TPM for the Lean Factory: Innovative Methods and Worksheets for Equipment Management

450 Pages·1998·27.04 MB·English

by  Keisuke Arai

TPM for the Lean Factory
INNOVATIVE METHODS AND WORKSHEETS FOR
EQUIPMENT MANAGEMENT
TPM for the Lean Factory
INNOVATIVE METHODS AND WORKSHEETS FOR
EQUIPMENT MANAGEMENT
Ken’ichi Sekine
Keisuke Arai
Originally published as Kakushin TPM Manuaru. © 1992 and 1998 by Ken’ichi Sekine and Keisuke Arai.
Published by Techno Publishing, Tokyo, Japan.
English edition © 1998 by Productivity, Inc.
Translated by Karen Sandness.
All rights reserved. No part of this book may be reproduced or utilized in any form or by any means,
electronic or mechanical, including photocopying, recording, or by any information storage and retrieval
system, without permission in writing from the publisher.
Additional copies of this book are available from the publisher. Discounts are available for multiple copies
through the Productivity Press Sales Department (800-394-6868). Address all other inquiries to:
Productivity Press
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Cover design by Mark Weinstein Page, figure, and table composition by William H. Brunson, Typography
Services Additional figures by Lee Smith, Smith & Fredrick Graphics Illustrations by Gordon Ekdahl,
Fineline Graphics Printed and bound by BookCrafters in the United States of America Library of Congress
Cataloging-in-Publication Data
Sekine, Ken’ichi, 1926-
[Kakushin TPM manyuaru. English]
TPM for the lean factory : innovative methods and worksheets for equipment management / Ken’ichi
Sekine, Keisuke Arai.
p. cm.
Translation of: Kakushin TPM manyuaru.
Includes bibliographical references and index.
ISBN 1-56327-191-5 (hc.) 1. Total productive maintenance. I. Arai, Keisuke. II. Title.
TS192.S4513 1998
658.2’02—dc21
98-36058
CIP
03 02 01 00 99 98 10 9 8 7 6 5 4 3 2
Contents
Publisher’s Message
Preface
Chapter 1 The Seven Types of Waste in TPM
Why TPM Now?
The Seven Types of Waste
Defining and Eliminating Waste
Waste Due to Stoppages
Minor Stoppages
Medium and Major Stoppages
Waste Due to Long Setup Times
Waste Due to Rework, Defects, Faulty Products, and Low Yields
Waste Due to Planned Downtime
Waste Due to Incomplete 2S Application
Waste Due to Overproduction by Large Equipment
Waste Due to Equipment Problems at Production Startup
Test Yourself
Our Answers
Chapter 2 The 5Ss Begin with the 2Ss
Proclaiming the New 5Ss
5S Means More Than Posters on the Wall
Discipline Is the Heart of 5S
Implementing the 2Ss for the Pre-Setup Stage
Steps for Eliminating Waste in Pre-Setup
Step 1. Getting a Grasp of the Current Situation
Step 2. Making On-Site Observations
Step 3. Eliminating Waste in Searching
Step 4. Designing the Layout of the Pre-Setup Line
Step 5. Putting the Principles to Work on the Spot
Step 6. Documenting the Results
Maintaining Improved Conditions
Benefits of Proper 2S Implementation
Chapter 3 A New 5S Example: Mynac Company Case Study
The 5Ss Have Become the Jive Ss
Successful 5S Application Requires Serious and Methodical Top
Managers
The 5Ss at Mynac
A New Way of Thinking about the 5Ss
Mynac’s 5S Know-How: The Ten Principles
Steps for Interesting and Enjoyable 5S Activities
Step 1: Announcing the Program from the Top
Step 2: Determining the Inspection Sequence
Step 3: Sweating Out the Grime
Step 4: Determining the Extent of the Problems
Step 5: Labeling the Worst Problem
Step 6: Working to Remove the Label
Step 7: Confirming That All the “Grime” Has Been Removed
Step 8: Setting Up Standard Storage Locations with Standard
Labels
Step 9: Creating 2S Production Lines
Methods for Maintaining the 5Ss as a System
Chapter 4 The Fundamentals of Instant Maintenance
Step 1. Study Current Conditions
Step 2: Summarize the Problems with Each Line and Machine
Step 3: Analyze Minor Stoppage Mechanisms and Their Causes
Confirm the Situation
Analyze the Mechanism and Make a Hypothesis about the
Cause
Step 4: Form a Clear Picture of the Phenomenon, Mechanisms, and
