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TPM Basic

The document discusses the concept of Total Productive Maintenance (TPM). It provides definitions of TPM, explains why companies implement TPM, and outlines the eight pillars of TPM implementation, with a focus on the first pillar of "Kobetsu-Kaizen" or individual improvement. The goal of TPM is to improve equipment effectiveness, quality, and employee satisfaction through preventative and productive maintenance practices involving all departments.

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0% found this document useful (0 votes)
319 views

TPM Basic

The document discusses the concept of Total Productive Maintenance (TPM). It provides definitions of TPM, explains why companies implement TPM, and outlines the eight pillars of TPM implementation, with a focus on the first pillar of "Kobetsu-Kaizen" or individual improvement. The goal of TPM is to improve equipment effectiveness, quality, and employee satisfaction through preventative and productive maintenance practices involving all departments.

Uploaded by

sweety1188
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOC, PDF, TXT or read online on Scribd
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8*TPM CONCEPTS

Introduction: In todays World, where customer is the king, the success of any product depends on its quality. Every product has a definite life cycle. The life cycle, consisting of four stages: Development stage, Growth stage, Maturity stage, and Decay stage. The Maturity stage and Decay stage can come due to The Heavy Competition and other related forces. To Prevent the Maturity and Decay period, companies have to resort to a) Improving productivity b) Improving quality c) Reducing cost d) Increased research & Development Activities, Concentrating on customer needs and e) Expanding the Market Segment. To achieve this, some of the power tools & techniques like Kaizen, TQM, and TPM etc. are being used. TPM is concept originated and developed by Japan institute of Plant Maintenance (JIPM) TOKIYO since late sixties JIPM-TPM is key for the operational excellence for many Japanese companies. In India TPM is first adopted by SUNDARAM FASTNERS, BANGLOER. In 1980s WHAT IS TPM 1) Total Preventive Maintenance 2) Total Productive Maintenance 3) Total Plant Maintenance 4) Total Productive Management WHY TPM To achieve:1) customer satisfaction 2) Employee satisfaction 3) Social satisfaction 4) Global satisfaction S.M.AUTO ENGG. PVT. LTD. Launched the TPM POLICY on By adopting ( policy definition ).

EIGHT PILLARS OF TPM:1. 2. 3. 4. 5. 6. 7. 8. Kobetsu kaizen individual Improvement. Jishu Hozen Autonomous Maintenance. Planned Maintenance. Development Management. Education & Training. Quality Maintenance system. Office TPM. Safety, Health & Environment.

5 principles in company wide development of TPM:1. Establish the system to achieve production efficiency. 1.1 kobetsu kaizen individual Improvement. 1.2Jishu Hozen Autonomous Maintenance. 1.3 Planned Maintenance. 1.4Education and training for operation and maintenance skill upgrade. 2. Establishing initial production and flow control system for new products and equipment. 3. Establish the Hinshitsu Hozen system i.e. Zero Defect system. 4. Establish the system to realize operation efficiency in the administration department. 5. Establish safety, hygiene and working environment protection systems.

Objective of TPM implementation in company:1) To maximize equipment efficiency by a) Establishing a total system of preventive Maintenance for the entire life of equipment. b) Promoting participation of all departments including equipment planning, operating and Maintenance departments. c) Involving all personnel including top management to first line operators.

2) 3) 4) 5)

d) Promoting PM by Motivation management, viz. autonomous maintenance and small group activities. Pursuing efficient production system for accomplishing maximum customer satisfaction through better quality, reasonable cost and prompt deliveries. Attaining the stage of zero accidents, zero defects and zero breakdowns and creating a safe, cheerful company wide atmosphere. Accomplishing zero disasters and zero pollution for making life safer and more pleasant, not only for company employees, but also for local residents. Eliminating all losses in the recourses and energy for conserving environment.

