TPM Activity Report

Linhe Plant, Youran Husbandry Co., Ltd.

Contents
1.1

Profile1.9

Plant Strategies

1.2

Milestones

1.10

Strategy Deployment by Pillars

1.3

Organizational Structure

1.11

TPM Organization

1.4

Employees

1.12

TPM Activity Plan

1.5

Equipment

1.13

TPM Activity - Steering Committee

1.6

Manufacturing Process

1.14

TPM Activity - Pillars

1.7

Inspection Tools

1.15

TPM Activity - Teams

1.8

Products

1.16

TPM Promotion - Daily Management

System1.17

TPM Promotion- Audit & Counseling

1.18

TPM Promotion - Atmosphere Creation

1.19

TPM Promotion - Benchmarking

1.20

Achievements

1.1 Profile
 Bayannur City
Location: Located in the west of the Inner Mongolia
Autonomous Region, Bayannur is long known as a Pearlof the Yellow River for its fertile soil and unique location.
Area: 640,000 square kilometers
million

Bayannur City

Population: 1.76

Traffic: Airport, railway, expressway
Resources: Abundant mineral resources Linhe Plant
Linhe Plant

Location: Bayannur Economic Development Zone
Area: 66,700 square meters
Capital: 35 million Yuan
Number of employees: 96

1.2 Milestones
February 2018: Start
production of sheep feeds

July 2007: Start of operation

2007

2017
June 2017: Company ofRemarkable Performance

2018

August 2022: Sales volume
exceeded 10,000 tons

June 2020: Start productionof beef cattle feeds

2019
April 2019: Model Companyof Feed Quality Management

2020

2021
March 2021: Passed ISO9000
certification2022

1.3 Organizational StructureManagement Level
Plant Director
Deputy Plant Director
Department Manager
Supervisor

Plant Director:
Chen Wei

Team Leader

Deputy Plant
Director:
Sun Fuchen

Worker6 levels, 7 departments

Production
Manager：
Yang Hong

Quality Manager:
Wang Chunyan

Supply Manager:
Zhu Hui

Human Resource
Manager:
Wu Lingyan

Financial
Manager:
Gao Honglu

Sales Manager:
Zhi Yaoqiang

Sales Manager:
Liu Gang

Safety Manager：
Wang Guofeng

TPM
Coordinator:
Wang Xinyuan

1.4 Employees
Years of service

41.7% have served for 5 years or above

11.5%
41.7%

Age

77.1% are less than 40

22.9%＜1 year30.2%

1-5 years
46.9%

30-40

＞5 years
>40

46.9%

Education

Composition

34.4% are college graduates

69.8% are production/sales staff

Bachelor degree

37.5%

34.4%

or above

36.5%

30.2%

Office staff
Workers

Junior college
graduate

28.1%

<30

Sales staff

33.3%

1.5 Equipment: ABC Classification
Equipment: 105 sets
A class: 7 sets (6.6%). B class: 60 sets (57.1%). C class: 38 sets (36.3%).
Linhe Plant Equipment Ledger
No. DMYX/JL/SB/11[A]Initialsorting
sieve

Dispenser

Sorting
sieve

Perma
nent
magnetcylinderPregranulation silo

Grading
sieve

No.

1

Dispenser

Mixingsilo

Dispenser

10

1

TGSS- Purcha Works Basem
2018.7
20
se
hop
ent

112

Zhen
Prod
0200
g
uctio
8099
Cang
n

10

1

TGSS Purch Work Base 2018.
-20 ase shop ment
7

3

Other
fixed
assets
1001
/
Scra
5991
Producper
7tionOther
tools

406

Zhen
Prod
0200
g
uctio
8100
Cang
n

10

1

TGSS Purch Work Base 2018.
-25 ase shop ment
7

4

Other
Clos
fixed
edassets
1001 air/5984 scre 204
Produc0w
tionconv
Other
eyor
tools

Feng
Shan
g

Prod
513 uction10

1

TLSS- Purch Work Base 2020.
25
ase shop ment
6.......

