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500 N ew TPM Im plemenla tlon P rogram for R enovation of P rodu ctio n

10.1 Safety/Hygiene/Environnlental Management andI",..,;I'nM '

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10.1.1 What Is Safety Management?. , ~. .

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This chapter will explain how to establish setups for zero accidents and zero pollution,

which are essential ~onditions for PM a,y~r?~llaHfi<:(lti()f1~)(<l.l"l"\lna,liQns.However, .

explanation will not concern the implementation method of T~M with reference 1 0 its.division into safe~y ?pd hygiene management and environrnel\t~l ~anagement; rather

it will be related to'cornrnori and basic problems of individual management. This is

because the concept~n.dthe method of implementation regaftn~ ~~fety and hygiene

management and environmental management have the same roots in most fundamental

areels. The irnplernenta tion method to be described hereafter will be centered on "Vv'hal

should be d~)lle7" and "Why do il?" rather thim "How ahould;it be done?"

The p6ir~t 0'( attention in introducing and implcmenti~1g rPM, and planning,

executing, andmanaging TPM in the realms of safety and hygiene management, as

well as environmental m;r~agelnent, is that real setups fC<!hi"rI;1g'zero ac(:id(~~itsand

zero pollution cannot be established merely by asking "How should it b~ done?"

TIle important thing is first to un.der~tarn? th;.,j9~~ ,~.fT~~ a~d form ~ consensus:

regarding "What should be d?ne?" and "Why do it?" thrbugh 1>~~cti~es base? on the

participation of all members, ranging from the top manager to frontline workers.-(. . • • I

Next.-letusconsider why. the basics of "safety and"hygie{16 management" and

"envlronmental managernent" have the same roots. In his book "Desigm'hg Safety,"

Jiro Abe: !def!.qe~ safety as a " peaceful condition free d r t i n - : . Hariger of a'~~~d!fnts,

particularly danger leading to human death or casualties." I

To rephrase this in TPM terms, we would like to say: "Safety i s the maintenanced~p~~ce 9 f mind." As shown in Fig. 10.1, the targets of management ?r its range are

dif(~rcnt in "safety and hygiene management" and "environmental management," but

they botl~ film to maintain peace of mind In its .cntire·ly. TI1e1to'1:',gct of both is overall

technology pursuing peace of mind of "human beings.", (. /. ,...

B~sed on the above explanation, the concept of TPM and the m~tl~p,d of Its

imple~entati0r will be described. Unless specifically mentioned, saf~ty ,a~d.hygiene

management and environmental management will be collectively ref er rd< i to as "safety

management."



10. Establishment of Setups for Zero Accidents and Zero Pollution 501

Fig. 10.1 Alms of "Safety and Hygiene Management" and "Environmental Management"

, "r.• ', .

Targot '" "Malntonance of poaco of mind'

tr / I~')\

<Elfects>

Degree of social effects (~mall)

<Effects> ,

Degree of social effects (great)

<Range>

Human beings who havo direct -~~-.---

Interest In target objects

(Manaqemont, empioyoos, And shareholders)

" L<Range> ! '.'L \ r 1

Human beings who do not havo

direct Intorests In largot objects

(nearby residents,

goneral consumers, ole.). ,

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10.1.2 Problems Related to TPM in Safety Management

Relations between IJs'~fetyman~'gem.ent'~ and TPM are shown in P1g.JO.2. As described

earlier, TPM represents activities to improve equipment efficiency, based on equipment

management in the narrow sense of the term. The problem of TPM in "safety

management" is to pursue safer work and the ideal st'ati{bllnrtte'cials, and to seek

improvement, based on the management of equipment.

This can berephrased as seeking the buildup of a safer .man-machine system,• .' 'r r \ 1/.' ,

based on management that pursues zero accidents and pollution. ,,

(1)

I.;!

What kind of management Is needed to pursue zero accidents and

pollution?

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\r,..spreviously stated, TPM's philosophy is to thoroughly strive for zero accidents

andpoll~tio_n. For orientation toward zero accidents and pollution, the basic

course of action is to seek "E~~,~~_t,~_~:~!~_~~,~~,~,se.II.1 \ \

In common with safety management, TPM calls for committing to 1;eroaccidents

and po\lution, and adopts prevention as the fundamental concept:,

Yet maI'\y cdmpanies have implemented "safety management" activities.that are

committed to zero accidents and pollution. Why are the safety achievements of

enterprises that have introduced and implemented TPM so much better than

. j

those of companies that implement "safety management"?



502 . New TPM Implementation Program for Ronovation of Production

FIg. 10,2 Relations between Safety Management and rPM..R.: ... 't 'nt"; ..M14- ... £ - - ; . - lGT "'l]i:i El!! ff "" WW '777

Process control

Delivery (0)

Qualily (0) ---+~-- ~- ,---1---1- Quality controlI--------l-~ ........................-..I----t----1---I---+--~---- --~--~---

Cost (C) ----;--- '--i-- f- ~-...=. Cosl control

---+---t----1~- ~-r---- Delivery control

S afe ty a nd h ea lth

env lronm ent ( S)

Morale (M)

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To this question, the following common workshops, actual goods, and, realt J : ' I I,'" , "." !

conditions at enterprises thaI received PM awards provide answers:

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The five basics of workshop management arc thoroughly implemented.

By thoroughly implementing the Fiv~basic's ~fv:J~k~i~~pmanagement, it ispossible to uncover unsafe aspects.

The ,I~.~elof zero accidents and zero defects was ,rlealir:,e~,extraordinarily

lessening work yoIume'i ,~

By converti »s extT~ordinary work into ordinary work, training as s~andafdwork became possible, : " !

Operators' reactions in the event of abnormalities in equipment or p~ocessing

conditions are quick. '

Through Jishu-Hozen and Kobetsu-Kaizen, a series of capabili tics(detcction-judgment-handling-countermeasures) against abnormalitles

have been cultivated. ,J

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Set rules are scrupulously observed. ( " ,?,

Because operators themselves determine standards, the meaning-of the

slandards is dearly understood, and a consciousness of abiding by. them

develops..I




These are all the basics of safety. The following problems are evident in

conventional "safety management":. e '~ ' : '

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e "Fostering of operators" based on a long-term viewpoiAr (iii other words,

skill cultivation) is insufficient.

