TPM Application in Fresh Food Processing

Interesting case:

(c) https://www.industryforum.co.uk/resources/case-studies/tpm-application-fresh-food-processing/

Applying Focussed Improvement and Autonomous Maintenance to increase yield and throughput

 

Background

The client processes fresh natural raw material to prepare for further processing at another internal business unit. The process is labour intensive, but relies on a handful of key machines to keep productivity globally competitive. The site believed they were close to achieving the theoretical maximum yield from the product although the process yield and efficiency regularly changed and was believed to be due to differences in natural raw materials.

The Challenge

There are many factors that affect the yield and performance of the process, not least the impact of the size and texture of the natural products arriving direct from their harvested environment. The team were aware that the raw material variation could be used as an excuse for variation in performance, and set out to prove which of their process inputs were significant to the yield and throughput. The throughput rates needed to improve to remain competitive and the standard yield target had not been altered since the era when products were processed purely by hand.

The Objectives

The client group have a corporate approach to continuous improvement which incorporates Lean manufacturing, six sigma and Total Productive Maintenance principles. The site team had limited experience of applying the improvement tools, so required support to implement the tools to improve the team’s understanding and control of the process.

The Industry Forum Solution

Recognising the size of the site and the amount of resource available for improvement activities, Industry Forum facilitated a Loss Tree Workshop to understand the current losses seen in the process. This highlighted a key machine to run a Focussed Improvement Workshop and an Autonomous Maintenance Workshop in the initial processing area of the factory. Time was spent analysing the differences between machines and raw materials to pinpoint several causes of variation in the process. The 4M (Manpower/Machine/Material/Method) inputs were considered and a matrix created to highlight what potential variations needed to be fully understood in terms of their impact on the process performance. Carefully controlled trials were designed and performed by the team to further understand the variation sources. After full analysis of the trial results, several solutions were implemented:

• Grading of the raw material introduced
• Standardisation of optimum machine settings matched to material size
• Introduction of Autonomous Maintenance checks to ensure optimal equipment conditions
• Equipment improvements through modifications to rollers and trays as well as replacing worn components
• Modifying the team structure to allow better process control and data analysis
• Specification of a raw material freezing method designed for optimal yield
• Improvement of data collection documentation and elimination of duplication

The 18 day programme has generated savings of £175k through the combined impact of increased throughput (+2%) and yield (+2%) achieved.  Based on the improvements a new standard yield target has been set at the highest ever level.

CI Town Hall – Merry X-Mas!

Joy, CI ideas, Christmas Spirit, 6 Sigma Projects, Global Efficiency Regional Gold Awards… All that and lots more we’ve enjoyed during Year-End CI Town Hall at our Dream Factory (Mondelez International Chips Factory)

Merry X-mas! Enjoy and Improve Continuously!

The Oxford Handbook of HRM Overview. Lean Manufacturing & HRM

Peter Boxall, John Purcell, Patrick Wright “The Oxford Handbook of Human Resource Management” (c) Oxford University Press, First published in 2007.

TPM Book. 12. TPM Effectiveness

(c) “TPM in Process Industries”. Edited by Tokutaro Suzuki

TPM Effectiveness indicators can be classified into 7 types: –          Management –          Plant Effectiveness –          Quality –          Energy-Saving –          Maintenance –          Health, Safety, and Environment –          Training and Morale

Management Indicators:

Plant Effectiveness Indicators

Quality Indicators and Energy-Saving Indicators

Maintenance Indicators  

Health, Safety, and Environment Indicators

Training and Morale Indicators

Samples of TPM effectiveness

TPM Book. 11. TPM Small-Group Activities

(c) “TPM in Process Industries”. Edited by Tokutaro Suzuki

CHARACTERISTICS OF TPM SMALL-GROUP ACTIVITIES

TPM Activities are not voluntarily but part of people’s daily work. This os one of basic differences between TPM and QC.

– TPM Small Groups and QC Circles Compared

TPM Small Groups Implement the TPM objectives of Top Management

Overlapping TPM Small Groups

PURPOSE AND OPERATION OF TMP SMALL GROUPS

TPM Small Groups in Action: Preparation Phase (set up a promotion office, give TPM introductory education to every employee, form small groups, select group leaders), Implementation Phase (understand present position and circumstances, identify problems, determine ideal conditions)

Key to Small Group Success

 

TPM Book. 10. Building a Safe, Environmentally Friendly System

(c) “TPM in Process Industries”. Edited by Tokutaro Suzuki

Your goal must be zero accidents and zero pollution.

