Process Optimisation And Capacity Enhancement Via TPM

Specialist Weserland Aims At A Future With A Much More Effective Production

In just three days, the first step had been taken: In an exemplary process that was worked on in a ‘hands-on’ way. This test case will become the template for all other processes. The goal was to clearly improve the structures within Weserland – as much for the customers as the employees. During the whole process Andreas Reitz with his consulting company ‘Cetcon’ stood by the Hanoverian specialists in the field of production and development of aqueous dispersions and mixtures for vulcanisation of latex, flame retardant and antistatic compounds for carpet back coating.

Lean TPM (Lean Total Process Management) involves all employees of a company in a targeted improvement and innovation process. Processes in production, logistics, maintenance, administration, etc. are to be improved continuously and sustainably. Any ‘waste’ of time, material and as much as idle human resources are thus supposed fall by the wayside. And, of course, it is not about a search for the ‘guilty party’ but for the sake of the set goals.

The objectives can consequently be defined quite clearly: Better results for the company as a whole, plus providing a more effective utilisation of the machines to eventually create capacities for new jobs and better service for the customers (when it comes around to delivery commitments). And last but not least it is meant to increase the motivation of all ‘colleagues’ in the company, re-define order and cleanliness and – taking all of this together – put Weserland put on a straight path for a significantly more effective production.

By proven methods, techniques and strategies of Lean TPM, the following key points can be achieved:

• Improving the quality (‘zero defect strategy’)
• Improving productivity (‘zero faults, failures, accidents, …’)
• Improve reliability (‘zero delay in delivery – just in time’)
• Improve the motivation of all employees (‘zero creativity losses – those affected become directly involved’)
• Improving ergonomics, safety, health (‘zero accidents, failures, …’)

During these three days data for the material work flow was collected based on the said ‘test case‘. Here especially the through-put times were of particular interest.

All of this was done from back to front: How long does the allocation take, the order picking, the release, the production, the provision of raw materials, etc.

From the times collected it was determined how much of the process is actually ’added value’ and how much time can be assigned the rest. Then all ‘problems’ were recorded at each step. In short, a lot was eventually accumulated. This was then followed by documenting the individual points step by step – structured according to ‘Problem – Cause – Measure 1’ – ‘Measure 2’ etc. And finally there was, of course, the usual “who does what by when?”.

After all that a theoretical recalculation of the present process was conducted and it was determined where it is has become more effective. In a final step the results will be displayed graphically enhanced and thus presented at the affected process stations to provide the opportunity for feedback by the production staff – with the obvious possibility to achieve even better results.

All this is a commitment to a new effectiveness. For our customers and for our company.