“The Nicest things about Standards is that there are so many of them to chose from”

-- Ken Olsen

Implementation of TPM atBavarian Motor Works,

Germany

TPM Award & Its Levels

Level 4: Award For World Class Achievement -Volvo, Sony

Level 3: Special Award -Toyota

Level 2: TPM Consistent Commitment Award -Subaru Isuzu

Level 1: TPM Excellence Award -Phillips 66, Milliken, Motorola, Unilever

3 yrs3 yrs

2 yrs2 yrs

3 yrs3 yrs

3 yrs3 yrs

Each year, The TPM Awards Committee offers TPM Awards to plants and individuals for exemplary TPM achievement.

TPM: Establishing a Corporate Culturethat will maximize production system effectiveness

CHANGING CHANGING CULTURECULTURE

MoraleMorale

QualityQualityProductivityProductivity

DeliveryDeliverySafetySafety

CostCost

Customer Satisfaction Over Global Competition

CSM Global Steering Committee (2/yr)Chairman : Franz Olieman

Participants : All VP Manufacturing of CSM Corporate divisions JMAC: Holvec & Asano

CSM Global Steering Committee (2/yr)Chairman : Franz Olieman

Participants : All VP Manufacturing of CSM Corporate divisions JMAC: Holvec & Asano

BSNA Steering Committee (2/yr)Chairman : Leo Rappange

Participants : All the Presidents and VP Operations of TPM companiesJMAC: Asano & Masaaki

BSNA Steering Committee (2/yr)Chairman : Leo Rappange

Participants : All the Presidents and VP Operations of TPM companiesJMAC: Asano & Masaaki

Company Steering Committee (Qrtly. / (Monthly))Chairman : President of each company

Participants : VP Operations, CFO, Managers, Pillar Champions, TPM Coordinator , Leo

JMAC: Asano & Masaaki

Company Steering Committee (Qrtly. / (Monthly))Chairman : President of each company

Participants : VP Operations, CFO, Managers, Pillar Champions, TPM Coordinator , Leo

JMAC: Asano & Masaaki

Satellite Plant Steering Committee(Monthly)

Chairman : Regional Mgmt. or VPParticipants : Plant Mgmt., Pillar Champions,

TPM Coordinator JMAC: As needed

Satellite Plant Steering Committee(Monthly)

Chairman : Regional Mgmt. or VPParticipants : Plant Mgmt., Pillar Champions,

TPM Coordinator JMAC: As needed

IC Pillar Meeting (Weekly)

Chairman : Pillar ChampionParticipants : As needed &TPM Coordinator

JMAC: As needed

IC Pillar Meeting (Weekly)

Chairman : Pillar ChampionParticipants : As needed &TPM Coordinator

JMAC: As needed

Program Development Master Plan (Example of The First 3 Years)

Preparation ExpansionImplementation

6 Months 1 Year 6 Months 1 Year

Steps 1-7 Step 7 Steps 8-9 Steps 10-111. Top Management’s

declaration to introduce TPM

2. Introduction Training

3. TPM Organization

4. Target Setting

5. Master Plan

6. TPM Kick Off

7-(1) OEE/Focused Improvement 7-(2) Autonomous Maintenance

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

8. (5) Initial Phase Management9. (6)Quality Improvement

10. (7)Administrative Work

11.(8)Safety & Environment

TP

M A

wa

rd

12. Total application of TPM

Production Maintenance Quality EngineeringProduction

ControlPurchasing Sales Admin.

1OEE/Focused Improvement

2Autonomous Maintenance

3Planned

Maintenance

4Training &

Skills

5Initial Phase Management

6Quality

Maintenance

7Administrativ

e Work

8Safety &

Environment

Involvement of Each Department By Pillar (Example)

Objectives: 0

TPM Progress Line-2The People

The action plan

The Results

OEE Casting

Updated on XX/XX by NB

Breakdowns/month

Process failures/monthThe Schedule

The achievementsThe Master Plan

Methodology

F.A.

