TPM by Management dtj
Manufacturing Excellence Through TPM 1
Manufacturing Excellence through
TPM by Management
TPM by Management dtj
Manufacturing Excellence Through TPM 2
Audience
• Business unit heads
• Plant heads
• Pillar Chairman
• Process Incharge
• Plant Function Heads
Manufacturing Heads
• Finance
• Materials
• HR
• Marketing
• Development
• Engineering
Corporate Function Heads
TPM by Management dtj
Manufacturing Excellence Through TPM 3
Shop Floor Team
KK / QM / JH / PM
Support Function Team
OTPM /ME /PPC/ STORE
Corp. Functions Team
TPM at Organization
Contribution by Each
Drive by Management
TPM by Management dtj
Manufacturing Excellence Through TPM 4
1. Work on losses under your control
2. Highlight losses not under your control
Shop Floor Team
KK / QM / JH / PM
TPM at Organization
Contribution by Each
Drive by Management
30% 35%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Effort Result
TPM by Management dtj
Manufacturing Excellence Through TPM 5
1. Support plants to achieve Plant PQCDSM by improving support
2. Work for Cost efficient not for cost reduction
Shop Floor Team
OTPM /ME /PPC/ STORE
70%
20%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Effort Result
TPM at Organization
Contribution by Each
Drive by Management
TPM by Management dtj
Manufacturing Excellence Through TPM 6
1. Support plant support functions 2. Standardize 3. Systemize 4. Bench mark good practices – HD 5. Decide strategy to become cost
efficient 6. Guide plant support functions to go
ahead with strategy 7. VA/VE Approach
Shop Floor Team
TPM at Organization
Contribution by Each
Drive by Management
20%
100%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Effort Result
TPM by Management dtj
Manufacturing Excellence Through TPM 7
Rules of the Game
OEM’s today when give us Business opportunities
It’s always with,
Discussed, Agreed & Committed by us for,
On time development
Product proving
Product Productionize with Quality & Delivery norms
As per agreed Cost / Price / Fixed Investment / Environment norms
Once given Commitment
1. Team has to Operate & Perform to meet
Customer Delight Stake Holders Delight
TPM by Management dtj
Manufacturing Excellence Through TPM 8
Present Status
Individual functions in company improve and try to become most efficient yet,
Together they reflect to be inefficient
Which is a threat to company’s financial health
in tern, it is a threat to stake holders how long company can operate like this…?
TPM by Management dtj
Manufacturing Excellence Through TPM 9
What to Do?
TPM - Total Productive Maintenance is a tool proven nearly 50 years,
To be used to come out of situation and meet the objectives
Some misconceptions about TPM…
TPM is a tool to be used by only shop floor – Front line People
TPM is additional task than my routine
TPM is not the solutions for meeting challenges in business
TPM by Management dtj
Manufacturing Excellence Through TPM 10
What is Right then…
o TPM understands Business Model & Targets
o Establish TPM organization within exiting organization structure
o Link KMI to KPI to KAI to meet KMI in line with Company’s Vision &
Mission
o Establish a network of team members, who will have continues focus on
KAI to meet KMI
o KMI – In line with Companies Vision & Mission
TPM by Management dtj
Manufacturing Excellence Through TPM 11
Linkage of KMI to KPI to KAI (Example)
Key Management Index (KMI)
Key Performance Index (KPI)
Key Activity Index (KAI) Responsibility Target Date
1. Increase Productivity
1.1 Increase OEE
1.1.1 Reduce set up change time loss Kaizens
Cell Front Line + KK Chairman
1.1.2 Reduce set up change occurrence Kaizens
1.1.3 Reduce Tool change time loss Kaizens
1.1.4 Reduce Tool change occurrence Kaizens
1.1.5 Reduce start up change time loss Kaizens
1.1.6 Reduce Management loss Kaizens
TPM by Management dtj
Manufacturing Excellence Through TPM 12
Key Management Index (KMI)
Key Performance Index (KPI)
Key Activity Index (KAI) Responsibility Target Date
1. Increase Productivity
1.2 Increase Production / Hour
1.2.1 Identify bottlenecks - debottlenecking Kaizens Cell Engineer +
KK Chairman + ME Engineer 1.2.2 Identify Line organization Loss
– Do Kaizens , Rebalance Line
1.3 Increase Output / Man / Shift
1.3.1 Identify motion loss i.e. Waiting time loss, NVA, Man-Machine balancing – Do Kaizens Reorganize line to reduce manpower
