& ‘TPM Club Indi. JISHU HOZEN MANUAL Before After ermeweal ov oting Be dllta. ReJishu Hozen ‘TPM Club Indi Step — 6: Set Standards and Manage the Workplace: ‘Adetailed flow chart explaining the activities related to step 6 is shown in Annexure set 10. ‘The sixth step of autonomous maintenance is often called maintenance management ‘This means “standardization of operators activities” From step 1 to step 5 the focus of the operator was doing CLR! and maintaining basic ‘conditions of equipment after thorough understanding of equipment. In step 6, operators. need to go beyond equipment o other aspects related to his operation. Using principles of good house keeping and visual contol the surroundings of equipment is tobe changed. Establish standard quanties and locations forthe essential elements required for operation. For example, the required raw material for running size and next size, work in process lc. are to be considered. near equipment area, set tools ready for ust Importance for 3 MU's. Muda (Waste): Muda of operator mevernent, Muda of cleaning, Inspection & lubrication ‘and Muda of unnecessary CLRI points are to be reviewed and finalised. Mura (Inconsistency): After review of the standerd and firming up, consistently folow the: standards and time, Muri (Strain): Operator should be in a postion to carry out the standards easily with out ‘much strain, “These organizing and standardizing actviies are emphasizing the folowing points. Decide when, by whom, and how each item should be used. ‘Check the quality and quantity of items so that they can be used to full advantage. ‘Arrange items 60 that people can see ata glance where things are and how they should bo used. Decide how to arrange all required ems and determine what quantity is required according to thelr frequency of use. 28Jishu Hozen i TPM Club india Gi) Foreword The activities of Jishu Hozen Pillar focuses on the equipment to make it perfect i.e. zero breakdowns and zero defective products due to the machine. It builds a relation between the man and the machine through a sequence of 7 steps whereby the operator owns the machine to the extent of taking care of its’ routine maintenance activities. While implementing steps of Jishu Hozen, the companies may some difficulties of a practical nature. This handbook of introducing and implementing TPM should serve the purpose of a guide to all such companies. This comes from a collection of best practices compiled by the TPM Club India through the Participation of TPM practising companies. This book provides a detailed step- by-step approach to a beginner through visuals, formats and several examples. I would like to express my gratitude to all the companies who contributed and the TPM counsellors specially J Anjaneyulu, S Srinivasan and Rajesh Parim for their excellent efforts in the preparation of this user friendly Manual. Wishing all our readers the very best in practising Jishu Hozen. Dr Sarita Nagpal Principal Counsellor ‘TPM Club IndiaJishu Hozen TPM Club India 2, Introduction Jishu Hozen, Japanese word for Autonomous Maintenance, implies that the operators themselves maintain their machines in highest standards. These operators are trained to do so through the structured approach of 7 steps of Jishu Hozen. Each step has a focus, an activity to be carried out and certain results fo be achieved ‘This manual is written in a simple way to understand the 7 steps of Jishu Hozen. Each step is explained in detail with flow chars, pictures and successful case studies from different companies. Audit sheet to check / monitor the excellent implementation of ‘each step is also included in this manual so that companies can check for themselves where their implementation activities stand. “The text and the case studies reproduced in this manual is from a host of examples reteived from member companies which participated in Jishu Hozen Pillar Chairmen meetings organized by TPM Club India at various companies and other meetings. Examples that could be understood very easily have been reproduced. Theoretical details were taken from JIPM material. Experiences ofthe authors have been included to make this an easy to implement manual. Oue to space constraint, some of the contributions received from member companies may not appear in this manual. Some ‘additional points, which are not directly related, have been added in this manual for easy understanding of some concepts. ‘The examples given in this manual are company specific. Hence, when they are deployed, all necessary precautions and calculations need to be considered / worked ‘out before implementing, Cll and TPM Club India do not take the responsibilty for the ‘u0088s or failure of these Keizens when implemented. We are extremely grateful to our guru Mr. Sueo Yamaguchi, Advisor, TPM Club India and TPM Consultant, JIPM who was the main force in designing the meetings and providing guidance for the preparation of the manual.Jishu Hozen TPM Club We are extremely grateful to the following companies for their contribution to create this manual. SNo.