TPM by Management Manufacturing Excellence Through TPM 1

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Tobias Blankenship
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1 Manufacturing Excellence through TPM by Management Manufacturing Excellence Through TPM 1

Heads Business unit heads Plant heads Pillar Chairman Process

2 Audience TPM by Management Corporate Function Heads Finance Materials HR Marketing Development Engineering Manufacturing Heads Business unit heads Plant heads Pillar Chairman Process Incharge Plant Function Heads Manufacturing Excellence Through TPM 2

3 TPM at Organization Contribution by Each Drive by Management Shop Floor Team KK / QM / JH / PM Support Function Team OTPM /ME /PPC/ STORE Corp. Functions Team Manufacturing Excellence Through TPM 3

4 TPM at Organization Contribution by Each Drive by Management Shop Floor Team KK / QM / JH / PM 1. Work on losses under your control 2. Highlight losses not under your control 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 30% Effort 35% Result Manufacturing Excellence Through TPM 4

5 TPM at Organization Contribution by Each Drive by Management Shop Floor Team OTPM /ME /PPC/ STORE 1. Support plants to achieve Plant PQCDSM by improving support 2. Work for Cost efficient not for cost reduction 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 70% Effort 20% Result Manufacturing Excellence Through TPM 5

6 TPM at Organization Contribution by Each Drive by Management Shop Floor Team 1. Support plant support functions 2. Standardize 3. Systemize 4. Bench mark good practices HD 5. Decide strategy to become cost efficient 6. Guide plant support functions to go ahead with strategy 7. VA/VE Approach 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 20% Effort 100% Result Manufacturing Excellence Through TPM 6

Rules of the Game TPM by Management OEM s today when give us Business opportunities It s always with, Discussed, Agreed & Committed by us for, On time development Product proving Product

7 Rules of the Game TPM by Management OEM s today when give us Business opportunities It s always with, Discussed, Agreed & Committed by us for, On time development Product proving Product Productionize with Quality & Delivery norms As per agreed Cost / Price / Fixed Investment / Environment norms Once given Commitment 1. Team has to Operate & Perform to meet Customer Delight Stake Holders Delight Manufacturing Excellence Through TPM 7

Present Status TPM by Management Individual functions in company improve and try to become most efficient yet, Together they reflect to be inefficient Which

8 Present Status TPM by Management Individual functions in company improve and try to become most efficient yet, Together they reflect to be inefficient Which is a threat to company s financial health in tern, it is a threat to stake holders how long company can operate like this? Manufacturing Excellence Through TPM 8

9 What to Do? TPM by Management TPM - Total Productive Maintenance is a tool proven nearly 50 years, To be used to come out of situation and meet the objectives Some misconceptions about TPM TPM is a tool to be used by only shop floor Front line People TPM is additional task than my routine TPM is not the solutions for meeting challenges in business Manufacturing Excellence Through TPM 9

What is Right then TPM by Management o TPM understands Business Model & Targets o Establish TPM organization within exiting organization structure o Link KMI to KPI to KAI to meet KMI in line with

10 What is Right then TPM by Management o TPM understands Business Model & Targets o Establish TPM organization within exiting organization structure o Link KMI to KPI to KAI to meet KMI in line with Company s Vision & Mission o Establish a network of team members, who will have continues focus on KAI to meet KMI o KMI In line with Companies Vision & Mission Manufacturing Excellence Through TPM 10

1.3 Reduce Tool change time loss Kaizens 1.1.4 Reduce Tool change occurrence Kaizens 1.1.5 Reduce start up change time loss Kaizens 1.

11 Linkage of KMI to KPI to KAI (Example) Key Management Index (KMI) 1. Increase Productivity Key Performance Index (KPI) 1.1 Increase OEE Key Activity Index (KAI) Reduce set up change time loss Kaizens Reduce set up change occurrence Kaizens Reduce Tool change time loss Kaizens Reduce Tool change occurrence Kaizens Reduce start up change time loss Kaizens Reduce Management loss Kaizens Responsibility Cell Front Line + KK Chairman Target Date Manufacturing Excellence Through TPM 11

