Awareness - TPM - Lean - Kanban for quality concecpt

Short briefing of TPM and lean relationship

1. Total Productive Maintenance (TPM) – Summary Origin Developed in Japan in the 1970s by Nippondenso (a Toyota group company) to improve equipment reliability and productivity. Concept evolved from Preventive Maintenance (PM) → Productive Maintenance → TPM , integrating operators into maintenance. Objective: Zero breakdowns, Zero defects, Zero accidents. Philosophy: “All employees, all equipment, all departments – Total involvement.” TPM & IATF 16949 IATF 16949 (clause 8.5.1.5) requires organizations to establish Total Productive Maintenance systems to ensure equipment reliability. Preventive Maintenance (8.5.1.5.1) Predictive Maintenance (8.5.1.5.2) Management of production equipment, tooling & gauging (8.5.1.5.3) KPI expectation: OEE (Overall Equipment Effectiveness), MTBF, MTTR. TPM & AIAG Core Tools APQP (Advanced Product Quality Planning): Early Equipment Management pillar ensures robust process design. FMEA (Failure Mode & Effects Analysis): Used in Planned Maintenance & Quality Maintenance to predict and prevent failures. MSA (Measurement System Analysis): Ensures reliability of inspection tools under Office TPM & Quality Maintenance. SPC (Statistical Process Control): Applied for trend monitoring in Predictive/Planned Maintenance. PPAP (Production Part Approval Process): TPM inputs help demonstrate process readiness and equipment capability.

2. TPM Pillars (with Japanese Terms) Autonomous Maintenance ( Jishu Hozen , 自主保全 ) Operators take responsibility for basic maintenance: cleaning, inspection, lubrication, tightening. Aim: Detect abnormalities early, reduce dependency on maintenance staff. Planned Maintenance ( Keikaku Hozen , 計画保全 ) Time-based & condition-based maintenance schedules. Reduces unplanned downtime, extends equipment life. Quality Maintenance ( Hinshitsu Hozen , 品質保全 ) Prevent defects at source by controlling equipment conditions. Focus on “doing it right the first time.” Focused Improvement ( Kobetsu Kaizen, 個別改善 ) Cross-functional teams eliminate chronic losses (breakdowns, speed loss, defects). Continuous small improvements by all. Early Equipment Management ( Shoki Hinshitsu Hozen , 初期品質保全 ) Involves maintenance knowledge in new equipment design & installation. Ensures “maintenance-friendly” machines with shorter lead time to stable operation. Education & Training ( Kyoiku Kunren , 教育訓練 ) Build multi-skilled, knowledgeable workforce. Skill matrix, training on equipment, quality tools, safety. Safety, Health & Environment ( Anzen Eisei Kankyo , 安全衛生環境 ) Create accident-free, pollution-free, safe workplace. Zero harm as primary target. Office TPM ( Jimu TPM, 事務 TPM) Apply TPM principles to administrative and support areas. Eliminate office-related losses: delays, errors, inefficiencies

3. Pillar (Japanese Term) Inputs Implementation Steps Expected Outcomes 1. Autonomous Maintenance (Jishu Hozen) Operator knowledge, equipment cleaning tools, checklists - Initial cleaning & inspection - Tagging abnormalities - Develop standards for lubrication, tightening - Operators trained for minor upkeep - Early abnormality detection - Reduced minor stoppages - Increased operator ownership 2. Planned Maintenance (Keikaku Hozen) Maintenance history, spare parts, CMMS system - Develop time/usage-based PM plans - Condition-based monitoring - Spare part standardization - MTBF/MTTR tracking - Fewer breakdowns - Higher machine availability - Longer equipment life 3. Quality Maintenance (Hinshitsu Hozen) Quality standards, defect data, control plans - Identify critical quality parameters - Set equipment conditions for zero defects - Mistake-proofing (Poka-yoke) - Link with QC tools & FMEA - Zero defect manufacturing - Reduced rework/rejection - Stable process quality 4. Focused Improvement (Kobetsu Kaizen) Loss data, OEE analysis, cross-functional teams - Identify 6 Big Losses (breakdown, speed, idle, startup, defect, rework) - Use root cause tools (5 Why, Fishbone) - Implement Kaizen projects - Continuous cost reduction - Productivity improvement - Higher OEE 5. Early Equipment Management (Shoki Hinshitsu Hozen) New equipment design data, operator/maintenance feedback - Involve operators in design reviews - Standardize maintainability features - Ensure easy access for cleaning/inspection - Faster equipment stabilization - Shorter launch time - Lower lifecycle cost 6. Education & Training (Kyoiku Kunren) Skill matrix, training modules, SOPs - Gap analysis in skills - Structured training (operator → specialist) - Evaluate through certification - Multi-skilled workforce - Reduced dependency - Fewer human errors 7. Safety, Health & Environment (Anzen Eisei Kankyo) Safety audits, risk assessment, EHS policy - Hazard identification & risk mitigation - Safety poka-yoke - Emergency drills, ergonomics improvement - Zero accidents - Safe, compliant workplace - Higher morale 8. Office TPM (Jimu TPM) Admin processes, ERP/MIS data, workflow maps - Identify office losses (delays, duplication) - Digitalization of processes - Standardize documentation flow - Faster information flow - Reduced administrative cost - Support to shop-floor TPM

