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TES on In-country Program on Training
Course on Total Productive Maintenance (TPM)




            Productivity Management Office
                  kazuteru Chinone

                    Nov.19-23.2012
                   Bogor Indonesia

                Productivity Management Office ©
Outline of TPM




                 Productivity Management Office ©
What is TPM
 TPM          T stands for “Total”
              P stands for “Productive”
              M stands for “Maintenance”
   Total means that all workers of a corporation
   are required to participate in this activity.


 From TPM to TCM (Total corporate Maintenance)



                Productivity Management Office ©
Financial Strategy of TPS
 Business proposition is to secure the cash and Return on Equity
 improvements


    ROI (Return on Investment) and ROE (Return on Equity)

       •   ROE=Return/Equity

                    =Sales/Equity × Profit/Sales

                    =Capital Turnover × Profit Margin on Sales
                              ①                          ②




                      Productivity Management Office ©
The purpose of TPM

  Survival and development of business by TPM
            Method
            Man                   P.Q.C.D.S.M
            Machine                 Service
            Material


  TPM aims at “improvement of the corporate
  culture and mindset through improvement of
  personnel and machine system”
  Do everything together as possible
                 Productivity Management Office ©
History of LPS,5S,TQC and TPM
1867              1920   1937      1945   1950        1960        1970         1980         1990      2000     2010


       Seiketsu                                  3S 4S 5S


       Safety concept from
       USA

                     Establish        Crisis TPS        1961 Deming prize                  1990 LPS
          TOYOTA
                                                         1962 KANBAN
                                                             1963 Just In Time

                                                              Dr.Feigenbaum           ISO9000
                                          1950 SQC by
                     QC from USA          Dr.Deming                   TQC                                TQM

                                                       QC circle by
                                                       Dr.Ishikawa

                                                 PM          PM          TPM
                                      TPM

 Back in 1936, to coincide with the launch of its eagerly awaited first passenger car,Toyoda Automatic Loom Works Ltd.
 held a public competition to establish a new symbol mark to promote its vehicles. The company indicated that the new
 design should convey the feeling of speed. Twenty-seven thousand entrants answered the call and submitted their
 ideas to Toyoda. The winning design led to a change in the name of the automobiles and plants from “Toyoda” to
 “Toyota.”

                                                  Productivity Management Office ©
History of TPM
 Productive maintenance in Japan
                       50s                 60s             1971~

    BM                 PM                    PM                TPM

                                             Breakdown
                                             maintenance (BM)

                                             Preventive
         Planed                              maintenance (PM)
       maintenance
                                             Corrective
  * Only for machine                         maintenance (CM)

                                             Maintenance
                                             Prevention (MP)
                       Productivity Management Office ©
Lusser's Law
Lusser’s low (multiplication principle)is a prediction of reliability named after
Robert Lusser.
It states that the reliability of a series system is equal to the product of the
reliability of its component subsystems, if their failure modes are known to
be statistically independent. This method is similar to the


 R=R1×R2×R3×R4×R5×・・・・・・・RX


 Deterioration makes reliability go down.




                           Productivity Management Office ©
Basic concept of TPM
Elimination of Abnormality in Process



                                             Losses
                       Major defect


                                   Failure




                          powder, dirt, defective raw materal
                         backlash, leakage, erosion, corrosion,
                             deformation, vibration, high
                                      temperature
                         looseness of bolts and nuts, scratch,
                                          etc


                                Minor defect




                     Productivity Management Office ©
Assignment of Planed Maintenance

                                                 Operation   Maintenance


                       Breakdown
                       maintenance (BM)

                       Preventive
  Planed               maintenance (PM)
maintenance
                       Corrective
                       maintenance (CM)

                       Maintenance
                       Prevention (MP)


              Productivity Management Office ©
Relation between TPM and Management
• TPM supports the achievement to target profit
• TPM is the program to support profit control of company

                                                                               Kaizen of machine
                                                    TPM
                                                                               Kaizen of working
     Management policy

                                                                                 Kaizen of skill
      Management plan

                                                                                Kaizen of quality
        Profit policy

                                  Kaizen of Q,C,D   Loss                Kaizen of safety and environment
        Target profit
                                                    Management
                                                                                Kaizen of design

 Cash control           Profit control
                                                                            Kaizen of administration


                                                                           Kaizen of communication




                                     Productivity Management Office ©
Relation between Failure and PQCDSM

         P                     2 types of Machine failure
   M               Q            1. Loss of function
       Machine
                                2. Function deterioration
       failure
   S               C
         D
                                16 major losses and other losses
                                 •8major losses of machine
                                 •5major losses of man-hour
                                 •3major losses of product resource

                 Productivity Management Office ©
Time Management of manufacturing
   •    Tact time       Time to have divided time that is able to be produced by
       (       )        necessary production volume.

   •    Cycle time      Time until the next product after one product can be done.
       (       )

   •    Pitch time      Time to complete one process.
       (        )

   •    Lead time       Time that will be required by the time product is made or order
       (       )        to delivery.


          (exercise)7hours Loading time , product needs 1800p
                        Process1            Process2            Process3




                          10sec               14sec                  11sec

                        Productivity Management Office ©
TPM Implementation
(12steps)




                Productivity Management Office ©
12 steps of TPM
 1.Declaration of resolve to introduce TPM by top management
 2.TPM introduction education and campaign
 3.TPM promotion organization and manager pilot model
 4.Setting basic policy and target for TPM
 5.Preparation of TPM master plan
 6.Kick off                                                    3 years~
 7.Establish of production efficiency improvement system
 8.Establish of initial management system
 9.Establish of quality maintenance system
 10.Establish of office TPM
 11.Establish of safety and environment system
 12.Evaluation (TPM excellence award)
                        Productivity Management Office ©
Step1 Declaration of resolve to introduce
  TPM by top management


                    1. Declaration of the introduction should
                       always be made by the top management.
                    2. Decide to spend money and time in
                       achievement of machine and human
                       reformation.


Even when TPM is implemented in only some divisions, the Top management
should declare TPM and let employees know the enthusiasm about it.




                      Productivity Management Office ©
Step2 TPM introduction education and
campaign

The aim of TPM introductory education for each working level of
employees is to have all employees fully understand the purpose
and to provide them with common language to heighten their
challenging spirit towards TPM.




                                                REVISTAS
                                         Internal documents




                     Productivity Management Office ©
Step 3 TPM promotion organization and
manager pilot model
 •   TPM Board Committee is established in board meeting
 •   TPM Manager and some stuff help communication between
     kaizen activity on site and TPM Board Committee
                                            TPM Board Committee

                    Top
                 Management

                                                          TPM Office

     Member of
     the board
                                                 TPM Manager




                       Productivity Management Office ©
TPM pillar Subcommittee
     •    TPM Office organizes TPM Pillar subcommittees and support
          them.
     •    Each Pillar subcommittee studies how to implement pillar
          activity and control it.

                                                      TPM Board Committee
    TPM Pillar
    Subcommittee

         Leader




                                                                TPM Office




         Each subcommittee
         has pillar Leader

                       Small Groups (Autonomous maintenance Gr.)


                       Productivity Management Office ©
Step4 Setting basic policy and target for TPM
    External needs                         Internal needs
    Threat                                 advantage
    Opportunity                            weakness


                       Basic policy


                  High priority action


        PQCDSM target And Bench marking


                  Productivity Management Office ©
Tangible result of TPM (Example)

   • P     Value-added Productivity x1.5~
           Number of Unexpected break down 1/100~
           Overall equipment efficiency x1.5~
   •   Q   Quality Defect in process 1/10~
   •       Customer claim ¼~
   •   C   Valuable cost down 30%~
   •   D   Inventory ½~
   •   S   Zero accident zero
           Environmental pollution zero
   • M     Turnover ½~




                   Productivity Management Office ©
How to find out Losses
• Loss is some opportunity to get profit and prevent losses in
  future through kaizen activity.
• It is necessary to consider to prevention about past losses and
  future losses.
• There are two types future opportunity, one is past opportunity
  loss and another is future opportunity loss.
• There are two types losses, one is easy to forecast another is
  difficult to do.


                     Actual happened      Future possibility

           actual     Past loss           Forecast loss

         opportunity Past opportunity     Future Opportunity
                           loss                  loss

                       Productivity Management Office ©
Step5 Preparation of TPM master plan
•   Prepare the schedule of the 12 steps in TPM development program, it
    covers the introductory stage , the implementation stage and the award
    screening.
•   Prepare detailed schedules for each pillar and department.
•   Check schedule and actual result every years and rescheduled when
    necessary.


         pillar           Year1                     Year2               Year3                Year4

                     Model activity                                                       screening
           AM
                                         Kick off
           FI                                                                                Set up Goal
           PM
           ET       Implementation                          Implementation
           IM             steps                         Steps (mile stone)
           OFFICE
           S&H



                                                                             scheduling
                                  Productivity Management Office ©
Step6 Kick off
After the TPM pre-implementation stage has been completed, it is the time to
appeal launch TPM activity.


  1. Explanation of TPM promotion mechanism.
  2. Policy, target and master plan.
  3. Introduction of model activity.
  4. Encouragement of guests.




                             Productivity Management Office ©
Step7-11 8 pillars activity
  1. Autonomous maintenance (Jisyu-Hozen)
  2. Focused improvement (Kobetsu-Kaizen)
  3. Planned maintenance (Keikaku-Hozen)
  4. Education and training(Kyouiku Kunren)
  5. Initial management (Syoki-Kanri)
  6. Quality maintenance (Hinshitsu-Hozen)
  7. Office TPM (Kanri, kansetsu-bumon)
  8. Safety and environment(Anzen Eisei)


               Productivity Management Office ©
Relationship between AM and others
                                                FI PM QM IM ET OT SE
Autonomous maintenance 7steps

  • Step0 Preparation
  • Step1 Initial cleaning
  • Step2 Countermeasures for
    source of contamination and
    hard to access
  • Step3 Tentative CIL standard
  • Setp4 General inspection
  • Step5 Autonomous inspection
  • Step6 Standardization
  • Step7 Autonomous
    management
                      Productivity Management Office ©
TPM Tools (QC tools )
                             1   2   3   4   5

                   Dirt

  Grasp existing   Break


  situation        Clog

                   Others

                   Total


                          ① Check sheet          ② Stratification            ③ Histogram


  Clarify the                                    Grasp the
  problem                                        cause and
                                                 effect relation


                   ④ Pareto diagram                                ⑤ Cause and effect diagram


                              •                  Take measures                          UL
  Investigate            •• •• •                 and confirm
                       •      ••
  the cause
                     • • •••• •                  the result
                      •                                                                 LL
                    •
                   ⑥ Scatter diagram                                        ⑦ Control chart

                              Productivity Management Office ©
Step12 TPM Award
 1st Stage Assessment: May - July 201x     +   2nd Stage Assessment: October - December 201x

 1)Award for TPM Excellence, Category B
 The applicant must score a minimum of 70 points on 100-point Checklist C.
 2) Award for TPM Excellence, Category A
 The applicant must score a minimum of 70 points on 100-point Checklist C.
 3) Award for Excellence in Consistent TPM Commitment
 The applicant must score a minimum of 80 points on 100-point Checklist C.
 4) Special Award for TPM Achievement
 The applicant must score a minimum of 70 points on 100-point Checklist B.
 5) Advanced Special Award for TPM Achievement
 The applicant must score a minimum of 80 points on 100-point Checklist A.
 6) Award for World-class TPM Achievement
 The applicant must score a minimum of 80 points on 100-point Checklist S.



                             Productivity Management Office ©
Checklist C example
TPM Policies and Objectives
1. TPM policies are planned in relation between company policies and plant/factory
    policy.
2. The relation between TPM target values and management target results are clear.
3. The master plan is in an appropriate order as an action plan to achieve TPM.
4. TPM policies and objectives are checked using methods such as benchmarking that
    all sections of PQCDSME are displayed corresponding to 8 pillars.
5. TPM policies and objectives have been set forth and observed by all the departments
    and sections.
6. The achievement status of TPM policies and objectives is available in a time line
    using objective data.
7. Overlapping small groups, the TPM promotion committee, and other special
    committees are organized in a way that leads to TPM activities.
8. TPM promotion units help facilitate TPM activities within departments/sections.
9. Small groups on the front line have been vitalized.
10. TPM Policies
11. and Objectives
12. The achievement status of TPM objectives is confirmed and necessary actions are
    taken for unachieved indexes.


                            Productivity Management Office ©
Final assessment




              Productivity Management Office ©
Key of success

 1.   Clear TPM policy of top management
 2.   Alignment between Business plan and TPM plan
 3.   Management of plan ,targets and results
 4.   Priority themes and model activities
 5.   Incentive for full participation
 6.   Leadership of each level
 7.   Budget for TPM activity




                   Productivity Management Office ©
Overall Equipment Effectiveness (Efficiency)




                  Productivity Management Office ©
Overall equipment efficiency (OEE)
         (working time)
                                                                                Valued operating time




                                                  SD losses
 Loading time                                                      OEE=
                                                                                   Loading time




                                       Downtime
                                         losses
 Operating time                                                            Availability
                         Performance


 Net operating
                            losses



                                                                        Performance rate
 time

 Valued
              Defect
              losses




 operating                                                            Quality products rate
 time


                                                                  Performance             Quality products
 OEE     =             Availability                           ×                  ×
                                                                      rate                      rate

                                       Productivity Management Office ©
8 Major Equipment losses

Fabrication & assembly industry                     Process industry

1.       Machine failure loss                       1.     Machine failure loss
2.       Set up & Adjustment loss                   2.     Process failure loss
3.       Cutting blade loss                         3.     Production adjust loss
4.       Start up loss                              4.     Normal production loss
5.       Minor stoppage loss                        5.     Abnormal production loss
6.       Speed loss                                 6.     Reproduction loss
7.       Defect & rework loss                       7.     Defect & rework loss
8.       Shutdown loss                              8.     Shutdown loss



     OEE: Overall Equipment Efficiency                    OPE: Overall Plant Efficiency



                                 Productivity Management Office ©
8 Major losses in fabrication & Assembly
1.Shutdown loss           Loss of scheduled stop of rest, cleaning, meeting, and maintenance work, etc.
2. Defect & rework loss   Time Loss of equipment according to making of defect products and grade down
                          products. If the number of defects increases, the loss time grows.

