دبلومه الجوده الشامله و طريقه تطبيق الجوده الشامله

دبلومه

1. Lean Management Lean management is an approach to running an organization that supports the concept of continuous improvement, a long-term approach to work that systematically seeks to achieve small, incremental changes in processes in order to improve efficiency and quality. Lean management seeks to eliminate any waste of time, effort or money by identifying each step in a business process and then revising or cutting out steps that do not create value. The philosophy has its roots in manufacturing .

2. is a systemic method for the elimination of waste (" Muda ") within a manufacturing process. Lean also takes into account waste created through overburden (" Muri ") and waste created through unevenness in work loads ("Mura"). Working from the perspective of the client who consumes a product or service, "value" is any action or process that a customer would be willing to pay for Lean manufacturing

3. LEAN 3 Pillars Standardization Housekeeping Waste Elimination

4. WHAT IS STANDARIZATION? An Established Way People Do Their Job Meet Quality, Cost, And Delivery Requirements by: Procedures Work Instructions Formulas Etc.

5. KEY FEATURES OF STANDARDS Represent The Best, Easiest, And Safest Way To Do A Job Offer The Best Way To Preserve Know-how And Expertise Provide A Way To Measure Performance Show The Relationship Between Cause And Effect Provide A Basis For Both Maintenance And Improvement Provide Objectives And Indicate Training Goals Provide Basis For Training Create A Basis For Audit Or Diagnosis Provide A Means For Preventing Recurrence Of Errors And Minimizing Variability

6. THE 5-S SYSTEM HOUSEKEEPING ( The 5 S’s)

7. SEIRI -SORT Sort Through Everything in the Target Area Separate Items That Are Unneeded or in the Wrong Place Remove Those Items From the Work Area – 30 Day Rule

8. SEITON SET IN ORDER or STRAIGHTEN Decide and Organize Where to Keep Necessary Items Decide How to Keep Them Designated Address, Name & Volume Easy for Anyone to Find and Use Them Make It Obvious When They Are Not in Their Correct Place

9. Clean everything, inside and out Inspect through cleaning Prevent dirt, grime, and contamination from occurring SEISO SHINE or SCRUB

10. SEIKETSU - SYSTEMATIZE Keeping One’s Person Clean By Wearing Proper: Work clothes Safety Glasses Gloves, & Shoes Maintain a Clean, Healthy Work Environment Continue to Work on Seiri , Seiton , and Seiso Every Day

11. SHITSUKE - SUSTAIN Ensure that 5-S activities become a habit that everyone performs continually Build a commitment to adhere to 5-S standards

12. THE 5-S SYSTEM Do not rely solely on 5S tools Provide encouragement at every opportunity Make explanations easy to understand Involve everyone Be disciplined Five Key Points for Success

13. IMPLEMENTING A 5S PROGRAM Identify Responsible Individual Develop A Plan (Address the Magic Questions) Before Kick-off Discuss Philosophy And Benefits Of 5s Program – Get Feedback Hold Kick-off Meeting Write Procedures

14. ELIMINATE WASTE (MUDA)

15. ADDING VALUE Only An Activity That Physically Changes The Product Adds Value PLATING HEAT TREATING CUTTING ASSEMBLY MIXING MELTING ETC. MOVING COUNTING INSPECTION STORING VALUE ADDING NON-VALUE ADDING If You Are Doing Something That Does Not Add Value – You Are Creating Waste!

16. THE SEVEN CATEGORIES OF WASTE Overproduction Inventory Repair / Rejects Motion Processing Waiting Transport

17. OVERPRODUCTION WASTE “Things Can Happen – To Be On The Safe Side Produce More Than Necessary” Just-in-time Methods Prevent This Type Of Waste This Is The Worst Type Of Waste People Get False Sense Of Security All Sorts Of Problems Are Covered Up Obscures Vital Information

18. INVENTORY WASTE Final Products Semi finished Products Parts Supplies Someplace In The Factory No Value Final Product Received By Customer Value

19. Scrap Machine Downtime Vendor Delinquencies Change Orders Absenteeism Purchase Lead Times Paperwork Backlog Inspection Backlog Equipment Imbalances Long Setups Inventory Productivity Problems THE PROBLEM WITH INVENTORY

