General_Awareness_Session_on_5-S for improvement

General_Awareness_Session_on_5-S

1. TPM
WAR AGAINST WEAKNESSES

2. CHANGE
A bend in the road is not
the end of the road…
unless you fail to make CHANGE
If you are not riding the
wave of change…you
will find yourself
beneath it.

3. Total improvement of efficiencies
Total life cycle of production system
Total departments
TT Stands for
Total workers participation
Productive
PreventivePP Stands for
Perfect, Profit, People
Maintenance
ManagementMM Stands for
Manufacturing, Motivation WHAT IS TPM?

4. THE HISTORY OF ‘TPM’?
•1950 -1960: PM application in US
•1971: Initiated in Japan at Nippon Denso
(Basis: Preventive Maintenance)
•1970 -1980: From Preventive Maintenance to
Plant Maintenance in Japan
•1980 -2000: TPM’s widespread application in Asia,
Europe, North America and Latin America
•Today: An essential part of Assembly and Process
Industries

5. WHY TPM?
•Economic environment becoming severe
•‘Total’ elimination of Waste along-with Cost Reduction
•‘100% Quality Assured On-Time Delivery of Total
Quantity’
•Production flexibility and shortening of lead times
through eliminating equipment losses
•Avoidance of the three Ds -Difficult, Dirty
and Dangerous

6. MAJOR BENEFITS
•Significant improvement in business results
•Drastic Cost Reduction through achieving
maximum Equipment / Production efficiencies
•Employee satisfaction -less hardships
•‘One-Shot’ acceptable quality products
•Elimination of major Production losses
•Reward and recognition of employees
•Skill enhancement on an on-going basis

7. TPM
AT FCL
Autonomous Maintenance (or JH -Jishu Hozen)
Education & Training
(E&T)
Office TPM
Continuous Improvement (or KK -Kobetsu Kaizen)
Safety, Health& Environment (SHE)
Quality Maintenance (HH -Hinshitsu Hozen)
Initial Flow Control System (IFC)
Planned Maintenance (or PM)
5-S (foundation of TPM)

8. IMPLEMENTING ‘5 S’
FIRST STEP TOWARDS TPM
1 S :SeiriSort Organization
2 S:SeitonSet In OrderOrderliness
3 S:SeisoShine Cleanliness
4 S :SeiketsuStandardizationStandardized
Clean-up
5 S :ShisukeSustainDiscipline

9. Work place:
No orderliness,
without 5-S
Confused operator
Clean, Tidy Work place
Easy to find,
Pleasant Environment

10. 1 S
Seiri Sort Organization
Sort out unnecessary items in the workplace and discard
them
•Discard defective goods and dead inventory into red
tag area (SeiriYard)
•Remove from Work place and store in the record
room all those Files/ items which are used not more
than twice a year
•Store all frequently used items (once or twice a
month) near the Process Area
•Store items of weekly usage near the Operations
•Keep items of daily / hourly usage at hand

11. 2 S
Seiton Set In OrderOrderliness
A place for everything, everything in its place
•Everything has a clearly designated place
•Thirty seconds storage and retrieval
•Filing standards
•Zoning and placement marks
•Neat Notice Boards
•Functional placement for materials, parts, shelves,
tools and equipment

12. 3 S
Seiso Shine Cleanliness
Clean your workplace thoroughly so that there is no dirt on the floor
and equipment
•Cleaning as a form of inspection
•Individual responsibility
•Make cleaning and inspection easier
•‘ Sparkling Clean’ campaign
•Perform regular cleaning inspections
•Clean even the place most people do not notice

13. 4 S
Seiketsu Standardization Standardized Clean-up
Maintain high standards of Housekeeping at workplace all the time
•Define an ideal Factory
•Okay marks
•‘Danger Zone’ marks or meters
•Directional markings
•Open & Shut directional labels
•Voltage labels and color-coded pipes
•Warning colors and inspection marks
•Fire Extinguisher signs etc.

14. 5 S
Shisuke Sustain Discipline
Train people to follow Good Housekeeping discipline independently
•Habit formation
•Individual responsibility
•‘Seeing is believing’
•Pick-up practice
•Practice dealing with emergencies
•Not accepting lapses in cleanliness
•Seniors leading by example

15. AFTER 5-S
BEFORE 5-S

16. 5 S -SUCCESS INDICATORS
•1S:Sort
.Areaorpercentageofspacesaved
.Quantityofmaterialdiscarded
•2S:SetInOrder
.Reductioninsearchingtime
.Lesschangeovertime
•3S:Shine
.Reductioninmachinedowntime
.Increasedlifeofmachineparts
.Reductioninaccidentsandrejectionrates
•4S:Standardize
.Numberofnewproblemsexposedandsolved
•5S:Sustain
.Highemployeemorale
.Voluntaryinvolvementofpeople

17. 5 S PLEDGE
•I will NOT get things dirty
•I will NOT spill and scatter things round
•I will reorganize myself and my surroundings
•I will clean things right away
•I will make my Work Place proud of my
disciplined endeavors

18. WHY OFFICE TPM?
Instant information sharing through IT development
Diversification of consumer needs
Shorter product life cycle
Companies need to be competitive in cost and quality
Thorough interaction between Manufacturing and
Office Teams -Company-wide TPM
OFFICE TPM

19. ROLE OF THE INDIRECT FUNCTIONS
Planning, Development, Technical and Administrative
Teams ‘process’ information for Manufacturing Team
Provide advice and assistance
Contribute towards cost reduction
Reinforce competitiveness
Pursue business improvement of efficiency in their
own departments

20. MAIN AIMS OF OFFICE TPM
Improvement in business efficiency by producing
greater ‘output’ from smaller ‘input’
Elimination of ‘efficiency losses’ to zero
Create an economical business structure through
adaptability to ‘change’
Yield high-quality, instantaneous, logical and reliable
information
Developing skillful and ‘multi-talented’ Office
personnel with excellent information-processing
capability

21. CLASSIFICATION OF ‘EFFICIENCY LOSSES’
-Value Losses -Processing Losses
-Accuracy Losses -Speed and timing Losses
-Idle Losses -Communication Losses
-Cost Losses -Decision-making Losses
-Restoration-type Losses -Repetitive-type Losses
-Excessive-type Losses -Valueless-type Losses
-‘Time’ Losses -‘Money’ Losses

22. METHOD OF IMPLEMENTATION OF OFFICE TPM
Business to be thought of as ‘Production Equipment’
Building a ‘Clerical Factory’ -engaged in the production’
of information
Applying Equipment concepts to administrative
activities
Initiate activities to realize the ‘ideal state’ of the
support functions -‘Vision =====> Mission’
Achievement of tangible results through implementing
‘5 Pillars’ of Office TPM

23. 5 PILLARS OF OFFICE TPM
1st Pillar-Kobetsu Kaizen (Individual Improvement)
2nd Pillar-Jishu Hozen activities of support functions
(Autonomous Management)
3rd Pillar-Education / Training
4th Pillar-Creating ‘Systems’ for setting staff levels
5th Pillar-Creating work evaluation setups