This document discusses planned preventive maintenance techniques. It divides maintenance activities into cleaning (C), oiling (O), and tightening (T). It recommends scheduling preventive maintenance tasks on a regular weekly basis. Key aspects of preventive maintenance include using computerized systems to generate and schedule tasks, focusing on operational efficiency, performance, safety, and cost reduction. Total productive maintenance (TPM) aims for zero breakdowns or defects by making all staff responsible for equipment. It utilizes techniques like autonomous maintenance, predictive analysis, and categorizing parts by importance.
The document describes a Traffic Light System (TLS) implemented at a garment factory to monitor quality and identify problems at production lines. The TLS involves:
1. An in-line auditor inspecting random samples from each operation daily and assigning color codes (green, yellow, red) based on defects found.
2. Actions like stopping production for red lights to address issues. Top defect-making operations are discussed at meetings.
3. End-line inspection also identifies defect-making operations. Data is captured on forms and charts to track performance over time, with the goal of reducing defects and achieving Right First Time production.
This document provides an overview of 5S training. The 5S system involves five steps - Sort, Set in Order, Shine, Standardize, and Sustain - for organizing and cleaning a workplace. It discusses the benefits of 5S including improved safety, quality and efficiency. Key aspects of implementing each 5S step are described such as identifying unnecessary items in Sort, optimizing storage locations in Set in Order, establishing cleaning standards in Shine, and visual management techniques for Standardize. Sustaining 5S requires ongoing communication to ensure standards are followed. The overview explains how 5S creates a more productive work environment through visual controls and waste elimination.
Visual management is an integral part of a Lean management system. Visual management uses displays, metrics and controls to help establish and maintain continuous flow, and giving everyone a view of the work along the value stream. It includes a set of techniques that make operation standards visible so that people can follow them more easily. These techniques expose waste so that it can be prevented and eliminated.
LEARNING OBJECTIVES:
1. Understand that visual management is an integral part of Lean transformation
2. Familiarize with the common visual tools such as red tagging, activity boards, A3 storyboards, mistake-proofing, one-point lessons, standard work, kanban, etc.
3. Gain knowledge on how to apply visual tools to add structure and stability to operations, reducing variation and increasing efficiency
CONTENTS:
Introduction
5S - The foundation for a visual workplace
Types of visual management
Visual displays
Visual metrics
Visual controls
Mistake-proofing
Andons
Warning sensors
Common visual tools
Red tagging
Activity board
A3 storyboard
One-point lesson
Standard work chart
Takt time versus actual
Kanban
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
This document outlines an introductory training on the concept of poka-yoke, or mistake proofing. It is divided into 12 sessions that cover topics such as the paradigm shift to zero errors, introductions to poka-yoke principles and examples, process waste management, zero defect quality systems, the three qualifiers of poka-yoke (simple/inexpensive, 100% inspection, immediate feedback), examples of poka-yoke from daily life, poka-yoke systems, methods of implementing poka-yoke, and types of poka-yoke and human mistakes. The overall aim is to teach participants how to utilize mistake proofing approaches to prevent errors and reduce defects.
This document outlines an introductory training on the concept of poka-yoke, or mistake proofing. It is divided into 12 sessions that cover topics such as the paradigm shift to zero errors, introductions to poka-yoke principles and examples, process waste management, zero defect quality systems, the three qualifiers of poka-yoke (simple/inexpensive, 100% inspection, immediate feedback), examples of poka-yoke from daily life, poka-yoke systems, methods of implementing poka-yoke, and types of human mistakes. The overall aim is to teach participants how to utilize mistake proofing approaches to prevent errors and reduce defects.
This document outlines an introductory training on the concept of Poka-Yoke, which is a Japanese term meaning "mistake-proofing". The training contains 12 sessions that cover topics such as: the paradigm shift for achieving zero errors; introductions to Poka-Yoke concepts; examples of Poka-Yoke from daily life; the three qualifiers of Poka-Yoke being simple/inexpensive, 100% inspection, and immediate feedback; methods and types of Poka-Yoke implementation; principles of Poka-Yoke; and the 100-1000-10000 rule regarding escalating costs of defects. The overall aim is to teach participants how to utilize Poka-Yoke methods
This document discusses planned preventive maintenance techniques. It divides maintenance activities into cleaning (C), oiling (O), and tightening (T). It recommends scheduling preventive maintenance tasks on a regular weekly basis. Key aspects of preventive maintenance include using computerized systems to generate and schedule tasks, focusing on operational efficiency, performance, safety, and cost reduction. Total productive maintenance (TPM) aims for zero breakdowns or defects by making all staff responsible for equipment. It utilizes techniques like autonomous maintenance, predictive analysis, and categorizing parts by importance.
The document describes a Traffic Light System (TLS) implemented at a garment factory to monitor quality and identify problems at production lines. The TLS involves:
1. An in-line auditor inspecting random samples from each operation daily and assigning color codes (green, yellow, red) based on defects found.
2. Actions like stopping production for red lights to address issues. Top defect-making operations are discussed at meetings.
