Chapter Three.pptx

Contents
1)The concept of MUDA/Waste
2)Methods for categorizing types of Muda
3)MUDA identification
4)Elimination of Muda
5)Methods for Muda prevention
6)TPM concepts and its pillars
federal Tvet agency and EKI 2

Introduction on Kaizen Basics
The Meaning of Kaizen
• Mr. Masaaki Imai is one of the Japanese people who
contributed to spreading of the term Kaizen throughout the
world.
• defined Kaizen as “a Japanese business philosophy that
assumes our way of life – be it our working life, our social
life, or our home life – should focus on continual
improvement efforts”.

• The Oxford definition of Kaizen “a Japanese
business philosophy of continuous improvement
of working practices, personal efficiency, etc.”
• Mr. Imai also stated “Kaizen is not just a
management technique but a philosophy which
instructs how a human should conduct his or her
life.

Conti…
• Kaizen focuses on how people conduct their work.
• It shows how management and workers can change
their mindset together to improve their productivity”.
• Not a day should go by without some kind of
improvement being made.
• We have to ask always: how can we do the job better
tomorrow, than we are doing it today?

Conti….
• Kaizen is a Japanese philosophy for improvement.
• the two Japanese words
• ‘Kai’ and ‘Zen’, which translate roughly into:
• ‘Kai’ - Change, alter ‘Zen’ - better, right
• The above two words combine to mean “change
for better” or “Continuous improvement.”

The Dissemination of Kaizen in Ethiopia
• Kaizen was driven to Ethiopia by the strong commitment
of the Late Prime Minister Meles Zenawi.
• After listening to the Kaizen experience of Egypt and
Tunisia at the African Taskforce meeting of the Initiative
for Policy Dialogue (IPD) held in Addis Ababa on July 2008
• the Prime Minister requested the government of Japan
for Kaizen project in Ethiopia.

Conti…
• In response to the request a work agreement was
signed between JICA and the Government of
Ethiopia in June 2009.
• A pilot project was then started in October 2009
to be completed on May 2011.
• Basic Kaizen activities were implemented in
selected 30 large and medium enterprises located
at Addis Ababa.

Conti….
• Following the achievements of the pilot
project, the Ethiopian government has
decided to establish a core organization i.e.
the Ethiopian Kaizen Institute (EKI) under Mol
in 2011 to disseminate Kaizen across the
nation.

Conti…
• At the request of the government of Ethiopia to
government of Japan to extend the support and technical
cooperation for institutionalization of the EKI in
 organizational development,
 human resource development
 nationwide dissemination of Kaizen
 A second project on “Capacity Building for Dissemination of
Quality and Productivity Improvement (Kaizen)” was
launched on November 2011 to be carried out for three
years until October 2014.

Conti….
• The Ethiopian Kaizen institute is established with
various objectives and functions of formulating
policies, plans, strategies and programs for Kaizen
dissemination
 providing trainings; developing authorized and
standardized training materials and manuals;
conducting consulting services; and establishing
mechanisms for nationwide outreach.

Conti….
• EKI has designed Ethiopian Kaizen model consisting of
five stages:
Testing Institutionalization Implementation
Sustain Ownership (TIISO).
• At each of these stages awareness raising, experiencing
best practices and customization are done.

Conti….
• In general Kaizen is indispensable to:
– Make optimal use of peoples’ skills
– Reduce overall cost
– Maintain high quality (or improve quality)
– Reduce or eliminate wastes (MUDA)
– Improve productivity
– Improve Safety
– Shorten lead time & improve delivery time
– Improve space utilization etc

The three pillars of Kaizen are:
1. As a philosophy
2. Kaizen systems
3. Kaizen tools

Conti….
Kaizen as a Philosophy
• Kaizen is a philosophy of continuous undertaking by an
organization to improve its activities and processes with the
goal to always improve Kaizen elements:-
 Productivity Quality
 Cost Delivery time
 Moral Safety
 Environment Gender equality
(PQCDMSEG)
so that the organisation can meet full customer satisfaction.

Conti…
 Kaizen as a philosophy is built-in and run through guiding
principles.
• Proactive and spontaneous participation of front-line
workers.
• Focus on the improvements of workplace.
• Practicing kaizen that lead to a corporate culture.
• Kaizen fosters process as well as result oriented thinking.
• Speak with data - collect, verify and analyse data.
• Put quality first even than cost and delivery.

