Kaizen Overview

Number of Equipment Breakdowns Trend - Example

Number
Improve Maintain
10000
9000
8000
7000 Prevent Recurrence Prevent Problems
6000
5000
4000
3000
2000
1000
0
k

th

th

th

th

th

th

th
th
ar

on

on

on

on

on

on

on
on
M

m
m
h

12

18

24

30

31

32

33
nc

6
Be
 What Kaizen & TPM Means!!!
KAIZEN (Make better continuously)

Total Process Management

Total Perfect Manufacturing

Total Productive Maintenance

 Leadership + 8 Pillars + Performance Review

Zero losses in Manufacturing System

Kaizen

Leadership 8 Pillars Deployment Performance Review

Steering Committee
Goal Sharing
Step Diagnosis + Top Diagnosis
Progress Control
Kaizen/TPM Facilitators
Overlapping Small Group
Daily Management
Autonomous Maintenance Kaizen/TPM KPI
Planned Maintenance P-Q-C-D-S-M
Focused Improvement Daily Data + Monthly Summary
Training & Education Benchmark (Baseline)
Early Management Data Cascade
Quality Trend Control
Administrative operations Kaizen Zero-Oriented Target
Safety & Environment

Total Productive Maintenance

Total Perfect Manufacturing

 Changes from PM to TPM for the future
MIT reports “Made in America”
Lean Manufacturing & Management
(Lean Manufacturing)

Toyota Production System (Ohno Taichi) “Cell Assembly System”

(Japan)
FMS & Automation Manufacturing Systems

1960’ 1970’ 1980’ 1990’ 2000’

Breakdown Maintenance

Preventive Maintenance
(Dupont – USA) TPM for
Products Innovation Tools
Total Productive Maintenance
(DENSO – Japan)

TPM Implementation Program TPM for management methodology

(JIPM – Japan) TQC (TQM) + TPM
(Fujikoshi – Japan)
Zero-oriented goals

Zero Accidents
Zero Defects
Zero Breakdowns
Zero All Losses
 How to accomplish Zero-Oriented Goals

™ Core concept
; Prevention Philosophy (Proactive Approach)
™ Management aspect
; Everybody get involved TPM.
™ Technical aspect
; 8 Pillars
; Productive Maintenance system
Process Management for world-class manufacturing excellence

Improve + Maintain = Productive Maintenance

Number of Equipment Breakdowns Trend - Example
Number
Improve Maintain
10000
9000
8000
7000 Prevent Recurrence Prevent Problems
6000
5000
4000
3000
2000
1000
0
k

th

th

th

th

th

th

th
th
ar

on

on

on

on

on

on

on
on
M

m
m
h

12

18

24

30

31

32

33
nc

6
Be
 Zero-Oriented Approach

Productive Maintenance = Improvement + Maintaining

Line

TPM Approach
Machine D

Conventional
Approach
Machine C D

D
Machine B C D
C

B Zero
Machine A B C D Breakdown
A Line

Zero Zero Zero

Breakdown Breakdown Breakdown
Machine (A) Machine (B) Machine (C)
We are creating all losses – Change our mind-set

Minor
Breakdown Stoppages I operate.
I don’t care
We are creating
Adjustment all losses.

Original meaning
Reduced of Japanese word
Speed “KO SHO”
Koi-Ni (Intentionally),
Sho-gai (Breakdown)
is created..
Quality
Defects
 8 Pillars deployment
Quality

AM+PM Quality Assurance + Maintenance

Quality + FI + EM(EEM+EPM)
Prevent, Monitor & Restore Deterioration Supply Quality Link
Logical Root-Cause Analysis &
Administrative Operation Kaizen Feedback loop
Move Value-Added Operations

Administrative Operations Early Management

Focused Improvement
Kaizen (EEM+EPM)
(Office Kaizen) Performance Evaluation
Daily Data Tracking
Create Value-Added M-P Design + Design Review
Operation CAP-Do Cycle

SS + CS + ES Vertical Launching + Launching Cost

Satisfaction
7 Steps + PM
QA Design
Autonomous Maintenance
+
Life-cycle Cost – Minimum Desing
Planned Maintenance

Training & Education

T&E + SHE Layer-by Layer Training

Manufacturing Fundamentals 100 % Participation

Safety & Environment

Create & Sustain effective activities Safety + Environment Pyramid

from Top to First-line operators

Risk Kaizens
 Process Management
TPM (Total Perfect Manufacturing) requires the process management to get the business results,
which is the same process to grow the tree.

