Case studies

Relevant service: Business Transformation, Operational Excellence, Shingo, Total Productive Manufacturing

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Achieving Operational Excellence through TPM at Mylan (now part of Viatris)

About the Company

Mylan (now part of Viatris) is a global pharmaceutical company that develops, manufactures, and markets a variety of products, including: Generic and branded generic pharmaceuticals, Specialty pharmaceuticals, and Active pharmaceutical ingredients (APIs).

Mylan's products are sold in more than 165 countries and territories. They have a diverse portfolio of over 7,500 marketed products, including antiretroviral therapies that are used to treat HIV/AIDS. Mylan also has a comprehensive biosimilar program that focuses on areas such as oncology, immunology, and endocrinology

The Challenge

The site at Damastown is part of the global Life Sciences Mylan Group which employs over 35,000 worldwide. The site produces finished oral solid dosage pharmacueticals in tablet, capsule and sachet formats. Liquid drop manufacturing and packing operations are also onsite. The Dublin facility has been using tools such as Lean & Six Sigma since 2006. The site identified an opportunity to continue on its operational excellence journey by using TPM as one of the core enablers.

Company

Mylan (now Viatris)

Industry

Life, Science & Health, Manufacturing

Size

38,000 Employees

Revenue

US$ 15.43 Billion

What We Did

For the site we developed an 11 step journey with the site and supported the launch of their Total Productive Manufacturing approach in 2010 with a focus on the removal of waste.

Their TPM journey comprised the following steps:

Initial diagnostic / scoping study
Site Leadership ‘buy-in’ to the TPM process
Initial 4 day TPM practitioners ‘hands-on’ training workshops
TPM pilot projects , roll-out planning and programme governance.
Progressive middle and senior management TPM pillar champion coaching and mentoring.
Focused improvement activities such as Value Stream Mapping, Five S workplace organisation, area clearances/precision changeovers (SMED)
Early Equipment Management / TPM for design
Total Productive Administration for manufacturing support functions.
Regular evidence-based top-down and bottom up TPM audits and review processes.
Ann annual 50-point maintenance strategy review.
Integration of safety, environment and energy conservation opportunities into the day-to-day good manufacturing practices (GMP) tasks.

Results

TPM is designed to enhance OEE by increasing equipment availability, decreasing rework and rejects and hence increasing productivity. By using the 11 Step TPM Model TPM seeks to involve workers at all levels and in all departments.

The S A Partners 11 Step TPM Model places great emphasis on developing a programme of LSW and visual management to ensure that all employees have a clear understanding of daily expectations. People are more focused on getting things done on time and in recognizing when process trends require action.

The following table shows some of the results achieved as a result of the sites TPM journey on just one of the packaging lines over a nine month period:

12 Months – Average 2010		Improvement	4 Weeks Average by 30 Sept 2011
OEE	20.7%	X 2.5 increase	49.5%
Equipment Failures	25.7%	Down by x 6	4.0%
Idle Time	38.0%	Halved	21.5%
No Data	2.1	Eliminated	0%
Line Restraint	5.9%	Eliminated	0%
Minor Stops	7.8%	Down by 65%	2.7%
Actual v Target (production plan)	35%	OTIF	100%

Framework

TPM

Operational Excellence

Business Transformation

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