Executive TPM Introduction & Overview

1. Why Is TPM Important and Relevant? 2. How and Why TPM Works? 3. How To Implement TPM Effectively And Quickly And Achieve Bottom-line ROI? 4. Q & A
TPM Exec Briefing Presented By ZenPower Int'l @ www.tpmquality.com 1

Welcome !! Executive TPM Briefing Notes

LEAN MANAGEMENT SOLUTIONS

MOSES TAN

(MSc; BIT)

Principal LEAN/TPM Consultant

ZenPower International

Mobile: +65.97273525 Fax: +65.64545402 Emails: zentan@singnet.com.sg

mosestc@gmail.com
10 Anson Rd, #16-16; International Plaza, Republic of Singapore

- LEAN ScoreBoard® Software Solution for LEAN Manufacturers - FastTrack TPM Implementation - eBooks On TPM, Poka Yoke, 5S Singapore - Malaysia India - China

www.tpmquality.com

Contact Us For A No-Obligations Top Management Briefing.

TPM Exec Briefing

Presented By ZenPower Int'l @ www.tpmquality.com

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A Word About Moses…..
Moses Tan is the Principal consultant of ZenPower International, an experienced TPM expert since 1996. He greatly emphasizes on implementation details and methods. With an extended 20 years of experience, Moses was previously a TPM Training Manager with a Japanese-owned semiconductor manufacturer, Silicon Systems, a wholly-owned subsidiary of TDK Corporation, Japan. TDK is an advanced TPM Practitioner and a recipient of the prestigious WorldClass TPM award from the JIPM. As TPM manager, he led in hands-on TPM Implementation and conducted TPM Training, 5S, Kai’zen employee suggestion system and other TPM-related technical skills training. His large clientele includes NEC electronics, Carsem Semiconductor, Hitachi, SCI Manufacturing, NEC Seminconductor, Siemens, Sony Display Devices, Sumitomo bakelite, Infineon, Malaysian Newsprint Industries, Yamaha Motors, Hong Leong, Hitachi-Nippon Steel, Taiko Electronics, Showa Denki, Guocera Tiles Industries and the list goes on (see next page) He has consulted for both the discrete and process industries and consistently improved their ROI. His focus of expertise includes all the TPM Pillars – Autonomous Maintenance, Planned maintenance, Focused Improvements, Quality Maintenance, Poka Yoke, Office, Administrative and Warehouse TPM, 5S, Kai’zen Suggestion System, WhyWhy Analysis and P-M Analysis with Design of Experiments. He also successfully prepared a major Client for the JIPM PM Award and has conducted numerous public and in-house seminars which were always graded extremely well. He is also the Inventor of the LEAN ScoreBoard™ which enables any Manufacturer to convert his Process/machine indices in LEAN, TPM, 6-Sigma Programs to be quantified into COSTs and vice-versa. He occasionally contributes TPM articles to the Productivity and Services Board, Singapore. He has also received professional recognitions through awards like the 1989 National Training Awards for the Manufacturing Sector, Singapore; the 1992 & 1994 National Training Commendation Awards, Singapore; 1995 Essay Prize from the Singapore Quality Association for his published article on “TQM Implementation In Singapore MNCs”. Moses holds a Diploma in Education (Technical); a Diploma in Electronics Engineering from the Singapore Polytechnic; a Bachelor’s in Information Technology from University of southern Queensland; and a MSc In Training (major in TQM) from the University of Leicester, UK.

