Kaizon (Muda) 1)The concept of MUDA/Waste 2)Methods for categorizing types of Muda 3)MUDA identification 4)Elimination of Muda 5)Methods for Muda prevention 6)TPM concepts and its pillars

1)The concept of MUDA/Waste
2)Methods for categorizing types of Muda
3)MUDA identification
4)Elimination of Muda
5)Methods for Muda prevention
6)TPM concepts and its pillars

1. Content 1)The concept of MUDA/Waste 2)Methods for categorizing types of Muda 3)MUDA identification 4)Elimination of Muda 5)Methods for Muda prevention 6)TPM concepts and its pillars

2. Level - 3 2 ELIMINATE & PREVENT MUDA MUDA

3. 1) The concept of Muda What is Value? Value is defined by your customer. There are two types of Customers:- -Internal customer -External customer Then Value is the activity/effect what the customer exactly is going to pay for/needs.

4. What is Waste/MUDA? Waste/MUDA is any activity of workers/machines which consumes resources such as money, time, energy, materials, etc without adding value.

5. The m ain elements of KAIZEN management Q uality (Customer) Safety C ost (Company) Moral D elivery(Customer) QCD is the source of productivity improvement 5

6. C O S T M I N I M I Z E Better Quality On time Delivery Higher Profit Profit=Price-Cost ምን ይሻላል ??? CUSTOMER የትም ፍጭው ዱቄቱን አምጭው Reasonable Price MANUFACTURER 6

7. The concept of cost Cost minimization Determination of the sales price of the product Sales price=(manufacturing)cost + profit Manufacturing cost=(material + labor + facility + utility + others)cost

8. PRICE=COST + PROFIT PROFIT= PRICE - COST Company sets price(Demand>Supply) Market sets price ( Demand≤Supply ) Traditional Thinking Kaizen Thinking 8

9. 9

10. Therefore, since today’s economy is market based, we should focus on minimizing our COST to get higher profit. Do we have any choice? 10

11. The three categories of Operations Value A dding/Net Operation Non Value Adding Operation Muda/Waste

12. The three categories of Operations ( 1) Net Operation Part of the operation that adds value to make parts and products Examples , Milling, Turning, Grinding, Assembling and Welding 12

13. (2) Non-Value adding Operations Operation that adds no value but cannot be avoided Example Setting up, Inspecting, Picking up parts, Removing drill chips The three categories of Operations 13

14. The three categories of Operations( Cntd ) (3) “ Muda ” Muda is a Japanese word meaning Wasteful Activity Is anything unnecessary in operation. Can be eliminated immediately 14

15. (3) “ Muda ” It increases Production cost Muda affects the quality of the product and also delivery time The three categories of Operations( Cntd ) 15

16. Non-value adding and wastes movements searching for tools transporting materials over production waiting /idle time making defects etc Value adding assembling molding spinning mixing building milling etc “Muda” are activities which use resources, time or cost without adding value. 16

17. Value Chain Consumers Suppliers Reduce Lead Time Non Value Added & Waste activities 17

18. Product Lead-Time freeleansite.com Raw Materials Finished Goods Value Added Time Non- Value Added Time TIME

19. Operation to staple two papers using a stapler when work place is disorganized Materials and tools Two pieces of paper Stapler Staples Very Simple Drill 19

20. Very Simple Drill Result in a disorganized environment N0. Activities Time Type of Operation Measure How 1 Searching for Stapler 35 Sec Muda Eliminate 5S(Set-in-order) 2 Searching for Staples 30 Sec Muda Eliminate 5S(Set-in order) 3 Putting the Staples into the stapler 8 Sec Non-Value adding Minimize Load staples ahead 4 Putting the two papers together 3 Sec Non-Value adding - - 5 Staple the papers 2 sec Net Operation (Value Adding) - - 20

21. Lessons from the drill Total time of operation=78 Sec Net Operation(Value adding)= 2 Sec(2.6%) Non-Value adding operation= 11 Sec(14.1%) Muda (Unnecessary operation)= 65Sec(83.3%) 21

22. Can you imagine by how much the total time of the operation can be improved if we try to eliminate the Muda and minimize non value adding operations by applying 5S ? What if the job order was to produce a car? Imagine the MUDA. Lessons from the drill 22