Cell Engineer + KK Chairman + ME Engineer
1.3.2 Identify Line organization Loss – Do Kaizens , Rebalance Line
1.4 Achieve Zero Breakdown
1.4.1 Study happened breakdown Do why why analysis Countermeasure with HD Update JH/PM/TBM
PM Chairman + Cell Engineer
1.4.2 Take Machines to JH Step 5 Cell Engg. / JH operator
1.4.3 Follow PM & TBM PM Chairman
Linkage of KMI to KPI to KAI (Example)
TPM by Management dtj
Manufacturing Excellence Through TPM 13
How to Start…
Above functions are linked into network and form Organization Structure & TPM Structure
Note: Many Key persons will have ‘dual role’ in it
• Marketing • Development • Manufacturing Engineering
Initiating Functions
• Production • Quality • Equipment Maintenance • Tool, Die, Fixture Maintenance
Operating Functions
• HR • Materials / Purchase • Finance / Accounts • PPC & Stores
Support Functions
Any Company functions are grouped as:
TPM by Management dtj
Manufacturing Excellence Through TPM 14
Organization Structure
Business
Unit Head
Plant Head
Support Functions
Human
Resource Materials ME &
Development
PPC, Store &
Internal
Logistics
Production Functions
Process Heads
P1 P2 P3 P4
Production
Quality
Maintenance
Tool Fixture
TPM by Management dtj
Manufacturing Excellence Through TPM 15
TPM Structure
Business Unit
Head
Operation Head
Main Pillars
KK QM JH PM Die PM
Support Pillars
DM ME OTPM E&T SHE
• Note: Organization Structure & TPM Structure will be linked such way that,
KMI to KPI to KAI are performed focused way & reviewed foe speed & effectiveness
TPM by Management dtj
Manufacturing Excellence Through TPM 16
Setting Target
Customer Expectation 3 Yr. Business Plan by MD
Set Company Level Target
Link to Cell Level Link to Pillar Level
• Target Driven Activity • PQCDSM way losses
focused improvement
• As Per Pillar Activity Roadmap • Reactive improvement • Proactive improvement • With sustenance & Horizontal
Deployment
Convert All Points in PQCDSM
Break in Quarterly
Targets Linked to Pillars
TPM by Management dtj
Manufacturing Excellence Through TPM 17
TPM Methodology & Approach - KK
Linkages of targets: Kobetsu Kaizen (KK)
No. Target Parameter Bench Mark
Target Results Loss
Monitoring Improvements
Reactive Proactive
P
OEE Improvement
Kaizens on Losses: • Start up, Set up change,
Tool change, Speed loss, Measure & Adjustment, Minor Stoppages, Motion loss
Prod. / Hr. Improvement
Kaizens on : • Debottleneck of bottleneck
Operations • Line organization loss
Output/ Man/ Shift Improvement
Kaizens on : • NVA Operations
Kaizens on : • Motion Losses • Man Machine Balancing
C Cost Reduction
Kaizens on : • Labour Cost • Tooling Cost • Material Yield • Packing Cost
Kaizens on : • VE Proposals • Automation • Technology Upgradation • Engineering Changes
TPM by Management dtj
Manufacturing Excellence Through TPM 18
No. Target Parameter Bench Mark
Target Results Loss
Monitoring Improvements
Reactive Proactive
D Mfg. Lead Time Reduction
Kaizens on : • Process time reduction • Waiting Time Reduction • Transportation time
reduction • Unidirectional Material
Flow • Single Piece Flow
M MP Kaizens
MP Kaizens to DM: • Product • Process • Machine • Tooling
TPM Methodology & Approach - KK
Linkages of targets: Kobetsu Kaizen (KK)
TPM by Management dtj
Manufacturing Excellence Through TPM 19
No. Target Parameter Bench Mark
Target Results Loss
Monitoring Improvements
Reactive Proactive
P
Zero Field Complaints (EFR/ Warranty)
Kaizens through: • FTA study of field failures • All happened & may
happen causes – corrective action
Sustenance Action: • Corrective actions linked
into IPO / Control Plan
Zero Customer Complaints
Kaizens through: • On study of inspection
side failures • Cause side action in
process
Sustenance Action : • Corrective actions linked in
to Final Inspection Check sheet
• Audit of Final Inspection • Corrective action linked
into IPO/Control Plan • Inspection agreement • Limit Samples • Trained inspector with
ownership • Handling of ‘OK’ Parts
TPM Methodology & Approach - QM
Linkages of targets: Quality Maintenance (QM)
TPM by Management dtj
Manufacturing Excellence Through TPM 20
No. Target Parameter Bench Mark
Target Results Defect
Monitoring Improvements
Reactive Proactive
Q Zero In-house Rejection
Analysis on : • Pareto of live defects • A,B,C Categorization of live
defects • Why Why Analysis study &
actions on A & C type defects
