tpm in assembly line (2)

8/16/2019 Tpm in Assembly Line (2)

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TPM IN ASSEMBLY LINE

SOME SALIENT POINTS


2/15

ASSEMBLY LINE

SCENARIO• IT IS A WORKSHOP WHERE MECHANIZATION &

AUTOMATION ARE NOT EASY TO APPLY.

• IT IS A MAN-INTENSIVE WORKPLACE.

• ASSEMBLY LINES GENERALLY DO NOT CONTAIN VERYLARGE,COMPLICATED EQUIPMENTS.

• M/C RELATED BREAK-DOWNS ARE VERY LESS—&

ALWAYS SPARE MACHINE OR TOOLS ARE AVAILABLE.

• M/C ARE SMALL SCALE OR AUXILIARY IN NATURE ONLY

HELPING WORKERS ACTIONS.

• TIME & MOTION STUDIES BASED ON THERBLIGS

PRINCIPLES! INDUSTRIAL ENGINEERING METHODS" ARE

COMMONLY USED.


3/15

• NOW #A-DAYS SEMI-AUTOMATED ASSEMBLY SHOPSWITH $ROBOTS ARE COMING UP---BUT, STILL ASSEMBLYSHOPS/LINES ARE MANUAL WORK INTENSIVE.

•

IT CAUSES HUMAN %ATIGUE & SLOW REDUCTION O%LINE PRODUCTIVITY.

• PRODUCTIVITY, SA%ETY AND ACCURACY!QUALITYASSURANCE" ARE THE THREE PRIME PARAMETERS TOCONTROL.

• THERE ARE NO -TYPES O% EQUIPMENT RELATED

LOSSES.

• INSTEAD, THERE ARE -TYPES O% MAN-RELATEDLOSSES.


4/15

TPM PILLARS IN ASSEMBLY

LINE.• 'ISHU-HOZEN------------PREDOMINANT PILLAR.

• P.M PILLAR -------------NOT SO PREDOMINANT.

• Q.M PILLAR ------------- VERY PREDOMINANT.

• EDU & TRAINING--------VERY PREDOMINANT.

• SHE PILLAR ---------------VERY PREDOMINANT.

• O%%ICE TPM---------------NOT SO PREDOMINANT.

• I.%.C PILLAR---------------NOT SO PREDOMINANT.

•KAIZEN PILLAR----------PREDOMINANT.

HENCE, THE APPROACH & APPLICATION O% THE TPM

ACTIVITIES ARE MODI%IED ACCORDINGLY.


5/15

MA'OR HUMAN E%%ICIENCY

RELATED LOSSES.• MANAGEMENT LOSSES

• MOTION LOSSES------RELATED TO HUMAN

MOTION.

• ARRANGEMENT LOSSES.

• LACK O% AUTOMATION LOSSES.

• MONITORING AND AD'USTMENT LOSSES.

MOTION LOSSES & ARRANGEMENT LOSSES

ARE PREDOMINANT IN ASSEMBLY LINES.

OTHER LOSSES ARE THERE BUT NOT %OR CONTINUOUS

MONITORING.


6/15

-MOTION RELATED LOSSES.

• WAITING TIME LOSSES(--• DOING NOTHING—WAITING %OR THE PRODUCT TO REACH %ROM THE

PREVIOUS STATION.

• WAITING %OR PARTS OR COMPONENT TO REACH.

• THIS STATES THE RESULTS %ROM THE MANAGERIAL PROBLEMS O%POOR DISTRIBUTION O% EQUIPMENTS AND WORK.

• A BAD LINE BALANCE.

• A QUITE PREDOMINANT LOSS.

• WALKING TIME LOSSES(-•

ONLY WALKING BUT DOING NOTHING.• POOR MOTIONS WITH SHARP OR UNNATURAL CHANGES O%

DIRECTIONS.

• DUE TO POOR LINE LAY-OUT,POOR PLACING O% PARTS,AND POORLOCATION.


7/15


• TRANSPORTATION TIME LOSSES(--• TRANSPORTATION HERE MEANS INTERNAL TRANSPORTATIONS IN AND

AROUND THE LINE.

•

TRANSPORTING WITH HAND.• RAISING AND PUTTING IN A TEMPORARY LOCATION

• SHI%TING %ROM HAND TO HAND.

