Step of “Jishu-Hozen “Activities

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“Jishu-Hozen “Activities

What is Jishu-Hozen ？

Keep their equipment by yourself！

・Become operator who can understand equpment !

Break away from “I am operator and You are maintenance man”

Significance of “Jishu-Hozen”

“Jishu-Hozen“ means activities of the operator that uses maintenance to personally conduct maintenance
activities, including cleaning, oiling,retightening, and inspection, thereby raising production efficiency to its
limit. Such activities will prevent forced deterioration of equipment.

Thus,“Jishu-Hozen” represents activities to thoroughly eliminate failures, minor stoppages, defects, and
other losses to restore equipment to their desirable forms, maintain them, and improve them, and at the
same time to develop “personnel that are skillful at equipment operations and improvement.“

“Jishu-Hozen” is the operators work itself. it is carried out under the step method through small group
activities closely unified with the managerial structure. it represents a major characteristic of TPM

PM is designed to pursue production system efficiency to its limit through “corporate structural improvement
based on the constitutional
improvement of personnel and facilities,” and “Jishu-Hozen“ itself signifies the onstitutional improvement of
personnel and facilities. This entails the changing of workers’ ways of thinking and behaviors,

To attain this, first replace the concept of the division of labor between operation and maintenance,
represented by the view that “l am an operator, and you,maintenance man, fix “it” with the thinking of
“protecting one‘s equipment by oneself.“

To translate this thought into action, the development of personnel that are skillful at equipment operations
and improvement is pushed for, to foster personnel who are versed in the structure and function of facilities;
who have acquired maintenance skill to apply improvement.

For the structural reform of personnel, it is highly effective to bring about the structural improvement of
equipment currently being used. in “Jishu-Hozen“, as the first step to “protect one’s equipment by oneself,”
work should be started with improvement of basic conditions of the equipment being used (cleaning, oiling,
and retightening). Then, based on the step
method, structural improvement of quipment should be effected so that
the equipment will be the form as it should be. As a result, overall equipment efficiency will improve greatly,
and the operator personally experiences the effect of “Jishu-Hozen”, so that his “structure” will be changed
so as to protect his own equipment by himself. Thus, in “Jishu-Hozen”, the constitutional improvement of
personnel and equipment proceed simultaneously.

Also, “Jishu-Hozen” is a self-management activity by small work-site groups. Keys to the activation of small
groups are said to be “morale,skills, and places for actions.” The prerequisite is creation of the “places for
actions,“ and introducing only “Jishu-Hozen” would prove ineffective.

it should be promoted as one of the five pillars (or eight pillars) of TPM development of the entire
company/establishment.

Conservation activities of manufacturing departments

１．Activities to prevent degradation

① Correct operation
② Cleaning, Refueling, Retightening
③ Adjust
④ prediction of abnormal
⑤ Recording Data of conservation
２．Activities to measure the degradation(By five senses)

①Daily check
②Periodic check

３．Activities to recover the degradation

①Easy replacement of parts, emergency response in the event of failure

②Quick communication for failure
Conservation activities of maintenance department

１．High Conservation activities

①Focused on the areas that require high technology

Periodic maintenance, predictive maintenance, corrective maintenance

２．Support for Conservation activities of manufacturing section

① Education equipment function
② education bolts and nuts
③ Education of lubricating oil
④ skills education inspection
⑤ One Point Lesson

Step method for the development of “Jishu-Hozen”

1st step: lnitial cleaning (cleaning/inspection)
While thoroughly eliminating dust, dirt, etc, from inside the cover and cleaning every corner of the equipment,
detect and correct equipment nonconformity/latent defects for restoration, oil, and retighten, through
cleaning, and thereby prevent forced deterioration.
2nd step: Countermeasures for contamination sources and hard-to-access areas
Detect sources of dust and stains, prevent scattering of dust, and improve hard-to-access areas for cleaning,
oiling, retightening, or
inspection, and shorten time for these activities.

3rd step: Preparation of the tentative standards for “Jishu-Hozen”

Prepare action standards to be observed by oneself, so that cleaning,oiling, retightening, and inspection can
be surely performed in a short period of time.

4th step: general inspection

To improve equipment efficiency to the limit, understand the structure, functions, and principles, and how the
equipment should
be; inspect the main mechanism and parts that constitute the equipment with the eyes of an “operator skillful
at equipment operations and improvement” without exception; detect latent
defects; and restore or improve the equipment to desired conditions.

5th step: Autonomous inspection

Review the tentative autonomous standards and general inspection standards, prepare “Jishu-Hozen”
standards that provide for the efficient of inspection and prevention of inspection errors, and maintain the
equipment in its desirable conditions.

6th step: Standardization

The items to be controlled at work sites include raw materials/products, dies/jigs/tools, measuring
instruments,cleaning/inspection outfit, and transport equipment, in addition to facilities. They also include
written work standards and records.
Review and standardize them, and strive for zero losses.

7th step: Through implementation of self-management

With self-confidence, based on past results obtained by changing
Step　１：Initial-phase cleaning

The 1st-step activity of “Jishu-Hozen”. It aims to totally eliminate accumulated dust and stains by thoroughly
cleaning all parts of equipment;

to find latent detects of the equipment, such as contamination sources,hard-to-clean areas, and
nonconformities that may cause failures/detects or accidents through cleaning activities; and to take
corrective steps about the problems which they think they can fix. Discovered nonconformities and their
contamination sources are highlighted by attaching ‘efu’ (tags) to them.

