Focused Improvement

External Changeover External Changeover

Machine runs Internal Changeover

Operation
 Focused Improvement & Its Promotion Organization
Plant Manager

Plant Focused Improvement

TPM Promotion Office

Process Packing Engineering & Quality Assurance HR Administrative

Maintenance (Training)

Line #1 Line #2 Line #3 Line #4

Project Focused Improvement

Focused Improvement
A.M.
F.I
P.M
Overlapping Small Group
EEM
Training
Q.A / Q.M
Office TPM
Safety
 How to implement FI @Overlapping Small Group

Setup TPM theme by Layer By Layer Management

Difficulty level to solve
the problem

Plant-wide TPM Steering committee Plant level

Manager & Team Leader Area level

Team Leader & Line level

Team members (Associates)
 Examples of Focused Improvement

Control Area
Difficulty

Urgency
Losses
Plant-wide TPM Steering committee Improvement program for
High
Suppliers

Bottleneck problem solution @

manufacturing area
Manager & Team Leader Middle
Ex; Speed loss
Change over

Bottleneck problem solution @

Team Leader & each line (machine)
Team members (Associates) Low Ex; Minor stops,
Equipment breakdowns
Quality defects
 The Relationship between OEE and 6 Big Losses

Overall Equipment Efficiency

Managers
Project
Performance Availability Quality

Breakdown
Start up
Reduced Speed Set up Yield

First-Line
Downtime/incident Small Group
Minor Stoppage # of Breakdown Quality Defects

Planned Autonomous
Maintenance Maintenance Planned Autonomous
Maintenance Maintenance
Source of
Corrective
Contamination
Maintenance
Hard-to Reach Area
for Weak-point Parts
Visual Control
Improvement
 OEE Cascade down
Plant-wide TPM Activity Board 1. Identify equipment losses
TPM steering committee

3. Monthly 2. Track Total No. of breakdowns

4. Area Below Target? at entire plant

Area-wide TPM Activity Board 5. Line Below Target?

Manager & Leaders

6. Analyze OEE problems =A?,P?,Q?

Line TPM Activity Board 8. Track machine by machine?

Leader & Team members

7. 6 Big losses?

10. Go to Improvement process

9. Identify & Focus on
Tackling topics

Highlight Zero Breakdown & Defects machines

 Data Collection & Cascades – General Milestone
Level-1
Kick-off TPM
Award
Preparation Expansion Implementation Consolidation
6-12 months 12 months 12 months 12 months

AM Step-1 AM Step-2 AM Step-3

AM Step-4
Plant-wide Data Collection & Benchmark
Reporting system & Target setting AM Step-5
(Entire plant) 50 % reduction Number
Design Data of
Major & Minor stops
Tracking Forms & Quality defects 75 % reduction Number
Systems 1 year after Kick-off of
(Entire plant) Major & Minor stops
Quality defects
2 year after Kick-off
Expand to whole plant (Entire plant)

Daily Data Tracking

Breakdown Log
 Hints of KAIZEN
(Continuous Improvement)

KAIZEN is Continuous Improvement that means make better

without useless physical investment.
 Optimal conditions

The requirements to be met to put the functions and

performance of equipment into full play or to maintain them at
the highest level.

The functions and performance of equipment can be shown

and maintained at 100% and for a long time,
only if the functions of the units and parts that compose the
equipment are kept at desirable state from the viewpoint of
engineering principles and rules.
 8 viewpoints of Optimal conditions

1. Usage conditions-related viewpoint

(processing conditions, operating conditions, etc. )
2. Installation precision-related viewpoint (vibration, level, etc.)
3. Assembling precision-related viewpoint
(backlash/precision, etc., as composite body)
4. Functional viewpoint (appropriate usage range, and the like)
5. Environmental viewpoint (dust, heat, and others)
6. External shape-related viewpoint (stains, flaws, biased wear, etc.)
7. Dimensional precision-related viewpoint
(required precision, surface roughness, etc.)
8. Material/strength-related viewpoint (strength, rigidity, etc.)
 Minor Defects

