Implementation of Jishu- Hozen Activities One of the characteristics of TPM is that the manufacturing staff participates in maintenance activities. The importance of maintenance activities has been recognized for corporate survival in a competitive society, and the review of operators’ roles and maintenance activities has become necessary. Inenterprises, small-group activities, such as QC circles and ZD activities, have spread widely, so the worker practice of autonomously controlling his own work has become entrenched. This approach has developed further, giving rise to the ishu-Hozen. concept of “individually preserving one’s own equipment.”208 4A New TPM Implementation Program for Renovation of Production What Is Jishu-Hozen? (1) Individually preserving related equipment Jishu-Hozen means that individual workers carry out routine inspection, oiling, parts replacement, repair, early detection of abnormalities, and precision checking of their own equipment for the purpose of “protecting their own equipment.” As technology progresses, equipment has become increasingly powerful and complicated, and as companies become greater in scale, maintenance functions are gradually diversifying. Operators become preoccupied with production, while maintenance workers focus solely on maintenance. The concept “I manufacture, you repair” has permeated the workshop. Most of the workshop staff have become “manufacturers,” who do only workpiece assembly and disassembly and quality-checking, relegating equipment maintenance, oiling, and all other work related to equipment to maintenance personnel. Operators in such establishments feel that “failures are the fault of the maintenance staff,” or that “failure was caused because the wrong equipment was installed—it has nothing to do with us.” Such incorrect thinking must be corrected, Many failures could have been prevented if operators had performed some tightening, oiling, and cleaning. Malfunctions occur that could have been averted if operators had touched or moved equipment, because they could have sensed abnormalities then.4, Implementation of Jishu-Hozen Activities 209 (2) Becoming expert equipment operators In order to implement Jishu-Hozen, workers must become “expert equipment operators.” Operators must become able to conduct routine maintenance, such as cleaning, oiling, and inspection, in addition to the simple handling of machinery. The more automation and shifting to robotism progresses, the greater that necessity becomes. ‘The greatest requirements for operators are, first, to have the ability to “detect abnormalities” and, second, to acquire the ability to “sense abnormalities” with regard to quality or equipment, based on a feeling that “there is something wrong.” To this end, the following three capabilities are necessary: * Capability of firmly setting criteria for normalities /abnormalities (ability to set conditions) * Capability of abiding by condition-controlling rules (ability to observe rules) + Capability of taking proper steps in the event of abnormalities (ability to repair and handle properly) Starting from this level, each operator must acquire the following specific ability: * Capability of finding and improving machine malfunctions * Capability of understanding equipment structure functions and finding the cause families of abnormalities * Capability of understanding relations between equipment and quality, predicting quality abnormalities, and finding cause families Workers who can meet these conditions are rightly called expert equipment operators, who are able to find abnormalities in the cause family, sense probabilities of defect or failure, and take steps to prevent their occurrence.210 ‘New TPM Implementation Program for Renovation of Production 4.2 Concept of Implementing Jishu-Hozen Along with the constant improvement and growing complexity of facilities, maintenance functions have been gradually diversified. This has resulted in a clear division between the operation and maintenance staffs, which in turn greatly reduces the efficiency of existing facilities. Jishu-Hozen was devised to improve such characteristics, The concept of its development is as follows: (1) Basic concept * Zero defects” and “zero failures” can be realized if all the people involved with facilities change their ways of thinking and actions. ‘+ Ifequipment changes, people will change; if people change, the workshop will also change. ‘+ Under the leadership of managerial staff, all persons shall participate in steadily seeking self-realization by stages based on the step formula. The concept of implementing Jishu-Hozen means to carry out step-by-step implementation as shown in Fig. 4.1. Specific implementation steps are shown, in Section 4.5 in Chapter 4.211 4, Implementation of vishu-Hozen Activities peaioquo o1e ppuoheg uewenosdus! puemo} UoHoep PUE pur | dojs yar ‘S}29}ep JOU puy oy Ayyge ayy, 822024 c pounbo: 4 ue ape jo {¢2bueu9 jou soop Bunjuna jo hem upuerstepun ‘sojdoed “sea ae sjoaye SsejuN) ea yGnowa paynoa oq -quowensryoe Jo Kol oxy quasaidos synsoy« __Y0TU! THUR SONU) O7e SIDO}OP 1OUIA « paeee uno stew fq panos eq ysnus serene Joyo ove eynseky. “S2I2P 4OULY BupUy 5 uoRDdeU|« ‘youn sulgiqaid ino pug. NOM eee ‘uoqoedsuy $1 BULBS + ausumsr sek emp wos, 1 Ws zee pu quoudojanap da-wonog + queweBeuew pue finco oes ‘soueuejyew Jo LOR ‘sppejep Jou aro) Aa ~ewousoydusy yBnov04 « ‘busyedoy ‘s1oj0m BUDE wowenarduu} 1 | |/| osereees: a t “pezyoes ss -souew || uw oom ‘SoyiADe yo SeBUEYD comp | feerevra | | outnts | sao edoyeyon, D0I0p 0107 N oxdood a ‘e624, 2 sOHE -edoysyom 7 edes a (uon ie po oweys out ore case. edaig (woes soungey pue s9}0q tos Bupa ye e664 UonEueUe|dwi deig UeZO}H-NYsIP Jo KdeoU0D |p “B14212 New TPM Implementation Program for Fenovation of Production 4.3 Roles of Operation and Maintenance in Jishu- Hozen 4.3.1 Roles of Operation and Maintenance The maintenance staff should not adopt the passive posture of “only doing what I'm asked to do.” Being in charge of production, it is natural for operating staff to impatiently want repairs to be done as soon as possible. On the other hand, the maintenance staff may receivea great number of requests for repair work, so they cannot implement repairs as promptly as operators may wish. However, if these groups do not understand each other’s position, and in extreme cases become antagonistic toward each other, attainment of the purpose of maintenance cannot be expected. In the operating staff, meanwhile, sometimes staff adopt the perverse, clear-cut view that “we are the manufacturers, and you are the maintenance personnel.” In a situation like this, excellent results cannot be hoped for no matter how much the maintenance staff strives for improvement. Needless to say, production cannot be smoothly implemented unless the operation and maintenance staff cooperate smoothly. with each other. The operators should shoulder part of maintenance functions; only if and when both groups collaborate with each other can the functions of maintenance be completely attained, and purposes achieved. Thisis why itis stated that “operation and maintenance are like the wheels on both sides of a car.” Thus, the task to be borne by the operating staff is “activities to prevent deterioration,” which, as stated earlier, is the basis of maintenance. If the operating staff shoulders part of those “activities to prevent deterioration,” the specialized maintenance steps under the charge of the maintenance staff can demonstrate their true value, enabling the start of efficient maintenance.4, Implementation of Jishu-Hozen Activities 213 4.3.2 Maintenance Classification and the Method of Maintenance Sharing The maintenance steps and their classification will now be summarized, followed by an explanation as to what work should be assumed in the course of Jishu-Hozen. Activities to attain the maintenance objective can be broadly divided into the following: * Retention activities: Preventing and repairing failures * Improvement activities: Extending service life, shortening the maintenance time, and eliminating maintenance These two kinds of activities must be conducted in parallel. Steps for retention activities are: ‘+ Normal operation ‘+ Routine maintenance, periodic maintenance, and predictive maintenance On the other hand, steps for improvement activities are: * Corrective maintenance: Improvement of reliability and maintainability + Maintenance prevention: Designing equipment so that it does not require maintenance In actual implementation activities, these steps are incorporated in one of the following elements: ‘* Activities to prevent deterioration, * Activities to measure deterioration, and * Activities to rectify deterioration. Although there are differences in contents and strength or weakness among these steps for attaining the three kinds of activities, the objective of maintenance cannot be achieved if any one of these activities is neglected. In many cases, however, “activities to prevent deterioration” are neglected. Itis clearly “putting the cart before the horse,” in consideration of efficient maintenance, toexert efforts for periodic inspection or precision inspection while neglecting “activities to prevent deterioration,” when these are the most fundamental activities in maintenance. It is necessary to understand the purposes of individual activities well and build a complete maintenance setup to meet related responsibilities.214 New TPM Implementation Program for Renovation of Production 4.3.3 Activities of the Operating Staff The operating staff must implement the following activities while emphasizing those aimed at preventing deterioration. (1) Activities to prevent deterioration * Correct operation (prevention of human errors) ‘+ Improvement of basic conditions (cleaning, oiling, tightening) * Adjustment (principally adjustment in operation and setting up, prevention of quality defects) * Prediction and early detection of abnormalities (prevention of failures and accidents) * Recording maintenance data (feedback for prevention of recurrence and MP design) (2) Measurement of deterioration (mainly through the five senses) * Routine inspection * Part of periodic inspection (3) Activities to rectify deterioration * Minor improvement (simple replacement of parts and emergency steps during abnormalities) + Speedy and habitual notification of failures and other malfunctions ‘* Assistance for sporadic repair Of these, improvement of basic conditions for the prevention of forced mechanical deterioration (cleaning, oiling, and tightening) and routine inspection are the most important activities, At the same time, they represent a wide area that cannot be covered by and therefore cannot be relegated to maintenance personnel alone. The participation od only operators, who know the best the state of their equipment, are essential to the implementation of effective deterioration prevention, measurement, and rectification activities.4. Implementation of Jishu-Hozen Activities 215 4.3.4 Activities of the Maintenance Staff (1) Maintenance activities of original