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010 bmw tpm management training
1.
BMW TPM Management Training TPM Overview Pico
Rivera– January 13, 2005 JMA Consultants
2.
© JMA Consultants
2004 TPM Kick Off– Overview 2 Philosophy and Organization
3.
© JMA Consultants
2004 TPM Kick Off– Overview 3 1 Maximize overall equipment efficiency -Zero Accidents, Zero Defects, Zero Breakdowns 2 Philosophy of Prevention -Proactive vs. Reactive 3 Participation of all the associates -Autonomous activities, Small Group activities 4 All management levels from senior managers to operators - Focused Improvement 5 Gemba Principle (Shop-Floor Oriented) -Seeking “ideal” operation, Visual management Seiichi NAKAJIMA TPM – Operating Philosophy TPM Fundamentals
4.
© JMA Consultants
2004 TPM Kick Off– Overview 4 TPM Teamwork In Gemba JMAC Sanitation Supv UC Supv. Main. Mgr. Seattle Supv. 1st Shift Oper TPM Coordinator 2st Shift Oper QA. Mgr. 2st Shift Oper 1st Shift Supv VP of Mftg. TPM Fundamentals
5.
© JMA Consultants
2004 TPM Kick Off– Overview 5 TPM Award & Its Levels Level 4: Award For World Class Achievement -Volvo, Sony Level 3: Special Award -Toyota Level 2: TPM Consistent Commitment Award -Subaru Isuzu Level 1: TPM Excellence Award -Phillips 66, Milliken, Motorola, Unilever 3 yrs 2 yrs 3 yrs 3 yrs Each year, The TPM Awards Committee offers TPM Awards to plants and individuals for exemplary TPM achievement. TPM Fundamentals
6.
© JMA Consultants
2004 TPM Kick Off– Overview 6 TPM: Establishing a Corporate Culture that will maximize production system effectiveness CHANGING CULTUREMorale Quality Productivity Delivery Safety Cost Customer Satisfaction Over Global Competition TPM Fundamentals
7.
© JMA Consultants
2004 TPM Kick Off– Overview 7 FOCUSED IMPROVEMENT AUTONOMOUS MAINTENANCE PLANNED MAINTENANCE TRAINING AND SKILLS DEVELOPMENT INITIAL PHASE MANAGEMENT ADMINISTRATIVE WORK IMPROVEMENT QUALITY IMPROVEMENT RESET BASE LEVEL, INSPECTION STANDARDS 5S, SETTING STANDARDS. MEASUREMENT OF LOSSES, PROBLEM SOLVING, RELIABILITY IMPROVEMENT, SMED. DOWNTIME REDUCTION INITIALIZATION OF CONDITION BASED MAINTENANCE TECHNICAL SKILLS REQUIREMENTS KNOW- HOW CHECK OF SPECIFICATIONS TECHNICAL EVOLUTIONS 5S IN OFFICES 5S IN WAREHOUSES IMPROVE EFFICIENCY OF ADMINISTRATIVE TASKS MANAGEMENT FOR ZERO ACCIDENT AND ZERO POLLUTION REDUCTION OF DEFECTS OPERATING STANDARDS The 8 Pillars of TPM SAFETY & ENVIRONMENT QUALITY MAINTENANCE TPM Fundamentals PI PII PIII PIV PV PVI PVII PVIII
8.
© JMA Consultants
2004 TPM Kick Off– Overview 8 TPM: “People Process” Creating A Learning Organization Organizations that can adapt to meet changes of environment surrounding them. • Kaizen(=Continuous Improvement) • Healthy Paranoia (The HP Way) Maximizing Group Dynamics Sharing Core values and critical information Cross Functional interfaces Group Problem Solving Communication : Using Common Language to be on the same page Utilization of data and metrics Production and Maintenance use the same language. TPM Fundamentals
9.
© JMA Consultants
2004 TPM Kick Off– Overview 9 CSM Global Steering Committee (2/yr) Chairman : Franz Olieman Participants : All VP Manufacturing of CSM Corporate divisions JMAC: Holvec & Asano BSNA Steering Committee (2/yr) Chairman : Leo Rappange Participants : All the Presidents and VP Operations of TPM companies JMAC: Asano & Masaaki Company Steering Committee (Qrtly. / (Monthly)) Chairman : President of each company Participants : VP Operations, CFO, Managers, Pillar Champions, TPM Coordinator , Leo JMAC: Asano & Masaaki Satellite Plant Steering Committee (Monthly) Chairman : Regional Mgmt. or VP Participants : Plant Mgmt., Pillar Champions, TPM Coordinator JMAC: As needed IC Pillar Meeting (Weekly) Chairman : Pillar Champion Participants : As needed &TPM Coordinator JMAC: As needed TPM Fundamentals
10.
