GEN-NA-STD-Approved TPM Pillars, Imp Team Routes Manuf-01.10.13.041-May2013

TPM
List of approved TPM Pillars & Improvement Team

Routes
Manufacturing
Note: Changes Summary page 3
Revision: 06
Page 1
Date: May 2013
Document Type: TPM Standard
HMESC: 01.10.13.041
Filename: List of approved TPM Pillars & Improvement Team Routes
HMESC: 01.10.13.041
Revision 06, May 2013
Issued By: C. Kerr
Contents
The purpose of this file is to document the approved and
latest versions of:
Driving
Pillar
System, Organisation & Change Management Contents
Routes
Improvement
Routes
Kaizens
RCFAs
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Summary This Revision (May 2013)

Safety (SHE) Pillar
Environmental Steps added (note for already Bronze Breweries)
DS and Org & C Mgt
New HPO model and route
FI Pillar
New FI Pillar Step 5 for Energy and Water including roadmap to 2020 E&W vision
AM
No change
Project & Early Equipment Mgt Pillar
No change
PM Pillar
Removed Breakdown Reduction, Route - recommend to use RCFA or Kaizen. Removed Minor
Stoppage Reduction Route recommend to use MSAS. Removed Speed Loss Routes
recommend to use Kaizen.
PQ Pillar
Quality Roadmap, linked to Bronze, Silver Gold
T&E Pillar
New PD Pillar is under construction,. Will be issued by end Q2 2013
Early Product Management Pillar
Page 3
Under construction. Will be issued end Q2 2013
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Safety Pillar Contents
Pillar Route
Improvement Routes
Reduction of accidents, incidents and near misses team route
Operational Risk Reduction (ORR) team route
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TPM Safety Pillar Route
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1. Introduce management of change (MOC) for all changes ,m/c

modification, chemical,
2. Define safety aspects & communication in DCS & perform safety
promotion
3. Develop approach on emergency planning & response
4. Define all safety aspects, controls in contractor management
5. Imbed basic safety training for all employees & advanced training for
1. Assess with T&E Pillar know
H&S experts
how on safety, perform training
6. Integrate / optimize safety, 5S,
to close the gaps
hygiene, audits
2.
Extend information coming from
7. Manage the plan of best practices,
safety pyramid e.g. near
horizontal expansion (internal &
misses
external sources)
3.
Develop cultural, behavioural
8. Monitor implementation &
aspects (including maturity
effectiveness of long term actions
checks, PPE audits, unsafe acts,
1.9. Prepare,
plan
&
perform
hazard
Systematically update risk
conditions, observations)
identification
&
risk
assessment
assessment & reduce residual risk
4. Define critical safety behaviours
across the site
5. Analysis & address behavioural
2. As priority define & implement risk
anomalies via training & Poka
management for risk of death &
Yoke devices
serious injury
6. Introduce checklist to audit
3. Prepare operational risk
safety standards application
reduction
team roll out plan
7. Define rewarding system both
for site & execute
for safety results & contribution
4. Ensure safety approval e.g. of CILTs,
to improve safety
OPLs, SOPs & maintenance stds to
8. Define sanction system for
ensure safe working practices
breaches
with safety
safety experts
discipline
5. Introduce safety VM, signage &
1. Select
& train
/
physical e.g. walkways, PPE,
champions in all departments
machine Poka Yoke
2. Perform accident & incident
6. Review work permit & LOTO
analysis to establish root
procedures
cause(s) via 5Why
7. Improve ergonomics &
3. Prepare & execute
environmental conditions light,
1. Assess all current activities performed countermeasures plan
noise, temp
4. Start horizontal expansion of
for safety
actions
to similar areas
2. Introduce & assess safety pyramid, formalise
KPIs
TPM Safety Pillar Route
Use the safety system

established to further
improve safety
Focus on people via

safety competences,
culture
&
behaviours
Hazard identification &

risk management
Systematically analyse
accidents & incidents
1
Page 6
3. Assess conformance to (HeiQ) Rules, Standards & Procedures via

HeiQuest & legal requirements. Make gap analysis on both & prepare
Identify safety priorities
action plan to close actions
& restore, achieve
4. Define visitor & contractor safety induction program
5. Define, review work permit system, LOTO & PPE procedures
basic conditions
6. Perform accident, incident (vertical) deployment, define priorities,
set targets & prepare improvement action plan
7. Ensure safety aspects
are included
5S activities & audits
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Revision
06, Mayin
2013
8. Introduce safety tagging system to identify unsafe conditions
TPM SHE Pillar Route
New
ENVIRONMENT
SAFETY
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TPM SHE Pillar Route - Environmental Steps
New
1. Map Solid Waste, Waste Water, Water & CO2 emission current
status
2. Make gap analysis to set priorities
3. Monitor data & solve anomalies
4.Identify improvement opportunities (Renewable Energies, Waste &
Waste
Water reduction, recycling, etc.)
5. Define new standards & visual management
6. Benchmarking & good practice sharing
7. Integrate/optimise SHE management system
1. Assess all current activities performed for environment

2. Implement a monitoring system for all KPIs and PIs & set
targets
3. Evaluate data collection system and data quality
4. Identify priorities via vertical deployment
5. Identify training gaps for all employees, visitors &
contractors
6. Achieve/restore basic conditions via 5S, tagging, audits
7. Systematically analyse accidents, incidents & near misses
8. Assess/establish environmental key systems (air & noise
emission
control, spill protection, hazardous chemicals transportation
& storage,
waste disposal system, other systems)
9. Hazard identification & risk management
10. Focus on people via competences, culture & behaviors
11. Include environmental aspects into existing systems (MOC,
DCS,
emergency, long term action plans, etc.)
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Reduction of Accidents, Incidents and Near Misses