Total Perfect Manufacturing

TPM TREE
Branch
Trim Easy-to-manufacture product design
Focused Improvement (Early Products Management)

Fruit
Profit
Fertilizer & Water Trunk
Education & Training Early Management (EEM)

Soil Root
Autonomous Maintenance Planned Maintenance

Fundamentals focused
 Cost Reduction Safety
Quality
TPM Umbrella On-time
Workplace
Environment TPM Delivery

Continuous ISO9000 / 14000

Current company programs and initiatives can Improvement
Customer Satisfaction
be mapped to the 8 Pillars of TPM Team Work Program
TPM's 8 Pillars
Early
Focused Autonomous Planned Quality Equipment Training & Safety & Administrative
Current Programs Category Improvement Maintenance Maintenance Maintenance Management Education Environmental Kaizen
Total Customer Satisfaction Concept X X X X X X X X
Teaming Activity Tool X
Vital Few Policy Deployment Tool X X X X X X X
Cost Reduction Tool X X X
6 Sigma Quality Concept X X
6 Steps to 6 Sigma Tool X
Total Control Methodology Tool X
Statistical Process Control Tool X
Total Cycle Time Reduction Concept X X
Product Development Tool X X
Cycle Time Reduction Tool X X X
Program Management Tool X X
Quality Systems System X
ISO 9000 System X X
Corporate Audit System X
Environmental and Safety System X
Performance Based Safety Tool X X
Employee Survey System X
40 Hour Training Tool X
Performance Management System X
 Trainer Training & Cascade Training

Make leaders &

Train leaders Plant Steering Committee
Safety & Environment
Manufacturing Manager Engineering & Maintenance
Quality
Manager Human Resource
Supervisors Supervisors Accounting & Finance
Production Control

First-line Small Groups

100 % Participation
Everybody gets involved in Kaizens
 How do we get everybody involved! = 100% Participation!
Awareness Confusion Understanding Interest Fun

Preparation Expansion Implementation Consolidation

6-12 months 12 months 12 months > 12 months

TPM Consultant Kick-off Machine changes Mindset changes Level-1

Through sharing many good examples,

Operators are familiar with a “Team Working”

Be fun with Kaizen!

100 % Operators

Initial Clean SOCS & HTA AM Standard General Inspection

Managers & Team leaders
Instructors &
Facilitators’ Training
Through many case studies to eliminate SOCS,
Operators take interest in “Kaizens”
Through cleaning up every piece of component in
equipment, People understand how machine works
 Kaizen/TPM General Roadmap for Level-1 Award
Preparation Stage Expansion Stage Implementation Stage Consolidation Stage

Month J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D

TPM Award PM Diagnosis PM Diagnosis

Audit Process Kick-off Pre-Audit Final Audit

Coaching Visits

Introductory- (1) Kaizen Conference Kaizen Conference Kaizen Conference Kaizen Conference
Kaizen Training
Pre-Consulting

AM Organize AM teams AM-1 AM-2 AM-3 AM-4 AM-5

&
T&E Pillar Trainer Training Basic Maintenance Training General Inspection Training Intermediate Trainers Training

Phase-2 (Time-Based Maintenance)

Maintenance Log
Planned Maintenance Phase-2 (Corrective Maintenance) Phase-4 (Predictive Maintenance
Phase-1 (Basic Conditions) & Condition Based Maintenance)

Downtime Data Collection & Data Cascade Machine Loss-Tree Cost X Loss-Tree
Focused Improvement
CAP-Do (5W1H & 5WHY’s) CAP-Do (P-M Analysis)
Quality Database Quality Cost Improvement (Cp & CpK Control & Kaizens)
Quality 5S QA Lab. QM 10 Step Deployment (Critical Process)
Quality Improvement @ Critical Defects – QM 10 Step Deployment @ Critical machines

