010 bmw tpm management training

BMW
TPM Management
Training
TPM Overview
Pico Rivera– January 13, 2005
JMA Consultants

© JMA Consultants 2004
TPM Kick Off– Overview
2
Philosophy and
Organization

3
1 Maximize overall equipment efficiency
-Zero Accidents, Zero Defects, Zero Breakdowns
2 Philosophy of Prevention
-Proactive vs. Reactive
3 Participation of all the associates
-Autonomous activities, Small Group activities
4 All management levels from senior
managers to operators
- Focused Improvement
5 Gemba Principle (Shop-Floor Oriented)
-Seeking “ideal” operation, Visual management
Seiichi NAKAJIMA
TPM – Operating Philosophy
TPM Fundamentals

4
TPM Teamwork In Gemba
JMAC
Sanitation Supv
UC Supv.
Main. Mgr.
Seattle Supv.
1st Shift Oper
TPM
Coordinator
2st Shift Oper
QA. Mgr.
2st Shift Oper
1st Shift Supv
VP of Mftg.
TPM Fundamentals

5
TPM Award & Its Levels
Level 4: Award For World
Class Achievement
-Volvo, Sony
Level 3: Special Award
-Toyota
Level 2: TPM Consistent
Commitment Award
-Subaru Isuzu
Level 1: TPM Excellence
Award
-Phillips 66, Milliken,
Motorola, Unilever
3 yrs
2 yrs
3 yrs
3 yrs
Each year, The TPM Awards Committee offers TPM
Awards to plants and individuals for exemplary TPM
achievement.
TPM Fundamentals

6
TPM: Establishing a Corporate Culture
that will maximize production system effectiveness
CHANGING
CULTUREMorale
Quality
Productivity
Delivery
Safety
Cost
Customer Satisfaction Over Global Competition
TPM Fundamentals

7
FOCUSED
IMPROVEMENT
AUTONOMOUS
MAINTENANCE
PLANNED
MAINTENANCE
TRAINING AND
SKILLS DEVELOPMENT
INITIAL PHASE
MANAGEMENT
ADMINISTRATIVE WORK
IMPROVEMENT
QUALITY IMPROVEMENT
RESET BASE LEVEL, INSPECTION STANDARDS
5S, SETTING STANDARDS.
MEASUREMENT OF LOSSES, PROBLEM SOLVING,
RELIABILITY IMPROVEMENT, SMED.
DOWNTIME REDUCTION
INITIALIZATION OF CONDITION BASED MAINTENANCE
TECHNICAL SKILLS REQUIREMENTS
KNOW- HOW
CHECK OF SPECIFICATIONS
TECHNICAL EVOLUTIONS
5S IN OFFICES
5S IN WAREHOUSES
IMPROVE EFFICIENCY OF ADMINISTRATIVE TASKS
MANAGEMENT FOR ZERO ACCIDENT
AND ZERO POLLUTION
REDUCTION OF DEFECTS
OPERATING STANDARDS
The 8 Pillars of TPM
SAFETY &
ENVIRONMENT
QUALITY
MAINTENANCE
TPM Fundamentals
PI
PII
PIII
PIV
PV
PVI
PVII
PVIII

8
TPM: “People Process”
 Creating A Learning Organization
 Organizations that can adapt to meet changes of environment
surrounding them.
• Kaizen(=Continuous Improvement)
• Healthy Paranoia (The HP Way)
 Maximizing Group Dynamics
 Sharing Core values and critical information
 Cross Functional interfaces
 Group Problem Solving
 Communication : Using Common Language to be on the
same page
 Utilization of data and metrics
 Production and Maintenance use the same language.
TPM Fundamentals

9
CSM Global Steering Committee (2/yr)
Chairman : Franz Olieman
Participants : All VP Manufacturing of CSM Corporate divisions
JMAC: Holvec & Asano
BSNA Steering Committee (2/yr)
Chairman : Leo Rappange
Participants : All the Presidents and VP Operations of TPM companies
JMAC: Asano & Masaaki
Company Steering Committee (Qrtly. / (Monthly))
Chairman : President of each company
Participants : VP Operations, CFO, Managers, Pillar Champions,
TPM Coordinator , Leo
JMAC: Asano & Masaaki
Satellite Plant Steering Committee
(Monthly)
Chairman : Regional Mgmt. or VP
Participants : Plant Mgmt., Pillar Champions,
TPM Coordinator
JMAC: As needed
IC Pillar Meeting
(Weekly)
Chairman : Pillar Champion
Participants : As needed &TPM Coordinator
JMAC: As needed
TPM Fundamentals