3. Speed down loss        Depression loss of equipment by the fact that speeds are slower than ratings speeds.
                          It drops one's speed intentionally or it falls by the decreased functional status.
4. Minor stoppage loss    Depression losses of equipment such as temporary stops and idling by sticking work
                          etc.
                          The depression grows when there are a lot of sticking or are a lot of idling.

5. Start up loss          Depression loss of equipment generated when beginning to produce to drive of
                          equipment steady When the time to the stable driving is long, the function decrease
                          grows.

6. Cutting blade loss     Loss of equipment stop by tool exchanges of whetstone, cutter, and byte, etc.
                          When there are a lot of exchange frequencies or the exchange time is long, the stop
                          time becomes long.
7. Set up & Adjustment    Loss of equipment stop by set up.
loss                      When there are a lot of frequencies of set up or the adjustment work is long, the stop
                          time becomes long.

8. Machine failure loss   Loss of machine stop due to function stop type breakdown if there are a lot of
                          breakdown or it takes time to recover, the stop time becomes long.


                                 Productivity Management Office ©
8 major losses that impede OEE
                                                                        Maintenance time, etc.
Working hours
                                                                        1. Failure




                                                     SD losses
Loading time                                                            2. Setup & adjustment
                                                                                                         Kaizen
                                       Downtime
                                                                        3. Cutting blades
Operating time                          losses
                                                                        4. Start-up                      Themes
                         Performance




Net operating                                                           5. Minor stoppages
                         losses




time
                                                                        6. Speed losses
Valued
                Defect
                losses




operating                                                               7. Defect/rework
time
                         Operating time                              Net operating time       Valued operating time
                                                                                                     Operating time
  OEE       =                                                    ×                        ×
                           Loading time                               Operating time           Net operating time

                                                  Productivity Management Office ©
Calculation of OEE (example)
• Working time per day: 8hours×60min=480min
• SD loss: 30min
• Loadong time: 450min
• Equipment stoppage time: 75min
       Failure.…..........30min
       Setup.…….........20min
       Ajustment.........25min
• Operating time: 375min
• Standard cycle time: 0.5min/unit
• Processing quantity: 440 units/day
• Defects: 23 units

                      Productivity Management Office ©
Calculation of OEE
                         Operating time
• Availability =
                          Loading time



                   Loading time – Downtime losses
              =                                           ×100
                            Loading time



                   450min - 75min
               =                          ×100 = 83.3%
                       450min


                       Productivity Management Office ©
Calculation of OEE

                                    Net operating time
• Performance rate =
                                      Operating time



     Standard cycle time × Processing quantity
 =                                                       ×100
                  Operating time


         0.5min/unit×440units
     =                                 ×100 = 58.7%
                 375min



                   Productivity Management Office ©
Calculation of OEE

                                Valued Operating time
• Quality products rate =
                                  Net operating time


    Processing quantity – Defective quantity
=                                                      ×100
              Processing quantity

          440units - 23units
     =                      ×100 = 94.8%
              440units

             ×     ×
• OEE = 0.833×0.587×0.948 = 0.464 = 46.4%


                    Productivity Management Office ©
Calculation of OEE (exercise)
  • Working time per day: 8hours
  • Machine cleaning time: 30min
  • Lunch time: 60min
  • Equipment stoppage
          Failure ......... 30min
          Setup     ........ 40min
          Minor stops .... 36times
  • Standard cycle time: 0.7min/unit
  • Processing quantity: 440 units/day
  • Defects: 23 units


                        Productivity Management Office ©
Calculation of Availability

                    Loading time – Downtime losses
 • Availability =                                          ×100
                            Loading time



                        min – (            )min
               =                                  ×100 =     %
                              min

    *Loading time =Working hour – Schedulde downtime




                        Productivity Management Office ©
Calculation of Performance rate

• Performance rate =

     Standard cycle time × Processing quantity
                                                         ×100
                     Operating time


               min/unit×          units
      =                                   ×100 =           %
                         min
  *Operating time = Loading time – Downtime losses



                      Productivity Management Office ©
Calculation of Quality products rate

 • Quality products rate =

     Processing quantity – Defective quantity
                                                        ×100
                Processing quantity

               units -       units
      =                                 ×100 =           %
                     units


 • OEE =         ×            ×              =          %


                     Productivity Management Office ©
Calculation of OEE



   • OEE =    ×             ×              =     %




              Productivity Management Office ©
Kaizen Strategy by OEE

    No. of
    products

     Target

      557


     440-23
     =417




                             291       390        480
                                                        min
                          OEE:74.84%



               Productivity Management Office ©
Calculation Gap of OEE

           The calculated value from a standard value and a theoretical figure


                    There is a problem in a setup of a standard
                          value and a theoretical figure.




                                   Generating of a
                                        gap




                    An inquiry of a loss has an omission.
                    The loss is hidden.



     The calculated value by investigation of the loss information from the process

                          Productivity Management Office ©
Manpower and production resource losses
5major Manpower losses

•   Management losses                          Total effectiveness =

•   Operating motion losses
                                               Processing quantity × Standard man-hour
•   Line organization losses
                                                               loading man-hour
•   Logistics losses
•   Measurement losses

3major production resource losses
                                                                   Improvement ratio =
• yield losses
• energy losses                                                    After improvement input

• Die, jig (tools and sub-material) losses                             Present input



                                Productivity Management Office ©
Focused Improvement
(Kobetsu Kaizen)




             Productivity Management Office ©
Basic concept of FI
• Establishment of constitution that makes profit in process
  (Business system restructuring/ human growing)

• Realizing of High Productivity Manufacturing

• Kaizen activity by total participation (use overlapping small
  groups)

• Prevention of Losses by Loss management

• Principle of 3Gen(genba,enbutsu,genzitsu)
  actual site, actual ,reality

   We always should know what we have to do next through this activity.

                        Productivity Management Office ©
Focused Improvement 7steps
• step0 Establish of promotion system and trying model activity
  strategy making of kobetsu-kaizen
                      (
• step1 Loss analysis(survey of kaizen themes))
• setp2 Setting Kaizen target and kaizen plan
• step3 Arrangement kaizen themes
• step4 Action of kaizen (use 7steps program of Theme kaizen)
• step5 Confirmation of results
• step6 Horizontal development of kaizen results.
• step7 feedback Kaizen information to design and check other
  themes still exist


 (step1~step7 will be repeated every year)
                                         )


                       Productivity Management Office ©
Kaizen scenario of sales growth

•    Cooperation is significant between sales and manufacturing
•    Can make but can not sale , can sale but can not make
•    Which production system is better A or B?
                                                       Opportunity loss
•    Which product is better for kaizen A or B?
                                sales
                  Opportunity
    sales         loss                      Contrary           Contrary
                                            for cost           for profit                P2
                                                                                P1




                                        a

                                        b
                                        s
                                                                                              volume
                                   0                   1   2                3        4


                            Productivity Management Office ©
Kaizen scenario of cost down
•    It should be Improved difference of cost and aimed for Real standard cost.

•                                                          )
     It should be considered Ideal standard cost (long term) and Real standard cost
                )
     (short term)
          Actual cost               Actual loss (difference of cost)

                                                = Actual cost -standard cost




                               Ideal standard cost      Level3 : Target cost in future


         Standard cost         Real Standard cost       Level2 : Target cost after kaizen


                              Present Standard cost     Level1 : Target cost at present



                            Productivity Management Office ©
Loss analysis (Loss tree)
• It makes clear loss structure and plan strategy.

                                                                       Production losses
                                  Production         Production cost
                                  cost loss          loss
            Past loss


            Forecast loss         Stock loss         Indirect
  Total                                              production loss
  losses
            Past
            opportunity           Claim loss
            loss

            Opportunity           Sales
   Target   loss                  management loss




                            Productivity Management Office ©
Management of Kaizen theme
•   Team leader manages individual kaizen theme and Focused improvement
    subcommittee manage whole themes by matrix as below.

                                                                                         Date of    Date    achiev
      Large theme   Middle theme      Small theme   initial   target   actual   parson    begin    of end   ement

                                       Theme1-1-1
                     Theme1-1
                                       Theme1-1-2

                                       Theme1-2-1

       theme1                          Theme1-2-2
                     Theme1-2
                                       Theme1-2-3

                                       Theme1-2-4

                                       Theme1-3-1
                     Theme1-3
                                       Theme1-3-2




                                   Productivity Management Office ©
7steps implementation of kaizen theme
step1 preparation activity board and reconfirm ideal condition of scene
     set theme, initial investigation, and understanding actual condition

step2 plan kaizen schedule and set target

step3 inspection defects of 4M and restoration for them

In case of outstanding problem on step3, it is going to step4

              (
step4 analysis(Why-why analysis, PM analysis, FMEA, FTA)

step5 onsite investigation based on step4 analysis

step6 restoration and improvement of defects which was found

step7 confirmation of result, relapse prevention and horizontal development
                          Productivity Management Office ©
Activity Board of Kaizen
• Kaizen management will be visualized by using activity board
  and data base etc..
• Confirm ideal condition by draw and specification.
                       (Activity board is actual board attached control documents)

                                                                                     PDCA cycle
    Loss theme               Team                        Root Cause analysis         •  Plan
                                                                                     •  Do
    Outline of process       problem                     Investigation of cause      •  Check
                                                         and restoration             •  Action
    Control graph            Target & Schedule            Improvement and
                                                          relapse prevention


    Initial investigation and result of restoration       Horizontal
                                                          development




                                       Productivity Management Office ©
Visualization of problems(Map)




                                                 1
      3


                 2
  4
                                  Without machine stopping   With machine
                                                             stopping
              Productivity Management Office ©
Collect data and organize
  Number
                                                                   Number
  40
  35
  30
  25                                                         1
                                                             2
  20
                                                             3
  15                                                         4
  10
   5
   0
            1/5           1/6          1/7          1/8
                                                                            Stratification
number                    number                                            by point




                                Stratification by
       Zero achievement
                                phenomenon

                                    Productivity Management Office ©
Inspection of cause
 Check machine
 mechanism


 Check ideal condition




                                           Cause1       Cause2
 Check Causes




 Think about
 countermeasure




                         Productivity Management Office ©
Evaluation of countermeasure
  •    In case of finding out root cause, examine countermeasures and evaluate them.

Break down of sensor by dust                                                             3p             2p            1p                 0p




                                                                                                                      Operability




                                                                                                                                              adoption
                                                                                effect

                                                                                         difficulty

                                                                                                      cost

                                                                                                             safety




                                                                                                                                    point
Countermeasure of dust
                            How1                      How2              How3
                  Increase internal                                                                                                 15
                                      Exhaust from vent       Obstruct panel
                  pressure
                                                                                                                                    13
                                                              Use U type vent

                                      Improvement of chute    Set up tray                                                           10


                                                              Use Funnel                                                            10
                                                              shaped vessel
                                      Stop aeration                                                                                 8


                  Isolation of dust   Set up dust collector                                                                         6

                                                                                                                                    6
                                      Set up impact roller

                                                                                                                                    8
                                      Change type of belt



                                       Productivity Management Office ©
Confirmation of result & relapse prevention
•   Draw up Kaizen sheet and then confirm the result of loss reduction with
    comparison between before and after kaizen
•   Revise Kaizen point of drawing, standard and working procedure
•   Draw up one point lesson about operator’s skill what was be clear through
    kaizen activity.
•   After kaizen activity, it needs to install visual control to necessary point.

             Kaizen sheet                                                  One point lesson sheet
      担当者     チーム名           所属
                                                                     作成者          所属          作成日
      実施日            提案日
                                                                     テーマ                      分類
      ライン名           工程名
      テーマ            ロスの分類
      改善効果           改善費用
                                                                                    OK      NG

      改善前




                                                                      •       目で見る管理とは異常と
                                                                              正常の状態が現場ですぐ
      改善後
                                                                              にわかる仕組みづくりのこ
                                                                              と。


                                                                      日付
                                                                      伝達者名


                                  Productivity Management Office ©
Matrix of horizontal development theme
• Control possibility of horizontal development for expansion of
  individual kaizen result.

                                           possibility       completed
                        Develop
                          point
   Item
           countermeasure         point1        2        3         4     5   6   7

            1ー1

            1ー2
   Item1

            1ー3

            1ー4

            2-1
   Item2
            2-2




                             Productivity Management Office ©
Why-Why Analysis
     •    This is an analysis that repeat why about 4M root causes of problem several times.
          4M(Machine,Material,Method,Man)
     •    First of all, investigate phenomenon and scene to find out cause of problem and
          then try to do why-why analysis.
     •    It is useful not only for production field but also different field.
     •    The important point for analysis is to be clear what is problem.
     •    Examine human cause at the end of analysis.
example    phenomenon                  why1                   why2          why3
           吸着アームがトレーを              吸着位置がず                  吸着アーム         センサの反
           吸着できない                  れている                    ずれている         応が遅れる
                                   Gap of vacuum           Gap of        response of sensor
           lift arm can not
                                   position                Vacuum arm
           pick up tray
                                   吸着能力が足                  トレイがず         位置決め精
                                   りない                     れている          度が悪い
                                   Vacuum power is small   Gap of tray   accuracy of stopper


                                                             ・・・・・what is problem and what
           Example ) He slipped and fell, then broke his leg ・・・・・
                             ?
           should be analyzed?




                               Productivity Management Office ©
PM Analysis

  phenomenon                 physical viewing   Contributing condition   4M cause

 吸着アームがトレー                  吸着力より重量が                 F1が基準より             吸引力が       Vacuum
                                                                                    power is small
 を吸着できない                    大きい                      小さい                 小さい
  lift arm can not          Vacuum power is          F1 is small less
                                                                         吸着面が       Vacuum area
  pick up tray              small less than          than standard
                                                                                    is small
                            falling power                                小さい

            lift arm                                                                Lifting power
                                                                         持ち上げる
                                                                                    is small
                                                                         力が小さい

Vacuum pad             F1
         F3                                          F2が基準より             トレーの重      Tray is heavy
                                   tray              大きい                 さが大きい

                       F2                            F2 is heave more
                                                     than standard
 F1>F2 and F3=0 ideal condition                      F3がゼロで                         Gap of vacuum
                                                                         吸着位置
                                                                                    position
F1>F2 or F3≠0 Actual condition                       ない                  のズレ
                                                     F3 is not zero




                                  Productivity Management Office ©
Zero concept and model

 Zero injury
 Zero pollution
                                              Zero machine failure

 •   Zero model machine                       Zero minor stops
 •   Zero model line                          Zero quality defect
 •   Zero model area                          Zero cleaning
                                              Etc.




