TPM Manual

Chapter 6
Early Management
(Product & Equipment)

JIPM-Solutions Co. Ltd.

 Early Management, LCC, Use of MP Information and Concurrent Engineering
Successive Generations of Product
Development
Investigate losses Flow of Early Management
Large
losses Investigate existing (past five years) work
(N-1)th Generation systems, losses (rework, problems, etc.) and
Product development, equipment development, results
 
preparation for production, full-scale production

Track down causes of losses within the

N th Generation Large system
Product development, equipment development, losses
preparation for production, full-scale production Develop loss-free systems and work
processes
Feedback
(N + 1)th Generation Incorporate these in (N + 1)th
generation
Product development, equipment development,
preparation for production, full-scale production

Position of LCC, Concurrent Engineering and Use of MP Information

Product development LCCing Attractive products and
superior product development
Shorter lead times between development
Production engineering and and full-scale production
equipment development Concurrent Engineering
Lower costs

(Commissioning Control) full- Use of MP Information Losses eliminated and prevented

scale production
Vertical production startup

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 Implementing Early Management
Successive Generations of Product Development

(N-1)th Generation
Investigate Step 1: Analyse current situation
Product development, equipment development,
Investigate and analyse the existing (past five years) Early
preparation for production, full-scale production Management situation and expose the problems
Investigate

Nth Generation Step 2: Construct Early Management system

Product development, equipment development, Construct the Early Management system needed to solve the
preparation for production, full-scale production problems identified by the analysis of the present situation
performed in Step 1.

(N + 1)th Generation Step 3: Test and train out new system

Product development, equipment development, Decide on a pilot model on which all design staff can gain
experience, in order to try out the new system and raise everyone’s
preparation for production, full-scale production
knowledge and awareness of its use.

Feedback Step 4: Roll out new system, evaluate results, and ensure it
is firmly established

Roll out the new system across the company, and entrench it by
ensuring that everyone understands its purpose and can implement
it effectively.

Return to Step 1 to improve system further

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 Implementing Early Management (Steps 1-2)

Step 1: Analyse current situation

1. Clarify current Early Management workflow.
2. Identify problems with current workflow.
3. Find out what is currently being done to ‘design out’ foreseeable problems at each stage of Early
Management process.
4. Find out what problems are currently arising at prototyping, test-run and commissioning stages, and
what is being done to deal with them and prevent them recurring.
5. Find out how process is being held up at prototyping, test-run and commissioning stages, and what is
being done to deal with it and prevent it recurring.
6. Find out what is currently being done in the way of collecting, storing and using information with a
view to designing products and equipment to be user-friendly, factory-friendly, non-defective-
generating, maintenance-friendly and highly-reliable, as well as safe and commercially-competitive.

Step 2: Construct Early Management system

1. Think through basic framework of Early Management system and define its scope of application.
2. Define scope of system for collecting, collating and utilising data needed for Early Management.
3. Formulate and refine various standards and forms needed for Early Management.

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 Implementing Early Management (Steps 3-4)
Step 3: Test and train out the new system
1. Implement the new system for each project and work step selected as a pilot model
2. Meanwhile, train everyone in the standard techniques needed to implement the system
3. Through the work steps, evaluate the understanding, techniques, suggestions incorporated into
designs, and other aspects of the new system
4. Based on the results of implementing the system, amend and improve the system itself and the
associated standards, forms and other documentation
5. Identify results, such as the benefits gained by applying the new system

Step 4: Roll out new system, evaluate the results, and ensure it is firmly
established
1. Expand the new system to all projects
2. Enhance the use of information in LCC optimisation and MP design (discussed in detail later) as part
of the Early Management system
3. Evaluate results such as the state of deployment of the new system and its effects
4.
 For each project and work step to which the new system has been applied, collect figures every six
months on things such as the number of problems identified, the number of ideas incorporated, the
number of projects which have run into trouble, the number of projects behind schedule, and the time
required from starting the production line to achieving the production target, then collate this
information and present it as results.
5. Return to Step 1 to improve the system further

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Rolling out an Early Management Programme (example)
Period 0.5 years 1.0 years 1.5 years 2.0 years 3.0 years

