TPM BMW Training

TPM Management Training
TPM Overview
Pico Rivera January 13, 2005
BMW
JMA Consultants
TPM Kick Off Overview
Management Team Training

I.
I. II. III.
Presentation: After all, what is TPM? (45min)

TPM Philosophy TPM Organization and Pillar Structure Actual examples of TPM at BMW
II.
I.
Pillar Structure
Introduction to Each Pillar (1hr)
I. II. Concepts and Pillar Steps Each Pillar Concept
II.
TPM Mission Statement
III.
I.
Workshop TPM Group Problem Solving

How can we use TPM to improve BMW and how can each of us participate TPM by trying problem solving methods of TPM? I. Sharing and prioritizing current problems and opportunities II. Each person needs to bring a list of 10 problems (or opportunities) he/she finds with BMW. (2 hours) III. Root Cause Analysis & Countermeasures (1 hour) IV. Action Planning
I. Identify what issues fall under theTPM Pillar and classify as such (1 hour)
V.
Create TPM Plan for 2005
IV.
5S Video and Planning (1hr)

JMA Consultants 2004
Philosophy and Organization
TPM Fundamentals
TPM Operating Philosophy

1 Maximize overall equipment efficiency
-Zero Accidents, Zero Defects, Zero Breakdowns
2 Philosophy of Prevention
-Proactive vs. Reactive
3 Participation of all the associates

-Autonomous activities, Small Group activities
4 All management levels from senior managers to operators - Focused Improvement 5 Gemba Principle (Shop-Floor Oriented)
-Seeking ideal operation, Visual management
Seiichi NAKAJIMA
TPM Fundamentals
TPM Teamwork In Gemba

Sanitation Supv
2st Shift Oper
QA. Mgr.
UC Supv.
JMAC
Main. Mgr.
VP of Mftg.
1st Shift Supv
TPM Coordinator
2st Shift Oper 1st Shift Oper Seattle Supv.

TPM Fundamentals
TPM Award & Its Levels

Each year, The TPM Awards Committee offers TPM Awards to plants and individuals for exemplary TPM achievement. Level 4: Award For World Class Achievement
-Volvo, Sony
3 yrs
Level 3: Special Award

-Toyota
3 yrs
Level 2: TPM Consistent Commitment Award

-Subaru Isuzu
2 yrs
Level 1: TPM Excellence Award

-Phillips 66, Milliken, Motorola, Unilever
3 yrs
TPM Fundamentals
TPM: Establishing a Corporate Culture that will maximize production system effectiveness
Customer Satisfaction Over Global Competition Productivity Quality Cost
Morale
CHANGING CULTURE
Safety
Delivery
TPM Fundamentals
The 8 Pillars of TPM

PI PII PIII PIV PV PVI PVII PVIII
FOCUSED IMPROVEMENT AUTONOMOUS MAINTENANCE
MEASUREMENT OF LOSSES, PROBLEM SOLVING, RELIABILITY IMPROVEMENT, SMED. RESET BASE LEVEL, INSPECTION STANDARDS 5S, SETTING STANDARDS. DOWNTIME REDUCTION INITIALIZATION OF CONDITION BASED MAINTENANCE TECHNICAL SKILLS REQUIREMENTS KNOW- HOW CHECK OF SPECIFICATIONS TECHNICAL EVOLUTIONS REDUCTION OF DEFECTS OPERATING STANDARDS 5S IN OFFICES 5S IN WAREHOUSES IMPROVE EFFICIENCY OF ADMINISTRATIVE TASKS MANAGEMENT FOR ZERO ACCIDENT AND ZERO POLLUTION
PLANNED
MAINTENANCE TRAINING AND SKILLS DEVELOPMENT INITIAL PHASE MANAGEMENT QUALITY QUALITY IMPROVEMENT MAINTENANCE ADMINISTRATIVE WORK IMPROVEMENT SAFETY & ENVIRONMENT
TPM Fundamentals
TPM: People Process

Creating A Learning Organization
Organizations that can adapt to meet changes of environment surrounding them.
Kaizen(=Continuous Improvement) Healthy Paranoia (The HP Way)
Maximizing Group Dynamics

Sharing Core values and critical information Cross Functional interfaces Group Problem Solving
Communication : Using Common Language to be on the

same page
Utilization of data and metrics Production and Maintenance use the same language.
TPM Fundamentals
CSM Global Steering Committee (2/yr)

Chairman : Franz Olieman Participants : All VP Manufacturing of CSM Corporate divisions JMAC: Holvec & Asano
BSNA Steering Committee (2/yr)

Chairman : Leo Rappange Participants : All the Presidents and VP Operations of TPM companies JMAC: Asano & Masaaki
Company Steering Committee (Qrtly. / (Monthly))

