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1.Organization Profile.
Sermsuk Public Company Limited started the beverage business in Thailand. Started
operations on April 18, 1952, and began to build the first factory to produce carbonated soft drinks
under the trademark "Pepsi" and began bringing beverages to the market for the first time to Thai
people on March 18, 1953. Sermsuk Public Company Limited has played a key role in establishing
the foundation of the soft drink industry in Thailand for more than seven decades, as well as beinga legend who created the Pepsi brand to be the leader in the Thai market. In 2011, Thai Beverage
Logistics Co., Ltd. became a major shareholder of the company by purchasing shares from Pepsi
shareholders and became a major shareholder in Sermsuk Company. and merged into one of thefour main companies in the ThaiBev Group in 2012. Currently, the company produces anddistributes “est” beverages as well as other leading non-carbonated beverages such as Crystal
drinking water. Oishi ready-to-drink tea and becoming the country's first fully integrated nonalcoholic beverage company.

Figure 1 Sermsuk History2Sermsuk organization.
Sermsuk Company is managed internally under management structure of Sermsuk Head
Quarter with the highest executive, Mr. Kosit Suksing as Managing Director and management teamas shown in chart of the organization as follow

Figure 2 The organizational structure of Sermsuk public company limited
Pathum Thani plant organization
Pathum Thani's management, the highest executive is Mr. Bhusorn Thaweephan, holding
the position of assistant director of production 1, and Mr. Thongjerm Pancharoen is plant manager
with departments under management. There are 8 main departments including head of production
department. Head of maintenance department head of human capital head of quality department,
raw materials, packaging materials warehouse department head of security department head of theprefabricated warehouse department and the head of logistics department.

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Figure 3 The organizational structure of Pathum Thani plant
Plant location
Address: No 63, Moo 3, Bangkhayaeng Subdistrict, Muang District, Pathum Thani 12000
Maximum capacity:

60,558,821 cases/year

Plant Area:

262,752 sqm

Manpower:

361 peoples

Production:

9 LineNumber of Machines:

147 Machines

Product are a well-known water and soft drink company in Thailand. The products aredivided into 4 group products
1.Drinking water group under the Crystal drinking water brand
2.Soft drink group under “est” brand3.Contract manufacturing product group under brand 100 Plus
4.Contract manufacturing product group under brand “Sarsi”
Total Capacity
Plant Site
Pathum Thani

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Carbonate Drink
Drink Water(Case / Year)(Case / Year)
29,358,821
31,200,000
Table 1 Capacity Phathum Thani Plant

Total Product Case
(Case / Year)
60,558,821

2. Milestone on the Journey to Manufacturing Excellence.
Background problem of Pathum Thani Plant.
Before implementing TPM in the company, we found that the cost of production was high.
Customer satisfaction is unacceptable. Due to delayed delivery and frequent complaints from
customers and quality stores. Including frequent accidents during work.
People The mainly problems of Pathum Thani plant issue of elderly generation person andclosely retirement that they don’t have knowledge transfer and working methods in order tosupport young generation employees in small group. In addition, we found that employees lackknowledge operating and maintenance of machines. These affect in poor performance with themachine until machine have a huge breakdown.
Machine Our machine found many chronic problems of machine breakdown frequently
occurring and performance losses propagation are due to minor stoppages and reduced speed
including lack of good maintenance management system.
We have made a decision to apply TPM principle to the plant management system. Thisway is a benefit of Pathum Thani plant because there are clear guidelines for practice step by step
this will give us a more systematic way to develop job skills and maintain our machines and weconfident that our people change mindset in there are work for excellence.
Sermsuk realized the importance of these issues and decided to use TPM as the main tool
to eliminate these problems. Reduce the factors that may lead to failure to achieve the goals andincrease the beneficial factors. All goals are applied to all levels from management to ouremployees. It relates to key responsibilities through objectives and goals. And deploy it as
Sermsuk's TPM policy.
“Sermsuk has developed an operating system with Total Preventive Maintenance (TPM) asa framework for excellence in efficiency and sustainability. as well as competitive costs to lead theorganization to excellence.”
1.Establish a production system aimed at eliminating all losses, with a goal of zero.
2.Developing the skills and abilities of employees to solve problems.
3.Establishing a quality production system aiming at zero waste.
4.Encourage the use of TPM to improve work processes in all parts of the organization.
5.Create a safe environment and work area and prevent hazardous risks that cause zeroaccidents.

