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    21 views208 pages

    Libro TPM AWARD 2001 VALINHOS PDF

    Uploaded by

    Salustra A. Solarte Vetancourt

    Copyright:

    © All Rights Reserved
    Download as PDF or read online from Scribd
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    TPM AWARD ON CONTINUITY AND CONSISTENCY FINAL AUDIT VNC YA0} 0} VALINHOS PLANT, UNILEVER BRAZIL - HPC DIVISION HPC BRASIL Sey Toilet soaps marketed by Industrias Gessy Lever Lida. are produced in its plant located in Valinhos, Séo Paulo, Brazil. This plant celebrated its century anniversary in 1997 and has been growing along the years following an increasing demand In the latest years the plant had to change its performance in order to meet increased consumer expectation and challenging customer service requirements at the lowest cost. To keep up with this vision in a very competitive environment, TPM was chosen by the Lever Division to be the programme for improving the plant performance throughout: efficiency improvement, losses reduction and consequently cost reduction. The objective of the company is to be the preferred supplier in this very competitive soap market. In such a way a master plan was developed and in 1994 the TPM programme started in a model line. The good and promising results obtained from this model line motivated the TPM roll out all over the plant. After four years of continuous and growing implementation process, with several remarkable results, the plant was awarded with the TPM Excellence Prize - First Category in 1998. This book summarizes Valinhos Factory TPM activities, which have been focused on improving relevant issues, both for machines and people. As a consequence of the performance improvement, in all the KPls (P Q, C, D, S, M), it was then possible to redesign the plan, reducing its size and simplifying the operation. New and challenging targets were proposed to be achieved in the year 2001. The new plant configuration was described as "Project Brownfield’, which was developed during the years 1999/2000. This book summarizes Valinhos Plant TPM activities from 1998 to 2001, focused on the consistency of the program and on the Project Brownfield. Fernando Brantis Plant Manager & “anne” SITUATION IN 1998 RESULTS INDICATOR se) ) ad) OEE(%) GIVE AWAY (%) g ee CONVERSION c COST (US/TON) SERVICE fa a ee LOST TIME s ACCIDENTS f Sy HPC BRASIL i | | iL i lt SS COMPANY PRESENTATION & “AtiNMe” Fortaleza Istanbul ry INCOME Per Capita (US$000) Source: IBGE 46) ire 246,000 employees in 88 countries (2000) 4 aTiNRe 1.2.1 THE ORGANIZATIONAL STRUCTURE AND BUSINESS. mors & aeiNRe 1.3.1 HISTORY/FIGURES (2000) _ - 11,000 employees Lew - 6th private Brazilian company in sales - 1.4 million ton of products/year ~ 550 items produced - More than 170 brands - US$ 4.8 billion annual turnover ~~? UniLever is the Brazilian Subsidiary of Unilever PLC ‘The Company was established in 1929 as Lever Brothers S.A. bora care 1.3.2 MARKET INFORMATION (2000) Gessy Lever is a Market Leader in Personal Wash Products Gas 1-Gessy Lever 2- Colgate 3- Matarazzo 4. Memphis 5-P&G 6 Others, vacua? UniLever Brazil HPC is aimed at developing, manufacturing and marketing home and personal care products 1.4.1 VISION Lead the constant pursuit of customers and consumer satisfaction. 1.4.2 MISSION - Lead the home and personal care products market. ~ Get profit to ensure long term success. - Provide a challenging and rewarding working environment. 