Basic TPM Workshop (Rev1)

Basic TPM Workshop
Conducted by OMB
TPM Secretariat & Training Center
Established July 2003
(2nd Edition - 11/12/03)
(3
rd
Edition 22/12/05)
2
1. Need for I mprovement Activities
1. Need for I mprovement Activities
2. Aspect of Loss
3. Concept of Chronic Loss
Contents
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1.1 Need for I mprovement Activities
1. From Growth to Reduction,
From Selectivity to Co-prosperity
2. From Local to Global
3. Living I n a Survival Age
4. Why I s Economy Slump Occurring?
5. Production
Having Structural Defects
6. Manufacturing Strategy
7. Without I mprovement Skill,
You Can Do Nothing
8. Three Factors for Strategy Deploy
Contents
9. Achievement of Global-Q
10. Achievement of Global-C
11. Achievement of Global-D
12. Achievement of Global-QCD
and Three Factors
and I nnovative Activities
14. Eliminating Equipment Troubles
15. Concept of TPM
16. Aims of Each Step
17. Hints on TPM
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1. From Growth to Reduction, From Selectivity to Co-prosperity
Survival keyword
Global QCD and Global-Thinking
2. From Local to Global
3. Living I n a Survival Age
In the 1970s
High growth era
In the 1980s
Growing companies
In the 1990s
Structural recession Selectivity
Now we are living in a survival age.
Without do anything, anyone or any companies will be left behind.
To survive in this competitive world,
effective strategies and hard-working efforts are essential.
Survival and co-prosperity
In the 2000s
Competitive QCD Standard way of thinking
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Debt overhang
4. Why is Economy Slump Occurring ?
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Continuously increasing orders
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Declining orders
Theres nothing we can do
about it.
Its just because economy is bad.
Wait until business recovers..
Equipment expansion Mass hiring
Recent Recession
Excessive equipment
Over-employment
Current, recession is not
temporary but structural.
Excessive equipment,manpower,and
companies will be naturally selected.
Nothing is expected to be back
as it was
Companies whose business are
good may soon or later submit
to the same business tide.
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5. Production Having Structural Defects
Continuously increasing orders
Increasing more and more
Equipment and manpower
Without taking any measures,
equipment and manpower will be wasted
Equipment: Mechanical failure, time-consuming set-up
minor stoppages, faulty production

Manpower : Workability, defective work, loafing
Faulty equipment Neglect of duty
Piles of defectives
Accumulation of waste
Waste
in production
1. Low quality production (Q-DOWN)
2. High cost production ( C-UP )
3. Delayed production ( D-DELAY)
High-growth era
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Theme 1 : Buildup of improvement skill

1-1 Response to the needs and size

1-2 High labor cost
Theme 2 : Buildup of engineering skill

2-1 Manufacturing at optimal cost

2-2 Maximum equipment operation
Introduction of
exclusive equipment
Full automatization
Designing Skill
Manufacturing Skill
Theme 3 : Buildup of Management skill

3-1 Offers products whose quality satisfies customer demands.

3-2 Deliver products within the time customer requested.

3-3 Maximize overall profits
Quality
management
Production
management
Profits
Business
management
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7. Without I mprovement Skill, You Can Do Nothing
Mechanical
failure
Minor
stoppages
Low
performance
MM
balance
Changeover
and/or setup
Overstocking
Shortens operating
time
Required operators
constant attention.
Wastes materials
and man-hours
Loafing
Leaves equipment
un operated
Wastes materials
Poor
workability
Shortens operating
time
1.Targeted production volume cannot be met.

Delivery delay

2. More equipment investments are required.

Increase of depreciation expenses

3. Defective work cost (wastes) is high

Increase of materials costs

4. More workers are needed.

Increase of labor costs
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Loss chronically occurs
No improvement
skill
No engineering
skill
No management
skill
Delivery schedule
will be delayed
The required
cost cannot
be realized
The required
quality standards
cannot be met
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8. Three Factors for Strategy Deploy
Control
Skill
Profits secured
Management skill
Engineering skill
Profits increased
Profits recovered
Improvement skill
Survive forever
Survive in
future
Survive at
present
Executives
Administrators
Designing and
Engineering
Divisions
Manufacturing,
QA, Operations
Divisions

To realize Global-QCD, improvement skill, engineering skill, and management skill are essential.
These three factors will work in order of improvement, engineering, and management..
A company that has no improvement
skill has no engineering skill.
A company that has no engineering
skill has no management skill
A company that
has none of these
three skills
cannot achieve
Global-QCD
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9. Achievement of Global Q
Achieving Global-Q
yields reliability as well
as customer satisfaction

CS age
6s age
QA age

Outside material
manufacturers
No defective materials
are stocked
No defective products are
brought to the market
Careless mistakes are
avoided
No equipment
troubles occur
No defective products
are manufactured
Customers
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10. Achievement of Global C
In panic
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Share for
equipment
operation
Breakdown
equipment
Excess
person
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Amount of
Reduced
waste
Amount of
eliminated
excess labor
Scrap
wasted
material
Equipment ability and
utilization are
maximized
are manufactured
Efficient work
operation is
implemented
Deficit
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Cost-wasting company Elimination of loss Lean manufacturing
company
Achieving Global-C yield profits as well as customer satisfaction
Creation of customer
satisfaction and profit
Temporary storage site for defectives
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11. Achievement of Global D
Achieving Global-D
yields business opportunities
as well as customer satisfaction.
Outside material
manufacturers
Prompt response to abnormality
Final product are
delivered on time
No equipment
troubles occur
Work operation conforming
to the standards.
are manufactured
Materials arrive on time
Reasonable
production plan
Customers
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12. Achievement of Global-QCD and Three Factors
Global
QCD
Achieving Global-QCD yields reliability, profits,
And business opportunities as well as customer satisfaction.
On-time delivery
of final product
Prompt response
to abnormality
Reasonable production plan
manufactured
Work operation
conforming to
the standards
Equipment ability
and utilization
maximized
On-time delivery
of materials
Efficient work
operation
Careless mistakes
avoided
No equipment
troubles occurring
No defective
materials in stock
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13. Manufacturing Strategy and I nnovative Activities
Gaining a competitive advantage
over other companies (Differentiation)
Manufacturing strategy Development of the skill to fully operate
the equipment and of improvement skill
But, practically workers cannot fully
handle various machines
Change the way
of thinking
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Conversion to machine-centered industries
Limitation of manual operation
Change the way
of thinking
Exclusive equipment
Automatization
High-precision equipment
Robotization
Uneven levels of work
No Meister training environment
Practice cannot fully improve accuracy
High labor cost
Limitations of working efficiency
Limited working condition
Quick delivery of high-precision
and high-quality products at low cost
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14. Eliminating Equipment Troubles
Mechanical
failure
Minor
stoppages
Time-consuming
setup
Approach to prevent mechanical failure
and minor stoppages
Approach to improve time-consuming setups
Approach to eliminate faulty production
Faulty
production
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Global QCD is realized by
eliminating equipment troubles.
Q : No complaints
C : Reasonable profits
D : No delivery delay
Q : Receiving complaints
C : Making no profits
D : Causing delivery delay
Production delay Need more people Defective results
In panic
Oh My God !!!
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Train people to be a person who has a detailed
knowledge of equipment and improvement skill
1. Be able to implement TPM steps. 4. Increasing improvement and solution skill
2. Positive attitude and leadership 5. Others
3. Developing presentation and
training skills
15. Concept of TPM
Training
Action
&
Practice
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0ST Ensuring safety
1ST Overhauling,
cleaning,re-assembly
2ST Improvement of
equipment
3ST Lubrication standards
Acquire all necessary knowledge.
# Specific skills, technical skills,
general knowledge
1.Reducing minor
downtimes
2. Reducing equipment
trouble
3. Reducing rework
and scrap
4. Enhancing efficiency
of overall equipment
TPM
Learning
Taking
a temporary measure
As a result
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Aim: Learning the Cleaning is inspection idea through overhauling
Cleaning is the way to find minor defects in the equipment, question, and potential sources
(foreign materials and displaced components).
Clarify the 2 GENs (fundamental function and fundamental condition) of each part and re-assemble it as it was

Contents : 1. Identifying and repairing deterioration and defects 8. Making a list of inspection points of minor stoppage
Creation of checklist 9. Completing the Event Observation Sheet and
2. Raising and clear-up of the questions, creation of checklist the Production Process Master Sheet
3. Identifying and removing unnecessary items
4. Identifying the potential sources
5. Identifying the parts that are difficult to clean or adjust
Creation of checklist
6. Establishment of the adjustment and cleaning procedures
7. Creation of cleaning time chart

Aim: Ensuring safety and securing activity space
Safety of equipment : Equipment is able to be completely shut down. Equipment is installed as it will never cause injuries.
Safety of personnel : Cultivate the sense to predict danger and the ability to keep away from danger .

Contents : 1. Establishment and execution of the startup and shutdown procedures.
2. Checking the locations and operation of the safety system and restoring the system
3. Identification and remedies of the safety problems; creation of a checklist and a map
4. Implementation of KYT ( Hazards Prediction Training)s
touch-and-call training and creation of check sheets
5. Creation of a safety map
6. Elimination of unnecessary items and the preventive measures
7. Quantitative ascertainment of four major losses ( minor stoppages,
mechanical failure, time-consuming setup, and faulty production )
8. Securing the space for TPM activities (Perfect cleaning and organizing)

What is Step 0 ?
What is Step 1 ?
16. Aims of Each Step
To achieve the objective
study the equipment
structure and unit
functions.
Preparations
Determine the group concept.
Create a 3-dimensional illustration.
* Create OPLs of all steps
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Aim: Improvement of equipment
Pursuing the equipment structure which has caused the problem according to 3 GENs ( job site, actual thing and
phenomenon) and 2 GENs ( fundamental function and fundamental condition )
Clarifying the mechanism of the root cause and taking the fundamental measure against the problem

Contents :
1. Clarifying specification conditions and use conditions of the equipment according
to the principle, and adjusting the equipment to an ideal condition.
2. Studying constituent technologies.
3. Preventive measure against the potential sources; anti-scattering measures;
improvement of the cleaning procedure; improvement of the equipment
4. Taking measures for the parts that are difficult to clean
Creation of the cleaning standards.
What is Step 2 ?

Aim: Maintenance
Maintaining the improved conditions.

Contents :
1. Studying the principle, necessity, and method of lubrication
2. Investigation of sliding parts; creation of checklist and map
3. Identifying the parts that are difficult to lubricate and taking measures
for this matter; creation of checklist
4. Creation of provisional lubrication standards
(type of oil, lubrication method, tools, and cycle)
5. Creation of the standards for cleaning, lubrication, replacement, and inspection.

What is Step 3 ?
To achieve the objective
study the sliding parts
and lubricating oil
To achieve the
objective,
study a lot of
constituent
technologies
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17. Hints on TPM
Make yourself flexible and thoroughly study to the end.

Flexible Accepts lessons (and your mistakes).
This is the first step to devote yourself to brain work.
Thoroughly Strictly follow the basics in order to change your mind.
To the end Do not give up. This is the only way to succeed.
Study yields results.

There are variety of pieces of equipment with high constituent technologies on site.
Those pieces will further continue to be upgraded. To improve the equipment,
technical studies are necessary. Ignoring the specifications for general parts
cannot achieve true improvement, which in turn failing to yield satisfactory results.
It is important to keep a positive attitude towards learning.
Your answer is in the field

Minor stoppages are occurring not in the office, but in the job site.
You cannot solve a problem, just sitting at the desk and thinking about one way or
another without visiting the scene. It is important for you to visit the job site and precisely
check the fact.
Next time a minor stoppage occurs, rush to the job site.
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Lack of time is not excuse.

Do not make excuses for your in complete work.Excuses such as lack of time and machine
troubles yield nothing.Question your current practices in terms of effort, enthusiasm, and
Learning.

Failure from earnest work can be a great asset.

Failure resulted not from corner-cutting work but from conscientious work will later become a
great asset.
Accepting own mistake will surely bring the person a great success next time.
Lack of time is not your excuse.

Do not make excuses for your incomplete work. Excuses such as lack of time and machine
troubles yield nothing. Question your current practices in terms of effort, enthusiasm and
learning.
Keep working for high requirements; do not content with the present situation.

