Introdução ao WCM

1. 4. Sustainment and diffusion
of WCM knowhow
What we need are :
1. standardization
2. knowledge management
3. time management
to sustain what have been achieved by WCM
and to diffuse the WCM knowhow quickly
enough. 1

2. 4.1 Standardization
1. What is a standard?
・ A standard is a clear image of a desired
condition.
2．Why are standards so important in WCM?
・ Standards make abnormalities immediately
obvious so that corrective action can22 be
taken.
3．What makes an effective standard?
・ A good standard is simple, clear, and visual.
2

4. In WCM system, standards are linked to action.
A thick volume on a shelf has little meaning. But
a clear image posted at the point of use has power.
Consider a quality standard for, say, paint finish.
Here are three types of standards and their
relative power.
• Written description in the supervisor’s desk
drawer-low power.
• Picture posted in the workplace-higher power.
• Actual sample of both good and bad conditions
posted at the point of use-highest power.
4

5. Standards Categorized by Object
Object Example of application-based standards
1.Things Quality control standards, inspection
standards, standards for responding to
customer complaints
2. People and
operations
Standards describing the sequence of
manual operations, work instruction
standards, etc.
3. Equipment Equipment maintenance standards
4. Information production orders, follow-up standards,
item labeling standards
5. People and safety Safety standards
5

6. Development of Standards Improvement Activities
Standardization
on a higher level
Direction of improvement
⑥ Improvement of management methods: information
Step-by-step
progress ⑤ Standardization of objects: materials
④ Building standards into equipment: production equipment,
computers, etc.
③ Standards for jigs, tools, and alarm devices: measurement
② Standards manuals to clarify work sequences: methods
① Procedure explained by veteran workers: people
6

7. Evaluation of Current Standards Level
Level
Category
Lowest 1 2 3 4 5 Highest
Item Appropriate
Method
Methods that
Depend on Veteran
Workers
Operation Methods
Improvement, Related
Steps
Handling Methods
Improvement – Jigs,
Tools, and
Instruments
Production
Equipment/ Systems
Improvement
Manufacturing
Methods and
Materials
Improvement
Quality Quality control
(QC)
• Oral
announcement of
precautions
• Thorough training
• Provision of
standards manuals
• Visual management
• Poka-yoke devices
• Alarm system
• Source control
• Self-diagnostics
using a computer
• Changes in
materials
• Changes in
production
methods
• Changes in
design plans
Safety Safety
awareness
training (SAT)
• Repeated
announcement of
safety
precautions
• Confirmation of
indicators
• Training
• Safety shelving
• Safety standards
manuals
• 5S activities
housekeeping
• Auto stoppers
• Sensors
• Cutoff system
• Guard devices
System changes
Equip-
ment
Preventive/
productive
maintenance
(PM)
• 5S activities
(housekeeping)
• PM training
• PM during routine
inspection
• MTBF measures
• Alarm system
• Diagnostic system
• Improvement of
functions in parts
• Changes in
operation methods
• Improvements in
reliability
System changes
Operation
methods
Industrial
engineering
(IE)
• Training and
practice drills
• Operations by
veteran workers
• Control of operation
manual writing
process
• Development of
operator-machine
systems
• Low-cost
automation
• Computer-based
automation and
control
Development of
FMS, FA, and CIM
Lead
Time
Process time
(PT)
• Oral
communication
system
• Management
without
standard times
• Standard-time-
based management
• Development of
Plan-Do-Check
system
• Visual
management of
abnormalities
• Auto conveyance
at production
processes
• Computer control
of all processes
Development of
FMS, FA, and CIM

8. 8
Figure Progression of improvements Toward an Ideal
Operation Time
Note: Circled numbers refer to the levels shown ｉｎ ｔｈｅ ａｂｏｖｅ ｓｌｉｄｅ
Time
1. Elimination of irrationality, inconsistency, and waste
in current operations
2. Standardization of the 5Ms (men/women, machines,
materials, methods, and money)
3. Reduction of defects
1. Countermeasure for underutilized equipment
2. Equipment layout improvement
3. Elimination of waste through better management
1. Hardware oriented improvements (equipment
automation, process-linking improvements)
2. Other improvements (improvements in standard
operation time management and process management)
1. Ideal layout improvement
2. Practical use of innovative technologies
3. Innovations in design and policies
Current
operation
time
Ideal (target)
operation time
①
②
③
④
④
⑤
&higher

9. Step 1
Step 2
Step 3
Step 4
Step 5
Step 6
Step 7
The 7 steps standardization to establish a good
manufacturing basis
Documentation
One page report
Order
5T, safety standards
Work
SOP
Foundation
5S
Measurement
Maintenance
AM, PM, 2G (operating principles,
operating standards) jigs, tools
Quality
4M standards, 2G
9

10. 1. Seiri (Abandon the
unnecessary)
2. Seiton (Putting
things in order)
3. Seiso (Keep tidy
and clean)
1. Tei-ji
2. Tei-ichi
3. Tei-hyouji
4. Tei-ryou
5. Tei-shoku
3S 5T
10
A place for everything and
everything in its place

11. The 5S system is designed to create a
visual workplace - that is, a work
environment that is self-ordering, and self-
improving.
In a visual workplace, the out-of-standard
situation is immediately obvious and
employees can easily correct it.
Managing thus, on the basis of exceptions,
makes excellence possible.
11
Reduce clutter, reduce ills

12. Nightingale set about transforming the hospital by
providing decent food, clean linen, clearing out the drains
and opening the windows to let in fresh air. In just one
week she removed 215 handcarts of filth, flushed the
sewers nineteen times and buried the carcasses of two
horses, a cow and four doges which had been found in the
hospital grounds, The officers and doctors who had
previously run the institution felt that these changes were
an insult to their professionalism and fought her every step
of the way, but she pushed ahead regardless.
The results seemed to vindicate her methods : In
February 1855 the death rate for all admitted soldiers was
43% but after her reforms it fell dramatically to just 2% in
June 1855. 12

13. Ten Principles for
Implementing 5S
1. Keep in mind that your true goal is a well-ordered,
smoothly flowing production line. Never let the 5S process
itself become the goal, or you’ll end up with the Jive Ss.
2. Distinguish necessary items from unnecessary items and
get rid of the unnecessary ones immediately.
Excess inventory is a major unneeded item to target.
3. To keep your processes from getting bogged down, first
get rid of all excess work-in-process. If you set up and
maintain U-shaped production lines, organization and
orderliness will follow naturally. 13

14. 5. If management sets the example with the first four Ss,
the fifth S, discipline, will follow naturally.
6. Toilet facilities should be better than the ones
in the employees’ homes. This creates a clean and
hygienic atmosphere throughout the plant.
7. Everyone needs to be responsible for picking up debris,
including top management. This will keep the plant neat
and clean.
4. Eliminate the waste that arises from looking for things.
The secret of the orderliness is to position items according
to their frequency of use and to make sure they can be
returned easily to their proper places.
14

15. 8. Cleaning is an occasion for spot checks. Pieces of
equipment should be labeled in the order of their tendency
to break down, and they should be cleaned and inspected
every day.
9. No electrical wires should dangle from the ceiling. You’ll
have a more streamlined production line if they enter or
exit the machines from the side.
10. Clerical and administrative departments should also be set
up in streamlined lines to provide a readily observable 5S
examples.
15

16. Figure 5S Implementation
Overall goal: well-organized, smoothly flowing production lines
5S Goal Steps for achieving the goal
Stage 1 Stage 2 Stage 3
Organization Creating well-
organized, smoothly
flowing production
lines
Most of the
unneeded items
are excess
inventory and
unfinished
goods
Creation of
compact
streamlined
lines
Streamlined 2S
lines that are
simplified and
automated
Orderliness Everything in its place Creating
storage bins for
parts
Improvement of
the pre-setup
process
(reorder charts)
Just-in-time
supply
production with
kits
Cleanliness Creating a clean,
pleasant workplace
Improving the
floor surface
The managers
are responsible
for picking up
scraps
Improving the
ceiling;
a debris-free
workplace
Standardized
Cleanup
Maintaining a clean
manufacturing
process
Improving the
cafeteria and
areas
Remodeling the
toilet facilities
Improving the
lightening
(2000 lux)
Discipline A well-mannered
workplace
Courtesy
campaign
Everything
done with spit
and polish
Campaign to
instill a sense
of style
16