• Thoroughness in practices is lacking.

• Mutual understanding and cooperation among the staff groups concerned

are insufficient.

The most important deficits of all are the following.

• The top management lacks a strong will of enforccmen't. Unless theseproblems are solved, the establishment of the foundation (of~)anagement

committed to zero defects will be difficult.,

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(2) Buildup of safer hurnan-rnachlne systems

The outline of a human-machine system in the manufacturing process can be... I J f

depicted as in Fig.;10.3. When seen Irorn the view t tat processing 0 products

means adding value, work can be divided into direct work and indirect work,

based on produclion facilities. 'I \>') , t

The first step to build up a safer man-machine system is to understand safety (5)

assurance in the form of output, at the level where dir~ct ,anA indirect work is

broken down into elemental actions. In this way Ute disparity from the ideal state

and fluctu~tion are eliminated, effecting restoration and improvement.

iFig. 10.3 Outline of a Man-Machine System

Input

I )

..• Production oqulpmont .--e- Indlroct work

= > .••.•••• Diroct work

~~

Production eyetorn -~

/

\\

...

Output

POCDl.ff1M

Safety



5 0 4 N ew TPM Im pleme nta tion P rog ram fo r H on ova tion of P ro du ction

The deviation from the ideal state and variation are shown in Fig. 10.'1.At this

time, capabilities to detect the deviation and variation are referred to as

"malfunction detection capability skills" in TPM.J

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The deviation and variation will be explained using a simple case. In many

workshops, monkey wrenches are used to connect bolts and nuts. Certainly,

monkey wrenches are universally useful and convenient tools, but when they

are used as linkage parts in ordinary work, losses of matching diameters always

'arise from the viewpoint of the deviation from the ideal state. Bec,8lise the

variation in the form of backlash becomes greater, the danger of detachmentduri '1' k j ~) I), unng l1g rtening wor may grow, \.

In rnany workshops, however, this gap and variation are not realized., , \ I

Ffg.10.4 Gap and Dispersion from thn Ideal Stat()

---c----------

( f

[Ideal stale] rolatfve

to Iho S, sat?l)' .assurance, \,', '

C D Gap e[Minor defect}

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We stress repeatedly that this example is based on the premise of ordinary work.

It is possible that itwill be used in emergency maintenance. Even in such a case,

however, variation in the use method of 'use must be minimized. The correct~ " I • I

method Il1USt be taught, and the variation state of backlash controlled.

To build up a safer human-machine system, it is considered necessary to study

the condition in which a safer machine must exist, from the viewpoints of both

direct and indirect work.

Mr. Kiyoshi Mori states in his book "High-Tech Society and Labor":II

Machines' I,and systems not harmonized with Irian have little chance of lasting long."

This sentence gives an important hint in considering human-machine systems.

This observation sterns from the same viewpoint as the molto\"defending one's

own, equipment by oneself," which is a guideline of TPM activities. In brief, it

signifies that equipment should be considered from the stnndp?int of its usc.

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Meanwhile, it is added that the basis of plant management is the five basics of

workshop management, including "safety management." lrrpr.,e<;tive of changes,

in the production system, the pursuit of efficiency will be fruitless, if the five basicsof workshop management are not taken seriously.

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506 New TPM Implementatlon Program for Renovation of Production

10.2 Basic Concepts of Zero Accidents and ZeroPollution

10.2.1 Safety Management Is the Basls of Production Activities

"Disaster strikes when you least expect it," is the saying that appropriately expresses the

difficulty in preventing natural calamities. The same can be said with regard to "safely

management" incompanies.

As shown in Fig. 10.5, "safely management" aimed at zero accidents and zbro

pollution must be considered the basis of production activities. Certainly, production

systems inherently have factors that cause accidents and disasters at certain rates.

In other words, all people working for enterprises should always be aware that, even

at workshops where the state of zero accidents is maintained, lhere is always potential for

accidents to OCCUI'. Also, we hereby emphasize the necessity of efforts to resist the fading of

memories of past accident experiences, and to regard accident cases of other companies as, ;

lessons about latent possibilities, taking IH:;a'ssory countermeasures.

There are reports about accident cases in places in which TPM was implemented." I,

What is interesting to note in this connection is that, with regard to the state of accident

occurrence common in these cases, serious accidents occurred when malfunctions

hampering the ordinary work flow, such as failures and quality problems, arose.

This means that a single problem or failure may trigger a~cidents. Daily zero-failure

and zero-defect activities are highly effective steps to attain zero-accident and zero-pollution

activities.

The abov~ 'thought is illustrated in Pig. 10.6, the "Pyramid of Accident Occiirrence."

I .

Fig. 10.5 Safety Management and Production Activities

, : ~

TPM

Safety managoment j

10. Establishment of Setups to r Zero Accidents and Zoro Pollution 507

Fig. 10.6 Pyramid of Accident Occurrenco

Countermeasures

against the fading

memories 01

accidents ~

Countermeasures using

another company's

case as a lesson

<!-------.

An actualized caseIm~_~__Level ofaccident'soccurrence

Leaving alone

chronic losses,

such as faifures

and quality problems

.....Leaving chronic ...

lassos alone ...

..... : ~ ~ ~ - '. - ! ~ ~ ; ~ ~ ~ ~ ? ~ ~ ~ ; ~ ~ ~ ~ - ~ , ~ I ~ . ~ ; ~. w - " " ~ J l . a l e n l s t a t e

.:.

:. Emergingslato

- " L -

.:

Leaving minor detects alono

Pyramid of'own COIIiPilIlY' Pyramid of "other company"

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10.2.2 Mechanism of Accident Occurrence and Detection of Minor Defects

The mechanism of accident occurrence will be outlined, with attent.on paid to "minordefects," which are important key words for the understanding of TPM.

