1. Company, Plant/Factory Profile
Tetra Pak Packaging Material Sunne AB

Figure 1: Lamination in Skoghall, Tetra Pak is inside the blue area

Figure 2: Tetra Pak in Sunne Printing and Side SealingGeneral1. Company, factory profile
1.1 Company Profile
Tetra Pak was founded 1951 by Dr. Ruben Rausing, with a unique idea of packaging dairy
products in tetrahedron shaped carton packages. Since then, Tetra Pak has grown to be one of
the largest suppliers of processing, packaging and distribution systems for milk, fruit juices andother food products. The company is privately owned and has 48 production sites for packaging
material and closures worldwide, with sales in more than 160 countries and around 25000
employees worldwide. Tetra Pak’s sites are organized in four regions based on geographiclocation.
Tetra Pak’s packaging systems fall under two categories: ambient and chilled products. The
development of aseptic processing liquid food machinery and packaging together with the Ultra
High Temperature (UHT) technology provided a possibility to produce aseptic milk packages.
1.2 TPPM Sunne, One organization and Two locations
TPPM Sunne produces fiber-based packaging material through the following main operations:
coating, printing, and side sealing. The factory is divided in two locations, Skoghall and Sunne.
The distance between the two location is 67 km. In Skoghall we have one laminator line (25).
In Sunne we have one pre-press department, one flexo printing line (61), three offset printing
lines (62-64), five side sealing lines (81-85) and one palletizer (72).
We produce Tetra Rex cartons in more than 150 quality-size- variant combinations.

Figure 3: Tetra Rex carton produced in Sunne/Skoghall and milk specification as an example of the coating layers.

TPPM Sunne started its production in 1992. We produced 1,7 billion standard packs in 2022
and shipped them to more than 30 countries. We have 260 employees: 210 blue collars 50 whitecollars. The factories operate 7 days per week, 24 hours a day.

GeneralThe management organization consists of Factory Director Robert Ekevik and managementfrom maintenance, production, and support processes. The TPM management consists of theFactory Director, TPM manager, pillar leaders, and section managers, which form the Steering
Committee, guides the TPM work at the factory, putting the factory strategy in place by startingnew teams, and involving all staff in the TPM work. Sunne/Skoghall factory was awarded withISO 9001 Quality Certificate in 1996, ISO 14001 Environment Certificate in 1997, BRC/IOP
hygiene standard in 2003 and ISO 45001 in 2020.
2. Milestones on the journey of Manufacturing Excellence
In 1999 decision was taken that Tetra Pak should introduce TPM in the factories worldwide.
The target was to improve safety, cost, quality, and delivery reliability. The introduction ofTPM to Sunne/Skoghall started in the year 2000. A major change in our production introducing
the offset printing technique, and an increase of staff took place in 2004. This was the main
reason for the re-launch of TPM in Sunne/Skoghall that took place in 2005.
In 2005, we re-started the existing seven pillars AM, PM, FI, QM, Safety, Education & Training& Office TPM. We also started the Cost pillar this year. After re-launching TPM we continued
to build the pillar organization and added the Supply Chain Management pillar in 2006,Environment pillar in 2007. The Expansion Phase continued in 2008 with the decision to merge
the pillar organization in Sunne and Skoghall. This was a crucial step to optimize our resources
within the whole organization and to strengthen the opportunity to prioritize our improvement
possibilities. In 2010 we implemented the 11th Pillar, Early Management.
In 2010, the Sunne/Skoghall site achieved the Award for TPM Excellence, category A. 2014
we received our second award the Excellence in Consistent TPM Commitment, and wecontinued to progress on our TPM Journey.
In 2016 we started a study to improve the quality and appearance of our offset printing that led
us to start to print with 7 colors as a base (Multi Color Print) and we invested in a 7th Print unit
in printer 62. We also made another large investment a new offset printer, 7 print unit printingpress 64. In addition, our laminator in Skoghall was going through a major change due to newinvestments during 2018/2019 installation of a new Unwind unit, Slitting station and a Safety
upgrade. These major changes took focus of our organization, and we realized that we had tore-vamp our TPM journey and address gaps connected to organization, governance,methodology and commitment. We took the decision to adjust our Pillar structure and how weorganized in 2019. We implemented an 8-pillar structure, and we reorganized our line
organization into a process cell concept around our main processes Lamination, Pre-Press &Printing and Sealing & Palletizing. This organizational change was implemented in full early2020 and we are measuring progress of this change starting with 2018 or later as baseline.
Our progress has been evident and recognized in Tetra Pak and we have received approval toapply for a renewal of the Excellence in Consistent TPM Commitment award.