17. Table : 5S Evaluation Checklist (detail)
Worksite
Section
Line
Date
Members
17

18. Check-
points
Evaluation Level
1 2 3 4 5
Organi-
zation
Orderli-
ness
Cleanli-
ness
Standard-
ized
Cleanup
Discipline
Subtotals points points points points points
Total Goal: Try to raise the total by 20 points within the next evaluation
period.
Comments
18

19. Organization
Warehouse
(inventory
manage-
ment )
The storage
area is too
cluttered to
walk around
freely.
Items are
placed
irrationally.
Items have
designated
storage
places, but
they’re often
ignored.
Items are
stored in
proper
locations,
but no
standard
criteria
indicate
when to
reorder.
Items are
managed for
a just-in-
time supply
and tracked
on inventory
boards.
Check-
points
Evaluation Level
1 2 3 4 5
19

20. Work areas Items lie
scattered
around for
months, in
no particular
order.
Items lie
around for
months, but
they don’t get
in the way.
Unneeded
items have
been red-
tagged and a
disposal date
has been set.
Only items to
be used
within the
week are
kept around.
Only items
needed the
same day
are kept
around.
Aisles Work-in-
process and
other items
stand in a
roped-off
area in the
aisles.
Items are set
on the sides
of the aisles
so employees
can pass, but
carts and
dollies
cannot pass.
Items
protrude into
the aisles.
Items
protrude into
the aisles but
have warning
labels.
There is no
work-in-
progress, so
the aisles are
completely
clear.
Check-
points
Evaluation Level
1 2 3 4 5
20

21. Work-
benches and
tables
Tables are
covered with
unneeded
materials.
Tables hold
materials
that are only
used once
every two
weeks.
Tables hold
extra pencils
and other
unneeded
stationary
items.
Items
remain on
the tables
for as long
as a week.
Only the
minimum
items
needed are
kept on the
tables.
Machine
parts storage
Parts are
jumbled
together
with paper
craps and
rags.
Broken and
unusable
parts are
being stored.
Frequently
used parts
are stored
separately
from those
that will not
be used soon.
All parts are
stored in
standard
places with
standard
labels
according to
an easily
understood
system.
Nothing is
found out of
place.
Check-
points
Evaluation Level
1 2 3 4 5
21

22. Line
organiza-
tion
The line is
in disarray,
and planned
downtime
occurs more
than 40
percent of
the time.
Planned
downtime is
as high as 40
percent, and
the flow of
the line is
unclear.
Planned
downtime is
around 30
percent, and
there is
waste
involved in
transport-ing
material.
Planned
downtime is
around 20
percent, and
unfinished
goods are
kept on the
line.
The line is
well-
organized
and flows
smoothly,
with no
more than
10 percent
planned
downtime.
Check-
points
Evaluation Level
1 2 3 4 5
Equipment
(mainly
sewing
machines)
Equipment
is placed in
no particular
order, some
of it rusted
and unusual.
Usable and
unusable
equipment
are kept
together.
Unusable
and
unneeded
equipment
has been
thrown out.
Equipment is
managed
according to
its frequency
of use and
degree of
importance.
The
equipment is
set up so
anyone can
find what
they need to
use at any
time.
22

23. Orderliness
Reordered
level (items
arrive when
needed, in
the required
quantities)
Parts are
reordered
when 90
percent have
been used
up, and parts
shortages
still occur.
Parts are
reordered
when 90
percent have
been used
up, standby
occurs at
assembly
processes.
Parts are
reordered
when
95percent
have been
used up.
Problems
sometimes
occur during
model
changes.
Parts are
reordered
when
99percent
have been
used up.
New product
orders
generally
arrive in
time.
The work
site practices
just-in-time
manufactur-
ing,
reordering
only as
inventory is
used up.
Check-
points
Evaluation Level
1 2 3 4 5
23

24. Check-
points
Evaluation Level
1 2 3 4 5
Waste from
searching
during
setups
Employees
wander
aimlessly
searching
for parts and
materials.
Employees
move in a
zigzag
pattern
gathering up
what they
need.
Some effort
is wasted in
searching
for things.
Setup carts
are used.
No time is
lost in
searching
for things.
Jig and tool
storage
Jigs and
tools are
scattered all
over the
place.
Jigs and
tools are
stored in
boxes.
Different
kinds of jigs
and tools are
stored
separately.
Jigs and
tools are
stored on
shadow
boards.
Jigs and
tools are
arranged by
frequency
and order of
use.
24

25. Check-
points
Evaluation Level
1 2 3 4 5
Parts and
materials
Defective
and good
parts are
stored
together.
Defective
parts are
kept on a
separate
shelf.
Only good
parts are
kept in
storage;
nicks,
humidity
damage, and
other
problems are
avoided.
Storage
shelves are
clearly
labeled and
well
organized.
Parts are
delivered
just-in-time,
using
kanban and
tracking
boards.
25

26. Check-
points
Evaluation Level
1 2 3 4 5
Drawings
and charts
Current
drawings are
jumbled
together
with torn,
outdated
charts.
Drawings
are
organized
and filed by
category.
Drawings
that are hard
to read have
been
replaced
with new
ones.
Drawings
are stored so
they’re easy
to retrieve.
The system
allows
anyone to
return
drawings to
their proper
places.
26

27. Check-
points
Evaluation Level
1 2 3 4 5
Documents
and other
written
materials
Documents
are scattered
randomly on
tables and
shelves; old
documents
lie forgotten
in storage.
Documents
have been
straight-
ened enough
so that
someone
who looks
long enough
will find
them
eventually
Documents
of the same
type are
stored in the
same place.
Documents
and written
materials are
classified
and color
coded.
Visual
storage is
fully imple-
mented.
Anyone can
easily
retrieve
documents
and return
them to their
proper place.
27

28. Cleanliness
Check-
points
Evaluation Level
1 2 3 4 5
Wires and
pipes on the
ceiling
Dusty wires
and pipes
dangle
haphazardly
from the
ceiling.
Wires and
pipes are
laid out for
each line,
but they are
hard to clean
around.
Wiring for
each line is
bundled,
making
cleaning
easier.
Few pipes or
wires are
evident, and
there’s no
debris from
overhead.
No pipes or
wires hang
from the
ceiling.
Aisles Aisles are
littered with
cigarette
butts, thread,
and metal
shavings.
There are no
large pieces
of trash, but
small paper
scraps,
debris, and
dust are
present.
The aisles
are cleaned
only the
morning.
Surface
defects
discovered
during
cleaning are
quickly
repaired.
Efforts are
made to
keep the
aisles from
getting dirty
in the first
place.
28

29. Check-
points
Evaluation Level
1 2 3 4 5
Machines
and
equipment
Machines
and
equipment
are dirty and
are used in
that state.
Visible parts
of the
equipment
appear to be
cleaned
occasionally.
Equipment
is cleaned
during setup
and
changeover.
Operators
clean the
equipment
once a day.
Machines
and
equipment
have
inspection
labels and
are cleaned
every
morning.
Cleanli-ness
of work
areas
Pieces of
thread,
scraps of
cloth, and
cutting dust
are scattered
around.
There’s no
large debris,
but smaller
debris and
dust are
present.
The area has
been cleaned.
The area is
cleaned
every day at
the end of
the shift.
Debris and
dust are
caught
automaticall
y to keep the
area clean.
29

30. Check-
points
Evaluation Level
1 2 3 4 5
Work tables
and desks
Surfaces
are piled so
high with
documents,
tools, and
parts that
they can’t
be cleaned.
Dust and
debris have
accumu-
lated under
the work
tables.
Work tables
and desks
are cleaned
once a day.
Even the
legs of the
tables and
desks are
clean, and
al nicks and
scratches
have been
repaired.
Everything
is kept
clean at all
times.
30