Step Step 1 Step 2 Step 3 Step 4

Test Early Embed Early

Investigate and Analyse Management Management
Present Situation system system
Analyse work flow
Conduct stocktaking of tasks
Clarify design function Collect and utilise MP information
Commissioning Control

Compile design expertise compendia

Revise technical standards
Identify problems &
Incorporate information on problems occurring up to first run stage
Consider proposed
solutions Incorporate corrective maintenance information
Incorporate information on reliability maintenance problems
Incorporate improvement information from Jishu-Hozen and
Focused Kaizen
Create
Early Management system
Draw up Early Management system chart
Formulate and establish Early Management   Improve analytical techniques
standards
     ・FMEA
Clarify design function
     ・Checklists
     ・P-M Analysis

Build a troubleshooting system Establish MP Design

Establish troubleshooting standards
Draft a troubleshooting system diagram
Standardise troubleshooting documentation
Improve design technology through reliable
incorporation of MP information
Design for high reliability and maintainability
Achieve low-cost design

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Methods and Systems for Implementing Early Product Management
A Typical Early Management System
Standards and
Flow Diagram of Early Management What to Check
formats

What customers want to buy What Company wants to sell

1. Concept
Check basic potential
Explore Possibilities Fist Design View and hurdles concerning
market technology and
Decide on development cost Development
Topic Selection
Sheet
Decide on Specifications Second Design View
2. Planning

Desktop Review
Conformity Review
Decide on Conceptual design Third Design View Check Sheet
Review basic
performance in terms of
function and strength
Give go-ahead for Board of Directors and possible Concept Proposal
development manufacturing methods
Evaluation System
New-Product
Do detailed (assembly) Development
3. Design

design Meeting Identify and deal with

potential problems
Do detailed (parts) design Fifth Design View
FMEA Sheet
Do process design
-Assembly
-Components
-Processes
Order Prototype Prototype Order
Control Ledger
4. Prototyping

Inspect components
NO
YES
First Prototype Check Functions
NO YES

Second Prototype Check Performance

Confirm Performance and

Evaluation

Specifications
Conformity Review
Identify and deal with
potential problems Report
Evaluate Sixth Design View Implement and check
NO countermeasures aimed Test Report
5.

YES at ensuring that

defectives cannot be
6. Volume Register for volume produced or passed on Process FMEA
Protection production

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 Early Equipment Management 265

Aims Key techniques

Aims of Early Equipment Management
1. Develop superior production processes and LCC
equipment
Compare functions and costs with those of competitors’ LCP
equipment at the planning and development stage, perform
life-cycle costing, and create superior equipment by
incorporating knowledge obtained from existing equipment
Design reviews at each step
into the design of the new equipment
Use of MP information
2. Eradicate and prevent losses Investigate in advance using
When introducing new equipment, prevent all kinds of
losses from arising at any of the stages from planning, various analytical techniques
design, fabrication, and installation through to operation

3. Achieve vertical startup Before

Before After
After(Vertical
(VerticalStartup)
Startup)

Once a new production line has been Startup period Startup period

installed, it should start operating

immediately, with zero quality defects and
OEE

OEE
Target line Target line

breakdowns
Number of problems

Number of problems
OEE OEE

Startup
Design

Installation
Fabrication
Test-run

Fabrication
Installation

Number

Test -
Design

run
of
problems
Startup Number of problems

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 LCC for Minimising Equipment Cost and LCP for Responding to Change

Minimising equipment cost - LCC

Minimal-cost design means designing the equipment in such a way that its total cost - that is,
the sum of the initial investment in it (its initial cost) and the cost of operating and
maintaining it (its running cost) is minimised.
There is usually a trade-off between initial cost and running cost, and life-cycle costing (LCCing)
is used to design the equipment to its optimal total cost

Designing for flexibility - LCP (life-cycle profit) design

Fluctuations can occur in production volume, number of product types handled, quality level,
product specifications and so on.
At the design stage, production volume is strictly hypothetical, or is no more than a forecast
and is not guaranteed.
In real life, fluctuations in production volume can reduce profits: if the equipment is over-
specified, a cut in production can raise the unit cost of the product, while if it is under-
specified, an increase in production can lead to lost opportunities.
The design philosophy that aims to create equipment able to accommodate fluctuations in
indeterminate factors like production volume, is called LCPmax design.

