BMW MT Training 0305
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Transcript of BMW MT Training 0305
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“The Nicest things about Standards is that there are so many of them to chose from”
-- Ken Olsen
Implementation of TPM atBavarian Motor Works,
Germany
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TPM Award & Its Levels
Level 4: Award For World Class Achievement -Volvo, Sony
Level 3: Special Award -Toyota
Level 2: TPM Consistent Commitment Award -Subaru Isuzu
Level 1: TPM Excellence Award -Phillips 66, Milliken, Motorola, Unilever
3 yrs3 yrs
2 yrs2 yrs
3 yrs3 yrs
3 yrs3 yrs
Each year, The TPM Awards Committee offers TPM Awards to plants and individuals for exemplary TPM achievement.
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TPM: Establishing a Corporate Culturethat will maximize production system effectiveness
CHANGING CHANGING CULTURECULTURE
MoraleMorale
QualityQualityProductivityProductivity
DeliveryDeliverySafetySafety
CostCost
Customer Satisfaction Over Global Competition
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CSM Global Steering Committee (2/yr)Chairman : Franz Olieman
Participants : All VP Manufacturing of CSM Corporate divisions JMAC: Holvec & Asano
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 companiesJMAC: Asano & Masaaki
BSNA Steering Committee (2/yr)Chairman : Leo Rappange
Participants : All the Presidents and VP Operations of TPM companiesJMAC: 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
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)
Chairman : Regional Mgmt. or VPParticipants : Plant Mgmt., Pillar Champions,
TPM Coordinator JMAC: As needed
Satellite Plant Steering Committee(Monthly)
Chairman : Regional Mgmt. or VPParticipants : Plant Mgmt., Pillar Champions,
TPM Coordinator JMAC: As needed
IC Pillar Meeting (Weekly)
Chairman : Pillar ChampionParticipants : As needed &TPM Coordinator
JMAC: As needed
IC Pillar Meeting (Weekly)
Chairman : Pillar ChampionParticipants : As needed &TPM Coordinator
JMAC: As needed
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Program Development Master Plan (Example of The First 3 Years)
Preparation ExpansionImplementation
6 Months 1 Year 6 Months 1 Year
Steps 1-7 Step 7 Steps 8-9 Steps 10-111. Top Management’s
declaration to introduce TPM
2. Introduction Training
3. TPM Organization
4. Target Setting
5. Master Plan
6. TPM Kick Off
7-(1) OEE/Focused Improvement 7-(2) Autonomous Maintenance
7-(3) Planned Maintenance 7-(4) Training and Skills Development
8. (5) Initial Phase Management9. (6)Quality Improvement
10. (7)Administrative Work
11.(8)Safety & Environment
TP
M A
wa
rd
12. Total application of TPM
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Production Maintenance Quality EngineeringProduction
ControlPurchasing Sales Admin.
1OEE/Focused Improvement
2Autonomous Maintenance
3Planned
Maintenance
4Training &
Skills
5Initial Phase Management
6Quality
Maintenance
7Administrativ
e Work
8Safety &
Environment
Involvement of Each Department By Pillar (Example)
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Objectives: 0
TPM Progress Line-2The People
The action plan
The Results
OEE Casting
Updated on XX/XX by NB
Breakdowns/month
Process failures/monthThe Schedule
The achievementsThe Master Plan
Methodology
F.A.
The team The Chart
The Layout
Involvement Competencies
Activity Management : Example of Activity Board
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Eight Pillars of TPM
“Experience is what you get…When you get nothing..!!”