© JMA Consultants
2004 TPM Kick Off– Overview 10 TPM Steering Committee Roles of SC Guiding Force of Whole Program Removal of Barriers / Issues / Road Blocks Provide Leadership, Support, and Resources Accountable for Overall TPM Progress Membership and Frequency Monthly Core Members – CEO, CFO, VP of Ops, Pillar Champions, TPM Coordinator, JMAC Pillar Presentation: Results, Plans, and Next Steps Quarterly BMW Management Team Leo, JMAC Next Steering Committee TPM Fundamentals
11.
© JMA Consultants
2004 TPM Kick Off– Overview 11 Program Development Master Plan (Example of The First 3 Years) Preparation ExpansionImplementation 6 Months 1 Year 6 Months 1 Year Steps 1-7 Step 7 Steps 8-9 Steps 10-11 1. Top Management’s declaration to introduce TPM 2. Introduction Training 3. TPM Organization 4. Target Setting 5. Master Plan 6. TPM Kick Off 7-(1) OEE/Focused Improvement 7-(2) Autonomous Maintenance 7-(3) Planned Maintenance 7-(4) Training and Skills Development 8. (5) Initial Phase Management 9. (6)Quality Improvement 10. (7)Administrative Work 11.(8)Safety & Environment TPMAward 12. Total application of TPM TPM Fundamentals
12.
© JMA Consultants
2004 TPM Kick Off– Overview 12 Roles of Pillar Champion Roles To Lead and Facilitate the TPM Activities for their Pillar Accountable for Pillar results and progress Train and Schedule TPM Steps Form Pillar Committee Present progress to Steering Committee and to the BMW public Activity Board – using PDCA cycle Membership and Frequency Weekly Core Members – Pillar Champions, Committee members Review results Plan Next Steps Analyze Current Situation Identify Problems Generate Countermeasures Implementation Do Check ActionPlan PDCA Cycle TPM Fundamentals
13.
© JMA Consultants
2004 TPM Kick Off– Overview 13 Production Maintenance Quality Engineering Production Control Purchasing Sales Admin. 1 OEE/Focused Improvement 2 Autonomous Maintenance 3 Planned Maintenance 4 Training & Skills 5 Initial Phase Management 6 Quality Maintenance 7 Administrative Work 8 Safety & Environment Involvement of Each Department By Pillar (Example)
14.
© JMA Consultants
2004 TPM Kick Off– Overview 14 Objectives: 0 TPM Progress Line-2The People The action plan The Results OEE Casting Updated on XX/XX by NB Breakdowns/month Process failures/month The Schedule The achievements The Master Plan Methodology F.A. The team The Chart The Layout Involvement Competencies Activity Management : Example of Activity Board TPM Fundamentals
15.
© JMA Consultants
2004 TPM Kick Off– Overview 15 Eight Pillars of TPM
16.
© JMA Consultants
2004 TPM Kick Off– Overview 16 Pillar I : OEE (Overall Equipment Efficiency) Focused Improvement Improvement Steps Define Losses Quantify Losses Analyze Causes Generate Counter- measures Implementation Follow up Objectives Maximizing the performance of equipment by minimizing losses of equipment Problem Solving by GROUPS Compare the ACTUAL operating time versus the OPTIMUM operating time Highlight the causes of Productivity losses : Availability, Performance and Quality losses Pillar I : OEE/Focused Improvement
17.
© JMA Consultants
2004 TPM Kick Off– Overview 17 Available Time = 100 % OEE Operating Time Valued Operating Time = 25 % OEE Downtime Net Operating Time Performance Quality 1. Equipment Stop Loss Pallet Jams, Silo stops, Slide Gate, etc 2. Set up/Adjustment Loss Sensor Dirty / Off, Adjust Former height, etc 3. Parts Change Out Leaky cylinder, Change Over Loss, Wait System, 4. Start Up Loss Change Overs, Not ready at 4AM,12 Noon, 8PM 5. Minor Stoppage Loss Lack of *** Dribbler adjustments, Bags jamming 6. Speed Loss Run Rate, Machine Speed – Conveyor Belts, Dribbler,etc 7. Defect/Rework Loss Bad formula, Wrong ingredients, On hold, etc Wasted$$’s Pillar I : OEE/Focused Improvement
18.
© JMA Consultants
2004 TPM Kick Off– Overview 18 Definition of OEE OEE: Comparison between “actual output” and “should-be output”. Ex. Actual Output : 2,500 lb or units Should-be Output : 5,000 lb or unit OEE= 2,500 / 5,000 = 50% Pillar I : OEE/Focused Improvement
19.
© JMA Consultants
2004 TPM Kick Off– Overview 19 OEE As Performance Evaluation 100 miles/hr X 10 hrs = 1,000 miles (Should-be Output) 1,000 miles0 mile 300 miles OEE = 300 / 1,000 = 30% 300 miles (Actual Output) 70 miles/hr 65 miles/hr 55 miles/hr 70 miles/hr X 2 hrs = 140 miles 65 miles/hr X 2 hrs = 130 miles Total: 600 miles (Should-be Output) 55 miles/hr X 6 hrs = 330 miles 600 miles OEE = 300 / 600 = 50% Pillar I : OEE/Focused Improvement
20.