Team Route
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Improve management
system to hold the gains
Reduction of Accidents, Incidents and Near

Misses
1.Review
& update as necessary
reward & recognition system to
Team Route
hold the gains
1.Determine the root cause(s)

using
5 Why analysis
2.Apply countermeasures r(using
hierarchy of control approach)
reviewing all aspects of man,
method, machine, material,
management & environment.
Where possible implement visual
management (VM) solutions,
poke yoke devices (refer to HeiQ)
3.Update workplace standards
4.Formulate requirements (with
Line Mgt) for implementation at
the workplace
5.Train people in new standards
2.Define critical behaviours

required to hold the gains
3.Integrate new standards in
workplace standards, 5S, CILTs,
PM systems ....
4.Update DCS/ MCRS system with
trigger points & analyse anomilies
5.Update risk assessment as
necessary
1.Assess & restore compliance with
workplace standards / rules,
standards & procedures in HeiQ
2.Perform safety tagging on
identified critical area(s) to
identify physical anomalies,
hazards - e.g. ergonomics, design,
wrong tools, PPE, fall, contact,
projection of material, chemical,
mobile vehicles, particular
environments...
3.Review 5S status & restore & / or
define new standards e.g. VM...
4.Understand behavioural aspects
(e.g via behavioural audits)
including records on PPE audits,
unsafe acts, conditions,
observations. Highlight & action
anomalies
5.Assess know how on safety of
critical areas, accident, incident
mode(s) & near
misses.
Highlight &
action anomalies
6.Review existing risk
assessment
1.Understand the current situation

by analysing all the historical
data, team assignment letter &
deployment of safety data (all
safety pyramid data, reference
HMESC 01.41.12.110)
2.Improve data collection as
necessary
3.Identify critical areas related to
accidents, incidents, near misses
under investigation
Note: at end of each step summarise
4.Identify clearly the accidents,
impact on problem and key
incidents, near misses mode(s)
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Operational Risk Reduction Team Route (ORR)

6
5
4
3
2
1
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Standardisation
Define & implement

countermeasures for
risks
Detailed Risk
Assessment
Identification of hazards
& hazard controls
Restoring Basic
Conditions
Data Collection
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Operational Risk Reduction Team Route (ORR)

6
Standardisation
Define & implement

countermeasures for
risks
Detailed Risk
Assessment
Identification of hazards
& hazard controls
Restoring Basic
Conditions
Data Collection
1.Make communication/machine
board
2.Define safety audit combined
with AM/5S audit
3.Develop indicators &
monitoring system
1.Investigate risks & define

countermeasures
2.Prepare an implementation plan
3.Update Operational Standards
4.Train personel
5. Monitor behaviour of people & analyse
anomalies
6. Residual risk calculation & conclusions
1.For each risk estimate
7. Long term actions coming from
frequency, probability and
conclusions
severity
2.Calculate Risk level incl. Assess
risk reduction by hazard
controls)
1.Identify all hazards on area
3.Make
a list of priority risks
2.Make a link between tasks, zones,
1.Restore the work area(s)
risks
according to latest existing
3.Identify existing hazard controls
safety standards (e.g. PPE,
shutdown...)
2.Carry out tagging , reinforce 5S
& define new, missining
standards as required
1.Analyse assignment letter
(standards should be visual)
2.Collect data about composition of the
3.Train personel
crew and list all activities
3.List tools and products ( e.g. chemicals) to be used
4.List energies operating the equipment
5.Define indicator and set the target

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Driving System
Organisation & Change Management Contents
HPO Model & Route
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The Leadership Team

Note: Leadership Team replacing the Steering
Committee in our TPM Architecture
HPO
HPO
HPO
Concept
Concept
Ldr Team
Leadership Team
Driving
Driving System
System
Process
Process
Results
Results
HPO - High Performance Organisation Model /

Route
... a tool / method for the Leadership Team
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HEINEKEN HPO Principle: Model Overview
New
Business
Results
Future Business Situation
Current Business Results
What is required of our organisation in

the future
1.Company requirements
2.Social, political, legal expectations
3.Competitive pressure
4.Expectations of employees
5.Then the Hard Numbers
What the organisation delivers now

1.Extend to which Company
requirements are met
2.Social, political, legal conduct
3.Position relative to competition
4.Extend to which employee expectations
are realised
5.Then the Hard Numbers results
Business (Operating) Strategy

1.Vision, mission
2.Strategy
3.Operating principles, underlying
values & assumptions
4.Objective & goals (KPIs)
Structure
Rewards
Decision
Making
Tasks
People
Information
Culture
How the organisation really operates
1.Attitude towards strategy & goals
2.Actual distribution of power & rewards
3.Actual work people do/dont do
4.Other norms that explain how things
get done (or not)
Organisation Design
Elements
* Source: Hanna-High Performance Organizations
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HEINEKEN HPO Principle:

Defined Theme & Assessment Loop
(Step 1) Define the theme
Future
Business
Situation
(Step 2) Identify Gaps
New
Current
Business
Results
(Step 5) Know & Assess
Business
(Operating)
Strategy
Design
Elements (DE)
(Step 4) Identify Issues
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Culture
(Step 3) Examine
HEINEKEN HPO Principle: Re-Design Loop &

