Wienerberger – Implementing TPM through TWI

Wienerberger – Implementing TPM through TWI. This article summarizes the presentation “Operator as a Conscious Machine User – The Foundations of TPM”, delivered by Bartłomiej Chodubski (CI Manager Europe) and Dorota Draus (Head of Lean Poland) during the 1st Lean TWI Summit held on June 19, 2024.

As Leantrix, we had the privilege of supporting Wienerberger in combining the Training Within Industry (TWI) program with the Total Productive Maintenance (TPM) approach. This collaboration resulted in a comprehensive implementation that not only improved performance indicators but, most importantly, enhanced operator awareness and engagement as the foundation of TPM Wienerberger.

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About Wienerberger

Wienerberger AG is a global leader in building materials manufacturing, employing over 17,000 people across 201 production sites in 30 countries. The company offers six product groups that support various areas of construction, including bricks, roof tiles, and plastic components.

Wienerberger’s operations are characterized by:

• a large number of machines,

• extensive production space,

• a relatively small workforce.

These factors create a demanding environment that requires highly competent and independent operators. To address these challenges, TPM Wienerberger was developed to empower operators as proactive and skilled users of machines — capable of preventing failures and improving reliability through standardization and TWI principles.

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Organizational Background

Within one of Wienerberger’s production sites, several organizational challenges were identified:

• a limited number of leaders,

• the absence of a local Continuous Improvement (CI) representative,

• operators responsible for a wide range of tasks (machine setup, troubleshooting, quality checks),

• lack of standardized procedures.

As a result, operators relied on individual experience and intuition, leading to inconsistencies in performance, productivity, and OEE across shifts.

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Identified Problems – roles of TPM in Wienerbeger

The TPM Wienerberger initiative began with an in-depth analysis of recurring issues, revealing several key problems:

1. OEE and equipment breakdowns – difficulties in maintaining stable machine performance.

2. Long changeovers – lack of a standardized setup method.

3. Process variability – numerous undocumented “tricks” known only to experienced operators.

4. Insufficient TPM AM knowledge – operators were unaware of how to perform effective autonomous maintenance.

As the team concluded, “it is not the machine, but the human who is the source of the problem.” In other words, the solution lay in developing people and standardizing their work rather than focusing solely on technical improvements.

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Competency Analysis

The competency audit revealed that:

• 94% of employees had at least two developed skills,

• only 15% possessed five or more competencies, mostly team leaders,

• the majority of operators performed basic tasks such as sorting roof tiles.

The objective of TPM Wienerberger was to develop operators into conscious machine users — professionals capable of detecting early warning signs, preventing breakdowns, and contributing to continuous improvement.

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Project Objectives

The implementation of TPM Wienerberger was built around four core goals:

1. Understanding processes and competencies – mapping production line activities in detail.

2. Closing competency gaps – building TPM AM capabilities among operators.

3. Developing people before investing in machines – because people, not machines, create value.

4. Improving OEE through education and standardization, rather than technical upgrades alone.

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Implemented Solutions – TPM in Wienerberger

Process Mapping and Skill Matrices

Each production line was mapped to identify key activities and required skills.
Competency matrices were introduced to visualize operator capabilities and highlight training needs, forming the foundation of the TPM Wienerberger system.

TPM Red-Tag System

A new visual management system was launched to increase engagement in daily maintenance.
Operators began identifying issues using Red Tags, marking visible abnormalities such as loose bolts, leaks, or cracks.

The TPM process included:

1. Basic cleaning and inspection.

2. Red-tag identification of problems.

3. Root cause elimination.

4. Structured issue reporting.

5. Regular audits to verify system effectiveness.

This made TPM Wienerberger a learning process embedded directly in daily operations.

TWI-Based Work Instructions

Existing Standard Operating Procedures (SOPs) were completely revised.
The old documents were overly descriptive and machine-oriented. The new SOPs followed the TWI Job Instruction (JI) method, focusing on how to perform tasks safely and effectively.

Each instruction was divided into:

• Main steps,

• Key points,

• Reasons (why each step matters).

The 10–30–60 principle ensured that operators could easily memorize critical elements and use them during on-the-job instruction.

Development of TWI Instructors

In less than two years, Wienerberger developed a robust internal training system:

• 50 certified TWI Instructors,

• 20 Lean Leaders,

• 4 regional Lean/TPM coordinators,

• Over 200 TWI instructions, including:

  • 87 published,

  • 133 under review,

  • 125 in development.

This structure ensured that TWI and TPM practices became part of everyday operations, not one-time initiatives.

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Results of TPM in Wienerberger

The results demonstrate a strong connection between TPM and people development:

• Operators became more proactive in identifying and resolving issues.

• The number of preventive and improvement actions increased significantly.

• Changeover times were reduced through standardization.

• Process stability improved, contributing to a higher OEE.

• A visible cultural shift occurred — teams began to treat TPM as part of their daily routine, not an external requirement.

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Next Steps – TPM in Wienerberger

The Wienerberger team continues to expand the TPM Wienerberger program through:

• selecting instructors with strong communication and leadership skills,

• embedding TWI Job Instruction as the standard method for on-the-job training,

• verifying leadership competency gaps,

• maintaining “living” work instructions that evolve with the process.

As Bartłomiej Chodubski summarized, “TWI IP is the hardest of the easy methods” — simple in structure but challenging in practice, because it requires understanding people as much as processes.

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Conclusion – TPM in Wienerberger

The TPM Wienerberger case demonstrates how combining Training Within Industry (TWI) with Total Productive Maintenance (TPM) creates powerful synergy between human competence and machine performance.
By focusing on operator development, standardization, and engagement, Wienerberger not only improved OEE but also built a sustainable culture of continuous improvement.

For Leantrix, this collaboration confirms that every Lean transformation starts with people — and that TWI and TPM remain among the most practical tools for making that transformation real.