Aim of tpm 16 losses/7 Steps of Jhisu Hozen

By Avijit Biswas1

Aim of Total Productive

Maintenance (TPM)

By Avijit Biswas2

TPM aims at . . .

Improving equipment

Improving human resources

By Avijit Biswas3

TPM aims at . . .

1. Establishing a corporate culture that will maximize production system effectiveness,

2. Achieving “zero-accidents”, “zero-defects”, and“zero-breakdowns” in the entire production system life-cycle,

3. Involving all functions of an organization including production, development, sales and management,

4. Involving every member of an organization, from topmanagement to front-line operators, and

5. Achieving zero losses through the activities of overlappingsmall groups.

By Avijit Biswas4

What is TPM?

1. Taking as a prime objective a company structure that pursues production efficiency to its ultimate limits.

2. Putting together a practical shop-floor system to prevent losses before they occur throughout the entire production system’s life cycle : Zero Accidents, Zero Defects, Zero Breakdown etc.

3. Involving all functions, including Production, Development, Sales and Management.

4. Having all employees participate from top executives to front-line workers.

5. Achieving Zero losses through overlapping small groups.

TPM means . . .

By Avijit Biswas5

Effectiveness of TPM

P . . . . . Productivity improvement …………...………… 1.5 to 2 times

• Reduction in Number of Sporadic Failures .... 1/10 to 1/250

• Equipment Operating ……………………...... 1.5 to 2 times

Q . . . . . Reduction in Product Defects …...…...………… 1/10 to 1/250

Reduction in Customer Claims ………….……... 1/4

C . . . . . Reduction in Maintenance Cost ……….……….. 30%

D . . . . . Product Inventories …..……….………………... 0

S . . . . . Accidents, Pollution …..……….………………... 0

M . . . . Increase in Number of Kaizens ……….……….. 5 to 10 times

By Avijit Biswas6

Intangible Effects of TPM

1. After introduction of autonomous maintenance activity, operators take care of machines by themselves without being ordered to.

2. With achievement of zero breakdowns and zero defects, operators get new confidence in their own abilities.

3. Workplace that used to be covered with oil and chips are now so clean and pleasant and cheerful as to be almost unrecognisable.

4. Improved image of the company, leading to higher customer satisfaction and the possibility of increased orders.

5. We eliminate all losses in the resources and energy to conserve the Earth’s environment.

By Avijit Biswas7

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8 pillars in TPM

By Avijit Biswas8

8 Activities & Loss

Kobetsu Kaizen

JishuHozen

PlannedMaintenance

Education & Training

Development Management

QualityMaintenance

OfficeTPM

Safety, Hygiene,Environment

LOSS

By Avijit Biswas9

Management Index and

Activity Index

By Avijit Biswas10

Jishu Hozen

Management Index1. Increase in productivity

2. Decrease in cost

3. Customer complaint reduction

4. Zero accidents

Activity Result Index

1. Time reduction of C, I, L, T.

2. Breakdown reduction due to JH.

3. Defect reduction due to JH.

4. Downtime reduction.

5. Total saved money by preventing leakage of oil.

6. Elimination of parts which drop during processing.

Activity Index

1. No. of tags attached & removed.2. No.of One Point Lessons.3. No. of JH kaizens.4. No. of repairs by operator.5. 1S & 2S activity.6. No. of repaired malfunctions by operator.7. Trends of JH step.8. No. of visual controls.9. Upgraded skills.10. Education time by using One Point Lesson.11. No. of suggestions.

By Avijit Biswas11

Kobetsu Kaizen


2. Decrease in cost


4. Zero accidents


1. Overall Equipment efficiency. - Cell - Department - Plant

2. Total saved money.

3. Total down time.

4. WIP

Activity Index

1. No. of kaizens by - Circle members - Project team - Engineering staff

2. No. of kaizens for each loss.

3. No. of horizontal deployments.

4. No. of cases in which various methods are used.

By Avijit Biswas12

Planned Maintenance


2. Decrease in cost


4. Zero accidents


1. Reduction of downtime due to breakdown.

2. Improvement of MTBF and MTTR.

3. Reduction of spare parts.

4. Reduction of oil consumption &electricity.

5. Reduction of repair costs.

6. No. of inspections, repairs transferred in-house from sub-contractor.

Activity Index1. No. of breakdown re-occurrence.