Conti….
• Bottom-up approach i.e. integrated total company
approach: genuine participation of top management,
middle managers and front-line employees in a
collaborative working system throughout company
organizations
• Continuous and endless activities in revolving cycles of
PDCA resulting in significant improvements.
• Top management commitment.
• Learning process and customization
• Customer satisfaction

Characteristics of Kaizen:-
1. Continuity: Kaizen is a dynamic activity in
revolving cycles of PDCA (Plan, Do, Check and
Act).

2. Participatory approach:
Kaizen is built in and run with an integrated and
company-wide approach through the
collaboration of all the levels of the organisation
that are top management, middle managers and
front-line employees.
Commitment, genuine participation and
motivation of all the three actors are critical
factors.

• 3. Accumulation of small Improvement:
Japanese people say “accumulation of a small
dust builds a mountain”. Significant and
greater results can be attained through
accumulation of small improvements or by
carrying out repeatedly minor or small
improvements as opposed to innovation.

Conti….
• 4.Needs small investment: Waste elimination
may not require investment or may require
little investment through the introduction of
basic Kaizen technique such as 5S.

Conti…
5. Widely Applicable: Kaizen refers to a philosophy or
practices that focus upon continuous improvement in
manufacturing activities, business activities, and even
life in general, depending on interpretation and usage.
It is widely applicable in manufacturing, service, public or
non-profit organizations and others.
Kaizen techniques are now universally applicable to all
sectors.

Requisites of Kaizen:
A. Knowledge of Kaizen concepts and techniques.
B. Attitude with positive thinking
C. Involvement of all from top management to
front-line workers
D. Zealous support for Kaizen
E. Education about Kaizen (training)
F. Never-ending activity

2. Kaizen Systems
 Toyota Production System ( Just-in-time) :- means that
the exact number of required units is brought to each
successive stage of production at appropriate time.
 Total Productive Maintenance( TPM):- aims at
maximizing equipment effectiveness throughout the
entire life of the equipment.
 Total Quality Control (TQC) :- It is equivalent to
Company-Wide Quality Control (CWQC).

3.Kaizen Tools
• As Masaaki Imai ,Kaizen is an “umbrella
concept that embraces different continuous
improvement activities on an organization”.
Fig. Some basic Kaizen techniques.

The main elements of KAIZEN
management
• Quality (Customer)
• Cost (Company)
• Delivery(Customer)
• QCD is the source of
productivity improvement
26
federal Tvet agency and EKI

C O S T
M
I
N
I
M
I
Z
E
Better Quality
On time
Delivery
Higher
Profit
Profit=Price-Cost
ምን ይሻላል???
CUSTOMER
የትም ፍጭው
ዱቄቱን
አምጭው
Reasonable
Price
27

1. The concept of Muda
What is Value?
Value is defined by your customer.
There are two types of Customers:-
-Internal customer
-External customer
Then Value is the activity/effect
what the customer exactly is
going to pay for/needs.
federal TVET agency and EKI 28

What is Waste/MUDA?
• Waste/MUDA is any activity of
workers/machines which consumes resources
such as money, time, energy, materials, etc
without adding value.

The concept of cost
Cost minimization
• Determination of the sales price of the product
Sales price=(manufacturing)cost + profit
• Manufacturing cost=(material + labor +
facility + utility + others)cost

PRICE=COST + PROFIT
PROFIT= PRICE - COST
Company sets price(Demand>Supply)
Market sets price (Demand≤Supply)
TraditionalThinking
KaizenThinking
31

32

• Therefore, since today’s economy is
market based, we should focus on
minimizing our COST to get higher
profit.
• Do we have any choice?
33

The three categories of
Operations
• Value Adding/Net Operation
• Non Value Adding Operation
• Muda/Waste

The three categories of Operations
(1) Net Operation
• Part of the operation that adds value
to make parts and products
Examples, Milling, Turning, Grinding,
Assembling and Welding
35

The three categories of Operations
(2) Non-Value adding Operations
• Operation that adds no value but
cannot be avoided
Example Setting up, Inspecting,
Picking up parts, Removing drill chips
36

The three categories of Operations(Cntd)
(3) “Muda”
• Muda is a Japanese word meaning Wasteful
Activity
• Is anything unnecessary in operation.
• Can be eliminated immediately
37

The three categories of Operations(Cntd)
(3) “Muda”
• It increases Production cost
• Muda affects the quality of the product
and also delivery time
38

Non-value adding and
wastes
• movements
• searching for tools
• transporting
materials
• over production
• waiting /idle time
• making defects etc
Value adding
• assembling
• molding
• spinning
• mixing
• building
• milling etc
39
“Muda” are activities which use resources,
time or cost without adding value.