Bosss low requirements can stop the followers growth and development because they may
accept things as they are and will not make efforts.
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1.2 Aspect of Loss
1. Four Major Equipment Losses
2. Aspect of Loss
3. Loss Calculation
Contents
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Working hours
Load time

Time that the equipment is able to
be used for its intended purpose
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To quantitatively ascertain overall equipment losses,
each of the four major equipment losses is clearly defined
Scheduled
machine stoppages
Scheduled operational downtime, breaks and lunch period,
emergent shutdown of entire factory, meeting period,
TPM activity time
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Machine stoppages
for management
reasons
Time that the equipment is stopped to await products,
material, or operators

Operating time

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Mechanical
failure
Time that the equipment is not running due to damaged
parts, overall breakdown, or erred operation.
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Setup
Equipment is not running due to the following reasons:
1.Initial setup, preparatory task, and cleaning performed before and
after a production process
2. Setup and adjustment involved in equipment model change
3. Replacement of molds, cutting tools, or adjustment tools due to expired service life
4. Accuracy adjustment, quality verification, lubrication, and chip removal for
maintaining normal operation.
5. Test run or pre run to ensure the equipments smooth operation.
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Net operating
time
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Minor
stoppages
Idling
The entire system is running, but due to parts caught,
product jam, or inconsecutive operation, a part of
equipment is idling or stops its operation.
3
Effective
operating
time
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Poor
production
Process
rework
Rework or scrap of the defectives which were found or
specified in the equipment in charge (on your production
line).
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Four Major Equipment Losses
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Four Major Losses and Operating Rates
Working hours
Load time
Operating time
Four major loss time
The proportion of the operating time (equipment running time) in the load time
What is Operating Rate ?
Mission

Reduce the time expended on four major losses and
increase the operating rate !!
Aim to reach the ultimate goal.
Management loss time
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Calculation of Operating Rate
Working hours
Load time

Time that the equipments is able to
be used for its intended purpose
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Operating time

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Working hours ----- Start / End of shift
e.g . Regular time 8:30 to 7:15 = 525 min
Three-shift schedule between 8:00 and 8:00 in the
next day = 1440 min

Operating Rate =
(%)
Operating Time
Load Time
X 100
Operating Rate =
(%)
Actual Production Volume
Theoretical Production Volume
( Load Time / Cycle Time)
X 100
Or
Formula
Management loss time ----
Time that it is necessary for the equipment to be
stopped for its management and intended purpose
Initial inspection, meeting, awaiting time, power failure,
parts shortage, cleaning, improvement activity
break/lunch, TPM activity, and routine maintenance
Load time = Working hours Management loss time
Operating time = Load time Total time expended on four major losses
( Time that the equipment is actually running )
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3. Loss Calculation
Relays are being manufactured in a production line in three shifts.
Each shift (for 8 hours) has a 15-minute meeting and a 45-minutes break/lunch period.
During that time, the production line is stopped..
On this day, the time to await materials was a total of 45 minutes through the three shifts.
Lot change was performed five times and each of the task required 10 minutes.
A mechanical failure occurred and it took 100 minutes to restart the production line.
Minor stoppages occurred 30 times.
Total 30,000 pieces of parts were supplied and 500 defectives were resulted.
The cycled time of this production line is 2.0 seconds/pc.
Working hours
Load Time
Operating Time
=
=
=
1.
2.
3.
Net Operating Time
Effective Operating Time
=
=
4.
5.
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Working hours
=
1440 min 1.
Load Time
=
1215 min 2.
Net Operating Time
Effective Operating Time
=
=
4.
5.
1000 min
983.3 min
For 24 hours due to the three-shift schedule
(1440 min)
Management Loss 225 min
Meeting 15 min X 3 times = 45 min
Break/Lunch 45 min X 3 times = 135 min
Awaiting materials = 45 min
Total 225 min
Downtime Loss 150 min
Mechanical failure = 100 min
Lot change 10 min X 5 times = 50 min
Total 150 min
Faulty production loss 16.7 min
Minor stoppage 30 times = 65 min
( 1440 225 = 1215 )
Theoretical production volume
during the load time 36450 units
Operating Time
=
1065 min
3.
( 1215 150 = 1065 )
during the operating time 31950 units
(Theoretical production volume during the load time 31950 units - Number of final products 29500 units ) = 2450 units
2450 units x 2.0 s = 4900 s / 60 s = 81.7 min
81.7 min - Faulty production loss 16.7 min = 65 min
Number of final products 29500 units
Number of defective products 500 units X 2.0 s = 16.7 min
( 1065 65 = 1000 )
Speed Loss 150 min
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Applied Calculation of Operating Rate
This is a daily report about the production line in charge of Production Section IV.
Check this report and fill in the following blanks ( or answer the questions ).
1. Load time =

2. Theoretical production volume
during the load time =

3. Operating rate =
min
units
%
4. Operating time =

5. Total minor downtime =

6. Calculate the proportions of four major losses
respectively and graph the result.
min
min
A Morning assembly.Instruction,break/lunch
B Inspection , cleaning
C Adjustment of production process,awaiting instruction
D Parts shortage
E Setup
F Machine failure,repair
G Rework of non-confirmating items
H Others
8 9 10 11 12 1 2 3 4 5 6
B15 F30 A45 E30 E20
Number of defective products 17 units
Work Report
Assembly line (Cycle time 1.4 sec)
Start at
8:30

End at
5:15
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1.Load time = Working hours Management loss time
= 525 min 60 min = 465 min

2. Theoretical production volume during the load time = Load time / Cycle time
= 465 min / 1.4 s = 19928 units

3. Operating rate = Actual production volume
= 16000 units
19928 units
X 100
X 100 = 80.3 %
Management loss = B15 + A45 = 60 min
D Parts shortage
E Setup
H Others
8 9 10 11 12 1 2 3 4 5 6
B15 F30 A45 E30 E20
Work Report
Start at
8:30

End at
5:15
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4. Operating time = Actual production volume x Cycle time OR = Load time x Operating rate
= 16000 units x 1.4s = 373 min = 465 min x 0.803 = 373 min

5. Total minor downtime = Total time expended on four major losses (Time expended on mechanical failure
+ Setup time + Time expended on defective products)
= 92 min 80.4 min = 11.6 min
# Total time expended on four major losses
= Load time Operating time
# Time expended on defective products
= Number of defective products x Cycle time
D Parts shortage
E Setup
H Others
8 9 10 11 12 1 2 3 4 5 6
B15 F30 A45 E30 E20
Work Report
Start at
8:30

End at
5:15
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6. Calculate the proportion of four major
losses respectively and graph the results.

Setup = 50 min
Machine Failure = 30 min
Minor downtime = 11.6 min
Faulty production = 0.4 min
Total time expended on four major losses 92 min
54.40%
32.60%
12.60%
0.40%
Setup
Machine failure
Minor downtime
Faulty production
D Parts shortage
E Setup
H Others
8 9 10 11 12 1 2 3 4 5 6
B15 F30 A45 E30 E20
Work Report
Start at
8:30

End at
5:15
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1.3 Concept of Chronic Loss
1. Losses and Ultimate Goal
3. Chronic Loss Condition
(I n the Case of Minor Stoppage)
4. Why I s the Chronic Loss I gnored?
Contents
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1. Losses and Ultimate Goal
1. Loss is defined by a gap between the present situation and the target.
Therefore , the volume of loss varies depending on where you set the target.

2. When you follow the above idea,
the amount of loss is a crucial factor.
Pursuing the ultimate
goal, you will realize
the innovative solution
The volume of loss
depends on which level of
performance you will
pursue, ultimate level or
current level.
3. Solving a problem in an innovative way will be the breakthrough
in the present situation
Traditional solution
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Loss evaluation viewed

from the ultimate level
Ultimate level
Current level
The innovative
solution will remedy
the present situation.
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What is pursuit of the ultimate goal ?
Operating rate 75%
Yield rate 99.0%
Content with
the present situation
Operating rate
Yield rate
100 %
Set the ultimate goal.
Accepting the present situation.
Lack of motivation
Excuse for doing nothing
Change peoples mind.
Improved enough.
Impossible to improve any further
Too busy to do the extra work
Equipment is old.
It is not in the budget.
Equipment cannot be shut down
for that reason
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Potential
(Difficult to be noticed)
1. Chronic loss is a repeated failure event that occurs within a certain range of loss variation .
Sporadic loss is an irregular failure event that occurs beyond a certain range of range of loss
variation

2. Characteristics of chronic loss
# The loss is potential because it is not noticed, overlooked, assumed, or accepted.
# The cause and effect of the chronic loss are not clear.
# A failure event recurs even though a countermeasure is taken.
# The accumulated amount is significant
To address the chronic loss,
the way you think and the way
you do should be fundamentally
reviewed. (You can not eliminate
it in the traditional way)
1. Take a prompt action against
the sporadic loss. Otherwise,
things will become worse.

2. Resetting the system is a useful
measure
Visible
(Easy to be noticed)
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There are
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3. Chronic Loss Condition (I n the Case of Minor Stoppage)
1. Sporadic minor stoppage occur at random and infrequent intervals due to
operators poor adjustment or careless mistakes.

2. Minor stoppages are gradually increased due to some reasons such as
deterioration of the parts, deviation of the units, and wear of the path lines.

3. These problems are left without being taken any measures, resulting in continuous
increase of the problems.
Chronic occurrences of
minor stoppages
(Operators attention is required.)
Only sporadic minor stoppages
are handled.
(A long adjustment work is required.)
0
20
40
60
80
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4. Why I s the Chronic Loss I gnored ?
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Unawareness
Action has not been taken.
- The volume of the loss is
unknown because the entire
loss is not grasped.
Action has been taken.
- The result does not make
improve
- There is no sign to improve.
Action cannot be taken.
- Only a brief action is taken
because a fundamental
measure has not yet been
figured out
Inappropriate action
(The cause was identified)
The action is not
completed
The cause cannot
be identified
Struggling to restart
the equipment system
No sensitivity to loss
1
Loss is accepted.
The concept of loss
improvement is
taken wrongly
2
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Occurrence of chronic loss is not recognized.
(It often happens at minor stoppages, speed loss, or rework loss.)
# There is no aim to reach
the ultimate level.
# The loss is
underestimated.
Background of ignoring
80%
20%
Reason for ignoring the loss
37
1. Approach to Step Zero
Contents
1. Step 0 : Ensuring Safety
2. Establishment of the Startup and Shutdown Procedures
3. Checking the Locations and Operations of the Safety System
and Restoring the System
4. Creation of a Safety Map
5. Identification and Remedies of the Safety problems
6. KYT (Hazards Prediction Training)
7. Elimination of Unnecessary Items and the Preventive Measures
8. Major losses
9. Chronic Loss
10. STEP ZERO Activities
38
1.0 Step 0 : Ensuring Safety
Most of you will probably operate the equipment for the first time. Step 0 is
an essential stage to implement the coming TPM activity safety.
At this step, you will learn how to turn off the electricity and air completely
and how to start and shut down the equipment. Before you start, clean and
organize the space for the TPM activity. Dirty or untidy environment and
insufficient space cannot achieve satisfactory results.
1. Aims of step 0
Process of the activity
Training by instructor
Investigate the failures and safety problems lying in
the equipment using various reports or sheets, and
take necessary measures.
Write what you have learned in an OPL sheet,
and share the information with everyone to
raise the overall performance level.
Establishment of the startup and
shutdown procedures
OPL
Safety map
Map of safety problem
Unnecessary Item List
Checking the locations and operations
of the safety system
39
Develop the ability to predict
hazards so that accidents can
be prevented in advance.
1.1 Concept and Process of Step 0
The Step 0 activity aims to ensure safety.
Safety is an essential factor to implement the TPM activity. We must
secure this both from the equipment side and the personnel side.
1. Aims of Step 0
Make accident-proof equipment.
Ensuring Safety
From the equipment side From the personnel side
40
1.2 Flow of Step 0
Ensuring Safety
Creation of 3D Illustration
Defining the Activity Concept
Role sharing, Creation of Activity Schedule
Setting FOUR Targets
Implementation of KYT (Hazards Prediction Training)
Establishment of the (Provisional) Startup
and Shutdown Procedures
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Summary of the Activity
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Establishment of the Startup and Shutdown Procedures
Safety from the
personnel side
Safety from the
equipment side
Sub-theme Activity
Data Collection
Creation of Four Graphs in One Set
1. Load factor
2. Time transition of the operating rate
3. Details of the four major losses
4. Time transition of the most significant
failure event
Number of times that a minor stoppage
occurred and MTBA
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Root Cause Analysis of
Most Significant Failure Event
Minor Stoppage Map
Selection of a Theme to be Implemented at Step 1
Daily Report of
Minor Stoppages
Specify the loss that
should be improved.
This is a preparatory
work for step 1

Writing the results in the Activity Schedule sheet
Four target
Creation of a progress chart
Counting of the activity time and creation of a chart
Summary of the findings, failures, and surprised matters
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2.0 Establishment of the Startup and Shutdown Procedures
1. Purpose
To specify the safe procedures for the TPM activity
a) The equipment is shut down safely to put in a zero energy state.
b) The equipment is started safely to put in a standby state.