12 Steps in TPM Development Programs:stage step Essential


Preparation 1. Declaration by top for Management to introduce introduction TPM 2. Introductory education and campaign for TPM 3. Establishing TPM promotion organization. 4. Setting basic principle and target for TPM. 5. Creation of master plan for Establishing for TPM 6. Kick- off TPM Declared in TPM in house seminar Carried in company magazine. Managers: Trained in seminar camp at each level. General employees: seminar meeting using slides. Committee and sub committees secretary. Bench mark and target prediction of effects. From preparation for introduction to examination. Suppliers, Related companies , Affiliate companies are invited Pursuing maximum efficiency of Production

Beginning of introduction Actual 7. Establishing system for introduction improving production efficiency. 7.1 individual improvements. 7.2 Autonomous Maintenance. 7.3 Planned Maintenance.

Project team activities and small group activities in the workshop Step system , diagnosis and qualification certification Improvement maintenance , periodic maintenance , predictive eminence Group education of leaders and training members Development of easy to manufacture products and easy to operate equipment Setting condition s without defectives, and its maintenance and control Support for production , increasing efficiency, in the department and of equipment Establishing zero accidents and zero pollution

7.4 Operation and Maintenance skills upgrading training. 8. Establishing initial control system for new products and equipment. 9. Establishing quality Maintenance Organization. 10. Establishing system s to improve efficiency of administration and other indirect departments. 11. Establishing system s to

control safety, sanitation systems and working environments. Steady 12. Total application of Application of PM award challenge of a higher application TPM and raising its level. target The above eight pillars take care of implementation of TPM, Let us study these pillars one by one.

1. Kobestu Kaizen (Individual Improvement):The Word Kaizen means Kai (change) and Zen (Good) .Therefore Kaizen means Good Change. Understanding Kaizen means Continuous improvement. For getting ideas Kaizen implementation, we can use the following steps:1. Identify 16 major losses and workout existing OEE. 2. Understand reason for losses & eliminate or reduce them. 3. Note snags and difficulties. 4. Make use of 5W and 1H principle & QC Tools. 5. Find out OEE after improvements. Procedure followed for Kobetsu-Kaizen Implementation:A] Formation of KK sub-committee:KK sub-committee has a team of up to 7-8 members in a large company. The heads of different department and the chairman is usually the Plant Head. The committee has following roles:1) Recording, categorizing and analyzing 16 losses (except breakdown and defect loss) machine-wise, department-wise, unit-wise, and company-wise. 2) Calculation / Analysis of OEE and set targets for minimizing / eliminating each loss. In some cases, companies are also including specific losses which are affecting their business. In other words the formula for OEE may be different at different stages of TPM in a company for specific constraints in a company. 3) Based on business need. Set priorities on losses and projects looking at recourses constraints. 4) Selecting Kaizen themes based on losses, setting targets and assigning teams to take responsibility for each identified project. 5) Identify bottleneck areas. Fix targets and set priorities. 6) Launching of project teams with pilot projects. 7) Helping all support functions to arrive at the Loss Vs cost matrix and the P, Q, C, D, S, M measures. 8) Identifying aim and scoop of KK, training requirement and guiding the facilitators to focus losses on company performance. 9) Knowledge sharing through horizontal deployment activities. 10) Develop the master plan for KK and track progress of Kaizen and OEE Motivate people to do Kaizen. 11) Giving inputs to the education and training pillar for training matrix development. 12) Working in close co-ordination with other sub-committees for achieving the PQCDSM targets. This committee will meet at least once a week or month for the above mentioned points. Role of operators in Kobetsu- Kaizen: 1) Be a member in small groups / circles and participate in circle meetings. 2) Improve and sustain 1S and 2S to eliminate search time losses. 3) Identify losses by identifying abnormalities. KK pillar deals only with those losses that cannot be handled by any other pillar. All 16 losses have to be considered by the KK committee and make up the loss structure for the company. (Losses due to defect / rework losses through Quality Maintenance. failure losses through Planned Maintenance). Following are the 16 major Losses:1. Equipment failure loss. 2. Set-up and adjustment loss. 3. Cutting Blade Change loss 4. Start-up loss. 5. Minor stoppage & idling loss. 6. Speed loss. 7. Defects and Rework loss. 8. Shut down loss.