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3.Benefit of Achievement.
Tangible Result
1.
2.
3.
4.
5.
6.

Customer Complaints reduce by 83.6%
Production cost per unit was reduced by 2.7%
Syrup loss reduction by 44.9%
CO2 loss reduction by 53.2%
Water Usage improvement by 22.3%
Breakdown reduces by 30.1%.

Intangible Result
External results of personnel (People Development)
External results from the implementation of TPM system are employees have the skills toincrease production efficiency through communication. This promotes teamwork in the workplace
resulting in preferable workflows. To achieve the same goal is to continue to be a world-class
Beverage factory.
Indirect results of a machine (Machine Improvement)
The indirect results of an implementation of TPM system are preventing machine
problems from causing accelerated depreciation of machines by using root cause analysis, whichleads to well-managed problem-solving. As well as establishing operational standards that can
prevent the problem of the machine before the problems occur. In addition, the working area ismore secure. Machines are ready to work more. Fewer problems and has a sustainable andproactive prevention system.
Indirect results of management (Management System)
Indirect results of management from the implementation of TPM system are topmanagement team is involved in pushing human resource development activities. And promote
improvement of work efficiency continuing over the years. Inspire employees to be alert. There isan incentive to improve the way we work. Whether organizing a competition. There are various
contests in the factory. Make the management system more systematic. From this employee haveto report their work results and systematically improve them. TPM system is one of the mosteffective indirect results of management (Management System)

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4.TPM Award Assessment Achievement Sheet.

CategoryIndex

2022

2023

TargetActualTargetActual

TargetActualTargetActual

639

641

673

704

775

791

830

854

%

71.7

74.9

74.1

76.4

74.4

77.9

76.5

79.5

86.3

Number of
breakdowns

Case /Month

72

0

65

0

58

0

51

07MTBF

Hour/case

1,022

1,125

2,113

2,324

3,127

3,439

3,396

3,735

4,430

MTTR

Minute

65

50

58

44

48

3949

34

55

Customercomplaints

Case

50

25

28

1296

90

3

PPM (Partper million)

63

57

55

50

55

45

46

36

31

Defect mode

Mode

171

155

145

127

128

105

103

58

100

Cost index%

0-4-6-8-32-12-30-16-18Water usage

Liter raw
water/ Liter
production

5.3

5.17

4.86

4.69

4.58

4.65

3.65

3.70

3.73

Syrup loss

%

1.1

0.80

1.40

0.60

0.50

0.30

0.30

0.20

0.10

CO2 loss

%

41.9

36.0

32.4

30.0

59.7

20.0

17.3

10

21.1

Sevice levelagreement

%

99.70

99.50

99.60

99.50

99.60

99.50

99.60

99.50

99.85

Loss time
accident

Cases/year

00

0

0

0

0

1

00

Non-loss time
Accident

Cases/year

80

4

0

80

60

4

Numberaccumulation ofKaizen
suggestions

Sheet / year

1,074

4,296

6,688

8,807

10,091

14,81913,672

16,642

19,653In-line defect rate

CostDelivery

2021

608

OEE

Quality

2020

Liter / ManHour

Productivity

Productivity

Unit

TPM
Started2019

SafetyMorale7

5.Key to our Manufacturing Excellence.
TPM system implementation history and expected success.
The significant key to advancing towards Pathum Thani plant is the employee.
Specifically, Employee attitude is willing to learn more about new knowledge, and have a passion
to practice a new skill. Therefore, implementing the TPM system can influence employees'
attitudes and make them feel like the machine’s ownership, zero breakdown maintenance, andworking in a safe environment.

Figure 4 Road Map to World-Class Manufacturing.

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