BMW TPM Management Training TPM Overview

BMW TPM Management Training TPM Overview
FORMATION TPM MODULE 1: DEFINITIONS TPM BMW TPM Management Training TPM Overview Pico Rivera– January 13, 2005 JMA Consultants

Management Team Training
Presentation: “After all, what is TPM? “(45min) TPM Philosophy TPM Organization and Pillar Structure Actual examples of TPM at BMW Pillar Structure Introduction to Each Pillar (1hr) Concepts and Pillar Steps Each Pillar Concept TPM Mission Statement Workshop “TPM Group Problem Solving” How can we use TPM to improve BMW and how can each of us participate TPM by trying problem solving methods of TPM? Sharing and prioritizing current problems and opportunities Each person needs to bring a list of 10 problems (or opportunities) he/she finds with BMW (2 hours) Root Cause Analysis & Countermeasures (1 hour) Action Planning – Identify what issues fall under theTPM Pillar and classify as such (1 hour) Create TPM Plan for 2005 5S Video and Planning (1hr)

FORMATION TPM MODULE 1: DEFINITIONS TPM
Philosophy and Organization

TPM – Operating Philosophy
FORMATION TPM MODULE 1: DEFINITIONS TPM TPM Fundamentals TPM – Operating Philosophy Maximize overall equipment efficiency 　　　　　-Zero Accidents, Zero Defects, Zero Breakdowns Philosophy of Prevention -Proactive vs. Reactive Participation of all the associates -Autonomous activities, Small Group activities All management levels from senior managers to operators - Focused Improvement Gemba Principle (Shop-Floor Oriented) -Seeking “ideal” operation, Visual management Nakajima est le Père de TPM. Consultant JMA, il fonde au sein du groupe JMA, le JIPM dans les années 68 – 70. Pour se consacrer au développement de TPM et à la Maintenance industrielle. Seiichi NAKAJIMA

TPM Teamwork In Gemba JMAC VP of Mftg. TPM Fundamentals
Sanitation Supv UC Supv. Main. Mgr. Seattle Supv. 1st Shift Oper TPM Coordinator 2st Shift Oper QA. Mgr. 1st Shift Supv VP of Mftg.

TPM Fundamentals TPM Award & Its Levels Each year, The TPM Awards Committee offers TPM Awards to plants and individuals for exemplary TPM achievement. Level 4: Award For World Class Achievement Volvo, Sony 3 yrs Level 3: Special Award Toyota 3 yrs Level 2: TPM Consistent Commitment Award Subaru Isuzu 2 yrs Level 1: TPM Excellence Award Phillips 66, Milliken, Motorola, Unilever 3 yrs

TPM Fundamentals TPM: Establishing a Corporate Culture that will maximize production system effectiveness Customer Satisfaction Over Global Competition Quality Productivity CHANGING CULTURE Cost Morale Competitivity improvement based on the triangle cost quality delay, plus cost and speed. TPM is centered on those aspects La concurrence à tous les niveaux et dans tous les secteurs d’activités Renforcée par les dérèglementations et la mondialisation A obligé les industriels a accroître et redéfinir leur Compétitivité. Sur le tryptique QCD bien sûr, mais aussi En termes de Vitesse et Réactivité. On constate que cette redéfinition de la Compétitivité est passée et passe par: Modifications des attitudes, réorganisation et évolution des sytèmes, Systèmes: capacité à gérer des informations sur la performance et ses différentes composantes. Introduction de nouveaux critères de performance. TRS comparer la performance par rapport à un idéal de fonctionnement. Delivery Safety

TPM Fundamentals The 8 Pillars of TPM FOCUSED IMPROVEMENT PI MEASUREMENT OF LOSSES, PROBLEM SOLVING, RELIABILITY IMPROVEMENT, SMED. AUTONOMOUS MAINTENANCE PII RESET BASE LEVEL, INSPECTION STANDARDS 5S, SETTING STANDARDS. Establishes Efficient Production System PLANNED MAINTENANCE PIII DOWNTIME REDUCTION INITIALIZATION OF CONDITION BASED MAINTENANCE TRAINING AND SKILLS DEVELOPMENT PIV TECHNICAL SKILLS REQUIREMENTS KNOW- HOW INITIAL PHASE MANAGEMENT PV CHECK OF SPECIFICATIONS TECHNICAL EVOLUTIONS QUALITY MAINTENANCE PVI Possible options: administrative work improvement (offices) and Safety / Environment which can be part of wide cross-functional approach on whole site REDUCTION OF DEFECTS OPERATING STANDARDS QUALITY IMPROVEMENT ADMINISTRATIVE WORK IMPROVEMENT 5S IN OFFICES 5S IN WAREHOUSES IMPROVE EFFICIENCY OF ADMINISTRATIVE TASKS PVII SAFETY & ENVIRONMENT PVIII MANAGEMENT FOR ZERO ACCIDENT AND ZERO POLLUTION

