Success Stories

What are companies gaining from TPM & Lean (TPM³)?

Below are examples in industry groups of the many successes companies are achieving as they progress their TPM³ Journey. Please click onto the heading to go to the newsletter article outlining the story behind each success.

Building Industry

Hynds Pipes Systems - East Tamaki NZ: Operations Manager reported their TPM³ activities had resulted in a 12% reduction in operating costs and a 20% increase in output from the site compared to last year, with little to no capital expenditure.
Hynds Pipes Systems - East Tamaki: - At the TPM³ Action Forum in August 2002, it was reported that one section of the plant had been able to increase capacity 62% allowing the introduction of ongoing area-based team improvement which has more than sustained the gains.

Food Industry

Fonterra- Edgecumbe NZ: During the TPM³ NZ Networking Forum in May 2004, one team reported that by applying set up reduction to their CIP process, they shaved 1 hr 9 min off the turn-around time achieving a $1.5m increase in revenue per year.
Simplot Australia - Kelso NSW: TPM³ Aussie Cup Finalist Troops in with Results
OEE reaches world class! Customer complaints down 50%. These were the outstanding results reported by "F-Troop" a Macro Focused Equipment & Process Improvement (FE&PI) team from Simplot Australia - Kelso site. F-Troop were a finalist in the TPM³ Aussie Cup competition held at Echuca in August 2004.
Simplot Kelso's "Finding Nemo" Team Scores the "Aussie Cup"As a team that makes fish fingers, the winners of the Aussie Cup (the team competition during the recent TPM³ networking forum in Echuca) found inspiration in the movie "Finding Nemo" and this became their theme for both the team and their presentation. It certainly must have been an inspiration as they improved their OEE from 76% to 85%!

Mining Industry

Zinifex (Pasminco) Rosebery Mine - Tasmania: At the TPM³ Action Forum in August 2003, it was reported that since commencing TPM³ in May 2001 they had reduced Rolls Crusher change outs saving $160,000 per annum; improved capability in mine development from 100 to 125 m/week; and improved metal recovery by 3% giving a revenue increase of $1.6m per annum.
Banpu (Lampang Open Cut Coal Mine) - Thailand: CTPM's initial audit in 2004 at the Lampang site verified they were at Level 2 status and over the following 3 years they advanced to become the first site in the world to achieve Level 5. The impact on performance at the time of the Level 5 verification audit in May 2007 was that the site had achieved 517 days accident free and reduced average maintenance cost by 50%.

Packaging Industry

ACI Plastics Packaging - Kirrawee NSW: One team over 12 weeks in 2003 focusing on label losses reduced the loss by 73% and increased OEE by 20% resulting in an annual saving of $178,788.
Detmold Packaging - Adelaide SA: After 3 cycles of TPM³, it was reported at our TPM³ Action Forum in August 2003 that OEE on the Printing Line increased by 37% saving an estimated $247,000 per annum; OEE on Waxer line increased by 19% saving an estimated $70,000; and Wax variance on Waxer line improved from $25,000 unfavourable to $2,000 favourable.
Cryovac New Zealand Hot Stuff Team identifies a 76% reduction in set up time and $680,000 savings. They may have called themselves "The Hot Lips" but as the Cryovac finalists in the 2004 TPM³ Kiwi Cup Team competition, their achievements were pretty "Hot Stuff"! The team's mandate was to analyse their current set-up time and achieve a reduction in set-up time of 50% which they exceeded by 26% resulting in the team achieving a 76% improvement! If gains were sustained they would result in NZ$680k per annum.

Paper Industry

Carter Holt Harvey - Te Rapa NZ: one team reported at our TPM³ Action Forum in August 2003 that over the past 12 months they alone achieved a 40% reduction in downtime, improved the quality of the product, and produced a cost saving of $340,000 per year.

Personal Hygiene Industry

SCA Hygiene Australasia (formerly Carter Holt Harvey) - Te Rapa NZ: At the TPM³ NZ Networking Forum in May 2004, the Production Manager reported that over the past 2 years the site has achieved over 600,000hrs LTI free along with one area-based team through their Operator Equipment Activities achieving an annual savings of $511,000.

Timber Industry

People - a company's most valuable asset.
NZ Forum 06 presentation by Campbell Crooks, Sawmill Manager, Juken NZ
Juken NZ - Northland Mill is a Japanese owned timber processing plant dealing with solid wood and veneer products. Situated in the far north of New Zealand, the Northland Mill site at which Campbell is based currently employs approximately 200 staff.
Tenon (formerly Fletcher Challenge Forests) - Kawerau NZ: One team which presented at the TPM³ NZ Networking Forum in May 2004, reported that within 6 weeks they were able to reduce unplanned saw changes by 80%, increase sawmill capacity by 2.25% and save approximately $41,000 per year by reducing the replacement and machining of parts. The team also achieved a 50% reduction in timber going to the Re-saw.
Tenon (Fletcher Challenge Forests) - Kawerau NZ: During our TPM³ Action Forum in August 2003, the site manager reported that over the past 12 months capacity increased by 29% along with rework volumes falling 70% and are being sustained.
Tenon (formally Fletcher Challenge Forests) - Rainbow Mt NZ: During the TPM³ NZ Networking Forum in May 2004, it was reported that one Logistics & Support team within 12 weeks reduced on site transport costs by 12% savings $100,000 per year along with reducing by 2, the number of forklifts required on site. There has also been a 15% reduction in Work In Progress Inventory and a 27% reduction in the average manufacturing lead-time.
Tenon (Fletcher Challenge Forest) - Rainbow Mt NZ: a set-up reduction team reported at our TPM³ Action Forum in August 2003 how, for an outlay of $7,000, they reduced set-up times on their planer by over 60% resulting in a downtime saving of $134,000 per year.

Trainer Number:
91301

www.ntis.gov.au