© JMA Consultants
2004 TPM Kick Off– Overview 20 Pareto Analysis Period 6 Downtime Line 2 Total Minutes = 4945 0 200 400 600 800 1000 1200 1400 Waiting on System Process X-Over Sewing Machine Palletizer Break Categories Time(min) 0 10 20 30 40 50 60 70 Pillar I : OEE/Focused Improvement
21.
© JMA Consultants
2004 TPM Kick Off– Overview 21 Follow Up Weekly Measure Your Progress 1446 1116 1271 841 754 764 714 626 435 0 200 400 600 800 1000 1200 1400 1600 P10'03P11'03P12'03P01'04P02'04P03'04p04'04P05'04P06'04 0 20 40 60 80 100 WaitingSystem Frquency
22.
© JMA Consultants
2004 TPM Kick Off– Overview 22 Follow Up Weekly Measure Your Success OEE- Dry Line #2 0% 5% 10% 15% 20% 25% 30% 35% 40% 1/1/2004 1/8/2004 1/15/2004 1/22/2004 1/29/2004 2/5/2004 2/12/2004 2/19/2004 2/26/2004 3/4/2004 3/11/2004 3/18/2004 3/25/2004 4/1/2004 4/8/2004 4/15/2004 4/22/2004 4/29/2004 5/6/2004 5/13/2004 5/20/2004 5/27/2004 6/3/2004 6/10/2004 6/17/2004 6/24/2004 7/1/2004 Date OEE% OEE- Dry - Line 2 Comments Linear (OEE- Dry - Line 2)
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© JMA Consultants
2004 TPM Kick Off– Overview 23 SHARED RESPONSIBILITY OF MAINTAINING ”BASIC CONDITIONS” OF EQUIPMENT BETWEEN PRODUCTION AND MAINTENANCE Daily/Time-Based Maintenance – Cleaning – Lubrication – Tightening Daily inspection by using 5 SENSES Right operation, right adjustment, right setting Autonomous Maintenance : Definition “I operate, You fix.” “We are AlI responsible for Our equipment.” “I operate, You Clean.” “We are AlI responsible for cleanliness of Our line.” Pillar II : Autonomous Maintenance
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2004 TPM Kick Off– Overview 24 3 Key Tools for Autonomous Maintenance Key Concepts Shop floor based activities Operator conducted Operator enhancing Team activity Autonomous Management TPM Foundation Part of the job! 3 Key Tools Activity Board Meetings One Point Lessons Pillar II : Autonomous Maintenance
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2004 TPM Kick Off– Overview 25 Example of A.M. Activity Board People Treasures Definition Team Mission Layout of Line & Identified Important Areas Safety Hazard Contamination Hard-to-reach Main Failure •Team Name •Members Line •Mission •Objectives Activity & Findings Step 1: Initial Cleaning Pictures Before After Tag List Production Maintenance Tag Movement Actual Tags •Display actual findings from Initial Cleaning such as trash, unnecessary items, dust and other contamination. Step 2: Sources of Contamination Explain and show Focused Improvement activities for sources of contamination One-Point-Lessons Team Pillar II : Autonomous Maintenance
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2004 TPM Kick Off– Overview 26 Dept. / Line : Bldg Y Mach. ID : Date: 4/28/2004 S D W M Cleaning 1 Water trap Empty bowl Open valve Cloth 1 X Operator This is the maximum level for water in the bowl. Open valve at bottom to release water, wipe up with clean cloth. Insert Picture Here Tools T (Min) Person Resp. Autonomous Maintenance Routine Cleaning, Inspection, & Lubrication Standard Freq Diagram No. Item Criterion Method Area : Bag Printer Tag # : Pillar II : Autonomous Maintenance
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2004 TPM Kick Off– Overview 27 One Point Lessons One Point Lesson is a tool with the following characteristics; One sheet to share the results of autonomous study for 5-10 minutes Contents can be knowledge and skills of; Equipment Safety Operation Process Task Dept. Manager Super- visor Team Leader Created by Basic Knowledge Improvement Example Trouble Cases Date Executed Instructor Trainee Daniel Classification John ActionHistorySubject Compressed Air Usage For Line #1 & 2 TPM One-Point Lesson No. Date of Creation November, 2003 DL1034 Jerry Paul 1.Compressed Air may only be used on the Dribbler Scale ONLY 2.Scale Area is currently Hard-To- Reach and may cause variable weight if not cleaned 1 2 Don’t Make A Bigger Mess !!! Pillar II : Autonomous Maintenance
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2004 TPM Kick Off– Overview 28 The Five S The Five Steps of Housekeeping 1. Sort: Separate out all that is unnecessary and eliminate it. 2. Store: Put essential things in order so they can be easily accessed. Everything has a place… and is in its place. And visual management. 3. Shine: Clean everything – tools and workplaces – removing stains, spots, debris and eradicating sources of dirt. Bring everything to “NEW” and better than new. 4. Standardize: Standardize the previous three steps to make the process one that never ends and can be improved upon. 5. Sustain: Make cleaning and checking routine. Pillar II : Autonomous Maintenance