Minor shortcomings and

symptoms considered to only
slightly affect results such as It is no
defects, failures, minor exaggeration to
stoppages. say that chronic
losses are caused
In conventional views, such by unattended
defects as dust, stains, minor defects.
backlash, etc., have been
considered negligible.
Examples of Minor defects
 Restoration

KAIZEN = Continuous Improvement

Improvement

Maintain

RESTORATION

Return current improper condition

to the proper condition
 Adjustment vs. Setting
What is an adjustment?
Adjustment is a human behavior human experience, judgment, intuition and knack. Person can learn
adjustment details by repeating trial and error while accumulating experience. Adjustment is often needed
as a result of skill difference in production workers.

What is a Setting?
Setting is an operation that can be done by machines or mechanical
means. Objective of setting is to simplify or make operations easier by
introducing numeric means or improving equipment, jigs and tools, as a
result of development of automation and instrumentation methods. It is
essential to modify adjustment to the setting by reviewing the detail of
adjustment work.
 Example of Adjustment

Setting

Adjustment
Try and Error Operation

No control
No standards
Done by guess-work
 Basic Methodology

- <¢CAP-Do cycle
Management cycle
- <¢5W’s 1H
Stratification of Problem
- <¢5-why analysis
Root-cause analysis
- <¢P-M Analysis
Logical analysis for Chronic problems
 Sporadic loss and Chronic loss

Single cause Cause

Multiple causes
Sporadic loss
Loss rate

Cause Cause Cause

Complex combination
of causes Cause
Chronic loss
Cause Cause

Cause
Time
 Background of chronic loss

Know chronic losses

have occurred.
* Results poor
Countermeasure are taken * No signs of improvement
* Improvement abandoned
Countermeasure cannot be
Chronic losses * Adhoc measures taken;
taken
no fundamental solutions

Countermeasureare not taken * Scope of loss unclear

because unquantified
Do not know chronic losses
have occurred.
* Typically, the chronic loss is unanticipated and
unnoticed in cases of minor stoppage, speed loss, change
over / adjustment loss, startup loss
 Chronic loss solution approach

(A1, A2) Improvement measures

* For biggest items in "A"
Apply P-M Analysis
* Until "A" is no longer biggest problem

A
60
A1-a * Not priority-based
B
30 A1
40
C
10 A2
20 15 A1-b
5 * Think logically;
Primary stratification
Secondary stratification
Secondary stratification list all possible factors behind defects
(machine, loss type) (defect item) * Investigate all factors
(defect item)
* Correct all abnormalities

Repeat as above for group "B" "A" improvement

"B" improvement Achieve Zero

B1
Rate

B
30
A
20 C
10 15 B2
5
Primary stratification Secondary stratification
(machine, loss type) (defect item)
Remaining chronic loss

Time
 CAP-Do Cycle

CHECK Bottleneck equipment / line / process

Horizontal
Expansion
45 30
0
30 Equipment Data Pronciple of process
Before After breakdown
Optimal conditions
Standardization
OPL
Before
Analyze
vs. Start up Set up &
After (Yield) Adjustment
5-why analysis

Reduced Speed P-M Analysis

Do Quality Defect
QA matrix
Minor stoppage
WHO By WHEN Motion economy principles
Action -1 OP
Action -2 Maint . Error-proof device
Action -3 Eng . Plan
FTA / FMEA
 CAP-Do Cycle & Gap Analysis

Restoration Minor defects

Input

Optimal conditions
Production System

Principle of operation GAP = Change

Actual conditions
Function
&
Structure
Normal (Expectation)

GAP = Change

Abnormal
Output
 PLAN
CAP-Do Cycle sheet
Make deployment plan, make sure who, what, how, and by when.

Equipment;

Type of Losses Who By When

Action -1 OP
CHECK Action -2 Maint.
CHECK stage make sure the GAP between Target and Current level Action -3 Eng.

