BMW TPM Training

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)
 TPM Philosophy
 TPM Organization and Pillar Structure
 Actual examples of TPM at BMW
 Pillar Structure
 Introduction to Each Pillar (1hr)
 Concepts and Pillar Steps
 Each Pillar Concept
II. TPM Mission Statement
 Workshop “TPM Group Problem Solving”
I. How can we use TPM to improve BMW and how can each of us participate TPM by trying
problem solving methods of TPM?
 Sharing and prioritizing current problems and opportunities
 Each person needs to bring a list of 10 problems (or opportunities) he/she finds with
BMW. (2 hours)
 Root Cause Analysis & Countermeasures (1 hour)
 Action Planning –
 Identify what issues fall under theTPM Pillar and classify as such (1 hour)
V. Create TPM Plan for 2005
 5S Video and Planning (1hr)
© JMA Consultants 2004

Philosophy and
Organization

3
TPM Kick Off– Overview TPM Fundamentals
TPM – Operating Philosophy

• Maximize overall equipment efficiency
　　　　　 -Zero Accidents, Zero Defects, Zero Breakdowns
　　　　
1 Philosophy of Prevention
-Proactive vs. Reactive
• Participation of all the associates
-Autonomous activities, Small Group activities
• All management levels from senior
managers to operators
- Focused Improvement
1 Gemba Principle (Shop-Floor Oriented)
-Seeking “ideal” operation, Visual management
Seiichi NAKAJIMA
4
TPM Teamwork In Gemba

Sanitation Supv
2st Shift Oper
UC Supv.
QA. Mgr.
JMAC 1st Shift Supv

Main. Mgr. VP of Mftg.
TPM
Coordinator
2st Shift Oper
1st Shift Oper

Seattle Supv.
5
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 3 yrs
-Volvo, Sony
Level 3: Special Award

-Toyota 3 yrs
Level 2: TPM Consistent

Commitment Award 2 yrs
-Subaru Isuzu
Level 1: TPM Excellence
Award 3 yrs
-Phillips 66, Milliken,
Motorola, Unilever
6
TPM: Establishing a Corporate Culture

that will maximize production system effectiveness
Customer Satisfaction Over Global Competition
Quality
Productivity
Cost
CHANGING
Morale
CULTURE
Delivery
Safety

7
Establishes Efficient Production System TPM Kick Off– Overview TPM Fundamentals
The 8 Pillars of TPM

FOCUSED MEASUREMENT OF LOSSES, PROBLEM SOLVING,
PI RELIABILITY IMPROVEMENT, SMED.
IMPROVEMENT
AUTONOMOUS RESET BASE LEVEL, INSPECTION STANDARDS
PII
MAINTENANCE 5S, SETTING STANDARDS.
PLANNED DOWNTIME REDUCTION

PIII INITIALIZATION OF CONDITION BASED MAINTENANCE
MAINTENANCE
TRAINING AND TECHNICAL SKILLS REQUIREMENTS
PIV KNOW- HOW
SKILLS DEVELOPMENT
INITIAL PHASE CHECK OF SPECIFICATIONS
PV
MANAGEMENT TECHNICAL EVOLUTIONS
QUALITY REDUCTION OF DEFECTS

PVI QUALITY IMPROVEMENT
MAINTENANCE OPERATING STANDARDS
ADMINISTRATIVE WORK 5S IN OFFICES

PVII 5S IN WAREHOUSES
IMPROVEMENT IMPROVE EFFICIENCY OF ADMINISTRATIVE TASKS
SAFETY & MANAGEMENT FOR ZERO ACCIDENT

PVIII AND ZERO POLLUTION
ENVIRONMENT

8
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.

