implement of kaizen and avoid 7 MUDA.pptx

1
ELIMINATE & PREVENT
MUDA
MUDA

Content
1)The concept of MUDA/Waste
2)Methods for categorizing types of Muda
3)MUDA identification
4)Elimination of Muda
5)Methods for Muda prevention
6)TPM concepts and its pillars

1) The concept of Muda
What is Value?
Value is defined by your customer.
There are two types of Customers:-
-Internal customer
-External customer
Then Value is the activity/effect
what the customer exactly is
going to pay for/needs.

What is Waste/MUDA?
• Waste/MUDA is any activity of
workers/machines which consumes
resources such as money, time, energy,
materials, etc without adding value.

The main elements of
KAIZEN management
• Quality (Customer) Safety
• Cost (Company) Moral
• Delivery(Customer)
• QCD is the source of
productivity improvement
5

C O S T
M
I
N
I
M
I
Z
E
Better Quality
On time
Delivery
Higher
Profit
Profit=Price-
Cost
ምን ይሻላል???
CUSTOMER
የትም ፍጭው
ዱቄቱን
አምጭው
Reasonable
Price
6

The concept of cost
Cost minimization
• Determination of the sales price of the product
Sales price=(manufacturing)cost + profit
• Manufacturing cost=(material + labor +
facility + utility + others)cost

PRICE=COST + PROFIT
PROFIT= PRICE - COST
Company sets price(Demand>Supply)
Market sets price (Demand≤Supply)
TraditionalThinking
KaizenThinking
8

• Therefore, since today’s
economy is market based, we
should focus on minimizing our
COST to get higher profit.
• Do we have any choice?
10

The three categories of
Operations
• Value Adding/Net Operation
• Non Value Adding Operation
• Muda/Waste

Operations
(1) Net Operation
• Part of the operation that adds
value to make parts and products
Examples, Milling, Turning,
Grinding, Assembling and
Welding
12

(2) Non-Value adding Operations
• Operation that adds no value but
cannot be avoided
Example Setting up, Inspecting,
Picking up parts, Removing drill
chips
Operations
13

The three categories of Operations(Cntd)
(3) “Muda”
• Muda is a Japanese word meaning
Wasteful Activity
• Is anything unnecessary in operation.
• Can be eliminated immediately
14

(3) “Muda”
• It increases Production cost
• Muda affects the quality of the
product and also delivery time
Operations(Cntd)
15

Non-value adding
and wastes
• movements
• searching for
tools
• transporting
materials
• over production
• waiting /idle time
• making defects
etc
Value adding
• assembling
• molding
• spinning
• mixing
• building
• milling etc
“Muda” are activities which use resources,
time or cost without adding value.
16

Value Chain Consumers
Suppliers
Reduce Lead Time
Non Value Added & Waste activities
17

Product Lead-Time
freeleansite.com
Raw
Materials
Finished
Goods
Value Added
Time
Non- Value
Added Time
TIME

• Operation to staple two papers
using a stapler when work place
is disorganized
• Materials and tools
–Two pieces of paper
–Stapler
–Staples
Very Simple Drill
19

Very Simple Drill
Result in a disorganized environment
N0. Activities Time Type of
Operation
Measure How
1 Searching for
Stapler
35
Sec
Muda Eliminate 5S(Set-in-
order)
2 Searching for
Staples
30
Sec
Muda Eliminate 5S(Set-in
order)
3 Putting the
Staples into the
stapler
8 Sec Non-Value
adding
Minimize Load staples
ahead
4 Putting the two
papers
together
3 Sec Non-Value
adding - -
5 Staple the papers 2 sec Net Operation
(Value Adding) - -
20

Lessons from the drill
• Total time of operation=78 Sec
Net Operation(Value adding)=2 Sec(2.6%)
Non-Value adding operation=11 Sec(14.1%)
Muda(Unnecessary
operation)=65Sec(83.3%)
21

• Can you imagine by how much the total
time of the operation can be improved if
we try to eliminate the Muda and minimize
non value adding operations by applying
5S?
• What if the job order was to produce a
car?
Imagine the MUDA.
Lessons from the drill
22

MUDA = Anything Unnecessary
23

2)Methods For Categorizing
Types of Muda/Wastes
Classification of waste
A number of methods for classification of waste have
emerged. Here are some of them:-
The 3MU’s
5M+Q+S
The flow of goods
The Seven deadly wastes

