BMW MT Training 0305

BMW
BMW
TPM
TPM Management
Management
Training
Training
TPM
TPM Overview
Overview
Pico Rivera– January 13, 2005
JMA Consultants
TPM Kick Off– Overview
Management Team Training

I. Presentation: “After all, what is TPM? “(45min)
I. TPM Philosophy
II. TPM Organization and Pillar Structure
III. Actual examples of TPM at BMW
II. Pillar Structure
I. Introduction to Each Pillar (1hr)
I. Concepts and Pillar Steps
II. Each Pillar Concept
II. TPM Mission Statement
III. Workshop “TPM Group Problem Solving”
I. How can we use TPM to improve BMW and how can each of us participate TPM by trying
problem solving methods of TPM?
I. Sharing and prioritizing current problems and opportunities
II. Each person needs to bring a list of 10 problems (or opportunities) he/she finds with
BMW. (2 hours)
III. Root Cause Analysis & Countermeasures (1 hour)
IV. Action Planning –
I. Identify what issues fall under theTPM Pillar and classify as such (1 hour)
V. Create TPM Plan for 2005
IV. 5S Video and Planning (1hr)
© JMA Consultants 2004
Philosophy and
Organization

3
TPM Kick Off– Overview TPM Fundamentals
TPM – Operating Philosophy

1 Maximize overall equipment efficiency
　　　　　 -Zero Accidents, Zero Defects, Zero Breakdowns
　　　　
2 Philosophy of Prevention
-Proactive vs. Reactive
3 Participation of all the associates
-Autonomous activities, Small Group activities
4 All management levels from senior
managers to operators
- Focused Improvement
5 Gemba Principle (Shop-Floor Oriented)
-Seeking “ideal” operation, Visual management
Seiichi NAKAJIMA
4
TPM Teamwork In Gemba

Sanitation Supv
2st Shift Oper
UC Supv.
QA. Mgr.
JMAC 1st Shift Supv

Main. Mgr. VP of Mftg.
TPM
Coordinator
2st Shift Oper
1st Shift Oper

Seattle Supv.
5
TPM Award & Its Levels

Each year, The TPM Awards Committee offers TPM Awards to
plants and individuals for exemplary TPM achievement.
Level 4: Award For World

Class Achievement 3 yrs
-Volvo, Sony
Level 3: Special Award

-Toyota 3 yrs
Level 2: TPM Consistent

Commitment Award 2 yrs
-Subaru Isuzu
Level 1: TPM Excellence
Award 3 yrs
-Phillips 66, Milliken,
Motorola, Unilever
6
TPM: Establishing a Corporate Culture

that will maximize production system effectiveness
Customer Satisfaction Over Global Competition
Quality
Productivity
Cost
CHANGING
Morale
CULTURE
Delivery
Safety

7
Establishes Efficient Production System TPM Kick Off– Overview TPM Fundamentals
The 8 Pillars of TPM

FOCUSED MEASUREMENT OF LOSSES, PROBLEM SOLVING,
PI RELIABILITY IMPROVEMENT, SMED.
IMPROVEMENT
AUTONOMOUS RESET BASE LEVEL, INSPECTION STANDARDS
PII
MAINTENANCE 5S, SETTING STANDARDS.
PLANNED DOWNTIME REDUCTION

PIII INITIALIZATION OF CONDITION BASED MAINTENANCE
MAINTENANCE
TRAINING AND TECHNICAL SKILLS REQUIREMENTS
PIV KNOW- HOW
SKILLS DEVELOPMENT
INITIAL PHASE CHECK OF SPECIFICATIONS
PV
MANAGEMENT TECHNICAL EVOLUTIONS
QUALITY REDUCTION OF DEFECTS

PVI QUALITY IMPROVEMENT
MAINTENANCE OPERATING STANDARDS
ADMINISTRATIVE WORK 5S IN OFFICES

PVII 5S IN WAREHOUSES
IMPROVEMENT IMPROVE EFFICIENCY OF ADMINISTRATIVE TASKS
SAFETY & MANAGEMENT FOR ZERO ACCIDENT

PVIII AND ZERO POLLUTION
ENVIRONMENT

8
TPM: “People Process”

 Creating A Learning Organization
 Organizations that can adapt to meet changes of environment
surrounding them.
• Kaizen(=Continuous Improvement)
• Healthy Paranoia (The HP Way)
 Maximizing Group Dynamics

 Sharing Core values and critical information
 Cross Functional interfaces
 Group Problem Solving
 Communication : Using Common Language to be on the

same page
 Utilization of data and metrics
 Production and Maintenance use the same language.

