TPM

TPM Hand Book

Pengetahuan TPM 1
OWNERSHIP Through Mini Company & TPM OWNERSHIP Through Mini Company & 1TPM

TATA GRAHA
Jadwal Acara (Waktu)

No Smoking

Snack

Toilet

Hand Phone/Pager

Pintu Darurat

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Sasaran Pelatihan
Peserta dapat mengetahui apa itu TPM dan pentingnya implementasi TPM di perusahaan Peserta dapat mengetahui 8 Pillar TPM

Peserta dapat mengetahui apa itu OEE

Peserta dapat mengetahui tahapan implementasi TPM

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Agenda
Apa itu TPM? Kenapa TPM? Preventive Vs Productive Vs TPM 5 Pokok Definisi TPM Sasaran TPM 8 Pillar TPM Mengenal OEE

5 Tahap Implementasi TPM

TPM Awards
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VISION

Future State
WHAT

Driving sustainable growing pharma company enabled by innovation, operation excellence, and one-culture competent leaders

Winning Goals 10-14

Magic FIVE

HOW

Revenue: Rp. 5.000 T CAGR 17% OP 1 24.65% to NS (Rp.1.232T) 15 Asia & Africa countries 5% MS above second leader in Indonesia Customer satisfaction index (CSI) >75

MARKETING & CRM Increased Customer Loyalty and Life Time Value Achieved market leadership in focused diseases management

Develop

Aggressively &

Experiential marketing program systematically develop Marketing

Driving sustainable grow

Leaders Develop B2B Account management (hospital) Build strong brand & corporate image
Adopt

6 new blockbuster API 15.000 Improvements

(2014)

INNOVATION Institutionalized innovation process (products, services, technology, process, marketing)

Innovation

Innovation Principles & Culture (from corporate) Define Innovation Framework & Method Enhance strategic networking Develop Innovation Infrastucture & technology Generate Innovation Talent Pool Develop Experiential marketing program

5 sites World class

manufacturing (Certified TGA/PICs, ISO/OHSAS, Kalbe lean system)

OPERATIONAL EXCELLENCE High value added operation (efficient & effective operation) Lean & Agile SCM Risk Management
LEADERSHIP Develop One Culture Competent Leaders (Employees as Company Competitive Advantage)

Operation Excellence

Business Process Reengineering Project: Map current business process Benchmark & implement Best Practices Build culture: Promote alignment Manage execution by institutionalizing KMS Leverage relevant technology
Recruit best talents Establish talent pool Support Kalbe Leadership Center (Pharma

Pharma Competent

leaders traits , Winning Culture & Winning Team

One Culture Competent Leaders

Collaborative Innovation for Customer Delight
Pharma SWOT Analysis
Opportunity
Market / consumer related 1.A Degenerative market increasing 1.B Booming generic market 1.C Increasing demand for natural/herbal products 1.D Increasing number of hospital institutions 1.E Government health spending for poverty 1.F Change in consumer behavior (DTC, Tech, ) Product & technology 2.A The need for bundled products (cross selling) 2.B High adoption on advance technology (DDS, nanotech, bio-tech, stem cell) Regulatory related 3.A Manufacturer ratings (GMP) 3.B PIC/s, AFTA, ASEAN community integration 3.C Increasing need for BA/BE requirement
1-1 Image Market/Consumer related Build Strong Brand & corporate image - Educate (via different channels) both endorsers and consumers - Community of users - Build single view consumer data base - Grow license in related products / services / technology : - Roadmap 2009 - 2012 - TC focus 2009 : oncology, renal, osteo/remato - Segment focus 2009 : middle & middle-up - Channel focus 2009 : community (information flow) - Deepening innovation funnel (degenerative, generic, herbal) - Develop B2B Account Management (hospital) Market Leadership Product & Technology - Leverage and reposition DDS - TC focus 2009 : existing DDS products (sales) degenerative disease (brand awareness see separate file) - Segment focus 2009 : middle & middle-up - Channel focus 2009 : consultative and personalized (both distribution sales force and outlet) - Speed up pipeline generation in the innovation funnel - One Pharma piloting for selected TC (see attachment.) Supply Chain Market/Consumer related - One OBJECTIVE to fulfill market opportunities, product availability, customer satisfaction and working system - Develop demand sensing and shaping more accurately Image, Market Leadership Regulatory related - Redefine registration process standard (i.e. : combine own and outsource/deal maker) -

curriculum, etc)