9
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 IC Pillar Meeting

(Monthly) (Weekly)
Chairman : Regional Mgmt. or VP Chairman : Pillar Champion
Participants : Plant Mgmt., Pillar Champions, Participants : As needed &TPM Coordinator
TPM Coordinator JMAC: As needed
JMAC: As needed

10
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

11
Program Development Master Plan

(Example of The First 3 Years)
Preparation Implementation Expansion
6 Months 1 Year 6 Months 1 Year
Steps 1-7 Step 7 Steps 8-9 Steps 10-11

1. Top Management’s
declaration to
TPM Award
7-(3) Planned Maintenance
introduce TPM
7-(4) Training and Skills Development
2. Introduction Training
3. TPM Organization 8. (5) Initial Phase Management
9. (6)Quality Improvement
4. Target Setting
5. Master Plan 10. (7)Administrative Work
11.(8)Safety & Environment
6. TPM Kick Off
7-(1) OEE/Focused Improvement
7-(2) Autonomous Maintenance
12. Total application of TPM

12
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
 Membership and Frequency PDCA Cycle
 Weekly
Analyze
 Core Members – Pillar Champions, Do Current Situation Check
Committee members
 Review results
 Plan Next Steps Identify
Implementation
Problems
Plan Generate Action

Countermeasures

13
Involvement of Each Department By Pillar

(Example)
　 Production
Production Maintenance Quality Engineering Purchasing Sales Admin.
　 Control
OEE/Focused
1 　　　　　　　　
Improvement
Autonomous
2 　　　　　　　　
Maintenance
Planned
3 　　　　　　　　
Maintenance
Training &
4 　　　　　　　　
Skills
Initial Phase
5 　　　　　　　　
Management
Quality
6 　　　　　　　　
Maintenance
Administrativ
7 　　　　　　　　
e Work
Safety &
8 　　　　　　　　
Environment

14
Activity Management : Example of Activity Board

The People TPM Progress Line-2
The team The Chart The Results
Objectives: 0
Breakdowns/month
The action plan Process failures/month

The Layout
The Schedule Methodology
The achievements
The Master Plan
OEE Casting
Involvement Competencies
F.A.
Updated on XX/XX by NB

15
Eight Pillars of TPM

16
TPM Kick Off– Overview Pillar I : OEE/Focused Improvement
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 Quantify Analyze Generate

Losses Losses Counter- Implementation Follow up
Causes measures

17
Available Time = 100 % OEE

1. Equipment Stop Loss  Pallet
Jams, Silo stops, Slide Gate, etc
Downtime
Operating Time 2. Set up/Adjustment Loss  Sensor
Dirty / Off, Adjust Former height, etc
3. Parts Change Out  Leaky cylinder,

Change Over Loss, Wait System,
4. Start Up Loss  Change Overs,

Performance
Net Not ready at 4AM,12 Noon, 8PM

Operating
Time 5. Minor Stoppage Loss  Lack of ***
Dribbler adjustments, Bags jamming
6. Speed Loss  Run Rate, Machine

Speed – Conveyor Belts, Dribbler,etc
Valued
Wasted$$’s
Quality
Operating
Time = 7. Defect/Rework Loss  Bad formula,
25 % OEE Wrong ingredients, On hold, etc

18
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%

19
OEE As Performance Evaluation
100 miles/hr X 10 hrs = 1,000 miles (Should-be Output)
0 mile 300 miles 1,000 miles
300 miles (Actual Output)

OEE = 300 / 1,000 = 30%
70 65 55
miles/hr miles/hr 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%

20
Pareto Analysis
s in g
u e
Ca ntim
%
p 20 Dow Period 6 Downtime Line 2
To % of Total Minutes = 4945
80
1400 70
1200 60
1000 50
Time(min)
800 40
600 30
400 20
200 10
0 0
Waiting on Process X-Over Sewing Palletizer Break
System Machine
Categories

21
Follow Up Weekly  Measure Your Progress
Waiting System Frquency
1600 1446 100

1400 1271
1116 80
1200
1000 841 60
754 764 714
800 626
600 435 40
400 20
200
0 0
P10 '03 P11 '03 P12 '03 P01 '04 P02 '04 P03 '04 p04 '04 P05 '04 P06 '04
22
7/1/2004
Follow Up Weekly  Measure Your Success
6/24/2004
6/17/2004
6/10/2004
6/3/2004
5/27/2004
5/20/2004
Linear (OEE - Dry - Line 2)
5/13/2004
5/6/2004
OEE - Dry - Line 2
4/29/2004
Comments
4/22/2004
4/15/2004
OEE - Dry Line #2