10
TPM Steering Committee
 Roles of SC
 Guiding Force of Whole Program
 Removal of Barriers / Issues / Road Blocks
 Provide Leadership, Support, and Resources
 Accountable for Overall TPM Progress
 Membership and Frequency
 Monthly
 Core Members – CEO, CFO, VP of Ops, Pillar Champions, TPM
Coordinator, JMAC
 Pillar Presentation: Results, Plans, and Next Steps
 Quarterly
 BMW Management Team
 Leo, JMAC
 Next Steering Committee
TPM Fundamentals

11
Program Development Master Plan
(Example of The First 3 Years)
Preparation ExpansionImplementation
6 Months 1 Year 6 Months 1 Year
Steps 1-7 Step 7 Steps 8-9 Steps 10-11
1. Top Management’s
declaration to
introduce TPM
2. Introduction Training
3. TPM Organization
4. Target Setting
5. Master Plan
6. TPM Kick Off
7-(1) OEE/Focused Improvement
7-(2) Autonomous Maintenance
7-(3) Planned Maintenance
7-(4) Training and Skills Development
8. (5) Initial Phase Management
9. (6)Quality Improvement
10. (7)Administrative Work
11.(8)Safety & Environment
TPMAward
12. Total application of TPM
TPM Fundamentals

12
Roles of Pillar Champion
 Roles
 To Lead and Facilitate the TPM Activities for their Pillar
 Accountable for Pillar results and progress
 Train and Schedule TPM Steps
 Form Pillar Committee
 Present progress to Steering Committee and to the BMW public
 Activity Board – using PDCA cycle
 Membership and Frequency
 Weekly
 Core Members – Pillar Champions,
Committee members
 Review results
 Plan Next Steps
Analyze
Current Situation
Identify
Problems
Generate
Countermeasures
Implementation
Do Check
ActionPlan
PDCA Cycle
TPM Fundamentals

13
Production Maintenance Quality Engineering
Production
Control
Purchasing Sales Admin.
1
OEE/Focused
Improvement
2
Autonomous
Maintenance
3
Planned
Maintenance
4
Training &
Skills
5
Initial Phase
Management
6
Quality
Maintenance
7
Administrative
Work
8
Safety &
Environment
Involvement of Each Department By Pillar (Example)

14
Objectives: 0
TPM Progress Line-2The People
The action plan
The Results
OEE Casting
Updated on XX/XX by NB
Breakdowns/month
Process failures/month
The Schedule
The achievements
The Master Plan
Methodology
F.A.
The team The Chart
The Layout
Involvement Competencies
Activity Management : Example of Activity Board
TPM Fundamentals

15
Eight Pillars of
TPM

16
Pillar I : OEE (Overall Equipment Efficiency)
Focused Improvement
Improvement Steps
Define
Losses
Quantify
Losses
Analyze
Causes
Generate
Counter-
measures
Implementation Follow up
Objectives
Maximizing the performance of equipment by minimizing losses
of equipment Problem Solving by GROUPS
Compare the ACTUAL operating time versus the OPTIMUM operating time
Highlight the causes of Productivity losses :
Availability, Performance and Quality losses
Pillar I : OEE/Focused Improvement

17
Available Time = 100 % OEE
Operating Time
Valued
Operating
Time =
25 % OEE
Downtime
Net
Operating
Time
Performance
Quality
1. Equipment Stop Loss  Pallet
Jams, Silo stops, Slide Gate, etc
2. Set up/Adjustment Loss  Sensor
Dirty / Off, Adjust Former height, etc
3. Parts Change Out  Leaky cylinder,
Change Over Loss, Wait System,
4. Start Up Loss  Change Overs,
Not ready at 4AM,12 Noon, 8PM
5. Minor Stoppage Loss  Lack of ***
Dribbler adjustments, Bags jamming
6. Speed Loss  Run Rate, Machine
Speed – Conveyor Belts, Dribbler,etc
7. Defect/Rework Loss  Bad formula,
Wrong ingredients, On hold, etc
Wasted$$’s

18
Definition of OEE
OEE: Comparison between “actual output”
and “should-be output”.
Ex. Actual Output : 2,500 lb or units
Should-be Output : 5,000 lb or unit
OEE= 2,500 / 5,000
= 50%

19
OEE As Performance Evaluation
100 miles/hr X 10 hrs = 1,000 miles (Should-be Output)
1,000 miles0 mile 300 miles
OEE = 300 / 1,000 = 30%
300 miles (Actual Output)
70
miles/hr
65
miles/hr
55
miles/hr
70 miles/hr X 2 hrs = 140 miles
65 miles/hr X 2 hrs = 130 miles Total: 600 miles (Should-be Output)
55 miles/hr X 6 hrs = 330 miles
600 miles
OEE = 300 / 600 = 50%

