Operation Performance Group 1 Modification Final.1

GROUP 1
OPERATIONS PERFORMANCE

Presented by

Zaenal ABIDIN
Nimas Kharismamurti
Yendra BUDIANA
Holcim work with the triple bottom
line
Inputs
Output
Operations
Resources

Information :
Switzerland company
80 K peoples
70 countries production site
The worlds leading cement and
aggregates industry ( crushed stone,
gravel and sand)

Produced : ready mix concrete
supplies, asphalt, offering consulting,
research, trading, engineering, and
other services.

Problem : give significant impact on
the sustainability and social
responsibility

Holcim Strategy : to integrate
economic, environment, and social
impact through the 3 bottom line
projects

Integrate Economic, Environmental
and Social

HOLCIM
INDUSTRY
Expanding the conventional
financial reporting
conventions to include
ecological ( sustainability ) and
social performance in addition
to financial performance
Flat Beds trade off utilisation for
Comport
Basic info :
Most of air line operated a Twin
class system 1
st
and economic
class
Mid 1990s the 1
st
class market seem
declined, and many air line pulling out
1
st
class switch to business class

British Airways took a different view
Action : redefine the whole concept of
1
st
class travel needed
By
-Refurbish the 1
st
class in 1994 from
18
th
seat to 14 seat pessangers
-Providing cabin the Bed in the sky
with horizontal bad, newest technology
( with easy for access )

Key success : Re positioning BA 1
st

class products to unique 1
st
class with
no comparable competition
- Improve service Quality BUT higher
cost for passengers

Improvement :
Increase seat utilization in order
to generate higher revenue
4
TPM Project implementation to reduce the
factory Losses and Improve the plant
Productivity & Efficiency

Improve the OEE 75%

Example Project
5
Purpose
Our Aim to bring those concept are
Machine, Material losses, Manhours, Safety,
Maintenace, Energy ...
6
Cultural Change - Involvement
TPM tools
Machine, Material losses,
Manhours, Safety,
Maintenace, Energy ...
Create a Cultural Change
Reduce Losses
5S
PROBLEM SOLVING
CHRONO
Best Practices
TPM tools
9
ExplOEE
Line A11 Jan Feb Mar April May Jun Jul Aug Sep Oct Nov Dec YTD12
OEE
Target
S14 - - - - - - 71.4% 88.9% 88.1% 82.1% 82.5% 87.5% 89.5% 84.3% 80.0%
B4 79.0% 79.0% 83.2% 82.0% 77.4% 83.4% 86.1% 86.4% 79.7% 90.3% 85.9% 86.4% 83.4% 83.6% 75.0%
T2 78.7% 87.5% 92.8% 90.6% 53.9% 89.4% 89.1% 94.4% - - 77.8% 78.0% 79.0% 83.2% 70.0%
S1 78.5% 85.5% 89.5% 88.9% 86.7% 76.1% 82.3% 73.8% 79.9% 83.2% 86.4% 77.6% 82.0% 82.7% 80.0%
S8 84.2% - - - 82.3% - - - - - - - - 82.3% 80.0%
S6 81.7% - - - 80.5% - - - - - - - - 80.5% 80.0%
S11 82.9% - - - - - - - - - - - 79.9% 79.9% 80.0%
S10 84.4% - - - - - - - - - - - 79.2% 79.2% 80.0%
T3 82.4% 87.0% 92.2% 84.0% 78.5% - 49.2% 62.5% 86.3% 62.4% 91.0% 91.5% 80.3% 78.6% 75.0%
S7 82.3% - - - 77.2% - - - - - - - - 77.2% 80.0%
J1 68.8% 73.3% 82.9% 73.0% 72.8% 78.9% 79.5% 78.8% 74.8% 80.4% 83.2% 68.0% 78.9% 77.0% 70.0%
S9 84.5% - - - 83.2% 65.3% - - - - - - - 74.3% 80.0%
B5 70.6% 68.2% 70.9% 68.7% 63.3% 70.4% 85.1% 83.5% 81.7% - 65.8% 74.1% 79.4% 73.7% 75.0%
T5 - 68.8% 67.2% 68.9% 74.0% 80.8% 72.6% 70.4% 71.4% 71.8% 73.6% 74.0% 65.1% 71.6% 70.0%
T6 - 69.7% 67.9% 60.8% 61.0% 78.1% 69.3% 68.8% 73.4% 71.5% 72.8% 75.1% 70.7% 69.9% 70.0%
S13 - - - - 83.6% 64.2% 61.4% 63.8% 73.6% 87.7% - - 53.9% 69.8% 80.0%
B11 63.4% 63.8% 67.0% 68.6% 52.9% 54.7% 60.1% 69.6% 69.4% 76.0% 60.6% 70.4% 70.8% 65.3% 75.0%
B2 50.6% 68.5% 62.9% 66.6% 58.6% 65.9% 68.2% 56.7% 67.6% 65.3% - - - 64.5% 60.0%
B17 - - - - - - 60.6% 65.6% 73.1% 61.1% 52.1% 67.0% 71.3% 64.4% 75.0%
T4 68.1% 50.8% 65.6% 70.4% 62.1% - 69.8% 69.0% 61.2% 63.2% 61.5% 59.9% 64.4% 63.5% 70.0%
B1 65.9% 78.6% 73.4% 66.2% 68.6% 70.5% 65.5% 59.6% - - - 24.8% - 63.4% 65.0%
T1 59.1% 65.6% 76.3% 60.6% 54.8% 63.2% 68.1% 66.9% 59.4% 58.0% 57.2% 59.8% 59.8% 62.5% 70.0%
B8 66.6% 76.9% 62.1% 65.1% 48.4% 63.8% 66.5% - 49.1% - - - 54.4% 60.8% 70.0%
J4 56.1% 57.4% 59.1% 60.0% 55.8% 57.5% 59.7% 61.7% 54.3% 55.2% 57.4% 56.4% 61.8% 58.0% 65.0%
B3 51.2% - - - - 49.9% 54.2% 64.6% - - - - - 56.2% 65.0%
J5 - - - - - - 76.6% 47.8% 47.0% 51.6% 51.0% 53.6% 57.0% 54.9% 65.0%
B10 46.8% 45.2% 50.3% 45.9% 45.4% 43.7% 50.0% 50.2% 52.0% 51.3% - 30.8% 44.6% 46.3% 60.0%
B12 - - - - - - - 47.7% 37.3% 32.1% 44.9% 44.9% 48.3% 42.5% 55.0%
72. 4% 70.5% 71.5% 71.6% 68.8% 69.0% 71.6% 70.1% 70.7% 70.4% 70.7% 71.9%
70.4% 71.0% 71.2% 70.6% 70.3% 70.5% 70.4% 70.5% 70.5% 70.5% 70.6% 70.6%
72.0% 72.0% 72.0% 72.0% 72.0% 72.0% 72.0% 72.0% 72.0% 72.0% 72.0% 72.0% 72.0% Target OEE
YTD OEE
OEE Monthly
65 % OEE
OEE Repartition
10
OEE, 65%
Change Over, 3.6%
Breakdown, 8.7%
Waiting, 3.0%
Microstops, 2.3%
Speed Losses, 6.3%
Planned Downtime,
6.1%
Target ->75.0 %
Road Map
TPM Implementation
Preparation phase:
Understand the business
priorities
Understand the plant losses
Understand the plant
organisation
Defining a strategy to attack the
losses (combination of business
and plant priorities)
Select the first pilot projects

