Your SlideShare is downloading. ×
0
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEE

3,564

Published on

Published in: Education, Business, Technology
1 Comment
6 Likes
Statistics
Notes
No Downloads
Views
Total Views
3,564
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
432
Comments
1
Likes
6
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide
  • Nakajima est le Père de TPM. Consultant JMA, il fonde au sein du groupe JMA, le JIPM dans les années 68 – 70. Pour se consacrer au développement de TPM et à la Maintenance industrielle.
  • Competitivity improvement based on the triangle cost quality delay, plus cost and speed. TPM is centered on those aspects La concurrence à tous les niveaux et dans tous les secteurs d’activités Renforcée par les dérèglementations et la mondialisation A obligé les industriels a accroître et redéfinir leur Compétitivité. Sur le tryptique QCD bien sûr, mais aussi En termes de Vitesse et Réactivité. On constate que cette redéfinition de la Compétitivité est passée et passe par: Modifications des attitudes, réorganisation et évolution des sytèmes, Systèmes: capacité à gérer des informations sur la performance et ses différentes composantes. Introduction de nouveaux critères de performance. TRS comparer la performance par rapport à un idéal de fonctionnement.
  • Possible options: administrative work improvement (offices) and Safety / Environment which can be part of wide cross-functional approach on whole site
  • Une autre façon de définir TPM: amélioration continue à travers le cycle de Deming. Le PDCA est une logique de l’action en vue du progrès: Planifier, définir, concevoir, Réaliser et aligner les ressources Contrôler et corriger si nécessaire, Intégrer dans les pratiques normales et capitaliser sur.
  • Transcript

    1. BMW TPM Management Training TPM Overview Pico Rivera– January 13, 200 5 JMA Consultants
    2. Management Team Training <ul><li>Presentation: “After all, what is TPM? “ (45min) </li></ul><ul><ul><li>TPM Philosophy </li></ul></ul><ul><ul><li>TPM Organization and Pillar Structure </li></ul></ul><ul><ul><li>Actual examples of TPM at BMW </li></ul></ul><ul><li>Pillar Structure </li></ul><ul><ul><li>Introduction to Each Pillar (1hr) </li></ul></ul><ul><ul><ul><li>Concepts and Pillar Steps </li></ul></ul></ul><ul><ul><ul><li>Each Pillar Concept </li></ul></ul></ul><ul><ul><li>TPM Mission Statement </li></ul></ul><ul><li>Workshop “TPM Group Problem Solving” </li></ul><ul><ul><li>How can we use TPM to improve BMW and how can each of us participate TPM by trying problem solving methods of TPM? </li></ul></ul><ul><ul><ul><li>Sharing and prioritizing current problems and opportunities </li></ul></ul></ul><ul><ul><ul><li>Each person needs to bring a list of 10 problems (or opportunities) he/she finds with BMW. (2 hours) </li></ul></ul></ul><ul><ul><ul><li>Root Cause Analysis & Countermeasures (1 hour) </li></ul></ul></ul><ul><ul><ul><li>Action Planning – </li></ul></ul></ul><ul><ul><ul><ul><li>Identify what issues fall under theTPM Pillar and classify as such (1 hour) </li></ul></ul></ul></ul><ul><ul><ul><li>Create TPM Plan for 2005 </li></ul></ul></ul><ul><li>5S Video and Planning (1hr) </li></ul>
    3. Philosophy and Organization
    4. TPM – Operating Philosophy Seiichi NAKAJIMA TPM Fundamentals <ul><li>M axim ize overall equipment efficiency </li></ul><ul><li>      -Zero Accidents, Zero Defects, Zero Breakdowns </li></ul><ul><li>     </li></ul><ul><li>Philosophy of Prevention </li></ul><ul><li>-Proactive vs. Reactive </li></ul><ul><li>P articipation of all the associates </li></ul><ul><li>-Autonomous activities, Small Group activities </li></ul><ul><li>A ll management levels from senior managers to operators </li></ul><ul><li>- Focused Improvement </li></ul><ul><li>Gemba Principle (Shop-Floor Oriented) </li></ul><ul><li>-Seeking “ideal” operation, Visual management </li></ul>
    5. TPM Teamwork In Gemba TPM Fundamentals JMAC Sanitation Supv UC Supv. Main. Mgr. Seattle Supv. 1 st Shift Oper TPM Coordinator 2 st Shift Oper QA. Mgr. 2 st Shift Oper 1 st Shift Supv VP of Mftg.