20. REPAIR / REJECT WASTE Rejects Interrup Production & Require Rework Rejects May Also Damage Expensive Jigs Or Machines Attendants Must Be Assigned To Watch For Rejects

21. THE WASTE OF MOTION Any Motion Of A Person’s Body Not Directly Related To Adding Value Is Unproductive When A Person Is Walking He Is Not Adding Value Any Action Requiring Heavy Exertion Should Be Avoided

22. THE WASTE OF PROCESSING Sometimes Inadequate Technology Or Design Leads To Waste In The Processing Work Itself An Unduly Long Approach Or Overrun Unproductive Striking Of The Press And Duburring Many Times Results From Failure To Synchronize Processes

23. THE WASTE OF WAITING Occurs When Hands Of The Operator Are Idle Work Is Put On Hold Because Of Imbalances Lack Of Parts Machine Downtime Operator Simply Monitoring A Machine

24. THE WASTE OF TRANSPORT All Sorts Of Transport Trucks Forklifts Conveyers Transport Is Essential, But Moving Materials Or Product Adds No Value Damage May Occur During Transport Any Process Distant From Main Line Should Be Incorporated

25. WASTE IN MANUFACTURING Excessive Production Resources Overproduction Excessive Inventory More: Manpower Equipment Floorspace Unnecessary Capital Investments Leads To Leads To Creates a Need For Leads Overtime To Worst Type of Waste At Toyota

26. MUDA, MURA, MURI The Three MU’s Muda – Waste Mura (Irregularity)– Whenever A Smooth Flow Of Work Is Interrupted In An Operator’s Work Muri (Strenuous Work) – Strenuous Conditions For Worker And Machine. May Cause Slowdowns And Mistakes Both Mura And Muri Are Waste ( Muda ) And Need To Be Eliminated

27. THE FOUNDATION OF THE HOUSE OF GEMBA

28. GEMBA KAIZEN We Have Been Talking About What Is Lean or Kaizen Kaizen Needs To Be Applied To Gemba Gemba Means “Real Place” Where Real Action Occurs In Narrower Context Gemba Means The Place Where Products Or Services Are Formed

29. GEMBA MANAGEMENT GOLDEN RULES When A Problem Arises Go To Gemba First Check The Gembutsu (Relevant Objects) Take Temporary Countermeasures On The Spot Find The Root Cause Standardize To Prevent Recurrence

30. HOUSE OF GEMBA FOUNDATION A Learning Enterprise Suggestion System And Quality Circles Self-discipline Visual Management Just-in-time

31. A Learning Enterprise

32. A LEARNING ENTERPRISE Gemba Should Become A Citadel Of Learning Management Must Empower Gemba Employees By Providing Learning Experiences Rely Heavily On Common Sense And Simple Checklists Asking “Why?” Five Times Housekeeping Muda , Mura And Muri

33. A LEARNING ENTERPRISE (Continued) Based On Fundamental Human Values Respect For Humanity Commitment Determination Sensible Use Of Resources Learning Should Mean “Doing It” Opportunities To Learn By Practicing And Doing

34. A LEARNING ENTERPRISE (Continued) Ten Basic Rules For Practicing Kaizen In Gemba Discard Conventional Rigid Thinking About Production Think Of How To Do It, Not Why It Cannot Be Done Do Not Make Excuses. Start By Questioning Current Practices. Do Not Seek Perfection. Do It Right Away Even If For Only 50% Of Target. Correct Mistakes At Once Do Not Spend Money For Kaizen Wisdom Is Brought Out When Faced With Hardship Ask “Why?” Five Times And Seek The Root Cause Seek The Wisdom Of Ten People Rather Than The Knowledge Of One Remember That Opportunities For Kaizen Are Infinite

35. Suggestion System & Quality Circles

36. SUGGESTION SYSTEM AND QUALITY CIRCLES Proof Employees Actively Involved In Kaizen And Management Successful In Building Kaizen Infrastructure Japanese Style Stresses Morale-boosting Japanese Managers Will Go Along With Suggestion If It Contributes To Any One Of The Following Goals Makes The Job Easier Removes Drudgery Removes Inconvenience Makes Job Safer Makes Job More Productive Improves Product Quality Saves Time And Cost

37. Self Discipline

38. BUILD SELF-DISCIPLINE Ways to help employees acquire self-discipline Reward incremental steps Catch them doing it right Open yourself to questions Develop a culture that says it’s okay. Make the process known to improve standards Conduct assessment Encourage customer involvement Implement a suggestion system Establish quality circles Build in reward systems Communicate expectations clearly Conduct frequent reviews of the process