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 LCC, LCP and Cost Reduction Strategies
Production Line and Equipment LCC and LCP analysis
Strategy
1. Design cost Labour- ・Use CAD
hours ・Standardise, reduce variety
2. Materials cost
Price ・Use lower-grade materials
・Reduce weight
Initial Cost
Where costs are generated

3.Purchased parts cost

Price ・Reduce number of parts
4. Processing cost ・Reduce variety of parts
Labour-
・Reduce amount of materials that has to be removed
5.Electric power and hours ・Standardise, reduce variety
instrumentation cost Price ・ Standardise, reduce variety
6. Assembly and ・ Reduce number of input / output variety
Labour-
adjustment cost ・Simplify
hours ・Standardise, reduce variety
1. Energy cost Cost ・Introduce energy-saving measrues
・Reduce size
2. Repair cost Cost ・Do MP Design
・Incorporate self-diagnostic functions
Running Cost

3.Cost of consumable
Cost ・Use lower-cost materials
materials ・Raise yield
4.Cost of consumable ・Lengthen service life
Cost ・Standardise, reduce variety
Tools and devices
・Do MP design
5. Wasted time Time ・Increase flexibility
6.Low yield Ratio ・Improve process
・Reduce number of defectives
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 Maintenance Prevention (MP Design)
<<What is maintenance prevention?>>
Maintenance prevention is an activity for improving reliability, maintainability, cost effectiveness,
operability and safety, and reducing maintenance costs and deterioration losses, by introducing
maintenance information and new technologies at the planning and design stages of new
equipment - that is, it is an activity for eliminating losses at their source.

<The importance of using MP information in design>

1. Fact: Effective use of MP information in design is rare
2. Reasons:
1. No time is allowed for collecting and utilising MP information
2. Rules for utilising MP information have been set, but the activity is perfunctory, and the
quality and quantity of MP information are inadequate
3. The department has no experience of using MP information
4. Investigations are adequate, as they are mainly left up to the equipment manufacturer
5. The equipment is to be used in a different environment
3. What happens if a company is incapable of utilising MP information?
Huge losses occur in the period from designing the equipment to fabricating it and bringing it
into operation
Losses are even more serious in view of today’s ever-shorter product lifetimes
The size of its losses makes the company uncompetitive

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 Equipment Prerequisites and Their Definitions
Prerequisite Definition Description in concrete terms

 Infrequent failures
 Infrequent minor stops
The ability of the equipment to operate without  Infrequent defectives
Reliability  Infrequent need for adjustment
malfunctioning or breaking down
 Stable machine cycle time
 Static and dynamic precision can be measured easily

 Failures can be located quickly

 Parts can be replaced easily and restored functions checked quickly
The ease with which deterioration can be measured  Deterioration can be located quickly
Maintainability
and reversed  Lubrication and oil changes can be performed easily
 Equipment can be overhauled easily

 Cleaning, lubrication and inspection can be carried out easily

 Cutting debris can be cleared easily
The ability of the equipment to be cleaned,  Contamination is contained near source
Autonomous
lubricated, checked and otherwise maintained easily  It is easy to check whether lubricants are reaching the parts where they are needed
maintainability
and quickly by the operators  Quality can be maintained easily (precision and other parameters can be measured
easily)

 Changeovers and adjustments can be performed easily

The ability of the equipment to be operated correctly,
Operability swiftly and reliably during normal running,
changeovers and so forth.
 Cutting tools and grindstones can be replaced easily, and the associated adjustments
can be made easily
 Controls can be manipulated easily (owing to user-friendliness of position, layout,
number, shape, colour, etc.)
 Equipment can be transported and installed easily

The ability of the equipment to make efficient use of
Resource
the resources it requires for its operation (energy,
economy
cutting tools, grindstones, lubricants and so forth)
The ability of the equipment to operate without
Safety
harming anyone or anything
 Consumption (per unit of product produced) of materials and energy is low
 A high proportion of resources can be recycled
 Low requirement for irregular tasks needed to deal with failures, minor stops, defectives
and the like
 Little exposure of rotating or moving parts
 Few protruding or catching parts
 Easy for operators to remove themselves from danger
 Zero emission of dangerous materials or harmful substances, and minimal scattering of
debris