.......

.......

.......

.......

Pulverizer

Scraper

Zheng 02007 Produ
Cang 1063 ction

Other
fixed 1001
Scra
assets 5989
per
/ Other 7
tools

5. Pelletizer

Mixer

102

2

LifterFeeding

Generalequipment:
Main
10016 Scrap
equipm0318
er
ent forfeed
producti
onPrepalletizing

3. Mixing
scale

Introd Area Locati Time
Manu Serial Depar
CategorRema Intern
Period Quant
uced
of
on of
of
No.
factur numb tment
Modelyrk al No.
of use ity
throu install install installerer
in usegh
ation ation ation

Cooling
tower
6. Packing
machine

Robot

105

.......

....... .......

.......

.......

.......

.......

.......

.......

1.6 Manufacturing Process
5F: Raw material
weighing room Equi pment: Bühler, Zheng Cang, Feng S hang Li ne: 1

4F: Additive-feedingarea Capaci ty: 120, 000 tons/year

3F: Raw material storagesilo

2F: Automatic blending

1. Sieving andfeeding

1F: Pulverization, mixing

Basement: Lifter room

Ste
el/ro
ck
rem
oval

Pellet

Sort
ing
siev
e

2. Pulverization

Dist
ribut
ion

Powde
r

Bulk
tow
er
4. Mixing

Pall
etizi
ng

Gra
ding
siev
e

Coo
ling

MixingPelleting

5. Pelleting

6. Packing

Sieving and feeding

Pulverization

3.
Dispensing

Dispensing

Packing/bulking

1.7 Inspection Tools
Inspections

External inspections

No.

Inspection item

No.

Inspection item

No.

Inspection item

No.

Inspection item

1

Water content

12Weight1

Sulfated ash

12Saturated fatty acid2

Crude protein

13

Abnormal pellet

2

Glucose13

Crude fiber

3

Crude ash14

Crude fat3

Chloride

14

Selenium4

Ammonium salt

15

Sodium chloride

4

Specific rotation

15

Vitamin D3

5

Melamine

16

Loss on drying

5

16

Vitamin6

Aflatoxin B1

17

Ash

6

Fluorine

17

Zinc oxide

7

Vomitoxin18

Calcium

7

Ferric oxide18

Total bacteria

8

Zearalenone

19

Total phosphorus

8

Calcium oxide

19

Yeast

9

Salmonella

20

Mixing uniformity

9

Magnesium oxide

10

pH

21

Water soluble chloride

10

POV

11

Acid value

24

Menadione

Inspections of Youran GroupNo.

33 advanced inspection tools

12
3

Inspection item

No.

Inspection item

Arsenic

12

Vitamin D3

Lead

/

/

Cadmium//

4

Chromium//5

Mercury//

6

Crude fiber

/

/

7

Lysine//8

Acid soluble protein

/

/

9

Starch//10Vitamin A

/

/

11

Fluorine

/

/

Water

≤

Inspection for customers
General indicator
Product name AbnormalpelletCrude
protein

Crude
protein(drybasis)Toxin

Acid
Neutraldetergent detergent
fiber (dry fiber (drybasis)
basis)

Illegal additive

Aflatoxin B1

Zearalenone

Corn flake

Not detected(detection limit:
3.00 μg/kg)

Not detected(detection limit:
200 μg/kg)

Alfalfa

Not detected(detection limit:
3.00 μg/kg)

Alfalfa

19.20

33.4

42.9

Oat

10.16

35.5

57.7

Corn germ
meal

14.25

Not detected(detection limit:
3.00 μg/kg)

Not detected(detection limit:
200 μg/kg)

Melamine

Not detected(detection limit:
1 mg/kg)

1.8 Products
Feeds

Raw materials

Dairy supplies

Feed products: 118

Raw materials: 16

Dairy supplies: 471

No.