                          Productivity Management Office ©
"Why Why Analysis" exercise
•   Your company has recently opened a new
    office in the 35th floor of a skyscraper.
    However, after a period of time, it begun
    complaints from employees and visitors to the
    office about the elevator. elevator operation
    interval was about 2 minutes on investigation.
     Please "Why Why Analysis" will be conducted
    and make measure up to this issue.
    * This building is not of its own.
    What is our      What       Why dose that       why                  why           countermeasure
     problem      phenomena      phenomena
                   happens        happens




                                                          *it is possible to do why three times more
                              Productivity Management Office ©
PM Analysis exercise
•   Exercise of physical viewing
     You poured cups full of tea and then you could recognize some kind of
    phenomena of defect.
     Kindly examine with drawing picture what physical parameter is
    problem when each type defect happens?


                       Normal        defect1          Defect2    defect3




      Physical
     Parameter
      Condition


                         Productivity Management Office ©
Seven Steps of Improve Setup

Step 1 Grasp the contents of setup work and each time.
Step 2 Distinguish internal-setup and external-setup
Step 3 Carry out external-setup.
Step 4 Improve internal-setup to become external-setup.
Step 5 Improve to reduce internal-setup time.
Step 6 Improve to eliminate internal-setup.
Step 7 Execute skill-up training and make standard worksheet.

 Genba        actual site
 Genbutsu     actual item                       Investigation
 Genzitsu     reality



                        Productivity Management Office ©
Kaizen for Setup
 Find out Kaizen points of setup.                                                      *Other information
                                                                                       1.    Use a forklift to convey both two materials.
Order                                 Work contents                              min   2.    Both jig1 and jig2 is 30kg and use dolly to carry them.
                                                                                       3. There are 12 points for setting up Bolts.
 1       Operation and confirmation for machine stopping.                        1
                                                                                       4. The work is performed by one person.
 2       Check safety and take out work1.                                        3     5. Quality check is to confirm the standard dimensions by
                                                                                             using calipers.
 3       Prepare tools and take out jig1 after remove bolts.                     5     6. average occurrence of changeover is Twice per day.
 4       Inspect jig1 and put it away and then find out jig2 and take out.       13     7. The goal of this changeover is less than 10 minutes.
                                                                                        8. Occasionally, failures or quality defects happen because
 5       Clean up around before set up jig2.                                     10          of making the mistake during setup.

 6       Set up jig2 and then put away tools.                                    6
 7       Take out material1 and then bring material2 from storage area.          1
 8       Set up material2 with rechecking step by step of standard work sheet.   3
 9       Check safety by eyes and then start up the machine.                     1
 10      Do trial processing of product and then check the quality.              5
         (the case of NG)
 11      Operation and confirmation for machine stopping.                        1
 12      Adjustment work of jig2.                                                3
 13      Check safety by eyes and then start up the machine.                     1
         (the case of OK)
 14      Continue operation



                                                      Productivity Management Office ©
Planned Maintenance
(Keikaku-Hozen)




              Productivity Management Office ©
Target of Planned Maintenance

                                            Expected maintenance
                                            Unexpected maintenance


                        Maintenance of
                        Machine function
   Purpose of
     Planed
  maintenance
                        Minimum
                        maintenance cost
                        (LCC of machine)


                                            Regular cost
                                            Irregular cost

                Productivity Management Office ©
Preventive maintenance (PM)

Preventive maintenance is to check and repair the machine
during in use periodically or based on the result of diagnosis
to avoid a failure.
                                                     Scheduled
                                                     maintenance


 Preventive              Time based                  Daily
 maintenance             maintenance                 maintenance




                         Condition based             Predictive
                         maintenance                 maintenance



                      Productivity Management Office ©
Index of machine failures

• Mean Time Between Failure (MTBF)
 An average time between a machine failure and the next
 failure. It is calculated by dividing total operating time by
 the number of failures



• Mean Time To Repair (MTTR)
 An average of the time needed for repairing a machine




                      Productivity Management Office ©
Exercise
(Condition)
24hours 31days continuous operation machine

   Date              Stop time
                                               (1) MTBF

02/03/2011         08:15 – 09:45
07/03/2011         01:12 – 04:30
14/03/2011         13:15 – 13:50               (2) MTTR
17/03/2011         09:12 – 14:20
28/03/2011         07:45 – 09:05

* Blue means Scheduled maintenance




                            Productivity Management Office ©
Planned maintenance 7steps
 Step1 Recognition of current maintenance system
 Step2 Set up purpose , policy ,target
 Step3 Organization formation and clarification
 Step4 Clarification of implementation activities
 Step5 Study of specific implementation for each activity
 Step6 plan framing for implementation with autonomous maintenance
 Step7 Result verification and establishment of maintenance system




                        Productivity Management Office ©
Example of implementation activities
1.   Support activity of Autonomous maintenance
2.   Zero failure activity
3.   Lubrication management activity
4.   Spare parts management activity
5.   Maintenance skill up and new technology activity
6.   Maintenance cost down activity
7.   Maintenance management system activity
8.   Maintenance project management activity




                                                          Visualize maintenance procedure


                       Productivity Management Office ©
Four phases for zero failure
  •Phase 1 Reduction of unexpected break down
  •Phase 2 Life span extension
  •Phase 3 Time based restoration
  •Phase 4 Predict deterioration and restoration


                                                               FTA
    Forced deterioration                                       事象


                                                                      AND


                                                          OR            AND



    natural deterioration                                      基本事象




                       Productivity Management Office ©
Five measures for zero failure
  • Fulfill the basic requirements.
   Cleaning / Lubrication / Retightening / Dynamic and static accuracy
  • Observe the usage condition.
   Current / voltage / speed / temperature / etc.
  • Restore deterioration.
   control of natural deterioration.
  • Improve the weak points in design.
   Kaizen of reliability and maintainability.
  • Improve Technical skills.
   operating and maintenance personnel.



                        Productivity Management Office ©
Machine element management

 •   bolt / nut
 •   key
                                                      1. Cleaning
 •   pin / cotter
 •   bearing                                          2. Inspection
 •   shaft / coupling
                                                      3. Lubrication
 •   Seal (packing / gasket)
 •   chain / belt                                     4. Retightening
 •   brake / spring / cam / link
 •   gear
 •   Gear box
 •   Pipes / joint




                         Productivity Management Office ©
Utility management

        •   Compressed air
        •   Hydraulic oil
        •   Coolant (Cutting fluid)
        •   Steam
        •   Water , Water treatment
        •   Gas , Chemical gas
        •   Voltage , Frequency
        •   Private power generator


                Productivity Management Office ©
Inspection of Machine


                             Operation        Maintenance
                                                              Skill Level
                             people           people
  Operation


  Daily checking


  Condition surveillance
  technique
  Precise diagnosis
  technique                                                          High



                           Productivity Management Office ©
Condition surveillance technique
•    It is the technology for surveying the state of equipment efficiently and
     quickly. Moreover, the check of 5 senses is also included in this. There is
     the following feature.
•    It can measure in a short time.
•    Anyone can measure.
•    It can know the result of measurement soon.
•    Apparatus should be cheap.
                                                               Stick to listen to the sound vibration




    Purpose

    • Trend analysis of a deterioration state.
    • Discovery and prediction of failure.
    • Selection of precise diagnosis point.
                                                                     Portable thermometer

                            Productivity Management Office ©
Precise diagnosis technique
•   In order to carry out, advanced signal analysis
    technique, chemical analysis technique, etc.
    are needed.


     Purpose
    1.    Getting to know the part and generating
         point of abnormalities.
    2.    Getting to know the cause and its removal
         method of abnormalities.
    3.    Getting to know the degree of severity and
         predict the advance.
    4.    Getting to know the optimal restoration
         method and its time.

                           Productivity Management Office ©
Overview of vibration analysis
vibration       Pick up            Signal processing            Waveform analysis


• Proximity pick up (non-contact type)  ~ Number of 10kHz
• Electrodynamic pick up (contact type) few Hz ~ 1kHz
• Piezo-electric pick up (contact type) few Hz ~ Number of 10kHz

   How to install a contact-type      Frequency measurement limit (Hz)
   rod attachment                                        800 ~ 1000

   magnet                                               2000 ~ 3000

   adhesive                                             8000 ~ 12000

   screw                                              10000 ~ 13000

                          Productivity Management Office ©
5steps Vibration measurement technique
Step1 Understanding of the characteristics of the equipment
• Specification, structure, history
Step2 Preparing the instrument of measurement
Step3 Determination of measurement point and direction of measurement
• Sketch , block diagram
Step4 Implementation of the measurement and recording
• Observation of situation
Step5 Verification of data and checking abnormality
• Trend data control chart
  (Vibration velocity, displacement, acceleration)




                                                       Common measurement position of the pump


                        Productivity Management Office ©
Other example of equipment diagnosis




                                                                Heat thermograph diagnosis
     Ultrasonic flow detection
            by Azbil Co.




                                                                     Simple insulation diagnostic meter
   High voltage Cable insulation diagnosis
                                                                          by JFE mechanical Co.
           by Mitsubishi cable Co.

                                     Productivity Management Office ©
Equipment diagnosis system
                                           Center staff

                   CMMS                                                                   Technical staff



Factory LAN
                                                                                          Company LAN




                                                                   Network camera
               monitor       monitor
                                                  PC




   Data                  vibration
   collector             diagnosis




                                                                       Moving machinery




                     Example of NIPPON STEEL & SUMITOMO METAL

                                       Productivity Management Office ©
Tool management
    Efficient employment of tools.
•   Storage condition of tools.
•   Inventory control of tools.
•   Supply and arrangement of tools.
•   Destination management of tools based on a processing plan.
•   Life management and improvement of tools.
•   Cost Management of tools.




                        Productivity Management Office ©
Support activity of Autonomous maintenance

Step0        Step1      Step2         Step3        Step4         Step5        Step6       Step7


Train AM skill                                Train General       Train Basic maintenance skill
                                              inspection skill


Support of detaching Tags (Red Tag)


                         Support of Kaizen for                   Support of Kaizen for
                         contaminations and difficult places     reduction of CIL time


                                      Support visual control


                                      Support making standard




                                Productivity Management Office ©
Lubrication management
    Why Lubrication is important ?
•   Decrease of friction and reduction of power loss.
•   Smoothness of friction movement.
•   Prevention of abrasion.
•   Prevention of heat generating and sintering.
•   Cleaning of dirt and foreign substance.
•   Rust and corrosion proofing.



                           1.   Inventory
                           2.   Storage condition
                           3.   cost



                            Productivity Management Office ©
Lubrication technique

Study and understanding of Tribology.
  (In 1966, it was officially announced to Britain's Jost report.)

• Selection and the operation method of lubricant
 Liquid lubricant, half-liquid lubricant (Grease), solid lubricant
• The lubrication method and lubrication device
• Tribology of a machine element (Tribo-element)
• Maintenance management of a hydraulic system
• Contamination management
• Lubrication management by computer


                       Productivity Management Office ©
Lubrication oil working oil analysis

                                             Moisture, contamination, total acid number



  Potable Lubricating oil analysis
                                                      Typical wear particle form
  by Nippon steel mechanical Co.




                                                          Normal wear particle      Cutting type wear particle




                                                          Spherical wear particle   Monotonous type wear particle




  Automatic Lubricating oil analysis                      Heavy wear particle       other particle
  by Nippon steel mechanical Co.



                                       Productivity Management Office ©
Spare parts management
It is better that visualization starts after seiri and seiton activity of 5S.
1.Simplification of confirmation of actual parts.
2.Address control(visualize of position).
                                                                      A1    B1       C1
3.Area indication, storage indication board.
                                                                      A2    B2       C2
4.Indication label of parts.
                                                                      A3    B3       C3
(number、name 、max volume).
                                                                           Address
5.Order point control.
(double bin, bar cord control, etc.).                                  double bin

6. Indication of Delivery schedule.
7. Prevention of deterioration and contamination of parts.
                                                                                          Order point
8. Inventory and cost management. (Communalization, domestic production)



                                Productivity Management Office ©
Practical use of EAM / CMMS
•   EAM = Enterprise Asset Management (system)

•   CMMS = Computerized Maintenance Management
    System


    •Equipment master data record and history
    •Work order management
    •Construction scheduling
    •Purchasing management
    •Materials / spare parts warehouse management
    •Reporting module (standard and customized reports)
    •Cost management
    •Index management
    •Others
                                                                      SMART TPM
                                                               By Technical in Nagano
    Example of system : Maximo , MP2 , SAP




                                   Productivity Management Office ©
Formation of maintenance organization


   Maintenance           operation                         Maintenance     operation




                 Type1                                                   Type2




                             Maintenance           operation




                                           Type3




                               Productivity Management Office ©
View points of maintenance cost reduction

1.   Review of maintenance cycle.
2.   Review of Lubrication management.
3.   Review of spare parts management.
4.   Review of subcontractor’s construction.
5.   Removal of maintenance downtime and transportation loss.
6.   Kaizen of maintainability and simplification of machine.
7.   Effective recycling parts and tools.
8.   Reduce resource and energy loss.
9.   Reduce of machine losses.



                           Productivity Management Office ©
Initial management
(Syoki-Kanri)




              Productivity Management Office ©
Initial Management 7steps
Initial management is an abbreviation of Initial phase management
system of new products and new machines.

     Implementation 7steps
 •       Step1 Check current IM system.
 •       Step2 Clarify current problems.
 •       Step3 Set the target.
 •       Step4 Find out malfunctions and restoration.
 •       Step5 modification of the IM system.
 •       Step6 Debugging new system.
 •       Step7 Check the result, standardization and education.




