veyance tpm cluster programme - welcome to tpm club...

Veyance

TPM Cluster Programme

Company Background

Veyance Technologies, Inc. has established its roots in 1898 when the

Goodyear Tire & Rubber Company made its first product – poker chips,

followed by bicycle and carriage tyres – with a grand total of 13 workers.

Today Veyance has 9000 + associates

In 2007, after more than a century-long ownership of Goodyear Rubber &

Tire Company, the division Goodyear Engineered Products was acquired by

the global private capital corporation Carlyle Group, becoming a new

company with a new name – Veyance Technologies.

The Goodyear brand remains the pillar of the company’s marketing efforts.

“We produce and supply hi-tech engineered products, which convey

material, fluids or power, with the goal of optimising product performance

for our Customers.”

“Veyance Technologies is our company’s legal name.

The business of our company is to exclusively manufacture and sell products

and services that are branded

Goodyear Engineered Products.”

Key Challenges Faced

No standards specification for cycle times of processes and change

overs. Production operates without any guidelines or standards in

place to guide deviations and identify waste within the processes.

Poor workplace organisation and visual management in place. No

shadow boards for tools and cleaning equipment.

No monitoring of 6 big losses

Machine speed variation due to quality concerns and ineffective use

of equipment to synchronise feeding rates.

Lengthy change overs due to transportation, ineffective equipment

used and methods

Goals

Implementation of Autonomous Maintenance, Focused Improvement, Quality

Maintenance and Planned Maintenance.

Improve work methods and standardising processes

Increase overall equipment effectiveness through eliminating the 6

big losses

Eliminating abnormalities leading to breakdowns and unnecessary

losses

“Being a Global company with local

support”, it is crytical that we are

able to differentiate ourselves from

our competitors. We have therefore

embarked on a lean journey so as to

enable us to holistically satisfy and

exceed our customers’ demands

through embracing “Continuous

improvement in everything that we

do”.

TPM is one of the cornerstones for

any true Lean Transformation and

was therefore a natural choice for

our manufacturing team to help us

achieve our YOY productivity goals.

Anthony Wensley

Plant Manager

Overview

Company: Veyance

Location: PO Box 37

Uitenhage - 6230

South Africa

Number of employees: 141

Core products & processes: Rubber

conveyers and V-belts

Programme period: 12 Months

Veyance


Goals (continue)

Improving data capturing to be more reliable and sustaining visual

management

Developing operator skills

Involvement of all employees (shop floor to top management) to solve

problems and improve production

Reducing scrap rates

Improving productivity

Reducing breakdowns

Programme Journey

Veyance showed interest in the TPM programme in order to stay globally

competitive focusing on their people, quality and costs. The AIDC started the

programme implementation in April 2013. Anthony Wensley the TPM champion

identified the #6 Calendar as their model area as it is the heart beat of the

company.

A kick off meeting was held to inform all employees of the new TPM

programme. The staff from the model area along with the TPM team and

managers was trained on the initial Step, Step 0 and Step 1 of Autonomous

Maintenance (independent operator maintenance).

The model machine was analysed to eliminate unnecessary tools and identify

tools missing. The machine was then cleaned and inspected for any

abnormalities. These abnormalities were identified and logged for resolving.

Through addressing the abnormalities raised in the initial cleaning exercise the

machine breakdowns were reduced. The operators saw change in the

equipment and how the programme benefited them, this led to increased

employee involvement seen through the Kaizens done by the operators in

eliminating one of the big losses – scrapping of products due to over-

production.

Veyance has reaped the benefits of the TPM programme and has renewed

their contract with the AIDC to continue with the TPM phase 2 programme for

another 12 months starting April 2014 ending March 2015.

Figure 1 Initial cleaning of #6 Calendar main.

Operators identifying abnormalities on the

machine.

Figure 2 Sifting and sorting of equipment

Figure 3 Identifying sources of contamination

that leads to forced deterioration

BEFORE

Programme Master Plan

Ite

m

Objective Description Timeline 2013 & 2014

A M J J A S O N D J F M

1 TPM kick off. Selecting the model

area.

2 Production studies to identify 6 big

losses

3 Subproject 1: Implementation of

Step 0 & Step 1 of Autonomous

maintenance

4 Subproject 2: Step 2 of Autonomous

Maintenance

5 Subproject 3: Focused Improvement

through Kaizens

6 Subproject 4: Step 3 Autonomous

Maintenance

7 Project close out and handover

Ite

m

Objective Description Timeline 2014 & 2015

A M J J A S O N D J F M

1 Subproject 5: Step 4 Autonomous

Maintenance

2 Subproject 6: Planned Maintenance

Step 0 and 1


Step 2


Step 3

Before

After

Figure 4: Removing barrier to eliminate

motion loss. Before the operator had to

walk around the barrier to get to the

chucks for change overs

Figure 5: Implementation of visual boards

Veyance


Benefits (KPI’s)

KPI Before After Value of Savings to

date

Over production (reducing

over production made

that will be scrapped)

16 hrs per

month

4 hours per

month

R 1065 900.00

OEE 41% 58% TBC

Planned Maintenance

(reducing breakdowns)

R87554 per

month

R23447 per

month

R 366 226.00

Liner films (eliminating

unnecessary material

used)

R132 000 per

month lost R81 143.00

R101 714.00

Total

R1 533 840.00

Sustainability (From AIDC’s viewpoint)

On completion of the 12 month TPM phase 1 programme the AIDC will have gone

through a hand over process where the TPM pillar heads for each pillar implemented

will oversee the project ensuring sustainability. Training and preparation through

regular meetings and audits will ensure the success of the handover process. The

AIDC will continue in the TPM phase 2 programmes to train the pillar heads in the

new steps implemented.

Way Forward

Implementing an automated Overall Equipment Effectiveness tracking

system

Synchronising the mill feed rate with the #6 calendar to reduce speed loss

Implementing Single Minute Exchange of Dies studies to reduce change

overs

Eliminating sources of contamination

Implementing planned maintenance to reduce breakdowns and determine

Mean Time Between Failures (MTBF) and Mean Time Between Repairs

(MTBR)

Implementing standard cycle times per product

Continue with horisontal deployment in the entire factory

Implementing Planned Maintenance

CONTACT DETAILS

Bianca Groenewald

Junior Project Manager

Supplier Development Department

Tel: +27 41 393 2131

Fax: 086 718 1142

E-mail: [email protected]

Figure 6: Initial Cleaning. Step 1 of Autonomous Maintenance

Figure 7: Identification of hard to areas. Operator cannot

reach the fan. Electrical switch was moved for easier access.

Veyance


veyance tpm cluster programme - welcome to tpm club...

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