Chairman : President of each company Participants : VP Operations, CFO, Managers, Pillar Champions, TPM Coordinator , Leo JMAC: Asano & Masaaki
Satellite Plant Steering Committee (Monthly)

Chairman : Regional Mgmt. or VP Participants : Plant Mgmt., Pillar Champions, TPM Coordinator JMAC: As needed
IC Pillar Meeting (Weekly) Chairman : Pillar Champion Participants : As needed &TPM Coordinator JMAC: As needed
10
TPM Fundamentals
TPM Steering Committee

Roles of SC
Guiding Force of Whole Program Removal of Barriers / Issues / Road Blocks Provide Leadership, Support, and Resources Accountable for Overall TPM Progress
Membership and Frequency

Monthly
Core Members CEO, CFO, VP of Ops, Pillar Champions, TPM Coordinator, JMAC Pillar Presentation: Results, Plans, and Next Steps
Quarterly
BMW Management Team Leo, JMAC
Next Steering Committee
11
TPM Fundamentals
Program Development Master Plan

(Example of The First 3 Years)
Preparation 6 Months Steps 1-7
1. Top Managements declaration to introduce TPM 2. Introduction Training 3. TPM Organization 4. Target Setting 5. Master Plan 6. TPM Kick Off 7-(1) OEE/Focused Improvement 7-(2) Autonomous Maintenance 12. Total application of TPM
Implementation 1 Year Step 7 6 Months Steps 8-9
Expansion 1 Year Steps 10-11
TPM Award
7-(3) Planned Maintenance 7-(4) Training and Skills Development

8. (5) Initial Phase Management 9. (6)Quality Improvement
10. (7)Administrative Work 11.(8)Safety & Environment
12
TPM Fundamentals
Roles of Pillar Champion

Roles
To Lead and Facilitate the TPM Activities for their Pillar Accountable for Pillar results and progress
Train and Schedule TPM Steps Form Pillar Committee
Present progress to Steering Committee and to the BMW public

Activity Board using PDCA cycle
Membership and Frequency

Weekly
Core Members Pillar Champions, Committee members Review results Plan Next Steps
Do
PDCA Cycle
Analyze Current Situation Check
Implementation
Identify Problems
Plan
Generate Countermeasures
Action
13
Involvement of Each Department By Pillar (Example)

Production OEE/Focused Improvement Autonomous Maintenance Planned Maintenance Training & Skills Initial Phase Management Quality Maintenance Administrative Work Safety & Environment Maintenance Quality Engineering Production Control Purchasing Sales Admin. 1
2 3 4 5 6
7
8
14
TPM Fundamentals
Activity Management : Example of Activity Board

The People
The team The Chart
TPM Progress Line-2

The Results
Objectives: 0
Breakdowns/month
The Layout
The Schedule
The action plan

Methodology
Process failures/month
The Master Plan

Involvement Competencies
The achievements
OEE Casting
F.A.
Updated on XX/XX by NB
15
Eight Pillars of TPM
16
Pillar I : OEE/Focused Improvement
Pillar I : OEE (Overall Equipment Efficiency) Focused Improvement

Objectives Maximizing the performance of equipment by minimizing losses of equipment Problem Solving by GROUPS
Compare the ACTUAL operating time versus the OPTIMUM operating time Highlight the causes of Productivity losses : Availability, Performance and Quality losses
Improvement Steps
Define Losses
Quantify Losses
Analyze Causes
Generate Countermeasures
Implementation Follow up
17
Available Time = 100 % OEE

1. Equipment Stop Loss Pallet Jams, Silo stops, Slide Gate, etc
Downtime
Operating Time
2. Set up/Adjustment Loss Sensor Dirty / Off, Adjust Former height, etc 3. Parts Change Out Leaky cylinder, Change Over Loss, Wait System,
Net Operating Time
Performance
4. Start Up Loss Change Overs, Not ready at 4AM,12 Noon, 8PM 5. Minor Stoppage Loss Lack of *** Dribbler adjustments, Bags jamming 6. Speed Loss Run Rate, Machine Speed Conveyor Belts, Dribbler,etc
Valued Operating Time = 25 % OEE
Quality
Wasted$$s
7. Defect/Rework Loss Bad formula,

Wrong ingredients, On hold, etc
18
Definition of OEE
OEE: Comparison between actual output and should-be output. Ex. Actual Output : 2,500 lb or units Should-be Output : 5,000 lb or unit OEE= 2,500 / 5,000 = 50%
19
OEE As Performance Evaluation

100 miles/hr X 10 hrs = 1,000 miles (Should-be Output)
0 mile 300 miles 300 miles (Actual Output) 1,000 miles
OEE = 300 / 1,000 = 30%

