Results of applying TPM at SVEAM Company

Southern Agricultural Machinery and Machinery Company Limited (SVEAM) is one of the leading enterprises in the agricultural and fishery sector in Vietnam.

In order to constantly improve product quality, improve productivity as well as protect the environment, the Company has continuously invested in purchasing modern machines, specialized equipment, and building and maintaining a quality management system. ISO 9001: 2008, ISO 14001: 2004 and IATF 16949.

In the framework of the program: “Support for pilot application of overall performance management tool (TPM) for industrial enterprises” of the Ministry of Industry and Trade for 24 enterprises in the period of 2018-2019, Board of Directors The company has registered to join the program from September 2018 with the scope of application at the hip cap line of mechanic workshop No. 1.

As a result, the implementation of TPM has brought businesses the following benefits:

– Better visual management

– There are many more improvements to the tool arrangement at the machine

– Establish and monitor OEE on the hip cap line, aiming for 85%.

– Establish and monitor MTTR indicators

Specifically:

• Regarding production management: After 10 months of monitoring production data, the TPM Board has selected and set a target related to TPM: (1) OEE in the hip cap line should be over 85%, and (2) MTTR and MTBF indicators should be monitored once per month. Although the TPM activities are piloted in one line, but with the support of the company leaders, and with the participation of many departments (Manufacturing, M&E, Human Resources, ISO).
• In terms of productivity: Increase (due to increased OEE). OEE’s overall equipment performance index in the pilot area increased compared to August 2018. Specifically: OEE value in 8/2018 is 87.39%; and OEE in August 2019 was 94%; The months from October 2018 to June 2019 were all greater than the target value of 85%, and the highest OEE value was 94% in August 2019.
• Regarding training efficiency: Mechatronics department is able to train TPM for other workshops in the company. Has replicated training for the workshop of Mechanics No. 1, and the workshop of Mechanic No. 1 has deployed TPM (self-replicating). The M&E Department has assessed capacity for 100% (7/7 officers of the M&E department).
• About visual management: The company has been applying 5S for many years, so when implementing TPM, it is very convenient to apply visual management solutions to CNC machines at the hip cap line. Easy to see operating instructions, machine log, points of interest at machines. After 3 months of initial implementation of TPM, 5S activities have been strengthened throughout the company, typically the internal road area of ​​the company with regulations on which vehicles are allowed to travel and their maximum speed.

Expand AM at workshop CK1 (left photo), and re-line internal traffic lines (middle and right photo)

Operating instructions are observed at the machine and TPM meeting

In terms of manners and discipline: members of the pilot area TPM (hip cap line) all comply with the production diary, perform 10 minutes of machine cleaning every morning; and the M&E department performs weekly equipment abnormal checks.

After a period of guidance in the support framework of the Ministry of Industry and Trade, the TPM Board commits to continue to maintain TPM to bring greater efficiency to the company in terms of productivity and quality improvement.

Productivity and Quality Office