BMW MT Training 0305[1]

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BMWBMWTPM ManagementTPM Management

TrainingTraining

TPM OverviewTPM Overview

BMWBMWTPM ManagementTPM Management

TrainingTraining

TPM OverviewTPM OverviewPico Rivera– January 13, 2005

JMA Consultants JMA Consultants



© JMA Consultants 2004

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)



3



Philosophy and

Organization



4



11 M M aximaximizeize overall overall equipment equipment efficiency efficiency -Zero Accidents, Zero Defects, Zero Breakdowns-Zero Accidents, Zero Defects, Zero Breakdowns 2 2 Philosophy of PreventionPhilosophy of Prevention -Proactive vs. Reactive-Proactive vs. Reactive

33 P P articipation of all articipation of all the associatesthe associates -Autonomous activities, Small Group activities-Autonomous activities, Small Group activities

44 A All management levels from senior ll management levels from senior managers to operatorsmanagers to operators

- - Focused ImprovementFocused Improvement

5 5 Gemba Principle (Shop-Floor Oriented)Gemba Principle (Shop-Floor Oriented) -Seeking “ideal” operation, Visual management-Seeking “ideal” operation, Visual management

Seiichi NAKAJIMASeiichi NAKAJIMA

TPM – Operating Philosophy

TPM Fundamentals



5



TPM Teamwork In Gemba

JMAC

Sanitation Supv

UC Supv.

Main. Mgr.

Seattle Supv.1st Shift Oper

TPM

Coordinator

2st Shift Oper

QA. Mgr.

2st Shift Oper

1st Shift Supv

VP of Mftg.

TPM Fundamentals



6



TPM Award & Its Levels

Level 4: Award For World

Class Achievement

-Volvo, Sony

Level 3: Special Award

-Toyota

Level 2: TPM Consistent

Commitment Award

-Subaru Isuzu

Level 1: TPM Excellence

Award

-Phillips 66, Milliken,

Motorola, Unilever

3 yrs

2 yrs

3 yrs

3 yrs

Each year, The TPM Awards Committee offers TPM Awards to

plants and individuals for exemplary TPM achievement.

TPM Fundamentals





TPM: Establishing a Corporate Culture

that will maximize production system effectiveness

CHANGINGCHANGING

CULTURECULTUREMoraleMorale

QualityQualityProductivityProductivity

DDeliveryeliverySafetySafety

CostCost

Customer Satisfaction Over Global Competition

TPM Fundamentals





FOCUSED

IMPROVEMENT AUTONOMOUS

MAINTENANCE

PLANNED

MAINTENANCE

TRAINING AND

SKILLS DEVELOPMENT

INITIAL PHASE

MANAGEMENT

ADMINISTRATIVE WORK

IMPROVEMENT

QUALITY IMPROVEMENT

RESET BASE LEVEL, INSPECTION STANDARDS5S, SETTING STANDARDS.

MEASUREMENT OF LOSSES, PROBLEM SOLVING,

RELIABILITY IMPROVEMENT, SMED.

DOWNTIME REDUCTIONINITIALIZATION OF CONDITION BASED MAINTENANCE

TECHNICAL SKILLS REQUIREMENTSKNOW- HOW

CHECK OF SPECIFICATIONSTECHNICAL EVOLUTIONS

5S IN OFFICES5S IN WAREHOUSES

IMPROVE EFFICIENCY OF ADMINISTRATIVE TASKS

MANAGEMENT FOR ZERO ACCIDENTAND ZERO POLLUTION

REDUCTION OF DEFECTS

OPERATING STANDARDS

The 8 Pillars of TPM

SAFETY &

ENVIRONMENT

QUALITY

MAINTENANCE

TPM Fundamentals

E s t a

b l i s h e s E

f f i c

i e n t P r o

d u

c t i o n S

y s t e m

PI

PII

PIII

PIV

PV

PVI

PVII

PVIII





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

TPM Fundamentals





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 companyParticipants : VP Operations, CFO, Managers, Pillar Champions,

TPM Coordinator , Leo

JMAC : Asano & Masaaki

Satellite Plant Steering Committee(Monthly)

Chairman : Regional Mgmt. or VP

Participants : Plant Mgmt., Pillar Champions,

TPM Coordinator

JMAC : As needed

IC Pillar Meeting(Weekly)

Chairman : Pillar Champion

Participants : As needed &TPM Coordinator

JMAC: As needed

TPM Fundamentals





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 FrequencyMonthly

Core Members – CEO, CFO, VP of Ops, Pillar Champions, TPMCoordinator, JMAC

Pillar Presentation: Results, Plans, and Next Steps

Quarterly BMW Management Team

Leo, JMAC

Next Steering Committee

TPM Fundamentals



12



Program Development Master Plan(Example of The First 3 Years)

Preparation ExpansionImplementation

6 Months 1 Year 6 Months 1 Year

Steps 1-7 Step 7 Steps 8-9 Steps 10-111. Top Management’s

declaration to

introduce TPM

2. Introduction Training

3. TPM Organization

4. Target Setting

5. Master Plan

6. TPM Kick Off

7-(1) OEE/Focused Improvement

7-(2) Autonomous Maintenance

7-(3) Planned Maintenance7-(4) Training and Skills Development

8. (5) Initial Phase Management

9. (6)Quality Improvement

10. (7)Administrative Work

11.(8)Safety & Environment

T P M Aw ar d

12. Total application of TPM

TPM Fundamentals



13



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

Membership and Frequency

Weekly

Core Members – Pillar Champions,

Committee members

Review results

Plan Next Steps

AnalyzeCurrent Situation

AnalyzeCurrent Situation

IdentifyProblemsIdentify

Problems

GenerateCountermeasures

GenerateCountermeasures

ImplementationImplementation

DoDo Check

Check

ActionActionPlan

Plan

PDCA Cycle

TPM Fundamentals



14



Production Maintenance Quality Engineering ProductionControl

Purchasing Sales Admin.

1 OEE/FocusedImprovement

2 AutonomousMaintenance

3 Planned

Maintenance

4Training & Skills

5 Initial PhaseManagement

6 Quality

Maintenance

7 AdministrativeWork

8 Safety &Environment

Involvement of Each Department By Pillar

(Example)



15



Objectives: 0

TPM Progress Line-2The People

The action plan

The Results

OEE Casting

Updated on XX/XX by NB

Breakdowns/month

Process failures/month

The Schedule

The achievements

The Master Plan

Methodology

F.A.

The team The Chart

The Layout

Involvement Competencies

Activity Management : Example of Activity Board

TPM Fundamentals



16



Eight Pillars of TPM



17



Pillar I : OEE (Overall Equipment Efficiency)Focused Improvement

Improvement Steps

DefineLosses

Quantify Losses

AnalyzeCauses

GenerateCounter- measures

Implementation Follow up

Objectives

Maximizing the performance of equipment by minimizing losses

of equipment Problem Solving by GROUPS

Objectives

Maximizing the performance of equipment by minimizing losses

of equipment Problem Solving by GROUPS

Compare theCompare the ACTUALACTUAL operating time versus theoperating time versus the OPTIMUMOPTIMUM operating timeoperating time

Highlight the causes of Productivity losses :Highlight the causes of Productivity losses :

Availability, Performance and Quality lossesAvailability, Performance and Quality losses

Pillar I : OEE/Focused Improvement

Documents

BMW MT Training 0305[1]