16 major losses tng

• EQUIPMENT FAILURES - PM• SETUP & ADJUSTMENT• TOOL CHANGE• START-UP• MINOR STOPS• REDUCED SPEED• DEFECT & REWORK -QM• SCHEDULED DOWN TIME -PM• MANAGEMENT -OTPM• OPERATING MOTION• LINE ORGANISATION• LOGISTICS• MEASUREMENT & ADJUSTMENT• YIELD• ENERGY -PM• TOOL DIE AND JIG

16 Major Losses16 Major Losses

Loss Structure During Production Activities (16 Major Losses)

Operating Man-hours

Net Operational Man-hours

Effective Man-hours

Valued Man-hours (Man-hours for turnout)

Loading Man-hours

Working Hour

Operating Time

Net Operating Time

Valued Operating Time

Loading Time

9. Management loss

10. Operating motions loss

11. Line organization loss

12. Logistics loss

13. Measurement and adjustment loss5

Maj

or L

osse

s O

bstru

ctin

g M

anpo

wer

Effi

cien

cy Excluding man-hours (Supported by other departments)

Production Man-hour

Line organization man-hour loss

Defects in man-hour loss

Defects quality loss

8. Shutdown loss

1. Equipment Failure loss

2. Set-up and adjustment loss

3. Cutting blade and Jig change loss

4. Start-up loss

5. Minor stoppage idling loss

6. Speed loss

7. Defects and rework loss

Other downtime loss

Clearing checking

Awaiting instruction

Awaiting materials

Awaiting personnel distribution

Quality confirmation

(Adjustment of measurement)

8 M

ajor

loss

es o

bstru

ctin

g eq

uipm

ent e

ffici

ency

Scheduled downtime

Downtime

Performance loss

Start-up loss

Overload loss

Temperature loss

14. Energy loss

Input energy

Effective energy

No. of qualified products

Input materials (Number, weight)

Weight of qualified products

Defects quality loss

Start-up loss

Cutting loss

Losses in weight

Losses in overages (Increased

commission)

16. Yield loss

15. Die, tool & jig loss

Efficiency of material, die, jig, tool and energy requirement per product unit ....

3 Major losses obstructing efficiency of material, Die, Jig & energy requirement per product unit

(1) Failure losses

The definition of failure loss is set as follows:Cases accompanied by function stoppage or decline (normally or typically

accompanied by production stoppage or output decline)

Cases requiring replacement of parts or repair in order to recover function

Cases requiring 5-10 minutes or more for repair

• At any rate, failures must be reduced to zero. This can be attained

at little cost, although some short-term investment may be necessary. To attain zero failures, it is necessary to correct the conventional misconception about BM (breakdown maintenance) that failures are unavoidable

GENERAL PROBLEMS WITH FAILURESLow interest by production sector

• Production thinks failures should be handled by maintenance.

Weak attitude toward failure analysis.

• Phenomena are not observed in details.

• Broken locations and places nearby are not examined fully.

• Enough ‘Genbutsu’ is not collected and analyzed.

• Causes are not pursued fully and only actions are taken.

• Measures for preventing recurrence are not taken.

• Failures are not analyzed at on-site.Maintenance system and operation of it are weak.

• Check criteria are not defined, eg., checking frequency, locations, method and criteria.

• Maintenance calendar easily showing parts replacement and overhauling periods, oiling and oil

change, and other items and operation system for it are week.

• Failure history system.Attitude toward predictive maintenance (CBM) is weak.

• Measured values fluctuate greatly and re not reliable.

• Measured values do not change for a long time and lose confidence in audit results.

• Periodic measurement and trend control are not implemented.

Relations of Causes and Effects of Failures

Results CausesTo err is human

(2) Setup and adjustment losses

"Setup and adjustment losses" refers to time losses from the end of the

production of a previous item through product-change adjustment to the

point where the production of the new item is completely satisfactory.

Setting up means a series of operations from the removal of jigs and

fixtures following the end of production, clearing up and cleaning, through

the preparation of jigs/tools and metal fixtures necessary for the next

product, to their attachment, adjustment, trial processing, readjustment,

measurement, production, and finally the ability to produce excellent

productsContd…..