39. BUILD SELF-DISCIPLINE (Continued) 13. Provide measurement feedback 14. Foster a climate of cooperation 15. Give specific instructions regarding criteria 16. Be involved in setting standards 17. Explain why 18. Set a good example 19. Teach how and why 20. Make progress displays visible 21. Remove barriers 22. Encourage positive peer pressure 23. Create a threat-free environment

40. Visual Management

41. VISUAL MANAGEMENT Make Problems Visible Stay in Touch With Reality Visual Management of Five M’s Manpower Machines Materials Methods Measurements Visual Management of the Five S’s Posting Standards Setting Targets

42. THE VISUAL WORKPLACE

43. THE VISUAL WORKPLACE The Team’s Territory 1. Identification of territory 2. Identification of resources, etc. 3. Identification of the team 4. Markings on the floor 5. Markings on tools and racks 6. Technical area 7. Communication & rest area 8. Information and instructions 9. Neatness Visual Documentation 10. Mfg. instructions Visual Production Control 11. Computer terminal 12. Production schedule 13. Maintenance schedule 14. ID of inventories & WIP Visual Quality Control 15. Monitoring signals for machines 16. Statistical process control 17. Record of problems Display Indicators 18. Objectives, goals and results Rendering Progress Visible 19. Improvement activities 20. Company project & mission statement

44. VISUAL PLANT LAYOUT “Line-of-Sight” Production Floor-space Distance Traveled Operational Handoffs

45. JUST-IN-TIME A System of “Pull Production” Introduction To Just-In-Time

46. WHAT IS JUST IN TIME? Many Meanings Inventory Reduction Productivity Improvement Quality Improvement Simplification of Processes The Elimination of Waste Complete Supply Chain

47. ELEMENTS OF JIT Reduce lead times Improve quality to zero defects Minimize cost Faster Better Cheaper

48. EXPECTED BENEFITS FROM JIT 50-90% in Throughput Times 50-90% in Work in Process 60-80% in Scrap and Rework 50-90% in Setup Times 30-60% in Required Mfg. Space Reductions!!

49. MAJOR BENEFITS OF JIT Improved: Quality Productivity Service Capacity Standardization Transport Systems Flexibility Reduced: Inventory Lot Sizes Lead Times Unit Costs Design Time Space Energy

50. THE SEVEN ELEMENTS OF JIT Just-in-time Philosophy Quality At The Source Uniform Plant Load Overlapping Operations Minimum Setup Time Kanban Just-in-time Purchasing

51. Just-In-Time Philosophy

52. JUST-IN-TIME PHILOSOPHY ELIMINATE WASTE THROUGH BALANCE, SYNCHRONIZATION, & FLOW QUALITY EMPLOYEE INVOLVEMENT Waste - anything other than the absolute minimum resources Of material, machines, and manpower required to add value to the Product.

53. ABSOLUTE MINIMUM RESOURCES One Supplier, If Possible No People, Equipment, Or Space Dedicated To Rework No Safety Stock No Excess Lead Times No People Doing Jobs That Don’t Add Value

54. Uniform Plant Load

55. BALANCE, SYNCHRONIZATION, AND FLOW UNIFORM PLANT LOAD Cycle Time - Measures Rate Of Requirement Produce What's Needed Produce At The Right Speed Start With The Last Operation Smooth Out The Requirement LEVEL LOADING Produce At Right Frequency Produce As Frequently As Customer Requires

56. 1 2 3 ……... A B C D 10 DAYS 1 2 3 ……... A B C D TRADITIONAL SCHEDULE JIT SCHEDULE CONTINUOUS IMPROVEMENT EFFORTS REQUIRED TO ACHIEVE JIT SCHEDULE LEVEL LOADING Days Days Item Item

57. BENEFITS OF LEVEL LOADING Learning Curve Improvements Increased Mix Flexibility Reduced Inventory Shorter Lead Times Quality Improvements

