Success of early equipment management, autonomous maintenance and training & education in the start-up of a new production line: A case study at Heineken

Success of early equipment management, autonomous maintenance and training & education in the start-up of a new production line: A case study at Heineken

Querido, D.J.W.

Herder, P.M. (mentor)
Van der Lei, T. (mentor)
De Vries, P. (mentor)

Technology, Policy and Management

Energy & Industry

SEPAM

2013-07-29

Manufacturing organizations have to become more competitive. There are two important things a company can do: become more efficient in all operations and introduce new products. Total Productive Maintenance (TPM) is a production philosophy that contributes to more efficiency. The introduction of new products sometimes require new production lines, which have to be started up. In this research TPM and the startup of a new production line come together. This thesis tries to create more insight in what influences the success of the TPM elements Early Equipment Management (EEM), Autonomous Maintenance (AM) and Training and Education (T&E) in the startup of a new production line by investigating the three elements during a case study at the packaging department of Heineken Zoeterwoude. Success has a different definition looking at the three elements. EEM success is defined as equipment satisfaction and vertical startup. AM success is defined as a quick and successful implementation of AM step three in the new line. Finally T&E success is defined as what operators find important in a T&E program during a startup. This research searched for factors that influence these successes. To realize this, this research first broadly consolidated TPM literature which appeared not to be sufficient. Additional theory was needed. Therefore the three elements were thoroughly observed and studies at Heineken, to find similarities with other theories. This showed that looking at the success of EEM, theory on systems engineering, production startup (problems) and project and process management seemed applicable to add possible influential factors. AM at Heineken showed that a lot of general TPM implementation barriers appeared (apart from AM barriers). Therefore theory on general TPM implementation barriers seem appropriate to add possible influential factors to AM. T&E was a bit harder, because it was obvious that theory on learning seems applicable, but hard to investigate. Therefore the choice was made to look for factors that could improve learning and let operators elaborate on these. Theory on learning improvement was therefore used. To investigate all factors, for each elements different important responders were questioned and on top of that extensive observations were done by close participation in the startup. This research showed that for EEM, theory on systems engineering could be a important contributor to EEM success. Also theory on production startup (problems) has to be taken into account since factors form this theory could influence EEM success. The impact of project and process management was not really indicated in this research, but there contribution to EEM success is assumed, because factors from project and process management do influence other factors (that do influence EEM success). Secondly this research showed that apart from AM barriers, general TPM implementation barriers have a large impact on a successful implementation of AM in the startup of a new production line. Thirdly this research showed that theory on learning improvement is important to show what operators find important in a T&E program when starting up a new line. Finally this research showed that there are a lot of relation between influential factors looking at the three elements. Factors influencing each other suggests that some are higher in hierarchy as others. Looking at all the influential factors, their descriptions given by respondents and the relations between them, made it easy to set very tangible recommendations for Heineken, so that these elements can be more successfully managed in future startups.

Total Productive Maintenance (TPM)
Early Equipment Management (EEM)
Autonomous Maintenance (AM)
Training & Education (T&E)
Production start-up

http://resolver.tudelft.nl/uuid:2ddc87c2-8529-437d-b5f8-d197f5701dd3

2016-07-15

Student theses

master thesis

(c) 2013 Querido, D.J.W.