70 miles/hr 65 miles/hr 55 miles/hr 600 miles
70 miles/hr X 2 hrs = 140 miles

65 miles/hr X 2 hrs = 130 miles 55 miles/hr X 6 hrs = 330 miles Total: 600 miles (Should-be Output)
OEE = 300 / 600 = 50%

20
Pareto Analysis
Period 6 Downtime Line 2
Total Minutes = 4945
1400 1200 Time(min) 1000 800
70 60 50 40
600
400 200 0
30
20 10 0
Waiting on System
Process
X-Over
Sewing Machine
Palletizer
Break
Categories
21
Follow Up Weekly Measure Your Progress

W aiting System Frquency 100 80 60 40 20 0
1600 1446 1271 1400 1116 1200 841 1000 754 764 714 800 626 600 435 400 200 0 P10 '03P11 '03P12 '03P01 '04P02 '04P03 '04 p04 '04 P05 '04P06 '04
22
7/1/2004
Follow Up Weekly Measure Your Success
6/24/2004 6/17/2004 6/10/2004 6/3/2004 5/27/2004 5/20/2004
Linear (OEE - Dry - Line 2)
5/13/2004 5/6/2004 4/29/2004 4/22/2004 4/15/2004 4/8/2004 4/1/2004 3/25/2004 3/18/2004 3/11/2004 3/4/2004 2/26/2004 2/19/2004 2/12/2004 2/5/2004 1/29/2004 1/22/2004 1/15/2004 1/8/2004 1/1/2004
OEE - Dry - Line 2
OEE - Dry Line #2
Comments
Date 5% 0%
40%
35%
30%
25%
20%
15%
10%
23
OEE %
Pillar II : Autonomous Maintenance
Autonomous Maintenance : Definition

SHARED RESPONSIBILITY OF MAINTAINING BASIC CONDITIONS OF EQUIPMENT BETWEEN PRODUCTION AND MAINTENANCE
Daily/Time-Based Maintenance Cleaning Lubrication Tightening Daily inspection by using 5 SENSES Right operation, right adjustment, right setting
I operate, You fix. I operate, You Clean.

24
We are AlI responsible for Our equipment. We are AlI responsible for cleanliness of Our line.
3 Key Tools for Autonomous Maintenance

Key Concepts
3 Key Tools
Shop floor based

activities Operator conducted Operator enhancing Team activity Autonomous Management TPM Foundation Part of the job!
Activity Board Meetings One Point Lessons
25
Example of A.M. Activity Board

Team
People
Team Mission Mission Objectives
Activity & Findings

Step 1: Initial Cleaning
Definition
Treasures
Display actual findings from Initial Cleaning such as trash, unnecessary items, dust and other contamination. Step 2: Sources of Contamination
Team Name Members
Pictures
Before
After
Line
Layout of Line & Identified Important Areas
Tag List Safety Hazard Contamination Hard-to-reach Main Failure Tag Movement Actual Tags
Explain and show Focused Improvement activities for sources of contamination
Production
Maintenance
One-Point-Lessons
26
Autonomous Maintenance Routine Cleaning, Inspection, & Lubrication Standard

Dept. / Line : Diagram
Bldg Y
Area : Bag Printer Mach. ID : No.

1
Date:
4/28/2004
Item
Cleaning Water trap
Criterion Method Tools

Empty bowl Open valve Cloth
T (Min)
S 1
Tag # : Person Freq Resp.

D X W M Operator
Insert Picture Here
This is the maximum level for water in the bowl. Open valve at bottom to release water, wipe up with clean cloth.
27
One Point Lessons

One Point Lesson is a tool with the following characteristics;
TPM One-Point Lesson

Subject
Compressed Air Usage For Line #1 & 2
No. Date of Creation

Dept. Manager
DL1034
November, 2003 Team Created Leader by
One sheet to share the results

of autonomous study for 5-10 minutes
Contents can be knowledge and skills of; Equipment Safety Operation Process Task
Classification
Supervisor
Basic Im provem ent Knowledge Example
Trouble Cases
John
Jerry
Paul
Daniel
1.Compressed Air may only be used on the Dribbler Scale ONLY 2.Scale Area is currently Hard-ToReach and may cause variable weight if not cleaned
2
Dont Make A Bigger Mess !!!
Action History
Date Executed Instructor Trainee
28
The Five S The Five Steps of Housekeeping

1. Sort: Separate out all that is unnecessary and eliminate it. 2. Store: Put essential things in order so they can be easily accessed.
Everything has a place and is in its place. And visual management.
3. Shine: Clean everything tools and workplaces removing stains,