Item

Category

No.

Name

1

Miruyuan 4818 - concentrate supplement for camels in lactation
periodCamel feed

1

43% protein soybean meal

2

2

Rubeiyou 9505 - 5% compound premixed feed for peripartum
cows

Dairy cow feed

Dairy cow feed

No.

Item

Imported standard-grade alfalfa

1

Aflatoxin M1 rapid detection test strip (detection limit ≤ 0.05)(Lvshiyuan)

3

Imported premium alfalfa

2

Baiqiuqing (Lebenben) 1000ml

4

Cottonseed3

Juyoudian (Wen's post-bath solution)

4

Feed spreader 12m³ (Youhong)5

Meian cow blood ketone test strips (Dizhun)

6(Dingli) Inspection Tray

3

Rubeiyou 9305 - 5% compound premixed feed for growing cows

5

Beet pellet meal

4

Kang Shun Bao 13X - Concentrate supplementary feeds for dairy Dairy cow feed
cows in dry period (new upgrade)

6

Corn flake (third grade)7

Stone powder

5

Rubeiyou 9805 - 5% compound premixed feed for lactating cows

10

Cottonseed meal

76

Xiletege 5435 - 30% concentrated feed for fattening sheep(powder)

Sheep feed

14

Sodium bicarbonate

249(Liquid Pfite) Acid cleaning solution 200 liters

77

Xiletege 5435 - 30% concentrated feed for fattening sheep

Sheep feed

15

Domestic first-grade alfalfa

250(LEffect) Acid cleaning solution 20 liters

78

Xiletege 5730 - 30% concentrated feed for ewes

Sheep feed

16

High fat DDGS

Dairy cow feed

251

Latent Mastitis Detection Solution (Concentrate) (Traditional
Chinese Veterinary Medicine)1.9 Plant Strategies
VisionStrategy

KMI
Revenue

The leading systematic solution provider of ruminant farmanimal feeds in the Hetao area

Further business growth

Operation guidelines•

Operating profit

Solve customer business bottlenecks throughhigh-quality technical services. Carry out valueadded service plans, help dairy farms to maintainhealthy cattle, improve customer satisfaction, andincrease cooperation opportunities.

KPI
Product revenue
Trade revenue
Cow supply sales
Profit margin

Product sales volume

Increase sales volume••

Production volume

Cost per ton

Lean supply chain
Number of technicians••

Increase sales in new market through market
targeting and optimal use of existing resources.
Carry out planned/autonomous maintenanceactivities to improve equipment reliability andcapacity, and meet market demand.

Practice the concept of lean management to eliminate all
waste, and strive to create competitive advantages in themarket by continuously reducing costs and improving
efficiency.
Improve education and training system to ensure reserveof talented employees and meet the needs of plant
operation and growth.

OEE
Productivity
Production plan achievement rate

Processing cost
AM/PM technicians
QM techniciansService technicians
Number of market claims

Zero quality loss•

Customer satisfaction

Pursue excellent quality and provide high-quality
products to customers through continuous improvementof manufacturing process management.

Quality accident
ReworkZero safety risk

Number of safety
accidents
Environmental accident••

Establish a standardized safety management system tocomprehensively and systematically identify and control
risks in business activities to avoid safety accidents.
Reduce energy consumption by through energy-saving
and emission-reducing activities.

