TPM (en)

MITSUBA F.N.E.MITSUBA F.N.E.

Maintenance DepartmentMaintenance Department

TPM / ODRTPM / ODR

TTotal otal PProductive roductive MMaintenanceaintenance

OOperator perator DDriven riven RReliabilityeliability

( ( focused on GF08 winding sectionfocused on GF08 winding section))

22Maintenance Dept.Maintenance Dept.

What is Total Productive Maintenance?What is Total Productive Maintenance?

TPM is TPM is notnot……- ……a maintenance improvement programa maintenance improvement program- ……a program to clean and paint machinesa program to clean and paint machines- ……merely involving operators in “autonomous maintenance”merely involving operators in “autonomous maintenance”- ……a maintenance program applied to all critical equipmentsa maintenance program applied to all critical equipments- ……led by the maintenance or plant engineering organizationsled by the maintenance or plant engineering organizations- ……one of many options for improving equipment reliability and/or cutting costsone of many options for improving equipment reliability and/or cutting costs

TPM is a slow culture changeslow culture change to get people to do

the right things at the right time. TPM is a long long

term processterm process…not a three worded jargon and a

trendy program.

TPM is an organization-wide equipment

improvement strategy…

TPM is a systematic focus on eliminating the

major equipment-related losses…

TPM is a strategy that demands the involvement of

anyone who contributes to a problem…

TPM is a strategy that assures that all critical

equipment is reliable by focusing on improving

overall equipment effectiveness…

TPM is a culture change (evolution) led by top

management with very clear business

expectations…

TPM is the only proven work culture that

promotes and sustains reliable equipment at lower

cost…


A common misunderstanding A common misunderstanding about TPM !about TPM !

Total Productive Maintenance (TPM) provided the framework for policies, the structures, the

tools, and the results for consistently reliable, low operating cost equipment and facilities

during the evolution of the Toyota Production System (TPS).

…TPM is the backbone of the TPS…

This is where the misunderstanding begins for today’s corporate leaders: they see, they

analyze, and adopt or adapt the TPS tools that they see when they see TPS in action.

Unfortunately this tools are not the “system” which makes TPS working: what our western

culture fails to see is the “TPS journey” from the old ways of doing business to the new and

continuously improving ways, generating sustainable results.


TPM HOUSETPM HOUSE

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5SSeiri (Sort out) - Seiton (Set in order) - Seiso (Shine) - Seiketsu (Standardize) - Shitsuke (Sustain)

THE EIGHT PILLARS OF TPM

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What is Operator Driven Reliability?What is Operator Driven Reliability?

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5SSeiri (Sort out) - Seiton (Set in order) - Seiso (Shine) - Seiketsu (Standardize) - Shitsuke (Sustain)

THE FIVE PILLARS OF ODR

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TPM is a slow culture change to get people to do the right things at the right time: the TPM

journey must be covered using much attention and pursuing the goals in a systematic way (step

by step). The first step of TPM is the ODR: the ODR is a new and innovative approach to the

maintenance, used for example in SKF Industrie (Massa plant), to drive the maintenance

operations toward the excellence!


5S5STPM starts with 5S. Problems cannot be clearly seen when the work place is unorganized. Cleaning and

organizing the workplace helps the team to uncover problems. Making problems visible is the first step of improvement.SEIRI - Sort out : this means sorting and organizing the items as critical, important, frequently used items,

useless, or items that are not need as of now. Unwanted items can be salvaged. Critical items should be kept

for use nearby and items that are not be used in near future, should be stored in some place. For this step,

the worth of the item should be decided based on utility and not cost. As a result of this step, the search

time is reduced.

SEITON - Set in order : the concept here is that "Each items has a place, and only one place". The items

should be placed back after usage at the same place. To identify items easily, name plates and coloured tags

has to be used. Vertical racks can be used for this purpose, and heavy items occupy the bottom position in

the racks.

SEISO - Shine the workplace : this involves cleaning the work place free of burrs, grease, oil, waste,

scrap etc. No loosely hanging wires or oil leakage from machines.

SEIKETSU - Standardize : employees has to discuss together and decide on standards for keeping the

work place / Machines / pathways neat and clean. This standards are implemented for whole organization

and are tested / Inspected randomly.

SHITSUKE - Sustain : considering 5S as a way of life and bring about self-discipline among the

employees of the organization. This includes wearing badges, following work procedures, punctuality,

dedication to the organization etc.