12 Linkage of KMI to KPI to KAI (Example) Key Management Index (KMI) 1. Increase Productivity Key Performance Index (KPI) 1.2 Increase Production / Hour 1.3 Increase Output / Man / Shift 1.4 Achieve Zero Breakdown Key Activity Index (KAI) Responsibility Identify bottlenecks - debottlenecking Kaizens Cell Engineer Identify Line organization Loss Do Kaizens, Rebalance Line Identify motion loss i.e. Waiting time loss, NVA, Man-Machine balancing Do Kaizens Reorganize line to reduce manpower Identify Line organization Loss Do Kaizens, Rebalance Line Study happened breakdown Do why why analysis Countermeasure with HD Update JH/PM/TBM Take Machines to JH Step 5 KK Chairman + ME Engineer Cell Engineer + KK Chairman + ME Engineer PM Chairman + Cell Engineer Cell Engg. / JH operator Follow PM & TBM PM Chairman Target Date Manufacturing Excellence Through TPM 12

How to Start TPM by Management Any Company functions are grouped as: Initiating Functions Marketing Development Manufacturing Engineering Support Functions Operating Functions Production Quality

13 How to Start TPM by Management Any Company functions are grouped as: Initiating Functions Marketing Development Manufacturing Engineering Support Functions Operating Functions Production Quality Equipment Maintenance Tool, Die, Fixture Maintenance HR Materials / Purchase Finance / Accounts PPC & Stores Above functions are linked into network and form Organization Structure & TPM Structure Note: Many Key persons will have dual role in it Manufacturing Excellence Through TPM 13

14 Organization Structure TPM by Management Business Unit Head Plant Head Production Functions Process Heads P1 P2 P3 P4 Support Functions Production Quality Maintenance Human Resource Materials ME & Development PPC, Store & Internal Logistics Tool Fixture Manufacturing Excellence Through TPM 14

15 TPM Structure TPM by Management Business Unit Head Operation Head Main Pillars KK QM JH PM Die PM Support Pillars DM ME OTPM E&T SHE Note: Organization Structure & TPM Structure will be linked such way that, KMI to KPI to KAI are performed focused way & reviewed foe speed & effectiveness Manufacturing Excellence Through TPM 15

Level Link to Cell Level As Per Pillar Activity Roadmap Reactive improvement Proactive improvement With

16 Targets Linked to Pillars TPM by Management Setting Target Customer Expectation 3 Yr. Business Plan by MD Convert All Points in PQCDSM Set Company Level Target Break in Quarterly Link to Pillar Level Link to Cell Level As Per Pillar Activity Roadmap Reactive improvement Proactive improvement With sustenance & Horizontal Deployment Target Driven Activity PQCDSM way losses focused improvement Manufacturing Excellence Through TPM 16

17 TPM Methodology & Approach - KK Linkages of targets: Kobetsu Kaizen (KK) No. P Target Parameter OEE Improvement Prod. / Hr. Improvement Output/ Man/ Shift Improvement C Cost Reduction Bench Mark Target Results Loss Monitoring Reactive Kaizens on Losses: Start up, Set up change, Tool change, Speed loss, Measure & Adjustment, Minor Stoppages, Motion loss Kaizens on : NVA Operations Kaizens on : Labour Cost Tooling Cost Material Yield Packing Cost Improvements Proactive Kaizens on : Debottleneck of bottleneck Operations Line organization loss Kaizens on : Motion Losses Man Machine Balancing Kaizens on : VE Proposals Automation Technology Upgradation Engineering Changes Manufacturing Excellence Through TPM 17

18 TPM Methodology & Approach - KK Linkages of targets: Kobetsu Kaizen (KK) No. Target Parameter Bench Mark Target Results Loss Monitoring Reactive Improvements Proactive D Mfg. Lead Time Reduction Kaizens on : Process time reduction Waiting Time Reduction Transportation time reduction Unidirectional Material Flow Single Piece Flow M MP Kaizens MP Kaizens to DM: Product Process Machine Tooling Manufacturing Excellence Through TPM 18