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Pillar I : OEE (Overall Equipment Efficiency) Focused Improvement
Improvement Steps
Define Losses
Quantify Losses
Analyze Causes
Generate Counter-measures
Implementation Follow up
Objectives
Maximizing the performance of equipment by minimizing losses
of equipment Problem Solving by GROUPS
Objectives
Maximizing the performance of equipment by minimizing losses
of equipment Problem Solving by GROUPS
Compare the Compare the ACTUALACTUAL operating time versus the operating time versus the OPTIMUMOPTIMUM operating time operating time
Highlight the causes of Productivity losses :Highlight the causes of Productivity losses : Availability, Performance and Quality lossesAvailability, Performance and Quality losses
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Available Time = 100 % OEE
Operating Time
ValuedOperating
Time =25 % OEE
Do
wn
tim
eD
ow
nti
me
Net Operating
Time
Per
form
ance
Per
form
ance
Qu
alit
yQ
ual
ity
1. Equipment Stop Loss Pallet Jams, Silo stops, Slide Gate, etc
1. Equipment Stop Loss Pallet Jams, Silo stops, Slide Gate, etc
2. Set up/Adjustment Loss Sensor Dirty / Off, Adjust Former height, etc
2. Set up/Adjustment Loss Sensor Dirty / Off, Adjust Former height, etc
3. Parts Change Out Leaky cylinder, Change Over Loss, Wait System,
3. Parts Change Out Leaky cylinder, Change Over Loss, Wait System,
4. Start Up Loss Change Overs,Not ready at 4AM,12 Noon, 8PM
4. Start Up Loss Change Overs,Not ready at 4AM,12 Noon, 8PM
5. Minor Stoppage Loss Lack of ***Dribbler adjustments, Bags jamming
5. Minor Stoppage Loss Lack of ***Dribbler adjustments, Bags jamming
6. Speed Loss Run Rate, MachineSpeed – Conveyor Belts, Dribbler,etc
6. Speed Loss Run Rate, MachineSpeed – Conveyor Belts, Dribbler,etc
7. Defect/Rework Loss Bad formula,
Wrong ingredients, On hold, etc
7. Defect/Rework Loss Bad formula,
Wrong ingredients, On hold, etc
Wasted$$’sWasted$$’s
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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%
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OEE As Performance Evaluation
100 miles/hr X 10 hrs = 1,000 miles (Should-be Output)
1,000 miles 0 mile 300 miles
OEE = 300 / 1,000 = 30%
300 miles (Actual Output)
70 miles/hr
65 miles/hr
55 miles/hr
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
600 miles
OEE = 300 / 600 = 50%
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Pareto Analysis
Period 6 Downtime Line 2Total Minutes = 4945
0
200
400
600
800
1000
1200
1400
Waiting onSystem
Process X-Over SewingMachine
Palletizer Break
Categories
Tim
e(m
in)
0
10
20
30
40
50
60
70
Top 20% Causing
Top 20% Causing
80% of Downtim
e
80% of Downtim
e
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Follow Up Weekly Measure Your Progress
1446
11161271
841754 764 714
626435
0200400600800
1000120014001600
P10 '03 P11 '03 P12 '03 P01 '04 P02 '04 P03 '04 p04 '04 P05 '04 P06 '04
0
20
40
60
80
100
Waiting System Frquency
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Follow Up Weekly Measure Your Success
OEE - Dry Line #2
0%
5%
10%
15%
20%
25%
30%
35%
40%
1/1/2004
1/8/2004
1/15/2004
1/22/2004
1/29/2004
2/5/2004
2/12/2004
2/19/2004
2/26/2004
3/4/2004
3/11/2004
3/18/2004
3/25/2004
4/1/2004
4/8/2004
4/15/2004
4/22/2004
4/29/2004
5/6/2004
5/13/2004
5/20/2004
5/27/2004
6/3/2004
6/10/2004
6/17/2004
6/24/2004
7/1/2004
Date
OEE
%
OEE - Dry - Line 2
Comments
Linear (OEE - Dry - Line 2)
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SHARED RESPONSIBILITY OF MAINTAINING ”BASIC CONDITIONS” OF SHARED RESPONSIBILITY OF MAINTAINING ”BASIC CONDITIONS” OF EQUIPMENT BETWEEN EQUIPMENT BETWEEN PRODUCTION PRODUCTION ANDAND MAINTENANCE MAINTENANCE
Daily/Time-Based MaintenanceDaily/Time-Based Maintenance – CleaningCleaning– LubricationLubrication– TighteningTightening
Daily inspection by using Daily inspection by using 5 SENSES 5 SENSES
Right operation, right adjustment, right settingRight operation, right adjustment, right setting
Autonomous Maintenance : Definition
“I operate, You fix.” “We are AlI responsible for Our equipment.”
“I operate, You Clean.” “We are AlI responsible for cleanliness of Our line.”
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Example of A.M. Activity Board
People Treasures
Definition
Team Mission
Layout of Line & Identified Important
Areas
Safety Hazard
Contamination
Hard-to-reach
Main Failure
•Team Name•Members
Line
•Mission•Objectives
Activity & Findings
Step 1: Initial Cleaning
Pictures
Before After
Tag List Production Maintenance
Tag Movement
Actual Tags
•Display actual findings from Initial Cleaning such as trash, unnecessary items, dust and other contamination.