2. The Zero energy state is that the power supply of the equipment is not turned ON.
a) No voltage supplied (Breaker is turned OFF.)
b) No air pressure applied (Pneumatic valves are closed)

3. Notes on establishing the procedure
a) Every time you perform an operation, be sure to confirm it.
(Operation [ Confirmation [ Operation [ .)
b) An operation point and a confirmation point should be clearly indicated
on the illustration of the equipment.
c) An operation point and a confirmation point should also be clearly
indicated on the equipment body and the operation panel.
d) After the procedures are established, all members should execute them to
check. (During the operation, if there is an improper step, correct it.)
e) Some columns are added to the layout drawing so that each step can be
checked at every startup and shutdown.
42
3.0 Checking the Locations and Operations of the
Safety System and Restoring the System
1. There are two safety systems:
Safety system that protects human
and
Safety system that protect equipment
Safety system that protects human
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j Emergency stop switch
k Safety key switch
l Safety bar
m Safety mat, Area sensor
n Depressurizing valves on the pneumatic
and hydraulic pressure lines
o Gas detector
p Valves for removing residual liquid
from the solution lines
j Over-current [ Over-current relay
k Over-voltage [ Over-voltage relay
l Over-load protection [ Torque limiter
m Pressure safety valve
n Temperature sensor switch
Safety system that protects equipment
Check each operation of the safety system that protects human.
Understand the operating range of the safety system.
Restore the safety system that is not active.
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4.0 Creation of a Safety Map
1.Write the following items in the layout drawing of the equipment and
indicate the Safety zone.
Location and name of the safety system
Area or unit that is stopped by the safety system
Location of the safety system that is waiting to be restored, and date
to be restored
Place where the safety problem has been found, and date to be measured
Results of KYT, and place that has been specified as hazard

[Notes on creating a safety map]
Include the peripheral units related with the equipment such as the
control panel and the operation panel.
Indicate safety zones.
(Distinguish each function of the safety system by using different colors.)
Indicate partial stoppage areas.
(Distinguish between unit stoppage and overall stoppage.)
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4.1 What I s 3-dimensional I llustration?
3D
Illustration
Purpose:
Used as a map for items
to be implemented
at each step

Points:
1. Draw the view of the entire equipment
2. If the intended area is hidden behind,
cut out the equipment in the drawing
to view it.
Glossary
3-dimensional (3D) illustration:
Illustration viewed from above
Like a birds-eye view.

1
3D Illustration of G6H Coil Welding Machine
Purpose of 3D I llustration:
To understand the structure of
equipment and use for activity
45
4.1 What I s 3-dimensional I llustration?
Startup and
Shutdown
Procedures
Purpose:
To specify the procedures
to perform Startup and
Shutdown of the equipment
safely
Points:
1. When starting the equipment, first turn ON the power supply and then turn ON the air pressure.
2. When shutting down the equipment, first turn OFF the air pressure and then turn OFF
the power supply.
3. Clearly indicate the operation points and confirmation points to facilitate the work procedure.
4. Plan the procedure that enables you to access the operation points and confirmation points
with your standing in front of the equipment.
(Modify the equipment if necessary)
3D Illustration of G2R Armature Assembly Machine
2
46
5.0 I dentification and Remedies of the Safety problems
1. Identify the safety system that does not properly operate during
the operation check, and note it on the list.

2. Identify the part that is regarded as unsafe from the external view
of the equipment, and note it on the list.

3. Identify the part that is regarded as unsafe from the result of KYT,
and note it on the list.

4. Plan countermeasure.
Set priorities for proposed measure to be taken.
Discuss the details of the measure.
Appoint a person to be responsible for execution of the proposed
measure and a due date.

5. Take action
Take the countermeasure according to the schedule.
Check the progress and the results.
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Rank A
Rank B
Rank C
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6.0 KYT (Hazards Prediction Training)

Each member of the group identifies potential hazards (*) in the
workplace or operation. Then, all the members discuss their results
to specify the cause of hazard. After planning preventive measures
against the hazard, the members make a future action plan.

# Hazard is an unsafe or condition that may cause an occupational injuries or accident.
You will become sensitive to hazards.
You will develop a habit of taking a
preventive measure before action.
What is Hazards Prediction Training?
By repeating the above activity,
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FOUR Rounds
of KYT
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6.1 FOUR Rounds of KYT
Round Aim Idea Procedures
1 R
Quantity
Know the fact.
(Understanding
of the present
state)
What kind
of risk is
hiding?
Everyone identifies potential hazards in the
workplace or operation, and discuss the
results to assume the impact (accident) to
be caused by the hazards.
2 R
Quality
Explore the
cause.
(Seeking of its
Actual nature.)
This is the
key point
of risk!
Circle (O) the potential hazards of all those
identified; double-circle ( ) the most
possible hazard of all those circled.
3 R
Quantity
Plan
countermeasure
(Planning)
How do you
handle the
risk?
Discuss how to eliminate the serious
hazard marked with and plan a
specific measure.
4 R
Quality
Make action
plan
(Target setting)
We take
this action!!
Select a priority measure and put a * mark
for it. Then, set a team target to
implement the priority measure. (Set a
one-point Finger pointing and Call item
and perform a touch-and-call action.)
49
6.2 How to implement KYT
1. At step 0, KYT is implemented during operation and cleaning of the model equipment.
2. KYT should be implemented while the operator and equipment work is being
monitored on the job site.

3. Four rounds of KYT should be implemented as training at appointed time.
Round 1 *** Discuss about how everyone is able identify more than one hazard.
For example, some copies of Hazard Identifying Sheet are distributed to
all the members and after they find the hazards, the secretary collects the
sheets and summarizes them.
Round 2 *** Discuss the results with all the members, mark O or to narrow down the
focus and choose the most serious hazards.
Round 3 *** Plan preventive measures as many as possible, while ignoring the effect,
cost and possibility.
Round 4 *** Select a priority measure that enable us to prevent risk by taking action.
You may select one or more priority measures. The measures that are not
selected are included in the Safety Problem List.

4. Make a slogan from the results of the four rounds. Then, before the production
line starts, the slogan should be vocally confirmed together with a touch-and-call action.

5. Give a one-point lesson on the most serious hazard and the preventive measure.
* It would be convenient if the relevant operation were videotaped for repeated check.
50
7.0 Elimination of Unnecessary I tems and the Preventive Measures
7.1 Elimination of unnecessary items
1. Elimination of unnecessary items means:
Sorting necessary items and unnecessary items, and
removing the unnecessary items from the work area.

2. The unnecessary items are:
I tems that cannot be used: Damaged item, defective item,
pending item, unmarked parts, parts remaining from jobs
I tems that is not in use: Items used for the old products, unknown items
Excessive items: Extra parts, Excessive unfinished items

3. The unnecessary items are sorted by:
Fixtures: Shelf (shelves for parts, tool and spare parts)
Table: Work bench, part table and storage table
Carrier: Cart for material, cart for parts
Materials and parts: Material, parts, work in process,final products
Equipment and tools: Adjustment tool, machine tools, inspection tools,
machinery, pipes and wires
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7.2 How to eliminate the unnecessary items
1. While cleaning your work area (except the equipment itself), identify all
unnecessary items.
2. Collect the unnecessary item you found and place them at a specified place
(a place that can catch everyones attention).
3. Write information about the unnecessary item such as place where the item was
found, name and quantity.
4. Classify each unnecessary item into the following categories:
A : Items that cannot be used B : Items that is not in use C : Excessive items
5. Investigate why the unnecessary items are present in the work area, and specify
the cause.
6. Plan the measure that prevents the unnecessary items from being left untouched.
* Do not bring any unnecessary items.
* Do not place any damaged items in your work area.
* Mark or tag the necessary items, and dispose the unnecessary items immediately.
7. Depending on the frequency of use, handle the unnecessary items by the
following methods:
Disposal, keeping in storage, reuse by the other divisions, repair to be recycled.

* The place for unnecessary items should be determined in advance.
* Effect index: Number of items to be removed / Space that the items are removed from

52
10.0 STEP ZERO ACTIVITIES
10.1 General Steps.
1. Aim of the activity at step 0
Clearly (Quantitatively) defined the four major losses.
Calculate the operating rate as a management index.
Grasp the theme for improvement.
2. Details of the activity and precautions
Clearly define each failure event and collect data by following its definition.
Especially identify the setup, minor stoppage, and reworkable failure.
Collect the data of the four major losses until you understand their occurrence trend.
Usually trace the four major losses back to the last three months to discover
their occurrence trend, and then mainly keep following the data of the most
significant loss.
Create three graphs representing the activity results. (for sub-theme)
Three graphs: Time transition of the operating rate, details of the four major losses,
and time transition of the most significant failure event.
(Triple set of sub-theme)
Analyze the root cause of the most significant failure event.
Specify the following items: Place occurred (minor stoppage), reason for
occurrence (defectives), work at occurrence (setup).
Specify the theme (most possible cause of the most significant failure) from step 1 onward.
Indicate the progress of the theme and the goal of the improvement in specific figures.

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10.2 Minor Stoppages Step
1. Define minor stoppages.
Define a mechanical failure and specify the difference of each failure.
Intentional stoppages such as replacement of tools and quality check are defined
as minor stoppage.
Equipment stoppages due to awaiting of products or operators will not be defined
as minor stoppage.
2. Determine the method of collecting data about minor stoppages.
Consider the way to collect accurate data about minor stoppages.
There are two methods: Counting and calculation.
Discover the way to easily identify the place where a minor stoppage occurred.
(Prerequisite for creation of a minor stoppage map)
3. Collect the data of minor stoppages and check them for accuracy.
(review of the collection method).
Collect the actual data of minor stoppages and check them for accuracy. If they
are not accurate, review the data collection method (based on the assumption
that the data collection is continued to be implemented).
4. Analyze data.
Create the transition graph regarding occurrence of minor stoppages.
Calculate MTBA (Mean Time Between Assists, or frequency of minor stoppages).
Graph MTBA (Draw it on the transition graph).
Sort sporadic stoppages and chronic stoppages.
Correlate sporadic stoppages with operators and products.
Create a Minor Stoppage Map.
Specify the place occurred (Pareto chart by place, top 3 minor stoppages.)

