BMW MT Training 0305

Report
BMW
TPM Management
Training
TPM Overview
Pico Rivera– January 13, 2005
JMA Consultants
TPM Kick Off– Overview
Management Team Training
Presentation: “After all, what is TPM? “(45min)
I.
I.
II.
III.
II.
TPM Philosophy
TPM Organization and Pillar Structure
Actual examples of TPM at BMW
Pillar Structure
I.
Introduction to Each Pillar (1hr)
I.
II.
II.
Concepts and Pillar Steps
Each Pillar Concept
TPM Mission Statement
Workshop “TPM Group Problem Solving”
III.
I.
How can we use TPM to improve BMW and how can each of us participate TPM by trying
problem solving methods of TPM?
I.
Sharing and prioritizing current problems and opportunities
II.
Each person needs to bring a list of 10 problems (or opportunities) he/she finds with
BMW.
(2 hours)
III.
Root Cause Analysis & Countermeasures (1 hour)
IV.
Action Planning –
I.
V.
IV.
Identify what issues fall under theTPM Pillar and classify as such (1 hour)
Create TPM Plan for 2005
5S Video and Planning (1hr)
© JMA Consultants 2004
TPM Kick Off– Overview
Philosophy and
Organization
© JMA Consultants 2004
3
TPM Fundamentals
TPM Kick Off– Overview
TPM – Operating Philosophy
1 Maximize overall equipment efficiency
-Zero Accidents, Zero Defects, Zero Breakdowns
2 Philosophy of Prevention
-Proactive vs. Reactive
3 Participation of all the associates
-Autonomous activities, Small Group activities
4 All management levels from senior
managers to operators
- Focused Improvement
5 Gemba Principle (Shop-Floor Oriented)
-Seeking “ideal” operation, Visual management
Seiichi NAKAJIMA
© JMA Consultants 2004
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TPM Fundamentals
TPM Kick Off– Overview
TPM Teamwork In Gemba
Sanitation Supv
2st Shift Oper
UC Supv.
QA. Mgr.
JMAC
Main. Mgr.
1st Shift Supv
VP of Mftg.
TPM
Coordinator
2st Shift Oper
1st Shift Oper
Seattle Supv.
© JMA Consultants 2004
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TPM Fundamentals
TPM Kick Off– Overview
TPM Award & Its Levels
Each year, The TPM Awards Committee offers TPM Awards to
plants and individuals for exemplary TPM achievement.
Level 4: Award For World
Class Achievement
-Volvo, Sony
Level 3: Special Award
-Toyota
3 yrs
Level 2: TPM Consistent
Commitment Award
2 yrs
-Subaru Isuzu
Level 1: TPM Excellence
Award
-Phillips 66, Milliken,
Motorola, Unilever
© JMA Consultants 2004
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3 yrs
3 yrs
TPM Fundamentals
TPM Kick Off– Overview
TPM: Establishing a Corporate Culture
that will maximize production system effectiveness
Customer Satisfaction Over Global Competition
Quality
Productivity
Morale
CHANGING
CULTURE
Delivery
Safety
© JMA Consultants 2004
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Cost
TPM Fundamentals
TPM Kick Off– Overview
The 8 Pillars of TPM
PI
PII
FOCUSED
MEASUREMENT OF LOSSES, PROBLEM SOLVING,
RELIABILITY IMPROVEMENT, SMED.
IMPROVEMENT
AUTONOMOUS
RESET BASE LEVEL, INSPECTION STANDARDS
5S, SETTING STANDARDS.
MAINTENANCE
PIII
PIV
PV
PVI
PVII
PVIII
PLANNED
MAINTENANCE
DOWNTIME REDUCTION
INITIALIZATION OF CONDITION BASED MAINTENANCE
TRAINING AND
TECHNICAL SKILLS REQUIREMENTS
KNOW- HOW
SKILLS DEVELOPMENT
INITIAL PHASE
CHECK OF SPECIFICATIONS
TECHNICAL EVOLUTIONS
MANAGEMENT
QUALITY
QUALITY IMPROVEMENT
MAINTENANCE
ADMINISTRATIVE WORK
IMPROVEMENT
REDUCTION OF DEFECTS
OPERATING STANDARDS
5S IN OFFICES
5S IN WAREHOUSES
IMPROVE EFFICIENCY OF ADMINISTRATIVE TASKS
SAFETY &
MANAGEMENT FOR ZERO ACCIDENT
AND ZERO POLLUTION
ENVIRONMENT
© JMA Consultants 2004
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TPM Fundamentals
TPM Kick Off– Overview
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.