• FTA Study of ‘B’ Type defect – Corrective actions on all possible causes
Sustenance Action: • Corrective action linked to
IPO / Control Plan QA Matrix: • QA Matrix for may happen
defects • Corrective actions on may
happen defects • Linking to IPO / Control
Plan QM Matrix: • 4M1T1E Study i.e. IPO /
Control Plan • Linking to check sheets
(JH/PM/QM/TFM/Mate. Handling)
• Training of Front Line • Corrective actions on NCs • Monitoring Results
TPM Methodology & Approach - QM
Linkages of targets: Quality Maintenance (QM)
TPM by Management dtj
Manufacturing Excellence Through TPM 21
No. Target Parameter Bench Mark
Target Results Defect
Monitoring Improvements
Reactive Proactive
Q Zero defect in BOP
Internal audit for: • Inspection side and cause
side actions at vendor
Sustenance Action: • Product / Process audit at Vendor • Final inspection organized at vendor • Support to vendor on audit finding
actions • RFD Store at vendor • Material handling actions at vendor
M Quality Audits
Internal audit for: • First Piece Inspection • In process / Patrol
Inspection • Final Inspection • Layout Inspection • SPC Study • Material Handling System • Receipt Inspection • IPO / Control Plan
Sustenance Action: • Corr. Actions on NCs / Abnormality
of audits • Q Points linked to DWM of front line
people
M MP Kaizens • Inspectors training for Product /
Process • MP Sheets for equipment
TPM Methodology & Approach - QM
Linkages of targets: Quality Maintenance (QM)
TPM by Management dtj
Manufacturing Excellence Through TPM 22
No. Target Parameter Bench Mark
Target Results Down Time Monitoring
Improvements Reactive Proactive
P
Zero Breakdown Achieve & Sustain
Kaizens through: • Study happened
Breakdown by Why Why Analysis
• Who did not do what?
Sustenance Action: • Update Checks sheets i.e.
JH/PM/TBM • Learning of happened breakdown • HD at similar machines
Support to JH
JH - 0: • Past history of machine • Know your machine • 7 Types of Abnormality JH - I: • Involve in cleaning and abnormality
findings by red & white tagging JH – II: • Red Tag – Corr. Action • SOC – Corr. Actions • HTA for CLIRt – Corr. Action • HTA – JH Kaizens • Good to find – Corr. Action JH - III: • Preparation of JH Check sheet • JH Visual Sticker on machine
TPM Methodology & Approach - PM
Linkages of targets: Planned Maintenance (PM)
TPM by Management dtj
Manufacturing Excellence Through TPM 23
No. Target Parameter Bench Mark
Target Results Down time Monitoring
Improvements
Reactive Proactive
P
Support to JH
JH - IV: • Know why manual • Training Centre • 5 Axis training kits • Training of operator
PM – Inspection & Repair
100%
Schedule
• PM Schedule adherence • PM Check sheets • PM Activities • Corr. Action on PM
abnormality • PM time reduction kaizen • MTTR Kaizens • Masking of PM Time
Q Zero defect due to equipment
• Study happened defect due to machine or equipment
• Take corrective action
Sustenance Action: • Corrective action link to
PM/TBM • Q Points from IPO to focus
TPM Methodology & Approach - PM
Linkages of targets: Planned Maintenance (PM)
TPM by Management dtj
Manufacturing Excellence Through TPM 24
No. Target Parameter Bench Mark
Target Results Down time Monitoring
Improvements Reactive Proactive
P
Time Base Maint. 100%
• Study happened breakdown – Replace part
• If premature replacement – Study abnormality & take corrective action
• Update TBM calendar • Update frequency
Condition Base Maint. Identify
Parts
• Identify parts from TBM to CBM • Monitor results, parameters in
CBM • Replace parts on extracting
maximum life
Q Machine Repeatability
• Study SPC by QA –
Take Corrective action
• Update CBM Activity
C
Maint. Cost Reduction
• Study Replaced parts for Repair & Reuse
• MTBF Kaizens • Import Substitute • Local source for low cost
Power / Energy cost reduction
Kaizens on: • Power / Energy
wastage
Kaizens on: • Power / Energy saving
TPM Methodology & Approach - PM
Linkages of targets: Planned Maintenance (PM)
TPM by Management dtj
Manufacturing Excellence Through TPM 25
No. Target Parameter Bench Mark
Target Results Losses Improvements
Reactive Proactive
P Zero Breakdown Due to weak JH
• Study happened Breakdown
• Who did not do what? • Update JH Check sheet • JH Kaizens
• Horizontal deployment for same category machines for similar cause
Q Zero defect due to weak JH
• Study happened defect • Why-Why Analysis • JH – Corr. Actions &
