1. Company, Factory Profile:
1.1 Factory Profile
Bright Dairy started business at year 1911. The core businesses are thedevelopment, production and sells of dairy products. During more than 100 years
development, the Group has been the leader of Chinese high-end dairy industry. TheGroup has world-class dairy academy and use world-class equipment and process toproduce fresh milk, fresh yoghourt, lactobacillus, normal temperature milk, normaltemperature yoghurt, milk powder, cheese, butter, etc.Tianjin Bright & Mengde DairyCo., LTD is a joint venture created in November 2002 which located in Tianjin Beichen
Wind Power Industry Zone and covers an area of 100 thousand square meters. It has
322 employees, 12 A3CF filling lines, 3 Fino filling lines , one A3 speed filling line,
one TBA22 filling line, one thin cream filling line, one PET filling line. The total outputof the factory was 121 k Ton in 2023.
1.2 product and management organization
The process of the factory is divided to processing, filling and distribution. There
are five kinds of products Including fermented milk, sterilized milk, mixed milk, thincream, milk beverage, the main products are fermented milk and sterilized milk. Thetechnology of fermented milk is to prepare and ferment after UHT sterilization, andfill yogurt after forming. The technology of sterilized milk is to fill pure milk directly
after UHT sterilization. The management structure of Bright Tianjin factory includes
one general manager, one GM assistant who support GM to manage the production,and 8 departments which work together to insure good quality delivery including
production, quality, equipment, safety, raw milk supply, integrated management,
finance and project departments. Production, quality and equipment three departments
run 24h work by three shifts.
2. Milestone on the Journey of Manufacturing Excellence
Bright Tianjin factory arrange production according to the production order given
by Bright Group. Bright group distribute the total production order to different Brightfactory according to their performance of quality, cost and productivity. To improve
Bright Tianjin factory business by getting more production order, the factory must
improve the general performance including quality, cost, productivity, safety andemployee competency. In order to improve the competitiveness of the factory,enhance
profitability.After SWOT analysis, the factory set the vision as to be the performanceleading factory in the dairy industry and determine seven strategies as optimizing
marketing strategy, enhancing product added value, making common progress of thewhole industrial chain, reducing cost and increasing efficiency, improving quality,improving morale, and building safe, healthy and energy-saving factories weredetermined. TPM implementation will help factory to achieve these strategies.
Since the implementation of TPM activities, the factory first established the TPM
management committee, determined the project coordinator and the chief of each pillar,carried out the AM, PM, QM, FI, EM, OM, SHE, E&T eight pillars, and determined
the operating mechanism of TPM activities. The shop floor was divided to units. The
employees from quality, equipment and production departments in each unit recognized
as a team and review the performance of the unit together every day and then takeactions. Unit leaders review the performance of the entire factory together withsupervisors and managers every week. More and more common workers take care of
the factory performance, so that factory performance can be improved.
The Management committee sets the campaign strategy, monitors the progress ofthe campaign and tracks the achievement of the target. In the Award for TPM
Excellence stage, we strengthened the factory system, reduced manufacturing costs,
and won the Award for TPM Excellence in 2017; In the Award for Excellence inConsistent TPM Commitment stage, extended the system strengthening activities to thesupply chain, focusing on total cost losses, and won the Award for Excellence inConsistent TPM Commitment in 2020; In the Special Award for TPM Achievement
stage, we enhanced the ability to cope with environmental changes, improved
competitiveness, and enhanced the profitability of the factory, realized the growth offactory orders and the improvement of profits, and challenged for the Special Award
for TPM Achievement in 2023.
3. Benefits Achieved
3.1 Tangible business results
The factory has setup 178 improvement teams in 9 years and 300 persons havetaking part in the teams. The factory has collected more than 1800 suggestions, 19900
tags and the total loss has been reduced by 27 million RMB. The volume of orders
increased year by year, resulting in a substantial increase in turnover, up by 23%.
Continuous improvement of product cost resulted in a 27.1% reduction in product cost.
In addition to the continuous improvement of product cost, the equipment efficiency
was also continuously improved. The failure strength rate decreased from 3.6% to0.44%, the zero failure line increased from 0 to 10, and the OEE increased from 57%
to 82.7%. The improvement of product quality is our constant pursuit. By reducing
defective products, the zero defect line increased from 0 to 10, and the complaint rate
decreased from 3.5ppm to 0.8ppm.
3.2 Intangible improvements
Personnel capability has been continuously improved, at the very beginning, all
the Kaizen teams leaders are managers and now even shop floor workers have thecapabilities to be a Kaizen team leader. Through the safety and environment
improvement activities, the safety awareness of all staff is enhanced, and the safety
accident will not happen again, and the environmental protection and healthy working
environment is created, which enhances the satisfaction of employees to the factory,
and enhances the cohesion and enthusiasm of staff
4. Key of our Manufacturing Excellence
According to the strategy, the factory finds out the critical success factors. And thendivide the CSFs to KPIs. The management committee oversees factory TPM activities
and setup pillars to implement. Different employees in different department join inpillars. Each pillar manages its related KPIs. When KPIs achieved, the targets of eachdepartment also achieved. So, all employee participation is the recipe of success.
Through the participating in interesting activities every year, employees gain happinessin TPM activity. Through internal awards every year, employees gain passion toimprove together with the factory. In the following activities, we will focus onenhancing our ability to cope with environmental change, enhance competitiveness andenhance the profitability of the factory. Then we will continue to improve according to
TPM approach, finally, achieve world class level.
5. Achievement RecordActualBM
CategoryIndex
UnitStatus
20202023
S

Number of work-related accidentsrequiring days off work

Cases/ year

00S

Number of work-related accidents not
requiring days off work

Cases/ year

00S

Accidents

events00P

personnel efficiency

%

82.65

92.5

POEE(or Overall Plant Efficiency)

%

82.5

82.8

P0 Breakdown lines

Line

410P

failure intensity rate

%

0.79

0.45

PMTBFHour133150

PMTTRmin2316

Q

0 defect line

Line510Q

Defect rate

PPM

2400

390

Q

Customer complain rate

PPM

0.89

0.8

C

Maintenance cost

RMB/ton

129

85.67

CPackage utilization

%

98.96

99.55

Cproduct costs

RMB/ton

7233

6830

D

Production Lead time

Hours

254.1

184

DOn time delivery%

100100M

Employee satisfactory

Score

90.3

92

M

Improvement suggestions

numbers

194

230

E

carbon dioxide emissions

KG/ton

43.3

37.68

S

Number of work-related accidents
requiring days off work

Cases/ year00