3. End-line inspection also identifies defect-making operations. Data is captured on forms and charts to track performance over time, with the goal of reducing defects and achieving Right First Time production.
This document provides an overview of 5S training. The 5S system involves five steps - Sort, Set in Order, Shine, Standardize, and Sustain - for organizing and cleaning a workplace. It discusses the benefits of 5S including improved safety, quality and efficiency. Key aspects of implementing each 5S step are described such as identifying unnecessary items in Sort, optimizing storage locations in Set in Order, establishing cleaning standards in Shine, and visual management techniques for Standardize. Sustaining 5S requires ongoing communication to ensure standards are followed. The overview explains how 5S creates a more productive work environment through visual controls and waste elimination.
Visual management is an integral part of a Lean management system. Visual management uses displays, metrics and controls to help establish and maintain continuous flow, and giving everyone a view of the work along the value stream. It includes a set of techniques that make operation standards visible so that people can follow them more easily. These techniques expose waste so that it can be prevented and eliminated.
LEARNING OBJECTIVES:
1. Understand that visual management is an integral part of Lean transformation
2. Familiarize with the common visual tools such as red tagging, activity boards, A3 storyboards, mistake-proofing, one-point lessons, standard work, kanban, etc.
3. Gain knowledge on how to apply visual tools to add structure and stability to operations, reducing variation and increasing efficiency
CONTENTS:
Introduction
5S - The foundation for a visual workplace
Types of visual management
Visual displays
Visual metrics
Visual controls
Mistake-proofing
Andons
Warning sensors
Common visual tools
Red tagging
Activity board
A3 storyboard
One-point lesson
Standard work chart
Takt time versus actual
Kanban
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
This document outlines an introductory training on the concept of poka-yoke, or mistake proofing. It is divided into 12 sessions that cover topics such as the paradigm shift to zero errors, introductions to poka-yoke principles and examples, process waste management, zero defect quality systems, the three qualifiers of poka-yoke (simple/inexpensive, 100% inspection, immediate feedback), examples of poka-yoke from daily life, poka-yoke systems, methods of implementing poka-yoke, and types of poka-yoke and human mistakes. The overall aim is to teach participants how to utilize mistake proofing approaches to prevent errors and reduce defects.
This document outlines an introductory training on the concept of poka-yoke, or mistake proofing. It is divided into 12 sessions that cover topics such as the paradigm shift to zero errors, introductions to poka-yoke principles and examples, process waste management, zero defect quality systems, the three qualifiers of poka-yoke (simple/inexpensive, 100% inspection, immediate feedback), examples of poka-yoke from daily life, poka-yoke systems, methods of implementing poka-yoke, and types of human mistakes. The overall aim is to teach participants how to utilize mistake proofing approaches to prevent errors and reduce defects.
This document outlines an introductory training on the concept of Poka-Yoke, which is a Japanese term meaning "mistake-proofing". The training contains 12 sessions that cover topics such as: the paradigm shift for achieving zero errors; introductions to Poka-Yoke concepts; examples of Poka-Yoke from daily life; the three qualifiers of Poka-Yoke being simple/inexpensive, 100% inspection, and immediate feedback; methods and types of Poka-Yoke implementation; principles of Poka-Yoke; and the 100-1000-10000 rule regarding escalating costs of defects. The overall aim is to teach participants how to utilize Poka-Yoke methods
This document outlines an introductory training on the concept of Poka-Yoke, which is a Japanese term meaning "mistake-proofing". The training contains 12 sessions that cover topics such as: the paradigm shift towards zero errors, introductions to Poka-Yoke concepts and examples, process waste management, zero defect quality systems, the three qualifiers of Poka-Yoke (simple/inexpensive, 100% inspection, immediate feedback), methods and types of Poka-Yoke, principles of Poka-Yoke, and the 100-1000-10000 rule regarding increasing costs of errors. The overall aim is to teach participants how to utilize mistake-proofing approaches to prevent errors and reduce
Daily Production Management - 5 Tips to Maintain Stability & Exclusion of Abn...Antonius Pompi Bramono
5 tips to maintain stability & exclusion of abnormality in your daily production management by implementing 5S, Visual Control, Observing & Enforcement of Standard, Failsafe Devices and Abnormality Control.
This document provides an overview of World Class Manufacturing (WCM) principles and implementation at Fiat. It discusses that WCM aims to eliminate all types of waste and losses through continuous improvement and employee contributions. Fiat has successfully implemented WCM at plants in Poland, Italy, and Turkey, with one Turkey plant achieving Silver level status. WCM focuses on improving all aspects of plant operations from quality to maintenance to logistics. The principles emphasize safety, standards, eliminating losses, and people involvement. Metrics are used to track progress on goals like reducing defects, breakdowns, and inventory.
The document outlines a training module on performance excellence that focuses on achieving zero defects through mistake-proofing processes. It discusses key concepts like zero defects quality, understanding process errors, and poka-yoke methods. The goal of these concepts and methods is to prevent defects by designing processes and controls that make defects impossible, through techniques like point-of-origin inspection, 100% audit checks, quick feedback, and sensors that detect errors. This allows processes to produce quality products the first time with no waste from rework or defects.
