manufacturing excellence through - dtj...

TPM by Management dtj

Manufacturing Excellence Through TPM 1

Manufacturing Excellence through

TPM by Management



Audience

• Business unit heads

• Plant heads

• Pillar Chairman

• Process Incharge

• Plant Function Heads

Manufacturing Heads

• Finance

• Materials

• HR

• Marketing

• Development

• Engineering

Corporate Function Heads



Shop Floor Team

KK / QM / JH / PM

Support Function Team

OTPM /ME /PPC/ STORE

Corp. Functions Team

TPM at Organization

Contribution by Each

Drive by Management



1. Work on losses under your control

2. Highlight losses not under your control

Shop Floor Team

KK / QM / JH / PM

TPM at Organization


Drive by Management

30% 35%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Effort Result



1. Support plants to achieve Plant PQCDSM by improving support

2. Work for Cost efficient not for cost reduction

Shop Floor Team

OTPM /ME /PPC/ STORE

70%

20%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Effort Result

TPM at Organization


Drive by Management



1. Support plant support functions 2. Standardize 3. Systemize 4. Bench mark good practices – HD 5. Decide strategy to become cost

efficient 6. Guide plant support functions to go

ahead with strategy 7. VA/VE Approach

Shop Floor Team

TPM at Organization


Drive by Management

20%

100%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Effort Result



Rules of the Game

OEM’s today when give us Business opportunities

It’s always with,

Discussed, Agreed & Committed by us for,

On time development

Product proving

Product Productionize with Quality & Delivery norms

As per agreed Cost / Price / Fixed Investment / Environment norms

Once given Commitment

1. Team has to Operate & Perform to meet

Customer Delight Stake Holders Delight



Present Status

Individual functions in company improve and try to become most efficient yet,

Together they reflect to be inefficient

Which is a threat to company’s financial health

in tern, it is a threat to stake holders how long company can operate like this…?



What to Do?

TPM - Total Productive Maintenance is a tool proven nearly 50 years,

To be used to come out of situation and meet the objectives

Some misconceptions about TPM…

TPM is a tool to be used by only shop floor – Front line People

TPM is additional task than my routine

TPM is not the solutions for meeting challenges in business



What is Right then…

o TPM understands Business Model & Targets

o Establish TPM organization within exiting organization structure

o Link KMI to KPI to KAI to meet KMI in line with Company’s Vision &

Mission

o Establish a network of team members, who will have continues focus on

KAI to meet KMI

o KMI – In line with Companies Vision & Mission



Linkage of KMI to KPI to KAI (Example)

Key Management Index (KMI)

Key Performance Index (KPI)

Key Activity Index (KAI) Responsibility Target Date

1. Increase Productivity

1.1 Increase OEE

1.1.1 Reduce set up change time loss Kaizens

Cell Front Line + KK Chairman

1.1.2 Reduce set up change occurrence Kaizens

1.1.3 Reduce Tool change time loss Kaizens

1.1.4 Reduce Tool change occurrence Kaizens

1.1.5 Reduce start up change time loss Kaizens

1.1.6 Reduce Management loss Kaizens



Key Management Index (KMI)

Key Performance Index (KPI)

Key Activity Index (KAI) Responsibility Target Date

1. Increase Productivity

1.2 Increase Production / Hour

1.2.1 Identify bottlenecks - debottlenecking Kaizens Cell Engineer +

KK Chairman + ME Engineer 1.2.2 Identify Line organization Loss

– Do Kaizens , Rebalance Line

1.3 Increase Output / Man / Shift

1.3.1 Identify motion loss i.e. Waiting time loss, NVA, Man-Machine balancing – Do Kaizens Reorganize line to reduce manpower

Cell Engineer + KK Chairman + ME Engineer

1.3.2 Identify Line organization Loss – Do Kaizens , Rebalance Line

1.4 Achieve Zero Breakdown

1.4.1 Study happened breakdown Do why why analysis Countermeasure with HD Update JH/PM/TBM

PM Chairman + Cell Engineer

1.4.2 Take Machines to JH Step 5 Cell Engg. / JH operator

1.4.3 Follow PM & TBM PM Chairman

Linkage of KMI to KPI to KAI (Example)



How to Start…

Above functions are linked into network and form Organization Structure & TPM Structure