Step-by-Step Safety Development Plan:

1. Initial cleaning
2. Action against contamination sources and inaccesible places
3. Prepare provisional cleaning and other standards
4. General equipment inspection
5. General process inspection
6. Systematize autonomous maintenance

TPM Book. 8. Operating and Maintenance Skills Training

(c) “TPM in Process Industries”. Edited by Tokutaro Suzuki

1. Education and Training in TPM

Skill is the ability to do one’s job, to apply knowledge and experience correctly and reflexively in all kinds of events over an extended period.

Levels of skill:

1-Lack of both theoretical knowledge and practical ability (needs ti be taught)

2-Knows in theory but not in practice (needs practice training)

3-Has mastered practice but not theory (cannot teach others)

4-Has mastered both theory and practice (can teach others)

Equipment-competent operators:

• can detect equipment abnormalities and effect improvements
• understand equipment structure and functions and are able to discover the causes of abnormalities
• understand the relationship between equipment and quality and can predict quality abnormalities and discover their causes
• can understand and repair equipment

2. Six Steps to Boost Operating and Maintenance Skills

1. Analyze the current program and set policy and priority strategies
2. Design a training program for improvement operating and maintenance skills
3. Implement operating and maintenance skills training
4. Design and develop a a skill-development program
5. Foster an environment that encourages self-development
6. Evaluate the activities and plan for the future

to be continued…

TPM Book. 7.Quality Maintenance

(c) “TPM in Process Industries”. Edited by Tokutaro Suzuki

 

1. Quality Maintenance consists of activities that establish equipment conditions that do not produce quality deffects. Quality Maintenance in TPM is aimed to prevent quality deffects from occuring altogether.

2. Preconditions for Successfull Quality Maintenance

• Abolish accelerated deterioration
• Eliminate process problems
• Develop competence operators

3. Basic Elements of Quality Maintenance Program

4. Quality Maintenance Implementation: Case Study

• Prepare QA Matrix
• Analyze production input conditions
• Prepare a problem chart
• Evaluate seriousness – perform FMEA
• Use P-M analysis to devise improvement measures
• Implement Improvements
• Review production input conditions
• Consolidate and confirm checkpoints
• Prepare quality component table

to be continued.,,

TPM Book. 6.Early Management

(c) “TPM in Process Industries”. Edited by Tokutaro Suzuki

1. Early Management is required in order to save money and maximize effectiveness of equipment etc.

2. Life-Cycle Costing Procedure:

Step 1: Clarify the system’s mission.

Step 2: Formulate several alternative proposals cabable of fulfilling the mission.

Step 3: Identify critreria for evaluating the system and techniques for quantifying these.

Step 4: Evaluate the proposals

Step 5: Document the analytical results and processes

3. MP Design activity minimizes future maintenance cost and deterioration losses of new equipment by taking into account (during planning and construction) maintenance data on current equipment and new technology and by designing for high reliability, maintainabilty, economy, operability and safety.

4. The Early Management System

1. Investigate and analyze existing situation
2. Establish an early management system
3. Debug the new system and provide training
4. Apply the new system comprehensively

to be continued…

TPM Book. 5.Planned Maintenance

(c) “TPM in Process Industries”. Edited by Tokutaro Suzuki

1. Equipment Management in Process Industries

Eqipment charachteristics:

Static equipment: increasing size, use of novel materials

Rotating machinery: bigger and faster, no standby equipment

Measuring and control equipment: increasingly digitalized

Equipment problems:

• Equipment failures that cause shutdown
• Quality abnormalities
• Unit-consumption abnormalities
• Capacity reductions
• Safety and environmental problems

2. Planned Maintenance in Process Industries

In TPM, Planned Maintenance based on autonomous maintenance and specialized maintenance and includes 2 types of activities: activities that improve maintenance and activities that improve maintenace technology and skill.

Maintenace Regimes: Time-based maintenance (TBM), Condition-based maintenance (CBM), Breakdown maintenance (BM), Preventive maintenance (PM), Corrective maintenance (CM)

Equipment Management = Early Equipment Management + Management During Useful Life + Scrap = Planned Maintenance

3. The Planned Maintenance System

There are three types: centralized, decentralized, mixed

4. Improving Maitenance Effectiveness

The basic indicator for effectiveness is output divided by input. First measure existing effectiveness using the following improvement indicator:

Results (cumulative annual cost savings)\(Maintenance cost+annual depreciation of improvement investment)

where Maintenance cost = TBM+CBM+BM+unexpected failure repair

Next, strive for breakthrough in effectiveness by reducing the cost of the inputs by optimazing the overall TBM\CBM\BM system.

5. Building a Planned Maintenance System

The Six Steps for building a Planned Maintenance System:

1. Evaluate equipment and understand situation.
2. Restore deterioration and correct weaknesses
3. Build an informattion management system
4. Build a periodic maintenance system
5. Build a predictive maintenance system
6. Evaluate the planned maintenace system    ..  to be continued…