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- 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 ©
- 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 ©
- 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 ©
- 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 ©
- 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 ©
- 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 ©
- 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 ©
- 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 ©
- 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 ©
- 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 ©
- 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 ©
- 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 ©
- 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 ©
- 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 ©
- 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 ©
- 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 ©
- 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 ©