Continuous Improvement: Combining Total Productive Maintenance and Culture Change

Continuous improvement: combining total
productive maintenance and culture change

Dr. W.B.J. Mens
Vice President MBU Production
October 15,
2008
08/05/15
Author/location
Operational Excellence
Pharmaceutical Operations Oss
Background
What has happened over the past few years?
Some examples of TPM
Attitude and behaviour
Conclusions
Questions/discussion
Pharmaceutical Operations Oss

MT-Pharmaceutical
Operations Oss
Other Staff Departments
Quality Assurance
Quality systems
Management Services
Logistics
Information Technology
BioConnection
Manufacturing Technology Department
CP project management
Master Data
MROP(Flexible workforce pool)
Health Safety Environment
Facilities Management
Materials Handling Department
MBU Tablets
MBU Parenterals
MBU Specials
MBU Customer
Order Process
MBU Outsourcing
Organon Production around 2002

background
Traditional pharma production site
High quality awareness
Low cost awareness
Delivery performance average 70-80%
Passive reactive culture
High social standards, care for employees
Illness rate around 8.5%
What has happened over the

past years?
Established cost awareness
Annually 5% productivity improvement
Introduced Total Productive Maintenance
Introduced Performance & Development Dialog
Moving to a goal directed organization: cascading
targets into entire organization
Illness rate reduced
Initiated organizational development (Culture)
programme, need to change
Maintained quality awareness
Our continuous improvement journey
TPM
Cost
reduction
Continuous
improvement
Right First Time
- Quality
- Delivery performance
- Cost
- Organizational development
Organizational Development
Modified from University of St. Gallen
Total Productive Maintenance

at Organon
5-S
Focused Improvement
Autonomous maintenance (by operators)
Planned maintenance
Training & Education
Why Total Productive Maintenance

at Organon?
Late 90s project Technical Organization
Production Oss
Asset management strategies and asset
management plans
Implementation of project management for
investment projects
Use of TPM: improve technical status of
equipment/reduce breakdown
Organizational structure and responsibilities of
technical support staff (a.o. harmonization
between departments)
An example of 5-S
Before TPM
After TPM
10
An example of 5-S
11
5-S quick scan
12
O.E.E. Trend sachetting in

Packaging Department
2006
13
TPM in Tabletting Department

Autonomous Maintenance
Operators from I operate, you fix to
Im responsible for my own equipment
All employees must agree that operators are
responsible for (first line) maintenance of their
own equipment
Training and audits on level of autonomous
maintenance
Culture change
14
Autonomous Maintenance
15
TPM effecting Technical Services

Centralized service for the site, not only
for Production
Only few dedicated technical services
people working for Production
Constructive discussions leading to Customer
Maintenance Team: dedicated group of technical
support staff for all relevant disciplines/knowledge
housed in the Production building
Fits nicely with planned maintenance activities
16
Continuous
improvement
Why improve???
We dont have time for focused improvements;
Its better to work harder !?!
17
Organizational Development
Modified from University of St. Gallen
18
Organizational development
From a reactive to a proactive organization, focus
on attitude and behaviour
Involve all levels of the organization
Top down and bottom up approach
Leadership programme and change agents
Large variety of tools developed
19
The behavioural context

80%
80%
20%
20%
Attention
Now
Discuss
Ratio
Head
[ Knowledge
[ Competence
[ Technique
[ Structure
[ Systems
[ Figures
[ Script
[ IQ
Experience
Experience
Feeling
Feeling
Stomach
Stomach
Contents
Process
20%
20%
[ Attitude
[ Behaviour
[ Experience
[ Attention
[ Self knowledge
[ Empathy
[ EQ
80%
80%
For success full division of attention at
transformation processes
With thanks to Acquis Management and Consultance
20
Leadership programme
Started with highest level of management
Subsequently second level of management involved
Currently roll out to third and fourth level of management
Contains: - describe current culture
- define and agree on preferred culture
360 assessment
Feedback training and use it actively
Intervision: exchange of experience and ideas on attitude
and behaviour on a peer-to-peer basis
21
Activities at shop floor level
Focus on communication, cooperation, teamwork

Interactive session on behaviour and attitude
Games, play
Feed-back training: tell what you really think, how to
interact in a constructive manner
Understanding of roles, behaviour of individuals in the
team and interaction with their first line manager
(enneagrams)
22
Conclusions
Changed gradually from a traditional pharmaceutical
production organization to goal oriented/ customer
demand driven organization
Met cost budget and FTE reduction programme for 4
years, but this started to become more difficult
Need for continuous improvement not as a programme
but as daily practice, Right First Time programme
Focus on system part not sufficient, clear desire to
change culture also
Results of organizational development programme
promising: reactive to a proactive organization
23
Discussion/questions
24

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Continuous improvement: combining total

productive maintenance and culture change

Pharmaceutical Operations Oss

Other Staff Departments

Manufacturing Technology Department

Materials Handling Department

Organon Production around 2002

What has happened over the

Our continuous improvement journey

Total Productive Maintenance

Why Total Productive Maintenance

5-S quick scan

O.E.E. Trend sachetting in

TPM in Tabletting Department

TPM effecting Technical Services

The behavioural context

With thanks to Acquis Management and Consultance

Activities at shop floor level

Focus on communication, cooperation, teamwork

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