Step 2: Sources of Contamination
Explain and show Focused Improvement activities for sources of contamination
One-Point-Lessons
Team
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Dept. / Line : Bldg Y Mach. ID : Date: 4/28/2004
S D W MCleaning
1 Water trap Empty bowl Open valve Cloth 1 X Operator
This is the maximum level for water in the bowl.
Open valve at bottom to release water, wipe up with clean cloth.
Insert
Picture
Here
ToolsT
(Min)PersonResp.
Autonomous MaintenanceRoutine Cleaning, Inspection, & Lubrication Standard
FreqDiagram No. Item Criterion Method
Area : Bag Printer Tag # :
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One Point Lessons
One Point Lesson is a toolwith the following characteristics;
One sheet to share the results of autonomous study for 5-10 minutes
One Point Lesson is a toolwith the following characteristics;
One sheet to share the results of autonomous study for 5-10 minutes
Contents can be knowledge and skills of; Equipment Safety Operation Process Task
Contents can be knowledge and skills of; Equipment Safety Operation Process Task
Dept.Manager
Super-visor
TeamLeader
Createdby
BasicKnowledge
Improvement
ExampleTroubleCases
DateExecuted
Instructor
Trainee
Daniel
Cla
ssif
icat
ion
John
Act
ion
His
tory
Su
bje
ct Compressed Air UsageFor Line #1 & 2
TPM One-Point LessonNo.
Date ofCreation
November, 2003
DL1034
Jerry Paul
1.Compressed Airmay only be used onthe Dribbler ScaleONLY
2.Scale Area iscurrently Hard-To-Reach and maycause variableweight if notcleaned
1
2
Don’t Make A Bigger Mess !!!
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The Five SThe 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.
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What to detect during Initial Cleaning?“Categories of Abnormality”
S: Safety Items : safety area, spot, work environment1: 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 area4: Broken/Missing Parts5: “Basic Conditions”:
Lubrication Tightening Cleaning & Inspection
6: Quality Related: Causes of defect
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BeforeBefore AfterAfter
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Pillar II : F-Tagging
During During
Initial CleaningInitial CleaningAfterwards Afterwards ––
Every Day ProcessEvery Day Process
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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.
0
50
100
150
200
250
Initi
al C
lean
ing
(June)
July
August
Septe
mber
Oct
ober
Novom
ber
Decem
ber
Nu
mb
er
of
Ta
gs
Tag IssuedTag
Issued
Tag Restored
Tag Restored
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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)
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Pillar III : Planned Maintenance
Objectives: Increase Equipment Reliability and Production Up-TimeMinimize the maintenance cost by 1) reducing breakdowns 2) development of efficient maintenance methods
Objectives: Increase Equipment Reliability and Production Up-TimeMinimize 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
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SERVICING ACTIVITIES
REPAIRMAINTENANCE
PREDICTIVE MAINTENANCE
PREVENTIVE MAINTENANCE
ROUTINEMAINTENANCE
ROBUSTNESS IMPROVEMENT
EFFECTIVE AND APPROPRIATE REPAIRS
TRENDS MEASURE AND CONTROL
NOT TIME BASED SERVICING
BUILDING OF PROGRAMS
TIME BASED APPLICATIONS
CLEANING- REFURBISHING
GREASING-SCREWING
DAILY INSPECTION
DAILY EQUIPMENT CARE
XX
XX
XX
XX
XX
XX XX
XX
XX
XX
XX
MfgMfg MaintMaint
WHO DOES WHAT ?WHO DOES WHAT ?