58. Overlapping Operations

59. Screw Machine Dept. Milling Dept. Grinding Dept. Drilling & Tapping Dept. TRADITIONAL MANUFACTURING

60. JUST-IN-TIME MANUFACTURING Layout Based On Product Not Function

61. PLANT LAYOUT OBJECTIVES Provide a Systematic Approach for Manufacturing Plant Layout To Increase the Productivity and Effectiveness of Those Assigned to Design and Implement Manufacturing Plant Layouts To Help Prepare for Plant and Organization-wide Implementation Programs

62. TYPES OF VISUAL PLANT LAYOUT Straight Line U-Shaped S-Shaped W-Shaped

63. FACTORS INVOLVED IN EVALUATING PLANT LAYOUT INTANGIBLES Ease of Future Expansion Flexibility of Layout Flow of Material Effectiveness Material Handling Effectiveness Storage Effectiveness Space Utilization Safety and Housekeeping Ease of Supervision and Control Ability to Meet Capacity or Requirements Investment or Capital Required Fit with Company Organization Structure Working Conditions and Employee Satisfaction

64. NEGATIVE IMPACTS OF A NON-VISUAL PLANT LAYOUT High Materials Handling Costs Cycle and Lead Time Delays High Work-in-Process Inventories Lower Than Optimum Quality Product or Parts Damage Safety and Morale Problems Poor Equipment Utilization Congested Aisles Wasted Floor Space

65. Minimize Setup Times

66. MINIMUM SETUP THE KEY TO LEVEL LOADING Ground Rules What Is Being Done? Simplify Not Avoid Focus On Machine Downtime Then Cost Achieve At Least 75% Low Cost Reduction Why Is It Being Done? Not To Reduce People Not To Produce More Who Is Doing It? An Employee Involvement-teams Time To Go From Good Product To Good Product

67. SETUP ANALYSIS External Can Be Done With Machine Running Internal Machine Must Be Stopped Adjustments Eliminate Know Exact Machine Positions Standardize Clamping Do Away With Threads Eliminate Tools Problems Root Cause Analysis

68. TOYOTA SETUP CONCEPTS Separate Internal Setup From External Setup Convert As Much As Possible To External Setup Eliminate Adjustment Process Abolish The Setup Step Itself Standardize The External Setup Actions Standardize Only The Necessary Portions Of The Machine Use A Quick Fastener Use A Supplementary Tool Use Parallel Operations Concepts Techniques For Applying Concepts

69. Kanban System

70. THE KANBAN SYSTEM Pull versus Push Systems Kanban Types

71. Scheduled Push Internally Focused Demand Pull Externally Focused THE KANBAN SYSTEM

72. KANBAN RULES 1. Withdraw Necessary Products From Preceding Process In Necessary Quantities At Necessary Point In Time 2. Preceding process should produce its products in quantities withdrawn by subsequent process. 3. Never convey defective products to subsequent process. 4. Minimize number of Kanbans. 5. Use Kanbans to adapt to small fluctuations in demand (fine-tuning of production by Kanban)

73. Just-In-Time Purchasing

74. TYPICAL COST ALLOCATION Purchased Material & Components = 70% Direct Labor = 10% Overhead = 20% Percent Of Product Total Cost A 5% Reduction In Purchasing Is Same As 35% Reduction In Direct Labor

75. THREE CATAGORIES OF WASTE Waste In A Company’s Own Manufacturing Process Wastes In The Purchasing Process Itself Wastes In The Manufacturing Process Of A Company’s Suppliers

76. ELIMINATING WASTE IN THE PURCHASING PROCESS Most Purchasing Activities Do Not Add Value Purchase Orders Purchase Orders Amendments Acknowledgements Receiving Reports Invoices Off Loading Material Placing Material Into Receiving Moving Material To Stockroom Counting Items Placing Items In Smaller Containers Moving Items Into Assembly Area NO VALUE ADDED ! !

77. THE PURPOSE OF JIT IS TO ELIMINATE WASTE If It Doesn’t Add Value Then Try To Eliminate It!! Eliminate Incoming Inspection Insure Quality Before Incoming Inspection Hard Work Work With Suppliers Understand Supplier’s Processes Supplier’s Understand & Control Their Processes Suppliers Understand Your Needs and Processes

78. CHANGING RELATIONSHIPS Traditional Relationship - Adversarial New Relationship - Long Term - Mutual Benefit - Fewer Suppliers - Better Suppliers

79. SUPPLY CHAIN MANAGEMENT External Customers Sales and Operations Planning Smoothing Customer Demand Developing JIT Customers External Supplier Relationships Evaluation, Selection & Consolidation Certification Supplier Development Vendor Managed Inventories