business ‘The maintenance staff is requested to put a priority on the area where more sophisticated technical knowledge is required, such as so-called periodic maintenance, predictive maintenance, and corrective maintenance, which are used to measure deterioration or to rectify deterioration. The maintenance staff should not limit itself to serving as mere repairers engaged in the replacement of parts but rather strive to further improve maintainability, operability, and safety. (2) Support for Jishu-Hozen activities of the operating staff It has been stated earlier that Jishu-Hozen activities, centered on activities to prevent deterioration, are important. But such activities become possible only if the maintenance staff extends appropriate guidance and assistance. In connection with equipment maintenance, the following can be cited as activities that the operating staff can expect from the maintenance staff: ‘+ Education and guidance about thie structure and functions of equipment, parts! names, and parts that must not be disassembled. ‘+ Bducation and guidance regarding linkage of bolts and nuts ‘+ Education about lubrication, unification of oil classes, and guidance in preparation of oiling standards (points to be oiled, oil classes, oiling intervals, etc.) + Education and guidance in inspection techniques and guidance in preparation of inspection standards (points, intervals, etc) * Speedy handling of requested work for rectification of malfunctions, suchas leterioration, insufficient basic conditions, and defects. * Technological assistance in such improvement activities as countermeasures for | sources of problems, places where cleaning is difficult, and efficiency improvement | * Execution of daily activities (actual spot/equipment place, morning meeting, taking requests for maintenance, etc.) In conducting these activities, an attitude of mutual cooperation and study is important. Other major maintenance staff activities include the following: (3) Research and development of maintenance technology and setting of maintenance standards (4) Recording of maintenance results and bulldup of maintenance Information systems and maintenance-effect-measuring systems (5) Research on methods of failure analysis and implementation of activities to prevent recurrence of serious accidents (6) Cooperation with equipment design and development staff (MP design and initial control activities) (7) Control of spare parts, jigs and tools, and technological data216 New TPM Implementation Program for Renovation of Production 4.4 Concept of Creating Basic Conditions for Jishu- Hozen (1) What are basic conditions? Ithas already been pointed out that, in order to completely perform the function of machine maintenance, Jishu-Hozen activities by the operating staff must include “activities to prevent deterioration, which are the basis of maintenance.” Improvement of basic conditions represents the most vital component of deterioration prevention activities, What, then, are basic conditions? Most equipment failures result from the deterioration of some equipment sections. These can be classified as “natural machine deterioration,” which is due to the ending of a machine's service life, and “forced machine deterioration,” which is attributable to poor handling and inferior environmental conditions caused by human beings. In particular, an extremely poor human-created environment (rust, stains, oil leakage, dust, cut powder, etc.) accelerates forced deterioration, causing failures. Improving this human-created environment is the main point in reducing equipment failures. Elimination of forced deterioration for machine maintenance and rigorous execution of cleaning, oiling, tightening, maintenance and control, are essential conditions. Thus, eliminating forced deterioration through “cleaning,” for wholesale removal of dust and stains and exposure of potential defects; “oiling,” to prevent wear and burning by eliminating oil leakage and oil depletion; and “tightening,” to preclude loosening of bolts and nuts, to prevent erroneous actions and breakage, is referred to as improvement of basic conditions.4. Implementation of Jishu-Hozen Activities 217 (2) What is the ideal situation? Inimproving basic conditions, the important points are to conduct the wholesale removal of dust and stains, to reveal potential defects, and to restore the equipment toits ideal state. In this connection, let us consider what the deal state of the equipments. The ideal state represents the conditions in which equipment functions and properties are demonstrated and maintained to the highest degree. These conditions include the following: * Absolute requirements (necessary conditions) ‘These are conditions whose satisfaction is essential for equipment operation. * Conditions whose fulfillment is desirable (sufficient conditions) These are conditions that are not indispensable, but not fulfilling them may sometimes cause problems (failures and defects). ‘The ideal situation means the state that meets both necessary conditions and desirable conditions. By imagining the ideal situation and cleaning and inspecting individual sections, defects can be revealed. By rectifying and improving malfunctions, various losses can be prevented. This is the reason why we stress the importance of improving basic conditions.218 New TPM Implementation Program for Renovation of Production 4.5 Step-by Step Implementation of Jishu-Hozen 4.81 Step 1: Initial-Phase Cleaning (Cleaning, Inspection) (1) Aim of the activities Referred to as cleaning and inspection, this is an important step that enables workers to find malfunctions (leakage, loosening, damage, etc.) through cleaning, and to personally experience that “cleaning is inspection.” In starting Jishu- Hozen, it is important to understand the meaning of equipment cleaning. (a) Meaning of cleaning Literally, equipment cleaning means removing dust, stains, oil blots, cut powder, sludge, and other foreign matter from equipment, molds, jigs, and tools, and further cleansing every part of the equipment. Through such activities, potential defects of equipment will be revealed. This is why itis said that “cleaning is inspection.” Don’tassume that cleaning has been performed if the outside appearance is good. Many hazards stem from insufficient cleaning. The main hazards are shown in Table 4.1. (b) Cleaning is inspection Cleaning, executed on the principle that cleaning is inspection, is aimed at finding many malfunction items. It is not rare that as many as 200 to 500 cases of defects can be found when cleaning is conducted on every part of equipment. Points to observe in cleaning are shown below: * Confirm safety in advance Operators should personally engage in cleaning as their own work. + Wipe off all dirt accumulated over many years * Open previously unseen covers or lids and remove all dirt from every part of equipment «Disassemble components if necessary * Remove dirt not only from machines themselves but also from ancillary equipment, including transport devices, electrical boxes, and the interior of operating oil tanks + Donot abandon cleaning plans on the assumption that the equipment will soon be stained again after itis cleaned; instead, assess how long it will take after the cleaning for the equipment to become stained again4, Implementation of Jishu-Hozen Activities 219 Table 4.1 Hazards 1g ftom Insufficient Cleaning eee Cause of fallures ‘Stains and inclusion of foreign matters in revolving units, sliding ‘units, air and ol prossure systems, electric contrl systems, and ‘sensors cause declining accuracy, erroneous operation, and failures due to resultant wear, clogging, resistance, bad power application, etc. Cause of quality defects: Quality detects are caused by inclusion of foreign matters in products or erroneous operation of equipment ‘Causes of forced deterioration _Dust and stains make the inspection of loosening, cracks, ‘chattering, and ol! depletion dificult; this causes forced deterioration. Causes of speed losses Stains enhance abrasion and siding resistances, which in tum engender speed losses, such as declining capacity and idling. (2) Implementing Sstep 1 ‘The method of implementing the Step 1 is shown in Fig. 4.2. As shown in this schematic drawing, the determination of the purpose of the step, preparations, and ‘execution of cleaning should be followed in the order shown. Because revealing latent ‘equipment defects through cleaning is the main purpose of the step, how to find ‘malfunctions is explained below: <1> Points In exposing defects * Inexposing equipment defects, itis necessary to learn how to find defects i and malfunctions. Receive in advance guidance on related matters, including the ideal conditions of equipment, from superiors or maintenance workers. + During inspection, find malfunctions by means of the five senses, which include, in addition to viewing, touching (heating, vibrations), moving the equipment by hand (backlash), polishing (scars and dents), and viewing movements (during operation). <2> Methods of finding malfunctions + Table 4.2 shows the objects of inspection in the case of a hydraulic system. Because the operator's ability gradually rises, it is easier to handle the matter if the stage 1 is defined as “looking at equipment from the outside,” and the stage 2 as “viewing things that cannot be seen unless equipment is disassembled.” © Ideas for finding malfunctions ‘Wequipment failures are analyzed, many failures will be seen to occur in a limited number of sections. Establish checkpoints for the prevention of failures that will make it easier to find malfunctions.Fig. 4.2 Step 1: Initial Cleaning (Cleaning/Inspection) — Purposes, ‘Through total olimination of dust, stain, et attainment of the following objectives wil * Prevention of forced deterioration sought: Proparations 1. Understanding objectives: 2. Understanding specific work details. 