4. Overall Equipment Effectiveness (OEE) Definition OEE is a composite metric that measures how effectively a manufacturing process is utilized compared to its full potential. It answers: “Of the time equipment was scheduled to run, how much was truly productive?” Formula: OEE= Availability×Performance×QualityOEE = Availability \times Performance \times QualityOEE = Availability×Performance×Quality Six Big Losses (Captured by OEE) OEE directly tracks these classic TPM losses: Equipment Failures (downtime) Setup & Adjustments Idling & Minor Stops Reduced Speed Process Defects Reduced Yield (Startup Losses) OEE Benchmarks (World Class Standards – as per JIPM & Lean Best Practices) Availability: > 90% Performance: > 95% Quality: > 99% Overall OEE: > 85% (considered “world class”) OEE in TPM / IATF Context TPM: OEE is the primary KPI to measure effectiveness of TPM pillars (especially Autonomous Maintenance, Planned Maintenance, and Kobetsu Kaizen). IATF 16949: Linked to clause 8.5.1.5 (Total Productive Maintenance) – requires measurement of equipment effectiveness, MTBF (Mean Time Between Failures), MTTR (Mean Time To Repair), and OEE. AIAG Tools: SPC → Used for monitoring cycle times & performance losses. FMEA → Identifies potential failure modes contributing to OEE loss. APQP/PPAP → Ensures new equipment/processes achieve target OEE.

5. OEE Example Calculation Scenario Planned Production Time: 480 minutes (1 shift = 8 hrs) Unplanned Downtime (Breakdown + Setup): 60 minutes Ideal Cycle Time: 1 minute per piece Total Parts Produced: 380 pcs Defective Parts: 20 pcs Step 1 – Availability Availability=Operating  TimePlanned  Production  TimeAvailability = \ frac {Operating\ Time}{Planned\ Production\ Time}Availability=Planned Production  TimeOperating  Time​ Operating Time = 480 − 60 = 420 minutes Availability = 420 ÷ 480 = 0.875 = 87.5% Step 2 – Performance Performance=(Ideal Cycle  Time×Total  Count)Operating  TimePerformance = \ frac {(Ideal\ Cycle\ Time \times Total\ Count)}{Operating\ Time}Performance=Operating Time(Ideal Cycle  Time×Total  Count)​ Ideal Output = 420 ÷ 1 = 420 pcs Actual Output = 380 pcs Performance = 380 ÷ 420 = 0.905 = 90.5% Step 3 – Quality Quality=Good CountTotal CountQuality = \frac{Good\ Count}{Total\ Count}Quality=Total CountGood Count​ Good Count = 380 − 20 = 360 pcs Quality = 360 ÷ 380 = 0.947 = 94.7% Step 4 – OEE OEE= Availability×Performance×QualityOEE = Availability \times Performance \times QualityOEE = Availability×Performance×Quality OEE = 0.875 × 0.905 × 0.947 OEE = 0.749 ≈ 74.9% Interpretation Availability (87.5%) : Loss mainly due to 1 hr downtime. Performance (90.5%) : Machine not running at ideal speed → some small stops or slow cycles. Quality (94.7%) : Scrap/rework rate about 5%. Overall OEE (74.9%) : Good, but below world-class benchmark (85%) → scope for TPM improvements. For example, if a machine runs for 8 hours with 1 hour downtime, produces 380 parts instead of 420, and 20 are defective, OEE comes out to ~75%. That means only 75% of the scheduled time is truly productive. By focusing on reducing downtime, improving speed, and eliminating defects through TPM, we can target the world-class OEE benchmark of 85%.”