TPM Exec Briefing

Presented By ZenPower Int'l @ www.tpmquality.com

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OUR GROWING LIST OF TPM CLIENTS WHO HAD ENGAGED OUR PROFESSIONAL CONSULTING, IN-HOUSE AND PUBLIC TRAINING SERVICES – 1996 TO 2006
CARSEM SEMICONDUTOR SDN BHD; CARSEM SEMICONDUCTOR MALAYSI SDN BHD; SCI MANUFACTURING SINGAPORE PTE LTD; SINGAPORE MITSUBISHI BELTING PTE LTD; NEC SEMICONDUTOR PTE LTD; DISPLAY DEVICE (Spore) PTE LTD; .SHOWA DENKO HD; SUMITOMO BAKELITE PTE LTD SINGAPORE, SIEMENS COMPONENTS PTE LTD; MALAYSIA NEWSPRINT INDUSTRIES SDN BHD; GUOCERA TILES INDUSTRIES (Kluang) SDN BHD; YAMAHA MOTORS HONG LEONG SDN BHD; HITACHI-NIPPON STEEL PTE LTD SINGAPORE; TAIKO DENKI SDN BHD, SENAI; MALAYSIA NEWSPRINT SDN BHD; TATA MOTORS LIMITED; BHARAT HEAVY ELECTRICALS LIMITED; INDIAN OIL CORPORATION LIMITED; HMT MACHINE TOOLS LIMITED; HEG LIMITED; ITC LIMITED; MOSER BAER INDIA LTD; NTPC LIMITED; NORTH DELHI POWER LIMITED; THE TATA IRON AND STEEL COMPANY LIMITED; TRIDENT AUTO COMPONENTS PVT LTD; HALLA CLIMATE CONTROL (THAILAND) CO LTD;KIRLOSKAR FERROUS INDUSTRIES LIMITED; TIMKEN INDIA LIMITED; SULZER INDIA LIMITED; KIRLOSKAR COPELAND LIMITED; CAPTIVE POWER PLANT; ALLIED NIPPON LIMITED; UNICHEM LABORATORIES LTD; NATIONAL ALUMINIUM COMPANY LTD; KIRLOSKAR BROTHERS LIMITED; SANDVIK ASIA LTD; TATA CHEMICALS LTD; NALCO; TATA POWER LTD; DR REDDY’S LABS, BALDA THONG-FOOK SOLUTIONS, SIAM-CEMENT; SANDVIK ASIA; UNICHEM;SAMSUMG ELECTRONICS;BHARAT HEAVY ELECTRICAL LTDNATIONAL ALUMINIUMS COMPANY LTD; KIRLOSKAR BROTHERS LTD; MOSER BAER INDIA LTD;INDIAN OIL CORPORATION LTD; HTM MACHINE TOOLS LTD; HEG LIMITED;ITC LIMITED;NTPC LIMITED; NORTH DELHI POWER LIMITED; TATA IRON AND STEEL COMPANY LTDTRIDENT AUTO COMPONENETS PVT LTD;KIRLOSKAR FERROUS INDUSTRIES LIMITED; SULZER INDIA LTD;KIRLOSKAR COPELAND LIMITED.

*References can be supplied upon request.

TPM Exec Briefing

Presented By ZenPower Int'l @ www.tpmquality.com

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Background Of TPM
• Championed by the JIPM organization in Japan. • Mandatory participation – Corporate Policy. • T = Total, P = Productive, M = Maintenance. • T = Total, P = Production, M = Management. • T = Total, P = Perfect, M = Management. • Evolved in Japan since 70s from Toyota for Companies who desperately want to WIN in today’s competition.

TPM Exec Briefing

Presented By ZenPower Int'l @ www.tpmquality.com

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tpmquality. Delivery and Cost-Down Goals.1.com 6 . TPM Exec Briefing Presented By ZenPower Int'l @ www. Zero Breakdowns. Major Improvement Systems. Integrates Whole Factory’s Improvement Program into ONE. Emphasizes Equipment Excellence as backbone of Manufacturing Excellence. b. Measurements & Tools to achieve Zero Defects. c.Why Is TPM Important and Relevant? a.

Techs. Prod Techs and Maint. 3) Bolt-Retightening.com 7 .tpmquality. TPM Exec Briefing Presented By ZenPower Int'l @ www. • Adhering To The Basic Machine Conditions keeps …Manufacturing Equipment From Breaking Down or …Generating Defects. 1) Cleaning • The Basic Conditions Are: …2) Lubrication.TPM Focus On Equipment: • Every breakdown and defect is due to a deviation …from the required Basic Machine Conditions. These are …enforced with Equipment Inspection & Precision …Checks by Operators.

But neglect cause a …much faster and greater amount of deterioration resulting in …expensive breakdowns and defects. …mis-operation.com 8 .Concept of Forced Deterioration • Equipment deterioration is natural. loose or over-tightened bolts and nuts. Early Detection and …Restoration of deterioration. dust. missing. faulty repairs. • TPM aims to achieve Prevention. • Main culprits are faulty lubrication. loose …parts.tpmquality. dirt. TPM Exec Briefing Presented By ZenPower Int'l @ www.

