03 tpm implementation in each tpm level(complete)

8/12/2019 03 TPM Implementation in Each TPM Level(Complete)

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Understanding cceptancepractice

PracticeEmployeeProblemSolution

ProblemSolution

Consultant dvisor

Problem \ ProblemSolution Solution

Coaching

UnderstandingAcceptancopractice

Instructions I PracticeImprovemeStaffUnderstandingAcceptancepractlce

Diagnosis I Policy Consuitant \ Diagnosis I InstructionsProblem Problem \Senior Managers Solution Solution Managers

Problem UnderstandingSolution Problem cceptance r o l ~ m Problem Solution practiceSolution SolutionJ PmSlpM


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Consultant: A person who diagnoses and s t r u ~ t ~ cor orc:lte mana ement at .t he re uest of ~ any.Consultation Establishing corporate culture that does not need any consultantsStudy m e e t i n g s ~ m i n r Understanding/acceptance/practiceConsultant: An advisor------ . Making a Continuous Improvement Culture a Reality ------

inuous

Unerring diagnosis Unerring policyUnerring: Without missing the mark, correctDiagnosis: The identification of the future course of a thing by examining whether or not it has any defects. Copyright2 9 JIPM So utions

Continuous improvement regimeLevel 1111 11I: Developing systems gradually........Establishing systems-

Conducting one s job according to the rulesJob responsibilityDiagnosis, instruction, support, consultationManagement responsibility

-Eight pillars: Each work site develops its ownautonomous management regime-Preparinq manuals: Establishing methodology-Preparinq tools and systems: Using them in routinework

Developing human resources

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__ EltaLuation indicators_ , , , , , - Key Performance I r ~ c m : a t a r = KPI = ~Key Action Indicator =KAI= - - -

[- Profit ratio, output, cost- Productivity, total efficiency /KPI -Change in breakdown of losses Failure, yield, d e f ~ c t e t cManagement of goodness Management of badriess

[- F-tagging, number of OPLs, Jishu-Hozel ..rcftio,KAI maintenance time, observance ratio, sj


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from TQC terminological dictionary)

All activities that will be carried ou t by each section in order toefficiently achieve t he goals of it s daily duties. These activitiesare the basic activities of business management.

All activities that will be carried out in order to realize mediumlong term management plans developed with a view toachieving the company s business objectives or in order tosystematically achieve the company s annual policies. In manycases it concerns the company s annual management policies.

Management activities that involve taking necessary actionsaft er t he c ompany s dev eloping f unct ional plans fo r eachmanagement element such as quality cost and deliveryf ol lowed by each responsible section s realizing t he plansbased on i ts dai ly and policy management followed by itscompany-wide assessment.

DailyManagement

PolicyManagement

Cross FunctionalManagement

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Each work sitewi ll c arry ou tactivities toachieve th ecompany sbusinessobjectives

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4) AbiJity to makeimproV ements

5) Ability to establish conditionsPolicy Management

Improvement)

Sectional and FunctionalManagement

L A _ ~ i i t y to restore and n ~ abnormalitie

A bil ity to analyze:___ 6) AblUtY to ~ ~ v conditions

aily Management Maintenance)

PQ SM

Fo r common understanding of TPM objectives

A system should beestablished and o pe ra te d toa ssess t he results of theabove activit ies both from aviewpoint of sectionalmanagement as well as froma viewpoint of functionalmanagement

Strengtheningth e regime fo reach worksite s strictercompliancewith rules andprocedures

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The seven abilities ContentsMaintenance 1 bility to detect - bilityto detect resultant abnormalities as well asabnormalities causative abnormalities

2 bility to restore or - bili ty torestore or handle abnormalities detectedhandle abnormalitiesImprovement 3 bility to analyze - bilityto investigate matters in a logical way based on

factors understanding of their rules and principles4 bility to improve - bilityto understand the four principles of improvementand stop trouble at or near the source5 bility to establish - bili ty toestablish quantitative criteria fo r maintenanceconditions

Maintenance 6 bility to improve - bilityto improve difficult to observe rules andconditions procedures so that they will be fewer, conducted atlonger-intervals, and conducted in a shorter time7 bility to manage - bility tocomply with rules and procedures andconditions establish rules to ensure compliance

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[Sales Section]L Proposal based sales

[Production Control Section]Business maintenance

[Support Section] utonomous maintenance

Maintenance ~ Improvementregime regimeEstablish and rate a system tocontinuously i p ve the regimes

[Maintenance Section]Planned maintenance

[Manufacturing section] utonomous maintenance

[Development Section]Development managementEarly management

Strengthen the sectional n functional management regimes

[Planning Research Section]

Strengthening pillars for TPM implementation

[CMS]Cost 55 matrix Target o s t n ~[SCM] DBR management etc.[Quality maintenance][Education and training] I[Safety and environment]ISO 14001 OSHAS ass:the Figureof Eight method implementation

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The seven pil lars that concernFocused Improvement should beregarded as activities to improvethe level of daily management.