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2004 TPM Kick Off– Overview 29 The 7 steps of Autonomous Maintenance 1. Initial Cleaning (Initial Inspection & “Restoration”) 2. Source of Contamination & Hard-to-Reach areas 3. Standards of Cleaning & Lubrication 4. General Inspection 5. Autonomous Inspection 6. Standardize Autonomous Maintenance operations 7. Autonomous Management -Detect problems of lines and restore its original state. -Start managing the line autonomously. ( 5S, Minor Stops, Quality ) -Create & perform temporary “Cleaning/Lubrication procedures.” -Solve “Sources of Contamination” and “Hard to Reach” areas. (Cleaning, Inspection, Lubrication) -Develop tentative standards for cleaning, lubrication and inspection. -Provide training on their equipments, products and materials, inspection skills and other AM skills. Develop a routine maintenance standard by operators Standardize routine operations related to workplace management such as quality inspection of products, life cycle of jigs, tools, set up operation and safety. Autonomous team working 3Years Pillar II : Autonomous Maintenance
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2004 TPM Kick Off– Overview 30 What to detect during Initial Cleaning? “Categories of Abnormality” S: Safety Items : safety area, spot, work environment 1: 5 S Related Items: Sort: Unnecessary items Store: Disorganized storage, Lack of Visual Indications Shine: Cleanliness/Preserve 2: Sources of Contamination: Leaks, Spills 3: Hard-to-Reach area 4: Broken/Missing Parts 5: “Basic Conditions”: Lubrication Tightening Cleaning & Inspection 6: Quality Related: Causes of defect Pillar II : Autonomous Maintenance
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2004 TPM Kick Off– Overview 31 Pillar II : Autonomous Maintenance Before After
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2004 TPM Kick Off– Overview 32 Pillar II : F-Tagging Pillar II : Autonomous Maintenance During Initial Cleaning Afterwards – Every Day Process
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2004 TPM Kick Off– Overview 33 Monitoring Tags Initial Cleaning is not an one time event. It should be repeated monthly. The more restoration you continue, the less Initial Cleaning time you will need. 0 50 100 150 200 250 InitialC leaning (June) July A ugust Septem ber O ctober N ovom ber D ecem ber NumberofTags Tag Issued Tag Restored Pillar II : Autonomous Maintenance
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2004 TPM Kick Off– Overview 34 Major Impact from Initial Cleaning Activity 10 % increase in Machine Time by cleaning and adjustment of cylinders and air tubes of Bag Former (13 cycle/min to 15 cycle/min) Pillar II : Autonomous Maintenance
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2004 TPM Kick Off– Overview 35 Pillar III : Planned Maintenance Objectives: Increase Equipment Reliability and Production Up-Time Minimize the maintenance cost by 1) reducing breakdowns 2) development of efficient maintenance methods To clarify which parts and locations of which equipment should receive what type of maintenance and to implement it in a planned manner Pillar III : Planned Maintenance
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2004 TPM Kick Off– Overview 36 SERVICING ACTIVITIES REPAIR MAINTENANCE PREDICTIVE MAINTENANCE PREVENTIVE MAINTENANCE ROUTINE MAINTENANCE ROBUSTNESS IMPROVEMENT EFFECTIVE AND APPROPRIATE REPAIRS TRENDS MEASURE AND CONTROL NOT TIME BASED SERVICING BUILDING OF PROGRAMS TIME BASED APPLICATIONS CLEANING- REFURBISHING GREASING-SCREWING DAILY INSPECTION DAILY EQUIPMENT CARE X X X X X X X X X X X Mfg Maint WHO DOES WHAT ? Pillar II : Autonomous Maintenance
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2004 TPM Kick Off– Overview 37 Step 1: Evaluate Equipment and Understand Current Conditions Step 2: Restore Deterioration and Correct Weaknesses Step 3: Build an Information Management System Step 4: Build a Periodic Maintenance System Step 5: Build a Predictive Maintenance System Step 6: Evaluate the Planned Maintenance System Planned Maintenance – 6 Steps Pillar III : Planned Maintenance