The team The Chart

The Layout

Involvement Competencies

Activity Management : Example of Activity Board

Eight Pillars of TPM

“Experience is what you get…When you get nothing..!!”

9

Pillar I : OEE (Overall Equipment Efficiency) Focused Improvement

Improvement Steps

Define Losses

Quantify Losses

Analyze Causes

Generate Counter-measures

Implementation Follow up

Objectives

Maximizing the performance of equipment by minimizing losses

of equipment Problem Solving by GROUPS

Objectives

Maximizing the performance of equipment by minimizing losses

of equipment Problem Solving by GROUPS

Compare the Compare the ACTUALACTUAL operating time versus the operating time versus the OPTIMUMOPTIMUM operating time operating time

Highlight the causes of Productivity losses :Highlight the causes of Productivity losses : Availability, Performance and Quality lossesAvailability, Performance and Quality losses

Available Time = 100 % OEE

Operating Time

ValuedOperating

Time =25 % OEE

Do

wn

tim

eD

ow

nti

me

Net Operating

Time

Per

form

ance

Per

form

ance

Qu

alit

yQ

ual

ity

1. Equipment Stop Loss Pallet Jams, Silo stops, Slide Gate, etc

1. Equipment Stop Loss Pallet Jams, Silo stops, Slide Gate, etc

2. Set up/Adjustment Loss Sensor Dirty / Off, Adjust Former height, etc

2. Set up/Adjustment Loss Sensor Dirty / Off, Adjust Former height, etc

3. Parts Change Out Leaky cylinder, Change Over Loss, Wait System,

3. Parts Change Out Leaky cylinder, Change Over Loss, Wait System,

4. Start Up Loss Change Overs,Not ready at 4AM,12 Noon, 8PM

4. Start Up Loss Change Overs,Not ready at 4AM,12 Noon, 8PM

5. Minor Stoppage Loss Lack of ***Dribbler adjustments, Bags jamming

5. Minor Stoppage Loss Lack of ***Dribbler adjustments, Bags jamming

6. Speed Loss Run Rate, MachineSpeed – Conveyor Belts, Dribbler,etc

6. Speed Loss Run Rate, MachineSpeed – Conveyor Belts, Dribbler,etc

7. Defect/Rework Loss Bad formula,

Wrong ingredients, On hold, etc

7. Defect/Rework Loss Bad formula,

Wrong ingredients, On hold, etc

Wasted$$’sWasted$$’s

11

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%

12

OEE As Performance Evaluation

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

1,000 miles 0 mile 300 miles

OEE = 300 / 1,000 = 30%

300 miles (Actual Output)

70 miles/hr

65 miles/hr

55 miles/hr

70 miles/hr X 2 hrs = 140 miles

65 miles/hr X 2 hrs = 130 miles Total: 600 miles (Should-be Output)

55 miles/hr X 6 hrs = 330 miles

600 miles

OEE = 300 / 600 = 50%

13

Pareto Analysis

Period 6 Downtime Line 2Total Minutes = 4945

0

200

400

600

800

1000

1200

1400

Waiting onSystem

Process X-Over SewingMachine

Palletizer Break

Categories

Tim

e(m

in)

0

10

20

30

40

50

60

70

Top 20% Causing

Top 20% Causing

80% of Downtim

e

80% of Downtim

e

14

Follow Up Weekly Measure Your Progress

1446

11161271

841754 764 714

626435

0200400600800

1000120014001600

P10 '03 P11 '03 P12 '03 P01 '04 P02 '04 P03 '04 p04 '04 P05 '04 P06 '04

0

20

40

60

80

100

Waiting System Frquency

15

Follow Up Weekly Measure Your Success

OEE - Dry Line #2

0%

5%

10%

15%

20%

25%

30%

35%

40%

1/1/2004

1/8/2004

1/15/2004

1/22/2004

1/29/2004

2/5/2004

2/12/2004

2/19/2004

2/26/2004

3/4/2004

3/11/2004

3/18/2004

3/25/2004

4/1/2004

4/8/2004

4/15/2004

4/22/2004

4/29/2004

5/6/2004

5/13/2004

5/20/2004

5/27/2004

6/3/2004

6/10/2004

6/17/2004

6/24/2004

7/1/2004

Date

OEE

%

OEE - Dry - Line 2

Comments

Linear (OEE - Dry - Line 2)