TPM: “People Process” Creating A Learning Organization
TPM Fundamentals TPM: “People Process” Creating A Learning Organization Organizations that can adapt to meet changes of environment surrounding them. Kaizen(=Continuous Improvement) Healthy Paranoia (The HP Way) Maximizing Group Dynamics Sharing Core values and critical information Cross Functional interfaces Group Problem Solving Communication : Using Common Language to be on the same page Utilization of data and metrics Production and Maintenance use the same language.

(Monthly) CSM Global Steering Committee (2/yr)
TPM Fundamentals CSM Global Steering Committee (2/yr) Chairman : Franz Olieman Participants : All VP Manufacturing of CSM Corporate divisions JMAC: Holvec & Asano BSNA Steering Committee (2/yr) Chairman : Leo Rappange Participants : All the Presidents and VP Operations of TPM companies JMAC: Asano & Masaaki Company Steering Committee (Qrtly. / (Monthly)) Chairman : President of each company Participants : VP Operations, CFO, Managers, Pillar Champions, TPM Coordinator , Leo JMAC: Asano & Masaaki Satellite Plant Steering Committee (Monthly) Chairman : Regional Mgmt. or VP Participants : Plant Mgmt., Pillar Champions, TPM Coordinator JMAC: As needed IC Pillar Meeting (Weekly) Chairman : Pillar Champion Participants : As needed &TPM Coordinator

TPM Steering Committee
TPM Fundamentals TPM Steering Committee Roles of SC Guiding Force of Whole Program Removal of Barriers / Issues / Road Blocks Provide Leadership, Support, and Resources Accountable for Overall TPM Progress Membership and Frequency Monthly Core Members – CEO, CFO, VP of Ops, Pillar Champions, TPM Coordinator, JMAC Pillar Presentation: Results, Plans, and Next Steps Quarterly BMW Management Team Leo, JMAC Next Steering Committee

Program Development Master Plan (Example of The First 3 Years)
TPM Fundamentals Program Development Master Plan (Example of The First 3 Years) Preparation Expansion Implementation 6 Months 1 Year Steps 1-7 Step 7 Steps 8-9 Steps 10-11 1. Top Management’s declaration to introduce TPM 2. Introduction Training 3. TPM Organization 4. Target Setting 5. Master Plan 6. TPM Kick Off 7-(1) OEE/Focused Improvement 7-(2) Autonomous Maintenance 7-(3) Planned Maintenance 7-(4) Training and Skills Development 8. (5) Initial Phase Management 9. (6)Quality Improvement 10. (7)Administrative Work 11.(8)Safety & Environment TPM Award 12. Total application of TPM

Roles of Pillar Champion
TPM Fundamentals Roles of Pillar Champion Roles To Lead and Facilitate the TPM Activities for their Pillar Accountable for Pillar results and progress Train and Schedule TPM Steps Form Pillar Committee Present progress to Steering Committee and to the BMW public Activity Board – using PDCA cycle Membership and Frequency Weekly Core Members – Pillar Champions, Committee members Review results Plan Next Steps PDCA Cycle Analyze Current Situation Identify Problems Generate Countermeasures Implementation Do Check Action Plan

Involvement of Each Department By Pillar (Example)
Production Maintenance Quality Engineering Production Control Purchasing Sales Admin. 1 OEE/Focused Improvement 2 Autonomous Maintenance 3 Planned Maintenance 4 Training & Skills 5 Initial Phase Management 6 Quality Maintenance 7 Administrative Work 8 Safety & Environment

TPM Fundamentals Activity Management : Example of Activity Board TPM Progress Line-2 The People The Results The team The Chart Objectives: 0 Breakdowns/month The action plan Process failures/month The Layout The Schedule Methodology The achievements The Master Plan OEE Casting Involvement Competencies F.A. Updated on XX/XX by NB

