FMDS · 2018-08-17 · 16 FMDS –8 Step A-3 ... Yield or start-up losses Machine losses TPM 6 Machine Type Losses TPM Typically machines experience losses in these main categories.

FMDSTraining to Suppliers

Supplier Advancement EngineerKaren Stapleton

Yuri Garcia B

August 2018

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Agenda

AGENDAWelcome Statement Alex Thomas 8:30 – 8:45

Introduction to FMDS Concepts/JTEKT Expectations of Suppliers

Karen Stapleton 8:45 – 9:45

Break All 9:45 – 10:00

Guidelines for Implementation of FMDS Yuri Garcia B. 10:00 – 12:00

Lunch All 12:00 – 12:45

Plant Tour and Review FMDS in the Plant All 12:45 – 2:30

Closing Comments/Wrap Up Alex Thomas 2:30 – 2:45

FMDS CONCEPT AND SUPPLIER EXPECTATIONS

Supplier Advancement EngineerKaren Stapleton

Yuri Garcia B

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Introduction to FMDS

What is FMDS

Floor Management Development System“Toyota ideal shop floor management method and concept are organized and put into words.”

Through OJD (On the Job

Development)

Develop team members into leaders with the ability to:

Promote a kaizen work environment

Improve work quality

Solve problems

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Introduction to FMDS

Toyota based FMDS

What is the mission of the Production Shop Floor?

To produce better, quality products at lower cost, on-time, and safely.

What are the production methods to achieve the mission?

TPS (Toyota Production System)

TPM (Total Productive Maintenance)

What is the control method including visualization?

Abnormality Control

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FMDS

TPS

People Development Visualization 5S

Problem Solving

4M Change Point

Control

Abnormality

Control

TPM

Availability Performance Quality

FMDS Structure

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Leaders -Teamwork

The leaders who work most effectively, it seems to me, never say "I." And that's not because they have trained themselves not to say "I." They don't think "I." They think "we"; they think "team." They understand their job to be to make the team function. They accept responsibility and don't sidestep it, but "we" gets the credit…. This is what creates trust, what enables you to get the task done.

- Peter Drucker

People Development

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FMDS for Visual WorkplaceVisualization

Current SituationTarget Situation

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FMDS Visual Control ExerciseVisualization

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FMDS Visual Workplace Objectives

ALERTSUS TO

ABNORMALITY

WORKERAUTONOMY

ELIMINATIONOF WASTE

CONTINUOUSIMPROVEMENT

ZERO

DEFEC

TS

FMDSSHARING

INFORMATION

Visualization

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FMDS Levels of Visual Control Pyramid

6

Prevent

Abnormalities

i.e., Poka Yoke

5

Detect Abnormalities

i.e., Prevent Defects Moving On

4

Warn about Abnormalities,

i.e. Build in Alarms/Alerts

3

Build Standards into the Workplace

2

Share Established Standards

1

Share Information and/or Results of Control Activities

5S

Workplace Organization

Visualization

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FMDS 5S Foundation for Visual Workplace

STANDARDIZEwork

procedures, checklists, etc. in order to maintain an orderly and clean work area

1. SEIRI

SEPARATE

SEPARATE theNecessary item from the unnecessary

2. SEITON

ORGANIZE

ORGANIZEeach item in its

optimal position in the workplace

3. SEISO

CLEAN

CLEANthoroughly the relevant work items and the surrounding environment

4. SEIKETSU

STANDARDIZE

5. SHITSUKE

DISCIPLINE

DISCIPLINEapplication of

the previous steps to maintain a clean work area

• There is a place for everything, and everything is in its place.– Items, information, schedules, and processes are recognizable at a glance.

• Standard procedures are easily understood and visually clear.

• It is easy to distinguish immediately between what is normal and what abnormal.– Waste and abnormalities are immediately recognizable by anyone.

• Historical and current performance levels are apparent.

• A zero defect, zero abnormality workplace.

• Team members participate in improvement.

5S

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FMDS Problem Solving

Problem Solving Techniques:

Fishbone Diagram (Ishikawa)

5 Whys

8D – A3

Other

Problem Solving

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Method

ManMachine

Material

Insert Chipping

Poor grind

Bad anvil

Bad top clamp

Poor rough op.

Loose belts

1 or 2 cut

Tool holder life

Plunge cutInsert mat’l

Insert tool life

forging mat’l

brittleNo rough cut

Insert geometry

excess mat’l

Machine specific

hard mat’l

Inter. cut

Damaged ways

Bad tool post

loose gibs

Erratic feed

Spindle bearings.Chip control

Low air pressure

Rapid approach

edge prepRPM

No insert change

Tool height

Air adjustment

Feed rate

Part specific

Tool over hang

FMDS – Fishbone Problem Solving Method

Next steps assign an improvement for each defect factor, person responsible, due date, and effect.

Problem Solving

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5 Why Problem Solving1) Why has the problem occurred2) To the previous answer, cause of the “why”3) When you reach the last “why”, trace back to the problem and verify the

correctness4) Check for missing cause – have you gone far enough?5) Take countermeasures against the root cause(s)

5 Why ExampleSymptom: The machine stoppedCause: The circuit overload tripped

The shaft was worn down and seized upMetal cutting chips penetrated the areaChips passed through the lubrication systemThere was no strainer on the inlet pipe from the tank

FMDS - 5 Why Problem Solving Method

Why?

Why?