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2004 TPM Kick Off– Overview 38 1 – Initial Cleaning 2 – Sources of contamination, Hard-to-reach area 3 – Standardize 4 –Inspection system 5 – Entire process inspection 6 – A.M. System 7 – A.M. Management INCREASE TIMELIFEImprove MTBF SYSTEMATIC REPAIR FAILURE PREDICTION PHASE 1 PHASE 2 PHASE 3 PHASE 4 1 –Equipement Audit (Current) 2 –Repair degradations and improve weakness 3 – Information system (Database) 4 – Preventive Maintenance System 5 -Predictive Maintenance System AUTONOMOUS MAINTENANCEMAINTENANCE 6-Evaluate&EstablishPLANNEDMAINTENANCESYSTEM Implementing Planned Maintenance Pillar III : Planned Maintenance
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2004 TPM Kick Off– Overview 39 PM - Main Activities Improvement of Equipment MTBF Improvement of Maintenance Skills MTTR Preventive Maintenance Corrective Maintenance Maintenance Prevention Breakdown Maintenance Support for Autonomous Maintenance Specialized maintenance skills Equipment repair skills Inspection and measurement skills Equipment diagnostic skills Develop new maintenance technologies Pillar III : Planned Maintenance
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2004 TPM Kick Off– Overview 40 M. T. T. R & M.T.B.F – CALCULATION MODE M E A N T I M E B E T W E E N F A I L U R E M T B F = STOPS NUMBER FOR FAILURE ( OPENING TIME — STOPS TIME) M E A N T I M E T O R E P A I R M T T R = STOPS NUMBER FOR FAILURE SUM OF TIME STOPS FOR FAILURE * LAST GOOD PART/FIRST GOOD PART Pillar III : Planned Maintenance
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2004 TPM Kick Off– Overview 41 Pillar IV : Training and Skills Development Objectives 1) Enhance employees’ ability and skill in TPM methods 2) Provide necessary TPM methodology at the right time Introduction Expansion Implementation Consolidation POLICIES, OBJECTIVES, PERFORMANCE INDICATORS OEEINCREASE/ FOCUSEDIMPROVEMENT AUTONOMOUSMAINTENANCE PLANNEDMAINTENANCE TRAININGANDSKILLSDEVELOPMENT PREVENTIONOFMAINTENANCE (InitialPhaseControl) QUALITYIMPROVEMENT ADMINISTRTIVEWORKIMPROVEMENT SAFETYANDENVIRONNEMENT TPM 3) Provide challenge targets for individuals by clarifying the hierarchy of skills Pillar IV : Training & Skills
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2004 TPM Kick Off– Overview 42 Steps for Pillar 4 “Training” Step 1: Skills/Techniques Inventory and Hierarchy Create a list of Operational and Maintenance Skills and Techniques Step 2: Design Training System Including follow-up system such as OJT (=on the job training) Documentation of Individual Skill Levels Step 3: Set Individual Skill Challenge Target Step 4: Training and Evaluation
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2004 TPM Kick Off– Overview 43 Training and Skills Development: Program and Matrix Pillar IV : Training & Skills Plan Actual TPMBasics / Concepts 5S's UnderstandingOEE- IdentifyingLosses Pillar 2: Autonomous Maintenance - Overviewof 7Steps AMStep1- Initial CleaningGantt Initial Inspection/ Initial Clean/ F-Tagging Actual Initial CleaningDay TopManagement Audit-1 AMStep2- Sourceof Contamination F-TagAnalysis Prioritizethem GenerateCountermeasures-1 PrioritizeCleaningArea GenerateCountermeasures-2 ActionPlanning AMStep3- Document / CreateStandards OnePoint Lessons = Create/ Document Visual Controls = Create/ Document DefineCleaningMethods =AMCreate/ Document TopManagement Audit-2 TrainingSchedulebyProductionLine Line#1 (L2refresher)Week Training Hours Subjects Training Matrix for Manufacturing and Distribution Staff DryManufacturing 1stShift ALFARO,Paulo ARAGON,Donald ARMAS,Juan BARKER,Brett BARRIOS,Daniel 2ndShift BOBADILLA,Andres CAMPOS,JoseV. COBIAN,Marco x Bidding For / Current Station I In Training Q Trained / Qualified C Ceritifed / Performance Std. Met Dry Manufacturing 1 Helper/Packer Relief Bag Printer Glue Machine Labeler Forklift 2 Packer 1 & 2 Packer/Dribbler Bag Former Sew ing Machine Coder Bottom Conveyor Belt Stitcher / Sew ing Machine Incline Belt Cover Pan Metal Detector Palletizer 3 Packer 3 & 4 Packer Metal Detector Coding Bulk Bag Filler Rovema Scale Metal Detector Coding
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2004 TPM Kick Off– Overview 44 Training and Skills Development: Program and Matrix Pillar IV : Training & Skills P illa r 2 - A u to n o m o u s M a in te n a n c e 1 = L e c tu re 1 = E x p o s u re 2 = K n o w le d g e 1 2 2 = C a n E x p la in 3 = A p p lic a tio n 4 3 3 = C a n D o / H a s d o n e 4 = P a s s o n K n o w le d g e 4 = C a n Te a c h _ H a s ta u g h t - a s e vid e n c e d b y g re e n in d ire c t re p ro ts S te p s 1 -7 C le a n to In sp e c t S o u rc e s C o n ta m in a tio n In sp e c t to D e te c t L u b ric a tio n 1 2 1 2 1 2 1 2 1 2 4 3 4 3 4 3 4 3 4 3 1 2 1 2 1 2 1 2 1 2 4 3 4 3 4 3 4 3 4 3 1 2 1 2 1 2 1 2 1 2 4 3 4 3 4 3 4 3 4 3 1 2 1 2 1 2 1 2 1 2 4 3 4 3 4 3 4 3 4 3 O ve rvie w A M A M -S te p 1 A M -S te p 2 A M -S te p 3. . . . S te p 2 S im p lific a tio n D e te c t to C o rre c t W o rk S ta n d a rd s / A M s
