Basic TPM Workshop (Rev1)

8/10/2019 Basic TPM Workshop (Rev1)

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Basic TPM Workshop

Conducted by OMB

TPM Secretariat & Training CenterEstablished July 2003

(2nd Edition - 11/12/03)

(3rdEdition22/12/05)


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1. Need for Improvement Activities

1. Need for Improvement Activities

2. Aspect of Loss

3. Concept of Chronic Loss

Contents


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1.1 Need for Improvement Activities

1. From Growth to Reduction,

F rom Selectivi ty to Co-prosper i ty2. From Local to Global

3. L iving I n a Survival Age

4. Why I s Economy Slump Occur ri ng?

5. Production

Having Structur al Defects

6. Manufactur ing Strategy

7. Without Improvement Ski ll ,

You Can Do Nothing

8. Three Factors for Strategy Deploy

Contents

9. Achievement of Global-Q

10. Achievement of Global-C11. Achievement of Global-D

12. Achievement of Global-QCD

and Three Factors


and Innovative Activiti es

14. El iminating Equipment Troubles

15. Concept of TPM

16. Aims of Each Step

17. Hin ts on TPM


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1. From Growth to Reduction, From Selectivi ty to Co-prosperity

Survival keyword

GlobalQCD and Global-Thinking

2. From Local to Global

3. L iving In a Survival Age

In the 1970s

High growth era

In the 1980s

Growingcompanies

In the 1990s

Structural recession Selectivity

Now we are living in a survival age.

Without do anything, anyone or any companies wil l be lef t behind.

To survive in this competi tive world,

effective strategies and hard-working efforts are essential.

Survival and co-prosperity

In the 2000s

Competitive QCD Standard way of thinking


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Debt overhang

4. Why is Economy Slump Occur r ing ?

High

-growthera

Continuously increasing orders

Low-gr

owthera

Declining orders

Theres nothing we can doabout it.Its just because economy is bad.

Wait until business recovers..

Equipment expansion Mass hiring

Recent Recession

Excessive equipment

Over-employment

Current, recession is not

temporary but structural.Excessive equipment,manpower,and

companies will be naturally selected.

Nothing is expected to be back

as it was

Companies whose business are

good may soon or later submit

to the same business tide.


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5. Production Having Structural Defects

Continuously increasing orders

Increasing more and moreEquipment and manpower

Without taking any measures,

equipment and manpower will be wasted

Equipment: Mechanical failure, time-consuming set-upminor stoppages, faulty production

Manpower : Workability, defective work, loafing

Faulty equipment Neglect of duty

Piles of defectivesAccumulation of waste

Waste

in production

1. Low quality production (Q-DOWN)

2. High cost production ( C-UP )

3. Delayed production ( D-DELAY)

High-growth era


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Theme 1 : Buildup of improvement skill

1-1 Response to the needs and size

1-2 High labor cost

Theme 2 : Buildup of engineering skill

2-1 Manufacturing at optimal cost

2-2 Maximum equipment operation

Introduction of

exclusive equipment

Full automatization

Designing Skill

Manufacturing Skill

Theme 3 : Buildup of Management skill

3-1 Offers products whose quality satisfies customer demands.

3-2 Deliver products within the time customer requested.

3-3 Maximize overall profits

Qualitymanagement

Productionmanagement

Profits

Businessmanagement


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87. Without Improvement Ski l l , You Can Do Nothing

Mechanical

failure

Minor

stoppages

Low

performance

MM

balance

Changeover

and/or setup

Overstocking

Shortens operating

time

Required operators

constant attention.

Wastes materials

and man-hours

Loafing

Leaves equipment

un operated

Wastes materials

Poor

workability

Shortens operating

time

1.Targeted production volume cannot be met.

Delivery delay

2. More equipment investments are required.

Increase of depreciation expenses

3. Defective work cost (wastes) is high

Increase of materials costs

4. More workers are needed.

Increase of labor costs

Equipment

loss

MMloss

Manpower

loss

Material

loss

Loss chronically occurs

No improvement

skillNo engineering

skill

No management

skill

Delivery schedulewill be delayed

The requiredcost cannotbe realized

The requiredquality standards

cannot be met


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8. Three Factors for Strategy Deploy

Control

Skill

Profits secured

Management skill

Engineering skill

Profits increased

Profits recovered

Improvement skill

Survive forever

Survive in

future

Survive at

present

Executives

Administrators

Designing and

Engineering

Divisions

Manufacturing,

QA, Operations

Divisions

To realize Global-QCD, improvement skill, engineering skill, and management skill are essential.

These three factors will work in order of improvement, engineering, and management..

A company that has no improvement

skill has no engineering skill.A company that has no engineeringskill has no management skill

A company thathas none of these

three skillscannot achieve

Global-QCD


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9. Achievement of Global Q

Achieving Global-Q

yields reliability as well

as customer satisfaction

CS age

6sage

QA age

Outside material

manufacturers

No defective materials

are stocked

No defective products arebrought to the market

Careless mistakes are

avoided

No equipment

troubles occur

No defective products

are manufactured

Customers


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1110. Achievement of GlobalC

In panicGlobal-C

(Costreq

uestedbycustomers)

Global-C

(Costrequ

estedbycustomers)

Man

ufacturing

cost

Equipmentcost

Materialcost

Share forequipment

operation

Breakdown

equipment

Excessperson

Laborcost

Equipmentcost

Materialcost

Laborcos

t

Newmanufacturingcost

Amount ofReduced

waste

Amount ofeliminated

excess labor

Scrapwasted

material

Equipment ability and

utilization aremaximized

No defective productsare manufactured

Efficient work

operation is

implemented

Deficit

Profit

Cost-wasting company Elimination of loss Lean manufacturingcompany

Achieving Global-C yield profits as well as customer satisfaction

Creation of customer

satisfaction and profit

Temporary storage site for defectives

11 A hi f Gl b l D


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1211. Achievement of Global D

Achieving Global-D

yields business opportunities

as well as customer satisfaction.

Outside materialmanufacturers

Prompt response to abnormality

Final product are

delivered on time

No equipment

troubles occurWork operation conforming

to the standards.


are manufactured

Materials arrive on timeReasonable

production plan

Customers


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1312. Achievement of Global-QCD and Three Factors

GlobalQCD

Achieving Global-QCD yields reliability, profits,And business opportunities as well as customer satisfaction.

On-time deliveryof final product

Prompt responseto abnormality

Reasonable production plan


manufactured

Work operationconforming tothe standards

Equipment abilityand utilization

maximized

On-time deliveryof materials

Efficient workoperation

Careless mistakesavoided

No equipmenttroubles occurring

No defectivematerials in stock


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1514. El iminating Equipment Troubles

Mechanical

failure

Minor

stoppages

Time-consuming

setup

Approach to prevent mechanical failure

and minor stoppages

Approach to improve time-consuming setups

Approach to eliminate faulty production

Faulty

production

Elimination

ofe

quipmenttroubles

Fourequipmenttroubles

GlobalQCD is realized by

eliminating equipment troubles.

Q : No complaints

C : Reasonable profits

D : No delivery delay

Q : Receiving complaints

C : Making no profits

D : Causing delivery delay

Production delay Need more people Defective results

In panic

Oh My God !!!

1615 C t f TPM


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Train people to be a person who has a detailed

knowledge of equipment and improvement skill

1. Be able to implement TPM steps. 4. Increasing improvement and solution skill

2. Positive attitude and leadership 5. Others

3. Developing presentation and

training skills

15. Concept of TPM

Training

Action

&

Practice

Fully

automatedpro

duction

0ST Ensuring safety

1ST Overhauling,

cleaning,re-assembly

2ST Improvement of

equipment

3ST Lubrication standards

Acquire all necessary knowledge.

# Specific skills, technical skills,

general knowledge

1.Reducing minor

downtimes

2. Reducing equipment

trouble

3. Reducing rework

and scrap

4. Enhancing efficiency

of overall equipment

TPM Learning

Takinga temporary measure

As a result

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Aim: Learning the Cleaning is inspection idea through overhauling

Cleaning is the way to find minor defects in the equipment, question, and potential sources

(foreign materials and displaced components).