31. Check-
points
Evaluation Level
1 2 3 4 5
Windows,
window
frames, and
walls
Window-
panes are
missing or
cracked,
with
haphazard
repairs.
The panes
are dirty,
and debris
have
accumu-
lated on the
frames.
The panes
are dirty, but
the frames
are
occasional-
ly cleaned.
Both the
panes and
frames are
kept clean.
Window
shades are
used; walls
are kept
clean and
uncluttered,
and no
extraneous
items are
attached to
the walls,
giving the
area a
pleasant
atmo-sphere.
31

32. Check-
points
Evaluation Level
1 2 3 4 5
Tools, jigs,
and molds
Some items
are rusted.
No items are
rusted, but
some are
covered with
oil or dirt.
Only the
parts that
users
actually
touch are
clean.
Grinding
dust and
other debris
have been
cleaned off,
making tools
and
implements
pleasant to
handle.
Devices
prevent
accumula-
tion of
debris in the
first place,
and any
debris is
quickly
cleaned off.
32

33. Check-
points
Evaluation Level
1 2 3 4 5
Standardized Cleanup
Restrooms Facilities are
dirty;
supplies run
short;
unpleasant
to use.
Fixtures are
rinsed, but
they are still
dirty and
supplies run
out
sometimes.
Restrooms
are cleaned
once a day,
but they’re
still a bit
dirty.
Restrooms
are clean
and hygienic,
and supply
shortages do
not occur.
Restrooms
are pleasant
and well
lit,with
music piped
in.
33

34. Cafeteria
and
employee
lounges
These areas
are so dirty
one doesn’t
want to sit
there.
The areas
have been
cleaned
somewhat,
but they’re
still dirty.
One
wouldn’t
mind sitting
there in
work
clothes, but
not when
dressed up.
Chairs have
been
cleaned so
clothes
don’t get
dirty.
The areas
are
extremely
clean,
sanitary,
and
attractively
decorated;
guests can
be taken
there.
Check-
points
Evaluation Level
1 2 3 4 5
34

35. Check-
points
Evaluation Level
1 2 3 4 5
Implements
and jigs
(low-cost
improve-
ments)
Items have
been
patched
together
with tape
and like.
Signs and
signal light
stands are
made of
flimsy
materials
such as
cardboard.
Makeshift
implements
look weak
and fragile.
Some
equipment is
crude-
looking and
handmade.
Well-made
mechanism
use simple
automation.
Overall
layout
The room is
dark,
making
detailed
work
difficult.
Light and
illumination
have been
provided,
reducing the
possibility
of on-the job
injuries.
The room is
bright and
safe,well
lighting,
illumination,
and shades.
Ventilation
is sufficient,
giving the
work area a
refreshingly
airy feel.
The plant is
obviously a
healthy
working
environ-
ment.
35

36. Check-
points
Evaluation Level
1 2 3 4 5
Discipline
Workplace
attitude
Employees
avoid eye
contact and
don’t say
anything,
even when
they bump
into others.
People say
“Excuse me”
when they
bump into
someone,
but
otherwise
ignore
others.
Employees
make eye
contact with
and greet
only about
10 percent
of the other
people.
Employees
acknowl-
edge about
half of the
others they
encounter.
Everyone is
polite and
pleasant and
at least
smiles and
nods to
others.
36

37. Check-
points
Evaluation Level
1 2 3 4 5
Smoking Employees
smoke
openly, even
in front of
first-time
visitors.
More than
50 percent
smoke on
the job.
Employees
smoke even
while being
addressed by
a supervisor.
Less than 50
percent
smoke on
the job.
Employees
light up
immediate-
ly after
meals,
without
asking
permission
of visitors.
Less than 40
percent
smoke on
the job.
Employees
don’t smoke
if their
visitor
doesn’t
smoke. Less
than 30
percent
smoke on
the job.
Employees
don’t smoke.
Less than 30
percent
smoke on
the job.
37

38. Check-
points
Evaluation Level
1 2 3 4 5
Manner of
speech
People use
unnecessary
jargon. They
generally
ignore
other’s ideas
and are not
good
listeners.
People have
a know-it-all
attitude
toward
others and
do not
actively pay
attention
when others
are speaking.
People
occasional-
ly speak
politely and
are receptive
to others’
ideas about
half of the
time, paying
attention
when others
are speaking.
People
always
speak
politely,
with respect
for their
leaders.
They are
receptive to
others’ ideas
bout 60
percent of
the time and
nod in
actively
listening.
People
generally
speak
politely and
respectfully
to everyone.
They are
receptive to
others’ ideas
about 70
percent of
the time and
are
positively
supportive
of others
who are
speaking.
38

39. Check-
points
Evaluation Level
1 2 3 4 5
Clothing Many
employees
wear soiled
clothes.
Many
people have
buttons
missing or
wrinkled
clothes.
Most people
are cleanly
but
carelessly
dressed and
don’t wear
their name
tags.
The
employees
look stylish
and well put
together.
Most
employees
wear even
their work
uniforms
with pride
and flair.
Punctually Employees
are often
more than
30 percent
minutes late.
No one is
concerned
about time.
Employees
are often up
to 20
minutes late.
Some people
are often lax
about time.
Employees
phone ahead
when they’ll
be 10
minutes late.
Employees
often hurry
to keep
appoint-
ments or to
arrive within
5 minutes of
the
scheduled
time.
Employees
arrive 5
minutes
ahead of the
scheduled
time and are
never late.
39

40. Check-
points
Evaluation Level
1 2 3 4 5
Instilling the
5S spirit
Employees
are unaware
of 5S
conditions
and ignore
colleagues’
mistakes or
infractions.
They notice
when
conditions
aren’t
maintained,
but mention
it casually if
at all
They don’t
talk to the
person
responsible,
but try to fix
the situation
themselves
or tell the
other
person’s
boss about it.
They talk to
the other
person on
the spot,
speaking
softly. The
other person
does not
accept the
advice
positively.
They talk to
the other
person on
the spot, and
he or she
accepts the
advice
positively.
40

41. Seiton : 5T (Tei-ji, Tei-ichi, Tei-hyouji,
Tei-ryou,Tei-shoku)
 Tei-ji : Fixed route (where to pass?)
In order to create a flow of products, information, equipment and/or
people
 Tei-ichi : Fixed place (where to put?)
In order to determine the place to put and take things easily, quickly
and surely
 Tei-hyouji : Standardized display (where is it, what is it, what/how to
do?)
In order to let everybody understand easily places, articles,
what/how to do
 Tei-ryou : Fixed quality (How much?)
In order to control quantity of articles
 Tei-shoku : Standardized colors (How to distinguish?)
In order to prevent errors by using colors 41

42. Passways by the side of walks
1. Treat passway lines as passways Passway line
Passway
Inside of
The
passway
Width of carriers
2. Plane off the corners
Easy to turn
3. Make passways straight against entrance / exit
4. Mark floors in such a way that doors
won’t hit anything when opened
42

43. 1. Tei-ji : Fixed route
 Layout of the machinery in a rectangular way
 Clear and straight gangway
 Gangway by the wall
43

44. Random
placement
Rectangular
placement
Crooked
gangway
Straight
gangway
44

45. Passage for lorries
Pedestrian passage
Necessary space for loading
and unloading
No Parking
No Walking
45

46. Passage for lorries Pedestrian passage Passage for transporting
articles into and out of the
building
46

47. Passage
The necessary space
for the turning of
carriers
Passage
The necessary
space for putting in
and our articles to
and from the store
47

48. Wrench
+ Big Indicate sizes
Shadow
Mark the floor
2. Tei-ichi :
Fixed position
48

49. 1. Nice to look at : The number shows the sequence of using them
2. Easy to use
49

50. Three Kinds of Display
Where is it ? What is it ? What to do with it ?
Addresses of lines,
processes, entrances,
exits, etc.
Article names,
Article reference
Numbers, etc.
Instructions of pro-
duction, SOP,
Andon, Control
boards, etc.
Place Article Action
3. Tei-hyouji : Standardized display
50