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5. Set a target level of improvement.
Set a target level for every place where a minor stoppage occurred.
Set a target level for each step.
Finally, take a countermeasure against the minor stoppage that is not caused
by the equipment itself.
6. Create a Daily Report of Minor Stoppages.
Place where a minor stoppage occurred, product name, name of the operator who
performed the setup.
Complete the report by writing whether maintenance has implemented or
not as well as other necessary items.
Actually keep logs of minor stoppages on this report, and if any inconvenience
arises, correct the form of the report.
7. Take daily measures.
Summarize the daily reports of minor stoppages and create a transition graph.
When a minor stoppage occurs, check the daily report and find out the root cause
from the aspects of equipment, personnel, and product.
Take the necessary measure in response to the following root cause
of minor stoppage.
+ Equipment root: Specify the place occurred and solve the problem according
to the improvement step.
+ Personnel root: Create the standards and comply with them. Conduct training
to keep the standards.
+ Product root: Give the Designing division feedback on the root cause of the
product failure and the effective measures.
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Target Item/Area: Group:
Date Safety Problem Rank Measure
Person in
charge
Due Date
Completion
Date
OPL No.
Safety Problem List
56
Group:
Model Equipment : Leader : Secretary : Participants: Theme/Video No.:
Round 1: What kind of risk is hiding? (All the participants discuss to discover the hazards.)
Rounds 2: This is the key point of risk! (Mark i for the most serious hazard.)
NO. NO.
1 16
2 17
3 18
4 19
5 20
6 21
7 22
8 23
9 24
10 25
11 26
12 27
13 28
14 29
15 30
Round 3: How do you handle the risk? (Plan countermeasure to prevent the serious hazard.) Round 4: We take this action!! (Mark * for a priority measure in the
evaluation column and determine the behavioral objective.
No. Serious Hazard ( i mark in Round 2 ) No. [Target ] Round 3: To implement t he priorit y measure. [Comment s]
Set a slogan as t he behavioral object ive
Evaluation Evaluation Write the cause and effect including a hazard and its possible impact. Write the cause and effect including a hazard and its possible impact.
Evaluation Countermeasure
KYT Sheet (Hazards Prediction Training)
57
A : Item that Cannot be used
B : Items that is Not In Use
C : Excessive items Group:
Where What How many A B C Measure Due Date
Person in
charge
Implementation
Date
No.
Category Cause
( Why does the unnecessary item
exist in the work area?)
Action
Unnecessary Item
Date
58
Created by: Leader: Instructor:
(OMRON) TPM One Point Lesson
OPL (One Point Lesson) * Use a picture or drawing for easy understanding
5Safety measure 5Quality 5Equipment
5Basic knowledge 5Restoration 5Parts
5Example of improvement 5TPM 5Others ( )
[Supplementary notes]
1. Write what you learned and the answers to your questions
in this sheet.
2. Draw some picture to help everyone understand
3. When crerating a lesson;
1. Ask professionals or manufacturers.
2. Check relavent documents or catalogs.
Source:
4. After creating this sheet, open a seminar to make
everyone understand the subject
Date
Instructor
TPM-OPL-
Student
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Category
Objective
Registration No.
Theme
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Four Targets
Step: Group:
1
Results
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3
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Target Item
Date of Step Diagnosis
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Step: Group:
NO. Role
Step Role Sharing List
Member Details
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Step: Created on : Date /Month /Year Group:
No. Activity Detail Role Notes.
Plan
Performance
Plan
Performance
Plan
Performance
Plan
Performance
Plan
Performance
Plan
Performance
Plan
Performance
Plan
Performance
Plan
Performance
Plan
Performance
Activity Schedule
62
Activity time per person = 30 min.
30
31 32 33 30 26 27 28 29
Safety Map
Creation Check
Location of the Safety System
Identification
Progress Chart for Step 0
Group
Creation Implementation Check
Startup and Shutdown
Safety Problem
Identification Measure
Identification Measure
Check Restoration
KYT OPL Sub-theme
34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
100%
80%
60%
40%
20%
100%
80%
60%
40%
20%
100%
80%
60%
40%
20% 100%
80%
60%
40%
20%
100%
80%
60%
40%
20% 100%
80%
60%
40%
20%
100%
80%
60%
40%
20%
100%
80%
60%
40%
20%
100%
80%
60%
40%
20%
100%
80%
60%
40%
20%
100%
80%
60%
40%
20%
100%
80%
60%
40%
20% 100%
80%
60%
40%
20% 100%
80%
60%
40%
20%
63
Forms for Applicant Item Checkpoints
Group : Basic Points 1. Has the group concept been created?
leader : 2. Is each role clearly defined?
Instructor : 3. Has an activity schedule been created? Is it being achieved as planned
Number of member : 4. Have FOUR targets been set?
Equipment to be Diagnosed : 5. Does every member understand the aim of step 0 and the activity procedure?
Total Activity Time : Safety 6. Has the KYT (Hazards Prediction Training) been implemented? Is the KYT sheet completed?
Date of Self-diagnosis : 7. Have the startup and shutdown procedures been established? Have they been practiced?
[ Activities ] 8. Has a Safety Problem List been created?
9. Has a preventive measure for the safety problem been planned? Is it scheduled to be executed?
10. Has a Safety Map been created? Have you confirmed that the power source is turned OFF according to the safety map?
Cleaning and 11. Have an Unnecessary Item List created?
Organizing 12. Have the unnecessary item been properly handled? Have the preventive measures been taken?
13. Is a space for the TPM activity secured? Are there no unnecessary items left around the equipment?
Training 14. Has a TPM One Point Lesson sheet been created? Has the training been performed with the sheet?
Sub-theme 15. Does every member quantitatively understand four major losses?
16. Is the improvement theme clear?
Overall Evaluation 17. Has the TPM activity bulletin board been set up and has it been used?
18. Is every member positively making a presentation with confident?
19. Is each role for the diagnosis clearly defined?
20. Are the details of the documents easy to understand?
Target Result 21. Are the characteristics of the group distinctive?
KYT Others 22. Overall evaluation
Safety Problem
* Passing Mark : 80 or Higher Scores
Total
Safety Measure Evaluation
Unnecessary Items (equipment)
[ Good Points ] [ Examiner's comments ] Inadequate Points [ Examiner's comments ]
Unnecessary Items (area)
OPL
Diagnosis Sheet for Step 0 of the TPM activity
64
STEP 1 - Cleaning Is Inspection
Contents
~ Training ~
1. Overhauling and Cleaning
2. Identifying and Repairing
Deteriorations or Defects
3. Raising and Clear-up of Questions
4. Identifying and Eliminating
Unnecessary Items
5. Identifying Potential Sources
The Step 1 activity aims to acquire Cleaning is inspection through overhaul & cleaning.
6. Specifying the part that is difficult
to clean or adjust
7. Establishment of the Adjustment
and Cleaning Procedures
8. Creation of a Cleaning Time Chart
9. Discovering Inspection Points of
Minor Stoppage
65
1.0 Concept and Procedure of Step 1
1. Step 1 Activity - Details and the Outputs
Activity Contents Outputs
Cleaning
Clean thoroughly to eliminate dirt or dust from the equipment.
measure the cleaning time. (Videotape to analyze the operation later)
Measured value of the cleaning time
Sample of a foreign object
Identifying and Repairing
Deterioration or (Small) Defects
During cleaning, find out defects on the equipment and parts such as
loose screws, dirt, scratches, warp or worn on one side; then repair them
List of Deteriorations and Defects
Sample parts
Raising and Clear-up of
Question
Specify the condition (question) that cannot be determined whether it is
normal or abnormal (deterioration or defect), and solve it
Question List
Identifying and Eliminating
Unnecessary Items
Find out unnecessary items (e.g, parts that are not working) and
eliminate them
Sample of an unnecessary item
Identifying Potential Sources
(Displaced Components)
Identify contamination (determined as a potential source when the same spot is
contaminated again after cleaning) or a place where a component has been displaced
Potential Source List
Displaced Component List
Specifying the part that is
difficult to clean or adjust
Specify the part that required time-consuming cleaning or the part
that required time-consuming adjustment or assembly
List of Difficult-to-Clean Parts
List of Difficult-to-Adjust Parts
Establishment of the Adjustment
and Cleaning Procedures
Examine the cleaning and adjustment procedures and specify the time expended for
Cleaning, cleaning tools, and the conditions after cleaning (cleaning standards)
Provisional Cleaning Standards
Provisional Adjustment Procedure
Creation of a Cleaning
Time Chart
Create a time chart of cleaning, and specify the parts where cleaning
or adjustment needs to be improved
Cleaning Time Chart
Adjustment Time Chart
Discovering Inspection Points
Figure out the relation between a small defect and a minor stoppage,
and discover the inspection points of minor stoppage and it cycle
Inspection Points of
Minor Stoppages
Sub-theme Activity Implement the improvement based on the theme determined at Step 0
Four graphs in One Set
Improvement Sheet
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
66
List of Difficult-to-Clean
Parts
2.0 Cleaning and Small Defects (Cleaning is Inspection.)
1. Cleaning is performed to identify and remove small defects.
Before cleaning, define a small defect. Then, perform cleaning
While thinking of what a small defect is
2. A loose screw is counted as one small defect.
By counting a loose screw as one small defect, learn the way to see,
think of, and identify a small defect.
3. The small defect that has been identified should be removed at once.
C List a small defect identified, and remove it immediately.
C If necessary, all the members confirm the small defect together
after cleaning, and then remove it.
CTake a picture of a typical small defect at the time you find the
Defect and after removal, and then complete an OPL
sheet about it.
Large defect
A defect that makes
impossible for the
equipment to run
Medium defect
A defect that allows the equipment
to run but can induce poor quality
output and low operating performance
Small defect
Normally small defect alone does not cause damaged, but
multiple small defect can adversely affect the quality of the
final products and operating rate by synergistic effect.
1. A very small problem
2. A defect that seems to have a little impact on the result
3. A thing that is suspicious according to the theory
4. A thing that lies between normal and abnormal
5. Dust, dirty, gap, worn, rust, leak, scratch, deformation
Touches every
corner.
Eliminates
dust and dirt.
Deterioration and defects
are found
A part that is difficult to
clean is found
A part that is difficult to
adjust is found
Dust and dirt stand out
A displaced component is
found
Normal? Abnormal?
An item that is not working
is found.
List of Deterioration and
Defects
List of Difficult-to-Adjust
Parts
(Dust, Dirt)
Displaced Components List
Doubt (Question) List
P
o
t
e
n
t
i
a
l

D
e
f
e
c
t
s

B
e
c
o
m
e

O
b
v
i
o
u
s
.

T
h
o
r
o
u
g
h

C
l
e
a
n
i
n
g

(Cleaning Is Inspection)
67
Leak
2.1 What Are Small Defects?
1. Minor defects that you are not aware of or you are aware of but are ignoring
2. Normally a small defect alone does not cause damaged, but multiple small defects have
a synergistic effect on the productivity, which could in turn cause a heavy damaged.
Minor stoppages are caused by the combination of
small defects ; mechanical failure are caused by
the small defects that have been grown.
Mechanical
failure
These are called
Nine small defects.
(examples / phenomenon)
Grows
Minor stoppage
Combined
Small defects
Overstretch Loose
Rust
Contamination
Scratch Worn
1
29
300
Deformation Dirt or dust
Heinrichs Law
68
2.2 To eliminate minor stoppages and mechanical failures
To eliminate minor stoppages and
mechanical failure, all the small defects
should be removed
Mechanical
failure
To eliminate minor stoppage and
mechanical failures,
As a result,
These connections
are cut out
Grow
Minor stoppage
Combined
Small defect
Overstretch Loose Rust
Contamination Scratch Worn
Leak
Deformation Dirt or dust
Small
defects
Eliminate !
I get it
69
2.3 Minor stoppages with Deteriorations and Defect
2.3.1 Event and root cause of minor stoppage
Event of minor stoppage
Root Cause
1. Clogging
2. Hooked
3. Caught
4. Stuck
5. Incorrect work orientation

6. Overlap

7. Displacement
8. Faulty chuck
9. Incomplete insertion
10. Insufficient supply
11. Sensor fails to detect.
12. Sensor detection error
- Foreign object mixed
- Worn
- Magnetized; adhesive material attached
- Conveyor slipped
- Unsatisfactory surface condition of the chute; dirt; burrs; incomplete
flatness of the connected parts; clearance
- Swing of the parts feeder; inappropriate supply amount;
unsatisfactory installed condition
- Low accuracy of adjustment tools, low accuracy of assembly
- Faulty adjustment
- Delayed timing
- Off-centering
- Vibration
- Wrong sensor attachment; incorrect sensor position; beyond the sensitivity
range; unsuitable environment (dirt, inappropriate temperature, breaking of wire)
2.3.2 Elimination of minor stoppages by restoring deterioration and defects
1. Overhaul and clean the equipment to identify every small defect including deterioration and defect.
(Path line cleaning)
2. Repair all the deterioration and defect.
3. Re-examine the equipment in terms of equipment, unit, and part in order to achieve an ideal condition,
and then specify the potential problems
4. Take a necessary measure to solve the problems so that an ideal condition can be realized
5. Correlate the minor stoppage with the deterioration and defect, and then summarize the points to be
checked for minor stoppages.
70
Write the details of the countermeasure, date, and person in charge
All the members confirm the results of the measure,
and collect the identification note
2.4 Procedure for Creating List of Deterioration and Defect
Identifying Deterioration
or Defect
Total Participation of TPM
Finding by PM Group (A)
Problem
Measure by PM Group (B)
Problem
Planned Measure
Measure
Completed on : Month/Date
(Person in charge: )
Writing and Displaying an
Identification Note
1. Write the exact details of the deterioration or defect.
2. The deterioration or defect part is confirmed by all
the members and the identification note is displayed.
Discussion About Countermeasures
At the group meeting,
1. Plan a countermeasure (Determine the Division
responsible for taking the measure)
2. Determine the date to be measured (for your Division)
and the desired due date (for other Divisions)
3. Appoint a person in charge
4. Complete the list of Deteriorations and Defect.
No Date
What Where How
Deterioration and Defect
List of Deterioration and Defect
Measure
Measure
by
Due
Date
Completion
Date
OPL
NO
Division in Charge of Taking Measures
Determining Countermeasure and Time Schedule
Taking Countermeasures
Confirmation of the Results
Collecting Identification Note
Sending Identification Note
Notifying Countermeasure
and Time Schedule
Notifying Reason of Delay
and New Schedule
Sending Identification Note
Confirmation of Progress and Performance
Determine Countermeasure
and Time Schedule
Confirm the deterioration or defect part, and
1. Determine the details of the countermeasure
and time schedule.
2. Check the reserved items and average service
person.
Taking Countermeasure
Write the details of the countermeasure,
date, and person in charge
Breakage
Unnecessary
item
Misalingnmen
t
Soilure
Leak
Loose
(Total 2611 cases)
71
Problem List
Target Area / Item : ________________
Group : ________________
No Date
Where What How
Problem
Measure
Root
Cause
Permanent
Measure
Measured
By
Due
Date
Completion
Date
OPL
No.
72
Examples of Problem List
73
3.0 Pursuit of an Ideal State, and Questions
3.1. Pursuing an ideal state starts from understanding of exact equipment conditions.
3.2. If you cannot evaluate the condition of the equipment, pose a question and find the answers.
C Review specifications, diagrams and manuals provided by the manufactures.
C Study the equipments individual functions, condition to be prepared, optimal
environment and assume how the equipment should be.
Why cannot the ideal state be achieved?
1. The problem is perceived but no Raise awareness of problems and
measure is taken. perform self-management.

