3. Group Members
No. Name Designation ID No.
Registration
No.
1. Shiab Hossen Gaddafe Leader 172109 1721723
2. Md. Fuad Hasan Khan Member 172105 1721719
3. Mst. Irin Sultana Jhilik Member 172113 1721727
4. Chhanda Baidya Member 172119 1721732
5. Md. Humaon Kabir Member 172123 1721736
6. Fatema Jannat Chumki Member 172127 1721740
7. Md. Abdul Aziz Member 172131 1721744
6. Six Steps of Benchmarking (Continue…)
4. Studying Others
7.
8. 4. Studying Others (Continue…)
A. Benchmarking studies look for information:-
• Best-in-class processes
• Measurable results
9. 4. Studying Others (Continue…)
B. Bench markers use,
• Internal sources
• Data in public domain
• Original research (Questionnaires, Site visits & Focus
group)
• Combination of sources
10. 4. Studying Others (Continue…)
C. Site visits and Interviews (unnecessary)
D. Industrial tourism (waste of time)
11. 6. Using the findings
Quality 100%
Standard
Quality of companies product
80%
Actual
performance
Gap
12. 6. Using the findings (Continue…)
A. Closing negative gap
B. Positive result is important
C. The finding must be communicated to the people
within the organization
13. 6. Using the findings (Continue…)
D. The finding must translate to goals and
objectives
E. Two group must agree on the change
• Process owners
• Upper management
14. 6. Using the findings (Continue…)
F. Action plan must be developed
Seven generic steps for development and execution
of action plans:
1) Specify tasks
2) Sequence task
3) Determine resource needs
15. 6. Using the findings (Continue…)
4) Establish tasks schedule.
5) Assign responsibility for each task.
6) Describe expected results.
7) Specify methods for monitoring results.
16. Pitfalls and Criticisms of Benchmarking
• Quite Simply
• Idea Of Copying Others
• Not a Strategy
• Not a Substitute For Innovation
23. Goals of TPM
Improving equipment capacity.
Maintaining for life
Support from all areas of operation
Using teams for continuous improvement
Encouraging input from all employees
24. The Plan
• Learning the new philosophy.
• Promoting the new philosophy.
• Training.
• Improvement needs.
• Goals.
• Developing Plan.
• Autonomous work groups.
25. Learning The New Philosophy
The managers has to cope
with change, by learning the
new philosophy.
28. Definition of
Training
Training is a learning process
whereby people learn skill, concept,
knowledge and attitude to aid in the
achievement of goal.
31. Six major loss areas need to be measured
for improvement:
Downtime Losses
Reduced Speed
Losses
Poor Quality
Losses
Planned
Unplanned
Idling and minor
stoppages
Slow-downs
Process
nonconformities
Scrap
32. 1. Downtime losses
A = (
𝑇
𝑃
) × 100
Where,
A = availability
T = operating time (P-D)
P = planned operating time
D = downtime
33. 2. Reduced speed losses
E = (
𝐶×𝑁
𝑇
) × 100
Where,
E = performance efficiency
C = theoretical cycle time
N = processed amount (quantity)
34. 3. Poor quality losses
R = (
𝑁−𝑄
𝑁
) × 100
Where,
R = rate of quality products
N = processed amount (quantity)
Q = nonconformities
35. Equipment Effectiveness
EE = A × 𝐸 × 𝑅
Where,
EE = equipment effectiveness/ overall equipment
effectiveness (OEE)
Note: The target for improvement is 85% equipment
effectiveness.
36. Example Problem
Last week’s production numbers on machining center JL58 were as
follows:
Scheduled operation = 10 hours/day; 5 days/week
Manufacturing downtime due to meetings, material outages, training,
breaks, and so forth = 410 minutes/week
Maintenance downtime scheduled and equipment breakdown = 227
minutes/week
Theoretical (standard) cycle time = 0.5 minutes/unit
Production for the week = 4450 units
37. Solution:
Here
P = 10 hours/day × 5 days/week × 60 minutes/hour = 3000
minutes/week
D = 410 minutes/week + 227 minutes/week = 637 minutes/week
T = (P - D) = 3000 - 637 = 2363 minutes
C = 0.5 minutes/unit
N = 4450 units
Q = 15 units
39. EE = A × 𝐸 × 𝑅
= 0.788 × 0.942 × 0.997
= 0.740 or 74%
Clearly the equipment availability should be improved to
reach the goal of 85% equipment effectiveness.
