Transcript FI Introduction

Focused Improvement
in Japanese
• KAI = CHANGE
• ZEN = GOOD (For the better)
• KAIZEN = IMPROVEMENT
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Focused Improvement
Objective
Journey towards World Class Manufacturing
Focused improvement
>Objective
•To Maximize the Overall Effectiveness of Equipment,Process
and Plants Through Uncompromising Elimination of Losses
and Improvement of Performance.
>Losses
•Breakdowns, Set up & Changeovers, Minor Stops, Low
speed, Start ups, Quality Defects, Rework.
•OR - “Any Human Activity Which Absorbs Resource But
Creates NO Value!”
Know Where your Losses are! - Data,Data,Data
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Focused improvement
Restoration & innovation
Which condition?
Future Condition
Focused
Improvement
Innovation: ex) speed up
“Like new” Condition
Autonomous
Maintenance
Restoration: ex) no break down
Current Condition
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Focused improvement
& Autonomous maintenance
PERFORMANCE
~ 3000 CC Fast Car
Focused
Improvement
Capability
Improvement
1500 CC
Normal Car
ORIGINAL “LIKE NEW” CONDITION
Autonomous
Maintenance
Restore to “like
new” condition and
Maintain at the
“like new” condition
CONDITION DETERIORATION
YEAR
1
2
3
4
5
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Focused improvement
The house of TPM
(Protecting / maintaining the improved building)
Focused Improvement
(Building to reach a higher level)
Autonomous Maintenance
(Laying the foundation)
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Focused improvement
Step by Step 1
Definition of Losses
-Critical ?
-High effect ?
-Within three months ?
-Horizontal deployment ?
Identify Losses
Priority
Select Theme
Filtration
-Manager
-Supervisor
-Project Team
Involvement
Responsibility
How much improvement ?
When ? -> Action Plan
Target
Submit
Registration
TPM Promotion Office
Action Plan
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Focused improvement
Step by Step 2
- 5W1H
- 7 QC tools (Pareto, Fishbone, etc)
-Why why analysis
-Industrial Engineering
-PM analysis
-FMEA
Plan: Analyze data
Do: Improvement
Check: Result OK?
No
Yes
Act: No reoccurrence!
Activity Board
“QC Story”
Horizontal Deployment
Presentation by Operators
•Motivation improvement
•Kaizen promotion
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Define and measure losses
Show trends in “Loss Tree”
OEE %
85%
60%
Availability %
Performance %
75%
min
90%
90%
65%
Set-up /
Changeover
Quality %
85%
70%
Start-up
Shut-down
min
Failure/
Breakdowns
min
Minor Stop.
Loss rate
%
Adjustm time
Warming up
Machine A, B,C...
Machine A,B.
Set-up time
Cool down
Type A,B, C..
Type A, B,C..
MTBS
MTBF
MTTS
MTTR
Set-up rate
Failure rate
Speed Loss
rate
%
Rework
prod
Scrap
prod
Set speed
vs Standard speed
Machine A
Color not good
Machine B
Contaminated
Bottleneck analysis
Slowest machine ?
Machine C
Out of spec
Damaged
Machine D
Machine E
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Identify problems
Failure
Set-up Start-up
Minor
Stoppage
Reduced
Speed
Scrap
Rework
Total
OEE%
Line A
Line B
Line C
.
.
Total
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Prioritize: Pareto chart
80%of trouble caused by 20% of problems
JIF Filling line, No. stops per day per machine on average in 1997
9
100
8
90
80
No. stops per day
6
Cummulative %
70
60
5
50
4
40
3
30
2
20
1
10
0
0
Caser
Weight
checker
Unscrambler
Capper
Inserter
Others
Filler
Aligner
Case sealer
10
Cumulative %
No. stops per day
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Prioritize: Find bottleneck
150
140
Improve design of
bottleneck machine
Speed
130
120
110
100
90
80
Bottle infeed
Actual Speed
Filler
Capper
Packing
Assumed Max Speed
Design Speed
• Many companies only try to improve the actual line speed up to the assumed maximum
speed, but often the real capability of the machine the “designed speed” is higher
• Line performance improvement requires improving the design of the bottleneck machine.
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How to improve ?
Plan, Do, Check, Act
Prevent re-occurrence
Standardize
Horizontal replication
Further improvement
Check results
Before<->After
Situation improved ?
Act
Plan
Check
Do
- 5W1H
- 7 QC tools
(Pareto, Fishbone, etc)
-Why why analysis
-Industrial Engineering
-PM analysis
-FMEA
Implement planned
Countermeasures
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How to describe the problem ?
5W and 1H
5W and 1H is the simple technique of describing a problem to a person or group. If
you use the 5W's and 1H you will not miss out any important information.
• What does it do ? (Drawing)
• Why is it necessary ? Why done that way ? (Process)
• Where does the problem occur ? (Specific locations)
• When does the problem occur ? (Frequency, conditions)
• Who is involved and what do they do? (Skills, method)
• How big is the problem ? (Loss in products, time, money)
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Fishbone Analysis
Fishbone analysis is used for Brain Storming a problem with a group looking at all
possible reasons for the problem. The information is gathered on a Fishbone chart.
Note: Also known as CEDAC
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Why Why Analysis
Questioning every part of a problem in detail and looking for the route cause of the
problem. This process can be used in conjunction with the FISHBONE analysis to
question every point raised in much greater detail until root cause has been found.
Why 1
Why2
Why 3
Why4
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Activity Board
Team Name & Member
Availability
Ratio
Pareto
OPL
KAIZEN Sheets
Team Logo
OEE
Responsibility
Area/Machine
Line A
Graph
Performance
Line B
Graph
Result
Graph
Map/Drawing
Quality
Section Policy
Graph
-------
Graph
Horizontal Deployment
1. ---------------2. ---------------3. -----------------------------------
-------
List
Team Policy
Issues:
-----------------Policy:
Target
List
Action Plan
List
Improvement
-7 QC tools
-Why why analysis
-Industrial Engineering
-PM analysis
-FMEA
Next Step
List
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