010 bmw tpm management training

BMW BMW TPM ManagementTPM Management

Training Training

TPM OverviewTPM Overview Pico Rivera– January 13, 2005

JMA ConsultantsJMA Consultants

© JMA Consultants 2004

TPM Kick Off– Overview

2

Philosophy and Organization



3

11 Maximize overall equipment efficiencyMaximize overall equipment efficiency 　　　　　　　　　　 -Zero Accidents, Zero Defects, Zero Breakdowns-Zero Accidents, Zero Defects, Zero Breakdowns　　　　　　　　22 Philosophy of PreventionPhilosophy of Prevention -Proactive vs. Reactive -Proactive vs. Reactive 33 Participation of all the associatesParticipation of all the associates -Autonomous activities, Small Group activities-Autonomous activities, Small Group activities

44 All management levels from senior All management levels from senior managers to operatorsmanagers to operators

- - Focused ImprovementFocused Improvement

55 Gemba Principle (Shop-Floor Oriented)Gemba Principle (Shop-Floor Oriented) -Seeking “ideal” operation, Visual management-Seeking “ideal” operation, Visual management

Seiichi NAKAJIMASeiichi NAKAJIMA

TPM – Operating PhilosophyTPM Fundamentals



4

TPM Teamwork In Gemba

JMAC

Sanitation Supv

UC Supv.

Main. Mgr.

Seattle Supv.1st Shift Oper

TPM Coordinator

2st Shift Oper

QA. Mgr.

2st Shift Oper

1st Shift SupvVP of Mftg.

TPM Fundamentals



5

TPM Award & Its Levels

Level 4: Award For World Class Achievement -Volvo, Sony

Level 3: Special Award -Toyota

Level 2: TPM Consistent Commitment Award -Subaru Isuzu

Level 1: TPM Excellence Award -Phillips 66, Milliken, Motorola, Unilever

3 yrs

2 yrs

3 yrs

3 yrs

Each year, The TPM Awards Committee offers TPM Awards to plants and individuals for exemplary TPM achievement.

TPM Fundamentals



6

TPM: Establishing a Corporate Culturethat will maximize production system effectiveness

CHANGING CHANGING CULTURECULTUREMoraleMorale

QualityQualityProductivityProductivity

DeliveryDeliverySafetySafety

CostCost

Customer Satisfaction Over Global Competition

TPM Fundamentals



7

FOCUSEDIMPROVEMENT AUTONOMOUS MAINTENANCE

PLANNED MAINTENANCE TRAINING AND

SKILLS DEVELOPMENT INITIAL PHASE MANAGEMENT

ADMINISTRATIVE WORKIMPROVEMENT

QUALITY IMPROVEMENT

RESET BASE LEVEL, INSPECTION STANDARDS5S, SETTING STANDARDS.

MEASUREMENT OF LOSSES, PROBLEM SOLVING, RELIABILITY IMPROVEMENT, SMED.

DOWNTIME REDUCTIONINITIALIZATION OF CONDITION BASED MAINTENANCE

TECHNICAL SKILLS REQUIREMENTSKNOW- HOW

CHECK OF SPECIFICATIONSTECHNICAL EVOLUTIONS

5S IN OFFICES5S IN WAREHOUSES

IMPROVE EFFICIENCY OF ADMINISTRATIVE TASKS

MANAGEMENT FOR ZERO ACCIDENT AND ZERO POLLUTION

REDUCTION OF DEFECTSOPERATING STANDARDS

The 8 Pillars of TPM

SAFETY & ENVIRONMENT

QUALITY MAINTENANCE

TPM FundamentalsEs

tabl

ishe

s Ef

fi cie

n t P

r odu

ctio

n S y

ste m

PI

PII

PIII

PIV

PV

PVI

PVII

PVIII



8

TPM: “People Process” Creating A Learning Organization

Organizations that can adapt to meet changes of environment surrounding them.

• Kaizen(=Continuous Improvement)• Healthy Paranoia (The HP Way)

Maximizing Group Dynamics Sharing Core values and critical information Cross Functional interfaces Group Problem Solving

Communication : Using Common Language to be on the same page Utilization of data and metrics Production and Maintenance use the same language.

TPM Fundamentals



9

CSM Global Steering Committee (2/yr)Chairman : Franz Olieman

Participants : All VP Manufacturing of CSM Corporate divisions JMAC: Holvec & Asano

BSNA Steering Committee (2/yr)Chairman : Leo Rappange

Participants : All the Presidents and VP Operations of TPM companiesJMAC: Asano & Masaaki

Company Steering Committee (Qrtly. / (Monthly))Chairman : President of each company

Participants : VP Operations, CFO, Managers, Pillar Champions, TPM Coordinator , Leo

JMAC: Asano & Masaaki

Satellite Plant Steering Committee(Monthly)

Chairman : Regional Mgmt. or VPParticipants : Plant Mgmt., Pillar Champions,

TPM Coordinator JMAC: As needed

IC Pillar Meeting (Weekly)