23. MUDA = Anything Unnecessary 23

24. 2)Methods For Categorizing Types of Muda/Wastes Classification of waste A number of methods for classification of waste have emerged. Here are some of them:- The 3MU’s 5M+Q+S The flow of goods The Seven deadly wastes

25. M uda M uri M ura 1) The 3MU’s

26. MUDA - Capacity exceeds load. MURA (imbalance or variation) = capacity sometimes exceeds the load and the load sometimes exceeds capacity. MURI (Physical or mental overburden)-Load exceeds capacity . Productivity improvement does not mean hard work. The Three MU’s 26

27. The Three M’s Muda Production factors that increase cost , in other words , all unnecessary things 27

28. Muri Mental and physical overburden on operators, and overburden on production machinery The Three M’s ( Cntd ) 29

29. Muri We should not force hard work on Employees in the name of productivity improvement Value added work Working density = Actual work The Three M’s ( Cntd ) 30

30. Muri : overburden

31. የስራ ጫና Muri

32. የስራ ጫና Muri

33. Mura Variation in work distribution , production capacity of machinery , and material specifications The Three M’s 34

34. IN OUT

35. Relationship between the 3 M’s Usually Mura creates Muri which in turn lead to generation of Muda 36

36. Therefore, mura creates muri that undercuts previous efforts to eliminate muda . Eliminating mura is fundamental to the complete elimination of muri and muda Relationship between the 3 M’s 37

37. 2) 5M+Q+S Is another way of thinking in the areas where waste may occurs 5M(man, material,machine , method and management), plus Quality and Safety.

38. Contd … Material Waste of:- Parts, Bolts, Welds, Functions, Storage & Handling. Man/Workers Waste of:- Walking, Waiting, Searching, Unnecessary movements Management Waste of:- Materials, Meetings, Management control, Communications, Vouchers Machine Waste of:- Large machines, General purpose machines, Conveyors, Machines with wasteful movements, Breakdowns, Machine handling

39. Contd …. Method Waste of:- Large lot production, Inventory, Conveyance, Retention, Non standardization, Picking up setting down work pieces.

40. Contd … Quality Waste in:- Making defective goods, Fixing defects, errors, Inspection, Quality control. Safety Waste of:- Disaster prevention methods, Fixing defects.

41. 3) The Flow of Goods A third way of thinking about waste is to focus on the flow of goods in production. Materials are procured Materials are retained Materials are conveyed to processes on production line Materials are retained at the process equipment(WIP) Materials are picked up for processing Materials are processed Processed goods are set down and retained on the other side of the processing machine(WIP) Goods are conveyed to inspection point Goods are retained until inspection Goods are picked up and inspected Goods are set down and retained on the other side of inspection process Inspected goods are conveyed to the finished goods warehouse Finished goods are retained prior to shipment

42. Cont….. If we look carefully at the flow of goods, you will see four things going on:- Retention, Conveyance, Processing and Inspection Retention -means stopping the flow of goods producing inventory without adding value. -It adds cost without adding value. Conveyance -movement b/n retention points without adding value. Material handling movement b/n a retention point & a process.

43. Contd …….. Processing -means adding value or altering raw materials/parts /assemble parts to add value. Inspection -identifies defects from production flow. It doesn’t add value b/c it doesn’t eliminate the source.

44. 4)The Seven deadly wastes 1) “Muda” of Overproduction 2) “Muda” of Inventory 3) “Muda” of Waiting 4) “Muda” in Transporting 5) “Muda” of Defect-making 6) “Muda” of Motion 7) “Muda” in Processing Cost Reduction by Elimination of muda

45. 7 Categories of Waste Defect Making Transportation Over Produced Motion Inventory Over Processed Waiting 47

46. 48 1)“ Muda ” of Overproduction To produce things more than necessary in terms of type, time, and volume. It is called “the worst kind of Muda ” since it hides all the other wastes.