Eight Pillars of TPM

Pillar I : OEE (Overall Equipment Efficiency) Focused Improvement
Pillar I : OEE/Focused Improvement Pillar I : OEE (Overall Equipment Efficiency) Focused Improvement Objectives Maximizing the performance of equipment by minimizing losses of equipment Problem Solving by GROUPS Compare the ACTUAL operating time versus the OPTIMUM operating time Highlight the causes of Productivity losses : Availability, Performance and Quality losses Improvement Steps Define Losses Quantify Losses Analyze Causes Generate Counter-measures Implementation Follow up

Pillar I : OEE/Focused Improvement Available Time = 100 % OEE 1. Equipment Stop Loss  Pallet Jams, Silo stops, Slide Gate, etc Operating Time Downtime 2. Set up/Adjustment Loss  Sensor Dirty / Off, Adjust Former height, etc 3. Parts Change Out  Leaky cylinder, Change Over Loss, Wait System, 4. Start Up Loss  Change Overs, Not ready at 4AM,12 Noon, 8PM Net Operating Time Performance 5. Minor Stoppage Loss  Lack of *** Dribbler adjustments, Bags jamming 6. Speed Loss  Run Rate, Machine Speed – Conveyor Belts, Dribbler,etc Valued Operating Time = 25 % OEE Wasted$$’s Quality 7. Defect/Rework Loss  Bad formula, Wrong ingredients, On hold, etc

Pillar I : OEE/Focused Improvement
Definition of OEE OEE: Comparison between “actual output” and “should-be output”. Ex. Actual Output : 2,500 lb or units Should-be Output : 5,000 lb or unit OEE= 2,500 / 5,000 = 50%

OEE As Performance Evaluation
Pillar I : OEE/Focused Improvement OEE As Performance Evaluation 100 miles/hr X 10 hrs = 1,000 miles (Should-be Output) 300 miles 0 mile 1,000 miles 300 miles (Actual Output) OEE = 300 / 1,000 = 30% 70 miles/hr 65 miles/hr 55 miles/hr 600 miles 70 miles/hr X 2 hrs = 140 miles 65 miles/hr X 2 hrs = 130 miles Total: 600 miles (Should-be Output) 55 miles/hr X 6 hrs = 330 miles OEE = 300 / 600 = 50%

Pillar I : OEE/Focused Improvement Pareto Analysis Top 20% Causing 80% of Downtime Period 6 Downtime Line 2 Total Minutes = 4945 1400 70 1200 60 1000 50 Time(min) 800 40 600 30 400 20 200 10 Waiting on Process X-Over Sewing Palletizer Break System Machine Categories

Follow Up Weekly  Measure Your Progress
FORMATION TPM MODULE 1: DEFINITIONS TPM Follow Up Weekly  Measure Your Progress

Follow Up Weekly  Measure Your Success

Autonomous Maintenance : Definition
Pillar II : Autonomous Maintenance Autonomous Maintenance : Definition SHARED RESPONSIBILITY OF MAINTAINING ”BASIC CONDITIONS” OF EQUIPMENT BETWEEN PRODUCTION AND MAINTENANCE Daily/Time-Based Maintenance Cleaning Lubrication Tightening Daily inspection by using 5 SENSES Right operation, right adjustment, right setting “I operate, You fix.” “We are AlI responsible for Our equipment.” “I operate, You Clean.” “We are AlI responsible for cleanliness of Our line.”

3 Key Tools for Autonomous Maintenance
Pillar II : Autonomous Maintenance 3 Key Tools for Autonomous Maintenance Key Concepts Shop floor based activities Operator conducted Operator enhancing Team activity Autonomous Management TPM Foundation Part of the job! 3 Key Tools Activity Board Meetings One Point Lessons

Pillar II : Autonomous Maintenance Example of A.M. Activity Board People Activity & Findings Treasures Team Team Mission Display actual findings from Initial Cleaning such as trash, unnecessary items, dust and other contamination. Step 1: Initial Cleaning Team Name Members Mission Objectives Definition Step 2: Sources of Contamination Pictures Before After Explain and show Focused Improvement activities for sources of contamination Line Layout of Line & Identified Important Areas Tag List Production Maintenance Safety Hazard Contamination Hard-to-reach Main Failure One-Point-Lessons Tag Movement Actual Tags