2. The problem can be solved by studying. Read manuals and/or ask staffs

3. The cause of the problem is unknown. Asks staffs to specify the cause
Normal Abnormal Normal Abnormal
Normal range narrow down
This is an ideal state but rarely seen
Specify this zone according
to the operation standards.
Try and reduce the width of the
gray zone along the way
Normal Abnormal Normal Abnormal
This gray zone cause
a problem
74
3.1 The Ideal State is
A condition of being desired on the principle of engineering, or a
condition of being desired when a person focuses on the functions
under ideal circumstances.
The I deal State
Conditions required to maximize the functions and
performance of the equipment as well as to maintain them
A conditions of being desired on the principle of
engineering, or a condition of being when a person focuses
on functions under ideal circumstances.
Known Unknown
Ignored
The required
level is low.
Ask staff to specify the cause.
Inquire the manufacturer.
Consult the relevant documents.
8 points of view for
the ideal state
C Use conditions
C Installation accuracy
C Assembly accuracy
C Functions
C Environment
Appearance
C Dimensional accuracy
Material and strength

75
All the member,
1. Create a One Point Lesson.
2. Write the date that the question has
been solved in the Doubt (Question) List
At the group meeting,
1. All the members including the leader
figure out the answers of the questions.
2. If no answers come out, the Division that
should answer the questions and the
desired due date are determined.
3. The Doubt (Question)List is completed.
3.2 Procedure for Creating Question (Doubt) List
Specifying Questions
Write the exact details of the questions
Discussion About Questions
No Date Question
Doubt (Question) List
Question is that you cannot determine the item as a defect referring to the
knowledge and skills you currently have, but you feel suspicious about it.
Is this OK?
Gray zone between Normal and Abnormal
Different from unknown items.
Listing Questions
Division to Answer Questions
Understanding of Answers
All member will appreciate the answers
Sharing Answers
Answer Answer By Due Date Completion Date OPL NO
Sending Question List
Creating Answers Sheet
Check the question, and
1. Answer the question
2. If no immediate answers come out, determine
the date to be answered and a person in charge
of answering
Confirmation of Progress and Performance
Sending Answers Sheet
Notifying Date to be Answered
and Person In Charge
76
Question (Doubt) List
Group : ________________
No Date
Question
Answered
By
Due
Date
Completion
Date
OPL
No.
Answer
77
4.0 Identifying and Eliminating Unnecessary Items
4.1 Elimination of unnecessary items?
4.11 Elimination of unnecessary means:
Sorting necessary items and unnecessary items, and removing the
unnecessary items from the work area.

4.12 The unnecessary items are:
* Items that cannot be used: Damaged item, defective item, pending item,
unmarked parts, parts remaining from jobs
Items that is not in use: Items used for the old products, unknown items
4 Excessive items: Extra parts, Excessive unfinished items

4.13 The unnecessary items are sorted by:
* Fixtures: Shelf (shelves for parts, tools and spare parts)
Table: Work bench, part table, storage table
4 Carrier: Cart for materials, cart for parts
^ Materials and parts: Material, parts, work in progress, final products
Equipment and tools: Adjustment tools, machine tools, inspection tools,
machinery, pipes, wires
78
4.2 How to eliminate the unnecessary items?
1. While cleaning your work area (except the equipment itself), identify an unnecessary item

2. Collect the unnecessary item you found to the specified place
(a place that can catch everyones attention)

3. Write information about the unnecessary item such as place where the item was found, name,
and quantity.

4. Classify each unnecessary item in to the following categories:
A: Items that cannot be used B: Items that is not in use C: Excessive items

5. Investigate why the unnecessary items are present in the work area, and specify the cause.

6. Plan the measure that prevents the unnecessary items from being left untouched
* Do not bring any unnecessary items
* Do not place any damaged items in your work area
* Mark or tag the necessary items, and dispose the unnecessary items immediately

7. Depending on the frequency of uses, handle the unnecessary items by the following methods:
disposal, keeping in storage, reuse by the other divisions, repair to recycled.

* The place for unnecessary items should be determined in advance
* Effect index: Number of items to be removed / Space that the items are removed from
79
Unnecessary Items List
A: Items that Cannot be Used
B: Items that is Not In Use
C: Excessive Items
Group: __________________
Action
No. Date
What
Unnecessary Item Category
A B C
Cause
(Why does the unnecessary item
Exist in the work are?)
Measure Due Date How Many Where
Implementation
Date
Person
In Charge
80
5.0 Cleaning and Potential Source (Displaced Components)
5.1 Find out the potential source during cleaning.
* At the Step 1, the potential source indicates a place where dirt is present
Describe as a sentence (What) is attached to (Where) with (How Much)
Example: The scraps of the conveyor belt are accumulated in the area of 30 mm in diameter and
5 mm in height on top of the transport unit.

Specify the physical properties of dirt
Investigate the physical properties of dirt using a microscope, SEM, XMA or FTIR. (Keep a log of the findings)
Example: Resin is adhered to transport section A.

4 Create a potential source map to specify the locations where dirt is present
(Write in the 3D illustration)

5.2 Identify displaced components during cleaning.
* Specify the type and quantity of the displaced component
Create a map of displaced components to indicate the locations where the displaced
component is present
4 Calculate the cost of displaced components to know the cost of loss.

81
5.3 Procedure for Creating Potential Source List
Identifying Potential Source
Examining Potential Source
1. Examine the potential source of dirt or dust in detail
2. The potential sources are confirmed by all the members and
are written in the Potential Source List.
Discussion About Countermeasure
At the group meeting, the difficulty of the countermeasure is discussed
Difficulty of Countermeasure
Taking Measure at Step 2
All the members observe the impact of the potential source in detail
Difficult
Places where the potential source
is present:
EX. Motor belt (Flakes)
Tablet stock unit (Resin Flakes)
Transfer cylinder (Oil)
No Date Where What
How
Much
How
OPL
No.
Regarded as Defect
Ex. Deteriorated rubber hose, leak from packing
Easy
82
Target Area / Item: ______________________ Group: __________________
No. Date Where What How Many How
OPL
No.
83
Displaced Component List
Group: __________________
No. Date Where What How Many How
OPL
No.
84
6.0 Time Chart with Difficult-To-Clean Parts and Difficult-To-Adjust Parts
1. After cleaning, specify the part that required time-consuming cleaning (difficult-to-clean part)
j Thoroughly clean the parts that seem impossible to clean as well, and measure the cleaning time
k Define a difficult-to-clean part, and write it in the List of Difficult-To-Clean Parts. (The part that required
more than the specified minutes for cleaning is determined as a difficult-to-clean part)
l Keep track of the time wasted during cleaning, and write it in the List of Difficult-To-Clean Parts
2. Specify the part that required time-consuming adjustment (difficult-to-adjust part) during assembly
j Keep track of the time wasted during adjustment, and write it in the List of Difficult-To-Adjust Parts
k When readjustment is performed, write the details in the List of Difficult-To-Adjust Parts
3. Review the cleaning (or adjustment) procedure, and create a time chart.
j Videotape the cleaning and adjustment operations and measure the accurate operation time
k Analyze the videotape operations, establish the (provisional) cleaning and adjustment procedures
l Create a time chart of overall task and a time chart of the task targeted for improvement
Cleaning Part Cleaning Tools Cleaning Method Cleaning Standards
Cleaning
Time
Time Chart
Potential
Source
Difficult-To-
Clean Part
(Top) surface of
the equipment
Bemcot (a dust-proof
Type wiper)
Alcohol
Wipe with a Bemcot
Wiper moistened
With alcohol
No dust or
dirt is observed
Plate Drive
Section
Bemcot Wiper
Alcohol
Stick
Cleaner
1. Remove metal shavings
from the chain with a cleaner
2. Cover the section
to prevent dust or dirt from
coming inside
No metal shavings,
Dust or dirt is observed
10 min

Metal shavings
From the chain

Fine work
10 min
38 min
38 min
85
6.1 Procedure for Creating List of Difficult-to-Clean Parts
Identifying Difficult-to-Clean Parts
Examining Difficult-to-Clean Parts
1. Examine the Difficult-to-Clean Parts
2. The difficult-to-Clean Parts are confirmed by all the members
and are written in the List of Difficult-to-Clean Parts
Discussion About
Improvement Measure
At the group meeting, the difficulty of the countermeasure is discussed
Impossible to Clean?
Very Dirty?
Improve at Step 2
N
Difficult-to-Clean Parts is a specific part of the equipment that is difficult to clean, dangerous to clean,
and time consuming to clean
No Date Where What How
Cleaning
Time
OPL
No.
Implementation of Improvement
Y
After the improvement measure is taken, some parts may no longer the necessary to
perform cleaning
86
Time Chart
Target Area / Item: __________________
No. Cleaning Part
Cleaning
Tools
Cleaning
Method
Cleaning
Standards
Cleaning
Time
Potential
Source
Difficult-To-Clean Part Time Chart
87
No. Date Where What How Cleaning Time
OPL
No.
88
List of Difficult-to-Adjust Parts
No. Date Where What How Adjustment Time
OPL
No.
89
6. Approach to Zero Mechanical Failure
and Zero Minor Stoppage
1. Concept and Procedure of Step 1
2. Approach to Zero Mechanical Failure
3. Approach to Zero Minor Stoppage
Contents
90
6.0 Precautions Regarding the Step 1 Activity
1. Prior to cleaning, specify a priority part (where a minor stoppage occurs) to be overhauled.
2. Define the separate roles, cleaning area, and scheduled cleaning time.
3. At the start of cleaning, perform KYT for cleaning and a touch-and-call action.
4. Understand the meaning of Cleaning is inspection, and perform a cleaning operation,
thinking of what needs to be identified.
5. Keep the deteriorated part, defective part, and unnecessary item that you found.
(Do not dispose them)
6. Immediately restore the deterioration and defect that have been identified.
7. Take a picture of the foreign object (or dirt) that you found and collect it with a piece
of adhesive tape.
8. Videotape the cleaning and adjustment operations.
9. Write down all the activity results.
10. Implement a self-diagnosis and make a list of the problems that have not been solved.
91
1. Find out losses lying in the model equipment and quantitatively ascertain them.
2. Analyze the root causes of failure events and narrow down the theme.
3. Observe each failure event in detail to properly understand the situation
of its occurrence.
4. Based on the engineering principle, correlate the root cause with the impact.
Learn the skill to analyze things theoretically.
5. Take a fundamental measure for the true cause.
Do not take a quick and easy measure.
6. Keep track of the data before and after improvement, and evaluate the measure
and the results.
7. Take preventive measures for future failure events.
6.1 Sub-theme (Seven Steps for I mprovement)
Seven Steps for Improvement
92
6.2 Sub-theme of Step 1
1. Drastic daily measures
* Keep logs on Daily Report of Minor Stoppages everyday and created a transition graph.
- When a sporadic minor stoppage occurs, find out the root cause by examining the Daily Report
of Minor Stoppages from the aspect of equipment, personnel, and product
4 Take a necessary measure in response to the following root causes of minor stoppage.
* Equipment root: Specify the place occurred and solve the problem according to the improvement steps.
* Personnel root: Create the standards and comply with them. Conduct training to keep the standards.
* Product root: Give the Designing division feedback on the root cause of the product failure and the
effective measures.
2. Partial overhauling of the section where a minor stoppage occurs
* Overhaul the section where a minor stoppage occurs again even after overall cleaning is completed
- Make a list of the effective measures (repair, adjustment) that have been implemented for minor stoppages
as inspection points.
3. Defining the event
* If a minor stoppage continues to occur in the section where partial overhauling has been implemented,
observe its failure event to figure out the root cause. (The observation method depends on the event.
High-speed video taping can be an option)
- Use the same expression including answers of the questions (3W1H) in order to explain the work condition
that is immediately after a minor stoppage occurs.

When The cylinder unit pushes the work
Where At the exit of the loader units connected part,
What A Work
How Is caught Causing a minor stoppage.

4 For easy understanding, draw a picture of the minor stoppage event after observing.
93
6.3 Precautions Regarding the Sub-theme Activity
(1) Do not change the improvement theme until the improvement target is achieved.
* Thorough improvement will help you to learn analytical skill and engineering skill
Improvement activity should not be further developed before the current improvement target is achieved.
(2) Keep track of the data to recognize the changes made by the improvement activity
* Create a transition graph and write the improvement activity that has been implemented.
Confirm which activity has brought an effective result.
4 Further develop the effective improvement activity.
(3) Take a necessary measure for the root cause
* The loose screw is tightened. The sensor position is adjusted. These are not effective measures.
Think about why the screw has become loose, and why the sensor has shifted, and take a fundamental
measure for the root cause of the problem.
(4) Be sure to take preventive measure.
* After taking the necessary measure, plan a preventive measure to prevent the problem from re-occurring,
and implement it.
Devise a method of visualizing the signs of problem
(5) Specify the changes before and after the measure is taken
* Make a comparison of the data between before and after implementation of the measure,
and specify the effects.
Summarize the key points of the measure, and prepare for further development of the
measure.
94
7.0 Approach to Zero Mechanical Failure
7.1 What is Mechanical Failure?
1. Mechanical Failure is a loss of specific function provided for the target such as a system, equipment and unit.
(according to JIS)
Mechanical
Failure
Breakdown type mechanical failure (Sporadic failure)
All the equipment functions are suspended (or forced to suspend)
^ Usual mechanical failure
Lessening function type mechanical failure
All the equipment functions are not suspended but since some function become
lower, various failure events occur.
^ Defects, minor stoppages
2. Mechanical Failure is a failure event that the equipment requires parts
replacement or repair to solve the problem.
The parts cause mechanical failure. ^ The equipment itself does not
cause mechanical failure.
3. Most mechanical failures are caused by the small defects
that have been grown.
Eliminating small defects can stop most
mechanical failures occurring ^ The growing process of a
small defects is called
development of deterioration

Breakdown type
mechanical failure
Lessening function type mechanical failure
Small defect
Development of deterioration
Development of deterioration
95
7.2 To Achieve Zero Mechanical Failure
7.2.1 Mechanical failures occurs
When deterioration of parts develops and exceeds the strength limit (useful life) that the parts properly function.