| Company No Company 1 | Aditya Cement 7_| Mosher Diary Fras & Vegetabes Ut 2 | Bale Auto Lined 74. | MRF Li, Pordchery 3 Bharat Seats Limied 25. [NHB Bearings Ld | Bia Ts, Beasore 2. Poyplex Corporation Lid | BPL Lire, Akane BateryOW | 27. GH Tabs Lined @ | BPLSoRErergy Systeme Lt | 28, _| Samco Meal & Alay P)L a Brakes India Limited, Padi Plant 29. | Shriram Pistons & Rings Ltd, cpl 3 | Brakes Inia Lined, Polambaktam | 20. | Sona Koyo Steering Stems Lid @ | Brakes nda Ud 31, Sundaram Brake Linings Lt, Pad 70 | Brakes india id, Brake Dison | 32 | Sundaram Clayfon Limited “7 | Ghfch Act Limited 33. | Suncram Fastenrs Ld Pad 72 | OGP Finoday ndustiesLited | 84 | Sneram Fosters Ld, Kiahnaparam 73 | Daphi TVS DeselSyson tia | 66._| Suncam Fasteners Ltd, Ponelehery 74 _| Elecvosee Csings Lined 36. Tata Cummins Lied 18 | Heavy Aloy PeneatorProjed | 67._| Tata Meals Limited 78 | HeToch Carbon Limited 36. |The Tata ren & Stee! Co Ld, Bearings Divison 77 findustan Motor 28. Thirunal Choma Umea 18 _| Hindustan Lever Lid 40, | TTRALIG Le, Chennai 78 Indo Gul Corporation Lied | 4.” | TTRAIG Li, Virdhunagar 20 | Lakshmi Auto Components id | 42._| Tube Prodi of nda Zi) Lokam Mecine Works Ld 73. | Usha Botron Lined Z| Mahindra & Mahindra imted | 44 | Usha Belron Lc, Cable sionJishu Hozen TPM Club india iy ————— Courtesy : Pictures on the cover page and inside have been taken from “TPM for every operator” — book edited by JPM, Reference book - TPM For operators, Compiled by Productivity Press / Kunio Shirose, Advisory Editor. We wish all the readers success in their effort for achieving excellent results, Rajesh Parim $ Srinivasan Counsellor Counsellor TPM Club India ‘TPM Club IndiaJishu Hozen ‘TPM Club India & List of Contents Topic Page No. Foreword 7 Intoducton z Ustof Contents 5 Sianifeance of Jishu Hazen 6 Concept of Jishu Hozen 7 Role of Operation and Maintenance in Jishu Hazen a ‘Goal of Jishu Hozen : 10 Methodology 1 Implementation of 1S & 25 2 Peeiminary Step (Step 0) for JH Implementation 3 Siep=1 Conduct inal Gleaning and inspection 7 ‘One Point Lesson 16 Step-2 Eliminate Problem Sources and inaccessible Areas Ww Step=3 Develop Tentative Standard for Cleaning, Inspection and Lubrication 8 ‘Step-4 “Conduct General Inspection Training and develop Inspection Procedures 23 Step Conduct General Inspection Autonomously. 25 Step - 6 jet Standards and Manage Work Place EJ ‘Slep=7 Ongoing Autonomous Maintenance and advanced Improvement Actes] 20 ‘TPM (ainienance and Management) Management index and Aetvty Index at “Annexure Annexure set | Concept of Jisiu Hazen and Role of Operation and Maintenance | 32 ‘Annexure sst2_| Implementation of 1S & 28 3 Anneure set 3 | Step 0 55 Annexure 4 | Step 1 6 ‘Annerure set _| One Point Lesson at Annexure set6 | Step 2 180 ‘Amnenureset7_| Step 3 2 ‘Amnevure set 8_| Stop 4 305; Annexure sot 9_| Step 8 3a Aanexure set 10 | Step 6 36 Annexe set | Step 7 355; ‘Annexure set 12 | TPM (Maintenance and Wanagement) Management Index and Activity Index 355 ee ee ee 5hu Hozen ‘TPM Club India JISHU HOZEN Significance of “Jishu-Hozen” “Jishu-Hozen” means activities of the operator that uses maintenance to personally conduct maintenance activities, including cleaning, oiling, retightening, and inspection, thereby raising production efficiency to its limit, Such activities will prevent forced deterioration of equipment. Thus “Jishu-Hozen’ represents activities to thoroughly ‘eliminate failures, minor stoppages, defects, and other losses to restore equipment to their desirable forms, maintain them, and improve them, and at the same time to develop “personnel that are skilful at equipment operations and improvement.” “Jishu-Hozen’ Is the operator's work itself. It is carried out under the step method through small group activities closely unified with the managerial structure. Itrepresents ‘a major characteristic of TPM. ‘TPM is designed to pursue production system efficiency to its limit trough “corporate structural improvement based on the constitutional improvement of personnel and facilities,” and “Jishu-Hozen" itself signifies the constitutionalimprovement of personnel ‘and facilties. This entails the changing of workers’ weys of thinking and behaviours. To allain this, frst replace the concept of the division of labour between operation and ‘maintenance, represented by