Value Chain Consumers
Suppliers
Reduce Lead Time
Non Value Added & Waste activities
40

Product Lead-Time
Raw
Materials
Finished
Goods
Value Added
Time
Non- Value
Added Time
TIME
41

Very Simple Drill
• Operation to staple two papers
using a stapler when work place is
disorganized
• Materials and tools
–Two pieces of paper
–Stapler
–Staples
42

Very Simple Drill
Result in a disorganized environment
43
N0. Activities Time Type of
Operation
Measure How
1 Searching for
Stapler
35 Sec Muda Eliminate 5S(Set-in-order)
2 Searching for
Staples
30 Sec Muda Eliminate 5S(Set-in order)
3 Putting the Staples
into the stapler
8 Sec Non-Value
adding
Minimize Load staples
ahead
4 Putting the two
papers
together
3 Sec Non-Value
adding - -
5 Staple the papers 2 sec Net Operation
(Value Adding) - -

Lessons from the drill
• Total time of operation=78 Sec
Net Operation(Value adding)=2 Sec(2.6%)
Non-Value adding operation=11 Sec(14.1%)
Muda(Unnecessary operation)=65Sec(83.3%)
44

Lessons from the drill
• Can you imagine by how much the total time
of the operation can be improved if we try to
eliminate the Muda and minimize non value
adding operations by applying 5S?
• What if the job order was to produce a car?
Imagine the MUDA.
45

MUDA = Anything Unnecessary
46

2)Methods For Categorizing
Types of Muda/Wastes
Classification of waste
A number of methods for classification of waste have
emerged. Here are some of them:-
The 3MU’s
5M+Q+S
The flow of goods
The Seven deadly wastes

Muda
Muri
Mura
1) The 3MU’s

MUDA-Capacity exceeds load.
MURA (imbalance or variation) =
capacity sometimes exceeds the load and
the load sometimes exceeds capacity.
MURI(Physical or mental overburden)-
Load exceeds capacity .
Productivity improvement does not
mean hard work.
The Three MU’s
49

The Three M’s
Muda
• Production factors that increase cost,
in other words, all unnecessary
things
50

The Three M’s (Cntd)
Muri
• Mental and physical overburden on
operators, and overburden on
production machinery
52

Muri
We should not force hard work on
Employees in the name of
productivity improvement
Value added work
Working density =
Actual work
The Three M’s (Cntd)
53

Muri : overburden

የስራ ጫና Muri

የስራ ጫና
Muri

The Three M’s
Mura
• Variation in work distribution,
production capacity of machinery, and
material specifications
57

IN OUT

Relationship between the 3 M’s
• Usually Mura creates Muri which in turn
lead to generation of Muda
59

Relationship between the 3 M’s
• Therefore, mura creates muri that
undercuts previous efforts to
eliminate muda.
• Eliminating mura is fundamental to
the complete elimination of muri and
muda
60

2) 5M+Q+S
• Is another way of thinking in the areas where
waste may occurs 5M(man, material ,
machine, method and management), plus
Quality and Safety.

Contd…
Material
Waste of:- Parts, Bolts, Welds, Functions, Storage & Handling.
Man/Workers
Waste of:- Walking, Waiting, Searching, Unnecessary movements
Management
Waste of:- Materials, Meetings, Management control,
Communications, Vouchers
Machine
Waste of:- Large machines, General purpose machines,
Conveyors, Machines with wasteful movements,
Breakdowns,
Machine handling

Contd….
Method
Waste of:- Large lot production, Inventory,
Conveyance, Retention, Non standardization,
Picking up setting down work pieces.

Contd…
Quality
Waste in:- Making defective goods, Fixing
defects, errors, Inspection, Quality control.
Safety
Waste of:- Disaster prevention methods, Fixing
defects.

3) The Flow of Goods
• A third way of thinking about waste is to focus
on the flow of goods in production.
Materials are procured Materials retained Materials
conveyed to processes on production line Materials are
retained at the process equipment(WIP) Materials are
picked up for processing Materials are processed
Processed goods are set down and retained on the other side
of the processing machine(WIP) Goods are conveyed to
inspection point Goods are retained until inspection
Goods are picked up and inspected Goods are set down
and retained on the other side of inspection process
Inspected goods are conveyed to the finished goods
warehouse Finished goods are retained prior to shipment

Cont…..
If we look carefully at the flow of goods, you will
see four things going on:-
Retention, Conveyance, Processing and
Inspection
Retention-means stopping the flow of goods
producing inventory without adding value.
-It adds cost without adding value.
Conveyance-movement b/n retention points
without adding value.
Material handling movement b/n a retention point
& a process.

Contd……..
Processing-means adding value or altering raw
materials/parts /assemble parts to add value.
Inspection-identifies defects from production
flow. It doesn’t add value b/c it doesn’t
eliminate the source.