© JMA Consultants 2004
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TPM Fundamentals
TPM Kick Off– Overview
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 companies
JMAC: 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)
IC Pillar Meeting
(Weekly)
Chairman : Pillar Champion
Participants : As needed &TPM Coordinator
JMAC: As needed
Chairman : Regional Mgmt. or VP
Participants : Plant Mgmt., Pillar Champions,
TPM Coordinator
JMAC: As needed
© JMA Consultants 2004
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TPM Fundamentals
TPM Kick Off– Overview
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
© JMA Consultants 2004
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TPM Fundamentals
TPM Kick Off– Overview
Program Development Master Plan
(Example of The First 3 Years)
Preparation
Expansion
Implementation
6 Months
1 Year
6 Months
1 Year
Steps 1-7
Step 7
Steps 8-9
Steps 10-11
7-(3) Planned Maintenance
7-(4) Training and Skills Development
2. Introduction Training
8. (5) Initial Phase Management
9. (6)Quality Improvement
3. TPM Organization
4. Target Setting
10. (7)Administrative Work
5. Master Plan
11.(8)Safety & Environment
6. TPM Kick Off
7-(1) OEE/Focused Improvement
7-(2) Autonomous Maintenance
12. Total application of TPM
© JMA Consultants 2004
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TPM Award
1. Top Management’s
declaration to
introduce TPM
TPM Fundamentals
TPM Kick Off– Overview
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
PDCA Cycle
 Membership and Frequency
 Weekly
 Core Members – Pillar Champions,
Committee members
 Review results
 Plan Next Steps
Do
Implementation
Plan
© JMA Consultants 2004
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Analyze
Current Situation
Generate
Countermeasures
Check
Identify
Problems
Action
TPM Kick Off– Overview
Involvement of Each Department By Pillar
(Example)
Production
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
Maintenance
Quality
Engineering
© JMA Consultants 2004
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Production
Control
Purchasing
Sales
Admin.
TPM Fundamentals
TPM Kick Off– Overview
Activity Management : Example of Activity Board
The People
The team
The Chart
The Layout
TPM Progress Line-2
The Results
Objectives: 0
The action plan
The Schedule
Methodology
Process failures/month
The achievements
The Master Plan
Involvement
Breakdowns/month
OEE Casting
Competencies
F.A.
Updated on XX/XX by NB
© JMA Consultants 2004
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TPM Kick Off– Overview
Eight Pillars of TPM
© JMA Consultants 2004
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Pillar I : OEE/Focused Improvement
TPM Kick Off– Overview
Pillar I : OEE (Overall Equipment Efficiency)
Focused Improvement
Objectives
Maximizing the performance of equipment by minimizing losses
of equipment
Problem Solving by GROUPS
Compare the ACTUAL operating time versus the OPTIMUM operating time
Highlight the causes of Productivity losses :
Availability, Performance and Quality losses
Improvement Steps
Define
Losses
Quantify
Losses
Analyze
Causes
Generate
Countermeasures
© JMA Consultants 2004
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Implementation Follow up
Pillar I : OEE/Focused Improvement
TPM Kick Off– Overview
Available Time = 100 % OEE
Operating Time
Downtime
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,
Performance
Net
Operating
Time
4. Start Up Loss  Change Overs,
Not ready at 4AM,12 Noon, 8PM
5. Minor Stoppage Loss  Lack of ***
Dribbler adjustments, Bags jamming
Valued
Operating
Time =
25 % OEE
Quality
6. Speed Loss  Run Rate, Machine
Speed – Conveyor Belts, Dribbler,etc
Wasted$$’s
7. Defect/Rework Loss  Bad formula,
Wrong ingredients, On hold, etc
© JMA Consultants 2004
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Pillar I : OEE/Focused Improvement
TPM Kick Off– Overview
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%
© JMA Consultants 2004
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Pillar I : OEE/Focused Improvement
TPM Kick Off– Overview
OEE As Performance Evaluation
100 miles/hr X 10 hrs = 1,000 miles (Should-be Output)
300 miles
0 mile
1,000 miles
300 miles (Actual Output)
OEE = 300 / 1,000 = 30%
70
miles/hr
65
miles/hr
55
miles/hr
600 miles
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
OEE = 300 / 600 = 50%
© JMA Consultants 2004
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Pillar I : OEE/Focused Improvement