Waste Tracking @ Office Loss Tree @ Office Inventory Reduction (Materials & Finished Goods)
Administrative &
Supply Chain
5S @ Pilot Office AM Step 1- 3 @ Office & Routine Operation Improvement
5S @ Office & Warehouse
Products M-P Database
Early Management EEM Pilot Projects (EEM Project Board)
- Equipment (EEM) QA Design & LCC-Minimum Design
- Products
Equipment M-P Database & Design Review Process > Vertical Launching

Safety Indicators (Safety Pyramid) & Proactive Indicators & Environment Kaizen Indicators (Landfill, Water & Energy Consumption)
Safety & Envoirnment
Safety Ergonomics Improvement
Safety (LTA-MA Feedback Loop) – Root-Cause Analysis
 TPM Road Map Overview
Phase-1 Phase-2 Phase-3
Level-1 Level-2 Level-3 Level-4
(Consistency) (Special Award) (World Class)

Focus •Fundamentals •Flexible -Variety •Flexible - Volume •Agile & Lean

•Reliable
Activity •Restore & Improve •Sustain •Standardizing •Self-managed
•Prevention recurrence •Proactive System
(Major / Minor stops)
(Defects)

Time Period 3 years 2 years 2 years 3 years

(After Level-1) (After Consistency) (After Special
3 years Award)
(After Level-1)
AM Step 1 – 3 step (4) - 5 step 6-1 – 6-4 step 7 step
4 step & (6-1 / 6-2) (7-1 – 7-4)
Key OEE OEE Inventory Inventory
Indicators # Major / Minor stops Lead-time Lead-time Lead-time
# Major / Minor MTBA (=Assist) Asset utilization
 Key Milestones for Kaizens (Process Management) - 1
Reliable Flexible – Production Variety
Level-1 (Excellence Award) Level-2 (Consistency Award)
Machine losses Man-hour losses / Material losses
Scope
Supply chain losses (Defects / Delivery)

# Major / # Minor / Quality # Major / # Minor / Quality

KPI
OEE (Critical) OEE & Manufacturing lead-time
AM 1 – 3 step & 4 step (4 step) / 5 step / 6-1 & 6-2
PM Corrective Maintenance Preventive Maintenance (T.B.M)
FI Unscheduled downtime reduction Change over loss reduction
T&E Skill for restoration in equip. Maintenance Skill Transfer
EM M-P Information / Design Review Launching cost / QA & LCC-Min. Design

QA&M Reactive flow (Improve defects) Proactive activity (Prevent defects)

Office Kaizen Office Layout / Waste reduction Manufacturing support
Proactive activity (Ergonomics)
SHE Reactive flow (Eliminate LT/MA) Noise Reduction
Key Milestones for Kaizens (Process Management) - 2
Flexible – Production Volume Agile manufacturing system
Level-2 (Special Award) Level-3 (World-class Award)
Parts / hour person
Scope
Energy
Manufacturing Cost Profit margin & Cash flow
KPI
Days-On Hands / Inventory Days-On Hands / Inventory
AM 5 step & 6-1 to 6-4 step 7 step (7-1 to 7-4 step)
PM Predictive Maintenance Condition Monitoring Maintenance
FI Non-stop production Cycle time reduction (Part-to part time)
T&E Skill for Standardization Skill for line management.
EM Low-cost Automation / Products Design Equipment / Process Innovation
QA&M Feedback loop for New Products Design Quality
Office Kaizen Pulling production schedule Line by Line management established
Noise reduction / Air consumption reduction
SHE Reuse & Reduce Waste Site
Environmental cost
 Launching Process
Preparation Stage
¾Step-1 Pre-Consulting & Needs Analysis
¾Step-2 Organize Plant-wide Steering Committee & Overlapping Small Group
¾Step-3 Trainers Training (Introductory Training & Pilot Machines)
¾Step-4 Data Collection & Cascading system
¾Step-5 Master plan & Action plan
¾Step-6 Kick-off
 Preparation Stage - Step-1
Pre-consulting Visit & Needs Analysis

External Needs Internal Needs

•Man (Skill)
•Market & Products
- Technical skill & Managerial skill
- Market share & Positioning
•Machine
•Customers Wants - Machine losses & Machine state
•Material
- Suppliers & SKU
•Methods
- Manufacturing process

What indicators should we focus?

How will managerial organization change?
9Data Collection & Reporting systems
9Managers’ roll
9Goal-sharing system
9Supervisors’ roll & Operators’ roll
9Progress monitoring & follow up

What milestones should we setup?