““KOBETSU - KAIZEN”KOBETSU - KAIZEN”SYSTEMSYSTEM

“Kai” means change, and “Zen” means good (for the better). Basically kaizen is for small

improvements, but carried out on a continual basis and involve all people in the organization.

Kaizen is opposite to big spectacular innovations. Kaizen requires no or little investment. The

principle behind is that “a very large number of small improvements are more effective in an

organizational environment than a few improvements of large value”. This pillar is aimed at

reducing losses in the workplace that affect our efficiencies. By using a detailed and thorough

procedure we eliminate losses in a systematic method using various Kaizen tools. These

activities are not limited to production areas and can be implemented in administrative areas as

well.

PolicyPolicy• Practice concepts of zero losses in every sphere of activity.

• Relentless pursuit to achieve cost reduction targets in all resources.

• Relentless pursuit to improve over all plant equipment effectiveness.

• Extensive use of PM analysis as a tool for eliminating losses.

• Focus of easy handling of operators.

Kaizen TargetKaizen Target• Achieve and sustain zero loses with respect to minor stops, measurement and adjustments,

defects and unavoidable downtimes. It also aims to achieve 30% manufacturing cost

reduction.

Tools used in Kaizen• PM analysis

• Why - Why analysis

• Summary of losses

• Kaizen register

• Kaizen summary sheet.


““JISHU - HOZEN”JISHU - HOZEN”SYSTEMSYSTEM

PolicyPolicy• Uninterrupted operation of equipments.

• Flexible operators to operate and maintain other equipments.

• Eliminating the defects at source through active employee participation.

• Stepwise implementation of JH activities.

This pillar is oriented towards developing operators to be able to take care of small

maintenance tasks, thus freeing up the skilled maintenance people to spend time on more value

added activity and technical repairs. The operators are responsible for upkeep of their

equipment to prevent it from deteriorating. JISHU HOZEN TargetsJISHU HOZEN Targets• Reduce wire consumption by TBD %

• Reduce process time by TBD %

• Increase use of JH by TBD %

Steps in JISHU HOZENSteps in JISHU HOZEN• Preparation of employees.

• Initial cleanup of machines.

• Take counter measures

• Fix tentative JH standards

• General inspection

• Autonomous inspection

• Standardization and

• Autonomous management.


PLANNED MAINTENANCE SYSTEMPLANNED MAINTENANCE SYSTEM

It is aimed to have trouble free machines and equipments producing defect free products for

total customer satisfaction. This breaks maintenance down into 4 “families” or groups which

was defined earlier.

Breakdown Maintenance

Preventive Maintenance

Corrective Maintenance

Maintenance Prevention

With Planned Maintenance we evolve our efforts from a reactive to a proactive method and

use trained maintenance staff to help train the operators to better maintain their equipment.

Productive

Maintenance

PolicyPolicy

• Achieve and sustain availability of machines.

• Optimum maintenance cost.

• Reduces spares inventory.

• Improve reliability and maintainability of machines.

Target• Zero equipment failure and break down.

• Improve reliability and maintainability by TBD % .

• Reduce maintenance cost by TBD % .

• Ensure availability of spares all the time.

Six steps in Planned maintenanceSix steps in Planned maintenance• Equipment evaluation and recoding present status.

• Restore deterioration and improve weakness.

• Building up information management system.

• Prepare time based information system, select equipment, parts and members and map out plan.

• Prepare predictive maintenance system by introducing equipment diagnostic techniques.

• Evaluation of planned maintenance.


SKILL TRAINING PROGRAMSKILL TRAINING PROGRAMIt is aimed to have multi-skilled revitalized employees whose morale is high and who has

eager to come to work and perform all required functions effectively and independently.

Education is given to operators to upgrade their skill. It is not sufficient know only "Know-

How" by they should also learn "Know-why". By experience they gain, "Know-How" to

overcome a problem what to be done. This they do without knowing the root cause of the

problem and why they are doing so. Hence it become necessary to train them on knowing

"Know-why". The employees should be trained to achieve the four phases of skill. The goal is

to create a factory full of experts. The different phase of skills are:

• Phase 1 : Do not know.

• Phase 2 : Know the theory but cannot do.

• Phase 3 : Can do but cannot teach.