7.2.2 To reduce mechanical failure to zero,
The deteriorated parts should be repaired before they reach their useful life.
^ 2.1 Restore the parts to their original states - RESTORATION
^ 2.2 Replace the deteriorated parts or repair its defective piece - IMPROVEMENT
Task to achieve zero mechanical failure: Study the current condition of each part and estimate its useful life.
Strength limit
Useful Life
Time
S
t
r
e
n
g
t
h

100%
Discovered!
Restored
Mechanical failure occurs!!
Development of Deterioration
96
7.3 Restoration of Deterioration
Deterioration
Natural
deterioration
Physical deterioration that develops when a component is used according to the
specification. (LIFE SPAN)
1. Under the natural deterioration, the life expectancy of the component can be estimated
from the specification
2. The fundamental measure for mechanical failure is that the component is used under the
natural deterioration
(Specified conditions > Use conditions)
Forced
deterioration
Man-caused deterioration that develops when a component is not used according to the
specifications.
1. Forced deterioration applies a large amount of stress on the component and develops its
deterioration.
2. Under the forced deterioration, the expectancy of the component cannot be estimated.
(Specified conditions < Use conditions)
What is the Specified condition < Use conditions state?
1. Dust or dirt is being ignored
2. No lubrication or excessive lubrication
3. Gap or loose is left unfixed
4. Temperature, humidity and stress are beyond the specifications.
97
Specified condition > Use conditions
7.4 Approach to Zero Mechanical Failure
To achieve a Zero Mechanical Failure state, cleaning and inspection are implemented.
Cleaning
Maintenance of Basic Condition
1. Clean up dust or dirt.
2. Find out a part where lubricant is
running out and lubricate it.
3. Find out a part where there is gap
or loose and additionally tighten it.
Maintenance of Use Condition
4. Check the actual accuracy or
changes of the equipment.
that is
Functional cleaning
Prevention of Forced Deterioration
Life Expectancy can be Estimated
Periodical parts replacement will
Achieve Zero Mechanical Failure
Touching Each Part
of the Equipment

(look, touch) By doing this,
98
7.5 Seven Steps for Zero Mechanical Failure
Step 1 : Failure Analysis
Analyze the mechanical failures occurred in the past year and specify which unit or which part has caused
the mechanical failure. (Creation of failure report)

Step 2 : Cleaning Inspection
Perform initial cleaning and take necessary measures, for example, elimination of dust or dirt, lubrication
and additional tightening.
Then, replace the deteriorated parts in order of frequency of mechanical failure.
Create the provisional parts replacement standards to periodically replace the parts.

Step 3 : Lubrication Check
Check the lubrication condition to prevent the parts from forced deterioration.
Create the provisional lubrication standards to periodically lubricate the parts.

Step 4 : Measure for Difficult- To- Clean Parts
Check the use conditions of the parts that are broken before reaching the expected useful life, and identify
the cause of the forced deterioration.

Step 5 : Training for Operator
Train the operators to be able to properly perform cleaning, lubrication and parts replacement by themselves.
The training will focus on how easily the standards are followed.

Step 6 : Preventive Measure for Weak Points
Take measures to facilitate cleaning, lubrications and replacement of the parts that are difficult to do.
Complete the standards for cleaning, lubrication and parts replacement.
Take a preventive measure against the cause of forced deterioration (to achieve the
Specified conditions > Use Conditions state)
Estimate life expectancies of the parts after taking the measure, and include them in the parts replacement standards.

Step 7 : Standardization
Establish the system that can keep the production line work smooth as well as no mechanical failure
99
8.0 Approach to Zero Minor Stoppage
8.1 What is Minor Stoppage?
1. Minor stoppage
is not a mechanical failure
*1
but a passing failure event that forces the equipment to stop or idle
and can be fixed by a simple measure.
2. Event
*2
and root cause
*3
of minor stoppage
Event of Minor Stoppage
Root Cause
1. Clogging
2. Hooked
3. Caught
4. Stuck
5. Incorrect work
orientation
6. Overlap
7. Displacement
8. Faulty chuck
9. Incomplete insertion
10. Insufficient supply
11. Sensor fails to detect
12. Sensor detection error
Foreign object mixed
Worn
Magnetized; adhesive material attached
Conveyor slipped
Unsatisfactory surface condition of the chute; scratches; dirt; burrs; incomplete
flatness of the connected parts; clearance
Swing of the parts feeder; inappropriate supply amount; unsatisfactory installed condition
Low accuracy of adjustment tools; low accuracy of assembly
Faulty adjustment
Delayed timing
Off-centering
Vibration
Wrong attachment of sensor; incorrect sensor position; beyond the sensitivity range;
unsuitable environment (dirt, inappropriate temperature, breaking of wire)
*1 Mechanical failure is an event that involves breakdown or lessening function, and requires parts replacement or repairs to restore the equipment system
*2 Event is all the things that are observed to happen or exist
*3 Cause is a source that is concerned as a direct or indirect cause of a minor stoppage
In contrast, Root Cause is a potential source that is assumed to have an impact on the minor stoppage.
100
1. The production time is shortened
2. Man-attended operation is required all the
time
3. Defective products are output due to
minor stoppage
8.2 I mpact of Minor Stoppage
Minor Stoppage
The downtime is short

The operator can easily fix
the problem
The problem is not written in
any production line reports

The problem is not revealed to others
On the Production Line
Repeated occurrence
of minor stoppage
B
e
c
o
m
e

c
h
r
o
n
i
c

d
u
e

t
o

l
a
c
k

o
f

a
t
t
e
n
t
i
o
n

1. The intended performance cannot be achieved
2. The intended number of person cannot be secured
for the production line
3. The cost of defective work is high
Impact of Minor Stoppage
Minor stoppage wasted 16% of production during a shift.
Unattended operation was not performed during lunch and break hours

101
8.3 Structure of Cause and the Approaches
Transition of Minor Stoppage
Time
(Day / Month)
M
i
n
o
r

S
t
o
p
p
a
g
e

(Number of Times / Day)
0
5
10
15
20
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
Sporadic Minor Stoppage
Highly visible minor stoppage that frequently
occurs beyond a certain variation range
S
t
r
u
c
t
u
r
e

o
f

C
a
u
s
e

(Single cause)
Cause of Occurrence
Chronic Minor Stoppage
Minor stoppage that daily occurs and its frequency
of occurrence varies within a certain range
Approach
Find out irregular factors.
(Mostly, improper operation and
defective parts)
Structure of Cause
Cause of Occurrence
Cause of Occurrence
Cause of Occurrence
Cause of Occurrence
Cause of Occurrence
Cause of Occurrence Cause of Occurrence e
(Multiple causes)
A
p
p
r
o
a
c
h

Investigate the causes of minor stoppages according to 3 GENs (job site,
actual thing, and phenomenon) and 2 GENs (fundamental function and
fundamental condition), and take measures.

Eliminate small defects by cleaning inspection to prepare an ideal state.

Analytical Approach
Preventive Approach
102
8.4 Approach to Management Factor
Time (Day / Month)
M
i
n
o
r

S
t
o
p
p
a
g
e

0
5
10
15
20
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
1. The Minor Stoppage that has been fixed occurs again
Factor 1: Upset of the fundamental condition due to operators improper adjustment
Factor 2: Upset of the fundamental condition due to changes over time
Time (Day / Month)
M
i
n
o
r

S
t
o
p
p
a
g
e

0
5
10
15
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33
1/20
2. Management of variable factor Approach to management factor
Factor 1: Sporadic variable factor
* Factor that sporadically changes on a daily basis
* Variations in product itself, improper adjustment by operator
Factor 2: Variable factor by change overtime
* Factor that varies according to change over time
* Deterioration with age, worn, displacement
Approach Approach
1. Control of adjustment work
2. Up skilling of operators
1. Periodical inspection of possible factors
2. Necessary extension of the periodical inspection
period
3. Management based on operation standards
103
8.5 Basic Concept of Elimination of Minor Stoppage
1. When a minor stoppage occurs, first observe the actual event
* When a minor stoppage occurs, go to the job site and precisely check the scene and the fact.
The major reason that for re-occurring of minor stoppage is that the people do not visit the job site

2. A minor stoppage is caused by upset of the fundamental condition
* To achieve proper functioning of each equipment part (proper operation according to the fundamental
condition), the required conditions (fundamental condition) should be arranged.
Upset of a fundamental condition can cause a minor stoppage. (Each part of the equipment does not work
according to the fundamental function)

3. The direct cause of minor stoppage is a small defect
* A minor stoppage occurs when a small defect existing in the equipment grows or several small defects affect
one another.
Minor stoppage can be prevented by eliminating small defects.

4. A failure event can cause a chain reaction
* One failure event sometimes sets off a chain reaction in sequential parts of the equipment
When the problem cause is not able to be figured out through observation of completed event, trace the failure
process back to investigate it.

5. Due to a management factor, a minor stoppage re-occurs although it is once fixed
* Improper adjustment by an operator causes a sporadic minor stoppage
Chronic minor stoppage re-occurs due to deterioration with age of the equipment or parts
4 Minor stoppages caused by management factors can be eliminated by the equipment adjustment and work
management controlled by human.
104
8.6 Approach to Zero Minor Stoppage
Step 1 : Statistical Analysis
To specify the tendency of minor stoppage, conduct the occurrence trend analysis or current action analysis.
And, check every change in the equipment during daily maintenance, and take preventive measure for
sporadic minor stoppages.
Step 2 : Observation of Completed Event
By observing the completed event, identify the fundamental function and fundamental condition of the parts where the
specific event has occurred.
And, completely eliminate small defects from the equipment by cleaning in order to pursue an ideal state.
Step 3 : Observation of Ongoing Event
By observing the ongoing event, identify the mechanism of minor stoppage occurrence, and take a measure for the true cause.
Step 4 : Test for Assumption
Assume the cause of minor stoppage and perform a test run to identify the mechanism of the minor stoppage occurrence.
Step 5 : Control of Adjustment
Control the adjustment work to minimize the difference of individual operator skills.
Step 6 : Management of Variable Factor
Manage the variable factor by changes over time
Step 7 : Standardization
Time
(Day / Month)
M
i
n
o
r

S
t
o
p
p
a
g
e

0
5
10
15
20
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
Time
(Day / Month)
M
i
n
o
r

S
t
o
p
p
a
g
e

1/20
Step 1
Steps 2 and 3
Step 4
Step 5
Step 6
Step 7
105
9. Approach to 3 GENs and 2 GENs
Contents
1. Approach to 3 GENs and 2 GENs
2. Definition of Individual Event
3. Observation of Completed Event
4. Pursuit of Fundamental Function and
Fundamental Condition
5. Inspection of Actual Equipment
6. Observation of Ongoing Event
7. Understanding of Mechanism
106
No matter how much
I try, I cant reduce
the minor stoppage.
What else can I do ?
9.1 Approach to 3 GENs and 2 GENs
9.1.1 The failure event is occurring on the job site.
From the data,
this must be the cause.
This measure will work for
this type of trouble, because
last time it worked.
Oh my god!
It doesnt work.
Lets do this way.
Will it work ?
Something
is wrong.
Go to the job site .!!
107
9.1.2 What is Approach to 3 GENs and 2 GENs ?
The way to accurately correct ( restore ) failure
by investigating the cause of the occurrence
3 GENs: Job Site, Actual Thing, and Phenomenon
J ob Site : When a failure event occurs, directly go to the job site.
Actual thing : Thoroughly observe and analyze the actual thing
that has caused the failure event.
Phenomenon : Keep logs of the failure event that has been observed in detail.
2 GENs: Fundamental Function and Fundamental Condition
Fundamental Function : Specify the function that is required for
the part where a failure event has occurred.
Fundamental Condition : Specify the condition that is required to
execute the fundamental function.
GENBA
GENBUTSU
GENSHOU
GENRI
GENSOKU
108
9.1.3. Procedure for Materializing 3 GENs and 2 GENs
Statistical Analysis
Occurrence
Trend Analysis
Current Action
Analysis
Definition of Event
1. Definition of Individual Event
Mastery of Production Process
3. Creating a Production
Process Master Sheet
6. Creating a Production
Process Master Sheet
Confirmation and
Inspection of Actual
Equipment
4. Confirmation and
Equipment
7. Confirmation and
Equipment
Observation of Event
2. Observation of
Completed Event
5. Observation of
Ongoing Event
Understanding of Mechanism
Assumption ( Hypothesis )
of Cause Mechanism
Verification of
Hypothesis
Understanding of
Mechanism
Approach to 3 GENs and 2 GENs
109
9.2 Definition of Individual Event
The current event classification usually shows a group of events*.
* Event is all the things that are observed to happen or exist.
Example : A part is caught on the parts feeder.
Parts are caught on various spots of the parts feeder.
A cause corresponds not to a group of events but to individual events.