the view that "I am an operator, and you, maintenance ‘man, fix it” with the thinking of “protecting one's equipment by oneself" To translate this thought into action, the “development of personnel that are skilful at equipment ‘operations and improvement is pushed for, to foster personnel who are versed in the structure and function of facilities; who have acquired maintenance skill to apply improvement. For the structural reform of personnel, itis highly effective o bring about the structural Improvement of equipment currently being used, In ‘vishu-Hozen’, asthe frst step to “protect one's equipment by oneself, “ work should be started with improvement of basic conditions ofthe equipment being used (cleaning, oling, and retightening). Then, based on the step method, structural improvement of equipment should be effected so that the equipment will be the form as it should be. As a result, overall equipment 6Jishu Hozen ‘TPM Club India efficiency will improve greetly, and the operator personally experionces the effect of *Jishu-Hozen', so that his attitude will changed so as to protect his own equipment by himself, Thus, in “Jishu-Hozen’, the constitutional improvement of personnel and equipment proceed simultaneously. ‘iso, “Jishu-Hozen” is a self-management activity by small work-site groups. Keys to the activation of small groups are said to be “morale, skills, and places for actions.” The prerequisite is creation of the “places for actions,” promoted as one of the five pillars (or eight pillars) of TPM development of the entire company/establishment. “Through the development of Jishu-Hozen’, the operator's willingness and stil inorease, soe will be able to “protect his own equipment by himself.” Literally, he willbe able to ‘manage his work autonomously. In “Jishu-Hozen’, a small. group set its goal for the attainment of corporate objectives by Itself it uses equipment as its own tool for the attainment ofthe goal; andi tackles production and improvement activities. Therefore, Unprecedented, remarkable results can be attained, and activation based on satisfaction of desire for growth and self-realisation will resull. “Jishu-Hozen" Is the practice of participation in management and respect for humanity. Concept of Jishu Hozen: One of the special aspects of TPM is that the operators taking care of the equipment {from forced deterioration. This Is made possible by doing cleaning, lubrication, re- {ightoning and inspection by themseives and trained through the step-by-step procedure, In this process, first, operators and maintenance persons come together fo improve ‘equipment conditions. Second, it helps operators to learn more about their equipment functions, common problems that can occur and why and how these problems can be prevented by the early detection, Thitd, this creates conducive atmosphere foroperators ‘and maintenance staff to become active partners in improving the overall performance ‘and reliability of equipment. The concept of “Jishu Hozen “is detailed out in Annexure sett. ‘The general scenario that exists in manufacturing division and maintenance division is. described in the following table, 75 = rl Jishu Hozen Tem club india it, Be a en“) Manufacturing thinks Maintenance thinks * Maintenance does not know its job. «+ ~‘Production do not know how to operate _| * Maintenance team fakes fo long + There are many to attend and time is to fix the equipment. not avaiable to do areal corrective action * This equpmentis s0 01, no + We repair othe standards, bu they wonder it breaks dow dont do the checks. + We are too busy tod vital dally checks This scenario needs to be changed. In our day-to-day life, we do dally care of our body (through Brushing, Bathing, Cleaning...). We only go to the Doctor (Specialist) for treatment when we are il. (In many cases, we carry out the first aid ourselves before ‘we go to the Doctor.) We do not allow “Forced Deterioration” of our body sustaining “Basic Condition’ A similar approach is required for equipment / machine (e.g. Cleaning, Lubrication relightening and Inspection). The operator has to take care of the basic condition of his equipment, 4ishu Hozen brings signiticant change from early theory of Manufacture - You Repair or'I Make - You Fix’ to “I make—| manage.” This wil lead to “f Equipment changes — People will change, if People change ~ Shop will change.” This is the special feature of Jishu Hozen Pillar. Industries following TPM need not ‘explain shop floor improvements made through Jishu Hozen unlike other pillars where presentations and explanations are needed to understand the Improvements made. ‘Shop floor will speak al the improvements made visually. This can be felt and