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2004 TPM Kick Off– Overview 45 Pillar V : Initial Phase Management (Prevention of Maintenance) Objective Minimize LCC (=Life Cycle Cost) of equipment by the feedback of experience from the development stage of equipment and product View Points Product Development Equipment Development/Investment Easy-to-manufacture Defect-free Competitive Clarify 4M conditions -Material -Machinery -Method -Manpower Free from major losses Easy to use Easy to maintain Does not manufacture defective products Pillar V : Initial Product & Equipment
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2004 TPM Kick Off– Overview 46 Pillar VI : Quality Maintenance Aim To ensure that a plant is in a perfect condition – where 100 % quality goods are produced, zero defects Steps Result Oriented Approach “after it has happened”Establish conditions for “zero defects” Prevent the occurrence of quality defects by maintaining the conditions within certain standards Inspect and monitor such conditions in time series Predicting the possibility of quality defect occurrence by reviewing changes in measured values Take countermeasures in advance Cause Oriented Approach “before it happens” Ensuring high quality through equipment arrangements at each process Pillar VI : Quality
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2004 TPM Kick Off– Overview 47 QUALITY DEFECT Causes by: Equipment not capable Improper Process Conditions Human Error Educate operators Activities of Auto -Maintenance Field Training Train operators to detect and correct anomalies Build equipments which do not create defects Quality Assurance Equipment Monitoring Correspondence between Quality features and Process conditions or Equipment Capability Results Control Control of Causes Crisis Preventive MANAGE CONDITIONS OF ZERO DEFECT Quality approach Pillar VI : Quality
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2004 TPM Kick Off– Overview 48 Example Test Slick Test Visual Defects Frequency 1/Load Frequency 1/Load Responsible Quality Dept Responsible Quality Dept Specks Equipment Slick Equipment Visual Off-color Document Q 610 Form Document Q 610 Form Test Colormetry Test Farino Test Protein Test Moisture Test Ash Content Low Moisture % Frequency 1/Load Frequency 1/Load Frequency 1/Load Frequency 1/Load Frequency 1/Load High Ash% Responsible Quality Dept Responsible Quality Dept Responsible Quality Dept Responsible Quality Dept Responsible Quality Dept High Salt % Equipment Minolta Equipment Farinograph Equipment NIR Equipment NIR Equipment NIR Low Protein % Document Q 610 Form Document Farino Book Document Q 710 Form Document Q 710 Form Document Q 710 Form Off Color Test Visual Off Taste Frequency 1/Load Off Odor Responsible Quality Dept Equipment Visual Document Q 610 Form Test Visual Test Visual Test Sell by Date Infestation Frequency 1/Load Frequency 1/Load Frequency 1/Load Piece of Plastic Responsible Quality Dept Responsible Quality Dept Responsible Quality Dept Expired Equipment Visual Equipment Visual Equipment Visual Document Q 610 Form Document Q 610 Form Document Q 610 Form Test Acidity Test Temperature Test Lot # Record Test All Records High pH Frequency 1/Load Frequency 1/Load Frequency 1/Load Frequency 1/Load No Lot # Responsible Quality Dept Responsible Quality Dept Responsible Quality Dept Responsible Quality Dept No COA Equipment pH Meter Equipment Thermometer Equipment Visual Equipment Visual Document Q 610 Form Document Q 610 Form Document Q 610 Form Document COA File Test Visual Test Visual Test Visual Torn Package Frequency 1/Load Frequency 1/Load Frequency 1/Load Illegible Code Responsible Quality Dept Responsible Quality Dept Responsible Quality Dept Equipment Visual Equipment Visual Equipment Visual Document Q 610 Form Document Q 610 Form Document Q 610 Form Protein Moisture Ash Appearance Color Taste/Odor/Flavor Micro Activity Temperature Traceability COA Appearance Integrity Lot Code Raw Material – Defect Mode Matrix Color Rheology Infestation Foreign Matter Freshness VisualPhysicalOrganolepticWholesome-nessHACCPPackaging