Chairman : Pillar ChampionParticipants : As needed &TPM Coordinator

JMAC: As needed

TPM Fundamentals



10

TPM Steering Committee Roles of SC

Guiding Force of Whole Program Removal of Barriers / Issues / Road Blocks Provide Leadership, Support, and Resources Accountable for Overall TPM Progress

Membership and Frequency Monthly

Core Members – CEO, CFO, VP of Ops, Pillar Champions, TPM Coordinator, JMAC

Pillar Presentation: Results, Plans, and Next Steps Quarterly

BMW Management Team Leo, JMAC

Next Steering Committee

TPM Fundamentals



11

Program Development Master Plan (Example of The First 3 Years)

Preparation ExpansionImplementation

6 Months 1 Year 6 Months 1 Year

Steps 1-7 Step 7 Steps 8-9 Steps 10-111. Top Management’s

declaration to introduce TPM

2. Introduction Training

3. TPM Organization

4. Target Setting

5. Master Plan

6. TPM Kick Off

7-(1) OEE/Focused Improvement 7-(2) Autonomous Maintenance

7-(3) Planned Maintenance 7-(4) Training and Skills Development

8. (5) Initial Phase Management9. (6)Quality Improvement

10. (7)Administrative Work

11.(8)Safety & Environment

TPM A

ward

12. Total application of TPM

TPM Fundamentals



12

Roles of Pillar Champion Roles

To Lead and Facilitate the TPM Activities for their Pillar Accountable for Pillar results and progress

Train and Schedule TPM Steps Form Pillar Committee

Present progress to Steering Committee and to the BMW public Activity Board – using PDCA cycle

Membership and Frequency Weekly

Core Members – Pillar Champions, Committee members Review results Plan Next Steps

Analyze Current Situation

Identify Problems

Generate Countermeasures

Implementation

Do Check

ActionPlan

PDCA Cycle

TPM Fundamentals



13

Production Maintenance Quality Engineering Production

Control Purchasing Sales Admin.

1 OEE/Focused Improvement

2 Autonomous Maintenance

3 Planned Maintenance

4 Training & Skills

5 Initial Phase Management

6 Quality Maintenance

7 Administrative Work

8 Safety & Environment

Involvement of Each Department By Pillar (Example)



14

Objectives: 0

TPM Progress Line-2The People

The action plan

The Results

OEE Casting

Updated on XX/XX by NB

Breakdowns/month

Process failures/monthThe Schedule

The achievementsThe Master Plan

Methodology

F.A.

The team The Chart

The Layout

Involvement Competencies

Activity Management : Example of Activity BoardTPM Fundamentals



15

Eight Pillars of TPM



16

Pillar I : OEE (Overall Equipment Efficiency) Focused Improvement

Improvement Steps Define Losses

Quantify Losses

Analyze Causes

Generate Counter-measures

Implementation Follow up

Objectives Maximizing the performance of equipment by minimizing losses of equipment Problem Solving by GROUPS

Compare the Compare the ACTUALACTUAL operating time versus the operating time versus the OPTIMUMOPTIMUM operating time operating time

Highlight the causes of Productivity losses :Highlight the causes of Productivity losses : Availability, Performance and Quality lossesAvailability, Performance and Quality losses

Pillar I : OEE/Focused Improvement



17

Available Time = 100 % OEE

Operating Time

ValuedOperating

Time =25 % OEE

Dow

ntim

eD

ownt

ime

Net Operating

Time

Perf

orm

ance

Perf

orm

ance

Qua

lity

Qua

lity

1. Equipment Stop Loss Pallet Jams, Silo stops, Slide Gate, etc

2. Set up/Adjustment Loss Sensor Dirty / Off, Adjust Former height, etc

3. Parts Change Out Leaky cylinder, Change Over Loss, Wait System,

4. Start Up Loss Change Overs,Not ready at 4AM,12 Noon, 8PM

5. Minor Stoppage Loss Lack of ***Dribbler adjustments, Bags jamming

6. Speed Loss Run Rate, MachineSpeed – Conveyor Belts, Dribbler,etc

7. Defect/Rework Loss Bad formula, Wrong ingredients, On hold, etc

Wasted$$’sWasted$$’s




18

Definition of OEE

OEE: Comparison between “actual output” and “should-be output”.