3, Planning detailed work ‘ye Implementation of thorough cleaning 1. Removal of dust and stains, inspection + Extraction of potential defects and restoration 2. Improvement of basic conditions + Cleaning, oling, and tightening 3. Identifying sources of problems and places where cleaning is dificult, and adoption of temporary steps 4, Cleering up and organizing unnecessary items, tools, and supplies ‘mainly from the main equipment, + Exposure of potential defects and adoption of suitable steps in the course of cleaning New TPM implementation Program for Renovation of Production ‘Sean map Preparation of a minor ‘equipment defect ist + Uist of minor detects exposed. Conetflors and a esate Whateictorhere? ‘What sticks to where? + Method ofimerovonent '* Sharing of improvement work! +* List of difficult locations (vty tinea) * isto foregn mater «Why thi tunton occur? ineuion co + List of items that are reacaseny oot Festoraon and improvement) Matter lobe deterred to the anh renee, | Confirmation of results; te Removal of efus Leskea TpRIaae ea r Watts 6 | | Preparation of erative sep | cnc ess t Autonomous diagnosis Pant ar ent t (ease Plant management diagnosis Create baaed [ease maa4. Implements 221 Table 4.2 Methods of Finding Malfunctions in the Hydraulic System ‘Stage 1 (Viewing from the outside) Section Important points in inspection (1) Hysraulio uid tank + Has an ol gauge broken down? + Is the oll within the upper and lower lite? + Is there oil staining or leakage on the floor beneath the tank? + ls thore oil stain/damage of loosoning of bolts? + Are tank cover plates, suction pipe, snd retum pipe uns neatly a (2) Operating liquid ——* Is a diferent kind of operating fluid used? + Is dust or foreign matter included? ‘Is water contont or foam included? ‘+ Has discoloration occurred, or has viscosity changed? Is the temperature on the suction pipe too high? (8) Suction filter + Is the filter capacity appropriate? ‘+ Has oil leakage occurred in the pipe joint? (4) Pump unit ‘= Has abnormal vibration of the pressure gauge occurred under o-lead conditions? ‘+ Has abnormal sound, abnormal heat release, abnormal vibration, damage, of loosening occurred in the pump or motor? Has cil leakage occurred in the pipe j Important points in inspection (1) Hydraulic fluid tank + Is there dust or stains at the olbfeeding port? ‘+ Has the packing of the oi-feeding port cap deteriorated? ‘+ Has staining, clogging, or damage of the oll-teeding fer ‘occurred? * Is there metalic foreign matter atthe bottom of the tank? + Is the location ofthe batfle plate appropriate? * Is the location of the suction pipe port or that of the return pipe ort correct? (2) Suction fiter, Line fiter * 1s there dust, stains, or damage on the intemal face ofthe fiter? + Is there dust, staing, or damage on the element? + Are mashes of the element appropriate?222 New TPM Implementation Program for Renovation of Production Fig. <> Handling of matfunctions Starting with the malfunctions, entries in the exposed list should be made regarding the state of malfunctions, inclusion of foreign matter and position of inclusion, places where cleaning is difficult, position of foreign matter inflow, and other matters. Attach efus (drawings included), which show contents of malfunctions as management tools, to malfunction points on equipment, so that it is clear what malfunctions exist and who found them. There are whiteefus and red efus (Fig. 43). A white efu should be used to show a ‘malfunction that will be rectified in Jishu-Hozen, while a red efu should be utilized to show a malfunction to be rectified by a specialist, in order to promote actions. 3 Efus Attached on Minor Defects Uncovered 2|3]4 dJishu-Hozen Stop No. Location of minor Location of minor defects detected dofects detected Equipment name: Equipment name: Control No. Control No. Date of detection: Date of detection: Detector: Detector: Description of minor defects — Description of minor defects hould be altachod to equipment fl This sheet should be attached to equipment4. Implementation of Jishu-Hozen Activities 223 A white efu should be attached to the following malfunctions: * Loosening of fitting bolts of limit switches, proximity switches, and photoelectric switches * Replacement of worn-off screws and scattering of cut powders and cutting oils © Dislocation and twisting of movable sections in wiring * Replacement of damaged V belts and tension and loosening of chains © Airand oil leakage due to equipment or tube fitting malfunctions * Replacement of grease cups due to chipping Thus, correction of malfunctions due to the loosening of bolts and nuts, dispersion of cut powders, and simple parts replacement should be performed by operators as muchas possible, and should be encouraged by superiors of operators or maintenance staff. As for wiring, in some cases cables are laid directly on the floor, and operators cannot repair them. Therefore, the key is cooperative action by the operating staff and the maintenance staff. For example, in some cases operators may propose what should be done, and maintenance staff then conduct repair work. 4.5.2 Step 2; Countermeasures for Sources of Problems and Difficult Locations (1) Aim of activities This step is designed to cut off sources of dust and stains, to improve places where scattering prevention, cleaning, and oiling are difficult, and to enable cleaning and oiling within the target time. Itis an important step to “nurture the bud” of improvement by making difficult points easier. At this stage,the purpose is to make improvements based on hard work, share a sense of satisfaction over these achievements with other members and superiors, and to achieve personal growth. The aim should be for operators to strengthen their ability to improve equipment, and gain confidence to pursue improvements onan even higher level. <1> Eliminating sources of problems Countermeasures for sources of problems are to understand sources of stains and leakage (oil/air/raw materials) and to improve them. Identification of these sources has already been made in step 1. In step 2, the sources of leakage or stains are eliminated by, for instance, stopping the leakage from the coupler unit of the hydraulic piping, or eliminating oil stains due to excessive supply of lubricating oil through oil volume adjustment.224 New TPM implementation Program for Renovation of Production In cases in which the sources cannot be eliminated, such as, for example, the ‘occurrence of cut powder, use of cutting oil, and generation of scales, improvement to minimize scattering should be implemented. Consider prevention of scattering by using a partial cover at places as close to the sources as possible. <2> Improving places where cleaning is difficult Where cleaning is difficult, the strategy calls for improving places in which cleaning is hard, inspection is difficult, or inspection is time-consuming. These include, for example, changing the location of three-item set near the floor where the set hinders drain discharge or oiler inspection; forming an observation hole, to enable V belt inspection without removing the cover; and putting the wiring in order, to make cleaning easy. (2) Methods of implementing Step 2 The methods of implementing the step are shown in Fig. 44. Hereafter, countermeasures for sources of problems, which are the main points in this step, are explained. In implementing countermeasures for sources of problems, itis important to adopt the following two steps. <1> Nurturing the bud of improvement ‘The more effort workers put into cleaning during Step 1, the more they will want to prevent the staining of equipment that caused such effort. As a result, they naturally pay attention to sources of dust and stains; this naturally makes them, consider how to eliminate sources of dust and stains. It is important to utilize this timing skillfully. Manual improvement steps must be conducted repeatedly without spending much money. The method of implementing improvement is shown in Fig. 45. Asetup that supports improvement and the places that need improvement should be prepared. A higher-level manager should offer guidance about the principle of processing, functions of equipment, aims in improvement steps, methods of work, etc, in a way that matches the level of operators. ‘The most important points to encourage operators to pay attention to the process of improvement at the workshop.4, Implementation of Jishu-Hozen Activities 225 Fig. 4.4 2nd Step: Countermeasures for Sources of Contamination and Difficult Places —— Purposes ‘+ Aiming to reduce time for cleaning/oling/ inspection by improving sources of dit, dust and siains, preventing scattering, and improving places where cleaning, olling, and inspection are difficutt + Examining approaches to equipment improvement and achieving substantial effects ‘Detection of the places where ‘@What are difficult places? dust, stains, and foreign matters gather + Places where considerable ‘Analysis of dust, stains, and time is required foreign matter + Places whero works (Materials, Shape, Composition) dificult execute eee me Gitte’ —|_w{ © Clarification of sources ‘@ What kinds of work are done? ity do they they occur in the preceding process? | | + Cleaning, Oiling, Inspection Le = Do they occur in our own process? ‘+ What tools are used? + Do they occur in the machining process? | | + Can work be done under * Do they occur due to equipment? visible conditions? * Do they stem from outside environment? | | » How should visual confimation ‘be done? (Visual observation, bare hands) ‘@Sts/in9 |» ®Planning countermeasures ‘Planning countermeasures Ireroverent + Eliminating sources of contamination | | + Target ime * Prevention of splashing + Improvement methods + Pravention of intusion/achesion “Sched ir ca eapacion ~ etminating Schedule/tesponsbiltytimetable eRe Restoration and improvement {imorovement records) Confirmation of results of amare pa improvement measures Faecal Review of tentative cleaning standards ! r Re corang ate wk Enforcement of cleaning based on Sinarkewecaea tentative cleaning standards Tiberi os oro Matters | |___tenlatve cleaning standards | [etcetera = Autonomous diagnosis hea ean Plant management diagnosis [ms al TPM Activity Board ee ‘Approved Soe Ne RK]226 New TPM Implementation Program for Renovation of Production Fig. 4.5 Method of Implementing Improvement Observation of the workshop eee eee eeve cee -ee ees cee eese cere Collecting cases ] ee eee eee Create images — Febiating templates using cardboard, et. { i——T13 Giving ita try [Improvement 1 Poe eee Machining tn plates for improved templates| ‘Completing permanent fixes that address the problem 4 ‘Standardization/MP design information proposal <2> Approach to sources of problems Sources of dust, stains, and foreign matter can be classified as the previous process, the current process, the machining process, equipment, and the outside environment. The following actions should be taken: + First consider ways of stopping occurrence at the source + Next, minimizing occurrence + Then, find ways to prevent fluctuation Stop generation of the following at the source: leakage of lubricating oil, operating oil, and cooling water; abrasive powder at the sliding unit; and spilling of plating, liquid during workpiece movement in plating equipment. ‘Some items are generated unavoidably due to the principles of processing, and cannot be stopped at their source. The relevant steps from among the following should be taken in the following order:4. Implementation of Jishu-Hozen Activities 227 * Reduce absolute volume — Limit the volume of releasing agent in the case of plastic molding — Limit the volume of coolant used in the case of grinding, — Reduce cutting margins in the cutting process + Cut scattering —Prevent scattering through the minimum coverage of the relevant location Naturally, if coolant volume and other processing conditions are tobe changed, repeat testing until the required processing quality is secured. 