4)The Seven deadly wastes
1) “Muda” of Overproduction
2) “Muda” of Inventory
3) “Muda” of Waiting
4) “Muda” in Transporting
5) “Muda” of Defect-making
6) “Muda” of Motion
7) “Muda” in Processing
Cost Reduction by Elimination of
muda

7 Categories
of Waste
Defect Making
Transportation
Over Produced
Motion
Inventory
Over Processed
Waiting
70

1)“Muda” of Overproduction
71
To produce things more than necessary in terms
of type, time, and volume. It is called “the
worst kind of Muda” since it hides all the
other wastes.

1)“Muda” of Overproduction
[Cause]
Excessive work
force and facilities
Big and fast
production
machine
Lack of customer
focus
[Effect ]
Increase in inventory
Outbreak of defects
Deterioration of turn-
over ratio of funds
Advanced preparation
of materials and parts
Consumes resources
Needless wear on
machines
72

The situation where items such as raw
materials, parts, and finished goods are
stagnant or which are not having value added
to them. Some are located in the warehouses,
and others are in-process inventory.
73

[Cause]
 Weak consciousness
for inventory
Bottle-neck processing
stage
 Advanced Production
 Approximate
production
 Unreliable suppliers
[Effect ]
 Waste of space
 Needs for inspection,
and transportation
 Expansion of working
fund
 Shelf life may expire
 It ties up cash
 Makes FIFO inventory
management more
difficult
74

Examples of Inventory Wastes

76
This includes all kinds of waste of time such as
workers or parts waiting: -for an upstream process
to deliver,
-for a machine to finish processing,
-for incoming parts or materials,
-for process that has a long wait time

[Cause]
 Bottle-neck
processing stage
 Bad facility layout
 Capacity imbalance
 Shortages &
unreliable supply
chain
 Lack of multi-skilling
 Poor maintenance.
[Effect ]
Waste of
manpower, time, &
machines
Increase in the in-
process inventory
Failed delivery
dates
Poor workflow
continuity
77

78
It is Unnecessary movement of parts between
processes caused by unnecessary
transportation distance, temporary storage,
relocations or re-piling up.

[Cause]
 Bad facility layout
[Effect ]
 Waste of space
 Production deterioration
 Expansion of
transportation
facilities
 Occurrence of scratches
 Increase production time
 wastes time and energy
79

5) “Muda” of Defect-Making

80
This includes defects, inspections for
defects in-process, and claims,
rescheduling, and resource loss.

5)“Muda” of Defect-Making
[Cause]
Emphasizing on down-
stream processes by
inspection
 Poor in methods and
standards for inspection
 Lack of standard
operation
[Effect ]
 Increase in material
cost
 Productivity
deterioration
 Increase in personnel
& processes for
inspection
 Increase in defects
and claims
 Invite reworking costs
81

82
These are non-value adding movements or
more than necessary movements of
workers, equipment, and machines, such
as looking for goods, bending, stretching,
walking, lifting, and reaching etc.

Example:
83

6)“Muda” of Motion
[Cause]
 No education or
training
 No standard
operating
procedure
 Isolated operation
 Bad facility lay out
[Effect ]
 Increase in
manpower and
processing
 Unstable
operation
 Increases
production time
 Can cause injury
85

86
This consists of processing and operations
primarily unnecessary. It is processing
beyond the standard required by the
customer.

7)“Muda” in Processing
[Cause]
Lack of analysis of the
contents of operation
 Improper tools and
their use
 Insufficient
standardization
Attitude - ‘Always do it
like this’.
[Effect ]
 Unnecessary
processes or
operation
 Increase in manpower
and man-hour
 Lower workability
 Increase in defects
 Can reduce life of
components
87

Benefits of identifying & Eliminating
waste
1. To the company
 Cutting the hidden costs of production.
 Increased customer satisfaction.
2. To Shop floor worker
 Increased job satisfaction:- work with less energy,
work in safe conditions etc.
 Contributing for improvement:-

Steps to effective Muda identification
1. Making waste visible
2. Be conscious of the waste
3. Be accountable for the waste
4. Measure the waste

1.Making waste visible
Shop layout/process flow analysis using :-
• Arrow Diagram
• Summary chart of flow analysis
• Operation analysis Table
• The standard operation combination chart
• Workshop checklist for major waste finding

The Arrow Diagram
• It focuses on the flow of goods to discover waste
• Factors to be identified in arrow diagram are:-
Retention, Conveyance, Processing & Inspection.
• Helps to get a good understanding of production
processes and to see where the waste exists.