9Pillars
9Connect with Corporate Strategy & Goal
 Vision & Mission
External Business Needs Internal Business Needs

1. Timely and effective start - up of new products 1. Increase in production and quality trouble by
2. Flexible response to the demand trend frequent equipment failures
3 . Reduction in prices 2. Equipment deterioration due to over - load
4 . High - level quality assurance operation
5. Coservation of resources and energy - saving 3. Increase in equipment which has
design weak points
4. Lack of awareness and knowledge of equipment
control of the operators .
5. Field operators ' moral depression due to
uncertain responsibility of the operation

Vision

Aiming to " Zero - failure ", " Zero - defect " and " Zero - accident " through introduction of T PM with all associates
participating , which in turn contributes to the improvement of overall equipment eff ectiveness
and reduction in cost , awareness of all associates is reformed by these activities .

Mission

In order to No . 1 Factory in the world in Q – C – D viewpoints ;

We are making a multi - skilled operators ,
who can correct abnormalities , maintain the machine conditions
to eliminating all losses in production system .

We are challenging Zero - Accident , Zero - Defects & Zero - Breakdowns & Minor stops in our factory .

Target

Benchmark Target

1. Reduction in equipment failure 938 / Month Less than 10 / Month

2. Equipment failure rate 1. 03 % / 100 hrs Less than 0. 1 % / 100 hrs
3. Occurence of equipment failure 1. 59 % Less than 0. 2 %
4 . Down time 5800 hrs / month Less than 500 hrs / Month
5. Overall equipment efficiency 42 . 6 % More than 85 %
6. Improvement Productivity 113 % More than 169 %
( 50 % increase )
7. Reduction of rework and quality defects in process
0. 7 % Less than 0. 1 %
8 . Energy - saving 100 Less than 70 %
9. Number of Kaizen employees suggestion
2. 1 / year / person 60 / year / person
10 . Recordable Accident 11 / year 0 / tear
 Preparation Stage - Step-2
Organize Plant-wide Steering Committee & Overlapping Small Group
Plant-wide Steering committee Plant Manager Corporate

Promotion Office

Manufacturing Maintenance Engineering Quality HR/Adminin Safety

Manager

Supervisor
Overlapping Small Group
Team leader

First-Line Small Group Teams - 5 – 10 members at each team Operator

Line Line Process Spare Parts Utility

Pillar Group

AM PM EM QA&M T&E SHE

FI FI Office Kaizen

Committee
Plant-wide
Steering Committee
Section Steering Committee
& Pillar Meeting
First-Line Small Group Meeting
Facilitators Meeting
Overlapping Small Group’ Roll
Champions & Members
Champion; Plant Manager
Members;
Managers (Supervisors)
Champion; Manager
Member;
Supervisors & Leaders
TPM Managers & Leaders
Champion; Supervisor
(Team Leader)
Member; All Operators
TPM Facilitators
(Mechanics)
Champion; TPM Manager (Leader)
Member; TPM Facilitators
Key rolls Freq.
1) Following up 1/M
1-1 Progress at each pillar (Master Plan)
1-2 Indicators (Gap Analysis – Target & Actual)
2) Scheduled events – Audit & Consulting
3) Plant-wide Projects – Kaizen Promotion events
1) Cascade & Follow up Plant Target & Progress 1/M
2) Indicators (Gap Analysis – Target & Actual)
- By Line / By process
- Use Pillar Action Plan
3) Step Diagnosis (or 5S) Scheduling & Review
4) FI Projects Progress Review
5) Prepare & Follow up TPM Consulting
1)Evaluate AM & FI Progress EVERY
2)AM Self-Diagnosis TPM
3)F-Tags & OPLs DAY
4)SOCS & HTA, Visual Control
5)AM Standards & Skill Training
1)Schedule TPM Days (Time) 1/W
2)AM Step Diagnosis Scheduling & Review
3)FI/Quality & EEM Projects progress follow up
4)T&E – TPM Training Program
 Pillar Committees
Examples of Pillar Committee Responsibilities
Autonomous Focused Planned Training and Early Quality Office Kaizen Safety and
Pillar Maintenance Improvement Maintenance Education Equipment Maintenance Environment
Management