4.5.3 Step 3: Establishing Tentative Standards for Jishu-Hozen (1) Aims of activities To continue to maintain the following, based on the experience gained in Steps Tand 2: + the approved cleaning level in Step 1 * the condition of equipment attained after adoption of countermeasures for sources of problems and difficult places to clean ‘The aim of this step is to enhance equipment reliability and maintainability by preparing tentative cleaning standards, reviewing oiling and lubricating conditions, exposing and improving malfunction and oiling /inspection difficulty points, and by preparing tentative oiling standards. This step is also designed to establish standards that are easy to abide by. (2) Methods of implementing Step 3 The outline of the methods of implementing this step is shown in Fig. 4.6. In addition to the temporary cleaning standards prepared inStep 2, temporary oiling standards are prepared in Step 3. ‘These standards are temporary cleaning/ oiling /inspection standards used to expose malfunctions so that necessary improvements can be implemented. Note that training in lubrication and oiling must be extended to operators, based on oiling manuals, before oiling standards can be prepared.228 New TPM Implementation Program for Renovation of Production Fig, 4.8 Step 3: Preparation of Tentative Jishu-Hozen Standards /— Purposes ‘Maintenance and control of cleaning oling, and tightening, which are basic conditions for activities to prevent equipment deterioration «Personally preparing action standards that allow basic conditions to be putin place without fal in a short period. + Devising the method of visual control peers Cleaning/inspection ling tanec et MBEa |} —T| -ceameatonaucton | | citi ctntina| ame 7 “Giacation of motede. | | “mombers ol ypex at [] Le fee * Clarification of standards | | volume, tol, frequency erinarr] | «Clarfeton of measures |_| « Exposure of minor the ime to fix abnormalities defects during oiling + Clacton of requency |_| + improvement + Target time-setting + Target time-setting aration of standards: JH study of the hazards ering, Preparation | sachet an oe Implementation of cleaning/oiling/inspection Ll ‘could not be observed I Variance from the target time elle Items: Improvement Improvement records parted out coors ieee | Contaton of exeonton Cana Faanomous diagnos wae od [ra aaacrtaet | = TPM Aotivity Board == ‘Approved4, Implementation of Jishu-Hozen Activities 229 (a) Preparation of temporary oiling standards <1> Identification of sections to be olled: Draw up an oil system diagram like the one shown in Fig. 4.7. Based on operation manualsand drawings, examine the kinds of il to be used in individual sections, while obtaining the cooperation of the maintenance staff. Also, prepare an oiling spot identification table, like the one shown in Table 4.3, in the order in which operators are to oil them. <2> Leakages in the identification table: Check the actual equipment using the oil system diagram. <> Check the tubing system: Are there any dents or clogs in the tubing system? Is the oil fed steadily to the peripheries of the tubing system? Fig. 4.7 Oiling System Diagram Table 4.3 Oiling Point Description Table No] iting point | Oting standards | Oi type] Olng methods | Oting tool| Time | Frequency Dee eeeNew TPM Implementation Program for Renovation of Production <4> Ol volume: Check if unit oil consumption (per day/week) is appropriate, and if oil consumption of each feeding is appropriate. <> Unification of oll types: Ifthe control of oil types is insufficient, the number of oil types may proliferate whenever equipment is purchased. The number of oil types must be minimized through stocktaking. <6> Oiling methods: Oiling methods are various, ranging from manual oiling through use of oil jockeys and grease guns, The important point is to prepare one-point lesson material, so that oiling can always be carried out. ‘ Decision on allocation of work with the maintenance statf regarding specific oiling points: In principle, daily oiling and inspection shall be implemented through Jishu- Hozen. These activities include oiling through a manual oiler or grease gun, ‘manual oil coating, and inspection of oil volume and oiling in concentration tanks and air lubricators. Equipment that requires professional skill in disassembly and assembly shall be maintained by specialized maintenance staff.4. Implementation of Jishu-Hozen Activities 231 {b) Restoration and improvement of malfunction/oiling difficulty points Many malfunctions: ie. difficulties in oiling, too much time required, or oil stains, will be discovered during a close review of oiling points, checks on oiling tube systems, and oiling inspection based on temporary oiling standards. Improvement of these points must then be performed. (c) Preparation of cleaning, olling and temporary inspection standards When malfunctions and points that are difficult to oil are improved, and target oiling time is achieved, temporary cleaning and oiling standards should be unified (Fig. 4.9). These standards should be prepared while considering steps for improvement of efficiency of cleaning, oiling, and inspection, such as inspection in the course of cleaning and inspection during oiling. {d) Color-based control and improvement of oil stations The key is to thoroughly implement color-based control, which can facilitate inspection while preventing oiling errors, such as feeding different types of oil. (Gee Fig. 4.8.) Ciling labels showing oil types, oiling cycle and work share should be stuck to the sections requiring oiling, while limit lines should be drawn to show the oil volume range on the lubricator level gauge. It is also necessary to improve oil stations, in order to eliminate waste actions caused by failure to determine storage sites, and to prevent the staining of oiling tools. Fig. 4.8 Color-Based Control of Oiling Example of color-based olive slesaeation Example of oiling label Gator Oiltype Citing point Rod__| BACTRANo. 22 Daily Orange _| MECHANIC 32F| Oiltype Ged Responsibiity Green | DTEOIL LIGHT Example of all level marking pon E— pes pamndcton S| eases232 New TPM Implementation Progtam for Renovation of Production Fig. 4.9 Jishu-Hozen Tentative Standards Work Procedure Manual Hirdicblinheereinbonnoliad Tyonat it te oteausmert;_____no. laren te Vatu Apr outer Manager Fowrary (eroup exon ‘Gisaring | Wo. | Gann pons ‘Sera Hydraviownk proper ‘Stalntroo Main motor ‘Salnrea ‘ome We_| Olina pone 1 | volume inthe Ryans are Tine average of tec gauge '5_| Ol volume inthe transmission Within the level range he i gauge Travelon Trepoaton pons ‘Sarcarde Suction aa youl eve motor ‘Sains eee Free tom abnomaris(8une, hea, F007 Maintonarca of designed pressure operation 7 2 [2 T Pressure contel ve, 4 | Soleoia ‘Sew foward and backward movarans of he whalitonoeiond ‘Gauge cou ete fanconlng of te trttes © | Pressure gauge ‘iti ro indicated valve range Free tom abnomaies (oundheavodoy) Fe rom abnornalties(ound/eatodoy) Fee hom abvornaliles(ound/heavodon) 7_| Wanmotor | Plot mater 10_| Tension [Tet cover ‘Conrston fection of revoluten, noncotact wim neputey an the Det 12.13 | Poly, bat Fre tom crack, catering, orwear4. Implementation of vishu-Hozen Activities No. Name Furcion Remarks 1 | Bucten atahnor Equipment for romaving dust and fregn maior | Hyaraute prossure motor Diving force fo apeate tha pump Cecil 3 | Pressure contol vate “The valve conv ts pressure 4 | Solenoid ‘Device used to change the deton of ow 5 | Gauge cook ‘Deve used to prevant te hock of piston tthe pressure gauge | Pressuro gauge Pressure meter 7_| Main motor ‘ive motor or the eperalion lhe machine ark 8 | Oigauge ‘tor ndicating the volume uit all Inte ransmitson 2 | Pltmotor ‘Drive motor or planetary Gear 10 | Stepless tanemission "Equipo signed to change tw speed rato ina stops manner Ti | Bat cover Belt protector cover 72 | Pulley ive fore transmission device 18 | Bat ‘rive force wansmision devon VbetA-9| 14 | Obfesdpent Port for feeding grea6o 15 | Aroiender ‘Opening 1 cscherge arate motor doing ing I atid Tool ‘Wiping of win weete dom | Waste doth ‘Wiping of with waste oth | Waste doth Wetiod and ol ype Tea Frequeney | Pereonin charge ‘Veunl observation: MULTISO_| OU ‘Smin_| Evory6 months | Operator ‘Visual observation Olive ‘min | Every 6 monte | Operator wood “aon Tine _| Frequency | Parson charge Vievalbeanation ‘Gloanhgatinepactontme | Smin_| Every@ months | Operator ‘Hear, touch and srat__|"Stonnage mabienanceeerasiy) | 00 in| Weoky Operator ‘Visual cbssrvation ‘Stoppage irarerane resvorstan) | 20 in| Woeky psrator Inspection by sight andioush | Sloppage nainernceeaporatny | 80 in Opsrator wesiy Trapectonby aight and tush | Exchange Sorin | Monty Operator ‘Vinual observation “usimert rough the Tomi ‘Operaior eessue contol ava Westy Hering ouch and emot_ | Stcpoage rarioarc eversbaty | SOmin| Week ‘Operator sein, touch and sa ‘Sioppage fearinarce sperebiy)| 1S min | Weeky ‘Operator Hering, touch and sn ‘Sicpoage marveurc resceraiy)| 90min | Weeki ‘Operator Inepeaton by sight and oooh | Adjustment 18min] Everyone | Operator Tnepecion by vightandcuah | Exchange ‘Srin_| Evorye mons | Operator Sous: TPM data of Flesh234 New TPM Implementation Program for Renovation of Production 4.5.4 Step 4: Overall Inspection (1) Aims of activities In this step, we aim to understand the structure, functions and principles of equipment and to study its ideal state, to seek the utmost improvement in the efficiency of equipment. We also aim to inspect all constituent mechanisms and parts of the equipment, without exception, with the eye of an “operator skillful with equipment."Finally, we wish to reveal latent defects and to improve equipment and restore t to its ideal state. Steps 1 to 3 were centered on activities to prevent deterioration, with emphasis on satisfying basic conditions. In Step 4, the focus is on fostering operators who are truly skillful with equipment in terms of measuring deterioration and rectifying it. Moving from the level of detecting malfunctions by means of the five senses, this step progresses to the higher level of sufficiently understanding the structure and functions of equipment; acquiring knowledge about equipment; carrying out routine inspection backed by logic; and raising abilities in Jishu-Hozen while “turning the crank” for management. (2) Method of implementing overall inspection In order for operators to become skillful with equipment, they must study items that are common to different machines and gain basic knowledge about units. In Step 4, operators undergo basic education regarding such items as machine elements, lubrication, pneumatic pressure, oil pressure, electricity, drive system, equipment safety, and processing conditions. Based on such eclucation, operators acquire skills to conduct inspection and find malfunctions. For this step, the following actions are to be implemented: ‘* Education regarding basic knowledge (leader class) * Conveying the information to operators * Practicing what was studied and finding malfunctions * Promoting visual control The workflow for overall inspection is shown in Fig. 4.10. Related actions are implemented by following the procedure shown in Fig, 4.11.4. Implementation of Jishu-Hozen Activities 235 Fig. 4.10 Step 4: Overall Inspection — Purposes ‘Underatanding the structure, functions and