Adjustment means the following:Taking measures to implement optimum solutions/values

for specific purposes, for instance, steps to restrict quality

within a target value range or to prevent other problems. Attaining certain aims through repeated trial and error.

The approach to be adopted should be to study the adjustment mechanism and seek time reduction. The ultimate goal of the approach is "minimisation.' The final objective of set-up & adjustment losses is to realise “one-shot machining in which quality production is possible ”. To realize one-shot arrangements, it is essential to reduce adjustment to zero.

Change over

Test grinding

Measurement

Adjustment

Repeat

One-step defect-free

change over

Change over Grinding Measure

mentContinued Grinding

Why can’t we achieve One-step defect free change over ?

•We assume that adjustments are simply inevitable in a high precision process

•Our equipment and replaceable parts have poor precision so we make adjustments to compensate

•The standards mounting points are not clearly defined with numerical values so people have to guess at the setting.

•We don't know the proper machining conditions or if we do we aren’t applying that knowledge during set-up. (No standards procedures)

Steps of promoting single step defect free change over

Understand the current process &

condition

Clarify the problem areas in changeover

adjustment & test runs

Check the precision of the equipment and

replaceable parts

Improve your positioning

methods

Take care of remaining

adjustments

Carry out PM analysis ( systematic thinking using the

principles & stds of the process)

Look again at stds

values & check the

items related to

eqpt precision

Look again at

the machining condition.

Look again at

durability.

Look again at the

quality of pervious

machining

Create changeover

Stds:

Maintain & management

(3) Cutting-blade losses

These are time losses due to regular cutting-blade exchanges and

extraordinary replacement necessitated by blade damage and volume

losses (defects and rework) that arise before and after blade replacement.

Cutting-blade losses are dropping due to material and shape studies

yielding longer blade life, but they still pose a problem requiring further

study.

In the case of transfer machines, cutting- blade losses may account for 10% to 12% of overall efficiency impedance, because the number of operators is few in relation to the number of the machines.

The reduction of cutting-blade losses requires study in both the fields of relevant technology (material changes, shape alteration, etc.) and software (vibration measurement and pursuit of optimum cutting conditions). The target is the maximisation of blade life

(4) Start-up losses

Start-up losses are defined as time losses from

•start-up after periodic repair,•start-up after suspension (long-time stoppage),•start-up after holidays,•start-up after lunch breaks,

to the time when it is possible to produce excellent products of reliable quality,

free from machine problems (minor stoppages, small problems, and blade

breakdown) in a specified cycle time operation, as.well as volume losses

(defects/ rework) that arise during that period.

• Method of reducing start-up losses

– Time-series data at the time of start-up

– Examination of working oil/lubricating oil

– Examination of related equipment portions

– Adjustment of thermal displacement occurrence portions

– Measurement of thermal displacement values

– Countermeasures

5) Minor stoppage & idling losses

The definition of these losses is as follows:

• Losses that are accompanied by temporary functional stoppage• Losses allowing functional recovery through simple measures (removal of abnormal work pieces and resetting)• Losses that do not require parts exchange or repair• Losses that require from 3-5 seconds to less than 5 minutes for recovery.

Unlike failures, minor stoppage/idling losses represent the condition in which equipment stops or idles because of temporary problems; for example, a work piece clogs a chute, or a sensor is triggered by a quality defect, temporarily stopping the machine. In this case, if the work piece is removed and resetting is done, the machine will operate normally. Thus, this condition is different in character from equipment failure

GENERAL PROBLEMS ON MINOR STOPPAGES • Efforts to actualize as losses are not sufficient.

• Actions taken are poor

- Only emergency measures are taken as temporary measures.

• Phenomena are not discerned fully.

• Obstruction to un-attended operation.

- Operators are used for restoration.

- Minor stoppages keep operators from operating multiple stations or machines.