understood bby everyone visiting the shop floor. Inordertoimprove the equipment condition, the role of operatorand maintenance person needs to be made clear and understood by both. This role clarity is explained as under. Roles of Operation and Maintenance in Jishu Hozen. It is natural for operating staff to impatiently wait for repairs to be done as soon as possible. On the other hand, the maintenance staff may receive a number of requests 8ishu Hozen TPM Club India for repair work. Hence they cannot implement repairs promplly. There is always uneasy {ension between operation and maintenance departments. By operators doing the activities to eliminate forced deterioration and maintenance doing the activities to eliminate / reduce natural deterioration, both groups collaborate and make the equipment ‘completely healthy, Role of Operator “The operator must implement the following activities: Activities to Prevent Deterioration: + Corrective operation. (Prevention of human errors) + Improvement of basic conditions of equipment. (Cleaning, Lubrication, re-tightening ‘and Inspection) + Adjustment, (Principally acjustment 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) Activities for Measurement of Deterioration: * Routine inspection. * Part of periodic inspection. 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. Role of Maintenance ‘The maintenance staff must do the following activites: Maintenance Activities: ‘The maintenance staff should prioritise the periodic maintenance, predictive maintenance and corrective maintenance that are used to measure and rectify deterioration. 9Jishu Hozen Tew cub india ‘Support for Jishu Hozen Activities: ‘As stated earlier Jishu Hozen centers on activities being carried on equipment to provent deterioration. Such activities are possible only ifthe maintenance staffextendnecessary | Suidanceand assistance to operators. Training, through education, andguidance should be given to the operators to do the basic activities on the equipment. Some points are given below. - | * Educate about structure and functions of equipment, parts, names and | mechanism, + Educate on linkage of bolts and nuts, * Educate about lubrication, unification of oil types and guidance of olling standards. (Points to be oiled, oil types, olling intervals, etc.) "Speedy handling of requested work for rectification of malfunctions, such as deterioration, insufficient basic conditions and defects, + Technological assistance for implementing countermeasures at sources of problems, places where cleaning is dificult and efficiency improvement. = Execution of daily activities. ‘The maintenance activities and corresponding responsibilty between operation and ‘maintenance is shown in Annexure set 1. Goal of Jishu Hozer ‘The main goal of Jishu Hozen is to develop operators to maintain equipments and work laces and follow uniformity in implementing shop floor activities to eliminate forced a SR = Enupmonpamee // beskdown 3 mainen equpment tondemonin Nh Supp Kazen 10 sex————EE———EEE Jishu Hozen TPM Club India fy Methodology: uishu Hazen through a step by step methodology describes the approach and activities tobe implemented for making the equipment “as it should be". The step by step approach ‘ensures that key skill is thoroughly imparted before going tothe next step. The following ‘are the seven steps of Jishu Hozen. Step-1 Conduct inital cleaning and inspection ‘Step-2 Eliminate problem sources and inaccessible arcas. ‘Step-3 Develop tentative standard for cleaning, inspection and lubrication. Step—4 Conduct general inspection training and develop inspection procedures. Slep-5 Conduct general inspections autonomously. ‘Slep—6 Set standards and manage the workplace. ‘Step 7 Ongoing autonomous maintenance and advanced Improvement activites. ‘These activities are carried out mainly by operators and cross-functional teams with support and training provided by maintenance personnel, production managers and engineering staft “The implementation of Jishu Hazen emphasizes different developmental activities and goals in each step. it is important to understand that the step activities cannot be implemented in parallel. Only after thorough understanding and practice of first step, second step activity can be initiated, An audit needs to be carried out after completion ofeach step. ‘Audit of activities of each step “This is the most important activity that ensures the achievement of success of each slop. This is done at the end of each step. The status of the equipment — which step it hhas crossed should be indicated through a visual on the equipment, ‘Audit is carried out in 3 stages. First by the team which has carried out the activity, second