Security. R&D Administrative Personnel Document Control. Equipment. HR&D. sanitation and hygiene Training Production Operators Other Manufacturing Personnel Maintenance. and any general offices or administrative departments. Shipping.tpmquality. Finance.com 9 . Stores. TPM Exec Briefing Presented By ZenPower Int'l @ www. Autonomous Maintenance Equipment Improvement Planned Maintenance Quality Maintenance 5S – Admin & Warehouse TPM Safety – Environment. Production Planning. Process & QA Engineers and workers. Safety.TPM Unites Whole Company In Single Program Major Pillars in TPM Implementation. Purchasing. Warehouse.

Time taken to verify the breakdown. Actual Time to repair the machine. 5. the other losses are management or administrative or supervisory related losses. TPM Exec Briefing Presented By ZenPower Int'l @ www.tpmquality. Time to get spare parts. Time taken to report the breakdown.com 10 . Time taken to locate the technician. 3. 2. various losses are incurred such as: 1. 7. Except for #6. Time to buyoff the machine after repair. Time to get tools. 6.Total Involvement Needed: Eg: When A Production Machine Breaks down. 4.

The Pillars of JIPM-TPM Are: Each Pillar represents one activity-type of TPM focus. Warehouse & Administrative TPM Pillar.tpmquality. 7. Production Autonomous Maintenance Pillar. Safety.com 11 . Planned Maintenance Pillar. Target setting and Measurement Source: JIPM Two other important activities deserve to be emphasized here: 10. 2. TPM Exec Briefing Presented By ZenPower Int'l @ www. 1. 3. 6. 4. Equipment-Improvement Pillar. Education & Training Pillar. Initial New Equipment & Products Control Pillar (MP) Quality Maintenance Pillar. Hygiene & Work Environment Pillar. TPM Section/Department. 8. 5. 9.

The Initial Stage Of TPM Sustainability.tpmquality.2. • • • • Focused Equipment Improvement Quality Maintenance & Poka Yoke Chronic Defects Self Managing Work Teams Presented By ZenPower Int'l @ www. c. b. d. How & Why TPM Works? a. Developing Advanced Stages of TPM.com 12 TPM Exec Briefing . 7 Steps and 4 Stages Of Autonomous Maintenance. Overall Design Logic Of TPM.

.Maintenance AM EI PM QM 5S Others TPM Exec Briefing Presented By ZenPower Int'l @ www.tpmquality.com 13 .Maintenance • Planned ..Overall Design Logic / Relationship Between TPM Pillars CORE Pillars Are • Autonomous .

6. Improve Worker-Skills & workplace culture) Sustainable Foundational Phase is at AM Step 4 Step 1 Step 2 Step 3 Advanced AM Steps 5.7 heavily rely on Planned Maintenance. TPM Exec Briefing Presented By ZenPower Int'l @ www. Culture.Design of Autonomous Maintenance. (Approach to changing worker mindset. Solving Chronic Problems. Improve the Equipment Improve the Operators Improve Organization. QM.com 14 .tpmquality. EI. Step 0 Step 4 Step 5 Step 6 Step 7 Motivation Eyes-opened.

TPM Exec Briefing Presented By ZenPower Int'l @ www.com 15 .Autonomous Maintenance. • • • They Are Structured.tpmquality.We Take A Very Quick Look At CORE PILLAR . They Are Sequentially Implemented They Are Led By Production Supervisors But Technically Supported By Maintenance Group.

com .AM STANDARDS Step # Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step Goal Restoration Eliminate Sources of Contamination Improve Equipment Accessibility Initial Maintenance Standards >50% sudden b/d reduction General Inspection Skills Autonomous Inspection Organise and manage workplace > 90% sudden b/d reduction >95% sudden b/d reduction TBD by management 16 Standards => 85% => 70% successful effort => 70% successful effort TPM Exec Briefing Presented By ZenPower Int'l @ www.tpmquality.

com 17 . STAFF ENGR.CHIEF LIST OF EXT/INT ABNORMALITIES MEETING TO PLAN COUNTER MEASURES ENGINEERING STAFF COUNTER MEASURES CONFIRMATION OF PROGRESS MAINT.CHIEF TPM Exec Briefing Presented By ZenPower Int'l @ www. STAFF AUTONOMOUS MAINTENANCE GROUP STEP-1 AUDIT MODEL MACHINE LEADER SUPERVISORS COUNTERMEASURES EXTENDED TO ALL EQUIPMENT TO NEXT STEP FOLLOW UP ON AUDIT FEEDBACK AUDIT DEPT.tpmquality.( Step-1 : Restoration Equipment ) LEADER OPERATORS MAINTENANCE STAFF SUPERVISORS GROUP LEADER DEPT.