Consolidate Key Findings to
prepare for Implementation
New
Current
Business
Results
Future
Business
Situation
(Step 9) Prepare for

implementation
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Business
(Operating)
Strategy
Design
Elements (DE)
(Step 6) Define new
(Step 7) Changes to
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Culture
(Step 8) Predict
impact of DE
HEINEKEN HPO Route (1)
New
Steps 6 8
ReDesign
Process
Steps 2 5
Assessmen
t Process
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New
1.Know the current business (operating) strategy formal & unwritten to identify if they are a reason(s) for the critical issues identified in the d
2. Assess the fit between the actual operating strategy & what the busines
situation
requires in the future
(Vision, Mission, Strategy, Operating Principles, underlying values and
assumptions,
Objectives & Goals (KPIs))
1. Assess one by one the critical cultural aspects & behaviours in respect of
the 6 design elements (this identifies the design strengths &
opportunities )
2. At the level of design element (if possible) cluster the issues by common
problems
3. Prioritise the issues to be solved
1. With the team examine how each result (good or bad) is achieved & ask
which organisational cultural aspects / behaviour(s) can be responsible
for it?
2. Confim at the GEMBA what the people say & what you see (focus on
observable behaviour)
3. Prepare a statement of positive behaviours we want to keep
4. Priortise the critical cultural aspects / behaviour(s) that need to
investigated further
1. Describe the future situation in terms of hard numbers, company
requirements social, political, legal expectations, competitive pressure &
expectations of employees
2. Identify the current results
3. Perform a gap analysis - determine which results need to improve &
which should be maintained (good & on track)
4. Prioritise the gaps to define the order in which they will be addressed
1. Define the theme & boundary, assemble the right group of people
2. Identify & map the entities that interact with the boundary
3. Describe the existing tranactions (formal processes) & relationships
between the boundary & each entity
4. Map the influence of the different entities on the boundary results
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New
1. Prepare a comprehensive summary of the changes to be implemented
1. Revised operating strategy
2. Detailed list of changes to the design elements
3. Communication plan
4. Major changes expected in organisational culture
1. Identify the positive & negative impacts the new design elements will
have on the organisational culture
2. Re-visit & adjust the design of the 'Diamond' in order to avoid the
predicted negative impacts
1. List the tasks that need to be performed in order to fulfill the new
operating strategy
2. Develop the other 5 design elements to reinforce the high performance
of these tasks. (Ensure all new design elements are cross-checked to fit
with new operating strategy)
1. Assemble again the team members to discuss, confront each other &
eventually reach a consensus on each point (as below) of the new
operating strategy
1. Purpose, vision & mission statement
2. Competitive strategy
3. Operating Principles
4. Objectives & goals
5. Underlying values & assumption
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Focused Improvement Pillar Contents
Pillar Route
Improvement Routes
Changeover Time Reduction
Team Efficiency
Energy Reduction
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TPM Focused Improvement Pillar Route
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1. Understand the current situation

TPM Focused Improvement Pillar Route
2. Develop from standard &
1. Create vision & roadmap towards

implement the DCS that fits
E&W corporate targets (e.g . 2020
your site in pilot area
BaBF)
3. Create plan to expand & follow
2. Define & install E&W audit system to up system effectiveness
RBC on general weaknesses
3. Understand current situation,
measurement system & analysis
deviations
4. Close gap to benchmark (UBM) via
appropriate tools & routes
5. Challenge consumption to
technological limits via appropriate 1. Perform detailed productivity
tools & routes
deployment (linked to PCM)
6. Prepare business case for equipment2. Develop the resource &
extension, modification,
productivity plan (priorities,
replacement
to achieve
targets & links to other pillars)
world class E&W levels
3. Improve resource saturation by
1. List & deploy out of production
improvement activities & team
activities
routes
2. Standardise indirect tasks, create
vision & plan to improve
1. Restore basic conditions - list all
3. Improve effectiveness of
planned activities with respect to
remaining out of production
start-up, changeover, shut down
time (overmanning)
& cleaning and ensure that
4. Set-up daily/weekly meetings for
standards & SOPs are defined
organisational losses
and followed
2. Define visual management
standards for the site,
1. Restore the measurement system
investigate innovations for Poka
& data collection
2. Deploy production cost & set prioritiesYoke, identify good practices
3. Perform high level loss deployment 3. Deploy line/machine losses and
define priorities for improvement
4. Deploy volume & productivity
and improve the standards e.g.
(machine & labour)
by using the appropriate route
5. Link losses to costs and calculate
4.
Manage horizontal expansion of
potential savings
solutions and long term actions
6. Set vision and targets
7. Make an improvement plan and assignto achieve world class level
New
Step
5
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improvements to all pillars

8. Continuously support Driving System by
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Revision
06, May
2013
accurate measurement
of results
and
loss
deployments
Changeover Time Reduction Team Route
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Changeover Time Reduction Team Route
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1.Finalise machine standards

and provide training
2.Establish a pre & post check
1.Identify all key failure points
verification system
during
3.Track the changeover & run up
run up after changeover
performance on DCS
2.Analyse settings and
4.Identify the constraints that
adjustments related to key
limited further changeover time
failure points
reduction
3.Convert adjustments to settings,
5.Define good/best practices for
visualise set points, do Poka Yoke 1.Sequence
the tasks to optimise
horizontal expansion
the c/o
4.Standardise and control the
remaininginternal
adjustments,
visualise
1.Identify
& external
tasks 2.Improve VM (visual management)
&(also
Pokapre
Yoke
of tools and change parts
and post)
2.Re arrange the tasks in pre, post 3.Challenge individual tasks on
micro level to further reduce the
and internal
c/o time, implement Poka Yoke
3.Reduce variation by defining
solutions
current best standard (v1) with
pre and post checklist and internal 4.Implement countermeasures for
sequences and task time reduction
c/o procedure
5.Re-define
the new best standard
4.Convert internal to external tasks
(v3)
(analysis), challenge VA versus
NVA
1.Prepare study team and operation
5.Convert internal to external tasks
team
(countermeasures)
2.Perform the study, observe the
1.Confirm
deployment
andstandard
project
6.Re-define
the new best
changeover
scope
(v2) (line & machine level),
3.Collect data and observations &
introduce KPIs
visualise the changeover process
2.Understand the vision for
4.Summarise initial findings and
changeover
observations on macro level
3.Restore basic conditions on all
5.Introduce performance tracker
standards (establish base line)
with step results
4.Check for current good
practices available internally &
externally
5.Set the team target
6.Create project plan Revision 06, May 2013
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Team Efficiency Improvement Team Route

