tpm wim mens
DESCRIPTION
Continuous improvement: combining total productive maintenance and culture changeTRANSCRIPT
Schering-Plough Powerpoint presentation exampleDr. W.B.J.
Mens
Some examples of TPM
Traditional pharma production site
Illness rate around 8.5%
past years?
Moving to a goal directed organization: cascading targets into entire organization
Illness rate reduced
Maintained quality awareness
Quality
Organizational Development
Production Oss
Use of TPM: improve technical status of equipment/reduce breakdown
Organizational structure and responsibilities of technical support staff (a.o. harmonization between departments)
*
Operators from “I operate, you fix” to
“I’m responsible for my own equipment”
All employees must agree that operators are responsible for (first line) maintenance of their own equipment
Training and audits on level of autonomous maintenance
Culture change
for Production
people working for Production
Constructive discussions leading to Customer Maintenance Team: dedicated group of technical support staff for all relevant disciplines/knowledge housed in the Production building
Fits nicely with planned maintenance activities
*
It’s better to work harder !?! “
*
Organizational Development
Organizational development
From a reactive to a proactive organization, focus on attitude and behaviour
Involve all levels of the organization
Top down and bottom up approach
Leadership programme and change agents
Large variety of tools developed
*
With thanks to Acquis Management and Consultance
*
Currently roll out to third and fourth level of management
Contains: - describe current culture
360° assessment
Feedback training and use it actively
*
Interactive session on behaviour and attitude
Games, play
Feed-back training: tell what you really think, how to interact in a constructive manner
*
Changed gradually from a traditional pharmaceutical production organization to goal oriented/ customer demand driven organization
Met cost budget and FTE reduction programme for 4 years, but this started to become more difficult
Need for continuous improvement not as a programme but as daily practice, Right First Time programme
Focus on system part not sufficient, clear desire to change culture also
Results of organizational development programme promising: reactive to a proactive organization
*
Some examples of TPM
Traditional pharma production site
Illness rate around 8.5%
past years?
Moving to a goal directed organization: cascading targets into entire organization
Illness rate reduced
Maintained quality awareness
Quality
Organizational Development
Production Oss
Use of TPM: improve technical status of equipment/reduce breakdown
Organizational structure and responsibilities of technical support staff (a.o. harmonization between departments)
*
Operators from “I operate, you fix” to
“I’m responsible for my own equipment”
All employees must agree that operators are responsible for (first line) maintenance of their own equipment
Training and audits on level of autonomous maintenance
Culture change
for Production
people working for Production
Constructive discussions leading to Customer Maintenance Team: dedicated group of technical support staff for all relevant disciplines/knowledge housed in the Production building
Fits nicely with planned maintenance activities
*
It’s better to work harder !?! “
*
Organizational Development
Organizational development
From a reactive to a proactive organization, focus on attitude and behaviour
Involve all levels of the organization
Top down and bottom up approach
Leadership programme and change agents
Large variety of tools developed
*
With thanks to Acquis Management and Consultance
*
Currently roll out to third and fourth level of management
Contains: - describe current culture
360° assessment
Feedback training and use it actively
*
Interactive session on behaviour and attitude
Games, play
Feed-back training: tell what you really think, how to interact in a constructive manner
*
Changed gradually from a traditional pharmaceutical production organization to goal oriented/ customer demand driven organization
Met cost budget and FTE reduction programme for 4 years, but this started to become more difficult
Need for continuous improvement not as a programme but as daily practice, Right First Time programme
Focus on system part not sufficient, clear desire to change culture also
Results of organizational development programme promising: reactive to a proactive organization
*