19 TPM Methodology & Approach - QM Linkages of targets: Quality Maintenance (QM) No. Target Parameter Zero Field Complaints (EFR/ Warranty) Bench Mark Target Results Loss Monitoring Reactive Improvements Proactive Kaizens through: Sustenance Action: FTA study of field failures Corrective actions linked All happened & may into IPO / Control Plan happen causes corrective action P Zero Customer Complaints Kaizens through: On study of inspection side failures Cause side action in process Sustenance Action : Corrective actions linked in to Final Inspection Check sheet Audit of Final Inspection Corrective action linked into IPO/Control Plan Inspection agreement Limit Samples Trained inspector with ownership Handling of OK Parts Manufacturing Excellence Through TPM 19

20 TPM Methodology & Approach - QM Linkages of targets: Quality Maintenance (QM) No. Target Parameter Bench Mark Target Results Defect Monitoring Reactive Improvements Proactive Q Zero In-house Rejection Analysis on : Pareto of live defects A,B,C Categorization of live defects Why Why Analysis study & actions on A & C type defects FTA Study of B Type defect Corrective actions on all possible causes Sustenance Action: Corrective action linked to IPO / Control Plan QA Matrix: QA Matrix for may happen defects Corrective actions on may happen defects Linking to IPO / Control Plan QM Matrix: 4M1T1E Study i.e. IPO / Control Plan Linking to check sheets (JH/PM/QM/TFM/Mate. Handling) Training of Front Line Corrective actions on NCs Monitoring Results Manufacturing Excellence Through TPM 20

21 TPM Methodology & Approach - QM No. Target Parameter Bench Mark Q Zero defect in BOP Linkages of targets: Quality Maintenance (QM) Target Results Defect Monitoring Reactive Internal audit for: Inspection side and cause side actions at vendor Improvements Proactive Sustenance Action: Product / Process audit at Vendor Final inspection organized at vendor Support to vendor on audit finding actions RFD Store at vendor Material handling actions at vendor M Quality Audits M MP Kaizens Internal audit for: First Piece Inspection In process / Patrol Inspection Final Inspection Layout Inspection SPC Study Material Handling System Receipt Inspection IPO / Control Plan Sustenance Action: Corr. Actions on NCs / Abnormality of audits Q Points linked to DWM of front line people Inspectors training for Product / Process MP Sheets for equipment Manufacturing Excellence Through TPM 21

22 TPM Methodology & Approach - PM Linkages of targets: Planned Maintenance (PM) No. Target Parameter Bench Mark P Zero Breakdown Achieve & Sustain Support to JH Down Time Target Results Monitoring Reactive Kaizens through: Study happened Breakdown by Why Why Analysis Who did not do what? Improvements Proactive Sustenance Action: Update Checks sheets i.e. JH/PM/TBM Learning of happened breakdown HD at similar machines JH - 0: Past history of machine Know your machine 7 Types of Abnormality JH - I: Involve in cleaning and abnormality findings by red & white tagging JH II: Red Tag Corr. Action SOC Corr. Actions HTA for CLIRt Corr. Action HTA JH Kaizens Good to find Corr. Action JH - III: Preparation of JH Check sheet JH Visual Sticker on machine Manufacturing Excellence Through TPM 22

23 TPM Methodology & Approach - PM Linkages of targets: Planned Maintenance (PM) No. Target Parameter Bench Mark Target Results Down time Monitoring Reactive Improvements Proactive Support to JH JH - IV: Know why manual Training Centre 5 Axis training kits Training of operator P PM Inspection & Repair 100% Schedule PM Schedule adherence PM Check sheets PM Activities Corr. Action on PM abnormality PM time reduction kaizen MTTR Kaizens Masking of PM Time Q Zero defect due to equipment Study happened defect due to machine or equipment Take corrective action Sustenance Action: Corrective action link to PM/TBM Q Points from IPO to focus Manufacturing Excellence Through TPM 23

24 TPM Methodology & Approach - PM Linkages of targets: Planned Maintenance (PM) No. P Target Parameter Bench Mark Time Base Maint. 100% Condition Base Maint. Target Results Identify Parts Down time Monitoring Reactive Study happened breakdown Replace part Improvements Proactive If premature replacement Study abnormality & take corrective action Update TBM calendar Update frequency Identify parts from TBM to CBM Monitor results, parameters in CBM Replace parts on extracting maximum life Q Machine Repeatability C Maint. Cost Reduction Power / Energy cost reduction Study SPC by QA Take Corrective action Kaizens on: Power / Energy wastage Update CBM Activity Study Replaced parts for Repair & Reuse MTBF Kaizens Import Substitute Local source for low cost Kaizens on: Power / Energy saving Manufacturing Excellence Through TPM 24

