They also used cost deployment to help focus
improvement activities to the areas where the greatest benefits would be
achieved. To help with this and to support the specific goals each company set
itself: Company A used Pareto analysis, Company B volume deployment and
Company C line balancing. A strong focus on training of all personnel was
evident in all three companies.
There are a small number of differences in how TPM was implemented: the
different pillars adopted; the use of the ABC machine classification system; and
the role of facilitators. Companies A and C have 329 and 1,123 machines
respectively in comparison to Company B which has less than 50. This is the
main reason why they utilised the ABC machine classification system to help
them decide on priorities for improvements and maintenance. Company B, on
the other hand, used bottleneck analysis to determine areas for focussed
improvements.
Companies A and C have used TPM co-ordinators/facilitators to help
implement TPM in their factories. Company A employed three TPM coordinators
for their 700 employees and Company C 12 for their 1,400
employees. On the other hand, Company B, with only 130 employees, had only
their world class performance manager to implement TPM.
They also used cost deployment to help focus
improvement activities to the areas where the greatest benefits would be
achieved. To help with this and to support the specific goals each company set
itself: Company A used Pareto analysis, Company B volume deployment and
Company C line balancing. A strong focus on training of all personnel was
evident in all three companies.
There are a small number of differences in how TPM was implemented: the
different pillars adopted; the use of the ABC machine classification system; and
the role of facilitators. Companies A and C have 329 and 1,123 machines
respectively in comparison to Company B which has less than 50. This is the
main reason why they utilised the ABC machine classification system to help
them decide on priorities for improvements and maintenance. Company B, on
the other hand, used bottleneck analysis to determine areas for focussed
improvements.
Companies A and C have used TPM co-ordinators/facilitators to help
implement TPM in their factories. Company A employed three TPM coordinators
for their 700 employees and Company C 12 for their 1,400
employees. On the other hand, Company B, with only 130 employees, had only
their world class performance manager to implement TPM.
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