9. Management loss. 10. Operating Motion loss. 11. Line organization loss( layout) 12. Logistic loss. 13. Measurement and adjustment loss. 14. Energy loss. 15. Die, Tool & Jig loss. 16. Yield loss. Setting P, Q, C, D, S, M targets for KK Collect data for previous year before kick-off. KK committee looks at P, Q, C, D, S, & M at the company level and selects areas under each category. (E.g.) 1) P- Productivity / production increase by Improvement in OEE of machines. Improvement in attaining effective man-hours. Improvement in labor productivity. 2) Q-To bring defects to zero. By analyzing Customer complaints & warranty returns. In-house rejection / rework Incoming material rejections 3) C-Cost reduction through OEE increase Cycle time reduction on bottleneck machines Reduction of inventory on cutting tools Reduction in consumption of cutting oils Enhance tool life 4) D- To maintain delivery performance through OEE increase Improve bottleneck machine / process 5) S- TO achieve zero accidents level By providing training on machine operations Identifying unsafe actions and locations and taking corrective actions to avoid accidents Motivation of operators through involvement and participation. Analysis of accidents happened in the past and near miss accidents through why-why Analysis and improves working conditions. 6) M-To improve moral of operators through Involvement and participation in circle activities By encouraging generating Kaizen and Rewarding for suggestions / improvements carried out. Prioritize losses for KK:Prioritizing losses to be based on:1. Analyze the losses that affect OEE 2. no. of occurrence and time losses 3. Type of losses (sporadic and chronic) Quality and failure losses are not covered here. Preparing master plan for KK:After collecting losses and prioritizing them, an action plan is drawn up area and machine wise. Based on current status as bench- mark and fixing targets:1. For OEE improvement in -Model m/c -Rank A m/c -Other m/c 2. Productivity Improvements -Cycle time reduction

- Man-hour utilization Project teams / circle are selected and targets on results and time frame agreed upon The KK master plan is aligned to the Overall master plan. B] Understand reason for losses & eliminate or reduce:These losses are found in man, material, method, machine, place, time, facilities, Tool & equipments etc. Following are the some reason of the losses:1) Improper selection of material. 2) Design necessary for costly manufacturing process. 3) Lack of standardization. 4) Incorrect Quality standards. 5) Improper selection of processes and equipment. 6) Improper Design. 7) Bad Maintenance of M/cs, tools equipments etc. 8) Improper layout /too much handling 9) Wrong methods. 10) Lack of knowledge & training. C] Note snags and difficulties:Useful and creative ideas for improvement can be found by identifying following snags and difficulties:1. Unnatural and awkward movement 2. Things not easily accessible 3. Walking distance 4. Searching 5. unsafe condition 6. Too much handling 7. Delays and waiting 8. Dirty and unpleasant job 9. fatigue 10. Difficulties in visibility 11. Mental stress D] Make use of 5W and 1H principle & QC Tools:After identifying the above, and studying the present method, we can use the 5W and 1H Technique for developing improved method. Each and every operation, transport, inspection, delay, stoppage, and storage, can be challenge by asking the e following questions:1) What is being Done 2) Why is it done Is it necessary Can it be eliminate 3) Where is it done why there? Where else could it be done? Where should it be done? 4) When it is done why at that time When else could it be done? When should it be done? 5) Who does it Why that person only Who else can do it? Who should do it? 6) How is it done Why that way 7) How else could it be done 8) How should it be done E] To find out OEE before & after Improvements:This will help in identifying existing losses with percentage of each and will help in comparison of OEE before improvement and after improvement. Overall Equipment Effectiveness (OEE) consists of three parts: Loading time - Down time

1. Availability (A) = Loading time Theoretical Cycle Time x Units produced 2. Performance Efficiency (P) = Loading time - Down time Units produced - Defective units 3. Rate of Quality Products (Q) = Units produced 4. Percentage OEE =A x P x Q x 100

2. Jishu Hozen Autonomous Maintenance:The initial Mind set in organization:1. Individual preserving ones own equipment 2. Significant change from early theory of I manufacture You Repair Or I Make - You Fix.

