ECRS Training

Date: 11/12/03 1

AMAM

AM Step 5 Training

ECRS

ECRSECRS

How to make effective CIL tasks How to make effective CIL tasks efficientefficient

AMAM

Date: 11/12/03 2

AMAM

AM Step 5 Training

ECRS

AM Step5AM Step51 - Veri fy readiness for Step 52 - Train on step 5 process and CBA’s3 - Review Current Losses (Equipment & Effort)4 - Set Step 5 Goals and targets

5 - Clarify Roles and Responsibilities6 - Develop Step 5 Overall Activity schedule7 - Set up Activity Board

1 - Execute CIL and Inspection Standards developed in previous Steps 2 - Monitor daily results and track in process and output measures

1 - Collect all standards of routine activities performed around the equipment: Quality, Safety and Hygiene , CIL, and determine which checks need to be integrated

2 - Develop a baseline Route Map indicating locations and path of routine inspections3 - Set the baseline time required to conduct all inspections included in standards

1 - Eliminate any duplication of e fforts (repeated activities)2 - Review frequency of activities based on equipment

per formance3 - Combine activities4- Define Tentative Integrated Standards

1- Execute Tentative Integrated Standards using the tentative checksheets 2- Veri fy the e ffectiveness of the Integrated Standard to prevent equipment losses (failures, assists, touches)3 - Modify Integrated standard based on the outcome of problem analysis for failures, incidents, defects4 - Ensure all equipment related problems can be prevented by early detection of sympto ms during integrated

standards routes5 - Track ti me required t to per form all inspections and the number of inspections included in the integrated standard6- Rearrange activities to minimize motion losses (few locations)

7- Simplify inspection activities through enhancing the use of visual controls

5 - Prepare Tentative Integrated checksheets balancing the effort required on daily, weekly and monthly activities

Preparation

Go to Step 6

Step 5 Audit

Maintain Step 4 Conditions

Collect allexisting checks

Prepare a TentativeIntegratedStandard

Conduct Autonomous

Inspection Activities

Develop final Integrated Standard

1 - Check against targets set (minor stops, MTBF, CIL effort, nu mber o f activities, skills to perform standards)2 - Conduct gap analysis and take countermeasures3 - Veri fy effo rt required to conduct all inspections is aligned with the line organization requirements

1 - Update Tentative Integrated Standards reflecting all changes made2 - Develop the final Route Map indicating locations and path of routine inspections 3 - Train other teams on how to perform new standards4 - Integrate standards into department DMS

1 - Conduct 3-level audit - confirm team’s step 5 processes2 - Celebrate success of passing step - recognize team and individual progress

ObjectivesMet ?

1 - Veri fy readiness for Step 52 - Train on step 5 process and CBA’s3 - Review Current Losses (Equipment & Effort)4 - Set Step 5 Goals and targets

5 - Clarify Roles and Responsibilities6 - Develop Step 5 Overall Activity schedule7 - Set up Activity Board

1 - Execute CIL and Inspection Standards developed in previous Steps 2 - Monitor daily results and track in process and output measures





1 - Eliminate any duplication of e fforts (repeated activities)2 - Review frequency of activities based on equipment

per formance3 - Combine activities4- Define Tentative Integrated Standards

1- Execute Tentative Integrated Standards using the tentative checksheets 2- Veri fy the e ffectiveness of the Integrated Standard to prevent equipment losses (failures, assists, touches)3 - Modify Integrated standard based on the outcome of problem analysis for failures, incidents, defects4 - Ensure all equipment related problems can be prevented by early detection of sympto ms during integrated

standards routes5 - Track ti me required t to per form all inspections and the number of inspections included in the integrated standard6- Rearrange activities to minimize motion losses (few locations)


5 - Prepare Tentative Integrated checksheets balancing the effort required on daily, weekly and monthly activities

PreparationPreparation

Go to Step 6Go to Step 6

Step 5 Audit Step 5 Audit






Conduct Autonomous


Conduct Autonomous




1 - Check against targets set (minor stops, MTBF, CIL effort, nu mber o f activities, skills to perform standards)2 - Conduct gap analysis and take countermeasures3 - Veri fy effo rt required to conduct all inspections is aligned with the line organization requirements

1 - Update Tentative Integrated Standards reflecting all changes made2 - Develop the final Route Map indicating locations and path of routine inspections 3 - Train other teams on how to perform new standards4 - Integrate standards into department DMS

1 - Conduct 3-level audit - confirm team’s step 5 processes2 - Celebrate success of passing step - recognize team and individual progress

ObjectivesMet ?

ObjectivesMet ?

