16 Major Losses

• EQUIPMENT FAILURES - PM
• SETUP & ADJUSTMENT
• TOOL CHANGE
• START-UP
• MINOR STOPS
• REDUCED SPEED
• DEFECT & REWORK -
QM
• SCHEDULED DOWN TIME -PM
• MANAGEMENT -OTPM
• OPERATING MOTION
• LINE ORGANISATION
• LOGISTICS
• MEASUREMENT & ADJUSTMENT
• YIELD
• ENERGY -PM
• TOOL DIE AND JIG
 Loss Structure During Production Activities (16 Major Losses)

Operating Man-hours Working Hour

Scheduled
5 Major Losses Obstructing Manpower Efficiency

Excluding man-hours downtime

8 Major losses obstructing equipment efficiency

(Supported by other
8. Shutdown loss
departments) Loading Time
Loading Man-hours
1. Equipment
9. Management loss Failure loss Clearing
Net Operational Operating Time checking
10. Operating motions 2. Set-up and
Man-hours Downtime Awaiting
loss adjustment loss
instruction
Production
Effective Man- Net Operating 3. Cutting blade
Man-hour and Jig change Awaiting
hours Time loss materials
11. Line organization loss Valued Man- Performance
Valued Operating loss 4. Start-up loss Awaiting
hours (Man-
12. Logistics loss hours for turnout)
Time personnel
Other downtime distribution
loss
Line Defects in man- Defects quality Quality
organization hour loss loss 5. Minor stoppage confirmation
man-hour loss idling loss
(Adjustment of
13. Measurement and 6. Speed loss measurement)
adjustment loss 7. Defects and
Input materials rework loss
Input energy
(Number, weight)
Start-up loss
Effective No. of qualified Defects quality loss
Overload loss 14. Energy loss energy products Start-up loss
Temperature Weight of
loss Cutting loss 16. Yield loss
qualified
15. Die, tool & jig products Losses in weight
loss
Losses in overages
(Increased
commission)
Efficiency of material, die, jig, tool and energy requirement per product unit 3 Major losses obstructing efficiency of material, Die, Jig & energy requirement per
.... product unit
(1) Failure losses
The definition of failure loss is set as follows:
 Cases accompanied by function stoppage or decline (normally or typically
accompanied by production stoppage or output decline)

 Cases requiring replacement of parts or repair in order to recover function

 Cases requiring 5-10 minutes or more for repair

• At any rate, failures must be reduced to zero. This can be attained

at little cost, although some short-term investment may be
necessary. To attain zero failures, it is necessary to correct the
conventional misconception about BM (breakdown maintenance)
that failures are unavoidable
 GENERAL PROBLEMS WITH FAILURES
Low interest by production sector
• Production thinks failures should be handled by maintenance.
Weak attitude toward failure analysis.
• Phenomena are not observed in details.
• Broken locations and places nearby are not examined fully.
• Enough ‘Genbutsu’ is not collected and analyzed.
• Causes are not pursued fully and only actions are taken.
• Measures for preventing recurrence are not taken.
• Failures are not analyzed at on-site.
Maintenance system and operation of it are weak.
• Check criteria are not defined, eg., checking frequency, locations, method and criteria.
• Maintenance calendar easily showing parts replacement and overhauling periods, oiling and
oil
change, and other items and operation system for it are week.
• Failure history system.
Attitude toward predictive maintenance (CBM) is weak.
• Measured values fluctuate greatly and re not reliable.
• Measured values do not change for a long time and lose confidence in audit results.
• Periodic measurement and trend control are not implemented.
 Relations of Causes and Effects of Failures

Results Causes
To err is human
 (2) Setup and adjustment losses

"Setup and adjustment losses" refers to time losses from the end of the
production of a previous item through product-change adjustment to the
point where the production of the new item is completely satisfactory.
Setting up means a series of operations from the removal of jigs and
fixtures following the end of production, clearing up and cleaning, through
the preparation of jigs/tools and metal fixtures necessary for the next
product, to their attachment, adjustment, trial processing, readjustment,
measurement, production, and finally the ability to produce excellent
products
Contd…..
Adjustment means the following:
Taking measures to implement optimum solutions/values
for specific purposes, for instance, steps to restrict quality
within a target value range or to prevent other problems.
Attaining certain aims through repeated trial and error.