Role of production
Maintenance does not its job They take too long to fix. The Equipment

Role of maintenance
Production do not know how to operate We get lot of Repair so we dont have ample to do a real corrective action and are forced to do only temporary job. We prepare the standards but they do not do the checks

Any equipment is having two type of

This equipment is so old no wonder it breaks down again and again We are too busy to do vital daily checks deterioration;a) Natural Deterioration b) Accelerated Deterioration Reason for Natural Deterioration:1. Errors in operability. 2. Incorrect maintainability & repair Quality. 3. Lack of safety & Reliability. Reason for Accelerated Deterioration: _ 1. no cleaning of dust & oil 2. No cleaning &Replenishing of lubricants. 3. No regularly tightening of nut & bolts Classification of Maintenance Activities for Deterioration:A. Activities to prevent deterioration: - By correct operation, Improvement of basic condition and adjustment to prevent Quality defect. B. Activities to measure deterioration :- By senses( touch, see, hear, smell) C. Activities to rectify deterioration :- By improving reliability, maintainability of machines ( MTBF, MTTR)

Objective of Jishu Hozen Autonomous Maintenance:2. 3. 4. 5. 6. 7. 8. To prevent Equipment deterioration To maintain Equipment in optimal condition To established basic Equipment condition To eliminate Equipment failure To make operator familiar with his Equipment To eliminate Quality defect To eliminate cost losses

7- Steps for Evolving Autonomous Maintenance:Step Activity Name Activity Description


1 Initial clean-up All-around clean-up of dust and dirt, centering on equipment proper, and implementation of lubrication, and machine part

2 3

Measures against Sources Formulation of cleanup and Lubrication standards Overall inspection Autonomous cheek-up Orderliness and tidiness

4 5 6

All-out Autonomous management

adjustment, discovery and repair of malfunctions in equipment. Prevent causes of dust and dirt and scattering, improving places which are difficult to clean and lubricate and reduce the time required for clean-up and lubrication. Formulate behavioral standards so that it is possible to steadily sustain clean-up , lubrication and machine parts adjustment in a short period ( Necessary to indicate a time frame work that can be used daily or periodically) Training in check-up skills through check-up manuals, Exposure and restoration of minor equipment defects through overall check-ups. Formulation and implementation of Autonomous check-up sheet. Standardized various types of on-the job management items and devise complete systematization of up-keep management. 1.Standardized for clean-up, check-ups and lubrication 2.Standards for physical distribution in the work place 3. Standardization of die management, jigs, and Tools. Development of corporate policies and goals, and making improvement activities routine: Steadily record MTBF analysis, analyzes these, and carries out equipment improvements.

Preparations for JH Activities:1. 2. 3. 4. 5. 6. Prepare a cleaning & Lubricating map. Arrange Tools. Arrange Red & White Tags. History of Failures Training on 7- Steps of JH Training on &-type abnormalities.

STEP 1: Initial Clean up


1. Cleaning is inspection 2. Use 5 senses for cleaning. ( 5S Activity ) 3. Find out 7 types of abnormalities. 4. Put tags on abnormalities. 5. Prepare list of unfulfilled basic condition. 6. Make list of , a) Hard to clean b) Hard to lubricate. c) Hard to tighten. d) Hard to inspect. e) Hard to adjust. 7. Record cleaning time. 8. Carry out audit on step -1 9. Meeting after the daily activities. 10. Refer to the old History records.