Number of loss-of-workhour injuries per
million operator hours
Number of employees withoccupational disease
Energy consumption per ton of product1.10
VisionStrategy Deployment by Pillars

Optimal strategy

The leading systematic solution provider of ruminant farm animal feeds in the Hetao area

Further business growth

Increase sales volume

Indicator

FI

Revenue●

Operating profit●

Product revenue●

Trade revenue●

Cow supply sales

●

PM

QM

SH

TIO

EM

●
●

Production volume

●

○

○

○

○

OEE

●

○

○

○

○

Productivity●

Production plan achievement rate●

Cost per ton●

Processing cost
AM/PM technicians

●

○

○
○

●

○
○

●

○
●
○

●

○
●
●
●

Service technicians
Customer satisfaction●○

Number of market claims●○

Quality accident●

Rework●Number of safety accidents●●

Environmental accident

Zero safety risk

ENV

Profit margin

QM technicians

Zero quality loss

E&T

Product sales volume

Number of technicians

Lean supply chain

AM

Number of loss-of-workhour injuries
per million operator hours●

Number of employees withoccupational disease●

Energy consumption per ton of
product●

Main task● Supporting
task○

1.11

TPM Organization

Steering
Committee
ChairmanChen Wei

TPM support:
Wang
XinyuanMemberFI leader:
Sun Fuchen

Member
E&T Leader:
Wu Lingyan

MemberAM leader:
Yang Hong

MemberPM leader:
Wang Le

MemberSH leader:
Wang
Guofeng

Member
QM leader:
Wang
ChunyanMember
ENV leader:
Wang Shuo

MemberEM leader:
Wu Hailong

MemberTIO leader:
Zhu Hui

1.12 TPM Activity Plan
2019
Planning
Assessment

Q1

Q2

Kick-off

Policy/Target

FI pillar

2020

Q3

Q4

Q1

Q2

2021
Q3

Q4

Internal
assessment

Internal
assessment

Policy/Target
deployment

Policy/Target
deployment

Start of team activity

QM pillar

DMS
5S

Step 2DMS data
visualization
Site 5S improvement

Step 3

Spiral-up implementation of Step 1~3

Step 4

Step 2

Step 4
Step 3

Step 3
Step 2

Step 5
Step 5

Step 4

Step 4

Step 5

Step 6
Step 4

Step 4

Spiral-up implementation of Step 1~6
Spiral-up implementation of Step 1~4

Step 4

Step 3Q4Q3External
final
assessmentExternal
first
assessmentStep 3

Step 1DMS indicator
deployment

Q2

Policy/Target
deployment

Step 3

Step 3

Step 2
Step 1

Q1

Policy/Target
deployment

Step 2

Step 1

TIO pillar

2023
Q4

Q3

Internal healthcheckassessment

Step 2

Step 1

Q2

Policy/Target
deployment

Step 1

ENV pillar

Q1

Internal
assessme
nt

Step 2

E&T pillar

EM pillar

Q4

Step 3

Step 1

SH pillar

2022

Q3

Step 2

Step 1

PM pillar

Q2

Step 1

Step 1

AM pillar

Q1

Step 5

Step 4
Step 2

Spiral-up implementation of Step 1~4
Step 3

Step 4

Step 5DMS indicator review
5S in all departments

JIPM
First
Assessment

JIPM
Final
Assessment

1.13 TPM Activity - Steering Committee
1. Internal/external environment analysis
PEST

Item

Challage (provision)

China Veterinary Drug Administration
enhanced inspections

Announcement released by the
Agriculture, Rural Animal Husbandry
and Veterinary Bureau at the 13th
National People’s Congress

P (policy)

Environmental protection policies
issued by Inner Mongolia
Autonomous Region

OpportunThreat?
ity?

Promote returning of manure to
farmland and provide subsidies for
installing solid-liquid separationequipment

Dairy industry support project of Inner
Mongolia Autonomous Region

The government grants subsidies tofarms using local high-quality oat andalfalfa grass

Notice by Beijing Health Commission

2 plague patients identified in BeijingInternal resources
And capabilities

2. Our professional skills in dairy farming are
gradually recognized by customers

External
Opportunities andthreats

Upgrade existing environmental
protection facilities, carry out special
projects and find resources, andacquire subsidies.