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

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

29
The 7 steps of Autonomous Maintenance

1. Initial Cleaning (Initial Inspection & Restoration)
-Detect problems of lines and restore its original state. -Start managing the line autonomously. ( 5S, Minor Stops, Quality ) -Create & perform temporary Cleaning/Lubrication procedures. -Solve Sources of Contamination and Hard to Reach areas. (Cleaning, Inspection, Lubrication) -Develop tentative standards for cleaning, lubrication and inspection. -Provide training on their equipments, products and materials, inspection skills and other AM skills. Develop a routine maintenance standard by operators Standardize routine operations related to workplace management such as quality inspection of products, life cycle of jigs, tools, set up operation and safety. Autonomous team working
3 Years
2. Source of Contamination & Hard-to-Reach areas 3. Standards of Cleaning & Lubrication 4. General Inspection 5. Autonomous Inspection 6. Standardize Autonomous Maintenance operations 7. Autonomous Management
30
What to detect during Initial Cleaning? Categories of Abnormality

S: Safety Items : safety area, spot, work environment 1: 5 S Related Items:
Sort: Unnecessary items Store: Disorganized storage, Lack of Visual Indications Shine: Cleanliness/Preserve
2: Sources of Contamination:
Leaks, Spills
3: Hard-to-Reach area 4: Broken/Missing Parts 5: Basic Conditions:

Lubrication Tightening Cleaning & Inspection
6: Quality Related: Causes of defect
31
Before
After
32
Pillar II : F-Tagging
During Initial Cleaning
Afterwards Every Day Process
33
Monitoring Tags
Initial Cleaning is not an one time event. It should be repeated monthly. The more restoration you continue, the less Initial Cleaning time you will need.
250
200
Tag Issued Tag Restored
Number of Tags
150
100
50
0
Ju ly ug us t er ov om be r e) be r (J un ct ob ec em D
em
le an in g
Se pt
In iti al C
34
be r
Major Impact from Initial Cleaning Activity

10 % increase in Machine Time by cleaning and
adjustment of cylinders and air tubes of Bag Former (13 cycle/min to 15 cycle/min)
35
Pillar III : Planned Maintenance

Objectives:
Increase Equipment Reliability and Production Up-Time Minimize the maintenance cost by 1) reducing breakdowns 2) development of efficient maintenance methods
To clarify which parts and locations of which equipment should receive what type of maintenance and to implement it in a planned manner
36
WHO DOES WHAT ?

SERVICING ACTIVITIES
REPAIR MAINTENANCE
ROBUSTNESS IMPROVEMENT EFFECTIVE AND APPROPRIATE REPAIRS TRENDS MEASURE AND CONTROL NOT TIME BASED SERVICING BUILDING OF PROGRAMS TIME BASED APPLICATIONS CLEANING- REFURBISHING GREASING-SCREWING DAILY INSPECTION DAILY EQUIPMENT CARE
Mfg
Maint
X
X X X
PREDICTIVE MAINTENANCE
PREVENTIVE MAINTENANCE
X
X X X X X X
ROUTINE MAINTENANCE
37
Planned Maintenance 6 Steps

Step 1: Evaluate Equipment and Understand Current Conditions Step 2: Restore Deterioration and Correct Weaknesses Step 3: Build an Information Management System Step 4: Build a Periodic Maintenance System Step 5: Build a Predictive Maintenance System Step 6: Evaluate the Planned Maintenance System
38
Implementing Planned Maintenance

6 -Evaluate & Establish PLANNED MAINTENANCE SYSTEM PHASE 1
Improve MTBF
AUTONOMOUS MAINTENANCE
PHASE 2
INCREASE TIMELIFE
PHASE 3
PHASE 4
SYSTEMATIC REPAIR FAILURE PREDICTION 5 Entire process inspection 6 A.M. System 7 A.M. Management
1 Initial Cleaning 4 Inspection system 2 Sources of contamination, Hard-to-reach area 3 Standardize
1 Equipement Audit (Current) 2 Repair degradations and improve weakness 3 Information system (Database) 4 Preventive Maintenance System 5 -Predictive Maintenance System
MAINTENANCE
39
PM - Main Activities
Improvement of Equipment MTBF
Preventive Maintenance Corrective Maintenance Maintenance Prevention Breakdown Maintenance Support for Autonomous
Maintenance
Improvement of Maintenance Skills MTTR

Specialized maintenance skills
Equipment repair skills

Inspection and measurement
skills
Equipment diagnostic skills Develop new maintenance

technologies
40
M. T. T. R & M.T.B.F CALCULATION MODE

MEAN TIME BETWEEN FAILURE
MTBF=
( OPENING TIME STOPS TIME) STOPS NUMBER FOR FAILURE
MEAN
TIME
TO
REPAIR
MTTR=
SUM OF TIME STOPS FOR FAILURE STOPS NUMBER FOR FAILURE * LAST GOOD PART/FIRST GOOD PART
41
Pillar IV : Training & Skills
Pillar IV : Training and Skills Development