20
Pareto Analysis
Period 6 Downtime Line 2
Total Minutes = 4945
0
200
400
600
800
1000
1200
1400
Waiting on
System
Process X-Over Sewing
Machine
Palletizer Break
Categories
Time(min)
0
10
20
30
40
50
60
70

21
Follow Up Weekly  Measure Your Progress
1446
1116
1271
841
754 764 714
626
435
0
200
400
600
800
1000
1200
1400
1600
P10'03P11'03P12'03P01'04P02'04P03'04p04'04P05'04P06'04
0
20
40
60
80
100
WaitingSystem Frquency

22
Follow Up Weekly  Measure Your Success
OEE- Dry Line #2
0%
5%
10%
15%
20%
25%
30%
35%
40%
1/1/2004
1/8/2004
1/15/2004
1/22/2004
1/29/2004
2/5/2004
2/12/2004
2/19/2004
2/26/2004
3/4/2004
3/11/2004
3/18/2004
3/25/2004
4/1/2004
4/8/2004
4/15/2004
4/22/2004
4/29/2004
5/6/2004
5/13/2004
5/20/2004
5/27/2004
6/3/2004
6/10/2004
6/17/2004
6/24/2004
7/1/2004
Date
OEE%
OEE- Dry - Line 2
Comments
Linear (OEE- Dry - Line 2)

23
SHARED RESPONSIBILITY OF MAINTAINING ”BASIC CONDITIONS” OF
EQUIPMENT BETWEEN PRODUCTION AND MAINTENANCE
 Daily/Time-Based Maintenance
– Cleaning
– Lubrication
– Tightening
 Daily inspection by using 5 SENSES
 Right operation, right adjustment, right setting
Autonomous Maintenance : Definition
“I operate, You fix.” “We are AlI responsible for
Our equipment.”
“I operate, You Clean.” “We are AlI responsible for
cleanliness of Our line.”
Pillar II : Autonomous Maintenance

24
3 Key Tools for Autonomous Maintenance
Key Concepts
 Shop floor based
activities
 Operator conducted
 Operator enhancing
 Team activity
 Autonomous
Management
 TPM Foundation
 Part of the job!
3 Key Tools
 Activity Board
 Meetings
 One Point Lessons

25
Example of A.M. Activity Board
People Treasures
Definition
Team Mission
Layout of Line &
Identified Important
Areas
Safety Hazard
Contamination
Hard-to-reach
Main Failure
•Team Name
•Members
Line
•Mission
•Objectives
Activity & Findings
Step 1: Initial Cleaning
Pictures Before After
Tag List Production Maintenance
Tag Movement
Actual Tags
•Display actual findings from
Initial Cleaning such as trash,
unnecessary items, dust and
other contamination.
Step 2: Sources of Contamination
Explain and show Focused
Improvement activities
for sources of contamination
One-Point-Lessons
Team

26
Dept. / Line : Bldg Y Mach. ID : Date: 4/28/2004
S D W M
Cleaning
1 Water trap Empty bowl Open valve Cloth 1 X Operator
This is the maximum level for water in the bowl.
Open valve at bottom to release water, wipe up with clean cloth.
Insert
Picture
Here
Tools
T
(Min)
Person
Resp.
Autonomous Maintenance
Routine Cleaning, Inspection, & Lubrication Standard
Freq
Diagram No. Item Criterion Method
Area : Bag Printer Tag # :

27
One Point Lessons
One Point Lesson is a tool
with the following
characteristics;
 One sheet
 to share the results
of autonomous study
 for 5-10 minutes
Contents can be knowledge
and skills of;
 Equipment
 Safety
 Operation Process
 Task
Dept.
Manager
Super-
visor
Team
Leader
Created
by
Basic
Knowledge
Improvement
Example
Trouble
Cases
Date
Executed
Instructor
Trainee
Daniel
Classification
John
ActionHistorySubject
Compressed Air Usage
For Line #1 & 2
TPM One-Point Lesson
No.
Date of
Creation
November, 2003
DL1034
Jerry Paul
1.Compressed Air
may only be used on
the Dribbler Scale
ONLY
2.Scale Area is
currently Hard-To-
Reach and may
cause variable
weight if not
cleaned
1
2
Don’t Make A Bigger Mess !!!