Note: Many Key persons will have ‘dual role’ in it

• Marketing • Development • Manufacturing Engineering

Initiating Functions

• Production • Quality • Equipment Maintenance • Tool, Die, Fixture Maintenance

Operating Functions

• HR • Materials / Purchase • Finance / Accounts • PPC & Stores

Support Functions

Any Company functions are grouped as:



Organization Structure

Business

Unit Head

Plant Head

Support Functions

Human

Resource Materials ME &

Development

PPC, Store &

Internal

Logistics

Production Functions

Process Heads

P1 P2 P3 P4

Production

Quality

Maintenance

Tool Fixture



TPM Structure

Business Unit

Head

Operation Head

Main Pillars

KK QM JH PM Die PM

Support Pillars

DM ME OTPM E&T SHE

• Note: Organization Structure & TPM Structure will be linked such way that,

KMI to KPI to KAI are performed focused way & reviewed foe speed & effectiveness



Setting Target

Customer Expectation 3 Yr. Business Plan by MD

Set Company Level Target

Link to Cell Level Link to Pillar Level

• Target Driven Activity • PQCDSM way losses

focused improvement

• As Per Pillar Activity Roadmap • Reactive improvement • Proactive improvement • With sustenance & Horizontal

Deployment

Convert All Points in PQCDSM

Break in Quarterly

Targets Linked to Pillars



TPM Methodology & Approach - KK

Linkages of targets: Kobetsu Kaizen (KK)

No. Target Parameter Bench Mark

Target Results Loss

Monitoring Improvements

Reactive Proactive

P

OEE Improvement

Kaizens on Losses: • Start up, Set up change,

Tool change, Speed loss, Measure & Adjustment, Minor Stoppages, Motion loss

Prod. / Hr. Improvement

Kaizens on : • Debottleneck of bottleneck

Operations • Line organization loss

Output/ Man/ Shift Improvement

Kaizens on : • NVA Operations

Kaizens on : • Motion Losses • Man Machine Balancing

C Cost Reduction

Kaizens on : • Labour Cost • Tooling Cost • Material Yield • Packing Cost

Kaizens on : • VE Proposals • Automation • Technology Upgradation • Engineering Changes




Target Results Loss


Reactive Proactive

D Mfg. Lead Time Reduction

Kaizens on : • Process time reduction • Waiting Time Reduction • Transportation time

reduction • Unidirectional Material

Flow • Single Piece Flow

M MP Kaizens

MP Kaizens to DM: • Product • Process • Machine • Tooling

TPM Methodology & Approach - KK

Linkages of targets: Kobetsu Kaizen (KK)




Target Results Loss


Reactive Proactive

P

Zero Field Complaints (EFR/ Warranty)

Kaizens through: • FTA study of field failures • All happened & may

happen causes – corrective action

Sustenance Action: • Corrective actions linked

into IPO / Control Plan

Zero Customer Complaints

Kaizens through: • On study of inspection

side failures • Cause side action in

process

Sustenance Action : • Corrective actions linked in

to Final Inspection Check sheet

• Audit of Final Inspection • Corrective action linked

into IPO/Control Plan • Inspection agreement • Limit Samples • Trained inspector with

ownership • Handling of ‘OK’ Parts

TPM Methodology & Approach - QM

Linkages of targets: Quality Maintenance (QM)




Target Results Defect


Reactive Proactive

Q Zero In-house Rejection

Analysis on : • Pareto of live defects • A,B,C Categorization of live

defects • Why Why Analysis study &

actions on A & C type defects

• FTA Study of ‘B’ Type defect – Corrective actions on all possible causes

Sustenance Action: • Corrective action linked to

IPO / Control Plan QA Matrix: • QA Matrix for may happen

defects • Corrective actions on may

happen defects • Linking to IPO / Control

Plan QM Matrix: • 4M1T1E Study i.e. IPO /

Control Plan • Linking to check sheets

(JH/PM/QM/TFM/Mate. Handling)

• Training of Front Line • Corrective actions on NCs • Monitoring Results






Target Results Defect


Reactive Proactive

Q Zero defect in BOP

Internal audit for: • Inspection side and cause

side actions at vendor

Sustenance Action: • Product / Process audit at Vendor • Final inspection organized at vendor • Support to vendor on audit finding

actions • RFD Store at vendor • Material handling actions at vendor

M Quality Audits

Internal audit for: • First Piece Inspection • In process / Patrol

Inspection • Final Inspection • Layout Inspection • SPC Study • Material Handling System • Receipt Inspection • IPO / Control Plan

Sustenance Action: • Corr. Actions on NCs / Abnormality

of audits • Q Points linked to DWM of front line

people

M MP Kaizens • Inspectors training for Product /

Process • MP Sheets for equipment






Target Results Down Time Monitoring

Improvements Reactive Proactive

P

Zero Breakdown Achieve & Sustain

Kaizens through: • Study happened

Breakdown by Why Why Analysis

• Who did not do what?