2. Preventive maintenance implementation rate.

3. No. of red tags removed.

4. No. of corrective maintenance activities.

5. No. of machines under CBM.

6. No. of MP sheets.

7. Multi-skilled maintenance workers.

8. Skill upgradation of maintenance workers.

By Avijit Biswas13

Quality Maintenance


2. Decrease in cost


4. Zero accidents


1. Reduction in defects.

2. Amount of saved money.

3. Reduction in inspection

time and manpower.

4. Reduction in customer

complaints.

Activity Index

1. No. of kaizens.

2. Zero cases. - products - machines - lines 3. Duration of zero cases. - 1 month - 3 months - 6 months - More than 6 months.

4. No. of revised standards.

By Avijit Biswas14

Education & Training


2. Decrease in cost


4. Zero accidents


1. Reduction of downtime, breakdown due to lack of knowledge and skill.

2. Reduction of downtime, breakdown after getting knowledge and skill.

3. Reduction of defects after getting knowledge and skill.

4. Reduction of sub-contractor’s job after getting skill.

Activity Index

1. Total time of education and

training for operators and

maintenance workers.

2. No. of kaizens proposed.

3. No. of One Point Lesson

sheets.

4. Evaluation of knowledge and

skills.

By Avijit Biswas15

Safety, Hygiene, & Environment


2. Decrease in cost


4. Zero accidents


1. Reduction of accidents.

2. Reduction of noise.

3. Reduction of industrial waste quantity.

4. Saving by reduced energy consumption.

5. Reduction of downtime by no accidents.

6. Excellent 5S workshop.

Activity Index

1. No. of kaizens for unsafe

place, actions.

2. No. of pokayoke kaizens.

3. No. of safety proposals.

4. 5S activity.

5. Total time of safety patrol

(Daily, Monthly)

By Avijit Biswas16


2. Decrease in cost


4. Zero accidents


1. Reduction of downtime due to no material from vendor.

2. Reduction of incoming material inventory.

3. Saved money.

Activity Index

1. Total meeting time with

vendor.

2. No. of kaizens for vendor.

3. Reduction in no. of vendors.

4. No. of kaizens for job

revision.

Office TPM (Purchasing)

By Avijit Biswas17

TPM 16 losses

By Avijit Biswas18

16 Major Losses1) Equipment failure loss2) Setup loss3) Tool change loss4) Startup loss5) Minor stoppage and idling loss6) Speed loss7) Defects and rework loss8) Shutdown loss9) Management loss10) Operating motion loss11) Line organisation loss12) Logistic loss13) Measurement and adjustment loss14) Yield loss15) Energy loss16) Die and tool loss

By Avijit Biswas19

16 Major Losses Category wise

A) 7 Major losses which obstruct OEE

(1 to 7)1. Equipment failure loss2. Setup loss3. Tool change loss4. Startup loss5. Minor stoppage and idling loss6. Speed loss7. Defects and rework loss

By Avijit Biswas20


B) Loss which affects the equipment loading time

(8)

8. Shutdown loss

By Avijit Biswas21


C) 5 Major losses preventing efficiency of manpower

(9 to 13) 9. Management loss10. Operating motion loss11. Line organisation loss12. Logistic loss13. Measurement and adjustment loss

By Avijit Biswas22


D) 3 Major losses preventing efficiency of material and energy (14 to 16)

14. Yield loss15. Energy loss16. Die and tool loss

By Avijit Biswas23

16 Major Losses Definitions

1) Equipment failure loss

Loss due to breakdown of equipment.

By Avijit Biswas24

2) Setup loss

Time taken to change setting from one model / product to other till first OK piece comes out.


By Avijit Biswas25

3) Tool change loss

Time taken to change worn out tools till first OK piece comes out.


By Avijit Biswas26

4) Start up Loss

Time required to build temperature / pressure etc. Referencing of CNC machines, warm operations conducted early morning or after long stoppage.