Champion Production Staff Manager Maintenance Training Engineering Quality Office Safety Manager
Manager Manager Manager or HR Manager Manager Administrator or Plant
Manager or Finance Manager
Manager

Metrics Breakdowns OEE and Breakdowns Hours of Project Customer Paperwork Lost Time
Minor Stops Losses Red F-Tags Training Timelines Complaints or reduction Accidents
# of F-Tags Stock Outs Returns
Kaizens MTBF/MTTR Number of MP Records Accident
OPL Scrap Severity Rate
All Pillars: Create Pillar Master Plan Create and Maintain Pillar Activity Board Develop and Track Pillar Metrics and Measures

Duties Manager Identify and Support the Address Develop a Communicate Achieve and Implement a
Model/ Pilot track major AM process training and design review customer maintain a 5S recycling
Equipment losses in education procedure and requirements office area. program of all
factory Reduce needs of all checklist and complaints materials
Define and Breakdowns pillars to all Eliminate
coach AM Develop and Standardize duplication in Behavior based
Steps 1-4 train in data Maintain an Develop skill components and Utilize 5S data entry and safety
collection of effective spare enhancement preferred activities in paper reports
F-Tagging losses parts operation program for all suppliers laboratories 5 Whys on all
Procedure employees Reduce safety incidents
Identify cross Improve Collect and Supplier quality document
Line Activity functional loss maintenance Assist in utilize MP management handling times
Board reduction teams techniques development of information in
Requirements OPL and new projects Improve
Review, develop a plan ergonomics
Resource and to manage
Track kaizens them
 Preparation Stage - Step-3
Trainers Training (Introductory Training & Pilot Machines)

What; Train Trainers

When; In preparation stage
Where; Pilot machines
Who; By Kaizen/TPM Instructors
For All Leaders
How; Hands-on Training
 Managers’ Pilot machines
AM
EM (FI) T&E EEM Q MS SHE
(FI)

Safety & Environment

(Production Control)
Manufacturing

HR (Training)
Maintenance

Engineering

Engineering

Account
Quality
Trainers Training

Packing X (X) (X) (X)

1) Define 6 Machine losses

Refinery (X) (X) X (X)
(Major vs. Minor)
Palletizing 2) Design data collection system
(Occurrences vs. Time)
Utility X X (Maintenance Log)
3) Indicator Monitoring system
QA Lab. X
(Monthly Trend Charts)
Maintenance Workshop X 4) Benchmark & Target setting
5) TPM Implementation Guide
Spare Parts (Room) X (Manuals)
5-1 AM - Step Flow
Administrative office X
5-2 FI - CAP-Do Cycle Case Study
Warehouse X
 Launching Process
Kick-off
X+1 X+2 X+3 X+4 X+6
Step-0 – Step-3 @ Pilot Team
Pilot Cascade Start-up
(Machine) Train Operators by Leaders (Pilot Team member)

Manufacturing Supervisors must manage the TPM progress.

(TPM Facilitators support technical advices.)

AM Step-1

AM Step-1

AM Step-1

First-line Small Group

(Operators)
 Preparation Stage - Step-4
Data Collection & Cascading systems
9 Define 6 machine big losses – Major vs. Minor
9 Design Data log sheet (Downtime log) – Major vs. Minor Occurrences
9 Summary forms – Daily & Monthly
9 Data Cascade (Create Plant-wide, Area & Line Activity Board)
9 Benchmark (Baseline) & Target setting
9 P-Q-C-D-S-M
 Major stops vs. Minor stops

Do’s Don’ts

Definition Unscheduled stops over 10 minutes No Written definition

What Occurrence Downtime

When Daily & Continuously Sometime

Who track Operators Staff

How 1) Log sheet Manually

2) Categorize Major stops Automatic
(At the beginning stage)
 Data Cascades Plant-wide TPM Activity Board

No. of Breakdowns

Plant-wide TPM Activity Board Area-4

Area-3
Steering Committee

Summarize Monthly
Area-2

Area-1
(Use Trend & Stacked-bar chart) BM Target

Area-wide TPM Activity Board

Area-wide TPM Activity Board No. of Breakdowns

Summarize Monthly
Manager (Area)

(Use Trend & Stacked-bar chart) Line-2

Line-1

BM Target

Line TPM Activity Board

Summarize Daily & Monthly
Data (Downtime) log - Occurrence (Use Trend & Stacked-bar chart)
Example - Injection / Jan.
Line