TPM Kick Off– Overview
Pareto Analysis
Period 6 Downtime Line 2
Time(min)
Total Minutes = 4945
1400
70
1200
60
1000
50
800
40
600
30
400
20
200
10
0
0
Waiting on
System
Process
X-Over
Sewing
Machine
Categories
© JMA Consultants 2004
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Palletizer
Break
TPM Kick Off– Overview
Follow Up Weekly  Measure Your Progress
Waiting System
1600
1446
100
1271
1400
1200
1000
800
Frquency
1116
80
841
754
600
764
714
60
626
435
400
40
20
200
0
0
P10 '03 P11 '03 P12 '03 P01 '04 P02 '04 P03 '04 p04 '04 P05 '04 P06 '04
© JMA Consultants 2004
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20%
OEE - Dry - Line 2
O EE %
TPM Kick Off– Overview
Follow Up Weekly  Measure Your Success
OEE - Dry Line #2
40%
35%
30%
25%
Comments
15%
Linear (OEE - Dry - Line 2)
10%
5%
0%
7/1/2004
6/24/2004
6/17/2004
6/10/2004
6/3/2004
5/27/2004
5/20/2004
5/13/2004
5/6/2004
4/29/2004
4/22/2004
4/15/2004
23
4/8/2004
4/1/2004
3/25/2004
3/18/2004
3/11/2004
3/4/2004
2/26/2004
2/19/2004
2/12/2004
2/5/2004
1/29/2004
1/22/2004
1/15/2004
1/8/2004
1/1/2004
Date
© JMA Consultants 2004
Pillar II : Autonomous Maintenance
TPM Kick Off– Overview
Autonomous Maintenance : Definition
SHARED RESPONSIBILITY OF MAINTAINING ”BASIC CONDITIONS” OF
EQUIPMENT BETWEEN PRODUCTION AND MAINTENANCE

Daily/Time-Based Maintenance
– Cleaning
– Lubrication
– Tightening

Daily inspection by using 5 SENSES

Right operation, right adjustment, right setting
“I operate, You fix.”
“We are AlI responsible for
Our equipment.”
“I operate, You Clean.”
“We are AlI responsible for
cleanliness of Our line.”
© JMA Consultants 2004
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Pillar II : Autonomous Maintenance
TPM Kick Off– Overview
3 Key Tools for Autonomous Maintenance
Key Concepts
3 Key Tools
 Shop floor based
activities
 Operator conducted
 Operator enhancing
 Team activity
 Autonomous
Management
 TPM Foundation
 Part of the job!
 Activity Board
 Meetings
 One Point Lessons
© JMA Consultants 2004
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Pillar II : Autonomous Maintenance
TPM Kick Off– Overview
Example of A.M. Activity Board
Team
People
Team Mission
•Team Name
•Members
•Mission
•Objectives
Activity & Findings
Step 1: Initial Cleaning
Definition
Treasures
•Display actual findings from
Initial Cleaning such as trash,
unnecessary items, dust and
other contamination.
Step 2: Sources of Contamination
Pictures
Before
After
Explain and show Focused
Improvement activities
for sources of contamination
Line
Layout of Line &
Identified Important
Areas
Tag List
Production
Maintenance
One-Point-Lessons
Safety Hazard
Contamination
Tag Movement
Hard-to-reach
Actual Tags
Main Failure
© JMA Consultants 2004
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Pillar II : Autonomous Maintenance
TPM Kick Off– Overview
Au to n o m o u s M a in te n a n c e
R o u tin e C le a n in g , In s p e c tio n , & L u b ric a tio n S ta n d a rd
D e p t. / L in e :
B ld g Y
A re a :
B a g P rin te r
M a c h . ID :
D a te :
Tag # :
4/28/2004
T
D ia g ra m
No .
Ite m
C rite rio n
M e th o d
T o o ls
P e rs o n
Freq
(M in )
S
D
W
Resp.
M
C le a n in g
1
In sert
W ater trap
E m pty bow l
O pen valve
C loth
1
T h is is th e m a x im u m le ve l fo r w a te r in th e b o w l.
O p e n va lve a t b o tto m to re le a se w a te r, w ip e u p w ith cle a n clo th .
P ictu re
H ere
© JMA Consultants 2004
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X
O perator
Pillar II : Autonomous Maintenance
TPM Kick Off– Overview
One Point Lessons
TPM One-Point Lesson
Classification
Subject
One Point Lesson is a tool
with the following
characteristics;
 One sheet
 to share the results
of autonomous study
 for 5-10 minutes
No.
Compressed Air Usage
For Line #1 & 2
Basic
Im provem ent
Knowledge
Example
Trouble
Cases
Date of
Creation
Dept.
Manager
Supervisor
John
Jerry
2
Action History
Don’t Make A Bigger Mess !!!
© JMA Consultants 2004
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November, 2003
Team Created
Leader
by
Paul
Daniel
1.Compressed Air
may only be used on
the Dribbler Scale
ONLY
1
Contents can be knowledge
and skills of;
 Equipment
 Safety
 Operation Process
 Task
DL1034
Date
Executed
Instructor
Trainee
2.Scale Area is
currently Hard-ToReach and may
cause variable
weight if not
cleaned
Pillar II : Autonomous Maintenance
TPM Kick Off– Overview
The Five S
The 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.