25 TPM Methodology & Approach - JH Linkages of targets: Jishu Hozen (JH) No. P Target Parameter Zero Breakdown Due to weak JH Bench Mark Target Results Losses Improvements Reactive Study happened Breakdown Who did not do what? Update JH Check sheet JH Kaizens Proactive Horizontal deployment for same category machines for similar cause Q S Zero defect due to weak JH Zero Accidents due to weak JH Study happened defect Why-Why Analysis JH Corr. Actions & Kaizens Update JH Check sheet Study happened accidents Why-Why Analysis Corr. Actions & Kaizens Update JH Check sheet Horizontal deployment for same defect phenomenon on other parts Horizontal deployment for similar cause at other machines, Operations Manufacturing Excellence Through TPM 25

26 TPM Methodology & Approach - JH Linkages of targets: Jishu Hozen (JH) No. P Target Parameter JH Step 0 to 5 To prevent Breakdown, Defect & Accident Bench Mark Target Results Losses Reactive Improvements Proactive Roadmap to take up machines to JH Step 5 JH - 0: Past history of machine Know your machine How machine functions 7 Types of Abnormality JH - I: Initial cleaning and Cleaning with meaning Cleaning for Inspection Inspection for abnormality findings Red & white tagging: Source of contamination Hard to access Good to find cases JH II: Corr. Action on white tags by Prod. Team Corr. Action on Red tags by Maint. team Corr. Actions on HTA for CLIRt : Corr. Action by Prod.+ Maint. SOC : Corr. Action by Prod.+ Maint. Good to find Corr. Action by Maint. Manufacturing Excellence Through TPM 26

27 TPM Methodology & Approach - JH Linkages of targets: Jishu Hozen (JH) No. P Target Parameter JH Step 0 to 5 To prevent Breakdown, Defect & Accident Bench Mark Target Results Losses Improvements Reactive Proactive JH III: Machines to Speaks by itself JH Visuals / Stickers on machine for CLIRt Practice of JH Step 3 by JH Check Sheet Highlight abnormalities for Corr. Actions JH IV: Preparation of Know why manual sheets for each point of JH Training Centre for 5 Axis Training Training to operator with Know why sheets Manufacturing Excellence Through TPM 27

28 TPM Methodology & Approach - E&T Linkages of targets: Education & Training (E&T) No. Target Parameter P Breakdown Due to weak Knowledge & Skill Q S P Zero defect due to weak JH Zero Accidents due to weak JH Skill Upgradations from L1 to L4 Bench Mark Target Results Losses Improvements Reactive Study happened Breakdown Conclude Why Why as weak knowledge & Skill Plan for training Study happened defects Conclude Why Why as weak knowledge & Skill Prepare OPL and display on machine On job training to all concern Study & conclude happened accidents / injuries as weak knowledge & skill Prepare OPL & Display take OJT Proactive Add point in Training Material Add as case study Add point into training material Add as a case study Prepare OPL & do horizontal deployment Add point in to training material Prepare OPL & display on machine and do horizontal deployment at all operation Level L1: I don t know, I can t Work Prepare Training Material as competent operator & Plan for trainings Manufacturing Excellence Through TPM 28

29 TPM Methodology & Approach - E&T Linkages of targets: Education & Training (E&T) No. Target Parameter P Skill Upgradations from L1 to L4 Multiskilling of Operators JH 4 Training Bench Mark Target Results Losses Improvements Reactive Proactive Level L2: I know, I can Work under supervision Decide Training Topics plan & Execute training Level L3: I know, I can Work without supervision Decide training topics Execute trainings Level L4: I know, I can Work, I Can guide & teach to other Decide training topic & Plan for training Identify people to take up to multiskilling Decide multiskilling for different work stations / Operations OJT at different operation Monitor performance 5 Axis Training Know why Manual Practicing Training Centre Manufacturing Excellence Through TPM 29