Clarify the 2 GENs (fundamental function and fundamental condition) of each part and re-assemble it as it was

Contents : 1. Identifying and repairing deterioration and defects 8. Making a list of inspection points of minor stoppage

Creation of checklist 9. Completing the Event Observation Sheet and

2. Raising and clear-up of the questions, creation of checklist the Production Process Master Sheet

3. Identifying and removing unnecessary items

4. Identifying the potential sources

5. Identifying the parts that are difficult to clean or adjust

Creation of checklist

6. Establishment of the adjustment and cleaning procedures

7. Creation of cleaning time chart

Aim: Ensuring safety and securing activity space

Safety of equipment : Equipment is able to be completely shut down. Equipment is installed as it will never cause injuries.

Safety of personnel : Cultivate the sense to predict danger and the ability to keep away from danger .

Contents : 1. Establishment and execution of the startup and shutdown procedures.

2. Checking the locations and operation of the safety system and restoring the system

3. Identification and remedies of the safety problems; creation of a checklist and a map

4. Implementation of KYT ( Hazards Prediction Training)stouch-and-call training and creation of check sheets

5. Creation of a safety map

6. Elimination of unnecessary items and the preventive measures

7. Quantitative ascertainment of four major losses ( minor stoppages,

mechanical failure, time-consuming setup, and faulty production )8. Securing the space for TPM activities (Perfect cleaning and organizing)

What is Step 0 ?

What is Step 1 ?

16. Aims of Each Step

To achieve the objectivestudy the equipmentstructure and unit

functions.

Preparations Determine the group concept. Create a 3-dimensional illustration.* Create OPLs of all steps

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Aim: Improvement of equipment

Pursuing the equipment structure which has caused the problem according to 3 GENs ( job site, actual thing and

phenomenon) and 2 GENs ( fundamental function and fundamental condition )

Clarifying the mechanism of the root cause and taking the fundamental measure against the problem

Contents :

1. Clarifying specification conditions and use conditions of the equipment according

to the principle, and adjusting the equipment to an ideal condition.

2. Studying constituent technologies.

3. Preventive measure against the potential sources; anti-scattering measures;

improvement of the cleaning procedure; improvement of the equipment

4. Taking measures for the parts that are difficult to cleanCreation of the cleaning standards.

What is Step 2 ?

Aim: Maintenance

Maintaining the improved conditions.

Contents :1. Studying the principle, necessity, and method of lubrication

2. Investigation of sliding parts; creation of checklist and map

3. Identifying the parts that are difficult to lubricate and taking measures

for this matter; creation of checklist

4. Creation of provisional lubrication standards

(type of oil, lubrication method, tools, and cycle)

5. Creation of the standards for cleaning, lubrication, replacement, and inspection.

What is Step 3 ?

To achieve the objectivestudy the sliding parts

and lubricating oil

To achieve theobjective,

study a lot of

constituenttechnologies


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Lack of time is not excuse.

Do not make excuses for your in complete work.Excuses such as lack of time and machine

troubles yield nothing.Question your current practices in terms of effort, enthusiasm, andLearning.

Failure from earnest work can be a great asset.

Failure resulted not from corner-cutting work but from conscientious work will later become a

great asset.Accepting own mistake will surely bring the person a great success next time.

Lack of time is not your excuse.

Do not make excuses for your incomplete work. Excuses such as lack of time and machinetroubles yield nothing. Question your current practices in terms of effort, enthusiasm and

learning.

Keep working for high requirements; do not content with the present situation.

Bosss low requirements can stop the followers growth and development because they may

accept things as they are and will not make efforts.

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1.2 Aspect of Loss

1. Four Major Equipment Losses

2. Aspect of Loss

3. Loss Calculation

Contents


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Four Major Losses and Operating Rates

Working hours

Load time

Operating time Four major loss time

The proportion of the operating time (equipment running time) in the load time

What is Operating Rate ?

Mission

Reduce the time expended on four major losses and

increase the operating rate !!

Aim to reach the ultimate goal.

Management loss time


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253. Loss Calculation

Relays are being manufactured in a production line in three shifts.

Each shift (for 8 hours) has a 15-minute meeting and a 45-minutes break/lunch period.

During that time, the production line is stopped..On this day, the time to await materials was a total of 45 minutes through the three shifts.

Lot change was performed five times and each of the task required 10 minutes.

A mechanical failure occurred and it took 100 minutes to restart the production line.

Minor stoppages occurred 30 times.

Total 30,000 pieces of parts were supplied and 500 defectives were resulted.

The cycled time of this production line is 2.0 seconds/pc.

Working hours

Load Time

Operating Time

=

=

=

1.

2.

3.

Net Operating Time

Effective Operating Time

=

=

4.

5.

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Working hours = 1440 min1.

Load Time = 1215 min2.

Net Operating Time

Effective Operating Time

=

=

4.

5.

1000 min

983.3 min

For 24 hours due to the three-shift schedule

(1440 min)

Management Loss 225 min

Meeting 15 min X 3 times = 45 min

Break/Lunch 45 min X 3 times = 135 minAwaiting materials = 45 min

Total 225 min

Downtime Loss 150 min

Mechanical failure = 100 min

Lot change 10 min X 5 times = 50 minTotal 150 min

Faulty production loss 16.7 min

Minor stoppage 30 times = 65 min

( 1440225 = 1215 )Theoretical production volume

during the load time 36450 units

Operating Time = 1065 min3.

( 1215150 = 1065 )

Theoretical production volume

during the operating time 31950 units

(Theoretical production volume during the load time 31950 units - Number of final products 29500 units ) = 2450 units2450 units x 2.0 s = 4900 s / 60 s = 81.7 min81.7 min - Faulty production loss 16.7 min = 65 min

Number of final products 29500 units Number of defective products 500 units X 2.0 s = 16.7 min

( 1065 65 = 1000 )

Speed Loss 150 min

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Applied Calculation of Operating Rate

This is a daily report about the production line in charge of Production Section IV.

Check this report and fill in the following blanks ( or answer the questions ).

1. Load time =

2. Theoretical production volume

during the load time =

3. Operating rate =

min

units

%

4. Operating time =

5. Total minor downtime =

6. Calculate the proportions of four major losses

respectively and graph the result.

min

min

A Morning assembly.Instruction,break/lunch

B Inspection , cleaning

C Adjustment of production process,awaiting instruction

D Parts shortage

E Setup

F Machine failure,repair

G Rework of non-confirmating items

H Others

8 9 10 11 12 1 2 3 4 5 6

B15 F30 A45 E30 E20

Number of final products 16000 unitsNumber of defective products 17 units

Work Report

Assembly line (Cycle time 1.4 sec)Start at

8:30

End at5:15


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Applied Calculation of Operating Rate

4. Operating time = Actual production volume x Cycle time OR = Load time x Operating rate

= 16000 units x 1.4s = 373 min = 465 min x 0.803 = 373 min

5. Total minor downtime = Total time expended on four major losses(Time expended on mechanical failure

+ Setup time + Time expended on defective products)

= 92 min80.4 min = 11.6 min # Total time expended on four major losses

= Load timeOperating time

# Time expended on defective products

= Number of defective products x Cycle time

A Morning assembly.Instruction,break/lunch

B Inspection , cleaning

C Adjustment of production process,awaiting instruction

D Parts shortage

E Setup

F Machine failure,repair

G Rework of non-confirmating items

H Others

8 9 10 11 12 1 2 3 4 5 6

B15 F30 A45 E30 E20

Number of final products 16000 unitsNumber of defective products 17 units

Work Report

Assembly line (Cycle time 1.4 sec)Start at

8:30

End at5:15


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1.3 Concept of Chronic Loss

1. Losses and Ultimate Goal


3. Chronic Loss Condition(I n the Case of M inor Stoppage)

4. Why Is the Chronic Loss I gnored?

Contents

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1. Losses and Ultimate Goal

1. Loss is defined by a gap between the present situation and the target.

Therefore , the volume of loss varies depending on where you set the target.

2. When you follow the above idea,

the amount of loss is a crucial factor.

Pursuing the ultimate

goal, you will realize

the innovative solution

The volume of loss

depends on which level of

performance you will

pursue, ultimate level or

current level.

3. Solving a problem in an innovative way will be the breakthrough

in the present situation

Traditional solution

Innovativesolution

Loss evaluation viewed

from the ultimate level

Ultimate level

Current level

The innovative

solution will remedy

the present situation.