4/8/2004
Date
4/1/2004
23
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
40%
35%
30%
25%
20%
15%
10%
5%
0%
OEE %
TPM Kick Off– Overview Pillar II : Autonomous Maintenance
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.”
24
3 Key Tools for Autonomous Maintenance
Key Concepts
3 Key Tools
 Shop floor based
activities
 Operator conducted  Activity Board
 Operator enhancing
 Team activity
 Autonomous
Management
 Meetings
 TPM Foundation
 Part of the job!
 One Point Lessons

25
Example of A.M. Activity Board

Activity & Findings Treasures
People
Team Team Mission •Display actual findings from
Step 1: Initial Cleaning Initial Cleaning such as
•Team Name •Mission trash, unnecessary items,
•Members •Objectives Definition dust and other
contamination.
Step 2: Sources of Contamination
Pictures Before After
Explain and show Focused

Line Improvement activities
for sources of contamination
Layout of Line &
Identified Important
Areas
Tag List Production Maintenance
Safety Hazard One-Point-Lessons
Contamination
Tag Movement
Hard-to-reach
Actual Tags
Main Failure

26
Autonomous Maintenance
Routine Cleaning, Inspection, & Lubrication Standard
Dept. / Line : Bldg Y Area : Bag Printer Mach. ID : Date: 4/28/2004 Tag # :
T Person
Freq
Diagram No. Item Criterion Method Tools (Min) Resp.
S D W M
Cleaning
1 Water trap Empty bowl Open valve Cloth 1 X Operator
Insert This is the maximum level for water in the bowl.
Open valve at bottom to release water, wipe up with clean cloth.
Picture
Here

27
One Point Lessons

One Point Lesson is a tool
TPM One-Point Lesson
No. DL1034
with the following Compressed Air Usage
Subject
For Line #1 & 2 Date of
characteristics; Creation
Dept. Super-
November, 2003
Team Created
Classification
Manager visor Leader by
 One sheet Basic Im provement Trouble

John Jerry Paul Daniel
 to share the results

Knowledge Example Cases
1.Compressed Air
of autonomous study 1 may only be used on
 for 5-10 minutes the Dribbler Scale
ONLY
2.Scale Area is
currently Hard-To-
Contents can be knowledge Reach and may
and skills of; cause variable
2
 Equipment weight if not
cleaned
 Safety Don’t Make A Bigger Mess !!!
 Operation Process Date

Action History
Executed
 Task Instructor
Trainee

28
The Five S
The Five Steps of Housekeeping
 Sort: Separate out all that is unnecessary and eliminate it.
 Store: Put essential things in order so they can be easily accessed.

Everything has a place… and is in its place. And visual
management.
 Shine: Clean everything – tools and workplaces – removing stains,

spots, debris and eradicating sources of dirt. Bring everything to
“NEW” and better than new.
 Standardize: Standardize the previous three steps to make the

process one that never ends and can be improved upon.
 Sustain: Make cleaning and checking routine.

29
The 7 steps of Autonomous Maintenance

• Initial Cleaning -Detect problems of lines and restore its original state.
(Initial Inspection & -Start managing the line autonomously.
“Restoration”) ( 5S, Minor Stops, Quality )
-Create & perform temporary
“Cleaning/Lubrication procedures.”
3 Years
2. Source of Contamination
& Hard-to-Reach areas -Solve “Sources of Contamination” and
“Hard to Reach” areas. (Cleaning, Inspection, Lubrication)
3. Standards of Cleaning
-Develop tentative standards for cleaning, lubrication and
& Lubrication 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,
19. Autonomous life cycle of jigs, tools, set up operation and safety.
Management
Autonomous team working