3. We have established a sound quality
management system

1. Too dependent on existing sales channels and weakin marketing.
2. Less competitive edge in other feeds (such as sheep
feeds).
3. The collection cycle of accounts receivable is long,which affects long-term growth.
4. Capacity can not meet market demand.
5. Supply chain management is weaker thancompetitors.

O: opportunity

Upgrade of environmental protection
facilities and improvement of environmental
emergency response mechanism√

W: Weakness
S: Strength
1. We have unparalleled advantages in sales
channels of cow feeds

Introduce non-antibiotics drugs despite ofhigher mortality rate√

Environmental protection regulations are
becoming increasingly strict

3. SWOT analysis

Countermeasure√

No use of antibiotics

2. Discussion

1. The government has issued policies to promote the

SO strategy: Use internal strengths to capitalize on external

husbandry industry. As a result, the number of ruminant

opportunities.

livestock and demand for feeds are increasing.
2. Many dairy farms need technical services and the prospect of
the husbandry industry is optimistic.
3. Transformation of farms (into large-scale breeding) also
requires technical services.

WO strategy: Improve internal weaknesses by using external opportunities.

1. Use internal strength in sales channel to expend market share.

1. Focus on building sales channels other than cow feeds (such as sheep feed).

2. Penetrate in sheep feed market through use of the strength in technical

2. Improve collection of account receivables.

service.

3. Increase capacity to meet market demand.

3. Maintain quality leadership and shape the reputation of the Yuanxing

4. Improve supply chain management.

brand.

Reduce cost through proper planning of
cattle herds and use of local crude feeds√

T: Threat
Plague is a type A disease and the epidemic
situation in dairy farms is severe√

S (society)
There is plenty of land resource
surrounding the farm

Abundant land resource and large silage
planting area√

Short transportation distance, good quality

Enhance training of technicians√

Improve skills and know-how

1. Affected by the international and domestic situations (trade war, epidemic, etc.), the cost of
raw materials continues to rise, resulting in an increase in production costs and decrease of

ST strategy: Use internal strengths to avoid external threats.

profitability.
2. As a well-known area of fattening sheep breeding, the Hetao region has attracted many feed
companies. As a result, competition in the sheep feed market is intense.

2. Continuously develop local materials.

1. Utilize the advantage of Youran Group in central procurement.
3. Maintain leadership in technical service.

WT strategy: Avoid threats and minimize weaknesses.

3. Many large-scale farms started to use home-made feeds, resulting in a slowdown of feed
product sales.

4. Adapt to the trend of home-made feed by enriching product portfolio and

1. Penetrate into feed market for other ruminant livestock.

promoting trade sale and sale of pre-mixed feeds.

2. Develop multiple business models (leasing, OEM).

4. Low sales volume of sheep feeds may have a negative influence on our reputation in cow
feed channel.

5. Benchmark with competitors in sheep feeds and establish core competitive

3. Develop material trading items and cow supplies.

edge in beef cattle feeds.

5. The government is promoting dual-carbon initiative and green factory, and implementing
stringent supervision.There is a big gap between the plant's operating conditions and thegroup's standards (safety production, dual-carbon strategy, quality management, environmental

6. Implement the dual-carbon strategy of Youran Group and create green
factory.

protection).

T
Dairy industry support project of Inner
Mongolia Autonomous Region(technology)

6. Target deployment
Unit

Revenue

RMB 100
millionOperatingprofit

RMB 100
million

Product
revenue

Trade revenue

Cow supply
sales

Profit margin

RMB 100
million2023

2020
baseline

2021 actual

4.19

5.41

0.25

2.73

RMB
100
million

1.1

RMB
100
million

0.24

%

5.4

0.29

3.43

1.6

0.33

6.3

2022

6.68

0.44

4.63

1.7

0.46

6.6

TargetActual

7.25

4.12

0.48

4.85

1.84

0.51

7

0.44

3.17

0.6

0.35

10.87

2024 target 2025 target

7.48

0.5

5.07

1

0.62

7.2

8.62

0.55

6.01

1.3

0.7

7.5

The leading systematic solution provider of ruminant farm animal feeds in the Hetao
area