30 TPM Methodology & Approach - OTPM Linkages of targets: Office TPM (OTPM) No. Target Parameter Bench Mark Target Results Losses Reactive Improvements Proactive P Reduce Management Loss Management loss to address to support department Dept. wise / loss wise Kaizens Update function level systems Q Eliminate defect loss due to BOP Parts Study BOP Defects Why why analysis Inspection side action at receipt inspection at vendor Final inspection at vendor Cause side Kaizens at vendor for each defect phenomenon Identify vendors to upgrade: Q Final inspection streamline D RFD stores with Min./Max. level of FG inventory Vendor uplift TPM Way Product & Process Audit at vendor Corr. Action on NCs / Abnormalities of audits S Dept. wise PQCD improvement Plan (PPC/ Purchase / HR/ Stores / Finance Dept.) 1S-2S in offices KK / QM / ET activities at each support function or dept. KK Productivity & Cost Improvement QM Error in System follow up E&T Training to all members Manufacturing Excellence Through TPM 30

31 TPM Methodology & Approach - SHE Linkages of targets: Safety, Health & Environment (SHE) No. S Target Parameter Zero Accidents achieve & Sustain Zero Fire Hazardous Achieve & Sustain Zero First Aid injuries achieve & Sustain Accidents Prevention Bench Mark Improvements Target Results Causes Reactive Study happened accidents Why why analysis Corr. Action /Safety kaizen Update safety audit check sheet Study happened fire accidents Conclude Why Why Analysis Corr. Action /Safety kaizen Update Fire audit check sheet Maintain First aid injury register Study why why analysis Corr. Actions / Kaizens Update safety Check sheet Proactive Horizontal deployment of safety actions / Kaizens Horizontal deployment of Fire actions / Kaizens Horizontal deployment of Corr. actions / Kaizens Safety trainings Fire safety trainings Safety audit check sheets Safety audit schedule Highlight Kaizens for unsafe condition & Display OPL for Unsafe actions Manufacturing Excellence Through TPM 31

32 TPM Methodology & Approach - SHE Linkages of targets: Safety, Health & Environment (SHE) No. Target Parameter H Health Protection E Environment Improvement & Protection Bench Mark Target Results Causes Improvements Reactive Proactive Study pollution in terms of Noise, Dust, Temperature Implement Kaizens Study ergonomic conditions & implement Kaizens Conduct Medical check up Ensure no health abnormality due to work ambient Audit for: Air pollution, Land pollution, Water pollution Do Kaizens Update audit check sheets Follow & Control as per MPCB Norms Environment protection: ETP Monitor & Improve Reduce Water consumption Reduce use of plastic Save Power / Energy Kaizens Improve green areas Achieve OHSAS certification Safety policy Recognition for SHE initiative Manufacturing Excellence Through TPM 32

33 TPM Methodology & Approach - DM Linkages of targets: Development Management (DM) No. Target Parameter M MP System M New Product (Much better than earlier) PQCDSM Bench Mark Target Results Losses Improvements Reactive Proactive Collect MP worthy MP Kaizen convert in to MP Kaizens from Shop sheets people from pillar Create MP Library for Product / chairman Process / Equipment & Tooling Create / Update Design Guidelines / Design Check sheet / Design Standards Follow up DR1 to DR7 steps of New Component development System Ensure each step is Sign off by Production + Quality + Maint. Team along with customer Ensure applicable MP Sheets are implemented proactively Follow targets results at each step of DR System Follow 3000 parts with production while run at rate do fine tuning Manufacturing Excellence Through TPM 33

34 TPM Methodology & Approach - DM Linkages of targets: Development Management (DM) No. P D Target Parameter New machine or Equipment process tooling Development Lead time reduction Bench Mark Target Results Losses Improvements Reactive Proactive Set targets PQCDSM Consider MP Kaizens sheets while planning Consider non MP input from mfg. or other sources. Form CFT of production + Quality + Maint. Team Follow each step for proactive / Preventive actions Make a roadmap of development of product / Equipment / Process / Tooling Consider lead time reduction Kaizens Use ECRS logic or principle Consider formation of development cell with regular machine / Equipment's for speedy trials of new development Manufacturing Excellence Through TPM 34

Driving Platform TPM by Management Frontline Level Supervisor Inspector Operator Fitter Cell Level Ownership of Cell Level targets Process Level Process Incharge Quality Representative Maintenance

35 Driving Platform TPM by Management Frontline Level Supervisor Inspector Operator Fitter Cell Level Ownership of Cell Level targets Process Level Process Incharge Quality Representative Maintenance Representative Tool / Die / Fixture maintenance Representative Development / ME Representative OTPM Representative E&T Representative PPC Representative Plant Level Plant Head Pillar Head (KK/ QM/ JH/ PM/ SHE / E&T / OTPM / DM) Function Head from Corporate (Need based support) Ownership of Plant Level targets Ownership of Process Level targets Manufacturing Excellence Through TPM 35

To Support for loss elimination at Cell level to Plant Level 3. To establish proactive / Preventive actions to prevent losses e.g.

