SPR OâkâgÌ FCPÀ

SPR MANAGEMENT BOOK

Powertrain Plants
Vehicle Assembly Plants
ØÀk`Ì ßÓkáÐ gáÈÔQ NCXÐCejCÀ
ÓjfÔe nCPÐÔÌ NCXÐCejCÀ

EDITORIAL
The objective of the Renault Production System (SPR) is to
ensure that Renault can benefit from the most high-performance
production system worldwide.
Since 2000, a wide range of projects focusing on standardization,
progress, self-maintenance and quality control have been
deployed at the plants, often at a high labour cost. The SPR is
now a daily reality for all those involved in the Renault
manufacturing function. In many instances, we can now see the
positive impact of each SPR procedure on the quality of our
products, our delivery times, the performance of our facilities
and manufacturing times.
However now that Renault is conquering new markets and
extending its industrial scope right across the world, the SPR
« system » will have to operate to its full potential and become
a true philosophy of management. All the component strategies
in the Renault Production System are inter-linked thus creating
a powerful synergy that should bring us ever closer to the
ultimate of target « daily excellence » by:
• ensuring that we provide the level of quality required by our
internal and external customers,
• reducing overall costs,
• manufacturing the required products at the required moment,
• promoting accountability and mutual respect.
Just as the EWT managers have been issued a EWT Book, we
have decided to provide all workshop managers and plant
managers with an SPR Management Book. This is a reference
document which, in addition to presenting the target results of
each SPR strategy, also indicates the manner in which they
interact, i.e. the very driving force of the system. It should give
you the means to coordinate the rational implementation of
the system in all spheres of activity, to continually improve our
Work Stations and processes and promote our current and
future performance.
Michel Gornet
Director of Manufacturing
December 2004
ØÈC»Ìks
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Ó NãD ÎáwCÌ fk¿ÇË® ,ÆâÔ`Q ÍCÌl ,ÅÔz`Ì Oá¶áÀ kI SPR
.fkI gáÈÔQ ÍCÌl máÐ Ó NBmáÙXQ
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,ÊâfkÀ ØáÙQ EWT ÍBkâgÌ ßBkI Bj EWT FCPÀ ØÀ jÔ¤ÐCËÚ
ÍBkâgÌ ßBkI máÐ Bj SPR OâkâgÌ FCPÀ CQ ÊáP¸kÄ ÊáËzQ
OsB à¬YkÌ FCPÀ ÎâB .ÊáÏÀ ØÞBjB NCXÐCejCÀ Ó CÚ ×CÄjCÀ
ØÞBjB Bj SPR ßoQBkPsB kÚ lB ØÇ{Ca WâCPÐ Ø¿ÏâB kI ×Óä® ØÀ
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ßCÚàÃÏÚCËÚ gáÐBÔPI CËw ÍD £sÔQ ØÀ gâCËÐ à¸k¬Ì CËw ØI
gáÚf ÉCXÐB CÚØÏáÌl àÌCËQ jf ÊPrás ໤ÏÌ ßBkYB OÙY Bj Élã
ÎáÏ\ËÚ Ó CÚgÏâDk¸ Ó ßjCÀ ßCÙÚCÃPrâB fÔHÙI ØI jfC¼ ×Óä¬I Ó
.gáwCI ÍCÌ×gÏâD Ó àǬ¸ fk¿ÇË®
ØååÐkååêÄ ÆváÌ
OåeCås kåâgåÌ
2004 kHÌCsf

CONTENTS
SPR for optimum performance ....................................................4
Standardization .....................................................................................9
Progress through standardization .........................................................9
Key standardization players ..................................................................12
The Standardization « dimension » ....................................................13
Kaizen: continuous improvement ..............................................15
Progress through Kaizen .......................................................................15
Different types of Kaizen ......................................................................16
Key operatives in the Kaizen strategy ...............................................18
The « System » dimension of Kaizen .................................................19
Quality Control: QC ........................................................................21
Progress through Quality Control .....................................................21
Daily quality management .....................................................................21
Quality management tools ...................................................................22
Self-alignment and surveillance ............................................................24
Quality control operatives ...................................................................26
QC « System » dimension ....................................................................27
Facilities management:
TPM (Total Productive Maintenance) ...............................29
Progress through TPM ..........................................................................29
Implementing TPM .................................................................................31
TPM operatives .......................................................................................32
TPM « System » dimension ..................................................................33
Flow management: Just-in-Time (JIT) .....................................35
Progress through JIT ..............................................................................35
Kaizen JIT project ...................................................................................37
The JIT operatives ..................................................................................38
The JIT « System » dimension .............................................................39
Deployment of objectives and action plans ..........................42
Directing progress dynamics ................................................................42
PDCA management ...............................................................................42
Operatives in the deployment of objectives and
action plan procedure .....................................................................45
Deployment of objectives and
action plans system dimension ......................................................45
From a « system » strategy to « daily excellence » .........47
Annex ......................................................................................................49
Annex I: the Roadmaps .........................................................................49
Annex II: the EWT book ......................................................................53
GÈC¤Ì OskÙ¸
4 .......................................................................................... ØÏáÙI fk¿ÇË® ßBkI SPR
9 ............................................................................................................ ßlCs fjBgÐCPsB
9 ............................................................................... ßlCs fjBgÐCPsB ºâk¥ lB O¸kváM
12 ....................................................................... ßlCs fjBgÐCPsB jf ßgáÇÀ ßCÚu»Ð
13 ........................................................................................ ßlCs fjBgÐCPsB <fCååå¬åIB>
15 .......................................................................................... kËPrÌ fÔHÙI : Kaizen
15................................................................................................ ÍmâCÀ ؤsBÔI O¸kváM
16 ....................................................................................................... ÍmâCÀ µÇPdÌ ªBÔÐB
18............................................................................. ÍmâCÀ ßoQBkPsB jf ßgáÇÀ ÆÌBÔ®
19................................................................................................. ÍmâCÀ <ÊPrás> fC¬IB
21.................................................................................................. QC :Oá¶áÀ ÅkPÏÀ
21............................................................................... Oá¶áÀ ÅkPÏÀ ºâk¥ lB O¸kváM
21 ................................................................................................. Oá¶áÀ ØÐBlÓj OâkâgÌ
22............................................................................................. Oá¶áÀ OâkâgÌ ßCÚjBmIB
24 .................................................................................................... NjC¨Ð Ó Êá¨ÏQ fÔe
26 ...................................................................................... Oá¶áÀ ÅkPÏÀ àÞBkYB ÆÌBÔ®
27 ................................................................................................... QC <ÊPrás> fC¬IB
:NäáÙrQ OâkâgÌ
29........................................................... (udI kËU «ÌCY ßjBgÙÃÐ) TPM
29............................................................................................... TPM ºâk¥ lB O¸kváM
31............................................................................................................. TPM ßkáÄjC¿I
32 ................................................................................................................... TPM ÆÌBÔ®
33 ................................................................................................. TPM <ÊPrás> fC¬IB
35............................................................ JIT ÉCÃÏÙI ßoQBkPsB :ÍCâkY OâkâgÌ
35................................................................................................... JIT ºâk¥ lB O¸kváM
37 ............................................................................................... JIT ÉCÃÏÙI ÍmâCÀ ×nÓkM
38 ....................................................................................................................... JIT ÆÌBÔ®
39 .............................................................................................. JIT ÉCÃÏÙI ÊPrás fC¬IB
42............................................................... NCáÇË® ßCÚØv»Ð Ó ´BgÚB ßkáÄjC¿I
42....................................................................................... O¸kváM ßCÚàâCâÔM ßkHÚBj
42............................................................................................................ PDCA OâkâgÌ
ßkáÄjC¿I gÏâDk¸ jf àÞBkYB ÆÌBÔ®
45....................................................................................... NCáÇË® Øv»Ð Ó ´BgÚB
ßkáÄjC¿I ÊPrás fC¬IB
45............................................................................... NCáÇË® ßCÚØv»Ð Ó ´BgÚB
47........................................................ ØÐBlÓj ßkQkI CQ ÊPrás ßoQBkPsB ¾â lB
49........................................................................................................................... OsÔáM
49............................................................................................... ×Bj ßCÚØv»Ð :1 OsÔáM
53............................................................................................... EWT FCPÀ :2 OsÔáM

SPR FOR OPTIMUM PERFORMANCE
The Renault Production System,
optimum performance
The objective of the Renault Production System (SPR) is to
ensure that Renault can benefit from the most high-performance
production system worldwide. To this end, the SPR focuses on
two fundamental principles:
coordinated quality control and lean production. Four strategic
targets have been set in order to achieve maximum customer
satisfaction:
ØåÏáÙI fk¿ÇË® ßBkI SPR
,ÔÐj gáÈÔQ ÊPrás
ØÏáÙI fk¿ÇË®
àËPrás lB ÔÐj ßgÏÌ×kÙI , SPR ØI ÉÔsÔÌ ÔÐj gáÈÔQ ÊPrás ´gÚ
CåáÐf àÌCåËQ jf Bj fkå¿ÇË® _¤ås ÎâkQãCåI jf gáÈÔåQ gÐBÔPI ØåÀ OåsB
Æ{B Óf ßÓj kI SPR ,ÍD ØI ÆáÐ ßBkI .gâCËÐ ÎáË~Q (àÐCåÙåY NjÔåzI)
:fjBf mÀkËQ ÎâfCáÏI
_¤s ÎâkQãCI ØI Ígásj ßBkI .FCÐ gáÈÔQ Ó ×gw ÂÏÚCËÚ à¶áÀ ÅkPÏÀ
:OsB ×gw ÎááHQ ¾âoÐBkPsB ´gÚ 4 ßkPvÌ OâC¡j

• ensure that the level of quality expected by both internal and

external customers is achieved,
• reduce overall production costs,
• manufacture the required products at the required moment,
• promote a sense of personal accountability and mutual respect.
The efficiency of our industrial model - although expressed in
terms of quality, cost, delivery time and personnel management
- is measured first and foremost at the Work Station.
For example, the reliability of the components delivered, the line
procurement method, the Work Station design and the product
manufactured, all of these factors together determine the level
of performance of the operator at the Work Station.
With the Work Station as the primary focus of industrial
performance, the SPR system ensures that all operatives from
the four main functions involved in the manufacture of a product
abide by same set of principles, operating rules, procedures, tools
and standards. These 4 functions are:
> product-process design,
> suppliers of parts, materials, components and equipment,
> part delivery and vehicle shipment logistics,
ÊáÞCËÐ ØÞBjB Bj Oá¶áÀ lB à`¤s ÊáPrÚ jfC¼ CÌ ØÀ GÇ¤Ì ÎâB ÎáË~Q
,OsB àYjCe Ó àÇeBf ÍCâkPvÌ OsBÔe ºIC¤Ì ØÀ
,gååáÈÔåQ jCåIks ßCÚØåÏâmÚ uÚCåÀ
kåQfÓl ØåÐ ) lCåáÐ fjÔåÌ ÍCåÌl jf ×gåw OåsBÔåejf NãÔåz`Ì gåáÈÔåQ
,(kQkâf ØÐ Ó
.ÆIC»PÌ ÉBkPaB Ó ßkâiMOáÈÔÝrÌ ÂÏÚk¸ Ø®CwB
ÆâÔ`Q ,ØÏâmÚ ,Oá¶áÀ ká¨Ð àQC²È CI Ø] kÄB) CÌ àP¬Ï{ ÅgÌ àvdIkUB
jf ,ÉCåÄ ÎáÈÓB jf (fÔwàÌ _åâkvQ àÐCrÐB ßÓkåáÐ OåâkâgÌ Ó «¼ÔåËI
.fÔwàÌ ßkáÄ×lBgÐB ßjCÀ ×CÃPrâB
fBÔÌ ÎáÌACQ tÓj ,×gw ÆâÔ`Q ج¤¼ lB ÍCÏáË¥B OáÇIC¼ :ÅCTÌ ßBkI
ÎâB àÌCËQ ,×gw gáÈÔQ ÅÔz`Ì Ó ßjCÀ ßCÚ×CÃPrâB àaBk¥ ,£e ØáÈÓB
ßjCÀ ×CÃPrâB kÚ jf jÔQBkMB fk¿ÇË® _¤s ×gÏÏÀ Îáá¬Q éC®ÔËXÌ ÆÌBÔ®
.OsB
fk¿ÇË® àICâljB ØYÔQ ÍÔÐCÀ ÍBÔϬI ßjCÀ ×CÃPrâB Ø¿ÏâB ØI ØYÔQ CI
ÍCâkXÌ ÉCËQ gâCËÐàÌ ÎáË~Q SPR ÊPrás ,OsB ^k¤Ì àP¬Ï{
Ó ÅÔ{B lB ,gÐjBf OÈCef ÅÔz`Ì gáÈÔQ jf ØÀ Æâh ØÐCÄjCÙ] ßCÚOáÈC¬¸
.gÏâCËÐ Oá¬HQ àÐCr¿â ßCÚfjBgÐCPsB Ó CÚjBmIB ,CÚØâÓj ,àâBkYB ÎáÐBÔ¼
:lB gÏQCH® ØÐCÄjCÙ] ßCÚOáÈC¬¸ ÎâB

> manufacturing. ,gÏâDk¸ å ÅÔz`Ì àaBk¥ <

,NBmáÙXQ Ó @BmYB ,fBÔÌ ,NC¬¤¼ ÎáÌACQ <

,àâCÙÐ ÅÔz`Ì ¾áPrXÈ Ó NC¬¤¼ ÅCsjB <

ÍCÄgÏÏÀ ÎáÌACQ
Suppliers .gåáåÈÔåQ <

ÍCåâkåY ßjCÀ ×CÃPrâB gåáÈÔåQ

Flow Work Station Manufacturing

gÏâDk¸/ÅÔz`Ì
Product/Process

4
 ØåÏáÙI fk¿ÇË® ßBkI SPR
SPR FOR OPTIMUM PERFORMANCE

ÆÌCw kÃâf ´k¥ lB Ó gwCIàÌ «¼ÔËI ÆâÔ`Q Ó ØÏâmÚ ,Oá¶áÀ ßCÚØÏáÌl jf gáÈÔQ ×gÏÏÀ ÎáË~Q u»Ð ÆÌCw ´k¤¿â lB ,OeCs ضá©Ó gáÐBfàÌ Ø\ÐCÏ]
,OsB ßjÓk¡ ßjCÀ ×CÃPrâB kËPrÌ fÔHÙI ,£HQkÌ ÊÚ ØI OâjÔÌACÌ Óf ÎâB ØI àICáPsf ßBkI .gwCIàÌ «¼ÔËI ÆâÔ`Q Ó ØÏâmÚ ,Oá¶áÀ jf kËPrÌ fÔHÙI
:gICâ Osf fÔe Oá¸k© kTÀBga ØI Æâh ÅÔ{B OâC®j CI ,ßjCÀ ×CÃPrâB ØÀ fÔwàÌ S®CI OâCÙÐ jf Ó fÔwàÌ ÎáË~Q SPR ÊPrás ßBkYB £sÔQ ØÀ à¸gÚ
;fÔHÙI ÍBmáÌ ßkáÄ×lBgÐB yeCw ÍBÔϬI EWT kâgÌ Ó jÔQBkMB ßkáÄk¨Ð jf •
•
;ØÏáÙI fk¿ÇË® _¤s ØI àICáPsf ØÇakÌ CQ ßlCs fjBgÐCPsB
;CÚºIC¤Q Ég® ÆÇ® ´ia ØÇásÔI kËPrÌ fÔHÙI lB ÍCÏáË¥B •
.NgÌ lBjf jf O¸kváM ÎáË~Q OÙY uÐBf ÅC»PÐB OâkâgÌ •

As regards the manufacturing function, their primary role is to guarantee manufacture in terms of quality, cost and delivery time on the
one hand, and then to continuously improve the manufacturing quality, cost and delivery time on the other. To achieve these two closely
connected missions, continuous improvements to the Work Station are necessary, an objective ensured by the implementation of the SPR
system, which pushes the Work Station to its full potential by application of the following principles:

• place the operator and EWT manager at the centre of all progress measures;
• standardize until the optimum level is attained;
• ensure continuous improvement by eliminating the causes of non-performance;
• manage knowledge transfer to ensure progress over the long term.

5
 SPR OâkâgÌ FCPÀ
SPR Management Book

Guidelines CÚfkHÚBj Principles ÅÔ{B Targets ´BgÚB Objective ´gÚ

ÍD ÆÌC¿Q Ó gáÈÔQ / tlBfkM ÍfkÀ ÎáË~Q å

fjBgÐCPsB CI ºIC¤Q å
gáÈÔQ £e §¶a Ó ^k¥ å fBkâB ÍÓgI ÅÔz`Ì OeCs Ó àaBk¥
- Ensure a robust product / process and its evolutions Design and manufacture
- Strictly comply with the standard operation zero defect product k¨Ð fjÔÌ %100 Oá¶áÀ fCXâB
- Desing and maintain production line àYjCe Ó àÇeBf ÍCâkPvÌ FCÐ gáÈÔQ Ó Oá¶áÀ
Deliver 100% the quality required Quality driven
NjC¨Ð ØÌCÐkI ßBkYB å by internal and external Lean Production
Oá¶áÀ Nä¿vÌ _âkzQ Ó Æa å ×fk¿Ð ÅÔH¼ Bj FBke NBgáÈÔQ customers
fBkâB [áÚ Ífk¿Ð ÅÔH¼ å gÏÏ¿Ð ÅCsjB Ó
Do not accept or forward
- Perform surveillance plan defective products
- Resolve quality problems and carry out corrections
- Do not accept any defects

OeCs ÍCÌl ÍgáÐCsj ƼBga ØI OÙY tlBfkM /gáÈÔQ ^k¥ å

£e qÐãCI ÍCÌgÐBj ÍfkI ãCI å àÞBjCÀ ÍgÐCsj kTÀBga ØI
Start Up ÍCÌl ßlCs ØÏáÙI å àÐCrÐB ßÓkáÐ
- Design a product-process to minimize manufacturing time Maximize performance
- Maximize the line balancing performance of workforce
- Optimize start-ups

NCwjC¶s ÍBmáÌ CI GsCÏÌ ØáÈÓB fBÔÌ xCzPeB å

ØáÈÓB fBÔÌ NCzdvÌ ÍfkÀ ØÏáÙI å fBÔÌ OËá¼ uÚCÀ àÞCÙÐ ØÏâmÚ uÚCÀ
- Allocate materials to match orders Minimize costs of materials Reduce total cost
- Respect and optimize the materials specifications

NBmáÙXQ àÇÀ ØÏâmÚ ÍgáÐCsj ƼBga ØI å àvdIkUB ÍgÐCsj kTÀBga ØI

ÆÞCsÓ lB ØÏáÙI ×fC¶PsB å NBmáÙXQ ßfCzP¼B
- Minimize the total cost of equipment Maximize equipment
- Make good use of equipment economical efficiency

´C¤¬ÐB CI àP¬Ï{ ÊPrás جsÔQ å

(Lead Time) ½jBgQ ÍCÌl uÚCÀ å ßCÚØPsBÔe ØI ØYÔQ uâBm¸B
jBgâCM Ó OICU ÊXa Ó GáÀkQ lB ÍCÏáË¥B å ßkPvÌ
- Develop a flexible industrial system Increase our reactivity
- Reduce lead time to customer demand
- Ensure consistent mix and volume

ØÐBlÓj gáÈÔQ OÐCË¡ å ÍCÌl jf NBgáÈÔQ OeCs

ØÐBlÓj NCÌÓmÇÌ OáËÀ Ó Oá¶áÀ OÐCË¡ å gáÈÔQ ØÌCÐkI OâC®j ×gw ØPsBÔe
ØÌCÐkI ºIC¤Ì gáÈÔQ àÈBÔQ ØI ÆË® å Manufacture the products
Keep to production schedule
- Guarantee the daily production required in the moment required
- Guarantee the quality and quantity of daily supplies
- Strictly comply with scheduled sequence of production

ßgáÈÔQ ßCÚ[I mâCs uÚCÀ å tjCHÐB _¤s ÍgÐCsj ƼBga ØI

gÏâDk¸ Óf ÎáI ãCÀ ßfÔYÔÌ _¤s ÍgáÐCsj ƼBga ØI å Minimize stock levels
- Reduce the size of manufacturing batches
- Minimize work in progress and stock levels between
processes

CÚØv»Ð Ó ´BgÚB fkIjCÀ Ó tkPrÄ å

k¶Ð kÚ täQ OeCÏw Ó ½k`Q fCXâB å
àÌÔÐÔÄjB £âBkw fÔHÙI Ó àÏËâB ÎáË~Q å ÍCÏÀjCÀ àÌCËQ ßjC¿ËÚ
- Deploy and apply objectives and action plans Involved all staff
- Mobilize and recognize the efforts of each employee
- Guarantee safety and improve ergonomics

½kPvÌ àÞBkYB ´BgÚB jf ½k`Q fCXâB å àPÀjCvÌ jCÀ

ÍCÄgÏÏÀÎáÌACåQ CåI ×gÐkI å ×gÐkI ؤIBj fCXâB å
Work in partnership
- Mobilize everyone on common performance objectives
- Create win-win relationship with suppliers Ó àÐCrÐB ßÓkáÐ ØI ÍfBf jCáPeB
CÙÐD ØI ÉBkPaB
Empower people
ÍCÏÀjCÀ tlÔÌD å and respect them
×jCÀØËÚ ßÓkáÐ àÚgÐCÌlCs å CÙQjCÙÌ Ø¬sÔQ
jCÀ ßÓkáР໤ÏÌ Ø¬sÔQ lB ÍCÏáË¥B å Develop skills
- Train and develop personnel
- Organize staff versatility
- Ensure logical career progression

Orâl £á`Ì kI NBkUB uÚCÀ lB ÍCÏáË¥B å £á`Ì §¶a

àÇeBf ßCÚÎËXÐB CI ßjC¿ËÚ å Protect the environment
- Ensure on going reduction of environmental impact
- Engage with local community

6
 ØåÏáÙI fk¿ÇË® ßBkI SPR
SPR FOR OPTIMUM PERFORMANCE

Implementation of the Renault ÔÐj gáÈÔQ ÊPrás ßkáÄjC¿I

Production System
Each SPR target is governed by its own inherent set of principles
and rules. These procedures and rules are indicated in the
« SPR arrow diagram ». They can be grouped into five families:
workshop management is based on Work Station Standardization
(WSS), Basic Skill Training and on the Kaizen method;
quality control is based on daily quality coordination, response
time and a set of non-quality analysis and locking tools such as
QC Story, the QA matrix or Poka-Yoke;
facilities management is based on Total Productive Maintenance
(TPM) and on other tools such as the MBR (Major Breakdown
Report), QC Story and the competency grid;
flow management is based on the just-in-time method;
progress management is based on the deployment of objectives
and action plans from senior management down to the EWT.
(SPR)
.fÔwàÌ OâkâgÌ fÔe xCe ÎáÐBÔ¼ Ó ÅÔ{B ØÇásÔI SPR ´BgÚB lB ¾âkÚ
SPR arrow ) < SPR ÍC¿áM jBfÔËÐ > jf CÚgÏâDk¸ Ó ÎáÐBÔ¼ ÎâB
:gÐÔw ßgÏI×ÓkÄ ØPsf WÏM ØI gÏÐBÔQàÌ CÙÐD .gÐB×gwydvÌ ( diagram
ßlCsfjBgÐCPsB pCsBkI (Workshop Management) ×CÄjCÀ OâkâgÌ
;ÍmâCÀ tÓj Ó ØâCM ßCÚNjCÙÌ tlÔÌD , (WSS) ßjCÀ ×CÃPrâB
,ØåÐBlÓj à¶áÀ àÃÏÚCËÚ pCsB kåI (Quality Control) à¶åáÀ ÅkåPåÏÀ
ßCÚjBmIB lB àekI Ó CÚºIC¤Q Ég® lB ßkr¿â àsjkI Ó àÞÔÃdsCM ÍCåÌl
C¤åe gå¡ ßCÚÊPrás Ó Oá¶áÀ ÎáË~Q qâkåQCÌ , QC Stroy ÆÌCw
; Poka-Yoke Câ
ßkÃâf ßCÚjBmIB Ó TPM lB ×fC¶PsB CI ßgáÈÔQ ¾ËÀ NäáÙrQ OâkâgÌ
;ØÈCrÌ Æa ßCÚjBmIB Ó NBmáÙXQ µ¼ÔQ ßCÙwjBmÄ gÏÐCÌ
; JIT tÓj lB ×fC¶PsB CI fBÔÌ ÍCâkY OâkâgÌ
ÉBgå¼B ßCÚØÌCåÐkåI ßkáÃáM Ó ´BgåÚB pCsBkåI jCåÀ Oå¸kváåM OâkâgÌ
.(ßjCÀ ÊáQ ÎâkP¿]ÔÀ) EWT _¤s CQ OâkâgÌ _¤s lB àaä{B

ØÐBlÓj ßkQkI
Daily excellence

tkPrÄ
´BgÚB jBk»PsB Ó
NCáÇË® Øv»Ð Ó

Deployment
of objectives
and action
plans

JIT

QC TPM

P ßfCáÏI ßCÚNjCÙÌ tlÔÌD

A D ÍmâCÀ ßjCÀ ×CÃPrâB ßlCsfjBgÐCPsB
C Kaizen Basic Skill Training
Work Station Standardization (WSS)

7
However, even if an SPR strategy is considered the best way to
improve a specific Quality Cost Delay Human Ressource
Environment (QCDHRE) indicator and even though each
indicator can be processed separately, together they constitute a
coherent whole: this is the key to the SPR system.
The SPR arrow diagram states:
that it is necessary to run several progress strategies
simultaneously (JIT, TPM, Standardization, Kaizen…);
that the process has to be implemented (for example,
standardization must be effective before Kaizen can be effective);
the direction to be followed by all, the deployment of objectives;
that the ultimate objective is « daily excellence ».
The diagram does not however adequately explain the « system
effect ». « The whole is always more than the sum of its parts ».
The efficiency of the SPR system and of its component strategies
depends on its capacity to create a « system effect », i.e. its
capacity to combine several progress procedures or tools. Each
manager is responsible for implementing the SPR system within
his own sphere of activity. To coordinate the SPR within a given
sector, it is necessary to implement each of the procedures (its
principles, objectives, the results to be attained), however the
« System » dimension should also be properly understood, i.e. all
the associated synergies.
SPR Management Book:
efficient coordination
The SPR management book has been specially drafted for plant
workshop managers, the support functions and plant managers.
Just as the EWT managers use the EWT book to charter progress
in the short term, the SPR Management Book is the reference
guide for workshop managers and department managers when
drafting the Renault Production System implementation plan for
their respective sectors.
The SPR Management Book provides a concrete explanation of
each SPR strategy:
The « Tools » dimension: defines the strategy, its utility, principles
and technical content.
The « Management » dimension: defines the role of line
management and of support functions in the daily implementation
of the strategy.
The « System » dimension: defines the interactions of the
procedure with other procedures, which prompts sequence of
deployment over time, in order to maximise the QCDHRE
savings.
Board
×kâgÌ OÝáÚ
EWT Manager EWT kåâgåÌ
OËá¼ Oá¶áÀ yeCw fÔHÙI ßBkI ×Bj ÎâkPÙI SPR ßoQBkPsB ØÀ gÏ] kÚ
àPa Ó gwCIàÌ à{ÔzdI (QCDHRE) £á`Ì àÐCrÐB «ICÏÌ káeACQ
¢CHQjB ¾â ,ÊÚ CI àÈÓ ,fÔw tlBfkM àâCÙÏQ ØI gÐBÔPI yeCw kÚ ØÀ kÄB
SPR ÊPrás ØI àskPsf ßBkI ßgáÇÀ ØÀ gÏÚfàÌ Æá¿vQ Bj àÇÀ
:OsB
:OsB kâl fjBÔÌ kÃÐCáI SPR ÍC¿áM jBfÔËÐ
, TPM , JIT ) ÍCåÌmåËÚ jÔ¤åI fgå¬PÌ ßCÚßoåQBkåPsB ÍfkåÀ ÅCåHåÐf
;( . . . Kaizen ,ßlCsfjBgÐCPsB
Kaizen lB ÆH¼ ßlCsfjBgÐCPsB ,ÅCTÌ ßBkI) fÔw ØP¸kÄjC¿I gâCI ØsÓkM
;(fÔw «¼BÓ kUÒÌ gâCI
;´BgÚB jBk»PsB Ó tkPrÄ ,gÏÏÀàÌ ÅCHÐf ØËÚ ØÀ ßkárÌ
.<ØÐBlÓj ßkQkI> ´gÚ ÎâkQãCI
ÅÔË¬Ì jÔ¤I .gÚfàËÐ _á¡ÔQ ÆÌCÀ jÔ¤I Bj <ÊPrás kUB> jBfÔËÐ ÎâB
ßoQBkPsB Ó SPR ÊPrás àÚflCI .<OsB @BmYB «ËY lB kPváI ÆÀ>
.fjÓD fÔYÔI Bj kUÒÌ ÊPrás ¾â CQ fjBf àPá¸k© ØI àÃPrI ,ÍD @BmYB
kÚ .ÆÞCsÓ Câ O¸kváM ßCÚÆˬÈBjÔPsf ÎPeCs g`PÌ OáÇIC¼ àϬâ
.gwCIàÌ fÔe OáÈC¬¸ ×kâBf jf SPR ÊPrás ßkáÄjC¿I ØI µ©ÒÌ ßkâgÌ
lB ¾â kÚ OsB Élã ,Îá¬Ì udI ¾â jf SPR ßlCsÂÏÚCËÚ ßBkI
OÙY Ó ,(WâCPÐ ØI Ígásj Ó ´BgÚB ,ÅÔ{B) fkÀ OâC®j Bj CÚtÓj
.àÐCÃËÚ àwÔÀ ÊÚ àϬâ ,fÔw ½jf ä é ÌCÀ gâCI máÐ <ÊPrás>
: SPR OâkâgÌ FCPÀ
kUÒÌ àÃÏÚCËÚ
ÍBkâgÌ Ó àÐCHáPvM ÆÌBÔ® ,×CÄjCÀ ÍBkâgÌ ×oâÓ SPR OâkâgÌ FCPÀ
EWT FCPÀ lB EWT ÍBkâgÌ ØÀ jÔ¤ÐCËÚ .OsB ×gw ^k¥ ØÐCejCÀ
OâkâgÌ FCPÀ ,gÏÏÀàÌ ×fC¶PsB ×CQÔÀ NgÌ jf O¸kváM Îáá¬Q ßBkI
jf ,CÚudI ÍBkâgÌ Ó ×CÄjCÀ ÍBkâgÌ ßBkI àÞCËÏÚBj «HÏÌ ¾â SPR
.OsB Ø¥ÔIkÌ ßCÚudI ßBkI ÔåÐj gáÈÔQ ÊPrás ^k¥ ßkáÄjC¿I ÍCÌl
:fjBf ßÔ¼ jCárI àakw , SPR ßoQBkPsB kÚ ßBkI SPR OâkâgÌ FCPÀ
ÍD àϸ NCâÔP`Ì Ó ÅÔ{B ,ÍD ßgÏÌfÔs ,ßoQBkPsB :< jBmåIB > fCå¬IB
.gÏÀàÌ µâk¬Q Bj
jf Bj àÐCHáPvM ÆÌBÔ® Ó £e OâkâgÌ u»Ð :< OâkâgÌ > fCå¬IB
.gÏÀàÌ µâk¬Q ßoQBkPsB ØÐBlÓj ßkáÄjC¿I
GáQkQ ,kÃâf ßCÚgÏâDk¸ CI gÏâDk¸ kÚ Ø¤IBj :< ÊPrás > fCå¬IB
ßCÚ×káeh uâBm¸B ßBkI ×gw fCâ ÍCÌl ÅÔ¥ jf BkÐD jBk»PsB Ó tkPrÄ
.gÏÀàÌ µâk¬Q QCDHRE
SPR OâkâgÌ FCPÀ
SPR Management book
EWT FCåPÀ
EWT book
8