© JMA Consultants 2004
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Pillar II : Autonomous Maintenance
TPM Kick Off– Overview
The 7 steps of Autonomous Maintenance
3 Years
1.
Initial Cleaning
(Initial Inspection &
“Restoration”)
-Detect problems of lines and restore its original state.
-Start managing the line autonomously.
( 5S, Minor Stops, Quality )
-Create & perform temporary
“Cleaning/Lubrication procedures.”
2. Source of Contamination
& Hard-to-Reach areas
-Solve “Sources of Contamination” and
“Hard to Reach” areas. (Cleaning, Inspection, Lubrication)
3. Standards of Cleaning
& Lubrication
-Develop tentative standards for cleaning, lubrication and
inspection.
4. General Inspection
-Provide training on their equipments, products and
materials, inspection skills and other AM skills.
5. Autonomous Inspection
Develop a routine maintenance standard by operators
6. Standardize Autonomous
Maintenance operations
Standardize routine operations related to workplace
management such as quality inspection of products,
life cycle of jigs, tools, set up operation and safety.
7.
Autonomous team working
Autonomous
Management
© JMA Consultants 2004
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Pillar II : Autonomous Maintenance
TPM Kick Off– Overview
What to detect during Initial Cleaning?
“Categories of Abnormality”
S: Safety Items : safety area, spot, work environment
1: 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 area
4: Broken/Missing Parts
5: “Basic Conditions”:
 Lubrication
 Tightening
 Cleaning & Inspection
6: Quality Related: Causes of defect
© JMA Consultants 2004
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Pillar II : Autonomous Maintenance
TPM Kick Off– Overview
After
Before
© JMA Consultants 2004
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Pillar II : Autonomous Maintenance
TPM Kick Off– Overview
Pillar II : F-Tagging
Afterwards –
Every Day Process
During
Initial Cleaning
© JMA Consultants 2004
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Pillar II : Autonomous Maintenance
TPM Kick Off– Overview
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.
250
Tag
Issued
Number of Tags
200
Tag
Restored
150
100
50
be
r
ec
em
D
ov
om
be
r
N
er
ct
ob
O
be
r
em
Se
pt
ug
us
t
A
Ju
ly
In
iti
al
C
le
an
in
g
(J
un
e)
0
© JMA Consultants 2004
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Pillar II : Autonomous Maintenance
TPM Kick Off– Overview
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)
© JMA Consultants 2004
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Pillar III : Planned Maintenance
TPM Kick Off– Overview
Pillar III : Planned Maintenance
Objectives:
Increase Equipment Reliability and Production Up-Time
Minimize 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
© JMA Consultants 2004
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Pillar II : Autonomous Maintenance
TPM Kick Off– Overview
WHO DOES WHAT ?
SERVICING
ACTIVITIES
REPAIR
MAINTENANCE
PREDICTIVE
MAINTENANCE
PREVENTIVE
MAINTENANCE
ROUTINE
MAINTENANCE
Mfg
Maint
ROBUSTNESS IMPROVEMENT
X
EFFECTIVE AND APPROPRIATE REPAIRS
X
TRENDS MEASURE AND CONTROL
X
NOT TIME BASED SERVICING
X
BUILDING OF PROGRAMS
X
TIME BASED APPLICATIONS
X
CLEANING- REFURBISHING
X
GREASING-SCREWING
X
DAILY INSPECTION
X
DAILY EQUIPMENT CARE
X
© JMA Consultants 2004
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X
Pillar III : Planned Maintenance
TPM Kick Off– Overview
Planned Maintenance – 6 Steps
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
© JMA Consultants 2004
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Pillar III : Planned Maintenance
TPM Kick Off– Overview
PHASE 1
PHASE 2
PHASE 3
Improve MTBF
INCREASE TIMELIFE
1 – Initial Cleaning
4 –Inspection system
2 – Sources of
contamination,
Hard-to-reach area
3 – Standardize
PHASE 4
SYSTEMATIC REPAIR FAILURE PREDICTION
5 – Entire process
inspection
6 – A.M. System
7 – A.M. Management
MAINTENANCE
1 –Equipement
Audit (Current)
2 –Repair degradations
and improve weakness