47. 1)“ Muda ” of Overproduction [Cause] Excessive work force and facilities Big and fast production machine Lack of customer focus [Effect ] Increase in inventory Outbreak of defects Deterioration of turn-over ratio of funds Advanced preparation of materials and parts Consumes resources Needless wear on machines 49

48. 2) “ Muda ” of Inventory The situation where items such as raw materials, parts, and finished goods are stagnant or which are not having value added to them. Some are located in the warehouses, and others are in-process inventory. 50

49. 2) “ Muda ” of Inventory [Cause] Weak consciousness for inventory Bottle-neck processing stage Advanced Production A pproximate production Unreliable suppliers [Effect ] Waste of space Needs for inspection, and transportation Expansion of working fund Shelf life may expire It ties up cash Makes FIFO inventory management more difficult 51

50. Examples of Inventory Wastes

51. 3) “ Muda ” of Waiting This includes all kinds of waste of time such as workers or parts waiting: -for an upstream process to deliver, - for a machine to finish processing , - for incoming parts or materials , - for process that has a long wait time   53

52. 3) “ Muda ” of Waiting [Cause ] Bottle-neck processing stage Bad facility layout Capacity imbalance Shortages & unreliable supply chain Lack of multi-skilling Poor maintenance. [Effect ] Waste of manpower, time, & machines Increase in the in-process inventory Failed delivery dates Poor workflow continuity 54

53. 4) “Muda” in Transporting It is Unnecessary movement of parts between processes caused by unnecessary transportation distance, temporary storage, relocations or re-piling up. 55

54. 4) “ Muda ” in Transporting [Cause] Bad facility layout [Effect ] Waste of space Production deterioration Expansion of transportation facilities Occurrence of scratches Increase production time wastes time and energy 56

55. 5) “ Muda ” of Defect-Making This includes defects, inspections for defects in-process, and claims , rescheduling, and resource loss. 57

56. 5)“ Muda ” of Defect-Making [Cause] Emphasizing on down-stream processes by inspection Poor in methods and standards for inspection Lack of standard operation [Effect ] Increase in material cost Productivity deterioration Increase in personnel & processes for inspection Increase in defects and claims Invite reworking costs 58

57. 6) “ Muda ” of Motion These are non-value adding movements or more than necessary movements of workers, equipment, and machines , such as looking for goods, bending, stretching, walking, lifting, and reaching etc. 59

58. Example: 60

59. 6)“ Muda ” of Motion [Cause] No education or training No standard operating procedure Isolated operation Bad facility lay out [Effect ] Increase in manpower and processing Unstable operation Increases production time Can cause injury 62

60. 7) “ Muda ” in Processing This consists of processing and operations primarily unnecessary. It is processing beyond the standard required by the customer . 63

61. 7)“ Muda ” in Processing [Cause] Lack of analysis of the contents of operation Improper tools and their use Insufficient standardization Attitude - ‘Always do it like this’. [Effect ] Unnecessary processes or operation Increase in manpower and man-hour Lower workability Increase in defects Can reduce life of components 64

62. Benefits of identifying & Eliminating waste To the company Cutting the hidden costs of production. Increased customer satisfaction. 2. To Shop floor worker Increased job satisfaction:- work with less energy, work in safe conditions etc. Contributing for improvement:-

63. Steps to effective Muda identification Making waste visible Be conscious of the waste Be accountable for the waste Measure the waste

64. 1.Making waste visible Shop layout/process flow analysis using :- Arrow Diagram Summary chart of flow analysis Operation analysis Table The standard operation combination chart Workshop checklist for major waste finding

65. The Arrow Diagram It focuses on the flow of goods to discover waste Factors to be identified in arrow diagram are:- Retention, Conveyance, Processing & Inspection. Helps to get a good understanding of production processes and to see where the waste exists.

66. Arrow Diagram symbols Analysis Factors Symbols Description Amount of waste Retention When the WIP flow is stopped (for other than Conveyance, Processing or Inspection) Large Conveyance When the WIP flow is moved from one place to another. Large Processing When the WIP is changed physically or chemically for added value. There may be some waste in the process Inspection When goods are inspected for conformance to Quality and dimensional standards. Large

67. Four steps to create arrow diagram Understand the purpose:- To discover waste. 2. Select the product to be analyzed:- You can do product quantity analysis to compare product and quantity. Choose products with a large out put and with many production problems as a starting point. 3. Prepare a factory layout diagram:- Include the entire factory layout with position of machines, work tables, etc. 4. Make the Arrow Diagram:- Do this on the shop floor and use the symbols.

68. Contd …. Connect the symbols with lines to show the direction of flow. At all conveyance points note:- - conveyance distance, and - type of conveyance At all retention points - note average WIP inventory . Results are summarized using the Summary Chart of Flow Analysis.