by the Manager of that area and third by Unit head along with TPM Secretarial. This approach ensures that the results achieved in a particular step of Jishu Hozen are sustained for a long time and there will be no slippage. This also facilitates initiating of activities of the next step. "Jishu Hozen ‘TPM Club india & When the team conducts the audit, they should achieve a score of atleast 90 points before they request for Managers audit. If the score of 20 points is not reached, the team has to study the equipment again and repeat that step activities tl they reach / Cross the score, Only after this they can request for managers audit. During the managers audit the score should be atleast 85 points fo request for Unit head audit. The Unithead. audit starts after the equipment has 65 points or more. For clearing the step, the equipment should get atleast 80 points during the Unit heads audit. After this the next step is taken for implementation, Implementation of 1S & 28. Before the start of Jishu Hozen activites, the basio principles of SS have to be adopted in operations area. Specifically, 1S & 2S are to be Implemented thoroughly to take care of surroundings of equipment in shop floor. This activity is very significant as it diverts the attention of the operator on to his equipment rather than the surroundings, which ‘may be un-conducive for operation. The activities of 38, 4S & 5S will be implemented ‘through the seven steps of Jishu Hozen as described in the "concept of Jishu Hozen”, 18 (Seiri— Sorting): The hand tools, gauges, equipment accessories, spares, cupboards, Working tables, etc. that are kept around the equipment should be classified into necessary items and unnecessary items. Based on the frequency of use, necessary items are kept near the work place or shifted to other location of convenience. The unnecessary items should be removed from ‘workplace and be disposed off or handed over to the respective departments. 1S (sorting) activly has to be done by operators under the guidance of supervisors and managers. Refer Annexure set 2 for 18 & 28 activities. 2S (Seiton — Organising work place): The fundamental principle of Selton is “Every thing has place and every thing ints place". In other words each item should be assigned with 2 location and labeled. User should always find the item in its location only Decide the right place for each necessary item, so that, they are easily accessible, Decide the method of locating / keeping them, Mark the locations. Draw a boundary 2Jishu Hozen TPM Club India fi, ‘around the equipment to indicate its zone. Exhibit the status of ike" Equipment Running} "Job change", “Tool change", ‘Break Down’, etc. clearly. Refer annexure set 2. This annexure set covers 1S, 28 activities around the equipment and the whole plant in general ‘Through 1S & 25, a clean and efficient work place will be created and shop floor Reteceering vibe cist or. Te aaningn oo gr Prefix location for hand tools, gauges and materials for ezsy retrieval Movernent of operators minimized Time spent for searching is eliminated. Safe working conditions ensured. ‘The Step for Carrying out Jishu Hozen Activity Preliminary Step Step 0 for Jishu Hozen Steps Implementation: ‘Step 0 describes the peparatory work to be carried out before initiating Jishu Hozen activity on the equipment. A detalled flow chart explaining activites related to "step 0'is shown in Annexure set 3, 4ishu Hozen development leads to autonomous diagnosis of the equipment performed by a team under the leadership of supervisors based on the processes in order to ‘norease the level of equipment and operators’ performance, To carry out the intial lean up activity, a cross-functional team is to be formed comprising shift operators, maintenance staf, office staff and supervisors. Ifthe equipment is poorly maintained, draw a simple illustration of equipment to understand the mechanism and the purpose ofeach component, The supervisor has to give details related to safety, function of the equipment and mechanism to team members. All those involved in the team need to know what is the meaning of ‘abnormality’? = diy, loose, hanging, leaking, splashing! spiling, broken, hardened, excess length heat, vibration, corrosion, crushed, unwanted, missing, bent, holes, worn-out, abnormal noise, discoloration, 8Jishu Hozen ‘TPM Club India ‘They should know each abnormality — leads to what '- losses, breakdown, rejections, ets, The various types of abnormality are shown in Annexure set 4. Materials required for ‘initial cleaning’ —mull cloth, cotton waste, tool box, red and white tags, soap oll, Kerosene, brush, scrubber, gloves, apron, forchlight, lamp, ladder, etc, are to be