Sidel, one of three industry groups of Tetra Laval, is a leading provider of equipment and services
solutions for packaging beverage, food, home, and personal care products. Founded in 1965, it
currently ensures the operation of almost 40000 equipment in 190 countries, employing more than
5000 people and guaranteeing a turnover of EUR 1.4 billion in 2021.
Sidel has over 170 years of history in terms of experience and innovation in blowing, filling, labelling,material-handling, end-of-line, and line-engineering solutions.
(https://www.sidel.com/en/about/corporate/who-we-are-pa-47)
Sidel's industrial system consists of seventeen plants located around the world, while the headquarters
is in Parma, Italy. As Headquarter we host central functions as Customer Management and Marketing,
R&D, Engineering, Services, Finance and HR as well local ones as Industrial Engineering,
Procurement, Project Management Supply and Plant organization.
In Parma Site we have more than 900 employees while 180 of them are part of Parma Plantorganization.
Company organization in Parma Wet Block Plant is composed by direct subfunctions and others assupport:

GeneralManufacturing area is part of Plant Organization and is composed by Light Parts department (LP) &Heavy Parts department (HP).

We selected the Light Parts Department as pilot area to practice and integrate the methodology in ourprocesses.
Light parts department produce several core components for Fillers and others Sidel’s products, as:▪

Components for Filling Valve (Filler Platform)▪

Components for Rotary Union (Filler Platform)▪

Components for Vacuum Drum (Labeler Platform)▪

Component for Stretching Unit (Blower Platform)

GeneralIn Light Parts department we have 13 CNC machine and the 7 class A machine are involved inthe TPM initiative. Production processes are characterized by high variability of parts numbers:
more than 70.000 pieces and 350 different parts numbers produced in 2021.

Class A machines in Parma Light Parts

Production process is determined by the working cycle on our system SAP, and SOP are defined foreach code according to the complexity. Standard are dedicated to each code; complex one processedby several machines within the department, and sub furniture phases done outside the company.

Light parts department production process exampleGeneral

Sidel since 2008 has been updating its production and methodological system with the aim and toimprove and make processes more efficient. First step made in Pre-Assembly and Final Assemblywere:▪

2008: Preassembly lines – parallel modules ‘assembly▪

2010: Standard Work in Final Assembly▪

2013: Best Lean organization▪

2015: Modular assembly: Target LT 6 weeks

Sidel decided to implement TPM in the production department with the aim of optimizing production
processes, gaining knowledge of the methodology to have a fruitful exchange with advanced
customers who already apply it, and having the opportunity to share TPM for those who do not applyit. Light Parts Department had first touch on TPM activities in 2014, but in 2019 the department
decided to undertake the implementation in a structured manner. Implementation was an opportunity
to improve process performance in terms of efficiency, quality, cost, and delivery performance andinvolve operators in the machine knowledge and improvement identification.

GeneralFor the TPM introduction, a detailed plan was created to implement the six pillars (AM, PM, FI, E&T,QM, HSE) on the seven A-class machines in the department.

Light parts department TPM Roadmap

We started in 2020 with the initial cleaning on the pilot machine and the beginning of the autonomous
maintenance and planned maintenance pillar. The continuous monitoring losses highlighted
opportunities for improvement from which the first focused improvements projects were born. Oncea good level of stability was achieved, activities continued according to plan in the other areas.

Light parts department TPM master plan and progress.

GeneralOur TPM organization:

Light parts department TPM pillar organization

With AM Pillar, we have worked to stabilize and extend the AM approach to the whole department,on restoration of basic conditions and stabilizing OEE. AM pillar gave a strong impulse to operator’s
growth, involvement, and motivation on activities.
The Planned Maintenance Pillar helped Autonomous Maintenance first, so that we can maintain basic
conditions where develop preventive maintenance and then predictive approach.
FI Pillar has allowed to introduce in the department a structured approach for define Pareto loss
structure and conduct Kaizen projects with the involvement of the different functions and topmanagement.
QM Pillar facilitated the involvement of different functions in updating processes and improving inprocess controls by identifying the link between critical components and quality problems.
Through E&T Pillar we have introduced a structured system for the evaluation and creation of
personal training plans aimed at the growth and development of operators and maintainers byintegration with the other pillars.
HSE Pillar gave more focus in the department on reactive, preventive, and proactive approach onsafety related and environmental issues.

GeneralSidel Production System works to improve KPIs related to Safety, Quality, Delivery and Cost(SQDC), generating significant positive effects through TPM methodology implementation.
Our main improvement on business results is:▪

The strong involvement of Employees both in production and in support processes, hasenabled the department to achieve a result in terms of production equipment efficiency
increase (OEE) as well as a consistent awareness on results and a strong team spirit oriented
towards goals.