TPM Implementation
14
Rate of manpower cost (MOS budget) (currency/h)
Quality wages (kcurrency)
Quality consumable budget for the year (kcurrency)
Exceptional losses (kcurrency)
Description 2012 January February December Total 2013
Raw Materials / Matires Premires
Packaging Components / Articles de Conditionnement
Bulk / Vrac
Semi-Finished Products / Produits Semi-Finis
Finished Products / Produits Finis
Total 0 0
Consumption variances (kcurrency)
Value (kcurrency)
Valeur (kdevise)
2012 January February
Decembe
r Total 2013
Theoratical /
Thorique
Bulk / Vrac
Total
Valeur (kIDR) Actual / Rel
Bulk / Vrac
Total
Inventory differences (kcurrency)
Value (kcurrency) / Valeur (kdevise) 2012 January February
Decembe
r Total 2013
Bulk / Vrac
Total
Sort & rework hours (h)
Hours / Heures 2012
January February
Decembe
r Total 2013
Total for the plant / Total usine
Usine
Value (kcurrency) / Valeur (kdevise) 2012
January February
Decembe
r Total 2013
Total
Sort & rework invoices (extern) (kcurrency)
January February
Decembe
r Total 2013
Total
Destructions invoiced to the plant
(kcurrency)
Description 2012 January February
Decembe
r Total 2013
Bulk / Vrac
Finished Products / Produits Finis 0
Total 0
Destructions treatment costs (%)
January February
Decembe
r Total 2013
6% Raw Materials 0
6% Packaging Components 0
6% Bulk 0
6% Semi-Finished Products 0
6% Finished Products 0
Total 0
Production value corrected with analytic
result (kcurrency)
January February
Decembe
r Total 2013
Total for the plant / Total usine 0
Total 0
15
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