• Phase 4 : Can do and also teach.

PolicyPolicy• Focus on improvement of knowledge, skills and techniques.

• Creating a training environment for self learning based on felt needs.

• Training curriculum / tools /assessment etc conductive to employee revitalization.

• Training to remove employee fatigue and make work enjoyable.

TargetTarget• Achieve and sustain downtime due to want men at zero on critical machines.

• Achieve and sustain zero losses due to lack of knowledge / skills / techniques.

• Aim for 100 % participation in suggestion scheme.

Steps in Educating and training activitiesSteps in Educating and training activities• Setting policies and priorities and checking present status of education and training.

• Establish of training system for operation and maintenance skill up gradation.

• Training the employees for upgrading the operation and maintenance skills.

• Preparation of training calendar.

• Kick-off of the system for training.

• Evaluation of activities and study of future approach.


QUALITY MAINT. SYSTEMQUALITY MAINT. SYSTEM

It is aimed towards customer delight through highest quality through defect free

manufacturing. Focus is on eliminating non-conformances in a systematic manner, much like

Focused Improvement. We gain understanding of what parts of the equipment affect product

quality and begin to eliminate current quality concerns, then move to potential quality

concerns. Transition is from reactive to proactive (Quality Control to Quality Assurance).

QM activities is to set equipment conditions that preclude quality defects, based on the basic

concept of maintaining perfect equipment to maintain perfect quality of products. The

condition are checked and measure in time series to very that measure values are within

standard values to prevent defects. The transition of measured values is watched to predict

possibilities of defects occurring and to take counter measures before hand.

Policy• Defect free conditions and control of equipments.

• QM activities to support quality assurance.

• Focus of prevention of defects at source.

• Focus on poka-yoke (fool proof system).

• In-line detection and segregation of defects.

• Effective implementation of operator quality assurance.

Target• Achieve and sustain customer complaints at zero.

• Reduce in-process defects by TBD %.

• Reduce cost of quality by TBD %.

Data requirementsQuality defects are classified as customer end defects and in house defects. For customer-end

data, we have to get data on:

• Customer end line rejection.

• Field complaints.

For In-house data, they include data related to products and data related to process .

Data related to product• Product wise defects.

• Severity of the defect and its contribution - major/minor.

• Location of the defect with reference to the layout.

• Magnitude and frequency of its occurrence at each stage of measurement.

• Occurrence trend in beginning and the end of each production/process/changes.

• Occurrence trend with respect to restoration of breakdown/modifications/periodical replacement of quality components.


TPM IN OFFICETPM IN OFFICE


SAFETY, HYGIENE ANDSAFETY, HYGIENE AND WORKING ENVIRONMENT WORKING ENVIRONMENT


LOSS STRUCTURE IN LOSS STRUCTURE IN PRODUCTION ACTIVITIESPRODUCTION ACTIVITIES

Operating worker-hours Operating hours

Loading worker-hours Loading hoursActual workingworker-hours Utilization hours

Effective workingworker-hours Net utilization hours

Value-added

worker-hours

Value-added

hours

Human Equipment

ManagementLossesMotionLosses

Line OrganizationLosses

Losses resultingfrom failure to automate

Measuring andadjustment losses

Shut Down Losses

Failure Losses

Setup and AdjustmentLosses

Start-Up Losses

The losses which decreaseThe losses which decrease

the human work efficiencythe human work efficiency

The losses which decreaseThe losses which decrease

the equipment efficiencythe equipment efficiency

Other Stoppage Losses

Speed Losses

Typical EquipmentLosses

Defect/Rework Losses

Minor stoppage/IdlingLosses


OVERALL EQUIPMENT EFFICIENCY OVERALL EQUIPMENT EFFICIENCY (OEE)(OEE)

OEE for Nittoku no.1(2002)

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DAILY OEE PROGRESSIVE OEE

OEE for Nittoku no.2(2002)

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Operating hours

Loading hours

Utilization hours

Net utilization hours

Value-added hours

11

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33

44

1. SD Losses

2. DownTime Losses

3. Speed Losses

4. Defect Losses

Availability = (UT) / (UT+DT)

Performance Rate = (SCT•PU) / (UT)

Quality Products Rate = (TP-DP) / (TP)

UT → UpTime

DT → DownTime

SCT → Standard Cycle Time

TP → Total Production

DP → Defective Production

OEE = Availability OEE = Availability ·· Performance Rate Performance Rate ·· Quality Products RateQuality Products Rate

Failure

Setup/Adjustment

Speed Losses

Defect/Rework

Minor Stoppage

OEE for ATOP no.3(2002)

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HOW MUCH DOES AN OEE HOW MUCH DOES AN OEE IMPROVEMENT COST?IMPROVEMENT COST?

