Total Productive Maintenance Operator Driven Reliability

1. MITSUBA F.N.E. Maintenance Department TPM / ODR T otal P roductive M aintenance O perator D riven R eliability ( focused on GF08 winding section )

3. A common misunderstanding about TPM ! Total Productive Maintenance (TPM) provided the framework for policies, the structures, the tools, and the results for consistently reliable, low operating cost equipment and facilities during the evolution of the Toyota Production System (TPS). … TPM is the backbone of the TPS… This is where the misunderstanding begins for today’s corporate leaders: they see, they analyze, and adopt or adapt the TPS tools that they see when they see TPS in action. Unfortunately this tools are not the “system” which makes TPS working: what our western culture fails to see is the “TPS journey” from the old ways of doing business to the new and continuously improving ways, generating sustainable results.

4. TPM HOUSE PLANNED MAINTENANCE SYSTEM SKILL TRAINING PROGRAM QUALITY MAINTENANCE SYSTEM TPM IN OFFICE 5S S eiri (Sort out) - S eiton (Set in order) - S eiso (Shine) - S eiketsu (Standardize) - S hitsuke (Sustain) THE EIGHT PILLARS OF TPM “ KOBETSU - KAIZEN” SYSTEM “ JISHU - HOZEN” SYSTEM SAFETY, HYGIENE AND WORKING ENVIRONMENT

5. What is Operator Driven Reliability? PLANNED MAINTENANCE SYSTEM SKILL TRAINING PROGRAM 5S S eiri (Sort out) - S eiton (Set in order) - S eiso (Shine) - S eiketsu (Standardize) - S hitsuke (Sustain) THE FIVE PILLARS OF ODR “ KOBETSU - KAIZEN” SYSTEM “ JISHU - HOZEN” SYSTEM TPM is a slow culture change to get people to do the right things at the right time: the TPM journey must be covered using much attention and pursuing the goals in a systematic way (step by step). The first step of TPM is the ODR: the ODR is a new and innovative approach to the maintenance, used for example in SKF Industrie (Massa plant), to drive the maintenance operations toward the excellence!

6. 5S TPM starts with 5S. Problems cannot be clearly seen when the work place is unorganized. Cleaning and organizing the workplace helps the team to uncover problems. Making problems visible is the first step of improvement. SEIRI - Sort out : this means sorting and organizing the items as critical, important, frequently used items, useless, or items that are not need as of now. Unwanted items can be salvaged. Critical items should be kept for use nearby and items that are not be used in near future, should be stored in some place. For this step, the worth of the item should be decided based on utility and not cost. As a result of this step, the search time is reduced. SEITON - Set in order : the concept here is that "Each items has a place, and only one place". The items should be placed back after usage at the same place. To identify items easily, name plates and coloured tags has to be used. Vertical racks can be used for this purpose, and heavy items occupy the bottom position in the racks. SEISO - Shine the workplace : this involves cleaning the work place free of burrs, grease, oil, waste, scrap etc. No loosely hanging wires or oil leakage from machines. SEIKETSU - Standardize : employees has to discuss together and decide on standards for keeping the work place / Machines / pathways neat and clean. This standards are implemented for whole organization and are tested / Inspected randomly. SHITSUKE - Sustain : considering 5S as a way of life and bring about self-discipline among the employees of the organization. This includes wearing badges, following work procedures, punctuality, dedication to the organization etc.

12. TPM IN OFFICE

13. SAFETY, HYGIENE AND WORKING ENVIRONMENT

14. LOSS STRUCTURE IN PRODUCTION ACTIVITIES Operating worker-hours Operating hours Loading worker-hours Loading hours Actual working worker-hours Utilization hours Effective working worker-hours Net utilization hours Value-added worker-hours Value-added hours Human Equipment Management Losses Motion Losses Line Organization Losses Losses resulting from failure to automate Measuring and adjustment losses Shut Down Losses Failure Losses Setup and Adjustment Losses Start-Up Losses The losses which decrease the human work efficiency The losses which decrease the equipment efficiency Other Stoppage Losses Speed Losses Typical Equipment Losses Defect/Rework Losses Minor stoppage/Idling Losses