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What is pursuit of the ultimate goal ?

Operating rate 75%

Yield rate 99.0%

Content with

the present situation

Operating rate

Yield rate100 %

Set the ultimate goal.

Accepting the present situation.

Lack of motivation

Excuse for doing nothing

Change peoples mind.

Improved enough.

Impossible to improve any further

Too busy to do the extra work

Equipment is old.

It is not in the budget.

Equipment cannot be shut down

for that reason

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Potential

(Difficult to be noticed)


1. Chronic loss is a repeated failure event that occurs within a certain range of loss variation .

Sporadic loss is an irregular failure event that occurs beyond a certain range of range of loss

variation

2. Characteristics of chronic loss

# The loss is potential because it is not noticed, overlooked, assumed, or accepted.

# The cause and effect of the chronic loss are not clear.

# A failure event recurs even though a countermeasure is taken.

# The accumulated amount is significant

To address the chronic loss,

the way you think and the way

you do should be fundamentally

reviewed. (You can not eliminate

it in the traditional way)

1. Take a prompt action against

the sporadic loss. Otherwise,

things will become worse.

2. Resetting the system is a useful

measure

Visible

(Easy to be noticed)

ChroniclossSporadicloss

There are

many

causes of

chronic

loss

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3. Chronic Loss Conditi on (I n the Case of M inor Stoppage)

1. Sporadic minor stoppage occur at random and infrequent intervals due to

operators poor adjustment or careless mistakes.

2. Minor stoppages are gradually increased due to some reasons such as

deterioration of the parts, deviation of the units, and wear of the path lines.

3. These problems are left without being taken any measures, resulting in continuous

increase of the problems.

Chronic occurrences of

minor stoppages

(Operators attention is required.)

Only sporadic minor stoppages

are handled.

(A long adjustment work is required.)

0

20

40

60

80

2

3

1

Minor

stoppage

Time

(MONTH/DAY)

364 Why Is the Chronic Loss I gnored ?


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4. Why Is the Chronic Loss I gnored ?

Ignoringchronic

losses

Unawareness

Action has not been taken.-The volume of the loss is

unknown because the entireloss is not grasped.

Action has been taken.-The result does not make

improve- There is no sign to improve.

Action cannot be taken.-Only a brief action is taken

because a fundamentalmeasure has not yet beenfigured out

Inappropriate action(The cause was identified)

The action is notcompleted

The cause cannotbe identified

Struggling to restartthe equipment system

No sensitivity to loss1

Loss is accepted.

The concept of loss

improvement istaken wrongly

2

Kno

wingofthelossoccurrence

Occurrence of chronic loss is not recognized.

(It often happens at minor stoppages, speed loss, or rework loss.)

# There is no aim to reach

the ultimate level.

# The loss is

underestimated.

Background of ignoring

80%

20% Reason for ignoring the loss

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1. Approach to Step Zero

Contents1. Step 0 : Ensuring Safety

2. Establishment of the Startup and Shutdown Procedures

3. Checking the Locations and Operations of the Safety System

and Restoring the System4. Creation of a Safety Map

5. Identification and Remedies of the Safety problems

6. KYT (Hazards Prediction Training)

7. Elimination of Unnecessary Items and the Preventive Measures

8. Major losses

9. Chronic Loss

10. STEP ZERO Activities

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1.0 Step 0 : Ensur ing Safety

Most of you will probably operate the equipment for the first time. Step 0 isan essential stage to implement the coming TPM activity safety.

At this step, you will learn how to turn off the electricity and air completely

and how to start and shut down the equipment. Before you start, clean and

organize the space for the TPM activity. Dirty or untidy environment and

insufficient space cannot achieve satisfactory results.

1. Aims of step 0

Process of the activity

Training by instructor

Investigate the failures and safety problems lying in

the equipment using various reports or sheets, and

take necessary measures.

Write what you have learned in an OPL sheet,

and share the information with everyone to

raise the overall performance level.

Establishment of the startup and

shutdown procedures

OPL

Safety map

Map of safety problem

Unnecessary Item List

Checking the locations and operations

of the safety system

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Develop the ability to predict

hazards so that accidents can

be prevented in advance.

1.1 Concept and Process of Step 0

The Step 0 activity aims to ensure safety.

Safety is an essential factor to implement the TPM activity. We must

secure this both from the equipment side and the personnel side.

1. Aims of Step 0

Make accident-proof equipment.

Ensur ing Safety

From the equipment side From the personnel side

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1 2 F low of Step 0

S if


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1.2 F low of Step 0

Ensuring Safety

Creation of 3D Illustration

Defining the Activity Concept

Role sharing, Creation of Activity Schedule

Setting FOUR Targets

Implementation of KYT (Hazards Prediction Training)

Establishment of the (Provisional) Startup

and Shutdown Procedures

CheckingtheLocationand

Operationsofth

eSafetySystem

andRestoringth

eSystem

Summary of the Activity

Identificationan

dRemediesof

theSafetyproblems

EliminationofUnnecessary

Items

Establishment of the Startup and Shutdown Procedures

Safety from the

personnel side

Safety from the

equipment side

Sub-theme Activity

Data Collection

Creation of Four Graphs in One Set1. Load factor

2. Time transiti on of the operating rate

3. Detail s of the four major l osses

4. Time transiti on of the most signifi cant

fai lur e event

Number of ti mes that a mi nor stoppage

occur red and MTBA

Creationof

OPL

Root Cause Analysis of

Most Significant Failure EventMinor Stoppage Map

Selection of a Theme to be Implemented at Step 1

Daily Report of

Minor Stoppages


Specify the loss that

should be improved.

This is a preparatory

work for step 1


Writing the results in the Activity Schedule sheet

Four target

Creation of a progress chart

Counting of the activity time and creation of a chart

Summary of the findings, failures, and surprised matters

Unnecessar

yItemList

SafetyProb

lemList

SafetyMap

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2.0 Establishment of the Star tup and Shutdown Procedures

1. Purpose

To specify the safe procedures for the TPM activity

a) The equipment is shut down safely to put in a zero energy state.b) The equipment is started safely to put in a standby state.

2. The Zero energy stateis that the power supply of the equipment is not turned ON.

a) No voltage suppl ied(Breaker is turned OFF.)

b) No air pressure applied(Pneumatic valves are closed)

3. Notes on establishing the procedure

a) Every time you perform an operation, be sure to confirm it.

(OperationConfirmationOperation.)b) An operation point and a confirmation point should be clearly indicated

on the illustration of the equipment.

c) An operation point and a confirmation point should also be clearlyindicated on the equipment body and the operation panel.

d) After the procedures are established, all members should execute them to

check. (During the operation, if there is an improper step, correct it.)

e) Some columns are added to the layout drawing so that each step can be

checked at every startup and shutdown.

423 0 Checking the Locations and Operations of the


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3.0 Checking the Locations and Operations of the

Safety System and Restor ing the System

1. There are two safety systems:

Safety system that protects humanand

Safety system that protect equipment

Safety system that protects human

SafetySystem

Emergency stop switchSafety key switch

l

Safety bar

m

Safety mat, Area sensor

n

Depressur izing valves on the pneumati c

and hydrauli c pressur e l ines

o

Gas detector

pValves for removing residual li quid

fr om the soluti on l ines

Over-current Over-current relay

Over-voltageOver-voltage relay

lOver-load protection Torque limiter

mPressur e safety valve

nTemperatur e sensor switch

Safety system that protects equipment

Check each operation of the safety system that protects human.

Understand the operating range of the safety system.

Restore the safety system that is not active.

k

l

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4.0 Creation of a Safety Map

1.Write the following items in the layout drawing of the equipment and

indicate the Safety zone.

Location and name of the safety system

Area or unit that is stopped by the safety system

Location of the safety system that is waiting to be restored, and date

to be restored

Place where the safety problem has been found, and date to be measured

Results of KYT, and place that has been specified as hazard

[Notes on creating a safety map]Include the peripheral units related with the equipment such as the

control panel and the operation panel.

Indicate safety zones.

(Distinguish each function of the safety system by using different colors.)

Indicate partial stoppage areas.