STANDARDIZATION
Progress through
standardization
The purpose of standardization
Standardization is the keystone of the SPR system, the basis for
effective Standardize Do Check Act (SDCA) management.
Without standards there can be no progress and no efficient
knowledge management. Standardization applies to all repetitive
manufacturing activities, to all installation stations, recurring
operations (e.g. tool loading in highly automated sectors), and to
all quality control and logistical and environmental management
activities.
Standardization means indicating the best way to accomplish a
given task « at a given moment ». The standard is the Standard
Operation Sheet (SOS) drawn up by the EWT manager. It is based
on dialogue between the operator (or all operators running the
station) and the unit manager, and is drawn up by the EWT
manager according to a set of engineering recommendations
drafted in the form of a Process Operation Sheet (POS). The SOS
describes not only the procedure to be followed, but also the key
requirements that guarantee the quality of the operation
concerned. Once validated, the standard must be rigorously
observed by all operators at the station. The SOS is also a
reference work to be used when training personnel newly
appointed to the Work Station.
Rigorous compliance with the standard ensures:
the safety of the operator;
the highest level of quality, from the first task onwards, meaning
no additional quality control or rework is required and that
dispersions between the shifts are minimized: the same SOS is
used by all shifts at a given station;
a simple, ergonomic and economic procedure;
that the delivery time is observed, i.e. the delivery of the part or
assembly to the next process at the right moment.
Training on the Work Station is
required for Standardization
The purpose of the standard is to describe the procedure to be
followed at the Work Station. It serves as the training support for
the EWT manager when teaching the applicable procedure to
new operators at the station. For these purposes, the training
course has been structured into three stages:
9
ßlCs fjBgÐCPsB
ßlCs fjBgÐCPsB ºâk¥ lB O¸kváM
ßlCs fjBgÐCPsB ´gÚ
pCsB Ó ØâCM ØÀ OsB SPR ÊPrás ßCÏI àÇ{B ÂÏs ßlCs fjBgÐCPsB
ÍÓgI .gwCIàÌ SDCA Câ PDCA Øek] OâkâgÌ kUÒÌ ÍfkÀ fjBgÐCPsB
.gw jÔzPÌ ßkUÒÌ àËÇ® OâkâgÌ Ó O¸kváM ÍBÔQàËÐ CÚfjBgÐCPsB
ØËÚ ,gáÈÔQ ßjBk¿Q ßCÚOáÈC¬¸ ØËÚ ßBkI ßlCs fjBgÐCPsB fkIjCÀ
jf jBmIB ßjBiÄjCI ÆTÌ) ×gÐÔw jBk¿Q ßCÚOáÈC¬¸ ,GzÐ ßCÙÚCÃPrâB
,jCÀ £á`Ì ßCÚOáÈC¬¸ ØËÚ ßBkI Ó (ãCI ÍÔásCÌÔQB CI ßCÚudI
.gwCIàÌ Oá¶áÀ ÅkPÏÀ Ó ¾áPrXÈ
ßBkYB OÙY tÓj ÎâkPÙI ÍfkÀ ydvÌ àÏ¬Ì ØI ßlCs fjBgÐCPsB
ØÄkI ,máÐ jCÀ ÎâB jCá¬Ì .gwCIàÌ Îá¬Ì àÐCÌl jf ,Îá¬Ì àPáÈC¬¸
EWT kåååâgååÌ ØÇásÔåI ØåÀ gååwCIàÌ (SOS) fjBgååÐCåPsB NCåáÇËå®
ßÔÃP¶Ä ÍD pCsB .OsB ×gw ØáÙQ (jCÀfCPsB) (ßjCÀ ÊáQ ÎâkP¿]ÔÀ)
Ó (gÏPrÚ ×CÃPrâB jf jCÀ ÅÔ²vÌ ØÀ àâCÚjÔQBkMB ØËÚ Câ) jÔQBkMB ÎáI
ØPwÔÐ jCÀfCPsB ØÇásÔI ØÄkI ÎâB .OsB gaBÓ ÍD ÅÔÝrÌ Câ jCÀfCPsB
OÌk¸ jf ØÀ OsB àsgÏÙÌ ßCÚØá{ÔQ lB ßkr¿â ÍD pCsB Ó ×gw
_âkvQ CÙÏQ ØÐ SOS .OsB ×gw ^k¤Ì (POS) gÏâDk¸ NCáÇË® ØÄkI
ßCÚlCáÐ Ø¿ÇI ,fÔw ÉCXÐB OrâCIàÌ ØÀ OsB àQCáÇË® ÉCXÐB ×Ô`Ð ×gÏÏÀ
Ø¥ÔIkÌ OáÈC¬¸ Oá¶áÀ ×gÏÏÀ ÎáË~Q ØÀ fÔwàÌ ÆÌCw máÐ Bj ßgáÇÀ
£sÔQ OrâCIàÌ fjBgÐCPsB ,fÔwàÌ kHP¬Ì ½jgÌ ØÀ àÐCÌl .gÏwCIàÌ
fjBÔÌ kI ×Óä® .fÔw OâC®j ÆÌCÀ NjÔzI CÙÚCÃPrâB ßCÚjÔQBkMB àÌCËQ
jf gåâgY ßCÚÓkáÐ tlÔåÌD ÍCåÌl jf ØåÀ OsB àå¬YkåÌ SOS ,×gw kÀh
. fÔwàÌ ×fC¶PsB ×CÃPrâB
:gwCIàÌ Æâh fjBÔÌ ×gÏÏÀ ÎáË~Q ,fjBgÐCPsB ºá¼f ßBkYB
;jÔåQBkåMB àÏËâB
ÎåáÈÓB lB Oá¶áÀ _¤s ÎâkQãCI ØI Ígásj ,FÔÇ¤Ì Oá¶áÀ ØåI àICáPsf
ÅkPÏåÀ ØI lCåáÐ Égå® àÏ¬Ì ØåI Ó ÅÔz`åÌ ßÓj kåI Ó ÔÇY ØåI Ój OáÈC¬¸
ÅÔåz`Ì jf àÄgåÏåÀBkåM ,ÍD kåI ×Óäå® .àå¸C¡B ßjCåÀ×jCåIÓf Ó àå¶áåÀ
ßjCÀ ×CÃPrâB ¾â jf Bkâl ,gsjàÌ Æ¼Bgåa ØI NÓC¶PÌ ßjCÀßCÚO¶áw
;fÔwàÌ ×fC¶PsB CÚO¶áw ØáÇÀ ßBkI SOS ¾â lB
àåÐCrÐB ßCåÚjÔPÀCå¸ ÅÔå{B OåâCå®j CåI Ó ßfCåzåPå¼B ,×fCås ØåâÓj ¾åâ
;(àÌÔÐÔÄjB)
ßBkI ×gw nCPÐÔÌ Ø®ÔåËXÌ Câ ج¤¼ ÆâÔ`Q àϬåâ ,OáÈC¬¸ «¼ÔËI ÆâÔ`Q
.×gw Îáá¬Q Ó ºá¼f ÍCÌl jf ,g¬I ×CÃPrâB ØI ÆâÔ`Q
OsB ßjCÀ ×CÃPrâB jf tlÔÌD gÏÌlCáÐ ßlCs fjBgÐCPsB
ØÀ OsB ßjCÀ ×CÃPrâB ØâÓj Ó ØsÓkM ÍfkÀ _âkvQ ,fjBgÐCPsB lB ´gÚ
ßjCÀ ØâÓj tlÔÌD ÍCÌl jf fjBgÐCPsB ÎâB .fÔw ßÓkáM ÍD lB OrâCIàÌ
àwlÔÌD ÍCHáPvM ÍBÔϬI ,ßjCÀ ßCÙÚCÃPrâB jf gâgY ßCÚjÔQBkMB ØI
ØÇakÌ 3 pCsB kI àwlÔÌD ×jÓf ,´BgÚB ÎâB ßBkI .fjBf fkIjCÀ ,jCÀfCPsB
:OsB ×gw àÚgÐCÌlCs

SPR Management Book
1- Basic Skill Training: for learning the basic gestures of the
technique.
2- Training on a model or replicate stations: in particular
during production start up when many operators have to be
trained, training can be conducted on off-line stations upstream.
3- Training on the station: this training session, ensured by the
EWT manager with the assistance of the senior operator or U
operator, consists in teaching the content of the SOS in three
steps.
Step 1 (« I do »)
the EWT manager shows the operator how to execute the
operation according to the SOS. He explains the various steps of
the procedure and the key requirements to be met.
Step 2 (« We do together »)
the operator executes the operation with the help of the EWT
manager; he indicates the main steps and knows the key
requirements.
Step 3 (« You do »)
the operator performs the procedure by himself within the
allocated task time.
At each station, the level of operator knowledge is described by
the ILU levels:
I - The operator knows how to perform the designated task
within the allocated time although he may need help should a
difficulty arise.
L - The operator can execute the task independently.
U - The operator is capable of assisting and training other
operators on the station, under the responsibility of the EWT
manager.
These levels I, L and U are to be re-evaluated whenever a
significant change is made to the station or its environment:
re-commissioning, new product, new line balancing, etc.
Managing operator versatility (multi-skilling) is one of the key
activities of the EWT manager:
a skills deficiency will mean the system is vulnerable to
problems such as absenteeism; on the other hand too much
versatility can be difficult to attain and even more difficult to
maintain. The right balance is targeted as follows:
1 operator – 3 stations: each operator is capable of running 3
stations, for example 2 stations at level L and 1 station at level U,
3 operators – 1 station: each station can be run by 3
operators, e.g. 2 operators at level L and 1 operator at level U,
furthermore and depending on how the EWT is organized,
certain operators - for example the senior operators - should
be capable of running a higher number of stations within the
EWT or module.
SPR OâkâgÌ FCPÀ
OÀka ßCÚÅgÌ Ó ØâCM ßCÚ¾áÏ¿Q tlÔÌD :ØâCM NjCÙÌ tlÔÌD å1
.OáÈC¬¸ ÉCXÐB OÙY
ÍCÌl jf ×oâÔI :ßjBk¿Q ßCÙÚCÃPrâB Câ ÅgÌ ¾â ßÓj kI tlÔÌD å2
tlÔÌD gâCI CÚjÔQBkMB lB ßfCâl fBg¬Q ØÀ àÐCÌl Ó ÅÔz`Ì ¾â gáÈÔQ ªÓkw
.fÔw ØÞBjB £e VjCe ßCÙÚCÃPrâB jf gÐBÔQàÌ tlÔÌD ,gÐÔw ×fBf
jCÀfCPsB ØÇásÔI ,àwlÔÌD ØrÇY ÎâB :ßjCÀ ßCÙÚCÃPrâB jf tlÔÌD å3
ØÀ ,fÔwàÌ ÎáË~Q U NjCÙÌ _¤s jÔQBkMB Câ gwjB jÔQBkMB ßjC¿ËÚ CI
;gwCIàÌ ÉCÄ 3 jf ÊáÚC¶Ì tlÔÌD ÆÌCw
( I do ) < ÊÚfàÌ ÉCXÐB ÎÌ > :ÅÓB ÉCÄ
ÍCvÐ SOS pCsBkI Bj NCáÇË® àâBkYB ×Ô`Ð jÔQBkMB ØI EWT kâgÌ
OâC®j gâCIàÌ ØÀ Bj ßgáÇÀ fjBÔÌ Ó gÏâDk¸ µÇPdÌ ÆaBkÌ ÓB .gÚfàÌ
.gÚfàÌ _á¡ÔQ ,gÐÔw
( We do together ) < ÊáÚfàÌ ÉCXÐB kÃâgËÚ CI CÌ > :ÉÓf ÉCÄ
ÆaBkÌ ÓB ;gÚfàÌ ÉCXÐB Bj k¨Ð fjÔÌ OáÈC¬¸ EWT kâgÌ ¾ËÀ CI jÔQBkMB
gwCI ØPwBf Ø¥CaB CÙÐD ØI OrâCIàÌ ØÀ Bj ßgáÇÀ fjBÔÌ Ó NCáÇË® àÇ{B
.gÚfàÌ ÍCvÐ
< àÚfàÌ ÉCXÐBÔQ > :ÉÔs ÉCÄ
( You do )
.gÚfàÌ ÉCXÐB ×gw ×fBf yázdQ ÍCÌl jf Ó àÞCÙÏQ ØI Bj gÏâDk¸ jÔQBkMB
µá{ÔQ ILU ^Ô¤s ØÇásÔI jÔQBkMB uÐBf Ó NjCÙÌ _¤s ,×CÃPrâB kÚ jf
.fÔwàÌ
×fBf yázdQ ÍCÌl jf Bj NCáÇË® ØÐÔÃ] ØÀ gÐBfàÌ jÔQBkMB : I _¤s
,Æ¿vÌ ÍgÌD uáM ÍCÌl jf OsB οËÌ ØÀ gÏ]kÚ .gÚf ÉCXÐB ×gw
. gwCI ØPwBf ¾ËÀ ØI lCáÐ
.fjBf Æ»PrÌ NjÔzI Bj NCáÇË® ÉCXÐB àÞCÐBÔQ jÔQBkMB : L _¤s
kâl ,ßjCÀ OrM ÎâB ßBkI Bj CÚjÔQBkMB kâCs OsB jfC¼ jÔQBkMB : U _¤s
.gÏÀ àICâljB Ó ×fBf tlÔÌD , EWT kâgÌ k¨Ð
×CÃPrâB Câ ßjCÀ OrM jf àËÙÌ káá²Q ØÀ àÐCÌl U Ó L , I ^Ô¤s ÎâB
ÅÔz`Ì ,gâgY OáÈC¬¸ ¾â gÏÐCÌ) . fÔwàÌ ßkÃÐlCI ,gâDàÌ uáM ÍD
( . . . Ó £e gâgY qÐãCI Câ gâgY
ØQjCÙÌ gÏ] jÔQBkMB OâkâgÌ ,EWT kâgÌ ßgáÇÀ ßCÚOáÈC¬¸ lB à¿â
:gwCIàÌ (multi-skill)
àQä¿vÌ ÆIC»Ì jf ÊPrás ÍfÔI kâiMGásD àÏ¬Ì ØI CÚNjCÙÌ fÔHËÀ
fCåâl fBg¬åQ ØåI àICåâOsf ,kÃåâf ´k¥ lB .fÔI gÚBÔe OåHåá³ ÆáH¼ lB
à¼CI àPa ,fÔI gÚBÔe àÇ¿vÌ jCÀ ØQjCÙÌ gÏ] Câ ×jCÀ ØËÚ ßCÚjÔQBkMB
qÐãCåI ¾â .fÔI gÚBÔe kQÆ¿vÌ OÈCa ÎâB jf CÚÓkåáÐ ÎâB ÎPwBgÙÃÐ
:fÔwàÌ ßjBiÄ´gÚ kâl Æ¿w ØI ,fBk¸B Ó CÚNjCÙÌ ÎáI Osjf
3 jf OáÈC¬¸ ÉCXÐB ØI jfC¼ jÔQBkMB kÚ :ßjCÀ OrM Øs å jÔQBkMB ¾â
¾â Ó L NjCÙÌ _¤s jf ßjCÀ OrM 2 ÅCTÌ ßBkI ,gwCIàÌ ßjCÀ OrM
, U NjCÙÌ _¤s jf ßjCÀ OrM
3 ØÇásÓ ØI gÐBÔQàÌ ßjCÀ OrM kÚ :ßjCÀ OrM ¾â å jÔQBkMB Øs
jÔQBkMB ¾â Ó L NjCÙÌ _¤s CI jÔQBkMB Óf ÅCTÌ ßBkI .fÔw ÉCXÐB jÔQBkMB
, U NjCÙÌ _¤s CI
,OsB ×gw àåÚgåÐCÌlCs EWT ØÐÔÃ] Ø¿ÏâB ØåI ØPrIBÓ Ó ÍD kI ×Óä®
ØI jfC¼ OrâCIàÌ (gwjB ßCÚjÔQBkåMB ÅCTÌ ßBkI) àzdvÌ ßCÚjÔQBkåMB
.gÏwCI ÅÓgÌ Câ EWT ¾â ßjCÀ ßCÚ OrMlB ßkPváI fBg¬Q ÉCXÐB
10

STANDARDIZATION
Standardization and Quality Control
The standard has a direct impact on quality control: firstly,
compliance with the standard reduces manufacturing dispersions
by virtue of the fact that all operators follow the same procedure
at the same station, i.e. the procedure defined as the most
appropriate at the moment concerned.
Because the standard is the first guarantee of quality check,
always, on a daily basis, that standardization conditions are listed
on the indicator panel and are effectively observed.
Furthermore, whenever an incident associated with an internal
procedure is identified (manual installation, welding, painting, etc.),
the exact conditions and parameters prevailing at the moment
the incident occurred should be determined.
If the same standard is not observed by all parties, it becomes
difficult to ensure quality analysis; nor is it possible to make a
rational comparison with a known reference in order to identify
the root causes of the fault. The standard therefore ensures both
the quality of the procedure and the identification of high-risk
issues. The standard indicates the key requirements to be met to
ensure the quality of the operation.
If an assembly defect is detected on a part, the EWT manager
checks whether the standard has been observed and whether
the defect is subject to a key requirement:
> if the SOS stipulates a key requirement, three causes
may explain the origin of the defect:
1- the key requirement has not been understood by the operator,
2- the operator has not complied with the key requirement,
3- the key requirement is not sufficiently robust.
In all cases, the EWT manager must promptly rectify the problem
either by modifying the standard and/or by teaching its contents.
> if the SOS does not stipulate a key requirement,
the EWT manager should include the new requirement in the
standard and then train the operators accordingly. Next, once
the required level of quality has been achieved for the
customer, a project to define a counter-measure may be
implemented. This will involve a modification to the procedure
or implementation of a more robust product-process.
Standardization and improvement
Although standardization is the base of the procedure, it is never
necessarily complete.
On the one hand, a standard must evolve, for example to remain
in line with upgrades to the Work Station (re-organization, new
appointments). On the other hand, the standard will change based
on quality incidents not accounted for in the initial procedure.
Such improvements to the standard may in turn prompt a
modification to the process operation sheet or to the product
and technical standards (cf. diagram below) through engineering
projects and knowledge transfer.
11
ßlCs fjBgÐCPsB
Oá¶áÀ ÅkPÏÀ Ó ßlCs jBgÐCPsB
lB àPâC¡jCÐ ,éãÓB :fjBf Oá¶áÀ ÅkPÏÀ ßÓj kI àËá»PrÌ káUACQ fjBgÐCPsB
Bkâl ,gICâàÌ uÚCÀ fjBgÐCPsB ØÇásÔI ÅÔz`Ì OeCs ªÔåÐ àÄgåÏÀBkåM
,gÐkIàÌ jC¿I ßjCÀ OrM ¾â jf Bj ØICvÌ gÏâDk¸ ¾â ,CÚjÔQBkMB ØËÚ
.ydvÌ àÐCÌl jf gÏâDk¸ ÎâkQ GsCÏÌ ÅCTÌ ÍBÔϬI
ÅkPÏÀ Ó gwCIàÌ Oá¶áÀ ×gÏÏÀ ÎáË~Q ÎáÈÓB fjBgÐCPsB ØÀ àÞCXÐD lB
OrâCIàÌ ,fkáÄ jBk¼ ØÐBlÓj ØÌCÐkI jf OrâCIàÌ ×gw fjBgÐCPsB £âBkw
.gwCI NBk¶Ð ØáÇÀ pkPsf jf Ó jCáPeB jf
àÇeBf ßCÚØsÓkM lB à¿â CI £HQkÌ ØÀ ßfjÔÌ à¼C¶QB Ø¿áÐCÌl ,×Óä¬I
gâCI ,gÚfàÌ bj (. . . Ó ßmáÌD ÂÐj ,ßjC¿wÔY ,àPsf GzÐ) gwCIàÌ
.fÔw ydvÌ ,OsB ×fÔI ×gÏÏÀ Îáá¬Q fBkâB lÓkI jf ØÀ àâCÚkPÌBjCM
ÆáÇ`Q ÎáË~Q ,fÔvÐ OâC®j xCdwB ÉCËQ ÎáI gaBÓ fjBgÐCPsB ¾â kÄB
CI ໤ÏÌ ØrâC»Ì ¾â ÍC¿ÌB Bkâl ,fÔI gÚBÔe Æ¿vÌ fBkâB Øvâj
fÔYÓ fBkâB Øvâj Îáá¬Q jÔ¨ÏÌ ØI ,ÅÔH¼ ÆIC¼ Ó ×gw ØPeCÏw à¬YkÌ
Ó gÏâDk¸ ¾â ÉCXÐB Oá¶áÀ ×gÏÏÀ ÎáË~Q ,fjBgÐCPsB ÎâB kICÏI .fjBgÐ
ydvÌ fjBgÐCPsB .gwCIàÌ ÍCÌABÔQ NjÔ{ ØI ,ãCI ¾râj CI fjBÔÌ Îáá¬Q
¾â jf FÔÇ¤Ì Oá¶áÀ ØI Ígásj ÎáË~Q OÙY àÇ{B ßCÚlCáÐ ×gÏÏÀ
.gwCIàÌ NCáÇË®
EWT kâgÌ ,fÔw ×fBf yádvQ ج¤¼ ¾â jf ßnCPÐÔÌ fBkâB ¾â kÄB
àsjkI ÍD lB qM Ó gÏÀàÌ BgáM ÍCÏáË¥B fjBgÐCPsB Ígw OâC®j lB
:káe Câ OrÚ SOS jf ßgáÇÀ ØP¿Ð ¾â fCXâB ØI ßlCáÐ CâD ØÀ gâCËÐàÌ
ÆáÈf Øs ,gwCI ×gw _âkzQ SOS jf ßgáÇÀ ØP¿Ð kÄB ÅCa <
:OsB _á¡ÔQ ÆIC¼ fBkâB @CvÏÌ OÙY
,OsB ×gáËٶРBj ßgáÇÀ ØP¿Ð jÔQBkMB å 1
,OsB ×fk¿Ð ÆË® ßgáÇÀ ØP¿Ð pCsBkI jÔQBkMB å 2
.OráÐ kUÒÌ Ó Ê¿`Ì à¸CÀ ×lBgÐB ØI ßgáÇÀ ØP¿Ð å 3
Æ¿vÌ «¸j ØI OHrÐ ÂÐjf àI OrâCIàÌ EWT kâgÌ ,fjBÔÌ àÌCËQ jf
.ÊáÚC¶Ì tlÔÌD CI Ø] ,fjBgÐCPsB káá²Q ØÇásÔI Ø] .gâCËÐ ÉBg¼B
OrâCIàÌ jCÀfCPsB ,OsB ×fk¿Ð _âkzQ Bj ßgáÇÀ ØP¿Ð SOS kÄB <
ØåI ÍD pCsB kI Ó gÏÀ ظC¡B fjBgåÐCåPsB ØåI Bj ßgåâgåY ßgáÇÀ ØåP¿Ð
fjBgåÐCPsB k¨Ð fjÔÌ _¤s ØÀ àÌCÃÏÚ ,qLs .gåÚf tlÔÌD CÚjÔQBkåMB
¾åâ ßBkåYB Ó Îåáá¬Q ØåI lCåáÐ OsB οËÌ ,gw ÎáÌACåQ ßkPvÌ ßBkåI
lB Câ fÔw àÏáIlCI gåâCåI gÏâDk¸ GáQkQ ÎâB ØI .gwCI ÎâmÃâCåY Æåa ×Bj
.ffkÄ ×fC¶PsB ßkQ ÊXrÏÌ Ó kQkUÒÌ gáÈÔQ å tlBfkM tÓj
fÔHÙI Ó ßlCs fjBgÐCPsB
éCÌÓmÈ ×CÃ\áÚ àÈÓ ,OsB gÏâDk¸ pCsB Ó ØâCM ßlCs fjBgÐCPsB Ø] kÄB
.gwCIàËÐ ÆÌCÀ
ÅCTÌ ßBkI) gICâ جsÔQ kËPrÌ jÔ¤I OrâCIàÌ fjBgÐCPsB ´k¥ ¾â lB
àÚgÐCÌlCs ÍCÌl jf ãCI _¤s jf à¶áÀÓ àËÀ £âBkw ÍgÐCÌ à¼CI ßBkI
.(k¨Ð fjÔÌ ßjCÀ ×CÃPrâB jf gâgY jCÀ ßÓkáÐ ÉBgdPsB Câ CÚÓkáÐ fgXÌ
ªÓkw ßBgPIB jf ØÀ à¶áÀ ßCÚfBgâÓj pCsB kI fjBgÐCPsB ,kÃâf ´k¥ lB
.fkÀ gÚBÔe káá²Q ,OsB ×gvÐ ×gâf gÏâDk¸
àÏáIlCI GYÔÌ fÔe ØIÔÐ ØI OsB οËÌ ,fjBgÐCPsB jf àâCÚfÔHÙI ÎáÏ]
Ó àsgÏÙÌ ßCÚ×nÓkM ºâk¥ lB Câ ,×gw NCáÇË® gÏâDk¸ ßCÚØÄkI jf
.gÐÔw àϸ ßCÚfjBgÐCPsB Ó gáÈÔQ jf àÏáIlCI GYÔÌ ,uÐBf ÅC»PÐB
 RECOMMENDATION Øååâkåå¨åÐ
ØP¸kváM ×nÓkM àsgÏÙÌ ×nÓkM / ØÐCejCÀ àsgÏÙÌ ×CÄjCÀ OâkâgÌ
Advanced project engineering Plant / Project engineering Workshop management

P/S P/S P/S

Tech POS SOS

A Std D A D A D

C C C

Knowledge management CÚØPrÐBf OâkâgÌ

×gÏâD jf CÚØPrÐBf ÅC»PÐB ßBkI ßÔ¼ ßBØâCM :ßjCÀ ×CÃPrâB jf ßlCs fjBgÐCPsB
Standardization at the Work Station: a robust base for future knowledge transfer

Key standardization players ßlCs fjBgÐCPsB jf ßgáÇÀ ßCÚu»Ð

Role of the EWT manager EWTkâgÌ u»Ð

The EWT manager is the main standardization operative. By
reference the Process Operation Sheets (POS), his role is to:
define, in conjunction with the operators and EWT managers
of the other shifts, the best procedure to be applied at a given
moment;
draw up the « Standard Operation Sheets» (SOS) for the
various stations in his EWT;
apply the SOS for each of the stations in his unit;
initiate the training process for the Work Station operators
before handing over to the level U operators;
ensure that the operators continuously observe the applicable
standard by regularly checking the stations (EWT and by day);
improve the standard, in particular by means of « Kaizen »
(cf. chapter 2);
implement the high-priority actions defined with the workshop
manager in order to advance with the Standardization strategy
in the EWT Book.
pCsB kI .OsB ßlCs fjBgÐCPsB jf àâBkYB fk¸ ÎâkQàÇ{B jCÀfCPsB
:OsB kâl ^kvI ßÓ u»Ð ,(POS) NCáÇË® gÏâDk¸ ßCÚØÄkI
CåI ,ydvÌ ÍCåÌl kåÚ jf gÏâDkå¸ ßBkåYB ßBkåI tÓj ÎåâkåPÙI Îáá¬Q
;CÚO¶áw kâCs EWT ÍBkâgÌ Ó CÚjÔQBkMB ßjC¿ËÚ
ßjCåÀ ßCÚ×CÃPrâB ßBkI ,(SOS) NCåáÇË® fjBgåÐCPsB ßCÚØåÄkåI ÊáskQ
;fÔe EWT jf µÇPdÌ
;fÔe gaBÓ jf CÚ×CÃPrâB lB ÉBgÀ kÚ ßBkI SOS ßBkYB
ÆâÔ`Q lB ÆH¼ ,ßjCÀ ×CÃPrâB ßCÚjÔQBkMB ßBkåI tlÔÌD gÏâDk¸ ßkåHÚBj
; U _¤s ßCÚjÔQBkMB ØI
pCsB kåI CÚjÔåQBkåMB £sÔQ NCåáÇË® ÉCåXåÐB O`{ lB ÍCÏáË¥B ,ÅkåPÏÀ
; EWT jf CÚ×CÃPrâB ØÐBlÓj ʨÏÌ gâflCI CI ,fjBgåÐCPsB
;(2Æz¸) <ÍmâCÀ> ÊáÚC¶Ì pCsB kI xÔzdI ,fjBgÐCPsB fÔHÙI
Îáá¬Q ×CÄjCÀ kåâgåÌ ßjC¿ËÚ CåI ØÀ ãCåI OâÔåÈB CåI ßCÚOáÈC¬¸ ßBkYB
jf ØÀ ßlCs fjBgÐCPsB ßoåQBkåPsB pCsB kåI O¸kváM jÔ¨ÏÌ ØåI ,×gw
.OsB ×gÌB EWT FCPÀ

Role of the workshop manager ×CÄjCÀ kâgÌ u»Ð

For standardization, the main role of the workshop manager is to:
organize the deployment of the standards, in particular within a
project context;
validate the standards;
ensure that the Work Station monitoring system is robust;
check the Work Station regularly (once a week and by
workshop manager);
identify the high-priority actions in order to coordinate the
advance of the EWTs along the standardization strategy in the
EWT Book, and assist them in implementing these actions.
:OsB kâl ^kvI ×CÄjCÀ kâgÌ àÇ{B u»Ð ,ßlCs fjBgÐCPsB xÔze jf
¾â GÈC¼ jf xÔzdI ,CÚfjBgåÐCPsB ßkáÄjCå¿I Ó jBk»åPsB àÚgÐCÌlCås
;×nÓkM
;CÚfjBgÐCPsB ØI ÍgávdI jCHP®B
ßjCåÀ ßCåÚ×CÃåPrâB àåQjC¨åÐ ßCÚÊåPrás _á`{ fk¿ÇË® lB ÍCÏáË¥B
;(ÍCPskMks Ó ÍBjCÀfCPsB fk¿ÇË®)
;(×CÄjCÀ kâgÌ ØÇásÔI Ó ØP¶Ú jf jCH¿â) ßjCÀ ßCÚ×CÃPrâB ʨÏÌ ÅkPÏÀ
O¸kváM jf àÃÏÚCåËÚ jÔå¨ÏÌ ØåI ãCåI OâÔåÈÓB CI ßCÚOáÈC¬¸ àÞCsCÏw
EWTFCPÀ jf ×gw kÀh ßlCs fjBgÐCPsB ßoQBkPsB pCsB kI CÚ EWT
.CÚOáÈC¬¸ ÎâB ßkáÄjC¿I jf CÚ EWT CI ßjC¿ËÚ Ó

12

STANDARDIZATION
Role of the department manager
and plant management
For standardization, the main role of plant management is to:
ensure that the right conditions for the continued
implementation of the standard are in place (recruitment times
including training time…);
check compliance with standardization principles (training of
operators ensured by EWT manager…);
ensure that resources necessary for compliance with standards
are in place and operate on a daily basis;
organize project standardization by ensuring knowledge transfer
from current practices.
The Standardization
« dimension »
Standardization is the keystone of the SPR system and is therefore
the first measure to be applied, in conjunction with the 5S method
and Basic Skill Training. Rigorous standardization is the base for
the quality and ergonomics of other improvement processes,
whether JIT, Kaizen or TPM.
1. Basic Skill Standardization
Basic Skill Training ensures that the operators execute the right
gesture. Along with the 5S method, Basic Skill Training ensures
that the operator is capable of implementing the standard in
compliance with the QCDHRE constraints.
2. Standardization and Kaizen
The standard defines the best method to conduct an operation
« at a given moment ». The procedure can always be improved,
in particular during the Kaizen 2-day and Kaizen 2-hour projects.
In this case, the SOS concerned and the training programme for
the operators are updated as part of the Kaizen procedure.
3. Standardization and Quality Management
Compliance with the SOS guarantees the quality of the
manufacturing operation. The dynamics of continued
improvement to the standard depend to a large extent on the
overall problem resolution procedure conducted during the daily
quality operations. In other words, the resolution of a problem
may prompt a modification to the SOS.
4. Standardization and Just-in-Time
Compliance with the standard within the time alloted ensures
compliance with the associated delivery times i.e. delivery of the
part to the next process or completion of all required tasks at
the designated time. Furthermore, the JIT projects, which focus
on process flow times and on the restructuring of manufacturing
lines and Work Stations, often lead to modifications to the Work
Station, which in turn leads to a modification to the
corresponding SOS sheet.
13
ßlCs fjBgÐCPsB
ØÐCejCÀ OâkâgÌ Ó ÍCËQjCMf kâgÌ u»Ð
kâl ^kvI ØÐCejCÀ OâkâgåÌ àåÇå{B u»Ð ,ßlCås fjBgåÐCPsB xÔze jf
:gwCIàÌ
ßCÚÍCÌl) CÚfjBgÐCPsB kËPrÌ ßBkYB ßBkåI GsCÏÌ £âBkw lB ÍCÏáË¥B
;(. . . Ó tlÔÌD ßCÚÍCÌl Ó gâgY ßÓkáÐ ßkáÄjC¿I
Ó CåÚjÔåQBkåMB tlÔÌD) ßlCs fjBgåÐCåPsB ÅÔå{B Ígw ×fjÓDkåI ÅkPÏÀ
;(EWT kâgÌ £sÔQ ÍCÏáË¥B ÅÔza
ßBkI Élã «ååICååÏÌ ÍfÔååI CååáÙåÌ lB ,ØåÐBlÓj jÔå¤åI ,ÍCåÏáË¥B ÅÔza
;CÚÍD _á`{ ßBkYB Ó CÚfjBgÐCPsB ßlCs ×fjÓDkI
ÅCå»PÐB lB ÍCÏáË¥B ÅÔza CåI ×nÓkåM ßlCås fjBgåÐCåPsB àÚgåÐCåÌlCås
.ßjCY ßCÚOáÈC¬¸ lB CÚØPrÐBf
ßlCs fjBgÐCPsB < fCåå¬åIB >
ÎáÈÓB ÎâBkICÏI Ó OsB SPR ÊPrás ßCÏI àÇ{B ÂÏs ßlCs fjBgÐCPsB
OrâCIàÌ ,ØáÈÓB NjCÙÌ tlÔÌD Ó 5S tÓj CI ÆÌC¬Q jf ØÀ OsB ßjBmIB
àÌÔÐÔÄjB Ó Oá¶áÀ ØâCM Ó pCsB ,ßÔ¼ ßlCs fjBgÐCPsB ¾â .fÓj jC¿I
.gwCIàÌ TPM Ó Kaizen Ó JIT ÆÌCw CÚfÔHÙI kâCs
ØâCM NjCÙÌ ßlCs fjBgÐCPsB å 1
.gwCIàÌ CÚjÔQBkMB _á`{ Ék¸ ßBkYB lB ÍCÏáË¥B ,ØâCM NjCÙÌ tlÔÌD
ßBkYB àÞCÐBÔQ lB ÍCÏáË¥B ,ØâCM ßCÚNjCÙÌ tlÔÌD , 5S tÓj CI ×BkËÚ
.OsB QCDHRE OâC®j CI jÔQBkMB £sÔQ fjBgÐCPsB
( ÍmâCÀ ) kËPrÌ fÔHÙI Ó ßlCs fjBgÐCPsB å 2
Îáá¬Q ,ydvÌ àÐCÌl jf Bj NCáÇË® ÉCXÐB tÓj ÎâkPÙI ,fjBgÐCPsB
×nÓkM ÍCÌl NgÌ jf ×oâÔI ,OsB fÔHÙI ÆIC¼ ØváËÚ gÏâDk¸ .gÏÀàÌ
àwlÔÌD ØÌCÐkI Ó SOS ,OÈCa ÎâB jf .ØP®Cs Óf ÍmâCÀ Ó ×lÓj Óf ÍmâCÀ
.fÔwàÌ ßjÓDlÓj ØI ÍmâCÀ gÏâDk¸ lB àvdI ÍBÔϬI ,CÚjÔQBkMB ßBkI
Oá¶áÀ OâkâgÌ Ó ßlCs fjBgÐCPsB å 3
ßgáÈÔQ OáÈC¬¸ _á`{ ÉCXÐB ×gÏÏÀ ÎáË~Q , SOS ÆÌCÀ ÍfkÀ ×fjÓDkI
×fkPrÄ Ø¬sÔQ ØI ¢ÔÏÌ ,fjBgÐCPsB kËPrÌ fÔHÙI jf àâCâÔM .OsB
BkYB ØÐBlÓj àPá¶áÀ NCáÇË® jf ØÀ OsB Nä¿vÌ ÆáÇ`Q gÏâDk¸
ØI kXÏÌ OsB οËÌ ,Æ¿vÌ ¾â ÆáÇ`Q ,kÃâf NjCH® ØI .fÔwàÌ
.ffkÄ SOS jf àÏáIlCI
JIT ( Just-in-Time ) Ó ßlCs fjBgÐCPsB å 4
ÅÔz`Ì ÆâÔ`Q ØI kXÏÌ ,×gw ×fBf yázdQ ÍCÌl jf OáÈC¬¸ ¾â ÉCXÐB
ÆáË¿Q Câ Ó ßg¬I gÏâDk¸ ØI ج¤¼ ÆâÔ`Q CI ,fÔwàÌ k¨Ð fjÔÌ ÍCÌl jf
,ÍD kI ×Óä® .×gw ØP¸kÄ k¨Ð jf ÍCÌl jf ×gw ØPsBÔe ßCÚOáÈC¬¸ ØËÚ
¢Ô¤e ßlCslCI Ó gÏâDk¸ ÍCâkY ßÓj kI mÀkËQ ØÀ JIT ßCÚ×nÓkM jf
×CÃPrâB jf káá²Q OËs ØI GdzB ,OsB ßjCÀ ßCÙÚCÃPrâB Ó ßgáÈÔQ
.gw gÚBÔe SOS káá²Q ØI kXÏÌ OâCÙÐ jf ØÀ fÔwàÌ OâBgÚ ßjCÀ
 ØÐBlÓj ßkQkI
DAILY EXCELLENCE

tkPrÄ
´BgÚB jBk»PsB Ó
NCáÇË® Øv»Ð Ó

Deployment
of objectives
and action
plans
Just-in-Time .4
jf OeCs S®CI SOS CI ºIC¤Q
Oá¶áÀ ÅkPÏÀ .3 .fÔwàÌ k¨Ð fjÔÌ ÍCÌl
NCáÇË® Oá¶áÀ SOS CI ºIC¤Q
.gÏÀàÌ ÎáË~Q Bj gáÈÔQ 4. Just-in-Time

3. Quality control JIT Compliance with the SOS

enures that manufacturing
Compliance with the SOS times are met
guarantees the quality of the
production operation

ßfCáÏI ßCÚNjCÙÌ tlÔÌD .1
OâÔ»Q S®CI CÚNjCÙÌ ÎâB tlÔÌD
.fÔwàÌ CÚfjBgÐCPsB ÅkPÏÀ
A D
1. Basic Skill Training
Basic Skill Training reinforces
control of the standard
QC TPM
2. Kaizen
Once the SOS has been drafted,
it should be improved by the
Kaizen 2 Hour et 2 Day projects
P Kaizen ÍmâCÀ .2
ÍmâCÀ ßfCáÏI ßCÚNjCÙÌ tlÔÌD £sÔQ gâCI ,gw ØPwÔÐ SOS Ø¿áÐCÌl
C ßjCÀ ×CÃPrâB ßlCs fjBgÐCPsB fÔHÙI ØP®Cs 2 Ó ×lÓj 2 Kaizen
Kaizen .gÏÀ BgáM
Basic Skill Training
Work Station
Standardization (WSS)