Pillar II : Autonomous Maintenance

One Point Lessons One Point Lesson is a tool with the following characteristics; One sheet to share the results of autonomous study for 5-10 minutes Contents can be knowledge and skills of; Equipment Safety Operation Process Task

The Five S The Five Steps of Housekeeping
Pillar II : Autonomous Maintenance The Five S The Five Steps of Housekeeping Sort: Separate out all that is unnecessary and eliminate it. Store: Put essential things in order so they can be easily accessed. Everything has a place… and is in its place. And visual management. Shine: Clean everything – tools and workplaces – removing stains, spots, debris and eradicating sources of dirt. Bring everything to “NEW” and better than new. Standardize: Standardize the previous three steps to make the process one that never ends and can be improved upon. Sustain: Make cleaning and checking routine.

The 7 steps of Autonomous Maintenance
Pillar II : Autonomous Maintenance The 7 steps of Autonomous Maintenance Initial Cleaning (Initial Inspection & “Restoration”) 2. Source of Contamination & Hard-to-Reach areas 3. Standards of Cleaning & Lubrication 4. General Inspection 5. Autonomous Inspection 6. Standardize Autonomous Maintenance operations Autonomous Management -Detect problems of lines and restore its original state. -Start managing the line autonomously. ( 5S, Minor Stops, Quality ) -Create & perform temporary “Cleaning/Lubrication procedures.” -Solve “Sources of Contamination” and “Hard to Reach” areas. (Cleaning, Inspection, Lubrication) -Develop tentative standards for cleaning, lubrication and inspection. -Provide training on their equipments, products and materials, inspection skills and other AM skills. Develop a routine maintenance standard by operators Standardize routine operations related to workplace management such as quality inspection of products, life cycle of jigs, tools, set up operation and safety. Autonomous team working 3 Years

What to detect during Initial Cleaning? “Categories of Abnormality”
Pillar II : Autonomous Maintenance What to detect during Initial Cleaning? “Categories of Abnormality” S: Safety Items : safety area, spot, work environment 1: 5 S Related Items: Sort: Unnecessary items Store: Disorganized storage, Lack of Visual Indications Shine: Cleanliness/Preserve 2: Sources of Contamination: Leaks, Spills 3: Hard-to-Reach area 4: Broken/Missing Parts 5: “Basic Conditions”: Lubrication Tightening Cleaning & Inspection 6: Quality Related: Causes of defect

Before After

Pillar II : F-Tagging During Initial Cleaning Afterwards – Every Day Process

Monitoring Tags Initial Cleaning is not an one time event. It should be repeated monthly. The more restoration you continue, the less Initial Cleaning time you will need. Tag Issued Tag Restored

Major Impact from Initial Cleaning Activity
Pillar II : Autonomous Maintenance Major Impact from Initial Cleaning Activity 10 % increase in Machine Time by cleaning and adjustment of cylinders and air tubes of Bag Former (13 cycle/min to 15 cycle/min)

Pillar III : Planned Maintenance
Objectives: Increase Equipment Reliability and Production Up-Time Minimize the maintenance cost by 1) reducing breakdowns 2) development of efficient maintenance methods To clarify which parts and locations of which equipment should receive what type of maintenance and to implement it in a planned manner

Pillar II : Autonomous Maintenance WHO DOES WHAT ? SERVICING ACTIVITIES REPAIR MAINTENANCE PREDICTIVE PREVENTIVE ROUTINE ROBUSTNESS IMPROVEMENT EFFECTIVE AND APPROPRIATE REPAIRS TRENDS MEASURE AND CONTROL NOT TIME BASED SERVICING BUILDING OF PROGRAMS TIME BASED APPLICATIONS CLEANING- REFURBISHING GREASING-SCREWING DAILY INSPECTION DAILY EQUIPMENT CARE X Mfg Maint

Planned Maintenance – 6 Steps
FORMATION TPM MODULE 1: DEFINITIONS TPM Pillar III : Planned Maintenance Planned Maintenance – 6 Steps Step 1: Evaluate Equipment and Understand Current Conditions Step 2: Restore Deterioration and Correct Weaknesses Step 3: Build an Information Management System Step 4: Build a Periodic Maintenance System Step 5: Build a Predictive Maintenance System Step 6: Evaluate the Planned Maintenance System