3 – Information
system
(Database)
4 – Preventive
Maintenance
System
5 -Predictive
Maintenance
System
© JMA Consultants 2004
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6 -Evaluate & Establish PLANNED MAINTENANCE SYSTEM
AUTONOMOUS
MAINTENANCE
Implementing Planned Maintenance
Pillar III : Planned Maintenance
TPM Kick Off– Overview
PM - Main Activities
Improvement
of Equipment
 MTBF
Improvement of
Maintenance Skills
 MTTR
Preventive Maintenance
Specialized maintenance skills
Corrective Maintenance
Equipment repair skills
Maintenance Prevention
Inspection and measurement
skills
Breakdown Maintenance
Equipment diagnostic skills
Support for Autonomous
Develop new maintenance
Maintenance
technologies
© JMA Consultants 2004
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Pillar III : Planned Maintenance
TPM Kick Off– Overview
M. T. T. R & M.T.B.F – CALCULATION MODE
MEAN
TIME
MTBF=
FAILURE
( OPENING TIME — STOPS TIME)
STOPS NUMBER FOR FAILURE
MEAN
MTTR=
BETWEEN
TIME
TO
REPAIR
SUM OF TIME STOPS FOR FAILURE
STOPS NUMBER FOR FAILURE
* LAST GOOD PART/FIRST GOOD PART
© JMA Consultants 2004
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Pillar IV : Training & Skills
TPM Kick Off– Overview
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
SAFETY AND ENVIRONNEMENT
ADMINISTRTIVE WORK IMPROVEMENT
QUALITY IMPROVEMENT
PREVENTION OF MAINTENANCE
(Initial Phase Control)
Introduction
TRAINING AND SKILLS DEVELOPMENT
Implementation
PLANNED MAINTENANCE
Expansion
AUTONOMOUS MAINTENANCE
Consolidation
OEE INCREASE/
FOCUSED IMPROVEMENT
TPM
POLICIES, OBJECTIVES, PERFORMANCE INDICATORS
3) Provide challenge targets for individuals by clarifying
the hierarchy of skills
© JMA Consultants 2004
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TPM Kick Off– Overview
Steps for Pillar 4 “Training”
 Step 1: Skills/Techniques Inventory and
Hierarchy
 Create a list of Operational and Maintenance Skills
and Techniques
 Step 2: Design Training System
 Including follow-up system such as OJT (=on the job
training)
 Documentation of Individual Skill Levels
 Step 3: Set Individual Skill Challenge Target
 Step 4: Training and Evaluation
© JMA Consultants 2004
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Pillar IV : Training & Skills
TPM Kick Off– Overview
x
B id d in g F o r / C u rre n t S t a t io n
I
In Tra in in g
Q
Tra in e d / Q u a lifie d
C
C e rit ife d / P e rfo rm a n c e S t d . M e t
Training Schedule by Production Line
CO BIAN, M arco
CAM P O S , Jo se V .
BO BADIL L A, An d res
2n d S h ift
BARRIO S , Dan iel
BARKE R, Brett
ARM AS , Ju an
ARAG O N, Do n ald
1st S h ift
a n d D is trib u tio n S ta ff
AL F ARO , P au lo
T ra in in g M a trix
fo r M a n u fa c tu rin g
D ry M an u factu rin g
Training and Skills Development:
Program and Matrix
Week
5 S's
Understanding OEE - Identifying Losses
He lp e r /P a c k e r Re lie f
Pillar 2: Autonomous Maintenance
G lu e M a c h in e
- Overview of 7 Steps
L a b e le r
AM Step 1 - Initial Cleaning Gantt
Fo r k lif t
Initial Inspection / Initial Clean / F-Tagging
Pack e r 1 & 2
P a c k e r /Dr ib b le r
Actual Initial Cleaning Day
Ba g Fo r m e r
Top Management Audit-1
S e w in g M a c h in e
Code r
AM Step 2 - Source of Contamination
Bo t t o m C o n v e y o r Be lt
S t it c h e r / S e w in g M a c h in e
F-Tag Analysis
In c lin e Be lt
Prioritize them
C o ve r Pan
M e t a l De t e c t o r
Generate Countermeasures-1
P a lle t iz e r
Prioritize Cleaning Area
3
(L2 refresher)
Plan
Ba g P r in t e r
2
Subjects
Hours
TPM Basics / Concepts
D ry M a n u fa c tu rin g
1
Line #1
Training
Pack e r 3 & 4
Generate Countermeasures-2
Pack e r
M e t a l De t e c t o r
Action Planning
C o d in g
AM Step 3 - Document / Create Standards
Bu lk Ba g Fille r
Ro v e m a
One Point Lessons = Create / Document
S c a le
Visual Controls = Create / Document
M e t a l De t e c t o r
C o d in g
Define Cleaning Methods =AM Create / Document
Top Management Audit-2
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Actual
