Presentation on Abnormality identification in JH

1. Learning
While
Implementing
TPM
Jishu Hozen
Abnormality and
Operations/ RVL/ TPM series
TVS Motor Company

2. Learning while
Implementing TPM Abnormality and Jishu Hozen
Operations/ RVL/ TPM series 2
What is the purpose of “Jishu Hozen” or
“Autonomous Maintenance”?
For keeping the machine clean?
To see that machine looks Spick and span?
Maintenance 2S in work place?
Creating a habit in operators to clean the machine?
The answer is NO.

3. Learning while
Implementing TPM Abnormality and Jishu Hozen
Operations/ RVL/ TPM series 3
The idea behind implementing “Autonomous Maintenance” starts
with a small but powerful word called
Abnormality
What is the purpose of “Autonomous
maintenance”?

4. Learning while
Implementing TPM Abnormality and Jishu Hozen
Operations/ RVL/ TPM series 4
If we analyse why do we get defects the simple answer will be
1. We used defective incoming material
2. We used a method which is wrong or not sound
3. We used an equipment which is not capable
4. The people are not capable of operating or assembling properly..
Why do we have Customer complaints?
If we try to find a common theme between this it can be stated in simple
language: something is abnormal which we allow to escape from our
factory to the customer.

5. Learning while
Implementing TPM Abnormality and Jishu Hozen
Operations/ RVL/ TPM series 5
Why do we have Customer complaints?
Extending this thought positively we can say the only way of making
customer complaints zero is to
1. Capture the abnormality before it reaches the customer
2. Eliminate it from the root.

6. Learning while
Implementing TPM Abnormality and Jishu Hozen
Operations/ RVL/ TPM series 6
Same is the case with Breakdowns and accident…
Does breakdown happens suddenly?
Normally the answer will be “Yes”!
In reality we can see breakdown
coming if we understand something is
“abnormal”.We allow abnormalities to
exist in the factory which create
breakdowns and accidents.
As we said earlier breakdowns can be made zero if we
1. Capture the abnormality before before it gets converted in to breakdowns
2. Eliminate it from the root.

7. Learning while
Implementing TPM Abnormality and Jishu Hozen
Operations/ RVL/ TPM series 7
Capturing Abnormalities….
It is easy to say that we should capture abnormality, but difficult to do.
This is because to capture the abnormality we must understand the
difference between what is normal and what is abnormal.

8. Learning while
Implementing TPM Abnormality and Jishu Hozen
Operations/ RVL/ TPM series 8
What is “Abnormal”?
Dirty machine is abnormal
Broken glass of the door is abnormal
Loose wires is an abnormality
Leakage through pipes is abnormal
Chips flying on the floor from machine is abnormality
Coolant spillage is abnormality
Loose bolts is abnormality
Spindle getting very hot is abnormal
Scratch marks on the parts is abnormal
Loading component wrongly is abnormal
The list is endless..
Can we list some abnormalities? Easy job.

9. Learning while
Implementing TPM Abnormality and Jishu Hozen
Operations/ RVL/ TPM series 9
Is there something common in these situations which can
help in defining what is abnormal?
Something which is deviating from standard is an abnormality
This is a good theme to start with. But there is still a small catch in it.
What is the standard?
The standard may vary from person to person.

10. Learning while
Implementing TPM Abnormality and Jishu Hozen
Operations/ RVL/ TPM series 10
Let us take one example..
Second person may say out of 4 mounting
screws 1 is missing. That is why it is vibrating.
So missing bolt is abnormality
Looking at the coolant motor
One person says “ the motor is vibrating. This
is an abnormality”
The third person may say : The motor is not
vibrating, but out of 4 mounting bolts I can see
in one case the spring washer is missing an
that can cause vibration tomorrow.

11. Learning while
Implementing TPM Abnormality and Jishu Hozen
Operations/ RVL/ TPM series 11
Let us take one example..
Look at these observations.
What do they suggest ?
They suggest that the capability of identifying
abnormality varies from person to person. If we
raise the standard for defining abnormality you
can find more!!
The first person may find 100 abnormalities
The second may find thousand and the third
may find 10000 abnormalities!!

12. Learning while
Implementing TPM Abnormality and Jishu Hozen
Operations/ RVL/ TPM series 12
Levels of abnormalities.
This can be compared with the doctor’s check ups.
First he does general check up
To find out abnormalities
If that is not helping he
Does a thorough check up with some
tests
If still the problem is not sorted out
He recommends CT scam etc.

13. Learning while
Implementing TPM Abnormality and Jishu Hozen
Operations/ RVL/ TPM series 13
We call these levels as
1. Site seeing level,
2. Housekeeping level and
3. microscopic level.
Site
seeing
House
keeping
Microscopic
Base level
High level
Benchmarking
level
Levels of abnormalities.

14. Learning while
Implementing TPM Abnormality and Jishu Hozen
Operations/ RVL/ TPM series 14
Autonomous maintenance is an excellent tool
improve the capability of a person from
Site seeing level to Microscopic level
If we make a person capable of
identifying a minute defect we can make
sure that no defect will be passed on to
the customer
No abnormality will get converted in to
breakdown or accident.