Off 18 .com GM/Sponsors Audit TPM Exec Briefing Own area Buy .( Step-2 : Eliminate Contamination & Stains on Area & Parts) What ? Complete Step-1 Where ? AM Team => 70% Countermeasures Step-1 Summary results & findings How much Why ? Step-3 1st PreAudit by TPM Dept.tpmquality. Present Countermeasures to TPM WC and Presented By ZenPower Int'l @ implementation www.

com Pre-Audit by TPM Dept.tpmquality. 19 . Model m/c Passed Step 2 Areas difficult or No Place To inaccessible for cleaning Stand checking & lubricating Wiring or piping obstruct Cannot see easily Time Consuming Time Consuming to clean to clean Inaccessible AM Leader Product Manager Operator Leader/ Operators Model Machine Goes To Step 4 Supervisor TPM Exec Briefing GM Audit Own W/C Area BuyPresented By ZenPower Int'l @ Off Buy Off www.( STEP 3 : IMPROVE EQUIPMENT ACCESSIBILITY ).

tpmquality. Briefing TPM Exec Presented By ZenPower Int'l @ 20 GM audit Pre-audit www. cleaning and checking Equipment inspection & gets dirty Supervisor lubrication during oiling Engineer & Maintenance Confirm standard for Attach cleaning.com .( Step 4 : Initial Maintenance Standards ) Hard to lubricate Model m/c Initial passed Hard to check AM Leader maintenance Step 3 oil level standard Product Manager Abnormality in lubrication Operator Abnormality equipment Leader/operator in circulation Draft standards Counter measure for of lubrication for cleaning. identification Trial Period inspect & label lubrication Proliferation of Step 4 TPM dept.

• Equipment …..Breakdowns.tpmquality.Cleaning Standards...Lubrication Standards... • Equipment Inspection …...AM Step 4 Initial Maintenance Standards Information Collected From: • AM Steps 1-3 • Lubrication Study ..Program..Standards TPM Exec Briefing Presented By ZenPower Int'l @ www.Equipment Sporadic .. • Equipment ….... • Bolt-tightening Study .com 21 .Program • Why-Why Analysis of .

is laid.A Strategic Implementation Plan Sees AM Steps 0-4 As A Single Stage.com 22 . • Delay Advanced Planned Maint. EI. • • Resource Allocation.tpmquality. Implementation Strategies & focus.. Sustainable Foundational Phase is at AM Step 4 Step 1 Step 2 Step 3 Step 0 Step 4 Step 5 Step 6 Step 7 TPM Exec Briefing Presented By ZenPower Int'l @ www. QM till Foundation …….

( Step 5 : General Inspection skills ) •Lubrication •Lubrication •Equipment parts tightening •Equipment parts tightening •Pneumatics •Pneumatics •Hydraulics •Hydraulics •Electrical •Electrical •Drive System •Drive System •Water •Water •Fire prevention/safety •Fire prevention/safety select general select general inspection items inspection items Manuals Manuals Checklist Cut away Cut away models models Revised Revised Maintenance Maintenance standards standards Prepare texts and daily Prepare texts and daily schedules/check lists schedules/check lists Managers/supervisors Managers/supervisors participate in training participate in training Test Test Implement general Im.tpmquality. Proliferate Step-5 TPM Exec Briefing GM Audit GM Audit Presented By ZenPower Int'l @ www..com TPM office TPM office Pre-Audit Pre-Audit 23 .

Daily checking.tpmquality.com 24 .( Step-6 : Autonomous Inspection ) Maintenance Inspection standards.and adjustment. adjustment.and improvement of improvement of conditions for conditions for correct operation correct operation TPM Exec Briefing Finalise standardsPresented By ZenPower Int'l @ for cleaning and lubrication www.breakdown analysis Operators who understand their equipment (able to maintain inspection standards) Inspection skill check-up Step-5 Revise provisional standards Step1 to 3: Step1 to 3: Establish basic Establish basic conditions conditions (cleaning and (cleaning and lubrication) lubrication) Step-4 Step-4 Daily checking.

tpmquality.com 25 .Step-7 : Organise and Manage Workplace Organise and set standards for : EQUIPMENT PRECISION INSPECTION ITEMS STANDARDS FOR INDIVIDUAL WORK RESPONSIBILITIES TPM Exec Briefing TOOLS AND MATERIALS FLOW AND STORAGE Presented By ZenPower Int'l @ www.