This is because the adoption of preventive measures at the stages of generation

and growth of minor defects becomes possible by considering how such defects that

exist at the bottom of Fig. 10.6 actually OcCUI~grow, and eventually caus~ a~cidents.,

Generally, the mechanism of accident occurrence in "safety management" is shown

with the concept drawn in Fig. 10.7. When particular attention is drawn to "minor

defects" in the acciderit occurrence mechanism, Fig. 10.8 can be drawn.

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sasters-$- Cornblnatlon --~~ and

. . celdents- - r ~ - -There are personnel difloroncosIn tho easo of combination.

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New TPM Implementation Program for Renovation of Production

- - - - - - - - - - - - - - - - - - - - - - - - - -508

Fig. 10.7Mechanism of Accident Occurrence 1~}

Mechanical aodlorenvironmental Iactor

(unsafo state)

[-~

Managerial factor(poor management)

--~-..,...,,~-.".-~-

I----;:sonnol factor

~saro actions)

[

Knowled~e, consciousness,values; disposition,captltude, physical strongth,sonsibllity

Flg.10,8 Mechanlsn~of AccIdent Occurrenc(~ In rPM1 'l ii ~

Minor detects develop

• lnsutllclent management at 5 S's

• Occurrence of an unsafe state

Soil that cultivates minor dofocts '"

Lack of managament that Is committed 1 0 zoro accidents

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1D. Establishment or Setups for Zero Accidents and Zero Pollution 509

A factor that is the seed of minor defects is the Jack of skills, The soil {or their

growth is the absence of management committed to zero accidents and pollution.

TIle lack of skills is seen in the following three conditions.

• Don't know

A t this level, workers are unable to recognize unstable minor defects as minor

defects, and become able to acknowledge them as defects only when minor

defects grow into medium-scale defects and further into major defects. . ,iii Being unable to do anything despite knowing about minor defects

This is the level at which workers recognize defects when they are at the minor

stage, but lack the ability to take suitable steps and countermeasures '" Lack of

training.

!1 1 Don't do it despite having the knowledge

Here, workers have the knowledge and skills to detect minor defects! but do not

take necessary countermeasures 0::: Shortage of morale.

In short, the human factor for the occurrence and growth of minor defects is skill

shortage, which is generated by tile lack of management committed to zero accidents and

pollution. Its physical (actor is tile leaving of minor defects of the human-machine system.

10.2.3 Overall Method of lncreaslnq Safety

I .'

The meaning of the term "overall" is the same as that of the three T's in TPM. It

represents enhancing safety in the activity area of "safety management" in the entire

life cycle of manufacturing equipment, based on the cooperation of total-member

participation a~d all-staff group cooperation.

The aforementioned "safety management" activities can be classified as "offensive

activities" and "defensive activities" in terms of activity orientation.

IfOffensive activities" are activities designed to reduce the occurrence of accidents to

the utmost degree, To explain tile term using Fig. 10.6, they are activities to eradicate factors

that may trigger the occurrence of failures, problems, and accidents. These activities should

be centered on fostering operators who can understand functions and structure of

equi pment and processing cond itions; who ha ve the ski lis to detect minor d efects and effect

their rectification and improvement; and who are skillful regarding safety,

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510 Now TPM Implementation Program for Renovation of Production

Meanwhile, "defensive activities" are aimed at minimizlng the degree of damage

and the scope of effects even if an accident should occur.

When safety, which is the target of both the offensive and defense activities, is

compared with the rate of plant operation, which is generally used as the indicator of

production equipment reliability, its nature can be learned. TIle characteristic is shown

in Fig. 10.9.

Here, it becomes evident that reliability and safety of production facilities are

completely different in their forms of occurrence, and that the frequency of their

occurrence is extremely low, compared with that of failures and problems. Further, the

lack of a suitable scale that can measure overall safety may be one of the causes that

make "safety management" difficult. The study of the scale is a task for the future, but

to raise safety in an overall manner it is necessary to seek level improvement and fixation

in both aspects of offensive and defensive activities, starling with the:3 T's (total).

FlU, 10.9 Comparison of the Concepts o f n ate of Operation and Safety

ITR '" time 10 repair

TBF "" limo between fai lures

Range of effects

1--- ..IAbn orma litie s : :;:

Occurrenco of accidents--

I safety] \ Degree ofacctdent

__ ~_...J-~ ~ __ Normallt les



10. Establishment of Setups to r Zoro Accldonts nnd Zoro Pollution,,~~~.,,-",---~-.~---

11

10.3 Priority Measures in SafetyManagement and Their

Step Implementation'

10.3.1 Priority Measures

Priority measures for a man-machine system, based on management committed to zero

losses, are shown in Fig. 10.10.

Priority steps for the buildup of safer human-machine systems require approaches" I

in two fields:

" Making the equipment safe "0 Preventing equipment disasters; and

" fostering personnel skillful in ensuring safety» Preventing motion disasters,

(1} Making equlprnent safe:::: Prevention of equlpmen. disasters

Promotion of the five pillars of TPM implementation and thorough eradication

of losses that cause failures, quality problems, and unstable conditions, such as

minor stoppage in particular, are effective in preventing equipment disasters.

Sporadic occurrence increases the danger of disaster genera.lion. Accordingly,

regular prevention of sporadic occurrence will facilitate standardization and

adoption of suitable steps, lessening danger.

The relationship between the level of danger and the equipment level are shown

in Fig. 10.11.



512 New TPM lmplomontatlon Program for Renovation of Production

Man-machIne system Managemont system

(Supporting sot up)

(Management

system)

( Ac tu al s ilo , a ctu al s q ulp rn an t)

Fostering personnel who are

skilUul in ensuring safety

~

-.~~~-Steps to preventmotion-caused accidents

- .....J~-.~~~Working in acorrect manner)

Steady operation of Ihemanagement system

(Showing leaders'eagerness)

(Preventingdecline of functions)

~"-~"~~~~"~""~-... ~ _ ~ " _ " ,~ _ ~ _ •

Actual steps for zero accidents and, _ _ _ - - ..-------~~ - . . . . .- .~ .... ----.. .. ........... _ ..