Pillar IV : Training & Skills
TPM Kick Off– Overview
Training and Skills Development:
Program and Matrix
P i l l a r 2 - A u to n o m o u s M a i n te n a n c e
1 = L e c t u re
1
=
E x p o s u re
2 = K n o w le d g e
1
2
2
=
C a n E x p la in
3 = A p p lic a t io n
4
3
3
=
C an D o /
4
=
C a n T e a c h _ H a s t a u g h t - a s e vid e n c e d b y g re e n in d ire c t re p ro t s
4 = P a s s o n K n o w le d g e
H a s d o n e
O ve rvie w A M
A M -S t e p 1
A M -S t e p 2
. . . . S te p 2
A M -S t e p 3
S t e p s 1 -7
C l e a n to I n sp e c t
S o u rc e s C o n t a m in a t io n
S i m p l i fi c a t i o n
W o rk S t a n d a rd s / A M s
I n sp e c t to D e te c t
L u b ric a t io n
D e te c t to C o r r e c t
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
© JMA Consultants 2004
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Pillar V : Initial Product & Equipment
TPM Kick Off– Overview
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-manufacture
Defect-free
Competitive
Clarify 4M conditions
-Material
-Method
Free from major losses
Easy to use
Easy to maintain
Does not manufacture defective
-Machinery
-Manpower
products
© JMA Consultants 2004
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Pillar VI : Quality
TPM Kick Off– Overview
Pillar VI : Quality Maintenance
Aim
To ensure that a plant is in a perfect condition – where
100 % quality goods are produced, zero defects
Ensuring high quality through equipment arrangements
at each process
Steps
Establish conditions for “zero defects”
Prevent the occurrence of quality defects
by maintaining the conditions within
certain standards
Inspect and monitor such conditions in
time series
Predicting the possibility of quality defect
occurrence by reviewing changes in
measured values
Take countermeasures in advance
© JMA Consultants 2004
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Result Oriented Approach
“after it has happened”
Cause Oriented Approach
“before it happens”
Pillar VI : Quality
TPM Kick Off– Overview
Quality approach
QUALITY DEFECT
Causes by:
Equipment not capable
Improper Process Conditions
Build equipments which do not
create defects
Human Error
Educate operators
Crisis
Quality Assurance
Results
Control
Activities of
Auto -Maintenance
Equipment Monitoring
Correspondence between Quality
features and Process conditions or
Equipment Capability
Control
of
Causes
Preventive
Field Training
Train operators to detect
and correct anomalies
MANAGE CONDITIONS
OF ZERO DEFECT
© JMA Consultants 2004
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TPM Kick Off– Overview
Packaging
HACCP
Wholesome-ness
Organoleptic
Physical
Visual
Raw Material – Defect Mode Matrix
Appearance
Test
Slick
Frequency 1/Load
Responsible Quality Dept
Equipment Slick
Document
Q 610 Form
Color
Test
Visual
Frequency 1/Load
Responsible Quality Dept
Equipment Visual
Document
Q 610 Form
Color
Test
Colormetry
Frequency 1/Load
Responsible Quality Dept
Equipment Minolta
Document
Q 610 Form
Rheology
Test
Farino
Frequency 1/Load
Responsible Quality Dept
Equipment Farinograph
Document
Farino Book
Example
Defects
Specks
Off-color
Protein
Test
Protein
Frequency 1/Load
Responsible Quality Dept
Equipment NIR
Document
Q 710 Form
Moisture
Ash
Test
Moisture
Test
Ash Content
Frequency 1/Load
Frequency
1/Load
Responsible Quality Dept Responsible Quality Dept
Equipment NIR
Equipment
NIR
Document
Q 710 Form Document
Q 710 Form
Taste/Odor/Flavor
Test
Visual
Frequency 1/Load
Responsible Quality Dept
Equipment Visual
Document
Q 610 Form
Low Moisture %
High Ash%
High Salt %
Low Protein %
Off Color
Off Taste
Off Odor
Infestation
Test
Visual
Frequency 1/Load
Responsible Quality Dept
Equipment Visual
Document
Q 610 Form
Foreign Matter
Test
Visual
Frequency 1/Load
Responsible Quality Dept
Equipment Visual
Document
Q 610 Form
Freshness
Test
Sell by Date
Frequency 1/Load
Responsible Quality Dept
Equipment Visual
Document
Q 610 Form
Micro Activity
Test
Acidity
Frequency 1/Load
Responsible Quality Dept