80. EXTERNAL SUPPLIER EVALUATION & SELECTION Quality and Reliability Willingness to Work Together - Responsiveness Technical Competence Commitment to Continuous Improvement Geography Price - Total Acquisition Costs - Processing Economics

81. EXTERNAL SUPPLIER CONSOLIDATION Sole Source vs.. Single Source Benefits Simpler Traceability Increased Communication Ability to Focus on Process Concerns: Traditional Focus on First-Cost

82. LOGISTICS MANAGEMENT SYSTEM Internal Logistics Inbound Logistics Outbound Logistics (Physical distribution) Plants Organization Supplier Customer The span of the logistics management system

83. TIMING Implement JIT Purchasing At The Right Time 1. Solve Internal Quality & Equipment Breakdown Problems 2. Initiate Level Loading And Cycle Time 3. Initiate A Pull System

84. IMPLEMENTATION CONSIDERATIONS Management Considerations Determining What to do Measuring and Rewarding Performance Implementation Phases

85. MANAGEMENT CONSIDERATIONS Strategic Justification Cost/Benefit Analysis Compromise/Tradeoff Top Management Commitment Leading the Cultural Change Developing Vision and Formulating Plans Organizing for JIT JIT Education and Training

86. Quality At The Source

87. Autonomation - Foolproofing - Visual Displays - Line Stopping Process Control 5 “S” Program Continuous Improvement - Kaizen Job Improvement Company-wide Quality Assurance Some JIT Quality Improvement Activities QUALITY AT THE SOURCE QUALITY MAKES JIT POSSIBLE

88. Autonomation

89. AUTONOMATION Never Allow Defective Units From A Preceding Process Flow Into And Disrupt Subsequent Processes “Ninben-no-aru Jidoka” Jidoka = Automatic Control Of Defects, Ninben-no-aru Jidoka = Automation With A Human Mind Often Involves Automation Not Limited To Machine Processes Technique For Detecting & Correcting Production Defects Mechanism To Stop The Line/machine

90. LINE STOPPING AT TOYOTA Each Worker - Power & Responsibility To Stop All Operations Must Be Done In Accordance With Standard Operations Routine Supervisors & Engineers Must Investigate And Take Action Supervisors Responsibility When Line Stops: - Teach Workers To Stop Whenever Defects Occur - Discover And Correct The Cause Of The Defects

91. METHODS FOR STOPPING THE LINE AT TOYOTA Mechanical Checks Foolproof Systems Contact Method Altogether Method Action Step Method

92. VISUAL CONTROLS AT TOYOTA Indicator Boards Call Lights Standard Operations Sheets Kanban Tickets Digital Display Panels Store And Stock Indicator Plates

93. The TPM Guide Total Productive Maintenance

94. 1. TPM definition (1) A company-wide team-based effort to build quality into equipment and to improve overall equipment effectiveness Total all employees are involved it aims to eliminate all accidents, defects and breakdowns Productive actions are performed while production goes on troubles for production are minimized Maintenance keep in good condition repair, clean, lubricate

95. 1. TPM definition (2) TPM combines the traditionally practice of preventive maintenance with Total Quality Control and Total Employee Involvement, to create a culture where operators develop ownership of their equipment, and become full partners with Maintenance, Engineering and Management to assure equipment operates properly everyday.

96. 2. Origins of TPM Dr. Deming introduced statistical analysis and used the resulting data to control quality during manufacturing (TQM) Some general concepts of TQM did not work well in the maintenance environment The need to go further than preventive maintenance was quickly recognized by those companies who were committed to TQM Maintenance became an integral part of TQM in the early 90’s

97. 3. TPM principles Increase Overall Equipment Effectiveness (OEE) Improve existing planned maintenance systems The operator is the best condition monitor Provide training to upgrade operations and maintenance skills Involve everyone and utilize cross-functional teamwork

98. 4. Eight major pillars of TPM Autonomous Maintenance Planned Maintenance Equipment and process improvement Early management of new equipment Process quality management TPM in the office Education and training Safety and environmental management

99. 4. Eight major pillars of TPM 4.1. Autonomous Maintenance (1) Train the operators to close the gap between them and the maintenance staff, making it easier for both to work as one team Change the equipment so the operator can identify any abnormal conditions and measure deterioration before it affects the process or leads to a failure