• Extraction of environmental • Confirmation 01 adopting thoand equipment minor defocts concept of zero equipment• Safety and rnlnor-defect accldenlslrnprovornent actlvltlns • Early detection of, Naar-accidanl extract ion abnormalities during£IcllvJtlos oqutprncnt oporauon

• KY I< (F lxa \l on of w:;HviUo~ (Hoollh conuot of equlpmontto p re dic t d on g o r) dur1n9 Its operallon}• Flxatlon of actlvltles to • Evaluation OlYJ hnprovernentprevent erroneous oporalion of salety, secur it y. and• Fixation of 'finger· . pollution' prevention lac!l it iaspoInting, volco-ralslnq'

• Countermeasures for latontoperation practices shortcornlnqs of equipment

• Measuros agaInst the • Regular equlpmonl dragnoslssources of human errors ®Malntenan<:o technology

• Ensure safoly during ensuring zero forcedshutdown and other work deterioration

@Individuall lu ldance and • Development of systemtraInIng based on OJT evaluat ion teclmologlos and

• Education on degree 01 adoption of necessarydanger of materials handled measures

• Supportrng cooperative • Salety measures regardingcompanies In preventing robotslabor accidents • Simplif icat ion through U1e

• Thoroughly ensuring traf fic removal of unnecessary ,

safety. etc. equipment or unrequlred wir ing

Self-dlaqnosls regarding oxecution of training against

accidents and seven kinds of Iypical pollution

1 l_-~lTaking safety and pollution-prevention steps in advance

~

Establishment of production technologies that " jIncorporate safety and environmental maintenanco

I

+Conveyance and fixation Attainment of Three·

of previous knowledge, e- zero accidents. .~

• Not to

technologies, and skills and pollution of a reregarding zero accidents • Not to

and pollution • Not 10

zero pollution-"~""""""-'~ ~~,~.".-.~""~"-' ~~-~~ ~.---~-'~"-~ -

®Baslc corporate thfnklng about

lY' lfely and health and environ-

rnsntal rnalntenanca promotion;

l11stHvUngpromotion organl78t!oiH

and methods concerned• Establ ishing Boloty onr.1onvlron-mental malntenance sducatlon

setup, and InsUtuullO andcperatlnp dlsastar-prevention

lochnology manuals

• Inst itut Ing and oporat lng a safoty

commendation system®Iflslllutlnll and operating the top

audil system-

• Institut ing and operat ing safety

meet ings and other systems

• Insti tuting satety- and pol lutlon-

prevent ion budget systems

• EstablishIng problem Infonnatlon

control 8)'~'9mS (Including outside

comptalntnlormadon)

• Establlshlll'J a safetyassessment system

• Ensuring salety of new equIpment

and products and establishlnq a

advance evaluaUon system

for polluUon, etc.

Th o ® showsa pliorlty Itom.

Sovon kinds of Iyplcal polJuUon:

Nr pollution, water poIlullon,

wfl pollution. vibration. tand subsldoncs,

rosa, end stonch

not' activities related to the color red:

allow the generat ion

d flama;spill red blood;

require rod fire eng1nes

: F :?t1rtl

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10, Establishment of Setups for Zero Accidents and Zero Pollution. ~ - - - - ~ - - ~ ~ - - - - - - - - - - - - - - ~

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~ -r{-- IB 0\91 SSOUS IIO Jo6U1 !O --.... ~

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514 New rPM Implementation Program for Renovation of Production. . . . . . . . . . .1/"'/'-1.,! 1 - ' " !

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Fig. 10.12 Efficiency 01 "Finger-Pointing and Verbal Confirming" of Safety~ : ; ~:;':$! !WIM:%:I! hm*lll i! ~H! 1 X M ? ' l m I f f l ;;;!:!;.E: :J i?%ffl!WVSXtr 7 "K .. E1Z~. J%%1 l it . .~~-:;a

"_ •••••- . _ .~ •• _ ' coo ••• ""_ ._ ••"w·

2.0"' -

Occurrence

rats of error3.0 -

Operation method Do nothingOnly !inger-

poInting

Only verbal

confirmrng

Finger-pointing .

and verbal confirming

Occurrence rate 2.85% 1.5 1.25 0.8

Occurrence Indox 100 53 44 28.•.•••~~ _,~_~__ "_~_c.....,_. ._~~~_~~",_,_~_~~,,,~~_,_. ~_~_"w •.,·

(2) Fostering personnel who are skillful In ensurlnq safety ;:~Prevention

of motion-caused disasters

To prevent motion disasters, changing people's awareness is important C;cnc["ally,

"finger-pointing and voice-raising" can be mentioned as steps for that purpose.

Certainly, as shown in Fig. 10.12, such actions are effective means.

Here, the three levels of skills should be remembered. When the step of "finger-pointing

and voice-raising" is taken up as an example, conditions of ' Don't know" and "Being

unable to do it"may be corrected through the improvement of education and training,

but there seems to be no immediate remedy for the shortage of morale, such as "Don't

do it."However, TPM calls for the "changing of personnel." What, then, are.the steps

that wiIllead to the changing of personnel, serving as countermeasures for the skill

level of "Don't do it"?

The skill level of "Don't do it" is considered to arise in a management structure. ,

in which demands are imposed unilaterally. TIle short-circuit thinking that "finger-

pointing and voice-raising" practice is equal to the prevention of action disasters shouldnot be adopted. No matter how effective it may be, it will not show any lasting effect

unless the person that uses it sufficiently recognizes its meaning. A factor that brings.

about recognition of the significance of the signal-a catalyst, so to speak-is necessary.

In "safety management" of TPM, management of mutual understanding, i.e.

"management of dialogue," is desired to be used as a catalyst.

TPM's "dialogue" is composed of "step diagnosis," to be explained later. Because

personnel are the heart of these activities, there is nothing more important than the

"changing" of personnel. However, this arises from repeated practice, so it requires

much time. It should be considered that there are no quick remedies.



1 0 . E s ta blis hmen t o f S etu ps fo r Z ero A ccid en ts a nd Z ero P ollu tio n 515

10.3.2 Outline of Step Implementation

[ishu-Hozen, which is one of the five pillars of TPM implementation, adopts the step

formula as its method of activity. Advantages of the step formula are that the aims of

activities are set for each stage, and that the ideal state is realized by stages.