7- Type of Abnormalities:1. Minor Flaws. 2. Unfulfilled Basic conditions. 3. Inaccessible places. 4. Contamination sources. 5. Quality defect sources. 6. Unnecessary and non-urgent items. 7. Unsafe places. 1. Minor Flaws:-

Flaws

Source of Generation

Contamination Dust , dirt, powder, oil, grease, rust, paint Damage Cracking , crushing, deformation, chipping, bending Play Shaking , failingout, tilting, eccentricity, wear, distortion, corrosion Slackness Belts, Chains Abnormal Unusual noise, overheating, vibration, strange smells, discoloration, incorrect Phenomenon pressure or current Adhesion Blocking, hardening accumulation of debris, peeling malfunction. 2. Unfulfilled basic condition:Condition Source of unfulfillness Lubrication Insufficient, dirty, unidentified, unsuitable, leaking Lubrication Dirty, damaged or deformed lubricant inlets, faulty lubricant pipes supply Oil level Dirty, damaged, leaking, No indication of correct level gauges Tightening Nuts and bolts slackness, Missing, Cross-threaded, Too long, crushed, corroded, unsuitable washers, wing nuts on backward 3. Inaccessable places:-

places
Cleaning lubricating Checking

Reason for inaccessible

m/c construction, covers, layout, footholds, space Position of lubricant inlet, costruction, height, footholds, lubricant outlets, space Construction, covers, layout, footholds, instrument position and orientation, operating-Range display. Tightening Covers, construction, Layout size, space. Operation M/C layout, position of valves, switches and leavers, footholds Adjustment Position of pressure gauges , thermometers, flow meters, moisture gauges, vacuum gauges etc. 4. Contamination sources:Contaminates Sources Product Leaks , spills, spurts, scattering, overflow Raw material Leaks , spills, spurts, scattering, overflow Gases Leaking compressed air, gases, steam, vapor, exhaust fumes etc. Lubricants Leaking spills, seeping oils, hydraulic fluids, fuel oils etc. Liquids Leaking water, hot, cold, half finished products, waste water, leaking supply lines etc. Scrap Flashes, cutting packaging materials, and non conforming products. others Contaminants by people & Forklifts, Infiltration through cracked walls, broken windows etc. 5. Quality defect sources:Defect Source Foreign Matter Dust, Rust, powder, chips, moisture, wire scrap, wood piece, paper pieces, stones etc. Shock Dropping, jolting, collision, vibration Moisture Too little or Too much, infiltration Gain Size Abnormalities in screens, Compressed air separators, centrifugal separators. Concentration Inadequate warming, heating, compounding, mixing, evaporation, stirring etc. Viscosity Inadequate warming, heating, compounding, mixing, evaporation, stirring etc. 6. Unneccery and non urgent items:Items Details of Items Machinery Pumps, fans, compressors, columns, tanks etc. Electrical Wiring, piping, power leads, switches, plugs etc. equipment Piping Pipes, hose, ducts, valves, dampers etc.

equipment Measuring Temperatures, pressure gauges,vacuum gauges, ammeters etc. instrument Jigs & Tool General tools, cutting tools jigs. Molds ,dies, frames etc. Spare parts Stand by equipment, spares, permanent stocks, auxiliary materials etc. Makeshift Tape, string wire, metal plates etc. repairs 7. Unsafe places:Place Unsafe condition Floors Unevenness, cracked, holes, projections, peeling wear of steel chucker plates, slipping. Steps Too steep, irregular,slipping,missing handrails etc. Lights Rotating machinery Lifting Devices Others Dim. out of position, dirty or broken covers , no explosion proofing etc. Displaced fallen oil or broken covers, not safe for emergency, missing emergency stop devices. Wires, hooks, brakes and other parts of cranes and hoists etc. Special substances, solvents, toxic gases, insulating materials, danger signs, protective clothing etc. PLANNED MAINTENANCE :It consist of: 1. Daily maintenance 2. Time based maintenance. 3. Predictive based maintenance. 4. improvement for increasing the service life expectancy 5. Control of replacement parts. 6. lubrication control 7. Failure Analysis and prevention of recurrence ( using WHY WHY Analysis, Q.C. Tool etc. ) PRCEDURE :- Giving support & Training by PM Team To JH Team. Step 1 : 1. To explain m/c function and mechanical function and define basic condition s-normanl and abnormal. 2. Maintenance should get inviovled in the electrical JH activities. 3. Identification of cleaning, lubrication and inspection items. 4. Cleaning Tools management 5. Abnormality identification traiaing and teach about Red/ White tags. 6. Teach how to develop One point lesson. 7. Help to discover difficultr to access areas 8. Inspection while cleaning teaching this to operators 9. Triaing the operators on moving parts, functional inspection of the rotating mechanisms ,to find out abnormalities and making operators judge pass-fail criteria. 10. Quick response to Tags-urgency explain. Step 2 : Assist and implement countermeasure for souces of contamination by fabricating carrying out trails, installing and improving gaurds etc. This will include activities such as: 1. Make m/c easy to clean ,lubricate and tighten by operator with their involvement . 2. Conductind WHY-WHY analysis of breakdown and if the reason being lack of Jishu Hozen activities then fill the skill gap. 3. prepare localized gaurds. 4. Arrest leakages. 5. Removal of Red / White tags explain and do. 6. Rectifying the major abnormalities, which cannot be done by operators. 7. To train the operators for developing , with one point lesson. 8. TO train the operators to conduct daily autonomous maintenance activity safely.