The ability of the equipment to be modified quickly
Flexibility
and easily, to accommodate changes in the product
 Plenty of leeway for switching from products currently processed to products that may
be produced in the future
 Low cost of improvements made to increase equipment’s flexibility
 Short time required for improvements made to increase equipment’s flexibility

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 Example of MP Information Utilisation System and Key Points

(1) Rapidly and accurately identify and collate problems and improvement ideas from the production floor and communicate these to upstream departments
(2) Steadily compile the technical knowledge obtained into collections for use as standards, utilising and laterally deploying them effectively
Key Points (3) Review information collected on problems and improvements, together with the wishes of users and maintainers, and incorporate it into equipment specifications
(4) Conduct a thorough review at each step from equipment planning through to production start-up to ensure that the information is effectively utilised

Equipment Process Equipment Equipment fabrication, Full-scale

Steps Initial run
planning design design adjustment and inspection production
(DR: design
review) DR DR DR

Utilise Sheet for incorporation in

Problem report sheet Commissioning equipment design
information
from
control sheet
Maintenance data
downstream utilisation sheet
processes

Main MP
information Collect field data on
Utilise MP
what production Field information
information
collected by engineering and (reliability data on machines,
upstream equipment devices, units, etc.)
processes departments
themselves themselves want

Equipment Equipment fabrication and Maintenance

Utilise in design of design standards inspection standards standards
next-generation
Standardisation equipment/lines

Standardise generic technology and expertise

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 Record of Corrections Made to the Equipment Design, and Action Taken

At stage of (1) Specification concept (2) Basic design (3) Detailed design
Production Engineering
No.
Record of Corrections Made to Equipment Design, Section

Section receiving
and Action Taken Issued
Person

equipment
Supervisor Manager Supervisor
responsible

Name of
equipment

Information Degree of Date Target of Details of

__/__/____ provided Seriousness Problem and action action Action Cause amendment amendment Action
No. Corrective action Results Remarks
(date) (A) (B) requested taken: (C) (D) (E) (F) taken by

A: Departments B: Classification of C: Classification of D: Classification E: Classification

F: Classification of nature of amendment
providing information degree of seriousness action taken of cause of item amended

Fabrication Amendment
Mechanism or Process capability
1 department 1 absolutely 1 1 Defective planning 1 Affected machine only 1 6 Safety improved
Structure changed improved
(in-house) necessary
Classification

Fabrication Amendment Affected machine and

Movement or Output capacity Operability
2 department 2 to be made 2 2 Defective design 2 next-generation 2 7
function changed improved improved
(external) as far as possible machines
Design
Suggestion to be Control circuitry Defective Affected machine,
3 department 3 3 3 3 3 Reliability improved
borne in mind changed fabrication similar machines
(in-house)
Design
Surface or heat- Change in and next-generation Maintainability
4 department 4 4 4
treatment changed specifications machines (durability) improved
(external)
Department using Materials or shape
5 5 5 Economy improved
equipment changed

Note1: If an item falls into more than one category, mark all the relevant categories.

6 – 32 (same as slide 5-27,6-41) Copyright 2007 JIPM-Solutions

 Points to Note when Utilising MP Information
Problems
Rules exist, but people are often excused from doing the activity on the Use of MP
grounds of being too busy, etc. Information is
almost always
People go through the motions of carrying out the activities, but they are insufficient
often superficial

Points to note

1. Create workflow regulations and systems to ensure that MP information is always

utilised when new equipment is planned
2. Create systems and organisations for ensuring that MP information is collected
3. Standardise MP information wherever possible, keeping it simple. (e.g. common
equipment specifications, lists of recommended sensors, etc.)
4. Evaluate the use of MP information on each item of equipment (in terms of both quality
and quantity) in order to check whether good use is being made of it. If not, the
equipment should not be approved.
5. The maintenance and operating departments should keep an eye on the plans for new
equipment and start collecting MP information early on in the planning and proposal
stage
6. Record MP information not abstractly but with specific structures, shapes, dimensions,
etc., so that it can soon be put to use