9
CSM Global Steering Committee (2/yr)

Chairman : Franz Olieman
Participants : All VP Manufacturing of CSM Corporate divisions
JMAC: Holvec & Asano
BSNA Steering Committee (2/yr)

Chairman : Leo Rappange
Participants : All the Presidents and VP Operations of TPM companies
JMAC: Asano & Masaaki
Company Steering Committee (Qrtly. / (Monthly))

Chairman : President of each company
Participants : VP Operations, CFO, Managers, Pillar Champions,
TPM Coordinator , Leo
JMAC: Asano & Masaaki
Satellite Plant Steering Committee IC Pillar Meeting

(Monthly) (Weekly)
Chairman : Regional Mgmt. or VP Chairman : Pillar Champion
Participants : Plant Mgmt., Pillar Champions, Participants : As needed &TPM Coordinator
TPM Coordinator JMAC: As needed
JMAC: As needed

10
TPM Steering Committee
 Roles of SC
 Guiding Force of Whole Program
 Removal of Barriers / Issues / Road Blocks
 Provide Leadership, Support, and Resources
 Accountable for Overall TPM Progress
 Membership and Frequency
 Monthly
 Core Members – CEO, CFO, VP of Ops, Pillar Champions, TPM
Coordinator, JMAC
 Pillar Presentation: Results, Plans, and Next Steps
 Quarterly
 BMW Management Team
 Leo, JMAC
 Next Steering Committee

11
Program Development Master Plan

(Example of The First 3 Years)
Preparation Implementation Expansion
6 Months 1 Year 6 Months 1 Year
Steps 1-7 Step 7 Steps 8-9 Steps 10-11

1. Top Management’s
declaration to
TPM Award
7-(3) Planned Maintenance
introduce TPM
7-(4) Training and Skills Development
2. Introduction Training
3. TPM Organization 8. (5) Initial Phase Management
9. (6)Quality Improvement
4. Target Setting
5. Master Plan 10. (7)Administrative Work
11.(8)Safety & Environment
6. TPM Kick Off
7-(1) OEE/Focused Improvement
7-(2) Autonomous Maintenance
12. Total application of TPM

12
Roles of Pillar Champion
 Roles
 To Lead and Facilitate the TPM Activities for their Pillar
 Accountable for Pillar results and progress
 Train and Schedule TPM Steps
 Form Pillar Committee
 Present progress to Steering Committee and to the BMW public
 Activity Board – using PDCA cycle
PDCA Cycle
 Membership and Frequency
 Weekly Analyze
Analyze
Current Check
 Core Members – Pillar Champions, Do
Do CurrentSituation
Situation Check
Committee members
 Review results Identify
Implementation Identify
 Plan Next Steps Implementation Problems
Problems
Plan Generate Action

Plan Generate Action
Countermeasures
Countermeasures

13
Involvement of Each Department By Pillar

　　
(Example)
Production Maintenance Quality Engineering Production Purchasing Sales Admin.
Control
1 OEE/Focused 　　　　　　　　
Improvement
2 Autonomous 　　　　　　　　
Maintenance
3 Planned 　　　　　　　　
Maintenance
4 Training & Skills 　　　　　　　　
5 Initial Phase 　　　　　　　　
Management
6 Quality 　　　　　　　　
Maintenance
7 Administrative 　　　　　　　　
Work
8 Safety & 　　　　　　　　
Environment

14
Activity Management : Example of Activity Board

The People TPM Progress Line-2
The team The Chart The Results
Objectives: 0
Breakdowns/month
The action plan Process failures/month

The Layout
The Schedule Methodology
The achievements
The Master Plan
OEE Casting
Involvement Competencies
F.A.
Updated on XX/XX by NB

15
Eight Pillars of TPM

16
TPM Kick Off– Overview Pillar I : OEE/Focused Improvement
Pillar I : OEE (Overall Equipment Efficiency)

Focused Improvement
Objectives
Objectives
Maximizingthe
Maximizing theperformance
performanceof
ofequipment
equipmentbybyminimizing
minimizinglosses
losses
ofequipment
of equipment ProblemSolving
Problem Solvingby
byGROUPS
GROUPS
Compare the ACTUAL operating time versus the OPTIMUM operating time
Highlight the causes of Productivity losses :
Availability, Performance and Quality losses
Improvement Steps
Define Quantify Analyze Generate

Losses Losses Counter- Implementation Follow up
Causes measures

17
Available Time = 100 % OEE

1. Equipment Stop Loss  Pallet
Jams, Silo stops, Slide Gate, etc
Downtime
Operating Time 2. Set up/Adjustment Loss  Sensor
Dirty / Off, Adjust Former height, etc
3. Parts Change Out  Leaky cylinder,

Change Over Loss, Wait System,
4. Start Up Loss  Change Overs,

Performance
Net Not ready at 4AM,12 Noon, 8PM

Operating
Time 5. Minor Stoppage Loss  Lack of ***
Dribbler adjustments, Bags jamming
6. Speed Loss  Run Rate, Machine

Speed – Conveyor Belts, Dribbler,etc
Valued
Wasted$$’s
Quality
Operating
Time = 7. Defect/Rework Loss  Bad formula,
25 % OEE Wrong ingredients, On hold, etc

18
Definition of OEE
OEE: Comparison between “actual output”

and “should-be output”.
Ex. Actual Output : 2,500 lb or units

Should-be Output : 5,000 lb or unit
OEE= 2,500 / 5,000
= 50%

19
OEE As Performance Evaluation
100 miles/hr X 10 hrs = 1,000 miles (Should-be Output)
0 mile 300 miles 1,000 miles
300 miles (Actual Output)

OEE = 300 / 1,000 = 30%
70 65 55
miles/hr miles/hr miles/hr
600 miles
70 miles/hr X 2 hrs = 140 miles

65 miles/hr X 2 hrs = 130 miles Total: 600 miles (Should-be Output)
55 miles/hr X 6 hrs = 330 miles
OEE = 300 / 600 = 50%