The document outlines a 5-step training package for autonomous maintenance that includes educating operators on machine functions, having operators do initial cleaning and inspections to establish standards, eliminating contamination and inaccessible areas, developing provisional standards, finalizing the standards after management approval, and training operators on the new standards. The goal is to equip operators to identify and address issues themselves through proactive maintenance rather than reactive repairs in order to improve equipment reliability.
The document discusses standard work, which establishes reliable and repeatable processes. It defines standard work as documenting the best methods and sequences for each process. The key benefits are clarifying processes, ensuring consistency, expediting training, and providing a baseline for improvement. Standard work was developed at Toyota in the 1950s-60s and includes takt time, work sequences, and standard work-in-process levels. It provides stability, prevents defects, and forms the basis for continuous improvement.
We are facing Below mentioned issue on M- 1& M-3 Lines since from long time
1) The Mussing PLC goes in holt mode at the time of starting the cell.
It will take few minutes to restart after repeatedly switching on – off. at the beginning of shift
This problem is savior at two places waz . Down tube and Steering Head. ( M-1 Line)
It is risky from maintenance point of view & there are chances of damaging the PLC permanently
As the Messung has windup their business spares parts management is also a headache for us .
As per discussion with my team members and consequently with you in present scenario we have to replace the Messung PLC by Mitsubishi PLC ( like Installed on M-2 Line) is the only alternative.
I am preparing the action plan for same with my team.
But we need your valuable technical support in this case.
Once the management approves budget and according to production planning we can work out for micro level plan.
Waiting for your support and guidelines. JH ACTIVITES
The document discusses mistake proofing and poka-yoke techniques. It covers key aspects of a zero defect quality system including point of origin inspection, 100% audit checks, immediate feedback, and poka-yoke methods. Poka-yoke refers to using sensors or devices to detect errors and can be either control systems that shut down processes when errors are detected or warning systems that signal operators to correct issues.
Not having the ability to identify and rapidly respond to an abnormality means risking potential line shutdown, re-work, or maybe even a recall. Learn the steps needed to formalize and implement a proactive abnormality management program - including methods to error-proof your operations.
This document outlines the key concepts and implementation of Total Productive Maintenance (TPM). TPM aims to achieve maximum equipment effectiveness through employee involvement between operators and maintenance technicians. It focuses on autonomous maintenance activities performed by operators, such as daily cleaning, inspection and lubrication. The document details the eight pillars of TPM and how autonomous maintenance improves equipment uptime and saves costs when implemented successfully.
[Note: To download the complete presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Autonomous Maintenance (Jishu Hozen) is one of the most important building blocks in any Total Productive Maintenance (TPM) program. Autonomous Maintenance refers to TPM activities that involve operators in maintaining their own equipment, independent of the maintenance department.
One of the basic principles of TPM is that operators are the first line of defense against unplanned equipment downtime. Operators and others in daily contact with equipment can use their knowledge and familiarity with operating conditions to predict and prevent breakdowns and other equipment-related losses. They do this through regular cleaning and inspection of equipment, and through team-based autonomous. maintenance activities that tackle equipment-related problems.
Activities in an Autonomous Maintenance program include: daily inspections, lubrication, parts replacement, simple repairs, abnormality detection and precision checks.
The goals of the Autonomous Maintenance program are to prevent equipment deterioration, restore equipment to its ideal state, and establish basic conditions needed to keep equipment well maintained.
Developed by our JIPM-certified TPM instructor, this Autonomous Maintenance (Jishu Hozen) PPT presentation is packed with diagrams, examples and practical tips and can be used to train shopfloor staff participating in autonomous maintenance activities.
LEARNING OBJECTIVES
1. Understand the key concepts of TPM and AM activities
2. Learn how to implement the AM activities, step by step
3. Learn how to use activity boards, meetings and one-point lessons to promote TPM goals
4. Learn how to measure and audit AM activities and performance
5. Familiarize with the JIPM TPM excellence criteria for AM
6. Understand the critical success factors in sustaining AM activities on the shopfloor
This document discusses operator self-inspection, where production workers are trained to inspect their own work. It provides several benefits over inspection solely by quality personnel, including immediate detection of errors and greater incentive for operators to accurately identify issues. Implementing operator certification requires training operators and managing the human aspects. Principles for operators include not accepting or producing defective work and addressing any issues. The workflow is described both with and without self-inspection. Mistake proofing, root cause analysis, visual management tools, and discipline are important to maintain quality. An operator self-inspection program and process audit procedure are outlined.
A presentation on TPM and its objectives, goals, benefits, pillars and other aspects have been explored as well as its relation to 5s & visual. In the end, step by step implementation of TPM, losses & OEE, these tools also have been shown & discussed.