30
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

31
Before After

32
Pillar II : F-Tagging
During Afterwards –
Initial Cleaning Every Day Process

33
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
200
Issued
150 Tag
Number of Tags
Restored
100
50
0
ly
er
t
r
e)
r
r
us
be
be
be
Ju
ob
un
ug
om
em
em
ct
(J
ov
ec
pt
g
in
Se
D
an
le
lC
i tia
In

34
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)

35
TPM Kick Off– Overview Pillar III : Planned Maintenance
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

36
WHO DOES WHAT ?

SERVICING
Mfg Maint
ACTIVITIES
ROBUSTNESS IMPROVEMENT X
REPAIR
MAINTENANCE
EFFECTIVE AND APPROPRIATE REPAIRS X
TRENDS MEASURE AND CONTROL X

PREDICTIVE
MAINTENANCE
NOT TIME BASED SERVICING X
BUILDING OF PROGRAMS X
PREVENTIVE
MAINTENANCE
TIME BASED APPLICATIONS X X
CLEANING- REFURBISHING X
GREASING-SCREWING X
ROUTINE
MAINTENANCE DAILY INSPECTION X
DAILY EQUIPMENT CARE X

37
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

38
Implementing Planned Maintenance
6 -Evaluate & Establish PLANNED MAINTENANCE SYSTEM

PHASE 1 PHASE 2 PHASE 3 PHASE 4
Improve MTBF INCREASE TIMELIFE SYSTEMATIC REPAIR FAILURE PREDICTION
1 – Initial Cleaning 4 –Inspection system 5 – Entire process 6 – A.M. System

MAINTENANCE
AUTONOMOUS
2 – Sources of inspection
contamination, 7 – A.M. Management
Hard-to-reach area
3 – Standardize
1 –Equipement
Audit (Current)
2 –Repair degradations
and improve weakness
MAINTENANCE
3 – Information
system
(Database)
4 – Preventive
Maintenance
System
5 -Predictive
Maintenance
System

39
PM - Main Activities
Improvement Improvement of
of Equipment Maintenance Skills
 MTBF  MTTR
Preventive Maintenance Specialized maintenance skills
Corrective Maintenance Equipment repair skills
Maintenance Prevention Inspection and measurement
Breakdown Maintenance skills
Support for Autonomous Equipment diagnostic skills

Maintenance
Develop new maintenance
technologies

40
M. T. T. R & M.T.B.F – CALCULATION MODE
MEAN TIME BETWEEN FAILURE
( OPENING TIME — STOPS TIME)

MTBF=
STOPS NUMBER FOR FAILURE
MEAN TIME TO REPAIR
SUM OF TIME STOPS FOR FAILURE

MTTR=
STOPS NUMBER FOR FAILURE
* LAST GOOD PART/FIRST GOOD PART
41
TPM Kick Off– Overview Pillar IV : Training & Skills
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
TPM
ADMINISTRTIVE WORK IMPROVEMENT

TRAINING AND SKILLS DEVELOPMENT
PREVENTION OF MAINTENANCE
SAFETY AND ENVIRONNEMENT

AUTONOMOUS MAINTENANCE
Consolidation FOCUSED IMPROVEMENT
PLANNED MAINTENANCE
QUALITY IMPROVEMENT
(Initial Phase Control)
OEE INCREASE/
Expansion
Implementation
Introduction
POLICIES, OBJECTIVES, PERFORMANCE INDICATORS
3) Provide challenge targets for individuals by clarifying

