Award for TPM Excellence, Category A
Swan Industries (Thailand) LimitedManufacturing 4 : Food Cans (2 Pieces Cans)

1. Company Profile
Swan Industries (Thailand) Limited is the one of the biggest & reliable cans manufacturers inThailand which continuous improving & developing by our technology in order to meet withinternational standard requirements from worldwide. Nowadays, Swan’s products cover whole rangeof metal cans such as Seafood Cans, Fruits & Vegetables Cans, Beverage Cans, Powdered Milk Cans,Aerosol Cans, and Others, also including Easy Open Ends (EOE) and Stay On Tab (SOT).
Head office located at Bang Phli Industrial Estate, Soi 2, No.171, Village No.17, Bangna-Trad
Road, Bangsaothong, Bangsaothong District, Samut Prakan Province 10570, Thailand and has a totalof 6 factories:
Manufacturing plant 1 : Coating and Printing on Metal Sheet
Manufacturing plant 2 : General cans and Dry Food Cans
Manufacturing plant 3 : Food Cans and Beverage Cans (3 Pieces Cans)
Manufacturing plant 4 : Food Cans (2 Pieces Cans)
Manufacturing plant 5 : Easy Open Ends (EOE) and Stay On Tab (SOT)Manufacturing plant 6 : Food Cans (3 Pieces Cans)
For reliability manufacturing and support customer satisfaction and high market share, there
is also a product research and development department to improve production performance, productquality, and lower production cost control. The research and development department is located in thesame area. Moreover, we joint venture with Toyo Seikan (Thailand) Co., Ltd. established Next Can
Innovation Company Co., Ltd., for cans manufacturing plant and also joined with Silgan Holding Co.,
Ltd., at Stamford in the U.S.A. of high barrier packaging plastic for the market sale in Thailand.
Sale and Production of Swan Industries (Thailand)
Overall, packaging production in Thailand has a production percentage as shown in the Pie
Chart, and steel packaging production is 12 %, with sales in 2023 totaling 80 billion Baht, the order ofsales as followed. Swan Industries (Thailand) Co., Ltd. is ranked No. 2 in which we have a joint venturewith Toyo Seikan (Thailand) Co., Ltd., a leading packaging manufacturer in Japan.
Manufacturing Plant 4.
Manufacturing plant 4 has been started operate production in 1999. Early stage ofmanufacturing in 2008, plant 4 has to 7 production lines. In present, we are operating 13 productionlines in cans manufacturing process. We are seeking an opportunity for increasing our capacity andsignaling our commitment to grow with our customers' needs. We excited to launch our newest two-piece cans line, planned to increase manufactured capacity by add more 3 production lines in firstquarter of 2023.
Manufacturing plant 4 is a single-use container for packaging that be composed of two parts,
cans body and lids (also known as ends). There were two kinds of cans lids such as flat and easy open
ends. We produced two-piece cans by means of forming of cans by forming and joining methods.
Manufacturing plant 4 has 152 employees with details as follows; male 81 persons (53%) andfemale 71 persons (47%) with an average age of 33 years old. Most of their education level is High
Vocational certificate as 41%. An average job experience as 7 years old.

2. Milestone on the Journey of Manufacturing Excellence
To motivate factories to strive for excellence in output, the TPM system has been implemented.
Using TPM to increase performance.
Manufacturing 4 has studied TPM principles and determined that they are good principles, sothey have been implemented to work. Since implementing the TPM concept, the outcomes haveimproved to a degree, so there is a desire to improve and operate in a systematic way. With the current
situation, external factors such as customer demand, rising cost, and business competition are moreconcentrated than ever. To increase a company's competitiveness, previously, there existed an ISO
system that focused on high product quality but did not focus on machine maintenance since there werestill quality issues caused by machines that were not maintained, and because the rise in production
costs caused by waste, the management team and manufacturing 4 desired to implement TPM activities
earnestly. The management team and manufacturing 4 invited TPM-knowledgeable teachers to serveas consultants. As a result, after the adviser has provided counsel, begin carrying out TPM activities
with zeal and intensity in order to improve work efficiency, develop staff talents, and assure credible
universality in response to client wants. Encourage clients to be certain that we are a company capableof producing world-class products and TPM system is doing well then, we achieved many international
standards and awards therefore TPM Excellence Award and others are our goals of achievement.
TPM system performance and success expectations.
Due to the rapidly changing market in the packaging manufacturing industry, the management
team has a vision and policy to become a world-class metal packaging manufacturing organization. As
a result of the above vision, the company must strive to enhance production efficiency continuously.
Manufacturing 4 and other factories began learning to create TPM systems in 2012 with theestablishment of a TPM system team and the assignment of roles and responsibilities to operate,including planning and goal setting for TPM. The TPM Kick-Off has been implemented twice inManufacturing 4; the first time as a learning operation by the Thailand Productivity Institute, and thesecond time in 2018 by assembling a team and advisers to make the system more earnest.
Establishing a relation between scorecards and TPM actions.
The operation focuses on establishing the TPM system as the organization's primary policy.
The KMI (Key Management Indicator) has been implemented by Manufacturing 4. This is a policy set

by the management of all 7 key points (PQDCSME) to connect the actions carried out by each pillar of
the TPM system which can be divided into PQDCSME aspects.