Date: 11/12/03 3

AMAM

AM Step 5 Training

ECRS

Inspection Effort Reduction ProcessInspection Effort Reduction Process

1 - Collect all standards of routine activities performed around the equipment: Quality, Safety and Hygiene , CIL, ...2 - Develop a baseline Route Map indicating locations and path of routine inspections3 - Set the baseline time required to conduct all inspections included in standards

1 - Eliminate any duplication of efforts (repeated activities)2 - Review frequency of activities based on equipment performance

3 - Combine activities4- Define Tentative Integrated Standards

1- Execute Tentative Integrated Standards using the tentative check sheets 2- Verify the effectiveness of the Integrated Standard to prevent equipment losses (failures, assists, touches)3 - Modify Integrated standard based on the outcome of problem analysis for failures, incidents,defects4 - Ensure all equipment related problems can be prevented by early detection of symptoms during integrated standards routes5 - Track time required t to perform all inspections and the number of inspections included in the integrated standard

6- Rearrange activities to minimize motion losses (few locations)



Conduct Autonomous Inspection activities


Date: 11/12/03 4

AMAM

AM Step 5 Training

ECRS

Eliminate

Combine/Change

Rearrange/Reduce

Simplify

Safety

Lubrication

Nuts & Bolts

Electric

Pneumatics

Hydraulics

Drive Units

Safety

Lubrication

Nuts & Bolts

Electric

Pneumatics

Hydraulics

Drive Units

EE

CC

RR

SS

Those Checks found to beduplicated or obsolete. Those checks justified by Consequences of failures

Those checks of different typesBut on a common component

Logistics time combining checksOn common components. ReduceCheck frequency based on MTBF

Methods of checking byImprovements and developmentOf checking devices, visualize, etc.

Reduction of time and number of items to checkReduction of time and number of items to check

Date: 11/12/03 5

AMAM

AM Step 5 Training

ECRS

A B C D EOperation

X:

Operations

1. Elimination of unnecessary inspections

The sequence indicated after the ECRS analysis can be modified in

terms of:

2. Combination of different inspections

3. Rearrange the sequence of different inspections

4. Simplification of the inspections

ECRS analysisECRS analysis

A B D E

A E

B+D A E

B+D F

B+D

Date: 11/12/03 6

AMAM

AM Step 5 Training

ECRS

Integration of all checklists in one single standard

Daily

Weekly

Monthly

by monthly

New frequencyReduction 20 inspection, 11 cleaning, 10 lubrication, 2Quality check points to only20 inspection point of Autonomous Maintenance

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AfterBefore

Autonomous Maintenance CIL path after steps 1,2,3,4A lot of time spent duplicating efforts and visiting same place too often

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Step 3 Greaselubrication Lubrication

oil

Step 1 + 2Cleaning

Step 4Inspection

Establishing the Inspection Establishing the Inspection Sequence and RouteSequence and Route

Date: 11/12/03 7

AMAM

AM Step 5 Training

ECRS

Before


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Filter

Puderrung

Pneumati

kmixer

Pelletseingabe

Abzugshaube

Bedienpult


Waagenpult S

tockfeeder

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W12

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W10

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R7R8

W8

R6Se2

W7

R1,3,4

W16

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S6,7

W17 S

3S5

W18

S6Be9A3,4

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Step 1 + 2Cleaning

Step 4Inspection

Date: 11/12/03 8

AMAM

AM Step 5 Training

ECRS


Daily

Weekly

Monthly

by monthly


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Puderrung

Pneumatik

mixer

Pelletsfeed

Componentsloading


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tockfeeder

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W12

P4

W15

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Be1

W11

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S8,10P3

W9

R7R8

W8

R6Se2

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R1,3,4

W16

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S6,7

W17 S

3S5

W18

S6Be9A3,4

W5

A3,4

S3,4,5

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After

Date: 11/12/03 9

AMAM

AM Step 5 Training

ECRS

The ApproachThe ApproachEliminate

Combine/Change

Rearrange/Reduce

Simplify

Safety

Lubrication

Nuts & Bolts

Electric

Pneumatics

Hydraulics

Drive Units

SafetyLubricationNuts & Bolts

ElectricPneumaticsHydraulicsDrive Units

EE

CC

RR

SS

Before


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E- dosingk

Filter

Puderrung

Pneumati

kmixer

Pelletseingabe

Abzugshaube

Bedienpult


Waagenpult S

tockfeeder

P1R9Q13

W13

R11W14

S9,P2A5,Se1

W12

P4

W15

R9Be1

W11

S10P3

W10

S8,10P3W9

R7R8

W8

R6Se2

W7

R1,3,4

W16

Be9

S6,7

W17 S

3S5

W18

S6Be9A3,4

W5

A3,4S3,4,5

W4

R2R5Q26

W3

A1,2S1,2,3Be10

W2

S1,

S2W1

R10

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oil

Step 1 + 2Cleaning

Step 4Inspection


Daily

Weekly

Monthly

by monthly


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W12

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W15

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W11

S10P3W10

S8,10P3W9

R7R8

W8

R6Se2

W7

R1,3,4

W16

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S6,7

W17 S

3S5

W18

S6Be9A3,4

W5

A3,4

S3,4,5

W4

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W3

A1,2S1,2,3Be10

W2

S1,

S2W1

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W2

After

Date: 11/12/03 10

AMAM

AM Step 5 Training

ECRS

ECRS StepsECRS Steps1. Draw line and unit operations and show task locations and sequence of how they are done (“Spaghetti Chart”)