(Distinguish between unit stoppage and overall stoppage.)l

k

l

k

m

n

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4 1 Wh t I 3 di i l I l l t ti ?


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4.1 What I s 3-dimensional I l lustration?

3D

Illustration

Purpose:

Used as a map for items

to be implemented

at each step

Points:

1. Draw the view of the entire equipment

2. If the intended area is hidden behind,

cut out the equipment in the drawingto view it.

Glossary

3-dimensional (3D) illustration:

Illustration viewed from above

Like a birds-eye view.

1

3D Illustration of G6H Coil Welding MachinePurpose of 3D I ll ustration:

To understand the structur e of

equipment and use for activi ty

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4 1 Wh t I 3 di i l I l l t ti ?

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4.1 What I s 3-dimensional I l lustration?

Startup and

Shutdown

Procedures

Purpose:

To specify the procedures

to perform Startup and

Shutdown of the equipment

safely

Points:

1. When starting the equipment, first turn ON the power supply and then turn ON the air pressure.

2. When shutting down the equipment, first turn OFF the air pressure and then turn OFF

the power supply.

3. Clearly indicate the operation points and confirmation points to facilitate the work procedure.4. Plan the procedure that enables you to access the operation points and confirmation points

with your standing in front of the equipment.

(Modify the equipment if necessary)

3D Illustration of G2R Armature Assembly Machine

2

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5 0 I d ti f i ti d R di f th S f t bl


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5.0 I denti f ication and Remedies of the Safety problems

1. Identify the safety system that does not proper ly operate dur ing

the operation check, and note it on the list.

2. Identify the part that is regarded as unsafe from the external view

of the equipment, and note it on the list.

3. Identify the part that is regarded as unsafe from the resul t of KYT,

and note it on the list.

4. Plan countermeasure.

Set priorities for proposed measure to be taken.

Discuss the details of the measure.

Appoint a person to be responsible for execution of the proposedmeasure and a due date.

5. Take action

Take the countermeasure according to the schedule.

Check the progress and the results.k

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Rank B

Rank C


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48

6 1 FOUR Rounds of KYT


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6.1 FOUR Rounds of KYT

Round Aim Idea Procedures

1 R

Quantity

Know the fact.(Understanding

of the present

state)

What kindof risk is

hiding?

Everyone identifies potential hazards in theworkplace or operation, and discuss the

results to assume the impact (accident) to

be caused by the hazards.

2 R

Quality

Explore the

cause.

(Seeking of its

Actual nature.)

This is the

key pointof risk!

Circle (O) the potential hazards of all those

identified; double-circle ( ) the mostpossible hazard of all those circled.

3 R

Quantity

Plan

countermeasure

(Planning)

How do you

handle the

risk?

Discuss how to eliminate the serious

hazard marked with and plan a

specific measure.

4 R

Quality

Make action

plan

(Target setting)

We take

this action!!

Select a priority measure and put a * mark

for it. Then, set a team target to

implement the priority measure. (Set a

one-point Finger pointing and Call item

and perform a touch-and-call action.)

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6 2 How to implement KYT


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6.2 How to implement KYT1. At step 0, KYT is implemented during operationand cleaningof the model equipment.

2. KYT should be implemented while the operator and equipment work is being

monitored on the job site.

3. Four rounds of KYT should be implemented as training at appointed time.

Round 1 *** Discuss about how everyone is able identify more than one hazard.

For example, some copies of Hazard Identifying Sheet are distributed to

all the members and after they find the hazards, the secretary collects the

sheets and summarizes them.

Round 2 *** Discuss the results with all the members, mark O or to narrow down thefocus and choose the most serious hazards.

Round 3 *** Plan preventive measures as many as possible, while ignoring the effect,

cost and possibility.

Round 4 *** Select a priority measure that enable us to prevent risk by taking action.

You may select one or more priority measures. The measures that are not

selected are included in the Safety Problem List.

4. Make a slogan from the results of the four rounds. Then, before the production

line starts, the slogan should be vocally confirmed together with a touch-and-call action.

5. Give a one-point lesson on the most serious hazard and the preventive measure.

* It would be convenient if the relevant operation were videotaped for repeated check.

50

7 0 Elimination of Unnecessary I tems and the PreventiveMeasures


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7.0 Elimination of Unnecessary I tems and the Preventive Measures

7.1 Elimination of unnecessary items1. Elimination of unnecessary items means:

Sorting necessary items and unnecessary items, andremoving the unnecessary items from the work area.

2. The unnecessary i temsare:

I tems that cannot be used: Damaged item, defective item,

pending item, unmarked parts, parts remaining from jobsI tems that is not in use: Items used for the old products, unknown items

Excessive items: Extra parts, Excessive unfinished items

3. The unnecessary items are sorted by:

Fixtures: Shelf (shelves for parts, tool and spare parts)Table: Work bench, part table and storage table

Carrier: Cart for material, cart for parts

Materials and parts: Material, parts, work in process,final products

Equipment and tools: Adjustment tool, machine tools, inspection tools,

machinery, pipes and wires

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7 2 How to eliminate the unnecessary items


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7.2 How to eliminate the unnecessary items

1. While cleaning your work area (except the equipment itself), identify all

unnecessary items.

2. Collect the unnecessary item you found and place them at a specified place

(a place that can catch everyones attention).

3. Write information about the unnecessary item such as place where the item was

found, name and quantity.

4. Classify each unnecessary item into the following categories:

A : Items that cannot be used B : Items that is not in use C : Excessive items

5. Investigate why the unnecessary items are present in the work area, and specifythe cause.

6. Plan the measure that prevents the unnecessary items from being left untouched.

* Do not bring any unnecessary items.

* Do not place any damaged items in your work area.

* Mark or tag the necessary items, and dispose the unnecessary items immediately.7. Depending on the frequency of use, handle the unnecessary items by the

following methods:

Disposal, keeping in storage, reuse by the other divisions, repair to be recycled.

* The place for unnecessary items should be determined in advance.

* Effect index: Number of items to be removed / Space that the items are removed from

5210.0 STEP ZERO ACTIVITIES


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10.1 General Steps.1. Aim of the activity at step 0

Clearly (Quantitatively) defined the four major losses.

Calculate the operating rate as a management index.Grasp the theme for improvement.

2. Details of the activity and precautions

Clearly define each failure event and collect data by following its definition.

Especially identify the setup, minor stoppage, and reworkable failure.

Collect the data of the four major losses until you understand their occurrence trend.

Usually trace the four major losses back to the last three months to discovertheir occurrence trend, and then mainly keep following the data of the most

significant loss.

Create three graphs representing the activi ty resul ts. (for sub-theme)

Three graphs: Time transition of the operating rate, detail s of the four major losses,

and time transition of the most signif icant fai lure event.

(Triple set of sub-theme)Analyze the root cause of the most significant failure event.

Specify the following items: Place occurred (minor stoppage), reason for

occurrence (defectives), work at occurrence (setup).

Specify the theme (most possible cause of the most significant failure) from step 1 onward.

Indicate the progress of the theme and the goal of the improvement in specific figures.

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pp g p1. Define minor stoppages.

Define a mechanical failure and specify the difference of each failure.

Intentional stoppages such as replacement of tools and quality check are defined

as minor stoppage.

Equipment stoppages due to awaiting of products or operators will not be definedas minor stoppage.

2. Determine the method of collecting data about minor stoppages.

Consider the way to collect accurate data about minor stoppages.

There are two methods: Counting and calculation.

Discover the way to easily identify the place where a minor stoppage occurred.

(Prerequisite for creation of a minor stoppage map)3. Collect the data of minor stoppages and check them for accuracy.

(review of the collection method).

Collect the actual data of minor stoppages and check them for accuracy. If they

are not accurate, review the data collection method (based on the assumption

that the data collection is continued to be implemented).

4. Analyze data.

Create the transition graph regarding occurrence of minor stoppages.

Calculate MTBA (Mean Time Between Assists, or frequency of minor stoppages).

Graph MTBA (Draw it on the transition graph).

Sort sporadic stoppages and chronic stoppages.

Correlate sporadic stoppages with operators and products.

Create a Minor Stoppage Map.

Specify the place occurred (Pareto chart by place, top 3 minor stoppages.)

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545. Set a target level of improvement.