Objectives 1) Enhance employees ability and skill in TPM methods 2) Provide necessary TPM methodology at the right time
TPM
TRAINING AND SKILLS DEVELOPMENT ADMINISTRTIVE WORK IMPROVEMENT PREVENTION OF MAINTENANCE (Initial Phase Control) OEE INCREASE/ FOCUSED IMPROVEMENT PLANNED MAINTENANCE QUALITY IMPROVEMENT
Consolidation Expansion Implementation Introduction
POLICIES, OBJECTIVES, PERFORMANCE INDICATORS
3) Provide challenge targets for individuals by clarifying the hierarchy of skills

42
SAFETY AND ENVIRONNEMENT
AUTONOMOUS MAINTENANCE
Steps for Pillar 4 Training
Step 1: Skills/Techniques Inventory and

Hierarchy
Create a list of Operational and Maintenance Skills and Techniques
Step 2: Design Training System

Including follow-up system such as OJT (=on the job training) Documentation of Individual Skill Levels
Step 3: Set Individual Skill Challenge Target Step 4: Training and Evaluation
43
Training and Skills Development: Program and Matrix

Dry Manufacturing
BOBADILLA, Andres CAMPOS, Jose V. ARAGON, Donald
2nd Shift
1st Shift
ALFARO, Paulo
COBIAN, Marco
BARKER, Brett
ARMAS, Juan
Training Matrix for Manufacturing and Distribution Staff
BARRIOS, Daniel
Training Schedule by Production Line

Training Hours Line #1 (L2 refresher) Plan Actual TPMBasics / Concepts 5 S's Understanding OEE - Identifying Losses Pillar 2: Autonomous M aintenance - Overview of 7 Steps AMStep 1 - Initial Cleaning Gantt Initial Inspection / Initial Clean / F-Tagging Actual Initial Cleaning Day Top M anagement Audit-1 AMStep 2 - Source of Contamination F-Tag Analysis Prioritize them Generate Countermeasures-1 Prioritize Cleaning Area Generate Countermeasures-2 Action Planning AMStep 3 - Document / Create Standards One Point Lessons = Create / Document Visual Controls = Create / Document Define Cleaning M ethods =AMCreate / Document Top M anagement Audit-2
Week
Subjects
x I Q C
Bidding For / Current Station In Training Trained / Qualified Ceritifed / Performance Std. Met
Dry Manufacturing
1 Helper/Packer Relief Bag Printer Glue Machine Labeler Forklift 2 Packer 1 & 2 Packer/Dribbler Bag Form er Sew ing Machine Coder Bottom Conveyor Belt Stitcher / Sew ing Machine Incline Belt Cover Pan Metal Detector Palletizer 3 Packer 3 & 4 Packer Metal Detector Coding Bulk Bag Filler Rovem a Scale Metal Detector Coding
44
Training and Skills Development: Program and Matrix

P i l l a r 2 - A u to n o m o u s M a i n te n a n c e 1 = L e c t u re 2 = K n o w le d g e 3 = A p p lic a t io n 4 = P a s s o n K n o w le d g e 1 4 2 3 1 2 3 4 = = = = E x p o s u re C a n E x p la in Can Do / Has done
C a n T e a c h _ H a s t a u g h t - a s e vid e n c e d b y g re e n in d ire c t re p ro t s
O ve rvie w A M S t e p s 1 -7
A M -S t e p 1 C l e a n to I n sp e c t
A M -S t e p 2 S o u rc e s C o n t a m in a t io n I n sp e c t to D e te c t
. . . . S tep 2 S im p lific a t io n L u b ric a t io n
A M -S t e p 3 W o rk S t a n d a rd s / A M s D e te c t to C o r r e c t
1 4
2 3
1 4
2 3
1 4
2 3
1 4
2 3
1 4
2 3
1 4
2 3
1 4
2 3
1 4
2 3
1 4
2 3
1 4
2 3
1 4
2 3
1 4
2 3
1 4
2 3
1 4
2 3
1 4
2 3
1 4
2 3
1 4
2 3
1 4
2 3
1 4
2 3
1 4
2 3
45
Pillar V : Initial Product & Equipment
Pillar V : Initial Phase Management

(Prevention of Maintenance)
Objective Minimize LCC (=Life Cycle Cost) of equipment by the feedback of experience from the development stage of equipment and product
View Points
Product Development
Equipment Development/Investment
Easy-to-manufacture Defect-free Competitive Clarify 4M conditions

-Material -Method -Machinery -Manpower
Free from major losses Easy to use Easy to maintain Does not manufacture defective
products
46
Pillar VI : Quality
Pillar VI : Quality Maintenance

