Report on AOTS Program on IDPM

Day 1 - 8th December (at AOTS CKC Center)

Mr. Tanguchi san,General manager of CKC ,AOTS Japan, welcomed all participants and briefed about the center and various training programs. Later Mr. Tanaka san ,Manager training Center also spoke to the audience. Mr. Iwayama shared with the group about the course overview. He shared with the participants the details of the IDPM Program. Session after Lunch -Lecture by Mr. Iwayama President ,CEO RIIM Chu San Ren Inc. Chu san Ren is consulting company. Mr. Iwayama is the President Chairman of the company. Various organizations promoting Just in Time Production system are members of the Consulting organization. Toyota is also member of this organization. They started co project on Toyota Production System. Mr. Cho now President of Toyota production system was the associate in the project. The project guides the Implementation of the TPS in suppliers and vendors. Highlights of the lecture on the first day(8th Dec) Characteristics of Japanese Production System (Total Production volume) Labour productivity = -------------------------------can be rewritten as (Total Working Hours) (Production Volume) ( Net production Hours) = --------------------------- X ---------------------------------(Net Production Hours) ( Total Hours Working Hrs) ( Factor denoting Speed ) X ( Factor denoting Efficiency) In TPS over production is avoided. Transportation and inspection more often unavoidable non- value adding activity. Attempt is increase value adding time. Process time is sum total of Manual time and Machine activity time. When machine is operating operator is idle. Effort in TPS is ensure operator performs multiple machine operation . There by operator watching machine working or waiting for work is avoided. Principle of Motion reduces possibilities of unnecessary motion, transportation, reduces operator fatigue. Production planning and control applied for confirmed 3 months plan. Monthly plan are reduced to Weekly plan and Daily Plan.

Lead time = Process time + Delay ,Process time is dealt by Production Engineering while Delay is dealt by Industrial Engineering . Ratio of Process time to Delay is of the order 1:1000. Often this ratio is 1: 20000. To reduce delays lot sizes have to reduced Large lots sizes to be reduced to bring Spread Over Production. It is about to level off amount and models in given time period. The reduction of lot should be done gradually. There are problems of reducing operator when production levels drop. Inspection though non value adding has to be included in operation standard. A process was presented wherein 22 processes was manned by one female operator. For introduction of flow production work environment needs to looked into. No incentive is given to bring change in the companies. Flexible standard and Reduction of Setup time. The companies are also attempting to address. There was no plant visit on day 1.

High lights of Day 2 (9th Dec) Lecture by Mr. Iwayama on Characteristics of Japanese Production System Based on daily demand (actual ) Takt time is calculated. This Takt time is given to Supervisor who decides number of Workers to be deployed in the line. Based on this Takt time Supervisors issues appropriate standard operating procedures to be followed. Supervisors have to calculate the production capacity of the line. Always manufacturing capacity is more than production requirement For Production control 3 sheets have to be made o Parts manufacturing capacity o Standard Operation Combination Sheet o Standard Operation Sheet Time is shadow of motion-(Time taken by operator to complete the job is directly proportional to motions of the operator). Switching from Takt time to be made part of operation time. In case of Non Automatic machines do not keep finished work pieces . While incase of Automatic machines keep finished work piece. Initially Toyota had schedule for 10 days fixed. Now it is reduced to 7 days.

Provide Fatigue, personal allowance in time calculations. Elimination Personal allowance is objective for improvement. Work sampling technique is used to asses the allowance provide and whether they can be reduced. Observe the operation from 2 to 3 different positions. Visit to Toyota Kamigo Plant and Tsutsumi Plant on Day 2.

Highlights of lecture on Kanban by Iwayama san. (11th Dec 2003) Bar coding is used as tool for communication Denso has obtained patent for horizontal bar coding Toyota has developed Mosaic bar coding Toyota uses waste material for Communication-Kanban example golf ball. There are different types of `Kanban o Production Kanban o With drawl Kanban o Signal Kanban- used for Batch process-Stamping and Forging o Temporary Kanban with Diagonal slash is used for priority orders Toyota follows principle of reducing inventory in times of recession/economic difficulties rather than manpower reduction Inventory reduction is also used to expose problems. Toyota follows Email Kanban with suppliers Standardization is required. If standards are not reliable 5S is necessary. When standards are established/normalized SDCA cycle is to be followed.When improvements are required (Standards are to be improved then PDCA cycle is to be used) Problem is gap between the present situation and the standard. Therefore it is necessary to display standards for Visual control and PDCA. The cycle to be followed is maintain-improve-maintain-improve. Instead of what is called as M Shaped improvement by Japanese. Denso supervisors job description requires 50 % his time on Improvement,25% on direct operation and 25 % on Controlled jobs. Flow production to be introduced only after thorough 5S,low quality problems and good maintenance /no break down Steps for flow production o Thorough 5S Implementation o Top Management Commitment o Reduction of setup time o Education and training o Implementation in Model Lines Key to success is to accumulate continuously small improvements over a period of time.

