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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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Copyright2 JIPM Solutions
[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
- 9 -
/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
vo l A
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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
1fI
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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
BM
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\\ .
\ \\
\YOEE Failures Defects
\ q \ .
\ \
[[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
Q
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. . . . . .
::;;i;; ~ i;i;;;; ;... : : : : : : : : : :_m 0 n h _I
~
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6 2 Evaluation of completion level6 3 Following up roll out
6 1 Progress check of improvement
:::) -_ 3a ; :: : :
; : ::: , 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
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TargetM
1 1 .., .. f 1 ........ ,.:-,
Scratc .. dents { j;/ . 1;; I I .. ...
tIoo(I)f/lf/l(I) Do-/l1
97
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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