This document summarizes an observation report on quality management systems and shop floor management. It discusses topics such as visual evaluation of manufacturing processes, quality targets and control plans, production control, quality development concepts, new shop floor management models, and mini-company management. Recommendations are provided on areas like process flow visibility, performance tracking, indirect staffing levels, and creating a positive working environment focused on continuous improvement.
The document discusses various Lean tools that can be used to eliminate waste and improve processes, including:
- The 5S methodology for organizing and standardizing the workplace.
- Value stream mapping to visualize and improve the flow of processes.
- Kanban systems for signaling material needs and limiting work-in-progress.
- Kaizen events which implement rapid process improvements through multidisciplinary teams.
- Takt time analysis to synchronize production with customer demand.
Visual Factory is a concept focused on the visual perception.
Purpose = replace texts by communicating via “visual signals”:
- in work instructions and checklists (pictures of the equipment with control points)
- with local signage: tags, labels (what to measure, range, …), pictures
Benefits:
- quick and easy instructions
- reductions in injuries and strain
- increased efficiency and reactivity
- reduction of the variability and the non-conformity rate
- decreased training time…
World class manufacturing practices in the SCM-2.pptxChandrasen Sharma
The document discusses the key aspects of achieving world-class manufacturing status. It outlines 16 factors for becoming world-class and describes tools like just-in-time manufacturing, Kanban control, and CONWIP control. It provides a checklist for assessing world-class criteria in areas like customer service, quality, flexibility, and innovation. The conclusion discusses starting a program to achieve world-class manufacturing standards through continuous improvement and employee contributions at all levels of the organization.
TPM (Total Productive Maintenance) is a proactive approach to maintenance that relies on operator involvement to optimize equipment effectiveness. It aims to eliminate equipment breakdowns and reduce defects through preventative and predictive maintenance practices. The presentation outlines TPM's role as a lean initiative, its 7 steps including operator autonomous maintenance and professional maintenance skills development. TPM begins with 5S and builds a comprehensive downtime database to predict and prevent issues through planned maintenance.
Visual management is a system that uses visual displays and controls to communicate information clearly and concisely. It aims to improve organizational performance by making standards and deviations from standards immediately visible. This allows issues to be recognized and addressed quickly. An effective visual management system incorporates workplace organization, visual displays of standards and metrics, and visual controls that stop abnormalities. When implemented properly across an entire facility, it can create a "visual factory" with clearly defined processes and self-correcting abnormalities.
More Related Content
Similar to Part 3 - Mfg excellence thr TPS (1).pdf
This document outlines an introductory training on the concept of Poka-Yoke, which is a Japanese term meaning "mistake-proofing". The training contains 12 sessions that cover topics such as: the paradigm shift towards zero errors, introductions to Poka-Yoke concepts and examples, process waste management, zero defect quality systems, the three qualifiers of Poka-Yoke (simple/inexpensive, 100% inspection, immediate feedback), methods and types of Poka-Yoke, principles of Poka-Yoke, and the 100-1000-10000 rule regarding increasing costs of errors. The overall aim is to teach participants how to utilize mistake-proofing approaches to prevent errors and reduce
Daily Production Management - 5 Tips to Maintain Stability & Exclusion of Abn...Antonius Pompi Bramono
5 tips to maintain stability & exclusion of abnormality in your daily production management by implementing 5S, Visual Control, Observing & Enforcement of Standard, Failsafe Devices and Abnormality Control.
This document provides an overview of World Class Manufacturing (WCM) principles and implementation at Fiat. It discusses that WCM aims to eliminate all types of waste and losses through continuous improvement and employee contributions. Fiat has successfully implemented WCM at plants in Poland, Italy, and Turkey, with one Turkey plant achieving Silver level status. WCM focuses on improving all aspects of plant operations from quality to maintenance to logistics. The principles emphasize safety, standards, eliminating losses, and people involvement. Metrics are used to track progress on goals like reducing defects, breakdowns, and inventory.
The document outlines a training module on performance excellence that focuses on achieving zero defects through mistake-proofing processes. It discusses key concepts like zero defects quality, understanding process errors, and poka-yoke methods. The goal of these concepts and methods is to prevent defects by designing processes and controls that make defects impossible, through techniques like point-of-origin inspection, 100% audit checks, quick feedback, and sensors that detect errors. This allows processes to produce quality products the first time with no waste from rework or defects.
The document outlines a 5-step training package for autonomous maintenance that includes educating operators on machine functions, having operators do initial cleaning and inspections to establish standards, eliminating contamination and inaccessible areas, developing provisional standards, finalizing the standards after management approval, and training operators on the new standards. The goal is to equip operators to identify and address issues themselves through proactive maintenance rather than reactive repairs in order to improve equipment reliability.
The document discusses standard work, which establishes reliable and repeatable processes. It defines standard work as documenting the best methods and sequences for each process. The key benefits are clarifying processes, ensuring consistency, expediting training, and providing a baseline for improvement. Standard work was developed at Toyota in the 1950s-60s and includes takt time, work sequences, and standard work-in-process levels. It provides stability, prevents defects, and forms the basis for continuous improvement.