MUDA-Capacity exceeds load.
MURA (imbalance or variation) =
capacity sometimes exceeds the load
and the load sometimes exceeds
capacity.
MURI(Physical or mental overburden)-
Load exceeds capacity .
Productivity improvement does not
mean hard work.
The Three MU’s
26

The Three M’s
Muda
• Production factors that increase
cost, in other words, all
unnecessary things
27

implement of kaizen and avoid 7 MUDA.pptx

Muri
• Mental and physical overburden on
operators, and overburden on
production machinery
The Three M’s (Cntd)
29

Muri
We should not force hard work on
Employees in the name of
productivity improvement
Value added work
Working density =
Actual work
The Three M’s (Cntd)
30

Mura
• Variation in work distribution,
production capacity of machinery, and
material specifications
The Three M’s
34

Relationship between the 3 M’s
• Usually Mura creates Muri which in
turn lead to generation of Muda
36

• Therefore, mura creates muri that
undercuts previous efforts to
eliminate muda.
• Eliminating mura is fundamental to
the complete elimination of muri
and muda
Relationship between the 3 M’s
37

2) 5M+Q+S
• Is another way of thinking in the areas
where waste may occurs 5M(man,
material,machine, method and
management), plus Quality and Safety.

Contd…
Material
Waste of:- Parts, Bolts, Welds, Functions, Storage &
Handling.
Man/Workers
Waste of:- Walking, Waiting, Searching, Unnecessary
movements
Management
Waste of:- Materials, Meetings, Management control,
Communications, Vouchers
Machine
Waste of:- Large machines, General purpose machines,
Conveyors, Machines with wasteful movements,
Breakdowns,

Contd….
Method
Waste of:- Large lot production, Inventory,
Conveyance, Retention, Non
standardization, Picking up setting down
work pieces.

Contd…
Quality
Waste in:- Making defective goods, Fixing
defects, errors, Inspection, Quality control.
Safety
Waste of:- Disaster prevention methods,
Fixing defects.

3) The Flow of Goods
• A third way of thinking about waste is to
focus on the flow of goods in production.
Materials are procured Materials are retained
Materials are conveyed to processes on production line
Materials are retained at the process equipment(WIP)
Materials are picked up for processing Materials are
processed Processed goods are set down and
retained on the other side of the processing
machine(WIP) Goods are conveyed to inspection
point Goods are retained until inspection Goods
are picked up and inspected Goods are set down and
retained on the other side of inspection process
Inspected goods are conveyed to the finished goods
warehouse Finished goods are retained prior to
shipment

Cont…..
If we look carefully at the flow of goods, you will
see four things going on:-
Retention, Conveyance, Processing and
Inspection
Retention-means stopping the flow of goods
producing inventory without adding value.
-It adds cost without adding value.
Conveyance-movement b/n retention points
without adding value.
Material handling movement b/n a retention
point & a process.

Contd……..
Processing-means adding value or altering
raw materials/parts /assemble parts to add
value.
Inspection-identifies defects from production
flow. It doesn’t add value b/c it doesn’t
eliminate the source.

4)The Seven deadly wastes
1) “Muda” of Overproduction
2) “Muda” of Inventory
3) “Muda” of Waiting
4) “Muda” in Transporting
5) “Muda” of Defect-making
6) “Muda” of Motion
7) “Muda” in Processing
Cost Reduction by
Elimination of muda

7 Categories
of Waste
Defect Making
Transportation
Over Produced
Motion
Inventory
Over Processed
Waiting
47

48
1)“Muda” of Overproduction
To produce things more than necessary in terms
of type, time, and volume. It is called “the
worst kind of Muda” since it hides all the
other wastes.