[Management and support sections ]Implementation of the seven steps fo rautonomous maintenance

[Production control section][Sales section]Implementation of proposal based salessteps

[Quality assurance section][All sections]

Sectional and functional managementC li.;.;.;.; ;:::;::: :: : : : :: : : : :: :1 : : : : : :: : : ::: ::1::::: ::::::: :::::::::::1 :::::::::::::;::

[Manufacturing Section]Maintenance section]

[Administration section][All sections]

Reinforcing corporation between different sectors by organizing and establishing the relationships of the eight pillars

[Engineering section][Development section]

As fa r as the each level implementation is concerned it is necessaryto coordinate and combine the pillars fo r continuous improvement.

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Ability to establishconditions

Ability toanalyze factors

/

Management tf good points 111

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Management of bad pointsEnsuring visible management of badpoints so that oneshould knowImmediately whatexactly those bad pointsare and how they have been changing

[Level III]Improving cash inflows

Ability to restoreand handleabnormalities

Autonomous Management

+

.ti l i ~ to manage Ability to improveconditions conditions

II Identirv:; tasks ODerational Section

Ability to detectabnormalities

Cost 1 loss matrix~ CashflowProductcostI Loss Manufacurin cosIE p n e temIh IIIs II - : ~ r z ~

I

Identification of lossQC storyCompiling improvements into manualsLearning methods to solve problemsPlanning Horizontal Deployment

Level I IImplementationof eachitemEnsuringthorough implementation of Step6 andStep 7System forassessmentLevellUpto Step 5Standardizingmain businesstasks

Step DeploymentLevel IIIAssessingthe level of autonomous managementEstablishingStep 7

Establishing a system for continuous cost profit related activities

1) 2)I I 3)

4)5)

[Levell] [Level II]Reducing manufacturing costs + Reducing product costs

I Improving cash outflows IEstablishing and operating anenduring profit improvement regimeFocusedrovem

: . nt~ ~

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5-1. Simplification of Maintenanceanagementfew, long intervals,short and easy

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< check Sheet>

r--1--(1) QC Story I1--(2) Compiling Improvementsinto manuals1--(3) .Learning methods to ) 4-3. Draw up a plan fo rImprovement Horizontal Deployment~ 4 Planning Horizontal ECRS & ADevelopment 4-2. Process Improvement andimplement them

3-2. Use of techniques and approaches+ Tighten up existing rules andEprocedures(1) Design of Experiments(2) Multivariate Analysis(3) Taguchi Method etc.

- IIgmen up existing rules apd procedures,anq replace any missing ~

QC t ry I m p r o v e ~ n tI, .. s:: I

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/De:.. \ ,\ , I H

After 3 years

II ,. I ..... : .

II--r--r-::r m 0 n I h i ' i I~ J ~...... 6-2. Evaluation of completion level

6-1. Process Management ofIl1' .Qrovement

6-3. Following up Horizontal Deployment

Target

M j T . M' T ' I be i ~ ~ 0 0 0 0 0 0 0 0 0 0or PICS ,nor op'cs tomst o mprovod 0 0 0 0 0 0 0 0 0 0e s n .. .IEstablishConditionsl

5-3. Revision of Check SheetJ _? Qovic: : inn n f ~ t ~ n t i ~ r t i e

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iIa1-2. Set targets to reduce Loss Cost,

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Establishing and Operating a system fo r continuous profit improvement

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I DOD Activity Board .Productivity t i m L O S S [Z , , .. , , o y ,H lEE: ,lt11tR

Target

II

[l]Evaluation ofactivi

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I ~ i n t i nom , a

1-3. Find

1-1. Targeting Cost

7-3. Reporting to Management Committee7-2. Through-putAccounting7-1. Visual Control by Activity Board

(Develop Profit Management System Tree)1


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i I I I II Il>3 I I I II Ic: s0-,(1)a.c:0o I Is

BM After 3 years

Labor Cost X Number of people X Time

Abandoned raw material expense results

- 9-1 -I

---II I I I I 1/Subcontract payment Actual

CeD:::::I3ioD)o:::::Iorotntn

Iwi Set Targets 111 2 Set targets to reduce Loss Cost

1-3. Quantify Total Loss

1-1. Targeting Cost

Productivity - - - .