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2004 TPM Kick Off– Overview 49 Pillar VII : Administrative Work Improvement Objectives 1) Minimize losses 2) Improve quality of work 3) Clear work allocation Steps Design Approach Engineering Approach Customer Expectations Organizational Mission Departmental Mission Individual Roles & Responsibilities Make a List of all the work in the office Clarify priorities of all the work in the office Step 1 Work Inventory Step 2 Priority Analysis Step 3 Work Allocation Analysis Step 4 Activity Analysis Clarify work allocation of all the work Capture the trend and benchmark of Office work utilization Step 5 Information Flow Analysis Step 6 Document Analysis Step 7 Meeting Analysis Clarify detailed process flow of information Clarify objectives and design of documents Clarify objectives and design of meetings Pillar VII : Administative
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2004 TPM Kick Off– Overview 50 Example of Administrative Work Analysis “Work Inventory” Work Inventory Job Title: Data Management SpecialistName: Work Activity Frequency Quantity Cycle time Category Sub-Element Daily Weekly Monthly Yearly Maximum Minimum Average Maximum Minimum Average No No ( Check one ) ( Times/How many ) ( Minutes ) 1 Monthly Inventory 1 Plan and assign inventory X >Inventory Assignment 2 Physical Inventory X 1 2 1 2hrs >Inventory Sheet 3 Inventory Data Entry and Verification X 5hrs >Inventroy Sheet >Resins 4 Report Generation X >Finished Inventory >Inprocess Inventory 2 Data Entry of 1 Daily Data Entry X 15 2hrs >Job Card ( Molding ) Job Card >Job Card ( Finishing ) 3 QS/ISO 1 Maintain and update documents for QS 9000 X 2 Maintain and update documents for ISO14001 X 3 Create Weekly QS Report X 3 12 >Molding Summary 4 Perfom Internal Audits 5 Preparing for external Audits >Finishing Summary Document Forms Being Used
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2004 TPM Kick Off– Overview 51 Pillar VIII : Safety and Environment Target = “Maintenance of peace of mind “ Safety Management Environment Management Zero Accident Zero Injury Zero Pollution Zero Waste Pillar VIII : Safety & Morale
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2004 TPM Kick Off– Overview 52 Steps for Pillar 8 “Safety and Environment” Step 1: Collaboration with Other Pillars Pillar 1 “Focused Improvement” : • Identify and solve any ergonomic problems to the operators • Supporting HACCP by providing sanitary work environment Pillar 2 “Autonomous Maintenance”: Zero dangerous objects and Clean work place Step 2: Accident/Danger Zone Map Identify and visualize dangerous area and generate countermeasures Step 3: Routine Safety Patrol by Plant Manager
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2004 TPM Kick Off– Overview 53 Problem Solving Workshop
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2004 TPM Kick Off– Overview 54 Steps of Problem Solving I. Problem Identification -1 Problem Statement (5W1H) -2 Categorize Problems (Grouping) II. Problem Investigation -3 Relationship Analysis -4 Quantify Problems (7 Tools of QC) -5 Priority Analysis (Priority Quadrant) III. Root Cause Analysis -6 Why-Why Analysis (5 Whys) IV. Generate Countermeasures -7 Idea Bit / Brainstorming V. Action Planning -8 Create Steps to Implement Countermeasures - 9 Create Schedule VI. Implementation Problem Solving Process
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2004 TPM Kick Off– Overview 55 Step I – Identification – What is a problem? A problem is a gap between the current situation (what it is), and the ideal situation (what it ought to be). Current Situation Ideal Situation GAP = PROBLEM >Goal/Plan >Standard i.e. - Manual - Job Description Problem Solving Process
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2004 TPM Kick Off– Overview 56 RULES FOR IDENTIFYING PROBLEMS 1. Write problems as concretely as possible. -Express problems using the 5Ws and 1H. Who What When Where Why/Which How 2. Keep it simple and clear 3. Use proper expressions to state problems -1. Problem Statement Problem Solving Process
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2004 TPM Kick Off– Overview 57 -2. Categorize Problems Just simply group labels by similarity. - Never try to consolidate them. - The more groups, the better Be careful with convenient key words. Be specific. - communication, training, discipline, management, time, resource, etc. - Keep asking “what kind of / what do you mean by --?” Problem Identification Problems Problem Solving Process