9. Attend to suggestion made by operators in form of countermeasures by JH team that they couldnt implement themselves. Step 3 :1. Prepare of visual control to make the changes in equipment including auxiliary units so that they are easy to clean, acess, inspect and lubricate . ( Re-tighten) make the equipment visually controllable by operators. 2. Decide frequency for Cleaning , lubricating, tighten and making the method to do it and decide who will do what . Then teach that person How to do . 3. Provide the right kind of Tool near the m/c for operator to use . similarly provide appropriate tools to maintenance for their work. 4. Prepare Breakdown sheet on which all breakdowns will be recorded and analyzed. 5. Correct abnormalities that are identified through inspection. 6. Demonstrate and explain how to implement and execute the JH and PM activities to concerned operators and maintenance people. 7. Established standards for lubrication and monitoring pressure / temperature etc. 8. Established standards for cleaning. Preparing PM schedule:1. PM schedules are prepared studying the previous history cards of the m/c that indicate the breakdown hours with frequency and the manufactures recomandation. 2. Criticality of m/c depending on P,Q, C, D, S, M, is drawn up . Based on the criticality, these m/c are ranked into ABC ranks. 3. Replacement of parts and adjustments is planned for claender and spares availability is confirmed . 4. They are prepared at the year beginning itself . These cover schedule dfor a. Preventive maintenance. b. CBM : The schedule is prepared based on the history cards . c. TMB : The schedule is prepared based on the manufactures recommendation and our prevous experience. d. Training e. Preventive Maintenance f. Machine improvement. g. Spares Planning. Reducing maintenance costs:1. By incrwsing the life of the equipment through JH activities ( cleaning ,lubricating ,inspecting) that leads in reducing the consumption of the spares. 2. Devising visual controls that will give early warning signal about deterioration ( use of sensory organs) 3. Enhancing skills of maintenance people by education and training and create awareness of cost. 4. Introduction of modular system so repairs can be done off-line. 5. Increase service life of component through Kaizen. 6. Improve MTTR through Kaizen 7. Use value engineering tewchniques for alternate material design. 8. Standardization of spares , indigension , repairs of high value items to control inventory office TPM. 9. Reducing sub-contracting and increasing indigensiation. 10. Recycling oil, water. 11. Stocking policies and special part planning. 12. Effective use of unused machines parts. 13. Power factor improvement. 14. Improve cycle time. 15. Energy conservation. 16. Design change to correct the weakness or improve the conditions by Kaizens. 17. By establishing a spare parts and maintenance planning management system, including inspection of the quality of the incoming spares. 18. Educating the personnel in the cost control activities. Ranking the machines :Machine are ranked according to their influence on P, Q, C, D, S & M . Also at times m/c that suffer from chronic problems and unique also get categorized as A rank machines. Category Criteria Rank

P Q C D S

If the production gets stopped due to breakdown Can be repaired immediately No influence If the breakdown results in outright rejection of the products Can be reworked and salvaged Does not affect quality or yield Frequent stoppages of the machine leading to expensive spare parts replacement Repair cost very less and non-trouble some machineries If the breakdown adversely affects the dispatch of products Can be taken care by alternate methods If the failures lead to major safety and environmental problems / accidents