51. Easy to
find
?
Why not
display?
Don’t you
remember?
Supervisor
Plant manager
Place
51

52. Places between columns
52

53. Container
Shelf
Match
Four digits : The probability of misreading is ca. 10 ~ 20%
Five digits : The probability of misreading is more than 50%
Good solution : 36-485 The same level of mistake with 4 digits
Indication of
addresses
Article
53

54. Trimming Line
1 2 3 4 5 6 7 8
Body
starving
1 2 3 4 5 6 7 8
Body
blocking
Red
Red
Yellow
Green
(1) When the trimming line is working in order,
its green lamp is on.
(2) If a person at some stage pushes his stop button,
then its yellow lamp becomes on.
(3) Body starving : when there is no body to process,
this lamp becomes on.
(4) Body blocking : when the line stops because of
blocking, this lamp becomes on.
Fig. Example of display panel
Action
54

55. Limit of the number of boxes
Wrong
Max Max
Wrong
Limit of the height
4. Tei-ryou : Fixed quantity
55

56. 1. Color-coding of floor surface, routes
2. Color-coding of places (lines, processes)
3. Color-coding of materials (stainless steel, carbon steel, soft steel, Nylon,
etc.)
4. Color-coding of oils and grease
5. Identification of safety devices, unsafe areas (tiger mark by yellow and
black)
6. Display panel (in operation, feed material, abnormal, etc.)
7. Unnecessary items (red tags, yellow tags, under consideration to be
discarded)
8. Color caps by occupation
9. By law :
Telephone line : red Power line : orange
Industrial water line : white Drain pipe line : brown
Gas pipe line : green Oil pipe line : yellow
56
5. Tei-shoku : Standardized color

57. 4.2 Knowledge management
1. People can learn best by applying what they are
learning about to truly understand it. People do not
gain a high level of understanding of a subject just by
reading about it or seeing it demonstrated.
2. Then people should write documents about how they
applied.
WHY IS WRITING SO IMPORTANT?
- To systemize & develop leaders WCM knowledge
- To find logical flaws and any missing issues
- To remember well
- To make documents with examples & Best Practices for
WCM applications in the Plant
- To have Training Materials for internal training
57
 Make sure that we develop our competences and reach
higher and higher level when we write documents!

58. 3. “Why do we need to invent the same solution at
different plants?
Collection and review of the tacit knowledge owned
by individual/group/department/inter-
department/company-wide, placed into database in a user
friendly way:
- Shifting the tacit knowledge into explicit knowledge
- Database of explicit knowledge including sketches and
reasons (ideally it should be summarized into one page
(A3 type) in case of using paper)
-Classification of explicit knowledge into different
categories).

59. Lost time due to breakdown by
the overheat of the rotating mill
bearings (6 mills)
Detection of problems
8. The next step
7. Effect
1
(110)
2
(270)
0
3
(495)
0
100
200
300
400
500
02
01 03 04
min.
Lubrication
1. Train the operator how to
lubricate manually at the start of
operation
2. Refasten and / or replace joints
4. Check the oil gauge easily by
changing the tank position
3. Replace steel pipes with vinyl
pipes in order to make it easy to
see their insides.
The rotating mill stops when the
temperature goes over 65℃
metal
body
temperature sensor
Indication of
temperature
Temperature
recorder
liner
★ Installation of bearing
temperature monitoring
equipment
Transition to predictive
maintenance
6. Contents of improvement
5. Analysis of the actual condition
4. The tank
is not
properly
positioned
1. Leakage of oil in
the hose during
the operation
stoppage
3.Too long
steel pipes
and ore
supply hoses
Insufficient oil supply
Difficult to carry
out inspection
Why does the bearing
temperature increase?
2. Defective
sealing at
the joint
sections
Air gets in the
pipe
Breakdowns caused by the overheat of the bearing : 0 Check the values of temperature sensors twice a year →±2℃ acceptable
The rotating mill is the main equipment and overheating mill bearings will
create a serious breakdown.
2. Reason for selection
Breakdown : 0 Saving of repair cost : $19,700 / breakdown
Saving of labor cost : $1,010 / year
3. Target value
1. Theme Loss : Engineering dept.
Prevention of overheat of bearings of the
rotating mill
Labor cost loss
4. Results
59

60. Documentation
Documentation is to accumulate created knowhow to influence and use it not
only in its own area but also in other areas now and in the future.
Documentation that is created but not used is a waste of resources. Useable
documentation, on the other hand, helps those who want to learn, copy and
improve. Visual documentation is often far more useful in describing concept,
idea, method, tool procedures , etc., than text documentation.
A document should show the details (logic, used methods/tools, what level of
rigor is needed, key point(s) to solve, obtained results, the number of people
involved, their positions, total MH, radar charts of their competences before and
after, what they have learned) for each improvement so that other concerned
people can easily copy.
All of these standards should well be documented and organized in such a way
that those who want to refer to them can easily access them by referring to the
well organized database with proper categorization (probably with 4~5 coded
categories : division, major subject, subject, identified issue).
60

61. 4.3 Time management
“We must produce value every minute”
Manufacturing lead time
Example
61

62. Example :
• Product development lead times from
the point of fixing car design to line off
• Product development lead times if we
modify an available platform
• Product development lead times if we
use the same platform
: Less than 18 months
: Less than 15 months
: Less than 12 months
Note : Incidentally, one of the benefits of shortening product
development lead times is that development cost is lower.
Set base Simultaneous Engineering and KM (Knowledge
Management) with excellent documentation are key.
Product development lead times
62

63. 5.What are the pitfalls and major
barriers that typically get in the way?
5.1 Lack/shortage of competent people at the levels of
WCM leader, plant managers and pillar leaders
- having a far sighted view of our business
- being able to see what cannot be seen visually
- being capable of making quick decisions
- finding and allocating right people at right positions
- driving their people to challenge to a higher competence level
with high motivation and passion
- not listening to what they say but checking what
they say and what they have done
- rewarding right people when they have done good
jobs
63

64. 5.2 Market instability causes focusing on short term
objectives
5.3 Lack of long term commitment of top management
(WCM is a long journey! )
64

65. 5.4 Resistance or indifference of middle class managers
and engineering staff against empowering the people of
lower levels in the hierarchy.
5.5 Misalignment of the organization
Right person in right position
5.6 Lack of education and training on the right subject to
the right people at the right moment
Essential study multiplied by practice
creates professionals.
65

66. * Competently qualified QC and PM managers
* Stability of management ( 3 years)
* Constant follow up of results
* Willingness of accept change
* Ensure the necessary time and budget
* Performance evaluation (rewarding) system
5.7 Difficulty of creating an integrated system :
* Strong and competent leader
66

67. Remarks:
* In a world class company, there are a few positive
differences in many aspects from other companies.
* There is no short cut to become a world class one.
* The essence of success is to do right things thoroughly.
* We should not make wrong efforts but right efforts to
become a world class one.
* To apply WCM gives a way to become a world class one.
For this we must create competent leaders.
* It is a matter of time.
* Whether it is possible to have long term commitment of
the top management, that is the question.
67

68. 6. Five viewpoints of how
WCM has been applied
68

69. To evaluate how WCM is applied, we need to see from the
viewpoints of :
LOGIC
Method & tools
RIGOR
PACE
RESULTS
69

70. LOGIC
Example :
Inventory level in days : measured in calendar days (not
in working days)
MTBF : measured against working hours (not days)
70