2. List current activities for each unit operation on the Analysis Work sheet. (Fill in “Flow” and “What”)

3. Set the baseline of time required to do the inspections

4. Analyze activities with the five questions to simplify the work (aim-place-sequence- people-modes); the “why” question is important , it is always necessary to ask it for each of the five items. It is necessary to wonder why for each item, only one why does not prove the need.

5. List the problems for each of the tasks

6. Critically analyze each single element and assess the possibility for operation improvement:

Eliminate Combine/Change Rearrange/Reduce Simplify

a. Identify useless operations and find a way to eliminate themb. Combine different elementary operations to reduce a build-up of operationsc. Find new solutions to reallocate and re-order operationsd. Find systems to simplify the remaining operations

Date: 11/12/03 11

AMAM

AM Step 5 Training

ECRS

2.1.9 ECRS analysis

Operation Current Situation Improvement

No. Flow What Why Who Where When How Time Distance Problem E C R S Idea Target

Unit Op

Activity + component•Clean….•Inspect …•Lubricate …•Measure …•Adjust …

InspectionSite (part)

ShiftDaily

WeeklyMonthly

Method

From an ideal point to operate

from

TimeKaizen Idea

2 3 4 5 6

Hassles -What is undesirable

about the task

Eliminate-Why?-What for?Combine-Who?-What?-Where?-How?Rearrange/Reduce-Who?-What?-Where?-How?Simplify-How?-Why this way?

Date: 11/12/03 12

AMAM

AM Step 5 Training

ECRS

Line

Unit Operation

Sub Assemblies

Components

Parts

Date: 11/12/03 13

AMAM

AM Step 5 Training

ECRS

Under "Eliminate" - The first thing to eliminate is duplicate tasks - thus you would look at "What" tasks are duplicate, and "Why" to see if we really still need to do them

Next is "Combine" - Here you would want to look at combining tasks that possibly 2 different people are doing ("who") or combining tasks that are on the same frequency ("When") -- Who and When are the next 2 columns.

Next is "Re-arrange/Reduce" - Here you are looking at the whole sequencing of tasks and could I move or group them to make easier - thus you would look at "Where" which should be the next column

Finally - "Simplify" - Obviously, here you look at making the task easier to do - thus you would look at the "How" which is the next column.

The Sequence is ImportantThe Sequence is Important

Date: 11/12/03 14

AMAM

AM Step 5 Training

ECRS

Eliminate (E)

If we learn to keep asking “why” and “what for”, we may find a way toeliminate unnecessary operations.

Elimination leads to greatest improvements.

Combine (C)

Giving an answer to questions “who”, “what”, “where” and “how” willhelp find a way to combine a few basic operations together. The combinationmay eliminate transport of the accumulations of basic operations.

A combined operations is usually made up of fewer basic operations than thoseincluded in previous operations.

Eliminate & CombineEliminate & Combine

Date: 11/12/03 15

AMAM

AM Step 5 Training

ECRS

Rearrange / Reduce (R)

Simplify (S)

After considering the methods to eliminate, combine and rearrange, attemptsmay be made to simplify the remaining operations.

Also in this case a crucial question is “why this way”

Giving an answer to questions “who”, “what”, “where” and “how” willhelp find a way to reallocate and rearrange work orders.

New solutions to eliminate and combine may also be found.

Rearrange/Reduce & SimplifyRearrange/Reduce & Simplify

Date: 11/12/03 16

AMAM

AM Step 5 Training

ECRS

Non value-added activities reduction Non value-added activities reduction through ECRS conceptsthrough ECRS concepts

Question Why ? Expected action

Notes

After eliminating, combining, changing the operations and reducing the number of elements, it is time to develop "HOW" the job will be performed. This is the last step in work simplification and comes after all other steps are completed.

A change in sequence may open up the way to several eliminations, combinations, reductions.

Improving the order in which operations are performed may allow reductions in carriage, controls, testing, etc.

Two operations carried out together often require such little time and resources, as if they were just one operation; sometimes it is possible to combine one carriage with one operation.

Whenever possible, many operations are improved rather than eliminated.

Why is this operation necessary?Can it be eliminated?

Why must it be done in this place?Where should we do it?

Why are we performing this operation now, with respect to other things?When should it be done?

