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TPM For lean manufacturing chp 2 | concept of production efficiency | lean tools

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Table of contents
1.What is the production efficiency?
2. 8 large loss to inhibit efficiency
3. Seven large loss of equipment
4. Sudden loss and chronic loss
5. Restoration
6. Cleaning is inspection
7. Equipment Ideal
8. Minaor defects
9. PM Analysis
10. maintenance skills

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TPM For lean manufacturing chp 2 | concept of production efficiency | lean tools

  1. 1. 1 TPM for lean manufacturing Chap2. Concept of production efficiency Quote From :TPM Deployment program TPM encyclopedia Keyword Book (Japan Institute of Plant Maintenance) Created by Japanese Gemba Kaizen Web
  2. 2. 2 2. Concept of production efficiency
  3. 3. 3 2.1 What is the production efficiency? Equipment material man energy 【OUTPUT】【INPUT】 【INPUT】 【OUTPUT】 Good company 1.Activities to expand quantitative: ① Activity to improve efficiency of the equipment ・・・ Increase the volume per unit time ② Activities Improve efficiency of human ・・・Increase productivity by jig, and tool ③Up The management efficiency · · · production plan, parts tune up, improve of logistics 2. Activities to expand the qualitative : ① activities to Improve the quality ・・・Increase the volume to reduce the failure rate ② Efforts to increase unmanning ・・・Study of conditions for unmanned operation From Little INPUT to Biggest Output! Normal Conpany
  4. 4. 4 2.2 8 large loss to inhibit efficiency ①Shutdown②Product|on adlustment③Equapment fa|lure④Process fanlure⑤ Normal productnon⑥Abnormal productlon⑦Ouallty defect⑧Reprocessmg
  5. 5. 5 2.3 Seven large loss of equipment ①Equipment failure②Set-up & adjustment③Cutting blade change④Start-up⑤Minor stoppage & idling⑥Speed⑦Deiects
  6. 6. 6 2.4 Sudden loss and chronic loss Sudden loss correspond restore chronic loss correspond Breakthrough ・Order to keep the original level, restoration measures must be taken。 Innovative measures must be taken for decreasing the failure
  7. 7. 7 2.5 Restoration Before restore then Improve
  8. 8. 2.5 Restoration Literally, the action taken to restore to the original correct condition. Every piece at equipment changes slowly along with the lapse at time, making it necessary to detect such changes and restore the equipment to the original, correct state. Equipment changes unavoidably occur, although there may be differences in the manner at their occurrence; some occur rapidly after a certain period at time; others occur slowly. This depends on the characteristics of equipment or its constituent parts. it is important to specify how to measure deterioration, what is the degree at deterioration, to be considered, what is the original, correct state, etc. 8
  9. 9. 9 2.6 Cleaning is inspection Cleaning is very effective as a means to check the deterioration of the equipment
  10. 10. 10 2.7 Equipment Ideal Pursuing of the ideal
  11. 11. Vision of equipment conditions/Equipment as Vision of equipment conditions are the requirements to be met to put the functions and performance of equipment into full play or to maintain them at the highest level. The functions and performance of equipment can be shown and maintained at 100% and for a long time, only if the functions of the units and parts that compose the equipment are kept at desirable states from the viewpoint of engineering principles and rules. Vision of equipment conditions represent “sufficient conditions," whose existence would be more desirable. Even if the conditions are not met, the equipment operation is possible unlike absolute necessity (conditions). it does not necessarily mean that each and any condition is required. Although “necessary conditions" are maintained, “sufficient conditions" are liable to be disregarded. To reduce seven major losses, satisfaction of the sufficient conditions is absolutely necessary, but vision of equipment conditions are not clear — in most cases they are not set. it is necessary to study each of parts, assembly parts, and portions of equipment from the following eight viewpoints: [1] Usage-condition-related viewpoint (processing conditions, operating conditions, etc.) [2] installation precision-related viewpoint (vibration, level, etc.) [3] Assembling precision-related viewpoint (backlash/precision, etc., as composite body) [4] Functional viewpoint (appropriate usage range, and the like) [5] Environmental viewpoint (dust, heat, and others) [6] External shape-related view (stains, flaws, biased wear, etc.) [7] Dimensional precision-related viewpoint (required precision, surface roughness, etc.) [8] Material/strength-related viewpoint (strength, rigidity, etc.) 11 2.7 Equipment Ideal
  12. 12. 12 2.8 Minor defects Minor defect is not a problem!! Major accident! ! Oil leaking Dust, dirt High temperature Looseness God is in the details!
  13. 13. 13 Minor defects Minor shortcomings and symptoms considered to only slightly affect results (defects, failures, minor stoppages). in conventional views, such defects as dust, stains, backlash, etc, have been considered negligible. When any one of these effects occurs singly, for example, it usually has little effect, but when many of them occur at the same time, they can result in multiple effects, bringing about various consequences such as defects,failures, and minor stoppages. 2.8 Minor defects
  14. 14. 14 2.9 PM analysis • PM analysis as “a way to look into chronic malfunction phenomena by physically analyzing such phenomena based on rules PM analysis is a systematic point of view.
  15. 15. PM in this case is different from PM referring to preventive maintenance or production aintenance. Here, P has the dual meanings of phenomenon and physical, while M represents mechanism, machine, man, material, and method. PM analysis was developed by Kunio Shirose of JIPM. He defines PM analysis as “a way to look into chronic malfunction phenomena by physically analyzing such phenomena based on rules and principles thereby making clear the mechanism of such phenomena.“ In effect, PM analysis is an attempt to physically analyze chronic malfunction phenomena, such as chronic defects and chronic failures, based on rules and principles; to make clear the mechanism of such phenomena; and to list all the factors that are logically considered to affect the mechanism, taking into account equipment structure, human beings,materials, and methods. Conventional factor analysis (characteristic factor diagram), while being beneficial because of the case with which anyone can apply, nevertheless has tended itself to the insufficient analysis of phenomena; in other words,it tends to lead to arbitrary conclusions, making it difficult to achieve zero chronic losses. To attain zero chronic losses, PM analysis is by far more effective. 15 2.9 PM analysis
  16. 16. 16 2.9-1 Case of PM Analysis Analysis to component level the cause of the failure
  17. 17. 17 2.9-2 Example PM Analysis ・・・Measures poor Outer diameter of cylindrical grinding machine 1.Draw a diagram to understand the Phenomena ・Principle: Scrape off the outer diameter of the workpiece in the grinding wheel. Principles: 1)the right amount of grinding is regulated by the amount of displacement of the sizing device. 2) The amount of grinding on the left is regulated by the amount of displacement on the right. 3) Dress of the wheel is automatically corrected according to the amount of dress at regular intervals. 2.Problems:Failure occurs and sometimes non-standard for large Ellipse in the process. Drawing and understand the principles
  18. 18. 18 2.9-3 PM Analysis Table Create judgment reference and inspect
  19. 19. 19 2.10 Maintenance skills Ratings of skills Solve the problem at the site and then aintenance activities for the prevention of recurrences.
  20. 20. 20 Thank you for watching the show. Please read the next chapter at My Home Page and I hope Like us on Facebook Regards. Here my personal site→Japanese Gemba Kaizen Web my firm site →crane techno consultanting