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Set a target level for every place where a minor stoppage occurred.

Set a target level for each step.

Finally, take a countermeasure against the minor stoppage that is not caused

by the equipment itself.

6. Create a Daily Report of Minor Stoppages.Place where a minor stoppage occurred, product name, name of the operator who

performed the setup.

Complete the report by writing whether maintenance has implemented or

not as well as other necessary items.

Actually keep logs of minor stoppages on this report, and if any inconvenience

arises, correct the form of the report.7. Take daily measures.

Summarize the daily reports of minor stoppages and create a transition graph.

When a minor stoppage occurs, check the daily report and find out the root cause

from the aspects of equipment, personnel, and product.

Take the necessary measure in response to the following root cause

of minor stoppage. Equipment root: Specify the place occurred and solve the problem according

to the improvement step.

Personnel root: Create the standards and comply with them. Conduct trainingto keep the standards.

Product root: Give the Designing division feedback on the root cause of the

product failure and the effective measures.

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S f t P bl Li t


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Target Item/Area: Group:

Date Safety Problem Rank MeasurePerson in

char eDue Date

Completion

DateOPL No.

Safety Problem List

56KYT Sheet (Hazards Prediction Training)


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Group:

Model Equipment : Leader : Secretary : Participants: Theme/Video No.:

Round 1: What kind of risk is hiding? (All the participants discuss to discover the hazards.)

Rounds 2: This is the key point of risk! (Mark for the most serious hazard.)

NO. NO.

1 16

2 17

3 18

4 19

5 20

6 21

7 228 23

9 24

10 25

11 26

12 27

13 28

14 2915 30

Round 3: How do you handle the risk? (Plan countermeasure to prevent the serious hazard.) Round 4: We take this action!! (Mark * for a priority measure in the

evaluation column and determine the behavioral objective.

No. Serious Hazard (i mark in Round 2 ) No. [Target] Round 3: To implement the prior ity measure. [Comments]

Set a slogan as th e behavioral objective

EvaluationEvaluation Write the cause and effect including a hazard and its possible impact. Write the cause and effect including a hazard and its possible impact.

Evaluation Countermeasure

57

U It Li t


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A : Item that Cannot be used

B : Items that is Not In Use

C : Excessive items Group:

Where What How many A B C Measure Due DatePerson in

charge

Implementation

Date

No.

Category Cause

( Why does the unnecessary item

exist in the work area?)

Action


Unnecessary Item

Date

58Created by: Leader: Ins tructor:


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(OMRON) TPM One Point Lesson

OPL (One Point Lesson) * Use a picture or drawing for easy understanding

5Safety measure 5Quality 5Equipment

5Basic knowledge 5Restoration 5Parts

5Example of improvement 5TPM 5Others ( )

[Supplementary notes]

1. Write what you learned and the ans wers to your questions

in this sheet.

2. Draw some picture to help everyone understand

3. When crerating a lesson;

1. Ask professionals or manufacturers.

2. Check relavent documents or catalogs.

Source:

4. After creating this sheet, open a seminar to make

everyone understand the subject

Date

Instructor

TPM-OPL-

Student

Trainingrecord

Category

Objective

Registration No.

Theme

59


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Four Targets

Step: Group:

1

Results

2

3

Challengingtarget

4

Sub-theme

TargetItem

Date of Step Diagnosis

Target

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Step Role Sharing List


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Step: Group:

NO. Role

Step Role Sharing List

Member Details

61

Activity Schedule


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Step: Created on : Date /Month /Year Group:

No. Activity Detail Role Notes.

Plan

Performance

Plan

Performance

Plan

Performance

Plan

Performance

Plan

Performance

Plan

Performance

Plan

PerformancePlan

Performance

Plan

Performance

Plan

Performance

Activity Schedule

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Activity time per person = 30 min.

30

31 32 333026 27 28 29

Safety Map

Creation Check

Location of the Safety System

Identification

Progress Chart for Step 0

GroupCreation Implementation Check

Startup and Shutdown

Safety Problem

Identification Measure


Identification Measure

Check Restoration

KYT OPL Sub-theme

34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25

100%

80%

60%

40%

20%100%

80%

60%

40%

20% 100%

80%

60%

40%

20%100%

80%

60%

40%

20%100%

80%

60%

40%

20%100%

80%

60%

40%

20%100%

80%

60%

40%

20%100%

80%

60%

40%

20%

100%

80%

60%

40%

20% 100%

80%

60%

40%

20% 100%

80%

60%

40%

20%100%

80%

60%

40%

20% 100%

80%

60%

40%

20% 100%

80%

60%

40%

20%

63

Diagnosis Sheet for Step 0 of the TPM activity


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Forms for Applicant Item Checkpoints

Group : Basic Points 1. Has the group concept been created?

leader : 2. Is each role clearly defined?

Instructor : 3. Has an activity schedule been created? Is it being achieved as planned

Number of member : 4. Have FOUR targets been s et?

Equipment to be Diagnosed : 5. Does every member understand the aim of step 0 and the activity procedure?

Total Activity Time : Safety 6. Has the KYT (Hazards Prediction Training) been implemented? Is the KYT s heet completed?

Date of Self-diagnosis : 7. Have the startup and shutdown procedures been established? Have they been practiced?

[ Activities ] 8. Has a Safety Problem List been created?

9. Has a preventive measure for the safety problem been planned? Is it scheduled to be executed?

10. Has a Safety Map been created? Have you confirmed that the power source is turned OFF according to the safety map?

Cleaning and 11. Have an Unnecessary Item List created?

Organizing 12. Have the unnecessary item been properly handled? Have the preventive measures been taken?

13. Is a space for the TPM activity secured? Are there no unnecessary items left around the equipment?

Training 14. Has a TPM One Point Lesson sheet been created? Has the training been performed with the sheet?

Sub-theme 15. Does every member quantitatively understand four major losses?

16. Is the improvement theme clear?

Overall Evaluation 17. Has the TPM activity bulletin board been s et up and has it been used?

18. Is every member positively making a presentation with confident?

19. Is each role for the diagnosis clearly defined?

20. Are the details of the documents easy to understand?

Target Res ult 21. Are the characteristics of the group distinctive?

KYT Others 22. Overall evaluation

Safety Problem* Passing Mark : 80 or Higher Scores

Total

Safety Measure Evaluation

Unnecess ary Items (equipment) [ Good Points ] [ Examiner's comments ] Inadequate Points [ Examiner's comments ]

Unnecessary Items (area)

OPL

Diagnosis Sheet for Step 0 of the TPM activity

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STEP 1- Cleaning Is Inspection

Contents~ Training ~

1. Overhauling and Cleaning

2. Identifying and Repairing

Deteriorations or Defects

3. Raising and Clear-up of Questions

4. Identifying and Eliminating

Unnecessary Items

5. Identifying Potential Sources

The Step 1 activity aims to acquire Cleaning is inspection through overhaul & cleaning.

6. Specifying the part that is difficult

to clean or adjust

7. Establishment of the Adjustment

and Cleaning Procedures

8. Creation of a Cleaning Time Chart

9. Discovering Inspection Points of

Minor Stoppage


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67

2.1 What Are Small Defects?


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Leak

1. Minor defects that you are not aware of or you are aware of but are ignoring

2. Normally a small defect alone does not cause damaged, but mul tiple small defects have

a synergistic effect on the productivity, which could in turn cause a heavy damaged.

Minor stoppages are caused by the combination of

smal l defects ; mechanical failure are caused by

the small defects that have been grown.Mechanical

failure

These are called

Nine smal l defects.(examples / phenomenon)

Grows

Minor stoppage

Combined

Small defects

Overstretch Loose Rust

Contamination Scratch Worn

1

29

300

Deformation Dirt or dust

Heinrichs Law

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2.2 To eliminate minor stoppages and mechanical failures


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To eliminate minor stoppages and

mechanical failure, all the small defects

should be removed

Mechanical

failure

To eliminate minor stoppage and

mechanical failures,

As a result,These connections

are cut out

Grow

Minor stoppage

Combined

Small defect

Overstretch Loose Rust

Contamination Scratch Worn

Leak Deformation Dirt or dust

Small

defects

Eliminate !