Threat
1.A Price control 1.B Increase RM/PM cost 1.C Global generic player 1.D Stricter health & pharma regulations 2.A Growth agility of the medium size players, especially through : a. NPD b. Pricing strategy c. Service level standard d. Coverage (hybrid model)

Strength
Image 1.1 Company Credibility 1.2 Trusted by MNCs licensor 1.3 Strong financial and manufacturing resources Market Leadership 2.1 Pharma Market Leader 2.2 Coverage to all segments. 2.3 Wide Range of products and presentation 2.4 Quality Standard: cGMP, PICS, ISO, OHSAS Certified Facilities Supply Chain 3.1 End to End Supply Chain (physical infrastructure) 3.2 High Bargaining / Negotiation Power

2-2 3-2 2-1

2-2

Market Leadership Competitive Advantage - Develop NPD process standard (collaborative) Supply Chain Competitive Advantage - Participate as part of systemic End-to-End SCM team Market Leadership Pharma Globalization Impacts - Develop price movement insight tracking and analysis (refer to Game Theory) - Deepening loyalty building initiatives with segmented endorsers, from transactional oriented into emotional bounding - Redefine RM / PM / OEM FG Strategic Sourcing for selected items to support price competition - Implement risk management

Current State

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3-1

1,2-3

Weakness
Manufacturing Unit Cost 1.1 Increasing COGS SCM & CRM 2.1 Inefficient & un-integrated business process (SCM, CRM) SCM: alignment, data accuracy dist-principle CRM: no clear CRM blueprint Human Capital 3.1 People: Passion (penjiwaan) Silo mentality (sharing resources/opportunity) To be Pioneer Challenger (new/bigger challenges) comfort zone, need to be challenged Competency (system thinking, problem solving) Brand Communication 4.1 Sales & marketing: as-is: promotional material & event to-be: full-scale & full-scope marketing Productivity 5.1 GP / Emco 5.2 MM / Emco

4-1,2 Brand Communication Market / Consumer related, Product & Technology - (see Health Solution) - Develop Experiential marketing / emotional branding - Educate (across relationship assets : channels, endorsers, partners, vendors, distribution and service providers) - Community of users (endorsers, partner channels, consumers) 1-1,2 Manufacturing Unit Cost Market / Consumer related, Product & Technology - Develop price movement insight tracking and analysis (refer to Game Theory) - Deepening loyalty building initiatives with segmented endorsers, from transactional oriented into emotional bounding - Redefine RM / PM / OEM FG Strategic Sourcing for selected items to support price competition 3-1,2 Human Capital Market / Consumer related, Product & Technology - Leadership development : program & placement fit through mentoring (shared & clarity of objectives) to support market / consumer related opportunity above - Reward system : routine vs stretch 2-1 SCM & CRM Market/Consumer related - One OBJECTIVE to fulfill market opportunities, product availability, customer satisfaction and working system - Develop demand sensing and shaping more accurately

Human Capital Competitive Advantage - Develop NPD process standard (collaborative) SCM & CRM Competitive Advantage - Participate as part of systemic End-to-End SCM team 1,4-1,2 Manufacturing Unit Cost Pharma Globalization Impacts - Develop price movement insight tracking and analysis (refer to Game Theory) - Deepening loyalty building initiatives with segmented endorsers, from transactional oriented into emotional bounding - Redefine RM / PM / OEM FG Strategic Sourcing for selected items to support price competition 3-2 2-2

Bagaimana caranya bisa jadi World Class Manufacturing Site??