                           Productivity Management Office ©
Kaizen of Initial management process

Initial-phase product management


                  Initial-phase equipment management


                                                             Initial-phase flow
                                                             management

              Design Review



                                                                start up
                               Total lead time




                          Productivity Management Office ©
Basic concept of Initial Management
• Contents of design and engineering

 •   LCP maximum
 •   LCC minimum                   Prevention of Investment losses

          Low cost automation

• Process improvement of design and engineering

 •   Vertical start up
                                                     • MP information
 •   Simultaneous engineering                        • Scheduling tool
                                                      (PERT, etc.)


       Use Office TPM 7steps


                         Productivity Management Office ©
Economic engineering
• Economic engineering can be used when making investment
  decisions
• LCC, LCP calculation is useful for checking relative merits of
  investment plans LCC= IC + RC
• Starts with the moment, do consider future investments
   (sunk costs are considered to eliminate)
  (Investment Quiz)
  Amount on hand $200

  Plan A                                             Plan B
  Horse    Purchase price of the foal   $200         Pig      Purchase price of piglets   $100
           Monthly Stage                $30                   Monthly Stage               $10
           Feeding period               2years                Feeding period              1years
           Sales price                  $2500                 Sales price                 $300




                                    Productivity Management Office ©
MP Information System
• successful Improvement is necessary of feedback to the
  design department as preventative for next design. MP
  (Maintenance Prevention) information
• In particular, If there is some defect in the original design it
  would be important information.


           design               operation                    Kaizen
            Loss                  Loss                     Loss kaizen
         prevention            occurrence

                               MP information




                        Productivity Management Office ©
Autonomous maintenance
(Jishu-Hozen)




             Productivity Management Office ©
Basic idea of AM

                                                 Operation   Maintenance


                       Breakdown
                       maintenance (BM)

                       Preventive
  Planed               maintenance (PM)
maintenance
                       Corrective
                       maintenance (CM)

                       Maintenance
                       Prevention (MP)


              Productivity Management Office ©
Autonomous maintenance (AM)7 Steps

• Step0 Preparation
• Step1 Initial cleaning
• Step2 Countermeasures for source of               contamination
  and hard to access
• Step3 Tentative CIL standard
• Setp4 General inspection
• Step5 Autonomous inspection
• Step6 Standardization
• Step7 Autonomous management


                 Productivity Management Office ©
Step0 Preparation
1.   Basic education for AM , safety and maintenance with
     some manual
2.   Set up activity board
3.   Prepare Tags (blue and red)
4.   Prepare Documents
5.   Prepare audit system
6.   Prepare basic maintenance tools for cleaning,
     lubrication and inspection.
7.   Organize small groups
8.   Set the schedule (Select the model machine or line)
9.   3S activity around the machine

                   Productivity Management Office ©
Activity board-1
             Size around 1.5m-2m x 1m (material wood metal etc   )
Common contents through all steps
•   Group introduction
•   Activity area, machine, line and Loss analysis (loss map)
•   OEE Calculation (if possible) and graph
•   Activity master schedule and individual action plan
•   Activity time (man-hour)
•   Meeting minute
•   Number of tag attach and detach (use graphs)
•   Tagging map
•   Kaizen sheet (before and after)
•   One point lesson
                          Productivity Management Office ©
Activity Board-2
Factory                            Autonomous maintenance




     Focused improvement                           Office TPM




                Productivity Management Office ©
Step1 Initial cleaning in detail
•Meeting for step1
•Check the past machine troubles
•Reconfirm the safety
•Arrengements around the machine
•Removal on unnesessary parts from the machine
•Understanding the machine sutructure
•Cleaning and inspection(tagging) by 5senses
•List up Fuguai(defects) and mapping
•Classify fuguai by location and type
•Restore the fuguai(defects) as soon as possible
•Lublication (list up points and type of oil)
•Retighting (list up checking bolt you need) and match marking
                          Productivity Management Office ©
Tagging

        •Attach blue tags on the points that operators can restore.
        •Attach red tags on the points that require restore by maintenance
        team or others.
        •Detach tags after restoration.


                                   Autonomous maintenance step No.

                                   Location of defect
Name of machine
Control No.
Date of attachment
Name of operator
                                   Contents of defect




                                   Attach this tag to the machine


                             Productivity Management Office ©
Audit
•Perpare of audit (make some audit sheets)
•Auditors should be top manegement and highlevel managers
•Presentation of step activity on the activityboard by AM group(15min)
•Presentation of step activity at the machine by AM group(15min)
•Assessment and meeting by auditors(15min)
•Announcement of the result and comment from top management
•Audit has to be executed by each step of AM

                              Top
              Section         management
              manager         audit
              audit
Self audit


                        Productivity Management Office ©
Step2 Countermeasures for source of
contamination and hard to access
•Meeting for step2 and review step1
•Reconfirm the safety
•Check the contamination point ,kind and volume
•Check the hard to access area
•Make graph (Cleaning,inspection,lublication time)
•Mesurement of initial time for each
•Make some plan to reduce each time by kaizen sheet
1. eliminate or reduce contamination by kaizen
 2.change machine design or make some tool by kaizen to reduce
CIL time
•Plannig of countermeasures schedule

                        Productivity Management Office ©
Step3 Tentative CIL standard
•Make tentative CIL(cleaning,Inspection,lubrication)standard for machine
by AM group
•Make Daily CLI chechsheet
•Traial and adjustment
•Utilize Visual contrl
                                             tentative CIL(cleaning,Inspection,lubrication)standard

indicator




   good     NG


                  Easy to find out




                            Productivity Management Office ©
Visual Control

Visualization of Machine                                   Visualization of process area by local cover

It is better that Operation and
maintenance activity will be efficient
1.Visualization of working point
2.Level of inspection and lubrication
                                                          Machine side
3.V belt、chain indication
                                                                              Management
   (direction, type, etc. )
                                                                                by colors
4.Fluid distinction, valve condition
                                                 Indication of level by
(open ,close)                                         arrow mark

                                                          月            週                      Oil store
5.Notice of dangerous area                 monthly                              weekly

                                         Indication frequency by shape
6.Operating condition, abnormality,
                                                            Information Tag
number of output
                                                                Type
                                          Indication of
                                          Direction                      Clear cover


                              Productivity Management Office ©
Visual control(exercise)

 • visual control without any sensor

   1.level                                  2.flow(liquid)




    2.flow(air)                             4.vibration




                     Productivity Management Office ©
Step4 General Inspection
•Preparation for education and training in general inspection
•Implementation of general inspection and training
•Implementation of General inspection
•Prevention of irregularities in general inspection items


 General inspection items

 •Machine elements     •Pneumatic system
 •Lubrication          •Drive system
 •Hydraulic system     •Electrical system




                            Productivity Management Office ©
Step5 Autonomous Inspection
CIL standard should be reexamined to accomplish
higher inspection efficiency and eliminated errors.

•Reexamine from zero failures and zero defect viewpoint
•Reexamine from inspection efficiency viewpoint
•Reexamine from inspection workload balance viewpoint
•Reexamine from visual control viewpoint




                      Productivity Management Office ©
Education and training
(Kyouiku-kunren)




               Productivity Management Office ©
Education and Training 7steps
                              Implementation 7steps
                        •   Step1 Establish Basic Training Policy and strategy
                        •   Step2 Evaluation of current education system
                        •   Step3 Making implementation plan
                        •   Step4 Preparation of Education system
                        •   Step5 Implementation of education and training
                        •   Step6 Check the result of skill up
• Instructor   OJT      •   Step7 Review education system and study future
                            approach
• method
• Material     Off-JT
• Place

                     Productivity Management Office ©
Skill Matrix
    • What kind of job                         Large   middle      small
    • What kind of skill                                                    Can              unknowing
                                                                            train
    • Training through working
      Use of One point lesson
                                                                            Can do             Knowing
      Use of outside trainer
                                                                                    Skill evaluation
Large item is approach from management             Screening of skills

Small item is approach from job site

            Training       working          training        working            Target

                                       Annual plan
                                                                           check

                             Productivity Management Office ©
Autonomous maintenance step4 training

Example of Training menu                            Lecture

                                          Check                On site
•   Bolts and nuts management
•   Lubrication system                             Hands on

•   Hydraulic system                      Check

•   Pneumatic system                                Practice   Off site
•   Drive system                          Check
•   Electrical system
•   Utility system




                     Productivity Management Office ©
Preparation of General inspection
•       Instructor
•       Training room
•       Training program
•       Training material


    •    System flowchart             •   Cut model
    •    Inspection List              •   Sample of failure and deterioration
    •    Schematic diagram            •   Training kit




                             Productivity Management Office ©
One point Lesson
Theme of Lesson
                                                                One Point Lesson
1. Basic Knowledge
                                      Theme                               Control number

2. Improvement Cases                  Date                                signature



3. Trouble Cases
                                                   Basic knowledge of drawing


                                                      Plane figure




Use minimum sentence
Use pictures a lot as possible
                                                            Side figure


                                             Front figure




                                             Lesson date
Student will be Teacher                       signature

                       Productivity Management Office ©
Quality maintenance
(Hinshitsu-Hozen)




              Productivity Management Office ©
Quality Maintenance 7steps
       Implementation 7steps
   •       Step1 Check current QA system
   •       Step2 4M condition analysis
   •       Step3 Find out malfunctions and restoration
   •       Step4 Analysis of quality defects
   •       Step5 Find out malfunctions and improvement
   •       Step6 Check the result and standardization.
   •       Step7 Reduce QA cost
                                                       Zero quality defect
                                                             Good customer service
                            Quality satisfaction
   Purpose of
    Quality          =
  maintenance
                            Quality assurance cost
                                                             Regular cost
                                                             Irregular cost
                          Productivity Management Office ©
Key point of countermeasures for Quality
 Defect
• Disposal, rework and grades drop occurs because of defects in
  product quality.
• Basic idea of countermeasures for quality defects.
  Phase1 Reduce sporadic quality defect.
  Phase2 Reduce chronic quality defect.
  Phase3 raise process capability.
  Phase4 make good use of SQC (statistical Quality Control)
  Check points on site
  QC process chart                             Investigation of defect
  QA matrix
  Standard work sheet
  QC control chart
  Phenomenon of quality defect
  etc.

                     Productivity Management Office ©
Maintenance for Quality management
1.    Investigate the relevance between Degradation of equipment
      and of quality.
2.    Investigate the relevance between Degradation of tool and of
      quality.
3.    The point which should be managed is clarified.
       Q component
4.    The measuring method of degradation and the standard of
      management are decided.
       QM matrix
5.    The management system by Autonomous maintenance and
      planned maintenance is established.
6.    Maintenance of Measuring instrument
     (Slide-calipers, micro meter, etc.)


                       Productivity Management Office ©
Measurement of dynamic precision

•Static precision
Precision which is measured after equipment has stopped.


•Dynamic precision
Accuracy measured after equipment has operated.


Practical use of Equipment diagnosis technique (ex. vibration analysis)


Practical use of SQC:Statistical Quality Control


                       Productivity Management Office ©
Poka-yoke(fail-proof)
• Standard is necessary and it is difficult to prevent completely
  human mistake by it.
• It is necessary to establish fail-proof system.


                                              OK                      NG




           Mixing proof                            Setting mistake proof

                          Productivity Management Office ©
Safety & Environment
(Anzen,Kankyou)




              Productivity Management Office ©
Safety and Environment 7steps
    Implementation 7steps
•   Step1 Check current S&E system
•   Step2 Find out malfunctions and restoration
•   Step3 Check the result and standardization
•   Step4 Analysis of injury, disaster and environmental pollution
•   Step5 Find out malfunctions and improvement
•   Step6 Check the result and horizontal development
•   Step7 Rebuild assessment and prevention system

                                                          • Restoration

                Disturbance                               • Visualization
                from outside                              • Countermeasure of source of contamination
                                          condition


     • Safety & skill training                                  • MP Information
     • Mistake proof                 action      design         • Intrinsically safe design




                                 Productivity Management Office ©
Heinrich's Law

•   One empirical finding from his 1931
    book became known.
     In a workplace, for every Lost-time
    accident that causes a major injury,
    there are 29 minor accidents that
    cause minor injuries and 300 near-
    miss that cause no injuries.               Lost-time Accident   1


                                              Miner Accident        29


                                             Near-miss              300




                          Productivity Management Office ©
S & E Kaizen by Tagging

           Before                                      After




          Near-miss report

   situation        cause             solution

                    Productivity Management Office ©
S & E Kaizen by Hazard Analysis

             Hazard record                        Potential hazard

                                                     Near miss report
             Hazard Analysis



    Kaizen                 Skill training


 Design change




                      Productivity Management Office ©
S & E skill Training and Action

 Hazard Prediction Training                Point and check off aloud




     4Round Training
     1 pick up potential risk.
     2 focus on main risk.
     3 analyze root cause and countermeasure.
     4 setting Target as action.


                       Productivity Management Office ©
Safety and Sanitary gear
It is important to clarify the safety standards of each process.

•   Helmet                                    Blood type
•   Safety glasses
•   Earplug
•   Mask
•   Work clothes
•   Gloves
•   Safety footwear
•   Others




                          Productivity Management Office ©
Kaizen of Environment

                  (quantitative)                      Area1   Area2   Area3
  Evaluation
                                     temperature       A          A    B

                  (qualitative)      Lighting          A          B    C
   Mapping
                                     Contamination     C          B    C

 Setting target                      Noise             C          B    C

                                     Ergonomics        B          A    C

    Kaizen                           Safety gear       A          A    B

                                     Waste             B          B    C

 Re-evaluation                       energy            A          A    C


                                       ABC ranking by each area


                         Productivity Management Office ©
Comparison of the lamp (example)


                                 Mercury Lamp          Ceramic Metal Halide Lamp       LED Lamp           Low Voltage Discharge Lamp

           Price                     ¥28,000                   ¥25,000             ¥150,000~¥190,000               ¥87,000

                                (including ballast)        (including ballast)      (including ballast)        (including ballast)

         Life time                   12000h                9000h~18000h                  40000h                     60000h



    Power consumption                 300W                       170W                100W~130W                       100W

    Ultraviolet emission              some               Half of Mercury Lamp             trace                      trace


       Lighting time               10~15min                   10~15min                    soon                       soon

       Temperature                 300~400℃                  300~400℃                   60~80℃                    80~100℃

    Total luminous flux             15800Lm                   20000Lm                  10000Lm                     7500Lm

 Amount of mercury used               much                        few                     none                       none

           Flicker                    some                       some                     some                       trace

     Color temperature                3900K                     4200K                3500~6000K                     6400K

Impact on the environment and         some                       some                     some                       none
           human precision
              equipment




                                               Productivity Management Office ©
Office TPM
(kanri,Kansetsu-bumon)




              Productivity Management Office ©
Concept of Office TPM
 Key word: Information factory


 Reduce processing cost of
                                             Reorganize information
 information and speed up
                                             Cut the peak of processing
                                             time

                                             Reduce the lead time of
                                             processing

                                             Introduce automation and
                                             network system
 Skill up of professional

                            Productivity Management Office ©
TPM for Sales Growth
Production activity is a part of whole business, product is even a part of Production activity.