Causes
Apply Why-Why Analysis
Step 5: Set Up an Instant Maintenance System
Educate People about Instant Maintenance Items
Designate Major Maintenance Items
Step 6: Provide Support for Autonomous Maintenance Activities
Step 7: Create Instant Maintenance Manuals and Demonstrate
Techniques
Chapter 5 A Case Study in Instant Maintenance
Step 1: Study Current Conditions
Step 2: Summarize the Problems with Each Line and Machine
Step 3: Analyze Stoppage Mechanisms and Hypothesize Causes
Step 4: Form a Clear Picture of the Phenomenon, Mechanisms, and
Causes
Apply Why-Why Analysis
Step 5: Set Up an Instant Maintenance System
Determine Instant Maintenance Parts
Develop a Two-Bin System for Parts
Create Instant Maintenance Sheets
Practice the Maintenance Routines
Step 6: Demonstrate the Maintenance Techniques to Employees
Chapter 6 Improving Setup Operations
A Weil-Done Setup Can Demonstrate the Effectiveness of TPM
Seven Causes of Aimless and Disorganized Setup
Pre-Setup without Standards
Jig and Mold Replacement without Standards
Test Yourself
Our Answers
Work Machining Diagrams without Standards
Blade Replacement without Standards
Improving Chucks
Programming without Standards
Machines without Positioning Standards (Machines with Variable
Processing Standards)
Test Yourself
Our Answer
Cleanup without Standards
Problems
Steps for Improving Setup
Step 1: Study Current Setup Losses
Step 2: Form Setup Improvement Promotion Team
Step 3: Perform On-Site Observation and Operation Analysis
Step 4: Apply Waste Elimination Concepts
Step 5: Deploy Improvement Plans
Step 6: Implement Improvements
Step 7: Evaluate and Spread Horizontally
Chapter 7 Eliminating the Waste of Planned Downtime
Excessive Planned Downtime
Razing the Old Line to Build Something New
Test Yourself
Our Answer
Steps for Process Design
Step 1. Study Current Conditions
PQ Analysis
Process Path Analysis
Step 2. Eliminate Visible Waste
Step 3. Pursue the Goals of Process Design
Step 4. Discover the Trouble Spots
Step 5. Design a Layout for the New Line
Step 6. Create the Line and Try Running It
Chapter 8 Eliminating Abnormalities within the Process
Example: Decreasing Soldering Defects in Printed Circuit Boards
Step 1. Study Current Conditions
Step 2. Create Families of Circuit Boards
Step 3. Investigate the Primary Factors for Solder Dip Defects
Step 4. Look for Optimal Conditions While Carrying Out Daily
Production
Testing for Optimal Conditions for Circuit Board Soldering
Step 1. Perform Experiments for Finding Optimal Conditions
Step 2. Summarize the Data
Step 3. Put the Findings into Graphic Form
Step 4. Identify the Effective Factors and Levels
Step 5. Estimate the Defect Rate under Optimal Conditions
Step 6. Test with a Confirmation Experiment
Chapter 9 Promoting Daily Equipment Inspections
Introducing Daily Inspections and Implementing a Program
Step 1. Summarize the Problems at Each Station
Step 2. Analyze the Breakdown Mechanisms
Step 3. Implement Measures to Eliminate the Causes
Step 4. Attach Daily Inspection Labels to Equipment
Step 5. Divide Parts and Components into Three Groups
Step 6. Manage the Spare Parts Inventory
Step 7. Improve Parts Replacement Procedures
Step 8. Investigate Broken Parts
Step 9. Thoroughly Train Employees in Daily Maintenance
Eliminating Minor Stoppages
Classifying Minor Stoppages
Why Do Minor Stoppages Occur?
Why Minor Stoppages Lead to Significant Waste
How Minor Stoppages Differ from Breakdowns
Steps for Eliminating Minor Stoppages
Step 1: Study Current Conditions
Step 2: Rethink the Process from the Ground Up
Step 3: Pursue the Goal
Step 4: Root out the Causes
Step 5: Plan Countermeasures
Step 6: Create an Improvement Plan
Step 7: Implement the Plan Immediately
Using Sensory Inspection to Detect Machine and Equipment
Abnormalities
The Operator’s Role
Detecting Abnormalities and Their Symptoms
Detection by Sight
Detection by Sound
Detection by Touch
Detection by Smell
Inspection Pointers
Examples of Small-Scale Improvements