Arrow Diagram symbols
Analysis
Factors
Symbols Description Amount of
waste
Retention When the WIP flow is stopped (for other
than Conveyance, Processing or
Inspection)
Large
Conveyance When the WIP flow is moved from one
place to another.
Large
Processing When the WIP is changed physically or
chemically for added value.
There may be
some waste in
the process
Inspection When goods are inspected for
conformance to Quality and dimensional
standards.
Large

Four steps to create arrow diagram
1. Understand the purpose:- To discover waste.
2. Select the product to be analyzed:-
• You can do product quantity analysis to compare product
and quantity.
• Choose products with a large out put and with many
production problems as a starting point.
3. Prepare a factory layout diagram:-
Include the entire factory layout with position of machines,
work tables, etc.
4. Make the Arrow Diagram:-
• Do this on the shop floor and use the symbols.

Contd….
• Connect the symbols with lines to show the direction of flow.
• At all conveyance points note:-
- conveyance distance, and
- type of conveyance
• At all retention points - note average WIP inventory.
Results are summarized using the
Summary Chart of Flow Analysis.

2. Operations Analysis Table
• Helps you identify the waste in your own operations.
• Focuses on people’s action.
• Not everything you do adds value.
• Someone else fills the table for you while you are
working as it is hard to fill for yourself while working.

3. Standard Operation Combination Chart
• Focuses on the relationship of people, goods and
machines.
Discover where waste is by plotting the cycle time of all
activities and design the process to create a more
efficient combination and reduce overall cycle time.

The steps to effective waste elimination
are
1. Make waste visible
3. Be accountable for the waste.
4. Measure the waste.
5. Eliminate or reduce the waste
97

1.Make waste visible
Draw and analyze the current facility
layout.
Prepare a process flow chart to see the
number and movement of workers, order
of processing, type of processing and so on
Prepare standard operation sheet.
98

 When something is denied as waste, it
also cannot be stopped.
99

3. Be accountable for the waste
When one refuses to accept
responsibility for the waste, then he will
not eliminate it.
100

4. Measure the waste.
 when the waste is not measured, people
may think it is small or insignificant and
therefore will not be motivated to stop it.
“What is not measured, is not improved”.
Appreciate its size and magnitude.
101

5. Eliminate or reduce the waste
 When the great Italian sculptor
Michelangelo was asked what he was
sculpting, he responded he was not sculpting
but releasing the figure inside by removing the
unnecessary rocks (wastes). Like
Michelangelo, we should eliminate all forms of
wastes in any process or product until only
what is valuable remains.
102

5.How to eliminate “Muda”?
1) “Muda” of Overproduction
Produce not more than is needed by
your customers.
you MUST know what your customers
need and use.
Have standardized work or work
instructions for your processes.
103

Implement 5S and avoid unnecessary
items
Use just-in-time system
Proper alignment of work processes,
Consistent machine maintenance (to avoid
machine downtime.)
104

Design production lines and materials
flow paths in a way that minimizes the
distances between workstations and
temporary storage sites.
5) “Muda” of Defect-making
Build quality into each process, using
tools like Poka-Yoke, JIDOKA, Andon etc.
105

Minimize unnecessary movements
Improving processing efficiency to
achieve the same customer
satisfaction .
 use of low-cost automation, smaller,
and more flexible equipment
106

7) “Muda” in Processing(Cntd)
combining steps will greatly reduce
the waste of inappropriate processing.
Look for improvements
Train workers
107

Tools for Eliminating “Muda”
1. Andon
2. U-line
3. In-lining
4. Unification
5. Multi-process handling & Multi-skilled
Operators
6. A.B. control (Two-Point Control)
7. Cell production line
108

1. Andon
An “Andon” is an indicator informing
team leaders and supervisors of the
current workshop situation with color
boards, flash lights, and automated
announcement.
109

1) Calling “Andon”-Used for requesting parts.
2) Warning “Andon” -Used to inform
occurrence of irregularities
on the lines.
3) Progress “Andon” -Used to identify the
progress of operation on the
lines with a short Takt Time.
110
Types of “Andon”

2. U-line
A U-line is a layout in which the inlet and
outlet are positioned in the same direction
to avoid walking back for a single operator.
111

3. In-lining
In-lining is a way to make the production
lines simple and effective by integrating
the parts processing into the main line in
the unit production.
112

Unification of
several
processes
4. Unification
Even if a flowing line
cannot be formed,
odd operations can
be combined together
in a place into an
operator’s work.
113

5. Multi-process handling & Multi-skilled
Operators
Multi-process handling means that a single
operator manages multiple machines and
processes in product processing and
assembling. This is the primary factor for
constructing lines by a small number of
operators.
114

