Tenneco Ride Performance

TPM Cluster Programme

Company Background

The company was previously known as Armstrong Hydraulics until it was

bought by Tenneco Automotive in 1997. METAIR currently owns 25% of

Tenneco Ride Performance.

The company’s trading name is ‘Tenneco Ride Performance’ and is part of

Tenneco’s European operations. Tenneco Ride Performance

manufactures Monroe shock absorbers for aftermarket and Original

Equipment Manufacturers. Tenneco Ride Performance is the only local

manufacturer that supplies shock absorbers to the local OEM market.

Key Challenges Faced

Most of the current methods used in the facility are that of old

technology. The company joined the AIDC TPM Cluster programme in

order to streamline their processes to world class standards with the use

of the TPM standards.

Goals

The main objective for the programme was to focus on four major pillars;

Autonomous Maintenance, Focused Improvement, Planned Maintenance

and Quality Maintenance.

“The AIDC has been a true

partner with Tenneco in

establishing solid ground rules in

order for Tenneco to quickly

become a leader in continuous

improvements”

Overview

Company: Tenneco Ride

Performance

Location: Grahamstown Road, Port

Elizabeth 6001

Number of employees: 494

Core products & processes: Shock

absorbers.

% of goods exported: 5%

Programme period:

January 2013 – December 2013

Programme Journey

The AIDC started with the Tenneco Ride Performance TPM Cluster

programme in January 2013. The Tirisano Champion was Paul Jansen who

was the Production Manager of Tenneco Ride Performance.

The first step taken by the team was to identify the need for TPM and

model area for implementation. Cell 5 A was selected as the TPM model

area.

The next step was to conduct Autonomous Maintenance Training on Step

0 and Step 1 focusing on initial cleaning for the model area. The team

members, supervisors and managers received training on the

Autonomous Maintenance Pillar. Based on the training a number of

Kaizen improvements were discussed and implemented resulting in an

increase in performance.

Key learning points identified in this journey include the understanding of

team member involvement. Team member involvement is important for

project implementation to avoid possible conflict with management.

Figure 3: Team Member cleaning his

machine as part of step 1

Autonomous Maintenance

Figure 1: One-point-lesson training

session on the Seam Welder

machine

Figure 2: Identifying dangerous

equipment on the shop floor

Tenneco Ride Performance

TPM Cluster Programme

Before

After

Figure 4: Before – Gloves were

found in between tools,

machines and parts. The after

picture indicates a box

designed to hold 1 week’s

supply of gloves for the

operators.

Before

After

Figure 5: Before- Indication of

how electrical wires were

exposed to working

conditions. After – Indicates

the electrical wires rewired

and neatly placed as part of

Step 1 Autonomous

Maintenance.

Tenneco Ride Performance

TPM Cluster Programme

Programme Master Plan

Item Objective Description Timeline

J F M A M J J A S O N D

1 Inception reports and business case.

2 SWOT Analysis and feedback

workshops

3 Subproject 1: Autonomous

Maintenance Step 1 - 3

4 Subproject 2: Focused Improvement

Kaizens

5 Subproject 3: Planned Maintenance

Step 1 - 3

6 Project close out and handover

The AIDC has transferred knowledge to Tenneco Ride Performance employees in

terms of how to be more efficient through Kaizen projects implemented. Team

member moral has been improved on the shop floor as the understanding and

appreciation of TPM was practiced by the team members.

Benefits (KPI’s)

Area Before Target % Improved Value of

Savings

Performance 68% 85% 4% R 432 936

Breakdowns per shift

13 minutes 8 minutes 3% R 132 857

Minor accidents per month

1 0.3 0 N/A

In-house rejection 1162 600 6% R 95 462

Figure 7: Machine has been lowered

by 30 centimetres to accommodate

smaller team members.

Tenneco Ride Performance

TPM Cluster Programme

Sustainability (What can be done from AIDC

viewpoint?)

Once the 12 months have elapsed, the Pillar heads of the TPM team will

continue to conduct regular audits in terms of Autonomous Maintenance

and Planned Maintenance to ensure that the TPM standards are kept in

place.

Way Forward (What is the company planning to

do?)

Tenneco Ride Performance plans to roll out the TPM programme to the

rest of the factory in August 2013. The company also plans to involve the

shop floor employees in the programme planning in order to assign

ownership and responsibility.

CONTACT DETAILS

Kushen Naidoo

Project Manager

Supplier Development Department

Tel: +27 41 393 2100

E-mail: kunaidoo@aidc.co.za

Figure 6: Picture of a machine after

Step 1 Autonomous Maintenance.