6 – 33 (same slide as 5-28) Copyright 2007 JIPM-Solutions

 A Typical Equipment Management System
Other relevant Manufacturing Production Engineering
Step departments Department Department Checkpoints Stands and forms

Policy 1. Annual Equipment Planning Application

-Commissioning control required or not?
Form
-Purpose and necessity
Step 1 Formulate equipment plan
-Cost benefit -Priority ranking
2. Equipment Planning Review Form
3. Equipment Specification Setting Sheet
-Development period -Persons responsible
Planning Review equipment plan 4. Equipment Planning Checksheet
1st DR
5. Equipment Planning and Budgeting Table
-Budget and Schedule
6. Process QA Matrix
Approve Plan -Preventative measures for foreseeable problems
7. 4-M Analysis Table
-Running cost -Production capacity
8. FMEA Sheet ( for process)
Step 2 Equipment budget plan -Reliability -Flexibility
9. Record of Changes Needed in Equipment
-Operability -Initial cost
Purchase request Design, and Action Taken
-Maintainability -Safety
Action -Procurement lead times
10. Equipment Design Fabrication
Approved Specification
Planning
Formulate equipment specifications 11. Common Equipment Specifications
Equipment FMEA -Capacity
12. FMEA Sheet ( for equipment )
2nd DR -Reliability -Flexibility
13. Basic Design Checksheet
-Operability -Maintainability
9. Record of Changes Needed in Equipment
Estimate -Safety -Economy
Design, and Action Taken
Request for order placement
-Shape of parts, machining tolerances, materials, surface 14. Detailed Design Checksheet
Basic design roughness, heat-treatment, 9. Record of Changes Needed in Equipment
-Selection of commercially-available parts Design, and Action Taken
Step 3 3rd DR

Design Detailed design -Interim check 15. Witnessed Inspection Checksheet

-Schedule, main parts (precision of fitting and processing) (interim)
4th DR
-Production capacity, process capability
Fabrication drawings Approved fabrication drawings -Functionality and performance (operation, maintenance,
15. Witnessed Inspection Checksheet (final)
safety, reliability)
Estimate Correction schedule, amendments to drawings

Step 4 Request for order replacement

-Layout and installation
Fabrication 16. Equipment Installation Check Sheet
Fabrication -Plumbing and wiring
Step 5
MP Meeting

Witnessed Witnessed test-run -Production capacity, process capability

test-run -Record of action taken regarding problems
Installation -Initiation and termination of commissioning control
Step 6 -Operating log
17. Commissioning Control Notice
Installation Test-run adjustment -Defect rate (or good-product rate)
18. Commissioning Control Table
19. Record of Action Taken Regarding
-Failures and minor stops
Initiate commissioning control Problems
Commissioning

-Safety
Step 7 -Handling guidance
Prepare for volume production
-Performance, availability
Commission Start volume production
ing 20. Operating Manual
Terminate commissioning control 21. Periodic Inspection Standards
-Guidance on operation and Jishu-Hozen
22. Autonomous Maintenance Standards
Hand over 23. Work Standards

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 Step 1: Planning
This step is an important one, in which the equipment investment plan is formulated, based on
the business plan. The budget framework approach leads to insufficiently thorough
consideration of the requirements. Always select the best proposal in terms of the LCC cost
performance.

Key Points at the Planning Stage

1. Start working on the equipment’s overall concept from an early stage of the product’s planning or…..........
improvement, i.e. from the concept planning stage.

2. Clearly identify the purpose and need for the equipment as well as its profitability (LCC) and the conditions
that it must embody.

3. Formulate several alternative proposals and estimate the investment benefits for each……/………………..

4. Painstakingly examine the main items listed below in order to select the best proposal, and improve it by..
conducting thorough technical investigations of similar equipment inside and outside the company…….