impact on problem & key learnings
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Team Efficiency Improvement Team Route

1. Define the final standard of the crew
2. Intergrate new situation in Skill
Management System
3. Define performance indicator to measure
results
4. Introduce the follow up of the results &
integrate in DCS to ensure perfect
1. Define the system to follow up
execution
results
2. Record anomalies
3. Investigate all anomalies, define
& implement countermeasures
4. As required update standards &
re-train personnel
1. Ensure the best availability of
information to perform tasks
effectively
2. As required review decision
making process (RACI matrix)
1. Identify the focus area, list crew &

structure
2. Restore basic conditions on
standards already in place
3. List all tasks & measure saturation
of resources
4. Define performence indicator & set
improvement target
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1. Classify all tasks list ed &

idenfify improvement
opportunities
2. Deeply analyse priority tasks &
define countermeasures via:
3. Measure & improve MTBT
4. Re-calculate th ideal crew
5. Create the best standard (s) &
train personnel
6. Identify opportunities to
further improve via VM, Poke
Yoke...
7. Measure saturation of
resources
8. Review standards of non
production activities of the
team
Energy Reduction Team Route

5
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Define standards to
maintain results
Monitor results and

investigate deviations
Restore basic conditions
Understand current
situation
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Energy Reduction Team Route

1. Update working procedures
2. Set up a monitoring system
3. Update the maintenance
plan
4. Define the trigger points
and the standard procedure
in case of deviation
1. Define technological limit for

energy consumption; ideal
conditions
2. Identify losses due to non-ideal
conditions
3. Define causes to be not at the
ideal conditions
4. Improve current conditions with
countermeasures and improve
standards
5. Train operators and technicians
with new standards
6. Identify indicators and set up a
monitoring system
1. Split main area into working
areas
2. Deploy energy consumption
based on current level of
measurement or QA matrix
3. Set priority & define critical
sub areas
4. Set target for main area or sub
area according to level of
measurement

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1. Monitor results and identify

deviations
2. Find root causes by using
5Why
3. Define countermeasures and
implement them
4. Train operators and
technicians
1. Inspect critical area and tag

abnormalities
2. Solve abnormalities
3. Restore all working
procedures including
maintenance procedures
4. Train operators and
technicians
Autonomous Management Pillar Contents
Pillar Route
Team Route
Detailed Actions for AM Team Step 4
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Und
e
revis r
i on
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Route for AM Step 4

8
Check de results and

move to the next
inspection category
Finalise the
inspection program
Approximately one category per 2-6 months and when the

training of the technology is considered completed go to sub
step 3 for the next one
1. Establish inspection standards
2. Assess inspection skills and update skills matrixes
3. Perform self-audit
1. Define the maintenance standard for each wear or
consumable components
2. Conduct general inspection
3. Hold team meetings, list abnormalities and prepare
action plans
4. Correct abnormalities
General inspection
Specific training
on technologies
and component
General training
Preparation
of the training
Machine parts
classification
1. Definitions of assemblies, sub-assemblies and wear and

consumable component s of the machines
2. Prioritisation of technologies and parts using the L-Matrix
Step launch gate
1. Basic conditions check (micro-stoppages level, reduced

lubrication time and other criteria as per next sheet)
2. Priority check (priority of the line, ABC classification, etc.)
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1. Establish general inspection categories based on different

technologies (e.g. nuts, bolts, lubrication systems,
pneumatics, hydraulics, etc.)
2. Prepare training materials (checklists, manuals, etc.)
3. Skills matrix preparation and scheduling of training
4. Train future Level 4 operators
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Detailed actions for AM Team Step 5

7
6
Material losses
reduction
2
1
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Safety Risk reduction
Energy losses
reduction
Finalise Control
Points
Quality losses
reduction
Analysis of the
machine process
Step launch gate
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7
Finalise Control
points
Safety Risk reduction
Energy losses
reduction
Material losses
reduction
Quality losses
reduction
Analysis of the
machine process
1. Definitions of failure modes for quality, material losses,

energy consumption, change over (if relevant) and safety
2. Study of the interaction between Material and Machine
Step launch gate
1. Check of completion of step 4 activities

2. Creation of the team
3. Planning of activities
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1. Identify controls on critical components and carry out training

concerning all other relevant KPIs (e.g. changeovers, stocks, etc.)
1. Generic training about safety implications on machines