Sustenance Action: • Update Checks sheets i.e.

JH/PM/TBM • Learning of happened breakdown • HD at similar machines

Support to JH

JH - 0: • Past history of machine • Know your machine • 7 Types of Abnormality JH - I: • Involve in cleaning and abnormality

findings by red & white tagging JH – II: • Red Tag – Corr. Action • SOC – Corr. Actions • HTA for CLIRt – Corr. Action • HTA – JH Kaizens • Good to find – Corr. Action JH - III: • Preparation of JH Check sheet • JH Visual Sticker on machine

TPM Methodology & Approach - PM

Linkages of targets: Planned Maintenance (PM)




Target Results Down time Monitoring

Improvements

Reactive Proactive

P

Support to JH

JH - IV: • Know why manual • Training Centre • 5 Axis training kits • Training of operator

PM – Inspection & Repair

100%

Schedule

• PM Schedule adherence • PM Check sheets • PM Activities • Corr. Action on PM

abnormality • PM time reduction kaizen • MTTR Kaizens • Masking of PM Time

Q Zero defect due to equipment

• Study happened defect due to machine or equipment

• Take corrective action

Sustenance Action: • Corrective action link to

PM/TBM • Q Points from IPO to focus






Target Results Down time Monitoring

Improvements Reactive Proactive

P

Time Base Maint. 100%

• Study happened breakdown – Replace part

• If premature replacement – Study abnormality & take corrective action

• Update TBM calendar • Update frequency

Condition Base Maint. Identify

Parts

• Identify parts from TBM to CBM • Monitor results, parameters in

CBM • Replace parts on extracting

maximum life

Q Machine Repeatability

• Study SPC by QA –

Take Corrective action

• Update CBM Activity

C

Maint. Cost Reduction

• Study Replaced parts for Repair & Reuse

• MTBF Kaizens • Import Substitute • Local source for low cost

Power / Energy cost reduction

Kaizens on: • Power / Energy

wastage

Kaizens on: • Power / Energy saving






Target Results Losses Improvements

Reactive Proactive

P Zero Breakdown Due to weak JH

• Study happened Breakdown

• Who did not do what? • Update JH Check sheet • JH Kaizens

• Horizontal deployment for same category machines for similar cause

Q Zero defect due to weak JH

• Study happened defect • Why-Why Analysis • JH – Corr. Actions &

Kaizens • Update JH Check sheet

• Horizontal deployment for same defect phenomenon on other parts

S Zero Accidents due to weak JH

• Study happened accidents • Why-Why Analysis • Corr. Actions & Kaizens • Update JH Check sheet

• Horizontal deployment for similar cause at other machines , Operations

TPM Methodology & Approach - JH

Linkages of targets: Jishu Hozen (JH)





Reactive Proactive

P JH Step 0 to 5 To prevent Breakdown, Defect & Accident

Roadmap to take up machines to JH Step 5 JH - 0: • Past history of machine • Know your machine • How machine functions • 7 Types of Abnormality JH - I: • Initial cleaning and • Cleaning with meaning • Cleaning for Inspection • Inspection for abnormality findings • Red & white tagging:

• Source of contamination • Hard to access • Good to find cases

JH – II: • Corr. Action on white tags by Prod. Team • Corr. Action on Red tags by Maint. team • Corr. Actions on • HTA for CLIRt : Corr. Action by Prod.+

Maint. • SOC : Corr. Action by Prod.+ Maint. • Good to find – Corr. Action by Maint.