    6. TPM Award & Its Levels <ul><li>Level 4: Award For World Class Achievement -Volvo, Sony </li></ul><ul><li>Level 3: Special Award -Toyota </li></ul><ul><li>Level 2: TPM Consistent Commitment Award -Subaru Isuzu </li></ul><ul><li>Level 1: TPM Excellence Award -Phillips 66, Milliken, Motorola, Unilever </li></ul>3 yrs 2 yrs 3 yrs 3 yrs Each year, The TPM Awards Committee offers TPM Awards to plants and individuals for exemplary TPM achievement. TPM Fundamentals
    7. TPM: Establishing a Corporate Culture that will maximize production system effectiveness CHANGING CULTURE Customer Satisfaction Over Global Competition TPM Fundamentals Morale Quality Productivity D elivery Safety Cost
    8. The 8 Pillars of TPM FOCUSED IMPROVEMENT AUTONOMOUS MAINTENANCE PLANNED MAINTENANCE TRAINING AND SKILLS DEVELOPMENT INITIAL PHASE MANAGEMENT ADMINISTRATIVE WORK IMPROVEMENT QUALITY IMPROVEMENT RESET BASE LEVEL, INSPECTION STANDARDS 5S, SETTING STANDARDS. MEASUREMENT OF LOSSES, PROBLEM SOLVING, RELIABILITY IMPROVEMENT, SMED. DOWNTIME REDUCTION INITIALI Z ATION OF CONDITION BASED MAINTENANCE TECHNICAL SKILLS REQUIREMENTS KNOW- HOW CHECK OF SPECIFICATIONS TECHNICAL EVOLUTIONS 5S IN OFFICES 5S IN WAREHOUSES IMPROVE EFFICIENCY OF ADMINISTRATIVE TASKS MANAGEMENT FOR ZERO ACCIDENT AND ZERO POLLUTION REDUCTION OF DEFECTS OPERATING STANDARDS SAFETY & ENVIRONMENT QUALITY MAINTENANCE TPM Fundamentals Establishes Efficient Production System PI PII PIII PIV PV PVI PVII PVIII
    9. TPM: “People Process” <ul><li>Creating A Learning Organization </li></ul><ul><ul><li>Organizations that can adapt to meet changes of environment surrounding them. </li></ul></ul><ul><ul><ul><li>Kaizen(=Continuous Improvement) </li></ul></ul></ul><ul><ul><ul><li>Healthy Paranoia (The HP Way) </li></ul></ul></ul><ul><li>Maximizing Group Dynamics </li></ul><ul><ul><li>Sharing Core values and critical information </li></ul></ul><ul><ul><li>Cross Functional interfaces </li></ul></ul><ul><ul><li>Group Problem Solving </li></ul></ul><ul><li>Communication : Using Common Language to be on the same page </li></ul><ul><ul><li>Utilization of data and metrics </li></ul></ul><ul><ul><li>Production and Maintenance use the same language. </li></ul></ul>TPM Fundamentals
    10. CSM Global Steering Committee (2/yr) Chairman : Franz Olieman Participants : All VP Manufacturing of CSM Corporate divisions JMAC : Holvec & Asano BSNA Steering Committee (2/yr) Chairman : Leo Rappange Participants : All the Presidents and VP Operations of TPM companies JMAC : Asano & Masaaki Company Steering Committee (Qrtly. / (Monthly)) Chairman : President of each company Participants : VP Operations, CFO, Managers, Pillar Champions, TPM Coordinator , Leo JMAC : Asano & Masaaki TPM Fundamentals Satellite Plant Steering Committee (Monthly) Chairman : Regional Mgmt. or VP Participants : Plant Mgmt., Pillar Champions, TPM Coordinator JMAC : As needed IC Pillar Meeting (Weekly) Chairman : Pillar Champion Participants : As needed &TPM Coordinator JMAC: As needed
    11. TPM Steering Committee <ul><li>Roles of SC </li></ul><ul><ul><li>Guiding Force of Whole Program </li></ul></ul><ul><ul><li>Removal of Barriers / Issues / Road Blocks </li></ul></ul><ul><ul><li>Provide Leadership, Support, and Resources </li></ul></ul><ul><ul><li>Accountable for Overall TPM Progress </li></ul></ul><ul><li>Membership and Frequency </li></ul><ul><ul><li>Monthly </li></ul></ul><ul><ul><ul><li>Core Members – CEO, CFO, VP of Ops, Pillar Champions, TPM Coordinator, JMAC </li></ul></ul></ul><ul><ul><ul><li>Pillar Presentation: Results, Plans, and Next Steps </li></ul></ul></ul><ul><ul><li>Quarterly </li></ul></ul><ul><ul><ul><li>BMW Management Team </li></ul></ul></ul><ul><ul><ul><li>Leo, JMAC </li></ul></ul></ul><ul><li>Next Steering Committee </li></ul>TPM Fundamentals
    12. Program Development Master Plan (Example of The First 3 Years) TPM Fundamentals Preparation Expansion Implementation 6 Months 1 Year 6 Months 1 Year Steps 1-7 Step 7 Steps 8-9 Steps 10-11 1. Top Management’s declaration to introduce TPM 2. Introduction Training 3. TPM Organization 4. Target Setting 5. Master Plan 6. TPM Kick Off 7-(1) OEE/Focused Improvement 7-(2) Autonomous Maintenance 7-(3) Planned Maintenance 7-(4) Training and Skills Development 8. (5) Initial Phase Management 9. (6)Quality Improvement 10. (7)Administrative Work 11 .(8)Safety & Environment TPM Award 12. Total application of TPM