72.  Do not mix objectives with means
LOGIC
72

73. There are five characters in the following figure :
The importance of logical thinking
Miss Sigh circles around the starting point, sighing away
Mr. Critic is certain he knows how the problem should be solved, and he quickly points out to others what they are doing
wrong. But he does not do anything, and his criticisms don’t help anyone else get the problem solved, either. The dotted
lines from his starting point are all the other people’s plans that he shot down.
Miss Dreamer does not get to the goal, either. She just stares at the goal like it’s a bright, beautiful star. Sitting at the
starting point, she dreams of grand and wonderful solutions to the problem, but never tries to make them happen.
Mr. Go-Getter at least tries to reach the goal. He never gives up and just keeps on running as fast and as hard as he can.
However, he is not necessarily running in the right direction. When he figures out that he is going the wrong way, he turns
and starts running in another wrong direction as fast as he can. He never stops to identify the root cause of his problem or
figure out an effective plan.
The problem solving kids achieve their goal more quickly and directly than the others. They also figure out the actual root
cause of the problem they need to solve before coming up with an actionable plan and going to work. As they travel
toward their goal, they never stop monitoring their own progress to make sure they are headed in the right direction.
Which character do you have?
73

74. With which character can we reach the highest number of problem solving as
shown in the following figure?
Do you understand why in order to roll out WCM we need logic?
If we carry out improvement activities without bringing out good results,
employees won’t be motivated and soon lose interest.
74

75. Consider a student whose math grades are going down. He says, “I have to raise
my math grades. Obviously he wants to study effectively. Thus, he carried out root
cause analysis by systematic problem deployment as follows :
What is his conclusion if he is a logical person?
75

76. 76
 Always measure results against the original objectives and targets
Method & tools

77. 77
In WCM, for each identified problem we choose a right
method (medicine) with proper tools since there is no
universal approach (medicine) to solve problems (to
cure all illnesses).

78. Method & tools
78
In WCM, for each identified problem we choose a right
method (medicine) with proper tools since there is no
universal approach (medicine) to solve problems (to
cure all illnesses).

79.  Always measure results against the original objectives and targets

80. RIGOR
A method (medicine) can work when it is applied
correctly with rigor.
PACE
The market cannot wait until we solve all the
problems. We need pace by involving all the people
and raising their competence quickly enough.
80

81. RESULTS
All the activities carried out must bring out good results.
otherwise, we must have either attacked wrong issues
or applied wrong method/tools or lack of rigor in
application or lack of pace.
E.g., Bronze level 10 – 20% cost reduction
Silver level 25 – 40% cost reduction
Gold level ca. 50% cost reduction
81

82. 7. Ten pillars and ten
management issues of WCM
82

83. Vision :
To be the WC leader in business in Q, C and D
* Fundamental quality improvement by process control
for improving CSI substantially
* Cost competitiveness based on elaborate cost
deployment
* Short lead time to serve customers better than
competitors
Leading position in the market place
and securing a higher profit
WCM
83

84. Policy and strategy :
(1) Follow WCM way
--- from a fire fighting approach to a systematic step
by step improvement approach
WCM Way
1. Identify What problems need to be addressed
2. Detect Where they are
3. Prioritize them based on cost deployment
4. Analyze them and choose Right methods
5. Estimate How much they cost to be solved
6. Implement solutions with rigor
7. Evaluate the achieved results against the
original objective
84

85. (2) Development of improvement activities of Q, C
and D and their implementation of action plans and
programs based on the detail and SMART* data
analysis to get the maximum benefits with
minimum efforts because we have only limited
resources.
(3) Constant follow up of results by management to
achieve set targets and to sustain what have been
achieved.
* SMART S : Specific M : Measurable A : Attainable
R : Results-focused T : Timely
85

86. • Objective and Targets
1st level (Bronze level) : Establish the basic conditions for
competitive manufacturing.
*Achievement of a considerable amount of cost reduction
*Approaches are still reactive, but creating knowhow of how to prevent the
recurrence of the major waste and losses identified by cost deployment
2nd level (Silver level) : Achieve a substantial gains in Q, C and D
in manufacturing competence.
*Achievement of a substantial amount of cost reduction
*Approaches are more preventive and horizontal expansion of the created
knowhow to the entire factory has been carried out
*Continuous searching of new waste and losses and creation of
knowhow to attack them
3rd level (Gold level) : Be the WC leader in Q, C and D in business.
*Achievement of an outstanding amount of cost reduction
*Approaches are proactive and able to sustain the results. Continuous
searching of new sophisticated knowhow from preventive
approach to proactive approach
*World-class in Q, C and D 86
BRONZE
SILVER
GOLD

87. • Plant Audit Score Guide
– Covers 10 Activity Pillars and 10 Management Issues
– Evaluates each from 0 to 5
[0] No action
[1] Reactive approach
[2] Preventive : model areas
[3] Preventive : expansion to the whole factory covering all
the important areas
[4] Proactive : model areas
[5] Proactive : expansion to the whole factory covering all the
important areas
– 5 is World Class
– First WCM Award level is 50(Bronze) : takes 1, 2 years
– Over 80 is World Class Standard
87
Check list

88. Seven Steps towards WCM Leading to the
Achievement of World Class Performance Levels
• The achievement of world class status is not a quick process. It
integrates many of the tools and techniques such as Total Quality Control
and Total productive Maintenance and others in a way that allows workers,
managers and companies to build upon their expertise and experience.
• Some people ask “Why not jump in at the top level tools and techniques?
Would you not become world class right away?
• People need to know about, understand and gain experience in using the
basic and intermediate tools before they can be expected to be able to use
the sophisticated ones properly.
eg. high school, university and graduate school
88

89. Step 1 : Safety 7 steps
Safety and environment SMAT audit
Environment 7 steps
Step 2 : Reliability and availability AM
PM
Step 7 : Fully autonomated plant
World class in Q,C,D,H PD
Step 6 : Synchronization between
sales and production CS
Step 5 : Rationalization in logistics
and manning FI
Step 4 : Performance FI
Step 3 : Quality and yields QC
FI
(TQM)
(JIT)
(TIE)
(TQC)
(TQC)
(WCM)
(5S)
Seven Steps toward WCM
EEM/EPM
Cost
deployment
3
–
4
years
4
–
6
years
6
–
9
years
89

90. Step 1 deals with safety and environment.
These are fundamental issues for a manufacturing company to
be responsible for the safety of the people who work there and
for being a respectable existence for the community surrounding
it.
Step 2 relates to reliability and availability.
These require to develop the skills, capabilities and experience of
operators under the heading of “Autonomous Maintenance” and
to involve the maintenance crew in doing work to ensure that
plant and equipment do not break down during required
production periods. The maintenance crew need to develop a
deep understanding of the plant and equipment under their care.
This process needs to be carefully managed to balance the cost-
benefit relationship between maintenance costs and delivered
performance improvements.
90

91. Step 3 seeks to build on the quality and the yields being
achieved from processes.
The focus is on building –in quality at the process, and maximizing
yields, looking for ways to minimize waste and losses by the use
of the tools of quality and especially Total Quality Control.
Step 4 brings the full focus on to performance.
By this time the company and its people understand their
operations and processes in a very deep way.
Planned daily production output must be achieved and plant
performance is at its highest level.
Achievements being made at steps 1, 2 and 3 enable the
improvements at Step 4.
91

92. Step 5 moves towards the use of the tools and
techniques of Total Industrial Engineering.
The focus is on rationalization in both the areas of logistics and
manning levels. Efforts are made to reduce the logistics burden
both internally and externally. Step 5 is also meant to introduce
LCA and labour saving devices.
Step 6 looks at completing synchronization between the
sales and manufacturing areas.
Efforts are made to look at the full supply chain and to identify
and remove waste and losses throughout the system. Companies
focus their attention on the advanced use of Just in Time
techniques, using their responsiveness to meet market needs
rather than relying on large inventories of either finished
goods or raw materials.
It is important to realize that Step 6 looks at waste along the full
supply chain. This chain stretches from the raw material suppliers
right through to the consumer. 92

93. Step 7 is the point where businesses are fully aligned
with market requirements.
Automated and autonomated plants and machines are
producing at world class levels in terms of both internal
and delivered Quality, where product, warranty and full
life Costs are at the highest levels, where Deliveries
are made as and when the customers require, each
and every time and where the workforce can operate in
a safe and healthy environment.
93

94. Ten pillars activities to move towards WCM
• The objective of all the improvement activities needs to
be the achievement of World Class standards. This means
that a business can compete on the world stage with the
best of the bests.
• The pillars to support this objective are outlined from
Safety/Hygiene to environment, and the pillars represent
the areas of activity required to achieve and sustain the
objective.
• The edifice and all improvement activities are based
upon and grounded in a number of fundamental enablers.
94