36 Operating How..? TPM by Management Operations Structure Ownership 1. Plant Level PQCDSM 2. Process Level PQCDSM 3. Cell Level PQCDSM TPM Structure Ownership 1. To adopt TPM pillars Methodology 2. To Support for loss elimination at Cell level to Plant Level 3. To establish proactive / Preventive actions to prevent losses e.g. JH-0 to JH-05 Activity PM / TBM Activity IPO Activity SHE Initiatives ET to all levels support Support functions support KK Initiates (including VA + VE) Manufacturing Excellence Through TPM 36

37 Steps of Improvement Journey Basic Restoration - 4M1T Restoration - Set the Process Right Reactive & Proactive Improvements - 4M1T Optimization - Optimize all resources Sustenance - 4M1T Sustenance - System to Sustain Excellence - The best 4M1T - Automation & Technology Step 1 Step 2 Step 3 Step 4 Manufacturing Excellence Through TPM 37

Transformation of Roadmap - Approach Managed Way Focused Way Sustained Way Excellence Way Any How Produce and Dispatch Quality control only at final inspection Involve front line Team & Function head

38 Transformation of Roadmap - Approach Managed Way Focused Way Sustained Way Excellence Way Any How Produce and Dispatch Quality control only at final inspection Involve front line Team & Function head Improve PQCDSM Way Roadmap for: Proactive & Preventive improvements Improved Restored Front line people competent Necessary training Necessary system in place Link to DWM VA/VE Proposal Small Automation Technology adoption Customer Company Team Customer Company Team Manufacturing Excellence Through TPM 38

39 Internal Review mechanism Shop Review Shop review PQCDSM Target Pillar Review Pillar review w.r.t Roadmap Updating Management Quarterly Seek guidance / Support / decisions With shop In-charge + Pillars With pillar teams + shop In charge Ownership of Plant Level targets Manufacturing Excellence Through TPM 39

Internal Audits TPM by Management Shop Discipline JH Activity IPO Activity PM & TBM Activity Education & Training SHE Activity Material Handling Middle Level Break through Kaizen by Manager for:

40 Internal Audits TPM by Management Shop Discipline JH Activity IPO Activity PM & TBM Activity Education & Training SHE Activity Material Handling Middle Level Break through Kaizen by Manager for: Production / Hour Output / Man WIP / Inventory NVA Activity Cost Reduction Corporate Function KMI KPI KAI Strategic Initiative VA / VE Cost Efficient Manpower Development Manufacturing Excellence Through TPM 40

Results TPM by Management Kaizen by Front Line by Engineer Kaizen by Manager Kaizen by Senior People Shop Floor Discipline Losses under their control ME / PPC / Material Function Support to

41 Results TPM by Management Kaizen by Front Line by Engineer Kaizen by Manager Kaizen by Senior People Shop Floor Discipline Losses under their control ME / PPC / Material Function Support to Shop to improve Cycle time reduction, Cost Reduction Strategic Thinking Break through Kaizens WIP Inventory Reduction New Technology Automation VA/VE Manufacturing Excellence Through TPM 41

Goal of TPM BEKC 4883 ADVANCED MANUFACTURING SYSTEM. What is Total Productive Maintenance (TPM)? Founder/Pioneer of TPM

Goal of TPM BEKC 4883 ADVANCED MANUFACTURING SYSTEM. What is Total Productive Maintenance (TPM)? Founder/Pioneer of TPM BEKC 4883 ADVANCED MANUFACTURING SYSTEM CHAPTER 8: INTRODUCTION TO TOTAL PRODUCTIVE MAINTENANCE (TPM) What is Total Productive Maintenance (TPM)? TPM - a production management method/philosophy, which