• METHOD O% PLACEMENTS, LOCATIONS ,DEVICES AND TOOLS TO SHI%T

ARE IMPORTANT.

• IT IS A PREDOMINANT LOSS.

• SEARCHING TIME LOSSES(--• LOOKING %OR THINGS

• THIS OCCUR DUE TO POOR VISUALS, MARKINGS,POOR OR HARD TO

APPROACH PLACEMENTS.


8/15


• 'UDGMENT TIME LOSSES(-• WHICH PART TO BE CHOSEN

• WHERE IT IS TO BE PLACED

• WHERE IT IS TO BE %IXED AND HOW

• ALL RELATED WITH POOR VISUALS.POOR 'IGS WITH NO POKA-YOKE

• UNCLEAR PROCEDURE , STANDARDS.

• SETUP AND AD'USTMENT LOSSES(-• POSITIONING DELAYS.

• DUE TO POOR ATTACHMENTS AND REMOVAL METHODS

• UNCLEAR POSITIONING STANDARD POINTS AND 'IGS.

• POOR STANDARDISATION AND DRAWING ARRANGEMENTS

• DE%ECT &REWORK LOSSES(-• POOR WORKMANSHIP, POOR POKA-YOKE,POOR PROCEDURE AND STANDARDS.


9/15

CONCEPT O%

IMPROVEMENTS• STORAGE O% PARTS & METHOD O%

INDICATION(-----• STORAGES SHOULD BE AS NEAR THE LINE AS POSSIBLE---MAINLY TO

THE RESPECTIVE STATIONS.• PARTS TO BE ARRANGED BY INDIVIDUAL TYPE WITH VISUALS TO

ESTIMATE QUANTITY %ROM DISTANCE.

• ALLOW $%IRST IN, %IRST OUT PRINCIPLE.

• STORAGE PLACE SHOULD BE SUCH THAT IT IS EASY TO TAKE OUT &

TAKE IN AND CAN ACCOMMODATE THE NECESSARY VOLUME.

•

MARKINS ON THE %LOOR OR PLACES WHERE STORAGE WILL BEPLACED OR LOCATED AND SHOULD HAVE $ KANBAN SYSTEM.

• BY UTILIZING )WORK-ABNORMALITY-INDICATION-LAMP* ,*TRANSPORT-

CALL-OUT-LAMP*,AND )WORK-PROGRESS-INDICATION-LAMP*---LOSSES

O% MANAGEMENT WORK-HOURS TO BE ELIMINATED.


10/15

CONCEPT O% IMPROVEMENTS.

• PREVENTING QUALITY DE%ECT(-----• PREVENTING QUALITY DE%ECT %ROM MANAGERIAL STANDPOINT(----

TIO

• THE INTERVAL BETWEEN PROCESSES SHOULD NOT BE EXTENDED.

• PARTS SHOULD BE STORED AND LOCATED APPROPRIATELY.

• ARRANGEMENTS SHOULD BE MADE TO ENTER PARTS AT THE STARINGPOINT O% THE LINE IN )'UST-IN-TIME* MOMENT

• THE PRECISION O% THE PARTS SHOULD BE CHECKED AND MADE ASINDICATCURATEED IN THE SPECI%ICATIONS.

• PROMT %LOW O% ACCURATE IN%ORMATION SHOULD BE ENSURED

• TO ENSURE AVAILABILITY O% POKA-YOKE 'IGS TO PREVENT CARE-LESS ERRORS!POKA".

• EXCELLENT WORK-DISTRIBUTION, PROCESS %ORMATION ,AND LINE-BALANCE SHOULD BE MADE.

• PROPER WORK-STANDARD AND EXCELLENT LAY-OUT O% LINES.


11/15

CONCEPT O% IMPROVEMENT

• MA'OR POINTS TO PREVENT QUALITY DE%ECTS %ROM THE POINT O%VIEW O% HUMAN MOTION(----------

• NO DI%%ICULT MOVEMENT CAUSING %ATIGUE!MURI".

•

PROPER INDICATION O% PARTS AND EASY TO ACCESS• 'IGS AND TOOLS ARE HIGHLY PRECISE AND IN GOOD ORDER.

• PREVENT ASSEMBLY DE%ECTS(----• CLEAR AND ORGANISED WORK AREA WITHOUT ANY CLUTTER.

