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Internal
Introduction
► Svetislav Savic
► WCM & Engineering Manager
► Tetra Pak, Converting Factory Gornji Milanovac
Internal
Who are we?
• Tetra Pak specialise in providing customers with complete solutions
for the processing, packaging and distribution of food products
Packages to meet every need
Internal
“A package should save more than it costs”
Everything Started with one Idea….and Belief that
Ruben Rausing
Internal
Tetra Pak Organisations
Europe & Central Asia
South Asia, East Asia & Oceania
North, Central & South America
Greater China
Greater Middle East & AfricaOver 24,100 Employees
11,4 billion € sales in 2016
Products in >175 countries
48 Manufacturing Sites
32 Market Companies
sales offices market companies 6 R&D units 13 Technical Training Centres 48 manufacturing sites
Gornji Milanovac
Internal
1.2.
3.4.
5.6.
1.2.
3.4.
5.6.
Prepress &
Printing
Coating &
Lamination
Finishing &
Material
Treatment
Converting factories produce printed rolls of packaging material
Internal
WCM has its foundations in the Total Productive
Maintenance (TPM) - a maintenance process
developed in Japan for improving productivity by
making processes more reliable & less wasteful.
What is World Class Manufacturing?
• a mindset based on a continuous improvement approach
• a systematic approach to achieve maximum organization effectiveness through all employee involvement
Internal
TPM started in Tetra Pak – 1999 as WCM Programme
► Top management initiative and support
► Pilot teams in 2 factories
► Investment in time and coaching
Internal
Expansion started in other factories 2001 - 2003
► WCM global office established
with WCM Champions and
Master Pillars
► Extensive training and
coaching programme
established
Internal
► WCM Champions moved to Clusters
► Factories start delivering consistent results
Stabilization Phase 2004 – 2009
Internal
► Factories delivering breakthrough results
► Teams and factories becoming self driven
► Building on continous improvement to
drive innovative solutions
Progress and Evolution 2009 – 2014
Internal
WCM Principles
ZERO Losses Mindset- Zero Defects (Total Quality ) - Zero Breakdowns and unplanned Stops- No touch - JIT
Involvement
Engagement and
Self-fulfillment
Internal
75
21
51
2003 2004 2005 2006 2007 2008 2009 20102002200120001999
100
2015
Consolidated Global Results
Break through results in key areas
Waste (Index 100) Claims (Index 100)
80
68
2003 2004 2005 2006 2007 2008 2009 20102002200120001999
100
2015
41
- 59%
2015 2015
100 100
- 79%
Internal
WCM going Deeper & Wider 2015
► Factory Managers and WCM Managers
take on the coaching
► Tackling more losses together
► Benchmarking and sharing between
factories
► Expansion in full Supply Chain and
Engineering areas
Internal
► 2001 - Start of World Class Manufacturing Program – 4 Pillars
► Internal support from advanced Tetra Pak factories
► Big opportunity for the factory to improve and be exposed
► 2 main resources
− People
− Time
► Right implementation of available methodology
► Embraced from top and middle management
► Full involvement of employees
► Empowerment
Start of WCM in Gornji Milanovac
Internal
► Change of mind set of employees
− From individual to team approach
− From receiving to giving and sharing
− From reactive to proactive
− From operator to innovator
► From small factory to standard one
► From outsider to World Class factory
Key of Success
Internal
11 Pillars structure since 2008Governing the WCM program
Au
ton
om
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Pla
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Ma
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nan
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Qu
ality
Main
ten
an
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Earl
y M
an
ag
em
en
t
Ed
ucati
on
& T
rain
ing
Off
ice
Su
pp
ly C
hain
(L
og
isti
c)
Co
st
Fo
cu
sed
Im
pro
ve
men
t
Safe
ty &
Healt
h
En
vir
on
men
t
Each Pillar
Focuses on Common Themes / Losses with Expertise in specific Methods and Tools
Internal
► cross functional team which use specific
methodology to achieve defined business
objectives (KPI) in a systematic way with
total involvement of all members
► “competence centre” supporting the
organisation at three levels
► Pillar leaders & WCM Manager & Factory
Director – Steering Committee
WCM Pillars Pillar is a...