1.4.3 FACTORIES (6) Yespasiano Sed Vinhedo Indaiatuba 1.4.4 ORGANIZATION 1.4.5 GENERAL INFORMATION - 3,558 EMPLOYEES (12/00) - 5 FACTORIES - 956,837 TON PRODUCED/YEAR (2000) - 152 ITEMS PRODUCED. HPC BRASIL 1.5.1 ADDRESS 20, Campos Salles Street Valinhos - Séo Paulo - Brazil Zip Code: 13270-000 Phone: 55 19 3869 9903 Fox: 55 19 3869 3891 E-mail: fernando.brantis@unilever.com 1.5.2. GENERAL INFORMATION Total Area: 253,000 m? Built Area: 57,000 m? HPC BRASIL ernest td Hard Soap Included Hard Soap Included @B Hrd Soap Not Included and Toilet Soap Dedicated Factory 1897 - Site opening (Cia - Gessy Industrial) 1913 - Gessy Toilet Soap Launching 1960 - Unilever acquires Gessy Industrial 1970 - Margarine Factory opening 1976 - Toilet Soap new packing hall (Toilet Soap I!) 1979 - Elida Gibbs transfer to Vinhedo 1981 - New Soap Making Plant 1992 - "Vim" Scouring Powders Factory shutdown 1994 - Old Soap Making Plant demolition 1994 - TPM Launching 1996 - ISO 9002 Certification for Glycerine 1997 - New working organization design 1998 - TPM EXCELLENCE AWARD ( I Category) 1999 - Project Brownfield - Factory Reorganization 2000 - ISO 14001 Certification / ISO 9002 Toilet Soap Certification CAL a CD a HPC BRASIL Bro tae oN ~ Hidratantes do Leite LUX SKINCARE = - Erva Doce Renovagéo da Pele = Cuidado Natural - Hidratacéo Prolongada - Nutrigo da Pele | - Adstringéncia Equilibrada’ Cn a CC) a HPC BRASIL “atin? 1.6.1 VALINHOS FACTORY - LOGISTIC FLOW & = GLYCERINE | (DCE 1.6.3 TOILET SOAPS PACKING” - PRODUCTION FLOW DRYER 1 sito 1 MoxER 1 eee ROU MILLS: PLODDER =} CUTTER m= STAMPER = WRAPPER = BUNDLER HPC BRASIL BROWNFIELD PROJECT POLICY AND GOALS Ba Oe og ON 82) After four years developing the TPM program at the Valinhos plant, the remarkable results in performance improvements lead to a new study to reconfigure the plant. The objective was to achieve benchmark toilet soap bars costs of about 60% of the 1998 values. The opportunity was identified and the following program was proposed: imination of idle capat Se Rat ed reduced change-over time Cee tee een simplification of the plant logistics In addition to the above indicated actions, the Project Brownfield involved transfer of assets from Packing Hall 1 to Packing Hall 2. This enabled consolidation of all drying and packing operations in Packing Hall 2 and shutdown of Packing Hall 1. Before Project Browntield < There was also a change in the raw materials, because tallow started to be supplied already bleached from January 2000 on. This change permitted to shutdown both the fat refining and bleaching sector. The final arrangement, considering the reduction in losses, continuous operation, efficiency improvement increased the installed capacity, despite the facts that the number of lines was reduced from 16 to 10 and flexibility increased from 37 to 46 SKUs. CIA a C) a HPC BRASH Noovzntun Auvavo anoam SLIDUVL \pooiddo omodioqu6d / Wa. InoyBnasyy, VouDAOW - sss pone 259 ABouy>ay. Ho - ‘Au101920 Joqoy5 - -Aygoys juauidinb - sseunsuos Bupuowsop Ay - 3509 YBIH ~ ‘Aujonb 29149q pun uownadwos 198u095 - SS aNnous»Ova BROWNFIELD ACTION PLAN HOW WE HAVE ACHIEVED OUR RESULTS Line Teanster ‘Toilet Soap | Shutdown New Bundler/Sincronization ‘Acoustic Insulation Bleaching/Shut down Drives Transfer [New Building Impact: Coast Transfered To Supply Chain Availabilty (Dover Project) 4, ATrWAe 2.2.3 KEY POINTS 1 - Further reduction of equipment failures 2 - Introduction of 7 days nonstop operation 3 - Reduction in fixed assets 4 - Further losses reduction in raw and packing materials 5 - Introduction of ‘Vertical start-up " 6 - Increased employees commitment / introduction of TPM to new employees in projects OB00G008 7 - Reduction of problems ori inated from non-ergonomic situations oh ry eae ie 667 7 ‘OEE (0 Peeking Hall ME 1% Seed ee Seer ee ee el eee ee eed eee. ae =| 421, 2/2/)414 eee ALA| eles] s ; RAO cr ee | > OM ere ere ws ms os | ns ee el elepel «| « pee LA (Conner) ° ° ° ° 1 ° eee ee ea Ss Se ee oe i a ae ce ee ae ee HPC BRASIL BEFORE AFTER gto) seam: ol] ah) gcoloum fo) liane) 5 LEVELS 3 LEVELS is : aate's tit i Bap eo) ESS Pelee y ies iscund Lea atoa SSS eae) PLANT MANAGER DOVE FACTORY Lice olin OO | frees Rodrigo A. S. Nunes CONT Ns ae) ue ae Goreme Proton) 13A31 YOOTSdOHS Cocos ‘SPECIAL PROJECTS MANAGER L rr | Aa GED 422: reduced 05 0 consequence of Project Brownfield however not demolished - Total ~ 10,000m? __ (17% reduction) GERD Dove New Piant VALINHOS FACTORY GENERAL EVOLUCAO