28
The Five S
The Five Steps of Housekeeping
1. Sort: Separate out all that is unnecessary and eliminate it.
2. Store: Put essential things in order so they can be easily accessed.
Everything has a place… and is in its place. And visual
management.
3. Shine: Clean everything – tools and workplaces – removing stains,
spots, debris and eradicating sources of dirt. Bring everything to
“NEW” and better than new.
4. Standardize: Standardize the previous three steps to make the
process one that never ends and can be improved upon.
5. Sustain: Make cleaning and checking routine.

29
The 7 steps of Autonomous Maintenance
1. Initial Cleaning
(Initial Inspection &
“Restoration”)
2. Source of Contamination
& Hard-to-Reach areas
3. Standards of Cleaning
& Lubrication
4. General Inspection
5. Autonomous Inspection
6. Standardize Autonomous
Maintenance operations
7. Autonomous
Management
-Detect problems of lines and restore its original state.
-Start managing the line autonomously.
( 5S, Minor Stops, Quality )
-Create & perform temporary
“Cleaning/Lubrication procedures.”
-Solve “Sources of Contamination” and
“Hard to Reach” areas. (Cleaning, Inspection, Lubrication)
-Develop tentative standards for cleaning, lubrication and
inspection.
-Provide training on their equipments, products and
materials, inspection skills and other AM skills.
Develop a routine maintenance standard by operators
Standardize routine operations related to workplace
management such as quality inspection of products,
life cycle of jigs, tools, set up operation and safety.
Autonomous team working
3Years Pillar II : Autonomous Maintenance

30
What to detect during Initial Cleaning?
“Categories of Abnormality”
S: Safety Items : safety area, spot, work environment
1: 5 S Related Items:
 Sort: Unnecessary items
 Store: Disorganized storage, Lack of Visual Indications
 Shine: Cleanliness/Preserve
2: Sources of Contamination:
 Leaks, Spills
3: Hard-to-Reach area
4: Broken/Missing Parts
5: “Basic Conditions”:
 Lubrication
 Tightening
 Cleaning & Inspection
6: Quality Related: Causes of defect

31
Before After

32
Pillar II : F-Tagging
During
Initial Cleaning
Afterwards –
Every Day Process

33
Monitoring Tags
 Initial Cleaning is not an one time event. It should be repeated monthly.
 The more restoration you continue, the less Initial Cleaning time you will need.
0
50
100
150
200
250
InitialC
leaning
(June)
July
A
ugust
Septem
ber
O
ctober
N
ovom
ber
D
ecem
ber
NumberofTags
Tag
Issued
Tag
Restored

34
Major Impact from Initial Cleaning Activity
 10 % increase in Machine Time by cleaning and
adjustment of cylinders and air tubes of Bag Former
(13 cycle/min to 15 cycle/min)

35
Pillar III : Planned Maintenance
Objectives:
Increase Equipment Reliability and Production Up-Time
Minimize the maintenance cost by
1) reducing breakdowns
2) development of efficient maintenance methods
To clarify which parts and locations of which
equipment should receive what type of
maintenance and to implement it in a planned
manner

36
SERVICING
ACTIVITIES
REPAIR
MAINTENANCE
PREDICTIVE
MAINTENANCE
PREVENTIVE
MAINTENANCE
ROUTINE
MAINTENANCE
ROBUSTNESS IMPROVEMENT
EFFECTIVE AND APPROPRIATE REPAIRS
TRENDS MEASURE AND CONTROL
NOT TIME BASED SERVICING
BUILDING OF PROGRAMS
TIME BASED APPLICATIONS
CLEANING- REFURBISHING
GREASING-SCREWING
DAILY INSPECTION
DAILY EQUIPMENT CARE
X
X
X
X
X
X X
X
X
X
X
Mfg Maint
WHO DOES WHAT ?

37
Step 1: Evaluate Equipment and Understand Current Conditions
Step 2: Restore Deterioration and Correct Weaknesses
Step 3: Build an Information Management System
Step 4: Build a Periodic Maintenance System
Step 5: Build a Predictive Maintenance System
Step 6: Evaluate the Planned Maintenance System
Planned Maintenance – 6 Steps

38
1 – Initial Cleaning
2 – Sources of
contamination,
Hard-to-reach area
3 – Standardize
4 –Inspection system 5 – Entire process
inspection
6 – A.M. System
7 – A.M. Management
INCREASE TIMELIFEImprove MTBF SYSTEMATIC REPAIR FAILURE PREDICTION
PHASE 1 PHASE 2 PHASE 3 PHASE 4
1 –Equipement
Audit (Current)
2 –Repair degradations
and improve weakness
3 – Information
system
(Database)
4 – Preventive
Maintenance
System
5 -Predictive
Maintenance
System
AUTONOMOUS
MAINTENANCEMAINTENANCE
6-Evaluate&EstablishPLANNEDMAINTENANCESYSTEM
Implementing Planned Maintenance