After TPM Foundation AM Step 4 Then Other Advanced Pillars Build Advanced TPM Activities Towards Zero Defects & Zero Breakdowns Step 0 Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 TPM Exec Briefing Presented By ZenPower Int'l @ www.com 26 .tpmquality.

Department. TPM Exec Briefing Presented By ZenPower Int'l @ www.com 27 .tpmquality.for both Autonomous Maintenance & Maintenance ……. • They Accumulates ALL Maintenance Knowledge …….relating to prevention of breakdowns and defects …….We Take A Very BRIEF Look At CORE PILLAR .Solving Teams. • They Are Structured. • They receive inputs from All Pillars and Problem …….Planned Maintenance.

Prevent surrounding dirt from scattering.1 Setting of Charger and table ………………… compactness delta range (Q) plate not level.1 hopper box powder not full (F) Pg 1/10 *Breakdown parts of System level assembly Preventive Maintenance Standards Machine: Press Repair ClassMinor /Major Legend: * need 1-point lessons Cleaning TBM change.Building The Maintenance Competence Developed By: Reviewed By: Assy System level overall Assy….1. .. Drain oil. Every problem solved such as by Why-Why Analysis is “captured” or “standardized” permanently. The oil is dirty. Why did dirt get into the tank? 5. Why is cylinder operation jerky? 2. Minor ?? ?? No lumps stuck . . elephant trunk and powder distributor blocked by powder lumps.1 Green tiles below 2) Charger assembly powder into 2. Why is the oil strainer clogged? 3. . ?? Flat bar . cavity and ………………… Calibrate every setup. Upper plate of tank has a hole. . ………………… To feed Minor ………………… 2.1.1 Mesh. . Clean the strainer. Why is the hole there? The oil strainer is clogged. . calibrate Agent Tool Stds Lubrication Type Tools Qty *Inspection Stds Check See Feel Hear Stds Tool 1. . TPM Exec Briefing Presented By ZenPower Int'l @ www.. the mould ………………… . Plug the hole Standardize future repairs.. Dirt has entered the tank. . . WHY-WHY Analysis Case 1: Cylinder operation is jerky. Why is the oil dirty? 4. Question ( Hint: Ask questions to point out Man’s eror) Answer Actions (Restorative & Preventive) 1.com 28 . function Drive System 1) Gravity powder assembly .. . clean and replace.. . To feed powder into charger grid Date: Date: Assy symptoms (functional + WIP quality) 1.tpmquality. It was a repair error by Maintenance.

Prod Prod Prod Prod Prod Prod PM PM PM PM PM PM Remarks 1 Day 1 Week 1 Week 2 Week 1 Month 1 Month 3 Month 3 Month 3 Month 3 Month 3 Month 3 Month 10 Filter Regulator 11 Nozzle Clutch 12 Cam Box Use same format to demark Lub / Inspect / Precision Check / ….tpmquality.Cleaning Checklist S/N 1 2 3 4 5 6 7 8 9 Sub-Assembly Conveyor cover XY Table Device Table M/C Top cover Servo Control Box In and Out Conveyor Prism Surface Nozzle Filter Nozzle Top cover Top Surface Top Surface Top cover Door Panel and Air Filter Railing and Belts Glass surface Filter Element Nozzle Tip and Reflecting Sticker Filter Element Clutch Surface All Cam Bearing and Turret Cleaning Item Operator O O O O O O O O O O O O Maint. DM/PM/Prod. TPM Exec Briefing Presented By ZenPower Int'l @ www.com 29 .PREVENTIVE MAINTENANCE RESPONSIBILITY MASTER LIST Type of Machine : Model of Machine : FUJI PICK AND PLACE FCP642E Number of Machine : Last Update : 13 13/02/2001 ( Section A ) .

all 16 losses ……known can be measured.We Take A Very BRIEF Look At Equipment Focused Improvement (Linked Back to Pl.com 30 . TPM Exec Briefing Presented By ZenPower Int'l @ www. • Each type of Loss such as MTBA. Maintenance) • From OEE Loss-Chart Analysis. MTBF. ……Speed losses and Logistics Losses need different ……methodologies. Defects.tpmquality.