CRV - BROWNFIELD PROJECT PP LPPPL PEL IEIS EI EIE I EPO ES CA a C a HPC BRASIL ‘aera? \ Artist Conception Parte ney - Capacity: 12.400 tons/year a eee kee Rend ad eet a nae ema rood - Plans to develop according to market response HPC BRASIL yo O ae aN Ee ss 9] (a O % Atinee nol Co-ordinator f ery ea) Be ese ra eee nee te Jobs, based on technical and a) ara seed Seer Parra ae Beebe heey ee By operators Pe Cera OCT sO ag Mees lacie ee Sucks “3g es ed eg oc = 3 'VALINHOS FACTORY. Tree ais ARe))F WORKING PROCESS OBJECTIVES AND CASCADING DOWN ° ‘ate? TPM PHASE I - BRO ® LEVER COST REDUCTION + Chock-List + Lubnficagso Autoniua + Controls Visusis + Registro de Ifformagies + Melhorias LPP + Pec Ee ee eeu ta acs) Factory Mag. To promote and Establish policies, Once a month MiniFactory Mng. assure that TPM objectives and global TPM Mg. philosophy and concepts willbe ‘maintained Implement OPL's control Once a month Develop pattern and OPLs pattems Promote extemal contacts ‘ond plan technical visits Plan and participate of ‘general events (seminars, congresses) Promote courses and TPM ‘raining Plan and accompany ‘consultant visite Issue management reports for general information Issue "TPM Book™ Synergy among Pillars CAAT A CE HPC BRASIL 4 ATR STAGE TEN 93 94 95 96 a 98 Introduction | Outline | gy AEN | es Eschlahmert of Pomaton onion le nciee (BF, corer Gon oe Meter Pn | “Steen Sil Grup chi) lah Econ Prion Improvement Saat Planned Maintenance Initial Control Implementation and Development Education ‘and Training Sehovoural ae | | The ste ted | | | aime 120 aaa ‘ate sap Un etl | | en sis Cea Sas TPM Kickoff - November Exe ese Cli aae | 2001 - LEVEL It us| olen oles _ oe Sooo erereerreoeoresroes Barrette rotons z “aTiNAe List of Guidance Received from Outside Consultants and Other Institutions. Period of time guidance Re Saad ey TPM in General ea) ed 2 Instructor Course vines pen 3 Multiplicator Course Pie el 4 Facilitator Course 5 Visits - JAPAN BRASIL 6 Participation in TPM Seminars 7 (P-M) Analysis Course HPC BRASIL HH eo ra SO] ae IMPROVEMENT Cs oS Cada During phase 1 our main achievements were: = O.£.E. Calculation - Reduction and control of big losses - Set up time reduction: a procedure development for change over. - Development of a work methodology for teams improvement 4.2 OBJECTIVE - Conversion costs reduction and efficiency increase by reducing major factory losses. - Achieve the continuity of results reached in phase |. CP cle7 Our main focus are the following indicators: O. Conversion cost, and Productivity. rate try LAGU} Ve Lg del SURO ye ey ‘VALINHOS FACTORY - SAO PAULO - BRAS! 5 5 ie ed uniac( k§ HH92AI) 8 ra Z | s a i] = aay ss0y yy ssa201q g ns! By aay $807 |] Bupjoog [mots eeeronretrroeeeooe te. An ‘i i oe aaron tertetorcecsrerred Ltt ‘il Lovcecestenatocreesteent tie | CAAT A CD HPC BRASH Coy 84h a) ae VN eels WORK METHODOLOGY OEE. (%) Packing Hall fie oF |S Planad atte Non planed ne oe ‘STRATIFICATION: Major losses Gee Chokotei [Non planned loses oe ree 4.6.1 IMPROVEMENT CASES IN PACKING HALL Work process for Chokotei and Set up time reduction According to the methodology explained in item 4.5, the stratification of O.E.E. in Packing Hall showed that CHOKOTE! in line 8 was our focus for improvement. The graph below shows CHOKOTE! evolution in line 8 along the year, and average non stop time Chokotei - Line 8 Sa ee 16001 1400: = 1200 1000 E « 2 ‘200. as 00 3 ; ies 2001 f. ot ~ - ot Mey" un” dd” Aug’ Goat Stratification to determine which equipment in line 8 is the main factor for improvement: con Results after Cap Do actions for Wrapper and Bundler: 70: oo. 50. 0 0 2 Case Study Sh at Chokotei - Line 8 “History of the problem Rogério, Edson, Silbal, Marcelo, Carlos. ‘Major loss in the equipment - Equipment stoppages because (Chokotei thesoup isnot picked up inthe ‘wrapper inet, Chokes Line k ‘Chokotei per equipament (Weappet’pet component) Lax Suave white 90g,

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