        Marketing Strategy                 Sales Plan




                                           Inventory
                                             Plan



                        Production                             Logistic
                           Plan
                                                                Plan




              The key to success is to sell as a whole system.
                               Productivity Management Office ©
Office TPM 7steps
Implementation 7steps
•     Step1 Initial clean up
                                                            5S Activity
•     Step2 Defect finding
•     Step3 KAIZEN of defects
•     Step4 Standardization
•     Step5 Loss analysis of Indirect-department
•     Step6 KAIZEN of losses
•     Step7 confirmation of result, relapse prevention and
      horizontal development

Work process improvement

                                •   It is a technique to make the flow of the business visible like the line of
                                    the factory to make the loss of an indirect business actualized.
                                •   The flow of the entire work is written down based on the actual
                                    documents, the problem is examined based on it, and the improvement is
                                    advanced.
                                •   Examine by the third party and the other business segment is easy and
                                    objective improvement becomes possible by making to visible.


                               Productivity Management Office ©
5S Activity

  5S Activity board    Logistics Kaizen          The environment of a warehouse
                                                 has influence on quality of raw
                                                 material and products.




    5S MAP            Before




                       After




                      Productivity Management Office ©
Problem finding of office (exercise)




               Productivity Management Office ©
What is Makigami Analysis
• It is a technique to make the flow of the business visible
  like the line of the factory to make the loss of an indirect
  business actualized.
• The flow of the entire work is written down based on the
  actual documents, the problem is examined based on it,
  and the improvement is advanced.
• Examine by the third party and the other business
  segment is easy and objective improvement becomes
  possible by making to visible.




                     Productivity Management Office ©
Features of analysis
• It is easy for employee to improve the subject by making it to
  visible and the actual document etc. and It differs from the job
  analysis that uses the IE technique.
• It is easy to use it for the review and the improvement and to know
  not only the flow of the business but also the relation between
  document, standard, check sheet and skill control document.
• It is easy to use it to analyze a fixed form business. It makes to the
  pattern and the main stream is analyzed as possible when the
  business of the branch (irregular) exists together with the main
  stream (regular).
• It is necessary to think the number of branches is decreased when
  there is a branch business. Moreover, the branch can be improved if
  necessary as a target of the analysis.




                        Productivity Management Office ©
6steps Implementation of Makigami
•   STEP0 Preparation
•   STEP1 Current situation review
•   STEP2 Checking of defects
•   STEP3 Making Improvement idea
•   STEP4 Improvement
•   STEP5 Effects review
•   STEP6 Building workstation




                   Productivity Management Office ©
Example of Format
STEP0   選定理由・目標       Select reason and Target


        Work    Main theme
               Process division




STEP1

                                                                Man-hour
                                                                Lead time




               Documents flow



STEP2
                    Tags


                             Productivity Management Office ©
Reduction of Inventory
  Function of inventory
 • Preparing for changes in sales                             Dead stock
   volume
 • Cushion between departments
                                                             Proper stock
 • Reduction of administrative
   work department
 • Creating a sense of security                              Political stock


 • Proper stock
                                                             Excess stock
   Year, Half Year, Month, Week


                                                             Stock model



                          Productivity Management Office ©
Mechanism of Excess Inventory
An easy idea that Inventory is only solution for delivery without delay, puts pressure
on company management.


   Material stock                In process                  Products
                                  products                    stock

     purchase                     product                        sales
                                                                             customers

                    Establish overall best balance.                          (demand)

                                                  Type and volume

                             Basic flow of Inventory reduction




                            Productivity Management Office ©
Inventory Cost

• Generally cost is 20% of inventory
(1) fixed cost
(2) valuable cost
• Indeed it needs investigation for actual cost.
                            Trade off
Inventory cost                                                Other cost
                                                 Example. Transportation cost


increase inventory dare to               Logistics costs go up. However,
improve customer‘s cash flow.            the advantage is to provide a
                                         hot-selling line product carefully.


                        Productivity Management Office ©
Indonesia texbook
Indonesia texbook
Indonesia texbook
Indonesia texbook
Indonesia texbook