Performanceindicator

5. Indicator deployment
Vi
si
on

Strategy

KMI
Revenue

Further businessgrowthOperating profit

Product sales
volumeIncrease sales volume

Production
volumeCost per ton
Lean supply chain

Zero quality loss

Number oftechnicians

Customersatisfaction

Number of safety
accidents
Zero safety risk

Environmental
accident

Operation guidelines
Solve customer business bottlenecks
through high-quality technicalservices. Carry out value-added
service plans, help dairy farms tomaintain healthy cattle, improvecustomer satisfaction, and increasecooperation opportunities.
Increase sales in new market throughmarket targeting and optimal use ofexisting resources.
Carry out planned/autonomous
maintenance activities to improveequipment reliability and capacity, andmeet market demand.
Practice the concept of leanmanagement to eliminate all waste,
and strive to create competitive
advantages in the market bycontinuously reducing costs andimproving efficiency.
Improve education and training
system to ensure reserve of talented
employees and meet the needs ofplant operation and growth.
Pursue excellent quality and provide
high-quality products to customers
through continuous improvement of
manufacturing process management.
Establish a standardized safety
management system tocomprehensively and systematically
identify and control risks in businessactivities to avoid safety accidents.
Reduce energy consumption by
through energy-saving and emissionreducing activities.

5. Decide the optimal strategies
KPI
Product revenue
Trade revenue
Cow supply sales

The leading systematic solution provider ofruminant farm animal feeds in the Hetao area

Profit margin
OEE

1.036 billion Yuan revenue and 60 million Yuan profit by 2026

Productivity
Production planachievement rate

Further businessgrowthLean supply chain

Increase sales
volumeProcessing cost
AM/PM technicians
QM techniciansService technicians
Number of market
claims
Quality accident
ReworkNumber of loss-ofworkhour injuries per
Numberof employees
million operator
hours
with occupational
diseaseEnergy consumption
per ton of productZero quality loss

Zero safety risk

1.14

TPM Activity - Pillars

1. Plant strategy
VisionStrategy

The leading systematic solution provider of ruminant farm animal
feeds in the Hetao area

Further businessgrowthKMI

Revenue
Operating profit

KPI

2. Loss deployment
Category

KAI

Cost per ton

3
3
1
0
8
8
5
0
General andadministrativ
e expense

Trade revenue

Lean supply chain

Zero quality loss

Product sales
volumeProduction
volumeProfit margin

Cost per ton

OEE
Productivity
Production planachievement rate

2
9
0
0

Number of safety
accidents

Environmental accident

6. Horizontal deployment

51

Directmaterial

Processing
cost

Traffic

2
2
8
7
2
3
4
4
Labor cost

3
8

3
5

2
9

2
7

OEM production

Action/Team

Pillar

Expected result

Deadline

Quick action

FI

Monthly OEM production:
1,700 tons

July 2023

Sales
expense2

Quick action to improve bottleneck equipment

Quick action

AM

Upgrade of pelletizer

September 2023

1
2
0

4
6

Improvement ofefficiency

3

Dispenser signal improvement

Improvement
team

PM

Zero breakdown

October 2023

1
1
2

4

Increase mixing proportion of
mixer

Improvement
team

FI

Increase of monthly
production by 200 tons

October 2023

Handling &transportationBusinessentertainment expense

Quick action

TIO

Decrease of production costby 5%

December 2023

Improvement
team

FI

Decrease of production costby 150 Yuan

October 2023

Improvement
team

QM

Annual saving: 1.2 million
Yuan

November, 2023

Quick action

FI

Decrease of processing costby 1 Yuan/ton

October 2023

5
Product delivery cost reduction

6

3
5

8
.
7

3
1

Material
consumption

Energy cost

Processing cost

Zero safety risk

2
8
0
5

Action/Team

1
Capacity
increase

Number of teams

Number oftechnicians
Customersatisfaction

Production
cost

No.