In "safety management" activities, this step formula is highly useful. This is

because problems in conventional safety management are not of a type to be solved in

a short period of time; rather, their solution can be only learned during medium- and

long-term execution by stages.

TIle outline of the step implementation of safety manager.ient is shown in Fig.

10.13. This step-type implementation is composed of two subordinate implementation

steps. Safety management includes activities to carry out operator skill development

in tandem with equipment improvement, in line with the steps of [ishu-Hozcn. J[ also

incorporates activities to prevent the recurrence of failures or other problems in line

with the level upgrading of planned maintenance. This is coupled with steps to establish

predictive maintenance, based on the usage of equipment-diagnostic technology.



"

516 New rPM Implementallon Program lor Renovallon of Production

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1 0. E sta blishme nt o f S etu ps fo r Z ero A ccid en ts a nd Z ero P ollu tio n

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518 Now TPM Implementation Program for Renovation of Production

i0.3.3 Promotion Tools of Step Implementation

Use of the following promotional tools is the key point in effective step-implementation

aimed at zero accidents and zero pollution.

e KYK (danger-prediction activities)

• Activities bulletin boards

Iii One-point lessons

,. One-step diagnosis

It was earlier stated that, as [ishu-Hozen promotion tools, one-point lessons,

meetings, and activities bulletin boards arc important enough to be called the "three

key elements for [ishu-Hozen." In carrying out the step implementation of "safety

management," the usc of meetings and bulletin boards is also important.

In connection with meetings, replacing them with VYK (kiken-yochi katsuclq:_"" • u c _ " ~_______ ~Om . ~ 0 ~~

dang~x::predidion activities), developed from KYT (kiken-yochi training; danger-c • - . ~ . " - . _ _ " .. ' - ' • · _ . _+ · · . _H~·_·_·_T····~" , -~-- ·~" ···--···~·_·••

pr~t:li~ti()l)Jrainlng),js suggested as a promotion tool of step implementation, because

KYl' is introduced and executed in many companies,

This writer has had many occasions to view the practices of KYK in enterprises,

and it sometimes seems that insufficient attention is paid ;0 "incorporation of safetyarrangements within work" and "securing safety within work." W))eIl near-accident

activities are detected, for instance, actions mostly end in the confirmation of unsafe

phenomena (perception only), and few companies conduct case studies to determine

how serious accidents will result (prediction of the effect family) and why such unsafe

phenomena occurred (pursuit of the cause family).

Fig. 10.14 Utilization Method of Efu Tags

Effect family

Why W hy Why

What disaster

will they develop into?

Present minor defects

= Unsafe conditions Factor family-rb, r+l lil~ ~ ~Why Why W hy

W hy do Ihoy occur?



10. Establishment of Sotups for Zoro AccIdents and Zero Pollullon. ~ ~ - - - - - - - - - - - - - - - - -

5.19

In [ishu-Hozen activities, "cultivating an eye that sees malfunctions as

malfunctions" is effected by stages. KYK in TPM must be promoted, based on the

"sangen principle," with utilization of "efu's" added. The me thou of using "efu's" in

KYK isshown in Fig. l0.14.ln the case of one-point lessons and activities bulletin boards,

ideas for adapting these tools to the "safety maintenance" of individual companies are

necessary.

"Step diagnosis" is designed to judge if KYK , one-point lessons, and activities

bulletin boards mentioned above are appropriately utilized. The flow of step diagnosis

is the same as. the flow of [ishu-Hoz en. Therefore, diagnosis items of "safely

management" arc sometimes included in the step diagnosis of [ishu-Hozen.Jf the step

diagnosis of "safely management" is enforced separately from the step diagnosis of

[lshu ..Hozen, the former should be carried out jointly with the diagnosj~3 in the five

b<lsics of workshop management

The flow is shown in rig. 10.15. Diagnosis items and an example checklist nrc

shown in 'l~lbtes 10.1 and 10.2.

Fig. 10.15 Step Diagnosis Flow of Safety Malntenance

Evaluation 01tho dog roo 0 15 S '6 Overall evaluation

Safoty/Health and

Envlronmental Comrnittoe

Repor tin g t o Indiv idua l

de artmenls an d sections

Once per 6 months

(Evaluallon members) •

Plant manager and 4 o th er members

Once per 6 monthsEvaluation 01 cleanliness

Commendation'-- ....J Once per year (Plant manager)

• Calculation of cleanliness Index

Cleanliness index

= (Total score In 58's earned during six months + 6)

x 0.8 + (Overall evaluat ion points) x 0.2



524 New TPM Implementation Program for Renovalion of Production

10.4 Step Implementation of Safety Management

10.4.1 Safety Step Implementation In .Ilshu-Hozen

In consideration of the purposes of each individual step of [ishu-Hozen, the safety steps

in [ishu-Hozen activities should be implemented basically in the following manner, .

(1) Step 1: Initial cleaning (cleaning and Inspection)

The detection of safety and environmental malfu nc tio : ," and the rectification of

those malfunctions are the purposes of activities in this step. During these

activities, the use of KYT's 'i·round (41<.)method is effective.

Table 10.3 illustrates the case of implementing the I<YI'4R method under this step

at the Tochigi Plant of Nissan Motor Co., Ltd.

The staff of the plant is studying the ideal state of local position covering. This

includes the addition of functions necessary for securing safely in the local

covering functions required by [ishu-Hozen, such as preventing the splashing

of cut powder and cutting liquid.

(2) Step 2: Countermeasures for sources of problems and difficult spots

111is is the step in which improvements are implemented for the malfunctions

detected under the KYr4R method, etc., in the 1st step.

In countermeasures for sources of problems, the arrangement of local covering,

which gives consideration to safely, is an important point. When dealing with

countermeasures for difficult spots, the locations where cleaning and inspection

and oiling cannot be executed without entry into dangerous areas should be first

identified, and suitable measures for these locations should be adopted.

(3) Step 3: Preparation of written temporary .Ilshu-Hozen standards

It is advisable, as an important point in the preparation of written temporary

standards, to dearly point out spots whose inspection is required for safety.

purposes, as in the case of Ogane Seisakusho, shown in Table 10.4.