The approach to be adopted should be to study the adjustment

mechanism and seek time reduction. The ultimate goal of the
approach is "minimisation.' The final objective of set-up &
adjustment losses is to realise “one-shot machining in which quality
production is possible ”.

To realize one-shot arrangements, it is essential to reduce adjustment

to zero.
 Change Test Measure
over grinding ment

Repeat
Adjustment

One-step
defect-free
change
over

Change Measure Continued

Grinding
over ment Grinding
 Why can’t we achieve One-step defect free change over ?

•We assume that adjustments are simply inevitable in a high

precision process

•Our equipment and replaceable parts have poor precision so we

make adjustments to compensate

•The standards mounting points are not clearly defined with

numerical values so people have to guess at the setting.

•We don't know the proper machining conditions or if we do we

aren’t applying that knowledge during set-up. (No standards
procedures)
 Steps of promoting single step defect free change over

Understand the Clarify the problem Check the

precision of the
current process & areas in changeover equipment and
condition adjustment & test runs replaceable parts

Carry out PM analysis Take care of Improve your

( systematic thinking using the remaining positioning
principles & stds of the process) adjustments methods

Look again Create

at stds Look Look again
values & again at Look again at the
changeover
check the Stds:
items the at quality of
related to machining durability. pervious
eqpt condition. machining
precision Maintain &
management
 (3) Cutting-blade losses

These are time losses due to regular cutting-blade exchanges and

extraordinary replacement necessitated by blade damage and volume
losses (defects and rework) that arise before and after blade replacement.
Cutting-blade losses are dropping due to material and shape studies
yielding longer blade life, but they still pose a problem requiring further
study.

In the case of transfer machines, cutting- blade losses may account for
10% to 12% of overall efficiency impedance, because the number of
operators is few in relation to the number of the machines.

The reduction of cutting-blade losses requires study in both the fields

of relevant technology (material changes, shape alteration, etc.) and
software (vibration measurement and pursuit of optimum cutting
conditions). The target is the maximisation of blade life
 (4) Start-up losses

Start-up losses are defined as time losses from

•start-up after periodic repair,

•start-up after suspension (long-time stoppage),
•start-up after holidays,
•start-up after lunch breaks,

to the time when it is possible to produce excellent products of reliable quality,

free from machine problems (minor stoppages, small problems, and blade
breakdown) in a specified cycle time operation, as.well as volume losses
(defects/ rework) that arise during that period.
• Method of reducing start-up losses

– Time-series data at the time of start-up

– Examination of working oil/lubricating oil
– Examination of related equipment portions
– Adjustment of thermal displacement occurrence
portions
– Measurement of thermal displacement values
– Countermeasures
 5) Minor stoppage & idling losses

The definition of these losses is as follows:

• Losses that are accompanied by temporary functional stoppage
• Losses allowing functional recovery through simple measures
(removal of abnormal work pieces and resetting)
• Losses that do not require parts exchange or repair
• Losses that require from 3-5 seconds to less than 5 minutes for
recovery.

Unlike failures, minor stoppage/idling losses represent the condition in

which equipment stops or idles because of temporary problems; for
example, a work piece clogs a chute, or a sensor is triggered by a quality
defect, temporarily stopping the machine. In this case, if the work piece
is removed and resetting is done, the machine will operate normally.
Thus, this condition is different in character from equipment failure
GENERAL PROBLEMS ON MINOR STOPPAGES
• Efforts to actualize as losses are not sufficient.

• Actions taken are poor

- Only emergency measures are taken as temporary measures.

• Phenomena are not discerned fully.

• Obstruction to un-attended operation.

- Operators are used for restoration.
- Minor stoppages keep operators from operating multiple stations or
machines.
- One minor stoppage will ruin the effects of unattendance operation during
breaks
 7) Defect / Rework losses

Defect/rework losses are defined as volume losses due to

defects and rework (disposal defects), and time losses
required to repair defective products to turn them into
excellent products.