20
i ng
Pareto Analysis
us e
Ca ntim
20 % ow Period 6 Downtime Line 2
p D
To % of Total Minutes = 4945
80
1400 70
1200 60
1000 50
Time(min)
800 40
600 30
400 20
200 10
0 0
Waiting on Process X-Over Sewing Palletizer Break
System Machine
Categories

21
Follow Up Weekly  Measure Your Progress
W a it in g S y s t e mF rq u e n c y
1600 1446 100

1400 1271
1116 80
1200
1000 841 60
754 764 714
800 626
600 435 40
400 20
200
0 0
P 1 0 '0P3 1 1 '0P3 1 2 '0P3 0 1 '0P4 0 2 '0P4 0 3 '0p40 4 '0 P4 0 5 '0P4 0 6 '0 4
22
7/1/2004
Follow Up Weekly  Measure Your Success
6/24/2004
6/17/2004
6/10/2004
6/3/2004
5/27/2004
5/20/2004
Linear (OEE - Dry - Line 2)
5/13/2004
OEE - Dry - Line 2
5/6/2004
4/29/2004
Comments
4/22/2004
O EE - Dry Lin e #2
4/15/2004

4/8/2004
Date
4/1/2004
23
3/25/2004
3/18/2004
3/11/2004
3/4/2004
2/26/2004
2/19/2004
2/12/2004
2/5/2004
1/29/2004
1/22/2004
1/15/2004
1/8/2004
1/1/2004
40%
35%
30%
25%
20%
15%
10%
5%
0%
OEE %
TPM Kick Off– Overview Pillar II : Autonomous Maintenance
Autonomous Maintenance : Definition

SHARED RESPONSIBILITY OF MAINTAINING ”BASIC CONDITIONS” OF
EQUIPMENT BETWEEN PRODUCTION AND MAINTENANCE
 Daily/Time-Based Maintenance
– Cleaning
– Lubrication
– Tightening
 Daily inspection by using 5 SENSES
 Right operation, right adjustment, right setting
“I operate, You fix.” “We are AlI responsible for Our

equipment.”
“I operate, You “We are AlI responsible for

cleanliness of Our line.”
Clean.”
24
3 Key Tools for Autonomous Maintenance
KeyConcepts
Concepts
Key
33 Key
Key Tools
Tools
Shop
Shopfloor
floorbased
based
activities
activities
Operator
Operatorconducted
conducted  Activity
 Activity Board
Board
Operator
Operatorenhancing
enhancing
Team
Teamactivity
activity
Autonomous
Autonomous  Meetings
 Meetings
Management
Management
TPM
TPMFoundation
Foundation
Part
Partofofthe
thejob!
job!  One
 One Point
Point Lessons
Lessons

25
Example of A.M. Activity Board

Activity & Findings Treasures
People
Team Team Mission •Display actual
Step 1: Initial Cleaning findings from Initial
•Team •Mission Cleaning such as
Name •Objectiv Definition trash, unnecessary
•Member
es items, dust and
s
other
Step 2: Sources of Contamination
contamination.
Pictures Before After
Explain and show Focused

Line Improvement activities
for sources of contamination
Layout of Line &
Identified Important
Areas
Tag List Production Maintenance
Safety One-Point-Lessons
Hazard
Contamina Tag Movement

tion
Actual Tags
Hard-to-
reach
Main
Failure © JMA Consultants 2004
26
Autonomous Maintenance
Routine Cleaning, Inspection, & Lubrication Standard
Dept. / Line : Bldg Y Area : Bag Printer Mach. ID : Date: 4/28/2004 Tag # :
T Person
Freq
Diagram No. Item Criterion Method Tools (Min) Resp.
S D W M
Cleaning
1 Water trap Empty bowl Open valve Cloth 1 X Operator
Insert This is the maximum level for water in the bowl.
Open valve at bottom to release water, wipe up with clean cloth.
Picture
Here

27
One Point Lessons

TPM One-Point Lesson
OnePoint
One PointLesson
Lessonisisaatool
tool No. DL1034
Compressed Air Usage
Subject
withthe
with thefollowing
following For Line #1 & 2 Date of
Creation
November, 2003
characteristics;
characteristics;
Dept. Super- Team Created
Classification
Manager visor Leader by
John Jerry Paul Daniel

Basic Im provem ent Trouble
One
 Onesheet
sheet
Knowledge Example Cases
1.Compressed Air
to
 toshare
sharethe
theresults
results 1 may only be used on
the Dribbler Scale
ofautonomous
of autonomousstudy
study ONLY
for
 for5-10
5-10minutes
minutes 2.Scale Area is
currently Hard-To-
Reach and may
cause variable
2 weight if not
Contentscan
Contents canbe beknowledge
knowledge Don’t Make A Bigger Mess !!!
cleaned
andskills
and skillsof;
of; Date
Equipment
Equipment Action History
Executed
Instructor
Safety
Safety Trainee
Operation
OperationProcess
Process
Task
Task

28
The Five S
The Five Steps of Housekeeping
1. Sort: Separate out all that is unnecessary and eliminate it.
2. Store: Put essential things in order so they can be easily accessed.