principles of equipment and its idoal status 2) Obtaining skils that enable inspection of the primary mechanisms and parts of the equipment Inspecting main functional parts constituting the equipment, without exception, Kientlying latent detects, and restoring the equipment to its orignal stat Cutaway model] (Preparations Execution of Training Inspection tenet Extraction of subject matters + Instructors «Flowchart |-4* Preparation of teaching materials |] + Leaders * Syotem + Preperation of education and + G subjects +2 subjects dagam traning programs {or individual functional elements ——_______{____ ~ Execution of overall inspection mommndoe | Fae | 4. Bolts and nuts hana 2, Lubrication jenn 2 ik Overall nepection 4. Preumatios rani /cooomsy\# |®:Dto ans — xecution \ | ( ofinspection | | £:-Etecttoty endearing | [.eachining conditions \ 7} [eect Sarseoe Preparation of tentative inspection standards Seite — for individual subjocts Matters | | Autonomous diagnosis | pointed for individual subjects out T Soca Plant management diagnosis {or individual subjects oe236 New TPM implementation Program for Renovation of Production Fig. 4.11 Procedure for the Implementation of Step 4 $F Preparations tor overall inspection education and training Implementation ‘of overall inspection ‘education ‘and traning Implementation of overall inspection Standardization for individual subjects for overall Inepection Designation of subjects for overall inspecton| ‘= Maintenance staff [~~ Preparation of overall inspection ‘education and training materiass | + Maintenance stat (Bots and nuts, lubrication, ‘pneumatics, hydraulios, dive systom, electricity, etc.) (vera inepection chesk shasta ‘Working out schedules for overall ducation and wraining Maintenance staft ‘Workshop managers Education of cle leaders O *Maintonance stat Preparation for education of circle members rel lado [Prot mane Eticaon of aide pave oOo aders Taolaenaton of overalnapeeion T+ Cteie members Preperation oats of minor defecs and planing ‘of countermeasures through crcl meatings (Overall inspection manuals (Hangingtype ovtaway ‘model, slides, ete.) (Overall inspection ‘of model equipment) (Overall inspection ofall equipment) OO * Circle members Improvement on minor defects hems J * Circle members ‘Maintenance personnel Preparation of tentative routine My Tis of rina ae] (Odarorairg monbere {pet tel ape vu Dealing with matters pointed cut inspection standards n faa ‘(Tentative standards] LD Cirle members (Preparng or ‘Checking inapecton sil individual subjects) QE +Cirete leaders uy ‘Skil-checking tables. ‘Autonomous diagnesis and (Circle members take slagnosis application the test on atrial basie) I + Ciele adore Diagnosis ‘Move on with the next ‘Maintenance staf ‘subject for overall + Workshop managers Inspection (spending ‘about a month on ‘each subject) * Circle members + Maintenance personnel4, Implementation of Jishu-Hozen Activities 237 Fig (3) Pointing out of subjects for overall Inspection When pointing out subjects for overall inspection, select equipment safety, processing conditions, etc,, based on the needs of each company, in addition to such basic items as machine elements, lubrications, oil pressure, air pressure, drive systems, and electricity. Pointing out of subjects for overall inspection should be executed in accordance ‘with the following procedure: + Preparation of a system flowchart (See Fig. 4.12.) ‘+ Preparation of a system diagram * Setting inspection sections (See Fig. 4.13.) + Pointing out of items for inspection (See Fig. 4.14.) (4) Preparations for overall inspection education and training ‘Overall inspection manuals, cut models, videotapes, and test problems should bbe prepared for pointed out inspection subjects, while the environment for PM exercise workshops should be improved, and necessary devices should be secured. 12 Preparation of Flowchart of a pneumatic system System diagram of a pneumatic system @ ©eOG6 6 ®& ‘Air pressure ‘supply system t ¥ Pressure control valve Poe EEE eee Oiler Filter T Piping and joints T Direction control valve 1 Flow coniral valve [Bewcomenae _] Actuator238 New TPM Implementation Program for Renovation of Production Fig. 4.13 Setting Inspection Items 1H Overall inspection members of a pneumatic aystem (1) Air prossure supply system 2) Fiter Piping Detector {@) Pressure control valve (4) Oiler (8) Piping and joints {6) Direction control valve (2) Flow control vaive (8) Actuator Element Case ‘Overall Items for inspection Bate plate of the fier (1) Drain hole {2) Stains within the case (G) Damage of detectors (4) Stains and clogging of elements {6) Damage of baifio pletos (6) Petpendiculaity ofthe fiter (@) ir leakage from the pipe joints Drain cock {5) Cultivating circle leaders (instructors) Instructors should be formed by promoting participation in internal and extemal training. Circle leaders should leam basic knowledge about equipment from staff or maintenance personnel. Specificaly, they should learn the structure and functions of equipment, correct adjustment, proper methods of use, structure-related precautions, and items for daily checking, based on texts, cut models, and actual goods. The reason for implementing this education in Step 4s that the effects of education are greatest if itis conducted at this stage. After Steps 1 through 3, knowledge about equipmentand views about malfunctions have deepened, and numerous hard-won improvements have bore fruit. The effectiveness of educating operators who do not know equipment, are not accustomed to equipment, or have not touched equipment, would be marginal at best. Prior to this stage, the detection of malfunctions was carried out based on the five senses, In this stage, operators receive education and come to understand equipment structure and functions, Based on the knowledge obtained, they will find malfunctions logically thereafter. In the case of abolt, for instance, it isnot sufficient to merely tighten it. Unless it is tightened with suitable torque (torque of 280 kg-cm for 4MT10), the bolt will not adequately fulfill ts function. If this fact is learned, the manner of bolt tightening will be improved based on understanding.4, Implementation of Jishu-Hozen Activities 239 Fig. 4.14 Examples of Equipment Members To Be Inspected ‘Subjects Elements, taken up in autonomous maintenance Tome Machine elements Screws Bott chains Bearings Sliding units Pneumatic equipment Regulators Fiitors Ollers ‘Solenoid valves Gylinders Flow control valves. Piping and joints Hydraulic equipment Cylinders Hydraulic tanks. Hydraulic pumps. Roliet valves Flow control valves. Piping and joints ‘Solenoid valves Lubrication ‘Centralized lubrication equipment Grease lubrication ‘Atomized lubrication equipment Lubrication control Electric equipment Limit switches: Proximity switches Continuity test Motors240 New TPM Implementation Program for Renovation of Production (6) Execution of conveying education and skill evaluation <> Conveying education Circle leaders should educate workers on each subject. The degree of understanding should then be checked, and persons whose understanding has not reached the approval level should receive supplementary education and subsequently reapply for approval. [Learning through teaching] Leader should not only learn about overall inspection but also teach it to circle members. Leaders should think out the best method of instruction, replacing general principles with concrete examples actually used or seen at the workshop. If personnel do not sufficiently understand what they are taught, teaching is impossible. Only by carefully devising the best way to teach newly acquired knowledge can leaders really digest that knowledge and “raise their consciousness” as leaders of a circle. Leaders can enhance their own level by teaching the knowledge that they could not at first explain or that she did not initially know, but learned from the staff. [Teaching knowledge until it has become clear that the knowledge was really understood] It is important to check the degree of understanding to learn whether circle members really understood what was taught, if it can be performed, or if malfunctions can really be found. Too often leaders simply convey knowledge but do not ascertain that the knowledge was understood, or assume that the knowledge was understood when in fact it was not. Itis important that, when a check of understanding indicates that it is not adequate, training be further continued, and carried out until the knowledge is really understood. Itis hoped that, after the education is concluded, members express appreciation for the knowledge was taught; comment that, previously, inspection was carried out without sufficient knowledge or that views on malfunctions were not sufficiently strict; or observe that relations of trust with the leader have been strengthened. <2> Skill evaluation Operators should evaluate their own skill levels, using a self-evaluation table or similar aids. Results of such evaluation should besummarized in a Jishu-Hozen skill control table, and improvement should be sought subsequently, based on that table.4. Implementation of Jishu-Hozen Activities 241 (7) Preparation of items for inspection and inspection manuals Based onan inspection itemlistlike Table 4.4, circle members should receive education, in advance, and they should understand the inspection items. Subsequently, inspection manuals for individual parts (Fig. 4.15) should be worked out based on the inspection items, under the guidance of the leader. One-point lesson materials should be prepared as needed, after their necessity has been established. (8) Implementation of overall inspection and exposure of malfunctions After overall inspection is implemented and malfunctions exposed, appropriate countermeasures should be taken. The knowledge gained from inspection is meaningless unless put to use at the workshop. Itmust be putinto practice promptly at the workshop to find malfunctions, and this practice should be remembered bodily—in other words, instinctively. Malfunctions found should be recorded for individual sections, and through countermeasures should be implemented. (9) Preparation of temporary routine inspection standards Circle members should prepare temporary standards for individual items. Also, itis important to add items for inspection to temporary standards forindividual teaching, subjects, (10) Execution of, and ideas for, visual control Visual control means upgrading from the stages of “easy to inspect” and “easy to find an abnormality,” to the higher stage of using information learned at first glance to “preserve one’s own equipment.” This is the stage of Jishu-Hozen in routine inspection. The concept of management at this stage involves considering what sections require maintenance and how such maintenance should be conducted, after functions and structure are well understood, For this purpose, the following points must be considered carefully and suitably summarized: * What are the objects of inspection and control? * What is the correct situation, and what is the