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 A Typical Investment Proposal Comparison Table
Production Engineering Environmental Safety Drafting
Person Person
Manager Supervisor Manager Supervisor Manager Supervisor
responsible responsible
Investment Proposal Comparison Table for the Fiscal Year
Lee McDonald Nixon Hudson Parker Matsui White Smith

Proposal name Production Equipment for Product X Equipment prerequisites Purpose of Investment
1. Production capacity: Y tons/month Factory
2. Quality: In accordance with Quality Standards I. Development priority
Purpose and necessity of investment 3. Cost: Product gross margin: Z% II. Expansion rating:
1. To put a new product (Product X) on the market, 4. Location: North side of Building No.3, currently blocks 313 to 315 III. Reduce variable costs
establish a proprietary technology, and expand our 5. Workforce: Same number as at present IV. Reduce fixed costs 2/48
operations 6. Legal constraints: None in particular V. Unavoidable investment

Investment benefit
Recommended proposal Alternative proposal A Alternative proposal B
(before-and-after comparison)
(Proposed) integrated production (Proposed) buying-in of materials (Proposed) buying-in of material A and
system pre-blended powder
Buy in material A from outside
Proposals for consideration

Produce material A and Product X in-
house. Two production lines are
needed, one for material A and one for
product X.
The investment needed is large, but
since everything is done in-house, it
will be easy to keep quality consistent.
Another advantage is that the
equipment can also be used to
produce other products made from
material A.
(company M or company N), to
produce product X.
Only one production line is needed, so
the capital investment is lower.
Buy in material A and pre-blended
powder, and produce product X using
a single production line.
This proposal requires no blending
equipment, thus minimising the
investment cost, but it has the largest
variable costs. Note that our blending
technology will be used, but it will be
contracted out.

Estimated cost based on outline design Fixed assets: 210,000 Expenses: 2,000 Fixed assets: 180,000 Expenses: 2,000 Fixed assets: 150,000 Expenses; 2,000

Lead time until end of commissioning 10 months 10 months 10 months

Degree of technical difficulty Moderate (should be checked by testing) Moderate Moderate

Return 60% 31% 36.5%

Investment profit
Payback period 1.6 years 2.4 years 2.3 years

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 Step 2: Action Planning
In this step, the equipment design and fabrication specifications are finalised, based on the investment
proposal comparison table drawn up at the planning stage. At the same time as formulating the equipment
concept for the equipment shown to have the highest cost performance in the investment proposal
comparison table, a process diagram, QA matrix, 4M analysis chart, process FMEA chart and records of the
use of MP information in the equipment’s design and action taken to solve problems with similar equipment
should be prepared, as shown in the above diagram. It is important to ensure that MP information is utilised
in the design of the new equipment by conducting rigorous checks and evaluations.

D e ta i l e d F l o w D i a g r a m o f A c t i o n P l a n

Process
diagram

Evaluation of
Equipment
equipment 2nd
Project plan specification QA Matrix
specification DR
concept
concept

4-M Analysis

Process FMEA
Maintenance Record and
incorporating them to
machine design

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 Process QA Matrix

Process QA Matrix %

Failure
mode
completed
Item name Process
Component Strongly implicated Implicated Possibly implicated
Item number
Manage
Operator Supervisor
r
Supplier

Process
Location on

Probable

name
equipment

cause
Quality Phenomenon
Location characteristic Defect mode

Standard

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 4M Analysis

4-M Analysis Table

P age I te m n a m e O p e ra to r S u p e rv is o r Manager

I te m n u m b e r

D a te c o m p le te d

Defect mode People Equipment Methods Materials

Potential causes Forgetting; Initial imprecision;Production methods;Product;
Process
overlooking; wear, breakdowns handling methods; supplementary
function
Workflow making mistakes; process conditions materials;
misunderstanding; working
being insufficiently environment
Step Task description Automate thorough

１ d?