Aim To ensure that a plant is in a perfect condition where 100 % quality goods are produced, zero defects Ensuring high quality through equipment arrangements at each process
Steps
Result Oriented Approach after it has happened
Establish conditions for zero defects Prevent the occurrence of quality defects
by maintaining the conditions within certain standards Inspect and monitor such conditions in time series Predicting the possibility of quality defect occurrence by reviewing changes in measured values Take countermeasures in advance
Cause Oriented Approach before it happens
47
Pillar VI : Quality
Quality approach
QUALITY DEFECT Causes by: Equipment not capable Improper Process Conditions Human Error
Build equipments which do not create defects

Crisis Quality Assurance Results Control Equipment Monitoring Correspondence between Quality features and Process conditions or Equipment Capability Control of Causes
Preventive
Educate operators
Activities of Auto -Maintenance Field Training
Train operators to detect and correct anomalies MANAGE CONDITIONS OF ZERO DEFECT
48
Raw Material Defect Mode Matrix

Appearance Test Slick Frequency 1/Load Responsible Quality Dept Equipment Slick Document Q 610 Form Color Test Colormetry Frequency 1/Load Responsible Quality Dept Equipment Minolta Document Q 610 Form
Flavor Taste/Odor/ Test Visual Frequency 1/Load Responsible Quality Dept Equipment Visual Document Q 610 Form
Color Test Visual Frequency 1/Load Responsible Quality Dept Equipment Visual Document Q 610 Form Rheology Test Farino Frequency 1/Load Responsible Quality Dept Equipment Farinograph Document Farino Book Protein Test Protein Frequency 1/Load Responsible Quality Dept Equipment NIR Document Q 710 Form Moisture Ash Test Moisture Test Ash Content Frequency 1/Load Frequency 1/Load Responsible Quality Dept Responsible Quality Dept Equipment NIR Equipment NIR Document Q 710 Form Document Q 710 Form
Visual
Example Defects Specks Off-color
Physical
Low Moisture % High Ash% High Salt % Low Protein % Off Color Off Taste Off Odor
Wholesome-ness
Organoleptic
Infestation Test Visual Frequency 1/Load Responsible Quality Dept Equipment Visual Document Q 610 Form Micro Activity Test Acidity Frequency 1/Load Responsible Quality Dept Equipment pH Meter Document Q 610 Form Appearance Test Visual Frequency 1/Load Responsible Quality Dept Equipment Visual Document Q 610 Form
Foreign Matter Test Visual Frequency 1/Load Responsible Quality Dept Equipment Visual Document Q 610 Form Temperature Test Temperature Frequency 1/Load Responsible Quality Dept Equipment Thermometer Document Q 610 Form Integrity Test Visual Frequency 1/Load Responsible Quality Dept Equipment Visual Document Q 610 Form
Freshness Test Sell by Date Frequency 1/Load Responsible Quality Dept Equipment Visual Document Q 610 Form Traceability Test Lot # Record Frequency 1/Load Responsible Quality Dept Equipment Visual Document Q 610 Form Lot Code Test Visual Frequency 1/Load Responsible Quality Dept Equipment Visual Document Q 610 Form
Infestation Piece of Plastic Expired
COA Test All Records Frequency 1/Load Responsible Quality Dept Equipment Visual Document COA File
HACCP
High pH No Lot # No COA
Packaging
Torn Package Illegible Code
49
Pillar VII : Administative
Pillar VII : Administrative Work Improvement

Objectives 1) Minimize losses 2) Improve quality of work 3) Clear work allocation
Design Approach Customer Expectations Organizational Mission Departmental Mission
Individual Roles & Responsibilities
Step 1
Steps
Engineering Approach
Work Inventory
Make a List of all the work in the office
Step 2
Priority Analysis Work Allocation Analysis Activity Analysis Information Flow Analysis Document Analysis
Clarify priorities of all the work in the office
Step 3
Clarify work allocation of all the work
Step 4
Capture the trend and benchmark of Office work utilization
Step 5
Clarify detailed process flow of information
Step 6
Clarify objectives and design of documents
Step 7
Meeting Analysis
Clarify objectives and design of meetings
50
Example of Administrative Work Analysis Work Inventory

Work Inventory
Work Activity Category
No No
Job Title: Data Management Specialist Name:

Maximum Maximum
Frequency Quantity
Cycle time
Minimum
Minimum
Average
Average
Monthly
Weekly
Daily
Sub-Element
Yearly
Document Forms Being Used
( Check one )
( Times/How many )
( Minutes ) >Inventory Assignment
1 Monthly Inventory 1 Plan and assign inventory 2 Physical Inventory 3 Inventory Data Entry and Verification 4 Report Generation 2 Data Entry of Job Card 3 QS/ISO 1 Daily Data Entry 1 2 3 4 5 Maintain and update documents for QS 9000 Maintain and update documents for ISO14001 Create Weekly QS Report Perfom Internal Audits Preparing for external Audits
X X X X X X X X
2hrs 5hrs
>Inventory Sheet >Inventroy Sheet >Resins >Finished Inventory >Inprocess Inventory
15
2hrs
>Job Card ( Molding ) >Job Card ( Finishing )
12
>Molding Summary
>Finishing Summary
51
Pillar VIII : Safety & Morale
Pillar VIII : Safety and Environment