39
PM - Main Activities
Improvement
of Equipment
 MTBF
Improvement of
Maintenance Skills
 MTTR
Preventive Maintenance
Corrective Maintenance
Maintenance Prevention
Breakdown Maintenance
Support for Autonomous
Maintenance
Specialized maintenance skills
Equipment repair skills
Inspection and measurement
skills
Equipment diagnostic skills
Develop new maintenance
technologies

40
M. T. T. R & M.T.B.F – CALCULATION MODE
M E A N T I M E B E T W E E N F A I L U R E
M T B F =
STOPS NUMBER FOR FAILURE
( OPENING TIME — STOPS TIME)
M E A N T I M E T O R E P A I R
M T T R =
STOPS NUMBER FOR FAILURE
SUM OF TIME STOPS FOR FAILURE
* LAST GOOD PART/FIRST GOOD PART

41
Pillar IV : Training and Skills Development
Objectives
1) Enhance employees’ ability and skill in TPM methods
2) Provide necessary TPM methodology at the right time
Introduction
Expansion
Implementation
Consolidation
POLICIES, OBJECTIVES, PERFORMANCE INDICATORS
OEEINCREASE/
FOCUSEDIMPROVEMENT
AUTONOMOUSMAINTENANCE
PLANNEDMAINTENANCE
TRAININGANDSKILLSDEVELOPMENT
PREVENTIONOFMAINTENANCE
(InitialPhaseControl)
QUALITYIMPROVEMENT
ADMINISTRTIVEWORKIMPROVEMENT
SAFETYANDENVIRONNEMENT
TPM
3) Provide challenge targets for individuals by clarifying
the hierarchy of skills
Pillar IV : Training & Skills

42
Steps for Pillar 4 “Training”
Step 1: Skills/Techniques Inventory and
Hierarchy
Create a list of Operational and Maintenance Skills
and Techniques
Step 2: Design Training System
Including follow-up system such as OJT (=on the job
training)
Documentation of Individual Skill Levels
Step 3: Set Individual Skill Challenge Target
Step 4: Training and Evaluation

43
Training and Skills Development:
Program and Matrix
Plan Actual
TPMBasics / Concepts
5S's
UnderstandingOEE- IdentifyingLosses
Pillar 2: Autonomous Maintenance
- Overviewof 7Steps
AMStep1- Initial CleaningGantt
Initial Inspection/ Initial Clean/ F-Tagging
Actual Initial CleaningDay
TopManagement Audit-1
AMStep2- Sourceof Contamination
F-TagAnalysis
Prioritizethem
GenerateCountermeasures-1
PrioritizeCleaningArea
GenerateCountermeasures-2
ActionPlanning
AMStep3- Document / CreateStandards
OnePoint Lessons = Create/ Document
Visual Controls = Create/ Document
DefineCleaningMethods =AMCreate/ Document
TopManagement Audit-2
TrainingSchedulebyProductionLine
Line#1
(L2refresher)Week
Training
Hours
Subjects
Training Matrix
for Manufacturing
and Distribution Staff
DryManufacturing
1stShift
ALFARO,Paulo
ARAGON,Donald
ARMAS,Juan
BARKER,Brett
BARRIOS,Daniel
2ndShift
BOBADILLA,Andres
CAMPOS,JoseV.
COBIAN,Marco
x Bidding For / Current Station
I In Training
Q Trained / Qualified
C Ceritifed / Performance Std. Met
Dry Manufacturing
1 Helper/Packer Relief
Bag Printer
Glue Machine
Labeler
Forklift
2 Packer 1 & 2
Packer/Dribbler
Bag Former
Sew ing Machine
Coder
Bottom Conveyor Belt
Stitcher / Sew ing Machine
Incline Belt
Cover Pan
Metal Detector
Palletizer
3 Packer 3 & 4
Packer
Metal Detector
Coding
Bulk Bag Filler
Rovema
Scale
Metal Detector
Coding

44
Training and Skills Development:
Program and Matrix
P illa r 2 - A u to n o m o u s M a in te n a n c e
1 = L e c tu re 1 = E x p o s u re
2 = K n o w le d g e 1 2 2 = C a n E x p la in
3 = A p p lic a tio n 4 3 3 = C a n D o / H a s d o n e
4 = P a s s o n K n o w le d g e 4 = C a n Te a c h _ H a s ta u g h t - a s e vid e n c e d b y g re e n in d ire c t re p ro ts
S te p s 1 -7 C le a n to In sp e c t S o u rc e s C o n ta m in a tio n
In sp e c t to D e te c t L u b ric a tio n
1 2 1 2 1 2 1 2 1 2
4 3 4 3 4 3 4 3 4 3
1 2 1 2 1 2 1 2 1 2
4 3 4 3 4 3 4 3 4 3
1 2 1 2 1 2 1 2 1 2
4 3 4 3 4 3 4 3 4 3
1 2 1 2 1 2 1 2 1 2
4 3 4 3 4 3 4 3 4 3
O ve rvie w A M A M -S te p 1 A M -S te p 2 A M -S te p 3. . . . S te p 2
S im p lific a tio n
D e te c t to C o rre c t
W o rk S ta n d a rd s / A M s