Ex. Actual Output : 2,500 lb or units Should-be Output : 5,000 lb or unit OEE= 2,500 / 5,000 = 50%




19

OEE As Performance Evaluation

100 miles/hr X 10 hrs = 1,000 miles (Should-be Output)

1,000 miles 0 mile 300 miles

OEE = 300 / 1,000 = 30%300 miles (Actual Output)

70 miles/hr

65 miles/hr

55 miles/hr

70 miles/hr X 2 hrs = 140 miles

65 miles/hr X 2 hrs = 130 miles Total: 600 miles (Should-be Output)

55 miles/hr X 6 hrs = 330 miles

600 miles

OEE = 300 / 600 = 50%




20

Pareto AnalysisPeriod 6 Downtime Line 2

Total Minutes = 4945

0

200

400

600

800

1000

1200

1400

Waiting onSystem

Process X-Over SewingMachine

Palletizer Break

Categories

Tim

e(m

in)

0

10

20

30

40

50

60

70

Top 20% Causing

Top 20% Causing

80% of Downtime

80% of Downtime




21

Follow Up Weekly Measure Your Progress

1446

11161271

841 754 764 714 626435

0200400600800

1000120014001600

P10 '03 P11 '03 P12 '03 P01 '04 P02 '04 P03 '04 p04 '04 P05 '04 P06 '040

20

40

60

80

100

Waiting System Frquency



22

Follow Up Weekly Measure Your Success

OEE - Dry Line #2

0%

5%

10%

15%

20%

25%

30%

35%

40%

1/1/2004

1/8/2004

1/15/2004

1/22/2004

1/29/2004

2/5/2004

2/12/2004

2/19/2004

2/26/2004

3/4/2004

3/11/2004

3/18/2004

3/25/2004

4/1/2004

4/8/2004

4/15/2004

4/22/2004

4/29/2004

5/6/2004

5/13/2004

5/20/2004

5/27/2004

6/3/2004

6/10/2004

6/17/2004

6/24/2004

7/1/2004

Date

OEE

%

OEE - Dry - Line 2

Comments

Linear (OEE - Dry - Line 2)



23

SHARED RESPONSIBILITY OF MAINTAINING ”BASIC CONDITIONS” OF SHARED RESPONSIBILITY OF MAINTAINING ”BASIC CONDITIONS” OF EQUIPMENT BETWEEN EQUIPMENT BETWEEN PRODUCTION PRODUCTION ANDAND MAINTENANCE MAINTENANCE

Daily/Time-Based MaintenanceDaily/Time-Based Maintenance – CleaningCleaning– LubricationLubrication– TighteningTightening

Daily inspection by using Daily inspection by using 5 SENSES 5 SENSES

Right operation, right adjustment, right settingRight operation, right adjustment, right setting

Autonomous Maintenance : Definition

“I operate, You fix.” “We are AlI responsible for Our equipment.”

“I operate, You Clean.” “We are AlI responsible for cleanliness of Our line.”

Pillar II : Autonomous Maintenance



24

3 Key Tools for Autonomous Maintenance

Key Concepts Shop floor based activities Operator conducted Operator enhancing Team activity Autonomous Management TPM Foundation Part of the job!

3 Key Tools Activity Board

Meetings

One Point Lessons




25

Example of A.M. Activity Board

People Treasures

Definition

Team Mission

Layout of Line & Identified Important

Areas

Safety Hazard

Contamination

Hard-to-reach

Main Failure

•Team Name•Members

Line

•Mission•Objectives

Activity & FindingsStep 1: Initial Cleaning

Pictures

Before After

Tag List Production Maintenance

Tag MovementActual Tags

•Display actual findings from Initial Cleaning such as trash, unnecessary items, dust and other contamination.

Step 2: Sources of Contamination

Explain and show Focused Improvement activities for sources of contamination

One-Point-Lessons

Team




26

Dept. / Line : Bldg Y Mach. ID : Date: 4/28/2004

S D W MCleaning

1 Water trap Empty bowl Open valve Cloth 1 X Operator

This is the maximum level for water in the bowl.

Open valve at bottom to release water, wipe up with clean cloth.

Insert

Picture

Here

ToolsT

(Min)PersonResp.

Autonomous MaintenanceRoutine Cleaning, Inspection, & Lubrication Standard

FreqDiagram No. Item Criterion Method

Area : Bag Printer Tag # :




27

One Point LessonsOne Point Lesson is a toolwith the following characteristics;

One sheet to share the results of autonomous study for 5-10 minutes

Contents can be knowledge and skills of; Equipment Safety Operation Process Task

Dept.Manager

Super-visor

TeamLeader

Createdby

BasicKnowledge

ImprovementExample

TroubleCases

DateExecuted

Instructor

Trainee

Daniel

Clas

sific

atio

n

John

Act

ion

His

tory

Subj

ect Compressed Air Usage

For Line #1 & 2

TPM One-Point LessonNo.

Date ofCreation

November, 2003

DL1034

Jerry Paul

1.Compressed Airmay only be used onthe Dribbler ScaleONLY

2.Scale Area iscurrently Hard-To-Reach and maycause variableweight if notcleaned

1

2Don’t Make A Bigger Mess !!!




28

The Five SThe Five Steps of Housekeeping

1. Sort: Separate out all that is unnecessary and eliminate it.

2. Store: Put essential things in order so they can be easily accessed. Everything has a place… and is in its place. And visual management.

3. Shine: Clean everything – tools and workplaces – removing stains, spots, debris and eradicating sources of dirt. Bring everything to “NEW” and better than new.