14

Kaizen: continuous improvement
Progress through Kaizen
Kaizen or Breakpoint:
There are two paths to progress:
> Breakpoint progress: a significant change: expenditure on
new lines, technological innovations, organizational change.
There are significant progress results if successfully
implemented and if the cost-benefit ratio is effectively
determined. Usually initiated when new production lines are
commissioned, and usually coordinated by the engineering
function rather than the manufacturing function.
> Kaizen (or continuous improvement): consists in constantly
making improvements in « small increments », without
necessarily incurring heavy expenditure. Coordinated by the
manufacturing function with the assistance of support functions,
Kaizen is based on close observation of the shop floor in order
to find concrete improvements that can be implemented in the
short term.
The two modes of progress are not incompatible; they are, in fact,
perfectly complementary provided effective knowledge
management is ensured, i.e. improvements made by the
manufacturing departments and the level of performance obtained
are taken into account by the engineering departments when
designing new industrial facilities.
O¸kváM
Progress
ßBØÇåM fÔåHÙI
Breakpoint
ÍCååÌl
Time
ßBØÇåM fÔåHÙI
Breakpoint Progress
gwCIàÌ ydvÌ ÍCÌl jf ,NCáÇË® ¾â ÉCXÐB tÓj ÎâkPÙI ,fjBgÐCPsB µâk¬Q .ßjCÀ ×CÃPrâB jf àÞBkYB kËPrÌ fÔHÙI àϬâ ÍmâCÀ , SPR ÉÔÙ¶Ì jf
. fÔw ßjÓDlÓjØI Orâl £á`Ì Ó àÌÔÐÔÄjB ,àÏËâB ,ÆâÔ`Q ,ØÏâmÚ ,Oá¶áÀ SaCHÌ jf éCHQkÌ ÍD lB qM OrâCIàÌ Ó
In the SPR context, « Kaizen » means continuous improving the performance of the Work Station. The standard defines the best way to
perform an operation « at a given moment » and should therefore be regularly updated in terms of Quality, Cost, Delivery, Safety, Ergonomy
and Environment.
15
kËPrÌ fÔHÙI : KAIZEN
ÍmâCÀ ؤsBÔI O¸kváM
:ßBØÇM fÔHÙI Câ kËPrÌ fÔHÙI
:fjBf fÔYÓ O¸kváM ×Bj Óf CXÏâB jf
:ßBØÇM fÔHÙI ºâk¥ lB O¸kváM <
,gâgY gáÈÔQ ¢Ô¤e fCXâB OÙY ÍfkÀ ØÏâmÚ ÆTÌ àÇÀ káá²Q ¾â
ydvÌ àQjÔ{ jf fÔHÙI WâCPÐ .àÐCÌlCs NBkáá²Q Ó àϸ ßCÚßjÓDÔÐ
jf .gÐÔw BkYB ßmáÌD OỸÔÌ NjÔzI ØÀ fÔI gÏÚBÔe jBfàÏ¬Ì Ó
NjÔzI (cost-benefit ratio) fÔs ØI ØÏâmÚ bkÐ OrâCIàÌ ÎË¡
,gâgY ¢Ô¤e ßlBgÐB×Bj ÍCÌl jf éãÔË¬Ì .gwCI ×gw Îáá¬Q ßjBfàϬÌ
.gwCIàÌ ßgáÈÔQ ßCÚgaBÓ lB kPváI àsgÏÙÌ ßCÚgaBÓ u»Ð
: ( ÍmâCÀ ) kPËrÌ fÔHÙI <
ÍÓgI (¾]ÔÀ ßCÚuÙY jf) jBgâCM ßCÚfÔHÙI fCXâB lB OrQjCH®
ßjC¿ËÚ CI OeCs ÆÌBÔ® £sÔQ ÍmâCÀ .ÎáÃÏs ßCÚØÏâmÚ ÆáË`Q
µÀ NBgÚCvÌ ßÓj kI ÍmâCÀ pCsB .ffkÄàÌ BkYB ÍCHáPvM ÆÌBÔ®
×CQÔÀ ÍCÌl jf BkYB ÍC¿ÌB ØÀ ,fÔHÙI ¢C»Ð àâCsCÏw jÔ¨ÏÌ ØI ×CÄjCÀ
.OsB ×gw CÏI ,gÐjBf Bj
ÎáË~Q uÐBf kUÒÌ OâkâgÌ ,Óf ÎâB ÎP¸kÄ jBk¼ ÆË¿Ì ºâk¥ lB «¼BÓ jf
fÔHÙI Ó BkYB ßgáÈÔQ ßCÚgaBÓ ØÇásÔI ØÀ àÞCÚfÔHÙI ÅCTÌ ßBkI .fÔwàÌ
àaBk¥ ÍCÌl jf àsgÏÙÌ ßCÚgaBÓ ×fC¶PsB OÙY ,fÔwàÌ Æ{Ca
.gÐÔwàÌ ×fkI jC¿I gâgY àP¬Ï{ NCÐC¿ÌB
O¸kváM
Progress
ÍmâCÀ
Kaizen
ßBØÇåM fÔåHÙI
Breakpoint
ÍCååÌl
Time
ÍmâCÀ Ó ßBØÇM fÔHÙI ºá¶ÇQ lB kPváI ×kÙI
Additional gains by combining Breakpoint and Kaizen

SPR Management Book
« Kaizen and Productivity »
Whereas standardization places the focus on quality, « Kaizen »
places the focus (though not exclusively) on productivity.
By group analysis of Work Stations, the « Kaizen » method
searches for ways of eliminating waste, i.e. time-consuming
operations without any added value, e.g. waiting time, unnecessary
gestures and movements. Adjustments to the Work Station
subsequent to a Kaizen project should generally result in a
significant improvement to several QCDHRE performance
indicators.
« Kaizen and improvements to
ergonomy and safety »
Work station ergonomy is essential for productivity and quality
control. Another objective of the « Kaizen » strategy, therefore,
is to improve ergonomy by eliminating bad postures, tiresome
efforts and safety critical risks (falls, hits, cuts, splashes, burns,
noise, etc.). Whatever the case, even if the objective of the Kaizen
project is to increase productivity, satisfactory work conditions
should never be undermined. At the end of a given project, all
modified stations are evaluated and rated to ensure the
improvements are effectively implemented. The minimum
requirement is that the satisfactory working conditions at the
Work Station remain intact.
Different types of Kaizen
Kaizen is always applied according to a well-defined set of rules.
The Kaizen projects, defined by the plant department and passed
onto the workshops, are selected and programmed according to
an annual schedule in order to improve productivity and / or
working conditions at the stations. Work stations requiring a
Kaizen project are then selected according to the results
expected within a general progress plan.
There are several types of Kaizen depending on the type of
station to be improved. However, all Kaizen projects are
conducted according to the following routine:
assess the current situation, through actual observation of the
station and standards;
determine the progress objective to be attained;
determine the actions conducive to achieving the objective;
implement all actions identified, if necessary with the assistance
of the support functions.
A successful project requires group work and full transparency,
i.e. all project operatives should be informed beforehand on the
target objectives to be attained.
SPR OâkâgÌ FCPÀ
< ßjÓ ×kÙI Ó ÍmâCÀ >
<ÍmâCÀ> ,fjBf mÀkËQ Oá¶áÀ S`I ßÓj ßlCs fjBgÐCPsB Ø¿áÈCa jf
.OsB mÀkËPÌ (ëBkz`ÏÌ ØÐ gÏ] kÚ) ßjÓ×kÙI ßÓj
,<ÍmâCÀ> tÓj lB ×fC¶PsB CI Ó ,ßjCåÀ ßCÚ×CÃåPrâB àÚÓkÄ ÆáÇ`Q CåI
O¼Ó ´k{ ÅCTÌ ÍBÔÏ® ØI ,ffkÄàÌ ÔY Ó OrY CÚ´äQB ´ia ßCÚ×Bj
,jC¨PÐB ÍCÌl ÆÌCw ,gÐjBgÐ ßB×fÓm¸B tljB ØÐÔÄ [áÚ ØÀ àQCáÇË® OÙY
,ÍmâCÀ ×nÓkM ¾â ßBkYB G¼C¬PÌ .ßjÓk¡ ká³ ßCÚàÞCXICY Ó NCÀka
ßCÚyeCw kâCs jf ßjBfàÏ¬Ì ßCÚfÔHÙI ,àÇÀ NjÔzI OrâCIàÌ
.fÔw ØXáPÐ QCDHRE àâBkYB
< àÏËâB Ó àÌÔÐÔÄjB jf fÔHÙI Ó ÍmâCÀ >
ßjÓk¡ Oá¶áÀ ÅkPÏÀ Ó ßjÓ ×kÙI º»`Q ßBkI ,ßjCÀ ×CÃPrâB àÌÔÐÔÄjB
´ia lB ÍBÔQàÌ ,<ÍmâCÀ> ßoQBkPsB lB àwCÐ ´BgÚB kÃâf lB .gwCIàÌ
àÏËâB àÐBk`I NBk¥CdÌ Ó ×gÏÏÀ ØPre ßCÚä»Q ,jCÀ GsCÏÌCÐ NãCa
.fkI ÉCÐ (. . . Ó Bg{ Ó ks ,àÃPeÔs ,ÍgáwCM ,OaBkY ,´fCzQ ,¢Ô»s)
àDzw OâC¡j ,OsB ßjÓ×kåÙI uâBmå¸B ÍmåâCÀ ×nÓkåM ´gåÚ gÏ] kåÚ
ÉCËQ OrâCIàÌ ,ÍmâCÀ ×nÓkM ¾â ÍCâCM jf .fÔw ØP¸kÄ k¨Ð jf OrâCIàÌ
ßBkYB lB CQ gÐÔw àICâljB ,×gw ÅCË®B CÙÐD jf NBkáá²Q ØÀ àâCÚ×CÃPrâB
Osf ,lCáÐ fjÔÌ ØPsBÔe ƼBga .ÊáÏÀ Æ{Ca ÍCÏáË¥B NBkáá²Q kUÒÌ
ßjCÀ ßCÚ×CÃPrâB jf jCÀ àDzw OâC¡j Oá¬¡Ó ÍgÐCÌ à¼CI ×fjÔdÐ
.gwCIàÌ
ÍmâCÀ µÇPdÌ ªBÔÐB
×fkI jC¿I ,gÐB×gw µâk¬Q _á`{ ØÀ àÏáÐBÔ¼ pCsB kI ×jBÔËÚ ÍmâCÀ
ØI Ó fÔwàÌ µâk¬Q ØÐCejCÀ kâgÌ £sÔQ ØÀ ÍmâCÀ ßCÚ×nÓkM .fÔwàÌ
Ó ×gw FCdPÐB ØÐCáÈCs ÅÓgY ¾â ºIC¤Ì ,gsjàÌ ßgáÈÔQ ßCÙÏÈCs
ßjCÀ ×CÃPrâB ¾â jCÀ £âBkw fÔHÙI Câ / Ó ßjÓ×kÙI fÔHÙI OÙY
kI ,ÍmâCÀ ×nÓkM ØI ßjCÀ ßCÚ×CÃPrâB ßgÏÌlCáÐ .fÔwàÌ ßmâjØÌCÐkI
Îáá¬Q ,O¸kváM àÌÔË® ßCÚØÌCÐkI Åäe jf ×gÌD OsgI WâCPÐ ºH¥
.ffkÄàÌ
jBk¼ ØÀ fjBf àÚCÃPrâB ªÔÐ ØI àÃPrI ØÀ fjBf fÔYÓ ÍmâCÀ µÇPdÌ ªBÔÐB
kI ÍmâCÀ ßCÚ×nÓkM ÉCËQ ,ÅC`ÏâB CI .fkâiM NjÔ{ ÍD jf fÔHÙI OsB
:gÐfkÄàÌ ßkHÚBj kâl ØâÓj ºH¥
;CÚfjBgÐCPsB Ó CÚ×CÃPrâB àÇË® NBgÚCvÌ Ø¤sBÔI ßjCY £âBkw àICâljB
;fÔw Æ{Ca gâCI ØÀ àP¸kváM ´gÚ Îáá¬Q
;´gÚ ØI ÎP¸Câ Osf OÙY gÏÌfÔs ßCÚOáÈC¬¸ ÍfkÀ Îáá¬Q
ÍCåHáPvM ßCÚgaBÓ ßjC¿ËåÚ CåI ×gw Îá¬Ì ßCÚOáÈC嬸 ÉCËQ ÆåáË¿Q
.ÉÓmÈ NjÔ{ jf
ÅCTÌ ÍBÔÏ® ØI ,fjBf Oá¸C¶w Ó àÚÓkÄ jCÀ ¾â ØI lCáÐ º¸ÔÌ ×nÓkM ¾â
àICáPsf ÆIC¼ Ó àÏá® ´BgÚB lB uáMCváM jÔ¤I gâCI ×nÓkM ÆÌBÔ® ÉCËQ
.gÏwCI ×CÄD
16

KAIZEN: continuous improvement
The 2-day Kaizen and associated Kaizens
The two day Kaizen (K2D) is a method for improving
workstations that perform repetitive operations. This means
improvements are implemented within a well-defined perimeter
(more than one station) and within a well-defined period of two
days.
A K2D project is conducted in a group context. It is coordinated
by the EWT manager and should involve all the EWT operators
and support functions concerned (maintenance, engineering,
logistics, quality…). The objective is to meet the improvement
objectives set out at the beginning of the project. Concerning the
proposals identified for a K2D project, the EWT manager should
always prioritize those proposals that can be implemented during
the two day cycle. Certain actions identified may require the
expertise of the engineering or logistical functions… however
responsibility for their implementation lies with the EWT
manager, who must ensure that the objectives set in the K2D
projects are effectively attained.
Although the focus of the K2D projects is on manual Work
Stations, they can be extended to cater for the specific
imperatives of other activities and processes. For example:
the automated line Kaizen is applied to improve automated
Work Stations in sectors such as machining and bodywork
lines. Its scope may be extended (e.g. all stations on one
machining line), however the same K2D principles will always
be adopted,
the logistics Kaizen is applied to improve transport operations
(loading, unloading...),
finally, there exists an overall plant flow improvement procedure
specifically aimed at reducing throughput time. This is the
« Kaizen Just-in-Time » described in chapter 5.
« Two-Hour Kaizen »
The 2-hour Kaizen (K2H) follows the same pattern as the 2-day
Kaizen, however it is implemented over a period of two hours
and is confined to one station only. A K2H is organized on the
initiative of the EWT manager, who implements the process
along with the senior operator and the operators in charge of
the station concerned. The project is usually limited to optimizing
performance of the station (layout and sequence of operations).
In the specific case of an assembly line, following the completion
of several « Kaizen 2 Hour », the line is re-commissioned in
order to consolidate the productivity improvements.
ÍCååÌl gÏâDk¸ CI ×gw ÂÏÚCËÚ tÓj
Time Method Adapted to Process
immediate ßjÔåå¸ KAIZEN 2 Hour ØP®Cs 2 ÍmâCÀ
short term NgÌ ×CQÔÀ KAIZEN 2 Day ×lÓj 2 ÍmâCÀ
KAIZEN ÍmâCÀ
Automated lines ¾áQCÌÔQB ¢Ô¤e
KAIZEN Logistics ¾áPrXÈ ÍmâCÀ
17
kËPrÌ fÔåHÙI :ÍmâCÀ
ÍD CI ×BkËÚ ßCÚÍmâCÀ Ó ×lÓj Óf ÍmâCÀ
ßjCÀ ßCÚ×CÃPrâB fÔHÙI ßBkI tÓj ¾â ( K2D ) ×lÓj Óf ÍmâCÀ
ØÀ àÏ¬Ì ÎâB ØI .fÔwàÌ ÉCXÐB CÙÐD jf ßjBk¿Q NCáÇË® ØÀ gwCIàÌ
Ó (ßjCÀ ×CÃPrâB ¾â lB uáI) Îá¬Ì ëäÌCÀ ×fÓg`Ì ¾â jf ,CÚfÔHÙI
.fkáÄàÌ NjÔ{ ×lÓj Óf Ó Îá¬Ì ä
ë ÌCÀ àÐCÌl NgÌ jf
kâgÌ £sÔQ ×ÓkÄ ØÀ fÔwàÌ ×jBfB ×ÓkÄ ¾â ØÇásÔI K2D ×nÓkM ¾â
,NBkáˬQ) lCáÐ fjÔÌ ÍCHáPvM ßCÚÊáQ Ó CÚjÔQBkMB Ó ×gw ÂÏÚCËÚ EWT
.gÏPrÚ Æáef ÍD jf máÐ (. . . ¾áPrXÈ ,Oá¶áÀ ÅkPÏÀ ,àsgÏÙÌ
.gÐB×gw ydvÌ ×nÓkM ßBgPIB lB ØÀ OsB àÏá® ßCÚfÔHÙI º»`Q ,´gÚ
, K2D ×nÓkM ¾â ßBkI ×gw µâk¬Q ßfCÙÏváM ßCÚ^k¥ xÔzejf
gÐBÔPI CQ gÏÀ ßgÏIOâÔÈÓB Bj CÚ^k¥ ÎâB ØváËÚ gâCIàÌ EWT kâgÌ
OsB οËÌ ×gw µâk¬Q ßCÙPáÈC¬¸ .gÚf ÉCXÐB ×lÓj Óf ×jÓf jf Bj CÙÐD
ØÀ gÏ] kÚ .gÏwCI ØPwBf ¾áPrXÈ Câ àsgÏÙÌ ÆÌBÔ® yzdQ ØI lCáÐ
àϬâ .gwCIàÌ EWT kâgÌ ×gÙ®kI CÚOáÈC¬¸ ÎâB ßBkYB OáÈÔÝrÌ
ßCÚOáÈC¬¸ ´BgÚB ØI kUÒÌ àICáPsf lB OrâCIàÌ ØÀ àrÀ ÍCËÚ
.gÏÀ Æ{Ca ÍCÏáË¥B K2D ×nÓkM
àPsf ßjCÀ ßCÚ×CÃPrâB ßÓj kI K2D ßCÚ×nÓkM mÀkËQ Ø] kÄB
CÚOáÈC¬¸ ßBkI ,×oâÓ jÔPsf ¾â pCsBkI gÏÐBÔQàÌ CÚ×nÓkM ÎâB ,gwCIàÌ
:ÅCTÌ ÍBÔÏ® ØI .gÏICâ tkPrÄ CÚgÏâDk¸ Ó
,¾áQCÌÔQB ßjCÀ ßCÚ×CÃPrâB jf fÔHÙI ßBkI ,¾áQCÌÔQB ¢Ô¤e ÍmåâCåÀ
.gwCIàÌ ØåÐgåI gåáÈÔåQ ¢Ôå¤e Ó àÏáwCÌ ¢Ô¤e ÍÔ] àâCÚudI jf
ÉCËQ ÅCTÌ ÍBÔÏ® ØåI) gÏwCIàÌ Ø¬sÔåQ ÆåIC¼ ßjCåÀ ßCÚ×fÓg`Ì ÎåâB
K2D àÇ{B ÅÔ{B gÏ] kÚ ,(àÏáwCÌ £e ¾â jf ßjCåÀ ßCÚ×CåÃPrâB
,gwCIàÌ ÍCr¿â
ØåáÇdQ ,ßkáÄjCåI) Æ»Ð Ó ÆËa NCáÇË® fÔHÙåI ßBkåI ¾áPrXÈ ÍmåâCåÀ
,fÔwàÌ ØP¸kÄ jC¿I (. . . Ó
´gÚ Ó fjBf fÔYÓ ØÐCejCÀ «ÌCY ÍCâkY fÔåHÙI gåÏâDkå¸ ¾â ,OâCÙÐ jf
<ÉCåÃÏÙI ÍmåâCÀ> ØÀ gwCIàÌ àåÚflCåI ÍCåÌl uÚCåÀ ,xCe jÔ¤I ÍD
.×gw ×fBf _á¡ÔQ 5 Æz¸ jf Ó fjBf ÉCÐ (Kaizen Just-in-Time)
ØP®Cs Óf ÍmâCÀ
kÚ ,fjBf ×lÓj Óf ÍmâCÀ CI ØICvÌ ßÔÃÈB ¾â ( K2H ) ØP®Cs Óf ÍmâCÀ
×CÃPrâB ¾â jf CÙÏQ Ó ØP®Cs Óf àÐCÌl ×jÓf ¾â jf BkYB ßBkI ØÀ gÏ]
ØÀ OsB ×gw àÚgÐCÌlCs EWT kâgÌ £sÔQ K2H ¾â .ffkÄàÌ BkYB
,k¨Ð fjÔÌ ×CÃPrâB jf ÅÔÝrÌ ßCÚjÔQBkMB kâCs Ó gwjB jÔQBkMB ×BkËÚ ØI
fÓg`Ì ×CÃPrâB àÞDjCÀ ßlCs ØÏáÙI ØI ëãÔË¬Ì ×nÓkM .gâDàÌ jf BkYB ØI
,nCPÐÔÌ £e ¾â xCe OÈCa jf .(CÚOáÈC¬¸ àÈBÔQ Ó àÞCËÐCY) ffkÄàÌ
×jCIÓf nCPÐÔÌ £e ,<ØP®Cs Óf ÍmâCÀ> ÎâgÏ] ÆáË¿Q ÅCHÐf ØI
.gÏÀ OáHTQ Bj gáÈÔQ jf fÔHÙI CQ ×gw ßlBgÐB ×Bj
fÔw ÆáÇ`Q gâCI ØÀ àPáÈC¬¸
Activity to be Analyzed
Cyclic operations ßBØek] NCáÇË®
Cyclic operations ßBØek] NCáÇË®
All operations ¾â jf NCáÇË® ØáÇÀ
in an automated sector ¾áQCÌÔQB udI
Delivery flow ÅCsjB ÍCâkY
Key operatives in
the Kaizen strategy
Role of the EWT manager
For the Kaizen strategy, the main role of the EWT manager is to:
coordinate the K2D projects programmed in the annual schedule;
ensure that the EWT operatives are fully involved in the procedure;
implement the procedure in accordance with the standard process;
achieve the objectives set for each project;
regularly implement Kaizen 2-hour projects;
implement the high-priority actions defined with the workshop
manager to make progress according to the strategies of
delivery time control, cost reduction and working conditions
in the EWT book.
Role of the workshop manager
For the Kaizen strategy, the main role of the workshop manager is to:
define the annual deployment of the Kaizen 2-day projects
according to the productivity objectives and workshop working
conditions;
determine and indicate the objectives of the Kaizen 2-day project,
check that identified improvements are effectively implemented
(in particular those to be implemented outside the strict project
deadline), then measure the confirm the real savings;
ensure that the necessary resources are available for all scheduled
projects;
record the actions and ensure improvement found are applied
across the workshop;
identify high-priority actions for developing the skills of the
EWT with respect to flow and time control, cost reduction and
working conditions in the EWT book, then assist the EWTs in
implementing these actions.
Role of the support functions
For the Kaizen strategy, the quality, engineering, maintenance and
logistics functions join forces to facilitate technical analysis and
determine progress actions accordingly. For example, the logistics
function plays a key role in the Kaizen Logistics function. Participation
of maintenance staff is essential during the Kaizen Automated Line
projects. In addition, associated inputs contributes to knowledge
management of the measures implemented after a Kaizen project.
Role of the department manager
and of plant management
For the Kaizen project, the main role of plant management is to
ensure that:
the Kaizen project programme has been defined and that the
performance objectives indicated in the plant progress plan are
achieved;
the conditions necessary to implement the « Kaizen » project are
in place;
the personnel are effectively involved in the « Kaizen » project,
in particular the operators and support functions;
the philosophy of improvement is developing at all levels.
ÍmâCÀ ßoQBkPsB jf ßgáÇÀ ÆÌBÔ®
EWT kâgÌ u»Ð
:OsB kâl fjBÔÌ ÆÌCw EWT kâgÌ àÇ{B u»Ð ,ÍmâCÀ ßoQBkPsB jf
;ØÐCáÈCs ØÌCÐkI jf ×lÓj Óf ÍmâCÀ ßCÚ×nÓkM ÍfkÀ ÂÏÚCËÚ
;gÐkáÄjf jCÀ ÅBÓj jf ÆÌCÀ jÔ¤I EWT ÆÌBÔ® Ø¿ÏâB lB ÍCÏáË¥B
;gÏâDk¸ fjBgÐCPsB tÓj CI ºIC¤Q jf OáÈC¬¸ ßBkYB
;gÐB×gw àÏáIuáM ×nÓkM kÚ ßBkI ØÀ à¸BgÚB ØI àICáPsf
;ØP®Cs Óf ÍmâCÀ ßCÚ×nÓkM ʨÏÌ ßBkYB
µâk¬Q ×CÄjCÀ kâgÌ ßjC¿ËÚ CI ØÀ ãCI OâÔÈÓB CI ßCÚOáÈC¬¸ ßBkYB
ÅkPÏÀ ßCÚßoQBkPsB pCsB kI jCÀ O¸kváM ØÀ ´gÚ ÎâB CI ,gÐB×gw
×gÌD EWT FCPÀ jf ØÀ ßjCÀ £âBkw Ó ØÏâmÚ uÚCÀ ,ÅCsjB ÍCÌl
.fÔw ÉCXÐB ,OsB
×CÄjCÀ kâgÌ u»Ð
:OsB kâl fjBÔÌ ÆÌCw ×CÄjCÀ kâgÌ àÇ{B u»Ð ,ÍmâCÀ ßoQBkPsB jf
kI ,gÐÔw BkYB ØÐCáÈCs jÔ¤I gâCI ØÀ ×lÓj Óf ÍmâCÀ ßCÚ×nÓkM µâk¬Q
;×CÄjCÀ jf jCÀ £âBkw Ó ßjÓ ×kÙI ´BgÚB pCsB
Ø¿ÏâB àÏáIlCI Ó ,×lÓj Óf ÍmâCÀ ×nÓkM ´BgÚB ÍfkÀ ydvÌ Ó Îáá¬Q
xÔzdI) gÐÔwàÌ BkYB _á`{ Ó ÆÌCÀ jÔ¤I ,×gw ydvÌ ßCÚfÔHÙI
,(gÐÔwàÌ BkYB ×nÓkM ßgÏIÍCÌl ºá¼f ØÌCÐkI lB VjCe ØÀ àÚÓkÄ ÍD
;଼BÓ ßCÚØPeÓgÐB gáÞCQ fjÓDkI qLs Ó
,×gw ßmâjØÌCÐkI ßCÚ×nÓkM lCáÐ fjÔÌ «ICÏÌ Ø¿ÏâB lB ÍCÏáË¥B ÅÔza
;gÏwCI fÔYÔÌ
jf ,×gÌD OsgI ßCÚfÔHÙI Ø¿ÏâB lB ÍCÏáË¥B ÅÔza Ó CÚOáÈC¬¸ OHU
;gÐÔwàÌ ØP¸kÄ jC¿I ×CÄjCÀ ÉCËQ
CI EWT ßCÚNjCÙÌ uâBm¸B ßBkI ãCI OâÔÈÓB CI ßCÚOáÈC¬¸ µâk¬Q
ØÀ jCÀ £âBkw Ó ØÏâmÚ uÚCÀ ,ÍCâkY Ó ÍCÌl Êá¨ÏQ ÎPwBf k¨Ð jf
ÎâB ßBkYB ßBkI CÚ EWT CI ßjC¿ËÚ qLs Ó ,×gÌD EWT FCPÀ jf
.CÚOáÈC¬¸
àÐCHáPvM ÆÌBÔ® u»Ð
ßjBgÙÃÐ Ó NBkáˬQ ,àsgÏÙÌ ,Oá¶áÀ ßCÚOáÈC¬¸ ,ÍmâCÀ ßoQBkPsB jf
Ó gÐÔwàÌ àϸ ÆáÇ`Q ÆáÙrQ GYÔÌ kÃâgËÚ ßjC¿ËÚ CI ,¾áPrXÈ Ó
,ÅCTÌ ÍBÔϬI .gÏÏÀàÌ ydvÌ Bj ×gÐkI uáM ßCÚOáÈC¬¸ GáQkQ ÎâB ØI
C¶âB ¾áPrXÈ ÍmâCÀ OáÈC¬¸ jf ßgáÇÀ àv»Ð ¾áPrXÈ ßCÚOáÈC¬¸
×nÓkM ßBkYB NgÌ jf ßjBgÙÃÐ Ó NBkáˬQ udI fBk¸B OÀkw .gÏÏÀàÌ
ØI Æ{Ca ßCÚßfÓjÓ ,×Óä¬I .gwCIàÌ ßjÓk¡ ¾áQCÌÔQB ¢Ô¤e ÍmâCÀ
.gÏÀàÌ ¾ËÀ ,ÍmâCÀ ×nÓkM lB qM ×gw BkYB ßCÚÆa ×Bj uÐBf OâkâgÌ
ØÐCejCÀ OâkâgÌ Ó ÍCËQjCMf kâgÌ u»Ð
fjBÔÌ lB ÍCÏáË¥B ÅÔza ,ØÐCejCÀ OâkâgÌ àÇ{B u»Ð ,ÍmâCÀ ×nÓkM jf
:OsB kâl
O¸kváM ØÌCÐkI jf ØÀ àÞDjCÀ ´BgÚB Ó ×gw µâk¬Q ÍmâCÀ ×nÓkM ØÌCÐkI
;gÐB×gw Æ{Ca ,×gw ydvÌ ØÐCejCÀ
;OsB CáÙÌ ÍmâCÀ ×nÓkM ßBkYB ßBkI Élã £âBkw
CÚjÔQBkMB xÔzdI ,gÐB×fkÀ OÀkw ÍmâCÀ ×nÓkM jf ÅC¬¸ jÔ¤I ÆÏskM
;àÐCHáPvM udI Ó
.gwCIàÌ ^Ô¤s àÌCËQ jf جsÔQ ,O¸kváM ضrǸ
18

KAIZEN: continuous improvement
The « System » dimension
of Kaizen
Kaizen cannot be effectively implemented as a continuous Work
Station improvement strategy unless the perimeter to which it
applies has been standardized beforehand. Although the primary
objective of the Kaizen strategy is to improve the productivity
and ergonomy of one station or set of stations, it does have the
indirect result of improving production flow and production
quality.
1. Kaizen and standardization
The Kaizen project will have the effect of modifying the Work
Station concerned (layout, sequence of operations…), and as a
result both the standard operation sheets and Work Station
evaluations will have to be updated. This closing stage between
improvement and standardization is essential to ensure there is
no return to the previous situation and that a training support is
available for the operators.
2. Kaizen and Just-in-Time
An improvement to a Work Station during a Kaizen project will
make allowance for upstream and downstream part flow and for
the manner in which deliveries to the station are organized. The
result is that a Kaizen project will often contribute to improving
the process flow times, either directly by eliminating unnecessary
operations, or indirectly by improving the quality of the part
produced and hence any subsequent flow deviations. Conversely,
in the context of a JIT Kaizen (cf. chapter 5), analysis of the flow
in the plant may prompt a decision to implement a Kaizen 2-day
or 2 Hour project on a station where a potential for significant
process flow times savings have been identified.
3. Kaizen and TPM
A Kaizen project conducted on an set of Work Stations, in
particular on automated lines, should result in the elimination of
any prevailing malfunctions. This will have a positive impact on the
operational efficiency of the line concerned. On the other hand, a
TPM project, and in particular continued analysis of the causes of
non-operational efficiency may reveal the existence of a
downgraded machine and prompt the implementation of a Kaizen
project.
19
kËPrÌ fÔåHÙI :ÍmâCÀ
ÍmâCÀ <ÊPrás> fC¬IB
,ÍD ßBkYB lB ÆH¼ Ø¿ÏâB kÃÌ ,fjBgÐ fÔYÓ ÍmâCÀ kUÒÌ ßBkYB ÍC¿ÌB
,ffkÄ @BkYB ÍD jf ÍmâCÀ OsB jBk¼ ØÀ à¤á`Ì jf ßlCs fjBgÐCPsB
jf fÔHÙI fCXâB ,ÍmâCÀ ßoQBkPsB lB àâCÙÐ ´gÚ Ø] kÄB .fÔw ÉCXÐB
ßjCÀ ßCÚ×CÃPrâB Câ ×CÃPrâB ¾â jf jCÀ àÌÔÐÔÄjB Ó gáÈÔQ ßjÓ×kÙI
Oá¶áÀ Ó gáÈÔQ ÍCâkY fÔHÙI ßÓj kI máÐ àËá»PrÌká³ kUB ,gwCIàÌ
.fjBf gáÈÔQ
ßlCs fjBgÐCPsB Ó ÍmâCÀ .1
ÆÌCw) gwCIàÌ ßjCÀ ×CÃPrâB jf àsgÏÙÌ NBkáá²Q fCXâB ,ÍmâCÀ ×nÓkM
×CÃPrâB ßCÚàICâljB Ó SOS ØXáPÐjf Ó (. . . Ó OáÈC¬¸ kQBÔQ ,àÞCËÐ CY
ßlCs fjBgÐCPsB Ó fÔHÙI ÎáI ¾âfmÐ ¢CHQjB .fÔw lÓj ØI OrâCI máÐ ßjCÀ
Ó fÔI gÚBÔdÐ ÆH¼ OÈCa ØI àPvÄkI ØÀ gâCËÐ ÎáË~Q CQ OsB ßjÓk¡
.fÔwàÌ FÔr`Ì jÔQBkMB ßBkI máÐ pkPsf jf àwlÔÌD OâCËa ¾â
JIT (Just-in-Time) Ó ÍmâCÀ .2
jCP¸j káá²Q fCXâB ÍC¿ÌB ,ÍmâCÀ ×nÓkM ¾â ÅÔ¥ jf ßjCÀ ×CÃPrâB fÔHÙI
Câ OÈCa ¾â ÍfBf CI ,Bj g¬I Ó ÆH¼ ×CÃPrâB NC¬¤¼ ÆâÔ`Q Ó Øâi²Q jf
ØI ¾ËÀ ,ÍmâCÀ ×nÓkM ØXáPÐ GdzB .gÏÀàÌ ÊÚBk¸ kPváI ÆË® ßfBlD
ká³ ßCÚOáÈC¬¸ ´ia CI Câ ,fÔHÙI ÎâB .fÔwàÌ máÐ gÏâDk¸ ÍCâkY fÔHÙI
×gw gáÈÔQ ÅÔz`Ì Oá¶áÀ fÔHÙI CI ,Êá»PrÌká³ NjÔzI Câ Ó ßjÓk¡
àÇH¼ Ó ßg¬I NCÐCâkY NC¸Bk`ÐB lB ÉBgÀkÚ ,Ój ÎâB lB Ó fÔwàÌ Æ{Ca
×gÚCvÌ ( JIT ÍmâCÀ ) 5 udI jf Ø\ÐCÏ] ,kÃâf ´k¥ lB .fÔwàÌ ´ia
OsB οËÌ ,ØÐCejCÀ ¾â jf gáÈÔQ ÍCâkY ÆáÇ`Q ,fkÀ gáÚBÔe
,ØP®Cs 2 Câ ×lÓj 2 ÍmâCÀ ßBkYB ,ÍD ØXáPÐ ØÀ ffkÄ àËáËzQ ØI kXÏÌ
jf بaäÌ ÆIC¼ àÞÔY ظk{ ßBkI ×Ô»ÈCI ÍBÔQ ØÀ gwCI àÚCÃPrâB jf
.fjBf Bj tlBfkM ÍCâkY ÍCÌl
TPM Ó ÍmâCÀ .3
,ßjCÀ ßCÚ×CÃPrâB lB àÚÓkÄ ßÓj kI ÍmâCÀ ×nÓkM ¾â ßBkYB ØXáPÐ
.gwCI ÅÓBgPÌ fBkâB ØÐÔÄ kÚ ´ia gâCI ,¾áQCÌÔQB ¢Ô¤e jf xÔzdI
lB .fjBf k¨Ð fjÔÌ £e àQCáÇË® àÞDjCÀ ßÓj kI OHTÌ ßkáUACQ kÌB ÎâB
àÞDjCÀ Æâãf kËPrÌ ÆáÇ`Q xÔzdI Ó , TPM ×nÓkM ¾â ,kÃâf ´k¥
VjCe ×fj lB ÎáwCÌ ¾â fÔYÓ kÃÐCâCËÐ OsB οËÌ ,àQCáÇË® ká³ Ó ÎáÞCM
.fÔw ÍmâCÀ ×nÓkM ¾â ßBkYB GYÔÌ Ó ffkÄ
 ØÐBlÓj ßkQkI
DAILY EXCELLENCE

tkPrÄ
´BgÚB jBk»PsB Ó
NCáÇË® Øv»Ð Ó

Deployment
of objectives
and action
plans
TPM .3
< ¾áQCÌÔQB £e > ÍmâCÀ
Just-in-Time .2 .fÔw àÌ àÇË® gáÈÔQ fÔHÙI GYÔÌ
ßÓj kI ×gw ÅCË®B ßCÚfÔHÙI
fÔHÙI GYÔÌ ,ßjCÀ ×CÃPrâB ¾â
JIT 3. TPM
The « Automated line » Kaizen
GáQkQ ÎâgI Ó ×gw ج¤¼ ÍCâkY contributes to improving
tlBfkM ÍCâkY ÍCÌl uÚCÀ GYÔÌ operational productivity.
.ffkÄàÌ
2. Just-in-Time
Improvements to a workstation
QC TPM
optimize part flow and thereby
reduce process flow times.

