Award for TPM Excellence, Category A
CPF (Thailand) Public Company Limited
Khon Kaen Feedmill

1. Organization profile
Charoen Pokphand Group (C.P. Group) operates a diverse business across its 8 business lines,including: Agro-industry and food business, Retail and distribution business, Media andtelecommunications business, E-Commerce and digital business, Property development
business, Automotive and industrial products business, Pharmaceuticals business, and Financeand Investment business.
Charoen Pokphand Foods (CPF) public company limited is a part of the companies in C.P.
group. CPF operates a diverse business across its 3 business lines, including: 1) Feed business– production and distribution of animal feed. 2) Farm business – animal breeding, farming andprimary meat processing. 3) Food business – production of semi-cooked and cooked products,
ready-to-eat meals and food distribution channels, including restaurants.
CPF (Thailand) Public Company Limited, Khon Kaen Feedmill (KKF) was established in 2014as a part of CPF agro-feed business, which has established 14 plants throughout Thailand. KKF
is located in the part of northeast region of Thailand, which is the high potential business area,
closed to farms and sources of raw materials. KKF was built from accumulated experience offeed manufacturing in combination with advanced technology application and in considerationof quality feed production to serve customers’ needs and expectations. KKF’s customers are
CPF farms and contracted farms.
KKF has been focusing on food safety, therefore the design of plant layout, facility, production
process and machines in compliance with the regulation and customers’ standard. The
production process starts from raw material receiving and collect them in closed storage bins,
which perfectly prevent the pest entry and maintain the freshness and good quality of raw
material. KKF also invests in modern technology and machines for quality control of raw
material. Moreover, the entire production processes are controlled with automatic systems toensure consistent quality of the final products. All products are heat treated and then stored inclosed silo bins, which make them hygienic and safe. The safety in workplace is considered as
the most important part, so all working areas have been designed and improved to be safe andhealthy.

Khon Kaen FeedmillLocation:
Mittraphap Road, Thapra District, Khon Kaen, Thailand.
Started operation:
December 2014.
Products:
Swine feed, Layer feed, Broiler feed and Duck feed.
Total area:
137,600 sq.m.
Certification:
ISO9001, GHPs&HACCP, ISO14001, CPF-SHE&En,
ISO27001, TLS8001, CSR-DIW.
2. Milestones on the Journey to Manufacturing Excellence
Even though KKF has been implemented the standard systems, but there several problems stilloccur or maybe occur. For example, the breakdown on machine, causing overdue delivery tocustomers. The product quality claims trend to be increasing. Employees lack of skills inmaintenance and analysis. There is risk of Accident from unsafe actions and conditions. And
also, ineffective works are performed, especially in complicated and waste tasks. All these
problems increase production cost in factory.
Therefore, executives have announced a policy to apply TPM to solve these problems andimprove the company efficiency. The policy was widely informed to all employees. As wellas, all management executives and support team have continually followed TPM activity
performance and realized that TPM implementation in KKF has been successful and should
submitted for evaluation of the TPM Excellence Award - Category A.

3. Benefits achievedSince TPM activities have been implemented, there are noticeable changes of employees'
behavior. The objective of the collaborative work is clear. Employees have embraced thechange and prompt for learning. Also, the analysis process is more systematic. The employees
also have been confident on taking part in the work improvement and autonomous maintenance,
which leads to the trust among them and creates teamwork. As a result, the problems in factory,
which are breakdown, defect, accident and losses that affect the production cost have beendeclined. As well as, the intangible results can be concluded as following:Employees have good attitude to maintain basic condition of their machine.
Create a happiness learning organization with safety workplace and environmentfriendly.
Everyone in the organization cooperates towards the same goal.

All these are the results of TPM adoption as management tool, which create the continuous
improvement along with the employee development and organization growth.
4. TPM Award Assessment Achievement Sheet
Category
SSPPPPPCQQ
DDMMEIndex

Unit

Accident (Loss time injury)
Accident (Non-loss time injury)
Productivity
OEE of Grinding
OEE of Mixing
OEE of Pelleting
OEE of Packing
Product cost
Internal DefectCustomer Claim
Delivery performance (Bag)
Delivery performance (Bulk)
Accumulated Suggestion
Accumulated Kaizen
Environmental Complaint

Cases/ year
Cases/ year
Ton/Person%%%%%
ppm
Case/Month%%
Acc.Number
Acc.Number
Case

Benchmark
2019

Actual Status
2023

0031486468
6568100
1240
1.867808984320003941
8685
848588
103
0.2
96
98
7920
4136
05. Key of our Manufacturing Excellence
The cooperative culture and ownership of employee, together with strong leadership in every
level of management team that supported their teams in term of workforce, time, budget, allnecessary resources. Moreover, continuous learning and development system is also anotherkey, which enhance staffs to be more capable on working.