GROUP 1

OPERATIONS PERFORMANCE

Presented by

Zaenal ABIDINNimas Kharismamurti

Yendra BUDIANA

Holcim work with the « triple bottom line « 

Inputs Output

Operations

Resources

Information :Switzerland company

80 K peoples70 countries production site

The world’s 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 “ – 1st and economic

class Mid 1990’s the 1st class market seem declined, and many air line

pulling out 1st class switch to business class

British Airways took a different view

Action : redefine the whole concept of 1st class travel needed

By - Refurbish the 1st class in 1994

from 18th 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 1st class products to unique 1st

class with no comparable competition

- Improve service Quality BUT higher cost for passengers

Improvement : Increase seat utilization in order to generate higher

revenue

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TPM Project implementation to reduce the factory Losses and Improve the plant Productivity & Efficiency

Improve the OEE ≥ 75%

Example Project

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PurposeOur Aim to bring those concept are «

Machine, Material losses, Manhours, Safety, Maintenace, Energy ...

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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

Expl…OEE

Line A11 J an Feb Mar April May J un J ul 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

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OEE, 65%Change Over; 3.6%

Breakdown; 8.7%

Waiting; 3.0%

Mi-crostops;

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

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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 2013Raw Materials / Matières Premières          

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 December Total 2013Theoratical / Théorique        

Raw Materials / Matières Premières          Packaging Components / Articles de Conditionnement          

Bulk / Vrac          Semi-Finished Products / Produits Semi-Finis          

Finished Products / Produits Finis          Total          

Valeur (kIDR) Actual / Réel        Raw Materials / Matières Premières          

Packaging Components / Articles de Conditionnement          Bulk / Vrac          

Semi-Finished Products / Produits Semi-Finis          Finished Products / Produits Finis          

Total          

Inventory differences (kcurrency)

Value (kcurrency) / Valeur (kdevise) 2012 January February December Total 2013Raw Materials / Matières Premières          

Packaging Components / Articles de Conditionnement          Bulk / Vrac          

Semi-Finished Products / Produits Semi-Finis          Finished Products / Produits Finis          

Total          

Sort & rework hours (h)

Hours / Heures 2012 January February December Total 2013Total for the plant / Total usine          

Usine          Value (kcurrency) / Valeur (kdevise) 2012 January February December Total 2013

Total for the plant / Total usine          Total          

Sort & rework invoices (extern) (kcurrency)Value (kcurrency) / Valeur (kdevise) 2012 January February December Total 2013

Total for the plant / Total usine          Total          

Destructions invoiced to the plant (kcurrency)

Description 2012 January February December Total 2013Raw Materials / Matières Premières          

Packaging Components / Articles de Conditionnement          Bulk / Vrac          

Semi-Finished Products / Produits Semi-Finis          Finished Products / Produits Finis         0

Total         0

Destructions treatment costs (%)

Value (kcurrency) / Valeur (kdevise) 2012 January February December Total 20136% Raw Materials         06% Packaging Components         06% Bulk         06% Semi-Finished Products         06% Finished Products         0

Total         0

Production value corrected with analytic result (kcurrency)

Value (kcurrency) / Valeur (kdevise) 2012 January February December Total 2013Total for the plant / Total usine         0

Total         0

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