Kaizens • Update JH Check sheet
• Horizontal deployment for same defect phenomenon on other parts
S Zero Accidents due to weak JH
• Study happened accidents • Why-Why Analysis • Corr. Actions & Kaizens • Update JH Check sheet
• Horizontal deployment for similar cause at other machines , Operations
TPM Methodology & Approach - JH
Linkages of targets: Jishu Hozen (JH)
TPM by Management dtj
Manufacturing Excellence Through TPM 26
No. Target Parameter Bench Mark
Target Results Losses Improvements
Reactive Proactive
P JH Step 0 to 5 To prevent Breakdown, Defect & Accident
Roadmap to take up machines to JH Step 5 JH - 0: • Past history of machine • Know your machine • How machine functions • 7 Types of Abnormality JH - I: • Initial cleaning and • Cleaning with meaning • Cleaning for Inspection • Inspection for abnormality findings • Red & white tagging:
• Source of contamination • Hard to access • Good to find cases
JH – II: • Corr. Action on white tags by Prod. Team • Corr. Action on Red tags by Maint. team • Corr. Actions on • HTA for CLIRt : Corr. Action by Prod.+
Maint. • SOC : Corr. Action by Prod.+ Maint. • Good to find – Corr. Action by Maint.
TPM Methodology & Approach - JH
Linkages of targets: Jishu Hozen (JH)
TPM by Management dtj
Manufacturing Excellence Through TPM 27
No. Target Parameter Bench Mark
Target Results Losses Improvements
Reactive Proactive
P JH Step 0 to 5 To prevent Breakdown, Defect & Accident
JH – III: • Machines to Speaks by itself • JH Visuals / Stickers on machine for
CLIRt • Practice of JH Step 3 by JH Check Sheet • Highlight abnormalities for Corr. Actions JH – IV: • Preparation of Know why manual
sheets for each point of JH • Training Centre for 5 Axis Training • Training to operator with Know why
sheets
TPM Methodology & Approach - JH
Linkages of targets: Jishu Hozen (JH)
TPM by Management dtj
Manufacturing Excellence Through TPM 28
No. Target Parameter Bench Mark
Target Results Losses Improvements
Reactive Proactive
P Breakdown Due to weak Knowledge & Skill
• Study happened Breakdown • Conclude Why Why as weak
knowledge & Skill • Plan for training
• Add point in Training Material • Add as case study
Q Zero defect due to weak JH
• Study happened defects • Conclude Why Why as weak
knowledge & Skill • Prepare OPL and display on
machine • On job training to all concern
• Add point into training material
• Add as a case study • Prepare OPL & do horizontal
deployment
S Zero Accidents due to weak JH
• Study & conclude happened accidents / injuries as weak knowledge & skill
• Prepare OPL & Display take OJT
• Add point in to training material
• Prepare OPL & display on machine and do horizontal deployment at all operation
P Skill Upgradations from L1 to L4
Level L1: • I don’t know, I can’t Work • Prepare Training Material as
competent operator & Plan for trainings
TPM Methodology & Approach - E&T
Linkages of targets: Education & Training (E&T)
TPM by Management dtj
Manufacturing Excellence Through TPM 29
No. Target Parameter Bench Mark
Target Results Losses Improvements
Reactive Proactive
P
Skill Upgradations from L1 to L4
Level L2: • I know, I can Work under supervision • Decide Training Topics plan & Execute
training Level L3: • I know, I can Work without supervision • Decide training topics • Execute trainings Level L4: • I know, I can Work , I Can guide & teach
to other • Decide training topic & • Plan for training
Multiskilling of Operators
• Identify people to take up to multiskilling
• Decide multiskilling for different work stations / Operations
• OJT at different operation • Monitor performance
JH 4 Training
• 5 Axis Training • Know why Manual – Practicing • Training Centre
TPM Methodology & Approach - E&T
Linkages of targets: Education & Training (E&T)
TPM by Management dtj
Manufacturing Excellence Through TPM 30
No. Target Parameter Bench Mark
Target Results Losses Improvements
Reactive Proactive
P Reduce Management Loss
• Management loss to address
to support department • Dept. wise / loss wise Kaizens
• Update function level systems
Q Eliminate defect loss due to BOP Parts
• Study BOP Defects • Why why analysis • Inspection side action at
receipt inspection at vendor • Final inspection at vendor • Cause side Kaizens at vendor
for each defect phenomenon
• Identify vendors to upgrade: • Q – Final inspection streamline • D – RFD stores with Min./Max.
