CASE STUDIES AND FACILITATED DISCUSSIONS
CASE STUDY 1
The Social Science of Total Productive Maintenance
Melissa Ann Bell, Quality Assurance Manager II, Bissonnet Facility
The Coca-Cola Company
Perhaps the most important and difficult changes associated with transformations like TPM involve the social side of change--that is, changing fundamental behaviors throughout the organization. Cultivating an understanding of and passion for delivering zero defects is the most prosperous investment leadership can make in their associates. To achieve this ROI, leadership must invest in knowledge, time, humility, and respect. In this session, learn how Coca-Cola has been capturing hearts and minds through two examples involving leadership course corrections:
Example #1: Giving the 5S Initiative to the Junk Man
One facility divvied up the requirements of TPM with little thought to an associate's background or transpersonal psychology, that is, their personal level of passion and natural desire to learn and develop. This example contrasts the outcomes of using an approach that "assigns tasks" versus one that "evaluates for capability," and shows how a course correction by leadership resulted in 6S for the shop (and changed the junk man's life).
Example #2: Somebody Silence That Alarm!
Another facility assigned resources to processes and equipment based on proximity versus ownership and desire. This example focuses on leadership issues related to ignoring equipment failures that resulted from lack of ownership; fighting quality trends; and ignoring the problems of frustrated associates assigned to equipment that they did not have time to care about. A course correction by leadership delivered cost savings resulting from several factors including critical failure avoidance, transfer of knowledge from vendor support to internal associate, union suppression due to associates' concerns being addressed, quality trends improving, and productivity increases due to available uptime on all equipment.
CASE STUDY 2
One Building Product Manufacturer’s Lean Journey Through 3P
Andy Meyerhofer, Plant Manager
CertainTeed’s continuous improvement journey began a decade ago by delving headfirst into Six Sigma and 5S. Processes were changed, efficiencies improved, and as a result, a deeply rooted culture of improvement was born. Always striving to improve, a major organizational philosophy shift took place when kaizen was introduced a few years later. Now, with the incorporation of 3P (production preparation process) as a tool for changing reactive improvements into proactive solutions, along with the insights gained from past successes and failures, the organization has morphed again. Follow our lean journey through 3P, along a proven path that has helped ensure our ongoing transformation to becoming a true lean leader.
CASE STUDY 3
Using TPM in a Successful Six Sigma Project
Jes Lundberg, Lean Manager/Six Sigma Black Belt; Duan Wan, Six Sigma Black Belt; Mick Lawson, Lean Manager
American Woodmark Corporation
Learn how we recently completed a project that is forecast to save the company an estimated $100,000 a year. Downtime on a strapping machine was causing assembly-line stoppages long enough to halt the entire line. The problem was intermittent, showing that we had variation from a number of sources (machine, people, material, etc…). We launched a Six Sigma project to scientifically understand the problem and the interaction of changes to the inputs of the process. Through problem solving we discovered that most of the solutions would come from our SEE (Strategic Equipment Excellence) program. TPM, the foundation of this program, became the solution to controlling variation in the process and completing a successful project.
- Establishing proactive and preventive maintenance of the machine
- Improving the machine design by adding quick changeover connections
- Controlling contamination caused by dust on moving parts
- Creating a partnership between production operators and maintenance staff
- Addressing inaccessible areas on the machine
- Documentation of maintenance (both operator and maintenance groups)
CASE STUDY 4
How Do I Justify the Cost of My TPM Activities?—A Facilitated Discussion
Facilitated by Malcolm Jones and Ellis New
Total Productive Maintenance is all about improving equipment performance, but in many companies maintenance is still seen as just a cost center to be minimized. Justifying the budget for TPM activities requires changing our focus to equipment performance and being able to demonstrate cost savings through efficiency improvements. In this session, we will examine how attendees have approached this issue and discuss ways of promoting this cultural shift.
CASE STUDY 5
A Grassroots Approach to Implementing TPM
Brian Giambrone, TPM Coordinator, Henry Cardenas, and Shawn Diaz
As one of the leaders in implementing TPM in the biopharmaceutical industry, the team from Genentech will discuss how implementing a successful TPM program can be a difficult task regardless of the resources and time available. Despite these limitations, near-term results can be obtained by having well-targeted goals in place, selecting the right people for your implementation team, and knowing what management expectations TPM can fulfill. Genentech will show how the universal principles of TPM work just as well in a clean pharmaceutical environment as they do in dirty manufacturing operations. Learn how Genentech has successfully launched TPM using a grassroots approach while turning simple ideas into powerful company models for the implementation of TPM fundamentals including autonomous maintenance, root cause analysis, and end-user education.
CASE STUDY 6
Using Visual and 5-S to Improve OEE
Dave Frye, Key Thinker for Facility Deployment
The main reason that companies struggle with sustaining 5-S is that they implement 5-S for the sake of implementing 5-S; In other words it is applied too broadly and does not have a purpose. By looking at the losses to OEE through the 5 S’s it becomes clear why we need 5-S, with visuals, to drive productivity improvements and provide a real reason to sustain. This case study shows direct application of the 5-S principles and direct correlation to each of the losses to OEE.
CASE STUDY 7
TPM in the Oil Sands—An Improvement Journey at Suncor Energy
Greg Farthing, MMP, Continuous Improvement Lead, In Situ-Business Improvement & Integration
Suncor Energy Inc.
At Suncor Energy, Oil Sands, we are on a TPM implementation journey. This session will share what has worked, what has not, and learnings along the way. Key points in our implementation include leadership commitment and presence; regular leadership follow-up and feedback with the Natural Work Teams (leader standard work); and our facilitated rollout of a "framework for action," using Quality Stations, with clear escalation channels to leadership. Keeping it simple and securing early wins to ensure engagement have also been key elements. We have focused on outcomes vs. activities, with strategic goal alignment, prioritizing resource allocation to the most important opportunities, rapid course correction, and involvement of everyone, horizontally as well as vertically in the organizational structure. As the foundation for our implementation, we have emphasized 5S to make the workplace right, make the work right, and then make sure they stay right, so that eventually everything we do is better. We have incorporated SMED, so that everyone is doing the right thing, the right way, all while eliminating waste. Learn how we have been using a systematic approach similar to kaizen to make improvement, especially with wrench time and equipment strategies, but most importantly, how we are still learning about the implementation of TPM in this industry, the “oil sands."
CASE STUDY 8
Where are all the good ideas going…? A Facilitated Discussion
Facilitated by: James Vatalaro and Michael Kuta
In an effort to sustain continuous improvement and ensure organizational growth, leaders are encouraging associates to provide ideas for improvements to - process flow, equipment reliability, quality, product development, safety, to name just a few. But like the old saying suggests, “be careful what you ask for; you just might get it” as organizations are not always equipped to capture, vet, and take action on the ideas they receive. The result, good ideas get lost in the process. In this open discussion session, we’ll explore the many methods to generate ideas, manage those ideas, and make idea generation a repeatable process. Plus, we’ll kick-around what it takes to build a community of problem solvers actively translating ideas into brand and customer value.