Measurement of actual level of defects and breakdowns.

Modelling the plant behaviour and validate the simulation model.

Determination of current OEE.

INTERNAL SPEC.INTERNAL SPEC.

Evaluation of possible single or combined equipments interventions.

Determination of Percentage of OEE Improvements for intervention (%OEEI)

Evaluation of Equipments Improvements Costs (EIC)

Determination of the Cost Percentage Improvement index for interventions.

DESIGN A PLANT MAINTENANCE PROGRAM.DESIGN A PLANT MAINTENANCE PROGRAM.

OEE = AOEE = A·PR·QR·PR·QR

CPI = EIC/(%OEEI)CPI = EIC/(%OEEI)


TPM APPLICATION IN 12 STEPSTPM APPLICATION IN 12 STEPSStep 1: Announcement of TPMStep 1: Announcement of TPM - Top management needs to create an environment that will support the introduction of TPM. Without the support of management,

scepticism and resistance will kill the initiative.

Step 2: Launch a formal education programStep 2: Launch a formal education program - This program will inform and educate everyone in the organization about TPM activities, benefits, and the importance of contribution from everyone.

Step 3: Create an organizational support structureStep 3: Create an organizational support structure - This group will promote and sustain TPM activities once they begin. Team-based activities are essential to a TPM effort. This group needs to include members from every level of the organization from management to the shop floor. This structure will promote communication and will guarantee everyone is working toward the same goals.

Step 4: Establish basic TPM policies and quantifiable goalsStep 4: Establish basic TPM policies and quantifiable goals - Analyze the existing conditions and set goals that are SMART: SSpecific, MMeasurable, AAttainable, RRealistic, and TTime-based.

Step 5: Outline a detailed master deployment plan (MASTER PLAN)Step 5: Outline a detailed master deployment plan (MASTER PLAN) - This plan will identify what resources will be needed and when for training, equipment restoration and improvements, maintenance management systems and new technologies.

Step 6: TPM kick-offStep 6: TPM kick-off - Implementation will begin at this stage.

Step 7: Improve effectiveness of each piece of equipmentStep 7: Improve effectiveness of each piece of equipment - Project Teams will analyze each piece of equipment and make the necessary improvements.

Step 7.1: Develop an autonomous maintenance program for operatorsStep 7.1: Develop an autonomous maintenance program for operators - Operators routine cleaning and inspection will help stabilize conditions and stop accelerated deterioration (JHJH).

Step 7.2: Develop a planned or preventive maintenance programStep 7.2: Develop a planned or preventive maintenance program - Create a schedule for preventive maintenance on each piece of equipment (PLANNED PLANNED MAINTENACE SYSTEMMAINTENACE SYSTEM).

Step 7.3: Conduct training to improve operation and maintenance skillsStep 7.3: Conduct training to improve operation and maintenance skills - Maintenance department will take on the role of teachers and guides to provide training, advice, and equipment information to the teams (TRAININGTRAINING).

Step 8: Develop an early equipment management programStep 8: Develop an early equipment management program - Apply preventive maintenance principles during the design of new products and new equipments (TPM TPM IN OFFICEIN OFFICE).

Step 9: Develop a quality maintenance system Step 9: Develop a quality maintenance system - Fix, maintain and check the conditions in order to obtain Zero Defect condition (QUALITY MAINTENANCE QUALITY MAINTENANCE SYSTEMSYSTEM).

Step 10: Develop an effective administrative system and an effective system to support the production Step 10: Develop an effective administrative system and an effective system to support the production (TPM IN OFFICETPM IN OFFICE).

Step 11: Develop an effective integrate management system for the Safety, Hygiene and Environment.Step 11: Develop an effective integrate management system for the Safety, Hygiene and Environment.

Step 12: Continuous ImprovementStep 12: Continuous Improvement - As in any Lean initiative the organization needs to develop a continuous improvement mindset.