Everything has a place… and is in its place. And visual management.
3. Shine: Clean everything – tools and workplaces – removing stains,

spots, debris and eradicating sources of dirt. Bring everything to
“NEW” and better than new.
4. Standardize: Standardize the previous three steps to make the

process one that never ends and can be improved upon.
5. Sustain: Make cleaning and checking routine.

29
The 7 steps of Autonomous Maintenance

1. Initial Cleaning -Detect problems of lines and restore its original state.
(Initial Inspection & -Start managing the line autonomously.
“Restoration”) ( 5S, Minor Stops, Quality )
-Create & perform temporary
“Cleaning/Lubrication procedures.”
3 Years
2. Source of Contamination -Solve “Sources of Contamination” and

& Hard-to-Reach areas “Hard to Reach” areas. (Cleaning, Inspection, Lubrication)
3. Standards of Cleaning -Develop tentative standards for cleaning, lubrication and

& Lubrication inspection.
-Provide training on their equipments, products and

4. General Inspection materials, inspection skills and other AM skills.
5. Autonomous Inspection Develop a routine maintenance standard by operators
6. Standardize Autonomous Standardize routine operations related to workplace

Maintenance operations management such as quality inspection of products,
life cycle of jigs, tools, set up operation and safety.
7. Autonomous Autonomous team working

Management

30
What to detect during Initial Cleaning?

“Categories of Abnormality”
S: Safety Items : safety area, spot, work environment
1: 5 S Related Items:
 Sort: Unnecessary items
 Store: Disorganized storage, Lack of Visual Indications
 Shine: Cleanliness/Preserve
2: Sources of Contamination:
 Leaks, Spills
3: Hard-to-Reach area
4: Broken/Missing Parts
5: “Basic Conditions”:
 Lubrication
 Tightening
 Cleaning & Inspection
6: Quality Related: Causes of defect

31
Before After

32
Pillar II : F-Tagging
During Afterwards –
Initial Cleaning Every Day Process

33
Monitoring Tags
 Initial Cleaning is not an one time event. It should be repeated monthly.
 The
250
more restoration you continue, the less Initial Cleaning time you will need.
Tag
200
Issued
150
Number of Tags
Tag
100 Restored
50
0
y
er
t
r
e)
r
r
l
us
be
be
be
Ju
ob
un
ug
om
em
em
ct
(J
ov
ec
pt
g
in
Se
D
an
le
lC
i tia
In

34
Major Impact from Initial Cleaning Activity

 10 % increase in Machine Time by cleaning and
adjustment of cylinders and air tubes of Bag Former
(13 cycle/min to 15 cycle/min)

35
TPM Kick Off– Overview Pillar III : Planned Maintenance
Pillar III : Planned Maintenance
Objectives::
Objectives
IncreaseEquipment
Increase EquipmentReliability
Reliabilityand
andProduction
ProductionUp-Time
Up-Time
Minimizethe
Minimize themaintenance
maintenancecostcostby
by
1)reducing
1) reducingbreakdowns
breakdowns
2)development
2) developmentofofefficient
efficientmaintenance
maintenancemethods
methods
To clarify which parts and locations of which

equipment should receive what type of
maintenance and to implement it in a planned
manner

36
WHO DOES WHAT ?

SERVICING
Mfg Maint
ACTIVITIES
ROBUSTNESS IMPROVEMENT X
REPAIR
MAINTENANCE
EFFECTIVE AND APPROPRIATE REPAIRS X
TRENDS MEASURE AND CONTROL X

PREDICTIVE
MAINTENANCE
NOT TIME BASED SERVICING X
BUILDING OF PROGRAMS X
PREVENTIVE
MAINTENANCE
TIME BASED APPLICATIONS X X
CLEANING- REFURBISHING X
GREASING-SCREWING X
ROUTINE
MAINTENANCE DAILY INSPECTION X
DAILY EQUIPMENT CARE X

37
Planned Maintenance – 6 Steps
Step 1: Evaluate Equipment and Understand Current

Conditions
Step 2: Restore Deterioration and Correct Weaknesses
Step 3: Build an Information Management System
Step 4: Build a Periodic Maintenance System
Step 5: Build a Predictive Maintenance System
Step 6: Evaluate the Planned Maintenance System

38
Implementing Planned Maintenance
6 -Evaluate & Establish PLANNED MAINTENANCE SYSTEM

PHASE 1 PHASE 2 PHASE 3 PHASE 4
Improve MTBF INCREASE TIMELIFE SYSTEMATIC REPAIR FAILURE PREDICTION
1 – Initial Cleaning 4 –Inspection system 5 – Entire process 6 – A.M. System

2 – Sources of inspection
contamination, 7 – A.M. Management
Hard-to-reach area
3 – Standardize
E CNANET NI A M
S U O MON OT UA
1 –Equipement
Audit (Current)
2 –Repair degradations
and improve weakness
3 – Information
system
(Database)
4 – Preventive
E CNANET NI A M
Maintenance
System
5 -Predictive
Maintenance
System
39
PM - Main Activities
Improvement Improvement of
of Equipment Maintenance Skills
 MTBF  MTTR
Preventive Maintenance Specialized maintenance skills
Corrective Maintenance Equipment repair skills
Maintenance Prevention Inspection and measurement
Breakdown Maintenance skills
Support for Autonomous Equipment diagnostic skills