4. Standardize: Standardize the previous three steps to make the process one that never ends and can be improved upon.

5. Sustain: Make cleaning and checking routine.




29

The 7 steps of Autonomous Maintenance1.1. Initial CleaningInitial Cleaning (Initial Inspection & (Initial Inspection & “ “Restoration”)Restoration”)

2. Source of Contamination2. Source of Contamination & Hard-to-Reach areas & Hard-to-Reach areas

3. Standards of Cleaning 3. Standards of Cleaning & Lubrication& Lubrication

4. General Inspection 4. General Inspection

5. Autonomous Inspection5. Autonomous Inspection

6. Standardize Autonomous6. Standardize Autonomous Maintenance operations Maintenance operations

7.7. Autonomous Autonomous Management Management

-Detect problems of lines and restore its original state. -Detect problems of lines and restore its original state. -Start managing the line autonomously.-Start managing the line autonomously. ( 5S, Minor Stops, Quality )( 5S, Minor Stops, Quality ) -Create & perform temporary-Create & perform temporary “ “Cleaning/Lubrication procedures.”Cleaning/Lubrication procedures.”

-Solve “Sources of Contamination” and -Solve “Sources of Contamination” and “ “Hard to Reach” areas. (Cleaning, Inspection, Lubrication)Hard to Reach” areas. (Cleaning, Inspection, Lubrication)

-Develop tentative standards for cleaning, lubrication and -Develop tentative standards for cleaning, lubrication and inspection.inspection.

-Provide training on their equipments, products and -Provide training on their equipments, products and materials, inspection skills and other AM skills.materials, inspection skills and other AM skills.

Develop a routine maintenance standard by operatorsDevelop a routine maintenance standard by operators

Standardize routine operations related to workplace Standardize routine operations related to workplace management such as quality inspection of products, management such as quality inspection of products, life cycle of jigs, tools, set up operation and safety.life cycle of jigs, tools, set up operation and safety.

Autonomous team working Autonomous team working

3 Ye

ars




30

What to detect during Initial Cleaning?“Categories of Abnormality”

S: Safety Items : safety area, spot, work environment1: 5 S Related Items:

Sort: Unnecessary items Store: Disorganized storage, Lack of Visual Indications Shine: Cleanliness/Preserve

2: Sources of Contamination: Leaks, Spills

3: Hard-to-Reach area4: Broken/Missing Parts5: “Basic Conditions”:

Lubrication Tightening Cleaning & Inspection

6: Quality Related: Causes of defect




31


BeforeBefore AfterAfter



32

Pillar II : F-Tagging


During During Initial CleaningInitial Cleaning

Afterwards Afterwards –– Every Day ProcessEvery Day Process



33

Monitoring Tags Initial Cleaning is not an one time event. It should be repeated monthly. The more restoration you continue, the less Initial Cleaning time you will need.

0

50

100

150

200

250

Initial C

leaning (

June) Ju

ly

August

Septem

ber

October

Novomber

Decem

ber

Num

ber o

f Tag

s

Tag Issued

Tag Restored




34

Major Impact from Initial Cleaning Activity 10 % increase in Machine Time by cleaning and

adjustment of cylinders and air tubes of Bag Former (13 cycle/min to 15 cycle/min)




35

Pillar III : Planned Maintenance

Objectives: Increase Equipment Reliability and Production Up-TimeMinimize the maintenance cost by 1) reducing breakdowns 2) development of efficient maintenance methods

To clarify which parts and locations of which equipment should receive what type of maintenance and to implement it in a planned manner




36

SERVICING ACTIVITIES

REPAIRMAINTENANCE

PREDICTIVE MAINTENANCE

PREVENTIVE MAINTENANCE

ROUTINEMAINTENANCE

ROBUSTNESS IMPROVEMENT

EFFECTIVE AND APPROPRIATE REPAIRS

TRENDS MEASURE AND CONTROL

NOT TIME BASED SERVICING

BUILDING OF PROGRAMS

TIME BASED APPLICATIONS

CLEANING- REFURBISHING

GREASING-SCREWING

DAILY INSPECTION

DAILY EQUIPMENT CARE

XX

XX

XX

XX

XX

XX XX

XX

XX

XX

XX

MfgMfg MaintMaint

WHO DOES WHAT ?WHO DOES WHAT ?