ideal state? * Are such states maintained? * Are their functions and structure understood? * Are the methods of handling them understood?New TPM Implementation Program for Renovation of Production 242 wretereoon | Ll Al ‘vopoeduyfensia pus BUCA ‘e6eyee10 | 9 eqejoueyy 10 ceazoyreuueen | O Fl sopuoualgs Sunes | omesduas oon | s Gund exp 04 onspnanne & (punos Buypes‘Burzana) ‘uydde ony se0 fe Buuarsy pue | Guy90q o10W! 40 sour unos uous on | C] A) | sedoosouyajs'e Guten Gujaodeu) |" eurpunos euuiougy | + ponunucoyo sey 4e Bucs onyen yoo out ULNA “pqmoUoly 0 2}9UouR und 2, eevoenteoyeunougeon | C] Ay bun ‘dund of Bunoodst| | oseopesyeoyfeunouay | ¢ und eyo aupinaiog & (punos Buses ‘Buuzzna) Saxe opyn 260 hq Oudiey Suuweg 9 uF unosrewouge on | [] A] | _‘adeosoyirs» Buren Buysodsut unos eunouay | 2 ‘unos [BuuoUge ON 10 Ka busier ‘euoRpLCD peo, und eu sponos wn ‘n6ne6 exnsseid ono UoRDSHOP ON |] A]_|-cusepunyindund ow Buyzodeus | weusouae pue voresing | + | dung fe] wretorin | —) Al ‘oyBedoutfensin pue BuUBeID ebeyean0 | ei vod Bupa eBeurep 10 ‘Sussop sueeon | A) C] Uogeadsu Jone pue BUILEEIO "vod Bupoayto | ‘ya 26m pus odd akg ULAR eunjono pus sboeoqiosuson | Al =] Uvoyoadou fens pue Buaweeio | owner yo’s6ne5 10 | + | quod fal (Crd 2960 eM Sz UE) (e1o3o0q 20 sean j601u1paoetd) | 20d jo BuyesoxeeD Jaw u6;r0] 0 1009 Fem JO Sefdutes 30 | _ pue uonesc}e06)p pin Juotsniou ou yim ‘eGuex paspucis our una | Al Qa Pu yo axduas jo uosueduieg | GupHoM jo voHeuuMod | + | HO [4] Guddois [Gueiedo : 2 ‘sued eH ce ‘spowgou pue siooL swoyvomedsy | ON | ced ‘waysedBu r0N0 jo Bw F>HIERES woiem¥ 5) wn dura [ep fnjen osc Mord {5} jue yo Buneedo fz] ‘ann anuoo uoneaa [el reo outer960 ‘orDedSu 101 SVE (QunesPAH) IST] WEY VORZedsUT p’y BIEL“sIpgeuD uoRDedsUIeIeNO, uy UOUS UORDeESUI 10} SweK ‘01 puebat tna SuonoUNy Sed pue spoureul UoTDedsUl 9yD—Nds ype} 0} paredaud usoq sey yenuew uonDadsul SMA sREUIOH s99puoHe jo SOWeN ‘sexe indino pue ‘Arenueu porous 811) |0A09 Jaddn oup Gulrowoy | yndu ayy jo seam, t ‘enoge sv owes | veya sinooo BuueyeyD ON ‘puey Aq uogzedsuj | “pur Guveneyo | + ‘anise, yoods | _uoaeiedo snontynco d-pung snoge se ewes | CuUoUL | Josinoy ze oxoussouy | yoy reusougy | & oyeiedo uf] Lau suonesqnso | edoosoujais e Gursn40 | suoneiqias0 Lvotpedsuy Buyquiess2sig oyssmisues aun Guano | puncs yeusouay | 2 +108 on yo seom reuouay uunjon yo “Teen te wo tugun 99 | fesse EEE gE (2fsesso00u uoworoid 0 “uoqeiorses ‘uoqoedsu': Au) | eAess@0au sJeuaIBU UOSsaL Uoyadeus enya AHMCMOND tujod-ouo jo voreredaid 81 ato oyeinpe0oid | wax vomedsuy fon ‘weibep enonns cam payseee aa pROUE oN = porary meow | prolerbe | seourosopuramuamyayees | euetties | ‘uojoeup 64) 26uey9 0} pue paads 4. Implementation of Jishu-Hozen Activities (wes6ep Aquessesia) 20uaveyad 0} Guus9yes “UUINIOD Sky Ut ed stu} Jo uonoUry oIsea wesBep jesnjonis ae ee eee sued yors Aq | uosstusuenn | oma “ec | edo) powyog somes | __Tenuey uopoedsuy [ey sourenu [sved e owen | wens Hed yoeg Aq jenuey UoRDedsuy S1'y ‘B14244 ‘New TPM Implementation Program for Renovation of Production Ttcommonly occurs that approval marks are put on all bolts. The acceptable state would be to mark the bolts after the functions of individual bolts and nuts are understood, targets were set, and the bolts and nuts are tightened with proper torque. In a surprising number of cases, however, such marks are doled out indiscriminately. Some bolts (for example, adjustment bolts in the razor unit) must not be touched in the course of Jishu-Hozen. In the case of bolts that may cause a catastrophic accident if loosened, approval marks should be drawn after steps for the prevention of loosening are taken. Accordingly, approval marks must only be affixed after the meaning and functions of a given bolt are considered; after itis, determined whether or not theboltis made a management target; and after correct measures are adopted. In other words, set and enforce rules in accordance with the steps for individual subjects that were studied in Step 4. ‘The important points of visual control are as follows: * Spots, methods, times, and inspection cycles should be determined based on essons obtained from sporadic failures experienced during the restoration and Kobetsu-Kaizen studied in Steps 1 and 3. * The degree of management should be increased, or approaches changed, based on sensory criteria such as normal sounds heard in daily operation. + Parts should be unified as much as possible to facilitate control, and the number of inspections and distance traveled should be reduced to the utmost degree * Maintenance personnel should receive guidance with regard to equipment functions and structure, as well as parts where no tightening should be implemented.4. Implementation of Jishu-Hozen Activities 245 ‘Visual control mainly concerns the following: {Lubrication-related] Different color indication of oil-feeding ports Placement of oil-type labels and indication of cycles Placement of upper and lower limit labels Indication of consumption volume per hour Oil-type label indication on oil jockeys [Machine element-related] * “Inspection complete” marks and approval marks * Color-coded indication (marks) on bolts to be controlled by maintenance staff * Color-coded indication (yellow mark) of unnecessary (not yet used) bolts Indication of inspection route Indication of equipment operation [Air pressure-related] * Indication of set pressure * Indication of dropping volume from oilers * Indication of upper and lower limits of oilers * Application nameplates of solenoids * Piping linkage display (in and out) [Oil pressure-related] * Indication of set pressure * Indication of the oil gauge * Indication of oil type + Thermolabel of a hydraulic pump * Application nameplates of solenoids * Approval marks on locknuts of the relief valve [Driving-related] * Type indication of V belts and chains * Table of direction of revolution for V belts and chains * Formation of an observation window for inspection, [Electric equipment-related] * Temperature and humidity control within the control panel Figure 4.16 shows an example of temperature and humidity control of the electric equipment box adopted in NC machinery. (11) Quality inspection (processing condition systems) Overall inspection has been executed regarding six subjects: bolts and nuts in machine element systems, lubrication, oil pressure, air pressure, driving ‘mechanism, and electricity. Here, its important to thoroughly review processing conditions in order to invariably manufacture 100% excellent products. The approach in these areas will be explained below.246 New TPM Implementation Program for Renovation of Production Fig. 4.16 Temperature and Humidity Control of the Electric Box Tian pow sey {Waring te sctvtn tn War techn ton ee ay one wanwes | 7S anes satng a temperature limit I Setting UH humicity fmt fea <1> Aims of quality inspection Due to overall inspection so far conducted, equipment failures and minor stoppages have steadily decreased, and equipment reliability has improved. In order to manufacture 100% excellent products, however, it is necessary to understand the relationships between equipment and quality, and to establish optimum conditions for the manufacturing of excellent products. ‘The aims of quality inspection are to establish the optimum conditions, toimprove operator skills related to quality, to firmly maintain and control processing conditions, and thereby raise the overall level to ensure the manufacturing of 100% excellent items. <2> Method of implementing quality inspection ‘As shown in the schematic diagram shown in Fig. 4.17, a processing condition system should be clarified beginning with point-of-fabrication analysis, and specific processing conditions set. Staff and supervisors (leaders) should clarify quality characteristics based on processing principles and structure, and set processing conditions. Specifically, an equipment quality process table like Table 45 should be prepared; while process defect analysis is conducted, processing conditions should be worked out during the preparation and analysis.4, Implementation of Jishu-Hozen Activities 247 Fig. 4.17 Method of Implementing Quality inspection + Extracting control Rems regarding machining conaitions that are under Purposes Understanding relationships between equipment and quality @ Establishing, maintaining and controling opmum conditions for the manufacturing of quality products Operators Staff and supervisors} the operator's contro! })|_ quatty characteristics 1. Conduating funtion development, based on required quality, and clantying 2. Analyzing quay charactoristes in ‘consideration of machining condition system, fe., and carving necaseary condone from the viewpoint ofthe idoal status ‘8. Catifyingcrtara for sating machining condions foe tees SensuREnEan UNDENEEREsRSESSGESRS Proparaton ofan equipment quality process tabla i 1. Analyzing the difference between control items |] fer machining conditions extracted and control items for machining conditions in the equipment Review of ‘quality process table ‘quality standards 2. Understanding the necessity of machining Matters] [___conditon control * Conta et gp and inspection tools Pointed I + Operation standards, Sut _| | Preparing a Condition Control, Know-Why Analysis Table || & ee Preparation of routine inspection standards for equipment {ually and implementation of inspection Improvement |_{ iroevemant coe T Maintenance and management of equipment ee quality-control tems and quality standards ppl for plant I — —_———_| Piant management diagnosis 295 = ametNew TPM Implementation Program for Renovation of Production 248 Rea sponoir joo, | Sorepues ‘aBnef souereeig| S010> | repoyemjoeseuy| jooL| + ‘ous 0uo u sounseew, ‘BEP Jo YEU uonpedsut ~ yods uowpedsuy [wersks [ON | unos, ‘ouanbayy uomewguog poyjaur uoReUNUOD -fayonb yuowdnbo jo uonoedsur augnes Jo} sprepunye Buedoud £q ‘fieyo ul uosied ppoyouoo pue peisadsul oq pinous Zouenboy pue poutous uoTeuLNLCD ‘SprepuRg ‘unjon ye pup uowsod apz0usny | 898) A eu}J0 789m ournjon Arye 928} by OU) JO JEON, 200:CbHOM JO Wd ‘womsod 91220 YWeson | Ysepoeq BuIpys sre pees ‘swey Aysuop pue od 11 epho ayn | usepped Buns sixe-Z peadsBumng | — joquog. Teaowos uemg | Si@pjoy eperq-Suning 6u ‘sopeig Buran, ! westord wo Bung 6 apis ON, ‘SwO} JO1]U0D ‘weisks joo, wojshs von bas rer jeer eee meee onpuoe Buunoew _|Juogses wun} SuyseR SpIEPURIS + @ weupuneu @ | sorowreig (2) ‘suiax | sonsyajenyo LO ‘a6ue] | coueinsey "aren, ‘ON tunso | joo) pue sfil-quowdinb3: ‘wreaBerp sseocid opewieyos, "ON 898001 e1ge1 sse00rd Auend weudinba sy oe,4, Implementation of Jishu-Hozen Activitias 249 The important point is for operators to prepare a Condition Control Know-Why Analysis Table (Table 4.6), to ensure the management of control items for processing conditions and to understand the necessity of controlling those conditions. In many cases, the situation is notreally controlled as condition control items are absent or insufficient. When preparing standards for routine inspection of equipment quality, first confirm the quality level of the process based on