the hierarchy of skills

42
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

43
Training and Skills Development:

Program and Matrix
Dry Manufacturing
BOBADILLA, Andres
CAMPOS, Jose V.
ARAGON, Donald
BARRIOS, Daniel
2nd Shift
1st Shift
ALFARO, Paulo
COBIAN, Marco
BARKER, Brett
Training Matrix Training Schedule by Production Line
ARMAS, Juan
for Manufacturing
and Distribution Staff
Line #1
Training
Week Subjects (L2 refresher)
Hours
x Bidding For / Current Station
I In Training
Plan Actual
Q Trained / Qualified TPM Basics / Concepts
C Ceritifed / Performance Std. Met
5 S's
Dry Manufacturing Understanding OEE - Identifying Losses
1 He lpe r/Pack e r Relief
Bag Printer Pillar 2: Autonomous Maintenance
Glue M achine
Labele r
- Overview of 7 Steps
Fork lift AM Step 1 - Initial Cleaning Gantt
2 Pack e r 1 & 2 Initial Inspection / Initial Clean / F-Tagging
Pack e r/Dribble r
Bag Form er
Actual Initial Cleaning Day
Se w ing M achine Top Management Audit-1
Code r
Bottom Conve yor Be lt AM Step 2 - Source of Contamination
Stitche r / Se w ing M achine
Incline Be lt
F-Tag Analysis
Cover Pan Prioritize them
M e tal De te ctor
Palle tize r
Generate Countermeasures-1
Prioritize Cleaning Area
3 Pack e r 3 & 4
Pack e r Generate Countermeasures-2
M e tal De te ctor
Coding
Action Planning
Bulk Bag Fille r AM Step 3 - Document / Create Standards
Rovem a
Scale One Point Lessons = Create / Document
M e tal De te ctor
Visual Controls = Create / Document
Coding
Define Cleaning Methods =AM Create / Document
Top Management Audit-2

44
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
Overview AM AM-Step 1 AM-Step 2 . . . . Step 2 AM-Step 3
Steps 1-7 Clean to Inspect Sources Contamination Simplification Work Standards / AMs
Inspect to Detect Lubrication Detect to Correct
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

45
TPM Kick Off– Overview Pillar V : Initial Product & Equipment
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 Free from major losses

Defect-free Easy to use
Competitive Easy to maintain
Clarify 4M conditions Does not manufacture defective
-Material -Machinery products
-Method -Manpower

46
TPM Kick Off– Overview Pillar VI : Quality
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
Result Oriented Approach
Establish conditions for “zero defects” “after it has happened”
Prevent the occurrence of quality defects
by maintaining the conditions within
certain standards
Inspect and monitor such conditions in
time series Cause Oriented Approach
Predicting the possibility of quality defect “before it happens”
occurrence by reviewing changes in
measured values
Take countermeasures in advance
47
TPM Kick Off– Overview Pillar VI : Quality
Quality approach
QUALITY DEFECT
Causes by:
Equipment not capable Improper Process Conditions Human Error
Build equipments which do not Educate operators

create defects
Crisis
Quality Assurance
Results Activities of
Control Equipment Monitoring Auto -Maintenance
Correspondence between Quality Field Training

features and Process conditions or
Equipment Capability
Control
Train operators to detect
of
and correct anomalies
Causes
MANAGE CONDITIONS
OF ZERO DEFECT
Preventive

48
Raw Material – Defect Mode Matrix

Appearance Color Example
Test Slick Test Visual Defects
Visual
Frequency 1/Load Frequency 1/Load

Responsible Quality Dept Responsible Quality Dept Specks
Equipment Slick Equipment Visual Off-color
Document Q 610 Form Document Q 610 Form
Color Rheology Protein Moisture Ash
Physical
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
Taste/Odor/Flavor
Organoleptic
Test Visual Off Taste

Frequency 1/Load Off Odor
Responsible Quality Dept
Equipment Visual
Document Q 610 Form
Wholesome-ness
Infestation Foreign Matter Freshness

Test Visual Test Visual Test Sell by Date Infestation
Frequency 1/Load Frequency 1/Load Frequency 1/Load Piece of Plastic
Responsible Quality Dept Responsible Quality Dept Responsible Quality Dept Expired
Equipment Visual Equipment Visual Equipment Visual
Document Q 610 Form Document Q 610 Form Document Q 610 Form
Micro Activity Temperature Traceability COA
HACCP
Test Acidity Test Temperature Test Lot # Record Test All Records High pH
Frequency 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 COA
Equipment pH Meter Equipment Thermometer Equipment Visual Equipment Visual
Document Q 610 Form Document Q 610 Form Document Q 610 Form Document COA File
Appearance Integrity Lot Code
Packaging
Test Visual Test Visual Test Visual Torn Package