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Indonesia texbook

  • 1. TES on In-country Program on Training Course on Total Productive Maintenance (TPM) Productivity Management Office kazuteru Chinone Nov.19-23.2012 Bogor Indonesia Productivity Management Office ©
  • 2. Outline of TPM Productivity Management Office ©
  • 3. What is TPM TPM T stands for “Total” P stands for “Productive” M stands for “Maintenance” Total means that all workers of a corporation are required to participate in this activity. From TPM to TCM (Total corporate Maintenance) Productivity Management Office ©
  • 4. Financial Strategy of TPS Business proposition is to secure the cash and Return on Equity improvements ROI (Return on Investment) and ROE (Return on Equity) • ROE=Return/Equity =Sales/Equity × Profit/Sales =Capital Turnover × Profit Margin on Sales ① ② Productivity Management Office ©
  • 5. The purpose of TPM Survival and development of business by TPM Method Man P.Q.C.D.S.M Machine Service Material TPM aims at “improvement of the corporate culture and mindset through improvement of personnel and machine system” Do everything together as possible Productivity Management Office ©
  • 6. History of LPS,5S,TQC and TPM 1867 1920 1937 1945 1950 1960 1970 1980 1990 2000 2010 Seiketsu 3S 4S 5S Safety concept from USA Establish Crisis TPS 1961 Deming prize 1990 LPS TOYOTA 1962 KANBAN 1963 Just In Time Dr.Feigenbaum ISO9000 1950 SQC by QC from USA Dr.Deming TQC TQM QC circle by Dr.Ishikawa PM PM TPM TPM Back in 1936, to coincide with the launch of its eagerly awaited first passenger car,Toyoda Automatic Loom Works Ltd. held a public competition to establish a new symbol mark to promote its vehicles. The company indicated that the new design should convey the feeling of speed. Twenty-seven thousand entrants answered the call and submitted their ideas to Toyoda. The winning design led to a change in the name of the automobiles and plants from “Toyoda” to “Toyota.” Productivity Management Office ©
  • 7. History of TPM Productive maintenance in Japan 50s 60s 1971~ BM PM PM TPM Breakdown maintenance (BM) Preventive Planed maintenance (PM) maintenance Corrective * Only for machine maintenance (CM) Maintenance Prevention (MP) Productivity Management Office ©
  • 8. Lusser's Law Lusser’s low (multiplication principle)is a prediction of reliability named after Robert Lusser. It states that the reliability of a series system is equal to the product of the reliability of its component subsystems, if their failure modes are known to be statistically independent. This method is similar to the R=R1×R2×R3×R4×R5×・・・・・・・RX Deterioration makes reliability go down. Productivity Management Office ©
  • 9. Basic concept of TPM Elimination of Abnormality in Process Losses Major defect Failure powder, dirt, defective raw materal backlash, leakage, erosion, corrosion, deformation, vibration, high temperature looseness of bolts and nuts, scratch, etc Minor defect Productivity Management Office ©
  • 10. Assignment of Planed Maintenance Operation Maintenance Breakdown maintenance (BM) Preventive Planed maintenance (PM) maintenance Corrective maintenance (CM) Maintenance Prevention (MP) Productivity Management Office ©
  • 11. Relation between TPM and Management • TPM supports the achievement to target profit • TPM is the program to support profit control of company Kaizen of machine TPM Kaizen of working Management policy Kaizen of skill Management plan Kaizen of quality Profit policy Kaizen of Q,C,D Loss Kaizen of safety and environment Target profit Management Kaizen of design Cash control Profit control Kaizen of administration Kaizen of communication Productivity Management Office ©
  • 12. Relation between Failure and PQCDSM P 2 types of Machine failure M Q 1. Loss of function Machine 2. Function deterioration failure S C D 16 major losses and other losses •8major losses of machine •5major losses of man-hour •3major losses of product resource Productivity Management Office ©
  • 13. Time Management of manufacturing • Tact time Time to have divided time that is able to be produced by ( ) necessary production volume. • Cycle time Time until the next product after one product can be done. ( ) • Pitch time Time to complete one process. ( ) • Lead time Time that will be required by the time product is made or order ( ) to delivery. (exercise)7hours Loading time , product needs 1800p Process1 Process2 Process3 10sec 14sec 11sec Productivity Management Office ©
  • 14. TPM Implementation (12steps) Productivity Management Office ©
  • 15. 12 steps of TPM 1.Declaration of resolve to introduce TPM by top management 2.TPM introduction education and campaign 3.TPM promotion organization and manager pilot model 4.Setting basic policy and target for TPM 5.Preparation of TPM master plan 6.Kick off 3 years~ 7.Establish of production efficiency improvement system 8.Establish of initial management system 9.Establish of quality maintenance system 10.Establish of office TPM 11.Establish of safety and environment system 12.Evaluation (TPM excellence award) Productivity Management Office ©
  • 16. Step1 Declaration of resolve to introduce TPM by top management 1. Declaration of the introduction should always be made by the top management. 2. Decide to spend money and time in achievement of machine and human reformation. Even when TPM is implemented in only some divisions, the Top management should declare TPM and let employees know the enthusiasm about it. Productivity Management Office ©
  • 17. Step2 TPM introduction education and campaign The aim of TPM introductory education for each working level of employees is to have all employees fully understand the purpose and to provide them with common language to heighten their challenging spirit towards TPM. REVISTAS Internal documents Productivity Management Office ©
  • 18. Step 3 TPM promotion organization and manager pilot model • TPM Board Committee is established in board meeting • TPM Manager and some stuff help communication between kaizen activity on site and TPM Board Committee TPM Board Committee Top Management TPM Office Member of the board TPM Manager Productivity Management Office ©
  • 19. TPM pillar Subcommittee • TPM Office organizes TPM Pillar subcommittees and support them. • Each Pillar subcommittee studies how to implement pillar activity and control it. TPM Board Committee TPM Pillar Subcommittee Leader TPM Office Each subcommittee has pillar Leader Small Groups (Autonomous maintenance Gr.) Productivity Management Office ©
  • 20. Step4 Setting basic policy and target for TPM External needs Internal needs Threat advantage Opportunity weakness Basic policy High priority action PQCDSM target And Bench marking Productivity Management Office ©
  • 21. Tangible result of TPM (Example) • P Value-added Productivity x1.5~ Number of Unexpected break down 1/100~ Overall equipment efficiency x1.5~ • Q Quality Defect in process 1/10~ • Customer claim ¼~ • C Valuable cost down 30%~ • D Inventory ½~ • S Zero accident zero Environmental pollution zero • M Turnover ½~ Productivity Management Office ©
  • 22. How to find out Losses • Loss is some opportunity to get profit and prevent losses in future through kaizen activity. • It is necessary to consider to prevention about past losses and future losses. • There are two types future opportunity, one is past opportunity loss and another is future opportunity loss. • There are two types losses, one is easy to forecast another is difficult to do. Actual happened Future possibility actual Past loss Forecast loss opportunity Past opportunity Future Opportunity loss loss Productivity Management Office ©
  • 23. Step5 Preparation of TPM master plan • Prepare the schedule of the 12 steps in TPM development program, it covers the introductory stage , the implementation stage and the award screening. • Prepare detailed schedules for each pillar and department. • Check schedule and actual result every years and rescheduled when necessary. pillar Year1 Year2 Year3 Year4 Model activity screening AM Kick off FI Set up Goal PM ET Implementation Implementation IM steps Steps (mile stone) OFFICE S&H scheduling Productivity Management Office ©
  • 24. Step6 Kick off After the TPM pre-implementation stage has been completed, it is the time to appeal launch TPM activity. 1. Explanation of TPM promotion mechanism. 2. Policy, target and master plan. 3. Introduction of model activity. 4. Encouragement of guests. Productivity Management Office ©
  • 25. Step7-11 8 pillars activity 1. Autonomous maintenance (Jisyu-Hozen) 2. Focused improvement (Kobetsu-Kaizen) 3. Planned maintenance (Keikaku-Hozen) 4. Education and training(Kyouiku Kunren) 5. Initial management (Syoki-Kanri) 6. Quality maintenance (Hinshitsu-Hozen) 7. Office TPM (Kanri, kansetsu-bumon) 8. Safety and environment(Anzen Eisei) Productivity Management Office ©
  • 26. Relationship between AM and others FI PM QM IM ET OT SE Autonomous maintenance 7steps • Step0 Preparation • Step1 Initial cleaning • Step2 Countermeasures for source of contamination and hard to access • Step3 Tentative CIL standard • Setp4 General inspection • Step5 Autonomous inspection • Step6 Standardization • Step7 Autonomous management Productivity Management Office ©
  • 27. TPM Tools (QC tools ) 1 2 3 4 5 Dirt Grasp existing Break situation Clog Others Total ① Check sheet ② Stratification ③ Histogram Clarify the Grasp the problem cause and effect relation ④ Pareto diagram ⑤ Cause and effect diagram • Take measures UL Investigate •• •• • and confirm • •• the cause • • •••• • the result • LL • ⑥ Scatter diagram ⑦ Control chart Productivity Management Office ©
  • 28. Step12 TPM Award 1st Stage Assessment: May - July 201x + 2nd Stage Assessment: October - December 201x 1)Award for TPM Excellence, Category B The applicant must score a minimum of 70 points on 100-point Checklist C. 2) Award for TPM Excellence, Category A The applicant must score a minimum of 70 points on 100-point Checklist C. 3) Award for Excellence in Consistent TPM Commitment The applicant must score a minimum of 80 points on 100-point Checklist C. 4) Special Award for TPM Achievement The applicant must score a minimum of 70 points on 100-point Checklist B. 5) Advanced Special Award for TPM Achievement The applicant must score a minimum of 80 points on 100-point Checklist A. 6) Award for World-class TPM Achievement The applicant must score a minimum of 80 points on 100-point Checklist S. Productivity Management Office ©
  • 29. Checklist C example TPM Policies and Objectives 1. TPM policies are planned in relation between company policies and plant/factory policy. 2. The relation between TPM target values and management target results are clear. 3. The master plan is in an appropriate order as an action plan to achieve TPM. 4. TPM policies and objectives are checked using methods such as benchmarking that all sections of PQCDSME are displayed corresponding to 8 pillars. 5. TPM policies and objectives have been set forth and observed by all the departments and sections. 6. The achievement status of TPM policies and objectives is available in a time line using objective data. 7. Overlapping small groups, the TPM promotion committee, and other special committees are organized in a way that leads to TPM activities. 8. TPM promotion units help facilitate TPM activities within departments/sections. 9. Small groups on the front line have been vitalized. 10. TPM Policies 11. and Objectives 12. The achievement status of TPM objectives is confirmed and necessary actions are taken for unachieved indexes. Productivity Management Office ©
  • 30. Final assessment Productivity Management Office ©
  • 31. Key of success 1. Clear TPM policy of top management 2. Alignment between Business plan and TPM plan 3. Management of plan ,targets and results 4. Priority themes and model activities 5. Incentive for full participation 6. Leadership of each level 7. Budget for TPM activity Productivity Management Office ©
  • 32. Overall Equipment Effectiveness (Efficiency) Productivity Management Office ©
  • 33. Overall equipment efficiency (OEE) (working time) Valued operating time SD losses Loading time OEE= Loading time Downtime losses Operating time Availability Performance Net operating losses Performance rate time Valued Defect losses operating Quality products rate time Performance Quality products OEE = Availability × × rate rate Productivity Management Office ©
  • 34. 8 Major Equipment losses Fabrication & assembly industry Process industry 1. Machine failure loss 1. Machine failure loss 2. Set up & Adjustment loss 2. Process failure loss 3. Cutting blade loss 3. Production adjust loss 4. Start up loss 4. Normal production loss 5. Minor stoppage loss 5. Abnormal production loss 6. Speed loss 6. Reproduction loss 7. Defect & rework loss 7. Defect & rework loss 8. Shutdown loss 8. Shutdown loss OEE: Overall Equipment Efficiency OPE: Overall Plant Efficiency Productivity Management Office ©
  • 35. 8 Major losses in fabrication & Assembly 1.Shutdown loss Loss of scheduled stop of rest, cleaning, meeting, and maintenance work, etc. 2. Defect & rework loss Time Loss of equipment according to making of defect products and grade down products. If the number of defects increases, the loss time grows. 3. Speed down loss Depression loss of equipment by the fact that speeds are slower than ratings speeds. It drops one's speed intentionally or it falls by the decreased functional status. 4. Minor stoppage loss Depression losses of equipment such as temporary stops and idling by sticking work etc. The depression grows when there are a lot of sticking or are a lot of idling. 5. Start up loss Depression loss of equipment generated when beginning to produce to drive of equipment steady When the time to the stable driving is long, the function decrease grows. 6. Cutting blade loss Loss of equipment stop by tool exchanges of whetstone, cutter, and byte, etc. When there are a lot of exchange frequencies or the exchange time is long, the stop time becomes long. 7. Set up & Adjustment Loss of equipment stop by set up. loss When there are a lot of frequencies of set up or the adjustment work is long, the stop time becomes long. 8. Machine failure loss Loss of machine stop due to function stop type breakdown if there are a lot of breakdown or it takes time to recover, the stop time becomes long. Productivity Management Office ©
  • 36. 8 major losses that impede OEE Maintenance time, etc. Working hours 1. Failure SD losses Loading time 2. Setup & adjustment Kaizen Downtime 3. Cutting blades Operating time losses 4. Start-up Themes Performance Net operating 5. Minor stoppages losses time 6. Speed losses Valued Defect losses operating 7. Defect/rework time Operating time Net operating time Valued operating time Operating time OEE = × × Loading time Operating time Net operating time Productivity Management Office ©
  • 37. Calculation of OEE (example) • Working time per day: 8hours×60min=480min • SD loss: 30min • Loadong time: 450min • Equipment stoppage time: 75min Failure.…..........30min Setup.…….........20min Ajustment.........25min • Operating time: 375min • Standard cycle time: 0.5min/unit • Processing quantity: 440 units/day • Defects: 23 units Productivity Management Office ©
  • 38. Calculation of OEE Operating time • Availability = Loading time Loading time – Downtime losses = ×100 Loading time 450min - 75min = ×100 = 83.3% 450min Productivity Management Office ©
  • 39. Calculation of OEE Net operating time • Performance rate = Operating time Standard cycle time × Processing quantity = ×100 Operating time 0.5min/unit×440units = ×100 = 58.7% 375min Productivity Management Office ©
  • 40. Calculation of OEE Valued Operating time • Quality products rate = Net operating time Processing quantity – Defective quantity = ×100 Processing quantity 440units - 23units = ×100 = 94.8% 440units × × • OEE = 0.833×0.587×0.948 = 0.464 = 46.4% Productivity Management Office ©
  • 41. Calculation of OEE (exercise) • Working time per day: 8hours • Machine cleaning time: 30min • Lunch time: 60min • Equipment stoppage Failure ......... 30min Setup ........ 40min Minor stops .... 36times • Standard cycle time: 0.7min/unit • Processing quantity: 440 units/day • Defects: 23 units Productivity Management Office ©
  • 42. Calculation of Availability Loading time – Downtime losses • Availability = ×100 Loading time min – ( )min = ×100 = % min *Loading time =Working hour – Schedulde downtime Productivity Management Office ©
  • 43. Calculation of Performance rate • Performance rate = Standard cycle time × Processing quantity ×100 Operating time min/unit× units = ×100 = % min *Operating time = Loading time – Downtime losses Productivity Management Office ©
  • 44. Calculation of Quality products rate • Quality products rate = Processing quantity – Defective quantity ×100 Processing quantity units - units = ×100 = % units • OEE = × × = % Productivity Management Office ©
  • 45. Calculation of OEE • OEE = × × = % Productivity Management Office ©
  • 46. Kaizen Strategy by OEE No. of products Target 557 440-23 =417 291 390 480 min OEE:74.84% Productivity Management Office ©
  • 47. Calculation Gap of OEE The calculated value from a standard value and a theoretical figure There is a problem in a setup of a standard value and a theoretical figure. Generating of a gap An inquiry of a loss has an omission. The loss is hidden. The calculated value by investigation of the loss information from the process Productivity Management Office ©
  • 48. Manpower and production resource losses 5major Manpower losses • Management losses Total effectiveness = • Operating motion losses Processing quantity × Standard man-hour • Line organization losses loading man-hour • Logistics losses • Measurement losses 3major production resource losses Improvement ratio = • yield losses • energy losses After improvement input • Die, jig (tools and sub-material) losses Present input Productivity Management Office ©
  • 49. Focused Improvement (Kobetsu Kaizen) Productivity Management Office ©
  • 50. Basic concept of FI • Establishment of constitution that makes profit in process (Business system restructuring/ human growing) • Realizing of High Productivity Manufacturing • Kaizen activity by total participation (use overlapping small groups) • Prevention of Losses by Loss management • Principle of 3Gen(genba,enbutsu,genzitsu) actual site, actual ,reality We always should know what we have to do next through this activity. Productivity Management Office ©
  • 51. Focused Improvement 7steps • step0 Establish of promotion system and trying model activity strategy making of kobetsu-kaizen ( • step1 Loss analysis(survey of kaizen themes)) • setp2 Setting Kaizen target and kaizen plan • step3 Arrangement kaizen themes • step4 Action of kaizen (use 7steps program of Theme kaizen) • step5 Confirmation of results • step6 Horizontal development of kaizen results. • step7 feedback Kaizen information to design and check other themes still exist (step1~step7 will be repeated every year) ) Productivity Management Office ©