45
Pillar V : Initial Phase Management
(Prevention of Maintenance)
Objective
Minimize LCC (=Life Cycle Cost) of equipment by the
feedback of experience from the development stage of
equipment and product
View Points
Product Development Equipment Development/Investment
Easy-to-manufacture
Defect-free
Competitive
Clarify 4M conditions
-Material -Machinery
-Method -Manpower
Free from major losses
Easy to use
Easy to maintain
Does not manufacture defective
products
Pillar V : Initial Product & Equipment

46
Pillar VI : Quality Maintenance
Aim
To ensure that a plant is in a perfect condition – where
100 % quality goods are produced, zero defects
Steps
Result Oriented Approach
“after it has happened”Establish conditions for “zero defects”
Prevent the occurrence of quality defects
by maintaining the conditions within
certain standards
Inspect and monitor such conditions in
time series
Predicting the possibility of quality defect
occurrence by reviewing changes in
measured values
Take countermeasures in advance
Cause Oriented Approach
“before it happens”
Ensuring high quality through equipment arrangements
at each process
Pillar VI : Quality

47
QUALITY DEFECT
Causes by:
Equipment not capable Improper Process Conditions Human Error
Educate operators
Activities of
Auto -Maintenance
Field Training
Train operators to detect
and correct anomalies
Build equipments which do not
create defects
Quality Assurance
Equipment Monitoring
Correspondence between Quality
features and Process conditions or
Equipment Capability
Results
Control
Control
of
Causes
Crisis
Preventive
MANAGE CONDITIONS
OF ZERO DEFECT
Quality approach
Pillar VI : Quality

48
Example
Test Slick Test Visual Defects
Frequency 1/Load Frequency 1/Load
Responsible Quality Dept Responsible Quality Dept Specks
Equipment Slick Equipment Visual Off-color
Document Q 610 Form Document Q 610 Form
Test Colormetry Test Farino Test Protein Test Moisture Test Ash Content Low Moisture %
Frequency 1/Load Frequency 1/Load Frequency 1/Load Frequency 1/Load Frequency 1/Load High Ash%
Responsible Quality Dept Responsible Quality Dept Responsible Quality Dept Responsible Quality Dept Responsible Quality Dept High Salt %
Equipment Minolta Equipment Farinograph Equipment NIR Equipment NIR Equipment NIR Low Protein %
Document Q 610 Form Document Farino Book Document Q 710 Form Document Q 710 Form Document Q 710 Form Off Color
Test Visual Off Taste
Frequency 1/Load Off Odor
Responsible Quality Dept
Equipment Visual
Document Q 610 Form
Test Visual Test Visual Test Sell by Date Infestation
Frequency 1/Load Frequency 1/Load Frequency 1/Load Piece of Plastic
Responsible Quality Dept Responsible Quality Dept Responsible Quality Dept Expired
Equipment Visual Equipment Visual Equipment Visual
Document Q 610 Form Document Q 610 Form Document Q 610 Form
Test Acidity Test Temperature Test Lot # Record Test All Records High pH
Frequency 1/Load Frequency 1/Load Frequency 1/Load Frequency 1/Load No Lot #
Responsible Quality Dept Responsible Quality Dept Responsible Quality Dept Responsible Quality Dept No COA
Equipment pH Meter Equipment Thermometer Equipment Visual Equipment Visual
Document Q 610 Form Document Q 610 Form Document Q 610 Form Document COA File
Test Visual Test Visual Test Visual Torn Package
Frequency 1/Load Frequency 1/Load Frequency 1/Load Illegible Code
Responsible Quality Dept Responsible Quality Dept Responsible Quality Dept
Equipment Visual Equipment Visual Equipment Visual
Document Q 610 Form Document Q 610 Form Document Q 610 Form
Protein Moisture Ash
Appearance Color
Taste/Odor/Flavor
Micro Activity Temperature Traceability COA
Appearance Integrity Lot Code
Raw Material – Defect Mode Matrix
Color Rheology
Infestation Foreign Matter Freshness
VisualPhysicalOrganolepticWholesome-nessHACCPPackaging