ßlCs fjBgÐCPsB .1
P ÍmâCÀ ßfCáÏI ßCÚNjCÙÌ tlÔÌD gâCI CÙÏQ ÍmâCÀ ×nÓkM ¾â
A D fjBgÐCPsB ×CÃPrâB ¾â ßÓj kI
ßjCÀ ×CÃPrâB ßlCs fjBgÐCPsB
C ,×nÓkM ÍCâCM jf .fÔw ÅCË®B ×gw
Kaizen
Basic Skill Training gâCI ×CÃPrâB CI ×BkËÚ SOS
Work Station .fÔw lÓj ØI
Standardization (WSS) 1. Standardization
A Kaizen project should only
be conducted on a standardized
station. At the end of the project,
the SOS associated with the
station should be updated.

20
 Oá¶áÀ ÅkPÏÀ
Quality Control: QC
jCÀ ØI ÍCÌlCs à¶áÀ _¤s jf fÔHÙI ØI àICáPsf OÙY jf ØÀ fÔwàÌ ØP¶Ä àÐCÌlCs ßCÙwÓj Ó CÚjBmIB ,NCáÇË® ØáÇÀ ØI Oá¶áÀ ÅkPÏÀ
Ó NjC¨Ð ^k¥ , QC qâkQCÌ , QC Story jBmIB , ( Poka-Yoke )ØÀÔâCÀÔM ßC¤e g¡ ÊPrás lB ÍBÔQàÌ ÅCTÌ ÍBÔÏ® ØI .gÐÔw ØP¸kÄ
.gwCIàÌ Oá¶áÀ ÎáË~Q àÇ{B ßCÚjBmIB Ó ØÐBlÓj Oá¶áÀ OâkâgÌ kI mÀkËQ , SPR ÊPrás xCe fjÔÌ jf .fkI ÉCÐ ×ká³

Quality Control concerns all actions, tools and organizational methods conducive to achieving an
improvement in the level of quality: Poka-Yoke, QC Story, Checkman, QA Matrix, Surveillance plan etc. In the
case of the SPR system, the focus is on daily quality management and the main quality assurance tools.

Progress through Oá¶áÀ ÅkPÏÀ ºâk¥ lB O¸kváM

Quality Control
To achieve 100% customer quality, the manufacturing function
must ensure that the production system is in full conformity with
the product specifications and process specifications defined by
the engineering department. This objective is primarily achieved
by standardizing all manufacturing operations and by « getting it
right the first time ». The standardization process is reinforced by
a surveillance standard. Standardization is therefore the keystone
of good quality management insofar as it indicates the correct
method to be adopted and the applicable monitoring rules: good
quality management means monitoring quality on a daily basis and
effectively processing any incidents detected in a responsive,
reliable and definitive manner.
Manufacturing QC requires daily management at all hierarchy
levels (QRQC: Quick Response Quality Control, called Quality +
at the body assembly plant and daily quality management at the
powertrain plant), and the utilization of tools that structure the
analysis of quality risks (ex: QA matrix), the resolution of
incidents detected (ex: QC Story) and the implementation of the
necessary locks (ex: Poka-Yoke). All quality assurance measures in
place are indicated in the surveillance plan.
NCáÇË® , %100 NjÔ{ ØI ßkPvÌ FÔÇ¤Ì Oá¶áÀ ØI àICáPsf ßBkI
Ó ÅÔz`Ì fjBgÐCPsB ßCÚàÄoâÓ CI gáÈÔQ ÊPrás ÆÌCÀ ¹CH¤ÐB gâCI gáÈÔQ
ºâk¥ lB ´gÚ ÎâB .gÏÀ ÎáË~Q Bj àsgÏÙÌ ßCÚgÏâDk¸ ßCÚàÄoâÓ máÐ
_á`{ ÉCXÐB> ºâk¥ lB máÐ Ó ßgáÈÔQ NCáÇË® ØáÇÀ ßlCs fjBgÐCPsB
¾â £sÔQ ßlCs fjBgÐCPsB gÏâDk¸ .gâDàÌ Osf ØI <ÅÓB ج¸f jf CÚjCÀ
gáÇÀ ,ßlCs fjBgÐCPsB ØXáPÐ jf .fÔwàÌ OâÔ»Q NjC¨Ð fjBgÐCPsB
.gwCIàÌ NjC¨Ð àsCsB g®BÔ¼ CI ÍD ¹CH¤ÐB Ó Oá¶áÀ _á`{ OâkâgÌ
ßCÚfk¿ÇË® kI ØÐBlÓj NjC¨Ð lB OsB NjCH® Oá¶áÀ _á`{ OâkâgÌ
fCËP®B ÆIC¼ ßBØÐÔÄ ØI ×gÌD uáM Æ¿vÌ ØÐÔÄkÚ kUÒÌ tlBfkM Ó à¶áÀ
.×gw µâk¬Q Ó
àÐCÌlCs ^Ô¤s ÉCËQ ØÐBlÓj OâkâgÌ gÏÌlCáÐ ,gáÈÔQ Oá¶áÀ ÅkPÏÀ
ØÐCejCÀ jf ØÀ ,«âks uÏÀBÓ CI Oá¶áÀ ÅkPÏÀ QRQC gÏÐCÌ) gwCIàÌ
jf Ó fÔwàÌ ØP¶Ä “Quality +” OHTÌ Oá¶áÀ ÍD ØI ,ØÐgI nCPÐÔÌ
Ó (OsB ØÐBlÓj Oá¶áÀ OâkâgÌ ÍCËÚ máÐ ØÀk`Ì ßÓkáÐ gáÈÔQ ØÐCejCÀ
à¶áÀ ßCÚ¾râj ÆáÇ`Q Ó ØâmXQ jÔ¨ÏÌ ØI àâCÚjBmIB lB ×fC¶PsB máÐ
lB ×fC¶PsB gÏÐCÌ) ×gw ×gÚCvÌ Nä¿vÌ Æa , (QA qâkQCÌ gÏÐCÌ)
àÌCËQ . (Poka-Yoke gÏÐCÌ) Élã ßCÚgs fCXâB Ó (QC Story jBmIB
. gÐB×gw ×fjÓD NjC¨Ð ^k¥ àÇÀ ØÌCÐkI jf ,Oá¶áÀ ÎáË~Q ßCÚtÓj

Daily quality management Oá¶áÀ ØÐBlÓj OâkâgÌ

QRQC (Quick Response Quality Control)
The dynamics of quality improvement in the plant are maintained
at each hierarchy level (plant management, Workshop Department
and EWT) through daily quality meetings lasting around 30
minutes (5 min at EWT), which are coordinated by the
manufacturing department. These meetings are held to analyze
incidents and the quality monitoring results at the various control
points AVES, Straight Through Ratio (STR), rejects, TNC, clinic
drive, faults identified by inspections by different sectors…). This
is a group analysis procedure with an input from the various plant
sectors (Manufacturing, Quality, Logistics, Maintenance,
Engineering…) and is based on the QC Story problem resolution
tool (cf. below).
(«âks uÏÀBÓ CI Oá¶áÀ ÅkPÏÀ) QRQC
Ó uâCM ^Ô¤s àÌCËQ £sÔQ ØÐCejCÀ jf Oá¶áÀ fÔHÙI ßCâÔM ßCÚØHÏY
lB jCÀ ÎâB . ( EWT Ó gáÈÔQ udI ,ØÐCejCÀ OâkâgÌ) fÔwàÌ OÐCá{
fÓga) gvÀàÌ ÅÔ¥ Ø»á¼f 30 fÓga ØÀ Oá¶áÀ ØÐBlÓj NCrÇY ºâk¥
´gÚ .fÔwàÌ ÂÏÚCËÚ gáÈÔQ udI £sÔQ Ó ( EWT kÚ ßBkI Ø»á¼f 5
NjC¨Ð ^k¥ WâCPÐ Ó NBfBkâB ÆáÇ`Q Ó ØâmXQ Ó àsjkI ,CÚØrÇY ÎâB
STR: ) Êá»PrÌ jÔH® , AVES ßCÚyeCw xÔze jf ØÀ OsB à¶áÀ
Ó ßjCÀ×jCIÓf bkÐ , TNC ,NC¬âC¡ , ( Straight Trough Ration
.gÐÔwàÌ ^k¤Ì ,µÇPdÌ ßCÚudI àsjlCI jf ×gw ydvÌ NBfBkâB
lB Bj tBßfÓjÓ ØÀ OsB àÚÓkÄ ÆáÇ`Q Ó ØâmXQ ØâÓj ¾â tÓj ÎâB
,ßjBgÙÃÐ ,¾áPrXÈ ,Oá¶áÀ ,gáÈÔQ ÆáH¼ lB) ØÐCejCÀ µÇPdÌ ßCÚudI
ØÈACrÌ Æa jBmIB ØâCM kI ÊPrás ÎâB ÎáÏ\ËÚ .gÏÀàÌ ieB (. . .àsgÏÙÌ
.gÏÀàÌ ÆË® QC Story

21

SPR Management Book
A typical meeting agenda is as follows:
presentation of faults and quality results of previous day;
choice of problem to be resolved (in general for the following
day);
problem analysis (generally identified the day before);
validation of counter-measures, appointment of persons
responsible, and deadline;
analysis of follow-up of previous problems.
This daily meeting has three objectives:
improve quality by ensuring that the high-priority problems in
the plant, department, process, workshop and EWT are
addressed at the right level,
share the problems and solutions between all operatives
(manufacturing, engineering, maintenance, quality…),
ensure quick response time in processing the problems.
QRQE
(Quick Response Quality Engineering)
If a problem does not fall within the manufacturing perimeter, i.e.
associated with product design or an installation and requiring
more resolution time, then it is addressed during weekly QRQE
meetings coordindated by the production engineering
department. Here again, the QC Story method is used to guide
the problem resolution process.
If the problem is a supplier non-conformity problem, then the
issue is coordinated by the Supplier Quality Department (SQF),
which then reports to the manufacturing department.
Quality management tools
QC Story (Quality Control Story)
QC Story is the daily standard problem resolution tool
recommended for analysing all type of malfunctions in all types of
activities (production, maintenance, logistics, support…). However
before adopting the QC Story approach, always ensure, through
a preliminary conformity analysis, that all pre-requisites are met:
compliance with standards, conformity of parts, etc.
A QC Story consists in conducting a group analysis of the root
causes of a problem and in eliminating them definitively by
implementing a robust action plan, which can be shared by the
various functions (manufacturing, quality, engineering…).
SPR OâkâgÌ FCPÀ
:OsB kâl gÏÐCÌ CÚØrÇY ÎâB jÔPsf éCQgË®
;ØPwiÄ lÓj à¶áÀ WâCPÐ Ó NBfBkâB ØÞBjB Ó uâCËÐ
;(×gÏâD lÓj ßBkI éCQgË®) fÔw Æa gâCI ØÀ ßBØÈACrÌ FCdPÐB
;(OsB ×gw àâCsCÏw ÆH¼ lÓj jf éCQgË® ØÀ) ØÈACrÌ ÆáÇ`Q
;ÉBg¼B kÚ ßBkI ØËQCe câjCQ Ó ÅÔÝrÌ ÍfkÀ ydvÌ ,CÚÆa ×Bj gáâACQ
.àÇH¼ fjBÔÌ ßkáÃáM ÆáÇ`Q Ó ØâmXQ
:gÏÏÀàÌ ÅCHÐf Bj ×gË® ´gÚ Øs ,ØÐBlÓj NCrÇY ÎâB
CI fÔYÔÌ Nä¿vÌ Ø¿ÏâB lB ÎP¸Câ ÍCÏáË¥B ºâk¥ lB Oá¶áÀ fÔHÙI
Ó ÎÈCs ,ßgáÈÔQ gÏâDk¸ ,udI ,ØÐCejCÀ _¤s jf ãCI ßCÚOâÔÈÓB
;gÐB×gw ªCYjB GsCÏÌ _¤s ØI Ó àPsjf ØI EWT
,gáÈÔQ) ßjCÀ ßCÚudI ÉCËQ ÍCáÌ ,CÚÆa ×Bj máÐ Ó Nä¿vÌ Êár»Q
;(. . . ,Oá¶áÀ ,ßjBgÙÃÐ ,àsgÏÙÌ
.Nä¿vÌ Æa Ó tlBfkM jf «âks àÚf csCM lB ÎP¸Câ ÍCÏáË¥B
(«âks uÏÀBÓ CI Oá¶áÀ àsgÏÙÌ) QRQE
ØI éäTÌ) gXÏÃÐ ßgáÈÔQ µâjC¬Q ×fÓg`Ì jf ØÈACrÌ ¾â Ø¿áQjÔ{ jf
ÍCÌl ØI ×CÃÐD ,(gwCI £HQkÌ xCe máÙXQ ¾â Câ ÅÔz`Ì àaBk¥
£sÔQ ØÀ QRQE àÃP¶Ú NCrÇY jf Ó ×fÔI gÏÌlCáÐ Æa ßBkI ßkPváI
máÐ CXÏâB jf .ffkÄàÌ ^k¤Ì ,fÔwàÌ àÚgÐCÌlCs gáÈÔQ àsgÏÙÌ gaBÓ
.fÔwàÌ ×fC¶PsB ØÈACrÌ Æa gÏâDk¸ OâBgÚ ßBkI QC Story tÓj lB
,gwCI ×gÏÏÀ ÎáÌACQ CI £HQkÌ ¹CH¤ÐB Ég® lB àwCÐ ØÈACrÌ ØÀ àQjÔ{ jf
Ó fÔwàÌ Æa (SQF) ÍCÄgÏÏÀ ÎáÌACQ Oá¶áÀ gaBÓ £sÔQ ØÈCrÌ ÎâB
.ffkÄàÌ tjBmÄ gáÈÔQ udI ØI ÍD ØXáPÐ
Oá¶áÀ OâkâgÌ ßCÚjBmIB
QC Story (Quality Control Story)
ØÀ OsB à¶áÀ ÆÞCrÌ Æa ßBkI ØÐBlÓj fjBgÐCPsB jBmIB ¾â QC Story
CÚOáÈC¬¸ µÇPdÌ ªBÔÐB jf ,CÚàâDjCÀCÐ Ó CÚNkâC²Ì ªBÔÐB ØáÇÀ ÆáÇ`Q ßBkI
.fkáÄàÌ jBk¼ ×fC¶PsB fjÔÌ (. . . ,¾áPrXÈ ,àÐCHáPvM ,NBkáˬQ ,gáÈÔQ)
ÆáÇ`Q ¾â ºâk¥ lB gâCI , QC Story fk¿âÓj FCrPÀB lB ÆH¼ gÏ] kÚ
:ÆÌCw) Ø¥ÔIkÌ ßCÚlCáÐ uáM ØÀ O¸Câ ÍCÏáË¥B ,ßjBiÄØ`{ ØáÈÓB
.gÐB×gw ÎáÌACQ (. . . Ó NC¬¤¼ ØâgáâACQ ,CÚfjBgÐCPsB CI ¹CH¤ÐB
Ó ßBØvâj ÆÇ® ÎP¸Câ jÔ¨ÏÌ ØI ,àÚÓkÄ ÆáÇ`Q ÆÌCw QC Story ¾â
ØÀ OsB kHP¬Ì Ó DjCÀ àaä{B ÉBg¼B ¾â jBk»PsB ºâk¥ lB CÙÐD ´ia
,àsgÏÙÌ ,gáÈÔQ gÏÐCÌ) .fÔw ÉCXÐB µÇPdÌ ßCÚfk¿ÇË® jf gÐBÔQàÌ
(. . . ,Oá¶áÀ
22

Quality Control: QC
> There are 9 essential stages to the process:
1- Choose the issue.
2- Explain the reasons for the selection.
3- Understand the initial status.
4- Define the targets.
5- Analyse.
6- Implement corrective measures.
7- Confirm the effects.
8- Standardize.
9- Conduct a synthesis and define future plans.
For easily resolved and easily measured problems, the
conventional quality tools (known as the « 7 tools ») are used to
follow these steps (Story board, Pareto, cause-effect diagram,
5 whys ?…). For more complex problems and/or problems that
are difficult to measure, additional tools are used such as affinity
diagrams, tree diagrams, relational diagrams… àÃPrIBÓ ßCÚjBfÔËÐ ká¨Ð ßkPváI ßCÚjBmIB ,OsB jBÔwf CÙÐB ßkáÄ×lBgÐB
The Quality Assurance Matrix
The QA matrix is a quality tool for measuring and improving the
quality assurance level of the manufacturing process.
It is adopted subsequent to a rigorous and in-depth analysis
conducted in order to envisage all possible failures on a process,
and to check for the existence and efficiency of quality control
locks and resources in order to prevent such failures. The QA
matrix is therefore a quality improvement tool which highlights
process vulnerabilities, non-addressed areas and issues to be
prioritized.
The QA matrix is posted next to its corresponding manufacturing
line or line section and is completed by the workshop and/or
EWT manager concerned. This coordination leads to action plans,
and in particular a fault elimination system to minimize the risks
of quality incident. If a fault not indicated in the matrix occurs, the
incident should be addressed during the daily quality procedure,
and the QA matrix should be updated accordingly.
Finally, the QA matrix is also a volume production quality
improvement tool used by the project departments and facility
suppliers. Effective knowledge management of existing QA
matrices is conducive to the development of processes capable of
guaranteeing optimum quality from the word go.
Poka-Yoke
Poka-Yoke is a quality tool designed to prevent human errors and
missed operation at the Work Station. A simple and effective
device often developed by the manufacturing or maintenance
departments, the Poka-Yoke guarantees the satisfactory execution
of complex, infrequent or high diversity operations that are
subject to a higher risk of error or missed operation.
23
Oá¶áÀ ÅkPÏÀ
:OsB kâl fjBÔÌ ÆÌCw QC Story gÏâDk¸ àÇ{B ÉCÄ 9 <
.ªÔ¡ÔÌ FCdPÐB .1
.FCdPÐB Æâãf _âkvQ .2
.ØáÈÓB Oá¬¡Ó ½jf .3
.´BgÚB µâk¬Q .4
.ÆáÇ`Q Ó ØâmXQ .5
.àaä{B NCÌBg¼B ÅCË®B .6
.NBkáUACQ gáâACQ .7
.ÍfkÀ fjBgÐCPsB .8
.×gÏâD ØÌCÐkI µâk¬Q Ó àÇÀ ÆáÇ`Q ¾â ÉCXÐB .9
ßCÚjBmIB lB ,gÐÔwàÌ Æa Ó ×gw ßkáÄ×lBgÐB àÄfCs ØI ØÀ àÇÞCrÌ ßBkI
ßBkI ,gÐÔwàÌ ØPeCÏw < ØÐCÃP¶Ú jBmIB > ÍBÔϬI ØÀ Oá¶áÀ ´jC¬PÌ
Ó OÇ® jBfÔËÐ ,ÔQjCM , Story board) fÔwàÌ ×fC¶PsB ÆaBkÌ ÎâB à¥
ØÀ àÇÞCrÌ Câ Ó kQ×gá\áM ÆÞCrÌ ßBkI .(. . .?ØÐCÃXÏM ßCÚBk] ,ÅÔǬÌ
.gÐÓjàÌ jCÀ ØI . . . Ó à¥CHQjB ßCÚjBfÔËÐ Ó àPejf ßCÚjBfÔËÐ Ó
Oá¶áÀ ÎáË~Q qâkQCÌ
ÎáË~Q ^Ô¤s fÔHÙI Ó ßkáÄ×lBgÐB ßBkI àPá¶áÀ jBmIB ¾â QA qâkQCÌ
.OsB gáÈÔQ gÏâDk¸ Oá¶áÀ
ØI ØÀ ºá¼f Ó ºáË® ÆáÇ`Q ¾â ßg¬I ØÇakÌ ÍBÔÏ® ØI qâkQCÌ ÎâB
fÔYÓ àsjkI Ó gÏâDk¸ ¾â jf οËÌ ßCÚOr¿w ØËÚ CI ØYBÔÌ jÔ¨ÏÌ
àÞCÚOr¿w ÎáÏ] lB ßkáÄÔÇY jÔ¨ÏÌ ØI QC «ÐBÔÌ Ó «ICÏÌ àÞDjCÀ Ó
Oá¶áÀ fÔHÙI jBmIB ¾â QA qâkQCÌ ÎâBkICÏI .fÔwàÌ ØP¸kÄ k¨Ð jf
ßgÏIOâÔÈÓB gâCI ØÀ Bj àÞCÙvdI Ó NC®Ô¡ÔÌ ßCÚßkâiMGásD ØÀ OsB
.gÏÀàÌ ydvÌ ,gÐÔw
jBk¼ Ø¥ÔIkÌ gáÈÔQ £e lB àvdI Câ gáÈÔQ £e jCÏÀ jf QA qâkQCÌ
ÎâB .fÔwàÌ ÆÌCÀ ×CÄjCÀ Câ Ó EWT kâgÌ OÀjCvÌ CI Ó ØP¸kÄ
ÊPrás ¾â ,xCe jÔ¥ ØI Ó àÞBkYB ßCÚ^k¥ ØÞBjB ØI kXÏÌ CÚàÃÏÚCËÚ
.fÔwàÌ àPá¶áÀ RfBÔa ¾râj ÍgÐCsj ƼBga ØI ßBkI ,C¤e ´ia
gâCI ØUfCa ÎâB ,gÚf bj ,×gvÐ ydvÌ qâkQCÌ jf ØÀ àÞC¤e Ø\ÐCÏ]
gâCI ÊÚ QA qâkQCÌ Ó fÔw «¸j Ó àsjkI ,ØÐBlÓj àPá¶áÀ ØâÓj Îáa jf
.fÔw lÓj ØI ÍD CI ºIC¤Ì
gwCIàÌ máÐ ×ÔHÐB gáÈÔQ Oá¶áÀ fÔHÙI jBmIB ¾â QA qâkQCÌ OâCÙÐ jf
.fÓjàÌ jCÀ ØI NäáÙrQ ÍCÄgÏÏÀÎáÌACQ Ó ×nÓkM ßCÚÍCËQjCMf £sÔQ ØÀ
ØI kXÏÌ ,fÔYÔÌ QA ßCÚqâkQCÌ ßCÚØPrÐBf OâkâgÌ ÍfÔI DjCÀ
.gÏÏÀ ÎáË~Q Bj ØÏáÙI Oá¶áÀ gÏÐBÔQàÌ ØÀ fÔwàÌ àâCÚgÏâDk¸ جsÔQ
ØÀÔâ å CÀÔM
ßCÚC¤e lB ßkáÄÔÇY ßBkI ØÀ OsB àPá¶áÀ jBmIB ¾â ØÀÔâ å CÀÔM
.OsB ×gw àaBk¥ ßjCÀ ßCÚ×CÃPrâB jf OsjfCÐ NCáÇË® Ó àÐCrÐB
Câ gáÈÔQ ßCÚÍCËQjCMf £sÔQ ØÀ udIkUB Ó ×fCs ØÇásÓ ¾â GdzB
udI OâC¡j ßBkYB ØÀÔâ å CÀÔM ;gICâàÌ Ø¬sÔQ NBkáˬQ Ó ßjBgÙÃÐ
ßãCI ¾râj |k¬Ì jf ØÀ Bj ªÔÏPÌ Ó ÅÓBgPÌká³ Ó ×gá\áM NCáÇË®
.gÏÀàÌ ÎáË~Q ,gÏPrÚ OsjfCÐ NCáÇË® Câ CÚC¤e
There are three types of Poka-Yoke, classified according to their
quality assurance method and degree of efficiency:
alert: the fault is detected and an alert is sent to the operator;
control: the fault is detected and manufacture is stopped;
prevention: the fault is prevented before occurring.
The Poka-Yoke is identified on a display on the station, which
indicates its purpose, the operation performed and its frequency
of inspection. Its purpose is to block all serious faults liable to
undermine customer safety or warrant significant rework cost. In
parallel, the root cause of the failure is analysed by opening a
QC Story in order to determine a robust solution with the
engineering department.
The Poka-Yoke is a vital process element and its operation
should be monitored on the surveillance plan.
Self-alignment and surveillance
Quality cannot be attained unless there is strict conformity with
product-process specifications. This is achieved chiefly by
standardizing the manufacturing operations and by self-alignment
at the Work Station to ensure all operations are conducted in
accordance with the standard.
At the Body/Assembly plant, the surveillance standard is applied
as of the moment the first new vehicle enters the plant. It
includes the surveillance plan as specified by the engineering
department. It includes the product requirements and
characteristics to be controlled in the POS, the POS
requirements and also the associated quality control facilities.
This standard incorporates self-alignment, 100% unitary control
and the functional stationary and dynamic controls. The main
conditions to be satisfied by this surveillance plan are:
the applicability and facility of implementation of the
conformity requirements indicated in the technical
documentation (SIGNE, POS),
rigorous application of a standardized process in conformity
with the engineering specifications by trained operators,
detection and rework of defects as close as possible to the
manufacturing operation in the EWT,
a plant response device ensuring there are no non-conformities
on the vehicle delivered to the customer; this device is
managed by quality measures to coordinate the problem /
process problems as far as the EWT,
adaptation of the surveillance standard to the defects detected.
Ó Oá¶áÀ ÎáË~Q tÓj ßCÏHÌ kI ØÀ fjBf fÔYÓ ØÀÔâ å CÀÔM ªÔÐ Øs
:fÔwàÌ ßgÏI ×fj àÞDjCÀ ÍBmáÌ
jÔåQBkåMB ØåI jBgåvÚ ¾åâ Ó ×gåw àÞCsCÏw C¤åe ¾â : (alert) jBgvÚ
;fÔwàÌ ÅCsjB
;fÔwàÌ µ¼ÔPÌ gáÈÔQ Ó ×gw àÞCsCÏw C¤e ¾â : (control) ÅkPÏÀ
ßkåáÃváM ÍD ªÔå¼Ó lB ,C¤åe ªÔ¼Ó lB ÆH¼ : (prevention) ßkáÃváM
.fÔwàÌ
ØÀ fÔwàÌ àÞCsCÏw ×CÃPrâB jf uâCËÐ Ø`¶{ ¾â ßÓj ØÀÔâ å CÀÔM
´gÚ .gwCIàÌ ÍD àsjlCI kQBÔQ Ó ,×gw ÉCXÐB NCáÇË® ,ÍD ´gÚ kÃÐCâCËÐ
uÚCÀ S®CI ØÀ OsB ßgY ßCÚC¤e ØËÚ ÍfkÀ µ¼ÔPÌ ,ØÀÔâ å CÀÔM
.gÏÀàÌ fCXâB ßfCâl ßjCÀ×jCIÓf ßCÚØÏâmÚ Câ ×gw ßkPvÌ àÏËâB
lCI CI Ó àsgÏÙÌ ÍCËQjCMf £sÔQ ,Or¿w ßBØvâj OÇ® ,ÍD NBlBÔÌ ØI
ÆáÇ`Q ,ତ¼ Æa ×Bj ¾â Îáá¬Q jÔ¨ÏÌ ØI , QC Story ¾â ÍfkÀ
.fÔwàÌ
,NjC¨Ð ^k¥ jf gâCI ÍD jCÀ Ó OsB gÏâDk¸ àQCáa kzÏ® ¾â ØÀÔâ å CÀÔM
.fÔw ÅkPÏÀ
NjC¨Ð Ó Êá¨ÏQ fÔe
ßCÚØzdvÌ CI ÆÌCÀ ºIC¤Q Ø¿ÏâB kÃÌ OráÐ àICáPsf ÆIC¼ Oá¶áÀ
ßlCs fjBgÐCPsB CI éCQgË® ºIC¤Q ÎâB .gwCI ØPwBf gÏâDk¸ å ÅÔz`Ì
Ø¿ÏâB ÎáË~Q ßBkI ,ßjCÀ ×CÃPrâB jf àËá¨ÏQ fÔe CI Ó gáÈÔQ NCáÇË®
.fÔwàÌ Æ{Ca ,fÔw ÉCXÐB fjBgÐCPsB CI ºIC¤Ì NCáÇË® ØáÇÀ
ØÇásÓ ÎáÈÓB fÓjÓ CI ÍCÌmËÚ NjC¨Ð fjBgÐCPsB ,nCPÐÔÌ Ó ØÐgI ×CÄjCÀ jf
àQjC¨Ð ^k¥ ÆÌCw fjBgÐCPsB ÎâB .fÔwàÌ ÅCË®B ×CÄjCÀ ØI gâgY ØáÇ»Ð
fjBgÐCPsB .OsB ×gw ydvÌ àsgÏÙÌ ÍCËQjCMf £sÔQ ØÀ gwCIàÌ
POS jf gâCIàÌ ØÀ ÅÔz`Ì ßCÚØzdvÌ Ó CÚßgÏÌlCáÐ ÆÌCw NjC¨Ð
Ø¥ÔIkÌ Oá¶áÀ ÅkPÏÀ NäáÙrQ máÐ Ó POS ßCÚßgÏÌlCáÐ ,fÔw ÅkPÏÀ
.OsB
ßCÚÅkPÏÀ Ó %100 gaBÓ ÅkPÏÀ Ó àËá¨ÏQ fÔe ,fjBgÐCPsB ÎâB
gâCIàÌ ØÀ àÇ{B £âBkw .gÏÀàÌ Ø]jCL¿â Bj CPrâB Ó CâÔM ßfkÀjCÀ
:lB gÏQjCH® gÐÔw ×fjÓDkI NjC¨Ð ^k¥ ÎâB £sÔQ
ydvÌ ,¹CH¤ÐB ßCÚßgÏÌlCåáÐ ßlCs×fCåáM OÈÔåÙs Ó ÅCË®B OåáÇIC¼
, (SIGNE, POS) àϸ NBgÏPrÌ jf ×gw
ßCÚØzdvÌ CåI ¹CH¤ÐB jf ×gw fjBgåÐCPsB gÏâDkå¸ ¾åâ ºá¼f fkåIjCåÀ
,×gâf tlÔÌD ßCÚjÔQBkMB £sÔQ àsgÏÙÌ
ØåI kP¿âfmÐ Øå]kÚ jÔ¥ ØåI FÔåá¬Ì Éäå¼B fgXÌ ^äå{B Ó àÞCåsCåÏw
, EWT jf gáÈÔQ NCáÇË®
jf à¼CåH¤ÐB Égå® [áÚ gÏÀàÌ ÎåáË~Q ØÀ ×CåÄjCåÀ csCM ØÇásÓ ¾åâ
£sÔåQ ØÇásÓ ÎâB ;fjBgåÐ fÔYÓ ßkåPvÌ ØåI ×gw ÆåâÔ`Q ßCåÚØåÇásÓ
Ó gåÏâDkå¸ / Æå¿vÌ Nä¿vÌ CåQ fÔwàÌ OâkåâgÌ àåPá¶áÀ NCåÌBgå¼B
,gÏÀ ÂÏÚCËÚ Bj EWT
.×gw àÞCsCÏw FÔá¬Ì Éä¼B CI NjC¨Ð fjBgÐCPsB ºáH¤Q
24
 Oá¶áÀ ÅkPÏÀ
Quality Control: QC

jCÀfCPsB
EWT Manager
BWU kâgÌ ßlCskHP¬Ì
BWU Manager
D BWU
fBkâB tlBfkM Validation
Fault processing D P BWU D
P P ØÐCejCÀCàÞDjCÀ
ßjCÀ ×CÃPrâB fBkâB ÆáÇ`Q A
àÏáIlCI Ó ßlCskHP¬Ì
Work Station fault analysis A NjC¨Ð ÅÔÝrÌ C D
Plant efficiency
Checkman P A evaluation & verification
C A
C

D gáÈÔQ £e nCPÐÔÌ àsjlCI ÍCâCM PESD AVES / ßkPvÌ NBk¨Ð

Manufacturing line End of assembly inspection SAVES With
P customer
C returns
ßjCÀ ×jCIÓf
A Rework

jÔQBkMB àËá¨ÏQ fÔe Oá¶áÀ Ó BWU

Operator self-alignment OâkâgÌ +
fBkâB OHU BWU and Quality fBkâB OHU
(jCÀfCPsB kÚ ßBkI kQÔáLÌCÀ 1) + management ^ä{B Ó CSC
defect recording defect recording fBkâB OHU
(1 computer per EWT) CSC et Retouche PESD
defect recording
PESD