16

SHARED RESPONSIBILITY OF MAINTAINING  ”BASIC CONDITIONS” OF SHARED RESPONSIBILITY OF MAINTAINING  ”BASIC CONDITIONS” OF EQUIPMENT BETWEEN EQUIPMENT BETWEEN PRODUCTION PRODUCTION ANDAND MAINTENANCE MAINTENANCE

Daily/Time-Based MaintenanceDaily/Time-Based Maintenance – CleaningCleaning– LubricationLubrication– TighteningTightening

Daily inspection by using Daily inspection by using 5 SENSES 5 SENSES

Right operation, right adjustment, right settingRight operation, right adjustment, right setting

Autonomous Maintenance : Definition

“I operate, You fix.” “We are AlI responsible for Our equipment.”

“I operate, You Clean.” “We are AlI responsible for cleanliness of Our line.”

17

Example of A.M. Activity Board

People Treasures

Definition

Team Mission

Layout of Line & Identified Important

Areas

Safety Hazard

Contamination

Hard-to-reach

Main Failure

•Team Name•Members

Line

•Mission•Objectives

Activity & Findings

Step 1: Initial Cleaning

Pictures

Before After

Tag List Production Maintenance

Tag Movement

Actual Tags

•Display actual findings from Initial Cleaning such as trash, unnecessary items, dust and other contamination.

Step 2: Sources of Contamination

Explain and show Focused Improvement activities for sources of contamination

One-Point-Lessons

Team

18

Dept. / Line : Bldg Y Mach. ID : Date: 4/28/2004

S D W MCleaning

1 Water trap Empty bowl Open valve Cloth 1 X Operator

This is the maximum level for water in the bowl.

Open valve at bottom to release water, wipe up with clean cloth.

Insert

Picture

Here

ToolsT

(Min)PersonResp.

Autonomous MaintenanceRoutine Cleaning, Inspection, & Lubrication Standard

FreqDiagram No. Item Criterion Method

Area : Bag Printer Tag # :

19

One Point Lessons

One Point Lesson is a toolwith the following characteristics;

One sheet to share the results of autonomous study for 5-10 minutes

One Point Lesson is a toolwith the following characteristics;

One sheet to share the results of autonomous study for 5-10 minutes

Contents can be knowledge and skills of; Equipment Safety Operation Process Task

Contents can be knowledge and skills of; Equipment Safety Operation Process Task

Dept.Manager

Super-visor

TeamLeader

Createdby

BasicKnowledge

Improvement

ExampleTroubleCases

DateExecuted

Instructor

Trainee

Daniel

Cla

ssif

icat

ion

John

Act

ion

His

tory

Su

bje

ct Compressed Air UsageFor Line #1 & 2

TPM One-Point LessonNo.

Date ofCreation

November, 2003

DL1034

Jerry Paul

1.Compressed Airmay only be used onthe Dribbler ScaleONLY

2.Scale Area iscurrently Hard-To-Reach and maycause variableweight if notcleaned

1

2

Don’t Make A Bigger Mess !!!

20

The Five SThe Five Steps of Housekeeping

1. Sort: Separate out all that is unnecessary and eliminate it.

2. Store: Put essential things in order so they can be easily accessed. Everything has a place… and is in its place. And visual management.

3. Shine: Clean everything – tools and workplaces – removing stains, spots, debris and eradicating sources of dirt. Bring everything to “NEW” and better than new.