- One minor stoppage will ruin the effects of unattendance operation during breaks

7) Defect / Rework losses

Defect/rework losses are defined as volume losses due to defects and rework (disposal defects), and time losses required to repair defective products to turn them into excellent products.

Generally, sporadic defects are easily fixed, so they are rarely left uncorrected. Chronic defects, in contrast, are often left as they are, because their causes are difficult to perceive and measures to correct them are seldom effective. Rework and repair items are also regarded as chronic defects, because modification worker-hours are required

Basic principle of quality maintenance

Quality DefectsDefects due to

equipment precision

Defects due to Machining conditions

Defects due to People

involved

Creation of equipment that doesn’t produce defects

Train operators who know their equipment well

Setting std: conditions for equipment that doesn’t

produce defects

Fostering maintenance management ability

Management of std: condition that doesn’t produce defects

Zero defects

Overall Equipment Effectiveness - OEE

• A Formula for measuring Equipment Utilization and Performance

• Uses an “Industry Standard” list of Downtime Reasons

• The data required for accurate OEE calculations can provide MTBF’s, MTBE’s, and MTTR’s information for equipment.

Overall Equipment Effectiveness

OEE = Availability x Performance x Quality

where:

Availability = Equipment Availability

Performance = Performance Efficiency

Quality = Quality Rate

(The OEE Equation)

Loading time - Downtime

Loading Time = x 100 Availability

Performance efficiency

Processed amount

Operating Time/ Theoretical cycle time(@ 100% eff & without Occ Time )

x 100 =

Rate of quality products

Processed amount - defect amount

Processed amount = x 100

FOR OEE

Relationship between Six Major Losses on Equipment and Overall Equipment Effectiveness

Availability Loading time - Downtime

Loading Time = x 100

= x 100 = 87%460 mins. - 60 mins.

460 mins.

(e.g.) : Availability

Performance efficiency Theoretical cycle time x processed amount

Operating Time = x100

= x 100 = 50%0.5 mins./unit x 400 units

400 mins.

(e.g.) : Performance efficiency

Rate of quality products Processed amount - defect amount

Processed amount = x 100 =

= x 100 = 98 %

400 units - 8 units

400 units

(e.g.) : Rate of quality products

Overall equipment effectiveness = Availability x Performance efficiency x Rate of quality products

(e.g.) 0.87 x 0.57 x 0.98 x 100 = 42.6%

Equipment failure

1

Operating timeD

own

time

loss

es

Net operating time S

peed

lo

sses

Valuable operating time

Def

ect l

osse

sLoading time

Setup andadjustment

2

Idling and minor stoppage

3

Reduced speed

4

Defects inprocess

5

Reducedyield

6

Equipment Six Major Losses Calculation of overall equipment effectiveness

Relationship between Six Major Losses on Equipment and Overall Equipment Effectiveness



= x 100 = 87%460 mins. X 60 mins.

460 mins.


Performance efficiency Theoretical cycle time x processed amount

Operating Time = x100

= x 100 = 50%0.5 mins./unit x 400 units

400 mins.


Rate of quality products Processed amount - defect amount

Processed amount = x 100 =

= x 100 = 98 %

400 units - 8 units

400 units


Overall equipment effectiveness = Availability x Performance efficiency x Rate of quality products

(e.g.) 0.87 x 0.57 x 0.98 x 100 = 42.6%

Equipment failure

1

Operating timeD

own

time

loss

es

Net operating time S

peed

lo

sses

Valuable operating time

Det

ect l

osse

sLoading time

Setup andadjustment

2

Idling and minor stoppage

3

Reduced speed

4

Defects inprocess

5

Reducedyield

6


9. Management loss

Overall Equipment Effectiveness =

A x P x Q


Loading Time/ Theoretical cycle time(@ 100% eff & without Occ Time )

For Calculating the OEE for the line,

the line is considered as one entity (machine)

1 32 4

5 76 8IN

OUT

Std output of the line is taken

Overall Planned effectiveness



= x 100



Actual average Production

Standard production= x

100

= x 100



Production - 7 8

Production = x 100 =

= x 100


Overall planned effectiveness = Availability x Performance efficiency x Rate of quality products