It is also necessary to raise work quality for the purpose of preventing accidents,

failures, and defects, by executing one-man KY.



528 New TPM Implemontation Program for Renovation of Production

(4)Step 4: Overall Inspection, Step 5:Autonomous Inspection

In these steps, the aim of fostering personnel who are extremely skillful with

equipment and processing conditions must be achieved through skill

development based on the past accident occurrence cases, and through "overall

inspection" of equipment that has strong potential of accident occurrence. Further,

it must be sought through" Autonomous Inspection" that reinforces its lie-up

with planned maintenance to prevent accident recurrence.

(5) Step 6: Standardization, Step 7: Autonomous Management

In these steps, which represent the mature stages of TPM actlvlties, essential

conditions for "safely management," such as 55 and KYK, should be carried out.

With operator participation in the establishment of equipment from the design-

trial operation stages promoted, activities should L. made lo mariufaclure

"equipment featuring excellent breeding."

10.4.2 Safety Step Implementation in Planned Maintenance

In the implementation of safety steps in planned maintenance, the following two items

will be important.

(1)Utilization of equipment-diagnostic technology

Production facilities include a variety of abnormalities. Prevention of accidents

and disasters must start by identifying potential abnormalities, TIle reason is that

matters that cannot be forecast cannot be prevented. In preventing abnormalities,

the forecast, i.e. identification of abnormalities, is of great significance, and the

basic thinking of accident and disaster prevention is to detect symptoms of

abnormal phenomena at an early time and adopt suitable steps for them.

Figure 10.16 shows the case of inspecting hook cracking of ceiling-traveling cranes

based on the supersonic crack-detection method in the Tochigi Plant of Nissan

Motor.

Thus, equipment diagnosis must be carried out for .he double purpose of

reducing maintenance worker-hours and enhancing the ability to detect

abnormali ties.

,..r~ . !'.c



10. Establishment of Solups for Zero Accidents and Zoro Pollution 527

Standards Porson DurIng During

(month IIn ch argo op era tion ~ lop pa g

No 0 11leakage sho ut d o ccu r,

12 PM V

1 , _ _ or_._~~_____ _ .V _ _

OP v.v

V~.._10__ ~J__ or v_

~o._ f l?~at.~u. .~~_~. I~_~!_ I~~. ~~_ .. _ gll~~~n_l(!~o W?~J ) I~~ . .. _ ~ I!.tl.ug.o~ _ _ . __!~ ____ ~~_. __ .. .._ _ . _ v _ ~R aw s e nd s ell1 1ng s h ou ld no ! ex ls t, T ouch fng b y h ao o, 5 SU OP V

N o c ha tte r s ho uld o cc ur.

N o d elo nn atlo n s ho uld o cc ur.

flltlng bolls should not bo loosonod.

.~.?.I{l{)s~nll1t).sh{l~f~o~~~r:_.

Touching

VlsuallnsPQcl!on

Tlghtonlng ,

5

5 3

o

I

v'... -.'~-~,.--.---~---------------..-.-~,.

v'

lbars

5

10

or

O P

.1 .. . , . . - --

v isua l Inspoc tJon•. _ .----,.- ..•--~-_. ."_ .. ..._. ,', .n, _ ..___"~_. __r,.

No loosening should occur. Touching with a hand, 10 w O P

There Should bo no boru s ucuons . V ls ual tns poctton

T ho ro s h ou ld bo no WOBr or

delonnauon.

T he re s ho uld b e n o d ls pe rs to n.

N o d ofo nn atlo n s ho uld o cc ur .

N o lo os en in g s ho uld o cc ur.

N o a bn orm al s oun d s hou ld a tts s,

N o a bn orm al h ea tin g s ho uld o cc ur.

L bars

scatcs or

OP

Moasurlng Wi th d ia l gali{lo D i al gauges 10 or

visua I Inspe<: t fon 1 rM

TIghtening L b ars 10 P M

Hoarlng 1 0 OP VT ou ch in g b y hand OP V

if

V

Keys : W: once a week; SU : A! each setup; 0 : Every day; PM : Matnlorlanal s ta ll ; O P : O pe ra to r



1O. Est~bllshment of Setups for Zero Accidents and Zero Polluli~~~,~~~, __ ~ __ 529

Fig. 10.16 Utlllzatlon of Equipment-Diagnostic Technology

(Inspecting hook cracks of overhead travelling cranes by supersonic fiuw detecting)

No. or hooks e29 units

Inspection manhours

'" 3 parsons x 2 h x 29 units

~, 174 fllyear

Aftor Improvement,oforo Improvement

Color-checking method .

Tho hook was disassembled, and all parts WO r O

Inspected based on the color-chocking method.

Ultrasonlc exarnlnatlon

Effocts

GrGat f (,duc\ion of lnspecuon manhcurs,

and enhancement of roliabllity;

1/ 4 h/yoar --> 9,7 hfyoar

(2) Development of system evaluation technology

In establishing the planned maintenance system, if equipment-diagnostic

technology is assumed to be hardware for its promotion, system evaluation

technology may be regarded as the software that operates that hardware.

•System evaluation must be involve studying the reliability, maintainability,

economy, and safety of systems in an overall manner under various restrictive

conditions. However, in many cornpanics systems are evaluated only

fragmentaril y .

When the format for DR (Design Review), for instance, is taken up, it is often

used only for a single purpose, such as reliability and maintainability. The trade-

off between various attributes required of systems, such as reliability and

maintainability, and reliability and economy, is extremely insufficient. Even if

such a trade-off is made, the grounds for it are often unclear, or the hade-off is

frequently widely different from the real state of workshops. In addition, use

conditions and the study range are unclear, in many cases.



530 New TPM Implementation Program for Renovation of Production

The orientation of formation of the planned maintenance system in TPM is toward

"complete visibility," Unless it is so arranged that necessary information can be visually

learned by the necessary staff group when it is needed, th e value of information will decline.