Maintenance
Develop new maintenance
technologies

40
M. T. T. R & M.T.B.F – CALCULATION MODE
MEAN TIME BETWEEN FAILURE
( OPENING TIME — STOPS TIME)

MTBF=
STOPS NUMBER FOR FAILURE
MEAN TIME TO REPAIR
SUM OF TIME STOPS FOR FAILURE

MTTR=
STOPS NUMBER FOR FAILURE
* LAST GOOD PART/FIRST GOOD PART
41
TPM Kick Off– Overview Pillar IV : Training & Skills
Pillar IV : Training and Skills Development
Objectives
Objectives
1)Enhance
1) Enhanceemployees’
employees’ability
abilityand
andskill
skillin
inTPM
TPMmethods
methods
2)Provide
2) Providenecessary
necessaryTPM
TPMmethodology
methodologyat atthe
theright
righttime
time
TPM
ADMINISTRTIVE WORK IMPROVEMENT

TRAINING AND SKILLS DEVELOPMENT
PREVENTION OF MAINTENANCE
SAFETY AND ENVIRONNEMENT

AUTONOMOUS MAINTENANCE
Consolidation FOCUSED IMPROVEMENT
PLANNED MAINTENANCE
QUALITY IMPROVEMENT
(Initial Phase Control)
OEE INCREASE/
Expansion
Implementation
Introduction
POLICIES, OBJECTIVES, PERFORMANCE INDICATORS
3)Provide
3) Providechallenge
challengetargets
targetsfor
forindividuals
individualsby
byclarifying
clarifying
thehierarchy
the hierarchyofofskills
skills

42
Steps for Pillar 4 “Training”

 Step 1: Skills/Techniques Inventory and
Hierarchy
 Create a list of Operational and Maintenance Skills
and Techniques
 Step 2: Design Training System
 Including follow-up system such as OJT (=on the job
training)
 Documentation of Individual Skill Levels
 Step 3: Set Individual Skill Challenge Target
 Step 4: Training and Evaluation

43
Training and Skills Development:

Program and Matrix
Dry Manufacturing
BOBADILLA, Andres
CAMPOS, Jose V.
ARAGON, Donald
BARRIOS, Daniel
2nd Shift
1st Shift
ALFARO, Paulo
COBIAN, Marco
BARKER, Brett
Training Matrix T rainin g S ch ed u le b y P rod u ctio n L in e
ARMAS, Juan
for Manufacturing
and Distribution Staff
Line #1
Training
W eek Subjec ts (L2 refres her)
Hours
x Bidding For / Current Station
I In Training
Plan Ac tual
Q Trained / Qualified TP M Bas ics / C onc epts
C Ceritifed / Performance Std. Met
5 S's
Dry Manufacturing Unders tanding O E E - Identifying Loss es
1 Helper/Packer Relief
Bag Printer P illar 2: Autonom ous Maintenance
Glue Machine
Labeler
- O verview of 7 S teps
Forklift AM S tep 1 - Initial C leaning Gantt
2 Packer 1 & 2 Initial Ins pec tion / Initial C lean / F-Tagging
Packer/Dribbler
Bag Former
Ac tual Initial C leaning D ay
Sewing Machine Top Managem ent Audit-1
Coder
Bottom Conveyor Belt AM S tep 2 - S ource of C ontam ination
Stitcher / Sewing Machine
Incline Belt
F-Tag Analys is
Cover Pan P rioritiz e them
Metal Detector
Palletizer
Generate C ounterm eas ures-1
P rioritiz e C leaning Area
3 Packer 3 & 4
Packer Generate C ounterm eas ures-2
Metal Detector
Coding
Ac tion P lanning
Bulk Bag Filler AM S tep 3 - D oc um ent / C reate S tandards
Rovema
Scale O ne P oint Les s ons = C reate / D oc um ent
Metal Detector
Vis ual C ontrols = C reate / D ocum ent
Coding
D efine C leaning Methods = AM C reate / D oc um ent
Top Managem ent Audit-2

44
Training and Skills Development:

Program and Matrix
Pillar 2 - AutonomousMaintenance
1 = Lecture 1 = Exposure
2 = Knowledge 1 2 2 = Can Explain
3 = Application 4 3 3 = Can Do / Hasdone
4 = Pass on Knowledge 4 = Can Teach _Has taught - as evidenced by green in direct reprots
OverviewAM AM-Step 1 AM-Step 2 . . . . Step 2 AM-Step 3
Steps 1-7 Clean to Inspect Sources Contamination Simplification Work Standards / AMs
Inspect to Detect Lubrication Detect to Correct
1 2 1 2 1 2 1 2 1 2
4 3 4 3 4 3 4 3 4 3
1 2 1 2 1 2 1 2 1 2
4 3 4 3 4 3 4 3 4 3
1 2 1 2 1 2 1 2 1 2
4 3 4 3 4 3 4 3 4 3
1 2 1 2 1 2 1 2 1 2
4 3 4 3 4 3 4 3 4 3

45
TPM Kick Off– Overview Pillar V : Initial Product & Equipment
Pillar V : Initial Phase Management

(Prevention of Maintenance)
Objective
Objective
MinimizeLCC
Minimize LCC(=Life
(=LifeCycle
CycleCost)
Cost)of
of equipment
equipmentby
bythe
the
feedbackof
feedback ofexperience
experiencefrom
fromthe
thedevelopment
developmentstage
stageofof
equipmentand
equipment andproduct
product
View Points
Product Development Equipment Development/Investment
Easy-to-manufacture Free from major losses