２
３
４
５
６

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Process FMEA

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 Record of Corrections Made to the Equipment Design, and Action Taken

At stage of (1) Specification concept (2) Basic design (3) Detailed design
Production Engineering
No.
Record of Corrections Made to Equipment Design, Section

Section receiving
and Action Taken Issued
Person

equipment
Supervisor Manager Supervisor
responsible

Name of
equipment

Information Degree of Date Target of Details of

__/__/____ provided Seriousness Problem and action action Action Cause amendment amendment Action
No. Corrective action Results Remarks
(date) (A) (B) requested taken: (C) (D) (E) (F) taken by

A: Departments B: Classification of C: Classification of D: Classification E: Classification

F: Classification of nature of amendment
providing information degree of seriousness action taken of cause of item amended

Fabrication Amendment
Mechanism or Process capability
1 department 1 absolutely 1 1 Defective planning 1 Affected machine only 1 6 Safety improved
Structure changed improved
(in-house) necessary
Classification

Fabrication Amendment Affected machine and

Movement or Output capacity Operability
2 department 2 to be made 2 2 Defective design 2 next-generation 2 7
function changed improved improved
(external) as far as possible machines
Design
Suggestion to be Control circuitry Defective Affected machine,
3 department 3 3 3 3 3 Reliability improved
borne in mind changed fabrication similar machines
(in-house)
Design
Surface or heat- Change in and next-generation Maintainability
4 department 4 4 4
treatment changed specifications machines (durability) improved
(external)
Department using Materials or shape
5 5 5 Economy improved
equipment changed

Note1: If an item falls into more than one category, mark all the relevant categories.

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 Equipment Specification Concept Evaluation Table

Production Engineering Section Receiving department

Equipment Specification Objective Setting

∕ Person
responsible
Leader
Section
Manager
Person
responsible
Department
Manager
At
/ Concept Evaluation Table concept
Planning
Equipment name stage
Receiving department At
Prepared by At concept planning stage  
Date: Year Month Day Equipment

At equipment planning stage  

Date: Year Month Day
Planning
stage

At concept planning stage At equipment planning stage

Category Item Description
Target Planning forecasts Evaluation
Cycle time, production volume
Production
capacity
Utilisation rate （％） （％）
Quality (good-product rate) （％） （％）
Reliability Durability (Year） （Year）

Overall
evaluation

Evaluation  A: Above target B: Equal to target C: Below target (when the overall evaluation is C, proposal must be redone)

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 Step 3: Design
In this step, the equipment is designed on the basis of equipment design and fabrication specifications and
common equipment specifications prepared at the action planning stage.
As well as doing the cost design and ensuring that nothing appertaining to quality has been omitted, it is
important to use design reviews or other procedures beforehand to verify that an equipment FMEA study has
been performed, MP information has been utilised, and the equipment design standards are being properly
adhered to, and take appropriate action if any problems are found.

Key Points at the Design Stage

1. Perform an FMEA study to determine what effects there would be on the equipment system’s operation,
safety and product quality if the system or any of its subsystems failed. Identify any problems, and
incorporate their solutions into the equipment’s design.

2. Prevent any omissions from the equipment’s concept design conditions and design drawings relating to its
reliability, functionality, maintainability, safety, cost-effectiveness, flexibility, etc.

3. Prevent any omissions in the utilisation of MP information by using design standards, technical
handbooks, and common equipment specifications in conjunction with MP information tables and records
of corrective action, and increase the precision of MP design by using common equipment specifications to
eliminate differences among individual designers.

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 Commissioning Control
What is commissioning control?

1. Commissioning control is performed after the equipment has been installed and
test runs have been performed, while actually manufacturing the products.

2. Production engineering, maintenance, operation and the equipment’s designers

and fabricators (the manufacturers) form teams to take immediate action to
identify and solve the causes of any problems discovered.

3. Monitor in order to see whether there are any problems (mainly to do with quality,
process capability and materials feed and transportation at transfer points
between processes) or failure to achieve targets for operating rate, quality, etc.

4. Identify the causes of any problems or failure to meet the targets, take action to
eliminate those causes, and try to achieve the targets as quickly as possible (within
at most one month).