Frequency 1/Load Frequency 1/Load Frequency 1/Load Illegible Code
Responsible Quality Dept Responsible Quality Dept Responsible Quality Dept
Equipment Visual Equipment Visual Equipment Visual
Document Q 610 Form Document Q 610 Form Document Q 610 Form

49
TPM Kick Off– Overview Pillar VII : Administative
Pillar VII : Administrative Work Improvement

Objectives
1) Minimize losses
2) Improve quality of work
3) Clear work allocation
Design Approach Engineering Approach

Steps
Customer Step 1 Work Inventory Make a List of all the work in the office
Expectations
Step 2 Priority Analysis Clarify priorities of all the work in the office
Organizational Step 3
Work Allocation
Clarify work allocation of all the work
Analysis
Mission
Capture the trend and benchmark of
Step 4 Activity Analysis Office work utilization
Departmental
Mission Step 5
Information Flow
Clarify detailed process flow of information
Analysis
Individual Step 6 Document Analysis Clarify objectives and design of documents

Roles &
Responsibilities Step 7 Meeting Analysis Clarify objectives and design of meetings

50
Example of Administrative Work Analysis “Work

Inventory”
Work Inventory Job Title: Data Management SpecialistName:

Work Activity Frequency Quantity Cycle time
Maximum
Maximum
Minimum
Minimum
Average
Average
Monthly
Document
Weekly
Yearly
Category Sub-Element Forms
Daily
Being Used
No No ( C heck one ) ( Times/How many ) ( Minutes )

1 Monthly Inventory 1 Plan and assign inventory X >Inventory Assignment
2 Physical Inventory X 1 2 1 2hrs >Inventory Sheet
3 Inventory Data Entry and Verification X 5hrs >Inventroy Sheet
>Resins
4 Report Generation X >Finished Inventory
>Inprocess Inventory
2 Data Entry of 1 Daily Data Entry X 15 2hrs >Job Card ( Molding )
Job Card >Job Card ( Finishing )
3 QS/ISO 1 Maintain and update documents for QS 9000 X
2 Maintain and update documents for ISO14001 X
3 Create Weekly QS Report X 3 12 >Molding Summary
4 Perfom Internal Audits
5 Preparing for external Audits
>Finishing Summary

51
TPM Kick Off– Overview Pillar VIII : Safety & Morale
Pillar VIII : Safety and Environment
Target = “Maintenance of peace of mind “
Safety Environment
Management Management
Zero Accident
Zero Injury Zero Pollution
Zero Waste
52
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

53
Problem Solving
Workshop

54
TPM Kick Off– Overview Problem Solving Process
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
55
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).
>Goal/Plan
Ideal >Standard
Situation i.e. - Manual
- Job Description
GAP = PROBLEM
Current
Situation
56
-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

57
-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 --?”
Countermeasure
Identification
Problem
Problems

58
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
Small Labels
•Horizontal/Vertical

59
-5. Priority Analysis

High
Impact
Low High
Feasibility
60
Steps III: Root Cause Analysis

-6. 5 Why Analysis
Problems Root Cause Analysis Root Cause Statement
Cross-
departmental
Issues
Keep asking Whys

Departmental
Issues

61
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

62
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 November
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
Steps
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

63
TPM – A Continuous Improvement Approach

,‘KAIZEN’, to eliminate losses
ACT PLAN
•ANALYZE THE ROOT CAUSE
•GENERATE COUNTERMEASURES STUDY
PREPARE
5 WHY ANALYSIS PLAN OBJECTIVES
Fishbone Chart
BRAINSTORMING Group Problem Solving
ONE POINT LESSON
CHEC DO
K
•MONITOR THE PROGRESS
•IDENTIFY BOTTLENECKS
Implementation
Small Group Activity