SYSTEMS DEVELOPMENT
(DMS - loss control and loss
prevention)
IMPROVEMENT TEAM SUPPORT
(Training, Coaching, Auditing)
LOSS ANALYSIS
(Deployments, Improvement team
launching)
Internal
WCM Organization
AM Teams - Operators
• 30 Kaizen teams each year
• All operators are members of AM teams
Kaizen Teams
Internal
WCM Tools & Methodologies
Tool/Method Purpose Level
5S, 5G Housekeeping, overall mindset, base of WCM Basic
Pareto chart Loss deployments Basic
5W-1H, 4M, 5WHY Root cause analysis Basic
12-step kaizen story Loss eradication methodology Basic
SMED Setups/Changeover optimization Intermediate
SPC Measuring process capability Intermediate
FMEA Identifying potential failures Advanced
Makigami, VSM Process lead time reduction Advanced
Poka Yoke Fool proof design for eradication of human error Advanced
Karakuri kaizen Low cost automation to remove manual work Advanced
Internal
By controlling the process 4 M conditions
(DMS)
Carta de Promedios - Grupo 1
313.00
314.00
315.00
316.00
317.00
318.00
319.00
320.00
321.00
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
LNS-X Valor de Muestra-X LNC-X LNI-X
Carta de Rangos - Grupo 3
0
1
2
3
4
5
6
7
8
9
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
LNS-R Valor de Muestra-R LNC-R LNI-R
Carta de Promedios - Grupo 3
315.00
315.50
316.00
316.50
317.00
317.50
318.00
318.50
319.00
319.50
320.00
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
LNS-X Valor de Muestra-X LNC-X LNI-X
Applying Infinite Loop Approach
Good Production
90%
Losses
10%
Improve and Eradicate by Kaizen teams
Which identify new conditions to keep
under control
Maintenance and Improvement
How to
Maintain?
How to
Improve?
Internal
WCM Journey - Three Levels and JIPM Awards
TPM Level 1Factory Operational Excellence
TPM Level 2Integrated Supply Chain
TPM Level 3Extended Supply Chain
Excellence Consistency Special Advance
SpecialWorld
Class
Internal
Tetra Pak Production d.o.o. Gornji Milanovac, Serbia
IP-SS/2016-11-30
Public
/ 26
Tetra Pak factory in Serbia – World Class Award 2015Tetra Pak factory in Serbia – World Class Award 2015
First Tetra Pak factory
to receive the
World Class Award!
Public
Internal
Innovative WCM as Tool for CompetitivenessTransforming Challenges to Opportunities
Operational Excellence
secures the present.
Innovation Excellence
secures the future.
People & Process
Equipment
Society
Technology
Internal
Social ResponsibilityWCM Mindset Promotion
TP
M 2
So
urc
e &
De
live
r
TP
M 3
Su
pp
liers
&
Cu
sto
me
rsS
ocie
tyTetra Pak Market Company Integrated Supply Chain
Customers Suppliers
Business Partners Universities
Technical Service Support
-Basic tools
-PM Pillar
Internal
Factory ResultsKey benefits to the business
PProductivity (MioPacks/Head)
Volume produced (MioPacks)
Number of new products
Q Total waste (%)
Customer claim (case/MioPacks)
C Cost index (index)
D Lead time (days)
S Number of accidents (case)
M Tags solved by operators (%)
Employee satisfaction score
(absolute value %)(* - new measurement)
Production
Quality
Cost
Delivery
Safety
Morale
Category Indicator (unit)Excellence
2005
Consistency
2008
Special
2010
Adv. special
2012
World Class
2015
Improvement rate TPM Award vs. BM year 2001
2,4 times
3,5 times
+ 7
2,5 times
5,5 times
+ 19
2,7 times
5,6 times
+ 44
2,8 times
6,7 times
+ 49
3 times
10 times
+ 137
43 %
1/1,5
46 %
1/2
53 %
1/2
57 %
1/3
63,5 %
1/5
23 %
NA
37 %
88 %
116 %
97 %
228 %
98 %
340 %
* 93 %
5 3 2 1 0
1/1 1/1 1/2 1/3 1/3
53,5 % 66,9 % 62,4 % 65,6 % 68,2 %
Internal
Learnings from 16 years of WCM
Full top management commitment is essential
Willingness to invest time in coaching
Needs involvement at all levels
Does not work overnight – requires persistence
Get the fundamentals right
Things don’t work if they are not simple
Develop and retain WCM talents
Empowered people deliver
breakthrough results!
Internal
WCM – The Culture Change
It works!It makes the difference!
It changes the way you do business!
One-Way Journey
It’s not always easy. Sometimes it’s even painful...but:
People
change
Machine
change
Culture
change
“If you focus on results, you will never change.
If you focus on change, you will get results.”
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