    13. Roles of Pillar Champion <ul><li>Roles </li></ul><ul><ul><li>To Lead and Facilitate the TPM Activities for their Pillar </li></ul></ul><ul><ul><li>Accountable for Pillar results and progress </li></ul></ul><ul><ul><ul><li>Train and Schedule TPM Steps </li></ul></ul></ul><ul><ul><ul><li>Form Pillar Committee </li></ul></ul></ul><ul><ul><li>Present progress to Steering Committee and to the BMW public </li></ul></ul><ul><ul><ul><li>Activity Board – using PDCA cycle </li></ul></ul></ul><ul><li>Membership and Frequency </li></ul><ul><ul><li>Weekly </li></ul></ul><ul><ul><ul><li>Core Members – Pillar Champions, </li></ul></ul></ul><ul><ul><ul><li>Committee members </li></ul></ul></ul><ul><ul><ul><li>Review results </li></ul></ul></ul><ul><ul><ul><li>Plan Next Steps </li></ul></ul></ul>PDCA Cycle TPM Fundamentals Analyze Current Situation Identify Problems Generate Countermeasures Implementation Do Check Action Plan
    14. Involvement of Each Department By Pillar (Example)                 Safety & Environment 8                 Administrative Work 7                 Quality Maintenance 6                 Initial Phase Management 5                 Training & Skills 4                 Planned Maintenance 3                 Autonomous Maintenance 2                 OEE/Focused Improvement 1 Admin. Sales Purchasing Production Control Engineering Quality Maintenance Production    
    15. Objectives : 0 TPM Progress Line-2 The People The action plan The Results OEE Casting Updated on XX/XX by NB Breakdowns/month Process failures/month The Schedule The achievements The Master Plan Methodology F.A. The team The Chart The Layout Involvement Competencies Activity Management : Example of Activity Board TPM Fundamentals
    16. Eight Pillars of TPM
    17. Pillar I : OEE (Overall Equipment Efficiency) Focused Improvement Improvement Steps Compare the ACTUAL operating time versus the OPTIMUM operating time Highlight the causes of Productivity losses : Availability, Performance and Quality losses Pillar I : OEE/Focused Improvement Define Losses Quantify Losses Analyze Causes Generate Counter-measures Implementation Follow up <ul><li>Objectives </li></ul><ul><li>Maximizing the performance of equipment by minimizing losses </li></ul><ul><li>of equipment Problem Solving by GROUPS </li></ul>
    18. Available Time = 100 % OEE Operating Time Valued Operating Time = 25 % OEE Downtime Net Operating Time Performance Quality 1. Equipment Stop Loss  Pallet Jams, Silo stops, Slide Gate, etc 2. Set up/Adjustment Loss  Sensor Dirty / Off, Adjust Former height, etc 3. Parts Change Out  Leaky cylinder, Change Over Loss, Wait System, 4. Start Up Loss  Change Overs, Not ready at 4AM,12 Noon, 8PM 5. Minor Stoppage Loss  Lack of *** Dribbler adjustments, Bags jamming 6. Speed Loss  Run Rate, Machine Speed – Conveyor Belts, Dribbler,etc 7. Defect/Rework Loss  Bad formula, Wrong ingredients, On hold, etc Wasted$$’s Pillar I : OEE/Focused Improvement
    19. Definition of OEE <ul><li>OEE: Comparison between “ actual output ” </li></ul><ul><li>and “ should-be output ”. </li></ul><ul><li>Ex. Actual Output : 2,500 lb or units </li></ul><ul><li>Should-be Output : 5,000 lb or unit </li></ul><ul><li>OEE= 2,500 / 5,000 </li></ul><ul><li>= 50% </li></ul>Pillar I : OEE/Focused Improvement
    20. OEE As Performance Evaluation 100 miles/hr X 10 hrs = 1,000 miles (Should-be Output) 1,000 miles 0 mile 300 miles OEE = 300 / 1,000 = 30% 300 miles (Actual Output) 70 miles/hr 65 miles/hr 55 miles/hr 70 miles/hr X 2 hrs = 140 miles 65 miles/hr X 2 hrs = 130 miles Total: 600 miles (Should-be Output) 55 miles/hr X 6 hrs = 330 miles 600 miles OEE = 300 / 600 = 50% Pillar I : OEE/Focused Improvement
    21. Pareto Analysis Period 6 Downtime Line 2 Total Minutes = 4945 0 200 400 600 800 1000 1200 1400 Waiting on System Process X-Over Sewing Machine Palletizer Break Categories Time(min) 0 10 20 30 40 50 60 70 Top 20% Causing 80% of Downtime Pillar I : OEE/Focused Improvement
    22. Follow Up Weekly  Measure Your Progress
    23. Follow Up Weekly  Measure Your Success
    24. Auto nomous Maintenance : Definition <ul><li>SHARED RESPONSIBILITY OF MAINTA INING   ” BAS IC CONDITIONS ” OF EQUIPMENT BETWEEN PRODUCTION AND MAINTENANCE </li></ul><ul><li>Daily/Time-Based Maintenance </li></ul><ul><ul><li>Cleaning </li></ul></ul><ul><ul><li>Lubrication </li></ul></ul><ul><ul><li>Tightening </li></ul></ul><ul><li>Daily inspection by using 5 SENSES </li></ul><ul><li>Right operation, right adjustment, right setting </li></ul>Pillar II : Autonomous Maintenance “ I operate, You fix.” “ We are AlI responsible for Our equipment.” “ I operate, You Clean.” “ We are AlI responsible for cleanliness of Our line.”