arranged and kept near the equipment. It is necessary to take video and photographs before and after intial cleaning. Safely aspects of the equipment are to be briefed to all team members and to be reminded before start of the work. Step-1 Conduct Ii jal Cleaning and Inspectior We will clean vary nook and ‘comer “Anything we ‘can fix right away, we will ‘Adetalled flow chart explaining activities related to ‘step 4 "is shown in Annexure set 4. (Operators develop an interest and concern for their equipment through cleaning them thoroughly. Cleaning and inspection marks the crucial start ofthe Jishu Hazen activities. ‘There are three main things to remember about cleaning and inspecting: + Cleaning is inspection, + Inspection means finding problems. + Problems leads to elther restoration or improvement. In general, cleaning is considered as a nice idea, but not essential, This indicates that the real significance of cleaning is not understood. Cleaning doesn't mean polishing 4Jishu Hozen TPM club India <8 outside of equipment or its electrical panels. The equipment should be taken off covers and guards removed, oll tank drained and manually clean every nook and 1 of the equipment which was never touched before. Cleaning helps to find what ‘rong with equipment. Thorough cleaning of equipment will reveal many conditions ‘are not as they should be. Sometimes cleaning also reveals big surprises, such as cracked frame that had been masked by accumulated dust, 2 lubrication inlet hidden dirt or switches covered with grime so that they no longer function correctly. Inadequate ‘leaning is often the cause of equipment matfunctioning and quality problems. Here just a few examples. ‘ + Foreign particles in sliding parts, hydraulic or electrical systems produce: {frictional resistance, wear, clogging, leaks and electrical faults that can lead to losses in precision, equipment functions and failures. + Dirt on chutes and work pieces in automated equipment can affect the ‘workflow, cause matfunctions and minor stoppages. + Contamination of plastic molding equipment dies or the feed materials can cause carbonizing or resin leakage and burning, which affects quality and ' make changeovers difficult. + In precision machining, dirt on jigs, tools and mountings ean cause ‘eccentricity during machining and produce defective parts. + In electroplating, contaminated work pieces or dirt in the electrolyte can cause plating defects. Thorough cleaning means cleaning internal parts that were not seen before. If the ‘equipment is ol, itis necessary to do at assembly and subassembly levels. If the operators can correct abnormalities themselves then white tag is put. The abnormalities which requires assistance of maintenance division or specialist are put red tag. “Tagging isthe visual representation of abnormalities in equipment. This coulé speed Uupthe removal of abnormalities. Thishelps the Jishu Hozen sub-committee, the company 15Jishu Hozen TPM Club India fi, head and others to monitor the activities while visiting the shop floor. Once, the ‘abnormalities are rectified the relevant tags will be removed. Activities during cleaning, points to be checked on different parts in the equipment, ‘abnormalities, cleaning and lubrication map, sample white & red tags, red tag summary sheet showing plans and countermeasures to be implemented, sample of audit sheet, ‘cis given in Annexure set 4 ‘After the “intial clean up” activity (i.e. finding abnormalities and removal of the same) an aut is to be carried out by operator, manager and unit head or TPM secretariat. An audit pass is required to move to step 2. During, solf-audit a score of 90 points is required. Then, the equipmentis eligible for manager's audi. A minimum of 85 points is required to request unit head's audit or TPM secretariat’s aut. In this audit, minimum ‘80 points are required to clear the step and to move to next step. This type of audit is required after completion of each step and before initiating the activities of the next step. ‘One Point Lesson During the initial clean up activities, many simple ideas would be generated which will indicate the correct usage of components of equipment. These are recorded as One Point Lessons, which would act as learning's for others in the organisation. These are represented in the Annexure set 5. ‘One point lesson, in general represents one item regarding the structure or mechanism ‘of equipment, inspection method, etc. summarised on a sheet for autonomous study for 610 minutes. Regarding education of operators, in many cases sufficient time ‘cannot be secured for the purpose of education at one time or operators cannot acquire ‘such learning unless itis repeated through daily practice. Therefore, study during dally work, such as during moming meetings or other time, is highly effective. One-point lessons are therefore a learning method frequently used during ‘Jishu-Hozen" activities. 