4. Standardize: Standardize the previous three steps to make the process one that never ends and can be improved upon.

5. Sustain: Make cleaning and checking routine.

21

What to detect during Initial Cleaning?“Categories of Abnormality”

S: Safety Items : safety area, spot, work environment1: 5 S Related Items:

Sort: Unnecessary items Store: Disorganized storage, Lack of Visual Indications Shine: Cleanliness/Preserve

2: Sources of Contamination: Leaks, Spills

3: Hard-to-Reach area4: Broken/Missing Parts5: “Basic Conditions”:

Lubrication Tightening Cleaning & Inspection

6: Quality Related: Causes of defect

22

BeforeBefore AfterAfter

23

Pillar II : F-Tagging

During During

Initial CleaningInitial CleaningAfterwards Afterwards ––

Every Day ProcessEvery Day Process

24

Monitoring Tags Initial Cleaning is not an one time event. It should be repeated monthly. The more restoration you continue, the less Initial Cleaning time you will need.

0

50

100

150

200

250

Initi

al C

lean

ing

(June)

July

August

Septe

mber

Oct

ober

Novom

ber

Decem

ber

Nu

mb

er

of

Ta

gs

Tag IssuedTag

Issued

Tag Restored

Tag Restored

25

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)

26

Pillar III : Planned Maintenance

Objectives: Increase Equipment Reliability and Production Up-TimeMinimize the maintenance cost by 1) reducing breakdowns 2) development of efficient maintenance methods

Objectives: Increase Equipment Reliability and Production Up-TimeMinimize the maintenance cost by 1) reducing breakdowns 2) development of efficient maintenance methods

To clarify which parts and locations of which equipment should receive what type of maintenance and to implement it in a planned manner

27

SERVICING ACTIVITIES

REPAIRMAINTENANCE

PREDICTIVE MAINTENANCE

PREVENTIVE MAINTENANCE

ROUTINEMAINTENANCE

ROBUSTNESS IMPROVEMENT

EFFECTIVE AND APPROPRIATE REPAIRS

TRENDS MEASURE AND CONTROL

NOT TIME BASED SERVICING

BUILDING OF PROGRAMS

TIME BASED APPLICATIONS

CLEANING- REFURBISHING

GREASING-SCREWING

DAILY INSPECTION

DAILY EQUIPMENT CARE

XX

XX

XX

XX

XX

XX XX

XX

XX

XX

XX

MfgMfg MaintMaint

WHO DOES WHAT ?WHO DOES WHAT ?

28

1 – Initial Cleaning2 – Sources of contamination, Hard-to-reach area3 – Standardize

4 –Inspection system 5 – Entire process inspection

6 – A.M. System

7 – A.M. Management

INCREASE TIMELIFEImprove MTBF SYSTEMATIC REPAIR FAILURE PREDICTION

PHASE 1 PHASE 2 PHASE 3 PHASE 4

1 –Equipement Audit (Current)

2 –Repair degradations and improve weakness

3 – Information system

(Database) 4 – Preventive

Maintenance System

5 -Predictive Maintenance

System

AU

TO

NO

MO

US

M

AIN

TE

NA

NC

EM

AIN

TE

NA

NC

E

6 -Eva

luate &

Es

tablish

PL

AN

NE

D M

AIN

TE

NA

NC

E

SY

ST

EM

Implementing Planned Maintenance

29

Pillar IV : Training and Skills Development

Objectives 1) Enhance employees’ ability and skill in TPM methods 2) Provide necessary TPM methodology at the right time

Objectives 1) Enhance employees’ ability and skill in TPM methods 2) Provide necessary TPM methodology at the right time

Introduction

Expansion

Implementation

Consolidation

POLICIES, OBJECTIVES, PERFORMANCE INDICATORS

OE

E I

NC

RE

AS

E/

FO

CU

SE

D I

MP

RO

VE

ME

NT

AU

TO

NO

MO

US

MA

INT

EN

AN

CE

PL

AN

NE

D M

AIN

TE

NA

NC

E

TR

AIN

ING

AN

D S

KIL

LS

DE

VE

LO

PM

EN

T

PR

EV

EN

TIO

N O

F M

AIN

TE

NA

NC

E(I

nit

ial

Ph

ase

Co

ntr

ol)

QU

AL

ITY

IM

PR

OV

EM

EN

T

AD

MIN

IST

RT

IVE

WO

RK

IM

PR

OV

EM

EN

T

SA

FE

TY

AN

D

EN

VIR

ON

NE

ME

NT

TPMTPM

3) Provide challenge targets for individuals by clarifying the hierarchy of skills