We are facing Below mentioned issue on M- 1& M-3 Lines since from long time
1) The Mussing PLC goes in holt mode at the time of starting the cell.
It will take few minutes to restart after repeatedly switching on – off. at the beginning of shift
This problem is savior at two places waz . Down tube and Steering Head. ( M-1 Line)
It is risky from maintenance point of view & there are chances of damaging the PLC permanently
As the Messung has windup their business spares parts management is also a headache for us .
As per discussion with my team members and consequently with you in present scenario we have to replace the Messung PLC by Mitsubishi PLC ( like Installed on M-2 Line) is the only alternative.
I am preparing the action plan for same with my team.
But we need your valuable technical support in this case.
Once the management approves budget and according to production planning we can work out for micro level plan.
Waiting for your support and guidelines. JH ACTIVITES
The document discusses mistake proofing and poka-yoke techniques. It covers key aspects of a zero defect quality system including point of origin inspection, 100% audit checks, immediate feedback, and poka-yoke methods. Poka-yoke refers to using sensors or devices to detect errors and can be either control systems that shut down processes when errors are detected or warning systems that signal operators to correct issues.
Not having the ability to identify and rapidly respond to an abnormality means risking potential line shutdown, re-work, or maybe even a recall. Learn the steps needed to formalize and implement a proactive abnormality management program - including methods to error-proof your operations.
This document outlines the key concepts and implementation of Total Productive Maintenance (TPM). TPM aims to achieve maximum equipment effectiveness through employee involvement between operators and maintenance technicians. It focuses on autonomous maintenance activities performed by operators, such as daily cleaning, inspection and lubrication. The document details the eight pillars of TPM and how autonomous maintenance improves equipment uptime and saves costs when implemented successfully.
[Note: To download the complete presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Autonomous Maintenance (Jishu Hozen) is one of the most important building blocks in any Total Productive Maintenance (TPM) program. Autonomous Maintenance refers to TPM activities that involve operators in maintaining their own equipment, independent of the maintenance department.
One of the basic principles of TPM is that operators are the first line of defense against unplanned equipment downtime. Operators and others in daily contact with equipment can use their knowledge and familiarity with operating conditions to predict and prevent breakdowns and other equipment-related losses. They do this through regular cleaning and inspection of equipment, and through team-based autonomous. maintenance activities that tackle equipment-related problems.
Activities in an Autonomous Maintenance program include: daily inspections, lubrication, parts replacement, simple repairs, abnormality detection and precision checks.
The goals of the Autonomous Maintenance program are to prevent equipment deterioration, restore equipment to its ideal state, and establish basic conditions needed to keep equipment well maintained.
Developed by our JIPM-certified TPM instructor, this Autonomous Maintenance (Jishu Hozen) PPT presentation is packed with diagrams, examples and practical tips and can be used to train shopfloor staff participating in autonomous maintenance activities.
LEARNING OBJECTIVES
1. Understand the key concepts of TPM and AM activities
2. Learn how to implement the AM activities, step by step
3. Learn how to use activity boards, meetings and one-point lessons to promote TPM goals
4. Learn how to measure and audit AM activities and performance
5. Familiarize with the JIPM TPM excellence criteria for AM
6. Understand the critical success factors in sustaining AM activities on the shopfloor
This document discusses operator self-inspection, where production workers are trained to inspect their own work. It provides several benefits over inspection solely by quality personnel, including immediate detection of errors and greater incentive for operators to accurately identify issues. Implementing operator certification requires training operators and managing the human aspects. Principles for operators include not accepting or producing defective work and addressing any issues. The workflow is described both with and without self-inspection. Mistake proofing, root cause analysis, visual management tools, and discipline are important to maintain quality. An operator self-inspection program and process audit procedure are outlined.
A presentation on TPM and its objectives, goals, benefits, pillars and other aspects have been explored as well as its relation to 5s & visual. In the end, step by step implementation of TPM, losses & OEE, these tools also have been shown & discussed.
This document summarizes an observation report on quality management systems and shop floor management. It discusses topics such as visual evaluation of manufacturing processes, quality targets and control plans, production control, quality development concepts, new shop floor management models, and mini-company management. Recommendations are provided on areas like process flow visibility, performance tracking, indirect staffing levels, and creating a positive working environment focused on continuous improvement.
The document discusses various Lean tools that can be used to eliminate waste and improve processes, including:
- The 5S methodology for organizing and standardizing the workplace.
- Value stream mapping to visualize and improve the flow of processes.
- Kanban systems for signaling material needs and limiting work-in-progress.
- Kaizen events which implement rapid process improvements through multidisciplinary teams.
- Takt time analysis to synchronize production with customer demand.
Visual Factory is a concept focused on the visual perception.