Defect-free Easy to use
Competitive Easy to maintain
Clarify 4M conditions Does not manufacture defective
-Material -Machinery products
-Method -Manpower

46
TPM Kick Off– Overview Pillar VI : Quality
Pillar VI : Quality Maintenance

Aim
Aim
Toensure
To ensurethat
thataaplant
plantisisin
inaaperfect
perfectcondition
condition––where
where100
100
%quality
% qualitygoods
goodsare
areproduced,
produced,zerozerodefects
defects
Ensuring high quality through equipment arrangements

at each process
Steps
Result Oriented Approach
Establish conditions for “zero defects” “after it has happened”
Prevent the occurrence of quality defects
by maintaining the conditions within
certain standards
Inspect and monitor such conditions in
time series Cause Oriented Approach
Predicting the possibility of quality defect “before it happens”
occurrence by reviewing changes in
measured values
Take countermeasures in advance
47
TPM Kick Off– Overview Pillar VI : Quality
Quality approach
QUALITY
QUALITYDEFECT
DEFECT
Causes
Causesby:
by:
Equipment not capable Improper Process Conditions Human Error
Build equipments which do not Educate operators

create defects
Crisis
Quality Assurance
Results Activities of
Control Equipment Monitoring Auto -Maintenance
Correspondence between Quality Field Training

features and Process conditions or
Equipment Capability
Control
Train operators to detect
of
and correct anomalies
Causes
MANAGE
MANAGECONDITIONS
CONDITIONS
OF
OF ZERODEFECT
ZERO DEFECT
Preventive

48
Raw Material – Defect Mode Matrix

Appearance Color Example
Test Slick Test Visual Defects
Visual
Frequency 1/Load Frequency 1/Load

Responsible Quality Dept Responsible Quality Dept Specks
Equipment Slick Equipment Visual Off-color
Document Q 610 Form Document Q 610 Form
Color Rheology Protein Moisture Ash
Physical
Test Colormetry Test Farino Test Protein Test Moisture Test Ash Content Low Moisture %
Frequency 1/Load Frequency 1/Load Frequency 1/Load Frequency 1/Load Frequency 1/Load High Ash%
Responsible Quality Dept Responsible Quality Dept Responsible Quality Dept Responsible Quality Dept Responsible Quality Dept High Salt %
Equipment Minolta Equipment Farinograph Equipment NIR Equipment NIR Equipment NIR Low Protein %
Document Q 610 Form Document Farino Book Document Q 710 Form Document Q 710 Form Document Q 710 Form Off Color
Taste/Odor/Flavor
Organoleptic
Test Visual Off Taste

Frequency 1/Load Off Odor
Responsible Quality Dept
Equipment Visual
Document Q 610 Form
Wholesome-ness
Infestation Foreign Matter Freshness

Test Visual Test Visual Test Sell by Date Infestation
Frequency 1/Load Frequency 1/Load Frequency 1/Load Piece of Plastic
Responsible Quality Dept Responsible Quality Dept Responsible Quality Dept Expired
Equipment Visual Equipment Visual Equipment Visual
Document Q 610 Form Document Q 610 Form Document Q 610 Form
Micro Activity Temperature Traceability COA
HACCP
Test Acidity Test Temperature Test Lot # Record Test All Records High pH
Frequency 1/Load Frequency 1/Load Frequency 1/Load Frequency 1/Load No Lot #
Responsible Quality Dept Responsible Quality Dept Responsible Quality Dept Responsible Quality Dept No COA
Equipment pH Meter Equipment Thermometer Equipment Visual Equipment Visual
Document Q 610 Form Document Q 610 Form Document Q 610 Form Document COA File
Appearance Integrity Lot Code
Packaging
Test Visual Test Visual Test Visual Torn Package

Frequency 1/Load Frequency 1/Load Frequency 1/Load Illegible Code
Responsible Quality Dept Responsible Quality Dept Responsible Quality Dept
Equipment Visual Equipment Visual Equipment Visual
Document Q 610 Form Document Q 610 Form Document Q 610 Form

49
TPM Kick Off– Overview Pillar VII : Administative
Pillar VII : Administrative Work Improvement

Objectives
Objectives
1) Minimize
1) Minimizelosses
losses
2) Improve
2) Improvequality
qualityof
ofwork
work
3) Clear
3) Clearwork
workallocation
allocation
Design Engineering
Approach Approach
Steps
Customer
Customer
Step 1
Step 1
Work Inventory
Work Inventory Make a List of all the work in the office
Expectations
Expectations Step 2 Priority Analysis Clarify priorities of all the work in the office
Step 2 Priority Analysis
Organizational
Organizational Step 3
Work Allocation
Clarify work allocation of all the work
Work Allocation
Analysis
Mission
Mission
Step 3
Analysis
Capture the trend and benchmark of

Step 4 Activity Analysis Office work utilization
Step 4 Activity Analysis
Departmental
Departmental
Mission
Mission Step 5
Information Flow
Information Flow Clarify detailed process flow of information
Step 5 Analysis
Analysis
Individual Step 6 Document Analysis Clarify objectives and design of documents