ØÇÝrÌ tlBfkM csCM :Oá¶áÀ ßCÚÆrÇrQ

Quality loops: problem processing respone

In order to meet the conformity objective, in particular Security
Regulation Features (SRF) requirements and to prevent of
off-road breakdowns, RENAULT has decided to include a
manufacturing station monitoring standard: the checkman.
The checkman is designed to motivate the EWT manager to focus
on the quality of his EWT, to ensure immediate protection of the
customer and to address and resolve problems at their source.
It is part of the EWT self-alignment process and should ensure
that detected faults are blocked before the part is transferred to
the next station.
This is applicable as of the moment of the first manufacture for
each new industrial project, and during the production phase for
all manufactures. Once the level of quality has been achieved in a
robust manner, in particular zero V1, when the root causes of the
problems have been found and processed, then the number of
checkmen can be reduced:
100% verification of vehicles in flow following the check-list
defined by the EWT manager,
recording of faults detected: the objective is to identify the faults
detected to ensure they are subsequently monitored,
validation that a modification to the documents associated with
the vehicle or on the vehicle itself,
rework, and if this is not possible or does not have the time,
operation performed by senior operator,
alert the EWT and senior operator to the faults detected.
NBjk»Ì ßCÚàÄoâÓ NCÌBmÈB xÔzdI ,àÃ]jCL¿â ´gÚ OâC®j jÔ¨ÏÌ ØI
ÔÐj ,àÄfCP¸B jCÀ lB Ó CÚàIBke lB ßkáÃváM ßBkI Ó ,(SFR) àÏËâB
Î̾] ÉCÏI gáÈÔQ ßCÚ×CÃPrâB NjC¨Ð fjBgÐCPsB ÍgÐCXÏÄ ØI NjfCHÌ
.OsB ×fÔËÐ checkman
EWT Oá¶áÀ ßÓj kI mÀkËQ ØI EWT kâgÌ ºâÔvQ ,Î̾] ´gÚ
kI Ó àÞCsCÏw máÐ Ó ,ßkPvÌ lB ßjÔ¸ OâCËa lB ÍCÏáË¥B ÅÔza ,fÔe
lB àPËr¼ Î̾] .gwCIàÌ CÙÐD @CvÏÌ ks jf ,Nä¿vÌ ßlCs ´k¥
Æ{Ca Bj ÍCÏáË¥B ÎâB gâCIàÌ Ó gwCIàÌ EWT àËá¨ÏQ fÔe gÏâDk¸
,ßg¬I ×CÃPrâB ØI ج¤¼ ÅC»PÐB lB ÆH¼ ,×gw àÞCsCÏw NBfBkâB ØÀ gÏÀ
.gÐB×gw ´k¥ kI
gáÈÔQ ØI lC³D ØÀ ßgâgY àP¬Ï{ ×nÓkM kÚ ßBkI àQjC¨Ð fjBgÐCPsB ÎâB
ÆIC¼ ,NBgáÈÔQ ØËÚ OeCs ØÇakÌ ÅÔ¥ jf ÎáÏ\ËÚ Ó ,gÏÀàÌ fÔe ÅÓB
,O¸Câ uâBm¸B àÐCÏáË¥B ÆIC¼ jÔ¤I Oá¶áÀ _¤s ØÀ àÐCÌl .gwCIàÌ BkYB
Ó O¸Câ ,Nä¿vÌ àÇ{B Øvâj ØÀ àÌCÃÏÚ ,k¶{ V1 jf xÔzdI
:gICâ uÚCÀ gÐBÔQàÌ CÚÎ̾] fBg¬Q ×CÃÐD ,gw tlBfkM
ØÀ àPråáÈ ¾] pCsBkI ,gåáÈÔQ ÍCâkY jf ØáǻРØåÇásÓ %100 gåáÞCQ
,OsB ×gw Êá¨ÏQ EWT kâgÌ £sÔQ
ÅÔza Ó ×gw jC¿wD NBfBkåâB àÞCsCÏw ´gÚ :×gw jC¿wD NBfBkâB OHU
,gwCIàÌ CÚÍD kI ßg¬I NjC¨Ð lB ÍCÏáË¥B
kI Câ ØáǻРØÇásÓ CI ×BkËÚ fCÏsB ßÓj kI ,ØP¸kåÄ ÉCXÐB NCaä{B gåáÞCQ
,ØáǻРØÇásÓ fÔe ßÓj
fÔYÓ à¸CÀ O¼Ó Câ OráÐ kâiMÍC¿ÌB ÍD ÉCXÐB Ø\ÐCÏ] Ó ,ßjCåÀ×jCåIÓf
,gwjB jÔQBkMB £sÔQ NCáÇË® ßBkYB ,fjBgÐ
.×gw jC¿wD NBfBkâB lB gwjB jÔQBkMB Ó EWT ßlCs ×CÄD

25
Quality control operatives
Role of the EWT manager
For quality control, the role of the EWT manager is to:
participate at the quality management meeting of his workshop;
ensure daily quality management at his EWT;
master and use the QC Story;
coordinate resolution of quality incidents detected in his EWT;
implement the high-priority actions defined with the workshop
manager to advance according to the « quality control »
strategy in the EWT book.
The role of the workshop manager
For quality control, the role of the workshop manager is to:
participate in quality management in his department;
ensure quality management in his workshop;
manage the QA matrices for his sector;
ensure rigorous execution of the QC Story: choice of issues,
quality of analysis, processing response time an efficient results;
assign the problem resolution task to the right level;
ensure that improvement actions are generally applied across
his workshop;
identify high-priority actions to be implemented so that the
EWT advances according to the « quality control » strategy in
the EWT book, and assist them in implementing the actions.
Role of the department manager
and plant management
For Quality Control, the role of plant management is to:
set the example by coordinating the quality function and using
the QC Story for problem resolution;
ensure that, whatever the level of Quality Control deployment,
that the root causes of incidents are always analysed, and that
the PDCA cycle is appropriately closed and in accordance with
steps 8 and 9 of the QC Story method;
check that the QA matrix is implemented by production line
or line section.
Role of the plant quality department
For Quality Control, the role of the quality department is to:
ensure, by level 3 audits, that the quality procedures are
rigorously implemented inside and outside the workshop;
assist the manufacturing department in implementing the quality
procedures and in analyzing quality incidents;
participate in Quality + management at all levels;
Oá¶áÀ ÅkPÏÀ àÞBkYB ÆÌBÔ®
EWT kâgÌ u»Ð
:OsB kâl fjBÔÌ ÆÌCw EWT kâgÌ u»Ð ,Oá¶áÀ ÅkPÏÀ jf
,fÔe gáÈÔQ ÎÈCs jf Oá¶áÀ OâkâgÌ NCrÇY jf jÔ~a
,ØÐBlÓj jÔ¤I fÔe EWT jf Oá¶áÀ OâkâgÌ lB ÍCÏáË¥B ÅÔza
, QC Story Oá¶áÀ ÅkPÏÀ gÐÓj lB ×fC¶PsB Ó £ÇrQ
,fÔe EWT jf ×gw jC¿wD à¶áÀ ÆÞCrÌ Æa ÍfkÀ ÂÏÚCËÚ
ydvÌ gåáÈÔåQ kåâgåÌ ßjC¿ËÚ CI ØåÀ ãCåI OâÔåÈÓB CI NCÌBgå¼B ßBkYB
<Oá¶áÀ ÅkPÏÀ> ßoåQBkåPsB pCåsB kI O¸kváM ÅÔza ßBkI ,gÐB×gw
.OsB ×gÌD EWTFCPÀ jf ØÀ
gáÈÔQ kâgÌ u»Ð
:OsB kâl ^kw ØI gáÈÔQ kâgÌ u»Ð ,Oá¶áÀ ÅkPÏÀ jf
,fÔe ÍCËQjCMf jf Oá¶áÀ OâkâgÌ jf OÀjCvÌ
,fÔe gáÈÔQ ÎÈCs jf Oá¶áÀ OâkâgÌ lB ÍCÏáË¥B ÅÔza
,fÔe udI jf QA ßCÚqâkQCÌ ßBkYB Ó OâkâgÌ
,CÚÆa×Bj FCdPÐB : QC Story ºá¼f ßBkYB lB ÍCÏáË¥B ÅÔza
,DjCÀ WâCPÐ Ó ßkáÃIBÔY ÍCÌl tlBfkM ,CÚÆáÇ`Q Oá¶áÀ
,GsCÏÌ _¤s ØI ØÇÝrÌ Æa ßjBiÄBÓ
jÔ¤I ÎÈCs ÉCËQ jf ,fÔHÙI OÙY jf NCÌBg¼B Ø¿ÏâB lB ÍCÏáË¥B ÅÔza
,ffkÄàÌ BkYB ÉC®
ßoQBkPsB pCsBkI EWT CQ ,BkYB OÙY ãCI OâÔÈÓB CI NCÌBg¼B àÞCsCÏw
Ó ×fkÀ O¸kváM ,OsB ×gÌD EWT FCåPÀ jf ØåÀ <Oåá¶áÀ ÅkåPÏÀ>
.NCÌBg¼B ÎâB ßBkYB jf OÀjCvÌ qLs
ØÐCejCÀ OâkâgÌ Ó ÍCËQjCMf kâgÌ u»Ð
:OsB kâl ^kw ØI Oá¶áÀ ÅkPÏÀ jf ØÐCejCÀ OâkâgÌ u»Ð
CI Ó à¶áÀ fkÀjCÀ ÍfkÀ ÂÏÚCËÚ CI ,ØÇÝrÌ Æa ßBkI ØåÐÔËÐ fCåXâB
, QC Story lB ×fC¶PsB
ÅkåPÏÀ jBk»PsB _¤s lB °jCå¸ ,RfBÔa Øåvâj Ø¿ÏâB lB ÍCÏáË¥B ÅÔza
ÆaBkÌ pCsB kI PDCA Øåek] Ó ,gÐÔwàÌ ÆåáÇ`Q ØváËÚ ,Oåá¶áÀ
,gâDàÌ jf BkYB ØI QC Story tÓj 9 Ó 8
.gáÈÔQ udI Câ gáÈÔQ £e £sÔQ QA qâkQCÌ ßBkYB kI NjC¨Ð
ØÐCejCÀ Oá¶áÀ ÍCËQjCMf u»Ð
:OsB kâl ^kw ØI ØÐCejCÀ jf Oá¶áÀ ÅkPÏÀ gaBÓ u»Ð
ßCÚgÏâDk¸ Ø¿ÏâB lB ,3 _å¤s ßmåáËÌ lB ×fC¶PsB CI ,ÍCåÏáË¥B ÅÔza
,gÐÔwàÌ BkYB ÎÈCs lB VjCe Ó ÆeBf jf ºåá¼f jÔå¤I Oá¶áÀ
ÆáÇ`Q jf Ó Oá¶áÀ ßCÚgÏâDk¸ ßBkYB jf gáÈÔQ udI CI ßjC¿ËÚ
,àPá¶áÀ RfBÔa
,^Ô¤s ÉCËQ jf OâkâgÌ + Oá¶áÀ jf OÀjCvÌ
26

Quality Control: QC
guarantees compliance with and satisfactory operation of the
Quality standard + (preparation, performance, QC story quality,
acknowledgement of results, follow-up and recording of issues,
links with MQA);
ensure that the solutions implemented are entered in the
surveillance plan and are recorded by the engineering
department;
validate implementation of SPR quality tools in the projects.
QC « System » dimension
1. QC and standardization
To guarantee quality, Work Station training and compliance with
the standard are the first prerequisites. In the event of an incident,
the solutions found must be included in the SOS of the station
concerned and the operator must be trained on the new
procedure. For example, implementation of a Poka-Yoke, prompts
modifications to the SOS and requires that the operator conduct
certain quality control operations. The EWT manager's control
panel is also an item of standardization that contributes to quality
management.
2. QC and facilities management
Because the QC strategies improve quality, they have a positive
impact on the performance of the facilities and limit machine
stoppages due to quality incidents.
3. QC and flow management
Because QC strategies improve quality, they have a positive
impact on the throughput time by limiting flow deviations due to
quality incidents.
4. QC Story
QC Story is a problem resolution strategy used as a daily quality
management standard. It is also recommended for the analysis of
incidents or malfunctions during other SPR strategies (JIT,
deployment, TPM…). Note that each SPR strategy is designed to
update process vulnerabilities and to eliminate the root causes of
problems.
27
Oá¶áÀ ÅkPÏÀ
+ Oá¶áÀ fjBgÐCPsB NCáÇË® ÍfÔI udI OâC¡j Ó CÚOÐCË¡ O»IC¤Ì
Ó ßkáÃáM ,WâCPÐ ÎP¸kâiM , QC Story Oá¶áÀ ,BkYB ,ßlCs ×fCÌD)
, (MQA CI ¢CHQjB ,NC®Ô¡ÔÌ OHU
fjBÓ NjC¨Ð ^k¥ jf ,×gw BkYB ßCÚÆa ×Bj Ø¿ÏâB lB ÍCÏáË¥B ÅÔza
,gÐÔwàÌ OHU àsgÏÙÌ udI £sÔQ Ó ×gw
.CÚ×nÓkM jf ÔÐj gáÈÔQ ÊPrás Oá¶áÀ jBmIB ßBkYB gáÞCQ
QC <ÊPrás> fC¬IB
ßlCs fjBgÐCPsB Ó QC .1
CI O»IC¤Ì Ó ßjCÀ ×CÃPrâB ÍfBf tlÔÌD ,Oá¶áÀ _¤s ÎáË~Q ßBkI
×gw ØP¸Câ jC¿ÚBj ,fBgâÓj ¾â jf .OsB ¢kw uáM ÎáÈÓB ,fjBgÐCPsB
ØâÓj ßBkI gâCI jÔQBkMB Ó ×gw k¨Ð fjÔÌ ×CÃPrâB SOS lB àvdI gâCIàÌ
GYÔÌ , Poka-Yoke ßkáÄjCÀ ØI ÅCTÌ ßBkI .gwCI ×gâf tlÔÌD ,gâgY
Oá¶áÀ ÅkPÏÀ NCáÇË® ,jÔQBkMB ØÀ OsB ÍD gÏÌlCáÐ Ó ×gw SOS ^ä{B
fjBgÐCPsB fjBÔÌ lB à¿â máÐ EWT kâgÌ ÅkPÏÀ ÆÐCM .gÏÀ ×jBfB Bj à{Ce
.gÏÀàÌ ¾ËÀ Oá¶áÀ OâkâgÌ ØI ØÀ OsB ßlCs
NäáÙrQ OâkâgÌ Ó QC .2
OHTÌ ßkUB ,gÏvdIàÌ fÔHÙI Bj Oá¶áÀ , QC ßCÚßoQBkPsB ØÀ CXÐD lB
Nä¿vÌ ÆáÈf ØI Bj NãD ÎáwCÌ µ¼ÔQ Ó ØPwBf NBmáÙXQ fk¿ÇË® ßÓj
.gÏÚfàÌ uÚCÀ ,à¶áÀ
ÍCâkY OâkâgÌ Ó QC .3
fÓg`Ì CI ,gÏvdIàÌ fÔHÙI Bj Oá¶áÀ , QC ßCÚßoQBkPsB ØÀ CXÐD lB
×flCI ßÓj OHTÌ ßkUB ,àPá¶áÀ RfBÔa lB àwCÐ ÍCâkY NC¸Bk`ÐB ÍfkÀ
.gÐjBiÄàÌ àÐCÌl
QC Story .4
OâkâgÌ fjBgÐCPsB ¾â ÍBÔÏ® ØI ØÀ OsB Æ¿vÌ Æa ßoQBkPsB ¾â
ÆË® gI Câ ,«âC¼Ó ÆáÇ`Q ßBkI ÎáÏ\ËÚ .fÓjàÌ jCÀ ØI ×kÌlÓj Oá¶áÀ
( JIT , TPM, . . . ) ÔÐj gáÈÔQ ÊPrás ßCÚßoQBkPsB kÃâf ÅÔ¥ jf ÍfkÀ
lÓj ØI ßBkI , SPR ßoQBkPsB kÚ ØÀ fÔw ØYÔQ .fÔwàÌ Øá{ÔQ máÐ
ÆÇ® ´ia ,ÍD ´gÚ Ó OsB ×gw àaBk¥ gÏâDk¸ ßkâiM GásD ÍfkÀ
.OsB ÆÞCrÌ ßBØvâj
 ØÐBlÓj ßkQkI
DAILY EXCELLENCE

tkPrÄ
´BgÚB jBk»PsB Ó
NCáÇË® Øv»Ð Ó

Just-in-Time .3
fÔHÙI GYÔÌ Oá¶áÀ ÅkPÏÀ
Deployment fÔwàÌ gÏâDk¸ ÍCâkY ÍCÌl
of objectives 3. Just-in-Time
fjBgÐCPsB ×Bj ¾â QC Story .4
OsB ØÇÝrÌ Æa
and action Quality control contributes
,Oá¶áÀ fÔHÙI jBmIB ¾â ÍBÔϬI plans to improved process flow times

ج¼BÓ ªÔÐ kÚ ßBØvâj ÆÇ® ´ia ßBkI

fÓjàÌ jC¿I
4. QC Story is a problem
resolution standard
As a quality improvement tool, JIT
it is used to eliminate
the root causes of all
types of incidents

ßlCs fjBgÐCPsB .1
fjBgÐCPsB CI O»IC¤Ì
OsB Oá¶áÀ ÎáË~Q ÎáÈÓB
1. Standardization
Compliance with the
standard is the first
guarantee of quality
QC TPM TPM .2
fÔHÙI GYÔÌ Oá¶áÀ OâkâgÌ
fÔwàÌ £e NCáÇË® ÍCÌl
2. TPM
Quality management
contributes to improving
P ÍmâCÀ ßfCáÏI ßCÚNjCÙÌ tlÔÌD line operating times
A D
ßjCÀ ×CÃPrâB ßlCs fjBgÐCPsB
C
Kaizen
Basic Skill Training
Work Station
Standardization (WSS)

28
 TPM (udIkËU «ÌCY ßjBgÙÃÐ) :NäáÙrQ OâkâgÌ
Facilities Management: TPM (Total Productive Maintenance)
àÐCÌlCs ßCÚjCPeCs ,jBmIB ,CÚtÓj ,NCÌBg¼B ØËÚ ØI Ó fÔwàÌ ÅkPÏÀ (udIkËU «ÌCY ßjBgÙÃÐ) TPM ßoQBkPsB £sÔQ NäáÙrQ OâkâgÌ
,gáÈÔQ ßCÚjÔQBkMB ØI NBkáˬQ xCe ßCÚtlÔÌD ,CÚßjCXÏÚCÐ àICâfj ,NC¶ÇQ ÆáÇ`Q :flBfkMàÌ ßgáÈÔQ NäáÙrQ ØáÇÀ ßjBgÙÃÐ ØI ¢ÔIkÌ
. . . Ó àwlÔÌD NC¿Ð ,àϸ ßCÚOáaä{ ,×gË® ßCÚµ¼ÔQ tjBmÄ

Facilities management is controlled by the TPM strategy and concerns all actions, methods, tools and
organizational structures conducive to maintaining all the production facilities: analysis of loss, anomaly
detection, dojo, MBR (Major Breakdown Report), technical competencies, one point lessons…

Progress through TPM TPM ºâk¥ lB O¸kváM

TPM is designed to improve overall performance of industrial
installations, in particular by increasing the availability of machines
and ensuring compliance with normal production rates. This
objective is achieved by developing the capacity of the workforce
identifying, analyzing and eliminating all causes of installation
stoppages, and in implementing the five pillars of the TPM strategy.
Ó ,OsB ×gw àaBk¥ àP¬Ï{ NCrásACQ àÞDjCÀ «ÌCY fÔHÙI ßBkI TPM
ÍCÏáË¥B ÅÔza Ó NãD ÎáwCÌ àÄfCÌD uâBm¸B CI xÔzdI Bj jÔ¨ÏÌ ÎâB
جsÔQ CI ,´gÚ ÎâB .gÏÀàÌ ßkáÃáM gáÈÔQ ´jC¬PÌ ÍBmáÌ CI ºIC¤Q lB
Ó ,NCrásACQ ßCÚµ¼ÔQ ÆÇ® ´ia Ó ÆáÇ`Q ,jCÀ ßÓkáÐ àÞCsCÏw Oá¸k©
.OsB àskPsf ÆIC¼ TPM ßoQBkPsB ØÐCÃXÏM ÅÔ{B ßBkYB CI

Eliminating the causes of loss NC¶ÇQ ÆÇ® ´ia

TPM development means identifying and eliminating all causes ØÀ OsB àÇÇ® ØáÇÀ ´ia Ó àÞCsCÏw àÏ¬Ì ØI TPM ßBkYB Ó Ø¬sÔQ
leading to the loss of an installation. Sixteen causes of loss have NC¶ÇQ ßBkI OÇ® ×fmÐCw .fÔwàÌ NCrásACQ ¾â jf NC¶ÇQ lÓkI GYÔÌ
been identified and are grouped into three families depending on :gÐÔwàÌ ßgÏIØPsf ×ÓkÄ Øs jf ,CÙÐD Øvâj ØI ØPrI ØÀ ×gw àÞCsCÏw
their origin:

Programmed stoppages ×gw ßmâjØÌCÐkI ßCÚµ¼ÔQ

Failures CÚàIBke
Settings NCËá¨ÏQ
Tooling change jBmIB }âÔ¬Q NBmáÙXQ lB àwCÐ NC¶ÇQ
Start up jCÀ ØI lC³D Types of loss due to equipment
Micro-stoppages ßBب`È ßCÚµ¼ÔQ
Extended task time BkYB ÍCÌl uâBm¸B
Rejects and rework ßjCÀ×jCIÓf Ó CÚ×gw ×fl qM

Management OâkâgÌ
Know-how gáÈÔQ uÐBf ÍCÏÀjCÀ lB àwCÐ NC¶ÇQ
Organisation ÍCÌlCs
Logistics ¾áPrXÈ Types of loss due to personnel
Measurement uXÏs

Incoming products ßfÓjÓ ÅÔz`Ì NC¶ÇQ kâCs

Tooling jBmIB
Power ßnkÐB Other causes of loss

.gÐÔw kQÆÌCÀ Câ kPváI ¾á¿¶Q ,fgXÌ ßgÏIØPsf ,fkIjCÀ ØÏáÌl pCsB kI OsB οËÌ NC¶ÇQ ßgÏI×ÓkÄ
The families of loss may be re-classified, detailed or completed depending on the field of application.

29
 SPR OâkâgÌ FCPÀ
SPR Management Book

> The causes of loss are processed in 4 phases: :gÐÔwàÌ àsjkI ØÇakÌ jCÙ] jf NC¶ÇQ ÆÇ® <
1 - Reduce dispersion of the incidence of loss. .NC¶ÇQ lÓkI ÍBmáÌ àÄgÏÀBkM uÚCÀ å 1
2 - Extend the operating time without loss. .NC¶ÇQ ÍÓgI jCÀ ÍCÌl uâBm¸B å 2
3 - Implement periodic realignments. .ßB×jÓf NCËá¨ÏQ ßBkYB å 3
4 - Predict the incidence of loss. .NC¶ÇQ lÓkI ÍBmáÌ àÏáIuáM å 4
To achieve the overall « zero loss » target, each cause of loss
identified should be addressed on a case by case basis in order ßBkI ØÀ àPÇ® kÚ ,gwCIàÌ <k¶{ NC¶ÇQ> ØÀ àâCÙÐ ´gÚ º»`Q ßBkI
to be eliminated. This consists in conducting iterative PDCA .ffkÄ ´ia CQ ×gw àsjkI fjÔÌ ØI fjÔÌ gâCI ,fÔwàÌ àÞCsCÏw NC¶ÇQ
loops. .gwCIàÌ PDCA ßCÚØek] ÉÓBgÌ ßBkYB ÉmÇPrÌ ÆË® ÎâB

A complete strategy: the 5 pillars of TPM ÆÌCÀ ßoQBkPsB ¾â : TPM ØÐCÃXÏM ÅÔ{B
The TPM procedure is structured into five pillars based on the Ó uXÏs CÙÐD ßCÏHÌ ØÀ ×gw CÏI Æ{B WÏM pCsB kI TPM gÏâDk¸
measurement and analysis of loss: :gwCIàÌ NC¶ÇQ ÆáÇ`Q
1. Autonomous maintenance: ensure manufacturing gáÈÔQ ÍCÏÀjCÀ Ø¿ÏâB lB ÍCÏáË¥B ÅÔza :ÍBfkÄfÔe ßjBgÙÃÐ .1
personnel can detect, signal and process anomalies (failure ßCÚØÐCvÐ) gÏÏÀ tjBmÄ Ó àICâfj Bj jCÀ ßCÚßjCXÏÚCÐ gÏÐBÔQàÌ
symptoms, non quality, safety risk…) and propose, formalize
Bj ßjBgÙÃÐ Ó NBkáˬQ Ó (. . . Ó àÏËâB NBk¤e ,Oá¶áÀ Ég® ,àIBke
and implement maintenance
.gÏÏÀ BkYB Ó ßgÏI NjÔ{ ,×fkÀ fCÙÏváM
2. Planned maintenance: ensure maintenance personnel are
capable of improving the machines to eliminate the causes ÍCÏÀjCÀ Ø¿ÏâB lB ÍCÏáË¥B ÅÔza :×gw ßmâjØÌCÐkI ßjBgÙÃÐ .2
of failure and of proposing, drafting and implementing ´ia ßBkI Bj NãD ÎáwCÌ Oá¬¡Ó fÔHÙI àÞCÐBÔQ ,ßjBgÙÃÐ Ó káˬQ
preventive maintenance tasks. ,×fBf fCÙÏváM Bj ßkáÃváM NCáÇË® gÏÐBÔQàÌ Ó gÐjBf àIBke ÆÇ®
3. Case by case improvement or elimination of loss: .gÏÏÀ BkYB Ó ßmâjØÌCÐkI
grade the causes of loss and eliminate them one by one by gÐÔw ßgÏIØYjf NC¶ÇQ ÆÇ® :NC¶ÇQ ´ia Câ fjÔÌ ØI fjÔÌ fÔHÙI .3
QC Story analysis.
.gÐfkÄ ´ia QC Story ÆáÇ`Q CI Ó ¾â ØI ¾â qLs Ó
4. Training and practice: teach, mainly through practice, all
operatives on the skills necessary to implement the TPM pCsBkI Ó ,ÎâkËQ kI Øá¿Q CI ,àâBkYB fBk¸B ØËÚ :ÎâkËQ Ó tlÔÌD .4
pillars and manage the installations. Set up facilities, other tlÔÌD ,NCrásACQ OâkâgÌ Ó TPM ÅÔ{B ßBkYB ßBkI àQjCÙÌ lCáÐ
than the process machines, on which they can train and ßBkI ,ßjÓDk¸ NãD ÎáwCÌ lB ká³ ßkÃâf NäáÙrQ Ó gÐÔw ×fBf
practice their skills. ßÓj Bj fÔe ßCÚNjCÙÌ uâBm¸B Ó ÎâkËQ ,tlÔÌD CQ fÔw ×fCÌD ÍCvâB
5. Knowledge management and project TPM: formalize .gÏÏÀ BkYB ÍD
on-site experience for the benefit of existing and future
ßBkI Bj àÞBkYB ßCÚØIkXQ : TPM ßmâj^k¥ Ó CÚØPrÐBf OâkâgÌ .5
machines. Reduce loss on installations.
NC¶ÇQ .gáÏÀ ÎâÓgQ Ó ßgÏINjÔ{ àQD Ó fÔYÔÌ NãD ÎáwCÌ ×fC¶PsB
.gáÚf uÚCÀ NCrásACQ jf Bj

ØÀ ãCI OâÔÈB CI £e ¾â ßÓj kI

Bj tlÔÌD ÎáwCÌ ¾â ,×gw Îáá¬Q ÍCËQjCMf £sÔQ
ÆáÇ`Q ÆÐCM gáÏÀ FCdPÐB Bj CËÏÚBj ÎáwCÌ qLs Ó ×fkÀ FCdPÐB
£e NC¶ÇQ On a high priority line by department, select a
traning machine and then pilot machine
Line loss
analysis panel
ÍBfkÄfÔe ßjBgÙÃÐ Æ{B àICâfj ÆÐCM
Measurement of line performance loss

ßjCXÏÚCÐ
Autonomous maintenance pillar
Anomaly monitoring
panel
£e àÞDjCÀ NC¶ÇQ uXÏs

×gw ßmâjØÌCÐkI ßjBgÙÃÐ Æ{B

Planned maintenance pillar
(NC¶ÇQ ´ia) fjÔÌ ØI fjÔÌ fÔHÙI Æ{B
Case by case improvement pillar (loss elimination)
NC¶ÇQ OâkâgÌ
PDCA/ QCStory
ÎâkËQ Ó tlÔÌD Æ{B loss management

Training Teaching Pillar

TPM ßmâj ^k¥ Ó CÚØPrÐBf OâkâgÌ Æ{B
Knowledge management Project TPM pillar

30
 TPM (udIkËU «ÌCY ßjBgÙÃÐ) :NäáÙrQ OâkâgÌ
Facilities Management: TPM (Total Productive Maintenance)

ÎâkPváI ØÀ OsB àQCáÇË® Ó CÙÏáwCÌ Ó FkdÌ NCrásACQ CÙÐD ´gÚ Ø¿âjÔ¤I ,gÐÔwàÌ ØP¸kÄ jC¿I ×CÄjCÀjf ÍCÌmËÚ jÔ¤I ØPrIBÓ ÊÙI ßCÚØâCM ÎâB
¾â jf ,Bj ×gw GzÐ NBmáÙXQ àâDjCÀ ÍBÔQàÌ GáQkQ ÎâgI ,OsB ßjÓk¡ tÓj ÎâB jf NC¶ÇQ ÆáÇ`Q ÆáÈf ÎáËÚ ØI .gÐlCsàÌ fjBÓ Bj àÈCÌ jk¡
,àÏá® àsjlCI .gvdI fÔHÙI ÍCÏáË¥B CI Ó O®ks ØI Bj gáÈÔQ ÍBmáÌ CQ fkÀ ßmâjØÌCÐkI ×fÓg`Ì ÎâB jf Bj àQCÌBg¼B qLs Ó fkÀ OHU ydvÌ ×fÓg`Ì
.gwCIàÌ _á`{ OâkâgÌ ×Bj ÎâkQßgáÇÀ ,OáÈC¬¸ ßCÚFÔ]jCÙ] pCsBkI
These inter-dependent pillars are implemented simultaneously in the workshop while constantly targeting the most disruptive
installations, and the machines or operations which are most costly during downtime. This is why the analysis of loss is fundamental:
in this way, it is possible to map the performance of the facilities installed within a given perimeter and then charter an action plan in
order to improve productivity efficiently and rapidly. Visual inspection is the key to good management and is based on activity panels.

Implementing TPM TPM ßkáÄjC¿I

TPM is implemented in the plant according to a master plan
coordinated by the management board. The master plan
schedules the TPM projects to be implemented and all lines to
be upgraded to the optimum level according to a manufacturing
line performance map.
At a given site, TPM deployment starts with training upper
management on a training machine according to training criteria:
the management is trained during this project by the senior
plant TPM instructor. Once complete, each department in the
site selects a pilot line in its sector on which to deploy the
procedure. On this pilot line, chosen because it needs a
performance upgrade, the department manager conducts a
project with the workshop managers of the sector. The most
disruptive machine on the line is identified after a loss analysis.
The TPM deployment then follows the same procedure as far
as the EWT for the operators and professionals.
The success of the TPM strategy therefore depends on the
active involvement of line management, on the structured
deployment from management down to the EWT and on an
action plan focused on the main opportunities for better
productivity.
OâkâgÌ gaBÓ £sÔQ ØÀ àÇ{B ^k¥ ¾â pCsBkI ,ØÐCejCÀ jf TPM
ØÌCÐkI ÆÌCw ,àÇ{B ^kå¥ ÎåâB .fÔåwàÌ ØåP¸kåÄ jCå¿I ,×gåw ÂåÏÚCåËÚ
à¥Ô¤e ØáÇÀ ßlCsÔÐ Ó fÔHÙI Ó TPM ßCÚ×nÓkM ßBkYB ßBkI ßgÏIÍCÌl
ÎâkQ FÔÇ¤Ì ØI ,gáÈÔQ £e àÞDjCÀ Øv»Ð ¾â pCsBkI gâCI ØÀ gwCIàÌ
.gÏÏÀ BgáM C»QjB _¤s
ßÓj kI àâãCI ÍBkâgÌ tlÔÌD CI TPM ßkáÄjC¿I ,ydvÌ ×CÃâCM ¾â jf
ÎâB ÅÔ¥ jf :fÔwàÌ lC³D ,tlÔÌD ؤIC¡ ØâCM kI Ó tlÔÌD ÎáwCÌ ¾â
.fÔwàÌ ×fBf tlÔÌD ØÐCejCÀ TPM gwjB àIkÌ £sÔQ OâkâgÌ ,ØÌCÐkI
jf Bj CËÏÚBj £e ¾â ,×CÃâCM jf ßgaBÓ kÚ ,ØÇakÌ ÎâB ÆáË¿Q lB qM
ÎâB .fjÓDàÌ jf BkYB ØI ÍD ßÓj kI Bj gÏâDk¸ Ó ×fkÀ FCdPÐB fÔe udI
kâgÌ Ó ,×gw FCdPÐB ÍD àÞDjCÀ _¤s ßC»QjB ØI lCáÐ ÆáÈf ØI CËÏÚBj £e
×gÙ® kI Bj ×nÓkM ßkHÚBj ,OËr¼ ÍD ×CÄjCÀ ÍBkâgÌ ßjC¿ËÚ CI gaBÓ
jCI ØI Bj àIBke ÎâkPváI ØÀ àÏáwCÌ ,NC¶ÇQ ÆáÇ`Q lB qM .gÐkáÄàÌ
ÎáËÚ ØI Ó ÍD lB qM TPM ßkáÄjCÀ ØI .fÔwàÌ àÞCsCÏw ,fjÓDàÌ
CÚßBظka Ó CÚjÔQBkMB ßBkI EWT ØI OIÔÐ CQ gÏÀàÌ BgáM ØÌBfB GáQkQ
.gskI
ÅC¬¸ OÀjCvÌ ØI fjBf àÃPrI TPM ßoQBkPsB OỸÔÌ ,GáQkQ ÎâgI
Ó , EWT CQ OâkâgÌ lB GáQkQ ØI FÔ]jCÙ] jf jBk»PsB ,£e OâkâgÌ
.OsB mÀkËPÌ ,kPÙI gáÈÔQ Ó àÇ{B ßCÚOᬼÔÌ ßÓj kI ØÀ àQCáÇË® Øv»Ð

gwjB ÍBkâgÌ ØI tlÔÌD :ßBØsjgÌ OáÈC¬¸

Training machine tlÔÌD ÎáwCÌ DSPI ¾ËÀ CI Ó gwjB àIkÌ £sÔQ
Senior instructor assisted by DPSI
to train upper management: the “school activity”

Pilot line CËÏÚBj £e máÐ CÙÐD Ó ×fBf tlÔÌD ×CÄjCÀ ÍBkâgÌ ØI gwjB ÍBkâgÌ
gÏÚfàÌ tlÔÌD CËÏÚBj ÎáwCÌ ßÓj kI Bj EWT
Upper management trains the
ÎáwCÌ ÎâkQtljB ÊÀ CI ªÓkw workshop managers who train
Start with most downgraded machine the EWTs on pilot machine

àÄfkPrÄ
×CÌ 3 kTÀBga Spreading
3 months Maxi
×CÌ 3
3 months
tlÔÌD £sÔQ FCdPÐB
ÍCâl ÆáÇ`Q Ó CÙÏáwCÌ kI gÏÚfàÌ tlÔÌD Bj CÚßBظka Ó CÚjÔQBkMB EWT ÍBkâgÌ
Choice guided by training EWT managers train operators and professionals
opportunities on machine
and loss analysis