49
Pillar VII : Administrative Work Improvement
Objectives
1) Minimize losses
2) Improve quality of work
3) Clear work allocation
Steps
Design
Approach
Engineering
Approach
Customer
Expectations
Organizational
Mission
Departmental
Mission
Individual
Roles &
Responsibilities
Make a List of all the work in the office
Clarify priorities of all the work in the office
Step 1 Work Inventory
Step 2 Priority Analysis
Step 3
Work Allocation
Analysis
Step 4 Activity Analysis
Clarify work allocation of all the work
Capture the trend and benchmark of
Office work utilization
Step 5
Information Flow
Analysis
Step 6 Document Analysis
Step 7 Meeting Analysis
Clarify detailed process flow of information
Clarify objectives and design of documents
Clarify objectives and design of meetings
Pillar VII : Administative

50
Example of Administrative Work Analysis “Work
Inventory”
Work Inventory Job Title: Data Management SpecialistName:
Work Activity Frequency Quantity Cycle time
Category Sub-Element
Daily
Weekly
Monthly
Yearly
Maximum
Minimum
Average
Maximum
Minimum
Average
No No ( Check one ) ( Times/How many ) ( Minutes )
1 Monthly Inventory 1 Plan and assign inventory X >Inventory Assignment
2 Physical Inventory X 1 2 1 2hrs >Inventory Sheet
3 Inventory Data Entry and Verification X 5hrs >Inventroy Sheet
>Resins
4 Report Generation X >Finished Inventory
>Inprocess Inventory
2 Data Entry of 1 Daily Data Entry X 15 2hrs >Job Card ( Molding )
Job Card >Job Card ( Finishing )
3 QS/ISO 1 Maintain and update documents for QS 9000 X
2 Maintain and update documents for ISO14001 X
3 Create Weekly QS Report X 3 12 >Molding Summary
4 Perfom Internal Audits
5 Preparing for external Audits
>Finishing Summary
Document
Forms
Being Used

51
Pillar VIII : Safety and Environment
Target = “Maintenance of peace of mind “
Safety
Management
Environment
Management
Zero Accident
Zero Injury Zero Pollution
Zero Waste
Pillar VIII : Safety & Morale

52
Steps for Pillar 8 “Safety and Environment”
 Step 1: Collaboration with Other Pillars
 Pillar 1 “Focused Improvement” :
• Identify and solve any ergonomic problems to the operators
• Supporting HACCP by providing sanitary work environment
 Pillar 2 “Autonomous Maintenance”: Zero dangerous objects
and Clean work place
 Step 2: Accident/Danger Zone Map
 Identify and visualize dangerous area and generate
countermeasures
 Step 3: Routine Safety Patrol by Plant Manager

53
Problem Solving
Workshop

54
Steps of Problem Solving
I. Problem Identification
-1 Problem Statement (5W1H)
-2 Categorize Problems (Grouping)
II. Problem Investigation
-3 Relationship Analysis
-4 Quantify Problems (7 Tools of QC)
-5 Priority Analysis (Priority Quadrant)
III. Root Cause Analysis
-6 Why-Why Analysis (5 Whys)
IV. Generate Countermeasures
-7 Idea Bit / Brainstorming
V. Action Planning
-8 Create Steps to Implement Countermeasures
- 9 Create Schedule
VI. Implementation
Problem Solving Process

55
Step I – Identification – What is a problem?
A problem is a gap between the current situation (what
it is), and the ideal situation (what it ought to be).
Current
Situation
Ideal
Situation
GAP = PROBLEM
>Goal/Plan
>Standard
i.e. - Manual
- Job Description

56
RULES FOR IDENTIFYING PROBLEMS
1. Write problems as concretely as possible.
-Express problems using the 5Ws and 1H.
Who
What
When
Where
Why/Which
How
2. Keep it simple and clear
3. Use proper expressions to state problems
-1. Problem Statement

57
-2. Categorize Problems
Just simply group labels by similarity.
- Never try to consolidate them.
- The more groups, the better
Be careful with convenient key words. Be specific.
- communication, training, discipline, management,
time, resource, etc.
- Keep asking “what kind of / what do you mean by --?”
Problem
Identification
Problems

58
Steps II: Problem Investigation
COMPANY THEME
Group, Member Names, Date
Large Labels
Small Labels
Medium Labels
-3. Relationship Analysis
Relationship can be;
•Flow or Sequence
•Cause and Effect
•Larger scale to
Smaller scale
•Horizontal/Vertical