    25. 3 Key Tools for Autonomous Maintenance <ul><li>Key Concepts </li></ul><ul><li>Shop floor based activities </li></ul><ul><li>Operator conducted </li></ul><ul><li>Operator enhancing </li></ul><ul><li>Team activity </li></ul><ul><li>Autonomous Management </li></ul><ul><li>TPM Foundation </li></ul><ul><li>Part of the job! </li></ul><ul><li>3 Key Tools </li></ul><ul><li>Activity Board </li></ul><ul><li>Meetings </li></ul><ul><li>One Point Lessons </li></ul>Pillar II : Autonomous Maintenance
    26. Example of A.M. Activity Board People Treasures Definition Team Mission Layout of Line & Identified Important Areas <ul><li>Team Name </li></ul><ul><li>Members </li></ul>Line <ul><li>Mission </li></ul><ul><li>Objectives </li></ul>Activity & Findings Step 1: Initial Cleaning Pictures Before After Tag List Production Maintenance Tag Movement <ul><li>Display actual findings from Initial Cleaning such as trash, unnecessary items, dust and other contamination. </li></ul>Step 2: Sources of Contamination Explain and show Focused Improvement activities for sources of contamination One-Point-Lessons Team Pillar II : Autonomous Maintenance Safety Hazard Contamination Hard-to-reach Main Failure Actual Tags
    27. Pillar II : Autonomous Maintenance
    28. One Point Lessons <ul><li>One Point Lesson is a tool </li></ul><ul><li>with the following </li></ul><ul><li>characteristics; </li></ul><ul><li>One sheet </li></ul><ul><li>to share the results </li></ul><ul><li>of autonomous study </li></ul><ul><li>for 5-10 minutes </li></ul><ul><li>Contents can be knowledge and skills of; </li></ul><ul><li>Equipment </li></ul><ul><li>Safety </li></ul><ul><li>Operation Process </li></ul><ul><li>Task </li></ul>Pillar II : Autonomous Maintenance
    29. The Five S The Five Steps of Housekeeping <ul><li>Sort : Separate out all that is unnecessary and eliminate it. </li></ul><ul><li>Store : Put essential things in order so they can be easily accessed. Everything has a place… and is in its place. And visual management. </li></ul><ul><li>Shine : Clean everything – tools and workplaces – removing stains, spots, debris and eradicating sources of dirt. Bring everything to “NEW” and better than new. </li></ul><ul><li>Standardize : Standardize the previous three steps to make the process one that never ends and can be improved upon. </li></ul><ul><li>Sustain : Make cleaning and checking routine. </li></ul>Pillar II : Autonomous Maintenance
    30. The 7 steps of Auto nomous Maintenance <ul><li>Initial Cleaning </li></ul><ul><li>(Initial Inspection & </li></ul><ul><li>“ Restoration”) </li></ul><ul><li>2 . Source of Contamination </li></ul><ul><li>& Hard-to-Reach areas </li></ul><ul><li>3 . Standards of Cleaning </li></ul><ul><li>& Lubrication </li></ul><ul><li>4 . General Inspection </li></ul><ul><li>5 . Autonomous Inspection </li></ul><ul><li>6. Standardize Autonomous </li></ul><ul><li>Maintenance operations </li></ul><ul><li>Autonomous </li></ul><ul><li>Management </li></ul>-Detect problems of lines and restore its original state. -Start managing the line autonomously. ( 5S, Minor Stops, Quality ) -Create & perform temporary “ Cleaning/Lubrication procedures.” -Solve “Sources of Contamination” and “ Hard to Reach” areas. (Cleaning, Inspection, Lubrication) -Develop tentative standards for cleaning, lubrication and inspection. -Provide training on their equipments, products and materials, inspection skills and other AM skills. Develop a routine maintenance standard by operators Standardize routine operations related to workplace management such as quality inspection of products, life cycle of jigs, tools, set up operation and safety. Autonomous team working 3 Years Pillar II : Autonomous Maintenance