37

Step 1: Evaluate Equipment and Understand Current Conditions

Step 2: Restore Deterioration and Correct Weaknesses

Step 3: Build an Information Management System

Step 4: Build a Periodic Maintenance System

Step 5: Build a Predictive Maintenance System

Step 6: Evaluate the Planned Maintenance System

Planned Maintenance – 6 Steps




38

1 – Initial Cleaning2 – Sources of contamination, Hard-to-reach area3 – Standardize

4 –Inspection system 5 – Entire process inspection

6 – A.M. System

7 – A.M. Management

INCREASE TIMELIFEImprove MTBF SYSTEMATIC REPAIR FAILURE PREDICTION

PHASE 1 PHASE 2 PHASE 3 PHASE 4

1 –Equipement Audit (Current)

2 –Repair degradations and improve weakness

3 – Information system

(Database) 4 – Preventive

Maintenance System

5 -Predictive Maintenance

System

AU

TON

OM

OU

S M

AIN

TEN

AN

CE

MA

INTE

NA

NC

E 6 -Evaluate &

Establish PLAN

NED

MA

INTEN

AN

CE

SYSTEMImplementing Planned Maintenance




39

PM - Main Activities

Improvement of Equipment

MTBF

Improvement of Maintenance Skills

MTTR

Preventive Maintenance

Corrective Maintenance

Maintenance Prevention

Breakdown Maintenance

Support for Autonomous Maintenance

Specialized maintenance skills

Equipment repair skills

Inspection and measurement skills

Equipment diagnostic skills

Develop new maintenance technologies




40

M. T. T. R & M.T.B.F – CALCULATION MODEM. T. T. R & M.T.B.F – CALCULATION MODE

MM E A N E A N TT I M E I M E BB E T W E E N E T W E E N FF A I L U R E A I L U R E

M T B F =M T B F =STOPS NUMBER FOR FAILURESTOPS NUMBER FOR FAILURE

( OPENING TIME ( OPENING TIME — — STOPS TIME) STOPS TIME)

MM E A N E A N TT I M E I M E TT O O RR E P A I R E P A I R

M T T R = M T T R = STOPS NUMBER FOR FAILURESTOPS NUMBER FOR FAILURE

SUM OF TIME STOPS FOR FAILURESUM OF TIME STOPS FOR FAILURE

* * LAST GOOD PART/FIRST GOOD PARTLAST GOOD PART/FIRST GOOD PART




41

Pillar IV : Training and Skills Development

Objectives 1) Enhance employees’ ability and skill in TPM methods 2) Provide necessary TPM methodology at the right time

Introduction

Expansion

Implementation

Consolidation

POLICIES, OBJECTIVES, PERFORMANCE INDICATORS

OEE

INC

REA

SE/

FOC

USE

D IM

PRO

VEM

ENT

AU

TON

OM

OU

S M

AIN

TEN

AN

CE

PLA

NN

ED M

AIN

TEN

AN

CE

TRA

ININ

G A

ND

SK

ILLS

DEV

ELO

PMEN

T

PREV

ENTI

ON

OF

MA

INTE

NA

NC

E(In

itial

Pha

se C

ontr

ol)

QU

ALI

TY IM

PRO

VEM

ENT

AD

MIN

ISTR

TIVE

WO

RK

IMPR

OVE

MEN

T

SAFE

TY A

ND

EN

VIR

ON

NEM

ENT

TPMTPM

3) Provide challenge targets for individuals by clarifying the hierarchy of skills

Pillar IV : Training & Skills



42

Steps for Pillar 4 “Training”Step 1: Skills/Techniques Inventory and

HierarchyCreate a list of Operational and Maintenance Skills

and TechniquesStep 2: Design Training System

Including follow-up system such as OJT (=on the job training)

Documentation of Individual Skill LevelsStep 3: Set Individual Skill Challenge Target Step 4: Training and Evaluation



43

Training and Skills Development: Program and Matrix


Plan ActualTPM Basics / Concepts5 S'sUnderstanding OEE - Identifying LossesPillar 2: Autonomous Maintenance- Overview of 7 StepsAM Step 1 - Initial Cleaning GanttInitial Inspection / Initial Clean / F-TaggingActual Initial Cleaning Day Top Management Audit-1AM Step 2 - Source of ContaminationF-Tag AnalysisPrioritize themGenerate Countermeasures-1Prioritize Cleaning AreaGenerate Countermeasures-2Action PlanningAM Step 3 - Document / Create StandardsOne Point Lessons = Create / DocumentVisual Controls = Create / DocumentDefine Cleaning Methods =AM Create / DocumentTop Management Audit-2

Training Schedule by Production Line

Line #1 (L2 refresher)Week

Training Hours Subjects

Training Matrixfor Manufacturing

and Distribution Staff

Dry

Man

ufac

turin

g1s

t Shi

ftAL

FARO

, Pau

lo

ARAG

ON,

Don

ald

ARM

AS, J

uan

BARK

ER, B

rett

BARR

IOS,

Dan

iel

2nd

Shift

BOBA

DILL

A, A

ndre

s

CAM

POS,

Jos

e V.