Reactive Proactive

P JH Step 0 to 5 To prevent Breakdown, Defect & Accident

JH – III: • Machines to Speaks by itself • JH Visuals / Stickers on machine for

CLIRt • Practice of JH Step 3 by JH Check Sheet • Highlight abnormalities for Corr. Actions JH – IV: • Preparation of Know why manual

sheets for each point of JH • Training Centre for 5 Axis Training • Training to operator with Know why

sheets







Reactive Proactive

P Breakdown Due to weak Knowledge & Skill

• Study happened Breakdown • Conclude Why Why as weak

knowledge & Skill • Plan for training

• Add point in Training Material • Add as case study

Q Zero defect due to weak JH

• Study happened defects • Conclude Why Why as weak

knowledge & Skill • Prepare OPL and display on

machine • On job training to all concern

• Add point into training material

• Add as a case study • Prepare OPL & do horizontal

deployment

S Zero Accidents due to weak JH

• Study & conclude happened accidents / injuries as weak knowledge & skill

• Prepare OPL & Display take OJT

• Add point in to training material

• Prepare OPL & display on machine and do horizontal deployment at all operation

P Skill Upgradations from L1 to L4

Level L1: • I don’t know, I can’t Work • Prepare Training Material as

competent operator & Plan for trainings

TPM Methodology & Approach - E&T

Linkages of targets: Education & Training (E&T)





Reactive Proactive

P

Skill Upgradations from L1 to L4

Level L2: • I know, I can Work under supervision • Decide Training Topics plan & Execute

training Level L3: • I know, I can Work without supervision • Decide training topics • Execute trainings Level L4: • I know, I can Work , I Can guide & teach

to other • Decide training topic & • Plan for training

Multiskilling of Operators

• Identify people to take up to multiskilling

• Decide multiskilling for different work stations / Operations

• OJT at different operation • Monitor performance

JH 4 Training

• 5 Axis Training • Know why Manual – Practicing • Training Centre

TPM Methodology & Approach - E&T

Linkages of targets: Education & Training (E&T)





Reactive Proactive

P Reduce Management Loss

• Management loss to address

to support department • Dept. wise / loss wise Kaizens

• Update function level systems

Q Eliminate defect loss due to BOP Parts

• Study BOP Defects • Why why analysis • Inspection side action at

receipt inspection at vendor • Final inspection at vendor • Cause side Kaizens at vendor

for each defect phenomenon

• Identify vendors to upgrade: • Q – Final inspection streamline • D – RFD stores with Min./Max.

level of FG inventory • Vendor uplift TPM Way • Product & Process Audit at

vendor • Corr. Action on NCs /

Abnormalities of audits

S

Dept. wise PQCD improvement Plan (PPC/ Purchase / HR/ Stores / Finance Dept.)

• 1S-2S in offices • KK / QM / ET activities at each

support function or dept. • KK – Productivity & Cost

Improvement • QM – Error in System follow up • E&T – Training to all members

TPM Methodology & Approach - OTPM

Linkages of targets: Office TPM (OTPM)




Target Results Causes Improvements

Reactive Proactive

S

Zero Accidents achieve & Sustain

• Study happened accidents • Why why analysis • Corr. Action /Safety kaizen • Update safety audit check sheet

• Horizontal deployment of safety actions / Kaizens

Zero Fire Hazardous Achieve & Sustain

• Study happened fire accidents • Conclude Why Why Analysis • Corr. Action /Safety kaizen • Update Fire audit check sheet

• Horizontal deployment of Fire actions / Kaizens

Zero First Aid injuries achieve & Sustain

• Maintain First aid injury register • Study why why analysis • Corr. Actions / Kaizens • Update safety Check sheet

• Horizontal deployment of Corr. actions / Kaizens

Accidents Prevention

• Safety trainings • Fire safety trainings • Safety audit check sheets • Safety audit schedule • Highlight Kaizens for

unsafe condition & Display OPL for Unsafe actions

TPM Methodology & Approach - SHE

Linkages of targets: Safety, Health & Environment (SHE)




Target Results Causes Improvements

Reactive Proactive

H Health Protection

• Study pollution in terms of Noise , Dust, Temperature

• Implement Kaizens • Study ergonomic conditions &

implement Kaizens • Conduct Medical check up • Ensure no health abnormality

due to work ambient

E Environment Improvement & Protection

• Audit for: Air pollution, Land pollution, Water pollution

• Do Kaizens • Update audit check sheets • Follow & Control as per

MPCB Norms

• Environment protection: • ETP – Monitor & Improve • Reduce Water consumption • Reduce use of plastic • Save Power / Energy Kaizens • Improve green areas • Achieve ‘OHSAS’ certification • Safety policy • Recognition for SHE initiative

TPM Methodology & Approach - SHE

Linkages of targets: Safety, Health & Environment (SHE)