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2004 TPM Kick Off– Overview 58 Steps II: Problem Investigation COMPANY THEME Group, Member Names, Date Large Labels Small Labels Medium Labels -3. Relationship Analysis Relationship can be; •Flow or Sequence •Cause and Effect •Larger scale to Smaller scale •Horizontal/Vertical Problem Solving Process
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2004 TPM Kick Off– Overview 59 Low High High Feasibility Impact -5. Priority Analysis Problem Solving Process
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2004 TPM Kick Off– Overview 60 Steps III: Root Cause Analysis -6. 5 Why Analysis Cross- departmental Issues Departmental Issues Problems Root Cause Analysis Root Cause Statement Problem Solving Process
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2004 TPM Kick Off– Overview 61 Step IV: Countermeasures 1. The more, the better 2. Time Consciousness 3. No Criticism 4. Develop ideas from other people To generate countermeasures Brainstorming 4 Rules of Brainstorming -7. Brainstorming Problem Solving Process
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2004 TPM Kick Off– Overview 62 Step V: Action Planning >Create steps (story) of improvement >Estimate necessary time for each step >Clarify responsible person for each step >Manage progress ( Plan vs Actual ) Person 23 24 25 26 27 28 29 30 31 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 Project Step/Content in Charge M T W Th F Sa Su M T W Th F Sa Su M T W Th F Sa Su M T W Th F Sa Su 1 Event 1 Project Meeting Jose 2 Training (Project Member) Javier 2 2nd Phase 1 Prepare for Implementation Maria Machine #4-5 2 Trial Maria 3 Actual Implementation Maria 4 Follow Up Maria 3 4th Phase 1 Create Proposal Angelica Finish Lines 2 Detailed Design Angelica #1-3 3 Prepare for Implementation Angelica 4 Trial Angelica 5 Actual Implementation Angelica 4 5th Phase 1 Time Study Isabel Machine #8-9 2 Brainstorming/Discussion All Member 3 Basic Design of New Operation Isabel 4 Create Proposal Isabel 5 Detailed Design/Preparation Isabel NovemberOctober Steps Schedule ( Plan vs Actual ) Problem Solving Process
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2004 TPM Kick Off– Overview 63 DEMING’s ‘PDCA’ Wheel PLAN DOCHECK ACT STUDY PREPARE PLAN OBJECTIVES Group Problem Solving Implementation Small Group Activity Focused Improvement Team •MONITOR THE PROGRESS •IDENTIFY BOTTLENECKS DATA GATHERING Detecting Problems 5W 1H •ANALYZE THE ROOT CAUSE •GENERATE COUNTERMEASURES 5 WHY ANALYSIS Fishbone Chart BRAINSTORMING ONE POINT LESSON TPM – A Continuous Improvement Approach ,‘KAIZEN’, to eliminate losses TPM Fundamentals
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2004 TPM Kick Off– Overview 64 Evolution of Impact Improve Your Equipment Improve Your People Improve Your Performance Improve Your Company
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2004 TPM Kick Off– Overview 65 LOW HIGH HIGH LEVELOFPROMOTING COUNTERMEASURES WHAT IS YOUR CORPORATE CULTURE? IMPULSIVE / EMOTIONAL -ATTACH HIGH PRIORITY TO SOLVING OF TODAY’S PROBLEM. -COUNTERMEASURES ARE NOT FOLLOWED THROUGH TO COMPLETION. -ACTIONS BASED ON IMPULSE. EXCELLENT -PROBLEMS ARE CLEARLY DEFINED AND COUNTERMEASURES ARE IMPLEMENTED AS SCHEDULED. -PROFITABLE AND SUFFICIENT GROWTH. -HUMAN RESOURCES ARE SMOOTHLY DEVELOPED YEAR BY YEAR. -COMPANY POLICIES ARE SPREAD THROUGHOUT THE ENTIRE COMPANY. FROM TOP LEVELS TO THE FIRST LINE. VAGUE / IN THE DARK -DOES NOT UNDERSTAND WHAT THE PROBLEM IS. -CAN NOT DISTINGUISH PROBLEMS FROM COMPLAINTS. -ONLY THINKS OF TODAY’S MATTERS. -EVADES IN-DEPTH DISCUSSION WITH EXECUTIVES. TALK BUT NO ACTION -PROBLEMS ARE CLEAR BUT REMAIN UNRESOLVED. -PROBLEMS ARE CLEAR,BUT CONCRETE COUNTERMEASURES ARE NOT MADE. -COUNTERMEASURES ARE MADE BUT ARE NOT IMPLEMENTED. -COUNTERMEASURES ARE TOO CONSERVATIVE AND NOT INNOVATIVE. LEVEL OF PROBLEM CONSCIOUSNESS JMA Consultants America, Inc.
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2004 TPM Kick Off– Overview 66 5 S Video
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2004 TPM Kick Off– Overview 67 What are the next steps? Step 1: Pillar Champions “Volunteers” Understand Pillar Steps Create Pillar Plan Activity Board Training Step 2: BMW 2005 TPM Plan Create TPM Site Plan Create TPM Master Plan Allocate Resources Step 3: Do It Implement Pillar Plan Act on Results
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