    31. What to detect during Initial Cleaning? “Categories of Abnormality” <ul><li>S: Safety Items : safety area, spot, work environment </li></ul><ul><li>1: 5 S Related Items: </li></ul><ul><ul><li>Sort: Unnecessary items </li></ul></ul><ul><ul><li>Store: Disorganized storage, Lack of Visual Indications </li></ul></ul><ul><ul><li>Shine: Cleanliness/Preserve </li></ul></ul><ul><li>2: Sources of Contamination: </li></ul><ul><ul><li>Leaks, Spills </li></ul></ul><ul><li>3: Hard-to-Reach area </li></ul><ul><li>4: Broken/Missing Parts </li></ul><ul><li>5: “Basic Conditions”: </li></ul><ul><ul><li>Lubrication </li></ul></ul><ul><ul><li>Tightening </li></ul></ul><ul><ul><li>Cleaning & Inspection </li></ul></ul><ul><li>6: Quality Related: Causes of defect </li></ul>Pillar II : Autonomous Maintenance
    32. Pillar II : Autonomous Maintenance Before After
    33. Pillar II : F-Tagging Pillar II : Autonomous Maintenance During Initial Cleaning Afterwards – Every Day Process
    34. Monitoring Tags <ul><li>Initial Cleaning is not an one time event. It should be repeated monthly. </li></ul><ul><li>The more restoration you continue, the less Initial Cleaning time you will need. </li></ul>Tag Issued Tag Restored Pillar II : Autonomous Maintenance
    35. Major Impact from Initial Cleaning Activity <ul><li>10 % increase in Machine Time by cleaning and adjustment of cylinders and air tubes of Bag Former </li></ul><ul><li>(13 cycle/min to 15 cycle/min) </li></ul>Pillar II : Autonomous Maintenance
    36. Pillar III : Planned Maintenance Objectives : Increase Equipment Reliability and Production Up-Time Minimize the maintenance cost by 1) reducing breakdowns 2) development of efficient maintenance methods To clarify which parts and locations of which equipment should receive what type of maintenance and to implement it in a planned manner Pillar III : Planned Maintenance
    37. WHO DOES WHAT ? Pillar II : Autonomous Maintenance SERVICING ACTIVITIES REPAIR MAINTENANCE PREDICTIVE MAINTENANCE PREVENTIVE MAINTENANCE ROUTINE MAINTENANCE ROBUSTNESS IMPROVEMENT EFFECTIVE AND APPROPRIATE REPAIRS TRENDS MEASURE AND CONTROL NOT TIME BASED SERVICING BUILDING OF PROGRAMS TIME BASED APPLICATIONS CLEANING- REFURBISHING GREASING-SCREWING DAILY INSPECTION DAILY EQUIPMENT CARE X X X X X X X X X X X Mfg Maint
    38. <ul><ul><li>Step 1: Evaluate Equipment and Understand Current Conditions </li></ul></ul><ul><ul><li>Step 2: Restore Deterioration and Correct Weaknesses </li></ul></ul><ul><ul><li>Step 3: Build an Information Management System </li></ul></ul><ul><ul><li>Step 4: Build a Periodic Maintenance System </li></ul></ul><ul><ul><li>Step 5: Build a Predictive Maintenance System </li></ul></ul><ul><ul><li>Step 6: Evaluate the Planned Maintenance System </li></ul></ul>Planned Maintenance – 6 Steps Pillar III : Planned Maintenance
    39. Implementing Planned Maintenance Pillar III : Planned Maintenance 1 – Initial Cleaning 2 – Sources of contamination, Hard-to-reach area 3 – Standardize 4 –Inspection system 5 – Entire process inspection 6 – A.M. System 7 – A.M. Management INCREASE TIMELIFE Improve MTBF SYSTEMATIC REPAIR FAILURE PREDICTION PHASE 1 PHASE 2 PHASE 3 PHASE 4 1 –Equipement Audit (Current) 2 –Repair degradations and improve weakness 3 – Information system (Database) 4 – Preventive Maintenance System 5 - Predictive Maintenance System AUTONOMOUS MAINTENANCE MAINTENANCE 6 -Evaluate & Establish PLANNED MAINTENANCE SYSTEM
    40. PM - Main Activities Improvement of Equipment  MTBF Improvement of Maintenance Skills  MTTR <ul><li>Preventive Maintenance </li></ul><ul><li>Corrective Maintenance </li></ul><ul><li>Maintenance Prevention </li></ul><ul><li>Breakdown Maintenance </li></ul><ul><li>Support for Autonomous </li></ul><ul><li>Maintenance </li></ul><ul><li>Specialized maintenance skills </li></ul><ul><li>Equipment repair skills </li></ul><ul><li>Inspection and measurement </li></ul><ul><li>skills </li></ul><ul><li>Equipment diagnostic skills </li></ul><ul><li>Develop new maintenance </li></ul><ul><li>technologies </li></ul>Pillar III : Planned Maintenance
    41. M. T. T. R & M.T.B.F – CALCULATION MODE M E A N T I M E B E T W E E N F A I L U R E M E A N T I M E T O R E P A I R * LAST GOOD PART/FIRST GOOD PART Pillar III : Planned Maintenance M T B F = STOPS NUMBER FOR FAILURE ( OPENING TIME — STOPS TIME) M T T R = STOPS NUMBER FOR FAILURE SUM OF TIME STOPS FOR FAILURE