69. 2. Operations Analysis Table Helps you identify the waste in your own operations. Focuses on people’s action. Not everything you do adds value. Someone else fills the table for you while you are working as it is hard to fill for yourself while working.

70. 3. Standard Operation Combination Chart Focuses on the relationship of people, goods and machines. Discover where waste is by plotting the cycle time of all activities and design the process to create a more efficient combination and reduce overall cycle time.

71. The steps to effective waste elimination are 1. Make waste visible 2. Be conscious of the waste 3. Be accountable for the waste. 4. Measure the waste. 5. Eliminate or reduce the waste 74

72. The steps to effective waste elimination 1.Make waste visible Draw and analyze the current facility layout. Prepare a process flow chart to see the number and movement of workers, order of processing, type of processing and so on Prepare standard operation sheet . 75

73. 2 . Be conscious of the waste When something is denied as waste, it also cannot be stopped. The steps to effective waste elimination 76

74. 3. Be accountable for the waste When one refuses to accept responsibility for the waste, then he will not eliminate it. The steps to effective waste elimination 77

75. 4. Measure the waste. when the waste is not measured, people may think it is small or insignificant and therefore will not be motivated to stop it. “What is not measured, is not improved”. Appreciate its size and magnitude. The steps to effective waste elimination 78

76. 5. Eliminate or reduce the waste When the great Italian sculptor Michelangelo was asked what he was sculpting, he responded he was not sculpting but releasing the figure inside by removing the unnecessary rocks (wastes). Like Michelangelo, we should eliminate all forms of wastes in any process or product until only what is valuable remains. The steps to effective waste elimination 79

77. 5.How to eliminate “ Muda ”? 1) “ Muda ” of Overproduction Produce not more than is needed by your customers. you MUST know what your customers need and use. Have standardized work or work instructions for your processes. 80

78. 2) “ Muda ” of Inventory Implement 5S and avoid unnecessary items Use just-in-time system 3) “ Muda ” of Waiting Proper alignment of work processes, Consistent machine maintenance (to avoid machine downtime.) 5.How to eliminate “ Muda ”? 81

79. 4) “ Muda ” in Transporting Design production lines and materials flow paths in a way that minimizes the distances between workstations and temporary storage sites. 5) “ Muda ” of Defect-making Build quality into each process , using tools like Poka -Yoke, JIDOKA, Andon etc. 5.How to eliminate “ Muda ”? 82

80. 6) “ Muda ” of Motion Minimize unnecessary movements 7) “ Muda ” in Processing Improving processing efficiency to achieve the same customer satisfaction . use of low-cost automation, smaller, and more flexible equipment 5.How to eliminate “ Muda ”? 83

81. 7) “ Muda ” in Processing( Cntd ) combining steps will greatly reduce the waste of inappropriate processing. Look for improvements Train workers 5.How to eliminate “ Muda ”? 84

82. 1. Andon U-line 3. In-lining 4. Unification 5. Multi-process handling & Multi-skilled Operators A.B. control (Two-Point Control) Cell production line Tools for Eliminating “ Muda ” 85

83. 1. Andon An “ Andon ” is an indicator informing team leaders and supervisors of the current workshop situation with color boards, flash lights, and automated announcement. Tools for Eliminating “ Muda ” 86

84. 1 ) Calling “ Andon ”- Used for requesting parts. 2) Warning “ Andon ” -Used to inform occurrence of irregularities on the lines. 3) Progress “ Andon ” - Used to identify the progress of operation o n the lines with a short Takt Time . Types of “ Andon ” Tools for Eliminating “ Muda ” 87

85. 2. U-line A U-line is a layout in which the inlet and outlet are positioned in the same direction to avoid walking back for a single operator. Tools for Eliminating “ Muda ” 88

86. 3 . In-lining In-lining is a way to make the production lines simple and effective by integrating the parts processing into the main line in the unit production. Tools for Eliminating “ Muda ” 89

87. Unification of several processes 4. Unification Even if a flowing line cannot be formed, odd operations can be combined together in a place into an operator’s work. Tools for Eliminating “ Muda ” 90