3) Provide challenge targets for individuals by clarifying the hierarchy of skills

30

Training and Skills Development: Program and Matrix

Plan Actual

TPM Basics / Concepts

5 S's

Understanding OEE - Identifying LossesPillar 2: Autonomous Maintenance- Overview of 7 StepsAM Step 1 - Initial Cleaning Gantt

Initial Inspection / Initial Clean / F-TaggingActual Initial Cleaning Day

Top Management Audit-1AM Step 2 - Source of ContaminationF-Tag AnalysisPrioritize themGenerate Countermeasures-1Prioritize Cleaning AreaGenerate Countermeasures-2

Action PlanningAM Step 3 - Document / Create StandardsOne Point Lessons = Create / DocumentVisual Controls = Create / DocumentDefine Cleaning Methods =AM Create / Document

Top Management Audit-2

Training Schedule by Production Line

Line #1 (L2 refresher)Week

Training Hours

Subjects

Training Matrixfor Manufacturing

and Distribution Staff

Dry

Ma

nu

fac

turi

ng

1s

t S

hif

t

AL

FA

RO

, P

au

lo

AR

AG

ON

, D

on

ald

AR

MA

S,

Ju

an

BA

RK

ER

, B

rett

BA

RR

IOS

, D

an

iel

2n

d S

hif

t

BO

BA

DIL

LA

, A

nd

res

CA

MP

OS

, Jo

se V

.

CO

BIA

N,

Marc

o

x Bidding For / Current StationI In Training Q Trained / QualifiedC Ceritifed / Performance Std. Met

Dry Manufacturing 1 Helper/Packer Relief

Bag Printer

Glue Machine

Labeler

Forklift

2 Packer 1 & 2

Packer/Dribbler

Bag Former

Sewing Machine

Coder

Bottom Conveyor Belt

Stitcher / Sewing Machine

Incline Belt

Cover Pan

Metal Detector

Palletizer

3 Packer 3 & 4

Packer

Metal Detector

Coding

Bulk Bag Filler

Rovema

Scale

Metal Detector

Coding

31

Training and Skills Development: Program and Matrix

Pillar 2 - Autonomous Maintenance

1 = Lecture 1 = Exposure

2 = Knowledge 1 2 2 = Can Explain

3 = Application 4 3 3 = Can Do / Has done

4 = Pass on Knowledge 4 = Can Teach _Has taught - as evidenced by green in direct reprots

Steps 1-7 Clean to Inspect Sources Contamination

Inspect to Detect Lubrication

1 2 1 2 1 2 1 2 1 2

4 3 4 3 4 3 4 3 4 3

1 2 1 2 1 2 1 2 1 2

4 3 4 3 4 3 4 3 4 3

1 2 1 2 1 2 1 2 1 2

4 3 4 3 4 3 4 3 4 3

1 2 1 2 1 2 1 2 1 2

4 3 4 3 4 3 4 3 4 3

Overview AM AM-Step 1 AM-Step 2 AM-Step 3. . . . Step 2

Simplification

Detect to Correct

Work Standards / AMs

32

Pillar V : Initial Phase Management(Prevention of Maintenance)

Objective Minimize LCC (=Life Cycle Cost) of equipment by the feedback of experience from the development stage of equipment and product

Objective Minimize LCC (=Life Cycle Cost) of equipment by the feedback of experience from the development stage of equipment and product

View PointsView Points

Product DevelopmentProduct Development Equipment Development/InvestmentEquipment Development/Investment

Easy-to-manufactureDefect-freeCompetitiveClarify 4M conditions -Material -Machinery -Method -Manpower

Free from major lossesEasy to useEasy to maintainDoes not manufacture defective products

33

Pillar VI : Quality Maintenance

Aim To ensure that a plant is in a perfect condition – where 100 % quality goods are produced, zero defects

Aim To ensure that a plant is in a perfect condition – where 100 % quality goods are produced, zero defects

StepsSteps

Result Oriented Approach“after it has happened”