• NO UNNECESSARY, NON URGENT,AND DE%ECTIVE TOOLS.

• GOOD COUNTERMEASURES EXIST %OR DUST OR STAINS ON SHELVES,PART-BOXES AND HARD-TO-ACCESS AREAS.

• CLEAR STORAGE PLACES %OR DI%%ERENT %INISHED PRODUCTS,WIP,GOODPRODUCTS, AND DE%ECTIVE PRODUCT.

• EXTENSIVE APPLICATION O% VISUALS %OR TOOLS,PARTS,'IGS

• CIRCLE MEMBERS SHOULD UNDERSTAND CLEALY ALL TYPES O%PROCEDURES,METHODS, TOOLS &'IGS USE AND WHAT ARE QUALITY DE%ECTSAND HOW TO DO $POKA-YOKE

• POSITIONING O% WORK-STAND, ITS HIEGHT SHOULD BE PROPER.


12/15

• PREVENT TENTATIVE PLACEMENT.

• PREVENT MINIMUM TRANSPORTATION.

• TRANSPORTATION AND PLACEMENTS ARE THE IMPORTANT

ORIGIN O% ASSEMBLY DE%ECT OR REWORK • EXCESSIVE AMOUNT MANU%ACTURING.

• STANDARDS AND CRITERIA SHOULD BE PROVIDED AND

OBSERVED

• VENDORS PARTS DE%ECTS ARE THE MA'OR SOURCE O%

REWORK AND ASSEMBLY DE%ECTS.


13/15

-STEPS O% '.H IN ASSEMBLY

LINE.• STEP-+ INITIAL ORDER & ARRANGEMENT(----• REMOVE ALL UNNECESSARY THINGS %ROM THE AREA.

• REMOVE DUST,STAINS AND DIRT.

• PUTTING IN PLACE PARTS SELVES, TOOLS , 'IGS.

• EXPOSE MINOR DE%ECTS AND ABNORMALITIES AND PUT TAGS.

• MAKE CLEAR INDICATIONS O% STORAGE PLACES

• MARK UNSA%E PLACES AND ACTIVITIES.

• APPLY VISUALS.

• STEP- COUNTERMEASURES %OR HARD-TO-ACCESS

AREAS AND POSITIONS(---• COUNTERMEASURES %OR HANDLING HEAVY ITEMS.

• ELIMINATE CROUCHING WORK

• ELIMINATE IRREGULAR DIRECTION CHANGES.

• COUNTERMEASURES %OR SOURCES O% DUST,DIRT,CUT-PIECES.


14/15

• MEASURES %OR $%IRST-IN, %IRST-OUT

• INTRODUCE POKA-YOKE AND TEACH OPERATORS HOW TO DO IT

• MECHANIZATIONS O% PARLLEL OPERATIONS.

• MAKING MANY-MANY $GENBA-KAIZENS

• STEP- SETTING TENTATIVE STANDARDS(----• TO PREPARE TENTATIVE STANDARDS O% INSPCTION,SETTING,

OPERATION AND NORMAL CLITA.

• PRACTICING VISUAL CONTROLS

• TO IMPROVE LINE E%%ICIENCY.

• STEP- OVERALL INSPECTION(---• TO UNDERSTAND THE PROPER %UCTIONIN O% DI%%ERENT TOOLS, 'IGS AND TO

INDENTI%Y AND ELIMINATE DE%ECTIVE TOOLS,'IGS

• TO UNDERSTAND THE CAUSES O% VARIOUS DE%ECTS


15/15

• STEP- ATTAINMENT O% LINE BALANCE(----• TO UNDERSTAND WHAT IS CYCLE TIME AND TACT TIME.

• HOW TO CALCULATE CC-TIME AND TT-TIME.

•

HOW TO BALANCE THE LINE WITH DOING MANY $GENBA-KAIENS• OPTIMIZATION O% ALL ACTIVITIES.

• STEP-0 PUTTING STANDARDS IN PLACE(---• TO PREPARE ALL STANDARDS BASED ON EXPERIENCES AND

KNOWLEDGE %ROM ABOVE STEPS.

•

INSTALLATION O% THE STANDARDS.• TO %IND LAPSES AND MAKE OUNTERMEASURES.

• STEP- ALL AUTONOMOUS MANAGEMENT O%

LINES.

tpm in assembly line (2)

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