88. 5. Multi-process handling & Multi-skilled Operators Multi-process handling means that a single operator manages multiple machines and processes in product processing and assembling. This is the primary factor for constructing lines by a small number of operators. Tools for Eliminating “ Muda ” 91

89. A multi-skilled worker can deal with several machines or processes as described above. The supervisor can make a flexible placement of operators when someone within the same team or section is absent. Tools for Eliminating “ Muda ” 92

90. 6. A.B. control (Two-Point Control) A.B. control is a devised automatic control function. It controls the machine movement when they come to start or stop working depending upon the number of work pieces piled up between the preceding process and the following process. Tools for Eliminating “ Muda ” 93

91. A.B. control is used as a tool for time control to realize Just in Time(JIT) Up to Three 6. A.B. control (Two-Point Control )( Cntd ) Tools for Eliminating “ Muda ” 94

92. 7. Cell production line This is a production line that a single operator manages all the machining or assembly operations in unit production. 　　 Tools for Eliminating “ Muda ” 95

93. 7. Cell production line( Cntd ) Advantages Quality assurance can be ensured. The production output or efficiency of each operator can be clarified. Operators can obtain a feeling of work achievement. 　　 Tools for Eliminating “ Muda ” 96

94. 5)Methods for Muda prevention There are four important methods you can use for maintaining a waste-free production environment: Standardization Visual and Auditory Controls 5W and 1H Sheet

95. Standardization - Standardization means establishing standard procedures for every operation so that anyone can understand and use them – and everyone does. Standards must be created, documented, well-communicated, adehered to, and regularly re-assessed.

96. Contd ……. Standards are required for: Machines Operations Defining normal and abnormal conditions Clerical procedures Procurement

97. Visual and Auditory Controls One way waste enters into operations is when standards are not improved to meet changing conditions. Even standardization fails to sustain waste-free production if not systematically updated to take advantage of new materials, new technology, and worker improvement ideas.

98. Contd …… The best way to do this is through visual and auditory controls.   Red-tagging – Always keep the production floor free of any thing that is not directly part of the production process. Signboards- The purpose of workstations and the names of the workers who operate them should be displayed at every processing point.

99. Contd ……….. Standard quantities should be included on supply bins or carts. The products produced on each line or in each cell can be displayed, and so on. Outlining - Boarders around tools and equipment, big and small, help people find and return things.

100. Contd.... Andons - Different colored lights can report the status and needs of a system and signal when defects or abnormal conditions occur so that problems can be solved immediately. Kanban - flexible production instructions or work orders that trigger materials supply and production in a pull system, the hallmark of lean manufacturing.

101. Contd …. Pitch and Inspection Buzzers - These indicate when operations get out of sync with demand or when defects are around.

102. The 5W and 1H Sheet (L3) Five “whys” and one “how”

103. MUDA Summary

104. Total Preventive Maintenance Is one of Kaizen Systems. Brings maintenance into focus as a necessary and vitally important part of business. is a company-wide system developed to maintain , monitor , and improve all capital assets of a company. It can be considered as the medical science of machines. For production it is a system that maximizes equipment effectiveness and maintains production flow .

105. cont… Maintenance is implemented by all employees in an organization. Everyone in the organization from operators to senior management in equipment improvement. 108

106. Cont… 109

107. Cont… Total = All individuals in the organization working together. Productive = production of goods that meet or exceed customer’s expectations. Maintenance = keeping equipment and plant in good condition at all times. 110

108. History TPM is a Japanese concept. Developed in 1951. Nippondenso was the 1 st company that implemented TPM in 1960. Based on these developments Nippondenso was awarded the distinguished plant prize for developing and implementing TPM, by the Japanese Institute of Plant Engineers ( JIPE ). 111

109. TPM Targets Reduce manufacturing cost Increase production quality. Delivery time. Achieve 100% success in delivering the goods as required by the customer. Safety - Maintain accident free environment. Moral- Develop multi-skilled & flexible workers. Improve OEE (Overall Equipment Effectiveness)

110. The Six big Equipment losses Equipment failure (Breakdown) Set up & adjustment downtime Idling & minor stoppages Reduced speed Process defects Reduced yield

111. 114 Shift in Attitudes Operator Maintenance Operator Maintenance Conventional TPM I use I maintain & I fix We maintain

112. Principles of TPM Use Overall Equipment Effectiveness (OEE) as a compass for success. Improve existing maintenance systems Work toward zero losses Providing training to upgrade operations and maintenance skills Involve everyone and utilize cross-functional teamwork 115

113. Types of maintenance Breakdown maintenance Preventive maintenance *periodic maintenance( time based maintenance) *Predictive maintenance Corrective maintenance Maintenance prevention 116

114. Breakdown maintenance Repairs or replacements done after the equipment failure/stoppage or occurrence of severe performance decline. Disadvantages :- unplanned stoppages, excessive damage, spare parts problems, high repair costs, excessive waiting and maintenance time and high trouble shooting problems .