15. Learning while
Implementing TPM Abnormality and Jishu Hozen
Operations/ RVL/ TPM series 15
This concept can be further explained
By the ice burg theory…
Defects, Breakdowns
Accidents
Abnormalities
Depth of
Investigation
Dirt,
Dust, leakages,
Broken parts, unwanted parts
1. As the theory suggests, the tip of the Ice burg is
always visible. It is important to find out the portion
hidden in the sea. This is done effectively only if you
have the depth or “Capability to identify high level
abnormalities
2. It is also essential to identify the smaller ice burgs
which are potential causes to create a big ice burg
Potential
causes

16. Learning while
Implementing TPM Abnormality and Jishu Hozen
Operations/ RVL/ TPM series 16
Jishu Hozen is the telescope….
Jishu hozen gives a telescope in the hands of operators in the form of “Capability” to
identify minute abnormalities and creates a culture of even finding
smaller ice burgs.
Breakdowns,
Scrap
Line stoppers
accidents
Dirt,
Dust
Coolant spillage
Leakages,
Broken parts,
Chips flying,
accumulated
unwanted parts
Loose parts
Unsafe
Conditions
Difficult to do..
Non adherence
Unsafe acts
Abnormalities
Depth of
Investigation
Potential
causes
Capability

17. Learning while
Implementing TPM Abnormality and Jishu Hozen
Operations/ RVL/ TPM series 17
Autonomous Maintenance aims at improving capability of operator
for
 Judging the abnormality
 Implementation of corrective
measures
 Fix higher and higher standards
of what is acceptable & what is
not acceptable
 Follow the rules in letter & sprit
once decided

18. Learning while
Implementing TPM Abnormality and Jishu Hozen
Operations/ RVL/ TPM series 18
With this background now look at
“Autonomous Maintenance” and you might find entirely
different picture
1.Initial Cleaning
2.Counter measures against source
3.Prepare standards for cleaning &
Oiling
4.General Inspection
5.Autonomous Inspection
6. Standardisation
7.Autonomous
Management

19. Learning while
Implementing TPM Abnormality and Jishu Hozen
Operations/ RVL/ TPM series 19
Seven steps…
Step 1,2 and 3 encourage people to develop this microscopic eye for
abnormality.
This effectively brings back the machine to it’s ‘Basic condition.’** and the
condition is maintain as people start noticing minute abnormalities
immediately
So the machines change along with people.
**In the gamba review of plant 1 a question was asked
to Mihara san “what is basic condition”
He immediately cleaned a guard on the machine and
said this is the basic condition!!
Basic Condition
Deterioration

20. Learning while
Implementing TPM Abnormality and Jishu Hozen
Operations/ RVL/ TPM series 20
Seven steps…
Step 4 and 5 will provide inputs for operators which will improve
his capability further once he knows
1. The importance and functions of various systems of any
equipment
2. The relationship between the machine and quality
Step 6 and 7 will improve capability of people for having
a global view of his work place and even eliminate
invisible abnormalities like non-adherence to
system and procedures

21. Learning while
Implementing TPM Abnormality and Jishu Hozen
Operations/ RVL/ TPM series 21
Change
Culture
Summrising.. JH Creates vital enthusiastic work environment
Change
Equipment
Change
Attitude
Change
Workplace
CapabilityCan we Summrise by saying it will change
the work culture
And this work culture change will happen by
“DOING” rather than a lecture on how to
change….

22. Learning while
Implementing TPM Abnormality and Jishu Hozen
Operations/ RVL/ TPM series 22
Practical example
A practical example of what happened to the tag status in Plant 2 is
shown here.The abnormalities found last year were at the level of 4000.
In first 7 months Plant 2 has found out over 33000 abnormalities
Site
seeing
House
keeping
Microscopic
4502
1620.0
460.0
33839
11512
26249
8377
0
5000
10000
15000
20000
25000
30000
35000
'04-
05
Apr Jun Aug OCT DEC FEB
Abnormalities identified
Abnormalities corrected

23. Learning while
Implementing TPM Abnormality and Jishu Hozen
Operations/ RVL/ TPM series 23
JH is the “Power”
What is the role of other pillars and JH?
JH is the power and other pillars are enablers.
To start with all other pillars must support JH activity
and make it strong. A strong JH team means
thousand of eyes and ears and noses ( five senses)
expert in identifying minute abnormality)
Once JH becomes strong it will support all other
pillars for achieving their objective.

24. Learning while
Implementing TPM Abnormality and Jishu Hozen
Operations/ RVL/ TPM series 24
JH is the “Power”
Unless and until we have the strong base of JH no improvement by
any other pillar will sustain.
We may start doing excellent technical innovations, improvements
fool proofing projects but if we do not have capable people to handle
them these improvements will not sustain.
If pokayoke are done we also install a pokayoke checklist for audit.
If the operator is having strong eye for abnormality he will not allow
the machine to run when pokayoke is not working. The there is no
need of any pokayoke audit..
QM pillar can focus on further improvements than spending energy
on sustenance

25. Learning while
Implementing TPM Abnormality and Jishu Hozen
Operations/ RVL/ TPM series 25
JH is the “Power”
This character in Chinese means
“People”
In the initial stage the people from other pillars
should support JH. If it is not done JH will
collapse
JH
Other
Pillars
JH
Other
Pillars
Once JH becomes strong it supports all
other pillars especially QM & PM to
eliminate defects & breakdowns

26. Learning while
Implementing TPM Abnormality and Jishu Hozen
Operations/ RVL/ TPM series 26
Let us ask the question again now
What is the purpose of “Autonomous
maintenance”?
For keeping the machine clean as any dirty part is an abnormality
To see that machine looks Spick and span as it will maintain its
basic condition by eliminating abnormalities
Maintenance 2S in work place because any thing unwanted or not
in place is also an abnormality
Creating a habit in operators to clean the machine as he
understands “cleaning is inspection” and it gives a chance to find
out minute abnormalities causing breakdown, defect or accident

27. Learning while
Implementing TPM Abnormality and Jishu Hozen
Operations/ RVL/ TPM series 27
Just do it..