Pillar III : Planned Maintenance Implementing Planned Maintenance
1 – Initial Cleaning 2 – Sources of contamination, Hard-to-reach area 3 – Standardize 4 –Inspection system 5 – Entire process inspection 6 – A.M. System 7 – A.M. Management INCREASE TIMELIFE Improve MTBF SYSTEMATIC REPAIR FAILURE PREDICTION PHASE 1 PHASE 2 PHASE 3 PHASE 4 1 –Equipement Audit (Current) 2 –Repair degradations and improve weakness 3 – Information system (Database) 4 – Preventive Maintenance System 5 -Predictive AUTONOMOUS MAINTENANCE MAINTENANCE 6 -Evaluate & Establish PLANNED MAINTENANCE SYSTEM

Pillar III : Planned Maintenance
PM - Main Activities Improvement of Equipment  MTBF Improvement of Maintenance Skills  MTTR Preventive Maintenance Corrective Maintenance Maintenance Prevention Breakdown Maintenance Support for Autonomous Maintenance Specialized maintenance skills Equipment repair skills Inspection and measurement skills Equipment diagnostic skills Develop new maintenance technologies

Pillar III : Planned Maintenance M. T. T. R & M.T.B.F – CALCULATION MODE M E A N T I M E B E T W E E N F A I L U R E M T B F = STOPS NUMBER FOR FAILURE ( OPENING TIME — STOPS TIME) M E A N T I M E T O R E P A I R M T T R = STOPS NUMBER FOR FAILURE SUM OF TIME STOPS FOR FAILURE * LAST GOOD PART/FIRST GOOD PART

Pillar IV : Training and Skills Development
Pillar IV : Training & Skills Pillar IV : Training and Skills Development Objectives 1) Enhance employees’ ability and skill in TPM methods 2) Provide necessary TPM methodology at the right time POLICIES, OBJECTIVES, PERFORMANCE INDICATORS FOCUSED IMPROVEMENT OEE INCREASE/ AUTONOMOUS MAINTENANCE PLANNED MAINTENANCE TRAINING AND SKILLS DEVELOPMENT PREVENTION OF MAINTENANCE (Initial Phase Control) QUALITY IMPROVEMENT ADMINISTRTIVE WORK IMPROVEMENT SAFETY AND ENVIRONNEMENT TPM Consolidation Expansion Implementation Introduction 3) Provide challenge targets for individuals by clarifying the hierarchy of skills

Steps for Pillar 4 “Training”
Step 1: Skills/Techniques Inventory and Hierarchy Create a list of Operational and Maintenance Skills and Techniques Step 2: Design Training System Including follow-up system such as OJT (=on the job training) Documentation of Individual Skill Levels Step 3: Set Individual Skill Challenge Target Step 4: Training and Evaluation

Training and Skills Development: Program and Matrix
Pillar IV : Training & Skills Training and Skills Development: Program and Matrix

Pillar V : Initial Phase Management (Prevention of Maintenance)
Pillar V : Initial Product & Equipment Pillar V : Initial Phase Management (Prevention of Maintenance) Objective Minimize LCC (=Life Cycle Cost) of equipment by the feedback of experience from the development stage of equipment and product View Points Product Development Equipment Development/Investment Easy-to-manufacture Defect-free Competitive Clarify 4M conditions -Material Machinery -Method Manpower Free from major losses Easy to use Easy to maintain Does not manufacture defective products

Pillar VI : Quality Maintenance
Aim To ensure that a plant is in a perfect condition – where 100 % quality goods are produced, zero defects Ensuring high quality through equipment arrangements at each process Steps Result Oriented Approach “after it has happened” Establish conditions for “zero defects” Prevent the occurrence of quality defects by maintaining the conditions within certain standards Inspect and monitor such conditions in time series Predicting the possibility of quality defect occurrence by reviewing changes in measured values Take countermeasures in advance Cause Oriented Approach “before it happens”

Pillar VI : Quality Quality approach QUALITY DEFECT Causes by: Equipment not capable Improper Process Conditions Human Error Build equipments which do not create defects Educate operators Crisis Quality Assurance Results Control Activities of Auto -Maintenance Equipment Monitoring Correspondence between Quality features and Process conditions or Equipment Capability Field Training Control of Causes Train operators to detect and correct anomalies MANAGE CONDITIONS OF ZERO DEFECT Preventive

