Background
A leading global manufacturer of household cleaning supplies and other consumer goods, with an annual revenue of $15 billion and a workforce of 13,000 employees. Operating in a highly competitive industry, they strive to meet evolving consumer needs and preferences while adhering to strict quality standards, safety regulations, and environmental sustainability practices. Efficiency, innovation, and product differentiation are critical to capturing market share and maintaining profitability.
Challenges
➢ Frequent Equipment Breakdowns: Regular equipment failures disrupted production schedules.
➢ Lack of Overall Equipment Effectiveness (OEE) Data Visibility: Inability to track and measure equipment performance.
➢ Lengthy Changeover Procedures: Extended changeover times hindered production efficiency.
➢ Suboptimal Maintenance Practices: Reactive rather than proactive maintenance led to frequent downtime.
➢ Inconsistent Product Quality: Variations in product quality affected consumer satisfaction and brand reputation.
➢ Lack of Operator Training: Insufficient training resulted in operational inefficiencies and safety risks.
Implementation
To address these challenges, a Total Productive Maintenance (TPM) concept was implemented, along with several key initiatives:
➢ OEE Data Collection Process and Interface Design: Developed a system for collecting and visualizing OEE data to identify and address inefficiencies.
➢ Lean Projects Focused on OEE-Related Process and Quality Improvement: Implemented targeted Lean projects to enhance processes and improve product quality.
➢ TPM-Based Operational Excellence Strategy: Deployed a strategic approach to operational excellence based on TPM principles, fostering a culture of continuous improvement.
Results
The implementation of these initiatives led to substantial improvements:
➢ $1.5 Million OEE and TPM Potential Savings: Achieved through enhanced equipment effectiveness and optimized maintenance practices.
➢ Engaged and Empowered Employees: Training and empowerment initiatives resulted in a more motivated and capable workforce.
➢ Improved Operational Efficiency: Reduced equipment breakdowns, shortened changeover times, and enhanced product quality.
➢ Sustainable Maintenance Practices: Shifted from reactive to proactive maintenance, minimizing downtime and extending equipment lifespan.
➢ Consistency in Product Quality: Ensured high and consistent product quality, boosting consumer satisfaction and loyalty.
“The TPM-based Lean Manufacturing Program was a game-changer for our organization. The strategic vision, hands-on support, and effective change management enabled us to optimize operations, optimize resources, and achieve tangible results. Such expertise is a true catalyst for organizational transformation.” – Vice President, Manufacturing
“Engaging and empowering employees through comprehensive training and involvement in Lean projects have improved our processes and fostered a culture of continuous improvement and accountability.” – Director of Operations