tool & jig loss The 6 Big Equipment Losses are (1) Equipment failure or Breakdown Loss (2) Setup Loss (3) Startup Loss(4) Minor stoppages and Idling Loss (5) Speed Loss and (6) Defect & Rework Loss.up loss Defects quality loss Other downtime loss (5) Minor stoppages & idling loss (6) Speed loss Cleaning checking Awaiting instruction Awaiting materials Awaiting personnel distribution Quality confirmation (Adjustment of measurement) Equipment downtime loss Equipment performance loss Method/ procedures loss Skills & morale loss Line organisation loss Automatization failure loss (11) Line organi sations loss (12) Logistics loss (13) Measurement and adjustment loss (7) Defects and rework loss < Energy > Input energy Effective energy < Materials > Input materials (Number.tpmquality. weight) No. TPM Exec Briefing Presented By ZenPower Int'l @ www.Loss Structure Of Manufacturing Activities (16 Major Losses) [Manpower Efficiency] Manpower Efficiency [Equipment Efficiency] Manpower 5 Major Losses Obstructing Manpower Efficiency Excluding manhours (Supported by other departments) Awaiting instruction loss Awaiting material loss <Manpower> Equipment Scheduled downtime <Equipment> Equipment Efficiency Operating Manhours Loading manhours Net operational manhours Effective manhours Valued manhours (Manhours for turnout) Working hour Loading time Operating time Net operating time Valued operatingtime (9) Management loss (10) Operating motions loss Production manhour loss Line organization manhour loss Defects in manhour loss (1) Equipment failure loss Downtime loss Performance loss (2) Set . The other two (7) Shutdown or Preventive Maintenance Loss and (8) Cutting Blade and jig change loss may also be considered if significant.up loss (3) Cutting blade and jig change loss (4) Start .com 31 8 Major Losses Obstructing Equipment Efficiency Schedule downtime (8) Shutdown loss . of qualified products Weight of qualified products Start-up loss Overload loss Temperature loss (15) Energy loss Defects quality loss Start-up loss Cutting loss Losses in weight Losses in overages (Increased commision) (14) Yield loss (16) die.

Model answer: OEE Graphical Analysis Of Losses. MTBA & Idling Losses 300 Hrs 0 800 900 1.tpmquality.com 32 .000 TPM Exec Briefing Presented By ZenPower Int'l @ www. Qty 100 hrs 100 hrs Output (tct) = 900 Speed Loss 900 Output (mct) = 600 Yield Loss Rejects = 12 pcs 600 Unplanned D/T losses.

com 33 . Maintenance) • Two Major Reasoning Tools: Why-Why Analysis ……and P-M Analysis (with DoE or Taguchi Methods) • All Breakdowns & Defects have 4Ms Causes BUT ……always started by a Man-Mistake which is the true ……Root Cause. • Poka Yoke Design starts with Process Defects to ……find Man Mistakes for Mistake Proofing counter……measures.tpmquality. TPM Exec Briefing Presented By ZenPower Int'l @ www.We Take A Very BRIEF Look At Quality Maintenance (Poka Yoke) (Linked Back To Pl.

com 34 .The Standardized P-M Analysis Worksheet Checked by Prepared by Phenomenon 0 4M Correlation. Remodeling Result Measurement Decision Value 3 4 4 repeat 5 6 Counter measures should be designed to also address the Mistake (Man-cause) using Why-Why Analysis 7 Standardization into Production System Note: The 8-steps sequence are indicated by the numbers. Second Item (3rd. Investigation/ Measuring Method Physical view (Logical reasoning) 2 Investigation/ Measuring Method Investigation Result Temporary Decision Criterion Measure Decision ment Value PM Analysis Chart Contributing Condition Investigation Measuring Method Temporary Decision Criterion Measure ment Value No -/- 1 4M Correlation. 5th and 6th Items Investigation Result Decision Investigation Result Temporary Measure Decision Criterion ment Value Decision If NG. Countermeasure why NG? Restoration. Replace ment. 4th. Improvement. TPM Exec Briefing Presented By ZenPower Int'l @ www.tpmquality.

com 35 .tpmquality. recommended for Project teams METHODOLOGY BASED ON JIPM-MODEL (An Advanced Toyota Production System Problem-Solving Tool) TPM Exec Briefing Presented By ZenPower Int'l @ www.P-M ANALYSIS WORKSHOP 2-DAY WORKSHOP + *1-DAY PROJECT-BASED * Optional.

com 36 . TPM Exec Briefing Presented By ZenPower Int'l @ www.com ZenPower International Poka-Yoke Design advanced *3-day workshop (*3+1 For In-House Training) F DE T EC S Detection Me t ho n Ma d Machine Pr e tion v en M at er ia l Process Mistakes Poka Yoke Design is able to prevent Man’s inadvertent (un-intended) mistakes in any Process based on the concept that all defects are Man-caused.Providing Industry Expertise To Training www.tpmquality.tpmquality.