I get it

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2.3 Minor stoppages with Deteriorations and Defect


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2.3.1 Event and root cause of minor stoppage

Event of minor stoppage Root Cause

1. Clogging

2. Hooked3. Caught

4. Stuck

5. Incorrect work orientation

6. Overlap

7. Displacement

8. Faulty chuck9. Incomplete insertion

10. Insufficient supply

11. Sensor fails to detect.

12. Sensor detection error

- Foreign object mixed

- Worn- Magnetized; adhesive material attached

- Conveyor slipped

- Unsatisfactory surface condition of the chute; dirt; burrs; incomplete

flatness of the connected parts; clearance

- Swing of the parts feeder; inappropriate supply amount;

unsatisfactory installed condition

- Low accuracy of adjustment tools, low accuracy of assembly

- Faulty adjustment- Delayed timing

- Off-centering

- Vibration

- Wrong sensor attachment; incorrect sensor position; beyond the sensitivity

range; unsuitable environment (dirt, inappropriate temperature, breaking of wire)

2.3.2 Elimination of minor stoppages by restoring deterioration and defects1. Overhaul and clean the equipment to identify every small defect including deterioration and defect.

(Path line cleaning)

2. Repair all the deterioration and defect.

3. Re-examine the equipment in terms of equipment, unit, and part in order to achieve an ideal condition,

and then specify the potential problems

4. Take a necessary measure to solve the problems so that an ideal condition can be realized

5. Correlate the minor stoppage with the deterioration and defect, and then summarize the points to bechecked for minor stoppages.

702.4 Procedure for Creating List of Deterioration and Defect

Id tif i D t i ti D t i ti d D f t


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Write the details of the countermeasure, date, and person in charge

All the members confirm the results of the measure,and collect the identification note

Identifying Deterioration

or Defect

Total Participation of TPMFinding by PM Group (A)

Problem

Measure by PM Group (B)

Problem

Planned Measure

Measure

Completed on : Month/Date

(Person in charge: )

Writing and Displaying an

Identification Note

1. Write the exact details of the deterioration or defect.

2. The deterioration or defect part is confirmed by all

the members and the identification note is displayed.

Discussion About Countermeasures

At the group meeting,1. Plan a countermeasure (Determine the Division

responsible for taking the measure)

2. Determine the date to be measured (for your Division)

and the desired due date (for other Divisions)3. Appoint a person in charge

4. Complete the list of Deteriorations and Defect.

No DateWhatWhere How

Deterioration and Defect

List of Deterioration and Defect

MeasureMeasure

by

Due

DateCompletion

Date

OPL

NO

Division in Charge of Taking Measures

Determining Countermeasure and Time Schedule

Taking Countermeasures

Confirmation of the Results

Collecting Identification Note

Sending Identification Note

Notifying Countermeasure

and Time Schedule

Notifying Reason of Delay

and New Schedule

Sending Identification Note

Confirmation of Progress and Performance

Determine Countermeasure

and Time Schedule

Confirm the deterioration or defect part, and

1. Determine the details of the countermeasure

and time schedule.2. Check the reserved items and average service

person.

Taking Countermeasure

Write the details of the countermeasure,

date, and person in charge

Deterioration and Defect

Breakage

Unnecessary

item

Misalingnmen

t

Soilure

Leak

Loose

(Total 2611 cases)

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Problem List


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Problem ListTarget Area / Item : ________________ Group : ________________

No Date

Where What How

ProblemMeasure

Root

CausePermanent

Measure

Measured

By

Due

Date

Completion

Date

OPL

No.

72


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Examples of Problem List

733.0 Pursuit of an Ideal State, and Questions


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3.1. Pursuing an ideal state starts from understanding of exact equipment conditions.

3.2. If you cannot evaluate the condition of the equipment, pose a question and find the answers.

Review specifications, diagrams and manuals provided by the manufactures.

Study the equipments individual functions, condition to be prepared, optimalenvironment and assume how the equipment should be.

Why cannot the ideal state be achieved?1. The problem is perceived but no Raise awareness of problems and

measure is taken. perform self-management.

2. The problem can be solved by studying. Read manuals and/or ask staffs

3. The cause of the problem is unknown. Asks staffs to specify the cause

Normal Abnormal Normal Abnormal

Normal range narrow down

This is an ideal state but rarely seen

Specify this zone according

to the operation standards.

Try and reduce the width of the

gray zone along the way

Normal Abnormal Normal Abnormal

This gray zone cause

a problem

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3.1 The Ideal State is


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A condition of being desired on the principle of engineering, or a

condition of being desired when a person focuses on the functions

under ideal circumstances.

The I deal State

Conditions requi red to maximize the functions and

performance of the equipment as well as to maintain them

A conditions of being desired on the principle of

engineering, or a condition of being when a person focuses

on functions under ideal circumstances.

Known Unknown

IgnoredThe required

level is low.

Ask staff to specify the cause.

Inquire the manufacturer.

Consult the relevant documents.

8 points of view for

the ideal state

Use conditions

Installation accuracy Assembly accuracy Functions Environment Appearance Dimensional accuracy

Material and strength


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76

Question (Doubt) List


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Question (Doubt) List

Group : ________________

No Date QuestionAnswered

By

Due

Date

Completion

Date

OPL

No.

Answer

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4.0 Identifying and Eliminating Unnecessary Items


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y g g y

4.1 Elimination of unnecessary items?

4.11 Elimination of unnecessary means:Sorting necessary items and unnecessary items, and removing the

unnecessary items from the work area.

4.12 The unnecessary items are:

Items that cannot be used: Damaged item, defective item, pending item,

unmarked parts, parts remaining from jobs

Items that is not in use: Items used for the old products, unknown items

Excessive items: Extra parts, Excessive unfinisheditems

4.13 The unnecessary items are sorted by:

Fixtures: Shelf (shelves for parts, tools and spare parts)

Table: Work bench, part table, storage table

Carrier: Cart for materials, cart for parts

Materials and parts: Material, parts, work in progress, final products

Equipment and tools: Adjustment tools, machine tools, inspection tools,

machinery, pipes, wires

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4.2 How to eliminate the unnecessary items?


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1. While cleaning your work area (except the equipment itself), identify an unnecessary item

2. Collect the unnecessary item you found to the specified place

(a place that can catch everyones attention)

3. Write information about the unnecessary item such as place where the item was found, name,

and quantity.

4. Classify each unnecessary item in to the following categories:

A: Items that cannot be used B: Items that is not in use C: Excessive items

5. Investigate why the unnecessary items are present in the work area, and specify the cause.

6. Plan the measure that prevents the unnecessary items from being left untouched

* Do not bring any unnecessary items

* Do not place any damaged items in your work area

* Mark or tag the necessary items, and dispose the unnecessary items immediately

7. Depending on the frequency of uses, handle the unnecessary items by the following methods:

disposal, keeping in storage, reuse by the other divisions, repair to recycled.

* The place for unnecessary items should be determined in advance

* Effect index: Number of items to be removed / Space that the items are removed from

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Unnecessary Items List


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y

A: Items that Cannot be Used

B: Items that is Not In Use

C: Excessive Items Group: __________________

ActionNo. Date

What

Unnecessary Item Category

A B C

Cause(Why does the unnecessary item

Exist in the work are?) Measure Due DateHow ManyWhereImplementation

Date

Person

In Charge

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5.0 Cleaning and Potential Source (Displaced Components)


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5.1 Find out the potential source during cleaning. Atthe Step 1, the potential source indicates a place where dirt is present

Describe as a sentence (What) is attached to (Where) with (How Much)

Example: The scraps of the conveyor belt are accumulated in the area of 30 mm in diameter and

5 mm in height on top of the transport unit.

Specify the physical properties of dirt

Investigate the physical properties of dirt using a microscope, SEM, XMA or FTIR. (Keep a log of the findings)

Example: Resin is adhered to transport section A.

Create a potential source map to specify the locations where dirt is present

(Write in the 3D illustration)

5.2 Identify displaced components during cleaning. Specify the type and quantity of the displaced component

Create a map of displaced components to indicate the locations where the displaced

component is present

Calculate the cost of displaced components to know the cost of loss.

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5.3 Procedure for Creating Potential Source List


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Identifying Potential Source

Examining Potential Source

1. Examine the potential source of dirt or dust in detail

2. The potential sources are confirmed by all the members and

are written in the Potential Source List.