Meanwhile, FMEA, FIA, and other reliability analysis technologies are utilized

in "safety management," However, in some cases the adopted technologies are not

suitable for the companies concerned. In other cases, the use of such technologies has

become the purpose, and the basic questions of what they are used for, or why they

are used, are forgotten; i.e. purposes and means are confused.

Professor emeritus Shizuo Senju of Kcio University, who is an examinationmember of PM awards, has pointed out this confusion of "purposes and means" at

various places. In developing and utilizing system evaluation technology, it is important

to carry out analysis based on visual information, while considering the real state of

"workshops," i.e. the present situation of the cOlnpany, and while clarifying the

purposes, the targds, and the SCOf)C of study preconditions for the analysis,



10. Establishment of Setups for Zoro Accldonts and Zoro Pollution-.---~~-~~-------------

31

1 0 .5 S afety M anagement and MP A ctivities

Production facilities undergo a cycle in which, due to functional obsolescence, they

are scrapped and regenerated as new systems given new [unctions from various

viewpoints. During this process effective utilization of knowledge and experience,

obtained in individual activities of [ishu-Hoz en, Kobetsu-Kaizen, and planned

maintenance enforced on existing production facilities, is important.

MP activities of TPM correspond to "essential safety" design in safety

management. The latter means utilizing, beginning at the design stage, the experience

of all members who conducted "safety Tllilnagement" activities on existing production

facilities. The important promotion points of "essential safety" design are as shown

below:

I§ Prior managemeut «Clearly positioning MP design in internal rc.gubtions

... Establishing technical guidelines for system evaluation, and preparing

manuals

Oi l Thoroughly implementing prior management in accordance with the scale

of new facilities

Q Having specialists participate in evaluation, based on a broad viewpoint

• Implementing step management in executing evaluation, and establishing a

follow-up system

o Evaluating the state of actual goods in the initial-phase production control



532 New TPM Implementation Program for Renovallon of Production

10.6 Ideal State of Safety Management

The thinking of reinforcing "safety management," which is the basis for corporate

continuation, can be summarized as shown in fig. 10.17.

(1) Dally safety activities by small workshop groups

Safety is to be ensured by small operator groups, who are versed in equipment

and processing conditions. Their steady routine activities to voluntarily strive

for safety, based on the views that ensuring safety and a suitable environment is

their work itself, and that TPM is their work itself, will create a corporate basis

for zero failures and zero pollution.

(2) Reliability enhancement activities of technology staff

Reliability improvement of production facilities through systematic methods,

based on planned maintenance and MP activities, should be carried out by

implementing system evaluation of production facilities, irrespective of existing

or new facilities.

I

I

\

I(3) Implementation of regular diagnosis by the top officer

The strong will of the top officer, based on attachment of importance to

workshops, will reinforce safety managcrnent and generate an atmosphere

conducive to control based on mutual understanding -control not forced by others

but voluntarily enforced by the persons concerned.

Thus far, description has been made about TPM and "safely management," and

here it is stressed agnln that not "How" but "Why" and "What" are important. Also,

the basics are "people," and the management should be a mere theory.

A workshop in which each person can work with peace of mind is not generated

by a unilateral management structure. It is necessary to place importance on hardware,

which takes the form of production facilities; software, which is an essential factor formoving hardware; and "humanware," which connects both of them.

The concluding statement of this chapter rcgnrding the ideal state of "safety

management" in TPM is that "hurnanware" will become firm assets of enterprises if

successful experiences of individual workers are steadily accumulated. (Shinotsuka)



10. Establishment of Setups for Zoro Accidonts and Zoro Pollution

Fig. 10.17 Example: Safely Control System of R Plant

533

,.* •• , ••••••••••••••••.• ,••••••••••••••.• 8•••• '•••••••• 16t.

: (Targo!s) and (Philosophy) :

Achfavernonl 0 /z6ro accidents

I( S t o p s a ' 0 ; j ' P M ' a :tm plem entau on) :

. - - - - - - - - - - - }~

s fabHshmont iJ~Ui;EstnbllShmen' 01, s afo ly end ~ s afety knov ... h0 w f.or. .-

o cu rl ty S aI IJ £ !! . . : r oo ~L <! !_ !J l" .l! lc ~~ I< l_ s _ _

.

~.~ •••• I.W ••••••••• •• ••

• (Actlv1ty Itoms) • (Speclnc Bcllvlly ltems).--··-·----·-~---l:- C l - G a r t r . ; J up , o r v a m l t i i ) . 8J,::; slandan:i1l.lng

AOV1 ioo sa fe t y sctroi1iBSi- ~ K Y X ( ma ld ," J dangerov, work safe!)L- -- • - EIimlnaIloo 0 1 o o a t- mls s a cdOO nls

roeO-Mf"J u P {h<j~'l ~ m a ! l : ~f~-po!n1ir. ililiY.l varbal cooflffl)!f>I]ll,oIJP c~~'0<l8d,.,joJ01 - Co-Mo

at ff'iOf'/ day'S fN _ X N r 'o J - ~rv8f> :Q PM rO '.1 s !oo 0 1 n/.oo

• f iB , ,; ". ., and on,x.!,,! • '--~ ft 'lJ(UilD0(]01 ( ) ( " " " f o ( ) t r ~ sa i (r iY lessons

: sale~f mec t_ i<"J$ . : - ElThlfQe<lC)' CO\Jnl(;f!MIl$UJ8 Ililln!rYJ

: _ . _ ._ _ . • -- ~oc !lon 01 tal '*/ln!ooMlf-,,'l

: ~ - ; b . l r t Y ~ ~ } : '- Tta.tlle ( V I 1 e - l y

; L ~ 8 ~ ~ f c ' f ~ ~ : ~ ~ 1 _ 1 1 ~ ~ .~l~:M fUlMyols

: S 1 lJ <1 y 'b ]''W f W ~nd . :- PS E >

: ~dditi(>naje ;;Ht" ': $l<p-sd ' -- Opera l"My study

: iiGfr<'l end W&IUB1;'-.., : - {M",%d ~ltJd'f of Uw (_~'B1l 01 dan;lO(

: sy 5tc ;r~ tJ'j O(Q4ri,l k;o.J t ,O~ S a ! u ti f .S5.uS,Sil ,,&f i ~ ij- lO MWsuy fi' LabO(

! P{("{Bd t08:fnS :; 1 c~ S i l .Y Y . , ~ c.qu?p(ner~cdl.&-'JOOSficed~,.