A B C A B C A B A B A

Failure would cause no safety or environmental problems in C the surrounding areas. Documents Required for PM :1. History cards for all machine. 2. PM schedule for the year. 3. Periodic parts replacement schedule. 4. Structural manual. 5. Computerised maintenance management system documents. 6. Machine structure study. 7. Drawing and circuit diagram for all m/c. 8. Utility reqirments and their flow system. 9. Equipments Maintenance records. 10. Spare parts requirement and their consumption trends. 11. MP sheet. 12. One point lesson. 13. Breakdown occurrence trend. 14. Physical phenomenon of the breakdown. 15. Why-Why analysis documents 16. Maintenance through machine structural manual. 17. Radar charts. 18. Calibration certificate 19. Manufactures guideline. 20. TBM calendar. QMS Quality management / maintenance System :Quality can not be improved by inspection , it should be built in the product. Henece quality maintenance required involvement of all the deparments and employees. Aim should be achieveing zero defects . This can be achieved through various QC Tools and use of Poka Yoke. Poka-Yoke- Poka is a Japanese word meaning Inadvertent errors and YOka comes from Japanese word yokerie meaning to avoid. The idea behind Poka Yoka is free a persons mind from maintaining repetitive vigil, which is often practically infeasible.BY doing so a person without the fear of making mistake can constrictively do more value added activities runs the poka-yoke philosophy. Data required for QMS :Quality defects for customer end data :1. Customer end line rejection. 2. Field complaints. Quality defects for in-house data related to product & process :Data related to product may include:1. productwise defect 2. Severity of the defect and its contribution major / minor

3. Location of the defect with reference to the layout. 4. Magnitude and frequency of its occurrence at each stage of measurement 5. Occurrence trend in beginning and the end of each production / process changes.(Like pattern change, Tundish change, ladle / furnace lining etc.) 6. Occirrence trend with respect to restoration of breakdown / modification / periodical replacement of quality components. Data related to processes:1. the operating condition for individual sud-process related to men , method, material, and machine. 2. The standards setting / condition of the sub process Data from first and last piece inspection report and rejection analysis report are also means to collect data on quality defects. This data is usually compiled in a Quality loss format . For every quality defect 6W and 3H condition are captured . Making the Quality Matrix chart :Quality Matrix is one of the means to achieve zero defects by identifying focus areas. The purpose is to established a relationship between process characteristics and quality characteristics. Quality matrix can be nade fewer than three categories depending on your company:1. Process-wise 2. Operation wise 3. Machine wise The inputs to making this matrix come from: 1. Product /process history type and frequency of problems occurred with counter measures or corrective actions. 2. Machine manual. 3. Past records of defects modes are analyzed to investigate the types of defects occurring in each process . Relation of product quality characteristics with each defect is established . Relation of defect modes with each process and sub process is established. Classification of defects can be by safety :Major characteristics affecting performance of product :1. Defects in the market. 2. Defect that will lead to customer complaint. 3. Defect that will become apparent in following process. 4. Defect from prevous process that becomes apparent I the current process. A team of people representing the following functions must develop this matrix: 1. Quality 2. Process planning 3. Maintenance Engineers 4. Shop supervisors 5. Operators Method of inspection standards to sustain zero defects :1. Check point are defined in terms of condition s that dont produce defects.such condition are expressed in standard values. 2. For each of the specification frequency of checks and responsibilities must be clearly indicated . Some items can be checked by JH circles and others by PM ,QM, KK etc. 3. Review the inspection standards periodically for defect occur. 4. Occurrence (relation analysis of defect occurrence and standard ) Ensure the current situation and implement improvement activities and calibration of equipment.Continuously, based on feedback, revise the inspection standard and implement. 5. Develop operators skill on the revised standards through one point lessons., visual Aids, DOs and DONOT display to alert them .continuously monitor dimensions by auto-gauging for critical and significant dimensions. Exchange the ideas for elimination and for sustaining zero defects:1. Monitor continuously the defect rate on daily , weekly, and monthly basis. 2. conduct circle meeting periodically to confirm corrective actions and whether they are effective.

