kaizen projects implemented. Team
member moral has been improved on the shop floor as the understanding and
appreciation of TPM was practiced by the team members.
Benefits (KPI’s)
Area Before Target % Improved Value of
Savings
Performance 68% 85% 4% R 432 936
Breakdowns per shift
13 minutes 8 minutes 3% R 132 857
Minor accidents per month
1 0.3 0 N/A
In-house rejection 1162 600 6% R 95 462
Figure 7: Machine has been lowered
by 30 centimetres to accommodate
smaller team members.
Tenneco Ride Performance
TPM Cluster Programme
Sustainability (What can be done from AIDC
viewpoint?)
Once the 12 months have elapsed, the Pillar heads of the TPM team will
continue to conduct regular audits in terms of Autonomous Maintenance
and Planned Maintenance to ensure that the TPM standards are kept in
place.
Way Forward (What is the company planning to
do?)
Tenneco Ride Performance plans to roll out the TPM programme to the
rest of the factory in August 2013. The company also plans to involve the
shop floor employees in the programme planning in order to assign
ownership and responsibility.
CONTACT DETAILS
Kushen Naidoo
Project Manager
Supplier Development Department
Tel: +27 41 393 2100
E-mail: kunaidoo@aidc.co.za
Figure 6: Picture of a machine after
Step 1 Autonomous Maintenance.
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