100. 4. Eight major pillars of TPM 4.1. Autonomous Maintenance (2) 7 steps are implemented to progressively increase operators knowledge, participation and responsibility for their equipment 1. Perform initial cleaning and inspection 2. Countermeasures for the causes and effects of dirt and dust 3. Establish cleaning and lubrication standards 4. Conduct general inspection training 5. Carry out equipment inspection checks 6. Workplace management and control 7. Continuous improvement

101. 4. Eight major pillars of TPM 4.2. Equipment and process improvement Objective : maximize efficiency by eliminating waste and manufacturing losses Manufacturing losses are categorized into 13 big losses: Equipment losses (6) Manpower losses (4) Material losses (3)

102. 4. Eight major pillars of TPM 4.2. Equipment and process improvement 4.2.1. Equipment losses Downtime loss Speed loss Quality loss Equipment failure / breakdowns Set-up / adjustments Minor stopping / idling Reduced speed Process errors Rework / scrap

103. 4. Eight major pillars of TPM 4.2. Equipment and process improvement 4.2.2. Manpower and material losses Manpower losses Material losses Cleaning and checking Waiting instructions Waiting quality confirmation Material yield Energy losses Waiting materials Consumable material losses

104. 4. Eight major pillars of TPM 4.2. Equipment and process improvement 4.2.3 Overall Equipment Effectiveness (OEE) 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 planned loading time. Planned downtime does not effect the OEE figure.

105. 4. Eight major pillars of TPM 4.2. Equipment and process improvement 4.2.3 Overall Equipment Effectiveness (OEE) Overall Equipment Effectiveness = Availability x Performance x Quality Yield Availability Downtime loss Speed loss Performance Quality Yield Quality loss

106. 4. Eight major pillars of TPM 4.2. Equipment and process improvement 4.2.3 Overall Equipment Effectiveness (OEE) Overall Equipment Effectiveness = Availability x Performance x Quality Yield Availability = time available for production - downtime time available for production Performance = ideal cycle time x number of parts produced operating time Quality Yield = total number of parts produced - defect number total number of parts produced

107. 4. Eight major pillars of TPM 4.3. Planned maintenance Objective : establish Preventative and Predictive Maintenance systems for equipment and tooling Natural life cycle of individual machine elements must be achieved Correct operation Correct set-up Cleaning Lubrication Retightening Feedback and repair of minor defects Quality spare parts

108. 4. Eight major pillars of TPM 4.4. Early Management of new equipment Objective: establish systems to shorten new product or equipment development start-up, commissioning and stabilization time for quality and efficiency New equipment needs 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

109. 4. Eight major pillars of TPM 4.5. Process Quality Management Definition: a process for controlling the condition of equipment components that affect variability in product quality Objective: to set and maintain conditions to accomplish zero defects Quality rate has a direct correlation with material conditions equipment precision production methods process parameters

110. 4. Eight major pillars of TPM 4.6. TPM in administrative and support departments Administrative and support departments can be seen as process plants whose principal tasks are to collect, process, and distribute information Process analysis should be applied to streamline information flow

111. 4. Eight major pillars of TPM 4.7. Education and training TPM is a continuous learning process. 2 major components soft skills training: how to work as teams, diversity training and communication skills technical training: upgrading problem-solving and equipment- related skills

112. 4. Eight major pillars of TPM 4.8. Safety and environmental management Assuring safety and preventing adverse environmental impacts are important priorities in any TPM effort

113. 5. TPM implementation 3 requirements for fundamental improvement Increasing motivation: changing peoples attitudes Increasing competency and peoples skills Improving the work environment, so that it supports the establishment of a program for implementing TPM

114. 5. TPM Implementation 12 steps Preparation Kick-off Implementation Announcement to introduce TPM Introductory education campaign for the workforce TPM Promotion (special committees) Establish basic TPM policies and goals Preparation and Formulation of a master plan Develop an equipment management program Develop a planned maintenance program Develop an autonomous maintenance program Increase skills of production and maintenance personnel Perfect TPM implementation and raise TPM levels Stabilization Develop early equipment management program Invite customers, affiliated companies and subcontractors

115. 5. TPM Implementation 5.1. Announce top management’s decision to introduce TPM State TPM objectives in a company newsletter Place articles on TPM in the company newspaper