1)“Muda” of Overproduction
[Cause]
Excessive work
force and facilities
Big and fast
production
machine
Lack of customer
focus
[Effect ]
Increase in inventory
Outbreak of defects
Deterioration of turn-
over ratio of funds
Advanced preparation
of materials and parts
Consumes resources
Needless wear on
machines
49

The situation where items such as raw
materials, parts, and finished goods are
stagnant or which are not having value added
to them. Some are located in the warehouses,
and others are in-process inventory.
50

[Cause]
 Weak consciousness
for inventory
Bottle-neck processing
stage
 Advanced Production
 Approximate
production
 Unreliable suppliers
[Effect ]
 Waste of space
 Needs for inspection,
and transportation
 Expansion of working
fund
 Shelf life may expire
 It ties up cash
 Makes FIFO inventory
management more
difficult
51

This includes all kinds of waste of time such as
workers or parts waiting: -for an upstream process
to deliver,
-for a machine to finish processing,
-for incoming parts or materials,
-for process that has a long wait time
53

[Cause]
 Bottle-neck processing
stage
 Bad facility layout
 Capacity imbalance
 Shortages & unreliable
supply chain
 Lack of multi-skilling
 Poor maintenance.
[Effect ]
Waste of
manpower, time, &
machines
Increase in the in-
process inventory
Failed delivery dates
Poor workflow
continuity
54

It is Unnecessary movement of parts between
processes caused by unnecessary
transportation distance, temporary storage,
relocations or re-piling up.
55

[Cause]
 Bad facility layout
[Effect ]
 Waste of space
 Production deterioration
 Expansion of
transportation
facilities
 Occurrence of scratches
 Increase production time
 wastes time and energy
56

5) “Muda” of Defect-Making

This includes defects, inspections for
defects in-process, and claims,
rescheduling, and resource loss.
57

5)“Muda” of Defect-Making
[Cause]
Emphasizing on down-
stream processes by
inspection
 Poor in methods and
standards for inspection
 Lack of standard
operation
[Effect ]
 Increase in material
cost
 Productivity
deterioration
 Increase in personnel
& processes for
inspection
 Increase in defects
and claims
 Invite reworking costs
58

These are non-value adding movements or
more than necessary movements of
workers, equipment, and machines, such
as looking for goods, bending, stretching,
walking, lifting, and reaching etc.
59

6)“Muda” of Motion
[Cause]
 No education or
training
 No standard
operating
procedure
 Isolated operation
 Bad facility lay out
[Effect ]
 Increase in
manpower and
processing
 Unstable
operation
 Increases
production time
 Can cause injury
62

This consists of processing and operations
primarily unnecessary. It is processing
beyond the standard required by the
customer.
63

7)“Muda” in Processing
[Cause]
Lack of analysis of the
contents of operation
 Improper tools and
their use
 Insufficient
standardization
Attitude - ‘Always do it
like this’.
[Effect ]
 Unnecessary
processes or
operation
 Increase in manpower
and man-hour
 Lower workability
 Increase in defects
 Can reduce life of
components
64

Benefits of identifying & Eliminating
waste
1. To the company
 Cutting the hidden costs of production.
 Increased customer satisfaction.
2. To Shop floor worker
 Increased job satisfaction:- work with less
energy, work in safe conditions etc.
 Contributing for improvement:-

Steps to effective Muda identification
1. Making waste visible
2. Be conscious of the waste
3. Be accountable for the waste
4. Measure the waste

1.Making waste visible
Shop layout/process flow analysis using :-
• Arrow Diagram
• Summary chart of flow analysis
• Operation analysis Table
• The standard operation combination chart
• Workshop checklist for major waste finding

The Arrow Diagram
• It focuses on the flow of goods to discover waste
• Factors to be identified in arrow diagram are:-
Retention, Conveyance, Processing &
Inspection.
• Helps to get a good understanding of production
processes and to see where the waste exists.

Arrow Diagram symbols
Analysis
Factors
Symbols Description Amount of
waste
Retention When the WIP flow is stopped (for
other than Conveyance, Processing or
Inspection)
Large
Conveyanc
e
When the WIP flow is moved from one
place to another.
Large
Processing When the WIP is changed physically
or chemically for added value.
There may
be some
waste in the
process
Inspection When goods are inspected for
conformance to Quality and
dimensional standards.
Large

Four steps to create arrow diagram
1. Understand the purpose:- To discover waste.
2. Select the product to be analyzed:-
• You can do product quantity analysis to compare product
and quantity.
• Choose products with a large out put and with many
production problems as a starting point.
3. Prepare a factory layout diagram:-
Include the entire factory layout with position of machines,
work tables, etc.
4. Make the Arrow Diagram:-
• Do this on the shop floor and use the symbols.