Without detailed examination of each event, it is difficult to identify the cause.

Definition of individual events
Divide the event group into small pieces, and define each event.

Current event classification Definition of individual events
Parts caught on the chute A parts caught at Connected part 1 of the chute
Parts caught on the parts feeder A part caught on Part A of the parts feeder
The drawing that includes these definitions is a Minor Stoppage Map.
110
9.3 Observation of Completed Event
9.3.1 Observation of completed event
Event observation is :
The action or process of learning the fact about the cause by watching or seeing the
actual thing and the failure event on the job site.

Completed event observation:
Observing in detail how the failure event forced the equipment to stop
( the event has completed ).

E.g., Suction failure First, confirm whether suction is performed or not, and
whether the work has fallen on the way.
Then . -Check where and how the work that has not been vacuumed is present.
-Check where it has finally dropped
-Check whether the work has a distinctive feature or not.
-Check whether the suction pad has a distinctive feature or not.
-Check the value indicated by the vacuum gauge.
To identify the cause, figure out what has happened by
collecting those information.
111
9.3.2. Checkpoints for Completed Event Observation
A Component
is forwarded.
The feeding operation
is halted.
Caught Which part of the component is caught on where of the path line ?
Do you see any rough surface on the path line where the component is
being caught?
How is the component being caught?
Blocking Where is the first blocked part present on the path line ?
How are a number of parts blocking the path line ?
On the path line, is there any gap that parts are stuck in?
Check whether the components of the path line become magnetic
(adhesive) or not.
Is the part being locked (it does not move with some amount of force)?
What does the side surface of the path line where the parts has
been locked look like ?
Compare the width of the part with that of the path lines side guide.
Locked
112
9.4.1.What is Fundamental Function
Fundamental function is
A function that is required for a section that directly contacts and controls parts.
Name of the equipment part
Connected part of the chute
Direct Parts
Suction nozzle
Connected part
Chute
Part Chute
This function as a
smoother for the
preceding parts
Suction nozzle
Part
This function as a
suction device to
the part.
The fundamental function is to
make the parts flow smooth.
The fundamental function is to
contact the part by suction.
This function is required for
the connected parts of the chute
This function is required for
the suction nozzle
9.4 Pursuit of Fundamental Function and Fundamental Condition
113
9.4.2 What is Fundamental Condition
Fundamental condition is
A condition that is required when each part correctly operates.
State or action required for each part Operates according to the fundamental function
* B
1
< B
2
the downstream side should not be
narrower than the upstream side
- There is no protrusion on the
downstream
side
* No scratches or damages are observed
on the nozzle tip.
- The surfaces of the part and the
nozzle
tip should be parallel.
These conditions are required for
the connected part of the chute.
These conditions are required for
the suction nozzle.

Fundamental function :
forwarding each part smoothly
B
2
B
1
Protrusion
Contacting a part by suction
Connected part of the chute Suction nozzle
114
9.5 Inspection of Actual Equipment
9.5.1 Failure Event with Fundamental function and Condition
When the fundamental condition is not observed,
The part does not execute the fundamental function.
Occurrence of failure event
When the fundamental condition is ignored,
a failure event occurs.
The cause of the failure event is due to of the fundamental condition.

B
2
B
1
Protrusion
Forwarding each part smoothly
Upset of fundamental function:
There is a protrusion on the downstream side.
Contacting a part by suction
Upset of fundamental function:
The surfaces of the part and the nozzle tip
are not parallel
The part is bumped against the protrusion,
and stuck in the parts flow.
Since the surfaces of the part and the nozzle tip
are not parallel, air leaks, causing suction failure.
Failure event : Caught Failure event : Suction failure
115
9.5.2 What is Inspection of Actual Equipment

The cause of failure event is due to of the fundamental condition.

To prevent a failure event from occurring,
find out the part that is not maintaining the fundamental condition, and restore it.

Inspection of Actual Equipment
Restored State

Step 1
Creation of an Actual Equipment
Inspection Sheet
Actual Equipment Inspection Sheet
Fundamental function : Forwarding each part smoothly
No. Fundamental function Observed State Success
Resto
ration
There must be no
protrusion on part A.
1.
A
1
,
A
2
<
0.1mm
The downstream side
should not be
narrower than the
upstream side.
B
1
B
2
<
2.
3. Clearance must be
minimum
C
1
C
2
2.0mm
<
C
1
A
1
B
1
A
2
B
2
Step 2
Inspection
Fundamental function Observed State Success
Resto
ration
Restored State
There must be no
1.
X
There is a protrusion
on part A.
A
1
,
A
2
<
0.1mm A
1
= 0.5mm
The downstream side
should not be narrower
than the upstream side.
O
B
1
B
2
<
2.
minimum
, C
1
C
2
2.0mm
<
C
1
C
2
1.9mm =
The very limit of
the standards
A 0.5-mm protrusion is present
No.

Step 3
Restoration
Fundamental function Observed State Success
Resto
ration
Restored State
There must be no
1.
X
There is a
protrusion on
part A.
A
1
,
A
2
<
0.1mm
A
1 = 0.5mm
The downstream side
should not be narrower
than the upstream side.
O
B
1
B
2
<
2.
minimum
, C
1
C
2
2.0mm
<
C
1
C
2
1.9mm =
The very limit of
the standards
No.

Restoration
A
1 =
0.05mm
A
2 =
0.05mm
O
O
C
1 =
1.0mm
C
2 =
1.0mm
Structural drawing of
the failure occurred part
C
2
116
9.5.3 Three ways of looking into the mechanism

Three ways are available to look into the mechanism.
Completed event observation
- The way of easily finding the mechanism of the cause during observation of the completed event
- Ongoing event observation pattern
- The way of finding the mechanism of the cause through observation of the ongoing event
4 Hypothesis pattern
- When you were not able to perform either the completed event observation or the ongoing event
observation, or when you did not find any definite information via those observation, you frame
a hypothesis and perform a verification test to finally find the mechanism of the cause.
Observation of the completed event creation of the production process master sheet on the place where
the event occurred Check of the actual equipment Understanding of the mechanism

Observation of the completed event creation of the production process master sheet on the place where
the event occurred Check of the actual equipment The probable cause cannot be found.
Creation of the production process master sheet Observation of the ongoing event
check of the actual equipment
Understanding of the mechanism

Observation of the completed event Observation of the ongoing event Framing the
hypothesis Verification test
Understanding of the mechanism

117
Event Observation Sheet
1. Event Observed

Group :
Equipment :
Part :
Observed Event (Drawing)
When :
Where :
What :
What Happened :
2. Result of
Completed Event Observation

3. Ongoing Event Observation
9.5.4
118
Production Process Master Sheet
Group :
Equipment :
Part :
Fundamental condition (Condition necessary to execute function) Structural Drawing of Target Part
Fundamental Function (Function of Target part)
N0 Fundamental Condition Success How Failed Restoration Restored State
9.5.5
119
9.6 Observation of Ongoing Event
9.6.1. Observation of ongoing event
Failure event : Suction failure Observation of Pursuit of fundamental
completed event function and condition
Inspection of
actual equipment
No upset of the
fundamental condition
What is the cause ?
Observation of ongoing event
Observation by tracing the ongoing process of
the event until the event completes.
Result of the ongoing event observation
Visually check the fact.
Videotape the fact to observe it in
detail.
Videotape the fact with a high-speed
video camera to analyze it.
The cause is
deviation of the part and /or the
nozzle.
But, why has it been deviated ?
Amount of deviation
Deviation
Air leaked through the gap opened by deviation,
which caused suction failure
Air leaks
through the gap
The parts and/or the suction nozzle
is/are wrongly positioned.
120
9.6.2. Chain of events
Failure event : Suction failure The cause is deviation of
the part or the nozzle.
It has been deviated
from the beginning.
But, why has it been deviated ?
Chain of events
The event is not completed in the part where the failure event occurred, but
completed in the subsequent parts ( sections ) chronologically and locationally.
The part has been skewed
during transfer because the
conveyor belts on the right
and left sides moved at
different speeds.
Deviation
The part was deviated
from the suction position.

Amount of
deviation
Air leaked through the gap,
and the suction was failed
Suction failure occurred
Failure event:
Skewed parts feeding
WHEN
Failure event:
Misalignment of the part
WHI CH PARTS
Failure event:
Air leak
WHAT
Failure event:
Occurrence of suction failure
HOW
Chain of events
121
9.7 Understanding of Mechanism
Root cause for completed events
9.7.1. The cause is from a small defect.
B
1
B 2
Failure event : Parts caught
Protrusion
Cause : Protrusion
on the downstream side
Failure : Suction failure
Cause : The surfaces of the part and
the nozzle tip are not parallel
Fundamental function : Forwarding each part smoothly
No. Fundamental function Observed State Success
Resto
ration
There must be no
1.
A
1
,
A
2
<
0.1mm
The downstream side
should not be
narrower than the
upstream side.
B
1
B
2
<
2.
minimum
,
C
1
C2
1
2.0mm
<
C
1
A
1
B
1
A 2
B
2
Actual Equipment Inspection Sheet
O
C
1
C
1
1.9mm
The very limit of
the standards

Cause : 0.5-mm protrusion on part A
Clearance in part C
Small Defects
The cause of the failure event is a small defect.
A failure event occurs when a small defect grows.
A failure event occurs when several small defects
affect one another.
C2
1
Structural drawing of
the failure occurred part
122
The process of how a small defect grows into
a failure event
9.7.2. Understanding of Mechanism
A failure event occurs when a small defect grows.
A failure event occurs when several small defects
affect one another.
Mechanism
Excessive abrasion
The back of the belt is worn. The skewed part is fed.
Deviation
The skewed part
is set.
Mechanism of
Suction Failure
The conveyor belts on the
right and left move at
difference speeds
Air Leaks
Amount of
Deviation
Suction failure
occurred
Slipped
The belt is slippery
123
10. Lubrication
Contents
1. Necessity of Lubrication
124
10.1 Necessity of Lubrication
10.1.1 Aim of the Activity and Activity Details
1. Conduct a lubrication training to learn the needs and method of lubrication.
2. Identify the sliding parts and create the maintenance standards.
- Identify all the sliding parts and consider their needs of lubrication.
- Find out deterioration or defect in the sliding parts and repair it if necessary.
- Find out the potential sources and take measures.
- Establish the maintenance standard ( parts replacement standards )
3. Lubricate the necessary parts and establish the lubrication standards
- Find out deterioration or defect in the lubricating part and repair it if necessary.
- Find out the potential sources and take measure.
- Find out all the difficult-to-lubricate parts and take measures.
- Establish the lubrication standard .
4. Establish the standards that enable work persons to finish cleaning, lubrication and
maintenance of sliding parts within the defined period.
- Implement a visual maintenance.
- Be sure to maintain the basic conditions ( cleaning, lubrication, and additional tightening )
to ensure the continuous activity of preventing deterioration.
5. Completely execute the countermeasure against the six major losses raised in the sub-theme
- By taking advantage of the concepts learned at steps 1 and 2, thoroughly improve the losses.
The first step to autonomous maintenance of TPM
125
10.2.Need for creation of the lubrication standards
1. Lubricating the sliding parts
- A part that two metals directly rub each other ( sliding part )
generates abrasion.
- As the abrasion grows,the parts loses its original function.
- To prevent this abrasion, lubrication ( maintenance ) is required for
the sliding part.
2. Reality of the lubrication maintenance
- Most of the equipment is not designed for lubrication.
- Lubrication is performed when parts make unwanted noise or their
movement becomes dull.
- As a result, the worn parts of the equipment generate many fragments
or invite excessive lubrication, and further causing sporadic failure events.
3. Necessity of creating the standards for lubrication and parts replacement.
- Create the lubrication standards to prevent mechanical failure caused by
abrasion and defective operation ( that induce minor stoppages) caused by
insufficient lubrication.
- Create the parts replacement standards to prevent mechanical troubles due
to expired parts.
126
10.3 Sliding Parts Maintenance
1. What is Sliding part:
uAn object which is rubbed against another to slide
e.g pneumatic cylinder, linear bush, solenoid valve
vAn object which is rubbed against another object to rotate
e.g motor, pulley, cam, bearing
wAn object which is rubbed against another object to contact
e.g gear, stopper
2. What is Sliding part maintenance:
uLubrication maintenance ( for lubrication type parts )
e.g pneumatic cylinder, linear bush, solenoid valve
- A clean lubricant
- That meets the use conditions of the part
- Is applied with the specified amount
- From the specified oil feeding point
- To the specified lubricating point
- At the specified timing.
vParts replacement ( for non- lubrication type parts)
Replace the parts which new ones at the specified timing.
127
10.4 I dentifying the Sliding Parts
1. Find all the sliding parts in the equipment and consider their lubrication needs.
No Where What Number of parts Necessary Unnecessary Frequency of Lubrication
1. Belt drive motor
Belt drive motor pulley
Table up / down motor
Table up / down motor gear
Table up / down ball screw
Table up / down upper ball screw gear
Table up / down lower ball screw gear
2.
3.
4.
5.
6.
7.