By Avijit Biswas27

5) Minor stoppage and idling loss Unlike failures, minor stoppage / idling losses represent a status in which the machine is subjected to either stoppage or idling due to temporary troubles; for instance, when a workpiece is clogged in the chute, idling occurs; or when a sensor is activated because of a quality defect to cause a temporary stoppage.

These are the conditions in which the machine will revert to normal operation, if the stuck workpiece is removed, or resetting is carried out.


By Avijit Biswas28

6) Speed loss

Losses due to difference between the actual speed and design speed. Losses resulting from lower design speed compared to the present technological level or desirable speed (or mission speed).

Ex. If standard cycle time is 30 sec and actual operation time is 35 sec; the speed loss is 5 sec.


By Avijit Biswas29

7) Defects and rework lossLoss due to defective (Rework+Rejection) production.

Volume losses due to defects and time losses required to repair defective products to turn them into excellent products.


By Avijit Biswas30

8) Shutdown loss

Loss which affects the equipment loading time.Time losses when equipment is stopped for planned maintenance.This loss is caused by stopping the equipment for periodical maintenance / inspection, and for scheduled shutdown for legal inspection during the production stage.Reduction of shutdown time and cycle extension must be sought.


By Avijit Biswas31

9) Management loss

These are waiting losses such as awaiting instructions, awaiting material, awaiting tools, repair which are generated through management problems.


By Avijit Biswas32

10) Operating motion

Losses due to violation of motion economy. It is the man-hour loss which is generated by the skill level difference in the setup and adjustment, tool and jig change operation and so forth. The losses which are cased by skill level difference in the loading and unloading work is also included in this category. Walking losses because of bad layout. Method / procedure loss, Skill and morale loss.


By Avijit Biswas33

11) Line organisation

Loss due to organizing the manning considering skill, availability etc.It is the loss resulting from the worker having to work on more than one piece of equipment at the same time, including loss caused by improper line organization.Include waiting time losses generated in the multi-process and multi-machine processing and also line balance losses in conveyor work.


By Avijit Biswas34

12) Logistic

Stoppage of equipment for logistics reasons.Ex.- Material movement, non-availability of trolley / bin etc.

Man-hours spent in doing logistics work (transportation of products or raw materials etc.) by other than logistics workers, or the additional time spent by logistics workers due to equipment failure.


By Avijit Biswas35

13) Measurement and adjustment

Losses that result from measuring and adjustment to prevent occurrence of quality defects.


By Avijit Biswas36

14) Yield

Volume losses.Weight difference between raw material and products.


By Avijit Biswas37

15) Energy

Losses of energy such as electric power, fuel, air, water etc.

Startup loss, overload loss, temperature loss.

It is the input energy which can not be effectively used for processing. Losses such as startup loss, temperature loss during processing and idling are included in this category.


By Avijit Biswas38

16) Die and tool

These are monetary losses resulting from the manufacturing and repair of dies, jigs, fixtures, and tools necessary for production.

These are extra expenses needed for replacing dies, tools, and jigs which are worn over long service or broken or the expenses spent for re-grinding or re-nitriding.


By Avijit Biswas39

JISHU-HOZEN (AUTONOMOUS

MAINTENANCE)

By Avijit Biswas40

JISHU-HOZEN (AUTONOMOUS MAINTENANCE)

Concept“Jishu Hozen” is the activity in which each worker performs, i.e. daily inspection, lubrication, troubleshooting, repair, accuracy checks, and so forth on his own equipment, aiming at achieving the goal of ‘keeping one’s own equipment’ in good condition by oneself.

Participation of production in maintaining the machine condition is

Jishu Hozen.

By Avijit Biswas41

Jishu Hozen

The operator should have the following basic abilities -

He should have ability to sense abnormality, ability to find abnormality in the equipment / products by feeling suspicious behaviour and ability to make necessary kaizen.

He should have knowledge and ability to understand the co-relation between equipment and quality and to predict abnormal quality of the product and its causes.

He should have knowledge and ability to understand the equipment mechanism and functions and to locate the possible causes, if trouble occurs.

In order to satisfactorily perform “Jishu Hozen”, the operator should be “proficient in equipment operations and maintenance”.