Cleaned portions naturally get dirty again as a result of production activities, and it is also an important
activity to measure the time until they become dirty and how dirty they are, and to study steps to prevent
the occurrence at stains.
 2 :Efu / Tag

A tag, equivalent in size to the one affixed to baggage, is attached to nonconformity detected for marking.
These tags are classified into white efu and red efu. White efu is attached to the location at nonconformity
that can be rectified by operators in “Jishu-Hozen“, while red efu is attached when maintenance workers
must be called in for fixing. On the front at efu,
the date of nonconformity detection, the finder, and the content of nonconformity should be entered, with an
illustration of the nonconformity added.
On the back of the tag, the content of the required improvement should be entered.
After an improvement step is completed, the tag should be withdrawn, and the results of the step should be
additionally recorded.
Unremoved efu indicates that no corrective measures have been taken as yet, so the tags serve the
purposes of reminding people of the nonconformity and checking the remaining number of nonconformities
to be addressed.
Step2：Countermeasures for the source of problems

Activities in the 2nd step of “Jishu-Hozen”. They consist at work to improve sources of dust and stain
detected in the 1st step; to prevent dust,stain and dispersion and clean the places; and to improve locations
where oiling is difficult, so as to reduce time for cleaning or oiling and enhance equipment maintainability‘
Where cleaning is difficult, improvement may be made at cleaning tools and/or methods at cleaning.

Also,lone can measure the cleaning time required to realize the state of cleanliness where a malfunction can
be detected while
operating the equipment, so as to reduce such a cleaning time.

The target “maintenance cleaning time”

should be five minutes per day, per operator and two hours per month, per operator; one should repeat
improvements until these targets are attained,This is a step where brain rather than money should play a
role.

Step３： Establishment of tentative standards for “Jishu-Hozen”

Establishment of tentative standards for “Jishu-I-lozen”

The 3rd-step activities of “Jishu-Hozen”. Members should work out provisional cleaning standards to
maintain the 1st-step level for approved cleaning and the 2nd-step level for machine conditions that have
dealt with contamination sources/hard-to-access areas; to clean and inspect daily or regularly; to repeat
improvement; and to ensure prevention at equipment degradation. it is also necessary to review oil supply
and lubrication conditions, to detect and rectify nonconformities and hard-to-oil and-inspect spots, and to
prepare provisional oiling standards, thereby seeking the improvement of equipment reliability and
maintainability and completing standards that can be easily kept
Step 4： General[Overall] inspection

Activities to be implemented as the 4th step in “Jishu-Hozen”, designed to “foster operators really skillful in
equipment operations improvement.”

Operators should study and understand the structure, functions, and principles of equipment, as well as its
desirable conditions; inspect principal mechanisms/parts that compose the equipment, thoroughly and
without omission, from the eyes of skillful operators; reveal potential defects; and restore original conditions.

The operators should be trained regarding such items as machine elements, lubrication, pneumatic
pressure, hydraulic pressure, electricity, driving mechanism, equipment safety, and processing conditions;
they should conduct inspection regarding these items, and learn skills to find nonconformity. Also,
while inspection standards are prepared to ensure conformance, equipment should be improved for easier
inspection, and ideas for visual control should be embodied.
Step 5： Autonomous inspection

Activities to be conducted as the 5th step for “Jishu-Hozen“. Based on the experience in the 1st to 4th steps,
circle members should review the
present written standards on cleaning, oiling, and general inspection from
the viewpoints of:
[1] zero failures/detects,
[2] inspection efficiency improvement,
[3] inspection work load balance, and
[4] visual control.

Operators should also clarity the work-task sharing with the maintenance
department for each equipment, upgrade the standards with inspection efficiency improvement and error-
free inspection to be completed as
autonomous inspection standards.

Also, they should further study equipment operation and relations between quality and equipment, thereby
developing capability oi right operation and early detection of abnormalities.

Step６：Standardization (“Jishu-Hozen”)

The 6th step of “Jishu-Hozen”. While steps to 5 involve activities that focus on improvement and inspection
of basic equipment conditions, the 6th step aims at ensuring that these steps are taken as a matter of course
for control purposes, that the role of operators will be extended over and beyond equipment operation to
include that of reducing losses aggressively and that “jishu-Hozen” will take place to the fullest extent.

Specifically, this step involves overall review and systematization at various maintenance and control device
such as physical distribution standards, data records, standards die/jigs/fixtures, standards and the like
 Step 7:Thorough implementation of autonomous

Activities at the final seven-step stage at “Jishu-Hozen”. Here, all the activities performed this far are boiled
down, and improvement is repeated through small group autonomous management activities.

Although the word “autonomous” is used, the small-group activities are basically tied to the company policy
and targets, so that whatever these small groups may establish as circle targets, whatever they may take up
as improvement themes,
and whatever autonomous activities they may continue to attain more efficient

production — in other words, all such activities operational for upkeep and/or

improvement — should become part of the company operations.

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