Purpose = replace texts by communicating via “visual signals”:
- in work instructions and checklists (pictures of the equipment with control points)
- with local signage: tags, labels (what to measure, range, …), pictures
Benefits:
- quick and easy instructions
- reductions in injuries and strain
- increased efficiency and reactivity
- reduction of the variability and the non-conformity rate
- decreased training time…
World class manufacturing practices in the SCM-2.pptxChandrasen Sharma
The document discusses the key aspects of achieving world-class manufacturing status. It outlines 16 factors for becoming world-class and describes tools like just-in-time manufacturing, Kanban control, and CONWIP control. It provides a checklist for assessing world-class criteria in areas like customer service, quality, flexibility, and innovation. The conclusion discusses starting a program to achieve world-class manufacturing standards through continuous improvement and employee contributions at all levels of the organization.
TPM (Total Productive Maintenance) is a proactive approach to maintenance that relies on operator involvement to optimize equipment effectiveness. It aims to eliminate equipment breakdowns and reduce defects through preventative and predictive maintenance practices. The presentation outlines TPM's role as a lean initiative, its 7 steps including operator autonomous maintenance and professional maintenance skills development. TPM begins with 5S and builds a comprehensive downtime database to predict and prevent issues through planned maintenance.
Similar to Part 3 - Mfg excellence thr TPS (1).pdf (20)
Visual management is a system that uses visual displays and controls to communicate information clearly and concisely. It aims to improve organizational performance by making standards and deviations from standards immediately visible. This allows issues to be recognized and addressed quickly. An effective visual management system incorporates workplace organization, visual displays of standards and metrics, and visual controls that stop abnormalities. When implemented properly across an entire facility, it can create a "visual factory" with clearly defined processes and self-correcting abnormalities.
Digitalization involves creating value through customer experiences, business processes, and foundational capabilities. To meet high customer expectations, companies must accelerate digitizing processes but go beyond just automating existing workflows. Digitalization transforms companies by applying disruptive technologies, reducing costs and cycle times through automated data collection and analysis to better understand processes, performance, and risks.
The Machine That Changed the World- The Story of Lean Production.pdf.pdfPrabagaraneRamachand1
1. In the late 19th century, automobile production began as a craft industry, with skilled workers hand-building cars in small batches. Panhard et Levassor in Paris was an early pioneer, producing a few hundred cars per year using this craft method of production.
2. As demand for automobiles grew in the early 20th century, craft production could not meet the increasing volumes required. Henry Ford's assembly line innovations at Highland Park allowed for mass production of standardized Model T's at much higher volumes through specialized machinery and division of labor.
3. By the 1920s, mass production was the dominant system in the automotive industry. It enabled lower costs and higher output, but also led to
Charging and Fueling Infrastructure Grant: Round 2 by Brandt HertensteinForth
Brandt Hertenstein, Program Manager of the Electrification Coalition gave this presentation at the Forth and Electrification Coalition CFI Grant Program - Overview and Technical Assistance webinar on June 12, 2024.
Welcome to ASP Cranes, your trusted partner for crane solutions in Raipur, Chhattisgarh! With years of experience and a commitment to excellence, we offer a comprehensive range of crane services tailored to meet your lifting and material handling needs.
At ASP Cranes, we understand the importance of reliable and efficient crane operations in various industries, from construction and manufacturing to logistics and infrastructure development. That's why we strive to deliver top-notch solutions that enhance productivity, safety, and cost-effectiveness for our clients.
Our services include:
Crane Rental: Whether you need a crawler crane for heavy lifting or a hydraulic crane for versatile operations, we have a diverse fleet of well-maintained cranes available for rent. Our rental options are flexible and can be customized to suit your project requirements.
Crane Sales: Looking to invest in a crane for your business? We offer a wide selection of new and used cranes from leading manufacturers, ensuring you find the perfect equipment to match your needs and budget.
Crane Maintenance and Repair: To ensure optimal performance and safety, regular maintenance and timely repairs are essential for cranes. Our team of skilled technicians provides comprehensive maintenance and repair services to keep your equipment running smoothly and minimize downtime.
Crane Operator Training: Proper training is crucial for safe and efficient crane operation. We offer specialized training programs conducted by certified instructors to equip operators with the skills and knowledge they need to handle cranes effectively.
Custom Solutions: We understand that every project is unique, which is why we offer custom crane solutions tailored to your specific requirements. Whether you need modifications, attachments, or specialized equipment, we can design and implement solutions that meet your needs.
At ASP Cranes, customer satisfaction is our top priority. We are dedicated to delivering reliable, cost-effective, and innovative crane solutions that exceed expectations. Contact us today to learn more about our services and how we can support your project in Raipur, Chhattisgarh, and beyond. Let ASP Cranes be your trusted partner for all your crane needs!
Dahua provides a comprehensive guide on how to install their security camera systems. Learn about the different types of cameras and system components, as well as the installation process.
EV Charging at MFH Properties by Whitaker JamiesonForth
Whitaker Jamieson, Senior Specialist at Forth, gave this presentation at the Forth Addressing The Challenges of Charging at Multi-Family Housing webinar on June 11, 2024.
Understanding Catalytic Converter Theft:
What is a Catalytic Converter?: Learn about the function of catalytic converters in vehicles and why they are targeted by thieves.
Why are They Stolen?: Discover the valuable metals inside catalytic converters (such as platinum, palladium, and rhodium) that make them attractive to criminals.