Contd….
• Connect the symbols with lines to show the direction of flow.
• At all conveyance points note:-
- conveyance distance, and
- type of conveyance
• At all retention points - note average WIP inventory.
Results are summarized using the
Summary Chart of Flow Analysis.

2. Operations Analysis Table
• Helps you identify the waste in your own
operations.
• Focuses on people’s action.
• Not everything you do adds value.
• Someone else fills the table for you while you are
working as it is hard to fill for yourself while
working.

3. Standard Operation Combination Chart
• Focuses on the relationship of people, goods and
machines.
Discover where waste is by plotting the cycle time
of all activities and design the process to create a
more efficient combination and reduce overall
cycle time.

The steps to effective waste
elimination are
1. Make waste visible
3. Be accountable for the waste.
4. Measure the waste.
5. Eliminate or reduce the waste
74

elimination
1.Make waste visible
Draw and analyze the current facility
layout.
Prepare a process flow chart to see the
number and movement of workers,
order of processing, type of processing
and so on
Prepare standard operation sheet.
75

 When something is denied as
waste, it also cannot be stopped.
elimination
76

3. Be accountable for the waste
When one refuses to accept
responsibility for the waste, then he
will not eliminate it.
elimination
77

4. Measure the waste.
 when the waste is not measured,
people may think it is small or
insignificant and therefore will not be
motivated to stop it.
“What is not measured, is not
improved”.
Appreciate its size and magnitude.
elimination
78

5. Eliminate or reduce the waste
 When the great Italian sculptor
Michelangelo was asked what he was
sculpting, he responded he was not
sculpting but releasing the figure inside by
removing the unnecessary rocks (wastes).
Like Michelangelo, we should eliminate all
forms of wastes in any process or product
until only what is valuable remains.
elimination
79

5.How to eliminate “Muda”?
1) “Muda” of Overproduction
Produce not more than is needed by
your customers.
you MUST know what your
customers need and use.
Have standardized work or work
instructions for your processes.
80

Implement 5S and avoid
unnecessary items
Use just-in-time system
Proper alignment of work processes,
Consistent machine maintenance (to
avoid machine downtime.)
81

Design production lines and materials
flow paths in a way that minimizes the
distances between workstations and
temporary storage sites.
5) “Muda” of Defect-making
Build quality into each process,
using tools like Poka-Yoke, JIDOKA,
Andon etc.
82

Minimize unnecessary
movements
Improving processing efficiency to
achieve the same customer
satisfaction .
 use of low-cost automation,
smaller, and more flexible
83

7) “Muda” in Processing(Cntd)
combining steps will greatly reduce
the waste of inappropriate
processing.
Look for improvements
Train workers
84

1. Andon
2. U-line
3. In-lining
4. Unification
5. Multi-process handling & Multi-skilled
Operators
6. A.B. control (Two-Point Control)
7. Cell production line
Tools for Eliminating “Muda”
85

1. Andon
An “Andon” is an indicator informing
team leaders and supervisors of the
current workshop situation with color
boards, flash lights, and automated
announcement.
86

1) Calling “Andon”-Used for requesting
parts.
2) Warning “Andon” -Used to inform
occurrence of irregularities
on the lines.
3) Progress “Andon” -Used to identify
the progress of operation
on the lines with a short
Types of “Andon”
87

2. U-line
A U-line is a layout in which the inlet and
outlet are positioned in the same
direction to avoid walking back for a
single operator.
88

3. In-lining
In-lining is a way to make the
production lines simple and effective by
integrating the parts processing into
the main line in the unit production.
89

Unification of
several
processes
4. Unification
Even if a flowing
line cannot be
formed, odd
operations can be
combined together
in a place into an
operator’s work.
90

5. Multi-process handling & Multi-skilled
Operators
Multi-process handling means that a
single operator manages multiple
machines and processes in product
processing and assembling. This is the
primary factor for constructing lines by a
small number of operators.
91

A multi-skilled worker can deal with
several machines or processes as
described above. The supervisor can
make a flexible placement of
operators when someone within the
same team or section is absent.
92

6. A.B. control (Two-Point Control)
A.B. control is a devised automatic
control function. It controls the machine
movement when they come to start or
stop working depending upon the
number of work pieces piled up
between the preceding process and the
following process.
93

A.B. control is
used as a tool for
time control to
realize Just in
Time(JIT)
Up to Three
6. A.B. control (Two-Point Control)(Cntd)
94