Generally, sporadic defects are easily fixed, so they are rarely

left uncorrected. Chronic defects, in contrast, are often left as
they are, because their causes are difficult to perceive and
measures to correct them are seldom effective. Rework and
repair items are also regarded as chronic defects, because
modification worker-hours are required
 Basic principle of quality maintenance
Quality Defects
Defects due to Defects due to Defects due to
equipment Machining People
precision conditions involved

Creation of equipment that Train operators who know

doesn’t produce defects their equipment well

Setting std: conditions for

Fostering maintenance
equipment that doesn’t
management ability
produce defects

Management of std: condition that doesn’t produce defects

Zero defects
Overall Equipment Effectiveness -
OEE
• A Formula for measuring
Equipment Utilization and
Performance

• Uses an “Industry Standard” list

of Downtime Reasons

• The data required for accurate

OEE calculations can provide
MTBF’s, MTBE’s, and MTTR’s
information for equipment.
Overall Equipment Effectiveness
(The OEE Equation)

OEE = Availability x Performance x Quality

where:

Availability = Equipment Availability

Performance = Performance Efficiency

Quality = Quality Rate

FOR OEE
Loading time - Downtime
Availability = x 100
Loading Time

Performance Processed amount

= x 100
efficiency Operating Time/ Theoretical cycle time(@
100% eff & without Occ Time )

Rate of quality =
Processed amount - defect amount
x 100
products Processed amount
 Relationship between Six Major Losses on Equipment and Overall Equipment Effectiveness

Equipment Six Major Losses Calculation of overall equipment effectiveness

Availability
Loading time - Downtime
Loading time = x 100
Equipment Loading Time
1
failure (e.g.) : Availability
Down time 460 mins. - 60 mins.
Setup and = x 100 = 87%
Operating
losses
2 460 mins.
time adjustment
Performance efficiency
Idling and
3 Theoretical cycle time x processed amount
Net minor stoppage = x100
operating Operating Time
time Reduced
(e.g.) : Performance efficiency
4
speed
s ess ol deep S

= 0.5 mins./unit x 400 units x 100 = 50%

400 mins.
Defects in
Valuable 5
process Rate of quality products
operating Processed amount - defect amount
time Reduced = x 100 =
6 Processed amount
s ess ol t c ef e D

yield
(e.g.) : Rate of quality products
400 units - 8 units
= x 100 = 98
400 units %

Overall equipment effectiveness = Availability x Performance efficiency x Rate of quality products

(e.g.) 0.87 x 0.57 x 0.98 x 100 = 42.6%
 Relationship between Six Major Losses on Equipment and Overall Equipment Effectiveness

Equipment Six Major Losses Calculation of overall equipment effectiveness

Availability
9. Management loss Loading time - Downtime
Loading time = x 100
Equipment Loading Time
1
failure (e.g.) : Availability
Down time 460 mins. X 60 mins.
Setup and = x 100 = 87%
Operating
losses
2 460 mins.
time adjustment
Performance efficiency
Idling and
3 Theoretical cycle time x processed amount
Net minor stoppage = x100
operating Operating Time
time Reduced
(e.g.) : Performance efficiency
4
speed
s ess ol deep S

= 0.5 mins./unit x 400 units x 100 = 50%

400 mins.
Defects in
Valuable 5
process Rate of quality products
operating Processed amount - defect amount
time Reduced = x 100 =
6 Processed amount
s ess ol t c et e D

yield
(e.g.) : Rate of quality products
400 units - 8 units
= x 100 = 98
400 units %

Overall equipment effectiveness = Availability x Performance efficiency x Rate of quality products

(e.g.) 0.87 x 0.57 x 0.98 x 100 = 42.6%
Overall Equipment Effectiveness =

AxPxQ

Processed amount - defect amount

Loading Time/ Theoretical cycle time(@ 100% eff &

without Occ Time )
For Calculating the OEE for the line,
the line is considered as one entity (machine)

IN 1

4
5

8
OUT

Std output of the line is taken

 Overall Planned effectiveness
Equipment Six Major Losses Calculation of overall equipment effectiveness
Availability
Loading time - Downtime
Calander Hours = x 100
Planned Maintenance Loading Time
A 1 & Equipment (e.g.) : Availability
failure
Production
C x 100
=
Running B 2
control A
Hours
y b ss oL

Performance efficiency
noi s neps u S

Equipment
3 breakdown Actual average Production
= x
Operation C Process Standard production 100
Hours 4 breakdown (e.g.) : Performance efficiency
y b ss oL
egappot s

