Typically example for applying TPM at breweries

The CCM Tecate factory of Cervecería Cuauhtemoc Moctezuma (CCM) is one of the largest beverage factories in the Laiting America. With a large number of maintenance staff (80 maintenance staff out of 400 in total operating at the factory), Tecate is assessed to have great potential for productivity improvement through Total Productive Maintenance (TPM).

A study conducted in 2006 by the US Manufacturing Research Center found that only 38% of factories in the country are currently implementing TPM. Of these, 37% said they did not make as much progress as expected and 27% did not make any progress. Only 8% call their process “excellent”. Although this number has been improved in the following years, successful application of TPM is still a difficult goal to achieve according to many manufacturers. The barriers often come from internal causes of the business, not the method.

Learning from their predecessors, CCM leadership has come up with a more effective approach: Starting from those who directly implement the TPM, not the management.

The leaders at the factories said: “The operator has a lot of activities (derived from the modified contracts). It is very difficult to ask them to do more. ”Mr. Sanchez said:“ We have to convince them that these maintenance activities are part of operating the equipment. Taking care of the equipment means simpler operation, making the operator’s work easier, more efficient, and improving the plant’s metrics.”

Similar strategies have been used to persuade operators in breweries, filling and packaging lines.

As CCM’s plant maintenance manager, Mr. Sanchez leads an active team of 80 members of a division oriented to improve overall equipment performance (or ETE). ) and TPM’s six pillars support.

The daily work that makes the difference is included in the six pillars, the purpose is to:

• Improving, through operations and maintenance, preserving basic equipment conditions
• Identify and diagnose problems and identify opportunities for improvement
• Facilitate, optimize and seek to reduce maintenance
• Facilitate technical maintenance and apply continual improvement to equipment
• Increase the flexibility of processes
• Safety and environmental support

Results that CCM achieved after applying TPM:

• OEE: Increased 6.48 points over two years (from 69.77% in January 2006 to 76.25 in December 2007).
• Production: 35% increase since 2001 (2.97 billion ha produced in 2001 compared with 4.0 billion ha produced in 2007).
• Maintenance cost per unit of product: Reduced 26% in three years (P22.72 / hectare in 2004 compared to 16.92 in 2007).
• Electric energy consumption / per hectare: Reduced 11% (7.8 KW / h in 2003 to 6.97 in 2007).
• Outage time due to breakdown: Decreased by more than 33% in the past few years (from 15% to 5-10%).

Productivity and Quality Office