Ta Ta Do
rge rge
100 t 100 t
90
80
90
80 Do stage can be shown specific Restoration & Improvement on One-
70 70
60 60 Point Lesson sheets

TPM TPM
Monthly Data Monthly Data One-Point Lesson One-Point Lesson
by department by station
by line Before Before
vs. vs.
ACTION After After

ACTION stage is ANALYZE stage, which identify all potential

problems.

Result
Make sure problem into phenomena Evaluate TPM process, point is to realize complete Zero or not.

5-why Analysis
45
30 20 30 20
5 0 5
Before After
 How to eliminate breakdown (failure) loss

◊ The Basic theory

◊ 5 basic countermeasures
◊ 4 phase approach for Zero breakdowns
◊ Root-cause analysis (5-why analysis)
 How to eliminate Minor stoppages loss

◊ Observe phenomenon
What happen?
◊ 4 stages for Zero Minor stoppages
Cleaning & Restore
Action for Root-cause
Take actions for complex combination of causes
Change Variable factors into Fixed factors
◊ Optimizing
SQC approach

Observation is First step

 How is the state changed from normal (optimal)?

Work
Work

Foreign material
Stop plate

Burr

Chute Chute

Blocking Binding
Work
Work

Stop plate

Chute
Chute

Catching
Clinging
 Type of Minor Stoppage & General causes
Where Type of Minor Stoppage Causes
Minor Stoppage occur?
Feeding System 1) Blocking 1) Causing resulting from material and parts
2) Biding • Dimensional defects
3) Catching • Defects of external appearance / shape
4) Clinging • Inclusion of foreign material
5) Running out of parts • Existence / Nonexistence of magnetism
6) Shortage of feeding 2) Causes attributable to Feeding system
volume • Defects of chute shapes
7) Excessive feeding (shape, surface condition, flaws, stains, flatness of joined parts
volume • Parts feeding system
8) Dislodgment (amplitude, resonance, balance, optimal feeding volume,
9) Insertion Error attachment state)
• Posture control system
(method, conformity with parts, feeding volume)
Assemble System 1) Crushing / breakage 1) Causes attribute to Assemble system itself.
2) Using two sheets • Precision of jigs
3) Chugging error • Fitting precision
4) Timing • Precision of parts
5) Assembly defects • Timing
6) Discharge errors 2) Causes attribute to Method
• Adjustment error on set-up
• Setting errors
Detective System 1) Erroneous operation Causes attribute to detecting system
• Detecting system itself
• Fitting method / location of sensors
• Proper sensibility conditions
• Adjustment defects
 4 stages for Zero Minor stoppages

1st Stage
Cleaning & Restore
2nd Stage Weak-point Fixed
Action for Root-cause Part Factors
3rd Stage
Take actions for complex combination of causes
Physical P-M Dynamic
4th Stage Principle Analysis Measurment
Change Variable factors into Fixed factors.

5-Why Visual
5W's1H CAP-Do
Analysis Control

One-Point A-M
Cleaning F-TAG Restoration
Lesson Standard
Change Variable factors into Fixed factors

Work stopper
2) Easy to see change
Stopper reference Allowable amount of wear cut

1) Difficult to change
Material changed (SKD)
Heat tratment

Material; FC 3) Easy to resotre

Fixed with screws for easy division

Courtesy M. Sugiura JIPM,1998

 RFT Changeover Improvement Scenario (Model)

Round -1 Round -2 Round -3 Round -4

Eliminate Eliminate
Cycle Change Over
Operation Study Time Variation Adjustment

Standardization
Visual Control

5-why Analysis
Flexibility Design
P-M Analysis
Time & Operation Analysis
External Change over
Functional Tightening
S.E.N.D.
 Basic Ideas from SMED
External Changeover External Changeover

Machine runs Internal Changeover

Operation

Machine Stops

•SMED (Single Minutes Exchange Die) is the improvement program to reduce Changeover
time at a stamping (press machine) shop in an automobile factories. The target for
changeover time is less than “10 minutes”, so which is well known as “single minutes
exchange die”.
•The basic idea from SMED is to categorize every operations into “an internal operation”
and “an external operation”.
An internal operation is the operation during machine stopping, an external
operation is the operation during machine running.
 Round-1 Changeover Kaizen Steps
Step Activities Learning points Time period