Individual Step 6 Document Analysis
Roles
Roles&&
Responsibilities
Responsibilities Step 7
Step 7
Meeting Analysis
Meeting Analysis
Clarify objectives and design of meetings

50
Example of Administrative Work Analysis “Work

Inventory”
Work Inventory
Work A
Category
No © JMA Consultants 2004

51 No
TPM Kick Off– Overview Pillar VIII : Safety & Morale
Pillar VIII : Safety and Environment

Target==“Maintenance
Target “Maintenanceof
ofpeace
peaceof
ofmind
mind““
Safety Environment
Management Management
Zero Accident
Zero Injury Zero Pollution
Zero Waste

52
Steps for Pillar 8 “Safety and Environment”
 Step 1: Collaboration with Other Pillars

 Pillar 1 “Focused Improvement” :
• Identify and solve any ergonomic problems to the operators
• Supporting HACCP by providing sanitary work environment
 Pillar 2 “Autonomous Maintenance”: Zero dangerous objects and
Clean work place
 Step 2: Accident/Danger Zone Map

 Identify and visualize dangerous area and generate
countermeasures
 Step 3: Routine Safety Patrol by Plant Manager

53
Problem Solving
Workshop

54
TPM Kick Off– Overview Problem Solving Process
Steps of Problem Solving

I. Problem Identification
-1 Problem Statement (5W1H)
-2 Categorize Problems (Grouping)
II. Problem Investigation
-3 Relationship Analysis
-4 Quantify Problems (7 Tools of QC)
-5 Priority Analysis (Priority Quadrant)
III. Root Cause Analysis
-6 Why-Why Analysis (5 Whys)
IV. Generate Countermeasures
-7 Idea Bit / Brainstorming
V. Action Planning
-8 Create Steps to Implement Countermeasures
- 9 Create Schedule
VI. Implementation
55
Step I – Identification – What is a problem?

A problem is a gap between the current situation (what
it is), and the ideal situation (what it ought to be).
>Goal/Plan
Ideal >Standard
Situation i.e. - Manual
- Job Description
GAP = PROBLEM
Current
Situation
56
-1. Problem Statement
RULES
RULES FOR
FOR IDENTIFYING
IDENTIFYING PROBLEMS
PROBLEMS
1. Write problems as concretely as possible.
-Express problems using the 5Ws and 1H.
Who
What
When
Where
Why/Which
How
2. Keep it simple and clear
3. Use proper expressions to state problems

57
-2. Categorize Problems

Just simply group labels by similarity.
- Never try to consolidate them.
- The more groups, the better
Be careful with convenient key words. Be specific.
- communication, training, discipline, management,
time, resource, etc.
- Keep asking “what kind of / what do you mean by --?”
Identification
Problem
Problems t nu o C
58
Steps II: Problem Investigation

-3. Relationship Analysis
COMPANY THEME
Relationship
Relationship can
canbe;
be; Group, Member Names, Date
Large Labels
Medium Labels
••Flow
Flow or
or Sequence
Sequence
••Cause
Causeand
andEffect
Effect
••Larger
Larger scale
scaleto
to
Smaller
Smaller scale
scale Small Labels
••Horizontal/Vertical
Horizontal/Vertical

59
-5. Priority
-5. Priority Analysis
Analysis
High
High
t ca p m
I
Low
Low High
High
Feasibility
60
Steps III: Root Cause Analysis

-6. 5 Why Analysis
Problems Root Cause Analysis Root Cause Statement
Cross-
departmental
Issues
Keep asking Whys

Departmental
Issues

61
Step IV: Countermeasures

-7. Brainstorming
To generate countermeasures Brainstorming
Brainstorming
44Rules
Rulesof
of Brainstorming
Brainstorming
1. The more, the better

2. Time Consciousness
3. No Criticism
4. Develop ideas from other people

62
Step V: Action Planning

>Create
>Createsteps
steps(story)
(story)of
ofimprovement
improvement
>Estimate
>Estimatenecessary
necessarytime
timefor
foreach
eachstep
step
>Clarify
>Clarifyresponsible
responsibleperson
personfor
foreach
eachstep
step
>Manage
>Manageprogress
progress((Plan
Planvs
vsActual
Actual))
Schedule ( Plan vs Actual )
October November
Person 23 24 25 26 27 28 29 30 31 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19
Project Step/Content in Charge M T W Th F Sa Su M T W Th F Sa Su M T W Th F Sa Su M T W Th F Sa Su

1 Event 1 Project Meeting Jose
2 Training (Project Member) Javier
2 2nd Phase 1 Prepare for Implementation Maria
Machine #4-5 2 Trial
Steps
Maria
3 Actual Implementation Maria
4 Follow Up Maria
3 4th Phase 1 Create Proposal Angelica
Finish Lines 2 Detailed Design Angelica
#1-3 3 Prepare for Implementation Angelica
4 Trial Angelica
5 Actual Implementation Angelica
4 5th Phase 1 Time Study Isabel
Machine #8-9 2 Brainstorming/Discussion All Member
3 Basic Design of New Operation Isabel
4 Create Proposal Isabel
5 Detailed Design/Preparation Isabel