    42. Pillar IV : Training and Skills Development Objectives 1) Enhance employees’ ability and skill in TPM methods 2) Provide necessary TPM methodology at the right time Introduction Expansion Implementation Consolidation 3) Provide challenge targets for individuals by clarifying the hierarchy of skills Pillar IV : Training & Skills POLICIES, OBJECTIVES, PERFORMANCE INDICATORS OEE INCREASE / FOCUSED IMPROVEMENT AUTONOMOUS MAINTENANCE PLANNED MAINTENANCE TRAINING AND SKILLS DEVELOPMENT PREVENTION OF MAINTENANCE (Initial Phase Control) QUALITY IMPROVEMENT ADMINISTRTIVE WORK IMPROVEMENT SAFETY AND ENVIRONNEMENT TPM
    43. Steps for Pillar 4 “Training” <ul><li>Step 1: Skills/Techniques Inventory and Hierarchy </li></ul><ul><ul><li>Create a list of Operational and Maintenance Skills and Techniques </li></ul></ul><ul><li>Step 2: Design Training System </li></ul><ul><ul><li>Including follow-up system such as OJT (=on the job training) </li></ul></ul><ul><ul><li>Documentation of Individual Skill Levels </li></ul></ul><ul><li>Step 3: Set Individual Skill Challenge Target </li></ul><ul><li>Step 4: Training and Evaluation </li></ul>
    44. Training and Skills Development: Program and Matrix Pillar IV : Training & Skills
    45. Training and Skills Development: Program and Matrix Pillar IV : Training & Skills
    46. Pillar V : Initial Phase Management (Prevention of Maintenance) Objective Minimize LCC (=Life Cycle Cost) of equipment by the feedback of experience from the development stage of equipment and product View Points Product Development Equipment Development/Investment <ul><li>Easy-to-manufacture </li></ul><ul><li>Defect-free </li></ul><ul><li>Competitive </li></ul><ul><li>Clarify 4M conditions </li></ul><ul><li>-Material -Machinery </li></ul><ul><li>-Method -Manpower </li></ul><ul><li>Free from major losses </li></ul><ul><li>Easy to use </li></ul><ul><li>Easy to maintain </li></ul><ul><li>Does not manufacture defective </li></ul><ul><li>products </li></ul>Pillar V : Initial Product & Equipment
    47. Pillar VI : Quality Maintenance Aim To ensure that a plant is in a perfect condition – where 100 % quality goods are produced, zero defects Steps Result Oriented Approach “ after it has happened” <ul><li>Establish conditions for “zero defects” </li></ul><ul><li>Prevent the occurrence of quality defects </li></ul><ul><li>by maintaining the conditions within </li></ul><ul><li>certain standards </li></ul><ul><li>Inspect and monitor such conditions in </li></ul><ul><li>time series </li></ul><ul><li>Predicting the possibility of quality defect </li></ul><ul><li>occurrence by reviewing changes in </li></ul><ul><li>measured values </li></ul><ul><li>Take countermeasures in advance </li></ul>Cause Oriented Approach “ before it happens” Ensuring high quality through equipment arrangements at each process Pillar VI : Quality
    48. Quality approach QUALITY DEFECT Causes by: Equipment not capable Improper Process Conditions Human Error Educate operators Activities of Auto -Maintenance Field Training Train operators to detect and correct anomalies Build equipments which do not create defects Quality Assurance Equipment Monitoring Correspondence between Quality features and Process conditions or Equipment Capability Results Control Control of Causes Crisis Preventive MANAGE CONDITIONS OF ZERO DEFECT Pillar VI : Quality
    49. Visual Physical Organoleptic Wholesome-ness HACCP Packaging Example Test Slick Test Visual Defects Frequency 1/Load Frequency 1/Load Responsible Quality Dept Responsible Quality Dept Specks Equipment Slick Equipment Visual Off-color Document Q 610 Form Document Q 610 Form Test Colormetry Test Farino Test Protein Test Moisture Test Ash Content Low Moisture % Frequency 1/Load Frequency 1/Load Frequency 1/Load Frequency 1/Load Frequency 1/Load High Ash% Responsible Quality Dept Responsible Quality Dept Responsible Quality Dept Responsible Quality Dept Responsible Quality Dept High Salt % Equipment Minolta Equipment Farinograph Equipment NIR Equipment NIR Equipment NIR Low Protein % Document Q 610 Form Document Farino Book Document