1-1 1-1-1 Changeover Kaizen Team Organization •Project Timeline & Due day •1 week
1-1-2 Target Setting (Kaizen Pace) •CAP-Do Cycle Board
Recommended Target; 50% reduction in every 6 month
1-1-3 Select the prioritized changeover operations •P-Q (Product-Quantity) Analysis
1-2 1Analyze “selected changeover operation” •Observation – GENBA •1 week
Example; Change type-A to type-B
2Create Time & Operation Analysis Sheet for “selected •Time & Operation Analysis
changeover operation”
1-3 1-3-1 Improve internal operations to external operations • Internal vs. External Operations •2-4 weeks
1-3-2 Improve “Preparation Operations”
•Eliminate operations to bring & to look for tools •Shadow Marking for Hand tools
1-4 1-4-1 Improve internal operations by using “SEND” •SEND •2-4 weeks
1-4-2 “Functional Tightening” •Functional tightening

1-5 1-5-1 “Changeovers demonstration in Public” •1 week

•Demonstrate changeover for Managers, Supervisors.
1-5-2 Review the improvement opportunity
 Time & Operation Analysis From (Worksheet)
• The worksheet – Time & Operation Analysis Sheet (Worksheet) - is to record how long
each internal operation takes and categorize types of operation for preparation, setup
and adjustment.
• Identify improvement (Kaizen) opportunity at each step.
Ex. Rotate a screw in 10 times, Kaizen idea is to eliminate or reduce the number of
times.

LINE NO. ;
Date Time Chart Analysis Categories

Replacement
Preparation
Time

Adjustment
Total
NO. Operations (min.) Problem
Time

10 20 30
1 Remove bolts 1 X
2 Remove plate 1 2 X
3 Walk to panel 2 4 X
4 XXXX 3.5 7.5 X
5 XXXX 5 12.5 X
6 XXXX 5.5 18 X
7 XXXX 3 21 X
8 XXXX 0.5 21.5 X

Total 21.5
 S-E-N-D Kaizen Filter

Changeover
Operations

✓ Simultaneously
✓ Easier
Filter
✓ No. of operations
✓ Distance of operations
S-E-N-D
Non-Value Added Operations is able to separate every operation
Value-Added vs. Non-Value Added
Eliminate

Combine

Replace / Rearrange

Simplify

Kaizen
 S-E-N-D Kaizen Filter
✓ Simultaneously
✓ Easier
✓ No. of operations
✓ Distance of operations

R E

S
 How to eliminate Quality defects

◊ Chronic defects vs. Sporadic defects

◊ 5-why Analysis (Root-cause Analysis)
◊ P-M Analysis (Logical Analysis)
◊ Visual control
◊ Standardization

Action

Check Plan

Do
The way of organizing Quality Defects Data

Cause
(1)Already Taken (A) Known (B)Unknown

A-1 B-1
Cause was known, Cause was not known,
Standardize / Action

Action was already taken. Action was already taken.

Quality defects take place. Quality defects take place.

A-2 B-2
(2) Not taken

Cause was known, Cause was not known,

Action was not taken. Action was not taken.

Quality defects take place. Quality defects take place.

 Approach for quality defects
Quality Defects Key Approach

A-1
Cause was known, Training &
Viscosity
Action was already taken.. Standardization

A-2
Cause was known, Develop Action plan

Review
Action was not taken.

B-1 CAP-Do cycle

Cause was not known, Analyze causes &
Action was already taken. Take permanent action

B-2 CAP-Do cycle

Cause was not known, Improper Torque
(Collect numeric data)
Action was not taken. Of Cap
P-M Analysis
 M-P information for maintaining
Zero Quality Defects

✓ Skill training program Design Review Steps

✓ M-P design sheet Planning

MP Information
– Products Design
Design
• Easy to product
– Equipment Design
Manufacturing
• Reliability & Maintainability
Initial Flow Cotrol
Instllation

Trial
Standardization

Mass Production Information

Indivial Improvement
Autonomous Maint.
Operating Planned Maint.