Equipment pH Meter
Document
Q 610 Form
Temperature
Test
Temperature
Frequency 1/Load
Responsible Quality Dept
Equipment Thermometer
Document
Q 610 Form
Traceability
Test
Lot # Record
Frequency 1/Load
Responsible Quality Dept
Equipment Visual
Document
Q 610 Form
Appearance
Test
Visual
Frequency 1/Load
Responsible Quality Dept
Equipment Visual
Document
Q 610 Form
Integrity
Test
Visual
Frequency 1/Load
Responsible Quality Dept
Equipment Visual
Document
Q 610 Form
Lot Code
Test
Visual
Frequency 1/Load
Responsible Quality Dept
Equipment Visual
Document
Q 610 Form
Infestation
Piece of Plastic
Expired
COA
Test
All Records
Frequency 1/Load
Responsible Quality Dept
Equipment Visual
Document
COA File
© JMA Consultants 2004
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High pH
No Lot #
No COA
Torn Package
Illegible Code
Pillar VII : Administative
TPM Kick Off– Overview
Pillar VII : Administrative Work Improvement
Objectives
1) Minimize losses
2) Improve quality of work
3) Clear work allocation
Steps
Design
Approach
Engineering
Approach
Customer
Expectations
Organizational
Mission
Departmental
Mission
Individual
Roles &
Responsibilities
Step 1
Work Inventory
Step 2
Priority Analysis
Clarify priorities of all the work in the office
Step 3
Work Allocation
Analysis
Clarify work allocation of all the work
Step 4
Activity Analysis
Capture the trend and benchmark of
Office work utilization
Step 5
Information Flow
Analysis
Clarify detailed process flow of information
Step 6
Document Analysis
Clarify objectives and design of documents
Step 7
Meeting Analysis
© JMA Consultants 2004
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Make a List of all the work in the office
Clarify objectives and design of meetings
TPM Kick Off– Overview
Example of Administrative Work Analysis “Work
Inventory”
Work Inventory
No
( Check one )
No
X
X
X
1 Monthly Inventory 1 Plan and assign inventory
2 Physical Inventory
3 Inventory Data Entry and Verification
( Times/How many )
Average
Cycle time
Minimum
Average
Quantity
Minimum
Yearly
Monthly
Weekly
Sub-Element
Daily
Category
Frequency
Maximum
Work Activity
Maximum
Job Title: Data Management SpecialistName:
Document
Forms
Being Used
( Minutes )
>Inventory Assignment
1
2
1
2hrs
5hrs
>Inventory Sheet
>Inventroy Sheet
>Resins
X
4 Report Generation
>Finished Inventory
>Inprocess Inventory
2 Data Entry of
Job Card
3 QS/ISO
X
1 Daily Data Entry
15
2hrs
>Job Card ( Molding )
>Job Card ( Finishing )
1
2
3
4
5
Maintain and update documents for QS 9000
Maintain and update documents for ISO14001
Create Weekly QS Report
Perfom Internal Audits
Preparing for external Audits
X
X
X
3
12
>Molding Summary
>Finishing Summary
© JMA Consultants 2004
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Pillar VIII : Safety & Morale
TPM Kick Off– Overview
Pillar VIII : Safety and Environment
Target = “Maintenance of peace of mind “
Safety
Management
Zero Accident
Zero Injury
Environment
Management
Zero Pollution
Zero Waste
© JMA Consultants 2004
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TPM Kick Off– Overview
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
© JMA Consultants 2004
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TPM Kick Off– Overview
Problem Solving
Workshop
© JMA Consultants 2004
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Problem Solving Process
TPM Kick Off– Overview
Steps of Problem Solving
I. Problem Identification
-1 Problem Statement (5W1H)
-2 Categorize Problems (Grouping)
II. Problem Investigation
-3 Relationship Analysis
-4 Quantify Problems (7 Tools of QC)
-5 Priority Analysis (Priority Quadrant)
III. Root Cause Analysis
-6 Why-Why Analysis (5 Whys)
IV. Generate Countermeasures
-7 Idea Bit / Brainstorming
V. Action Planning
-8 Create Steps to Implement Countermeasures
- 9 Create Schedule
VI. Implementation
© JMA Consultants 2004
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Problem Solving Process
TPM Kick Off– Overview
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).