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DENGAN PENERAPAN

TPM

(Total Productive Maintenance)

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Apa itu TPM?

Sistem manajemen perawatan mesin yang dikeluarkan oleh JIPM (Japan Institute of Plant Maintenance)

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Apa itu TPM?

Total Efisiensi

TOTAL

Total Sistem Perawatan

Maintenance Prevention Maintainability Improvement Preventive Maintenance

Total Keterlibatan

PRODUCTIVE

Tanpa Pemborosan

MAINTENANCE
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Manajemen perawatan mesin

Kenapa TPM?
1. Hasil nyata yang signifikan
Productivity Quality Cost Delivery Safety Morale Environment

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Contoh2 Pencapaian TPM

Kelompok Contoh-contoh Efektifitas TPM Labor productivity increased: 140% (Company M) 150% (Company F) Value added per person increased: 147% (Company A) 117% (Company AS) Rate of operation increased: 17% (68% 85%) (Company T) Breakdowns reduced: 98% (1,000 20 cases/mo.) (Company TK) Defects in process reduced: 90% (1.0% 0.1%) (Company MS) Defect reduced: 70% (0.23% 0.08%) (Company T) Claims from clients reduced: 50% (Company MS) 50% (Company F) Reduction in manpower: 90% (Company TS) 30% (Company C) Reduction in maintenance costs: 15% (Company TK) 30% (Company F) Energy conserved: 30% (Company C) 25% (Company NZ) P (Productivity)

(Quality)

25% (Company NZ)

C (Cost)

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Contoh2 Pencapaian TPM

Kelompok D (Delivery) S (Safety/ Environment) Contoh-contoh Efektifitas TPM Stock reduced (by days): 50% (11 days 5 days) (Company T) Inventory turnover increased: 200% (3 6 times/mo.) (Company C) Zero accidents (Company M) Zero pollution (Every company) Increase in improvement ideas submitted: 230% increase (36,8/person ) Small group meetings increased: 200% (2 4 meetings/mo.) (Company C)

M
(Morale)

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Kenapa TPM?
1. Hasil nyata yang signifikan
Harga
Keuntungan

Keuntungan Keuntungan

16 Major Losses
KONDISI AWAL

16 Major Losses NVA NVA VA Material + Energy

NVA (Non Value Added) VA (Value Added) Material + Energy

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Kenapa TPM?
2. Mengubah Lingkungan Kerja
BEFORE Kotor, berdebu, banyak Oli dan Grease, kebocoran pipa, dll
AFTER Lebih 5R, tidak ada kebocoran, aman, ramah lingkungan

OWNERSHIP Through Mini Company & TPM

Kenapa TPM?
3. Mengubah Para Pekerja
Meningkatkan motivasi kerja Meningkatkan Keterlibatan
TPM TPM TPM

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Preventive Vs Productive Vs TPM

TOTAL PRODUCTIVE MAINTENANCE PRODUCTIVE MAIINTENANCE PREVENTIVE MAINTENANCE

EFISIENSI TOTAL SISTEM PERAWATAN : 1. Maintenance Prevention 2. Maintainability Improvement 3. Preventive Maintenance AUTONOMOUS MAINTENANCE
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o o o

o o x

o x x

(JIPM, 1989, TPM in process Industries, Tokutaro Suzuki, hlm 6)

OWNERSHIP Through Mini Company & TPM

OWNERSHIP Through Mini Company & TPM

SASARAN TPM ZERO ACCIDENT ZERO BREAKDOWN ZERO CRISIS ZERO DEFECT

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OWNERSHIP Through Mini Company & TPM

Focused Improvement

Autonomous Maintenance

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Planned Maintenance

Training & Education

5R
Early Management (Product & Equipment)

Quality Maintenance
OfficeTPM (TPM in Admnistrative and Support Depts.) SHE (Safety, Health & Environment)

