Clients
Aqua Danone
AQUA DANONE HAS SHOWN REMARKABLE SKILL IN INTRODUCING TPM LEARNING THROUGHOUT INDONESIA. ERWIN VAN GROOTEL, AQUA DANONE VICE PRESIDENT: OPERATIONS, AND CCI PROJECT MANAGER GERRIE VAN NIEKERK OUTLINE THE IMPLEMENTATION.
Driving back through beautiful tea plantations, Desi, a QC supervisor and one of several Powits from Klaten, an Aqua Danone Wave 1 site, didn’t notice the scenery. She was sharing the day’s TPM learning with a colleague. Desi and Budi, another Powit from a Wave 1 site, Mekarsari, were helping Subang Powits and training facilitators in preparing and customising the training modules, Introduction to WCM and Implementing VPM.
You probably want to know what a Powit is. Powit is the unusual name for Aqua Danone’s internal trainers. It’s an acronym for preparers of workforce implementing TRACC. Powits take this role seriously. But they’ll be quick to say that implementing best practices successfully is a team effort and because of management participation and support, as well as understanding the value generated through workplace engagement and empowerment.
Aqua Danone produces 10 different products at 14 sites in Indonesia with a 7 000 strong workforce. With growing volumes and technological challenges, there was a need for improvement, consolidation and a focus on best practices to sustain improvements.
TPM started in March 2007 at four Wave 1 sites in selected pilot areas, implementing Leading and Managing Change and the four Foundation best practices (Teamwork, 5S, Visual Performance Measurement and Focused Improvement).
Commitment Level
Launching TPM at Wave 2 site Citeureup in July 2008 illustrated the company-wide enthusiasm and commitment. This was supported by self-created team songs and dancing, cheered on by other teams. One of the supervisors, an imam in the community, was asked to pray for the organization, the successful implementation of TPM and to bless the traditional food shared after the formal presentations. Handing over the ‘tip of the rice mountain’ to pilot area leaders was symbolic of their new responsibility.
Therefore, it was no surprise that during the initial Introduction to WCM training that followed in the pilot area, 319 implementation actions were generated. This amounted to a staggering 50 IAs per team, while most organizations would be satisfied with about five per team! It not only presented a huge improvement opportunity, but also challenged the
company’s leadership to prioritize and guide the energy generated.
Obstacles and Challenges
Apart from the geographic distances between sites, other more difficult obstacles were the inability to share or challenge views with next level management, an indifferent attitude towards performance and a lack of proactive behaviour. As a result, quality, maintenance and safety were plagued with many quick fixes and uncontrolled modifications which resulted in product rejects, downtime and unsafe conditions. The rigorous and transparent implementation process quickly unearthed these undesirable practices.
Once implementation results became evident, most managers, including lower level leadership, bought into the concept with enthusiasm. The US$1.7 million gross savings in 15 months was an inevitable consequence of an approach that worked and paid dividends. Furthermore, the willingness of leadership to publicly admit ‘mistakes’ and their commitment not to repeat them, is an inspiration for lower levels.
Because of geographic difficulties, it remains challenging to ensure and encourage cross-learning and effective implementation practices that align with and capitalise on the cultural learning environment. Overall programme coordination and direction are provided by the executive leadership committee (ELC), chaired by the VP Operations. Functional directors, as well as area and plant managers do regular presentations on results, risk areas and obstacles.
ELC meetings initially were conducted alternate monthly in 2007, but have since been reduced to quarterly. Since the start of 2008, roll-out to lines beyond the pilot areas, as well as the introduction of two pillar Best Practices, Business Centred Maintenance and Autonomous Maintenance, are well advanced. Four Wave 2 sites started implementing TPM in April 2008. Regular joint sessions linking TPM facilitators and best practice champions with key leadership to build relationships make an important contribution to effective coordination and implementing TPM.
2009 should see the roll-out to four more sites and the start of TPM at pilot areas selected from 20 depots. The Quality TRACC also will be introduced.