59
Low
High
High
Feasibility
Impact -5. Priority Analysis

60
Steps III: Root Cause Analysis
-6. 5 Why Analysis
Cross-
departmental
Issues
Departmental
Issues
Problems Root Cause Analysis Root Cause Statement

61
Step IV: Countermeasures
1. The more, the better
2. Time Consciousness
3. No Criticism
4. Develop ideas from other people
To generate countermeasures Brainstorming
4 Rules of Brainstorming
-7. Brainstorming

62
Step V: Action Planning
>Create steps (story) of improvement
>Estimate necessary time for each step
>Clarify responsible person for each step
>Manage progress ( Plan vs Actual )
Person 23 24 25 26 27 28 29 30 31 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19
Project Step/Content in Charge M T W Th F Sa Su M T W Th F Sa Su M T W Th F Sa Su M T W Th F Sa Su
1 Event 1 Project Meeting Jose
2 Training (Project Member) Javier
2 2nd Phase 1 Prepare for Implementation Maria
Machine #4-5 2 Trial Maria
3 Actual Implementation Maria
4 Follow Up Maria
3 4th Phase 1 Create Proposal Angelica
Finish Lines 2 Detailed Design Angelica
#1-3 3 Prepare for Implementation Angelica
4 Trial Angelica
5 Actual Implementation Angelica
4 5th Phase 1 Time Study Isabel
Machine #8-9 2 Brainstorming/Discussion All Member
3 Basic Design of New Operation Isabel
4 Create Proposal Isabel
5 Detailed Design/Preparation Isabel
NovemberOctober
Steps
Schedule ( Plan vs Actual )

63
DEMING’s ‘PDCA’ Wheel
PLAN
DOCHECK
ACT
STUDY
PREPARE
PLAN OBJECTIVES
Group Problem Solving
Implementation
Small Group Activity
Focused Improvement Team
•MONITOR THE PROGRESS
•IDENTIFY BOTTLENECKS
DATA GATHERING
Detecting Problems
5W 1H
•ANALYZE THE ROOT CAUSE
•GENERATE COUNTERMEASURES
5 WHY ANALYSIS
Fishbone Chart
BRAINSTORMING
ONE POINT LESSON
TPM – A Continuous Improvement Approach
,‘KAIZEN’, to eliminate losses
TPM Fundamentals

64
Evolution of Impact
Improve Your Equipment
Improve Your People
Improve Your Performance
Improve Your Company

65
LOW HIGH
HIGH
LEVELOFPROMOTING
COUNTERMEASURES
WHAT IS YOUR CORPORATE CULTURE?
IMPULSIVE / EMOTIONAL
-ATTACH HIGH PRIORITY TO SOLVING OF
TODAY’S PROBLEM.
-COUNTERMEASURES ARE NOT FOLLOWED
THROUGH TO COMPLETION.
-ACTIONS BASED ON IMPULSE.
EXCELLENT
-PROBLEMS ARE CLEARLY DEFINED AND
COUNTERMEASURES ARE IMPLEMENTED
AS SCHEDULED.
-PROFITABLE AND SUFFICIENT GROWTH.
-HUMAN RESOURCES ARE SMOOTHLY
DEVELOPED YEAR BY YEAR.
-COMPANY POLICIES ARE SPREAD THROUGHOUT
THE ENTIRE COMPANY. FROM TOP LEVELS TO
THE FIRST LINE.
VAGUE / IN THE DARK
-DOES NOT UNDERSTAND WHAT THE PROBLEM
IS.
-CAN NOT DISTINGUISH PROBLEMS FROM
COMPLAINTS.
-ONLY THINKS OF TODAY’S MATTERS.
-EVADES IN-DEPTH DISCUSSION WITH
EXECUTIVES.
TALK BUT NO ACTION
-PROBLEMS ARE CLEAR BUT REMAIN
UNRESOLVED.
-PROBLEMS ARE CLEAR,BUT CONCRETE
COUNTERMEASURES ARE NOT MADE.
-COUNTERMEASURES ARE MADE BUT ARE NOT
IMPLEMENTED.
-COUNTERMEASURES ARE TOO CONSERVATIVE
AND NOT INNOVATIVE.
LEVEL OF PROBLEM CONSCIOUSNESS
 JMA Consultants America, Inc.

66
5 S Video

67
What are the next steps?
 Step 1: Pillar Champions “Volunteers”
 Understand Pillar Steps
 Create Pillar Plan
 Activity Board Training
 Step 2: BMW 2005 TPM Plan
 Create TPM Site Plan
 Create TPM Master Plan
 Allocate Resources
 Step 3: Do It
 Implement Pillar Plan
 Act on Results

010 bmw tpm management training

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