By Avijit Biswas42

Support to Jishu Hozen activities

Maintenance division provides precise guidance and support.

1. Training and guidance in equipment structures and functions, names of parts, and members that must not be disassembled.2. Guidance of lubrication, unification of oil types and instruction on preparation of an oiling standard (oiling locations, oil types, and oiling periods).3. Technical support on control of sources, counter-measures for the causes of dirty equipment and improving access to hard-to-clean areas, efficient operation and other kaizen activities.4. Quick processing of work asked by the operating division on malfunctions such as deterioration, basic conditions, and defects.

Jishu Hozen

By Avijit Biswas

43

SEVEN STEPS FOR EVOLVING JISHU-HOZEN

1 Initial clean-up

2 Countermeasures against Sources of Contaminationand Difficult To Access Areas

3 Formulation of Tentative Standards4 Overall Inspection

5 Autonomous Inspection6 Standardization7 Autonomous Management

0 The Beginning - preliminary step

By Avijit Biswas44

Step 0

Preliminary step (Step 0)

1. Understanding the importance of JH.

2. Understanding the adverse effect of forced deterioration.

Understand what will happen if it is poorly maintained.

3. Understanding normal and abnormal conditions.

4. Safety education, prediction of injuries, electrical

shock, dust in eye, dropping articles, slippery surfaces,

skin irritation etc.

5. Draw a simple illustration of equipment to identify

different units and components of the equipment.

By Avijit Biswas45

Step 0 Cont..


6. Understanding losses, failures, and defects with

corresponding responsibilities.

7. Awareness of basic equipment condition.

8. Red and White Tags.

9. Dis-cover to discover.

10. 1S and 2S

By Avijit Biswas46

Step 0 Cont..


11. Clear schedule of activities on activity board.

12. Reading of manuals.

13. Understanding purpose of cleaning.

14. Collection of material required for JH step 1.

15. Role of operator.

16. Papers for summarizing abnormalities (tags).

By Avijit Biswas47

• Cleaning and inspection.• Inspection is performed to find fuguai (abnormalities).• Fuguais are to be restored & improved and should be understood.

Purpose

Thorough cleaning of dirt, dust, and stains on entire equipment to

• Prevent forced deterioration.

• Extraction and handling of latent defects through cleaning.

Step 1 - Initial Clean-up

Activity

Step-1

By Avijit Biswas48

Step 1 - Initial Clean-up1. Provide basic training needed to implement Step 1. Training such as

safety equipment, structure and function, lubrication, proper

re-tightening etc.

2. Take photographs before starting the activity.

3. Remove all unnecessary articles not only around the equipment but

also throughout the line.

4. Find equipment fuguai by inspection, touching, and moving the

equipment.

5. Find faults such as play, looseness, wear, eccentricity, vibration,

abnormal sound, heat, and oil leak by five senses. Carefully examine

parts that are causing problems everyday.

Step-1 Cont…

By Avijit Biswas49


6. Locate sources of generating stains.

7. Eliminate unnecessary and seldom used items and simplify the

equipment.

8. Disassemble components if necessary. Refer old history card of this

machine and similar machines for failure sources.

9. Think about what the equipment must be when restoring

abnormalities.

10. Attach tags to fuguai during cleaning. Restore on the spot, if

possible.

Step-1 Cont…

By Avijit Biswas50

Step 1 - Initial Clean-up11. Open covers and lids that have never been seen.

12. Clean dirt not only on equipment but also on transfer equipment,

electrical boxes, oil tanks, coolant tanks, jigs-fixtures, and other

auxiliary equipment.

13. Repair-by-self becomes the basis for training.

14. Each individual decides fuguai and then leader provides guidance

on omitted places and whether or not decisions are correct.

Leader guides all members one-by-one to pull up their ability.

15. All members teach each other - location where they neglected to

attach tag.

Step-1 Cont…

By Avijit Biswas51


16. Before closure of tag, the leader should check whether permanent action has been taken.

17. Do not give up even if it gets dirty soon after cleaning.

18. Determine how soon, from where, and how it gets dirty after

cleaning.