Discussion About Countermeasure

At the group meeting, the difficulty of the countermeasure is discussed

Difficulty of Countermeasure

Taking Measure at Step 2

All the members observe the impact of the potential source in detail

Difficult

Places where the potential source

is present:

EX. Motor belt (Flakes)

Tablet stock unit (Resin Flakes)

Transfer cylinder (Oil)

Potential Source List

No Date Where WhatHow

MuchHow

OPL

No.

Regarded as Defect

Ex. Deteriorated rubber hose, leak from packing

Easy


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83

Displaced Component L ist


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p p

Group: __________________

No. Date Where What How Many HowOPL

No.

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6.0 Time Chart wi th D iff icult-To-Clean Parts and Diff icul t-To-Adjust Parts


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1. After cleaning, specify the part that required time-consuming cleaning (difficult-to-clean part)

jThoroughly clean the parts that seem impossible to clean as well, and measure the cleaning time

kDefine a difficult-to-clean part, and write it in the List of Difficult-To-Clean Parts. (The part that required

more than the specified minutes for cleaning is determined as a difficult-to-clean part)

lKeep track of the time wasted during cleaning, and write it in the List of Difficult-To-Clean Parts

2. Specify the part that required time-consuming adjustment (difficult-to-adjust part) during assembly

jKeep track of the time wasted during adjustment, and write it in the List of Difficult-To-Adjust Parts

kWhen readjustment is performed, write the details in the List of Difficult-To-Adjust Parts

3. Review the cleaning (or adjustment) procedure, and create a time chart.

jVideotape the cleaning and adjustment operations and measure the accurate operation time

kAnalyze the videotape operations, establish the (provisional) cleaning and adjustment procedures

lCreate a time chart of overall task and a time chart of the task targeted for improvement

Cleaning Part Cleaning Tools Cleaning Method Cleaning StandardsCleaning

TimeTime Chart

Potential

Source

Difficult-To-

Clean Part

(Top) surface of

the equipment

Bemcot (a dust-proof

Type wiper)

Alcohol

Wipe with a Bemcot

Wiper moistened

With alcohol

No dust or

dirt is observed

Plate Drive

Section

Bemcot Wiper

Alcohol

Stick

Cleaner

1. Remove metal shavings

from the chain with a cleaner

2. Cover the section

to prevent dust or dirt from

coming inside

No metal shavings,

Dust or dirt is observed

10 min

Metal shavings

From the chain

Fine work

10 min

38 min

38 min

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6.1 Procedure for Creating L ist of Diff icult-to-Clean Parts


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Identifying Difficult-to-Clean Parts

Examining Difficult-to-Clean Parts

1. Examine the Difficult-to-Clean Parts

2. The difficult-to-Clean Parts are confirmed by all the members

and are written in the List of Difficult-to-Clean Parts

Discussion About

Improvement Measure

At the group meeting, the difficulty of the countermeasure is discussed

Impossible to Clean?

Very Dirty?

Improve at Step 2

N

Difficult-to-Clean Parts is a specific part of the equipment that is difficult to clean, dangerous to clean,

and time consuming to clean

List of Difficult-to-Clean Parts

No Date Where What HowCleaning

Time

OPL

No.

Implementation of Improvement

Y

After the improvement measure is taken, some parts may no longer the necessary to

perform cleaning

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Time Chart


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Target Area / Item: __________________

No. Cleaning PartCleaning

Tools

Cleaning

Method

Cleaning

Standards

Cleaning

Time

Potential

SourceDifficult-To-Clean PartTime Chart

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L ist of Di ff icul t-to-Clean Parts


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Target Area / Item: ______________________ Group: __________________

No. Date Where What How Cleaning TimeOPL

No.


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6 A h t Z M h i l F il


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6.Approach to Zero Mechanical Failureand Zero Minor Stoppage

1. Concept and Procedure of Step 1

2. Approach to Zero Mechanical Failure

3. Approach to Zero Minor Stoppage

Contents


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91

6.1 Sub-theme (Seven Steps for Improvement)


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1. Find out losses lying in the model equipment and quantitatively ascertain them.

2. Analyze the root causes of failure events and narrow down the theme.

3. Observe each failure event in detail to properly understand the situation

of its occurrence.

4. Based on the engineering principle, correlate the root cause with the impact.

Learn the skill to analyze things theoretically.

5. Take a fundamental measure for the true cause.

Do not take a quick and easy measure.

6. Keep track of the data before and after improvement, and evaluate the measure

and the results.

7. Take preventive measures for future failure events.

Seven Steps for Improvement

926.2 Sub-theme of Step 11. Drastic daily measures


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yKeep logs on Daily Report of Minor Stoppages everyday and created a transition graph.

When a sporadic minor stoppage occurs, find out the root cause by examining the Daily Reportof Minor Stoppages from the aspect of equipment, personnel, and product

Take a necessary measure in response to the following root causes of minor stoppage.* Equipment root: Specify the place occurred and solve the problem according to the improvement steps.

* Personnel root: Create the standards and comply with them. Conduct training to keep the standards.

* Product root: Give the Designing division feedback on the root cause of the product failure and the

effective measures.

2. Partial overhauling of the section where a minor stoppage occursOverhaul the section where a minor stoppage occurs again even after overall cleaning is completed

Make a list of the effective measures (repair, adjustment) that have been implemented for minor stoppagesas inspection points.

3. Defining the eventIf a minor stoppage continues to occur in the section where partial overhauling has been implemented,

observe its failure event to figure out the root cause. (The observation method depends on the event.

High-speed video taping can be an option)

Use the same expression including answers of the questions (3W1H) in order to explain the work conditionthat is immediately after a minor stoppage occurs.

When The cylinder unit pushes the work

Where At the exit of the loader units connected part,

What A Work

How Is caught Causing a minor stoppage.

For easy understanding, draw a picture of the minor stoppage event after observing.

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6.3 Precautions Regarding the Sub-theme Activity


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(1) Do not change the improvement theme until the improvement target is achieved. Thorough improvement will help you to learn analytical skill and engineering skillImprovement activity should not be further developed before the current improvement target is achieved.

(2) Keep track of the data to recognize the changes made by the improvement activity Create a transition graph and write the improvement activity that has been implemented.Confirm which activity has brought an effective result.

Further develop the effective improvement activity.

(3) Take a necessary measure for the root cause

The loose screw is tightened. The sensor position is adjusted. These are not effective measures.Think about why the screw has become loose, and why the sensor has shifted, and take a fundamental

measure for the root cause of the problem.

(4) Be sure to take preventive measure. After taking the necessary measure, plan a preventive measure to prevent the problem from re-occurring,

and implement it.

Devise a method of visualizing the signs of problem

(5) Specify the changes before and after the measure is taken Make a comparison of the data between before and after implementation of the measure,

and specify the effects.

Summarize the key points of the measure, and prepare for further development of themeasure.

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7.0 Approach to Zero Mechanical Failure


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7.1 What is Mechanical Failure?

1. Mechanical Failure is a loss of specific function provided for the target such as a system, equipment and unit.

(according to JIS)Mechanical

FailureBreakdown type mechanical failure (Sporadic failure)

All the equipment functions are suspended (or forced to suspend)

Usual mechanical failure

Lessening function type mechanical failure

All the equipment functions are not suspended but since some function become

lower, various failure events occur.

Defects, minor stoppages

2. Mechanical Failure is a failure event that the equipment requires parts

replacement or repair to solve the problem.

The parts cause mechanical failure. The equipment itself does not

cause mechanical failure.

3. Most mechanical failures are caused by the small defects

that have been grown.

Eliminating small defects can stop most

mechanical failures occurring The growing process of a

small defects is called

development of deterioration

Breakdown type

mechanical failure

Lessening function type mechanical failure

Small defect

Development of deterioration

Development of deterioration


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96

7.3 Restoration of Deter ioration


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DeteriorationNaturaldeterioration

Physical deterioration that develops when a component is used according to the

specification. (LIFE SPAN)

1. Under the natural deterioration, the life expectancy of the component can be estimated

from the specification2. The fundamental measure for mechanical failure is that the component is used under the

natural deterioration

(Specified conditions > Use conditions)

Forceddeterioration

Man-caused deterioration that develops when a component is not used according to the

specifications.