25

20

15

10

Machines 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
Robot 2 1 1 2 1 1 1 1 1 1 1
Heater 1 1
Hydraulic 2 1 1 1 1
Motor 1

Define 6 big machine losses

Total 0 0 4 2 0 1 0 0 0 3 1 1 1 0 0 0 0 1 2 1 1 0 0 1 1 1 1 0 0 0 0
Acc. No. 0 0 4 6 6 7 7 7 7 10 11 12 13 13 13 13 13 14 16 17 18 18 18 19 20 21 22 22 22 22 22
 Level-1 TPM Indicators
Indicators Frequency Target Plant Area Line
organized
Productivity • Parts produced per hour person Monthly 15%up X X X
• Overall Equipment Effectiveness Monthly 30%up X X
• Number of Major stops (Equipment Failures) Monthly 75%down X X X
• Number of Minor stoppage Monthly 75%down X X
Quality • Scrap / Rework rate Monthly 75%down X X X
• First run capability (Direct OK Rate) Monthly >99% X X
• Customer Complains Monthly 75%down X X X
Cost • Quality cost (Scrap cost) Monthly 50%down X X X
• Overfill (%) Monthly 50%down X X X
• Maintenance cost Monthly 15%down X X
Delivery • On time delivery rate Monthly >95% X X
• Change over time Monthly 75%down X X
Safety • Lost Time Accident / MA (Number) Monthly 0 X X X
• Accident Severity rate Monthly <0.5 X X X
Motivation • Suggestion (Number) Monthly X X X
• Training hour per person (Layer by Layer) Monthly X X
• Number of F-Tag / One Point Lesson Monthly 20 / person X X X
• TPM Activity Hours / Month Monthly X X X
 Kaizen Indicator Charting
• The way of developing TPM graph which shows TPM Indicators.
• Include the following items
– Benchmark – What was the metric at the beginning of the
TPM process.
– Bar chart showing the monthly or quarterly results.
– Trend line showing improvement.
– Target or goal for the metric.

INDICADOR : P NÚMERO DE QUEBRA / FALHA

ExampleS.02 2001
POR EQUIPAMENTOS
Monthly & Stacked-bar
LINHA CRITICA chart
Nº DE QUEBRA / FALHA
100

80
META 98
60 49
META 99
Target Line BOM
Benchmark 40
25

(Beseline) META DEZ/00

12
Target
20

0 1º trim 2º trim 3º trim 4º trim 1º trim 2º trim 3º trim 4º trim Meta Meta
BM-97 Dec-98 Jan-01 Feb-01 Mar-01 Apr-01 May-01 Jun-01 Jul-01 Aug-01 Sep-01 Oct-01 Nov-01 Dec-01
1999 1999 1999 1999 2000 2000 2000 2000 2002 2003

TOTAL 98 59 41 33 13 14 15 18 16 12 6 6 1 4 3 2

ALIMENTADOR DE FRASCO 3 0 1 4 0 0 0 1 0 1 0 0 0

ALIMENTADOR DE TAMPAS 5 0 1 1 1 1 0 1 0 0 0 0 0

CODIFICADOR MARSH 2 1 3 1 1 0 0 0

BALANÇA 2 0 0 0 0 0 0 0 0 0 0 0 0

DOMINO 7 1 6 3 1 1 1 1 1 1 1 1 0

ENCAIXOTADOR 2 0 0 0 0 0 0 0 1 0 0 0 0

ENCHEDORA 16 16 14 9 2 1 1 1 1 1 1 3 0

ESTEIRAS TRANSPORTADORAS 1 0 1 1 1 0 0 1 1 0 0 0 0

GIRADA DE TAMPAS 6 0 0 0 0 0 0 0 0 0 0 0 0

REA META
 Kaizen/TPM Launching Timeline
Preparation Stage Expansion Stage
Month
X-10 X-9 X-8 X-7 X-6 X-5 X-4 X-3 X-2 X-1 X X+1 X+2 X+3 X+4

Kaizen/TPM Coaching Pre-Consulting (6 Months)

Kaizen Coaching
Instructor/Facilitator course
Trainers Training Kaizen/TPM Kick-Off
TPM Award Plant Tour

