TPM increasing employee overtime costs - How to reduce costs?

S

SKKERIS

#1
Hi...

I am new user to this website. I work as Quality Management System (QMS). My jobs scope are maintain TPM and monitoring ISO.
I have some problem during TPM implementation, as below :
TPM become a reason for our workers to increase they overtime cost, because they said to do the 5S, Autonomous & Planned Maintenance need more extra time.
I get many complaint from Payroll team, They said TPM brought increasing cost not reducing.
So can anyone help me, how to solve this problem (details please).
Thank you.

Best Regards,
SKKeris
 
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M

Madfox

#2
Tpm

Get the data regarding how the machine's are breaking down less, thus operating more, and give that information to the accounting people!

But, if all this money was spent, and the machines are still broken as much as before, you might want to look for a new job!
 
W

wmarhel

#3
SKKERIS said:
Hi...

I am new user to this website. I work as Quality Management System (QMS). My jobs scope are maintain TPM and monitoring ISO.
I have some problem during TPM implementation, as below :
TPM become a reason for our workers to increase they overtime cost, because they said to do the 5S, Autonomous & Planned Maintenance need more extra time.
I get many complaint from Payroll team, They said TPM brought increasing cost not reducing.
So can anyone help me, how to solve this problem (details please).
Thank you.

Best Regards,
SKKeris
It sounds like something is fundamentally wrong. A few questions you need to ask yourself and review in your current situation are:

1) Is the amount of time being claimed for performing TPM activities accurate, or is the time being wasted and the operators are claiming the extra time was due to TPM activities?

2) Are you doing a lot of OEE calculations, or are you trying to apply OEE to all equipment/processes?

3) Is there a misunderstanding of what TPM is really about, and could the principles be misapplied?

Some additional information would really help in trying to narrow down the source of your problem.

Wayne
 
K

KENTT

#4
1) Lack of training to Operators is the root cause, TPM activities have been wrongly understood as an opportunity for increasing incoming, instead of cost reduction. If You couldn't solve it first...:rolleyes:
 

harry

Super Moderator
#5
It's quite difficult for many workers in the developing countries to understand or rationalize that if you put in a little effort somewhere, you can actually get a big saving elsewhere.

Any effort or activity on top of what they usually do is viewed as additional work and hence need additional time and wage. You need to give these people time to see it happening and to believe that you are not exploiting them.

Therefore, it is not realistic to expect immediate results. Depending on how well you lead and manage the changes, be prepared to invest (see additional costs) for a while.
 

Steve Prevette

Deming Disciple
Staff member
Super Moderator
#6
Hi...

I am new user to this website. I work as Quality Management System (QMS). My jobs scope are maintain TPM and monitoring ISO.
I have some problem during TPM implementation, as below :
TPM become a reason for our workers to increase they overtime cost, because they said to do the 5S, Autonomous & Planned Maintenance need more extra time.
I get many complaint from Payroll team, They said TPM brought increasing cost not reducing.
So can anyone help me, how to solve this problem (details please).
Thank you.

Best Regards,
SKKeris

I would just re-iterate some of the responses here get the data. I assume someone has to authorize the use of overtime, what has been the basis of the authorizations? You may also have to look beyond just the overtime, as perhaps something is being done on regular time that is now taking longer, and they are shifting other items to be done by overtime.

You may want to look at the overall question of cycle times, waste and rework. Take a look at Theory of Constraints as an option.
 
W

world quality

#7
One you have not said how you r system is set up.
1. Are you using sofware for scheduling or making your own.
2. Do you have procedures for each piece of equipment.
3. Lessons learned (has there been training on this)
4. Are there or is there history data for equipment and program.
5. Unless there is major down time on equipment (due to brakage)
then I would look at who is postimg OT, and how come.
6. This is schedule in.

Here is a simple old presantation that was give to me on guide lines.
 

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