HCCB Telangana Beverage Factory receives a global TPM award (Part 1)

HCCB (Beverage Hindustan Coca-Cola) said its two factories, one at Ameenpur and Pirangut, were awarded the TPM Award – the Japan Plant Maintenance Institute’s excellent commitment (JIPM).  The award was presented to the manager of HCCB’s Ameenpur and Pirangut factories, in Kyoto, Japan in 2018.

In 2018, of the 21 factories awarded JIPM’s Excellent TPM Commitment globally, there were 11 Indian factories, two of which were HCCB factories.

Mr. Venkateswara Rao, director of HCCB factory Ameenpur, said, This award is the highest honor for the combination of people and machines at our world-class factory; TPM is at the core of the plant’s operations, due to the production process at our plant concerned with efficient resource use and increased production efficiency.

Due to the pressure of change in technology and consumer preferences, a production facility needs to constantly adjust its way of doing things. But the reality shows that it is easier said than done, because to change needs to upgrade and improve the skills of factory workers. This is one of the reasons the factory wants to apply TPM.

For a plant, the service life of the equipment and the productivity of the production line depend greatly on the inherent belief of the machine operator and other factory personnel that the processes are meant to be daily improvement of human or mechanical factors. Today, for example, each of the more than 100 employees at HCCB Pune can do more than 5 different jobs when needed. The core of this capability is Kaizen – small but sustained improvements in the workflow, thereby improving the skills of the entire workforce to become more productive, easier to manipulate and more efficient.

An example of a change of operator at the factory, when Kaizen and TPM were applied, Rahul Jamkar, a machine operator at HCCB, Pune. He started joining the company in 1996 after working in another manufacturing facility for a few years. For nearly two decades, he had only one simple role at the factory – checking to make sure the filler was cleaned on time. But then, when TPM was available, he took the initiative to start taking part in maintenance of machinery for which he was not even responsible. He began to know that any problem at the factory is a collective responsibility and not just an individual’s challenge.

(To be continue)

Productivity and Quality Office