Result Oriented Approach“after it has happened”Establish conditions for “zero defects”

Prevent the occurrence of quality defects by maintaining the conditions within certain standardsInspect and monitor such conditions in time seriesPredicting the possibility of quality defect occurrence by reviewing changes in measured valuesTake countermeasures in advance

Cause Oriented Approach“before it happens”

Cause Oriented Approach“before it happens”

Ensuring high quality through equipment arrangements at each process

34

ExampleTest Slick Test Visual DefectsFrequency 1/Load Frequency 1/LoadResponsible Quality Dept Responsible Quality Dept Specks Equipment Slick Equipment Visual Off-colorDocument Q 610 Form Document Q 610 Form

Test Colormetry Test Farino Test Protein Test Moisture Test Ash Content Low Moisture %Frequency 1/Load Frequency 1/Load Frequency 1/Load Frequency 1/Load Frequency 1/Load High Ash%Responsible Quality Dept Responsible Quality Dept Responsible Quality Dept Responsible Quality Dept Responsible Quality Dept High Salt %Equipment Minolta Equipment Farinograph Equipment NIR Equipment NIR Equipment NIR Low Protein %Document Q 610 Form Document Farino Book Document Q 710 Form Document Q 710 Form Document Q 710 Form Off Color

Test Visual Off TasteFrequency 1/Load Off OdorResponsible Quality DeptEquipment VisualDocument Q 610 Form

Test Visual Test Visual Test Sell by Date InfestationFrequency 1/Load Frequency 1/Load Frequency 1/Load Piece of PlasticResponsible Quality Dept Responsible Quality Dept Responsible Quality Dept ExpiredEquipment Visual Equipment Visual Equipment VisualDocument Q 610 Form Document Q 610 Form Document Q 610 Form

Test Acidity Test Temperature Test Lot # Record Test All Records High pHFrequency 1/Load Frequency 1/Load Frequency 1/Load Frequency 1/Load No Lot #Responsible Quality Dept Responsible Quality Dept Responsible Quality Dept Responsible Quality Dept No COAEquipment pH Meter Equipment Thermometer Equipment Visual Equipment VisualDocument Q 610 Form Document Q 610 Form Document Q 610 Form Document COA File

Test Visual Test Visual Test Visual Torn PackageFrequency 1/Load Frequency 1/Load Frequency 1/Load Illegible CodeResponsible Quality Dept Responsible Quality Dept Responsible Quality DeptEquipment Visual Equipment Visual Equipment VisualDocument Q 610 Form Document Q 610 Form Document Q 610 Form

Protein Moisture Ash

Appearance Color

Taste/Odor/Flavor

Micro Activity Temperature Traceability COA

Appearance Integrity Lot Code

Raw Material – Defect Mode Matrix

Color Rheology

Infestation Foreign Matter Freshness

Vis

ual

Ph

ysic

alO

rgan

ole

pti

cW

ho

leso

me-

nes

sH

AC

CP

Pac

ka

gin

g

35

Pillar VII : Administrative Work Improvement

36

Pillar VIII : Safety and Environment

Target = “Maintenance of peace of mind “ Target = “Maintenance of peace of mind “

Safety Management

Environment Management

Zero AccidentZero Injury Zero Pollution

Zero Waste

37

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

38

Problem Solving Workshop

“If you focus on result you will never change.If You focus on Change, you will get Result..”

39

Steps of Problem Solving

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

40

Step I – Identification – What is a problem?A problem is a gap between the current situation (what it is), and the ideal situation (what it ought to be).