16. HOW MUCH DOES AN OEE IMPROVEMENT COST? Measurement of actual level of defects and breakdowns. Modelling the plant behaviour and validate the simulation model. Determination of current OEE. INTERNAL SPEC. Evaluation of possible single or combined equipments interventions. Determination of Percentage of OEE Improvements for intervention (%OEEI) Evaluation of Equipments Improvements Costs (EIC) Determination of the Cost Percentage Improvement index for interventions. DESIGN A PLANT MAINTENANCE PROGRAM. OEE = A ·PR·QR CPI = EIC/(%OEEI)

18. Why should Mitsuba start the TPM application? IMPROVE QUALITY COST DECREASES PRODUCTIVITY IMPROVES CAPTURE THE MARKET STAY IN BUSINESS PROVIDE JOBS AND MORE JOBS Cost decreases because of less rework, fewer mistakes, fewer delays, snags, better use of machine-time and materials. Capture the market with better quality and lower price. Deming Chain Reaction

19. Where should Mitsuba start the TPM application?

20. COIL CORE ASSY FLOW PROCESS WINDING MACHINE COIL CORE UNIT WIRE COIL BOBBIN COIL CORE ASSY

21. NITTOKU WINDING MACHINE

22. ATOP WINDING MACHINE

23. WINDING MACHINE STRUCTURE Winding Machine Equipment Software Equipment Hardware Equipment NC Axis Wire Guide Wire Tightener Flyer Wire Guide Tools Brake Program

24. PM ANALYSIS ( visible defect ) PM P henomena P hysical After the winding process, wire insulator has been damaged! Wire guide tools damage the wire insulator. M echanism Wire guide tools touch the wire insulator during the process. M achine Hardware Software M aterial Wire insulator is too fragile. Wrong position of wire guide tools. Wrong dimension of layering. Wire Tightener does not work properly. M ethod Wrong transition between two poles. CHECK

25. PM ANALYSIS ( not visible defect ) PM P henomena P hysical Stator Assy fails the tests at the ending of production line! M echanism Wire guide tools touch the wire insulator during the process. M achine Hardware Software M aterial Wrong height of coil core unit. Wrong position of wire guide tools. Wrong dimension of layering. Wire Tightener does not work properly. M ethod A too high load on the wire during the winding process produces a high stress into the insulator Wire insulator is too fragile. Wrong design of coil bobbin. Resistance CHECK Inductance Wire insulator has been damaged during the winding process and it makes a short-circuit.

26. WHY-WHY ANALYSIS Kaizen Idea and schedule… … … … Why 2 Why 1 Due to/Action Why did you take above action? □ In case of spare-part no replacement. Describe Countermeasure: □ In case of spare-part replacement. What your final action? Breakdown, physical phenomenon: (6) □ Poor Skill (5) □ Weak Design (4) □ Deterioration (3) □ Material □ Coil Bobbin □ Coil Core Unit □ Wire (2) □ Poor Condition □ Basic □ Operating (1) □ Winding Machine □ Hardware □ Software E&T SKILL DESIGN PM JH Root cause is one of the following 5 items.

27. WHY-WHY PROCESS ANALYSIS NEW TEST Worker must not spend time for “NG” pieces. Why 2 Add facilities to test the coil core assy. Worker has to test the coil core assy. Why 1 Due to/Action Why did you take above action? □ In case of spare-part no replacement. Describe Countermeasure: first of all, the countermeasure avoids that a “NG” piece could be used in the downstream operations, as the resin treatment and the lead wire assembly ( it decreases the waste ); beside this, at this point of the process flow it is possible to rework the coil core assy. □ In case of spare-part replacement. What your final action? Add facilities to test the coil core assy. Phenomenon: Worker can not test the coil core assy before the resin treatment and the lead wire assembly! (6) □ Poor Skill (5) □ Weak Design (4) □ Deterioration (3) □ Material □ Coil Bobbin □ Coil Core Unit □ Wire ▣ (2) ▣ Poor Condition □ Basic ▣ Operating (1) □ Winding Machine □ Hardware □ Software E&T SKILL DESIGN PM JH Root cause is one of the following 5 items.