Target = Maintenance of peace of mind
Safety Management
Environment Management
Zero Accident Zero Injury
Zero Pollution Zero Waste

52
Steps for Pillar 8 Safety and Environment
Step 1: Collaboration with Other Pillars

Pillar 1 Focused Improvement :
Identify and solve any ergonomic problems to the operators
Supporting HACCP by providing sanitary work environment
Pillar 2 Autonomous Maintenance: Zero dangerous objects and Clean work place
Step 2: Accident/Danger Zone Map

Identify and visualize dangerous area and generate countermeasures
Step 3: Routine Safety Patrol by Plant Manager

53
Problem Solving Workshop
54
Problem Solving Process
Steps of Problem Solving

I. Problem Identification -1 Problem Statement (5W1H) -2 Categorize Problems (Grouping) II. Problem Investigation -3 Relationship Analysis -4 Quantify Problems (7 Tools of QC) -5 Priority Analysis (Priority Quadrant) III. Root Cause Analysis -6 Why-Why Analysis (5 Whys) IV. Generate Countermeasures -7 Idea Bit / Brainstorming V. Action Planning -8 Create Steps to Implement Countermeasures - 9 Create Schedule VI. Implementation
55
Step I Identification What is a problem?

A problem is a gap between the current situation (what it is), and the ideal situation (what it ought to be). Ideal Situation
>Goal/Plan >Standard i.e. - Manual - Job Description
GAP = PROBLEM
Current Situation
56
-1. Problem Statement
RULES FOR IDENTIFYING PROBLEMS

1. Write problems as concretely as possible. -Express problems using the 5Ws and 1H. Who What When Where Why/Which How 2. Keep it simple and clear 3. Use proper expressions to state problems
57
-2. Categorize Problems

Just simply group labels by similarity. - Never try to consolidate them. - The more groups, the better Be careful with convenient key words. Be specific. - communication, training, discipline, management, time, resource, etc. - Keep asking what kind of / what do you mean by --?
Problem Identification
Problems
58
Steps II: Problem Investigation

-3. Relationship Analysis
Relationship can be;
Large Labels
COMPANY THEME
Group, Member Names, Date Medium Labels
Flow or Sequence Cause and Effect Larger scale to Smaller scale Horizontal/Vertical
Small Labels
59
-5. Priority Analysis

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

-6. 5 Why Analysis
Problems
Root Cause Analysis
Root Cause Statement
Crossdepartmental Issues
Departmental Issues
61
Step IV: Countermeasures

-7. Brainstorming To generate countermeasures Brainstorming
4 Rules of Brainstorming 1. The more, the better 2. Time Consciousness
3. No Criticism
4. Develop ideas from other people
62
Step V: Action Planning

>Create steps (story) of improvement >Estimate necessary time for each step >Clarify responsible person for each step >Manage progress ( Plan vs Actual ) Schedule ( Plan vs Actual )
October November 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19
Person
Project Step/Content 1 Event 2 2nd Phase Machine #4-5 1 Project Meeting 2 Training (Project Member) 1 Prepare for Implementation 2 Trial 3 Actual Implementation 4 Follow Up 3 4th Phase Finish Lines #1-3 1 Create Proposal 2 Detailed Design 3 Prepare for Implementation 4 Trial 5 Actual Implementation 4 5th Phase Machine #8-9 1 Time Study 2 Brainstorming/Discussion 3 Basic Design of New Operation 4 Create Proposal 5 Detailed Design/Preparation
23 24 25 26 27 28 29 30 31 1
in Charge M T W Th F Sa Su M T W Th F Sa Su M T W Th F Sa Su M T W Th F Sa Su
Jose Javier Maria Maria Maria Maria Angelica Angelica Angelica Angelica Angelica Isabel All Member Isabel Isabel Isabel
Steps
63
TPM Fundamentals
TPM A Continuous Improvement Approach ,KAIZEN, to eliminate losses ACT

ANALYZE THE ROOT CAUSE GENERATE COUNTERMEASURES 5 WHY ANALYSIS Fishbone Chart BRAINSTORMING ONE POINT LESSON
PLAN
STUDY PREPARE PLAN OBJECTIVES Group Problem Solving
CHECK
MONITOR THE PROGRESS IDENTIFY BOTTLENECKS DATA GATHERING Detecting Problems 5W 1H
DO
Implementation Small Group Activity Focused Improvement Team
DEMINGs PDCA Wheel

64
Evolution of Impact
Improve Your Company
Improve Your Performance

Improve Your People Improve Your Equipment
65
WHAT IS YOUR CORPORATE CULTURE?