2. Define critical components based on risks assessment
3. Define control points and updated CILTs
1. Generic training about energy consumption
2. Define critical components based on specific consumption,
energy theoretical efficiency (zero losses), etc
3. Define control points and updated CILTs
1. Prepare specific training for the machine
2. Define critical components based on material balance
3. Define Q-Points and updated CILTs
1. Define critical components (give priorities based on loss
deployments)
2. Prepare specific training material for the machine
3. Define Q-Points (using the methodologies and the tools of the PQ
Pillar, e.g. QM-QX matrixes) and updated CILTs
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4
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Improvement of
organisation items
Reduction of walking
pattern
ECRS of CILTs and all

other team activities
Step launch gate
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4
Improvement of
organisation items
Reduction of walking
pattern
ECRS of CILTs and all

other team activities
Step launch gate
Page 36
1. Collect all organizational activities already executed by

the team or that could be delegated (holidays
management, vacancies, lunch breaks, movement of
materials, administrative tasks
2. Training to manage the organizational3
Training
for soft skills improvement
3. Definition of new procedures and training
1. Analyze all movements of production team members (e.g.

spaghettis charts or other team efficiency tools)
2. Investigate the opportunity and feasibility of layout
modifications
3. Fine tune the result of the ECRS
1. Collection of all activities carried out by the Production team (CILTs, 36

inspections, production operations, quality checks, administrative tasks,
etc.)
Carry out an ECRS exercise
1. Check of completion of step 5 activities

2. Creation of the team
3. Planning of activities
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Project & Early Equipment Pillar Contents
Project & Early Equipment Pillar Route

Improvement Routes
Project Implementation Team Route
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Project & Early Equipment Management Pillar Route
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Project & Early Equipment Management Pillar Route

1.Install a performance control
system
2.Use standards for all equipment
specification & ordering
3.Proactive feedback equipment
knowledge to supplier
4.Usage of information within
HEINEKEN for best practices
1.Minimum TPM requirements
including templates (CILT, SOP, TBM)
2.Improvement record database
3.Design standards / specifications
4.Implement MP function Checklists
5.Feedback loop to knowledge
database
1.Define & maintain 3 year
investment plan. (Brewery master
plan)
2.Classify projects based on risk
assessment and define project
approach & organisation
3.Manage execution of project plan
1.LLC for decision making

2.Learn from past experience
3.Deploy potential operational losses

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1. Review team
2. Create layout, workflow and
specification
3. Understand improvement
requirements
4. Detailed cost planning
5. Detailed activity planning /
supplier
6. Design review basic
engineering
7. Procurement
8. P&EEM Workshops
9. Change control procedure
10.Organisation & Maintenance
planning
11.Manufacturing
1. Project initial report

2. Team organisation
3. Scenario definition
4. Objectives and Preconditions
5. Equipment planning
6. Feasibility Cost estimate
7. Milestone planning
8. Initial risk assessment
9. Design Review
10.Scenario Report

Page 41
1. Review team
2. Installation Risk assess. &
mitigation plan
3. Installation standards &
Procedures
4. Defect detection and LOI
5. Commissioning
6. Transfer and Acceptance
Protocol
7. Operation Optimising Phase
8. Site Acceptance Test
9. Project evaluation
10.Closure of project
1. Review team
2. Set up LOR
3. Understand existing situation
of plant
4. Equipment planning & MP
data availability
5. Risk Management
6. Basic cost planning
7. Activity planning
8. Design review
9. Investment application
Planned Maintenance Pillar Contents
Planned Maintenance Pillar Route
Spare Parts Management Detailed Steps (Pillar Step 3.4)
Improvement Routes
Maintenance Standards Team Route
RCFA/Kaizen
Breakdown analysis
Minor stop analysis
Kaizen Sheet
Page 42
HMESC: 01.10.13.041
TPM Planned Maintenance Pillar Route
Page 43
HMESC: 01.10.13.041
TPM Planned Maintenance Pillar Route

1. Define predictive maintenance
technologies
2. Select equipment and part,
define operators and tasks
3. Develop diagnostic
technologies devices
4. Define predictive maintenance
plan
5. Train maintenance people
6. Manage predictive
maintenance plan
1. Implement Systematic
Breakdown Analysis
2. Review Maintenance
Information System
3. OTIF execution of current
maintenance system
4. Spare Part management
system review
5. Implement Systematic Minor
Stop & Alarm reduction
1.
2.
3.
4.

learnings
Page 44
Update machine list

Classify equipment (ABC)
Define failure seriousness level
Define maintenance goals and
OPI loss deployment
5. Establish basic maintenance
processes conform HeiQ
requirements (spare parts, work
order and TBM system)
HMESC: 01.10.13.041
1. Design and implementation

of budget control and
reporting system
2. Maintenance cost
deployment
3. Define best machine
maintenance practice
1. Review maintenance planning
procedure & execute teams
to review periodical
maintenance plans
2. Develop high visibility AM/PM
system
3. Improve PM system of critical
subassemblies through
FMECA and RCM
1. Restore machine's basic
condition and critical
maintenance backlog
2. Define system for horizontal
expansion of solutions
3. Support AM Teams
4. Execute improvement
activities to improve weak
points of equipment
5. Implement 5S in the
maintenance area
6. Define maintenance
organisation vision and train
maintenance workers
TPM Planned Maintenance Pillar

Step 3.4 Spare Part Management
1.
2.
3.
4.
Yearly ABC analysis of spare parts

Procedure for stock control
Stock level modification procedure
Implement performance measurement and DCS
1. Authorisation process for PO
2. Management of repairable
parts
3. Return policy for parts not
used during shutdown
maintenance
4. Effective purchasing
1. Decision making policy for keeping parts on stock

2. Decision making policy for stock level & order size
3. Define the required spare parts for each machine based on
maintenance strategy
1.
2.
3.
4.
1.
2.
3.
4.
learnings
HMESC: 01.10.13.041
Page 45
Classify spare parts

Eliminate obsolete parts
Organise (5S) the warehouse
Monitor the time required to
retrieve a part from the
warehouse
Evaluation of stock level & turn over using ABC-X matrix