process capability (CP value). Then prepare the aforementioned equipment quality process table, carry out Condition Control Know-Why Analysis, and work out routine inspection standards for equipment quality (Table 4.7). In implementing routine inspection regarding equipment quality, conduct inspection based on inspection standards and carry out exposure and improvement of defective items. Furthermore, defective items should be exposed with regard to quality assurance rules. For instance, examination should confirm if the following rules are observed: defective items should be put in a red box, while parts that drop off should be placed in a yellow box; and defective goods that arise on a given day should be handled within that day. Other malfunctions should be exposed, if any. <3> Point-of-fabrication analysis and equipment system composition Point-of-fabrication analysis refers to directing attention to “points of fabrication” of equipment. Its purpose is to bring equipment to its original, ideal state, to achieve its maintenance and improvement, and to invariably manufacture 100% excellent products; to understand processing and action principles and functions of equipment; and to clarify the “processing condition systems” and the six sub- systems (lubrication system, hydraulic system, pneumatic system, movement system, driving or transmission system, and electric control system).New TPM Implementation Program for Renovation of Production Tas ESE oreo ‘serene a oa monk ‘sopoy0| —sovewened guou| —6ne6 | evomuownp put ourpn | 00> ‘ame Ut eM woes eed] Mmaaaou0| eousnoo | zeamumaniegonmeaeg | so0> | Joewepouruoniaiia | sop seaaiano. spa oot sepa bugro | vonedsuy oral uousoeden | porecaruscn| — ienon| uonesjoods ex pmpa | 0 | seve soumouuorenon one oper Sumnoe eo overs € aatieeal : ; saree oper Bum. exbeedeu -euneo | seonuco opin essnoel | 000, | " "unwesprenueUR wastereon| 2 ‘oerane Rua ovedrse| — sosewouod savow ‘ue wseoea pes vaeede axons ed| ehenoewo| etme ra | sinuoamea suomteog | ssonezv0 | _smpwepsujoasneneg | _Ueeie9 Gunns Sue-x+ pect Feanare oop Jovedrse | savewoyed saw us ysepeea CUPS vomuoden | YAPEG SURE ere ox buon ‘ees | cfs au0) abrebjeq | eubemmasvonseuco | sso1e zoo | muPnHBuo =H 10 seneag ‘wets uemon | ‘Tamticas [mommeeranes} — fovrbay | _ paso . r a a & =e = ‘Somes enue oyeosea | sprpumg | wauoscuerecy | umnienuouonpue) [oN 250 91981, s|sAjeuy AYM-Mouy JoNUOD UORIPUCD g'y O1GeL251 4. Implementation of Jishu-Hozen Activities use rd oe om sonar vous t ee ee cn semederzone| ume Ec a castes] anorena | — MaEaros waneneoeti| Oaeton | Tanai] | Basing] siemens | _avo> | _nvorenno eainoom ax sumo = tadiag|caeteanan | s00> | aoniwer iron oe Gaendo] mang | os conn iano on 3- watson | wane] | Bato] etesiea| z00> Ou x west a Satins] eeosrea] 20> fpmaeze| Sonn] = Taemig| —wetidon | west Su Gani] —wetodon | avo pease] we vanes rato anno] wea 7: pees bao-| ance | + same jose) |,.,] vmuante| appa — mo ul (0) Nanay] Mmuanbe | rans | sums adn 05 ms fou an “ayjen woudinbg 20) spuepuerg uopsedsuy ounnod Jo OIE Ly O14eL,252 New TPM Implementation Program for Renovation of Production The point of fabrication refers to the contact point of a workpiece and a tool (see Fig. 4.18), which is considered the starting point for the manufacturing ofexcellent products. During processing designed to manufacture products, ie. during work to attain shape or quality, disassembly, and assembly, the point of fabrication moves continuously. It is necessary to clarify the requirements for processing condition systems and the six subsystems, so that the point of fabrication will not disperse, and to implement maintenance and control subsequently. Machinery and equipment used at plants are basically composed of three main systems: one to form the point of fabrication, one to position the point of fabrication, and one to maintain the continuity of the point of fabrication, as well as the processing condition system and the six subsystems. (See Fig. 4.19.) Because, in the overall inspection, inspection has been conducted on the six subsystems centered on equipment performance, other than the processing condition system, it is considered that quality inspection should be carried out mainly on the processing condition system and equipment quality. Fig. 4.18 Processing/Machining Points Cutting Welding Pontot ace weiang machiaing J on ot pressing Plating Pressing4, Implementation of Jishu-Hozen Activities Fig. 4.19 Equipment System 253 Machining point ‘System that maintains the continuly of the machining point Continued movement ofa cutting blade S subsystems Tool syste ‘Workpiece system he +— Lubrication system | Hydraulic system [4+ Pneumatic system Movement system Driving or tranamission eystem “4 Electric equipment or control system} Flowchart Air pressure supply system [-i- Filter ‘System that positions the machining point [+ Pressure control valve Oller Tool system Piping and joints system} 2 Direction contol valve ‘Workpiece eystom Flow control valve mses? Cote ‘System that forms the machining point BI ‘Machining condition systom |—[ Machining coolant system Temperature Concentration Flow rate |-[ Machining condition system [-- Depth of cut Feed speed Revolving speed Revolving speed ofthe workplece Workplace system Material Composition Shape Tool system Material Shape Protruding length force254 New TPM Implementation Program for Renovation of Production 4.5.5 Step 5: Autonomous Inspection (1) Aims of activities It is necessary to maintain the restored state of equipment realized in the previous steps (1 through 4), and to further raise the reliability, maintainability, and quality of equipment. For this reason, Step5 aims to review cleaning standards, oiling standards, overall inspection standards, and equipment quality inspection standards; to improve these standards, so that inspection efficiency will improve and no inspection errors will occur; and to work out satisfactory Jishu-Hozen standards. (2) Methods of implementing activities (a) Review of control items ‘The activities are designed to darify control items of equipment proper and equipment quality (processing conditions), to facilitate their inspection, and to perfect their ‘movement, in order to achieve zero failures and zero defects. As shown in Fig. 4.20, (which shows the methods of autonomous inspection), cleaning standards, oiling standards, and overall inspection standards (including quality inspection standards) will be reviewed from the following four viewpoints: <1> Review from the viewpoint of zero failures and defects Contents of previous steps for preventing the recurrence of failures, defects, and inspection errors should be examined, and Jishu-Hozen standards should be teviewed to check for any omission of items for inspection. <2> Review from the viewpoint of inspection efficiency improvement In implementing cleaning standards, oiling standards, and overall inspection standards, inspection should be carried out to find overlapping work. Further, combinations of work and inspection, such as carrying out inspection during ‘leaning and oiling, should be reviewed toward the ultimate objective of reducing, the number of items that require inspection. <> Review from the viewpoint of the load balance of inspection work It is often the case that inspection work is concentrated in the early part of the ‘week. This being the case, the current situation of inspection cycles, inspection hours, and the inspection route should be reviewed from the viewpoint of balancing the load of inspection work.4. Implementation of Jishu-Hozen Activities 255 Fig. 4.20 Step 5: Autonomous Inspection /— Purposes @ Reviewing cleaning, cling and overall inspection standards, and completing ishu-Hozen standards ® improving the efficiency of autonomous inspection work, promoting visual control, ‘and proventing careless mistakes, in order to ensure malntonance and control of sishu-Hozen standards / Ghring sandarce |__| + Review of cleaning standards, = Ensuring pravanton ot —_] olling standards, Eis ane mr dle and overall inspection standards [amaeaee | 1 -——_ | “pean sinans |_| | * Proparation of Jishu-Hozen standards by oval epecon (Cleaning, oiling and inspection) | | “+ Equipment quality }-—~ Comparing the Jishu-Hozen standards Inspocon sands with inspeetion standards of eaten sp, PEE EEE eet maintenance department matrece, frequency, «Determining role sharing FE cre I ["eiige ‘+ Improvernent of hard-to-inspect areas = I + Atarmant ot arp, cope + Review of the shu-Hozen standards Pernt Mators | Sree pointed out SEER EEEE BBE + Production of vishu-Hozen calendar Linpevnent nese | I “+ Execution of Jishu-Hozen (Cleaning, ollng and inspection) + Autonomous dlagnosis + Plant management diagnosis =New TPM Implementation Program for Renovation of Production <4> Review from the viewpoint of visual control Review should be conducted to learn if the spots of items requiring inspection can be immediately identified, if inspection is easy, and if abnormalities can be instantly found. As the implementation steps of Jishu-Hozen proceed, items for inspection and inspection hours increase. As such, it often occurs that, although execution of routine inspection is intended, it cannot be executed because of a lack of time. For instance, inspection may take 10 minutes per day at Step 3, but its time extends gradually until, immediately before Steps 4 and 5, the time may amount to 137 minutes per day. Due to operation schedule reasons, therefore, inspection may sometimes be delayed. InStep 5, inspection time should be reduced while ensuring that no omission in the inspection will occur. This can be done by reviewing inspection standards; by specifying inspection frequency, based on importance ranking (see Table 4.8); by unifying the inspection load by conducting the same item of inspection on a specific day of the week (see Table 4.9); by setting inspection routes; by reducing inspection spots; and by working to reduce inspection omission. (b) Clarifying the shares of inspection item responsibilities with the maintenance sector Inspection standards (for inspection not involving disassembly) in the annual maintenance calendar and maintenance standards (maintenance standards for inspection, examination, replacement, and disassembly) of the maintenance staff have common objectives and methods with those of the autonomous inspection standards to be set by the operating staff. Among items inherent in equipment, there are items for inspection that are best placed under the charge of the operating, staff. Further, some inspection standards produced by individual circles may be unsatisfactory when evaluated by maintenance staff. Therefore, it is important to reconcile the standards of both groups for each equipment, and to check for omissions or overlap (note, however, that some items should be overlappingly inspected). The purpose is to make both standards reflect the shares of their respective work through confirmation of joint responsibility.257 4, Implementation of Jishu-Hozen A Table 4.8 Setting of Inspection Structure Rank of importance