7.Cell production line
This is a production line that a single
operator manages all the machining
or assembly operations in unit
production.
95

7.Cell production line(Cntd)
Advantages
Quality assurance can be ensured.
The production output or efficiency of
each operator can be clarified.
Operators can obtain a feeling of work
achievement.
96

5)Methods for Muda prevention
There are four important methods you can
use for maintaining a waste-free
production environment:
• Standardization
• Visual and Auditory Controls
• 5W and 1H Sheet

Standardization
- Standardization means establishing
standard procedures for every operation
so that anyone can understand and use
them – and everyone does.
Standards must be created, documented,
well-communicated, adehered to, and
regularly re-assessed.

Contd…….
Standards are required for:
• Machines
• Operations
• Defining normal and abnormal conditions
• Clerical procedures
• Procurement

Visual and Auditory Controls
• One way waste enters into operations is
when standards are not improved to meet
changing conditions.
• Even standardization fails to sustain
waste-free production if not systematically
updated to take advantage of new
materials, new technology, and worker
improvement ideas.

Contd……
• The best way to do this is through visual
and auditory controls.
Red-tagging – Always keep the production
floor free of any thing that is not directly
part of the production process.
Signboards- The purpose of workstations
and the names of the workers who operate
them should be displayed at every
processing point.

Contd………..
• Standard quantities should be included on
supply bins or carts. The products
produced on each line or in each cell can
be displayed, and so on.
Outlining- Boarders around tools and
equipment, big and small, help people find
and return things.

Contd....
Andons- Different colored lights can report
the status and needs of a system and
signal when defects or abnormal
conditions occur so that problems can be
solved immediately.
Kanban- flexible production instructions or
work orders that trigger materials supply
and production in a pull system, the
hallmark of lean manufacturing.

The 5W and 1H Sheet (L3)
• Five “whys” and one “how”

Total Preventive Maintenance
• Is one of Kaizen Systems.
• Brings maintenance into focus as a necessary and vitally important part of
business.
• is a company-wide system developed to maintain, monitor, and improve all
capital assets of a company.
• It can be considered as the medical science of machines.
• For production it is a system that maximizes equipment effectiveness and
maintains production flow.

cont…
•Maintenance is implemented by all employees in an organization.
•Everyone in the organization from operators to senior management
in equipment improvement.
108

Cont…
Total = All individuals in the organization working together.
Productive = production of goods that meet or exceed customer’s
expectations.
Maintenance = keeping equipment and plant in good condition at
all times.
110

History
• TPM is a Japanese concept.
• Developed in 1951.
• Nippondenso was the 1st company that implemented TPM in
1960.
• Based on these developments Nippondenso was awarded the
distinguished plant prize for developing and implementing
TPM, by the Japanese Institute of Plant Engineers ( JIPE ).
111

TPM Targets
• Reduce manufacturing cost
• Increase production quality.
• Delivery time. Achieve 100% success in delivering the goods
as required by the customer.
• Safety - Maintain accident free environment.
• Moral- Develop multi-skilled & flexible workers.
• Improve OEE (Overall Equipment Effectiveness)

The Six big Equipment losses
• Equipment failure (Breakdown)
• Set up & adjustment downtime
• Idling & minor stoppages
• Reduced speed
• Process defects
• Reduced yield

114
Shift in Attitudes
Operator Maintenance Operator Maintenance
Conventional TPM
I use I maintain &
I fix
We maintain

Principles of TPM
 Use Overall Equipment Effectiveness (OEE) as a compass for
success.
 Improve existing maintenance systems
 Work toward zero losses
 Providing training to upgrade operations and maintenance
skills
 Involve everyone and utilize cross-functional teamwork
115

Types of maintenance
 Breakdown maintenance
 Preventive maintenance
*periodic maintenance( time based maintenance)
*Predictive maintenance
 Corrective maintenance
 Maintenance prevention
116

Breakdown maintenance
• Repairs or replacements done after the equipment
failure/stoppage or occurrence of severe performance decline.
• Disadvantages:- unplanned stoppages, excessive damage,
spare parts problems, high repair costs, excessive waiting and
maintenance time and high trouble shooting problems.