Q 710 Form Document Q 710 Form Document Q 710 Form Off Color Test Visual Off Taste Frequency 1/Load Off Odor Responsible Quality Dept Equipment Visual Document Q 610 Form Test Visual Test Visual Test Sell by Date Infestation Frequency 1/Load Frequency 1/Load Frequency 1/Load Piece of Plastic Responsible Quality Dept Responsible Quality Dept Responsible Quality Dept Expired Equipment Visual Equipment Visual Equipment Visual Document Q 610 Form Document Q 610 Form Document Q 610 Form Test Acidity Test Temperature Test Lot # Record Test All Records High pH Frequency 1/Load Frequency 1/Load Frequency 1/Load Frequency 1/Load No Lot # Responsible Quality Dept Responsible Quality Dept Responsible Quality Dept Responsible Quality Dept No COA Equipment pH Meter Equipment Thermometer Equipment Visual Equipment Visual Document Q 610 Form Document Q 610 Form Document Q 610 Form Document COA File Test Visual Test Visual Test Visual Torn Package Frequency 1/Load Frequency 1/Load Frequency 1/Load Illegible Code Responsible Quality Dept Responsible Quality Dept Responsible Quality Dept Equipment Visual Equipment Visual Equipment Visual Document Q 610 Form Document Q 610 Form Document Q 610 Form Protein Moisture Ash Appearance Color Taste/Odor/ Flavor Micro Activity Temperature Traceability COA Appearance Integrity Lot Code Raw Material – Defect Mode Matrix Color Rheology Infestation Foreign Matter Freshness
    50. Pillar VII : Administrative Work Improvement Objectives 1) Minimize losses 2) Improve quality of work 3) Clear work allocation Steps Pillar VII : Administative Design Approach Engineering Approach Customer Expectations Organizational Mission Departmental Mission Individual Roles & Responsibilities Make a List of all the work in the office Clarify priorities of all the work in the office Step 1 Work Inventory Step 2 Priority Analysis Step 3 Work Allocation Analysis Step 4 Activity Analysis Clarify work allocation of all the work Capture the trend and benchmark of Office work utilization Step 5 Information Flow Analysis Step 6 Document Analysis Step 7 Meeting Analysis Clarify detailed process flow of information Clarify objectives and design of documents Clarify objectives and design of meetings
    51. Example of Administrative Work Analysis “Work Inventory”
    52. Pillar VIII : Safety and Environment Target = “Maintenance of peace of mind “ Safety Management Environment Management Zero Accident Zero Injury Zero Pollution Zero Waste Pillar VIII : Safety & Morale
    53. Steps for Pillar 8 “Safety and Environment” <ul><li>Step 1: Collaboration with Other Pillars </li></ul><ul><ul><li>Pillar 1 “Focused Improvement” : </li></ul></ul><ul><ul><ul><li>Identify and solve any ergonomic problems to the operators </li></ul></ul></ul><ul><ul><ul><li>Supporting HACCP by providing sanitary work environment </li></ul></ul></ul><ul><ul><li>Pillar 2 “Autonomous Maintenance”: Zero dangerous objects and Clean work place </li></ul></ul><ul><li>Step 2: Accident/Danger Zone Map </li></ul><ul><ul><li>Identify and visualize dangerous area and generate countermeasures </li></ul></ul><ul><li>Step 3: Routine Safety Patrol by Plant Manager </li></ul>
    54. Problem Solving Workshop
    55. Steps of Problem Solving I . Problem Identification -1 Problem Statement (5W1H) -2 Categorize Problems (Grouping) II . Problem Investigation -3 Relationship Analysis -4 Quantify Problems (7 Tools of QC) -5 Priority Analysis (Priority Quadrant) III . Root Cause Analysis -6 Why-Why Analysis (5 Whys) IV . Generate Countermeasure s - 7 Idea Bit / Brainstorming V . Action Planning - 8 Create Steps to Implement Countermeasures - 9 Create Schedule VI . Implementation Problem Solving Process
    56. Step I – Identification – What is a problem? A problem is a gap between the current situation (what it is), and the ideal situation (what it ought to be). Current Situation Ideal Situation GAP = PROBLEM >Goal/Plan >Standard i.e. - Manual - Job Description Problem Solving Process