Unit: Yuan/ton

Product revenue

Cow supply sales
Increase sales
volume3. Action plan & team establishement

6
.
7

3
.
9

3
.
4

1
0

8
8

9

Office cost

Travelexpenses

2
.
1

1
0

1
.
9

9

5. Result follow-up
Production cost reduction
3440

3150

BeforeAfter

83Marketing
fee

2
2

2
0

Reduced
cost

7

21

Decrease of material
procurement cost

Improvement of protein content
of feed productInstallation of 2 bulk silos (20 tons each,total 40 tons)

4. Regular review and resource support

1.15

TPM Activity - Teams

 3-level assessment flow
Team
N
o

Pillar
Yes

N
o
Ye
s

Steering
Committee

1- Team establishment

2- Activity management

3- Result management

1.16

TPM Promotion - Daily Management System

1- Introduction of DMS system

2- Performance monitoring

3. Action plan

DMS performance board

6. Monthly review

Wednes Thursda
Monday Tuesday
Fridayday
ySaturdaSundayy

Indicator

TargetSafety issues unsolved within
deadline

0

0

0

0

0

0

0

0

NG products

0 ton

0

18

0

0

0

0

0

Rework

0 ton

1.5

0

0

0

0

0

0

Sales plan achievement rate

100%

100

100

100

80

100

100

100

Number of product changes per day＜7 times

11

12

0

15

5

0

0

Material inventory

＜3000
tons

3150

3250

3200

3100

0

0

0

Materials about to expire

0 ton

12

12

12

0

0

0

0

Number of trucks not unloaded
within 24 hours

0

0

0

0

12

0

0

0

5. Plant daily review

No.

Problem
Improvement measuresdescription

1

2

3

Pellet is too
hard

Person in
ChargeDeadline

Restoration ofpelletizing standard

Wang Le2023-4-20

Adjustment ofcompression ratio ofring dieWang Le

4/22/2023

Decrease of pelletizing
temperature

Wang Le

4/30/2023

4. Shift daily review

1.17 TPM Promotion-Audit & CounselingCounselingCounseling1.18 TPM Promotion-Atmosphere Building
Quarterly recognition

Half-year recognition

Annual recognition

1.19 TPM Promotion-Benchmarking
12 benchmarking/discussion meetings, 8 visits to other companies, and 47 cases of horizontal deployment in 2023

1.20 A better plant2023 TPM Award - Achievement Sheet
Company

Youran Linhe Husbandry Co., Ltd.

Plant name

Bayannur Muquan Yuanxing Feed Co., Ltd.

TPM Slogan/Objectives

TPM makes a better future

Year when TPM activity started

February, 2019Year of benchmarking

2019

Category
S
S
P
P

Index
(Calculation Formula)
Number of work-related
accidents requiring days off work
Number of work-related
accidents not requiring days off
Productivity for main products
OEE

Unit

Kick off/TPM Started (or last timeawarded)Actual Status 2022

case/year00case/year00

ton/hour

15

20

%

85.6

90.2

(or Overall Plant Efficiency)
P

Availability

%

88.96

92

P

Performance rate

%

97.2

98.1

P

Quality products rate

%

98.95

99.9

P

Number of breakdowns

Breakdowns/year

38

1

P

MTBF

Hour

180

5112

P

MTTR

Hour

1.57

1.33

Q

Number of customer complaints

Number/year

0

0

Q

In-line defect rate, scrap
In-line defect rate, scrap andrework

%

0

0

%

250

51

100

100

Q
C

Cost index

Cost/Unit
Cost/Kilogram

D

Production lead time

Day

13.5

6

D

Delivery performance

95.72

100

S

Safety index

0

0

M

Number of employee suggestions%
Accidents per 1,000,000
operator hours
Number/year6331080