6. Lean Philosophy Origin: Toyota Production System (TPS, Japan) Goal: Maximize value, minimize waste ( Muda ) Focus: Eliminate 8 Wastes (TIMWOODS → Transport, Inventory, Motion, Waiting, Overproduction, Overprocessing , Defects, Skills underutilization). Tool Japanese Term (if any) Purpose / Awareness Interview Keywords 5S Seiri, Seiton, Seiso, Seiketsu, Shitsuke Workplace organization & discipline Foundation of Lean Kaizen 改善 ( Continuous Improvement) Small, continuous improvements by everyone Employee involvement VSM (Value Stream Mapping) – Visualize material & information flow Identify value-added vs. waste Kanban 看板 ( Signboard) Pull-based production control JIT, inventory reduction JIT (Just-In-Time) – Produce only what is needed, when needed Reduce WIP, improve flow Jidoka (Autonomation) 自働化 Build quality at source; stop for abnormalities Andon, error proofing Poka-Yoke ポカヨケ Error-proofing to prevent defects Zero defect mindset SMED Single Minute Exchange of Dies Quick changeover technique Reduces setup time TPM – Maintain equipment at peak efficiency OEE, IATF compliance Heijunka 平準化 Production leveling Avoid overburden, smooth flow Andon アンドン ( Signal light) Visual alert system Immediate problem visibility Standard Work 標準作業 Documented best practice Basis for training & consistency Root Cause Analysis (5 Why / Ishikawa) なぜなぜ分析 Identify underlying problem causes Structured problem-solving

7. Lean Awareness Points (Good to Mention in Interview) Lean is about culture, not just tools → continuous improvement & respect for people. 8 Wastes elimination is the core target. Lean is linked to IATF 16949 requirements (process efficiency, continual improvement, risk-based thinking). Lean complements AIAG Core Tools (FMEA, SPC, APQP, etc.) by driving efficiency and robust processes. Lean → Higher OEE, lower cost, improved customer satisfaction . Q: What Lean tool have you applied? 👉 “I applied 5S in inspection area – organized gauges, used visual labels, and reduced searching time by 40%.” Q: How does Lean link with TPM? 👉 “Both aim at waste reduction – TPM focuses on equipment-related losses, while Lean covers process & workflow waste. Together, they drive higher OEE and customer satisfaction.” Q: Why is Lean important in automotive (IATF context)? 👉 “Lean ensures waste-free processes, robust flow, and aligns with IATF 16949 requirements for continual improvement and process efficiency.” If you remember 5S + Kaizen + VSM + Kanban + JIT + Jidoka + Poka -Yoke + SMED + TPM , you’ll cover 90% of typical Lean interview discussions.

8. What is Kanban? Kanban = “Signboard / Visual card” (Japanese: 看板 ). A pull-based production & inventory control system . Material is replenished only when consumed (Just-In-Time principle). Purpose: Deliver the right material, in the right quantity, at the right time. How Kanban Works Each container/lot of material has a Kanban card . When a part is consumed at downstream process, the card is sent back upstream as a signal to produce/replenish . No production or movement happens without a Kanban signal. Types of Kanban Production Kanban → Authorizes upstream process to produce. Withdrawal Kanban → Authorizes movement/transfer of material. Supplier Kanban → Signal to external supplier for delivery. Emergency Kanban → Used for unexpected demand or defects. E-Kanban → Electronic system using barcodes/RFID instead of physical cards. Kanban Rules (Toyota Guidelines) Downstream (customer process) withdraws only what is needed. Upstream (supplier process) produces only what is withdrawn. Defects are not passed forward . Number of Kanbans limits WIP (Work In Process). Kanban must accompany product/material always. Continuous improvement of Kanban system (Kaizen). Kanban Formula (to calculate number of Kanbans ) n=D×L×(1+S)Cn = \ frac {D \times L \times (1 + S)}{C}n=CD×L×(1+S)​ Where: n = Number of Kanbans D = Demand rate per unit time L = Lead time per Kanban cycle S = Safety factor (%) C = Container capacity Benefits of Kanban Reduces excess inventory (pull vs. push). Improves material flow & visibility. Quick identification of bottlenecks. Enforces Just-In-Time delivery. Promotes discipline & accountability. IATF 16949 Clause 8.5.4 (Preservation) → Material handling, FIFO, inventory control → supported by Kanban