95. World Class Manufacturing
Cost
Deployment
Focused
Improvement
Quality
Control
Autonomous
Activity
Professional
Maintenance
Early
Product/Equipment
Management
People
Development
Environment
Safety
/
Hygiene
&
working
environment
Customer
Service/
Logistics
Commitment, Involvement, Communication, Understanding, Measurement,
Deployment, Implementation, Evaluation, Standardization with visibility, Documentation
Temple of World Class Manufacturing
95

96. 1) Commitment
If the board members are not aware of or do not support the management in
their objective of achieving world class levels of performance, the company is
doomed to fail.
Management commitment is essential to the success of WCM. Management
must be open minded and prepared to challenge the existing status quo, learn
WCM methods and tools, and delegate.
The management team are expected to have studied, and to be familiar with,
core WCM methods and tools.
The Enablers of WCM
96

97. Personal
Morale
No urgency
No drive
No commitment
Pit Falls of Lack of Management Commitment
Lack of willingness
97

98. 98
2) Involvement
Total participation in every department and every level of the
organization under one umbrella

99. 99
I hear and I forget
I see and I may remember
but involve me and then I will understand
Involvement of people is key in a WCM plant.

100. Total participation in every
Total participation in every
department and level of the
department and level of the
organisation
organisation
100

101. 101
The management team communicate the objectives and targets
clearly up to the shop floor as well as following up achievements.
The management team develop and use top down, bottom up and
horizontal communication channels. Overlapping structure for smooth
communication from the top to the bottom and the bottom to the top.
All activities are completely transparent from the top to the shop floor
and vice versa by the well established communication system.
3) Communication

102. 4) Understanding
Understanding what and where problems are is the starting point
for making improvements.
The management team align, prioritize and agree objectives,
activity plans and targets.
The management team know what and where problems are, and
understand where to use AM/WO, PM, QC, QM, logistics and FI
and what people on what subjects and when they need to be
educated and trained.
102

103. 5) Measurement
Measurement is key to (1) quantify problems and prioritize them and
(2) to determine the effectiveness of improvement activities. It is
necessary to measure performance before and after implementation to
determine if and to what extent the changes have improved performance.
103
You can’t manage what
you don’t measure.
&
You can’t change what
you don’t manage.
Measuring

104. If you don’t know where you are heading,
every route will bring you nowhere.
6) Deployment
104

105. 105
I hear and I forget
I see and I may remember
I do and I will understand
I learn and I improve
I master and I will innovate
7) Implementation

106. Projects results must correctly be evaluated in detail. If we
are not able to access our results, we will seriously be
mislead when we expand our activities.
8) Evaluation
106

107. Once the evaluation cycle is completed, it is time to
standardize the method to manage the process to sustain the
obtained result after solving the problem and not to have the
same problem again.
Standards make abnormalities immediately obvious so that
corrective action can be taken.
Standardization of problem solving still leaves room for
further development to respect other people’s innovative
views and ideas. Thus, the established standards can be
challenged continuously to be replaced with the new ones.
9) Standardization
107

108. 10) Documentation
Documentation is to accumulate created knowhow to prevail and use it in
other area and in the future.
Documentation that is created but not used is a waste of resources.
Useable documentation, on the other hand, helps those who want to learn,
copy and improve. Visual documentation is often far more useful in
describing maintenance procedures than text documentation.
The document shows the details (logic, used methods/tools, what level of
rigor needed, key point to solve, obtained results, the number of people
involved, their positions, total MH, radar charts of their competences
before and after, what they have learned) of each improvement process
so that other concerned people can easily copy.
All of these standards are well documented and organized in such a way
that those who want to refer to them can easily access them by referring
to the well organized data base with proper categorization (probably with 4
coded categories : division, major subject, machine/area, identified
problem).
108

109. 1. The Pillar of Safety
is to eliminate accidents.
2. The Pillar of Customer Service (Logistics)
is to satisfy customers fully from the viewpoint of TQC.
3. The Pillar of Cost Deployment
is to identify where the problems are from the viewpoint of cost.
4. The Pillar of Focused Improvement
is to create important knowhow and reduce cost especially by using
proper method.
Ten Pillars of WCM:
109

110. 5. The Pillar of Autonomous Activities
is to raise the competence of shop floor people by workplace organization in
labor intensive areas and by autonomous maintenance in capital intensive areas.
6. The Pillar of Professional Maintenance
is to achieve zero breakdowns with maintenance crew.
7. The Pillar of Quality control
is meant to achieve zero defects from the viewpoint of TQC
8. Early Product/Equipment Management
is to launch new product/equipment smoothly into production.
9. The Pillar of People Development
is to educate, train and nurture people to materialize WCM since the
success of achieving WCM depends on the people.
10. The Pillar of Environment
is to make a respectable existence for the community from the
viewpoint of environment.
110

111. * Fully implemented Safety Management System. OHSAS 18001 achieved.
No Lost Time Accidents for the last five years.
* Safety leadership at all levels is visible and appreciated by the employees.
* Employee questionnaires demonstrate continuous improvement and high levels
of employee satisfaction with health and safety.
Health advice to include well-being programme (diet, weight, smoking and
stress issues).
* Autonomous safety is a way of life in the plant. Employees take leadership in
some elements of the safety programme :
- Use SMAT (safety management audit training) skills to change behaviors in
the workplace
- Coach and train other employees
- Review SOP’s (standard operation procedure) + risk assessments
- Analyze near miss incidents and unsafe acts
* Contractors and suppliers actively involved in safety improvement programme.
Safety
111

112. LWDC
6
3 1 1 1 1 1
1,36
0,72
0,26
0,24
0,32 0,21 0,13
0
5
10
15
2001 2002 2003 2004 2005 2006 2007
0,0
0,2
0,4
0,6
0,8
1,0
1,2
1,4
LWDC (Cases) LWDC (f)
FAI
18 3 2 2 2 1 1
4,08
0,72 0,51 0,72 0,65
0,21
0,13
0
10
20
30
40
50
2001 2002 2003 2004 2005 2006 2007
0
1
2
3
4
FAI (Cases) FAI (f)
S1 S2 S3 S4-5 S6 S7
TIMELINE
STEP
IMPLEMENTATION
5 accidents in the last 5 years
112

113. Costs
INSURANCE PREMIUM COST (Savings/year) (K€)
271
211
175 160 155
0
100
200
300
400
500
2004 2005 2006 2007 2008
- (35%+5%) Vs 2004
113

114. Standard
85% of the plant population: 0 accidents from 5 years
n. 6 UTE: 0 accidents from 2004!!!!!!
LWDC UTE - YEARS AT "0" EVENTS
UTE 6
UTE 9
UTE 7
UTE 5
MAINTENANCE
UTE 3
UTE 4
UTE 1
STAFF
5
Y
E
A
RS
6
Y
E
A
RS
7
Y
E
A
RS
8
Y
E
A
RS
85%
63%
46%
32%
PLANT
POPULATION
2007 2006 2005 2004 2003 2002
2008
8,6
8,6
7,6
7,6
6,6
6,6
5,6
3,6
2
114

115. Plant KPI
2005 2006 2007 2008 1Q+2Q 2009
0 0 0 0 0
0 0 0 0 0
1 1 1 1 0
1 1 1 1 0
12 23 51 51 20
661
1724
35
41 525
154
201
523
337
143
FATAL
NEAR MISSES
FAI
LWDC > 30 dd
LWDC  30 dd
UNSAFE CONDITIONS
UNSAFE ACTS
Last LWDC
Jan. 2008
Last FAI Apr.
2008
19 Months without LWDC (Lost Work Day Cases)
115

116. * Customers are fully satisfied with the products they bought in terms of Q
(quality), C (cost) and D (delivery).
Every time best quality
No picking errors
No damages
No incomplete loadings
Delivery every time just in time
* Product availability is 100%.
* No lost orders.
* The stock level is ca. one week.
* All elements of the supply chain in terms of waste and losses have been
eliminated.
Customer service (CS)
No claims
116
X