Regular =
D x 100
5 Production
C
Net Irregular
6 production Rate of quality products
Operation
Production - 7 8
Hours = x 100 =
Production
D Process
yti c apa C y B ss oL

7 (e.g.) : Rate of quality products

deficiency
E
operating
Valuable

= x 100
time E

Reprocessing
8 D
y B ss oL
yc nei ci f e D

Overall planned effectiveness = Availability x Performance efficiency x Rate of quality

products
FOR OPE
Loading time - Downtime
Availability = x 100
Loading Time
( Down time include Scheduled down time also )

Performance Processed amount

= x 100
efficiency Operating Time/ Theoretical cycle time(@
100% eff & without Occ Time )

Rate of quality =
Processed amount - defect amount
x 100
products Processed amount
 Major Losses
PRODUCTIVITY
MEASUREMENT SYSTEM

OEE

Availability Performance Efficiency Quality Rate

Breakdowns Startup Losses Setup Adjust Tooling Speed Losses Idling & Minor Quality Defects
Stoppages

•Process Controllers •Operator check off •Production Reports

•Maintenance repair •Operator log sheet •Process Controllers •Process Controllers document
histories •Operator log sheet •Quality Control
•Process Controllers •Production schedules •Production log sheets •Process Controllers Charts
•Operator log sheets
•Production count •Setup log sheets •FMEA •Reject rates
•Equipment failure reports
•Start meters •Tool changeover report
•Process Controllers
•Production control system
Examples: Examples: Examples: Examples:
•Wear Part failure Examples: Examples: •Cutting tool wearout •Running at less than •Machine Jam
•Utility failure •Injection Molding •Part Changeover •Injection Mold failure •Manual adjustment
design speed to meet
•Equipment jam machine partial full on •Die Change •Stamping Die failure •Material misalignment
quality specifications
•Lubrication failure initial run. •Tooling Change •Not knowing the •Machine reset
•Limit Switch adjust capability of a machine
•Set point Adjustment or line.
•Running of test Parts
 Individual improvement
Challenge ‘0’ seven major losses through
project activities under each theme
Individual
Select the theme Individual
Set model Organise the Track Seven improvements
& plan improvements

equipment efficiency
equipment project team major Losses project
implementation project activities

Improvement of
activities

Horizontal

}
Reliability in
deployment
Eqpt Failure loss use- prevention
Function failure
Minor stoppage loss stds & review
loss( Failure
Set up and adjustment loss analysis technique)

}
Cutting tool & jig change loss
Start up loss
Function Autonomous
depression loss maintenance
Reduced speed loss
(IE, QC, VE) system
Defect & rework loss
Preventive
maintenance
Bottle neck process
system
Large loss
More H.D applicable
Matching with JH machine
 Sporadic & chronic losses

Division Sporadic loss Chronic loss

Phenomenon occurs within a certain dispersion

Entirely new phenomenon suddenly
range
occurs. Phenomenon occurs suddenly
Loss Mode -Repeated in short cycles
after exceeding a certain dispersion
-Phenomenon always occurs with certain
range
quantitative dispersions

Recognized as loss compared with Actualize as loss compared between maximum

Actualization
present level. value and technical level

Casual sequence is relatively Casual sequence is not clear and cause system
Cause monotonous. Can be guessed by past is compounding. Past experience and intuition do
experience and intuition in many cases not work.
Most cases can be solved on the spot. Cannot be solved even if various actions are
Countermeasure
Restorative measures will work. taken. Renovating countermeasure are needed.
 Chronic problems

Two types of chronic problem.

1) Problems produced by a single cause but the causes varies from
one occurrence to the next.
2) The problem is produced by a combination of causes,which also
varies from one occurrence to next

Cause

Cause Cause
Cause Cause Cause
Cause

Cause

Difficulty in pin pointing the cause

Approach to Chronic Loss Reduction.

}
1. Analysis Phenomena
Conduct P-M analysis
2. Review Potential as part of this approach
cause-and-effect relationships.

3. Expose slight defects hidden In exposing slight defects:

within causal factors • Define optimal conditions
•Treat even the slightest
flaws as significant
•Restore optimal conditions