Evaluation of cost & losses
Define targets
Define spare part store concept
page 46
Rem
oved
Note: Phase out:

No longer part of PKE
and ME trainings.
Recommendation is to
use Kaizen or BDA
Page 46

impact on problem
and 01.10.13.041
key
HMESC:
learning's
page 47
Rem
oved
Note: Phase out:

and ME trainings.
use Kaizen.

learning'sHMESC: 01.10.13.041
Page 47
Minor Stop Reduction Team Route

1. Collect & communicate OPLs
2. Review CILT & SOP
3. Identify opportunities for
horizontal expansion
4. Close team / next failure mode
1. Identify root causes using 5Why

2. Define countermeasures and set
priorities
3. Introduce follow up of results on
selected failure modes
Rem
oved
1. Plan & implement
countermeasures
2. Communicate improvements
using OPL
3. Repeat step 3 to find
additional causes
4. Follow up results
Note: Phase out:

and ME trainings.
Kaizen
or MSAS.
1. use
Define
critical
area
2. Understand working principle
3. Restore basic conditions &
describe failure mode
1. Analyse Pillar data

2. Perform additional data
collection
3. Pareto overview and failure
mode selection
4. Target setting
Page 48

learnings
Page 49
HMESC: 01.10.13.041

1. Group tasks into task lists.
2. Create SMPs / OPLs & Train
maintenance executers.
3. Implement parts in spare part
management system.
4. Schedule tasks lists in
maintenance system (AM / PM).
5. Create LCC estimate
Component by component:
1.Define criticality
2.Define maintenance strategy
3.Define preventive and corrective
task
4.Define resource for task
5.Check for opportunities to cluster
tasks

learnings
Page 50
1. Choose machine based on current

losses and criticality.
2. Define target & starting point for
team
3. Breakdown machine in assemblies,
subassemblies and components
4. Collect current maintenance
standards
5. Collect supplier recommendations
6. Collect breakdown history
7. Identify similar standards of other
brewery
HMESC: 01.10.13.041
1. Estimate & evaluate total

downtime and resources
required.
2. Estimate & evaluate total part
consumption / maintenance
budget.
3. Compare new versus existing.
1. Use maintenance practices &

breakdown history to Identify
Maintenance Significant Items.
2. Identify remaining maintenance
significant Items (wear &
consumable components)
3. Define known failure modes
4. Identify AM/PM components
Breakdown Analysis Sheet
Page 51
HMESC: 01.10.13.041
Minor Stop Sampling & Analysis Sheet
Page 52
HMESC: 01.10.13.041
12 Step Kaizen Sheet:
Page 53
HMESC: 01.10.13.041
Progressive Quality Pillar Contents
Pillar Route
PQ Pillar Roadmap
Improvement Routes
Extract Loss Reduction Team Route
Packaging Material Loss Reduction Team Route
Defect Reduction Team Route
Microbiology Defect Reduction Team Route
Page 54
HMESC: 01.10.13.041
Page 55
HMESC: 01.10.13.041
1.-World Class Quality Vision

Reliability
Product Stability
Capability
Reliable
Machines & Process
Reliable &
Predictable Process
Capable Process
Guaranteed Quality
UCL
USL
LCL
LSL
Bronze
Silver
Out of
Control
Page 56
HMESC: 01.10.13.041
New
Gold
2.-Quality Roadmap: Structure
Heineken World Class Quality
New
Page 57
HMESC: 01.10.13.041
Quality Excellence
3.-Quality Roadmap: Composition

New
4
Quality Assurance
Quality Control
Page 58
4
3
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4.-Quality Control Phase: Details
Quality Control
New
Page 59
HMESC: 01.10.13.041
5.-Quality Assurance Phase: Details
Quality Assurance
New
Page 60
HMESC: 01.10.13.041
6.-Quality Excellence Phase: Details
Quality Excellence
New
Page 61
HMESC: 01.10.13.041
Page 62
lity
HMESC: 01.10.13.041
)
nce
(Pers
onne
l)
Improve
Qua
nce
nel)
Mai
nten
(Pers
on
Mai
nten
a
l)
Quality
Excellence
INTERNAL QUALITY SCOPE
lity
(Tec
hn o
logis
ts
uali
ty
(Tec
h no
logis
ts)
olog
ists)
onne
Mai
nten
ance
(Pers
Quality
Assurance
Maintain
(Tec
hn
Qua
Quality Control
7.-People Development
EXTERNAL SC SCOPE
Suppliers Customers & Consumers
New
Gold
Silver
Bronze
Page 63
ADVANCED
PKE
New
Methodology Expert Workshops (ME)

(focus in a specific tools, techniques or systems for achieve Silver level)
Tools & Techniques
QUALITY
PKE
Quality Control
Quality Assurance
Quality Excellence
8.-Quality Roadmap: PKE Training / ME
HMESC: 01.10.13.041
Page 64
HMESC: 01.10.13.041
1. Monitor and check achieved