116. 5. TPM Implementation 5.2. Introductory education campaign Seminars for managers Slide presentations for all employees

117. 5. TPM Implementation 5.3. TPM Promotion Special committees at every level to promote TPM Newsletters Articles Videos Posters

118. 5. TPM Implementation 5.4. Establish basic TPM policies and goals Analyze existing conditions Set goals Predict results

119. 5. TPM Implementation 5.5. 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

120. 5. TPM Implementation 5.6. 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, affiliated and subcontracting companies

121. 5. TPM Implementation 5.7. Develop an equipment management program (1) The tools of Total Quality Management and Continuous Improvement are applied to the management and improvement of equipment Form project teams Select model equipment identify equipment problems analyze equipment problems develop solutions and proposals for improvement

122. 5. TPM Implementation 5.7. Develop an equipment management program (2) Typical membership of a team five to seven operators a maintenance person a technical expert Tools Pareto Cause & effect Root cause Methods Analysis

123. 5. TPM Implementation 5.8. Develop a planned maintenance program Set up plans and schedules to carry out work on equipment before it breaks down, in order to extend the life of the equipment Include periodic and predictive maintenance Include management of spare parts and tools

124. 5. TPM Implementation 5.8. Develop a autonomous maintenance program A handing-over of maintenance tasks from specialized maintenance personnel to production operators Promote the seven steps Tasks to hand over cleaning lubricating inspecting set-up and adjustment

125. 5. TPM Implementation 5.10. Increase skills of production and maintenance personnel The training sessions must be planned shortly after the kick-off presentation. 2 major components soft skills training technical training Train leaders together Have leaders share information with group members

126. 5. TPM Implementation 5.11. Develop early equipment management program(1) The principle of designing for maintenance prevention can be applied to new products, and to new and existing machines. New products must be designed so that they can be easily produced on new or existing machines New machines must be designed for easier operations, changeover and maintenance

127. 5. TPM Implementation 5.11. Develop early equipment management program(2) Existing machines : analyze historical records for trends of types of failures frequency of component failures root causes of failures determine how to eliminate the problem and reduce maintenance through an equipment design change or by changing the process

128. 5. TPM Implementation 5.12. Perfect TPM implementation and raise TPM levels Evaluate for the PM Award: The Japanese Institute for Productive Maintenance runs the annual PM Excellence Award. They provide a checklist for companies applying for the award. Set higher goals

129. 6. TPM Benefits Increased equipment productivity Reduced equipment downtime Increased plant capacity Lower maintenance and production costs Approaching zero equipment-caused defects Enhanced job satisfaction Increased Return On Investment

130. Value Stream Mapping

131. Value Stream Process Mapping Value streams are the actions required to create a product or service from raw material until it reaches the customer. A value stream may include both value and non-value added activities. Value stream process maps seek to capture the activities taking place while people do the work they do. Value stream process maps will show where improvements can be made to eliminate non-value added activities.

132. Supplier Input Process Output Customer Customer Request for implement a new site Receive the work order New work order Operation Department (3G Exp. Project) 3G Exp. Project manager New work order Assign an implementation team Implementation team Team Engineer Warehouse Supervisor New work order Prepare Tools Package needed for installation Tools Implementation Team Fleet Supervisor New work order Assign an implementation team Car Implementation Team Customer Warehouse New work order Send the equipment’s and materials to the site Delivery Materials Team Engineer Implementation Team Delivery Materials Install the work order 3G site with large capacity Customer Customer Acceptance Team 3G site with large capacity Accept work order Primary Accepted work order Customer Customer Primary Accepted work order Issue Invoice with 80 % of the total value 80% invoice Finance dep. Operator Primary Accepted work order Final accept the site FAC (final acceptance certificate) Customer Customer FAC (final acceptance certificate) Issue Invoice with 20 % the remaining value 20% invoice Finance dep.

133. 135 5.1. Developed System Before (7 processes) After (5 processes)

134. Value Stream Map 136 Total Cycle Time Before 18.7 Hours After 15.3 Hours Before After

135. Poka-yoke Error Proofing (Poka-yoke) Error proofing has five principles: Elimination Replacement Facilitation Detection Mitigation Error proofing seeks to improve a worker’s ability to do their job by improving how they do their work.

136. Thank You Any Questions