8 Pillar TPM

Peningkatan lapangan dan TPM pengembangan 8 Pillar & Sasaran masing2 Pillar hubungan manusia dan mesin yang optimal
FI AM PM TE EEM QM

TPM in Support

HSE

Sasaran
Operator yang memahami mesinya Operator yang sayang mesinya Kegiatan Perawatan yang optimal dengan biaya Memadai Zero B/D

Zero B/D Zero defect

Kompe tensi Operator dan Teknisi yang lebih tinggi

Mesin yang handal, mudah dijalankan dan mudah dirawat Operasi yang stabil setelah instalasi

Zero Defect

Support kegiatan TPM

Zero Accident

Zero Pollution

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Apaan sih OEE??

OEE adalah singkatan dari Overall Equipment Effectiveness Merupakan suatu ukuran efektivitas operasional mesin dibandingkan dengan

design mesin

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Ok, cukup jelas! Apa saja komponen OEE ?

OEE

AV
(Availability)

PE
(Performance)

OEE

RQ
(Rate of Quality)

% OEE = % Availability X % Performance X % Quality

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AV
(Availability)

Kemampuan mesin beroperasi sesuai dengan jadwal yang telah direncanakan

OEE

PE
(Performance)

Kemampuan mesin beroperasi sesuai dengan kemampuan maksimal mesin

RQ
(Rate of Quality)

Kemampuan mesin beroperasi dengan menghasilkan produk yang berkualitas dalam satu kali proses

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WAKTU OPERASIONAL PABRIK (SHIFT 1 510 menit) 07:00 AM 15:30 PM Istirahat, Briefing, PM, dll

OEE

WAKTU KERJA TERENCANA

AV
WAKTU OPERASIONAL MESIN

% AV = Waktu Operasional Mesin X 100% Waktu Kerja Terencana

Breakdown, SUCU, dll

PE
WAKTU KERJA AKTUAL

% PE = _____________Output Aktual__________ X 100% Waktu Kerja Aktual X Standar Output/menit

Reduce Speed, Minor Stop % PE = Good Output X 100% Output Aktual Reject, WAKTU KERJA EFEKTIF Yield Loss

RQ

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Trus, Bagaimana cara implementasinya ???

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Bagaimana Cara Implementasinya?

Phase 0
Pre-Planning for Pilot Line
3months to 6months

Phase 1
Pilot Lines Activity

Phase 2
Planning for TPM Master Plan
3months to 6months

Phase 3
Roll-out first anniversary
12months

Phase 4
fully Implemented and upgraded
12months to 24months

Phase 5
TPM Award Year

6months to 12months

12months

1 2

Official statement of TPM Introductory training

3

Tahap 3 2 step

9 10 11

Systematize management of 8pillars

Early Management Office TPM SHE (Safety, Health and Environment)

Promotion and organization of TPM

4

Policies and guidelines Preparation of master plan Kick-off

7

Tahap 0 2 step Tahap 1 1 step

5 6

Tahap 4 3 step

12

Raise TPM levels

Efficient production structure

7-1 Focused Improvement 7-2 Autonomous Maintenance 7-3 Planned Maintenance 7-4 Training & Education

Tahap 5 1 step

Ada 5 Tahap Implementasi Ada 12 Langkah

Tahap 2 3 step
8

Quality Maintenance

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TPM Award & Its Level

Level 4: Award For World Class Achievement
-Volvo, Sony

Level 3: Special Award

-Toyota, Unilever Indonesia

2years 8 Pillar

Level 2: TPM Consistent Commitment Award

-Subaru, Isuzu

2years 8 Pillar

Level 1.A : TPM Excellence Award Category A

- Phillips 66, Motorola

3 years 8 Pillar Step 4 AM

Level 1.B : TPM Excellence Award Category B

- Sakura Java Indonesia, Maruhachi Indonesia
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2 years 5 Pillar Step 4 AM

TERIMA KASIH

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