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1 – Initial Cleaning2 – Sources of contamination, Hard-to-reach area3 – Standardize
4 –Inspection system 5 – Entire process inspection
6 – A.M. System
7 – A.M. Management
INCREASE TIMELIFEImprove MTBF SYSTEMATIC REPAIR FAILURE PREDICTION
PHASE 1 PHASE 2 PHASE 3 PHASE 4
1 –Equipement Audit (Current)
2 –Repair degradations and improve weakness
3 – Information system
(Database) 4 – Preventive
Maintenance System
5 -Predictive Maintenance
System
AU
TO
NO
MO
US
M
AIN
TE
NA
NC
EM
AIN
TE
NA
NC
E
6 -Eva
luate &
Es
tablish
PL
AN
NE
D M
AIN
TE
NA
NC
E
SY
ST
EM
Implementing Planned Maintenance
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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
Objectives 1) Enhance employees’ ability and skill in TPM methods 2) Provide necessary TPM methodology at the right time
Introduction
Expansion
Implementation
Consolidation
POLICIES, OBJECTIVES, PERFORMANCE INDICATORS
OE
E I
NC
RE
AS
E/
FO
CU
SE
D I
MP
RO
VE
ME
NT
AU
TO
NO
MO
US
MA
INT
EN
AN
CE
PL
AN
NE
D M
AIN
TE
NA
NC
E
TR
AIN
ING
AN
D S
KIL
LS
DE
VE
LO
PM
EN
T
PR
EV
EN
TIO
N O
F M
AIN
TE
NA
NC
E(I
nit
ial
Ph
ase
Co
ntr
ol)
QU
AL
ITY
IM
PR
OV
EM
EN
T
AD
MIN
IST
RT
IVE
WO
RK
IM
PR
OV
EM
EN
T
SA
FE
TY
AN
D
EN
VIR
ON
NE
ME
NT
TPMTPM
3) Provide challenge targets for individuals by clarifying the hierarchy of skills
3) Provide challenge targets for individuals by clarifying the hierarchy of skills
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Training and Skills Development: Program and Matrix
Plan Actual
TPM Basics / Concepts
5 S's
Understanding OEE - Identifying LossesPillar 2: Autonomous Maintenance- Overview of 7 StepsAM Step 1 - Initial Cleaning Gantt
Initial Inspection / Initial Clean / F-TaggingActual Initial Cleaning Day
Top Management Audit-1AM Step 2 - Source of ContaminationF-Tag AnalysisPrioritize themGenerate Countermeasures-1Prioritize Cleaning AreaGenerate Countermeasures-2
Action PlanningAM Step 3 - Document / Create StandardsOne Point Lessons = Create / DocumentVisual Controls = Create / DocumentDefine Cleaning Methods =AM Create / Document
Top Management Audit-2
Training Schedule by Production Line
Line #1 (L2 refresher)Week
Training Hours
Subjects
Training Matrixfor Manufacturing
and Distribution Staff
Dry
Ma
nu
fac
turi
ng
1s
t S
hif
t
AL
FA
RO
, P
au
lo
AR
AG
ON
, D
on
ald
AR
MA
S,
Ju
an
BA
RK
ER
, B
rett
BA
RR
IOS
, D
an
iel
2n
d S
hif
t
BO
BA
DIL
LA
, A
nd
res
CA
MP
OS
, Jo
se V
.
CO
BIA
N,
Marc
o
x Bidding For / Current StationI In Training Q Trained / QualifiedC Ceritifed / Performance Std. Met
Dry Manufacturing 1 Helper/Packer Relief
Bag Printer
Glue Machine
Labeler
Forklift
2 Packer 1 & 2
Packer/Dribbler
Bag Former
Sewing Machine
Coder
Bottom Conveyor Belt
Stitcher / Sewing Machine
Incline Belt
Cover Pan
Metal Detector
Palletizer
3 Packer 3 & 4
Packer
Metal Detector
Coding
Bulk Bag Filler
Rovema
Scale
Metal Detector
Coding
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Training and Skills Development: Program and Matrix
Pillar 2 - Autonomous Maintenance
1 = Lecture 1 = Exposure
2 = Knowledge 1 2 2 = Can Explain
3 = Application 4 3 3 = Can Do / Has done
4 = Pass on Knowledge 4 = Can Teach _Has taught - as evidenced by green in direct reprots
Steps 1-7 Clean to Inspect Sources Contamination
Inspect to Detect Lubrication
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
Overview AM AM-Step 1 AM-Step 2 AM-Step 3. . . . Step 2
Simplification
Detect to Correct
Work Standards / AMs
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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
Objective Minimize LCC (=Life Cycle Cost) of equipment by the feedback of experience from the development stage of equipment and product
View PointsView Points
Product DevelopmentProduct Development Equipment Development/InvestmentEquipment Development/Investment
Easy-to-manufactureDefect-freeCompetitiveClarify 4M conditions -Material -Machinery -Method -Manpower
Free from major lossesEasy to useEasy to maintainDoes not manufacture defective products
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Pillar VI : Quality Maintenance
Aim To ensure that a plant is in a perfect condition – where 100 % quality goods are produced, zero defects
Aim To ensure that a plant is in a perfect condition – where 100 % quality goods are produced, zero defects
StepsSteps