: : : : : :

i 1 rrcurrei tcosf r rr Current. . I . . . . S II': c _ _ _ : ;. ; : : : e n9i - - - _ Q Priceo j T O :: :: :: ::: : = T [ ro :: : ~ ~ t o s i t o surviv inttellmlrket::i Ex ec ted 0 . . . 0 0 0 0 0 0 0 0 0 0 0 0 0 0 _ ' U 0 0 0 0 0 0 ~ ~ ~ 0 0 0: 0 0 0 0 P- - - ; __ - - - ; - it{ , low PriceI + + i ' . . . . . . . . . . . . ... . - i - - _ - i Unexpected 1 ::: J ' ~ l ' r g e t ' C Q s t i : w i n r ~ i ' n d s t a ~ l t l e : : M a d < e lowest price.... l _j..... t j .

, . . ~ ~ T ~ ~ ~ ~ 1 ~ ~ ~ ~ ~ ~ r ? ~ 1 ~ ~ l ~ ~ ~ ~ 1 : ::: J : : : : : :

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Minor Stops\ El\\ .

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\YOEE Failures Defects

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[[Jl metThellles I

2-1. Select items to be improved2-2. Make improvement plan action plan)

Major Theme Medium-scale Minor Theme Items to be improvedTheme3: r Yield Loss Design Yield ~ o i n t t r i m m i nl costDiii _ Process efective_g> rr Scratches andDefects I appearance dentsIII It lt .... ... . , .. ... .... . . . ..

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Iwi n lyze o ~ s ~

1 Design of Experiments2 Multivariate nalysis3 Taguchi Method etc.

1 Why Why nalysis2 PM nalysis3 FMEA etc.

3-1. Use of techniques and approaches Replacing any missing ones

3-2. Use of techniques and approaches Tighten up existing rules and procedures

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4-3. Make Improvement plan act ion plan and carry out and check results

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IW mmmmmprov r n4-1. Use of Improvement Program

Example Improvement Program forChange over Loss

Step 1 Find out what is happening at present - Step 2 Eliminate Waste - - - - - - - - - - - - - - - Step 3 Separate external tasks from internal ones- - - - - - tep 4 Externalizing internal tasks - - - - - -Step 5 Make internal tasks more efficient - -Turn variables into constants - - Improve positioning and dimension setting- - - - Improve installation/removal workpieces- - - - - - - - - Performing Task in parallel - - - -Step 6 Eliminate the need for adjustment and ensure right-fist-time startup- - - tep 7 Standardization Training

4-2. Make Rol l out Plan

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5 1. Make it easy to carry out maintenancefew long intervals short and easy

Copyright 9 JIPM Solutions9

wiEstablish Conditionsl

5 2. Revise of Standards5 3. Revise of Check List

< Check List> t e

0Q Q Q 0 0 0 0 0 0 0 0 0 0U DI D 0 0 0 0 0 0 0 0 0 0 r D 0 0 0) ;:II; D:;: 0 Q 0I Ul

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6 2 Evaluation of completion level6 3 Following up roll out

6 1 Progress check of improvement

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; : ::: , D II, . 3 n 4 I I I II I I I r II I I I I I I _CD I I Ig d,; 4F, ,1I I I I I I I II I I I I I I

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Classification of de fe t s Monitoring each defect

Copyright 2 JIPM Solutions

TargetM

1 1 .., .. f 1 ........ ,.:-,

Scratc .. dents { j;/ . 1;; I I .. ...

tIoo(I)f/lf/l(I) Do-/l1

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Target

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(Develop Profit Management System Tree)

73 Reporting to Management Committee7 2 Through put Accounting

Pro( ss>:: ...... Adefe ts > .... I - - -

~ ~ ~ I ---:. ~[lJ valuation of activity

71 Visual Control by Activity Board

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.: Defect relatedoss

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Maintainability

ctivityboard

PDC

[eMS] System maintenance st tusBuilding a ontinuous improv m nt syst m DProgress TPM