results. If there are anomalies
check analysis in step 3,
further analyse and implement
countermeasures
2. Investigate if further
1. Define the new standards and
improvement can be achieved
process factors to guarantee
by using known GPs in the
the desired process capability
critical areas. Recommend
based on Pillar priorities and
2. Integrate the new standards in
ease and effect whether to
AM CILTs and PM maintenance
implement (Pillar to decide)
systems
3. Based on Pillar priorities,
3. Update your DCS/ MCRS system
check if there is a requirement
with proper trigger points and
to further improve (Pillar to
RACI matrixes
decide). If so, compare data of
4. Monitor results regularly
critical area with situation of
best in class breweries and
technological limit
1. Determine root cause of loss
4. Implement countermeasures to
using 5 Why analysis
reduce the gap from the
2. Related to root cause, implement
benchmark/technological limit
countermeasures. FIRSTLY
5. Standardise
counter measures should come
6. Train and implement new
from Good Practices. Use the list
standards
in HeiQ
1.
Tag and list physical anomalies
3. Update the standards
(related to the loss)
2. Tag and list deviations versus
standards
process & equipment
standards, basic recipes and
1. Analyse the existing historical data
existing work instructions/ SOP
and check data integrity
(operational standards)
2. Map the whole process within scope
3. Prioritise the tags and process
of team
anomalies
3. Identify all possible loss points
4. Standardise the solutions
4. Verify your existing measurement 5. Train and implement new
system
standards
5. Define your critical area/ priorities based on ease and effect matrix
6. Further quantify losses in your critical area (when possible)
7. Describe the link between extract losses and the process
If: univocal link between loss and process --> simply define the
phenomena
(problem description)
If: more complex link between loss and process --> use the QA
matrix to define theRevision
phenomena
(check
HMESC:
01.10.13.041
06, May
2013 first if standard thesis list is
Page 65
learnings
available for your specific loss!)
Packaging Materials Loss Reduction Team Route

We a Note:
r
to co e consid
mbin
ering
Pack
e
agin Defect
gM
&
Rou aterials
tes
Page 66
HMESC: 01.10.13.041
Packaging Materials Loss Reduction Team Route

1. Review CILTs, OPLs, SOPs,
planned maintenance tasks,
training
2. Confirm or review Packaging
specifications
3. Define trigger points
4. Quantify all economical
benefits
5. Ensure horizontal expansion
(within the plant and outside.
Submit new possible Good
Practices to HeiQ)
1. Re-classify remaining
packaging material losses
2. Understand and describe
losses circumstances
3. Identify root causes of losses
4. If packaging material is
conform to specifications but
Material is still a root cause,
involve supplier and
stakeholders in order to
improve the specifications
5. Define priorities of solutions
1. Plan team activities according
to assignment letter (focus on
specific packaging item / line
2. Identify potential economical
benefits considering
packaging value, extract
losses and other losses
3. Analyse the existing historical
data
4. Map the whole process
5. Identify all possible loss
points
6. Collect packaging material
specification
HMESC:
01.10.13.041
7.
Set a data collection Revision
system 06,
Page 67
learnings
8. Prepare a Pareto analysis
We a Note:
re co plan (assign
1. Define
to co action
ns
m
eringdates)
binesetiddue
actions
Pack and
D
e
a
f
e
ging planned
ct &corrective
2. Implement
Ma
actionsRoute terials
s

standards
4. Measure results on packaging
1. losses
Compare the process in your
5. Identify
and eliminate
root
critical area
with the available
causes
remainingand
losses
processofstandards
Good
Practices (HeiQ, eRoom, etc.)
2. Plan the implementation of
Good Practices not already in
place
3. Analyse (5Why) the reasons for
not implementing remaining
Good Practices
4. Apply Good Practices
5. Verify compliance of machine
settings with process
standards
6. Verify compliance of packaging
material to specifications and
involve supplier and other
stakeholders (Buying, Quality,
etc.) in case of nonconformance. Look for supplier
Route Causes
7. Tag physical anomalies of
machines (related to the loss)
8. Manage the tags and process
anomalies
9. Standardise the solutions
May 2013(update CILTs, OPLs, SOPs,
machine settings standards,
We a Note:
r
to co e consid
mbin
ering
Pack
e
agin Defect
gM
&
Rou aterials
tes

learning's
Page 68
HMESC: 01.10.13.041

6
5
4
3
2
1
Page 69
Improve the
management system to
hold the gains
Analyse every defect
Implement improvement
actions
Find out root causes for

recurring defects

on
critical area & set
standards
Identify the origins of

defects
HMESC: 01.10.13.041
1. Redefine the conditions that

ensure microbiological quality
(PIs that influence micro FTR)
2. Update checklists and
standards to maintain the
defined conditions
3. Define actions on departures
from standards (both micro and
those that influence micro)
4. Improve the control systems
(define alarms in DCS and
reactions to alarms)
5. Revise and establish new basic
conditions
1. Determine the root cause of all

deviations from the micro
standard
2. Organise the defect analysis
(use the tools available in the
Microbiology overview as guide
3. Define how to analyse each type
Analyse every defect
of deviation (Out of Specification
actions)
1. Define action plan (from step
4. Train all people on how to
3: who, what, where, when,
identify and investigate
how)
deviations
2. Standardise countermeasures
Implement improvement
5. Implement the system and
(new std, OPL, work
continuously
follow
up results
actions
1. Pinpoint
probable
sources
of
instruction etc)
infection using trajectory
3. Introduce training system for
analysis to compare numbers
new standards
and types of microbes at each
4. Record and plot results to
stage
Find out root causes for
establish the effect of new
2. Perform 5 why analysis to
standards
recurring defects
understand root causes of
1. Identify critical areas (divide
defects
into sections/subsections)
3. Attribute root causes to 4M
2. Perform initial cleaning and
4. Produce final QA matrix from
tagging
on
5Why
3.
Tag anomalies versus
critical area & set
1. Ensure reliable Micro lab (complies
deviations from microbiology
standards
with LSS, lab standards, secure
related process/equipment
sampling plan, etc.)
standards, work instructions,
2. Analyse FTR Microbiology results
cleaning programmes,
Identify the origins of
3. Rank failures according to section
prerequisite programmes etc
defects
and make Pareto graph
(check against the
4. List and describe defect modes
Microbiology Knowledge
(e.g. Failure Raka Ray)
Overview in HeiQ)
5.
Produce
a
preliminary
QA
matrix
(if necessary) and set targets
HMESC:
01.10.13.041
Revision
May 2013
Page 70
6. Set up data collection
system06,
(e.g.
learnings
Trajectory analysis, Micro ID)
6
5
4
3
2
1
Improve the
management system to
hold the gains
Training & Education Pillar Contents
Pillar Route
Improvement Routes
Page 71
Competence Gap Reduction (CGR)
HMESC: 01.10.13.041
Und
e
revis r
i on
Page 72
HMESC: 01.10.13.041
Competency Gap Reduction Team Route (CGR)
5
4
3
Page 73
Evaluate results at 4
levels
Carry out the