  • 52. Kaizen scenario of sales growth • Cooperation is significant between sales and manufacturing • Can make but can not sale , can sale but can not make • Which production system is better A or B? Opportunity loss • Which product is better for kaizen A or B? sales Opportunity sales loss Contrary Contrary for cost for profit P2 P1 a b s volume 0 1 2 3 4 Productivity Management Office ©
  • 53. Kaizen scenario of cost down • It should be Improved difference of cost and aimed for Real standard cost. • ) It should be considered Ideal standard cost (long term) and Real standard cost ) (short term) Actual cost Actual loss (difference of cost) = Actual cost -standard cost Ideal standard cost Level3 : Target cost in future Standard cost Real Standard cost Level2 : Target cost after kaizen Present Standard cost Level1 : Target cost at present Productivity Management Office ©
  • 54. Loss analysis (Loss tree) • It makes clear loss structure and plan strategy. Production losses Production Production cost cost loss loss Past loss Forecast loss Stock loss Indirect Total production loss losses Past opportunity Claim loss loss Opportunity Sales Target loss management loss Productivity Management Office ©
  • 55. Management of Kaizen theme • Team leader manages individual kaizen theme and Focused improvement subcommittee manage whole themes by matrix as below. Date of Date achiev Large theme Middle theme Small theme initial target actual parson begin of end ement Theme1-1-1 Theme1-1 Theme1-1-2 Theme1-2-1 theme1 Theme1-2-2 Theme1-2 Theme1-2-3 Theme1-2-4 Theme1-3-1 Theme1-3 Theme1-3-2 Productivity Management Office ©
  • 56. 7steps implementation of kaizen theme step1 preparation activity board and reconfirm ideal condition of scene set theme, initial investigation, and understanding actual condition step2 plan kaizen schedule and set target step3 inspection defects of 4M and restoration for them In case of outstanding problem on step3, it is going to step4 ( step4 analysis(Why-why analysis, PM analysis, FMEA, FTA) step5 onsite investigation based on step4 analysis step6 restoration and improvement of defects which was found step7 confirmation of result, relapse prevention and horizontal development Productivity Management Office ©
  • 57. Activity Board of Kaizen • Kaizen management will be visualized by using activity board and data base etc.. • Confirm ideal condition by draw and specification. (Activity board is actual board attached control documents) PDCA cycle Loss theme Team Root Cause analysis • Plan • Do Outline of process problem Investigation of cause • Check and restoration • Action Control graph Target & Schedule Improvement and relapse prevention Initial investigation and result of restoration Horizontal development Productivity Management Office ©
  • 58. Visualization of problems(Map) 1 3 2 4 Without machine stopping With machine stopping Productivity Management Office ©
  • 59. Collect data and organize Number Number 40 35 30 25 1 2 20 3 15 4 10 5 0 1/5 1/6 1/7 1/8 Stratification number number by point Stratification by Zero achievement phenomenon Productivity Management Office ©
  • 60. Inspection of cause Check machine mechanism Check ideal condition Cause1 Cause2 Check Causes Think about countermeasure Productivity Management Office ©
  • 61. Evaluation of countermeasure • In case of finding out root cause, examine countermeasures and evaluate them. Break down of sensor by dust 3p 2p 1p 0p Operability adoption effect difficulty cost safety point Countermeasure of dust How1 How2 How3 Increase internal 15 Exhaust from vent Obstruct panel pressure 13 Use U type vent Improvement of chute Set up tray 10 Use Funnel 10 shaped vessel Stop aeration 8 Isolation of dust Set up dust collector 6 6 Set up impact roller 8 Change type of belt Productivity Management Office ©
  • 62. Confirmation of result & relapse prevention • Draw up Kaizen sheet and then confirm the result of loss reduction with comparison between before and after kaizen • Revise Kaizen point of drawing, standard and working procedure • Draw up one point lesson about operator’s skill what was be clear through kaizen activity. • After kaizen activity, it needs to install visual control to necessary point. Kaizen sheet One point lesson sheet 担当者 チーム名 所属 作成者 所属 作成日 実施日 提案日 テーマ 分類 ライン名 工程名 テーマ ロスの分類 改善効果 改善費用 OK NG 改善前 • 目で見る管理とは異常と 正常の状態が現場ですぐ 改善後 にわかる仕組みづくりのこ と。 日付 伝達者名 Productivity Management Office ©
  • 63. Matrix of horizontal development theme • Control possibility of horizontal development for expansion of individual kaizen result. possibility completed Develop point Item countermeasure point1 2 3 4 5 6 7 1ー1 1ー2 Item1 1ー3 1ー4 2-1 Item2 2-2 Productivity Management Office ©
  • 64. Why-Why Analysis • This is an analysis that repeat why about 4M root causes of problem several times. 4M(Machine,Material,Method,Man) • First of all, investigate phenomenon and scene to find out cause of problem and then try to do why-why analysis. • It is useful not only for production field but also different field. • The important point for analysis is to be clear what is problem. • Examine human cause at the end of analysis. example phenomenon why1 why2 why3 吸着アームがトレーを 吸着位置がず 吸着アーム センサの反 吸着できない れている ずれている 応が遅れる Gap of vacuum Gap of response of sensor lift arm can not position Vacuum arm pick up tray 吸着能力が足 トレイがず 位置決め精 りない れている 度が悪い Vacuum power is small Gap of tray accuracy of stopper ・・・・・what is problem and what Example ) He slipped and fell, then broke his leg ・・・・・ ? should be analyzed? Productivity Management Office ©
  • 65. PM Analysis phenomenon physical viewing Contributing condition 4M cause 吸着アームがトレー 吸着力より重量が F1が基準より 吸引力が Vacuum power is small を吸着できない 大きい 小さい 小さい lift arm can not Vacuum power is F1 is small less 吸着面が Vacuum area pick up tray small less than than standard is small falling power 小さい lift arm Lifting power 持ち上げる is small 力が小さい Vacuum pad F1 F3 F2が基準より トレーの重 Tray is heavy tray 大きい さが大きい F2 F2 is heave more than standard F1>F2 and F3=0 ideal condition F3がゼロで Gap of vacuum 吸着位置 position F1>F2 or F3≠0 Actual condition ない のズレ F3 is not zero Productivity Management Office ©
  • 66. Zero concept and model Zero injury Zero pollution Zero machine failure • Zero model machine Zero minor stops • Zero model line Zero quality defect • Zero model area Zero cleaning Etc. Productivity Management Office ©
  • 67. "Why Why Analysis" exercise • Your company has recently opened a new office in the 35th floor of a skyscraper. However, after a period of time, it begun complaints from employees and visitors to the office about the elevator. elevator operation interval was about 2 minutes on investigation. Please "Why Why Analysis" will be conducted and make measure up to this issue. * This building is not of its own. What is our What Why dose that why why countermeasure problem phenomena phenomena happens happens *it is possible to do why three times more Productivity Management Office ©
  • 68. PM Analysis exercise • Exercise of physical viewing You poured cups full of tea and then you could recognize some kind of phenomena of defect. Kindly examine with drawing picture what physical parameter is problem when each type defect happens? Normal defect1 Defect2 defect3 Physical Parameter Condition Productivity Management Office ©
  • 69. Seven Steps of Improve Setup Step 1 Grasp the contents of setup work and each time. Step 2 Distinguish internal-setup and external-setup Step 3 Carry out external-setup. Step 4 Improve internal-setup to become external-setup. Step 5 Improve to reduce internal-setup time. Step 6 Improve to eliminate internal-setup. Step 7 Execute skill-up training and make standard worksheet. Genba actual site Genbutsu actual item Investigation Genzitsu reality Productivity Management Office ©
  • 70. Kaizen for Setup Find out Kaizen points of setup. *Other information 1. Use a forklift to convey both two materials. Order Work contents min 2. Both jig1 and jig2 is 30kg and use dolly to carry them. 3. There are 12 points for setting up Bolts. 1 Operation and confirmation for machine stopping. 1 4. The work is performed by one person. 2 Check safety and take out work1. 3 5. Quality check is to confirm the standard dimensions by using calipers. 3 Prepare tools and take out jig1 after remove bolts. 5 6. average occurrence of changeover is Twice per day. 4 Inspect jig1 and put it away and then find out jig2 and take out. 13 7. The goal of this changeover is less than 10 minutes. 8. Occasionally, failures or quality defects happen because 5 Clean up around before set up jig2. 10 of making the mistake during setup. 6 Set up jig2 and then put away tools. 6 7 Take out material1 and then bring material2 from storage area. 1 8 Set up material2 with rechecking step by step of standard work sheet. 3 9 Check safety by eyes and then start up the machine. 1 10 Do trial processing of product and then check the quality. 5 (the case of NG) 11 Operation and confirmation for machine stopping. 1 12 Adjustment work of jig2. 3 13 Check safety by eyes and then start up the machine. 1 (the case of OK) 14 Continue operation Productivity Management Office ©
  • 71. Planned Maintenance (Keikaku-Hozen) Productivity Management Office ©
  • 72. Target of Planned Maintenance Expected maintenance Unexpected maintenance Maintenance of Machine function Purpose of Planed maintenance Minimum maintenance cost (LCC of machine) Regular cost Irregular cost Productivity Management Office ©
  • 73. Preventive maintenance (PM) Preventive maintenance is to check and repair the machine during in use periodically or based on the result of diagnosis to avoid a failure. Scheduled maintenance Preventive Time based Daily maintenance maintenance maintenance Condition based Predictive maintenance maintenance Productivity Management Office ©
  • 74. Index of machine failures • Mean Time Between Failure (MTBF) An average time between a machine failure and the next failure. It is calculated by dividing total operating time by the number of failures • Mean Time To Repair (MTTR) An average of the time needed for repairing a machine Productivity Management Office ©
  • 75. Exercise (Condition) 24hours 31days continuous operation machine Date Stop time (1) MTBF 02/03/2011 08:15 – 09:45 07/03/2011 01:12 – 04:30 14/03/2011 13:15 – 13:50 (2) MTTR 17/03/2011 09:12 – 14:20 28/03/2011 07:45 – 09:05 * Blue means Scheduled maintenance Productivity Management Office ©
  • 76. Planned maintenance 7steps Step1 Recognition of current maintenance system Step2 Set up purpose , policy ,target Step3 Organization formation and clarification Step4 Clarification of implementation activities Step5 Study of specific implementation for each activity Step6 plan framing for implementation with autonomous maintenance Step7 Result verification and establishment of maintenance system Productivity Management Office ©
  • 77. Example of implementation activities 1. Support activity of Autonomous maintenance 2. Zero failure activity 3. Lubrication management activity 4. Spare parts management activity 5. Maintenance skill up and new technology activity 6. Maintenance cost down activity 7. Maintenance management system activity 8. Maintenance project management activity Visualize maintenance procedure Productivity Management Office ©
  • 78. Four phases for zero failure •Phase 1 Reduction of unexpected break down •Phase 2 Life span extension •Phase 3 Time based restoration •Phase 4 Predict deterioration and restoration FTA Forced deterioration 事象 AND OR AND natural deterioration 基本事象 Productivity Management Office ©
  • 79. Five measures for zero failure • Fulfill the basic requirements. Cleaning / Lubrication / Retightening / Dynamic and static accuracy • Observe the usage condition. Current / voltage / speed / temperature / etc. • Restore deterioration. control of natural deterioration. • Improve the weak points in design. Kaizen of reliability and maintainability. • Improve Technical skills. operating and maintenance personnel. Productivity Management Office ©
  • 80. Machine element management • bolt / nut • key 1. Cleaning • pin / cotter • bearing 2. Inspection • shaft / coupling 3. Lubrication • Seal (packing / gasket) • chain / belt 4. Retightening • brake / spring / cam / link • gear • Gear box • Pipes / joint Productivity Management Office ©
  • 81. Utility management • Compressed air • Hydraulic oil • Coolant (Cutting fluid) • Steam • Water , Water treatment • Gas , Chemical gas • Voltage , Frequency • Private power generator Productivity Management Office ©
  • 82. Inspection of Machine Operation Maintenance Skill Level people people Operation Daily checking Condition surveillance technique Precise diagnosis technique High Productivity Management Office ©
  • 83. Condition surveillance technique • It is the technology for surveying the state of equipment efficiently and quickly. Moreover, the check of 5 senses is also included in this. There is the following feature. • It can measure in a short time. • Anyone can measure. • It can know the result of measurement soon. • Apparatus should be cheap. Stick to listen to the sound vibration Purpose • Trend analysis of a deterioration state. • Discovery and prediction of failure. • Selection of precise diagnosis point. Portable thermometer Productivity Management Office ©
  • 84. Precise diagnosis technique • In order to carry out, advanced signal analysis technique, chemical analysis technique, etc. are needed. Purpose 1. Getting to know the part and generating point of abnormalities. 2. Getting to know the cause and its removal method of abnormalities. 3. Getting to know the degree of severity and predict the advance. 4. Getting to know the optimal restoration method and its time. Productivity Management Office ©
  • 85. Overview of vibration analysis vibration Pick up Signal processing Waveform analysis • Proximity pick up (non-contact type) ~ Number of 10kHz • Electrodynamic pick up (contact type) few Hz ~ 1kHz • Piezo-electric pick up (contact type) few Hz ~ Number of 10kHz How to install a contact-type Frequency measurement limit (Hz) rod attachment 800 ~ 1000 magnet 2000 ~ 3000 adhesive 8000 ~ 12000 screw 10000 ~ 13000 Productivity Management Office ©
  • 86. 5steps Vibration measurement technique Step1 Understanding of the characteristics of the equipment • Specification, structure, history Step2 Preparing the instrument of measurement Step3 Determination of measurement point and direction of measurement • Sketch , block diagram Step4 Implementation of the measurement and recording • Observation of situation Step5 Verification of data and checking abnormality • Trend data control chart (Vibration velocity, displacement, acceleration) Common measurement position of the pump Productivity Management Office ©
  • 87. Other example of equipment diagnosis Heat thermograph diagnosis Ultrasonic flow detection by Azbil Co. Simple insulation diagnostic meter High voltage Cable insulation diagnosis by JFE mechanical Co. by Mitsubishi cable Co. Productivity Management Office ©
  • 88. Equipment diagnosis system Center staff CMMS Technical staff Factory LAN Company LAN Network camera monitor monitor PC Data vibration collector diagnosis Moving machinery Example of NIPPON STEEL & SUMITOMO METAL Productivity Management Office ©
  • 89. Tool management Efficient employment of tools. • Storage condition of tools. • Inventory control of tools. • Supply and arrangement of tools. • Destination management of tools based on a processing plan. • Life management and improvement of tools. • Cost Management of tools. Productivity Management Office ©
  • 90. Support activity of Autonomous maintenance Step0 Step1 Step2 Step3 Step4 Step5 Step6 Step7 Train AM skill Train General Train Basic maintenance skill inspection skill Support of detaching Tags (Red Tag) Support of Kaizen for Support of Kaizen for contaminations and difficult places reduction of CIL time Support visual control Support making standard Productivity Management Office ©
  • 91. Lubrication management Why Lubrication is important ? • Decrease of friction and reduction of power loss. • Smoothness of friction movement. • Prevention of abrasion. • Prevention of heat generating and sintering. • Cleaning of dirt and foreign substance. • Rust and corrosion proofing. 1. Inventory 2. Storage condition 3. cost Productivity Management Office ©
  • 92. Lubrication technique Study and understanding of Tribology. (In 1966, it was officially announced to Britain's Jost report.) • Selection and the operation method of lubricant Liquid lubricant, half-liquid lubricant (Grease), solid lubricant • The lubrication method and lubrication device • Tribology of a machine element (Tribo-element) • Maintenance management of a hydraulic system • Contamination management • Lubrication management by computer Productivity Management Office ©
  • 93. Lubrication oil working oil analysis Moisture, contamination, total acid number Potable Lubricating oil analysis Typical wear particle form by Nippon steel mechanical Co. Normal wear particle Cutting type wear particle Spherical wear particle Monotonous type wear particle Automatic Lubricating oil analysis Heavy wear particle other particle by Nippon steel mechanical Co. Productivity Management Office ©
  • 94. Spare parts management It is better that visualization starts after seiri and seiton activity of 5S. 1.Simplification of confirmation of actual parts. 2.Address control(visualize of position). A1 B1 C1 3.Area indication, storage indication board. A2 B2 C2 4.Indication label of parts. A3 B3 C3 (number、name 、max volume). Address 5.Order point control. (double bin, bar cord control, etc.). double bin 6. Indication of Delivery schedule. 7. Prevention of deterioration and contamination of parts. Order point 8. Inventory and cost management. (Communalization, domestic production) Productivity Management Office ©
  • 95. Practical use of EAM / CMMS • EAM = Enterprise Asset Management (system) • CMMS = Computerized Maintenance Management System •Equipment master data record and history •Work order management •Construction scheduling •Purchasing management •Materials / spare parts warehouse management •Reporting module (standard and customized reports) •Cost management •Index management •Others SMART TPM By Technical in Nagano Example of system : Maximo , MP2 , SAP Productivity Management Office ©
  • 96. Formation of maintenance organization Maintenance operation Maintenance operation Type1 Type2 Maintenance operation Type3 Productivity Management Office ©
  • 97. View points of maintenance cost reduction 1. Review of maintenance cycle. 2. Review of Lubrication management. 3. Review of spare parts management. 4. Review of subcontractor’s construction. 5. Removal of maintenance downtime and transportation loss. 6. Kaizen of maintainability and simplification of machine. 7. Effective recycling parts and tools. 8. Reduce resource and energy loss. 9. Reduce of machine losses. Productivity Management Office ©