Preventive maintenance
• The primary goal of preventive maintenance is to prevent the
failure of equipment before it actually occurs.
• It relies on the estimated probability that the equipment will
brake down or experience deterioration in performance in the
specified interval.
• It is further divided into -Periodic Maintenance
-Predictive Maintenance

Long-term benefits of preventive maintenance:
• Improved system reliability.
• Decreased cost of replacement.
• Decreased system downtime.
• Better spares inventory management.
119

Periodic maintenance
 Time based maintenance consists of periodically inspecting,
servicing and cleaning equipment and replacing parts to
prevent sudden failure and process problems.
Benefits:
 Extended life and use of the equipment.
 Reliable production at the times when machine is needed
most.
120

Predictive maintenance
• predictive maintenance is condition based maintenance.
• This is a method in which the service life of important part is
predicted based on inspection or diagnosis, in order to use the
parts to the limit of their service life.
121

Benefits of predictive maintenance
• Increased plant readiness due to greater reliability of the
equipment.
• increase predictive maintenance practices increase the
productivity of equipments.
• Reduced expenditures for spare parts and labor.
• Reduces the probability of a machine experiencing a disastrous
failure, and this results in an improvement in worker safety.
122

Corrective maintenance ( 1957 )
 Improvement of equipment so that equipment failure can
be eliminated (improving the reliability) & the equipment
can easily be maintained (improving equipment
maintainability).
 Its purposes are- improving equipment reliability
- Safety
- Design weakness( material, shapes)
- Existing equipment undergoes
structural reforms
- To reduce deterioration & failures
(maintenance free eqpt)

Maintenance prevention (1960 )
• It indicates the design of a new equipment.
• Weakness of current machines are sufficiently studied ( on site
information leading to failure prevention, easier maintenance
and prevents of defects, safety and ease of manufacturing ) and
are incorporated before commissioning a new equipment.
124

PILLARS OF TPM
125
1.Autonomous maintenance
2.Planned maintenance
3. Equipment and process improvement
4.Early management of new equipment
5.process quality management
6.TPM in the office
7.Education and training
8.Saftey and environmental management.

1 2 3 4 5 6
7
8
126
PILLARS of TPM

1.Autonomous Maintenance
• Train the operators to close the skill gap between others and
the maintenance staff, making it easier for both to work as one
team.
• There are Seven (7) steps implemented to progressively
increase operators knowledge, participation and responsibility
for the equipment.
127

cont…
1. perform initial cleaning and inspection
2.Countermeasures for the causes and effects of dirt and dust
3.Establish cleaning and lubrication standards
4.Conducting general inspection training
5.Carry out equipment inspection checks
6.workplace management and controls
7.Continious improvement
128

2.Equipment and process improvement
Objectives: Maximize efficiency by eliminating waste and
manufacturing loss
• Manufacturing losses are categorized into 12 losses:
 Equipment losses (6)
 Manpower losses (4)
 Material losses (2)
129

Equipment losses
130
 .
DOWNTIME LOSS
Speed loss
Quality loss
Equipment failure / breakdowns
Set-up / adjustments
Minor stopping
Reduced speed
Process errors
Rework / scrap

Manpower and material losses
• .
131
Manpower losses
Cleaning and checking
Waiting materials
Waiting instructions
Waiting quality confirmation(inspection)
Material losses
Material yield
Energy losses

3.Planned maintenance
Objectives : Establish periodic and predictive maintenance system for
equipment and tooling.
• Natural life cycle of individual machine elements must be achieved
 correct operation
 correct set-up
 cleaning
 lubrication
 feedback and repair of minor defects
 quality spare parts
132

4.Early management of new equipments
Objective: : start-up, commissioning and stabilization time for
quality and efficiency
New equipment need to be :
• easy to operate
• easy to clean
• easy to maintain and reliable
• have quick set-up times
• operate at the lowest life cycle cost
133

5.Process quality management
Objectives: to set and maintain condition to accomplish zero
defect.
Quality rate has direct correlation with
• material condition
• equipment precision
• production methods
• process parameters
134

6.TPM in office
• Administration and support departments can be seen as
process plans whose principles tasks are to collect, process and
distribute information.
• Process analysis should be applied to streaming information
flow
135

7.Education and training
TPM is a continuous learning process
 Two major components :
• soft skills training : how to work as a team, diversity
training and communication skills
• Technical training : upgrading problem-solving and
equipment-related skills
136