Current Situation

Ideal Situation

GAP = PROBLEM

>Goal/Plan

>Standard

i.e. - Manual

- Job Description

41

RULES FOR IDENTIFYING PROBLEMSRULES FOR IDENTIFYING PROBLEMS

1. Write problems as concretely as possible. -Express problems using the 5Ws and 1H. Who What When Where Why/Which How

2. Keep it simple and clear

3. Use proper expressions to state problems

-1. Problem Statement

42

-2. Categorize Problems

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

Pro

blem

Iden

tification C

ou

nte

rmea

sure

Problems

43

Steps II: Problem Investigation

COMPANY THEMEGroup, Member Names, Date

Large Labels

Small Labels

Medium Labels

-3. Relationship Analysis

Relationship can be;

•Flow or Sequence•Cause and Effect•Larger scale to Smaller scale•Horizontal/Vertical

Relationship can be;

•Flow or Sequence•Cause and Effect•Larger scale to Smaller scale•Horizontal/Vertical

44

LowLow

HighHigh

HighHigh

FeasibilityFeasibility

Imp

act

-5. Priority Analysis -5. Priority Analysis -5. Priority Analysis -5. Priority Analysis

45

Steps III: Root Cause Analysis

-6. 5 Why Analysis -6. 5 Why Analysis

Cross-Cross-departmental departmental

Issues Issues

Departmental Departmental Issues Issues

Problems Problems Root Cause Analysis Root Cause Analysis Root Cause StatementRoot Cause Statement

Keep asking WhysKeep asking Whys

46

Step IV: Countermeasures

1. The more, the better

2. Time Consciousness

3. No Criticism

4. Develop ideas from other people

To generate countermeasures

Brainstorming

Brainstorming

4 Rules of Brainstorming

4 Rules of Brainstorming

-7. Brainstorming

47

Step V: Action Planning>Create steps (story) of improvement>Estimate necessary time for each step>Clarify responsible person for each step>Manage progress ( Plan vs Actual )

>Create steps (story) of improvement>Estimate necessary time for each step>Clarify responsible person for each step>Manage progress ( Plan vs Actual )

Person 23 24 25 26 27 28 29 30 31 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19

Project Step/Content in Charge M T W Th F Sa Su M T W Th F Sa Su M T W Th F Sa Su M T W Th F Sa Su

1 Event 1 Project Meeting Jose

2 Training (Project Member) Javier

2 2nd Phase 1 Prepare for Implementation Maria

Machine #4-5 2 Trial Maria

3 Actual Implementation Maria

4 Follow Up Maria

3 4th Phase 1 Create Proposal Angelica

Finish Lines 2 Detailed Design Angelica

#1-3 3 Prepare for Implementation Angelica

4 Trial Angelica

5 Actual Implementation Angelica

4 5th Phase 1 Time Study Isabel

Machine #8-9 2 Brainstorming/Discussion All Member

3 Basic Design of New Operation Isabel

4 Create Proposal Isabel

5 Detailed Design/Preparation Isabel

NovemberOctober

Step

s

Schedule ( Plan vs Actual )

48

“With every pair of hands, you get a FREE

brain” --Autonomous Maintenance

“Kai”: Continuous“ZEN”: Improvement

49

DEMING’s ‘PDCA’ WheelDEMING’s ‘PDCA’ WheelDEMING’s ‘PDCA’ WheelDEMING’s ‘PDCA’ Wheel

PLANPLANPLANPLAN

DODODODOCHECKCHECKCHECKCHECK

ACT ACT ACT ACT STUDY

PREPAREPLAN OBJECTIVES

Group Problem Solving

Implementation

Small Group ActivityFocused Improvement Team

•MONITOR THE PROGRESS•IDENTIFY BOTTLENECKS

DATA GATHERINGDetecting Problems

5W 1H

•ANALYZE THE ROOT CAUSE•GENERATE COUNTERMEASURES

5 WHY ANALYSISFishbone Chart

BRAINSTORMINGONE POINT LESSON

TPM – A Continuous Improvement Approach,‘KAIZEN’, to eliminate losses

50

Evolution of Impact

Improve Your Equipment

Improve Your People

Improve Your Performance

Improve Your Company

51

LOW HIGH

HIGH

LE

VE

L O

F P

RO

MO

TIN

G

CO

UN

TE

RM

EA

SU

RE

S

WHAT IS YOUR CORPORATE CULTURE?

IMPULSIVE / EMOTIONAL EXCELLENT

VAGUE / IN THE DARK TALK BUT NO ACTION

LEVEL OF PROBLEM CONSCIOUSNESS