Ideal
Situation
>Goal/Plan
>Standard
i.e. - Manual
- Job Description
GAP = PROBLEM
Current
Situation
© JMA Consultants 2004
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Problem Solving Process
TPM Kick Off– Overview
-1. Problem Statement
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
© JMA Consultants 2004
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Problem Solving Process
TPM Kick Off– Overview
-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
Problems
© JMA Consultants 2004
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Problem Solving Process
TPM Kick Off– Overview
Steps II: Problem Investigation
-3. Relationship Analysis
COMPANY THEME
Relationship can be;
Group, Member Names, Date
Large Labels
Medium Labels
•Flow or Sequence
•Cause and Effect
•Larger scale to
Smaller scale
•Horizontal/Vertical
Small Labels
© JMA Consultants 2004
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Problem Solving Process
TPM Kick Off– Overview
-5. Priority Analysis
Impact
High
Low
High
Feasibility
© JMA Consultants 2004
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Problem Solving Process
TPM Kick Off– Overview
Steps III: Root Cause Analysis
-6. 5 Why Analysis
Problems
Root Cause Analysis
Crossdepartmental
Issues
Departmental
Issues
© JMA Consultants 2004
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Root Cause Statement
Problem Solving Process
TPM Kick Off– Overview
Step IV: Countermeasures
-7. Brainstorming
To generate countermeasures
Brainstorming
4 Rules of Brainstorming
1. The more, the better
2. Time Consciousness
3. No Criticism
4. Develop ideas from other people
© JMA Consultants 2004
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Problem Solving Process
TPM Kick Off– Overview
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 )
Schedule ( Plan vs Actual )
October
Person
Project Step/Content
1 Event
2 2nd Phase
Steps
Machine #4-5
3 4th Phase
Jose
2 Training (Project Member)
Javier
1 Prepare for Implementation
Maria
2 Trial
Maria
3 Actual Implementation
Maria
Maria
1 Create Proposal
Angelica
Finish Lines
2 Detailed Design
Angelica
#1-3
3 Prepare for Implementation
Angelica
4 Trial
Angelica
5 Actual Implementation
Angelica
4 5th Phase
Machine #8-9
1 Time Study
2 Brainstorming/Discussion
2
3
4
5
6
7
8
9 10 11 12 13 14 15 16 17 18 19
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 Project Meeting
4 Follow Up
23 24 25 26 27 28 29 30 31 1
November
Isabel
All Member
3 Basic Design of New Operation
Isabel
4 Create Proposal
Isabel
5 Detailed Design/Preparation
Isabel
© JMA Consultants 2004
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TPM Fundamentals
TPM Kick Off– Overview
TPM – A Continuous Improvement Approach
,‘KAIZEN’, to eliminate losses
ACT
PLAN
•ANALYZE THE ROOT CAUSE
•GENERATE COUNTERMEASURES
STUDY
PREPARE
PLAN OBJECTIVES
5 WHY ANALYSIS
Fishbone Chart
BRAINSTORMING
ONE POINT LESSON
Group Problem Solving
CHECK
DO
•MONITOR THE PROGRESS
•IDENTIFY BOTTLENECKS
Implementation
Small Group Activity
Focused Improvement Team
DATA GATHERING
Detecting Problems
5W 1H
DEMING’s ‘PDCA’ Wheel
© JMA Consultants 2004
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TPM Kick Off– Overview
Evolution of Impact
Improve Your Company
Improve Your Performance
Improve Your People
Improve Your Equipment
© JMA Consultants 2004
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TPM Kick Off– Overview
WHAT IS YOUR CORPORATE CULTURE?
HIGH
EXCELLENT
IMPULSIVE / EMOTIONAL
-PROBLEMS ARE CLEARLY DEFINED AND
COUNTERMEASURES ARE IMPLEMENTED
AS SCHEDULED.
LEVEL OF PROMOTING
COUNTERMEASURES
-ATTACH HIGH PRIORITY TO SOLVING OF
TODAY’S PROBLEM.
-PROFITABLE AND SUFFICIENT GROWTH.
-COUNTERMEASURES ARE NOT FOLLOWED
THROUGH TO COMPLETION.
-HUMAN RESOURCES ARE SMOOTHLY
DEVELOPED YEAR BY YEAR.
-ACTIONS BASED ON IMPULSE.
-COMPANY POLICIES ARE SPREAD THROUGHOUT
THE ENTIRE COMPANY. FROM TOP LEVELS TO
THE FIRST LINE.
VAGUE / IN THE DARK
TALK BUT NO ACTION
-PROBLEMS ARE CLEAR BUT REMAIN
UNRESOLVED.
-DOES NOT UNDERSTAND WHAT THE PROBLEM
IS.
-PROBLEMS ARE CLEAR,BUT CONCRETE
COUNTERMEASURES ARE NOT MADE.
-CAN NOT DISTINGUISH PROBLEMS FROM
COMPLAINTS.
-ONLY THINKS OF TODAY’S MATTERS.
-COUNTERMEASURES ARE MADE BUT ARE NOT
IMPLEMENTED.
-EVADES IN-DEPTH DISCUSSION WITH
EXECUTIVES.
-COUNTERMEASURES ARE TOO CONSERVATIVE
AND NOT INNOVATIVE.
LEVEL OF PROBLEM CONSCIOUSNESS
LOW
 JMA Consultants America, Inc.
© JMA Consultants 2004
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HIGH
TPM Kick Off– Overview
5 S Video
© JMA Consultants 2004
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TPM Kick Off– Overview
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
© JMA Consultants 2004
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