Why?

Why?

Why?Why?

Therefore

Therefore

Therefore

Therefore

Therefore

Problem Solving

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FMDS – 8 Step A-3 Problem Solving Method

8. MAINTAIN Establish a PDCA to maintain improvement, Standardize, Yokoten (read across).

1. PROBLEM STATEMENTBackground information regarding the theme of the problem.

2. CURRENT SITUATIONBasic information regarding the problem area: Performance, Bekido, Chokko. Looking for “GAPS”.

3. SET THE TARGETDetermine specific target

4. ANALYSIS FOR ROOT CAUSE5 Why, Ishikawa (fishbone Diagram, 8 Step, etc. Root Cause Statement is clearly defined.

5. SELECT COUNTERMEASURESCountermeasures are expected that address root cause. Prioritize by “Big” or “Small”, and “Easy” or “Difficult.”

6. IMPLEMENT COUNTERMEASURES

Solve Problems Quickly Using PDCA

7. RESULTS(O) Good impact, (Δ)Little or no change, (X) Worse condition.

Problem Solving

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FMDS Total Productive Maintenance

Categories

Availability

Performance

Quality

TypesBreakdowns

Changeover

Cycle Time

Small (Short) Stops

Scrap & Rework

Yield or start-up losses

Machine

losses

TPM 6 Machine Type Losses

TPM

Typically machines experience losses in these main categories. Each one often needs to be measured in detail.

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FMDS – TERMS

Terms

A3 CL PDCA

8D GL Poke Yoke

Abnormality FMDS 5S

Bekido Gemba Standard Work

Non-Bekido Ishikawa Tanzaku

Bekido Cycle Kaizen Value Add

Bottleneck Kitaichi Non Value Add

Change Point KPI Visual Management

Chokko Morning Market Yarijimai

8 Kinds of Waste Muda Yokoten

4M Change Point Obeya Meeting

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FMDS – JTEKT Term Bekido

Bekido:

• The rate at which the bottleneck (longest process) or a line performs.

• (MCT = Man + Auto)

Bekido rate ＝ Σ（quality goods × Neck MCT）Working Hours

× 100%

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FMDS – JTEKT Term Bekido

Bottleneck:

• The least productive part of a Manufacturing Line• Cannot make up for lost production on the bottleneck

unless during breaks, lunch, or overtime

Bottleneck

Machine

MCT 30″ MCT 60″ MCT 15″ MCT 30″MCT 45″

For Bekido calculation use the longest MCT

MCT =（Machine Time + Handling Time）Manual Line

MCT =（Machine Time ）Auto Line

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FMDS – JTEKT Term Chokko

Chokko:

• The ratio of finish products exiting a line to total products entering the line.

Chokko ＝Total “Good” parts

x 100%Σ（No Good + Good Parts）

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FMDS – Keys to Success

Schedule daily meeting involving plant leadership and support.

Cross functional approach, understood by management to shop floor.

Led by Team/Group Leader.

Buy in and ownership from shop floor and management!

Problem Solving to Determine Root CauseFind, expose, and control what is hidden problems and not visual.

True root cause determination – Does it pass the 5-Why test?The same type of rigor that is used in “quality” problems should be

applied to “machine breakdown“ problem solving.

Corrective actions must address the “root cause” and be “permanent and irreversible”.

Dynamic process that’s reviewed and modified.

Establish method that forces Yokoten “read across” to all systems and processes.

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FMDS Supplier ExpectationsSupplier requested to implement FMDS

Determine gap at your plant

IF a type of FMDS/visual management system exists at supplier, review and compare with JTEKT FMDS for improvement ideas.

If FMDS does not exist at supplier, implement FMDS at your plant.

What is your performance level to target and resulting gap?

What is the GAP between the Current Situation andWhat you visualize as theIdeal Situation for FMDS?

Examples:BekidoChokko

A “GAP” develops between the acceptedstandard and the current situation forFMDS.

Current Situation

Target Situation

Ideal Situation

GAP

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FMDS Timeline of Next Steps

Supplier Requests Assistance from JTEKTWeb-Ex and phone calls with SA Engineer, Yuri, or Karen for assistance.

Yuri’s email: [email protected]’s email: [email protected]

Follow-up WorkshopThree-four months a workshop follow-up of FMDS process at your plant by SA Engineer, Yuri and Karen.

Follow-up AuditThree-four months a follow-up FMDS audit by SA Engineer, Yuri, and Karen.

8/1/2018 4/30/2019

9/1/2018 10/1/2018 11/1/2018 12/1/2018 1/1/2019 2/1/2019 3/1/2019 4/1/2019

8/13/2018 - 8/16/2018

JTEKT Vonore

FMDS Training

11/1/2018 - 12/30/2018

Follow-up Workshop at Supplier Plant

By SA Engineer, Yuri, and Karen

3/1/2019 - 4/30/2019

Follow-up Audit at Supplier Plant

By SA Engineer, Yuri, and Karen

8/17/2018 - 4/30/2019

Web-EX and phone calls for assistance

Supplier contact SA Engineer, Yuri, and Karen

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JATV FMDS BoardKPI’s

Countermeasures For KPI’s

4M Change point control:Planned,Change Point,Abnormality

Daily productionreports

Bekido & ChokkoCharts

Tanzaku

Safety

Quality

Delivery

Please standby for the next session to review the key elements 4M control and abnormality log.

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Q AND A