ÍCâl ÆáÇ`Q £sÔQ FCdPÐB jBk»PsB Ó tlÔÌD ×Ôáw : TPM

Choice guided
by loss analysis TPM: Training and deployment principle
31
TPM operatives
Role of the EWT manager
For TPM, the role of the EWTmanager is to:
participate in the training programme in his workshop and
conduct the pilot project in his EWT;
guide implementation of the TPM activities in his EWT: 5S,
autonomous maintenance, loss monitoring…;
ensure improved productivity in his perimeter;
implement high-priority actions defined with the workshop
manager to advance according to the « facility performance
management » strategy in the EWT book.
Role of workshop manager
For the TPM procedure, the role of the workshop manager is to:
participate at the training programme and coordinate the
workshop in his workshop;
ensure a robust analysis of loss is conducted in the workshop
and that loss is eliminated;
develop Autonomous Maintenance in conjunction with the
planned maintenance activities;
ensure productivity improves within his perimeter;
identify the high priority actions to be implemented in order
to align the EWT according to the « facility performance
management » strategy, and assist them in implementing these
actions.
Role of the department manager
and plant management board
For the TPM procedure, the role of the plant management is to:
set the example by actively participating in the training and
pilot programmes;
ensure that the TPM activities are conducive to attaining
operational productivity by eliminating loss;
ensure that improvements prompted by the TPM are
appropriately recorded for future projects.
Role of the support functions
TPM is a cross-functional procedure in the plant in which all
functions participate:
the manufacturing department is responsible for autonomous
maintenance, operator training, quality and standardization of
the TPM activities under the supervision of maintenance
professionals;
the maintenance department is responsible for planned
maintenance and participates in training the operators;
the production engineering department coordinates
integration of the improvements prompted by TPM on
existing machines and the design of new machines;
the other departments concerned: all departments must
work together, in a team spirit, in order to succeed in
implementing the TPM.
TPM ÆÌBÔ®
EWTkâgÌ u»Ð
:OsB kâl fjBÔÌ ÆÌCw EWT kâgÌ u»Ð , TPM jf
EWT jf Bj CËÏÚBj ×nÓkM Ó gÏÀ OÀkw fÔe ×CÄjCÀ àwlÔÌD ØÌCÐkI jf
;gâCËÐ ßkHÚBj fÔe
,ØÐCÃXÏM ÅÔ{B :gÏÀ OâBgÚ fÔe EWT jf Bj TPM ßCÚOáÈC¬¸ ßBkYB
; . . . NC¶ÇQ kI NjC¨Ð ,ÍBfkÄfÔe ßjBgÙÃÐ
;gÏÀ Æ{Ca ÍCÏáË¥B fÔe ßjCÀ ×fÓg`Ì jf gáÈÔQ fÔHÙI lB
,gÐB×gw Îáá¬Q ×CÄjCÀ kâgÌ ßjC¿ËÚ CI ØÀ Bj ãCI OâÔÈÓB CI ßCÚOáÈC¬¸
<NäáÙrQ àÞDjCÀ OâkâgÌ> ßoQBkPsB pCsBkI O¸kváM CQ gâCËÐ BkYB
.ffkÄ Æ{Ca ,OsB ×gÌD EWT FCPÀ jf ØÀ
×CÄjCÀ kâgÌ u»Ð
:OsB kâl ^kw ØI ×CÄjCÀ kâgÌ u»Ð , TPM gÏâDk¸ jf
ÂÏÚCËÚ Bj fÔe ×CÄjCÀ ßCÚOáÈC¬¸ Ó gÏÀ OÀkw àwlÔÌD ØÌCÐkI jf
;gâCËÐ
fÔe ×CÄjCÀ jf NC¶ÇQ ºá¼f Ó _âk{ ÆáÇ`Q ßBkYB lB ÍCÏáË¥B ÅÔza
;CÙÐD ´ia Ó
×gw ßmâjØÌCÐkI ßjBgÙÃÐ ßCÚOáÈC¬¸ ×BkËÚ ØI Bj ÍBfkÄfÔe ßjBgÙÃÐ
;fjÓDjf BkYB ØI
;fÔe ×fÓg`Ì jf gáÈÔQ fÔHÙI lB ÍCÏáË¥B ÅÔza
gâCI EWT ,CÙÐD ßBkYB CI ØÀ ãCI OâÔÈÓB CI ßCÚOáÈC¬¸ àÞCsCÏw
OÀkw Ó ffkÄ Êá¨ÏQ <NäáÙrQ àÞDjCÀ OâkâgÌ> ßoQBkPsB pCsBkI
.CÚOáÈC¬¸ ÎâB ßBkYB jf
ØÐCejCÀ OâkâgÌ gaBÓ Ó ÍCËQjCMf kâgÌ u»Ð
:OsB kâl fjBÔÌ ÆÌCw ØÐCejCÀ OâkâgÌ u»Ð , TPM gÏâDk¸ jf
;CËÏÚBj ßCÚØÌCÐkI Ó tlÔÌD jf ØÐãC¬¸ OÀkw ºâk¥ lB ØÐÔËÐ fCXâB
GYÔÌ ,NC¶ÇQ ´ia CI , TPM ßCÚOáÈC¬¸ Ø¿ÏâB lB ÍCÏáË¥B ÅÔza
;gÐÔwàÌ àÇË® gáÈÔQ fÔHÙI Ó àICáPsf
ßBkI , TPM ßBkYB lB Æ{Ca ßCÚfÔHÙI Ø¿ÏâB lB ÍCÏáË¥B ÅÔza
.gÐfkÄàÌ OHU GsCÏÌ jÔ¥ ØI ,×gÏâD ßCÚ×nÓkM jf ×fC¶PsB
àÐCHáPvM ÆÌBÔ® u»Ð
ÆÌBÔ® àÌCËQ ØÀ OsB ØÐCejCÀ jf àÙYÓ gÏ] àQCáÇË® gÏâDk¸ ¾â TPM
:gÏâÔYàÌ OÀkw ÍD jf
,jÔQBkMB tlÔÌD ,ÍBfkÄfÔe ßjBgÙÃÐ NCáÇË® ÅÔÝrÌ ,OeCs udI
ßjBgÙÃÐ ÎázzdPÌ k¨Ð O`Q , TPM ßlCs fjBgÐCPsB Ó Oá¶áÀ
;gwCIàÌ
×gw ßmâj ØÌCÐkI ßjBgÙÃÐ NCáÇË® ßBkYB ÅÔÝrÌ ,ßjBgÙÃÐ udI
;gâÔY OÀkw máÐ CÚjÔQBkMB tlÔÌD jf gâCIàÌ Ó gwCIàÌ
jf àÃ]jCL¿â fCXâB Ó ÍfkÀ ÂÏÚCËÚ ÅÔÝrÌ ,gáÈÔQ àsgÏÙÌ udI
àaBk¥ Ó fÔYÔÌ NãD ÎáwCÌ ßÓj kI TPM lB Æ{Ca ßCÚfÔHÙI
;gwCIàÌ gâgY NãD ÎáwCÌ
CI Ó kÃâg¿â ßjC¿ËÚ CI gâCIàÌ CÚudI ØáÇÀ :káÄjf ßCÚudI kâCs
gÏâDk¸ ÎâB jf , TPM máÌD OỸÔÌ ßBkYB ßBkI ,àÚÓkÄ jCÀ ØáaÓj
.gÏâÔY OÀkw
32
 TPM (udIkËU «ÌCY ßjBgÙÃÐ) :NäáÙrQ OâkâgÌ
Facilities Management: TPM (Total Productive Maintenance)
ÍCÐCHáPvM
Maintenance
personnel
Support
and assist: • Repair káˬQ
• Teach
• Train • Alert jBgvÚ

Maintenance activities
• ... • Extend tkPrÄ

àÐCHáPvM NCáÇË®
• Diagnose yádvQ
ßlCs ØÏáÙI
• Alert jBgvÚ
• Participate OÀkw

ÍCÄgÐlCs
Manufacturing GzÐ
personnel • Produce OeCs Installation
• Alert jBgvÚ
• Repair káˬQ
.<×gw ßmâjØÌCÐkI ßjBgÙÃÐ> Ó <ÍBfkÄfÔe ßjBgÙÃÐ> jf OeCs udI ÍCÏÀjCÀ Ó ßjBgÙÃÐ Ó NBkáˬQ udI ÍCÏÀjCÀ u»Ð :ÅCTÌ
Example: role of maintenance and manufacturing personnel in the « Autonomous maintenance » and « Planned maintenance » pillars

TPM « System » dimension TPM <ÊPrás> fC¬IB

1. TPM and standardization ßlCs fjBgÐCPsB Ó TPM .1
TPM is dependent on standardization insofar as autonomous ßjBgÙÃÐ ØI ØPrIBÓ , SOS µâk¬Q pCsB kI ØÀ ßB×lBgÐB ÍCËÚ CQ TPM
maintenance and planned maintenance operations are described fjBgÐCPsB ØI ,gwCIàÌ ×gw ßmâjØÌCÐkI ßjBgÙÃÐ NCáÇË® Ó ÍBfkÄfÔe
in the SOS. Furthermore, the analysis of the causes of non-
jf ßgáÈÔQ å ká³ ÆÌBÔ® Æâãf ÆáÇ`Q ,×Óä¬I .OsB ØPrIBÓ máÐ ßlCs
productivity on a line may write up an SOS for an operation that
might cause micro-stoppages. àQCáÇË® ØI ØÀ fÔw SOS ¾â ÎâÓgQ ØI kXÏÌ OsB οËÌ ,£e ¾â
.gÐfkÄàÌ ßBب`È ßCÚµ¼ÔQ GYÔÌ ØÀ flBfkMàÌ

2. TPM and training tlÔÌD Ó TPM .2

The essential elements of workshop machine maintenance are tlÔÌD lB àvdI ÍBÔϬI ,ØÐCejCÀ NãD ÎáwCÌ ßjBgÙÃÐ àÇ{B ÍCÀjB
taught to the operators as part of the Basic Skill Training at tlÔÌD CÚjÔQBkMB ØI dojo ÉCÏI à{Ce ßCÚÍC¿Ì jf ,ßfCáÏI ßCÚNjCÙÌ
specific locations called dojos.
.fÔwàÌ ×fBf

3. TPM and continued improvement kËPrÌ fÔHÙI Ó TPM .3

Implementation of the TPM, and in particular when analyzing the å ká³ ÆÌBÔ® Æâãf ÆáÇ`Q ÉCÃÏÚ ØI xÔzdI , TPM gÏâDk¸ ßBkYB
causes of non-productivity, may highlight a disruptive machine and ¾â Ó ffkÄ FkdÌ ÎáwCÌ ¾â yádvQ GYÔÌ OsB οËÌ ,ßgáÈÔQ
prompt a Kaizen project. Conversely, a Kaizen project conducted
ÎâgÏ] ßÓj ØÀ àÐmâCÀ ×nÓkM ,ÆIC»Ì jf .gÏÀ GÇ¥ Bj ÍmâCÀ ×nÓkM
on several stations, in particular on automated lines, may prompt
a reduction in the causes of malfunctions. It has a positive impact OsB οËÌ ,¾áQCÌÔQB ¢Ô¤e jf xÔzdI ,gâDàÌ jf BkYB ØI ×CÃPrâB
on the operational efficiency of the line. kI OHTÌ ßkUB GáQkQ ÎâB ØI Ó ,ffkÄ CÚfBkâB lÓkI ÆÌBÔ® uÚCÀ GYÔÌ
.fjBiÄàÌ gáÈÔQ £e àÇË® àÞDjCÀ ßÓj

4. TPM and quality management Oá¶áÀ OâkâgÌ Ó TPM .4

Application of the TPM prompts greater reliability of facility .ffkÄàÌ NäáÙrQ àÞDjCÀ ØI ÍCÏáË¥B uâBm¸B GYÔÌ TPM lB ×fC¶PsB
operation. If the initial impact can be seen in terms of overall kI ÍD kUB ,OsB àÏáI uáM ÆIC¼ àâCÙÐ àÞDjCÀ kI ÍD ØáÈÓB kUB Ø] kÄB
performance, it can also be seen in the production quality brought
fkÀjCÀ GYÔÌ ØÀ Bk] ,gwCIàÌ àÏáI uáM ÆIC¼ máÐ gáÈÔQ Oá¶áÀ fÔHÙI
about by satisfactory operation of the machines. In addition, the
analysis of the causes of efficiency loss in the TPM uses the uÚCÀ Æâãf ÆáÇ`Q jf ,×Óä¬I .fÔwàÌ NãD ÎáwCÌ udI OâC¡j
QC Story quality tool. .fÔwàÌ ×fC¶PsB QC Story Oá¶áÀ jBmIB lB , TPM jf àÞDjCÀ

5. TPM and Just-in-Time JIT (Just-in-Time) ÉCÃÏÙI ßoQBkPsB Ó TPM .5

By improving reliability and line operating times, the TPM uÚCÀ GYÔÌ TPM ,gáÈÔQ £e àÐCÌl ×flCI fÔHÙI Ó ÍCÏáË¥B uâBm¸B CI
contributes to a reduction in the process flow times, which is one (JIT) ÉCÃÏÙI ßoQBkPsB ´BgÚB lB à¿â ØÀ ffkÄàÌ tlBfkM ÍCâkY ÍCÌl
of the objectives of the Just-in-Time strategy. In addition,
ØáÇÀ ØÀ OsB ÍD gÏÌlCáÐ ,º¸ÔÌ (JIT) ÉCÃÏÙI ßoQBkPsB ,×Óä¬I .gwCIàÌ
successful JIT requires that all machines are reliable and
performed efficiently. In this context, efficient application of the ÉäÀ Ø{äe Ó .gÏwCI ØPwBf ÍCÏáË¥B ÆIC¼ Ó ãCI àÞDjCÀ ,NãD ÎáwCÌ
TPM is a prerequisite for just-in-time production (totally JIT ) ÉCÃÏÙI gáÈÔQ ßBkI ßlCáÐ uáM , TPM lB kUÒÌ ×fC¶PsB Ø¿ÐD
synchronized production). .(ÉCÃËÚ éäÌCÀ gáÈÔQ) gwCIàÌ (“Just-in-Time”

33

Oá¶áÀ fÔHÙI .4
GYÔÌ NãD ÎáwCÌ fÔHÙI
fÔwàÌ gáÈÔQ Oá¶áÀ jf fÔHÙI
4. Quality improvement
Improvements to machines
contribute to product quality
improvements
kËPrÌ fÔHÙI .3
OsB οËÌ , TPM S`HÌ jf
gâDjf BkYB ØI ÍmâCÀ ×nÓkM ¾â
gÏÀ ´ia Bj NC¶ÇQ ªÔÏPÌ Æâãf CQ
3. Continuous improvement
In a TPM context, a kaizen project
may be implemented to eliminate
various causes of loss
ØÐBlÓj ßkQkI
DAILY EXCELLENCE
tkPrÄ
´BgÚB jBk»PsB Ó
NCáÇË® Øv»Ð Ó
Deployment
of objectives Just-in-Time ÉCÃÏÙI ßoQBkPsB .5
and action ,NãD ÎáwCÌ fBlD ßCÚÍCÌl fÔHÙI CI TPM
plans fjBf tlBfkM ÍCâkY ÍCÌl ßÓj kI OHTÌ ßkUB
5. Just-in-Time
By improving machine open times,
TPM has a positive impact on
process flow times
JIT
tlÔÌD .2
QC TPM ,ßjBgÙÃÐ ÅÔ{B tlÔÌD
OsB ×CÄjCÀ OâkâgÌ lB àvdI
2. Training
Teaching the basics of
maintenance is part of
workshop management
ÍmâCÀ ßfCáÏI ßCÚNjCÙÌ tlÔÌD
ßjCÀ ×CÃPrâB ßlCs fjBgÐCPsB ßlCs fjBgÐCPsB .1
ÍBfkÄfÔe ßjBgÙÃÐ NCáÇË® SOS
P Kaizen
Basic Skill Training ×gw ßmâjØÌCÐkI ßjBgÙÃÐ Ó
A D
C
Work Station gÏÀàÌ Îáá¬Q Bj
Standardization (WSS) 1. Standardization
The SOS’ describe
autonomous maintenance
and planned maintenance
opertations
34
 (JIT) Just-in-Time (ÉCÃÏÙI ßoQBkPsB) :ÍCâkY OâkâgÌ
Flow Management: Just-in-Time (JIT)
lB ÍCÏáË¥B ÅÔza GYÔÌ ØÀ OsB àÐCÌlCs ßCÚjCPeCs Ó CÚtÓj ,NCáÇË® ØáÇÀ , Just-in-Time (JIT) ÉCÃÏÙI ßoQBkPsB mÀkËQ Ó ´gÚ
ÉCÃÏÙI ÍmâCÀ tÓj ßÓj kI mÀkËQ ,CXÏâB jf .×ká³ Ó , SMED ,ßkâiM ´C¤¬ÐB :gÏwCIàÌ lCáÐ fjÔÌ ÍCÌl jf ,lCáÐ fjÔÌ NBgáÈÔQ OeCs
.gwCIàÌ

The Just-in-Time (JIT) strategy focuses on all actions, methods and organizational structures conducive to
ensuring that the required products are manufactured at the required moment: flexibility, SMED, etc. Here,
the focus is on the Kaizen just in time method.

Progress through JIT JITºâk¥ lB O¸kváM

Progress on all flow lines ÍCâkY ¢Ô¤e ØáÇÀ ßÓj O¸kváM

One of the SPR targets is to « deliver the right product at the
right time ». This is where the Just-in-Time strategy comes into
play by optimizing the logistical and production flows. This
requires a corresponding lean flow production organization on
a tight production line, synchronized with the customers and
suppliers. This organization means eliminating all waste, quantity
and time, from the logistical flow and from internal plant
information from the procurement of materials and parts until
the final product is delivered to the customer.
ÍCÌl jf ,_á`{ ÅÔz`Ì ÅCsjB> ,ÔÐj gáÈÔQ ÊPrás ´BgÚB lB à¿â
ÉCÃÏÙI ßoQBkPsB ØÀ OsB ´gÚ ÎâB ØI Ígásj ßBkI Ó .gwCIàÌ <_á`{
ßBkI .gâDàÌ jCÀ ØI ,¾áPrXÈ Ó gáÈÔQ ßCÚÍCâkY ßlCs ØÏáÙI CI ,(JIT)
gáÈÔQ £e ¾â kI à¿PÌ Ó GsCÏPÌ gáÈÔQ ÍCâkY jCPeCs ¾â ,jÔ¨ÏÌ ÎâB
.gwCI ÉCÃËÚ ÍCÄgÏÏÀ ÎáÌACQ Ó ÍCâkPvÌ CI ØÀ OsB lCáÐ fjÔÌ Ê¿`PrÌ
ÍCâkY lB ,àÐCÌl Ó àPáËÀ ,CÚ´äQB ØáÇÀ ´ia ,jCPeCs ÎâB ´gÚ
,gwCIàÌ NC¬¤¼ Ó fBÔÌ ÎáÌACQ lB Ó ØÐCejCÀ àÇeBf NC®ä¥B lB ,¾áPrXÈ
.ffkÄ ÅCsjB ßkPvÌ ßBkI àÞCÙÐ ÅÔz`Ì ØÀ ßBØÇakÌ CQ

ÍCâkY ÆeBf ÍCâkY jf

Inter - Process In Process

,lCáÐ fjÔÌ ÍCÌl jf ,lCáÐ fjÔÌ «ICÏÌ ØÀ fÔw Æ{Ca ÍCÏáË¥B CQ gwCIàÌ àÈÔ{B Ó ßjCPeCs àÇ¿w ØI CÚ´äQB ´ia , (JIT) ÉCÃÏÙI ÍmâCÀ gÏâDk¸ ´gÚ
uÚCÀ Ó ßjBfjCHÐB ßCÚØÏâmÚ jf uÚCÀ ,gÏâDk¸ ÎâB ØXáPÐ .gÏwCI pkPsf jf ,ßkPvÌ lCáÐ fjÔÌ fBg¬Q ØI Ó ×gw tjC¶s NãÔz`Ì OeCs ßBkI
.OsB tlBfkM ßCÚÍCÌl

The purpose of the Kaizen JIT procedure is to eliminate such waste in a structured manner and to ensure the necessary resources are in
place to manufacture the products requested by the customer, at the required moment and in the quantity demanded. This results in a
reduction of inventories and process flow times.

35
 SPR OâkâgÌ FCPÀ
SPR Management Book

The seven wastes ØÐCÃP¶Ú ßCÚ´äQB

> To optimize flow, the analysis of the production
process is divided into two activities:
1- added value activities that transform the product to obtain
the result demanded by the customer;
2- wastes, i.e. all activities that do not add any value to the
product.
In terms of production flow, a waste is a needless, inappropriate
or ineffective expense.
Conventionally, there are seven types of waste (see the draft
below).
Óf ॠjf gáÈÔQ gÏâDk¸ ÆáÇ`åQ ,ÍCåâkåY jf ßlCs ØÏáÙI ßBkI <
:ffkÄàÌ àÇË® ØÇakÌ
ÎáÌACåQ ßBkI ,ÅÔz`Ì àÐÔåÄkåÄf GYÔÌ ØåÀ ×fÓmå¸B tljB NCáÇË® .1
;ffkÄàÌ ßkPvÌ ßC¡C»Q
ØI ßB×fÓm¸B tljB ØÐÔÃ\áÚ ØÀ àQCáÇË® ØáÇÀ ÅCTÌ ÍBÔϬI ,CÚ´äQB .2
.gÏÏÀàËРظC¡B ÅÔz`Ì
ØÀ fÔwàÌ ØP¶Ä ßBØÏâmÚ ØÐÔÄkÚ ØI ´äQB ,gáÈÔQ ÍCâkY ÉÔÙ¶Ì jf
.OsB kUB àI Câ Ó gwCIàËÐ GsCÏPÌ ,fjBgÐ fÔYÓ ÍD ØI ßlCáÐ
:×gÌD kâl ÅÓgY jf ØÀ fjBf fÔYÓ ´äQB ×ÓkÄ O¶Ú ,ßfBfjBk¼ jÔ¤I

7 wastes ØÐCÃP¶Ú ßCÚ´äQB

OÈCa ÎâB ØÀ ,OsB lCáÐ fjÔÌ tlBfkM ßBkI Ø\ÐD lB kP¬âks àÃÏÚD CI gáÈÔQ Câ OsB Élã Ø\ÐD lB kPváI gáÈÔQ
ßfCâl gáÈÔQ .gwCIàÌ «âCw Ngw ØI
Over production Produce more than is necessary or at a faster pace than the ensuing process requires, an extremely
frequent case.

jCPPsB GYÔÌ Ó OsB ãCÀ ßfÔYÔÌ jf ØUfCa ¾â ßjBfjCHÐB .OsB ßfCâl NBgáÈÔQ Êá»PrÌ ØXáPÐ ßjBfjCHÐB
,×Óä¬I .(ÍfÔI ÍCÏáË¥B ÆIC¼ ká³ Ó ÍfÔI ´C¤¬ÐB ÆIC¼ ká³ ,àPá¶áÀàI) fÔwàÌ gáÈÔQ gÏâDk¸ jf NBfBkâB
ßjBfjCHÐB .fjBgÐ ßkPvÌ ßBkI ßB×fÓm¸B tljB ØÐÔÃ\áÚ ØÀ gÏÀàÌ fCXâB OÀkw ßBkI بaäÌ ÆIC¼ ßBØÏâmÚ ßjBfjCHÐB
Inventories A direct consequence of over productions, inventories are seen as a contingency stocks and mask
a product process malfunction (non-quality, non-flexibility and non-reliability). In addition,
they account for a significant cost for the company, without any added value for the customer.

fÔYÓ ÍD ßBkI máÐ à®ÔÏPÌ Æâãf .fjBgÐ ÅCHÐgI ßB×fÓm¸B tljB ØÐÔÃ\áÚ NCáÇË® ÎáICÌ jC¨PÐB Ó µ¼ÔQ ÍCÌl
jC¨PÐB ÍCÌl ÎâB .(. . . NCáÇË® ÍCÌl ÎáI àÃÏÚCËÚCÐ ,NãD ÎáwCÌ ßÓj kI ظC¡B jCI ,ãCI lB ج¤¼ ÆâÔ`Q jf káeACQ) fjBf
.gÏskI ƼBga ØI gâCI CÚµ¼ÔQ
Waiting time
Downtime between operations have no added value. There are various causes (part delivery delay
upstream; machine overload; task time imbalance…), which should be reduced to a minimum.

ßjÓk¡ká³ Æ»Ð Ó ÆËa .ffkÄ ´ia àPa Câ gskI οËÌ jBg»Ì ÎâkPËÀ ØI gâCI Ó fjBgÐ ßB×fÓm¸B tljB ØÐÔÃ\áÚ NC¬¤¼ Æ»Ð Ó ÆËa
The transport of parts has no added value and should be reduced to the strict minimum, or even
Unnecessary transport eliminated.

ßjÓk¡ká³ NCáÇË®
Unnecessary operations
ÍBÔϬI .fjBgÐ gáÈÔQ jf ßkáUACQ CÙÐD ´ia Ó gÐjBgÐ ÍD ØI ßlCáÐ ØÀ gÐkáÄkI jf Bj àQCáÇË® OsB οËÌ CÚgÏâDk¸
:fÔËÐ ×jCwB kâl fjBÔÌ ØI ÍBÔQàÌ ÅCTÌ
.fkÀ ´ia tlBfkM ÍCâkY kPÙI ÅkPÏÀ CI ÍBÔQàÌ ØÀ Bj Oá¶áÀ ÅkPÏÀ ¾â å
.gÌCXÐBàÌ Oá¶áÀàI gáÈÔQ ØI ØÀ àQCáÇË® å
The processes may include unnecessary operations that can be eliminated without undermining the
produce. For example, this is the case of:
- a quality control which might be eliminated by better process control,
- operations generating non-quality.

gáÈÔQ ßCÚàIBke .fjBf à¸C¡B NBmáÙXQ Ó jCÀ ßÓkáÐ ßjÓk¡ká³ uâBm¸B ØI lCáÐ ,CÚàIBke ßlCslCI Ó ^ä{B
Correcting and repairing faults incur unnecessary expenditure in terms of manpower and additional
Production defects equipment.

ÎâB .gÏÀàËÐ fCXâB ÅÔz`Ì ßBkI ßB×fÓm¸B tljB ØÐÔÃ\áÚ ØÀ jÔQBkMB ßCÚjCP¸j Ó CÚàÞCXICY ,NCÀka ØáÇÀ
ßjÓk¡ká³ NCÀka .gÐÔwàÌ àsjkI Ó ÆáÇ`Q ØP®Cs Óf ÍmâCÀ Ó ×lÓj Óf ÍmâCÀ NCáÇË® ÅÔ¥ jf xÔzdI NC¶ÇQ lB ×ÓkÄ
Unnecessary movements All movements, gestures or travelling by the operator which do not add any value to the product.
In particular, this waste is analysed during the Kaizen 2 Day and Kaizen 2 Hour activities.

36
 (JIT) Just-in-Time (ÉCÃÏÙI ßoQBkPsB) :ÍCâkY OâkâgÌ
Flow Management: Just-in-Time (JIT)

JIT and problem solving ØÇÝrÌ Æa Ó JIT

In addition to making economic savings, flow optimization
highlights malfunctions in the production system (see diagrams
below). Manufacturing the required products at the required
moment at the required quantity demands:
flexibility in order to manufacture products in the sequence
ordered by the customers;
reliability to manufacture within the time between the order
and the delivery;
quality to manufacture the just requisite first time: a golden
rule of just in time is never to produce anything unless it can be
produced in a fault-free manner. In other words this means
« do not manufacture », « do not overlook », « do not accept »
defective products.
JIT Kaizen, therefore, by systematically eliminating and controlling
waste, gradually highlights real quality control, flexibility and
reliability problems. Just-in-Time therefore places an emphasis on
product nonquality, facility non-reliability and non-flexibility by
implementing other SPR procedures and tools.
GYÔÌ ,ßfCzP¼B ßCÚàÞÔY ظk{ kI ×Óä® ,gáÈÔQ ÍCâkY ßlCs ØÏáÙI
OeCs .(kâl ÉBkÄCâf) fÔwàÌ gáÈÔQ ÊPrás jf NBfBkâB àÞCsCÏw Ó lÓkI
Bj kâl fjBÔÌ ,lCáÐ fjÔÌ fBg¬Q ØI Ó lCáÐ fjÔÌ ÍCÌl jf ,lCáÐ fjÔÌ ÅÔz`Ì
:gÏÀàÌ GÇ¥
tjCå¶s àÈBÔåQ pCsB kåI NãÔz`Ì OeCs ´gåÚ CåI ,ßkâiM ´C¤¬ÐB
;ÍCâkPvÌ
CQ tjC¶s O¸Cåâjf ÍCÌl lB ÅÔz`Ì OeCs ßBkI ,ÍfÔI ÍCÏáË¥B ÆIC¼
;ÆâÔ`Q
ØåÀ ÉCåÃÏÙI ßoåQBkåPsB jf àåÞä¥ àÐÔÐC¼ :BgåPIB lB OeCs jf Oåá¶áÀ
ÉBg¼B ,gáPráÐ ÎÝË¤Ì ÅÔz`Ì ÍfÔI y»Ð àI Ó O`{ lB CåQ ,gâÔÄàÌ
jBf fBkåâB ÅÔz`Ì ØÀ OsB ÍD kÃâf ÉÔÙ¶Ì .gáÏ¿Ð ÅÔz`Ì OeCs ØåI
.<gâkâiLÐ BkÐD> ,<gáÏ¿Ð àwÔM Êv] ÍD fBkâB kI> ,<gáÏ¿Ð gáÈÔQ> Bj
ØI ,NC¶ÇQ ØP¸Câ ÉC¨Ð ÅkPÏÀ Ó ´ia CI (JIT) ÉCÃÏÙI ÍmâCÀ ,GáQkQ ÎâgI
ÍCÏáË¥B ÆIC¼ Ó ßkâiM ´C¤¬ÐB ,Oá¶áÀ ÅkPÏÀ ଼BÓ ÆÞCrÌ WâjgQ
jBmIB Ó CÚgÏâDk¸ kâCs ßkáÄjC¿I CI JIT ÎâBkICÏI .gÏÀàÌ jC¿wD Bj ÍfÔI
Ó ÍCÏáË¥B g¼C¸ NäáÙrQ ,Oá¶áÀ g¼C¸ gáÈÔQ kI xCe àÙYÔQ , SPR
.fjBf ´C¤¬ÐB ÆIC¼ ká³

fÔYÔÌ ÆÞCrÌ ´ia ØI SPR ßCÚßoQBkPsB .3 OsB àâCÚÆa ×Bj ÎP¸Câ , JIT àÇ{B ´gÚ .2 ,tlBfkM ÍCâkY jf ßãCÀ ßfÔYÔÌ Ó ßjBfjCHÐB 01
.gÏÏÀàÌ ¾ËÀ .gÐkáÄ jBk¼ ×fC¶PsB fjÔÌ gÏÐBÔPI ØÀ .gÏÏÀàÌ jCPPsB Bj gáÈÔQ ÍCâkY jf fÔYÔÌ ÆÞCrÌ
3. The SPR strategies help in 2. The main objective of JIT is to reveal 1. Inventories and in-process stock mask
eliminating problems. issues that can then be addressed. production flow problems.

Kaizen JIT project (JIT) ÉCÃÏÙI ÍmâCÀ ×nÓkM

The Kaizen JIT project is conducted over a two-day period. The
persons involved are the manufacturing managers in the sector
concerned and logistics professionals. By focusing on an analysis
of process and information flow, the typical flowchart is as
follows:
1 - Observe things on the ground
2 - Assess the current situation
3 - Picture the ideal situation (process flow and information
flow)
4 - Define the achievable target
5 - Decide on the action plans to be undertaken to reach this
target
6 - Present this action plan to the managers of the perimeter
7 - Present the synthesis to the EWTs concerned.
.gâDàÌ jf BkYB ØI ×lÓj Óf ×jÓf ¾â jf , (JIT) ÉCÃÏÙI ÍmâCÀ ×nÓkM
jf káÄjf fBk¸B ,¾áPrXÈ ÎázzdPÌ Ó Ø¥ÔIkÌ gaBÓ OeCs ÍBkâgÌ
ßÓj kI mÀkËQ CI ,×nÓkM ßBkYB tÓj .gÏÚfàÌ Æá¿vQ Bj ×nÓkM ÎâB
:gwCIàÌ kâl ^kw ØI ,NC®ä¥B Ó tlBfkM ÍCâkY ÆáÇ`Q
OsB Ój uáM jf Ø] ÍD ×gÚCvÌ å 1
fÔYÔÌ £âBkw àICâljB å 2
(NC®ä¥B ÍCâkY Ó tlBfkM ÍCâkY) àÐCÌjD £âBkw ÊrXQ å 3
àICáPsf ÆIC¼ ´gÚ Îáá¬Q å 4
´gÚ ÎâB ØI Ígásj àÞBkYB ßCÚØv»Ð ßÓj ßkáÄ ÊáËzQ å 5
k¨Ð fjÔÌ ×fÓg`Ì ÍBkâgÌ ØI ×gw FCdPÐB àÞBkYB Øv»Ð ØÞBjB å 6
.Ø¥ÔIkÌ ßCÚ EWT ØI ªÔ¡ÔÌ ØXáPÐ ØÞBjB å 7

37
The field analysis and the ensuing action plans should focus on kI gâCI ,ÍD lB ØP¸kÄ NACvÐ àÞBkYB ßCÚØv»Ð Ó àÐBgáÌ ÆáÇ`Q Ó ØâmXQ
six parallel objectives: :gÏwCI ØPwBf mÀkËQ ßlBÔÌ ´gÚ uw ßÓj
reduce process flow times tlBfkM ÍCâkY ÍCÌl uÚCÀ
reduce inventory levels ßjBfjCHÐB ÍBmáÌ uÚCÀ
increase facility capacity
NäáÙrQ Oá¸k© uâBm¸B
reduce surface requirements
C~¸ ØI ßCÚlCáÐ uÚCÀ
optimize cost of bought-out parts
NC¬¤¼ gâke ØÏâmÚ jf ßlCs ØÏáÙI
improve productivity
gáÈÔQ ÍBÔQ fÔHÙI
This table provides a synthesis of how inventory reduction
prompts a reduction in process flow times. ,ßjBfjCHÐB ßCÚØÏâmÚ jf uÚCÀ ØÐÔÃ] ØÀ gÚfàÌ ÍCvÐ kâl ÅÓgY
.ffkÄàÌ tlBfkM ÍCâkY ßCÚÍCÌl uÚCÀ GYÔÌ

REDUCE COSTS CÚØÏâmÚ uÚCÀ 1. REDUCE STOCK LEVELS ãCÀ ßfÔYÔÌ ÍBmáÌ uÚCÀ .1

gáÈÔQ ßjÓDÔÐ .1 ãCÀ ßfÔYÔÌ lB ×fC¶PsB ÍÓgI gáÈÔQ jf àICáPsf .2

1. PRODUCTION INNOVATION 2. BREAKTHROUGH STOCK-FREE PRODUCTION

2-1 IDENTIFY WASTE (PLANT) (ØÐCejCÀ) NC¶ÇQ àÞCsCÏw .2å1

Oá¶áÀ fÔHÙI * Facility and installation failures
QUALITY IMPROVEMENT * Too and batch change time
* Quality problem
ØÏâmÚ uÚCÀ * Transport an handling
COST REDUCTION * Production management
* Supplier reliability
NCrásACQ Ó NäáÙrQ ßCÚàIBke *
Ø®ÔËXÌ Ó jBmIB }âÔ¬Q ÍCÌl *
Oá¶áÀ jf ØÇÝrÌ *
àÞCXICY Ó Æ»Ð Ó ÆËa *
gáÈÔQ OâkâgÌ *
×gÏÏÀ ÎáÌACQ ÍfÔI ÍCÏáË¥B ÆIC¼ *

àsgÏÙÌ gâgY ßCÚ×nÓkM ßBkI ßmâjØÌCÐkI ÎâkPÙI .2å2

à¸kzÌ ØÏâmÚ uÚCÀ
àsgÏÙÌ udI ØI JIT ßmâjØÌCÐkI ØÞBjB CI *
EXPENDITURE COST
REDUCTION 2-2 BEST PLANNING FOR NEW ENGINEERING PROJECTS
* by introducing JIT planning in engineering

ßkPvÌ OâC¡j ßkPvÌ ØI ÆâÔ`Q ÍCÌl uÚCÀ ßBkI CÚÉCÄ ÎáÈÓB .3

CUSTOMER SATISFACTION 3. FIRST STEPS TO REDUCTION OF DELIVERY TIME TO CUSTOMER

The JIT operatives JITÆåÌBÔå®

The role of the EWT manager EWT kâgÌ u»Ð

For JIT, the role of the EWT manager is to:
respect standard inventories and in-process stock;
participate at JIT projects scheduled by the workshop manager;
implement the high priority actions with the workshop
manager in order to advance according to the « flow and
delivery time management » in the EWT book.
:OsB kâl ^kw ØI EWT kâgÌ u»Ð , JIT jf
;ÍCâkY jf ßãCÀ ßfÔYÔÌ Ó fjBgÐCPsB ßjBfjCHÐB ØI ØYÔQ
;fÔwàÌ ßgÏIÍCÌl ×CÄjCÀ kâgÌ £sÔQ ØÀ JIT ßCÚ×nÓkM jf OÀjCvÌ
O¸kváM OÙY jf ×CÄjCÀ kâgÌ ßjC¿ËÚ CI ãCI OâÔÈÓB CI NCáÇË® ßBkYB
×gÌD EWT FCPÀ jf ØÀ <ÆâÔ`Q Ó ÍCâkY ÍCÌl OâkâgÌ> pCsBkI
.OsB