In-plant event Facilitator Training (Introductory Training) Follow up Training

Preparation Setup TPM Steering committee

Develop TPM Master Plan

Define 6 equipment losses

Develop downtime log system

Implement downtime log system (At Whole Plant)

Develop & Implement TPM Indicator tracking system (Monthly summary)

Setup Bench mark (Baseline) & Target

Line TPM Activity Board (Pilot)

Line TPM Activity Board

Manager's TPM Activity Board

TPM Pillar Activity Board

Plant-wide TPM Activity Board

TPM Training for Managers, TPM Training

Supervisors & Team leaders for Operators

Prioritize TPM machines

Setup Pilot Machines for Managers Expand All
1st step machines
2nd step 3rd
Plant-wide TPM Activity Board
Manager’s (Area-wide) TPM Activity Board
—Objectives
Show room (losses) to be improved
through TPM at manager’s own
area.

—What to do
Follow up TPM progress by TPM
master plan.
Line TPM Activity Board
—Objectives
Show room (losses) to be improved
through TPM at team’s own area.

—What to do
Evaluate TPM progress by using
TPM Indicators.
“Monitoring process”
 Preparation Stage - Step-5
Master Plan & Action Plan
• Create a master plan to cover the time from TPM introduction to undergoing
examination for the award. Based on this plan, promote TPM
implementation in order to reach the examination-ready level by the
scheduled year. (3-5 years)
• Make out a schedule to plan what to do by what time, based on the 4 stages
of the TPM implementation program and the implementation of the eight
pillars.
• Based on the factory master plan, individual departments, sections and teams
shall make out schedules.
• Check the progress of the activities every year by comparing the schedule
and results. Modify the schedule when required.
• Prepare a manual for implementation of each pillar so that everybody
understands how to perform the activity.
• Hold monthly TPM committee meetings to check the progress and push
forward the activities.
 Levels of Master Plans

• Site-Wide Master Plan

• Individual Pillar Action plan (Annual)
• Area Master Plan (Departmental) – Annual
(AM scheduled progress)

The Master Plan acts as our “Road Map”

to reach our destination in the desired
timeframe. This is a TPM necessity!
 Kaizen- TPM Roadmap for Level-1

Preparation Stage Expansion Stage Implementation Stage Consolidation Stage Sustaining

X-1 X+1 X+2 X+3 X+4

Month J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D

JIPM-TPM Award PM Diagnosis PM Diagnosis

Audit Process Kick-off Pre-Audit Final Audit

Coaching Visits

Introductory- (1) Kaizen Conference Kaizen Conference Kaizen Conference Kaizen Conference Kaizen Conference
Kaizen Training
Pre-Consulting

AM Organize AM teams AM-1 AM-2 AM-3 AM-4 AM-5

&
T&E Pillar Trainer Training Basic Maintenance Training General Inspection Training Intermediate Trainers Training

Phase-2 (Time-Based Maintenance)

Maintenance Log
Planned Maintenance Phase-2 (Corrective Maintenance)
Phase-1 (Basic Conditions) Phase-4 (Predictive Maintenance & Condition Based Maintenance)

Downtime Data Collection & Data Cascade Machine losses Cost X Loss-Tree
Focused Improvement
CAP-Do (Manufacturing Lead-time improve)
CAP-Do (5W1H & 5WHY’s) CAP-Do (P-M Analysis)
Quality Database Quality Cost Improvement (Cp & CpK Control & Kaizens)
Quality 5S QA Lab. QM 10 Step Deployment (Critical Process)
Quality Improvement

Waste Tracking @ Office Inventory Reduction (Materials & Finished Goods)

Administrative &
Supply Chain
5S @ Pilot Office AM Step 1- 3 @ Office & Routine Operation Improvement
5S @ Office & Warehouse

Early Management QA Design & LCC-Minimum Design

- Equipment (EEM)
- Products Equipment M-P Database & Design Review Process > Vertical Launching

Safety Indicators (Safety Pyramid) & Proactive Indicators & Environment Kaizen Indicators (Landfill, Water & Energy Consumption)
Safety & Envoirnment
Safety Ergonomics Improvement
Safety (LTA-MA Feedback Loop) – Root-Cause Analysis
Preparation Stage - Step-6
Kick-off