Raw Material – Defect Mode Matrix
Moisture Ash Appearance Color Taste/Odor/ Flavor Micro Activity Temperature Traceability COA Integrity Lot Code Raw Material – Defect Mode Matrix Rheology Infestation Foreign Matter Freshness Example Test Slick Visual Defects Frequency 1/Load Responsible Quality Dept Specks Equipment Off-color Document Q 610 Form Colormetry Farino Protein Moisture Ash Content Low Moisture % High Ash% High Salt % Minolta Farinograph NIR Low Protein % Farino Book Q 710 Form Off Color Off Taste Off Odor Sell by Date Infestation Piece of Plastic Expired Acidity Temperature Lot # Record All Records High pH No Lot # No COA pH Meter Thermometer COA File Torn Package Illegible Code Visual Physical Organoleptic Wholesome-ness HACCP Packaging

Pillar VII : Administrative Work Improvement
Pillar VII : Administative Pillar VII : Administrative Work Improvement Objectives 1) Minimize losses 2) Improve quality of work 3) Clear work allocation Design Approach Engineering Approach Customer Expectations Organizational Mission Departmental Individual Roles & Responsibilities Make a List of all the work in the office Clarify priorities of all the work in the office Step 1 Work Inventory Step 2 Priority Analysis Step 3 Work Allocation Analysis Step 4 Activity Analysis Clarify work allocation of all the work Capture the trend and benchmark of Office work utilization Step 5 Information Flow Step 6 Document Analysis Step 7 Meeting Analysis Clarify detailed process flow of information Clarify objectives and design of documents Clarify objectives and design of meetings Steps

Example of Administrative Work Analysis “Work Inventory”

Pillar VIII : Safety and Environment
Pillar VIII : Safety & Morale Pillar VIII : Safety and Environment Target = “Maintenance of peace of mind “ Safety Management Environment Management Zero Accident Zero Injury Zero Pollution Zero Waste

Steps for Pillar 8 “Safety and Environment”
Step 1: Collaboration with Other Pillars Pillar 1 “Focused Improvement” : Identify and solve any ergonomic problems to the operators Supporting HACCP by providing sanitary work environment Pillar 2 “Autonomous Maintenance”: Zero dangerous objects and Clean work place Step 2: Accident/Danger Zone Map Identify and visualize dangerous area and generate countermeasures Step 3: Routine Safety Patrol by Plant Manager

Problem Solving Workshop

Problem Solving Process Steps of Problem Solving
I. Problem Identification -1 Problem Statement (5W1H) -2 Categorize Problems (Grouping) II. Problem Investigation -3 Relationship Analysis -4 Quantify Problems (7 Tools of QC) -5 Priority Analysis (Priority Quadrant) III. Root Cause Analysis -6 Why-Why Analysis (5 Whys) IV. Generate Countermeasures -7 Idea Bit / Brainstorming V. Action Planning -8 Create Steps to Implement Countermeasures - 9 Create Schedule VI. Implementation

Problem Solving Process
Step I – Identification – What is a problem? A problem is a gap between the current situation (what it is), and the ideal situation (what it ought to be). Ideal Situation >Goal/Plan >Standard i.e. - Manual - Job Description GAP = PROBLEM Current Situation

Problem Solving Process RULES FOR IDENTIFYING PROBLEMS
-1. Problem Statement RULES FOR IDENTIFYING PROBLEMS 1. Write problems as concretely as possible. -Express problems using the 5Ws and 1H. Who What When Where Why/Which How 2. Keep it simple and clear 3. Use proper expressions to state problems

-2. Categorize Problems Just simply group labels by similarity Never try to consolidate them The more groups, the better Be careful with convenient key words. Be specific communication, training, discipline, management, time, resource, etc Keep asking “what kind of / what do you mean by --?” Identification Problem Countermeasure Problems

Problem Solving Process Steps II: Problem Investigation
-3. Relationship Analysis Relationship can be; Flow or Sequence Cause and Effect Larger scale to Smaller scale Horizontal/Vertical COMPANY THEME Group, Member Names, Date Large Labels Small Labels Medium Labels

Low High Feasibility Impact -5. Priority Analysis

Problem Solving Process Steps III: Root Cause Analysis
-6. 5 Why Analysis Problems Root Cause Analysis Root Cause Statement Cross-departmental Issues Keep asking Whys Departmental Issues