63
TPM – A Continuous Improvement Approach

,‘KAIZEN’, to eliminate losses
ACT
ACT PLAN
PLAN
•ANALYZE THE ROOT CAUSE
•GENERATE COUNTERMEASURES STUDY
PREPARE
5 WHY ANALYSIS PLAN OBJECTIVES
Fishbone Chart
BRAINSTORMING Group Problem Solving
ONE POINT LESSON
CHEC
CHEC DO
DO
KK
•MONITOR THE PROGRESS
•IDENTIFY BOTTLENECKS
Implementation
Small Group Activity

DATA GATHERING Focused Improvement Team
Detecting Problems
5W 1H DEMING ’s ‘PDCA’ Wheel
64
Evolution of Impact
Improve Your Company
Improve Your Performance
Improve Your People
Improve Your Equipment

65
WHAT IS YOUR CORPORATE CULTURE?

HIGH
EXCELLENT
IMPULSIVE / EMOTIONAL -PROBLEMS ARE CLEARLY DEFINED AND
COUNTERMEASURES ARE IMPLEMENTED
AS SCHEDULED.
-ATTACH HIGH PRIORITY TO SOLVING OF
TODAY’S PROBLEM. -PROFITABLE AND SUFFICIENT GROWTH.
LEVEL OF PROMOTING
-COUNTERMEASURES ARE NOT FOLLOWED -HUMAN RESOURCES ARE SMOOTHLY

COUNTERMEASURES
THROUGH TO COMPLETION. DEVELOPED YEAR BY YEAR.
-ACTIONS BASED ON IMPULSE. -COMPANY POLICIES ARE SPREAD THROUGHOUT

THE ENTIRE COMPANY. FROM TOP LEVELS TO
THE FIRST LINE.
VAGUE / IN THE DARK TALK BUT NO ACTION

-PROBLEMS ARE CLEAR BUT REMAIN
-DOES NOT UNDERSTAND WHAT THE PROBLEM UNRESOLVED.
IS.
-PROBLEMS ARE CLEAR,BUT CONCRETE
-CAN NOT DISTINGUISH PROBLEMS FROM COUNTERMEASURES ARE NOT MADE.
COMPLAINTS.
-COUNTERMEASURES ARE MADE BUT ARE NOT
-ONLY THINKS OF TODAY’S MATTERS. IMPLEMENTED.
-EVADES IN-DEPTH DISCUSSION WITH -COUNTERMEASURES ARE TOO CONSERVATIVE

EXECUTIVES. AND NOT INNOVATIVE.
LOW LEVEL OF PROBLEM CONSCIOUSNESS HIGH
JMA Consultants America, Inc.

66
5 S Video

67
What are the next steps?
 Step 1: Pillar Champions “Volunteers”

 Understand Pillar Steps
 Create Pillar Plan
 Activity Board Training
 Step 2: BMW 2005 TPM Plan

 Create TPM Site Plan
 Create TPM Master Plan
 Allocate Resources
 Step 3: Do It
 Implement Pillar Plan
 Act on Results

68

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Management Team Training

© JMA Consultants 2004

TPM – Operating Philosophy

TPM Teamwork In Gemba

JMAC 1st Shift Supv

2st Shift Oper

1st Shift Oper

TPM Award & Its Levels

Level 4: Award For World

Level 3: Special Award

Level 2: TPM Consistent

TPM: Establishing a Corporate Culture

Customer Satisfaction Over Global Competition

© JMA Consultants 2004

The 8 Pillars of TPM

PLANNED DOWNTIME REDUCTION

QUALITY REDUCTION OF DEFECTS

ADMINISTRATIVE WORK 5S IN OFFICES

SAFETY & MANAGEMENT FOR ZERO ACCIDENT

© JMA Consultants 2004

TPM: “People Process”

 Maximizing Group Dynamics

 Communication : Using Common Language to be on the

© JMA Consultants 2004

CSM Global Steering Committee (2/yr)

BSNA Steering Committee (2/yr)

Company Steering Committee (Qrtly. / (Monthly))

Satellite Plant Steering Committee IC Pillar Meeting

© JMA Consultants 2004

TPM Steering Committee

 Next Steering Committee

© JMA Consultants 2004

Program Development Master Plan

Steps 1-7 Step 7 Steps 8-9 Steps 10-11

12. Total application of TPM

© JMA Consultants 2004

Roles of Pillar Champion

Plan Generate Action

© JMA Consultants 2004

Involvement of Each Department By Pillar

© JMA Consultants 2004

Activity Management : Example of Activity Board

The action plan Process failures/month

© JMA Consultants 2004

Eight Pillars of TPM

© JMA Consultants 2004

Pillar I : OEE (Overall Equipment Efficiency)

Define Quantify Analyze Generate

© JMA Consultants 2004

Available Time = 100 % OEE

3. Parts Change Out  Leaky cylinder,

4. Start Up Loss  Change Overs,

Net Not ready at 4AM,12 Noon, 8PM

6. Speed Loss  Run Rate, Machine

© JMA Consultants 2004

OEE: Comparison between “actual output”

Ex. Actual Output : 2,500 lb or units

© JMA Consultants 2004

OEE As Performance Evaluation

100 miles/hr X 10 hrs = 1,000 miles (Should-be Output)

0 mile 300 miles 1,000 miles