HIGH
IMPULSIVE / EMOTIONAL
-ATTACH HIGH PRIORITY TO SOLVING OF TODAYS PROBLEM.
EXCELLENT
-PROBLEMS ARE CLEARLY DEFINED AND
COUNTERMEASURES ARE IMPLEMENTED AS SCHEDULED. -PROFITABLE AND SUFFICIENT GROWTH. -HUMAN RESOURCES ARE SMOOTHLY DEVELOPED YEAR BY YEAR. -COMPANY POLICIES ARE SPREAD THROUGHOUT THE ENTIRE COMPANY. FROM TOP LEVELS TO THE FIRST LINE.
LEVEL OF PROMOTING COUNTERMEASURES

LOW
-COUNTERMEASURES ARE NOT FOLLOWED THROUGH TO COMPLETION. -ACTIONS BASED ON IMPULSE.
VAGUE / IN THE DARK

-DOES NOT UNDERSTAND WHAT THE PROBLEM IS.
-CAN NOT DISTINGUISH PROBLEMS FROM COMPLAINTS. -ONLY THINKS OF TODAYS MATTERS. -EVADES IN-DEPTH DISCUSSION WITH EXECUTIVES.
TALK BUT NO ACTION

-PROBLEMS ARE CLEAR BUT REMAIN
UNRESOLVED. -PROBLEMS ARE CLEAR,BUT CONCRETE COUNTERMEASURES ARE NOT MADE. -COUNTERMEASURES ARE MADE BUT ARE NOT IMPLEMENTED. -COUNTERMEASURES ARE TOO CONSERVATIVE AND NOT INNOVATIVE.
LEVEL OF PROBLEM CONSCIOUSNESS

JMA Consultants America, Inc. JMA Consultants 2004
HIGH
66
5 S Video
67
What are the next steps?
Step 1: Pillar Champions Volunteers

Understand Pillar Steps Create Pillar Plan Activity Board Training
Step 2: BMW 2005 TPM Plan

Create TPM Site Plan Create TPM Master Plan
Allocate Resources
Step 3: Do It
Implement Pillar Plan Act on Results
68

TPM BMW Training

Caricato da

Informazioni sul documento

Titolo originale

Copyright

Formati disponibili

Condividi questo documento

Condividi o incorpora il documento

Opzioni di condivisione

Hai trovato utile questo documento?

Questo contenuto è inappropriato?

Copyright:

Formati disponibili

TPM BMW Training

Caricato da

Copyright:

Formati disponibili

TPM Management Training

TPM Kick Off Overview

Management Team Training

Presentation: After all, what is TPM? (45min)

TPM Mission Statement

Workshop TPM Group Problem Solving

Create TPM Plan for 2005

5S Video and Planning (1hr)

TPM Kick Off Overview

Philosophy and Organization

JMA Consultants 2004

TPM Kick Off Overview

TPM Operating Philosophy

3 Participation of all the associates

TPM Kick Off Overview

TPM Teamwork In Gemba

1st Shift Supv

2st Shift Oper 1st Shift Oper Seattle Supv.

TPM Kick Off Overview

TPM Award & Its Levels

Level 3: Special Award

Level 2: TPM Consistent Commitment Award

Level 1: TPM Excellence Award

TPM Kick Off Overview

JMA Consultants 2004

TPM Kick Off Overview

The 8 Pillars of TPM

TPM Kick Off Overview

TPM: People Process

Maximizing Group Dynamics

Communication : Using Common Language to be on the

JMA Consultants 2004

TPM Kick Off Overview

CSM Global Steering Committee (2/yr)

BSNA Steering Committee (2/yr)

Company Steering Committee (Qrtly. / (Monthly))

Satellite Plant Steering Committee (Monthly)

JMA Consultants 2004

TPM Kick Off Overview

TPM Steering Committee

Membership and Frequency

Next Steering Committee

JMA Consultants 2004

TPM Kick Off Overview

Program Development Master Plan

Implementation 1 Year Step 7 6 Months Steps 8-9

Expansion 1 Year Steps 10-11

7-(3) Planned Maintenance 7-(4) Training and Skills Development

TPM Kick Off Overview

Roles of Pillar Champion

Present progress to Steering Committee and to the BMW public

Membership and Frequency

JMA Consultants 2004

TPM Kick Off Overview

Involvement of Each Department By Pillar (Example)

JMA Consultants 2004

TPM Kick Off Overview

Activity Management : Example of Activity Board

TPM Progress Line-2

The action plan

The Master Plan

JMA Consultants 2004

TPM Kick Off Overview