Reactive Proactive

M MP System

• Collect MP worthy Kaizens from Shop people from pillar chairman

• MP Kaizen convert in to MP sheets

• Create MP Library for Product / Process / Equipment & Tooling

• Create / Update Design Guidelines / Design Check sheet / Design Standards

M New Product (Much better than earlier) PQCDSM

• Follow up DR1 to DR7 steps of New Component development System

• Ensure each step is ‘Sign off’ by Production + Quality + Maint. Team along with customer

• Ensure applicable MP Sheets are implemented proactively

• Follow targets results at each step of DR System

• Follow 3000 parts with production while run at rate do fine tuning

TPM Methodology & Approach - DM

Linkages of targets: Development Management (DM)





Reactive Proactive

P New machine or Equipment process tooling

• Set targets PQCDSM • Consider MP Kaizens sheets while

planning • Consider non MP input from mfg.

or other sources. • Form CFT of production + Quality +

Maint. Team • Follow each step for proactive /

Preventive actions

D Development Lead time reduction

• Make a roadmap of development of product / Equipment / Process / Tooling

• Consider lead time reduction Kaizens

• Use ECRS logic or principle • Consider formation of

development cell with regular machine / Equipment's for speedy trials of new development

TPM Methodology & Approach - DM

Linkages of targets: Development Management (DM)



• Supervisor • Inspector • Operator • Fitter

Frontline Level

Cell Level Ownership of Cell Level targets

• Process Incharge • Quality Representative • Maintenance

Representative • Tool / Die / Fixture

maintenance Representative

• Development / ME Representative

• OTPM Representative • E&T Representative • PPC Representative

Process Level

Ownership of Process Level targets

• Plant Head • Pillar Head (KK/

QM/ JH/ PM/ SHE / E&T / OTPM / DM)

• Function Head from Corporate (Need based support)

Plant Level

Ownership of Plant Level targets

Driving Platform



Operations Structure

Ownership

1. Plant Level PQCDSM

2. Process Level

PQCDSM

3. Cell Level PQCDSM

TPM Structure Ownership

1. To adopt TPM pillars Methodology

2. To Support for loss elimination at Cell level to Plant Level

3. To establish proactive / Preventive actions to prevent losses

e.g. JH-0 to JH-05 Activity PM / TBM Activity IPO Activity SHE Initiatives ET to all levels support Support functions support KK Initiates (including VA + VE)

Operating How..?



Step 1 Step 2 Step 3 Step 4

Basic Restoration

Reactive &

Proactive

Improvements

Sustenance

Excellence

- 4M1T Restoration - Set the Process Right

- 4M1T Optimization - Optimize all resources

- 4M1T Sustenance - System to Sustain

- The best 4M1T - Automation & Technology

Steps of Improvement Journey



Managed Way

• Any How Produce and Dispatch

• Quality control only at final inspection

Focused Way

• Involve front line Team & Function head

• Improve PQCDSM Way

• Roadmap for: Proactive & Preventive improvements

Sustained Way

• Improved Restored

• Front line people competent

• Necessary training

• Necessary system in place

• Link to DWM

Excellence Way

• VA/VE Proposal

• Small Automation

• Technology adoption

Customer Company Team Customer Company Team

Transformation of Roadmap - Approach



• Shop review PQCDSM Target

Shop Review

With shop In-charge + Pillars

• Pillar review w.r.t Roadmap

Pillar Review

With pillar teams + shop In charge

• Quarterly – Seek

guidance / Support / decisions

Updating

Management

Ownership of Plant Level targets

Internal Review mechanism



Internal Audits

• JH Activity • IPO Activity • PM & TBM Activity • Education &

Training • SHE Activity • Material Handling

Shop Discipline

• Break through Kaizen by Manager for:

‐ Production / Hour ‐ Output / Man ‐ WIP / Inventory ‐ NVA Activity ‐ Cost Reduction

Middle Level

• KMI KPI KAI • Strategic Initiative • VA / VE • Cost Efficient • Manpower

Development

Corporate Function



Results

• Shop Floor Discipline

• Losses under their control

Kaizen by Front

Line by Engineer

• ME / PPC / Material Function Support to Shop to improve – Cycle time reduction , Cost Reduction

Kaizen by

Manager

• Strategic Thinking – Break through Kaizens

• WIP Inventory Reduction

• New Technology – Automation

• VA/VE

Kaizen by

Senior People

manufacturing excellence through - dtj...

Documents