117. 117
WCM - Logistic & Customer Service
117

118. * Whatever improvements have been made, there is a philosophy to
continuously seek for opportunities to reduce cost and increase productivity.
For this purpose, 30% of the cost is regarded as waste and losses, and
efforts are continuously made to try to identify such (probably hidden) waste
and losses.
* External losses and impact on plant are clearly identified (e.g. supply chain)
and improvement programmes developed and implemented.
* New opportunities for cost savings continuously identified. Each time
waste or losses are reduced, the lessons learned are horizontally expanded
to other areas.
* Financial risk deployment is used to sustain what has been achieved.
* Fully computerized cost controlled and managed state.
Cost reduction
118

119. Mln
€
5 Years Consistent Cost Deployment – 2007 to 2011
2007 2008 2009 2010 2011
Organization Method
Features
Remarks
WCM Saving 2007 - 2011
4.21
3.7
2.97
1.01
34.9
49.91
3.12
30
35
40
45
50
55
60
2006/12/31
Saving
2007
Saving
2008
Saving
2009
Saving
2010
Saving
2011
2011/12/31
-30,1%
Production Cost
Reduction in 5 Years
(based on 2009 volumes)
119

120. WCM
/
Overall
Saving
5 Years Consistent Cost Deployment – 2007 to 2011
2007 2008 2009 2010 2011
% WCM Saving vs Overall Saving
100% 100%
90%
82%
60%
50%
55%
60%
65%
70%
75%
80%
85%
90%
95%
100% 2007
2008
2009
2010
2011
120

121. * There is a system to continuously increase the in-house knowledge to
reduce or eliminate all possible (and probably hidden ) waste and losses.
* Involvement of everybody in Focused Improvement with many, many
kaizens (improvements).
* Continuous searching for opportunities to improve Q, C and D using
more and more sophisticated methods and tools.
* The various methods/tools of intermediate and advanced levels such as
PPA (Processing Point Analysis) and DOE (Design of Experiment) are
utilized to attack and solve difficult problems which have been left
unattended. The lessons learned are horizontally expanded to others.
From inductive to deductive approaches.
* Full synchronization between sales and production (shortest lead time).
Focused improvement (FI)
121

122. Evaluation of the Result All Kaizens
Approved by
CD
AK+
PPA
32
0,98M€
MK
283
4,317M€
SK
2,412
9,11M€
QK
4,295
4,83M€
30,825
€/project
15,254
€/project
1,125
€/project
3,777
€/project
122

123. * No breakdowns and no defects due to lack of basic conditions.
* Operators take care of their equipment autonomously and are
responsible for daily production, being helped by professional
maintenance and quality control people.
* Production is made based on the given schedule without having
problems.
* About absenteeism,
3 x 3 x 3 (2% absenteeism rate)
6 x 6 x 6 (4% absenteeism rate)
* Operators of the most competent level can be involved in early
equipment management and early product management.
Autonomous maintenance (AM)
123

124. COUNTERMEASURES AGAINST SOURCES
DIRT SOURCE
MODEL MACHINE - CHAMFERING MACHINING
3ND IMPROVEMENT
BEFORE AFTER
CHIPS NEW COVER TO TAKE THE CHIPS
THROUGH THE CHIPS LOADING
SYSTEM
124

125. COUNTERMEASURES AGAINST SOURCES
DIRT SOURCE
MODEL MACHINE - CHAMFERING MACHINING
STEP 2
HOURS
/
MOUTH
INITIAL
CONDITION
1ST
IMPROVEMENT
2ST
IMPROVEMENT
3ST
IMPROVEMENT
CLEANING
TIME
REDUCTION
-100%
125

126. GENERAL INSPECTION
0,5
1,3
5,7
1,5 0,8
75,0
80,0
85,0
90,0
95,0
100,0
2007 S
tep1 S
tep2 S
tep3 S
tep4 S
tep5
%
OEE RESULTS
MODEL MACHINE - CHAMFERING MACHINING
AM
STEP 1-3
95,9%
STEP 1 - 3 STEP 4 STEP 5
FI
QK-SK
126

127. * Well established professional maintenance system ( BM + TBM + CBM).
Almost no breakdowns
reliability 99.9%
MTBF = 10,000 Hrs
MTTR = 40 – 60 Ms
* Integrated CMMS for stores, work orders, equipment history, PM
tasking and reporting.
* Feedback to EEM.
* Spare parts standardization.
* Involvement of PM people at the design stage of equipment.
Professional maintenance (PM)
BM : Breakdown Maintenance TBM : Time Based Maintenance
CBM : Condition Based Maintenance MTBF : Mean Time Between Failures
MTTR : Mean Time To Repair CMMS : Computerized Maintenance Management System
EEM : Early Equipment Management 127

128. 136
95
63,3
47
0 0 0 0 0 0
18,7
29,6 32,4
45,5 48,7
53,1 52
43 39,4 36,7 33
52
43 39,4 36,7 33
27
22
0 0
263,2
235
178,7
27
22
12,7
6,5
95,7
108,8
127,4
165,6
197,4
247,7
53,1
269,7
0
50
100
150
200
250
300
. . . . . . . . . . . . . . .
STEP 1 STEP 2 STEP 3 STEP 4 STEP 5
K€
x
1000
Losses in K€ Maintenance Cost Cost + Losses
Results: Fritz Werner 1 model machine
128

129. * The process is well stabilized and under full process control.
- Scrap rate is less than 0.1%
- FTQ (First Time Quality) is greater than 99.9%
- Quality control defect rate : ppm order
* Well established conditions for zero defects.
* For major quality factors, control charts are used to control quality not
by results but by causes.
* “Quality Assurance” From reactive QA matrix to proactive QA matrix via
preventive QA matrix.
Feedback to EPM (Early Product Management) and EEM (Early
Equipment Management)
* Involvement of QC people at the design stage of the new product and
the new equipment.
Quality control (QC)
129

130. KPI 2007 2008
2009
(Actual)
TARGET
2009
Warranty
(IPTV)
3,1 2,6 1,5 2,1
Pulls (ppm) 22 9 0 0
Assy (ppm) 0 0 0 0
FTQ (%) 97,7 99 99,3 99,3
C530 Transmission - KPI Results
GRAVITY
22
9
0
0
5
10
15
20
25
30
35
40
45
50
2007 2008 2009
(Actual)
PPM
OK
OK
OK
OK
3,1
2,6
1,5
0
0,5
1
1,5
2
2,5
3
3,5
4
4,5
5
2007 2008 2009
(Actual)
IPTV
3 MIS
97,7
99
99,3
95
95,5
96
96,5
97
97,5
98
98,5
99
99,5
100
2007 2008 2009
(Actual)
%
0 0 0
0
5
10
15
20
25
30
35
40
45
50
2007 2008 2009
PPM
Warranty
6 years
Pulls
Assy
FTQ
130

131. * There is a good EEM system based on well established front
loading concept to guarantee Quality, Cost and Delivery.
* To assure quality by equipment, the five questions for zero
defect are carefully checked.
* Ease of operation and maintenance. Ease of inspection.
Visual management is fully applied.
* The EEM system proves shorter lead times and less
equipment costs and running costs.
* Each time any major investment is made, the EEM system is
refined.
Early equipment management (EEM)
131

132. EEM - KAI RESULTS
C635 - Problems found
for each step [ n° ]
0
100
200
300
400
500
600
700
Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
0 1 2 3 4 5 6 7 8
Verrone Projects: % of
problems found for each step
[ n° ]
1st
project
3rd
project 2nd
project
4th
project
C635
project
Progressive
movement
of peak to
early steps
132

133. * There is a systematic education and training programme to create
competent human resources at every level such that the company
can be continuously developed into a World Class one.
* Refined and optimized roles, exceptional knowledge and skills.
* Business leaders are knowledged and skilled in harvesting and
channeling creative thought processes to generate strategy that
leads to “cutting edge” business dominance.
* Success events recognize and promote continued generation of
new innovative ideas.
* Ever-learning organization and continuous assessment to ensure
prosperity for the company and for oneself.
People development (PD)
133