COBI

AN, M

arco

x Bidding For / Current StationI In Training Q Trained / QualifiedC Ceritifed / Performance Std. Met

Dry Manufacturing 1 Helper/Packer Relief

Bag PrinterGlue MachineLabelerForklift

2 Packer 1 & 2Packer/DribblerBag FormerSew ing MachineCoderBottom Conveyor BeltStitcher / Sewing MachineIncline BeltCover PanMetal DetectorPalletizer

3 Packer 3 & 4PackerMetal DetectorCodingBulk Bag Filler

RovemaScaleMetal DetectorCoding



44

Training and Skills Development: Program and Matrix


Pillar 2 - Autonomous Maintenance

1 = Lecture 1 = Exposure

2 = Knowledge 1 2 2 = Can Explain

3 = Application 4 3 3 = Can Do / Has done

4 = Pass on Knowledge 4 = Can Teach _Has taught - as evidenced by green in direct reprots

Steps 1-7 Clean to Inspect Sources Contamination

Inspect to Detect Lubrication

1 2 1 2 1 2 1 2 1 2

4 3 4 3 4 3 4 3 4 3

1 2 1 2 1 2 1 2 1 2

4 3 4 3 4 3 4 3 4 3

1 2 1 2 1 2 1 2 1 2

4 3 4 3 4 3 4 3 4 3

1 2 1 2 1 2 1 2 1 2

4 3 4 3 4 3 4 3 4 3

Overview AM AM-Step 1 AM-Step 2 AM-Step 3. . . . Step 2

Simplification

Detect to Correct

Work Standards / AMs



45

Pillar V : Initial Phase Management(Prevention of Maintenance)

Objective Minimize LCC (=Life Cycle Cost) of equipment by the feedback of experience from the development stage of equipment and product

View Points

Product Development Equipment Development/Investment

Easy-to-manufactureDefect-freeCompetitiveClarify 4M conditions -Material -Machinery -Method -Manpower

Free from major lossesEasy to useEasy to maintainDoes not manufacture defective products

Pillar V : Initial Product & Equipment



46

Pillar VI : Quality Maintenance

Aim To ensure that a plant is in a perfect condition – where 100 % quality goods are produced, zero defects

StepsResult Oriented Approach

“after it has happened”Establish conditions for “zero defects”Prevent the occurrence of quality defects by maintaining the conditions within certain standardsInspect and monitor such conditions in time seriesPredicting the possibility of quality defect occurrence by reviewing changes in measured valuesTake countermeasures in advance

Cause Oriented Approach“before it happens”

Ensuring high quality through equipment arrangements at each process

Pillar VI : Quality



47

QUALITY DEFECT Causes by:

Equipment not capable Improper Process Conditions Human Error

Educate operators

Activities of Auto -Maintenance

Field Training

Train operators to detect and correct anomalies

Build equipments which do not create defects

Quality Assurance

Equipment Monitoring

Correspondence between Quality features and Process conditions or

Equipment Capability

Results Control

Controlof

Causes

Crisis

Preventive

MANAGE CONDITIONSOF ZERO DEFECT

Quality approachPillar VI : Quality



48

ExampleTest Slick Test Visual DefectsFrequency 1/Load Frequency 1/LoadResponsible Quality Dept Responsible Quality Dept Specks Equipment Slick Equipment Visual Off-colorDocument Q 610 Form Document Q 610 Form

Test Colormetry Test Farino Test Protein Test Moisture Test Ash Content Low Moisture %Frequency 1/Load Frequency 1/Load Frequency 1/Load Frequency 1/Load Frequency 1/Load High Ash%Responsible Quality Dept Responsible Quality Dept Responsible Quality Dept Responsible Quality Dept Responsible Quality Dept High Salt %Equipment Minolta Equipment Farinograph Equipment NIR Equipment NIR Equipment NIR Low Protein %Document Q 610 Form Document Farino Book Document Q 710 Form Document Q 710 Form Document Q 710 Form Off Color

Test Visual Off TasteFrequency 1/Load Off OdorResponsible Quality DeptEquipment VisualDocument Q 610 Form

Test Visual Test Visual Test Sell by Date InfestationFrequency 1/Load Frequency 1/Load Frequency 1/Load Piece of PlasticResponsible Quality Dept Responsible Quality Dept Responsible Quality Dept ExpiredEquipment Visual Equipment Visual Equipment VisualDocument Q 610 Form Document Q 610 Form Document Q 610 Form

Test Acidity Test Temperature Test Lot # Record Test All Records High pHFrequency 1/Load Frequency 1/Load Frequency 1/Load Frequency 1/Load No Lot #Responsible Quality Dept Responsible Quality Dept Responsible Quality Dept Responsible Quality Dept No COAEquipment pH Meter Equipment Thermometer Equipment Visual Equipment VisualDocument Q 610 Form Document Q 610 Form Document Q 610 Form Document COA File

Test Visual Test Visual Test Visual Torn PackageFrequency 1/Load Frequency 1/Load Frequency 1/Load Illegible CodeResponsible Quality Dept Responsible Quality Dept Responsible Quality DeptEquipment Visual Equipment Visual Equipment VisualDocument Q 610 Form Document Q 610 Form Document Q 610 Form