Result Oriented Approach“after it has happened”
Result Oriented Approach“after it has happened”Establish conditions for “zero defects”
Prevent the occurrence of quality defects by maintaining the conditions within certain standardsInspect and monitor such conditions in time seriesPredicting the possibility of quality defect occurrence by reviewing changes in measured valuesTake countermeasures in advance
Cause Oriented Approach“before it happens”
Cause Oriented Approach“before it happens”
Ensuring high quality through equipment arrangements at each process
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ExampleTest Slick Test Visual DefectsFrequency 1/Load Frequency 1/LoadResponsible Quality Dept Responsible Quality Dept Specks Equipment Slick Equipment Visual Off-colorDocument Q 610 Form Document Q 610 Form
Test Colormetry Test Farino Test Protein Test Moisture Test Ash Content Low Moisture %Frequency 1/Load Frequency 1/Load Frequency 1/Load Frequency 1/Load Frequency 1/Load High Ash%Responsible Quality Dept Responsible Quality Dept Responsible Quality Dept Responsible Quality Dept Responsible Quality Dept High Salt %Equipment Minolta Equipment Farinograph Equipment NIR Equipment NIR Equipment NIR Low Protein %Document Q 610 Form Document Farino Book Document Q 710 Form Document Q 710 Form Document Q 710 Form Off Color
Test Visual Off TasteFrequency 1/Load Off OdorResponsible Quality DeptEquipment VisualDocument Q 610 Form
Test Visual Test Visual Test Sell by Date InfestationFrequency 1/Load Frequency 1/Load Frequency 1/Load Piece of PlasticResponsible Quality Dept Responsible Quality Dept Responsible Quality Dept ExpiredEquipment Visual Equipment Visual Equipment VisualDocument Q 610 Form Document Q 610 Form Document Q 610 Form
Test Acidity Test Temperature Test Lot # Record Test All Records High pHFrequency 1/Load Frequency 1/Load Frequency 1/Load Frequency 1/Load No Lot #Responsible Quality Dept Responsible Quality Dept Responsible Quality Dept Responsible Quality Dept No COAEquipment pH Meter Equipment Thermometer Equipment Visual Equipment VisualDocument Q 610 Form Document Q 610 Form Document Q 610 Form Document COA File
Test Visual Test Visual Test Visual Torn PackageFrequency 1/Load Frequency 1/Load Frequency 1/Load Illegible CodeResponsible Quality Dept Responsible Quality Dept Responsible Quality DeptEquipment Visual Equipment Visual Equipment VisualDocument Q 610 Form Document Q 610 Form Document Q 610 Form
Protein Moisture Ash
Appearance Color
Taste/Odor/Flavor
Micro Activity Temperature Traceability COA
Appearance Integrity Lot Code
Raw Material – Defect Mode Matrix
Color Rheology
Infestation Foreign Matter Freshness
Vis
ual
Ph
ysic
alO
rgan
ole
pti
cW
ho
leso
me-
nes
sH
AC
CP
Pac
ka
gin
g
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Pillar VII : Administrative Work Improvement
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Pillar VIII : Safety and Environment
Target = “Maintenance of peace of mind “ Target = “Maintenance of peace of mind “
Safety Management
Environment Management
Zero AccidentZero Injury Zero Pollution
Zero Waste
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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
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Problem Solving Workshop
“If you focus on result you will never change.If You focus on Change, you will get Result..”
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Steps of Problem Solving
I. Problem IdentificationI. Problem Identification -1 Problem Statement -1 Problem Statement (5W1H)(5W1H) -2 Categorize Problems -2 Categorize Problems (Grouping)(Grouping) II. Problem InvestigationII. Problem Investigation -3 Relationship Analysis-3 Relationship Analysis -4 Quantify Problems -4 Quantify Problems (7 Tools of QC)(7 Tools of QC) -5 Priority Analysis -5 Priority Analysis (Priority Quadrant)(Priority Quadrant) III. Root Cause AnalysisIII. Root Cause Analysis -6 Why-Why Analysis -6 Why-Why Analysis (5 Whys)(5 Whys) IV. Generate CountermeasuresIV. Generate Countermeasures -7 Idea Bit / -7 Idea Bit / Brainstorming Brainstorming V. Action PlanningV. Action Planning -8 Create Steps to Implement Countermeasures-8 Create Steps to Implement Countermeasures - 9 Create Schedule- 9 Create Schedule VI. Implementation VI. Implementation
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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).
