WCM Journey Tetra Pak Production d.o.o. Gornji Milanovac, Serbia Beograd, Sep 2017
Introduction Svetislav Savic WCM & Engineering Manager Tetra Pak, Converting Factory Gornji Milanovac
Who are we? Packages to meet every need Tetra Pak specialise in providing customers with complete solutions for the processing, packaging and distribution of food products
Tetra Pak vision We commit to making food safe and available, everywhere
Everything Started with one Idea. and Belief that Ruben Rausing A package should save more than it costs
Tetra Pak Organisations Europe & Central Asia Gornji Milanovac Greater China 48 Manufacturing Sites Products in >175 countries 32 Market Companies Over 24,100 Employees 11,4 billion sales in 2016 North, Central & South America Greater Middle East & Africa South Asia, East Asia & Oceania sales offices market companies 6 R&D units 13 Technical Training Centres 48 manufacturing sites
Converting factories produce printed rolls of packaging material 3. 1. 2. 6. 5. 4. Prepress & Printing Coating & Lamination Finishing & Material Treatment
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 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.
TPM started in Tetra Pak 1999 as WCM Programme Top management initiative and support Pilot teams in 2 factories Investment in time and coaching
Expansion started in other factories 2001-2003 WCM global office established with WCM Champions and Master Pillars Extensive training and coaching programme established
Stabilization Phase 2004 2009 WCM Champions moved to Clusters Factories start delivering consistent results
Progress and Evolution 2009 2014 Factories delivering breakthrough results Teams and factories becoming self driven Building on continous improvement to drive innovative solutions
WCM Principles ZERO Losses Mindset - Zero Defects (Total Quality ) - Zero Breakdowns and unplanned Stops - No touch - JIT Involvement Engagement and Self-fulfillment
Break through results in key areas Consolidated Global Results Waste (Index 100) Claims (Index 100) 100 100 100 80-59% 100-79% 75 68 41 51 21 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2015 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2015 2015 2015
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
WCM at Tetra Pak Factory Gornji Milanovac
Start of WCM in Gornji Milanovac 2001 - Start of World Class Manufacturing Program 4 Pillars 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
Key of Success 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
Autonomous Maintenance Planned Maintenance Quality Maintenance Early Management Education & Training Office Supply Chain (Logistic) Cost Focused Improvement Safety & Health Environment 11 Pillars structure since 2008 Governing the WCM program Each Pillar Focuses on Common Themes / Losses with Expertise in specific Methods and Tools
WCM Pillars Pillar is a... cross functional team which use specific methodology to achieve defined business objectives (KPI) in a systematic way with total involvement of all members LOSS ANALYSIS (Deployments, Improvement team launching) IMPROVEMENT TEAM SUPPORT (Training, Coaching, Auditing) competence centre supporting the organisation at three levels Pillar leaders & WCM Manager & Factory Director Steering Committee SYSTEMS DEVELOPMENT (DMS - loss control and loss prevention)
WCM Organization Kaizen Teams 30 Kaizen teams each year All operators are members of AM teams AM Teams - Operators
From Loss Deployment to Zero Loss Example
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
Applying Infinite Loop Approach Maintenance and Improvement How to Maintain? How to Improve? Carta de Promedios - Grupo 1 321.00 320.00 319.00 318.00 9 8 Carta de Rangos - Grupo 3 317.00 316.00 315.00 314.00 313.00 7 6 Carta de Promedios - Grupo 3 5 320.00 4 319.50 3 319.00 318.50 2 1 2 3 318.00 1 4 5 6 7 8 9 10 11 12 13 14 15 16 317.50 0 317.00 1 LNS-X 2 3 4Valor 5 de 6Muestra-X 7 8 9 LNC-X 10 11 12LNI-X 13 14 15 16 316.50 316.00 LNS-R Valor de Muestra-R LNC-R LNI-R 315.50 315.00 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 Good Production 90% Losses 10% By controlling the process 4 M conditions (DMS) Improve and Eradicate by Kaizen teams Which identify new conditions to keep under control
WCM Journey - Three Levels and JIPM Awards Excellence Consistency Special Advance Special World Class TPM Level 1 Factory Operational Excellence TPM Level 2 Integrated Supply Chain TPM Level 3 Extended Supply Chain
Public Tetra Pak Production d.o.o. Gornji Milanovac, Serbia Tetra Pak factory in Serbia World Class Award 2015 Tetra Pak factory in Serbia World Class Award 2015 First Tetra Pak factory to receive the World Class Award! Public IP-SS/2016-11-30 / 26
Innovative WCM as Tool for Competitiveness Transforming Challenges to Opportunities People & Process Equipment Technology Society Operational Excellence secures the present. Innovation Excellence secures the future.
Society TP M 3 Suppliers & Customers TPM 2 Source & Deliver Social Responsibility WCM Mindset Promotion Tetra Pak Market Company Technical Service Support Customers -Basic tools -PM Pillar Integrated Supply Chain Suppliers Business Partners Universities
Factory Results Key benefits to the business Improvement rate TPM Award vs. BM year 2001 Category Indicator (unit) Excellence 2005 Consistency 2008 Special 2010 Adv. special 2012 World Class 2015 Production P Productivity (MioPacks/Head) Volume produced (MioPacks) Number of new products 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 Quality Q Total waste (%) Customer claim (case/miopacks) 43 % 1/1,5 46 % 1/2 53 % 1/2 57 % 1/3 63,5 % 1/5 Cost C Cost index (index) 53,5 % 66,9 % 62,4 % 65,6 % 68,2 % Delivery D Lead time (days) 1/1 1/1 1/2 1/3 1/3 Safety S Number of accidents (case) 5 3 2 1 0 Morale M Tags solved by operators (%) Employee satisfaction score (absolute value %) (* - new measurement) 23 % NA 37 % 88 % 116 % 97 % 228 % 98 % 340 % * 93 %
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!
WCM The Culture Change One-Way Journey It s not always easy. Sometimes it s even painful...but: Culture change People change It works! It makes the difference! It changes the way you do business! Machine change If you focus on results, you will never change. If you focus on change, you will get results.
HVALA!