Protein Moisture Ash

Appearance Color

Taste/Odor/Flavor

Micro Activity Temperature Traceability COA

Appearance Integrity Lot Code

Raw Material – Defect Mode Matrix

Color Rheology

Infestation Foreign Matter Freshness

Visu

alPh

ysic

alO

rgan

olep

ticW

hole

som

e-ne

ssH

AC

CP

Pack

agin

g



49

Pillar VII : Administrative Work ImprovementObjectives 1) Minimize losses 2) Improve quality of work 3) Clear work allocation

StepsDesign

ApproachEngineering

Approach

CustomerExpectations

OrganizationalMission

Departmental Mission

IndividualRoles &

Responsibilities

Make a List of all the work in the office

Clarify priorities of all the work in the office

Step 1 Work Inventory

Step 2 Priority Analysis

Step 3 Work Allocation Analysis

Step 4 Activity Analysis

Clarify work allocation of all the work

Capture the trend and benchmark of Office work utilization

Step 5 Information Flow Analysis

Step 6 Document Analysis

Step 7 Meeting Analysis

Clarify detailed process flow of information

Clarify objectives and design of documents

Clarify objectives and design of meetings

Pillar VII : Administative



50

Example of Administrative Work Analysis “Work Inventory”

Work Inventory Job Title: Data Management SpecialistName: Work Activity Frequency Quantity Cycle time

Category Sub-Element

Dai

ly

Wee

kly

Mon

thly

Yea

rly

Max

imum

Min

imum

Ave

rage

Max

imum

Min

imum

Ave

rage

No No ( Check one ) ( Times/How many ) ( Minutes )

1 Monthly Inventory 1 Plan and assign inventory X >Inventory Assignment

2 Physical Inventory X 1 2 1 2hrs >Inventory Sheet

3 Inventory Data Entry and Verification X 5hrs >Inventroy Sheet

>Resins

4 Report Generation X >Finished Inventory

>Inprocess Inventory

2 Data Entry of 1 Daily Data Entry X 15 2hrs >Job Card ( Molding )

Job Card >Job Card ( Finishing )

3 QS/ISO 1 Maintain and update documents for QS 9000 X2 Maintain and update documents for ISO14001 X3 Create Weekly QS Report X 3 12 >Molding Summary

4 Perfom Internal Audits5 Preparing for external Audits

>Finishing Summary

DocumentForms

Being Used



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Pillar VIII : Safety and Environment

Target = “Maintenance of peace of mind “

Safety Management

Environment Management

Zero AccidentZero Injury Zero Pollution

Zero Waste

Pillar VIII : Safety & Morale



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Steps for Pillar 8 “Safety and Environment”

Step 1: Collaboration with Other Pillars Pillar 1 “Focused Improvement” :

• Identify and solve any ergonomic problems to the operators

• Supporting HACCP by providing sanitary work environment

Pillar 2 “Autonomous Maintenance”: Zero dangerous objects and Clean work place

Step 2: Accident/Danger Zone Map Identify and visualize dangerous area and generate

countermeasures

Step 3: Routine Safety Patrol by Plant Manager



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Problem Solving Workshop



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Steps of Problem Solving

I. Problem IdentificationI. Problem Identification -1 Problem Statement -1 Problem Statement (5W1H)(5W1H) -2 Categorize Problems -2 Categorize Problems (Grouping)(Grouping) II. Problem InvestigationII. Problem Investigation -3 Relationship Analysis-3 Relationship Analysis -4 Quantify Problems -4 Quantify Problems (7 Tools of QC)(7 Tools of QC) -5 Priority Analysis -5 Priority Analysis (Priority Quadrant)(Priority Quadrant) III. Root Cause AnalysisIII. Root Cause Analysis -6 Why-Why Analysis -6 Why-Why Analysis (5 Whys)(5 Whys) IV. Generate CountermeasuresIV. Generate Countermeasures -7 Idea Bit / -7 Idea Bit / Brainstorming Brainstorming V. Action PlanningV. Action Planning -8 Create Steps to Implement Countermeasures-8 Create Steps to Implement Countermeasures - 9 Create Schedule- 9 Create Schedule VI. Implementation VI. Implementation

Problem Solving Process



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Step I – Identification – What is a problem?A problem is a gap between the current situation (what it is), and the ideal situation (what it ought to be).

Current Situation

Ideal Situation

GAP = PROBLEM

>Goal/Plan >Standard i.e. - Manual - Job Description




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RULES FOR IDENTIFYING PROBLEMS

1. Write problems as concretely as possible. -Express problems using the 5Ws and 1H. Who What When Where Why/Which How

2. Keep it simple and clear

3. Use proper expressions to state problems

-1. Problem Statement




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-2. Categorize Problems Just simply group labels by similarity. - Never try to consolidate them. - The more groups, the better Be careful with convenient key words. Be specific. - communication, training, discipline, management, time, resource, etc. - Keep asking “what kind of / what do you mean by --?”