A multi-skilled worker can deal with
several machines or processes as
described above. The supervisor can
make a flexible placement of operators
when someone within the same team or
section is absent.
115

6. A.B. control (Two-Point Control)
A.B. control is a devised automatic control
function. It controls the machine
movement when they come to start or stop
working depending upon the number of
work pieces piled up between the
preceding process and the following
process.
116

A.B. control is used
as a tool for time
control to realize
Just in Time(JIT)
Up to Three
6.A.B. control (Two-Point Control)(Cntd)
117

7.Cell production line
This is a production line that a single
operator manages all the machining or
assembly operations in unit production.
118

7.Cell production line(Cntd)
Advantages
Quality assurance can be ensured.
The production output or efficiency of each
operator can be clarified.
Operators can obtain a feeling of work
achievement.
119

To summarize
• The Customer should not pay any price
for cost of wastes that we make.
• Therefore, it is us who have to make our
products better in quality, deliver them
on time and as the same time get more
profit by eliminating MUDA.
120

5)Methods for Muda prevention
There are four important methods you can use
for maintaining a waste-free production
environment:
• Standardization
• Visual controls
• Auditory controls
• 5W and 1H Sheet

Standardization
- Standardization means establishing standard
procedures for every operation so that anyone
can understand and use them – and everyone
does.
Standards must be created, documented, well-
communicated, adehered to, and regularly re-
assessed.

Contd…….
Standards are required for:
• Machines
• Operations
• Defining normal and abnormal conditions
• Clerical procedures
• Procurement

Visual and Auditory Controls
• One way waste enters into operations is when
standards are not improved to meet changing
conditions.
• Even standardization fails to sustain waste-
free production if not systematically updated
to take advantage of new materials, new
technology, and worker improvement ideas.

Contd……
• The best way to do this is through visual and
auditory controls.
Red-tagging – Always keep the production floor
free of any thing that is not directly part of the
production process.
Signboards- The purpose of workstations and
the names of the workers who operate them
should be displayed at every processing point.

Contd………..
• Standard quantities should be included on
supply bins or carts. The products produced
on each line or in each cell can be displayed,
and so on.
Outlining- Boarders around tools and
equipment, big and small, help people find
and return things.

Contd....
Andons- Different colored lights can report the
status and needs of a system and signal when
defects or abnormal conditions occur so that
problems can be solved immediately.
Kanban- flexible production instructions or work
orders that trigger materials supply and
production in a pull system, the hallmark of
lean manufacturing.

Contd….
Pitch and Inspection Buzzers - These indicate
when operations get out of sync with demand
or when defects are around.

The 5W and 1H Sheet
• Five “whys” and one “how”

Total Preventive Maintenance
• Is one of Kaizen Systems.
• Brings maintenance into focus as a necessary and vitally important part of
business.
• is a company-wide system developed to maintain, monitor, and improve all
capital assets of a company.
• It can be considered as the medical science of machines.
• For production it is a system that maximizes equipment effectiveness and
maintains production flow.

cont…
•Maintenance is implemented by all employees in an organization.
•Everyone in the organization from operators to senior management
in equipment improvement.

Cont…
132

Cont…
Total = All individuals in the organization working together.
Productive = production of goods that meet or exceed customer’s
expectations.
Maintenance = keeping equipment and plant in good condition at
all times.
133

History
• TPM is a Japanese concept.
• Developed in 1951.
• Nippondenso was the 1st company that implemented TPM in
1960.
• Based on these developments Nippondenso was awarded the
distinguished plant prize for developing and implementing
TPM, by the Japanese Institute of Plant Engineers ( JIPE ).
134

TPM Targets
• Reduce manufacturing cost
• Increase production quality.
• Delivery time. Achieve 100% success in delivering the goods
as required by the customer.
• Safety - Maintain accident free environment.
• Moral- Develop multi-skilled & flexible workers.
• Improve OEE (Overall Equipment Effectiveness)

The Six big Equipment losses
• Equipment failure (Breakdown)
• Set up & adjustment downtime
• Idling & minor stoppages
• Reduced speed
• Process defects
• Reduced yield

137
Shift in Attitudes
Operator Maintenance Operator Maintenance
Conventional TPM
I use I maintain &
I fix
We maintain

Principles of TPM
 Use Overall Equipment Effectiveness (OEE) as a compass for
success.
 Improve existing maintenance systems
 Work toward zero losses
 Providing training to upgrade operations and maintenance
skills
 Involve everyone and utilize cross-functional teamwork
138

Types of maintenance
 Breakdown maintenance
 Preventive maintenance
*periodic maintenance( time based maintenance)
*Predictive maintenance
 Corrective maintenance
 Maintenance prevention
139

Breakdown maintenance
• Repairs or replacements done after the equipment
failure/stoppage or occurrence of severe performance decline.
• Disadvantages:- unplanned stoppages, excessive damage,
spare parts problems, high repair costs, excessive waiting and
maintenance time and high trouble shooting problems.

