Abstract
The Fast-Moving Consumer Goods (FMCG) industry is one of the biggest manufacturing sectors in the world and is primarily characterized by companies that supply low-cost items that are consistently having high demand. FMCG items usually have close similarities, and for this reason, it results in stiff cost competition between retailers as well as manufacturers. FMCG or Consumer Packaged Goods (CPG) are items that are sold rapidly and at a moderately low price. Although the profit returns made on FMCG items are moderately little (especially for distributors than manufacturers), they are sold in huge quantities – in this way, the aggregate benefit on such items can be significant. The operating environments are highly competitive which require manufacturing equipment to be available when needed to function. The maintenance department should be equally effective in supporting production environments by eliminating unnecessary delays in machinery repairs.
The study takes on a case approach with the case organization being referred to as Company XY due to privacy and information protection obligations. Company XY is an internationally owned company with a plant in Walkerville, South Africa. It is the fourth-biggest worldwide confectionery business with a turnover of more than 7 billion Euros from its celebrated global brands that comprise chocolates and desserts. The company extended its activities in South Africa, in 2009. The study drew a comparison from the approach undertaken by Kwaso J.M.(1) in the research paper titled “Evaluating the impact of TPM elements on a manufacturing process”, whereby the evaluation of plant results was undertaken after having implemented total productive maintenance. This was done to draw a comparison if indeed the implementation of total productive in the case study plant would draw similar results or trends as those obtained in the study by Kwaso J.M.
Furthermore, a discussion of different types of continuous improvement approaches to improve the overall performance of an organization is carried out in the study. The discussion of the different types of approaches is important as it draws similarities as well as acknowledges the impact and challenges of implementing the different continuous improvement approaches when
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implemented in an organization. The outcomes of the study were obtained through carrying out continuous improvement workshops focusing on TPM philosophy with the aim of familiarizing the employees with the concept. TPM pillars were discussed, and the implementation strategy was devised from a team perspective to ensure buy-in from everyone involved to ensure success. The implementation faced several bottlenecks or disruptions with the most significant being caused by covid-19 which disturbed the entire global manufacturing operations.
Data from which the results were obtained is based on two lines that run parallel to each other and merge after several processes have been realized to become a single line. The two lines are both studied as the output of both lines is accounted for as a single line and relevant data is populated as well recorded into the SAP system. To determine the level of success of the total productive maintenance implementation data was analyzed using Microsoft excel. Overall Equipment Effectiveness (OEE) which is an important measure of Total Productive Maintenance was calculated and the results indicated an improvement. The financial year 2019 which is a pre-TPM implementation recorded the lowest OEE of 54,31% versus the lowest of 68,39% recorded in the financial year 2020 after the implementation of TPM had started.