Steps to Prevent Catalytic Converter Theft:
Parking Strategies: Tips on where and how to park your vehicle to reduce the risk of theft, such as parking in well-lit areas or secure garages.
Protective Devices: Overview of various anti-theft devices available, including catalytic converter locks, shields, and alarms.
Etching and Marking: The benefits of etching your vehicle’s VIN on the catalytic converter or using a catalytic converter marking kit to make it traceable and less appealing to thieves.
Surveillance and Monitoring: Recommendations for using security cameras and motion-sensor lights to deter thieves.
Statistics and Insights:
Theft Rates by Borough: Analysis of data to determine which borough in NYC experiences the highest rate of catalytic converter thefts.
Recent Trends: Current trends and patterns in catalytic converter thefts to help you stay aware of emerging hotspots and tactics used by thieves.
Benefits of This Presentation:
Awareness: Increase your awareness about catalytic converter theft and its impact on vehicle owners.
Practical Tips: Gain actionable insights and tips to effectively prevent catalytic converter theft.
Local Insights: Understand the specific risks in different NYC boroughs, helping you take targeted preventive measures.
This presentation aims to equip you with the knowledge and tools needed to protect your vehicle from catalytic converter theft, ensuring you are prepared and proactive in safeguarding your property.
Implementing ELDs or Electronic Logging Devices is slowly but surely becoming the norm in fleet management. Why? Well, integrating ELDs and associated connected vehicle solutions like fleet tracking devices lets businesses and their in-house fleet managers reap several benefits. Check out the post below to learn more.
Charging Fueling & Infrastructure (CFI) Program by Kevin MillerForth
Kevin Miller, Senior Advisor, Business Models of the Joint Office of Energy and Transportation gave this presentation at the Forth and Electrification Coalition CFI Grant Program - Overview and Technical Assistance webinar on June 12, 2024.
Charging Fueling & Infrastructure (CFI) Program Resources by Cat PleinForth
Cat Plein, Development & Communications Director of Forth, gave this presentation at the Forth and Electrification Coalition CFI Grant Program - Overview and Technical Assistance webinar on June 12, 2024.
Expanding Access to Affordable At-Home EV Charging by Vanessa WarheitForth
Vanessa Warheit, Co-Founder of EV Charging for All, gave this presentation at the Forth Addressing The Challenges of Charging at Multi-Family Housing webinar on June 11, 2024.
1. Subrata Mitra Majumdar
Management & Operational Excellence Consultant
CII IQ – Bengaluru
“ Manufacturing Excellence
Through Toyota Production
System ”
22nd and 23rd July’2021
Achieve Competitive edge
1
3. What is Visual Management and Visual Control
Visual Management
• It means use of visual aids to manage the operation and track
performance. It displays standards and actual.
• It’s a way of communicating to a broad audience in a clear, concise
way. It puts information in the hands of those who can take action.
• By design, it is a deliberate action of communicating information that
people will recognize in order to increase efficiency and clarity.
It attempts to improve performance of an organisation by means of
visual stimuli.
Visual Control
• Any device or symbol that effectively places
information at the point of use with words or none at all.
• It enables an individual to immediately recognize the standard and
any deviation from it.
3
4. Benefits
• Creates stability to the environment, equipment and work
performed.
• Reduces errors and mistakes.
• Reduces idle time, downtime.
• Increases the awareness of waste and waste
management.
• Improves compliance to safety.
• Improves the communication between different shifts.
• Improves employees involvement and morale.
• Eliminates the need for time consuming meetings.
• Reinforces continuous improvement in PQCDSM.
4
5. Why is this required
• Our brains simply respond better and faster to colors, shapes, patterns
and pictures
5
8. Example: Levels of Visual Displays
and Controls
Item to be controlled Ensure that automobile lights are
switched off when driver turns off engine
Level 1: Share information Include instructions in driver’s manual
Level 2: Share standards Paste instructions on car dashboard to “Switch
off lights before leaving car”
Level 3: Build standards “Switch off lights” comes up in red on the
control panel when engine is shut off
Level 4: Warn about
abnormalities
Bell sounds when car door is opened if lights
are on
Level 5: Stop abnormalities Keys cannot be removed until lights are
switched off
Level 6: Prevent abnormalities Lights are automatically switched off when car
engine turns off
Prevent abnormality – one more common example
Aeroplane lavatory toilets: The light will not come on in the cubicle until the door
has been locked, forcing users to lock the door and preventing other passengers
from opening the door while its occupied. All by preventing a light from turning on.
8
9. The Information Gap
• What ?
• Where ?
• When ?
• Who ?
• Why ?
• How ?
• How Many ?
Are these answers obvious as we walk through the facility ?
In a Visual workplace, anyone will know all these in 5 minutes. Go
and see – self assessment.
Visual management help each employee to see the flow of value
and fix problems before / when the flow breaks down.
What Is Happening ?
What should be happening ?
9
10. Workplace standards - Visual
• Manufacturing Process – Machine operation, Work Instruction, Set
up procedure, Route card, Loading and Scheduling, OPL, WIP
Control etc.
