Presented By:- Ankur Dubey, Rajesh Kumar, Bhanu Ayush, DEEPAK GAUTAM, Saddam Husain, Rohit Sachan

PROFILEType Description

Industry Fast moving consumer goods , public sector

Founded 1933Head quarters Mumbai, India

Key people Harish manwani(CHAIRMAN), Nithin Paranjpe (CEO managing director)

Products Home and personal care, foods and water purifier

Revenue Rs 25,206 crs (Financial Year 2012-2013)

Employees Over 65,000 direct and indirect employees

Parent Unilever plc

HUL was formed in 1933 as Lever Brothers India Limited and came into being in 1956 as Hindustan Lever Limited through a merger of Lever Brothers, Hindustan Vanaspati Mfg. Co. Ltd. and United Traders Ltd.

Hindustan unilever limited is India’s largest fast moving consumer goods company, touching the lives of two out of three Indians with over 20 distinct categories in home & personal care products and food & beverages.

HUL is also one of the country's largest exporters; it has been recognised as a Golden Super Star Trading House by the Government of India. It’s annual sales of €51 billion in 2012, Unilever has about 52% shareholding in HUL.

BRIEF INTRODUCTION

It is headquartered in Mumbai, India and has an employee strength of over 16,000 employees and contributes for indirect employment of over 52,000 people.

The company was renamed in June 2007 to “Hindustan Unilever Limited”.

In 2007, Hindustan Unilever was rated as the most respected company in India for the past 25 years by Business world, one of India’s leading business magazines.

Hindustan Unilever's distribution covers over 1 million retails outlets across India directly and its products are available in over 6.3 million outlets in India, i.e., nearly 80% of the retail outlets in India. It has 39 factories in the country.

Introduction

Jipm bestowed its jipm excellence awards on hindustan lever limited(HLL) sumerpur, chindwara, yavatmal, and silvassa plants.

At silvassa factories worn out machine parts are not tossed out to the trash can as in other factory.

Changeover time has been reduced to 25 – 30 minutes, which result in enhancement of the skills of workers. Whenever the need arises for new machine, a team of

employees is sent to the manufacturer to suggest design according to the requirement.

Outsourcing production to third parties. Implementation of TPM at various factories of HLL,

resulted in returns that are 8 to 12 times investment in the past 3 years.

Each worker of the factory belongs to at least one these circles.

Intellectual pool has helped HLL to make intelligent deviations from some of the norms setup by JIPM.

HLL has created seven to eight knowledge management teams.

TOTAL PRODUCTIVE MAINTENANCE

1.Increase production while, at the same time, increasing employee morale and job satisfaction.

2. Hold emergency & unscheduled maintenance to a minimum.

Why we need TPM ?

The major objectives of the TPM are listed as under

1. Avoid wastage in quickly changing environment.

2. Reduce Cost of Manufacturing.3. Produce a low batch quantity at the earliest

possible time.4. Goods send to Customers must be “ non –

defective”

PILLARS OF TPM

JISHU HOZENKOBETSU KAIZENPlanned MaintenanceQuality MaintenanceTrainingOffice

TPMSafety , Health & Environment

5 SSEIRI

SEITON SEISO SEIKETSU SHITSUKE

5S TPM starts with 5S. Problems can not be clearly seen

when the workplace is unorganized.JISHU HOZENdeveloping Operators to be able to take care of small

maintenance tasksKAIZENKaizen is for small improvements, but carried out on a

continual basisPLANNED MAINTENANCEWith planned maintenance, we evolve an effort from a

reactive to a proactive method and use trained maintenance staff to help train the operators to better maintain their equipment.

QUALITY MAINTENANCEIt is aimed towards customer delight through

highest quality through defect free manufacturing.TRAININGEducation is given to operators to upgrade their

skill.OFFICE TPMTPM must be flowed to improve productivity,

efficiency in the administrative function and identify eliminate losses.

1) Why has the TPM programme at HLL overshadowed all other programmes such as TQM?Ans. As the main aim of both programs is to improve efficiency and productivity where as TQM is quality oriented and TPM is equipment oriented—a) save ideal time which increase productivityb) Did not need to further improve in qualityc) Earning benefits by no. of products not by qualityd) For TQM, may increase cost and implementation time

2)How do you think HLL would have overcome barriers created by trade unions during the introduction of TPM in the organization? Total employee involvement. Establish sense of ownership. Most effective approach – obtaining

views and ideas at early phase of implementation.

Cultural transformation- implementing team who is responsible for managing change, motivation and effective communication.

Training and education.

3) Deviating from the norms of JIPM may result in HLL disqualified for the JIPM awards in the future. Give your views?Ans. Motive of all JIPM type company is to give best suitable technique which increase company productivity not to form strict norms. As ultimate goal of HLL is to improve efficiency and effectiveness by Improve equipment effectiveness Achieve autonomous maintenance Plan maintenance Train all staff in relevant maintenance skills Achieve early equipment management 5S Quality maintenance Office TPMIn addition if HLL brings some other norms to improve efficiency and effectiveness this will bring modification values in JIPM norms, So they must be awarded.