Preventive maintenance
• The primary goal of preventive maintenance is to prevent the
failure of equipment before it actually occurs.
• It relies on the estimated probability that the equipment will
brake down or experience deterioration in performance in the
specified interval.
• It is further divided into -Periodic Maintenance
-Predictive Maintenance

Long-term benefits of preventive maintenance:
• Improved system reliability.
• Decreased cost of replacement.
• Decreased system downtime.
• Better spares inventory management.
142

Periodic maintenance
 Time based maintenance consists of periodically inspecting,
servicing and cleaning equipment and replacing parts to
prevent sudden failure and process problems.
Benefits:
 Extended life and use of the equipment.
 Reliable production at the times when machine is needed
most.
143

Predictive maintenance
• predictive maintenance is condition based maintenance.
• This is a method in which the service life of important part is
predicted based on inspection or diagnosis, in order to use the
parts to the limit of their service life.
144

Benefits of predictive maintenance
• Increased plant readiness due to greater reliability of the
equipment.
• increase predictive maintenance practices increase the
productivity of equipments.
• Reduced expenditures for spare parts and labor.
• Reduces the probability of a machine experiencing a disastrous
failure, and this results in an improvement in worker safety.
145

Corrective maintenance ( 1957 )
 Improvement of equipment so that equipment failure can
be eliminated (improving the reliability) & the equipment
can easily be maintained (improving equipment
maintainability).
 Its purposes are- improving equipment reliability
- Safety
- Design weakness( material, shapes)
- Existing equipment undergoes
structural reforms
- To reduce deterioration & failures
(maintenance free eqpt)

Maintenance prevention (1960 )
• It indicates the design of a new equipment.
• Weakness of current machines are sufficiently studied ( on site
information leading to failure prevention, easier maintenance
and prevents of defects, safety and ease of manufacturing ) and
are incorporated before commissioning a new equipment.
147

PILLARS OF TPM
1.Autonomous maintains
2.Planned maintains
3. Equipment and process improvement
4.Early management of new equipment
5.process quality management
6.TPM in the office
7.Education and training
8.Saftey and environmental management.
148

1 2 3 4 5 6
7
8
149
PILLARS of TPM

1.Autonomous Maintenance
• Train the operators to close the skill gap between others and
the maintenance staff, making it easier for both to work as one
team.
• There are Seven (7) steps implemented to progressively
increase operators knowledge, participation and responsibility
for the equipment.
150

cont…
1. perform initial cleaning and inspection
2.Countermeasures for the causes and effects of dirt and dust
3.Establish cleaning and lubrication standards
4.Conducting general inspection training
5.Carry out equipment inspection checks
6.workplace management and controls
7.Continious improvement
151

2.Equipment and process improvement
Objectives: Maximize efficiency by eliminating waste and
manufacturing loss
• Manufacturing losses are categorized into 12 losses:
 Equipment losses (6)
 Manpower losses (4)
 Material losses (2)
152

Equipment losses
153
 .
DOWNTIME LOSS
Speed loss
Quality loss
Equipment failure / breakdowns
Set-up / adjustments
Minor stopping
Reduced speed
Process errors
Rework / scrap

Manpower and material losses
• .
154
Manpower losses
Cleaning and checking
Waiting materials
Waiting instructions
Waiting quality confirmation(inspection)
Material losses
Material yield
Energy losses

3.Planned maintains
Objectives : Establish periodic and predictive maintenance system for
equipment and tooling.
• Natural life cycle of individual machine elements must be achieved
 correct operation
 correct set-up
 cleaning
 lubrication
 feedback and repair of minor defects
 quality spare parts
155

4.Early management of new equipments
Objective: : start-up, commissioning and stabilization time for
quality and efficiency
New equipment need to be :
• easy to operate
• easy to clean
• easy to maintain and reliable
• have quick set-up times
• operate at the lowest life cycle cost
156

5.Process quality management
Objectives: to set and maintain condition to accomplish zero
defect.
Quality rate has direct correlation with
• material condition
• equipment precision
• production methods
• process parameters
157

6.TPM in office
• Administration and support departments can be seen as
process plans whose principles tasks are to collect, process and
distribute information.
• Process analysis should be applied to streaming information
flow
158

