This approach focuses on developing a strong and profitable company constitution by completely eliminating defects, customer complaints, breakdowns and accidents within an organisation. For this purpose, it suggests methods for loss identification, loss quantification and loss elimination. And, thereafter for sustaining the improved condition and steadily making further continuous improvements.
Our journey for business excellence through TPM started during October 2003, when, TPM Methodology was deployed on a number of Manager Model Machines successfully & different Pillars of TPM were started gradually, under the guidance of JIPM(S) consultant.
In Dec 2007, we successfully challenged & obtained the ‘First Category TPM Excellence Award’.
Success encouraged us to challenge higher levels of TPM & accordingly our journey for TPM Part 2 started in 2008 , under JIPM(S) ‘ Consultant ‘s guidance.
And With the prevailing higher motivation level & capability of our people , we decided to challenge the 'Award for Excellence in Consistent TPM Commitment' this year & ' Special Award for TPM Achievement' subsequently.
During our journey through TPM Level 2 ,we have not only consolidated our gains of Level 1 but also improved upon this.
We have learnt many new methods & techniques & thus been able to broaden our horizon & vision.
We are deploying the concept of ‘GPIL New Production System’, which encompasses all the 10 Pillars of TPM , supported by other initiatives like ISO,OHSAS,Six Sigma , Simulation , Linear Programming etc.
Through the practice of TPM Methodology in our plant, we have been immensely benefited & the same is reflected through the improvement of Profit, Sales, Production / Productivity. Quality, Cost, Delivery, Safety & most significantly - the Morale of our employees.
There has been a steady improvement in the Organisational Culture as a result of deployment of TPM Methodology.
Gontermann-Peipers (India) Limited, undertook Six Sigma Initiative in December 2002. The organisation has created resources in terms of Black Belts and Green Belts. Basic awareness on Six-Sigma DMAIC methodologies so far has been imparted to officers. New projects have been initiated in various areas covering the improvement in productivity, minimisation of cost and improvement in process. Project wise financial benefit is being computed where possible.
- FI - Financial Accounting
- CO - Controlling
- SD - Sales & Distribution
- MM - Material Management
- PP - Production Planning
- QM - Quality Management
- PM - Plant Maintenance
- PS - Project System
- HR - Human Resources
- Pay Rlil
- ESS - Employee Self Services
- DMS - Document Management System
- BI - Business Intelligence,
- SCM - Supply Chain Management
- CRM - Customer Relationship Management
- SRM - Suppliers Relationship Management
- PLM - Product Life Cycle management