c.3. TPM Exec Briefing Presented By ZenPower Int'l @ www. How To Do TPM Effectively. Use Proven FAST-Track TPM Methodology reaches AM Step 4 in under 1 ½ years. Followed by ½ Day TPM Implementation Planning.com 37 .tpmquality. Expert Hand-Holding with various Pillar Leaders. A 3½ -Day Management and Leaders’ TPM Implementation Workshop. Results guaranteed. Quickly & Get Bottom-line ROI? a. (Separate Asia & Europe) b. d. Individual Site activities + Combined Europe and Asia + AIM Group Consulting.

Six Reasons To Choose Fast-Track© TPM Implementation 1.tpmquality. Achieved sustainability at this Step 5. 5. Efforts. 3. Measurable Capacity improvement. 2. Significant Savings In Implementation Costs. 6. *Assured Success – Deliverables at every AM Steps 1-4. * Provided Client co-operates fully with the Fast-Track Program requirements. TPM Exec Briefing Presented By ZenPower Int'l @ www. Complete foundational AM Step 4 in 9 to 20 months with Expert Hand-Holding for your TPM facilitators and Pillar Leaders. Resources. Significant % reduction in sporadic and chronic Quality defects.com 38 . 4.

Do Fast-Track AM Step-1 on Model M/C (1 Consultant-day) 4.countermeasures ( 1 Consultant-day) 7. (5 Consultant-days) 10 Conduct 1-Month Trial on Model M/Cs.4. Select Implementation Area and identify Model Machines. Repeat 3-6 with other Model M/Cs. Monitor indices and results …. (1 Consultant-day) 6. ( 1 Consultant-day) 5.3. Meeting with Fast-Track Project Team to finalize actual implementation of ….2. 1.A 12-Month Fast-Track TPM Milestone © ZenPower International’s Fast-Track TPM Utilizing about *24 Consultant-days for AM 0. Rationalize with Item (4). Do Fast-Track AM Step-3 on 1st Model M/C with prototypes of …. Appoint Fast-Track TPM Project Team and identify the baselines for ….com 39 . Do Fast-Track AM Step-2 on 1st Model M/C with proto-types of ….Fast-Track Project Team and SMEs.measuring before/after results (11/2 Consultant-day) 3.countermeasures.(1 Consultant-day) 11 Fine-tune and finalize the Initial Maintenance Standards. ( 2 Consultant-days) 14 Post-launching follow-up ( 3 Consultant days ) 1 2 3 4 5 M O 6 N 7 T 8 H 9 1 0 1 1 1 2 TPM Exec Briefing Presented By ZenPower Int'l @ www. supervisors and technicians. (1Consultant-day) 12 Proliferate countermeasures to all machines in 2 months …(2 Consultant days) 13 Training of all operators.1. (4 Consultant-days) 9. (1/2) 2.tpmquality. Setup Fast-Track AM-4 Initial Maintenance Stds for 5 Model M/cs with the ….countermeasures.

tpmquality.com 40 .Typical Expected ROI On Installation Of AM Step 4 Initial Production System TPM Exec Briefing Presented By ZenPower Int'l @ www.

Production System through TPM • Process Overview. • Business results achieved through TPM Implementation. TPM Exec Briefing Presented By ZenPower Int'l @ www.com 41 .tpmquality.

Decoration Firing Sorting & Packing Body mix Body Slip Granules Green tiles Dry tiles Unfired tiles Fired tiles Finished goods 42 TPM Exec Briefing Presented By ZenPower Int'l @ www.tpmquality.Raw Material Batching Milling Spray Drying Pressing Drying Glazing.com .

Examples Of Common Defects of Ceramic Tiles TPM Exec Briefing Presented By ZenPower Int'l @ www.com 43 .tpmquality.

COMPLAINT ON SIZE VARIATION X 45x45cm floor tiles laid with the recommended 4mm gaps but still show poor uniformity in size.tpmquality.com 44 . By ZenPower Int'l @ Briefing Presented www.5mm bigger than the rest of the tiles. Tile X was found to be 2. Therefore. this tile was packed TPM Execinto the carton by mistake.

TPM Exec Briefing Presented By ZenPower Int'l @ www.com 45 .MORE EXAMPLES OF WATER SEEPAGE In this picture. the gel-like substance has penetrate the tile body through a spot hole on the glaze.tpmquality.