• [ " ..~.~_ .w' "_ '~~~_~ t.. I: ;I '" • . . ,. •••• : 4 1 . .. , I- I: •••• ,., • Ii . .... , ..

f ~ ~ ! ; ~ ; ~ ~ ~ _ ~ ~ : · ~ ~ ~ r - - ~ : . _ ! · · ; - : : - - - -~ ' I ~ c : : ~ ~ ; e a : g ~ ~ : d , a g n O S I B ) :: Oo:tJTI«ii-t-uM Wj~!1"q.1 II. ..:..~Education and lral'rJf'tg plans

: ~~h~~~Y~-: "a ; : ; : ; : r c ' h · t - : : and th e s t t ' 3 t a o f t h 9 1 r onforcoment.t_,,_~ c ro C~ • you : : Stma o f r ou ti ne a c tM tl es 1 0( safely

• S tale 0 1 B X ltao rd na f'/ w ork 0 00 1(0 1

. " ! - - Stala 01 e . lI1OC>:XIX>USTIAJnlonan<:6

al wot i<shops (d e at InQ up,

o r y a r l z l n < J . s l an d ardi zJ l 1< J . o tc .)

Stata 01 p r oj ec t i hem o p r om o ti on

S lalo 0 1 obIaln!fl<J I 09al

• QVafificallons •'* II I- 1 - . . , ., ,. I 1 -, . , • . , • • 11 4" I- w -

.•••••••••••• , •••••••••• , ••••••••••••••••••••••• ~_ •••••• I'

(Alms)

·+

~mportsnt pc. nil I)f tntur! ng 181ely)• E v al u8 tI nt ;J U > _~ fOO 01

l fT9Ortaoca o f equlpomenland a s!a Ws hll1 <J h

·" 111 ...

.'.

" '.--------- ,lndiv lduallmptove· : fm p fOVOmon 1of overa l l

nwnl lor cqulprnent J _ ~ulpm~t1t ollkloncy;

Improvemont of • onental!on lowatd

e!ricloncy z c r o pmb! ems

(M3in1eflllf'«l)

O!JI&lntl1<J corlllk:alloo D f &QulpmontmtOOI~ tpodafisl

«()pMBtlonlfl&--oducal 'O'1 01 pcocess lnq

cooduoos; ')btairll1<J

necessary quafflCaliorls

llf">OOf3lll/)(jf"l) 0( losses.

+ PM 1!na~(Sls, a n o : : lI t r~W<Jmeni 01 &QV1~~

a n o : : l piocosses [~al slat 0)

Al a S I r J matters lInprodtdabla

from the vlo....p o I n t D f safety?

·- r

r-E-S-I-Ob-!-IS-h-mo-n-1-,--,~ : O p-otators e k il lf uf w it h

opor nt or s ' J is h u. oqul pmon l; P r ol oc t lJ )( ,J

• HOlOn aolups Il1 0 lr own fadll!los by

: th om setv es

·- - - - - - - - - - - - - - - - "PlannIng 0 ' tho Es tablishing s )"$ te;m lor I~~ 01 & Q V 1 j X M 0 1 .

rnafntenance Sial!; : proventille malntenanco 6agnos1lo::: locfy)ot<>w

E sla b!ls hm on l o f th o ~ a nd c orre ctiv o malnler'l3n<:e. -t-me.lntoool1l:o sys tom and slrMng for 'Pt 'O~LlbI6

malnlenar'lCe'

Opo rutlon and MAlntonanco akllf lOAn'lr",l

mn ln t n nan ce skll! : of operators;

dovo lop roon l t r el n ll l9 r - : - S k lll d ov ol op m c nt 0 1

: I TI Aln to na nc o s In I I

• l kodorl ; JO lf "J I J~ " 't l\9

~ m a~~oM roC" !~JI: suppl<lmantary ecorse,

• as well as Ul O Ira",,...necessary fO f th e 4th 51epc 4 Jisrn,Hozcn

Eslablishment of

an l l it la l- phasac o n tr ol s e tu p

Equlpmenl des fgn lot lull- :. Aeflooico 00 MP d(l~:

sc ala p roo udion al slart,l!p ~ • S ltx tl oIlC C;

I re a f rom l a~u ro s Of d (J fo c1 s : • E xe ~V 1io o0( de~L- ~__ -- • •

' ••• 11111 •• 1111- ••• 1;11111 ••••• "• . . . . • • . . . • . . . ~ .



534 New TPM Implomentation Program for Ronovatlon of Production

Referenco Literature

1) Ikuo Setoyama: "New TPM Implementation Program (Volume of Equipment Industries),

"Formation of Zero-Accident and Zero Pollution Setups," ]!PM.

2) Kunia Shirose: "TPM for Workshop Leaders," JIPM.

3) [iro Kondo: "Designing Safety," Bluebacks series, Kod ansha Publishing Co.

4) Kiyoshl Morl: "High-Tech Society and Labor," Iwanarni New Books series, Iwanami Publishing

Co.

5) NHK Citizen University Course: "Civilization Theory of Human Beings and Technology," NHK

Broadcast Publishing Association.

6) Yuji Ilyama: "Effects and Application of ringer-Pointing and Action-Voicing, Safety," Vol. 31,No. 12.

7) Supervised by Eiji Oshima: "Equipment Diagnosis Prediction and Maintenance Dictionary,"

NTS, Fuji Techno System.

8) Haruo Shlm<1da: "Economy of I lurnanwa re," IW,Hlami Publishing Co.

9) "TPM Manager Course S('minar Te x},' edited by )IP}'1.

10) Mitsuo Nagamachi: "A<:Iion Science for Safety," Central Labor Accidt'nt Prevention Association.

u) Kenji Kitagawa: "Guide 10 !\c1i,bility Fnginccring," Corona Co.



11Hi w_n 1 1 1 m Tf!1m

II~ r ti iti

personnel safety

Documents