38
 (JIT) Just-in-Time (ÉCÃÏÙI ßoQBkPsB) :ÍCâkY OâkâgÌ
Flow Management: Just-in-Time (JIT)
Role of the workshop manager
For JIT, the role of the workshop manager is to:
organize deployment of JIT activities in his workshop and
undertakes to meet concrete objectives;
identify the high-priority actions to advance the EWT the
« flow and delivery time management » in the EWT book, and
assist them in implementing these actions.
Role of the department manager
and plant management
For JIT, the role of the plant management is mainly to:
highlight waste;
organize deployment of JIT activities;
provide the line with the facilities necessary to implement the
procedure;
ensure knowledge transfer on improvements to the
engineering departments in order to ensure they are taken
into account for the design of the new production facilities
and associated organization diagrams.
Role of the support functions
For JIT, the role of the, the role of the support functions is to:
identify wastes;
help in implementing corrective actions.
The JIT « System » dimension
1. Just-in-Time Standardization
The Just-in-Time projects, focused on improving process flow
times and therefore structuring manufacturing lines and Work
Stations, often prompt a modification to the Work Station layout,
and the corresponding SOS accordingly. In addition, compliance
with the standard within the task time guarantees the delivery
time, i.e. delivery of the required part or assembly to the next
process at the designated moment.
2. Just-in-Time and training
Because non-quality and non-flexibility are costly, just in time
requires that the operators have all the necessary skills to
execute the operations within the required time and at the
required quality level.
39
×CÄjCÀ kâgÌ u»Ð
:OsB kâl ^kw ØI ×CÄjCÀ kâgÌ u»Ð , JIT jf
jf ÍD ßBkYB Ó fÔe ×CÄjCÀ jf JIT NCáÇË® jBk»PsB ÍfBf ÍCÌlCs
;àÏá® ´BgÚB ØI àICáPsf OÙY
EWT jf O¸kváM fCXâB ßBkI ãCI OâÔÈÓB CI NCáÇË® Îáá¬Q Ó àÞCsCÏw
×gÌD EWT FCPÀ jf ØÀ <ÆâÔ`Q Ó ÍCâkY ÍCÌl OâkâgÌ> pCsBkI
. EWT jf NCáÇË® ÎâB ßBkYB jf OÀjCvÌ Ó ,OsB
ØÐCejCÀ OâkâgÌ Ó ÍCËQjCMf kâgÌ u»Ð
:OsB kâl ^kw ØI éCsCsB ØÐCejCÀ OâkâgÌ u»Ð , JIT jf
;NC¶ÇQ à¸k¬Ì Ó àÞCsCÏw
; JIT ßCÚOáÈC¬¸ ßBkYB ÍfBf ÍCÌlCs
;gÏâDk¸ ßBkYB ßBkI £e ØI ßjÓk¡ NäáÙrQ ØÞBjB
,àsgÏÙÌ ßCÚudI ØI CÚfÔHÙI fCXâB uÐBf ÅC»PÐB lB ÍCÏáË¥B ÅÔza
ßCÚjBfÔËÐ Ó gâgY ßgáÈÔQ NäáÙrQ àaBk¥ jf CÙÐD lB ×fC¶PsB ßBkI
.ØPrIBÓ àÐCÌlCs
àÐCHáPvM ÆÌBÔ® u»Ð
:OsB kâl ^kw ØI àÐCHáPvM ÆÌBÔ® u»Ð , JIT jf
;NC¶ÇQ àÞCsCÏw
.àaä{B NCáÇË® ßBkYB ØI ¾ËÀ
JIT ÉCÃÏÙI <ÊPrás> fC¬IB
JIT ßlCs fjBgÐCPsB .1
ÍCâkY ßCÚÍCÌl fÔHÙI kI mÀkËQ CI , ( Just-in-Time ) ÉCÃÏÙI ßCÚ×nÓkM
,ßjCÀ ßCÚ×CÃPrâB Ó gáÈÔQ ¢Ô¤e ØI àÚfjCPeCs ÍD «H¥ ØI Ó tlBfkM
ØI ¢ÔIkÌ SOS máÐ Ó ßjCÀ ×CÃPrâB àÞCËÐ CY jf ^ä{B GYÔÌ éãÔˬÌ
×gÏÏÀ ÎáË~Q ,BkYB ÍCÌl jf fjBgÐCPsB CI àÐBÔdËÚ ,×Óä¬I .gÐÔwàÌ ÍD
ØI ×gw jBÔs NC¬¤¼ Câ ج¤¼ ÆâÔ`Q ÅCTÌ ÍBÔϬI ,gwCIàÌ ÆâÔ`Q ÍCÌl
.×gw Îáá¬Q ÍCÌl jf ,ßg¬I gÏâDk¸
tlÔÌD Ó JIT .2
ÍD ÍCÚBÔe JIT ,gÏPrÚ kI ØÏâmÚ ,´C¤¬ÐB Ég® Ó àPá¶áÀ àI Ø¿áÞCXÐD lB
jf NCáÇË® ßBkYB ßBkI Élã ßCÚNjCÙÌ ØáÇÀ gYBÓ ,CÚjÔQBkMB ØÀ OsB
.gÏwCI lCáÐ fjÔÌ Oá¶áÀ _¤s CI Ó ×gw Îáá¬Q ÍCÌl NgÌ
3. Just-in-Time and continuous improvement
In the Kaizen JIT strategy, analysis of flow in the plant may prompt
a decision to conduct a Kaizen 2-day or 2-hour project on a
Work Station where a potential for significant process flow times
savings have been identified. Conversely, an improvement to a
Work Station during a Kaizen project takes into account the
flow of parts upstream and downstream and the organization of
deliveries to the station. In this context, the Kaizen project often
contributes to improving the process flow times, either directly
by eliminating unnecessary operations, or indirectly by improving
of the product quality and flow deviations accordingly.
4. Just-in-Time and quality management
For just in time to operate properly, the parts have to be 100%
fault-free during each stage of the manufacturing process.
Just-in-Time is completely linked to Quality Control and
therefore an intensive practice of the problem resolution
method. Insofar as the QC procedures improve quality, they
have a positive impact on the throughput time by limiting the
flow deviations associated with quality incidents.
5. Just-in-Time and TPM
By improving the reliability and the line operating times, TPM
contributes to reducing process flow times, which is one of the
objectives of the just-in-time strategy. In addition, a successful JIT
policy requires that all machines are reliable and perform
effectively. In this context, efficient application of the TPM is a
necessary precondition for just in time production.
kËPrÌ fÔHÙI Ó JIT .3
ØI kXÏÌ OsB οËÌ ØÐCejCÀ jf ÍCâkY ÆáÇ`Q ,ÍmâCÀ JIT ßoQBkPsB jf
ØÀ fÔw ßjCÀ ×CÃPrâB ¾â jf ØP®Cs Óf Câ ×lÓj Óf ÍmâCÀ ×nÓkM ßBkYB
ÍCâkY ÍCÌl jf ßBبaäÌ ÆIC¼ Ó ×Ô»ÈCI àÞÔYظk{ ÍC¿ÌB ,ÍD jf
ßjCÀ ×CÃPrâB ¾â jf fÔHÙI ,kÃâf ´k¥ lB .OsB ×gw àÞCsCÏw ,tlBfkM
NC¬¤¼ àPsfÓk¸ Ó àPsfBk¸ ÆâÔ`Q ÍCâkY ,ÍmâCÀ ×nÓkM ¾â ÍCâkY jf
×nÓkM ,ÉÔÙ¶Ì ÎâB jf .gÏÀàÌ àsjkI ×CÃPrâB jf Bj ÍD àÚfÍCÌlCs Ó
ÎâB ÅCa ,ffkÄàÌ tlBfkM ÍCâkY ßCÚÍCÌl fÔHÙI GYÔÌ éCHÈC³ ÍmâCÀ
,gwCI ßjÓk¡ ká³ NCáÇË® ´ia àM jf Ó Êá»PrÌ OsB οËÌ fÔHÙI
ÍBmáÌ jf fÔHÙI ÍD «H¥ ØI Ó gáÈÔQ Oá¶áÀ jf fÔHÙI CI Ó Êá»PrÌ ká³ Câ
.tlBfkM ÍCâkY jf NC¸Bk`ÐB
Oá¶áÀ OâkâgÌ Ó JIT .4
gÏâDk¸ ÆaBkÌ lB ¾â kÚ ÅÔ¥ jf gâCI NC¬¤¼ , JIT _á`{ ßBkYB ßBkI
ØI éäÌCÀ JIT .(Gá® àI %100) gÏwCI y»Ð g¼C¸ Ó _á`{ éäÌCÀ ,OeCs
×fkv¸ Ó ÉÓBgÌ ÎâkËQ ØI lCáÐ ÎâB kI CÏI Ó OsB ØPrIBÓ Oá¶áÀ ÅkPÏÀ
fÔHÙI GYÔÌ ØÀ àÞCXÐD CQ QC ßCÚgÏâDk¸ .fjBf ØÇÝrÌ Æa tÓj
GYÔÌ ØÀ Bk] ,gÐjBf àÐCÌl ×flCI kI máÐ OHTÌ ßkUB ,gÐÔwàÌ Oá¶áÀ
àPá¶áÀ RfBÔa ØI ØÀ gÐÔwàÌ ÍCâkY NC¸Bk`ÐB lB ØPsf ÍD jf uÚCÀ
.gÏPrÚ ØPrIBÓ
TPM Ó Just-in-Time .5
uÚCÀ GYÔÌ ,ÍD ßjCÀ ßCÚÍCÌl Ó £e ÍCÏáË¥B OáÇIC¼ fÔHÙI CI TPM
ßoQBkPsB ´BgÚB lB à¿â fÔe ÎâB ØÀ ,ffkÄàÌ tlBfkM ÍCâkY ßCÚÍCÌl
OsB ÍD ÍCÚBÔe JIT º¸ÔÌ OsCás ¾â ,×Óä¬I .OsB Just-in-Time
.gÏwCI ØPwBf udIkUB àÞDjCÀ Ó ×fÔI ÍCÏáË¥B ÆIC¼ NãD ÎáwCÌ ØáÇÀ ØÀ
ÉCÃÏÙI gáÈÔQ ßBkI Élã ¢kw uáM ¾â TPM kUÒÌ ßBkYB ,ÉÔÙ¶Ì ÎâB jf
.gwCIàÌ (just in time)
40
 (JIT) Just-in-Time (ÉCÃÏÙI ßoQBkPsB) :ÍCâkY OâkâgÌ
Flow Management: Just-in-Time (JIT)

ØÐBlÓj ßkQkI
DAILY EXCELLENCE

tkPrÄ
´BgÚB jBk»PsB Ó
NCáÇË® Øv»Ð Ó

Deployment
of objectives
and action
plans
Oá¶áÀ ÅkPÏÀ .4 TPM .5
, Just-in-Time ÉCÃÏÙI gáÈÔQ , Just-in-Time ÉCÃÏÙI gáÈÔQ
NC¬¤¼ ØáÇÀ jf %100 Oá¶áÀ gÏÌlCáÐ NãD ÎáwCÌ ØáÇÀ ØÀ OsB ÍD gÏÌlCáÐ
gwCIàÌ OeCs gÏâDk¸ ÆaBkÌ ØËÚ jf Ó gÏwCI ÍCÏáË¥B ÆIC¼ %100
4. Quality Control
JIT 5. TPM
Just-in-Time production requires Just-in-Time production
100% quality of all parts at each requires that all machines
manufacturing process stage are 100% reliable

QC TPM

P ÍmâCÀ .3
ßlCs fjBgÐCPsB .1 å 2
A D ¾â jf ×gw Æ{Ca ßCÚfÔHÙI
ØâCM NjCÙÌ tlÔÌD Ó ÍmâCÀ ßfCáÏI ßCÚNjCÙÌ tlÔÌD
C lB àvdI ØÀ ßjCÀ ×CÃPrâB
ÅkPÏÀ qLs Ó fjBgÐCPsB CI àÐBÔdËÚ ßjCÀ ×CÃPrâB ßlCs fjBgÐCPsB fÔHÙI GYÔÌ ,gwCIàÌ ÍmâCÀ ×nÓkM
lB ÍCÏáË¥B GYÔÌ jÔQBkMB £sÔQ
Kaizen ffkÄàÌ tlBfkM ÍCâkY ßCÚÍCÌl jf
fÔwàÌ ÆâÔ`Q ÍCÌl OâC®j Basic Skill Training
Work Station 3. Kaizen
1-2. Standardization Standardization (WSS) Improvements to a work station
and Basic Skill Training as part of a Kaizen project
Compliance with the standard, and contributes to an improvement
therefore control by the operator of process flow times
ensures that delivery times are met

41
 NCáÇË® ßCÚØv»Ð Ó ´BgÚB ßkáÄjC¿I
Deployment of Objectives and Action Plans

Directing progress dynamics O¸kváM ßCÚàâCâÔM ßkHÚBj

The objectives and action plans are deployed at all levels of the
plant and in all functions. This consists in:
defining the annual objectives and drafting the associated action
plans in such a way as to attain the set objectives according to a
structured diagnostic,
regularly ensuring that the action plans proceed and that the
objectives are met, if necessary, by ensuring that the necessary
counter-measures are implemented.
By deploying the objectives and action plans, it is possible to
focus, in a coherent manner, all the efforts and resources of an
entity on the progress objectives which are essential for its
profitability and competitiveness. The deployment of objectives
and action plans is therefore the main driving force behind a
company.
The objective should focus on action plans that have a significant
impact on the annual QCDHRE indicators in order to focus the
whole hierarchy line on the performance objectives.
àÚf FBÔY Ó ÎP¸kÄ àváM
Anticipate and respond
CÚOáÈC¬¸ ÉCËQ jf Ó ØÐCejCÀ ^Ô¤s ÉCËQ jf NCáÇË® ßCÚØv»Ð Ó ´BgÚB
:ØI fjBf àÃPrI ªÔ¡ÔÌ ÎâB .gÐB×gw ØP¸kÄ jCÀ ØI
NCáÇË® ßCÚØv»Ð àQCÌg»Ì ^kå¥ ßlCs ×fCÌD Ó ØÐCáÈCs ´BgåÚB Îáá¬Q
jCPeCs ¾â pCsB kI ×gw ßmâj ØåÌCÐkåI ´BgåÚB ØI àICáPsf jÔ¨ÏÌ ØI
,àÇáÇ`Q
gÐÔwàÌ BkåYB NCáÇË® ßCÚØv»Ð Ø¿ÏâB lB ʨÏÌ jÔ¤I ,ÍCÏáË¥B ÅÔza
ÍCÏáË¥B ÅÔza ,ÉÓmÈ NjÔ{ jf Ó ,gÐfkÄàÌ ÎáÌACQ k¨Ð fjÔÌ ´BgÚB Ó
.gÐÔwàÌ BkYB lCáÐ fjÔÌ ÎâmÃâCY ßCÚÆa ×Bj Ø¿ÏâB lB
ØáÇÀ ØÀ gâDàÌ gâgM ÍC¿ÌB ÎâB ,NCáÇË® ßCÚØv»Ð Ó ´BgÚB ßkáÄjC¿I CI
´BgÚB ßÓj kI ,ÊXrÏÌ jÔ¤I ,Bj Æ»PrÌ udI ¾â «ICÏÌ Ó CÚtäQ
OIC¼j ÆIC¼ká³ Ó ßjÓDfÔs ÆáÈf ØI ØÀ à¸BgÚB .ÊáÏÀ mÀkËPÌ O¸kváM
Ó ´BgÚB ßkáÄjC¿I ,ÎâBkICÏI .gÏPrÚ ÎâfCáÏI Ó àÈÔ{B jCárI ,ÍfÔI
.gÏwCIàÌ OÀkw ¾â ßBkI ½k`Ì ßÓkáÐ ÎâkPËÙÌ ,NCáÇË® ßCÚØv»Ð
ÆIC¼ ßkUB ØÀ gwCI mÀkËPÌ àQCáÇË® ßCÚØv»Ð ßÓj kI gâCI ´gÚ
GáQkQ ÎâgI CQ ,gÐjBiÄàÌ ØÐCáÈCs QCDHRE yeCw ßÓj kI بaäÌ
.gÐfkÄ mÀkËPÌ àÞBkYB ´BgÚB ßÓj kI ,£e GQBkÌ ØÇrÇs ØáÇÀ

NgaÓ fCXâB
CÚOỸÔÌ ÍfkÀ ÆÌCÀ ´BgÚB ßkáÄjC¿I CÚßfÓjÓ ÉCËQ jf
Achieve Deployment Unify all input
of objectives
breakthroughs

àÃÏÚCËÚ Ó ÅkPÏÀ
Control and Coordinate

PDCA management PDCA OâkâgÌ

The objectives and action plans are deployed in a sequence of àÈBÔQ pCsB kI ,£e GQBkÌ ØÇrÇs àÌCËQ jf ,NCáÇË® ßCÚØv»Ð Ó ´BgÚB
PDCA cycles (plan-do-check-act) across the whole hierarchy å ÅkPÏÀ å gáÈÔQ å ßmâj ØÌCÐkI) gÐÔwàÌ ØP¸kÄ jC¿I PDCA Øek]
line. Each PDCA has the following diagram: :fjBf fÔe jf Bj kâl jBfÔËÐ PDCA kÚ .(OÀka

ØÐCáÈCs ØÌCÐkI Îáá¬Q

ØÐCáÈCs ØÌCÐkI lB ßkáÄBk¸ Ó OáHTQ Define annual plan
Stabilize and learn from annual plan
Act Plan
OÀka ßmâjØÌCÐkI

A P
C D
ÅkPÏÀ gáÈÔQ
Check Do
OÀkw ÉCËQ jf ØÐCáÈCs ØÌCÐkI ßkáÄjC¿I
ØÐCáÈCs ØÌCÐkI ßkáÄjC¿I kI NjC¨Ð Deploy annual plan in the whole company
Monitor implementation of annual plan
42
 SPR OâkâgÌ FCPÀ
SPR Management Book

The management board initiates the deployment of the objectives
and action plans by defining the annual plan (Plan). This consists in
conducting a diagnostic (Act) of the results for the previous year.
This diagnostic phase is essential: it determines the manner by
which the annual objectives for the entity and the associated
action plans are defined. In effect, the object is to identify
performance deviations or issues where significant improvement
is necessary in order to achieve the breakthrough objectives.
It is based on an accurate analysis of the situation by
« organisations » and by « causes » and on of the feedback from
the previous cycle.
These action plans fall within the framework of actions to be
deployed and set by upper management.
ßkáÄjC¿I ,( ßmâj ØÌCÐkI ) ØÐCáÈCs ØÌCÐkI Îáá¬Q CI ,OâkâgÌ gaBÓ
WâCPÐ ÆáÇ`Q ÆÌCw jCÀ ÎâB .gÏÀàÌ lC³D Bj NCáÇË® ßCÚØv»Ð Ó ´BgÚB
Bk] ,OsB OáËÚB CI jCárI ÆáÇ`Q lC¸ ÎâB .( OÀka ) gwCIàÌ ÆH¼ ÅCs
kÚ ßBkI ØÐCáÈCs ´BgÚB ,ÍD ØâCM kI ØÀ gÏÀàÌ ydvÌ Bj àwÓj ØÀ
.gÐfkÄàÌ Îáá¬Q ÍD ØI ØPrIBÓ NCáÇË® ßCÚØv»Ð Ó Æ»PrÌ udI
ØI lCáÐ ØÀ OsB ßfjBÔÌ Câ àâBkYB NC¸Bk`ÐB àÞCsCÏw ,´gÚ «¼BÓ jf
ÎáÌACQ O¸kváM ÊÙÌ ´BgÚB GáQkQ ÎâgI CQ ,gÐjBf ßBبaäÌ ÆIC¼ fÔHÙI
£sÔQ ØÀ OsB jBÔPsB £âBkw lB ºá¼f àÇáÇ`Q ØâCM kI kÌB ÎâB .gÐfkÄ
ØÞBjB ,àÇH¼ Øek] lB àPvÄlCI WâCPÐ pCsB kI Ó <ÆÌBÔ®> Ó <CÚjCPeCs>
.gÐfkÄàÌ
gâCI ØÀ gÐkáÄàÌ jBk¼ àQCáÇË® ßjCÀ FÔ]jC] jf NCáÇË® ßCÚØv»Ð ÎâB
.gÐfkÄàÌ Êá¨ÏQ àâãCI OâkâgÌ £sÔQ Ó gÐÔw BkYB

OÀka
Act

gáÈÔQ å ßmâjØÌCÐkI
ÆáÇ`Q
Diagnostic
1 Plan - Do
Îáá¬Q
Ó ´BgÚB ÅkPÏÀ
ßCÚØv»Ð Check
NCáÇË®
Define
2
objectives kI NjC¨Ð
and action ßkáÄjC¿I
´BgÚB
plans
Monitor
3
deployment
of objectives

( CU , CA , CD ,ØÐCejCÀ OâkâgÌ) fkáÄ jBk¼ ( ÅkPÏÀ ) NjC¨Ð O`Q ,^Ô¤s ØáÇÀ jf gâCI ØÀ gwCIàÌ CâÔM ßgÏâDk¸ ,NCáÇË® Øv»Ð Ó ´gÚ ßkáÄjC¿I
jÔ¤I NCáÇË® CâD fÔw ydvÌ CQ gÐkâiMàÌ ÉCXÐB jÔ¨ÏÌ ÎâB ØI fgXÌ ßCÚàÏáIlCI ÎâB .fÔwàÌ fgXÌ àÏáIlCI ØÚCÌ uw Ó ØÐCÚCÌ jÔ¤I NjC¨Ð ÎâB Ó
?káe Câ OrÚ fgXÌ àÚf OÙY ØI ßlCáÐ CâD Ó gÐfkÄàÌ k¨Ð fjÔÌ ´BgÚB ØI àICáPsf GYÔÌ Ó gÐfkÄàÌ BkYB _á`{

Objective and action plan deployment is a dynamic procedure and subject to monitoring (check) at each level (plant management, CD, CA,
CU) during monthly and six monthly reviews. These reviews are held to check that the actions are being properly implemented and
contribute to attaining the objectives, and to decide on any necessary new orientation.

43
 SPR OâkâgÌ FCPÀ
SPR Management Book

CA
N ßkáÄjC¿I
Deployment
PCDA
OâkâgÌ ßCÚàÏáIlCI
Mgt reviews
Lo
op
ßg¬I _¤s ØI ÆâÔ`Q Øe
k]
Catchball
PCDA ßkáÄjC¿I
ÍCËQjCMf ßCÚàÏáIlCI Deployment
Department reviews
Lo
op
ßg¬I _¤s ØI ÆâÔ`Q Øe
k]
Catchball
PCDA ßkáÄjC¿I
×CÄjCÀ ßCÚàÏáIlCI Deployment
Workshop reviews Lo
op
ßg¬I _¤s ØI ÆâÔ`Q Øe
k]
Catchball
PCDA
BWU ßCÚàÏáIlCI
BWU reviews

Each PDCA loop at management level prompts PDCA cycles
across the whole hierarchy line (department, workshop, EWT).
At each level, the objectives and action plans follow the same
process: diagnostic, definition of objectives and associated actions
and monthly follow-up. In this way, a multitude of PDCA cycles
contribute to the strategic orientation of the plant. During the
annual plan deployment phase, a review stage is necessary
between each hierarchy level to ensure that the objectives
selected are coherent: this « catchball » stage is used to ensure
each sector effectively contributes to the breakthrough objectives
indicated on the annual plan.
ßCÚØek] tmáÃÐB GYÔÌ ,OâkâgÌ _¤s jf PDCA Øek] kÚ
,×CÄjCÀ ,ÍCËQjCMf) ffkÄàÌ £e GQBkÌ ØÇrÇs àÌCËQ jf PDCA
Bj ØICvÌ àâÔÃÈB ,^Ô¤s ØËÚ jf NCáÇË® ßCÚØv»Ð Ó ´BgÚB . (EWT
ßkáÃáM Ó ÍD ØI ØPrIBÓ NCáÇË® Ó ´BgÚB Îáá¬Q ,ÆáÇ`Q :gÐkáÄàÌ àM
ßkáÄ OÙY GYÔÌ PDCA ßCÚØek] fg¬Q ,ÉCÄ ÎâB jf .ØÐCáÚCÌ
ØI lCáÐ ,ØÐCáÈCs Øv»Ð ßkáÄjC¿I lC¸ ÅÔ¥ jf .fÔwàÌ ØÐCejCÀ ¾âoQBkPsB
lB CQ ,fjBf fÔYÓ GQBkÌ ØÇrÇs ^Ô¤s ØËÚ ÎáICÌ ,àÏáIlCI ØÇakÌ ¾â
.ffkÄ Æ{Ca ÍCÏáË¥B ,×gw FCdPÐB ´BgÚB ÍfÔI ½jf ÆIC¼ Ó ÊXrÏÌ
ØP¿Ð ÎâB lB ÍCÏáË¥B ÅÔza ßBkI ,_¤s ØI _¤s àÏáIlCI ØÇakÌ ÎâB
´BgÚB ØI àICáPsf OÙY jf kUÒÌ jÔ¤I ,CÚudI ØËÚ ØÀ gwCIàÌ
.gÏÏÀàÌ OÀka ,ØÐCáÈCs Øv»Ð jf VjgÏÌ O¸kváM

44

Deployment of Objectives and Action Pkans
Operatives in the deployment
of objectives and action plan
procedure
Role of management line operatives
Participate with level N+1 in defining the diagnostic;
Define the actions and associated action plans for his level;
Ensure robustness of the procedure at his level;
Regularly monitor the actions and their impact on the
development of quality control items and decide on the
necessary corrective measures.
Specific role of the Director
and management board
Create conditions for the implementation of « catchball » and
« crosscheck »;
Ensure robustness of system by noting breakthrough actions
and the relevant deployment of actions. Focuses on
breakthrough actions and not on daily actions and ensures
the actions are deployed at the right line management level;
Ensures regular monitoring to ensure the company objectives
are achieved.
Deployment of objectives and
action plans system dimension
A key parameter of the SPR system, the deployment of objectives
is associated with strategic progress planning.
As such, it draws on all the tools of the SPR system to meet the
performance objectives as part of the action plans coordinated
throughout the plant. In this way, the deployment of objectives
and action plans ensures coherency between daily management
and the strategic orientations in the plant. In effect, the SPR
should be deployed with consideration of the target
performance objectives in daily management. The operatives
identify the problems associated with their processes and the
existing fields of improvement. The deployment of objectives and
action plans acts as a guideline in order to identify high-priority
issues. Daily management contributes to ensuring that the
foundations of the construct are stable and serves as a support
for the measures taken.
45
NCáÇË® Ó ´BgÚB ßCÚØv»Ð ßkáÄjC¿I
ßkáÄjC¿I gÏâDk¸ jf àÞBkYB ÆÌBÔ®
NCáÇË® Øv»Ð Ó ´BgÚB
OâkâgÌ £e àÞBkYB ÆÌBÔ® u»Ð
;ÆáÇ`Q tÓj Îáá¬Q jf N+1 _¤s CI OÀjCvÌ
;fÔe _¤s ßBkI ØPrIBÓ NCáÇË® ßCÚØv»Ð Ó NCáÇË® Îáá¬Q
;fÔe _¤s jf gÏâDk¸ OᬥC¼ lB ÍCÏáË¥B ÅÔza
Ó Oá¶áÀ ÅkPÏÀ fjBÔÌ Ø¬sÔQ kI ÍD kUB Ó NCáÇË® kI ʨÏÌ NjC¨Ð
.Élã àaä{B NCÌBg¼B fjÔÌ jf ßkáÄ ÊáËzQ
OâkâgÌ ×ÓkÄ Ó kâgÌ ×oâÓ u»Ð
ÅkPÏÀ> Ó <_¤s ØI _¤s àÏáIlCI> ßBkYB ßBkI Élã £âBkw fCXâB
;<ÆIC»PÌ
Ó O¸kváM NCáÇË® kI O¼f CI ,ÊPrás OᬥC¼ lB ÍCÏáË¥B ÅÔza
ØÐ Ó ,O¸kváM NCáÇË® ßÓj kI mÀkËQ .NCáÇË® GsCÏÌ ßkáÄjC¿I
_á`{ _¤s jf NCáÇË® Ø¿ÏâB lB ÍCÏáË¥B ÅÔza Ó ,ØÐBlÓj NCáÇË®
;gÐÔwàÌ ØP¸kÄ jC¿I OâkâgÌ
.OÀkw ´BgÚB ØI àICáPsf kI ʨÏÌ NjC¨Ð lB ÍCÏáË¥B ÅÔza
ßkáÄjC¿I ÊPrás fC¬IB
NCáÇË® ßCÚØv»Ð Ó ´BgÚB
ßkáÄjCå¿I ØÀ OsB ÎåâB SPR ÊåPrás jf ßgåáÇÀ ßCÚyeCw lB à¿åâ
.gwCIàÌ ¾âoQBkPsB O¸kváM ßmâj ØÌCÐkI ØI ØPrIBÓ ,´BgÚB
´BgÚB ØI àICáPsf OÙY jf , SPR ÊPrás jf Bj jBmIB ØáÇÀ ,yeCw ÎâB
àÌCËQ jf ØÀ OsB NCáÇË® Øv»Ð lB àvdI ØÀ ,fkáÄàÌ jC¿I àÞBkYB
ßCÚØv»Ð Ó ´BgÚB ßkáÄjC¿I ,ÉCÄ ÎâB jf .×gw ÂÏÚCËÚ ØÐCejCÀ
OâkâgÌ ÎáI àÃÏÚCËÚ Ó ÉCXrÐB lB ÍCÏáË¥B ÅÔza GYÔÌ ,NCáÇË®
SPR ,«¼BÓ jf .gwCIàÌ ØÐCejCÀ jf ¾âoQBkPsB ßCÚßkáÄOÙY Ó ØÐBlÓj
.fÔw ØP¸kÄ jC¿I ØÐBlÓj OâkâgÌ jf ,àÞBkYB ´BgÚB ÎP¸kÄ k¨Ð jf CI gâCI
ßCÚØÏáÌl ×BkËÚ ØI ,Bj fÔe ßCÚtlBfkM ØI ¢ÔIkÌ ÆÞCrÌ ,àÞBkYB ÆÌBÔ®
,NCáÇË® ßCÚØv»Ð Ó ´BgÚB ßkáÄjC¿I .gÏÏÀàÌ àÞCsCÏw ,fÔYÔÌ fÔHÙI
.gÏÀàÌ ÆË® ãCI OâÔÈÓB CI fjBÔÌ àÞCsCÏw ßBkI àâCËÏÚBj ÍBÔϬI
ffkÄàÌ ßjCPeCs ÅÔ{B NCHU lB ÍCÏáË¥B ÅÔza GYÔÌ ØÐBlÓj OâkâgÌ
.gÏÀàÌ ÆË® BkYB Osf jf NCÌBg¼B ßBkI àÐCHáPvM ÍBÔϬI Ó
 ØÐBlÓj ßkQkI
DAILY EXCELLENCE

tkPrÄ
´BgÚB jBk»PsB Ó
NCáÇË® Øv»Ð Ó

Deployment
of objectives
and action
plans

JIT

QC TPM

P
A D
ÍmâCÀ ßfCáÏI ßCÚNjCÙÌ tlÔÌD
C
ßjCÀ ×CÃPrâB ßlCs fjBgÐCPsB
Kaizen
Basic Skill Training
Work Station
Standardization (WSS)

46
 < ØÐBlÓj ßkQkI > CQ < ÊPrás > ßoQBkPsB ¾â lB
From a « System » Strategy to « Daily Excellence »

Ó CÚtÓj ØáÇÀ ØÀ gwCIàÌ kráÌ àÐCÌl ,ÍD ØI àskPsf ØÀ OsB à¸gÚ kÃÐCâCËÐ ,fjBf jBk¼ SPR jBf ÍC¿áM jBfÔËÐ ßãCI jf ØÀ <ØÐBlÓj ßkQkI> NjCH®
.gÏwCI k¨Ð gÌ ,NCáÇË® ßCÚØv»Ð Ó ÅÔ{B ØáÇÀ Ó gÐÔw ØP¸kÄ jC¿I CÚjBmIB
´BgÚB jf tÓj ÎâB Ó :gÏâD Osf ØI ÔÐj fk¸ ØI kz`ÏÌ tÓj ºâk¥ lB gâCI Ø¿ÇI ,gÐÔw Æ{Ca gâCI CÙÏQ ØÐ ,kQkI WâCPÐ ØÀ OsB ÍD kÃÐCvÐ NjCH® ÎâB
:OsB ×gw ØâmXQ ªÔ¡ÔÌ jCÙ] ØI ØÐBlÓj ßkQkI .OsB ×gw ×fBf ÍCvÐ OâkâgÌ ´BgÚB Ó BkYB Ó tlBfkM ´BgÚB ,ØÇ{Ca

The expression « Daily excellence » at the top of the SPR arrow diagram represents the goal that can be achieved once all the methods and
tools have been deployed and all the principles and action plans have been observed.
It indicates not only that excellent results are to be achieved, but that they are to be achieved in a manner that is unique to Renault: this is
indicated through result objectives, process or operating objectives and management objectives. Daily excellence is broken down into four
themes:

tkPrÄ
´BgÚB jBk»PsB Ó ØÏáÙI àÞDjCÀ
NCáÇË® Øv»Ð Ó
OPTIMUM
PERFORMANCE
Deployment
of objectives
and action
plans ÉCÃËÚ gáÈÔQ
SYNCHRONIZED
JIT PRODUCTION

QC TPM ×gÐkI uáM àâÓkáÐ ØÀ ßBØÐCejCÀ

OsB ÔÃdsCM Ó
A PLANT WICH IS A DRIVING
FORCE AND ACCOUNTABLE
P
SPT ÍmâCÀ NjCÙÌ
A D
,ØÐC¼CPvÌ Ó uÌBjD CI àPâkâgÌ
C Kaizen Dexterity SPT
ÍBgÏÌjCÀ ØI ÉBkPaB CI à¿â Ó jCP¸kÄ Ngw ØI à¿â
A SERENE AND ENTHUSIASTIC MANAGEMENT, ONE THAT
IS FULLY INVOLVED AND ONE THAT RESPECTS ITS EMPLOYEES

1. Top level performance ãCI _¤s àÞDjCÀ .1

Performance targets are dictated by the market and by best
competitor practice. External benchmarks are used to
determine current performance and the targets to be attained:
these are applicable both to Body Assembly and Powertrain
Assembly. They are indicated by site and by component or
product. The paths charted should lead to a defined destination.
Subsequently, achieving new targets keeps the Renault industrial
system ahead at all levels.
An overall performance method, that extends beyond the
strict perimeter of the site and incorporating complete
strategies, is developed.
.ÍCâCPËÚ CI OIC¼j Ó gÏÀàÌ Îáá¬Q jBlCI Bj àÞDjCÀ fÔz»Ì Ó ´BgÚB
k¨Ð fjÔÌ ´BgÚB Ó fÔYÔÌ àÞDjCÀ Îáá¬Q ßBkI ,àÐÓkáI ßCÚyeCw
ßÓkáÐ nCPÐÔÌ udI Ó ØÐgI nCPÐÔÌ udI jf CÚyeCw ÎâB :gÐÓjàÌ jC¿I
,ØÐCejCÀ £sÔQ CÚyeCw ÎâB .gÏPrÚ ×fC¶PsB ÆIC¼ Óf kÚ ,ØÀk`Ì
ØI gâCI ×gw ÊáskQ ßCÚkárÌ .gÐÔwàÌ ×fBf ÍCvÐ ÅÔz`Ì Câ ج¤¼
,gâgY ´BgÚB ØI àICáPsf ,GáQkQ ÎâB ØI Ó .gÏwCI kHÚBj Îá¬Ì ßgz»Ì
.gvdIàÌ ßkQkI ^Ô¤s ØáÇÀ jf Bj ÔÐj àP¬Ï{ ÊPrás
ßCÚ×fÓg`Ì lB VjCe ØI ØÀ ,ØP¸kÄ Æ¿w BkYB kQkI tÓj ¾â
ÆÌC¿Q ßCÚfkHÚBj Ó gÏÀàÌ BgáM tkPrÄ ØÐCejCÀ ydvÌ Ó ÉÔskÌ
.OsB ×fBf ßCY fÔe jf Bj ßBØP¸Câ