TPM Exec Briefing Presented By ZenPower Int'l @ www.com 46 .tpmquality.

000 16.000 0 98/99 99/00 00/01 '01/02 '02/03 '03/04 '04/05 '05/06 (TPM STEP 0) TPM Exec Briefing (TPM STEP 1) (TPM STEP 2) Presented By ZenPower Int'l @ (TPM STEP 3) www.tpmquality.500 15.000 PRODUCTION VOLUME 20.000 11.500 16.com 47 (TPM STEP 4) .500 10.Volume '000 m² 25.500 (EXPECTED 20% 5.500 15.000 17.500 13.500 15.000 14.

com 48 (TPM STEP 4) .tpmquality.OEE % 100 OEE 82 (EXPECTED) 78 80 70 72 73 75 60 40 12% 20 0 98/99 99/00 00/01 '01/02 '02/03 '03/04 '04/05 '05/06 (TPM STEP 0) TPM Exec Briefing (TPM STEP 1) (TPM STEP 2) Presented By ZenPower Int'l @ (TPM STEP 3) www.

1st Grade % 120 GRADING (%) (EXPECTED) 100 84 80 77 79 88 88 88 86 90 60 40 6% 20 0 98/99 99/00 00/01 '01/02 '02/03 '03/04 '04/05 '05/06 (TPM STEP 0) TPM Exec Briefing (TPM STEP 1) (TPM STEP 2) Presented By ZenPower Int'l @ (TPM STEP 3) www.tpmquality.com 49 (TPM STEP 4) .

com 50 (TPM STEP 4) .Cost 120 106 100 107 COSTING 100 91 87 90 86 87 (EXPECTED) 80 60 40 13% 20 0 98/99 99/00 00/01 '01/02 '02/03 '03/04 '04/05 '05/06 (TPM STEP 0) TPM Exec Briefing (TPM STEP 1) (TPM STEP 2) Presented By ZenPower Int'l @ (TPM STEP 3) www.tpmquality.

No Type of Glaze 75 GLAZE 65 60 60 53 45 41 30 22 23 195% 15 0 98/99 99/00 00/01 '01/02 '02/03 '03/04 '04/05 '05/06 (TPM STEP 0) TPM Exec Briefing (TPM STEP 1) (TPM STEP 2) Presented By ZenPower Int'l @ (TPM STEP 3) www.tpmquality.com 51 (TPM STEP 4) .

No of Colour Glaze 350 COLOUR GLAZE 282 259 290 300 250 200 147 114 100 192 150 154% 50 0 98/99 99/00 00/01 '01/02 '02/03 '03/04 '04/05 '05/06 (TPM STEP 0) TPM Exec Briefing (TPM STEP 1) (TPM STEP 2) Presented By ZenPower Int'l @ (TPM STEP 3) www.com 52 (TPM STEP 4) .tpmquality.

00 18.Production '000 m²/man/year 25 PRODUCTIVITY (m²/MAN/YEAR) 20 16.30 10 13.com 53 (TPM STEP 4) .90 15.tpmquality.20 18.60 17.80 15 12.50 (EXPECTED) 36% 5 0 98/99 99/00 00/01 '01/02 '02/03 '03/04 '04/05 '05/06 (TPM STEP 0) TPM Exec Briefing (TPM STEP 1) (TPM STEP 2) Presented By ZenPower Int'l @ (TPM STEP 3) www.

20 WORKERS TURNOVER (%) 4.00 1.50 (EXPECTED) 0.80 2.80 1.00 98/99 99/00 00/01 '01/02 '02/03 '03/04 '04/05 '05/06 (TPM STEP 0) TPM Exec Briefing (TPM STEP 1) (TPM STEP 2) Presented By ZenPower Int'l @ (TPM STEP 3) www.com 54 (TPM STEP 4) .Turnover (%/month) 6.00 2.3% 1.20 2.00 5.50 1.tpmquality.20 4.00 2.

com 55 (TPM STEP 4) .No SGA Team 240 No Of SGA TEAM 190 180 185 180 120 106 80 60 38 413% 6 0 98/99 12 99/00 00/01 '01/02 '02/03 '03/04 '04/05 '05/06 (TPM STEP 0) TPM Exec Briefing (TPM STEP 1) (TPM STEP 2) Presented By ZenPower Int'l @ (TPM STEP 3) www.tpmquality.

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