level of FG inventory • Vendor uplift TPM Way • Product & Process Audit at
vendor • Corr. Action on NCs /
Abnormalities of audits
S
Dept. wise PQCD improvement Plan (PPC/ Purchase / HR/ Stores / Finance Dept.)
• 1S-2S in offices • KK / QM / ET activities at each
support function or dept. • KK – Productivity & Cost
Improvement • QM – Error in System follow up • E&T – Training to all members
TPM Methodology & Approach - OTPM
Linkages of targets: Office TPM (OTPM)
TPM by Management dtj
Manufacturing Excellence Through TPM 31
No. Target Parameter Bench Mark
Target Results Causes Improvements
Reactive Proactive
S
Zero Accidents achieve & Sustain
• Study happened accidents • Why why analysis • Corr. Action /Safety kaizen • Update safety audit check sheet
• Horizontal deployment of safety actions / Kaizens
Zero Fire Hazardous Achieve & Sustain
• Study happened fire accidents • Conclude Why Why Analysis • Corr. Action /Safety kaizen • Update Fire audit check sheet
• Horizontal deployment of Fire actions / Kaizens
Zero First Aid injuries achieve & Sustain
• Maintain First aid injury register • Study why why analysis • Corr. Actions / Kaizens • Update safety Check sheet
• Horizontal deployment of Corr. actions / Kaizens
Accidents Prevention
• Safety trainings • Fire safety trainings • Safety audit check sheets • Safety audit schedule • Highlight Kaizens for
unsafe condition & Display OPL for Unsafe actions
TPM Methodology & Approach - SHE
Linkages of targets: Safety, Health & Environment (SHE)
TPM by Management dtj
Manufacturing Excellence Through TPM 32
No. Target Parameter Bench Mark
Target Results Causes Improvements
Reactive Proactive
H Health Protection
• Study pollution in terms of Noise , Dust, Temperature
• Implement Kaizens • Study ergonomic conditions &
implement Kaizens • Conduct Medical check up • Ensure no health abnormality
due to work ambient
E Environment Improvement & Protection
• Audit for: Air pollution, Land pollution, Water pollution
• Do Kaizens • Update audit check sheets • Follow & Control as per
MPCB Norms
• Environment protection: • ETP – Monitor & Improve • Reduce Water consumption • Reduce use of plastic • Save Power / Energy Kaizens • Improve green areas • Achieve ‘OHSAS’ certification • Safety policy • Recognition for SHE initiative
TPM Methodology & Approach - SHE
Linkages of targets: Safety, Health & Environment (SHE)
TPM by Management dtj
Manufacturing Excellence Through TPM 33
No. Target Parameter Bench Mark
Target Results Losses Improvements
Reactive Proactive
M MP System
• Collect MP worthy Kaizens from Shop people from pillar chairman
• MP Kaizen convert in to MP sheets
• Create MP Library for Product / Process / Equipment & Tooling
• Create / Update Design Guidelines / Design Check sheet / Design Standards
M New Product (Much better than earlier) PQCDSM
• Follow up DR1 to DR7 steps of New Component development System
• Ensure each step is ‘Sign off’ by Production + Quality + Maint. Team along with customer
• Ensure applicable MP Sheets are implemented proactively
• Follow targets results at each step of DR System
• Follow 3000 parts with production while run at rate do fine tuning
TPM Methodology & Approach - DM
Linkages of targets: Development Management (DM)
TPM by Management dtj
Manufacturing Excellence Through TPM 34
No. Target Parameter Bench Mark
Target Results Losses Improvements
Reactive Proactive
P New machine or Equipment process tooling
• Set targets PQCDSM • Consider MP Kaizens sheets while
planning • Consider non MP input from mfg.