Planned Maintenance & Equipment

failure1

Running B Hours Lo

ss b

y S

uspe

nsio

n

Operation C Hours

Loss

by

stop

page

Net Operation HoursD Lo

ss B

y C

apac

ityCalander Hours

A

Production control

2

Equipment breakdown3

Process breakdown4

Regular Production5

Irregular production6


Valu

able

op

erat

ing

time

E

Loss

By

Def

icie

ncy

Process deficiency

7

Reprocessing8

CA

CD

DE

Loading time - Downtime

Loading Time = x 100 Availability


Processed amount

Operating Time/ Theoretical cycle time(@ 100% eff & without Occ Time )

x 100 =



Processed amount = x 100

FOR OPE

( Down time include Scheduled down time also )

PRODUCTIVITYMEASUREMENT SYSTEM

Performance Efficiency

OEE

Quality Rate

Setup AdjustBreakdowns Tooling

Availability

Startup Losses

•Maintenance repair histories

•Operator log sheets

•Equipment failure reports

•Process Controllers

Examples:•Wear Part failure•Utility failure•Equipment jam•Lubrication failure


•Production schedules

•Setup log sheets

•Tool changeover report

•Production control system

Examples:•Part Changeover•Die Change•Tooling Change•Limit Switch adjust•Set point Adjustment•Running of test Parts


•Production log sheets

•FMEA

Examples:•Cutting tool wearout•Injection Mold failure•Stamping Die failure

•Operator log sheet


•Production count

•Start meters

Examples:•Injection Molding machine partial full on initial run.

Idling & Minor Stoppages

Speed Losses


•Operator log sheet

Examples:•Running at less than

design speed to meet quality specifications

•Not knowing the capability of a machine or line.

•Operator check off document


Examples:•Machine Jam•Manual adjustment•Material misalignment•Machine reset

•Production Reports

•Quality Control Charts

•Reject rates

Quality Defects

Major Losses

Set model equipment

Organise the project team Im

provement of

equipment efficiency

Track Seven major Losses

Select the theme & plan

implementation

Individual improvements

project activities

Individual improvements

project activities

Reliability in use- prevention stds & review

Autonomous maintenance

systemPreventive

maintenance system

Horizontal deployment

Bottle neck processLarge lossMore H.D applicableMatching with JH machine

Eqpt Failure lossMinor stoppage loss

Set up and adjustment lossCutting tool & jig change lossStart up lossReduced speed lossDefect & rework loss

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Function failure loss( Failure analysis technique)

Function depression loss(IE, QC, VE)

Challenge ‘0’ seven major losses through project activities under each theme

Individual improvement

Sporadic & chronic losses

Division Sporadic loss Chronic loss

Loss Mode

Entirely new phenomenon suddenly occurs. Phenomenon occurs suddenly after exceeding a certain dispersion range

Phenomenon occurs within a certain dispersion range -Repeated in short cycles -Phenomenon always occurs with certain quantitative dispersions

Actualization Recognized as loss compared with present level.

Actualize as loss compared between maximum value and technical level

CauseCasual sequence is relatively monotonous. Can be guessed by past experience and intuition in many cases

Casual sequence is not clear and cause system is compounding. Past experience and intuition do not work.

CountermeasureMost cases can be solved on the spot. Restorative measures will work.

Cannot be solved even if various actions are taken. Renovating countermeasure are needed.

Chronic problems

Two types of chronic problem.

1) Problems produced by a single cause but the causes varies from one occurrence to the next.

2) The problem is produced by a combination of causes,which also varies from one occurrence to next

Cause

Cause Cause

Cause

CauseCause

CauseCause

Difficulty in pin pointing the cause

Approach to Chronic Loss Reduction.

1. Analysis Phenomena

2. Review Potential

cause-and-effect relationships.} Conduct P-M analysis

as part of this approach

3. Expose slight defects hidden within causal factors

In exposing slight defects:• Define optimal conditions•Treat even the slightest flaws as significant•Restore optimal conditions

Presentations & Public Speaking

16 major losses tng