Problem Solving Process 4 Rules of Brainstorming
Step IV: Countermeasures -7. Brainstorming To generate countermeasures Brainstorming 4 Rules of Brainstorming 1. The more, the better 2. Time Consciousness 3. No Criticism 4. Develop ideas from other people

Step V: Action Planning
Problem Solving Process Step V: Action Planning >Create steps (story) of improvement >Estimate necessary time for each step >Clarify responsible person for each step >Manage progress ( Plan vs Actual ) Schedule ( Plan vs Actual ) Steps

TPM – A Continuous Improvement Approach ,‘KAIZEN’, to eliminate losses
FORMATION TPM MODULE 1: DEFINITIONS TPM TPM Fundamentals TPM – A Continuous Improvement Approach ,‘KAIZEN’, to eliminate losses ACT PLAN ANALYZE THE ROOT CAUSE GENERATE COUNTERMEASURES 5 WHY ANALYSIS Fishbone Chart BRAINSTORMING ONE POINT LESSON STUDY PREPARE PLAN OBJECTIVES Group Problem Solving CONTINUOUS IMPROVEMENT CHECK DO Une autre façon de définir TPM: amélioration continue à travers le cycle de Deming. Le PDCA est une logique de l’action en vue du progrès: Planifier, définir, concevoir, Réaliser et aligner les ressources Contrôler et corriger si nécessaire, Intégrer dans les pratiques normales et capitaliser sur. MONITOR THE PROGRESS IDENTIFY BOTTLENECKS DATA GATHERING Detecting Problems 5W 1H Implementation Small Group Activity Focused Improvement Team DEMING’s ‘PDCA’ Wheel

Evolution of Impact Improve Your Company Improve Your Performance
Improve Your Equipment Improve Your People Improve Your Performance Improve Your Company

LEVEL OF PROMOTING COUNTERMEASURES
LOW HIGH LEVEL OF PROMOTING COUNTERMEASURES WHAT IS YOUR CORPORATE CULTURE? IMPULSIVE / EMOTIONAL -ATTACH HIGH PRIORITY TO SOLVING OF TODAY’S PROBLEM. -COUNTERMEASURES ARE NOT FOLLOWED THROUGH TO COMPLETION. -ACTIONS BASED ON IMPULSE. EXCELLENT -PROBLEMS ARE CLEARLY DEFINED AND COUNTERMEASURES ARE IMPLEMENTED AS SCHEDULED. -PROFITABLE AND SUFFICIENT GROWTH. -HUMAN RESOURCES ARE SMOOTHLY DEVELOPED YEAR BY YEAR. -COMPANY POLICIES ARE SPREAD THROUGHOUT THE ENTIRE COMPANY. FROM TOP LEVELS TO THE FIRST LINE. VAGUE / IN THE DARK -DOES NOT UNDERSTAND WHAT THE PROBLEM IS. -CAN NOT DISTINGUISH PROBLEMS FROM COMPLAINTS. -ONLY THINKS OF TODAY’S MATTERS. -EVADES IN-DEPTH DISCUSSION WITH EXECUTIVES. TALK BUT NO ACTION -PROBLEMS ARE CLEAR BUT REMAIN UNRESOLVED. -PROBLEMS ARE CLEAR,BUT CONCRETE COUNTERMEASURES ARE NOT MADE. -COUNTERMEASURES ARE MADE BUT ARE NOT IMPLEMENTED. -COUNTERMEASURES ARE TOO CONSERVATIVE AND NOT INNOVATIVE. LEVEL OF PROBLEM CONSCIOUSNESS  JMA Consultants America, Inc.

5 S Video

Step 1: Pillar Champions “Volunteers”
What are the next steps? Step 1: Pillar Champions “Volunteers” Understand Pillar Steps Create Pillar Plan Activity Board Training Step 2: BMW 2005 TPM Plan Create TPM Site Plan Create TPM Master Plan Allocate Resources Step 3: Do It Implement Pillar Plan Act on Results

BMW TPM Management Training TPM Overview

Similar presentations

Presentation on theme: "BMW TPM Management Training TPM Overview"— Presentation transcript:

Similar presentations

About project

Feedback

Log in

Auth with social network:

BMW TPM Management Training TPM Overview

Similar presentations

Presentation on theme: "BMW TPM Management Training TPM Overview"— Presentation transcript:

Similar presentations

About project

Feedback