General3. Benefits achieved
3.1 Tangible business results
Since the baseline year (2018), the following tangible business results have been achieved until
2023:
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100 % reduction of number of accidents/year (LTA)
71 % reduction Technical Issues
24 % improvement in Employee Engagement
15 % increase of Productivity
15 % improvement in Perfect Order
29 % reduction of defect material waste
11 % reduction of total material waste

3.2 Intangible improvements
Since the start of the re-vamp of the TPM program 2019, 67 improvement teams have beenconsolidated. This has involved our employees; their dedication and engagement are of strongimportance. By giving the operators more responsibility and training them in autonomous
maintenance of their machines, the work engagement, work pride and competence to act
proactively has increased. By continuously starting teams, new challenges motivate theemployees to drive for loss eradication. We also continually work with individual development
by offering opportunities for education and training for all employees.

4. Key to our Manufacturing Excellence
The key to our manufacturing excellence has been the drive of the TPM methodology
throughout the factory. By driving the pillars and teams, the focus on eradicating losses in thefactory remains and constantly driven forward to push the development and knowledge within
TPM. The pillars have continued to grow and deepen their knowledge since they started andcan support the teams that starts on a regular basis, as well as to drive and support the factory
strategic priorities. Pillar interactions are increasing, pillars strategies are aligned and the linksbetween the members of different pillars are carefully worked out. The pillars composition andexchange of knowledge is of the essence to create and maintain a learning organization.
The infinity loop regarding improvement and maintenance cycles is an excellent guidance not
only to improve but also to maintain the gained improvements.

GeneralFigure 4: WCM Infinity loop

By working with the infinity loop continuously and systematically, the skill levels of TPM andusing TPM tools among the employees are strengthened and the mindset of eradicating losses
grows. The development of the E&T pillar has been a key element in developing the skill levels
of individuals. Improving employees’ skills is vital, and investments in time and facilities toprovide a good base for developing people is essential.
Since the introduction of the TPM program, the involvement and engagement of the employees
have been, and still are, important ingredients to our success in Manufacturing Excellence. The
TPM program has contributed to engage all employees in the strategic priorities which hascontributed to significant results for safety and quality.

General5. Achievement sheet
TPM Award Assessment Achievement Sheet
Company & plant name

Tetra Pak Packaging Material Sunne AB

TPM Slogan/Objectives

Everyday Safety with Quality Excellence at Optimized Cost

▼ Please fill in the range of data you are collecting ▼CategoryIndex

Unit

Enter the year →BM(TPM Started or lasttime awarded)

Actual Status

Target

2018

2023

2023

S

Number of work-related accidents
requiring days off work

Cases/ year

500S

Number of work-related accidents
not requiring days off work

Cases/ year

810P

Productivity for main products

Index100115117

POEE(or Overall Plant Efficiency)

%

34.4

33.71

36.8

P

Availability%

63.4

65.8

68.5

P

Number of breakdowns

Breakdowns/ year

1095

970914

PMTBF

Hour

303233PMDTHour

1.8

1,81.8Q

Number of customer complaints

Index

100

2933

Q

Total material Waste (scrap)

Index

100

8984

Q

Total material defect Waste (scrap) Index

1007169

C

Cost index (ECTC index)

Index

100

102,2100D

Production Lead time (commitedlead time)Days

141414

D

Delivery performance (perfectorder)

Index

100

115109S

Frequency rate

Number of occupational
accidents with leave for
1 000 000 worked
hours

18.300M

Number of Employee Suggestions

Number/year

3994

4560

5500

General