115. Preventive maintenance The primary goal of preventive maintenance is to prevent the failure of equipment before it actually occurs. It relies on the estimated probability that the equipment will brake down or experience deterioration in performance in the specified interval. It is further divided into -Periodic Maintenance -Predictive Maintenance

116. Long-term benefits of preventive maintenance: Improved system reliability. Decreased cost of replacement. Decreased system downtime. Better spares inventory management. 119

117. Periodic maintenance Time based maintenance consists of periodically inspecting , servicing and cleaning equipment and replacing parts to prevent sudden failure and process problems. Benefits : Extended life and use of the equipment. Reliable production at the times when machine is needed most. 120

118. Predictive maintenance predictive maintenance is condition based maintenance . This is a method in which the service life of important part is predicted based on inspection or diagnosis, in order to use the parts to the limit of their service life. 121

119. Benefits of predictive maintenance Increased plant readiness due to greater reliability of the equipment. increase predictive maintenance practices increase the productivity of equipments. Reduced expenditures for spare parts and labor. Reduces the probability of a machine experiencing a disastrous failure, and this results in an improvement in worker safety. 122

120. Corrective maintenance ( 1957 ) Improvement of equipment so that equipment failure can be eliminated ( improving the reliability ) & the equipment can easily be maintained ( improving equipment maintainability ). Its purposes are- improving equipment reliability - Safety - Design weakness( material, shapes) - Existing equipment undergoes structural reforms - To reduce deterioration & failures (maintenance free eqpt )

121. Maintenance prevention (1960 ) It indicates the design of a new equipment . Weakness of current machines are sufficiently studied ( on site information leading to failure prevention, easier maintenance and prevents of defects, safety and ease of manufacturing ) and are incorporated before commissioning a new equipment. 124

122. PILLARS OF TPM 125 1.Autonomous maintenance 2.Planned maintenance 3. Equipment and process improvement 4.Early management of new equipment 5.process quality management 6.TPM in the office 7.Education and training 8.Saftey and environmental management.

123. 126 PILLARS of TPM

124. 1.Autonomous Maintenance Train the operators to close the skill gap between others and the maintenance staff , making it easier for both to work as one team. There are Seven (7) steps implemented to progressively increase operators knowledge, participation and responsibility for the equipment. 127

125. cont… 1. perform initial cleaning and inspection 2.Countermeasures for the causes and effects of dirt and dust 3.Establish cleaning and lubrication standards 4.Conducting general inspection training 5.Carry out equipment inspection checks 6.workplace management and controls 7.Continious improvement 128

126. 2.Equipment and process improvement Objectives : Maximize efficiency by eliminating waste and manufacturing loss Manufacturing losses are categorized into 12 losses: Equipment losses (6) Manpower losses (4) Material losses (2) 129

127. Equipment losses 130 . . DOWNTIME LOSS Speed loss Quality loss Equipment failure / breakdowns Set-up / adjustments Minor stopping Reduced speed Process errors Rework / scrap

128. Manpower and material losses . 131 Manpower losses Cleaning and checking Waiting materials Waiting instructions Waiting quality confirmation(inspection) Material losses Material yield Energy losses

129. 3.Planned maintenance Objectives : Establish periodic and predictive maintenance system for equipment and tooling. Natural life cycle of individual machine elements must be achieved correct operation correct set-up cleaning lubrication feedback and repair of minor defects quality spare parts 132

130. 4.Early management of new equipments Objective : : start-up, commissioning and stabilization time for quality and efficiency New equipment need to be : easy to operate easy to clean easy to maintain and reliable have quick set-up times operate at the lowest life cycle cost 133