3. Benefits achievement
We determined the formation of plant operation with a firm focus on the TPM system as themain policy of the company’s management. Manufacturing plant 4 has adopted the management
indicators also known as Key Management Indicators (KMI) appointed by the SWAN’s management
committee. By connecting the relationship of production, administrative operations, and activities toeach pillar in the TPM system, Be divided into aspects of PQDCSME as follows;
Tangible Result

Unit

Kick Off/TPM Started
2018

ActualStatus
2023

Cases/ year

10Cases/ year

30%

47.99

71.03

MTBFHour/Time578

2006

MTTR

Min/Time

88

29

Number/year

33

PPM

2,037

2,594

Millionbaht/year

2.0

0.175

%

64

100KMI

S

P

Q

KPI
Number of work-related accidents
requiring days off work
Number of work-related accidents
not requiring days off work
OEE
(or Overall Plant Efficiency)

Number of customer complaints(Critical)
In-line defect rate, scrapCRepair Cost

DPlan Attainment

M

Number of Employee Kaizen
Suggestions sheet

Number/year

265

1,935

E

Zero Environment Complaint

Case/year

20Intangible Result
The results of the TPM system's implementation revealed that the team worked more. Because
it was coordinated between the pillars, which all have to be connected to information and have an idea
discussion. As for people development, the TPM system makes it a more concrete education & training
system. In the past, we had a Human resources department that was a teaching and performed training
for all employees. The existing training focuses on common management courses that are notconcentrated on improving machine maintenance and solving problems to reduce losses in production.
So, an education and training system which is one’s part of the TPM system can be an important toolfor developing employees and solving these issues.
1. Employees understand the concept of problem solving by thinking about preventing the occurrenceof problems.

2. Make employees aware of the loss in production processes.
3. Teamwork and everyone paying attention to minimizing losses.
4. Level up the ability of employees to plan for the replacement of retired workers or replacements forresigned employees

4. Key of our Manufacturing Excellent
The significant key to advancing towards manufacturing plant 4 is employee. Specifically,Employee’s attitude is willing to learn more about new knowledge, have a passion to practice new skill
and accept experiencing rapid, massive, change over in globalization. In the past, employees have awork-focused mindset that work on basic duty which is solely responsible for adjusting the machine inorder to generate workpieces only, a lack of work intention to preserving the machine and equipment
to be in good condition. Therefore, implementing the TPM system can influence employees' attitudes
and make them feel like machine ownership, zero breakdown maintenance, working in a safeenvironment.
The Benefits of TPM implementation can contributed to shop floor’s surroundings is cleaned,safe and the machine is ready to operate including build teamwork and cooperation together as follow
TPM policies earnestly. Therefore, our significant key is employee attribute. Especially the attitude ofaccepting changes will lead to improvements in work efficiency and strive for excellence in theproduction of metal packaging at an international level.
Future Plan
1. Increase overall OEE plant up to 76 % by 2024.
2. Implement no man operation project by IoT and Automation kaizen activities by 2024.
3. Reduce changeover loss (Die-set) to 60 minutes per time by 2026.

5.Contact
Swan Industries (Thailand) Limited.
Manufacturing 4 : Food Cans (2 Pieces Cans)
171 Moo. 17, Bangna-Trad Road, Bang Sao Thong Sub district,
Bang Sao Thong District, Samut Prakan 10570
Tel. +66 27053051 Ext. 2700
Fax. +66 23151094

2023 TPM Award -Achievement Sheet
Company

Swan Industries (Thailand) Limited.

Plant name

Manufacturing 4: Food Cans (2 Pieces Cans)

TPM Slogan/Objectives TPM is work-Lift for Loss out
Year when TPM activity
startedYear of benchmarking

2018
2018

CategoryS
S

Kick off/TPM

IndexUnit(Calculation Formula)
Number of work-related accidents
requiring days off work
Number of work-related accidents not
requiring days off work

Started (or lasttime awarded)

Actual Status
2023

Cases/ year

10Cases/ year

30P

Productivity for main products

Parts/Operator hours

1,239

1,583

P

OEE (or Overall Plant Efficiency)

%

47.99

71.03

P

Availability%

53.85

76.58

PPerformance Rate%

92.15

97.59

PQuality Products Rate%

8493.71

P

Number of breakdowns

Breakdowns/ year

770

37

P

MTBF

Hour

578

2,006

P

MTTR

minute/Time88

29

Number/year

33

Q

Number of customer complaints(Critical)

Q

In-line defect rate, scrap

PPM

2,037

2,594

Q

In-line defect rate, scrap and rework

PPM

5,500

4,496

C

Cost index

0.1006

0.1091

DProduction Lead time

Days

N/A

1.92

DDelivery performance%

99.04

100S

Safety index

1.81

0265

1,935

M

Number of Employee Kaizen Suggestions
sheet

Cost/Unit (Baht)
Cost/Kilogram

Accidents per 1,000,000
operator hours
Number/year