3. Established standards for machine, equipment and monitor their accuracy.i.e. operate atcontrolled tolerance ti the mean limit of the tolerance. 4. Develop skills of operators to stop the machines when defects are noticed. 5. Maintain machine and measuring equipments to the basic condition to prevent deterioration. 6. continuously monitor the incoming product quality. Poka-yoke and PM analysis are necessary .Many of the companies , are putting I poka=yoke for all process which impact safety of product or operation and where there are any customer complaints .In addition to that the following suggestion are made: a. poka yoke working to be inspected This can be ensured through TBM calendar. b. Kaizen inspection sheets are prepared and key points are addes ass Quality points in the JH check sheets. c. Setting masters usage and first time right setting is done through education and training. Office TPM : Office TPM and its benefits: To improve productivity ,efficiency in the administrative functions and identify and eliminate losses . This includes analyzing processes and procedures towards increased office automation . Office TPM addresses seven major losses 1. Processing loss 2. Cost loss including in areas such as procurement,accounts, marking, sales leading to high inventories. 3. Communication loss 4. Idle loss 5. Set-up loss 6. Accuracy loss 7. Non-value added loss Benefits : 1. Involvement of all people in support functions for focusing on better plant performance. 2. Reduction in administrative cost. 3. Reduced inventory carrying cost. 4. Better utilized work area 5. Reduced repetitive work. 6. Motivate people in support areas. 7. Multiskilling in support areas. 8. Some evident results are : a. reduced inventory levels in all parts of the supply chain. b. Reduced In no. of files. c. Reduction of overheads costs ( to include cost of non production / non capital equipment ) d. Productivity of people in support functions. e. Breakdown of office equipment. f. Customer complaints due to logistics g. Expenses due to emergency dispatches / purchases h. Reduced manpower i. Clean and pleasant work invironment. Defination of P Q C D S M in Office TPM: P- Production output lost due to want of material. - Manpower productivity - Production output lost due to want of Tools Q- Mistake in preparation of checks, bills, invoices, payroll - Customer returns / warranty attributeable to BOPs - Rejection / rework in BOPs / job work - Office area rework C - Buying cost / unit produced - cost of logistics- inbound / outputbound - cost of carrying inventory - cost of communication - Demurrage costs D - logistic lossess ( Delay in loading / unloading )

- Delay in delivery due to any of the support functions - Delay in payments to suppliers - Delay in information S Safety in material handling / stores / logistics - Safety of soft and hard data M- Number of kaizens in office areas Sub- committee formation:After kick-off activate four pillars ( JH, KK, QM, PM) then start Office TPM ( after about one year). A senior person from one of the support functions e.g. Head of finance ,MIS, Purchase etc. Members reperesenting all support function and someone from production & Quality . All employees from the support function to be covered. Step followed for office TPM:1. Providing awarness about office TPM to all support departments 2. Helping them to identify P,Q, C, D, S, M in each function in relation to plant performance. 3. Identify the scope for improvement in each function 4. Collect relevant data. 5. Help them to solve problems in their circles 6. Make up an activity board where progress is mentioned on both sides-results and actions along with kaizens. 7. Fan out cover all employees and circles inall functions. Identifying losses in office TPM:In each functional area identify the losses seperatelyand add them up to build up a master plan for office TPM Fro Example: 1. Office equipment breakdown. 2. Communication channel breakdown , telephone and fax lines. 3. Time spent on retrieval of information 4. Non availability of correct online stock status 5. Customer complaints due to logistics 6. Expenses on emergency dispatches / purchase 7. Cost reduction on non-production / non capital items. Auditing Office TPM : Check items like: 1. 1S and 2S 2. Time for retrievability of information 3. Number of files. 4. Disposal of unwanted records. 5. Dirt and dust freee office equipment. 6. Lights switched off when not in use

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