Inspection frequency No. of terns ‘A 16pointsormore Every day items B 181015 points Sitimes per week 2items © 10to t2points ‘Twice a week Bites D_4t09 points (Once a week 43 items E_Spoints or less (Once a month 86 items Detormined by failure history, repair time, quality Total 146 items Table 4.9 Leveling of Inspection Load for Each Day of the Week Inspection frequency Sun Mon Tue, Wed. Thu Fr, Sat. Every day THEE eee rte eee e tere times per week CECE Peer -retTireE-Ve-eee ECE “Twice a week a3 2 39 8 2 0 Once a week 6 6 6 6 6 6 Ae Once @ month itwok 39 9 9 9 38 39 8 mdwek 9 9 9 9 9 8 8 Odwek 39 8 8 9 8 8 @ athweok 9 9 9 9 8 8 8 Total of inspection tems tor each day ofthe week 22 ts 8 {c) Inspection cycle Itis considered appropriate to set the cycle of inspection in Jishu-Hozen at every day, every week, every 10 days, every month, or every 3 months. Daily inspection should be the minimum confirmation to prevent serious problems in terms of safety, quality, or failures. Cases where inspection cannot be implemented because items for inspection are too numerous should not be allowed to occur. Inspection cycles are frequently determined based on experience. However, the relevant persons of both operating and maintenance groups must consult with each other and determine the cycles in a mutually satisfactory manner, based on. their own experience and the state of problem occurrences in each equipment, and with restrictions of inspection time taken into consideration.258 New TPM Implementation Program for Renovation of Production 4.5.6 Step 6: Standardization (1) Aims of activities ‘Thus far, activities have centered on the improvement of basic conditions and routine inspection. Step 6 is aimed at ensuring maintenance and control, extending the role of operators to related work at the periphery of equipment, further striving to reduce losses, and completing autonomous management. (2) Methods of Implementing activities Improvement is carried out even during maintenance activities of Jishu-Hozen. Defects, failures, and minor stoppages are recorded, and countermeasures, excess- checking arrangements, and revision of standards are adopted as a result. Attention is paid to human work to create a setup for the smooth implementation of work based on communication between positions. An outline of the methods for these activities is shown in Table 4.21 If we take a look back at the flow of work from Steps 1 through 6 in Jishu-Hozen activities, it becomes clear that these activities were first targeted at equipment, then at quality, and subsequently at human work. The last stage of activities is to create a process that is “people-friendly,” while paying attention to the human element in an effort to complete autonomous management. This is considered to represent the basics of autonomous management. Any operator, irrespective of place, is expected to do full-fledged work. Only when he can do such work is he considered to be executing autonomous management. (3) Clarifying the management target * Logistics standard of workshop + Work standard * Data standardization * Die, jig, and measurement tools management standard * Spare parts management standard * Process quality assurance standard4, Implementation of Jishu-Hozen Activities 259 /— Purposes @ Review of the role of operators, and eficiancy Improvement and standardization of rolated work ® Improvement of the maintenance and control of autonomous inspection and the creation of necessary structure © Grasping contents of operators’ work and Diagnosing the state of maintenance reviewing them (purposes, contents, methods, | | ” and contrl in Jishu-Hozan and standardization) | ‘+ Review of visual controt © Sorting out and improving what has not been Initiated regarding efficiency and standardization while reviewing the implementation of Jishu- | Hozen activities (Steps 1 to 5) Paying attention to human work, and extracting, based on the concerted efforts of all members: ® Changes in defects, failures, and minor stoppages are recorded, @ Minor defects ae improved, and autonomous inspection standards ae revised. + Unreasonable, wasteful and uneven work + What is troublesome, disagreeable, and botsitasibemesi © Equipment cleaning, oling, and Inspection is well maintained and controlled. Classification of problems and ideas for improvement @ Visual contro! is well worked out. ———+| T * Experimental approach improvement improvement * Converting a tats into an image cf matters pointed out, Autonomous diagnosis Work analysis, moe motion analysis [Gmename] ——l ed Gage acvey | | Improvement, {oan standardization oaaa ee ner [| Piant management lagnesis (sears Matiore eel Matters pointed out 1 pointed out Approved260 New TPM Implementation Program for Renovation of Production (4) Points on how to proceed Itis necessary to expand the role of operators to related work at the periphery of ‘equipment; to examine what work is done for what purpose; to classify work into ordinary and extraordinary activities; to investigate whether or not work standards exist regarding ordinary, repetitive work; and to make or improve such standards. Extraordinary activities usually include selecting from among all products because of the occurrence of defects in moving parts and products because of overproduction and lack of storage places. These must be solved as, separate problems. ‘When considering efficiency improvement of human and equipment work, even, ordinary work includes unreasonable, wasteful, and uneven actions. These points mustbe improved. Members ofa group should observe the activities of operators, discuss whether or not their activities are ideal, and seek improvement and standardization based on the results of that discussion. Next, improvement should be executed with regard to individual workers. Increments of worker-hour improvement, such as 0.5 or 0.3, must be aggregated to enhance the improvement to the manpower-saving level, and to link such saving with managerial targets. ‘Tomaintain the improved conditions, clarify checking plans. An important point in this regard is to establish a setup to continue plant diagnosis based on Jishu- Hozen standards. This is an excellent example by which to issue a certificate of approval after plant diagnosis and set the next diagnosis date. In this case, the interval up to the next diagnosis date should not be long; about 3 months is, recommended. In improving unreasonable, wasteful, and uneven actions, carry outimprovement based on the needs of operators. In this case, activation will be enhanced if ‘unreasonableness is remedied ahead of wastefulness and unevenness.4. Implamentation of Jishu-Hozen Activities 261 4.5.7. Step 7: Autonomous Management (1) Aims of activities This step represents a summary of all activities carried out up to Step 6. Here, participants gain self-confidence in the achievements they realized by changing equipment, personnel, and workshops. They continue their challenges based on the thought that improvement is unlimited, experiencing participation, solidarity, ‘creation, and emotion. ‘The objective of participants is to change their own type of personal activity from the passive, pulled-by-a-locomotive type to the active, self-iriven type. The target in this stage is to grow into persons who can carry out corporate policies and tasks. (2) Methods of implementing activities At this stage, two different approaches are required, as shown in Fig. 4.22. <> Establishing the “non-demolishing” management area If the aftermath of PM award recipient companies (2 to 3 years afterward) is examined, the automatic maintenance setup of not a few companies is seen to crumble. It is reasonable to conclude that the problem lies with the top management or managerial staff. It is often said that subordinates act while watching their manager's back. As this observation bears out, the firm resolve and action of managerial staff are decisive for the continuation of Jishu-Hozen. <2> Fostering selt-initiative-based action capability of operators themselves This capability is invariably nurtured by practical training, which is greatly attributable to the OJT of the manager or supervisor. By selecting a theme from among, the policies of the superior and by supporting activities for the theme, operators, acquire the ability tomanage themselves. The most important point in thedownward diffusion of principles is that senior managers “play ball” with junior subordinates. To maximize the true potential of manpower, the work execution principles shown below must be followed: + Encourage participation. © Educate circle members about the process and achievements. * Have circle members experience a sense of attaining the purpose by themselves. ‘+ Recognize the merits that the circle members want recognized.262 New TPM Implementation Program for Renovation of Production ‘Toencourage an unlimited zeal for excellence, itis important to set radical targets. Circle members should be challenged to find a theme suitable for their role and to attain the targets set by their superiors. The matter that must not be forgotten here is the continual execution of top management's diagnosis. By undergoing top management's diagnosis, circle members actually feel that they are participating in the implementation of the company’s policy and playing their expected role. Lunch parties and similar opportunities to seek more open communications with circle members after the Giagnosis are greatly conducive to promoting autonomous management, Fig. 4.22 Step 7: Autonomous Management Purposes {© Forming sshu-Hozen setup that encourages unlimited challnges based on activities that have changed equipment and personnel, and yielded positive results Striving to moot the targets of zoro failures and zero defects and seeking positively to encompass upperstream management Establishing the non-demolishing| management area Upgrading the capability of ‘operators to perform their roles in production activities. © Pestoning the continuation af ebuHo2en | | 6 scary achatenging ame nthe inthe role of the production department Setting autonomous maintenance items within the targets of the corporate policy ‘management, and clarifying the principio. ‘of making employees challenge toward the realization of zero acckients, zero defacts, er failures, and zero minor stoppages. @ Regularly holding "mini presentation meetings" of Jishu-Hozen circles and encouraging circle members through communications with top manegement @ Regutary holding ishu-Hozen study meetings, which involve practical individual improvements, and building a setup designed to enhance the improvement ‘capability of workshop staff and to further “spiral up.” deployment of the superiors policiss © Ciaritying the reason for selecting | that theme, and working out target ‘and execution schedules for the implementation of the theme i ‘Utilizing analytical methods and executing improvement ‘Making presentations at improvement case conferences Evaluation + State of target attainment process + No. of MP design proposals

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