19. Cleaning of equipment frequently finds 200 - 500 defects.

20. Tag management.

21. Maintain the level achieved.

Find out sources of contamination.Find out hard-to-access areas.

Step-1 Cont…

By Avijit Biswas52


Tag ManagementPrepare tag matrix.

Decide priority for countermeasures. (Leak, dirty, missing,…..)

Prepare trend chart - put and removed.

Dept. Managers take ownership to track the number of Red / White

tags, their stratification & closure.

Co-relate tags with loss.

Tag removal plan. Fixing deadlines should be stated on tags, where it

can not be repaired immediately.

Step-1 Cont…

By Avijit Biswas53


Tag Management

All the members should adhere to target dates strictly. In case of difficulty, team members will approach leader in advance.

Daily tag status on board.

Why-why analysis for each abnormality.

Before closure of the tag, JH team should check whether permanent solution has been taken

Tag removal plan made and reviewed in JH committee meetings

Accelerated restoration is motivation for the people.

Confirmation of results.

Step-1 Cont…

By Avijit Biswas54

Tags

Red Tag White Tag

TPMSR.NO.

W. NO./DEPT./CELL

EQPT. NAME

DATE OF DETECTION

DETECTOR

ABNORMALITY

: _________________

: _________________

: _________________

: _________________

: _________________

: _________________

_______________________________________

_______________________________________

_______________________________________

LINKED WITH WHICH LOSS : ____________

TARGET DATE : _________________

By Avijit Biswas55

Step 1

Abnormality Tag Matrix

List of fouled parts

List of FuguaiStatus of Tags

Status of Tags - Machine wise

Why-why analysis for Abnormalities

Why-why analysis for Countermeasures for Forced Deterioration

Step by step methodology of JH … Step1

By Avijit Biswas56


Audit by JH team(Autonomous Audit)

Plant Audit

Passed

To JH Step 2

Step by step methodology of JH … Step1…cont..

By Avijit Biswas57

Step 2 - Countermeasures for the causes of Forced Deterioration andImproving Hard-to-access areas

• Implementation of countermeasures against sources such as dust, dirt, and prevention of flying of chips, prevention of splashing, scattering of weld spatters etc.

• Implementation of countermeasures against the areas where cleaning and inspection is difficult.

Purpose


By Avijit Biswas58


• Use concepts like localized guards.

• Make corrugated cardboard models, try them, and then fabricate using steel sheets.

• Shorten the time for cleaning, lubrication, and servicing.

• As we take efforts in cleaning the equipment (JH step 1), we naturally pay attention to sources of contamination.

• Strengthen ability to improve equipment and gain confidence to perceive improvements on an even higher level.

How to achieve the Purpose


By Avijit Biswas59


Countermeasures for source of problems

• Oil stains - Excess supply of lub oil - Adjust oil amount.• Coolant splashing - Localized guards - Can we limit volume of coolant used?• Scattering of chips - Localized guards - Close to source - Excessive stock

Improving Hard-to-access areas

• FRL - Draining and checking difficult - Install near floor - Bring to visual level.• Inspection of pressure not possible - Pressure gauge at the top - Bring it down.• V belt inspection difficult - Removal of covers - Make inspection window.

Efforts should be to ensure reduction of inspection time.


By Avijit Biswas60

JH - Step 2

1. No splashing and scattering of chips, coolant, oil, spatters etc.

2. Change the equipment to dry equipment by making localized guards.3. All the chips and dust of cycle will be totally flushed away and machine should be totally fresh for next cycle. * No accumulation anywhere on equipment. * No need to clean resting plate. * No need to clean with air, coolant, brush.4. Coolant / Oil should follow narrow path so that contamination is minimum.

5. All pipes, cables, hoses should be individually routed. * No bundling. * Separate clamping.

6. Wherever possible, replace flexible pipes with metallic pipes.

7. Check need of transparent guards.

By Avijit Biswas61

Jishu Hozen (Formats)

List of illustration of hard-to-access area

Step 2

Source of Contamination and Countermeasures

By Avijit Biswas62

Step 2 Methodology of Jhisu Hozen

Audit by JH team(Autonomous Audit)

Plant Audit

Passed

To JH Step 3