▪

Activities done with Autonomous and Planned Maintenance have had an impact on
breakdown reduction and MTBF increasing.

▪

Quality aspects going on through this project and his method we can appreciate a decreasingof NC and related costs. From high level analysis we went into details that allowed to manage
also small deviations, giving us the opportunity to intervene in production processes withproper improvements. This was possible by the strong effort of all areas involved as: Industrial
Engineering, CNC Office, Technical Department, Quality Control and Production.

Employee involvement built during TPM Program:▪

Weekly Communication with Operators about AM status▪

Daily Communication with Operators about deviation from target▪

Daily Communication with Maintenance about activities▪

Weekly Communication with Maintenance about Breakdown and KPI▪

Quality Communication on RCA▪

Weekly OEE Review

For specific results achieved see the “Achievement Sheet”.

GeneralThe Light Parts Department will be the reference for spreading the method initially to the rest ofParma Site and then to other Sites. The knowledge capitalized in Parma must be invested all aroundSidel Organization triggering a process that allow to achieve expected results in term of SQDC. The
knowledge capitalized is a way to create a common language between Customer and Sidel about TPMand improve TPM skills also on the side of the Customer.
The synergy between maintenance and production on tag resolution, training, and improvement
identification, which has grown more and more over the course of this TPM journey, will be crucial
to continue the growth path, maintain the ideal condition of the machinery and sustain activities overtime. TPM activities are crucial to strengthen the collaboration between production departments andupstream support functions to achieve ideal effectiveness and move the focus also to upstream
processes.
The level of standardization must be improved to sustain the results achieved so far and Job
Observation must be strengthened.
The goal zero accidents, zero defects, zero stoppages must be pursued by analyzing all events anddetermining their root-causes trough the involvement of all functions.
Continuously increasing people’s level of knowledge by involving them in problem solving trough
Education & Training Pillar support and integration with the remaining pillars.

Focused Improvements approach, initially sustained by a production bottom-up flow, shall beconsolidated in the Light Parts Department, and extended to the rest of Sidel as a model.

For Quality aspects must be stabilize the results achieved with this methodology by continuing towork on processes and links between other pillars other company areas.

GeneralTPM Award Assessment Achievement SheetCompany &plant name
TPM Slogan/Objectives

Sidel Parma S.p.A. Manufacturing Lights Parts
Become the worldwide referent model for TPM Methodology in Sidel GroupBM
TPM Started
20192022 YTD
NovemberTarget 2023

2023

Cases/ year

0101

Number of work-related accidents
not requiring days off work

Cases/ year

1301S

Frequency rate

Number of occupational accidents withleave for 1 000 000 worked hours031,53

026,9S

Severity rate

Number of day lost due to LTA for 1 000
worked hours

00,1900,17Q

Number of complaints(QM)

Number/year

4311106Q

NC costs (QM) / Product value

%

2,14%

0,95%

0,90%

0,90%

D

Production Lead time
(Rapresentative Valves Family)Days (internal and external lead time)

45

43

4030,6D

Production Lead time
(Rapresentative Rotary Unions
Family)Days (internal and external lead time)

88

101

9651,5

D

Delivery performance

N° of Customer request delivered ontime / Total customer request

71,4%

72,3%75,9%

92%

CInternal Cost index(Rapresentative Valves Family)

Cost/Unit

49,15 €

42,15 €

40,04 €

33,90 €

Cost/Unit

139,34 €99,66 €

94,68 €

99,70 €

79.900,58 €358.649,25 €438.649,25 €490.464,91 €CategoryIndex

S

Number of work-related accidents
requiring days off work

SCInternal Cost index (RapresentativeRotary Unions Family)

Unit

P

Productivity

Comulated Net value

P

Productivity on product value

Net Value / Product Value

4,41%

7,67%

5,6%

6,7%

POEE
(or Overall Plant Efficiency)%

58,59%

67,58%

69,28%72,3%P

Availability%

63,30%

70,40%

71%

72,5%

P

Performance Rate%

93,10%

96,8

98,10%

99,8%

P

Quality Products Rate%

99,00%

99,20%

99,50%

99,9%Q

In-line defect rate (scrap)

%

0,11%

0,09%

0,05%

0,0%

Q

In-line defect rate (rework)

%

0,89%

0,71%

0,45%

0,12%

P

Number of breakdowns

Breakdowns/ year

60

4543

27

P

MTBF

Hour

485:06:46

558:52:23

637:12:27

985:54:46

P

MTTR

Hour

18:35:01

15:06:41

13:31:50

33:46:50

M

Number of Employee Suggestions

Number/year

0132559#General