{"id":732,"date":"2016-02-23T14:11:21","date_gmt":"2016-02-23T13:11:21","guid":{"rendered":"https:\/\/weserland.eu\/2016\/02\/25\/tpm-process-optimisation\/"},"modified":"2022-09-13T16:43:00","modified_gmt":"2022-09-13T14:43:00","slug":"tpm-process-optimisation","status":"publish","type":"post","link":"https:\/\/weserland.eu\/en\/2016\/02\/tpm-process-optimisation\/","title":{"rendered":"Process Optimisation And Capacity Enhancement Via TPM"},"content":{"rendered":"\ue863<\/span> 3<\/span> min<\/span><\/span>

Specialist Weserland Aims At A Future With A Much More Effective Production<\/h3>\n

In just three days, the first step had been taken: In an exemplary process that was worked on in a \u2018hands-on\u2019 way. This test case will become the template for all other processes. The goal was to clearly improve the structures within Weserland \u2013 as much for the customers as the employees. During the whole process Andreas Reitz with his consulting company \u2018Cetcon\u2019 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.<\/p>\n

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 \u2018waste\u2019 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 \u2018guilty party\u2019 but for the sake of the set goals.<\/p>\n

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 \u2018colleagues\u2019 in the company, re-define order and cleanliness and \u2013 taking all of this together \u2013 put Weserland put on a straight path for a significantly more effective production.<\/p>\n

By proven methods, techniques and strategies of Lean TPM, the following key points can be achieved:<\/p>\n

    \n
  • Improving the quality (\u2018zero defect strategy\u2019)<\/li>\n
  • Improving productivity (\u2018zero faults, failures, accidents, …\u2019)<\/li>\n
  • Improve reliability (\u2018zero delay in delivery \u2013 just in time\u2019)<\/li>\n
  • Improve the motivation of all employees (\u2018zero creativity losses – those affected become directly involved\u2019)<\/li>\n
  • Improving ergonomics, safety, health (\u2018zero accidents, failures, …\u2019)<\/li>\n<\/ul>\n

     <\/p>\n

    \"cetcon\"During these three days data for the material work flow was collected based on the said \u2018test case\u2018. Here especially the through-put times were of particular interest.<\/p>\n

    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.<\/p>\n

    From the times collected it was determined how much of the process is actually \u2019added value\u2019 and how much time can be assigned the rest. Then all \u2018problems\u2019 were recorded at each step. In short, a lot was eventually accumulated. This was then followed by documenting the individual points step by step \u2013 structured according to \u2018Problem – Cause – Measure 1\u2019 \u2013 \u2018Measure 2\u2019 etc. And finally there was, of course, the usual “who does what by when?”.<\/p>\n

    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 \u2013 with the obvious possibility to achieve even better results.<\/p>\n

    All this is a commitment to a new effectiveness. For our customers and for our company.<\/p>\n","protected":false},"excerpt":{"rendered":"

    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 \u2018hands-on\u2019 way. This test case will become the template for all other processes. The goal was to clearly improve the structures within Weserland […]<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[127],"tags":[],"class_list":["post-732","post","type-post","status-publish","format-standard","hentry","category-innovation-en"],"_links":{"self":[{"href":"https:\/\/weserland.eu\/en\/wp-json\/wp\/v2\/posts\/732","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/weserland.eu\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/weserland.eu\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/weserland.eu\/en\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/weserland.eu\/en\/wp-json\/wp\/v2\/comments?post=732"}],"version-history":[{"count":4,"href":"https:\/\/weserland.eu\/en\/wp-json\/wp\/v2\/posts\/732\/revisions"}],"predecessor-version":[{"id":2091,"href":"https:\/\/weserland.eu\/en\/wp-json\/wp\/v2\/posts\/732\/revisions\/2091"}],"wp:attachment":[{"href":"https:\/\/weserland.eu\/en\/wp-json\/wp\/v2\/media?parent=732"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/weserland.eu\/en\/wp-json\/wp\/v2\/categories?post=732"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/weserland.eu\/en\/wp-json\/wp\/v2\/tags?post=732"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}