DATA GATHERING Focused Improvement Team
Detecting Problems
5W 1H DEMING ’s ‘PDCA’ Wheel
64
Evolution of Impact
Improve Your Company
Improve Your Performance
Improve Your People
Improve Your Equipment

65
WHAT IS YOUR CORPORATE CULTURE?

HIGH
EXCELLENT
IMPULSIVE / EMOTIONAL -PROBLEMS ARE CLEARLY DEFINED AND
COUNTERMEASURES ARE IMPLEMENTED
AS SCHEDULED.
-ATTACH HIGH PRIORITY TO SOLVING OF
TODAY’S PROBLEM. -PROFITABLE AND SUFFICIENT GROWTH.
LEVEL OF PROMOTING
-COUNTERMEASURES ARE NOT FOLLOWED -HUMAN RESOURCES ARE SMOOTHLY

COUNTERMEASURES
THROUGH TO COMPLETION. 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
-DOES NOT UNDERSTAND WHAT THE PROBLEM UNRESOLVED.
IS.
-PROBLEMS ARE CLEAR,BUT CONCRETE
-CAN NOT DISTINGUISH PROBLEMS FROM COUNTERMEASURES ARE NOT MADE.
COMPLAINTS.
-COUNTERMEASURES ARE MADE BUT ARE NOT
-ONLY THINKS OF TODAY’S MATTERS. IMPLEMENTED.
-EVADES IN-DEPTH DISCUSSION WITH -COUNTERMEASURES ARE TOO CONSERVATIVE

EXECUTIVES. AND NOT INNOVATIVE.
LOW LEVEL OF PROBLEM CONSCIOUSNESS HIGH
 JMA Consultants America, Inc.

66
5 S Video

67
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

68

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Management Team Training

© JMA Consultants 2004

© JMA Consultants 2004

TPM – Operating Philosophy

TPM Teamwork In Gemba

JMAC 1st Shift Supv

2st Shift Oper

1st Shift Oper

TPM Award & Its Levels

Level 4: Award For World

Level 3: Special Award

Level 2: TPM Consistent

TPM: Establishing a Corporate Culture

Customer Satisfaction Over Global Competition

© JMA Consultants 2004

The 8 Pillars of TPM

PLANNED DOWNTIME REDUCTION

QUALITY REDUCTION OF DEFECTS

ADMINISTRATIVE WORK 5S IN OFFICES

SAFETY & MANAGEMENT FOR ZERO ACCIDENT

© JMA Consultants 2004

TPM: “People Process”

 Maximizing Group Dynamics

 Communication : Using Common Language to be on the

© JMA Consultants 2004

CSM Global Steering Committee (2/yr)

BSNA Steering Committee (2/yr)

Company Steering Committee (Qrtly. / (Monthly))

Satellite Plant Steering Committee IC Pillar Meeting

© JMA Consultants 2004

TPM Steering Committee

 Next Steering Committee

© JMA Consultants 2004

Program Development Master Plan

Steps 1-7 Step 7 Steps 8-9 Steps 10-11

12. Total application of TPM

© JMA Consultants 2004

Roles of Pillar Champion

Plan Generate Action

© JMA Consultants 2004

Involvement of Each Department By Pillar

© JMA Consultants 2004

Activity Management : Example of Activity Board

The action plan Process failures/month

© JMA Consultants 2004

Eight Pillars of TPM

© JMA Consultants 2004

Pillar I : OEE (Overall Equipment Efficiency)

Define Quantify Analyze Generate

© JMA Consultants 2004

Available Time = 100 % OEE

3. Parts Change Out  Leaky cylinder,

4. Start Up Loss  Change Overs,

Net Not ready at 4AM,12 Noon, 8PM

6. Speed Loss  Run Rate, Machine

© JMA Consultants 2004

OEE: Comparison between “actual output”

Ex. Actual Output : 2,500 lb or units

© JMA Consultants 2004

OEE As Performance Evaluation

100 miles/hr X 10 hrs = 1,000 miles (Should-be Output)

0 mile 300 miles 1,000 miles

300 miles (Actual Output)