Prof Katayama Chairman of Cost Reduction Committee in JUSE( 12th Dec 2003) Was General Manager Toyota Motor Corp-TQM Promotion Dept Highlights of Prof Katayama lecture As the business grows companies become rigid and resistance to change increases. Deming Cycle was taught through out the organization. Do not blame any body. Do not make excuses. Do not avoid responsibility. Collect primary data immediately before taking actions. Go to Gemba! Human nature is to conceal facts due to fear of getting fired. Managements responsibility is to ensure people learn to collect data, analyze the data and take corrective action. People should be encouraged to disclose mistakes. Top management and associates should participate in the Kaizen Activity. Just forcing workers to under take Kaizen activity will not make it happen. Multi machine is widely practiced in Toyota.400 machines are manned by 2 operators. Jidoka principle is well implemented. Trouble shooting is done through central computer. Check lists to be used to for streamlining products and process through elimination Muda, Mura and Muri. Early 1960 Japan had problems of trade liberalization and threat from Big 3 Auto Giants. India is in similar situation. To over come that Toyota resorted to TQC with focus on cost reduction at their end and suppliers end. Items Personnel Strain Too few People Can work be done more easily Where is the operator position Is there something forcible in the posture ,environment or handling. Do Work standards differ between people How much in consistency is there Does work load/Timing differ between people Is operation chain efficient(Is one operator working, while the other is waiting Are skill operators evenly allocated Are the operators over worked or under worked

Personnel Discrepancy

 Personnel Waste Equipment Strain Equipment Discrepancy Equipment waste

Are education and training given equally Is there balance between the work volume an the number of persons Is there too much waiting/or space and time between jobs Are people properly allocated Is there wasted motions Is there any waste in work assignment Is there any waste resulting from bad planning and bad setup. Is the machine adequate Are maintenance repair and exchange done properly Are measurement done properly Are precision tolerance controlled properly Is production capacity consistent and balanced Is process load appropriate Is there any waiting time and free time Are machine capability fully utilized Are machine tools fully utilized Are Jigs and tools used properly Is automation, mechanization, energy conservation efficiently followed Is operation speed set properly Is man machine interface smooth Any unreasonable demands on quality, strength and performance Is designated delivery time reasonable Are there any design induced stress Is quality consistent Is there any discrepancy in performance ,shape, size, finish and materials Are the lots uniform Is the yield sufficient? Is any thing usable thrown away? Can less expensive material be used?

Materials Strain

Material Discrepancy

Material waste

Has value analysis been performed? Do we spend extra time remaking or repairing? Is there any waste due to problems in the design?

Lecture on TPM by Mr. Iwayama san (18th Dec 2003) Japan introduced concept of TPM in 1970 through JIPM. Earlier called as JIPE. Prior to TPM Japan was following practices of Preventive Maintenance and Corrective Maintenance. Japan introduced Predictive Maintenance in 1973.This technique is applied on Prioritized Machines as it requires extensive diagnosis. Prioritization of equipment is done through A,B and C ranking. Ranking criteria takes note of P,Q,D,C and M. TPM focuses on 3 issues o Total Efficiency of equipment utilization o Total system of productive maintenance o Total involvement of employees TPM lays importance to Small Group Activities. There are two types of break down o Function stoppage break down o Function impairment break down Both the types of break downs result from potential defects like dust,dirt,rust,scale,wear,loosesness,leakage,heat and vibration etc. Therefore TPM is centered around autonomous maintenance There four causes of equipment failure o Improper design of equipment o In adequate technical skills o Disregard of change of conditions with passage of time o Operational failure Introduction of new equipment and running to 100% capacity sometimes takes upto 3 months, which is to treated as loss. Toyota Auto Loom Works does it in one week. In TPM there 8 pillars and 5 main activities. There 7 broad measures to be taken to vitalize Autonomous activities. o AM on Model machines by Managers o Training of Managers on TPM o Initial cleaning Cleaning is Inspection Inspection is discovery of Problems

Action day by all Managers o Half a day (5 Hours ) /per month for 3 years o Stop all machines o All employees to be engaged in cleaning machines Kaizen Board Contest Activity Board Contest Recognition Award-Meeting with Top Management Use of One Point lessons for training and Education Preparation of Maintenance Schedules. o Use of 4 colored Card- for Periodic Inspection, Predictive Maintenance, Corrective Maintenance and Non Periodic Maintenance TPM requires measurement of OEE,MTBF and MTTR as Key Indicators.