Current Situation
Ideal Situation
GAP = PROBLEM
>Goal/Plan
>Standard
i.e. - Manual
- Job Description
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RULES FOR IDENTIFYING PROBLEMSRULES 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
-1. Problem Statement
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-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 --?”
Pro
blem
Iden
tification C
ou
nte
rmea
sure
Problems
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Steps II: Problem Investigation
COMPANY THEMEGroup, Member Names, Date
Large Labels
Small Labels
Medium Labels
-3. Relationship Analysis
Relationship can be;
•Flow or Sequence•Cause and Effect•Larger scale to Smaller scale•Horizontal/Vertical
Relationship can be;
•Flow or Sequence•Cause and Effect•Larger scale to Smaller scale•Horizontal/Vertical
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LowLow
HighHigh
HighHigh
FeasibilityFeasibility
Imp
act
-5. Priority Analysis -5. Priority Analysis -5. Priority Analysis -5. Priority Analysis
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Steps III: Root Cause Analysis
-6. 5 Why Analysis -6. 5 Why Analysis
Cross-Cross-departmental departmental
Issues Issues
Departmental Departmental Issues Issues
Problems Problems Root Cause Analysis Root Cause Analysis Root Cause StatementRoot Cause Statement
Keep asking WhysKeep asking Whys
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Step IV: Countermeasures
1. The more, the better
2. Time Consciousness
3. No Criticism
4. Develop ideas from other people
To generate countermeasures
Brainstorming
Brainstorming
4 Rules of Brainstorming
4 Rules of Brainstorming
-7. Brainstorming
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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 )
>Create steps (story) of improvement>Estimate necessary time for each step>Clarify responsible person for each step>Manage progress ( Plan vs Actual )
Person 23 24 25 26 27 28 29 30 31 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19
Project Step/Content 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 Event 1 Project Meeting Jose
2 Training (Project Member) Javier
2 2nd Phase 1 Prepare for Implementation Maria
Machine #4-5 2 Trial Maria
3 Actual Implementation Maria
4 Follow Up Maria
3 4th Phase 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 1 Time Study Isabel
Machine #8-9 2 Brainstorming/Discussion All Member
3 Basic Design of New Operation Isabel
4 Create Proposal Isabel
5 Detailed Design/Preparation Isabel
NovemberOctober
Step
s
Schedule ( Plan vs Actual )
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“With every pair of hands, you get a FREE
brain” --Autonomous Maintenance
“Kai”: Continuous“ZEN”: Improvement
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DEMING’s ‘PDCA’ WheelDEMING’s ‘PDCA’ WheelDEMING’s ‘PDCA’ WheelDEMING’s ‘PDCA’ Wheel
PLANPLANPLANPLAN
DODODODOCHECKCHECKCHECKCHECK
ACT ACT ACT ACT STUDY
PREPAREPLAN OBJECTIVES
Group Problem Solving
Implementation
Small Group ActivityFocused Improvement Team
•MONITOR THE PROGRESS•IDENTIFY BOTTLENECKS
DATA GATHERINGDetecting Problems
5W 1H
•ANALYZE THE ROOT CAUSE•GENERATE COUNTERMEASURES
5 WHY ANALYSISFishbone Chart
BRAINSTORMINGONE POINT LESSON
TPM – A Continuous Improvement Approach,‘KAIZEN’, to eliminate losses
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Evolution of Impact
Improve Your Equipment
Improve Your People
Improve Your Performance
Improve Your Company
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LOW HIGH
HIGH
LE
VE
L O
F P
RO
MO
TIN
G
CO
UN
TE
RM
EA
SU
RE
S
WHAT IS YOUR CORPORATE CULTURE?
IMPULSIVE / EMOTIONAL EXCELLENT
VAGUE / IN THE DARK TALK BUT NO ACTION
LEVEL OF PROBLEM CONSCIOUSNESS