Loader, unloader
(coating, phenomenon)
4 units
1
1
2
2
2
2
2
O
O
O
O
O
O
O
Once every six months
Bulley
47%
Bearing
16%
Mot or
8%
Gear
8%
O
t
h
e
r
P
a
r
t
s
7
%
Guide Rail Linear sliding
8%
P
n
e
u
m
a
t
i
c

C
y
l
i
n
d
e
r
2
%
S
o
le
n
o
id
V
a
lv
e
4
%
L
u
b
ric
a
t
io
n
P
o
in
t 1
1
%
Unnecessary Lubricating
Points
89%
Unnecessary-to- Lubricate
Points :527
Lubricating points:66
Beari ng
17%
L
i
n
e
a
r

B
u
s
h
1
7
%
Fol l ower 10%
R
a
i
l
,
G
u
i
d
e
,

S
h
a
f
t
2
8
%
G
e
a
r
7
%
Bal l Screw
13%
C
a
m
3
%
R
o
l
l
e
r
5
%
Lubricating
points:66
Classification of Sliding Parts Necessity of Lubrication Classification of Lubricating point
2. Create a sliding parts map ( to use for inspection ).
128
10.5 I dentifying and Repairing Deteriorations
1. Referring to the sliding parts map, confirm the sliding parts and find deterioration and / or defects.
Clogging or contamination of oil feeding points and lubricating points,insufficient lubricant,
oil leak, oil shortage.
Damage, clogging,leak,or contamination of the oil feeding tank, piping,and joints
2. Lubricate the necessary parts and find out deterioration, detects, and difficult-to-lubricate parts.
Difficult to feed oil.
Difficult to check the oil amount.
Difficult to check the lubricating point
3. Repair and identified deterioration and defect,
and improve the difficult-to-lubricate part.
37%
23%
14%
10%
9%
1%
6%
Contamination of oil, mixing of chip
Unclear maintenance standards
No measuring devices or set values
Impossible to inspect due to poor equipment designing
Oil leak from piping or elbow divider
Impossible to lubricate and adjust
Number of cases
Deterioration
and Defect:
78 locations
Recovery : 86%
The remainder are waiting for new parts
Lubrication part
Non-lubrication part
Oil shortage, sticking
Rust, discoloration
Dirt, foreign object
Abnormal sound
Gap
129
10.6 Creation of the Provisional Lubrication Standards
1. Lubrication training.
Principle and necessity of lubrication, structures of rotation parts and
sliding parts,mechanical and quality problems due to incomplete lubrication,
types of lubricant,color identification,lubrication devices and tools, lubrication
method,inspection item,inspection method,evaluation,method of creating lubrication
system diagram.
2. Overall inspection of lubrication
Identify all the oil feeding points and lubricating points on the actual things.
3. Practical training of inspection and lubrication.
Learn how to recognize deterioration and defects through the overall inspection,
and conduct on-the-job training of inspection and lubrication.
4. Task sharing
Discuss with operators to decide the roles of daily lubrication and inspection,
and discuss with the Maintenance division to decide the roles of periodical inspection,
re-lubrication, and oil change.

5. Listing of oil feeding points and Lubrication points
Make a list of oil feeding points and lubricating points,lubricant type,lubrication cycle,
lubrication method,and inspection method for every equipment and device.
6. Creation of a lubrication map
Write the operators walking route in order of lubrication in the equipment layout drawing.
7. Creation of the provisional lubrication standard
Write lubricant type,lubrication standards,lubrication method,tool,and lubrication cycle
in the lubrication map.
130
10.7 Countermeasures against Potential Sources
1. While inspecting the sliding parts,find out the potential source.
- The sliding parts generates fragments from worn parts or clots of grease due to poor
maintenance.
- Create an impact assessment matrix, and set priorities of the countermeasures ( based on
the amount of foreign objects, and previous data of mechanical failures and minor
stoppages).
- Take the countermeasures against the potential sources.
2. Lubricate the necessary parts and find out the potential source of defective
lubrication.
- Poor lubrication may produce fragments from the worm parts or clots of grease.
- Take countermeasure against the potential sources.
u

v

Timing
w

x

y

z

|

u

v

w

x

y

Detail of the Potential Sources Detail of the Countermeasure
1. Replacement of Deteriorated Parts
2. Adjustment
3. Lubrication
4. New System
5. Parts Removal
1. Pneumatic Cylinder
2. Solenoid Valve
3. Timing Belt
4. Motor
5. Ball Bush
6. Bearing
7. Wire
8. Exhaust System
131
10.8 Creation of the Cleaning and Lubrication Standards
1. Summarize the cleaning standards, lubrication standards, parts replacement
standards, and inspection points in order to achieve the most efficient
performance of those tasks.
Cleaning Standard
Sheet
Lubrication Standard
Sheet
Part Replacement
Standard Sheet
Inspection Points
(of Minor Stoppage )
Cleaning,
Lubrication
And
Inspection
Standard Sheet
jTo facilitate the cleaning, lubrication,parts replacement,and inspection tasks in the
most efficient manner, create the standard.
kMinimize the walking routes for those four tasks.
lAdd checkpoints of minor stoppage to the standard sheet.
132
10.9 Visual Check
1. Purpose of visual check
-To prevent mistakes
-To facilitate the task
-Apply the colors designated in the identification standards to the
lubricant container, oil feeder,grease feeder, and gun-type oil feeder, and
indicate oil type, and viscosity.
2. How to implement ( in the case with lubrication )
-Attach the label indicating oil type,lubrication cycle, and category of the task
to the lubricating point.
-Mark the appropriate oil level on the level and gauge.
-Attach a thermometer or a piece of temperature sensing tape to pillow block,
block, and decelerator in order to monitor those heating conditions.
Oil type
Lubrication cycle
Autonomous planned
Autonomous planned
Lubrication cycle
Oil type
Example of grease label Example of oil label
Identification procedure
133
10.10 Promotion Procedure
1. Summary of the activities
As a summary of the activities that have been done so far, maintain the clean-up
state achieved at step 1 and 2, and continue to improve it.
2. Completing the cleaning and lubrication standards
After the operator actually performs the cleaning and lubrication procedures that you
have created, figure out the inconvenient points and than improve them.
Repeat this cycle to make the procedure complete within the target period.
3. Graphing and mapping the lists
Create a graph and a map with the List of Deteriorations and Defects, and Potential
Source List, to make easier for everyone to find out the improvement points.
4. Arrange all the visual check items to facilitate inspection.
5. Complete the sub-theme and minimize the six major losses.
-Prepare a mechanical failure chart in order to learn the skill of repairing defective parts
(Enhancement of autonomous maintenance ).
- Analyze each task to shorten the changeover and / or setup time.
- Find out small defects in the part where a minor stoppage occurs, and take measure.
-Arrange the optimum conditions and environment of the equipment so that the
equipment runs at the efficient speed.
-Implement why-why analysis to take measure.
134
10.11 Appendix 1 : Establishment of Lubrication System
Autonomous
Maintenance
Lubrication Training
Recognizing oil Feeding
And Lubricating points
Oil Feeding and
Lubricating List
Identifying Deterioration
and Defects
Restoration and
Improvement
Lubrication
Creating Provisional
Lubrication Standards
Provisional
Lubricating standards
Adjustment of Lubrication Cycle
Identifying
Difficult-to-Lubricate parts
Creating Lubrication Standards
Lubrication and Inspection by operation Division
Measure for
Identifying
Check and Revision
Task Sharing
Between Operation and
Maintenance Divisions
Revised
Oil Change
standards
Review of oil Feeding Points
and Lubricating points
Lubrication and
Inspection sheet
Revision of Lubricating
and Inspection sheet
Lubrication and
Inspection Sheet
Improvement of
Lubrication maintenance
Revised
Preparing Lubrication Training Materials
Training Materials
Implementing Restoration
and Improvement
Lubrication Maintenance by Maintenance Division
Planned
Maintenance
Jobs requested for maintenance
Implementing Restoration
and Improvement
Autonomous
Maintenance
135
10.12. Appendix 2: Lubrication System Diagram
1. Create a lubrication system diagram
When creating the diagram, perform overall inspection of piping sequentially
from oil feeding points to lubricating points.

2. Create a lubrication / Oil feeding map
Write the operators walking route in order of oil feeding / lubricating points
in the equipment layout drawing.
Oil Feeding Point Lubricating Point
Where is this lubricant applied to? Which point need the lubricant?
(1) Grease manifold
ABCD: Infield, Timing hole
Pressure shaft bearing
(2) Grease manifold
(3) Grease manifold
(4) Grease nipple (2) H: Head drive shaft
(5) Grease nipple (1) I: Head drive shaft
(6) Grease nipple (1) J: Drive chain idler
(7) Grease nipple (1) K: Single idler
(8) Grease nipple (3) L: Double idler
(9) Gear box MNOP: Decelerator
(10) Slide box Q: Slide block
(11) Roller chain R: Roller chain
ABCD: Infield, Timing hole
Pressure shaft bearing
EFG: Pressure drive, Discharge
drive, Head elevator
136
Group: _____________________
Benchmark Target
times / 8H times / 8H
Benchmark Target
times / 8H times / 8H
Benchmark Target
pieces / 8H pieces / 8H
Benchmark Target
min / 8H min / 8H
100%
20%
40%
60%
80%
Achievement
100%
20%
40%
60%
80%
Achievement
100%
20%
40%
60%
80%
Achievement
100%
20%
40%
60%
80%
Achievement
Activity time per person
30min 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50
51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75
76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 100
137
Group: _____________________
Identification Restoration
100%
20%
40%
60%
80%
Activity time per person
30min 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50
51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75
76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 100
100%
20%
40%
60%
80%
100%
20%
40%
60%
80%
Question
100%
20%
40%
60%
80%
Identification Identification
100%
20%
40%
60%
80%
Potential Source
100%
20%
40%
60%
80%
Difficult-To-Clean Part
100%
20%
40%
60%
80%
Unnecessary Item
100%
20%
40%
60%
80%
KYT OPL
100%
20%
40%
60%
80%
100%
20%
40%
60%
80%
Sub-theme
138
Diagnosis Sheet for Step 1 of the TPM activity Examiner:
Forms for Applicant
Group:
Leader:
Instructor:
Number of Member:
Equipment (Area):
Total Activity Time: hrs
Date of Self-diagnosis:
[Activities]
J
o
b

S
i
t
e

D
i
a
g
n
o
s
i
s

A
c
t
i
v
i
t
y

B
u
l
l
e
t
i
n

B
o
a
r
d

D
i
a
g
n
o
s
i
s

Item
Maintaining
The Step 0
Activity
Checkpoint
1. Is Safety ensured at step 0 being maintained? (Does the safety system properly work?)
2. Is the cleaned and organized condition achieved at step 0 being maintained?
Equipment
Cleaning
3. Is the equipment clean with no displaced components and foreign objects?
4. Has cleaning been thoroughly performed in every corner including surfaces of tables and covers of the equipment?
5. Has the part where a minor stoppage occurs been restored after several-time cleaning?
6. Are the simple cleaning items included in the routine work?
[Present Results] as of ( / )
Benchmark
Present
Result Item
Overall Equipment Efficiency (%)
Number of Minor Stoppage (times/8H)
Mechanical Failure (times/8H)
Changeover and/or Setup (min//8H)
Defectives (pcs/8H)
MTBA (min)
[Challenging Index]
Target Results Item
Number of OPLs
Number of Questions
Number of Unnecessary Items
Number of Problems
Reducing
Four Major
Losses
7. Have 80% of minor stoppages been reduced? (Has zero minor stoppage been achieved?)
8. Are the details of each loss and transition of loss being quantitatively ascertained?
9. Has the amount of loss been reduced to the target?
10. Have any improvement plans been made for the remaining problems?
11. Is the process from events observation to problem recovery clear? (Creation of a Production Process Master Sheet)
12. Have the detect list, question list, unnecessary item list been created?
Training
13. Has the training been performed using training materials including OPL sheets (at least one training per person)?
14. Are the details of the step 1 activity (overhauling, cleaning, and restoration skills)being shared with other groups?
Overall
Evaluation by
Examiner
15. How does each member make time for the activity?
16. Is the process to achieve zero minor stoppage reliable?
17. Are the activity details on the activity bulletin board easily understandable?
18. Is the activity going forward while being assisted by role sharing and cooperation of all members?
19. Is every member positively making a presentation?

[Good Points] [Examiners comments]

[Inadequate Points] [Examiners comments]
* Passing Mark: 80 or Higher Scores
Total
Evaluation
Score
Self-
Evaluation
Examiners
Evaluation
5
5
8
10
6
6
15
5
5
5
5
5
3
4
3
3
3
2
2
/ 87 / 100
Pass / Fail

Basic TPM Workshop (Rev1)

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Basic TPM Workshop

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