131. 5.Process quality management Objectives : to set and maintain condition to accomplish zero defect. Quality rate has direct correlation with material condition equipment precision production methods process parameters 134

132. 6.TPM in office Administration and support departments can be seen as process plans whose principles tasks are to collect, process and distribute information. Process analysis should be applied to streaming information flow 135

133. 7.Education and training TPM is a continuous learning process Two major components : soft skills training : how to work as a team, diversity training and communication skills Technical training : upgrading problem-solving and equipment-related skills 136

134. 8.Safety and environmental management Assuring safety and preventing adverse environment impacts are important priority in the TPM effort. 137

135. Overall Equipment Effectiveness Objective : to maximize the efficiency of machine or equipment. OEE figures are determined by combining the availability and performance of your equipment with the quality of parts made OEE measures the efficiency of the machine during its loading time. Planned downtime does not affect the OEE figure 138

136. . Overall Equipment Effectiveness (OEE ) Overall Equipment Effectiveness = Availability *performance * Quality yield Availability = Time available for production -- Downtime Time available in production Performance = number of parts produced / Operating time Ideal cycle time Quality Yield = total number of parts produced – defect number Total number of parts produced

137. . Overall Equipment Effectiveness (OEE) Availability Downtime loss Performance Speed loss Quality Yield Quality loss Overall equipment effectiveness = Availability * performance * Quality yield

138. Breakdowns Setups and adjustment Idling and minor stoppages Speed Quality defects and rework Start-up (loss of yield) 141 The Six Big Equipment Losses

139. Overall equipment effectiveness = Availability x Performance rate x Quality rate (OEE) Breakdown Setup and adjustment Others Idling & minor stoppages Reduced speed Quality defects & rework Start-up yield

140. Example: OEE Calculation

141. Availability = Operating time Planned production time = 373 minutes / 420 minutes = 0.8881 (88.81%)

142. Performance = (Total pieces /Operating time) Ideal Run Time = (19,271 pieces/373 minutes)/60 pieces per minute = 0.8611 (86.11%)

143. Quality = Good Pieces Total Pieces = 18,848 / 19,271 pieces = 0.9780 (97.80 %)

144. OEE = Availability X Performance X Quality = 0.8881 X 0.8611 X 0.9780 = 0.7479 (74.79%)

145. Fundamental improvements of TPM Increasing motivation: changing people attitudes Increasing competency and people skills Improving the work environment , so that it supports the establishment of a program for implementing TPM 148

146. TPM Implementation . 149 preparation Announcement to TPM introduction Introductory education campaign for workforce TPM promotion Establish basic TPM policies and goals Preparation and formulation of a master plan Kick-off Invite customers, attitude companies and subcontractors implementation Develop an equipment management program Develop a plan maintenance program Develop a Autonomous maintenance program Increasing skills of production and maintenance personals Develop early equipment management program Standardization Perfect TPM implementation and raise TPM levels

147. Announce top management decision to introduce TPM State TPM objectives in a company newsletter Place articles on TPM in a company newspaper 150

148. Introductory education campaign Seminars for managers Slide presentation for all employees 151

149. TPM Promotion Special committees at every level to promote TPM Newsletter Articles Videos Posters 152

150. Establishing basic TPM policies and goals Analyze existing conditions Set goals Predicting results 153

151. Preparation and Formulation of a master plan A master plan lays out your goals, what you will do to achieve them and when you will achieve them Detailed plans for each pillar have to be prepared 154

152. TPM Kick-off The main kick-off to TPM should take the form of a formal presentation with all the employees attending. This opportunity can be used to gain the full support of the employees. Invite external customers, affiliation and subcontracting companies . 155

153. Develop an equipment management program The maintenance prevention can be design of new products , new machine and existing machines. New products : must be easy to produce on new existing machines New machines : must be easy for operation, changeover and maintenance. 156

154. Cont.. Existing machines: Determine how to eliminate the problem and reduce maintenance through an equipment design change or by changing the process 157

155. TPM Benefits zero equipment-caused defects Increased plan capacity Increase equipment productivity Increase return on investment Enhance job satisfaction Lower maintenance and production cost Reduced equipment downtime 158

156. conclusion TPM may be the only thing that stands between success and total failure for some companies. It can be adapted to work not only in industrial plants 159

157. Any questions…….? 160

158. Thank You Galatoomaa ! 161