or other sources. • Form CFT of production + Quality +
Maint. Team • Follow each step for proactive /
Preventive actions
D Development Lead time reduction
• Make a roadmap of development of product / Equipment / Process / Tooling
• Consider lead time reduction Kaizens
• Use ECRS logic or principle • Consider formation of
development cell with regular machine / Equipment's for speedy trials of new development
TPM Methodology & Approach - DM
Linkages of targets: Development Management (DM)
TPM by Management dtj
Manufacturing Excellence Through TPM 35
• Supervisor • Inspector • Operator • Fitter
Frontline Level
Cell Level Ownership of Cell Level targets
• Process Incharge • Quality Representative • Maintenance
Representative • Tool / Die / Fixture
maintenance Representative
• Development / ME Representative
• OTPM Representative • E&T Representative • PPC Representative
Process Level
Ownership of Process Level targets
• Plant Head • Pillar Head (KK/
QM/ JH/ PM/ SHE / E&T / OTPM / DM)
• Function Head from Corporate (Need based support)
Plant Level
Ownership of Plant Level targets
Driving Platform
TPM by Management dtj
Manufacturing Excellence Through TPM 36
Operations Structure
Ownership
1. Plant Level PQCDSM
2. Process Level
PQCDSM
3. Cell Level PQCDSM
TPM Structure Ownership
1. To adopt TPM pillars Methodology
2. To Support for loss elimination at Cell level to Plant Level
3. To establish proactive / Preventive actions to prevent losses
e.g. JH-0 to JH-05 Activity PM / TBM Activity IPO Activity SHE Initiatives ET to all levels support Support functions support KK Initiates (including VA + VE)
Operating How..?
TPM by Management dtj
Manufacturing Excellence Through TPM 37
Step 1 Step 2 Step 3 Step 4
Basic Restoration
Reactive &
Proactive
Improvements
Sustenance
Excellence
- 4M1T Restoration - Set the Process Right
- 4M1T Optimization - Optimize all resources
- 4M1T Sustenance - System to Sustain
- The best 4M1T - Automation & Technology
Steps of Improvement Journey
TPM by Management dtj
Manufacturing Excellence Through TPM 38
Managed Way
• Any How Produce and Dispatch
• Quality control only at final inspection
Focused Way
• Involve front line Team & Function head
• Improve PQCDSM Way
• Roadmap for: Proactive & Preventive improvements
Sustained Way
• Improved Restored
• Front line people competent
• Necessary training
• Necessary system in place
• Link to DWM
Excellence Way
• VA/VE Proposal
• Small Automation
• Technology adoption
Customer Company Team Customer Company Team
Transformation of Roadmap - Approach
TPM by Management dtj
Manufacturing Excellence Through TPM 39
• Shop review PQCDSM Target
Shop Review
With shop In-charge + Pillars
• Pillar review w.r.t Roadmap
Pillar Review
With pillar teams + shop In charge
• Quarterly – Seek
guidance / Support / decisions
Updating
Management
Ownership of Plant Level targets
Internal Review mechanism
TPM by Management dtj
Manufacturing Excellence Through TPM 40
Internal Audits
• JH Activity • IPO Activity • PM & TBM Activity • Education &
Training • SHE Activity • Material Handling
Shop Discipline
• Break through Kaizen by Manager for:
‐ Production / Hour ‐ Output / Man ‐ WIP / Inventory ‐ NVA Activity ‐ Cost Reduction
Middle Level
• KMI KPI KAI • Strategic Initiative • VA / VE • Cost Efficient • Manpower
Development
Corporate Function
TPM by Management dtj
Manufacturing Excellence Through TPM 41
Results
• Shop Floor Discipline
• Losses under their control
Kaizen by Front
Line by Engineer
• ME / PPC / Material Function Support to Shop to improve – Cycle time reduction , Cost Reduction
Kaizen by
Manager
• Strategic Thinking – Break through Kaizens
• WIP Inventory Reduction
• New Technology – Automation
• VA/VE
Kaizen by
Senior People