• Safety - Safety check list, PPE usage, Handling and use of Fire
Extinguishers and Fire Hoses etc.
• Quality – Control Plan, Quality Alert, Control Chart, Inspection
check list, Inspection method etc.
• Maintenance – Preventive maintenance schedule, Troubleshooting,
Cleaning / Inspection / Lubrication / Tightening check list and
schedule, etc.
• WIP Control
• Work Place Organization ( WPO )
• Packing
• Special process Qualification – Welding, Heat treatment, Surface
treatment etc.
• Machine commissioning and trial run
• Colour codes, Directions, Signage, Posters
10
11. Some more applications - examples
• Marking the floor and the piping system.
• Marking the materials and products being produced.
• Marking the machines, equipment and production lines.
• Marking the offices, rooms, cells and storage areas.
• Way-finding visuals to help people find the way around.
• Signs such as do not enter and no-smoking signs.
• Using color coded cards and Kanban boards in a pull system.
• Using of boards to prioritize problems and communicate
countermeasures.
• Using of posters and banners to reinforce Lean goals and
principles.
• Using of tracking boards to facilitate communication in multi-
shift operations.
• Using of scoreboards to communicate and track process
metrics in a real time basis. 11
12. Visual control chart
Any printed or hand-written chart that :
• is used for monitoring or controlling, any aspect of Operation
• is posted in plain sight
• very near the place where the actual work is done
• is frequently updated with the latest results
timely enough to effectively respond to problems, not just historical
post mortems
• graphically highlights problems
• has notes clearly articulating the reasons for 'misses'
(differences between expected vs. actual results)
• can ideally be understood at a glance by anyone passing by.
12
13. Visual Management Boards
• Should indicate the status of the process
• Should direct the leadership to areas that need support
• Should indicate the actions or countermeasures that are in
process
• Should show normal versus the abnormal, or what is right
and what is wrong
13
15. Visual Standards - Example
Instrument
Tools for set up
Set up instruction,
SOP
One Point Lesson,
Alerts
Tools for
Processing
with PO, Inspection
Record
Cloth for cleaning
15
31. Visual Management – Problem Solving
Team Task Board
Responsible and Agile teams
31
32. Implementation Planning
• What should you be tracking ?
• What is happening? What should be happening? How do we
close the gap ?
Standard vs. Actual ? Target vs Actual ?
• What is the benefit of making it visual ?
• How should you display the information ? Where ?
Manual or Electronic
• What will you do with this information?
• How will the information be shared ?
Team Huddles / Gemba Walks
32
33. Implementation Planning - Decide list of Visual
aids, to start in Shop floor
• KPIs – Lag : Productivity, iPPM, ePPM, RW, Lead Time, On
Time, Accident Rate, WIP days, MTBF / MTTR
• KPIs – Lead :OEE, Losses, Downtime, Real time Production
quantity ( Daily, Shift, 2 Hourly, Hourly ), Daily Rejection / RW,
Cp/Cpk, Near Miss, First aid, Machine utilization etc.
• Others - Stocks on Line, 2 Bin Control, Weekly Workable work
plan with availability status, PM schedule vs compliance, 5S
audit plan vs compliance, Suggestion/ Kaizen, Next 3 days
Machine loading, Production order status, Multi-skill level and
training plan / status, Shift schedule with skill levels, WPO,
Process audit report, Shift Manning rule, Area layout etc.
33
34. Implementation Planning - Decide list of Visual
aids, to start in Shop floor
• Gemba board – Daily update / register, Escalation board.
• On Line – Drawing, Production Order / Route card, Job card,
Set up manual, WI / SOP, Control Plan, Alerts, Inspection report,
Control Chart, Troubleshooting ,OPL, 5S Cleaning schedule and
compliance, Physical reference ( Ok , Not Ok ) sample / picture,
Rejection ( Set up, In process ) / Rework bins / area, 1S area,
Labelling / Identification of every place and item.
• Quick response mechanism to address abnormalities, problems
with SWAT / PIT STOP teams.
• Signage, Directions, Posters, Working range.
34
35. Visual Management at Work
• Step 1: Decide what needs to be made visual
• Step 2: Set up a trigger system
• Step 3: Set up a standard for action
35
36. Check list - Does your Visual display
offer these benefits
• Communicate information about performance ?
• Make Standards visible ?
• Makes Problems recognizable ?
• Make work safer and easier ?
• Recognize an achievement ?
• Creates a shared knowledge base ?
36
37. In A Visual Factory
• There is nothing extra
• The environment is immaculate, safe, and self-cleaning
• Standards are easy to recognize and abnormal conditions are
easier to correct
• Performance and progress are readily apparent
• Zero Defect is a reality
37
38. Summary
• Visual Factory uses displays and controls that enable an
individual to immediately recognize standards and any deviation
from them
• Visual Factory is an important method for improving product
quality and production efficiency while reducing costs
• Workplace Organization + Visual Displays + Visual Controls
= Visual Factory
38