    57. RULES FOR IDENTIFYING PROBLEMS 1. Write problems as concretely as possible. -Express problems using the 5Ws and 1H. Who What When Where Why/Which How 2. Keep it simple and clear 3. Use proper expressions to state problems -1. Problem Statement Problem Solving Process
    58. -2. Categorize Problems Just simply group labels by similarity. - Never try to consolidate them. - The more groups, the better Be careful with convenient key words. Be specific. - communication, training, discipline, management, time, resource, etc. - Keep asking “ what kind of / what do you mean by --?” Problem Identification Countermeasure Problems Problem Solving Process
    59. Steps II : Problem Investigation - 3 . Relationship Analysis <ul><li>Relationship can be; </li></ul><ul><li>Flow or Sequence </li></ul><ul><li>Cause and Effect </li></ul><ul><li>Larger scale to </li></ul><ul><li>Smaller scale </li></ul><ul><li>Horizontal/Vertical </li></ul>Problem Solving Process COMPANY THEME Group, Member Names, Date Large Labels Small Labels Medium Labels
    60. Problem Solving Process Low High High Feasibility Impact -5. Priority Analysis
    61. Steps III : Root Cause Analysis -6. 5 Why Analysis Cross-departmental Issues Departmental Issues Problems Root Cause Analysis Root Cause Statement Keep asking Whys Problem Solving Process
    62. Step IV: Countermeasures 1. The more, the better 2. Time Consciousness 3. No Criticism 4. Develop ideas from other people To generate countermeasures Brainstorming 4 Rules of Brainstorming -7. Brainstorming Problem Solving Process
    63. Step V : Action Planning >Create steps (story) of improvement >Estimate necessary time for each step >Clarify responsible person for each step >Manage progress ( Plan vs Actual ) Steps Schedule ( Plan vs Actual ) Problem Solving Process
    64. TPM – A Continuous Improvement Approach , ‘KAIZEN’ , to eliminate losses DEMING ’s ‘PDCA’ Wheel PLAN DO CHECK ACT STUDY PREPARE PLAN OBJECTIVES Group Problem Solving Implementation Small Group Activity Focused Improvement Team <ul><li>MONITOR THE PROGRESS </li></ul><ul><li>IDENTIFY BOTTLENECKS </li></ul><ul><li>DATA GATHERING </li></ul><ul><li>Detecting Problems </li></ul><ul><li>5W 1H </li></ul><ul><li>ANALYZE THE ROOT CAUSE </li></ul><ul><li>GENERATE COUNTERMEASURES </li></ul><ul><li>5 WHY ANALYSIS </li></ul><ul><li>Fishbone Chart </li></ul><ul><li>BRAINSTORMING </li></ul><ul><li>ONE POINT LESSON </li></ul>CONTINUOUS IMPROVEMENT TPM Fundamentals
    65. Evolution of Impact Improve Your Equipment Improve Your People Improve Your Performance Improve Your Company
    66. LOW HIGH HIGH LEVEL OF PROMOTING COUNTERMEASURES WHAT IS YOUR CORPORATE CULTURE? IMPULSIVE / EMOTIONAL -ATTACH HIGH PRIORITY TO SOLVING OF TODAY’S PROBLEM. -COUNTERMEASURES ARE NOT FOLLOWED THROUGH TO COMPLETION. -ACTIONS BASED ON IMPULSE. EXCELLENT - PROBLEMS ARE CLEARLY DEFINED AND COUNTERMEASURES ARE IMPLEMENTED AS SCHEDULED. -PROFITABLE AND SUFFICIENT GROWTH. -HUMAN RESOURCES ARE SMOOTHLY DEVELOPED YEAR BY YEAR. -COMPANY POLICIES ARE SPREAD THROUGHOUT THE ENTIRE COMPANY. FROM TOP LEVELS TO THE FIRST LINE. VAGUE / IN THE DARK -DOES NOT UNDERSTAND WHAT THE PROBLEM IS. -CAN NOT DISTINGUISH PROBLEMS FROM COMPLAINTS. -ONLY THINKS OF TODAY’S MATTERS. -EVADES IN-DEPTH DISCUSSION WITH EXECUTIVES. TALK BUT NO ACTION - PROBLEMS ARE CLEAR BUT REMAIN UNRESOLVED. -PROBLEMS ARE CLEAR,BUT CONCRETE COUNTERMEASURES ARE NOT MADE. -COUNTERMEASURES ARE MADE BUT ARE NOT IMPLEMENTED. -COUNTERMEASURES ARE TOO CONSERVATIVE AND NOT INNOVATIVE. LEVEL OF PROBLEM CONSCIOUSNESS  JMA Consultants America, Inc .
    67. 5 S Video
    68. What are the next steps? <ul><li>Step 1: Pillar Champions “Volunteers” </li></ul><ul><ul><li>Understand Pillar Steps </li></ul></ul><ul><ul><li>Create Pillar Plan </li></ul></ul><ul><ul><li>Activity Board Training </li></ul></ul><ul><li>Step 2: BMW 2005 TPM Plan </li></ul><ul><ul><li>Create TPM Site Plan </li></ul></ul><ul><ul><li>Create TPM Master Plan </li></ul></ul><ul><ul><li>Allocate Resources </li></ul></ul><ul><li>Step 3: Do It </li></ul><ul><ul><li>Implement Pillar Plan </li></ul></ul><ul><ul><li>Act on Results </li></ul></ul>

    ×