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 Flow Diagram for Commissioning Control

Department in charge
Commissioning control step User Mainte- Plan-
nance ning
Before installation

Coordination meeting 1. Equipment incorporating newly-developed elements

2. Continuous processing equipment
3. Equipment costing 10 million yen or more
4. Equipment greatly impacting production, product quality, safety or cost

Initiation hearing Assign control targets and personnel responsible

Plant manager
Initiate commissioning Initiation Notice issued Form 1
control
Develop Release plans Form 2
implementation plans
Installation, test-run, checking

Prepare and release Form 3-1 *Note (1 )

control charts A and B

Equipment and quality problems Attach Form 4 to Form 3-1

emerge Prepare and paste up
control cards (indicates initial situation) *Note (2)
Collect and analyse data, and take Form 5 (weekly)
preventive measures

Prepare and paste up Attach Form 4 to Form 3-1 (indicates

Implement improvements CM and PM actions taken)
control cards

Forward Keep for

Forward analysis report Form 5 monthly *Note (3) records
as MP data
Feed forward to next generation
of equipment

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 Flow Diagram for Commissioning Control
Operation Record on control chart B
Form 3-2
(production amount, etc.)
Equipment and
quality
problems Prepare and paste up Attach Form 4 to Form 3-1
emerge control cards (indicates initial situation)
Collect data and
express visually
Form 3-2
(weekly) by
Collect and analyse data, and team leader
take preventive measures

Form 5 (weekly)

Implement Prepare and paste up Attach Form 4 to Form 3-1 (indicates

improvements control cards CM and PM actions taken)
Operation

Keep for
Forward analysis report Form 5 (monthly) records as
MP data
Feed forward to next
Yes generation of equipment
Targets achieved?

No
Can commissioning Yes
control be terminated?

Conference

Modification Issue Modification Form 1

Notice

Terminate Issue Termination

commissioning Notice Form 2
control Plant manager

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 Flow Diagram for Commissioning Control
Form 3-2: Commissioning Control
*Note (1)
Chart B
Form 3-1: Commissioning
Control Chart A
Production qty. Stoppage frequency
Commissioning Control Chart A Equipment name

Targets and Results

Name of section of equipment

Product defect rate

*Note (2)
Form 4: ‘Control cards’ for
commissioning control *Note (3)
Form 5: Commissioning
BM, PM,
Date
CM Control Analysis Report
Person Down- Reason for Equipment Commissioning Control Analysis
Labour Min
X min time stoppage quality
Name of Maintenance record
Phenomenon

equipment
and cause

section
Action and
preventive
measures

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 A Typical Commissioning Control Initiation and Termination Notice
To: Initia-tion Plant Area Super- Person
Production Section Area Manager->Supervisor
Maintenance Department manager manager visor responsible
Appropriate personnel in Production Engineering Department
Signature Signature Signature Signature
Initiation/Termination Notice for Commissioning
Term-
Control of Mechanical Equipment Signature Signature
ination Signature Signature
Commissioning control of the equipment shown below has been (initiated/terminated)

Equipment name: Automatic grinder for external finishing of pump plungers (Equipment No.: CG280)
Location: Plunger Finishing Line, No.2 Machining Unit, No.2 Production Section, Injection Pump Building
Persons responsible for control: Production: Plunger Production Group, No.2 Machining Unit, No.2 Production Section
Maintenance: Maintenance Team, Tooling and Equipment Group, Pump Engineering Section
Production Engineering: Tooling and Equipment Group, Pump Engineering Section

Details Initiation Termination

Date Date
Reason 1. New, high-cost equipment Commissioning control terminated on achieving stable operation.
Purchase price = 10 million yen 1. Work drive defective‐work drive mechanism improved‐OK
2. Automatic grinder. 2. Automatic conveyor operation defective‐feed screw backlash
Many problems experienced with existing eliminated‐OK
No.1 machine. 3. Outfeed forward movement defective‐ addition of interlock with
fixed-distance retraction‐OK

Production capacity 24,000 units/200h 24,000 units/200h

(a) Net processing time per unit 20 sec 20 sec
(b) Operating rate 75% 76%
Targets

Results
(c) Loading rate 90% 168%
2. Stoppage frequency 0.2% 0.2%
3. Stoppage severity 0.3% 0.05%
4. Defect rate 1.0% 0.06%
Route (Termination)
Production Engineering Section Original Production Engineering Section Original
Copies to all related departments Copies to all related departments

(from Giichi Takahashi: Productive Maintenance Promotion Manual (Tokyo: Japan Institute of Plant Maintenance, 1975)

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