1. Forced deterioration applies a large amount of stress on the component and develops itsdeterioration.

2. Under the forced deterioration, the expectancy of the component cannot be estimated.

(Specified conditions < Use conditions)

What is the Specified condition < Use conditions state?

1. Dust or dirt is being ignored

2. No lubrication or excessive lubrication

3. Gap or loose is left unfixed

4. Temperature, humidity and stress are beyond the specifications.

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7.4 Approach to Zero Mechanical Failure


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Specified condition > Use conditions

To achieve a Zero Mechanical Failure state, cleaning and inspection are implemented.

Cleaning

Maintenance of Basic Condition

1. Clean up dust or dirt.

2.Find out a part where lubricant isrunning out and lubricate it.

3.Find out a part where there is gapor loose and additionally tighten it.

Maintenance of Use Condition

4.Check the actual accuracy orchanges of the equipment.

that is

Functional cleaning

Prevention of Forced Deterioration

Life Expectancy can be Estimated

Periodical parts replacement will

Achieve Zero Mechanical Failure

Touching Each Part

of the Equipment

(look, touch) By doing this,

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7.5 Seven Steps for Zero Mechanical Failure

St 1 F il A l i


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Step 1 : Failure Analysis

Analyze the mechanical failures occurred in the past year and specify which unit or which part has caused

the mechanical failure. (Creation of failure report)

Step 2 : Cleaning Inspection

Perform initial cleaning and take necessary measures, for example, elimination of dust or dirt, lubrication

and additional tightening.

Then, replace the deteriorated parts in order of frequency of mechanical failure.

Create the provisional parts replacement standards to periodically replace the parts.

Step 3 : Lubrication CheckCheck the lubrication condition to prevent the parts from forced deterioration.

Create the provisional lubrication standards to periodically lubricate the parts.

Step 4 : Measure for Difficult- To- Clean PartsCheck the use conditions of the parts that are broken before reaching the expected useful life, and identify

the cause of the forced deterioration.

Step 5 : Training for OperatorTrain the operators to be able to properly perform cleaning, lubrication and parts replacement by themselves.

The training will focus on how easily the standards are followed.

Step 6 : Preventive Measure for Weak PointsTake measures to facilitate cleaning, lubrications and replacement of the parts that are difficult to do.

Complete the standards for cleaning, lubrication and parts replacement.

Take a preventive measure against the cause of forced deterioration (to achieve the

Specified conditions > Use Conditions state)

Estimate life expectancies of the parts after taking the measure, and include them in the parts replacement standards.

Step 7 : StandardizationEstablish the system that can keep the production line work smooth as well as no mechanical failure

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8.0 Approach to Zero M inor Stoppage


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8.1 What is M inor Stoppage?1. Minor stoppage

is not a mechanical failure*1but a passing failure event that forces the equipment to stop or idleand can be fixed by a simple measure.

2. Event*2and root cause*3of minor stoppage

Event of Minor Stoppage Root Cause

1. Clogging

2. Hooked

3. Caught

4. Stuck

5. Incorrect work

orientation

6. Overlap

7. Displacement

8. Faulty chuck

9. Incomplete insertion

10. Insufficient supply11. Sensor fails to detect

12. Sensor detection error

Foreign object mixed

Worn

Magnetized; adhesive material attached

Conveyor slipped

Unsatisfactory surface condition of the chute; scratches; dirt; burrs; incomplete

flatness of the connected parts; clearance

Swing of theparts feeder; inappropriate supply amount; unsatisfactory installed condition

Low accuracy of adjustment tools; low accuracy of assemblyFaulty adjustment

Delayed timing

Off-centeringVibration

Wrong attachment of sensor; incorrect sensor position; beyond the sensitivity range;

unsuitable environment (dirt, inappropriate temperature, breaking of wire)

*1 Mechanical failure is an event that involves breakdown or lessening function, and requires parts replacement or repairs to restore the equipment system

*2 Event is all the things that are observed to happen or exist

*3 Cause is a source that is concerned as a direct or indirect cause of a minor stoppageIn contrast, Root Cause is a potential source that is assumed to have an impact on the minor stoppage.


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1018.3 Structure of Cause and the Approaches

Transition of Minor Stoppage


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Transition of Minor Stoppage

Time (Day / Month)

Mino

rStoppage

(Number of Times / Day)

0

5

10

15

20

1 2 3 4 5 6 7 8 9 10 11 12 13 1 4 15 16 17 18

Sporadic Minor Stoppage

Highly visible minor stoppage that frequently

occurs beyond a certain variation range

StructureofCause

(Single cause)

Cause of Occurrence

Chronic Minor Stoppage

Minor stoppage that daily occurs and its frequency

of occurrence varies within a certain range

Approach

Find out irregular factors.

(Mostly, improper operation and

defective parts)

Structure of Cause

Cause of Occurrence

Cause of Occurrence

Cause of Occurrence

Cause of Occurrence

Cause of Occurrence

Cause of OccurrenceCause of Occurrence e

(Multiple causes)

Approach

Investigate the causes of minor stoppages according to 3 GENs (job site,

actual thing, and phenomenon) and 2 GENs (fundamental function and

fundamental condition), and take measures.

Eliminate small defects by cleaning inspection to prepare an ideal state.

Analytical Approach

Preventive Approach

1028.4 Approach to Management Factor

1 The Minor Stoppage that has been fixed occurs again


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Time (Day / Month)

MinorStoppa

ge

(Number of Times / Day)

0

5

10

15

20

1 2 3 4 5 6 7 8 9 10 11 12 13 1 4 15 16 17 18

1. The Minor Stoppage that has been fixed occurs againFactor1: Upset of the fundamental condition due to operators improper adjustment

Factor2: Upset of the fundamental condition due to changes over time

Time (Day / Month)

MinorStoppage

0

5

10

15

1 2 3 4 5 6 7 8 9 1 0 11 1 2 1 3 14 1 5 1 6 17 1 8 1 9 20 2 1 2 2 23 2 4 2 5 26 2 7 2 8 29 3 0 3 1 32 3 3

1/20

2. Management of variable factorApproach to management factor

Factor1: Sporadic variable factor

* Factor that sporadically changes on a daily basis

* Variations in product itself, improper adjustment by operator

Factor2: Variable factor by change overtime

* Factor that varies according to change over time

* Deterioration with age, worn, displacement

Approach Approach

1. Control of adjustment work2. Up skilling of operators

1. Periodical inspection of possible factors2. Necessary extension of the periodical inspection

period

3. Management based on operation standards

1038.5 Basic Concept of Elimination of M inor Stoppage


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1. When a minor stoppage occurs, first observe the actual event

When a minor stoppage occurs, go to the job site and precisely check the scene and the fact.The major reason that for re-occurring of minor stoppage is that the people do not visit the job site

2. A minor stoppage is caused by upset of the fundamental condition

To achieve proper functioning of each equipment part (proper operation according to the fundamentalcondition), the required conditions (fundamental condition) should be arranged.

Upset of a fundamental condition can cause a minor stoppage. (Each part of the equipment does not work

according to the fundamental function)

3. The direct cause of minor stoppage is a small defect

A minor stoppage occurs when a small defect existing in the equipment grows or several small defects affectone another.

Minor stoppage can be prevented by eliminating small defects.

4. A failure event can cause a chain reaction

One failure event sometimes sets off a chain reaction in sequential parts of the equipmentWhen the problem cause is not able to be figured out through observation of completed event, trace the failure

process back to investigate it.

5. Due to a management factor, a minor stoppage re-occurs although it is once fixed

Improper adjustment by an operator causes a sporadic minor stoppage

Chronic minor stoppage re-occurs due to deterioration with age of the equipment or parts

Minor stoppages caused by management factors can be eliminated by the equipment adjustment and workmanagement controlled by human.

1048.6 Approach to Zero Minor Stoppage

Step 1 : Statistical Analysis


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S ep : S s c ys sTo specify the tendency of minor stoppage, conduct the occurrence trend analysis or current action analysis.

And, check every change in the equipment during daily maintenance, and take preventive measure for

sporadic minor stoppages.

Step 2 : Observation of Compl

Documents

Basic TPM Workshop (Rev1)