8.Safety and environmental management
• Assuring safety and preventing adverse environment impacts
are important priority in the TPM effort.
137

Overall Equipment Effectiveness
• Objective :to maximize the efficiency of machine or
equipment.
• OEE figures are determined by combining the availability and
performance of your equipment with the quality of parts made
• OEE measures the efficiency of the machine during its loading
time.
• Planned downtime does not affect the OEE figure
138

• .
(OEE)
Overall Equipment Effectiveness = Availability *performance * Quality yield
Availability = Time available for production -- Downtime
Time available in production
Performance = number of parts produced/Operating time
Ideal cycle time
Quality Yield = total number of parts produced – defect number
Total number of parts produced

• .
(OEE)
Availability Downtime loss
Performance Speed loss
Quality Yield Quality loss
Overall equipment effectiveness = Availability * performance * Quality yield

1. Breakdowns
2. Setups and adjustment
3. Idling and minor stoppages
4. Speed
5. Quality defects and rework
6. Start-up (loss of yield)
141
The Six Big Equipment Losses

Overall equipment effectiveness = Availability x Performance rate x Quality rat
(OEE)
Breakdown
Setup and adjustment
Others Idling & minor stoppages
Reduced speed
Quality defects & rework
Start-up yield

Example: OEE Calculation
Item Data
Shift length 8 hrs = 480 min.
Short Breaks 2@ 15 min. = 30 min
Meal Break 1 @ 30 min = 30 min
Down Time 47 min
Ideal Run Time 60 pieces per min
Total Pieces 19,271 pieces
Reject Pieces 423 pieces

Availability =
Operating time
Planned production time
= 373 minutes / 420 minutes
= 0.8881 (88.81%)

Performance =
(Total pieces /Operating time)
Ideal Run Time
= (19,271 pieces/373 minutes)/60 pieces
per minute
= 0.8611 (86.11%)

Quality =
Good Pieces
Total Pieces
= 18,848 / 19,271 pieces
= 0.9780 (97.80 %)

OEE =
Availability X Performance X Quality
= 0.8881 X 0.8611 X 0.9780
= 0.7479 (74.79%)

Fundamental improvements of TPM
• Increasing motivation: changing people attitudes
• Increasing competency and people skills
• Improving the work environment, so that it supports the
establishment of a program for implementing TPM
148

TPM Implementation
• .
149
preparation
Announcement to TPM introduction
Introductory education campaign for workforce
TPM promotion
Establish basic TPM policies and goals
Preparation and formulation of a master plan
Kick-off Invite customers, attitude companies and subcontractors
implementation
Develop an equipment management program
Develop a plan maintenance program
Develop a Autonomous maintenance program
Increasing skills of production and maintenance personals
Develop early equipment management program
Standardization Perfect TPM implementation and raise TPM levels

Announce top management decision to
introduce TPM
• State TPM objectives in a company newsletter
• Place articles on TPM in a company newspaper
150

Introductory education campaign
• Seminars for managers
• Slide presentation for all employees
151

TPM Promotion
• Special committees at every level to promote TPM
• Newsletter
• Articles
• Videos
• Posters
152

Establishing basic TPM policies and goals
• Analyze existing conditions
• Set goals
• Predicting results
153

Preparation and Formulation of a master plan
• A master plan lays out your goals, what you will do to achieve
them and when you will achieve them
• Detailed plans for each pillar have to be prepared
154

TPM Kick-off
• The main kick-off to TPM should take the form of a formal
presentation with all the employees attending.
• This opportunity can be used to gain the full support of the
employees.
• Invite external customers, affiliation and subcontracting
companies .
155

Develop an equipment management program
 The maintenance prevention can be design of new products ,
new machine and existing machines.
 New products: must be easy to produce on new existing
machines
 New machines : must be easy for operation, changeover and
maintenance.
156

Cont..
 Existing machines: Determine how to eliminate the problem
and reduce maintenance through an equipment design change
or by changing the process
157

TPM Benefits
• zero equipment-caused defects
• Increased plan capacity
• Increase equipment productivity
• Increase return on investment
• Enhance job satisfaction
• Lower maintenance and production cost
• Reduced equipment downtime
158

conclusion
• TPM may be the only thing that stands between success and
total failure for some companies.
• It can be adapted to work not only in industrial plants
159

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