16Jishu Hozen One-point lessons are: 1. Tools to convey information regarding knowledge and skills equipment, and regarding trouble/improvement cases, 2, Designed to help enhance knowledge and skill in a short period of time at just ‘the right time whenever needed. 3, To upgrade the jevel of expertise of the whole circle. Their basic principle is for individual members to personally think, study, and prepare a sheet with originality ‘and to explain its content to all the other circle members, to hold free discussions on the spot and to make the issue olearer and surer. Note: One point lessons will also come up in other steps of Jishu Hozen, This is based ‘on the increased knowledge of the operator on different aspects of his machine. ‘Step 2— Eliminate Problem Sources and Inaccessible Areas: Sep connrion aes (ie conamiaton yeaa aay Ta nov ono epson] “Shonen ae cleaning tne Noite any 0 check s ‘Aetailed flow chart explaining activities related to step 2 is shown in Annexure set 6 7Jishu Hozen TPM Club india } (Chae |») Reduced [>| peralors Za10 defects |-+} shop _— defects and “ and failures: changes ara realized 7 Think andact + Protessof + actions is hhead-spring of + motives L * Why does forced deterioration Enhance abilty to find failures 7 Rectity *Fugual™ (Change in activities * Positive challenge clearings for KAIZEN. inspection + Thongs of Inepecton is asa mmartenance a Teereee totind-Faguat managemant Bam up trom cbt eae + Autonomous KAIZEN coil be reteved or eacire limprevod kind of success. occur? and improve “Fugual” Needs of ‘of achievement Nishu-Hozen (Unless success * Rostoration and KAIZEN are a * Success isa pleasure as a result can bo expected, the operators will not ‘change their mind.)Classification of Maintenance and Responsibility Japan Institute iff | of Plant Maintenance m oO ° fo} Jasna 6 3 } 3 ° o So ee 1 3 ae Q reese [es] o. | — Si fo} Garecire variate ° fu o greeny a 3 °° o 6 ‘eertranoa Pree ° ° °° ° 1 ° JEquipment and Autonomous Maintenance of Plant Four Steps to Become an Operator Strong on| Japan ey j iz | Maintenance m ‘Autonomous Four steps to Maintenance 7 become an operator steps. strong on equipment 7 Alkout autonomous management [4] Master how to repair the equipment 6 Orderliness and tidiness Leam how to operate the equipment 3] with the required accuracy and how to evaluate the product quality 5 Autonomous check-up 4 General inspection 2] Study the mechanism and functions of 3 Formulation of clean-up and lubrication equipment and machines standards 2 Measures against sources of outbreaks | _ Familiarize with the concept of equipment 1] maintenance and improvement and with 1 Initial clean-up how to put the idea into practical realizationHow to Concretely Develop “Jishu-Hozen” Japan Institute p= of Plant J | iF Maintenance mi Development of “Jishu-Hozen” (For equipment) oe mei ‘aos ar eaarerral io Sa — Sa RATT | Perera [> amen mes — Pagan enna SS an| eee | panlenten ems eae || see ae 5 et snasasan | ianeittaaraemeat ates |" Scie oem wscuun |. famoeciogenertinge |, Seem wt ‘orderliness and tdinest ef tools and — | Discovery of areas where 2 in |e eoereita : = ron ate i |. Sencscucaany |" peices |" coonan ‘ ie Seow ||] a “Counter. |» implementation of countermeasures |= Making the equipment | [+ KAIZEN of nearby [+ Concept and practice of alle ain | erates, | Mtimracteetn |” Ronee anat maw |" eanmertcasen”~ |) 6)| Saas] yemenscecmutae” | Syeeinhestte | cea | rere |) 4l| _ Pipeemmceratingcinie’ | seumettrveatet | Sueidtitnns | SM2oTecet ntteion |* "rotten crecewnnysss | kt angarens whee snd oman + nornatontasus || 3) § enton |" Sureecememearee! | ts tue |. fagrorazen | maermmmumctie,) | 4] 14 mnttine | efsmntcownanatetne |, Sic Seen | sere i coo” | Mecrcvianaemecivey”* | mporeget ot aii won|, Segscmcsccman | SRY all + Sine en ant tet all!ry How to Concretely Develop “Jishu-Hozen” (Contd.) Japan Institute J of Plant il Maintenance m a Taos Tae aidan and ramon om ~Rpanientacan cara aon | = Sargeaeen fonetaan | Papen at Poetic op can st eed 5 Sepa rcasnree - eects care one | etrgoges ow [Stems | Shree caret | tcmimes artriame | zo epacionmanodand + Gace ot paw, | Geos Soares ety nares senna pe ee er Taptane o ama |= Pm aare SS Seescay maior |” a teens ae i tetonotonneat | gereinorecenst |» Unawendg te bec fsa Ripmetirareatuy |" cipro ana |+ Ra etcatin se aramouswpncion | Ome pa cee teas — |. Kazan stereo voor |. itserratow's pa |+ Exeadontleder Shean saorans” |° Menard snow |” tania