Maintenance and reliability as a core business strategy is key to a successful TPM implementation. Without the support of top management, TPM will be just another “flavour of the month.” Implementing TPM using the above 12 steps will lead us on the road to “zero breakdownszero breakdowns” and “zero defectszero defects”.


Why should Mitsuba startWhy should Mitsuba startthe TPM application?the TPM application?

IMPROVE QUALITY

COST DECREASES

PRODUCTIVITY IMPROVES

CAPTURE THE MARKET

STAY IN BUSINESS

PROVIDE JOBS AND MORE JOBS

Cost decreases because of less rework, fewer mistakes, fewer delays, snags, better use of machine-time and materials.

Capture the market with better quality and lower price.

Dem

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Dem

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Where should Mitsuba startWhere should Mitsuba startthe TPM application?the TPM application?


COIL CORE ASSY FLOW PROCESSCOIL CORE ASSY FLOW PROCESS

COIL CORE

UNITWIRE

COIL

BOBBIN

COIL CORE

ASSY

WINDING

MACHINE


WINDING MACHINE STRUCTUREWINDING MACHINE STRUCTURE

Winding Machine

Equipment

Software Equipment Hardware Equipment

NC Axis Wire Guide Wire Tightener

Flyer

Wire Guide Tools

Brake

Program


PM ANALYSIS (PM ANALYSIS (visible defectvisible defect))

PMPM

PPhenomena PPhysical

After the winding process, wire insulator has been damaged!

Wire guide tools damage the wire insulator.

MMechanism

Wire guide tools touch the wire insulator during the process.

MMachine

Hardware Software

MMaterial

Wire insulator is too fragile.

Wrong position of wire guide tools. Wrong dimension of layering.

Wire Tightener does not work properly.

MMethod

Wrong transition between two poles.

CHECK


PM ANALYSIS (PM ANALYSIS (not visible defectnot visible defect))PMPM

PPhenomena PPhysical

Stator Assy fails the tests at the ending of production line!

MMechanism

Wire guide tools touch the wire insulator during the process.

MMachine

Hardware Software

MMaterial

Wrong height of coil core unit.

Wrong position of wire guide tools. Wrong dimension of layering.

Wire Tightener does not work properly.

MMethod

A too high load on the wire during the winding process produces a high stress into the insulator

Wire insulator is too fragile. Wrong design of coil bobbin.

Resistance

CHECK

Inductance

Wire insulator has been damaged during the winding process and it makes a short-circuit.


WHY-WHY ANALYSISWHY-WHY ANALYSISBreakdown, physical phenomenon:

What your final action?

□ In case of spare-part replacement.

Describe Countermeasure:

□ In case of spare-part no replacement.

Why did you take above action? Due to/Action

Why 1

Why 2

… … …

Root cause is one of the following 5 items. JH PM DESIGN E&T SKILL

(1) □ Winding Machine □ Hardware □ Software

(2) □ Poor Condition □ Basic □ Operating

(3) □ Material □ Coil Bobbin □ Coil Core Unit □ Wire

(4) □ Deterioration

(5) □ Weak Design

(6) □ Poor Skill

Kaizen Idea and schedule…


WHY-WHY PROCESS ANALYSISWHY-WHY PROCESS ANALYSISPhenomenon: Worker can not test the coil core assy before the resin treatment and the lead wire assembly!

What your final action? Add facilities to test the coil core assy.

□ In case of spare-part replacement.

Describe Countermeasure: first of all, the countermeasure avoids that a “NG” piece could be used in the downstream operations, as the resin treatment and the lead wire assembly (it decreases the waste); beside this, at this point of the process flow it is possible to rework the coil core assy.

□ In case of spare-part no replacement.

Why did you take above action? Due to/Action

Why 1 Worker has to test the coil core assy. Add facilities to test the coil core assy.

Why 2Worker must not spend time for “NG” pieces.

Root cause is one of the following 5 items. JH PM DESIGN E&T SKILL

(1) □ Winding Machine □ Hardware □ Software

(2) ▣ Poor Condition □ Basic ▣ Operating

▣

(3) □ Material □ Coil Bobbin □ Coil Core Unit □ Wire

(4) □ Deterioration

(5) □ Weak Design

(6) □ Poor Skill

NE

W T

EST

TPM (en)

Automotive

achine hardware

coil core

slow culture

total productive

lead wire

kaizen system

quality maintenance

wire guide