Why does this person perform this operation?Who should perform it?

Why do we perform this in this way? Does a simpler or a better way exist to obtain the desired results?How should it be performed?

What is the purpose?Where is it performed?

When is it performed?

Who does it?

How is it performed?

Eliminateuseless operationsCombine or ChangeplaceReduce

Combine or Changetime or sequenceReduce

Combine or Changeperson

Simplifyor improve the method

Date: 11/12/03 17

AMAM

AM Step 5 Training

ECRS

ECRS Analysis - Guidance ECRS Analysis - Guidance

Equipment settings* Operation (Process Control)* Size Change Over (settings)* Safety Inspections* CIL’s

Frequency of deviation from setting

NODEVIATION

Improvement Opportunity Check for Standard

ELIMINATEINSPECTION

When meeting standard

Equipment Settings impactingProduct Quality* CIL’s* Quality Checklists

Duplicity of activities from different checklists

NODUPLICATION ELIMINATE

REDUNDANTACTIVITIES

Frequency of failure / malfunctioning

NOFAILURE

ELIMINATEUNNECESSARYINSPECTIONS

Several Inspection Items for a single equipment / area

All different locations where inspections are

being conducted

ONE SINGLE

LOCATION

COMBINEINSPECTIONS

All inspection activities spreadaround the line

Sequence of inspectionactivities - Motion around

the line

NO BACK & FORTH MOVES

REARRANGE INSPECTIONS

Time needed to conduct inspection activities

Visual Aides in placeAccessibility Inspection

points

NO TOOLSNO PAPERS SIMPLIFY

INSPECTIONS

Date: 11/12/03 18

AMAM

AM Step 5 Training

ECRS

Ultraviolet SystemFairy CoolingFeeding Table

FillerCapperSorter

Cupping ControlCoding SystemCase FormerCase Packer

SealingWeighting

Coding Cases

372

123622

129812

60140120

10351803606060

64010409606060

Fairy coolingFiller

CapperSorter

Case FormerCase Packer

SealingGluing

53359162

60140120

1035’180’3606060

# Equipment

Inspection Points

Min/month

14 69 4775

8

32

380

43 %54 %92 %

E C R S

Equipment Points Time (min)

% Reduction

EquipmentPointsTime (min)

INSPECTION EFFORT REDUCTIONINSPECTION EFFORT REDUCTIONFairy Packing Line AchievementsFairy Packing Line Achievements

Date: 11/12/03 19

AMAM

AM Step 5 Training

ECRS

Color Coding for Inspection RoutesColor Coding for Inspection Routes

PX## PX##

Path Width Path Width

2. Labeling Inspection Points

3. Identifying Inspection Locations

4. Inspection Path

1. Color Code

Daily Weekly

P = PointX = First letter equipment name## = Inspection Point Number

Date: 11/12/03 20

AMAM

AM Step 5 Training

ECRS

Fairy Packing Line - Inspection Routes(Daily / Weekly)

2 Routes (daily / weekly)

Startingpoint

Endingpoint

Inspection Location

Date: 11/12/03 21

AMAM

AM Step 5 Training

ECRS

These questions, if asked systematically,represent the essential base to study methods (what, where, when, who, how,why).

Purpose

- what is done?- why is done?- what else could be done?- what else should be done?

Place

- where is it done?- why is it done?- where else could it be done- where should it be done

Sequence

- when is it done?- why is it done at that time?- when could it be done?- when should it be done?

People

- who does it?- why does he/she do it?- who else could do it?- who should do it?

Method

- how is it done?- why is it done so?- how else could it be done?- how should it be done?

The survey may be even more detailedThe survey may be even more detailed

Date: 11/12/03 22

AMAM

AM Step 5 Training

ECRS

Group ExerciseGroup Exercise• Review Team Material

– CIL Standard– Quality, Safety, and PM Tasks– Line event data to determine task effectiveness

• Go to the line and observe– Do a QRP (Quick Risk Prediction)– Observe CIL tasks done by line/equipment owners– Review Safety, Quality and PM tasks being done– Capture top line observations regarding inefficiency of current

inspections– Make an equipment layout on a piece of paper

• Create separate overheads for each type of inspections (1 for CIL, 1 for Q, 1 for Safety, etc.)

• Overlay the overheads on the layout

Date: 11/12/03 23

AMAM

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ECRS

Group Exercise Group Exercise

• Discuss the following questions– What are the next steps for our lead model?– What are the barriers and watch outs for us to do our work?– What are some of the other Key Pillar activities to be aware of as we

do the work?– What will be the key differences in approach in Process vs. Packing– What is the key difference between AM Step 5 lead model vs. AM

Step 4 model?– What standards do we need to develop for AM Step 5?– How much time should we plan on an average for a team to

complete AM step 5?

• Present conclusions to group

Documents

ECRS Training