7.Education and training
TPM is a continuous learning process
 Two major components :
• soft skills training : how to work as a team, diversity
training and communication skills
• Technical training : upgrading problem-solving and
equipment-related skills
159

8.Safety and environmental management
• Assuring safety and preventing adverse environment impacts
are important priority in the TPM effort.
160

Overall Equipment Effectiveness
• Objective :to maximize the efficiency of machine or
equipment.
• OEE figures are determined by combining the availability and
performance of your equipment with the quality of parts made
• OEE measures the efficiency of the machine during its loading
time.
• Planned downtime does not affect the OEE figure
161

Overall Equipment Effectiveness (OEE)
• .
Overall Equipment Effectiveness = Availability *performance * Quality yield
Availability = Time available for production -- Downtime
Time available in production
Performance = Ideal cycle time * number of parts produced
Operating time
Quality Yield = total number of parts produced – defect number
Total number of parts produced

Overall Equipment Effectiveness (OEE)
• .
Availability Downtime loss
Performance Speed loss
Quality Yield Quality loss
Overall equipment effectiveness = Availability * performance * Quality yield

The Six Big Equipment Losses
1. Breakdowns
2. Setups and adjustment
3. Idling and minor stoppages
4. Speed
5. Quality defects and rework
6. Start-up (loss of yield)
164

Overall equipment effectiveness = Availability x Performance rate x Quality rate
(OEE)
Breakdown
Setup and adjustment
Others Idling & minor stoppages
Reduced speed
Quality defects & rework
Start-up yield

Example: OEE Calculation
Item Data
Shift length 8 hrs = 480 min.
Short Breaks 2@ 15 min. = 30 min
Meal Break 1 @ 30 min = 30 min
Down Time 47 min
Ideal Run Time 60 pieces per min
Total Pieces 19,271 pieces
Reject Pieces 423 pieces

Availability =
Operating time
Planned production time
= 373 minutes / 420 minutes
= 0.8881 (88.81%)

Performance =
(Total pieces /Operating time)
Ideal Run Time
= (19,271 pieces/373 minutes)/60 pieces per
minute
= 0.8611 (86.11%)

Quality =
Good Pieces
Total Pieces
= 18,848 / 19,271 pieces
= 0.9780 (97.80 %)

OEE =
Availability X Performance X Quality
= 0.8881 X 0.8611 X 0.9780
= 0.7479 (74.79%)

Fundamental improvements of TPM
• Increasing motivation: changing people attitudes
• Increasing competency and people skills
• Improving the work environment, so that it supports the
establishment of a program for implementing TPM
171

TPM Implementation
• .
172
preparation
Announcement to TPM introduction
Introductory education campaign for workforce
TPM promotion
Establish basic TPM policies and goals
Preparation and formulation of a master plan
Kick-off Invite customers, attitude companies and subcontractors
implementation
Develop an equipment management program
Develop a plan maintenance program
Develop a Autonomous maintenance program
Increasing skills of production and maintenance personals
Develop early equipment management program
Standardization Perfect TPM implementation and raise TPM levels

Announce top management decision to
introduce TPM
• State TPM objectives in a company newsletter
• Place articles on TPM in a company newspaper
173

Introductory education campaign
• Seminars for managers
• Slide presentation for all employees
174

TPM Promotion
• Special committees at every level to promote TPM
• Newsletter
• Articles
• Videos
• Posters
175

Establishing basic TPM policies and goals
• Analyze existing conditions
• Set goals
• Predicting results
176

Preparation and Formulation of a master plan
• A master plan lays out your goals, what you will do to achieve
them and when you will achieve them
• Detailed plans for each pillar have to be prepared
177

TPM Kick-off
• The main kick-off to TPM should take the form of a formal
presentation with all the employees attending.
• This opportunity can be used to gain the full support of the
employees.
• Invite external customers, affiliation and subcontracting
companies .
178

Develop an equipment management program
 The maintenance prevention can be design of new products ,
new machine and existing machines.
 New products: must be easy to produce on new existing
machines
 New machines : must be easy for operation, changeover and
maintenance.
179

Cont..
 Existing machines: Determine how to eliminate the problem
and reduce maintenance through an equipment design change
or by changing the process
180

TPM Benefits
• zero equipment-caused defects
• Increased plan capacity
• Increase equipment productivity
• Increase return on investment
• Enhance job satisfaction
• Lower maintenance and production cost
• Reduced equipment downtime
181

conclusion
• TPM may be the only thing that stands between success and
total failure for some companies.
• It can be adapted to work not only in industrial plants
182

Any questions…….?
183

184

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