le | carat ‘cmavepeiee | son + Fou ton —_— Coes /+ Actvation theough KAIZEN | and training, f 0 | eer |. Pernt tens cer = Ciaran he nate | serene Exar omg lnaionand |= Peay ieaarte |" Mammansectong on | Tomaanon © ae ee Teironngceat™” |" prec ates te mone | guerre cece | Seuleatntymaect|. Sorascsenanaone | San Srucaae ohaony aoe Gomreton "|" Stamens = eter acsemant ere eimrearammot [+ fazeNeroqapnent |= Stouriennts ameg |’ mensgientand is ceamicapssensiek ows |" wunhas pod ery aie = ipeserotomcnsetard | Sayee [ How to Concretely Develop “Jishu-Hozen” (Contd.) Japan ae | i i? of Plant Maintenance mi Soe | eneoery Taos Teor Garaanos ana Eaulpment Sperator bromotion [Paag pein tobe = KAZEN of equipment | laprovemntat > Teahiclqudencao managed tty | meueneticcnseoy |” pty + Sundareaon of ‘maaiatity and |. Eypanson of "ih sera + ‘anagemont tos a ay tetmanagenan | Rovon ot — System stmartenance |+ Ravew and KAZENat | Soope eset arr oo Slpmantanwonment |. Trecasaneseot vous | sebereuess of i sratayout Traayghnen of ‘management i i 3 5 + Dresoament ot [Kazan ot caupment |= Enencemert of gaat [> Tecnica aaiance Picygmisandqcantiave |" feabeiymantnemity |” earanosness a for equipment KAIZEN Trays orKalzen setwtos | doperanity trough | thorough cox eeeeeen er t + Poti mplamantton | Saunt nase. | Improved ams Zemetmlamanmton of, | soavng vais deta’ | mniterance cos 4 ee alleen + Acqiramantot atta |* Edutton and anng i cording aur by ist |. Kewang hei @, | neearsnis : scram, | Sc ansoqrinnaan|” ere any | Sa i 7 “ aa Acqustton a. a fecbang end enlysng r {Senmque an KAIZEN ; Stncooy z ©JIPM, 1987| | | Annexure set 2 1S (Seiri) 2S (Seiton)or 1S — Sorting activities being carried out NHB Bearings Ltdw 1S — Sorting activities being carried out NHB Bearings Lid Stores — 1S under acti ionze After Completing Sorting Activities and Realigning NHB Bearings Ltdoy. Se After Completing Sorting Activities and Realigning Stores — After 1S, 2S NHB Bearings LtdIndustries Ltd | 1S Activities DGP Hinoday | Before1S Activities Industries Ltd ] DGP Hinoday Aftera 1S Activities DGP Hinoday Industries Ltd Before After8p 1S Activities Before DGP Hinoday Industries Ltd After wii if Bea Bo \oP Systematic Arrangements of Tools Lakshmi Auto Components Ltdos Tool Box for a Particular Machine | Mahindra & Mahindra Ltd BZ)Arrangement of Formers Tube Products of India, AvaArrangements in Office Sundram Fasteners Ltd, Chennai WL “Ha EE :Fasteners Ltd,Chennai Arrangements in Office | SundramArrangement at the Desk Birla Tyres [a |Annexure set 3 Step 0 PreparationMaintenance Japan Institute Preparation (Step 0) of Plant Jilin 1 Oy @ @ Understanding of purpose iy val we implement autonomous maintenance? Why do we establish the basic conditions? On-site observation of equipment in one's charge T implementation of meetings ~ Cicle Members Circle Leader Managers and Supervisors 2. Drafting of plan » 2 3 4 + In.connection with ial cleaning, create a ist predicting things such As injuries and accidents (Electrical shock, residual air pressure, Toughness from detergan, drt entering tha eyee, fallen Objects, ele) + Safely education and countermeasures for unsafe conditions, and predietion of unsafe conditions ‘Status of forced ‘Why does forced deterioration occur? Deterioration and ‘What kind of losses are generated when forced deterioration occurs? losses Investigate the conditions that cause defects, failures and minor stoppages? + Draw simple istration ofthe equipment mechanism + Loam the functions of the mechanism * Consider what kind of problems would occurit there is dirt the ol runs out ora Bolt is loose Understanding ‘The equipment ‘Why does forced deterioration soaur? What kind of losses are generated when forced Required stat ddoterioration occurs? Investigate the conditions that eause defects, failures and minor stoppages?us Step 0: Preparation for JH Activities TPM Club (Teri India SS y ue Prepare Cleaning & Lubrication Map Arrange Cleaning Tools and other Materials Arrange Red and White Tags Prepare History of Failures Training on 7 steps of JH Gantry Chart Training on 7 types of Abnormalities——— : — {Sundaram Sey | Step 0: Awareness to Operators | | Brake Linings a Ltd ¢ Training given to the operators by JH Pillar leader and Co ordinator ¢ Topics covered under the training programme are: — Importance and benefits of JH — Operators role in JH — Difference between Forced and Natural deterioration — Difference between Red & White tags — What is abnormality, What is cleaning, What is meaning of cleaning, Why cleaning is required and How to clean — Awareness on basic condition — Finding out abnormality during cleaning — What abnormality leads to what — Safety aspects in the machine