learning program
Formulate
requirements for
implementation at
work place
Design learning
situation and
develop learning
materials
Detailed analysis
learning /
development needs
HMESC: 01.10.13.041
Competency Gap Reduction Team Route (CGR)

5
Evaluate results at 4
levels
Carry out the

learning program
Formulate
requirements for
implementation at
work place
Design learning
situation and
develop learning
materials
Detailed analysis
learning /
development needs
learning's
Page 74
5.1
5.2
5.3
5.4
Evaluate the Learning Program on Relevance by the learners

Test the learners on the newly acquired skills
Test the (changed) performance at the workplace
Evaluate the Operational Result
4.1 Create customized check-list

4.2 Execute the program
3.1 Define all relevant conditions that may influence the application of skills at
work
related to learners
work
related to immediate supervisors
work
related to Organisation and Management
2.1 Design Learning Situation
Take into account the 70 20 10 Learning Philosophy
2.2 Develop Learning Materials
2.3 Select participants
1.1 Analyse CGR assignment letter

1.2 Identify which skills have to be developed
1.3 Develop learning objectives
1.4 Define output in Competency Development and Improved
Operational Result
1.5 Develop Evaluation criteria and method(s)
HMESC: 01.10.13.041
Und
cons er
truct
i on
Early Product Management Pillar Contents
Pillar Route
Improvement Routes
Page 75
New Product Introduction (NPI)
HMESC: 01.10.13.041
Revision Management
Revisio
n
No.
Date:
Documen
t
type:
Issued
by:
Oct 2011
STD
C. Kerr
Jan 2012
March 2012
May 2012
Jan 2013
Revision Comments
Creation document.
New Safety Pillar Route; 5 steps introducing overall management system
approach.
New P&EEM Pillar Route and Project Implementation Team Route.
New visual identity, only use master for slide ID, update various routes from
EFESO to new visual identity+added banner not to be used yet.
New PM Pillar Route, BDA sheet, Minor Stop Sheet. New Changeover Route.
Extract loss and Micro Defect Reduction Routes updated.
SHE Pillar ENV Steps added for already Bronze Brerweries
Org & C Mgt - HPO Model & Route
May 2013
New FI Pillar Step 5; reviewed sub steps including roadmap to 2020 E&W vision.
PM Pillar Breakdown, Minor Stoppage & Speed Loss Reduction Routes removed;
instructiojn is to use RCFA, MSAS or Kaizen only.
Quality Roadmap linked to Bronze, Silver, Gold...
Page 76
HMESC: 01.10.13.041

GEN-NA-STD-Approved TPM Pillars, Imp Team Routes Manuf-01.10.13.041-May2013

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TPM

List of approved TPM Pillars & Improvement Team

Note: Changes Summary page 3

Date: May 2013

Document Type: TPM Standard

Filename: List of approved TPM Pillars & Improvement Team Routes

Revision 06, May 2013

Issued By: C. Kerr

System, Organisation & Change Management Contents

Revision 06, May 2013

Summary This Revision (May 2013)

Environmental Steps added (note for already Bronze Breweries)

DS and Org & C Mgt

New HPO model and route

Project & Early Equipment Mgt Pillar

Quality Roadmap, linked to Bronze, Silver Gold

New PD Pillar is under construction,. Will be issued by end Q2 2013

Early Product Management Pillar

Under construction. Will be issued end Q2 2013

Revision 06, May 2013

Safety Pillar Contents

Revision 06, May 2013

TPM Safety Pillar Route

Revision 06, May 2013

1. Introduce management of change (MOC) for all changes ,m/c

TPM Safety Pillar Route

Use the safety system

Focus on people via

Hazard identification &

3. Assess conformance to (HeiQ) Rules, Standards & Procedures via

TPM SHE Pillar Route

Revision 06, May 2013

TPM SHE Pillar Route - Environmental Steps

1. Assess all current activities performed for environment

Revision 06, May 2013

Reduction of Accidents, Incidents and Near Misses

Revision 06, May 2013

Reduction of Accidents, Incidents and Near

1.Determine the root cause(s)

2.Define critical behaviours

1.Understand the current situation

Operational Risk Reduction Team Route (ORR)

Define & implement

Revision 06, May 2013

Operational Risk Reduction Team Route (ORR)

Define & implement

1.Investigate risks & define

Note: at end of each step summarise

Revision 06, May 2013

Revision 06, May 2013

The Leadership Team

HPO - High Performance Organisation Model /

Revision 06, May 2013

HEINEKEN HPO Principle: Model Overview

Future Business Situation

Current Business Results

What is required of our organisation in

What the organisation delivers now

Business (Operating) Strategy

Revision 06, May 2013

HEINEKEN HPO Principle:

(Step 2) Identify Gaps

(Step 5) Know & Assess