47

SPR Management Book
2. An accountable and proactive plant
The role of the plants is being extended:
the last industrial link before the end-customer, they protect
the end-customer in terms of quality and delivery time from all
failures in the manufacturing department,
as members or partners of the Manufacturing Department
they apply the standards: technical standards, organizational
standards and SPR standards. The cross-functional operations,
exchanges and supports between the sites are developed,
major manufacturing function, they play an active and proactive
role amongst the manufacturing functions – engineering,
purchasing and suppliers, logistics, in particular quality and HR
– both during product production and product development,
major players in their region, involved by mainly promoting
their appeal and links with the educational system.
3. Synchronized production
Synchronized production means manufacturing the products and
components according to a tight programme, in a synchronized
manner and according to the customer orders.
For the plants, this means conducting a manufacturing
programme in strict conformity with the sequential and time
requirements This requires regular operation without being
disturbed by any unexpected occurrences, both during start up
and during production: deliveries are guaranteed in terms of
quality and time and by using highperformance logistics
systems. Internal quality problems are primarily mastered at
the source. The performance of the facilities ensures that
the programmes are developed and that flow is mastered.
This concept, which contributes to meeting the customer
delivery times and influences the logistical operating methods,
is extended to the suppliers of parts, components and units
and to the delivery of vehicles.
4. A serene and enthusiastic management,
one that is fully involved and one that respects
its employees
In a well mastered operation, the managers do not spend
most of their time addressing malfunctions: they guarantee, on
a daily basis, the results and conformity of the operations. They
deploy the objectives, draft and coordinate the progress plan
and finally train and involve their employees.
Daily excellence is everyone's concern, and cannot be
achieved unless all parties feel they are an essential part of
performance and progress, are aware that their career
progress and skills development are determined by their
contribution and potential.
SPR OâkâgÌ FCPÀ
ÔÃdsCM Ó ÓkváM ßBØÐCejCÀ .2
:OsB tkPrÄ ÅCa jf NCXÐCejCÀ u»Ð
ÍCÌl Ó Oá¶áÀ FCI jf ,àÞCÙÐ ßkPvÌ lB ÆH¼ àP¬Ï{ gÐÔáM ÎâkeD
àÞCÙÐ ßkPvÌ àÌCa ,OeCs udI jf CÚàIBke ØáÇÀ Ó ÆâÔ`Q
,gÏwCIàÌ
:gÏÏÀàÌ GÇ¥ Bj CÚfjBgÐCPsB ,OeCs udI ¾âkw Câ Ô~® ÍBÔϬI
ÊPrás ßCÚfjBgÐCPsB Ó àÐCÌlCs ßCÚfjBgÐCPsB ,àϸ ßCÚfjBgÐCPsB
ÎáI CÚàÐCHáPvM Ó CÚÅfCHQ ,«¥C»PÌ NCáÇË® . (SPR) ÔÐj gáÈÔQ
,OsB ØP¸Câ جsÔQ NCXÐCejCÀ
OeCs ÍCÌl jf ÊÚ ,ÓkváM Ó ÅC¬¸ àv»Ð ,OeCs jf àÇ{B fkÀjCÀ
OeCs ßCÚudI kâCs ÎáI jf ,ÅÔz`Ì Ø¬sÔQ ÍCÌl jf ÊÚ Ó ÅÔz`Ì
xÔzdI Ó ,¾áPrXÈ ,ÍCÄgÏÏÀ ÎáÌCQ Ó gâke ,àsgÏÙÌ å gÐjBf
, HR Ó Oá¶áÀ
à¸k¬Ì ÉC® jÔ¤I Bj fÔe ßCÚOáIBiY ,fÔe Ø»¤ÏÌ jf àÇ{B ÍBkÃâlCI
.gÏPrÚ Ø¤IBj jf àwlÔÌD ßCÚÊPrás CI Ó gÏÏÀàÌ
ÉCÃËÚ gáÈÔQ .3
ØÌCÐkI ¾â pCsB kI ,NC¬¤¼ Ó NãÔz`Ì OeCs ßCÏ¬Ì ØI ÉCÃËÚ gáÈÔQ
NCwjC¶s pCsB kI Ó ,gwCIàÌ ÉCÃËÚ àwÓj CI Ó ÂÏQCÃÏQ Ó ºá¼f
.ffkÄàÌ ÉCXÐB ßkPvÌ
CI OeCs gÏâDk¸ ßkHÚBj àϬâ ÉCÃËÚ gáÈÔQ ÉÔÙ¶Ì ,NCXÐCejCÀ ßBkI
ØI lCáÐ jÔ¨ÏÌ ÎâB ßBkI .àÐCÌl Ó àÈBÔPÌ ßCÚßgÏÌlCáÐ lB ºá¼f Oá¬HQ
ÍCÌl NgÌ jf ÊÚ Ó jCÀ lC³D ÍCÌl NgÌ jf ÊÚ ,ʨÏÌ NCáÇË® ßBkYB
ÆâÔ`Q :gwCIàÌ ×k¨PÏÌ k᳠ج¼BÓ ØÐÔÄ kÚ OËaBmÌ ÍÓgI ,gáÈÔQ
¦C`È ØI ÊÚ ,¾áPrXÈ gÌDjCÀ jCárI ßCÚÊPrás kI Øá¿Q CI ,NBgáÈÔQ
,àÇeBf àPá¶áÀ ÆÞCrÌ .ffkÄàÌ ÎáË~Q ,Oá¶áÀ ¦C`È ØI ÊÚ Ó àÐCÌl
ÍCÏáË¥B ,NäáÙrQ àÞDjCÀ .gÐÔwàÌ ´k¥kI @CvÏÌ jf Ó BgPIB jf
àPsjf ØI gáÈÔQ ÍCâkY Ó gÏPrÚ BkYB ÅCa jf CÚØÌCÐkI ØÀ gÚfàÌ
.fÓjàÌ uáM
ßkPvÌ ØI ÆâÔ`Q ßCÚÍCÌl ºá¼f OâC®j GYÔÌ ØÀ ,ÉÔÙ¶Ì ÎâB ØÏÌBf
ÎáÌACQ CQ ,fjBiÄàÌ kUB ¾áPrXÈ àÞBkYB ßCÚtÓj kI Ó ffkÄàÌ
tkPrÄ ,kÃâf ßÔs lB ÓjfÔe ÆâÔ`Q Ó Ôs ¾â lB NC¬¤¼ ÍCÄgÏÏÀ
.gICâàÌ
CI à¿â Ó jCP¸kÄ Ngw ØI à¿â ,ØÐC¼CPvÌ Ó uÌBjD CI àPâkâgÌ .4
ÍBgÏÌjCÀ ØI ÉBkPaB
ØI Bj fÔe NC¼ÓB ÍBkâgÌ ,fÓjàÌ uáM £ÇrQ CI ØÀ NCáÇË® ¾â jf
kËU Ó ÆÌCÀ ºIC¤Q ,ØÐBlÓj jÔ¥ ØI Ø¿ÇI :gÏÐBjiÄàËÐ NBfBkâB CI ßkáÄjf
ØÌCÐkI ,gÏÏÀàÌ ßkáÃáM Bj ´BgÚB .gÏÏÀàÌ ÎáË~Q Bj NCáÇË® àvdI
Bj fÔe ÍCÏÀjCÀ ×keãCI Ó gÏÏÀàÌ ÂÏÚCËÚ Ó àaBk¥ Bj jCÀ O¸kváM
.gÏÏÀàÌ jCÀ káÄjf Ó ×fBf tlÔÌD
ØÀ ÍD kÃÌ OráÐ àICáPsf ÆIC¼ Ó ,OsB ØËÚ àÈÔ²vËÈf ØÐBlÓj ßkQkI
Ó BkYB jf àsCsB àv»Ð ØÀ gÏÏÀ pCraB ,CÚ×ÓkÄ Ó fBk¸B ØËÚ
ßCÚNjCÙÌ Ø¬sÔQ Ó àDzw O¸kváM ØÀ gÏwCI ×CÄD Ó ,gÐjBf O¸kváM
.ffkÄàÌ Îáá¬Q ÍCvâB ×Ô»ÈCI ÍBÔQ Ó ßgY ßjC¿ËÚ CI ,ÍCvâB
48

Annex
Annex I: the Roadmaps
Roadmaps are the diagnostic tool of the Production System.
Defined by observing best practice, the « roadmaps » measure
the manner in which the SPR is deployed and managed and
determines the path towards industrial excellence. A plant
management item, they are an integral part of the Product System
and are used as a reference to obtain an overall view of the
« system », to objectively diagnose the performance of the
system, define priority measures and draw up targets and action
plans, monitor progress, communicate and motivate.
At present, there are four roadmaps that cover the areas of
standardization, Work Station improvement, problem resolution
and TPM. These roadmaps are:
Coherent: ensure the coherency and orientation of the SPR
strategy,
Common: they indicate the same directions and objectives
for all plants in the Renault Group,
Organic: roadmaps are liable to evolve over time, as
knowledge increases and practices change at Renault. Other
grids (JIT, deployment, daily excellence …) are incorporated
as the system develops.
OsÔáM
×Bj ßCÚØv»Ð :1 OsÔáM
ØÀ <×Bj ßCÚØv»Ð> .gÏwCIàÌ gáÈÔQ ÊPrás ÆáÇ`Q jBmIB ,×Bj ßCÚØv»Ð
SPR ØÀ Bj àwÓj ,gÐB×gw Îáá¬Q tÓj Ó ØIkXQ ÎâkPÙI kI NjC¨Ð CI
jBk¼ uXÏs fjÔÌ ,fÔwàÌ OâkâgÌ Ó ØP¸kÄ jCÀ ØI ÍD pCsB kI
.gÏÏÀàÌ Îáá¬Q àP¬Ï{ ßkQkI OËs ØI Bj kárÌ ÎâkPÙI Ó gÏÚfàÌ
lB ÆÌCÀ àPËr¼ ,gÏPrÚ ØÐCejCÀ OâkâgÌ jBmIB lB à¿â ØÀ ×Bj ßCÚØv»Ð
àÇÀ àÞCËÐ ØÀ gÐjBf Bj à¬YkÌ u»Ð Ó gÏÚfàÌ Æá¿vQ Bj gáÈÔQ ÊPrás
,×fkÀ ÆáÇ`Q àÏá® jÔ¤I Bj ÊPrás àÞDjCÀ ,gÏÚfàÌ ØÞBjB <ÊPrás> lB
kI ,gÏÏÀàÌ ÊáskQ Bj NCáÇË® ßCÚØv»Ð Ó ´BgÚB Ó ,Îáá¬Q Bj CÚOâÔÈÓB
.gÏÏÀàÌ tmáÃÐB Ó ¢CHQjB fCXâB ,gÐjBf NjC¨Ð O¸kváM
,ßlCs fjBgÐCPsB ×fÓg`Ì ØÀ fjBf fÔYÓ ×Bj Øv»Ð jCÙ] ,k¡Ca ÅCa jf
ÎâB .gÏÚfàÌ uwÔM Bj TPM Ó ÆÞCrÌ Æa ,ßjCÀ ×CÃPrâB fÔHÙI
:lB gÏQjCH® ×Bj ßCÚØv»Ð
,gÏwCIàÌ SPR ßoQBkPsB ßkáÄ OÙY Ó ÉCXrÐB ÎË~PÌ :ÊXrÏÌ
NCXÐCejCåÀ ØåáÇÀ jf ½kPvÌ ´BgåÚB Ó CÚkåárÌ kåÃvâCåËÐ :àåÌÔåË®
,gÏwCIàÌ ÔÐj ×ÓkÄ
,gÏICâ ÆÌCå¿Q ÍCÌl jiåÄ jf gÏÐBÔQàÌ ×Bj ßCÚØåv»åÐ :ØåP¸Cåâ Æ¿våQ
Ó CÚtÓj Ó gåÏåICåâàÌ uåâBmå¸B ÔååÐj fmåÐ jf CÚØåPrÐBf ØåÀ ØÐÔÃÐCåËÚ
ßkåQkåI ,jBk»PsB , JIT) CÚFÔå]jCå] kåâCås .gÏÏÀàÌ káá²Q NCåáIkXåQ
.gÏICâàÌ ÆÌC¿Q ,ÊPrás جsÔQ CI máÐ (. . . ØÐBlÓj

ðSPR ÎâkËQ ÎâkPÙIñ ^kw

ÉCÄ jCÙ] jf
àÐCÌjD OᬡÓ
Description of
"SPR best practice" 1 2 3 4 Ideal status
in 4 steps
ßlCs fjBgÐCPsB
Standardization
ØP®Cs Óf/×lÓj Óf ÍmâCÀ
ÊPrás k{CÏ®
Kaizen 2D/2H
System
elements Oá¶áÀ OâkâgÌ
Quality management

TPM

Current status fÔYÔÌ OᬡÓ

Target status ´gÚ OᬡÓ
Action / "Roads" ðCÚ×Bjñ / NCáÇË®

49
 SPR OâkâgÌ FCPÀ
SPR Management Book

Roadmaps: one road in 4 stages measured ØÇakÌ jCÙ] jf kárÌ ¾â :×Bj ßCÚØv»Ð
according to 3 criteria OsB ×gw uXÏs jCá¬Ì 3 pCsB kI Ó
The roadmaps describe a road to progress in four stages leading O¸kváM ,ØÇakÌ jCÙ] jf ØÀ gÏPrÚ ßkárÌ ×gÏÏÀ Îáá¬Q ×Bj ßCÚØv»Ð
to an ultimate goal. .gÏÏÀàÌ OâBgÚ àÞCÙÐ ´gÚ OËs ØI Bj

Stages CÚØÇakÌ
4 3 2 1
ÊáˬQ _¤s
×gw ØPsBÔe
Desired level of
generalization
jBkËPsB OåáHTQ jBk»PsB Ó ßkáÄjC¿I uåâCåÌlD
CONTINUITY CONSOLIDATION DEPLOYMENT EXPERIMENTATION
= = = = OâkâgÌ
Level P - D - C - A _¤s Level P - D - C - A _¤s Level P - D - C _¤s Level P - D _¤s Management
fkÀjCÀ ªÔËXÌ
àÐCHáPvM Ó OeCs
×nÓkM Ó gáÈÔQ ×gw ØPsBÔe WâCPÐ
Overall manufacture (ØXáPÐ Câ / Ó gÏâDk¸ ßCÚyeCw)
and support function Desired results
Production and project (process and/or result indicators)

For each stage, three criteria are measured: the level of ÆIC¼ ÍBmáÌ :gÐkáÄàÌ jBk¼ uXÏs fjÔÌ jCá¬Ì Øs ,ØÇakÌ kÚ ßBkI
applicability, the management and the target results of the .gÏâDk¸ ÅÔza ÆIC¼ WâCPÐ Ó OâkâgÌ ,ÍfÔI ×fC¶PsB
procedure.

View by Criterion CÚjCá¬Ì ×CÄgâf lB

The heading "generalization" describes

OâC®j ØYjf Ó ºË® ,ðÊåáˬQñ Æz¸ks ×gw ØPsBÔe ÊáˬQ _¤s
the level of depth and the degree of
observance of the daily procedure gÚfàÌ _á¡ÔQ Bj ØÐBlÓj gÏâDk¸ Desired level of generalization

The "management" heading describes «¼ÔQ fjÔÌ ßCÚNjCÙÌ ,ðOâkâgÌñ Æz¸ks

the skills expected of the managers It :fjBf ØÏâmÄ Øs Ó gÚf àÌ _á¡ÔQ Bj ÍBkâgÌ
distinguishes between : OâkâgÌ
OâkâgÌ lCáÐfjÔÌ ÎâkËQ
Required management practice Management
Skills CÚNjCÙÌ
Control ÅkPÏÀ

Each stage is characterized by the result
and process indicators translates the level
of performance desired by Renault
ØXáPÐ ßCÚyeCw £sÔQ ßBØÇakÌ kÚ ØzdvÌ
×gw ØPsBÔe WâCPÐ
_¤s ×gÏÚf ÍCvÐ Ó fÔwàÌ Îáá¬Q gÏâDk¸ Ó
Desired results
gwCIàÌ ÔååÐj £sÔQ ×gw ØPsBÔe àÞDjCÀ

50
 OsÔáM
Annex

(2 Ó 1 ßCÚÉCÄ) ßlCs fjBgÐCPsB OâkâgÌ :×Bj Øv»Ð ÅCTÌ

Example of roadmap: standardization management (steps 1 and 2)

Standardization ßlCs fjBgÐCPsB

2 1

gÚfàÌ jCHP®B EWT ØI gwjB àIkÌ
gÏÀàÌ ªÔYj CÚfjBgÐCPsB ØI gÏÌÉC¨Ð àÇ¿w ØI OâkâgÌ
The senior instructor validates the EWT
Management systematically refers to standards
gwCIàÌ kHP¬Ì Ó ×gâf tlÔÌD gwjB àIkÌ ¾â ƼBga
fjBf fÔYÓ CËÏÚBj EWT ¾â ÍCËQjCMf kÚ ßBkI
ÊáˬQ _¤s
×gw ÉCXÐB (WU ÍBkâgÌ) àQCáÇË® tlÔÌD
×gw ØPsBÔe
At least one senior instructor is trained and validated Level of desired
There is one pilot EWT by department generalization
Operational training (WU managers) performed

OâkâgÌ lCáÐ fjÔÌ ÎâkËQ OâkâgÌ lCáÐ fjÔÌ ÎâkËQ

flCsàÌ kHP¬Ì Bj ÍD Ó ×fkÀ @C~ÌB Bj SOS ×CÄjCÀ kâgÌ fÔwàÌ Îáá¬Q ÍÔÌlD udI ¾â
gÚfàÌ pjf ×CÄjCÀ ÍBkâgÌ ØI ÍCËQjCMf kâgÌ fÔwàÌ ×fBf ÍCÏÀjCÀ ØËÚ ØI àÌÔË® NC®ä¥B
gÐÔwàÌ kHP¬Ì DPSI £sÔQ CËÏÚBj ßCÚ EWT
gÚfàÌ yázdQ Bj Élã «ICÏÌ ÍCËQjCMf kâgÌ Oáaä{
tlÔÌD SOS fjBgÐCPsB pCsB kI ØváËÚ gâgY ßCÚjÔQBkMB gÏÀàÌ NjC¨Ð gÏâDk¸ kI Ó ×gâf tlÔÌD ØÐCejCÀ OâkâgÌ
gÏÏáIàÌ (OâkâgÌ tlÔÌD)
àÐBÔdËÚ kI NjC¨Ð ßBkI àÌC¨Ð . EWT kâgÌ Ó ×CÄjCÀ kâgÌ
OsB ×gw ØáH¬Q fjBgÐCPsB CI àÃÏÚCËÚ
×BkËÚ ØI ,ßkáÄjC¿I Ó jBk»PsB ßBkI Îá¬Ì àwÓj
àÃÏÚCËÚ fjBf fÔYÓ ¢ÔIkÌ ßgÏI ÍCÌl ØÌCÐkI
ßjC¿ËÚ CI Bj ßkáÄjC¿I Ó jBk»PsB ØáÈÓB ^k¥ ÍCËQjCMf kâgÌ
. . . Ó flCsàÌ ×fCÌD ×CÄjCÀ kâgÌ
CI àÐBÔdËÚ CQ gÏÀàÌ ßkHÚBj Bj CÚàsjlCI ×CÄjCÀ kâgÌ
gÏÀ ÅkPÏÀ Bj fjBgÐCPsB OâkâgÌ ßlCs fjBgÐCPsB
Standardization
Required management practice Required management practice of management
Workshop manager validates and signs the SOS A test sector is determined
Department manager coaches the workshop managers General information given to all personnel
The pilot EWTs are validated by the DPSI Competency
The department manager assigns the necessary Plant management is trained and observes procedure
resources (management training)
The new operators are always trained on the SOS
standard Coordination
The Workshop Manager and EWTmanager. A standard A deployment method and associated schedule exists
exists for monitoring compliance with standard
Coordination
The department manager drafts a deployment plan
with the workshop manager, etc.
The workshop manager conducts inspections to
check compliance with standard

gÐB×gw fjBgÐCPsB ØÐCejCÀ ßCÚ EWT %25 fÓga

(40 jCá¬Ì FÔ]jC] fkIjCÀ) ×gw ØPsBÔe WâCPÐ
(ØXáPÐ Câ / Ó gÏâDk¸ ßCÚyeCw)
No requirement ¢kw uáM ÍÓgI
Around 25% of plant EWTs are standardized Desired results
(process and/or result indicators)
(application of 40-criterion grid)

51

SPR Management Book
How to use the roadmaps?
The roadmap is a self-evaluation tool used by plant management.
They are used to determine the level of excellence achieved by
the plant in 4 of the SPR disciplines (standardization, Work
Station improvement, quality management and TPM), on a scale
from 1 to 4.
How to conduct an evaluation?
There is no typical process for performing a self-evaluation.
Roadmaps therefore leave a certain amount of the freedom to
the plant management on how to perform a self-diagnostic.
However certain principles must be observed:
the members of the management must have read the
Management Book prior to the diagnostic;
self-diagnostic should be the result of a group analysis.
Members of the plant management should come to a collegial
agreement on the level to be attained by each discipline;
the grid rating system should reflect the reality on the ground,
and should therefore be completed through an exchange with
the operatives concerned. Never hesitate in meeting the
operators and their unit manager in order to understand the
difficulties encountered when implementing the SPR tools;
it is recommended to call in the local experts on the issues to
be addressed (senior instructors). If in doubt on the grid rating
system, the plant should call on central experts from the DPSI
and the SPR deployment managers in the post-validation sites.
How to process an evaluation?
Roadmaps can be used at any time in the year. However, these
evaluation grids should focus the attention of management, at
the moment of drawing up the progress plans, in particular on
the deployment of objectives and action plan process. They may
be a constituent item of the diagnostic defined during the
deployment of objectives and action plan process (cf. chapter 6).
SPR OâkâgÌ FCPÀ
?ÊáÏÀ ×fC¶PsB ×Bj ßCÚØv»Ð lB ØÐÔÃ]
ØÐCejCÀ OâkâgÌ £sÔQ ØÀ OsB àXÏs fÔe ÍC¿ÌB CI jBmIB ¾â ,×Bj Øv»Ð
ØÐCejCÀ jf Æ{Ca ßkQkI ÍBmáÌ Îáá¬Q ßBkI jBmIB ÎâB .fÔwàÌ ØP¸kÄ jC¿I
fjBgÐCPsB) OsB ×gÌD OsgI SPR à¥CH~ÐB Æ{B jCÙ] jf ØÀ fÓjàÌ jC¿I
ßBØYjf ÍD ØI Ó ( TPM Ó Oá¶áÀ OâkâgÌ ,ßjCÀ ×CÃPrâB fÔHÙI ,ßlCs
.fkáÄàÌ ºÇ¬Q jCÙ] àÈB ¾â lB
àICáwljB ¾â ßkHÚBj àÃÐÔÃ]
ßCÚØv»Ð ÎâBkICÏI .fjBgÐ fÔYÓ àXÏs fÔe ßBkYB ßBkI à{Ce gÐÓj [áÚ
fjÔÌ jf CQ gÐjBiÄàÌ à¼CI ØÐCejCÀ OâkâgÌ ßBkI ÆË® ßfBlD ßjg¼ ,×Bj
gâCI ÅÔ{B àekI ,ÅCa ÎâB CI .gâCËÐ ßkáÄ ÊáËzQ ,fÔe ÆáÇ`Q àÃÐÔÃ]
:gÐkáÄ jBk¼ k¨Ð gÌ
,ÆáÇ`Q ßBkYB lB ÆH¼ ,Bj <OâkâgÌ FCPÀ> gâCI OâkâgÌ ×ÓkÄ ßC~®B
;gÏwCI ×fkÀ جÈC¤Ì
×ÓkÄ ßC~®B .gwCI àÚÓkÄ ÆáÇ`Q ¾â ØXáPÐ gâCI àXÏs fÔe
ÅÔ{B lB ¾â kÚ jf fÔe k¨Ð fjÔÌ ßkQkI ÍBmáÌ fjÔÌ jf gâCI ,OâkâgÌ
;gÏwCI ×gásj àÚÓkÄ º¸BÔQ ¾â ØI ,à¥CH~ÐB
fÔYÔÌ ßCÚOᬼBÓ kÃÐCáI gâCI ,×fC¶PsB fjÔÌ ßgÏI ØYjf ÊPrás
,káÄjf àÞBkYB ÆÌBÔ® CI k¨Ð ÅfCHQ pCsB kI gâCI ÎâBkICÏI Ó ,gwCI
ßBkI ,ÍCvâB gaBÓ kâgÌ Ó CÚjÔQBkMB CI NC¼äÌ jf .gwCI ×gw Êá¨ÏQ
ßgâfkQ [áÚ , SPR jBmIB ßkáÄjC¿I ÉCÃÏÚ ØI fÔYÔÌ Nä¿vÌ ½jf
;gáÚgÐ ×Bj fÔdI
àÇ`Ì ÎázzdPÌ CI ,k¨Ð fjÔÌ fjBÔÌ àsjkI ßBkI fÔwàÌ Øá{ÔQ
ßgÏI ØYjf ÊPrás fjÔÌ jf àÌCÙIB kÄB .(gwjB ÍCáIkÌ) gâkáÃI pCËQ
ÍBkâgÌ Ó DPSI lB Ó ,mÀkÌ jf ÎázzdPÌ lB gâCI ØÐCejCÀ ,fjBf fÔYÓ
ßjC¿ËÚ OsBÔejf ,gÐB×gw gáÞCQ ØÀ àâCÚØÐCejCÀ jf SPR jBk»PsB
.gâCËÐ
àICáwljB ¾â fkHváM àÃÐÔÃ]
,ÅC`ÏâB CI .gÏPrÚ ×fC¶PsB ÆIC¼ ,ßjCÀ ÅCs lB àÐCÌl kÚ jf ,×Bj ßCÚØv»Ð
ÊáskQ ÍCÌl jf ,Bj OâkâgÌ ØYÔQ gâCI àICáwljB ßCÚFÔ]jC] ÎâB
Øv»Ð Ó ´BgÚB ßkáÄjC¿I gÏâDk¸ kI xÔze ØI ,O¸kváM ßCÚØv»Ð
jf ,CÚضÈÒÌ lB à¿â OsB οËÌ CÚØv»Ð ÎâB .gÏâCËÐ mÀkËPÌ ,NCáÇË®
,NCáÇË® Øv»Ð Ó ´BgÚB ßkáÄjC¿I gÏâDk¸ ÍCâkY jf ØÀ gÏwCI àÇáÇ`Q
.(6 Æz¸ ØI gáÏÀ ªÔYj) OsB ×gw Îáá¬Q
52
 OsÔáM
Annex

Annex II: the EWT book EWT FCPÀ :2 OsÔáM

For each of the SPR strategies, the key roles of the EWT manager
are indicated in this Management Book. Furthermore, the
mission and role of the EWT manager and of the EWT are clearly
indicated in the EWT book. Because it describes the mode of
progress of the EWTs the EWT book is an essential component
of the SPR strategy.
ÎâB jf , SPR ßCÚßoQBkPsB lB ÉBgÀ kÚ jf EWT kâgÌ àÇ{B u»Ð
Ó EWT kâgÌ u»Ð Ó Ø¶á©Ó ,×Óä¬I .×gw ×fBf ÍCvÐ <OâkâgÌ FCPÀ>
EWT FCPÀ .OsB ×gw ydvÌ EWT FCPÀ jf ^Ô¡Ó ØI , EWT fÔe
jf àÇå{B ßCåÚØå¶ÈÒåÌ lB à¿â , EWT jf O¸kváåM ×Ôåáw _á¡ÔåQ CåI
.gwCIàÌ SPR ßoQBkPsB

The main principles of the EWT book
The EWT book is a reference document common to all
manufacturing EWTs in all Renault plants. It indicates the
operating principles of the EWT, its missions and relations
with its partners, while integrating the Renault Product
System tools and procedures.
The EWT book is a guide which assists the EWTs in their
development:
it describes the operation of a « model » EWT according to
the 8 strategic targets corresponding to the various activities
of the EWT
it proposes a EWT development chart for each strategy
according to 4 levels of maturity, level being the ultimate
target.
EWT FCPÀ jf àÇ{B g®BÔ¼
jf ,OeCs ßCÚ EWT ØáÇÀ jf ÉC® «YkÌ gÏs ¾â EWT FCPÀ
EWT jf Bj àâBkYB g®BÔ¼ FCPÀ ÎâB .gwCIàÌ ÔÐj NCXÐCejCÀ ØáÇÀ
CÚgÏâDk¸ Ó gÏÀàÌ Îáá¬Q CÀkw CI Bj ÍD £IBÓj Ó µâC©Ó ,gÚfàÌ ÍCvÐ
.flCs àÌ Ø]jCL¿â Bj ÔÐj gáÈÔQ ÊPrás jBmIB Ó
,fÔe جsÔQ gÐÓj jf Bj CÚ EWT ØÀ OsB àâCËÏÚBj EWT FCPÀ
:gÏÀàÌ àÚBkËÚ
_á¡ÔQ ßfkHÚBj ´gÚ 8 pCsB kI Bj <ØÐÔËÐ> EWT ¾â ÆË® ×Ô`Ð
.gÏPrÚ EWT ªÔÏPÌ ßCÚOáÈC¬¸ ØI ¢ÔIkÌ ØÀ gÚfàÌ
جsÔQ jBfÔËÐ ¾â ,àÞCÙÐ ´gÚ ØI Ígásj ßBkI Ó ßoQBkPsB kÚ ßBkI
àÃP¸Câ ÅCËÀ _¤s jCÙ] pCsBkI ØÀ gÚfàÌ fCÙÏváM Bj EWT
.OsB ×gw Êá¨ÏQ

,jCÀ jf Ígw káÄjf .3

g®BÔ¼ Ó OâkâgÌ
3. Involvement,
management and rules
àâBkÄ yzdQ .2 Oá¶áÀ ÅkPÏÀ .4
2. Professionalizm 4. Quality control
Øåå¬sÔåQ £á`Ì ÅkPÏÀ .5
ßlCs fjBgÐCPsB .1 ßjCÀ £âBkw Ó
BWT
1. Standardization 5. Enviroment and working
development conditions control
ØÏâmÚ OâkâgÌ .8
NäáÙrQ àÞDjCÀ ÅkPÏÀ .6
8. Cost management
6. Facilities performance
ÍCÌl OâkâgÌ .7 control
ÆâÔ`Q Ó jCÀ ÍCâkY
7. Flow and delivery
time management

The EWT maturity levels are:
N1: the EWT knows the procedure and applies it
rigorously
N2: the EWT analyzes and eliminates malfunctions
N3: the EWT improves its performance by means of an
action plan
N4: the EWT anticipates and records its knowledge base
For a EWT to progress from the stage where it « knows the
procedure and applies it rigorously » to the stage where it
« anticipates and records its knowledge » on each of the target
requirements, the full implementation of the SPR tools and
strategies is an absolute prerequisite.
:gÏPrÚ kâl ^kw ØI EWT àÃP¸Câ ÅCËÀ ^Ô¤s
jC¿I O¼f Ó OâgY CI BkÐD Ó gsCÏwàÌ Bj gÏâDk¸ EWT : N1
fkáÄàÌ
gÏÀàÌ ´ia Ó ×fkÀ ÆáÇ`Q Bj NBfBkâB EWT : N2
fÔHÙI ,NCáÇË® Øv»Ð ¾â ÉCËPÚB CI Bj fÔe àÞDjCÀ EWT : N3
gvdIàÌ
àváM ÍD lB Ó ×fkÀ OHU Bj fÔe NCÌÔÇ¬Ì ØâCM EWT : N4
fkáÄàÌ
Ó gÏâDk¸ OeCÏw> ÅÓB ØÇakÌ lB O¸kváM kárÌ jf , EWT ¾â ßBkI
<ÍD lB ÎP¸kÄ àváM Ó CÚØPrÐBf OHU> ØÇakÌ CQ <ÍD ºá¼f ßkáÄjC¿I
Ó CÚßoQBkPsB ÆÌCÀ ßBkYB Ó ßkáÄjC¿I ,k¨Ð fjÔÌ ´BgÚB lB ¾â kÚ jf
.gwCI àÌ à¬¤¼ lCáÐ uáM ¾â SPR jBmIB

53

Annex
The EWT book, a workshop management measurement tool:
for the EWT manager, the EWT book proposes a diagnostic
tool enabling him to evaluate the maturity of his EWT and
define a progress plan in order to attain the EWT operating
target;
for the workshop manager, the EWT book proposes a
management tool and a synthesis chart enabling him to view
the position of the EWT and to assist them in developing
their skills.
EWT book operatives
The EWT manager is responsible for developing his EWT. For
this purpose, he implements the EWT book and conducts a
self-diagnostic of his EWT with the support of management.
The workshop manager is responsible for deploying the EWT
book in his section and in managing it over time.
Plant Management should monitor the consistency of
development of all the EWTs over the whole site. The
development objectives of the EWTs should also be set in order
to ensure coherency with the SPR deployment plan.
OsÔáM
:×CÄjCÀ OâkâgÌ uXÏs jBmIB , EWT FCPÀ
Bj ßÓ Ó gwCIàÌ EWT kâgÌ ßBkI ÆáÇ`Q jBmIB ØÈmÏÌ ØI EWT FCPÀ
Ó ×fkÀ àICâljB fÔe EWT jf Bj àÃP¸Câ ÅCËÀ CQ flCsàÌ jfC¼
Osf EWT àÞBkYB ´gÚ ØI CQ gÏÀ Îáá¬Q O¸kváM ßBkI Bj ßBØÌCÐkI
;gICâ
ßmPÏs jBfÔËÐ Ó OâkâgÌ jBmIB ØÈmÏÌ ØI ,×CÄjCÀ kâgÌ ßBkI EWT FCPÀ
jf Ó fjÓD k¨Ð jf Bj EWT OᬼÔÌ CQ flCsàÌ jfC¼ Bj ßÓ ØÀ OsB
.fÓkI ÍCÐD ßjCâ ØI CÚNjCÙÌ Ø¬sÔQ
EWT FCPÀ àÞBkYB ÆÌBÔ®
,jÔ¨ÏÌ ÎâB ßBkI Ó OsB fÔe EWT jf جsÔQ ÅÔÝrÌ EWT kâgÌ
Ó ØâmXQ ßkHÚBj ØI ,OâkâgÌ àÐCHáPvM CI Ó ØP¸kÄ jC¿I Bj EWT FCPÀ
.flBfkMàÌ fÔe EWT jf àÐÓjf ÆáÇ`Q
fÔe udI jf EWT FCPÀ ßkáÄjC¿I Ó jBk»PsB ÅÔÝrÌ ×CÄjCÀ kâgÌ
.fjBf ×gÙ® kI ÍCÌl ÅÔ¥ Bj ÍD OâkâgÌ Ó ×fÔI
jf ,CÚ EWT àÌCËQ جsÔQ jf ÉC¿`PsB Ó NCHU kI gâCI ØÐCejCÀ OâkâgÌ
àHáQkQ ØI gâCI CÚ EWT جsÔQ ´BgÚB .gÏÀ NjC¨Ð ØÐCejCÀ àÌCËQ
EWT ßkáÄjC¿I Ó jBk»PsB Øv»Ð CI ÍD ÉCXrÐB ÎË~PÌ ØÀ gÐfkÄ Êá¨ÏQ
.gwCI ØÐCejCÀ jf
54