  • 98. Initial management (Syoki-Kanri) Productivity Management Office ©
  • 99. Initial Management 7steps Initial management is an abbreviation of Initial phase management system of new products and new machines. Implementation 7steps • Step1 Check current IM system. • Step2 Clarify current problems. • Step3 Set the target. • Step4 Find out malfunctions and restoration. • Step5 modification of the IM system. • Step6 Debugging new system. • Step7 Check the result, standardization and education. Productivity Management Office ©
  • 100. Kaizen of Initial management process Initial-phase product management Initial-phase equipment management Initial-phase flow management Design Review start up Total lead time Productivity Management Office ©
  • 101. Basic concept of Initial Management • Contents of design and engineering • LCP maximum • LCC minimum Prevention of Investment losses Low cost automation • Process improvement of design and engineering • Vertical start up • MP information • Simultaneous engineering • Scheduling tool (PERT, etc.) Use Office TPM 7steps Productivity Management Office ©
  • 102. Economic engineering • Economic engineering can be used when making investment decisions • LCC, LCP calculation is useful for checking relative merits of investment plans LCC= IC + RC • Starts with the moment, do consider future investments (sunk costs are considered to eliminate) (Investment Quiz) Amount on hand $200 Plan A Plan B Horse Purchase price of the foal $200 Pig Purchase price of piglets $100 Monthly Stage $30 Monthly Stage $10 Feeding period 2years Feeding period 1years Sales price $2500 Sales price $300 Productivity Management Office ©
  • 103. MP Information System • successful Improvement is necessary of feedback to the design department as preventative for next design. MP (Maintenance Prevention) information • In particular, If there is some defect in the original design it would be important information. design operation Kaizen Loss Loss Loss kaizen prevention occurrence MP information Productivity Management Office ©
  • 104. Autonomous maintenance (Jishu-Hozen) Productivity Management Office ©
  • 105. Basic idea of AM Operation Maintenance Breakdown maintenance (BM) Preventive Planed maintenance (PM) maintenance Corrective maintenance (CM) Maintenance Prevention (MP) Productivity Management Office ©
  • 106. Autonomous maintenance (AM)7 Steps • Step0 Preparation • Step1 Initial cleaning • Step2 Countermeasures for source of contamination and hard to access • Step3 Tentative CIL standard • Setp4 General inspection • Step5 Autonomous inspection • Step6 Standardization • Step7 Autonomous management Productivity Management Office ©
  • 107. Step0 Preparation 1. Basic education for AM , safety and maintenance with some manual 2. Set up activity board 3. Prepare Tags (blue and red) 4. Prepare Documents 5. Prepare audit system 6. Prepare basic maintenance tools for cleaning, lubrication and inspection. 7. Organize small groups 8. Set the schedule (Select the model machine or line) 9. 3S activity around the machine Productivity Management Office ©
  • 108. Activity board-1 Size around 1.5m-2m x 1m (material wood metal etc ) Common contents through all steps • Group introduction • Activity area, machine, line and Loss analysis (loss map) • OEE Calculation (if possible) and graph • Activity master schedule and individual action plan • Activity time (man-hour) • Meeting minute • Number of tag attach and detach (use graphs) • Tagging map • Kaizen sheet (before and after) • One point lesson Productivity Management Office ©
  • 109. Activity Board-2 Factory Autonomous maintenance Focused improvement Office TPM Productivity Management Office ©
  • 110. Step1 Initial cleaning in detail •Meeting for step1 •Check the past machine troubles •Reconfirm the safety •Arrengements around the machine •Removal on unnesessary parts from the machine •Understanding the machine sutructure •Cleaning and inspection(tagging) by 5senses •List up Fuguai(defects) and mapping •Classify fuguai by location and type •Restore the fuguai(defects) as soon as possible •Lublication (list up points and type of oil) •Retighting (list up checking bolt you need) and match marking Productivity Management Office ©
  • 111. Tagging •Attach blue tags on the points that operators can restore. •Attach red tags on the points that require restore by maintenance team or others. •Detach tags after restoration. Autonomous maintenance step No. Location of defect Name of machine Control No. Date of attachment Name of operator Contents of defect Attach this tag to the machine Productivity Management Office ©
  • 112. Audit •Perpare of audit (make some audit sheets) •Auditors should be top manegement and highlevel managers •Presentation of step activity on the activityboard by AM group(15min) •Presentation of step activity at the machine by AM group(15min) •Assessment and meeting by auditors(15min) •Announcement of the result and comment from top management •Audit has to be executed by each step of AM Top Section management manager audit audit Self audit Productivity Management Office ©
  • 113. Step2 Countermeasures for source of contamination and hard to access •Meeting for step2 and review step1 •Reconfirm the safety •Check the contamination point ,kind and volume •Check the hard to access area •Make graph (Cleaning,inspection,lublication time) •Mesurement of initial time for each •Make some plan to reduce each time by kaizen sheet 1. eliminate or reduce contamination by kaizen 2.change machine design or make some tool by kaizen to reduce CIL time •Plannig of countermeasures schedule Productivity Management Office ©
  • 114. Step3 Tentative CIL standard •Make tentative CIL(cleaning,Inspection,lubrication)standard for machine by AM group •Make Daily CLI chechsheet •Traial and adjustment •Utilize Visual contrl tentative CIL(cleaning,Inspection,lubrication)standard indicator good NG Easy to find out Productivity Management Office ©
  • 115. Visual Control Visualization of Machine Visualization of process area by local cover It is better that Operation and maintenance activity will be efficient 1.Visualization of working point 2.Level of inspection and lubrication Machine side 3.V belt、chain indication Management (direction, type, etc. ) by colors 4.Fluid distinction, valve condition Indication of level by (open ,close) arrow mark 月 週 Oil store 5.Notice of dangerous area monthly weekly Indication frequency by shape 6.Operating condition, abnormality, Information Tag number of output Type Indication of Direction Clear cover Productivity Management Office ©
  • 116. Visual control(exercise) • visual control without any sensor 1.level 2.flow(liquid) 2.flow(air) 4.vibration Productivity Management Office ©
  • 117. Step4 General Inspection •Preparation for education and training in general inspection •Implementation of general inspection and training •Implementation of General inspection •Prevention of irregularities in general inspection items General inspection items •Machine elements •Pneumatic system •Lubrication •Drive system •Hydraulic system •Electrical system Productivity Management Office ©
  • 118. Step5 Autonomous Inspection CIL standard should be reexamined to accomplish higher inspection efficiency and eliminated errors. •Reexamine from zero failures and zero defect viewpoint •Reexamine from inspection efficiency viewpoint •Reexamine from inspection workload balance viewpoint •Reexamine from visual control viewpoint Productivity Management Office ©
  • 119. Education and training (Kyouiku-kunren) Productivity Management Office ©
  • 120. Education and Training 7steps Implementation 7steps • Step1 Establish Basic Training Policy and strategy • Step2 Evaluation of current education system • Step3 Making implementation plan • Step4 Preparation of Education system • Step5 Implementation of education and training • Step6 Check the result of skill up • Instructor OJT • Step7 Review education system and study future approach • method • Material Off-JT • Place Productivity Management Office ©
  • 121. Skill Matrix • What kind of job Large middle small • What kind of skill Can unknowing train • Training through working Use of One point lesson Can do Knowing Use of outside trainer Skill evaluation Large item is approach from management Screening of skills Small item is approach from job site Training working training working Target Annual plan check Productivity Management Office ©
  • 122. Autonomous maintenance step4 training Example of Training menu Lecture Check On site • Bolts and nuts management • Lubrication system Hands on • Hydraulic system Check • Pneumatic system Practice Off site • Drive system Check • Electrical system • Utility system Productivity Management Office ©
  • 123. Preparation of General inspection • Instructor • Training room • Training program • Training material • System flowchart • Cut model • Inspection List • Sample of failure and deterioration • Schematic diagram • Training kit Productivity Management Office ©
  • 124. One point Lesson Theme of Lesson One Point Lesson 1. Basic Knowledge Theme Control number 2. Improvement Cases Date signature 3. Trouble Cases Basic knowledge of drawing Plane figure Use minimum sentence Use pictures a lot as possible Side figure Front figure Lesson date Student will be Teacher signature Productivity Management Office ©
  • 125. Quality maintenance (Hinshitsu-Hozen) Productivity Management Office ©
  • 126. Quality Maintenance 7steps Implementation 7steps • Step1 Check current QA system • Step2 4M condition analysis • Step3 Find out malfunctions and restoration • Step4 Analysis of quality defects • Step5 Find out malfunctions and improvement • Step6 Check the result and standardization. • Step7 Reduce QA cost Zero quality defect Good customer service Quality satisfaction Purpose of Quality = maintenance Quality assurance cost Regular cost Irregular cost Productivity Management Office ©
  • 127. Key point of countermeasures for Quality Defect • Disposal, rework and grades drop occurs because of defects in product quality. • Basic idea of countermeasures for quality defects. Phase1 Reduce sporadic quality defect. Phase2 Reduce chronic quality defect. Phase3 raise process capability. Phase4 make good use of SQC (statistical Quality Control) Check points on site QC process chart Investigation of defect QA matrix Standard work sheet QC control chart Phenomenon of quality defect etc. Productivity Management Office ©
  • 128. Maintenance for Quality management 1. Investigate the relevance between Degradation of equipment and of quality. 2. Investigate the relevance between Degradation of tool and of quality. 3. The point which should be managed is clarified. Q component 4. The measuring method of degradation and the standard of management are decided. QM matrix 5. The management system by Autonomous maintenance and planned maintenance is established. 6. Maintenance of Measuring instrument (Slide-calipers, micro meter, etc.) Productivity Management Office ©
  • 129. Measurement of dynamic precision •Static precision Precision which is measured after equipment has stopped. •Dynamic precision Accuracy measured after equipment has operated. Practical use of Equipment diagnosis technique (ex. vibration analysis) Practical use of SQC:Statistical Quality Control Productivity Management Office ©
  • 130. Poka-yoke(fail-proof) • Standard is necessary and it is difficult to prevent completely human mistake by it. • It is necessary to establish fail-proof system. OK NG Mixing proof Setting mistake proof Productivity Management Office ©
  • 131. Safety & Environment (Anzen,Kankyou) Productivity Management Office ©
  • 132. Safety and Environment 7steps Implementation 7steps • Step1 Check current S&E system • Step2 Find out malfunctions and restoration • Step3 Check the result and standardization • Step4 Analysis of injury, disaster and environmental pollution • Step5 Find out malfunctions and improvement • Step6 Check the result and horizontal development • Step7 Rebuild assessment and prevention system • Restoration Disturbance • Visualization from outside • Countermeasure of source of contamination condition • Safety & skill training • MP Information • Mistake proof action design • Intrinsically safe design Productivity Management Office ©
  • 133. Heinrich's Law • One empirical finding from his 1931 book became known. In a workplace, for every Lost-time accident that causes a major injury, there are 29 minor accidents that cause minor injuries and 300 near- miss that cause no injuries. Lost-time Accident 1 Miner Accident 29 Near-miss 300 Productivity Management Office ©
  • 134. S & E Kaizen by Tagging Before After Near-miss report situation cause solution Productivity Management Office ©
  • 135. S & E Kaizen by Hazard Analysis Hazard record Potential hazard Near miss report Hazard Analysis Kaizen Skill training Design change Productivity Management Office ©
  • 136. S & E skill Training and Action Hazard Prediction Training Point and check off aloud 4Round Training 1 pick up potential risk. 2 focus on main risk. 3 analyze root cause and countermeasure. 4 setting Target as action. Productivity Management Office ©
  • 137. Safety and Sanitary gear It is important to clarify the safety standards of each process. • Helmet Blood type • Safety glasses • Earplug • Mask • Work clothes • Gloves • Safety footwear • Others Productivity Management Office ©
  • 138. Kaizen of Environment (quantitative) Area1 Area2 Area3 Evaluation temperature A A B (qualitative) Lighting A B C Mapping Contamination C B C Setting target Noise C B C Ergonomics B A C Kaizen Safety gear A A B Waste B B C Re-evaluation energy A A C ABC ranking by each area Productivity Management Office ©
  • 139. Comparison of the lamp (example) Mercury Lamp Ceramic Metal Halide Lamp LED Lamp Low Voltage Discharge Lamp Price ¥28,000 ¥25,000 ¥150,000~¥190,000 ¥87,000 (including ballast) (including ballast) (including ballast) (including ballast) Life time 12000h 9000h~18000h 40000h 60000h Power consumption 300W 170W 100W~130W 100W Ultraviolet emission some Half of Mercury Lamp trace trace Lighting time 10~15min 10~15min soon soon Temperature 300~400℃ 300~400℃ 60~80℃ 80~100℃ Total luminous flux 15800Lm 20000Lm 10000Lm 7500Lm Amount of mercury used much few none none Flicker some some some trace Color temperature 3900K 4200K 3500~6000K 6400K Impact on the environment and some some some none human precision equipment Productivity Management Office ©
  • 140. Office TPM (kanri,Kansetsu-bumon) Productivity Management Office ©
  • 141. Concept of Office TPM Key word: Information factory Reduce processing cost of Reorganize information information and speed up Cut the peak of processing time Reduce the lead time of processing Introduce automation and network system Skill up of professional Productivity Management Office ©
  • 142. TPM for Sales Growth Production activity is a part of whole business, product is even a part of Production activity. Marketing Strategy Sales Plan Inventory Plan Production Logistic Plan Plan The key to success is to sell as a whole system. Productivity Management Office ©
  • 143. Office TPM 7steps Implementation 7steps • Step1 Initial clean up 5S Activity • Step2 Defect finding • Step3 KAIZEN of defects • Step4 Standardization • Step5 Loss analysis of Indirect-department • Step6 KAIZEN of losses • Step7 confirmation of result, relapse prevention and horizontal development Work process improvement • It is a technique to make the flow of the business visible like the line of the factory to make the loss of an indirect business actualized. • The flow of the entire work is written down based on the actual documents, the problem is examined based on it, and the improvement is advanced. • Examine by the third party and the other business segment is easy and objective improvement becomes possible by making to visible. Productivity Management Office ©
  • 144. 5S Activity 5S Activity board Logistics Kaizen The environment of a warehouse has influence on quality of raw material and products. 5S MAP Before After Productivity Management Office ©
  • 145. Problem finding of office (exercise) Productivity Management Office ©
  • 146. What is Makigami Analysis • It is a technique to make the flow of the business visible like the line of the factory to make the loss of an indirect business actualized. • The flow of the entire work is written down based on the actual documents, the problem is examined based on it, and the improvement is advanced. • Examine by the third party and the other business segment is easy and objective improvement becomes possible by making to visible. Productivity Management Office ©
  • 147. Features of analysis • It is easy for employee to improve the subject by making it to visible and the actual document etc. and It differs from the job analysis that uses the IE technique. • It is easy to use it for the review and the improvement and to know not only the flow of the business but also the relation between document, standard, check sheet and skill control document. • It is easy to use it to analyze a fixed form business. It makes to the pattern and the main stream is analyzed as possible when the business of the branch (irregular) exists together with the main stream (regular). • It is necessary to think the number of branches is decreased when there is a branch business. Moreover, the branch can be improved if necessary as a target of the analysis. Productivity Management Office ©
  • 148. 6steps Implementation of Makigami • STEP0 Preparation • STEP1 Current situation review • STEP2 Checking of defects • STEP3 Making Improvement idea • STEP4 Improvement • STEP5 Effects review • STEP6 Building workstation Productivity Management Office ©
  • 149. Example of Format STEP0 選定理由・目標 Select reason and Target Work Main theme Process division STEP1 Man-hour Lead time Documents flow STEP2 Tags Productivity Management Office ©
  • 150. Reduction of Inventory Function of inventory • Preparing for changes in sales Dead stock volume • Cushion between departments Proper stock • Reduction of administrative work department • Creating a sense of security Political stock • Proper stock Excess stock Year, Half Year, Month, Week Stock model Productivity Management Office ©
  • 151. Mechanism of Excess Inventory An easy idea that Inventory is only solution for delivery without delay, puts pressure on company management. Material stock In process Products products stock purchase product sales customers Establish overall best balance. (demand) Type and volume Basic flow of Inventory reduction Productivity Management Office ©
  • 152. Inventory Cost • Generally cost is 20% of inventory (1) fixed cost (2) valuable cost • Indeed it needs investigation for actual cost. Trade off Inventory cost Other cost Example. Transportation cost increase inventory dare to Logistics costs go up. However, improve customer‘s cash flow. the advantage is to provide a hot-selling line product carefully. Productivity Management Office ©