Problem Identification C

ount

erm

easu

reProblems




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Steps II: Problem Investigation

COMPANY THEMEGroup, Member Names, Date

Large Labels

Small Labels

Medium Labels

-3. Relationship Analysis

Relationship can be;

•Flow or Sequence•Cause and Effect•Larger scale to Smaller scale•Horizontal/Vertical




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Low

High

High

FeasibilityFeasibility

Impa

ct -5. Priority Analysis -5. Priority Analysis




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Steps III: Root Cause Analysis-6. 5 Why Analysis -6. 5 Why Analysis

Cross-Cross-departmental departmental

Issues Issues

Departmental Departmental Issues Issues

Problems Problems Root Cause Analysis Root Cause Analysis Root Cause StatementRoot Cause Statement

Keep asking Whys




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Step IV: Countermeasures

1. The more, the better

2. Time Consciousness

3. No Criticism4. Develop ideas from other people

To generate countermeasures

Brainstorming

4 Rules of Brainstorming

-7. Brainstorming




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Step V: Action Planning>Create steps (story) of improvement>Estimate necessary time for each step>Clarify responsible person for each step>Manage progress ( Plan vs Actual )

Person 23 24 25 26 27 28 29 30 31 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19

Project Step/Content in Charge M T W Th F Sa Su M T W Th F Sa Su M T W Th F Sa Su M T W Th F Sa Su

1 Event 1 Project Meeting Jose2 Training (Project Member) Javier

2 2nd Phase 1 Prepare for Implementation MariaMachine #4-5 2 Trial Maria

3 Actual Implementation Maria4 Follow Up Maria

3 4th Phase 1 Create Proposal AngelicaFinish Lines 2 Detailed Design Angelica#1-3 3 Prepare for Implementation Angelica

4 Trial Angelica5 Actual Implementation Angelica

4 5th Phase 1 Time Study IsabelMachine #8-9 2 Brainstorming/Discussion All Member

3 Basic Design of New Operation Isabel4 Create Proposal Isabel5 Detailed Design/Preparation Isabel

NovemberOctober

Steps

Schedule ( Plan vs Actual )




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DEMING’s ‘PDCA’ WheelDEMING’s ‘PDCA’ Wheel

PLANPLAN

DODOCHECKCHECK

ACT ACT STUDY

PREPAREPLAN OBJECTIVES

Group Problem Solving

Implementation

Small Group ActivityFocused Improvement Team

•MONITOR THE PROGRESS•IDENTIFY BOTTLENECKS

DATA GATHERINGDetecting Problems

5W 1H

•ANALYZE THE ROOT CAUSE•GENERATE COUNTERMEASURES

5 WHY ANALYSISFishbone Chart

BRAINSTORMINGONE POINT LESSON

TPM – A Continuous Improvement Approach,‘KAIZEN’, to eliminate losses

TPM Fundamentals



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Evolution of Impact

Improve Your Equipment

Improve Your People

Improve Your Performance

Improve Your Company



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LOW HIGH

HIGH

LEVEL OF PR

OM

OTIN

G

CO

UN

TERM

EASU

RES

WHAT IS YOUR CORPORATE CULTURE?

IMPULSIVE / EMOTIONAL

-ATTACH HIGH PRIORITY TO SOLVING OF TODAY’S PROBLEM.

-COUNTERMEASURES ARE NOT FOLLOWED THROUGH TO COMPLETION.

-ACTIONS BASED ON IMPULSE.

EXCELLENT-PROBLEMS ARE CLEARLY DEFINED AND COUNTERMEASURES ARE IMPLEMENTED AS SCHEDULED.

-PROFITABLE AND SUFFICIENT GROWTH.

-HUMAN RESOURCES ARE SMOOTHLY DEVELOPED YEAR BY YEAR.

-COMPANY POLICIES ARE SPREAD THROUGHOUT THE ENTIRE COMPANY. FROM TOP LEVELS TO THE FIRST LINE.

VAGUE / IN THE DARK

-DOES NOT UNDERSTAND WHAT THE PROBLEM IS.

-CAN NOT DISTINGUISH PROBLEMS FROM COMPLAINTS.

-ONLY THINKS OF TODAY’S MATTERS.

-EVADES IN-DEPTH DISCUSSION WITH EXECUTIVES.

TALK BUT NO ACTION-PROBLEMS ARE CLEAR BUT REMAIN UNRESOLVED.

-PROBLEMS ARE CLEAR,BUT CONCRETE COUNTERMEASURES ARE NOT MADE.

-COUNTERMEASURES ARE MADE BUT ARE NOT IMPLEMENTED.

-COUNTERMEASURES ARE TOO CONSERVATIVE AND NOT INNOVATIVE.

LEVEL OF PROBLEM CONSCIOUSNESS JMA Consultants America, Inc.



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5 S Video



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What are the next steps?

Step 1: Pillar Champions “Volunteers” Understand Pillar Steps

Create Pillar Plan

Activity Board Training

Step 2: BMW 2005 TPM Plan Create TPM Site Plan

Create TPM Master Plan

Allocate Resources

Step 3: Do It Implement Pillar Plan

Act on Results

Education

010 bmw tpm management training