134. Assembly Production Specialist
BASIC LEVEL INTERMEDIATE LEVEL ADVANCED LEVEL
% 26
Basic Level
Prod. Spe.
% 64
Int. Md. Level
Prod. Spe.
% 10
Adv. Level
Prod. Spe.
DEVELOPMENT and CLASSIFICATION of SPECIALISTS
134

135. * There exist well established systems for environmental load
reduction, operating system, environment risk reduction and
they are all actively working well.
* Zero major environmental and site risk in the last five years.
* There is a philosophy to continuously seek for opportunities for
better environment.
* Environmental and site risk training include proactive training
on forthcoming issues.
* Fully implemented environmental management.
Environment
135

136. Measures against sources of pollution
ASPETTO PARAMETR
O
LAW
LIMIT
WARNIN
G LIMITS
ACTUAL % OK/
KO
Emissioni in
atmosfera
n° 25 impianti < 1 mg/m3
n° 33 impianti > 1 <2
mg/m3
-90%
-80%
Scarichi
idrici
Chemical
oxigen
demand
Hidrocarbons
Oils
Ferro
Zinco
mg/l 160
mg/l 5
mg/l 20
mg/l 2
mg/l 0,5
mg/l 120
mg/l 4
mg/l 15
mg/l 1
mg/l 0,3
mg/l < 30
mg/l < 0,5
mg/l < 0,5
mg/l < 0,2
mg/l < 0,04
-81%
-90%
-98%
-91%
-92%
Acqua di
falda
Hidrocarbons
total
μg/l 350 μg/l 100 N° 8 piezzometri
μg/l < 10 -99%
Rumore
esterno Livello
sonoro
diurno 70
dB
nott. 60
dB
diurno 65
dB
nott. 55
dB
N° 6 rilievi
Valore max 49,0
Valore max 43,9
-30%
-27%
Rifiuti Restituzione
4^ copia
formulario
90 giorni 70 giorni Entro 30 giorni
Entro 60 giorni
93%
7%
Polveri
totali
10 mg/m3 5 mg/m3
Step 2
Emission (Polveri totali)
10
1
0
2
4
6
8
10
12
Legal Limit Actual
mg/m3
5 Alarm threshold
- 90 %
Underground water (Hydrocarbons total)
350
10
0
50
100
150
200
250
300
350
400
Legal Limit Actual
microgrammi/litro
100 Alarm threshold
<
- 99 %
Water discharged (Chemical oxygen demand -
C.O.D.)
160
30
0
50
100
150
200
Legal Limit Actual
mg/l
120 Alarm threshold
- 81 %
<
136

137. 137
To implement WCM successfully
1. Many good production engineers are wanted -- Knowledge
2. Motivated workers are required -- Willingness
To motivate workers, getting good foremen is the key
3. Good knowledge on WCM must be created quickly enough.
-- Concentration
4. A good combination of the concerned people and their team work are vital to
get things done. -- Cooperation

138. To make things done, the following four are the keys :
(1) Knowledge
(2) Willingness
(3) Concentration
(4) Cooperation
138

139. Knowledge
Without knowledge we cannot do things properly.
* Lack of know-how to reduce waste and losses
* Difficulty in obtaining a good and competent
consultant
139

140. 140
Willingness : management issues
* Lack of long term commitment of the top management
* How to convince senior managers who are not interested in WCM,
who do not believe in such a collective measure as WCM, who do
not want to understand what WCM is all about and who react
politically against WCM
* Resistance or indifference of managers and engineering staff against
empowering the people of lower levels in the hierarchy
* How to convince workers, especially when they are unionized
because WCM eventually creates excess people

141. Concentration : the necessity of success
stories
* Shortage of production engineers
* How to get competent maintenance and quality managers
because they are key people to the success of WCM
journey
* Difficulty in finding time to practice WCM
141

142. Cooperation : the necessity of team work
* How to relate WCM activities with cost reduction
142

143. 143
Lack of willingness
Management issue Top management’s commitment
Fear of making failures
Management issue Step by step approach
Seeing is believing
Unclear view on what to do
Management issue Clear objectives and targets to
achieve
Clear specifications of the improve-
ment schedule

144. 144
Lack of knowledge on how to do
Management issue Allocation of most qualified people
to pilot projects
knowledge acquisition concentration
Lack of competent people
Resource problem Commitment of the organization
* Education and training
Lack of activities for implementation
Resource problem Time and budget for improvement
* WCM hours, WCM days
opportunity maintenance

145. 145
Lack of checking results
Management issue Improvement activities, first
qualitatively and second quantitatively
Lack of benefits as results
Poor knowledge Up to small detail oriented activities
Forgetting the original The importance of deployment
objectives
Lack of horizontal expansion
Management issue Total participation
Lack of continuation
Management issue Total participation, reward system

146. 146
Successful implementation
Willingness
Vision &
problems
identification
Clear target
&
deployment
Analysis
(method
)
Countermeasures
implementation
Check
the results
Corrective
actions
P
D
C
A

147. 147
Possible Causes of Failure and Ways to Deal with Them :
1. There is no commitment nor support of the top management.
2. The employees are complacent with the present situations.
3. The improvement program is too radical, taking no notice of the status quo.
4. The rules of the society or the company culture are neglected in the improvement
program.
5. The objectives and targets of improvement are not clear.
6. Improvements are planned based on the benefits of one specific individual or on a
personal credit.
7. Involvement of the concerned people in making an action program of improvement
has not been sufficient.
7. Demands for improvement are not understood thoroughly.
8. The promoter or the promoting team of improvement are not trusted.
9. There is fear for unpredictable results or failures.
10. There is no rewarding system for the people who have made improvements .

148. 148
The problems to be managed
1. Shortage of production engineers
2. How to motivate operators toward improvements
One of the elements of WCM is the involvement of operators by
autonomous maintenance, etc. but implementing WCM creates
excess operators.
Contradiction !
3. Risk of losing core people after giving extensive education and training
Major expenses for implementing WCM are the ones for education
and training and the costs for restoration and correction of the
machinery.
4. More authority to the people of lower level
Indifference, or in the worst case,
resistance from the middle management
5. Increase of maintenance cost in the beginning

149.  More comfortable to carry out work
 Less overtime work
 Less dangerous operation
 Better environments
 Pleasure of being recognized by seniors on
improvement results
 Pleasure of developing creativity through
improvement
 Having pride to be an important and indispensable
person for the job
 Performance evaluations by the results of activities
Motivation of operators : from forced
activities to enjoyable activities
149

150. 150
To manage, promote and communicate with people,
the followings are the key to the success :
1. To have the commitment of the top management
2. To have a simple and clear plan
3. Not to tackle everything at once, but give priorities
4. To communicate better to let the people understand
that they can find a way out of the difficulties
5. To choose right people and empower them. To carry
out objective evaluation of the employees by
investigating what they have promised and what they
actually have done.

151. 151
Basic Requirement for WCM implementation
• Strong and competent leader
• Stability of management ( < 3 years)
• Constant follow-up of results
• Willingness of accepting changes
• Necessary time and budget

152. 7 WCM Principles 7 WCM Tools 7 WCM Steps
1. Perspective view
2. Visualization
3. Right method/tools
(From reactive, via
preventive to proactive
improvement approaches)
4. Zero optimum concept
5. Countermeasures
against root causes, not
against symptoms
6. Detail oriented
7. Real time oriented
1. Prioritization
2. Systematic, logical and
detailed deployment
3. Problem description
with sketches
4. 5W + 1H (2H) with the
5G principles
5. Root cause analysis
6. Phenomena description
with sketches
7. TWTTP
1. Identify what problems
need to be addressed
2. Detect where they are
3. Prioritize them based
on cost deployment
4. Analyze them and
choose right methods
5. Estimate how much
they cost to be solved
6. Implement solutions
with rigor
7. Evaluate the achieved
results against the
original objective
WCM way