Managerial Strength bility to mprove

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_ TeamActivitiesBoard

[Level III]

Maintenance

perational sectionEstablish Autonomous

Managementntinuous assessment of iEstablishing an autonomous management regime

Copyright 2 9 JIPM Solutions

Improvingthe level of ImprovementFocused Improvement

* aking charge of t e am themes* Following up requested themes 2

~ i t e m-3. Improvement for easy compliance= few, long intervals, short andeasy

Foreach item6-2. Restoration and improvem towhatthe picture should beAbility to restore and handle abnormalities

1-2. Restoringwhat can be restored a ~ e t a c h m e n t4-2.Training to improve maintenance skills

improvingthe level of tag detachment

[Level II]Step 6 Reaching Step 7L artingpointtoward Jishu-Hoz,

Implementation of each task 7-5=6

Improving the level ofMaintenance

[Levell]Completion of Step 5Accomplishment of a task

Example] 1 5S management Step 7: Thorough implementation of2 Management of jigs and tools autonomous management3 Spare parts management Unifying maintenance management and4 Finish control . orrective management5 Management of work In proce

S ep 3: Establishing temporary standards for Jishu-HozenTh e who mustcomplyshould establishtheir own rules and procedures4-3. . ualcontro l4-4. Re . ingtemporarystandards in redStep 5: A nomous inspection5-1. Responsibif sharing with relevantsections5-2.Drawingupfull - Iestandards

Continuously improving the level of operational section s autonomous management

Ability to manage conditionsFor each item6-4. Drawing up or revisingstandards I checksheets

verview of step implementation fo r autonomous maintenance

Step nitial-phase cleaning1-1 E raction of malfunctionstaggingStep 4 Overa ll inspectionimp l mentation of each item4-1 E cation onwhatthepictureshould be A u t o n o m o u s a i n t e n a n c ei oroving the level oftagging

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n ement

3. ~ ~ ~ ~ ~ ~ ~ ~ t e IL \; :: A .

. re the rules. re they imp

1 orkings of autonomous management level evaluation2 larification of autonomous management level

evaluation items

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EquipmentDevelopment

D

Full-scaleimplementation

Copyright 2009 JIPM So utions

[ Level III ]

I Business Reform - Self manufacture ratio

RetrofitContribution to LCA, et c

Maintenance sectionI Undertaking new tasks

Llntegration withEarly management

IMaintenancetechnologies

Introducingin-advance models

[ Level II ]

Zero Case

elf-manufacture of equipment

I Preventive actionFMEA increasing zero cases

Developing and improvingdiagnostic technologiest Preventing malfunctions and defectsInspecting equipment functionsI FMEAlLTA

l RCMImproving efficiency PM

OptimizationOptimizing maintenance methodsEnsuring reliabilityOptimizing maintenance costs

4

Maintenance costs

EquipmentB

Implementation rate ofcountermeasures for failuresMeasures to overcome shortcomings

Corrective maintenance Utilization of diagnostic technologies

I Functional inspectioniUpto Step5Jishu-Hozen rate

Support

Improving th e level of maintenance section s autonomous management continuously

Thoroughly conductingl failure analysisRecurrence prevention I

1 Reducing EMs e m e r ~ ~ m a ~ u ~ c t i o n S J-Reducinq malfunctions } D is tinguish ing EMs from BMs-Reducinq minor stoppages _ _-Redueinq defects MP InformationClassification of malfunctions Classification of repair

co

~ u p m n ~ EquipmentAI

1:

Jishu Hozen I I SpecializedAutonomous maintenancemaintenance[L e v e l l ]

Planed Maintenance Regime

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Implementation procedurest7-step implementation10-step implementationQuality Maintenancein a narrow sense

design

\\.

\ Survey amresearch

continuously improving the quality assurance system by unifying pillars9 Continuous improvement of the ~ t y assurance regimeIIntegration ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ { ~ ~ ~ ~\7 \QFD ln a broad..sense \ 1 \. D e v ~ o p m e n t\.

II

.s

Imp lementaf me thods-T gure-of-eightethod implementation-Closing method. implementation*Enhancing the quality assurance regime through integration with quality maintenance,Development-Early management and R D and other functions pms pM -19 Copyright 2 9JIPM Solutions


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03 tpm implementation in each tpm level(complete)

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