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BMW TPM Management Training TPM Overview

BMW TPM Management Training TPM Overview

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BMW TPM Management Training TPM Overview

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  1. BMW TPM Management TrainingTPM Overview Pico Rivera–January 13, 2005 JMA Consultants

  2. 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)

  3. Philosophy and Organization

  4. 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 TPM Fundamentals TPM –Operating Philosophy Seiichi NAKAJIMA

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

  6. 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

  7. Cost Quality Productivity Delivery Safety Morale TPM Fundamentals TPM: Establishing a Corporate Culturethat will maximize production system effectiveness Customer Satisfaction Over Global Competition CHANGING CULTURE

  8. TPM Fundamentals The 8 Pillars of TPM FOCUSED IMPROVEMENT MEASUREMENT OF LOSSES, PROBLEM SOLVING, RELIABILITY IMPROVEMENT, SMED. PI AUTONOMOUS MAINTENANCE RESET BASE LEVEL, INSPECTION STANDARDS 5S, SETTING STANDARDS. PII Establishes Efficient Production System PLANNED MAINTENANCE DOWNTIME REDUCTION INITIALIZATION OF CONDITION BASED MAINTENANCE PIII TRAINING AND SKILLS DEVELOPMENT TECHNICAL SKILLS REQUIREMENTS KNOW- HOW PIV INITIAL PHASE MANAGEMENT CHECK OF SPECIFICATIONS TECHNICAL EVOLUTIONS PV QUALITY MAINTENANCE REDUCTION OF DEFECTS OPERATING STANDARDS PVI QUALITY IMPROVEMENT 5S IN OFFICES 5S IN WAREHOUSES IMPROVE EFFICIENCY OF ADMINISTRATIVE TASKS ADMINISTRATIVE WORK IMPROVEMENT PVII SAFETY & ENVIRONMENT MANAGEMENT FOR ZERO ACCIDENT AND ZERO POLLUTION PVIII

  9. 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.

  10. SatellitePlant Steering Committee (Monthly) Chairman : Regional Mgmt. or VP Participants : Plant Mgmt., Pillar Champions, TPM Coordinator JMAC: As needed ICPillar Meeting (Weekly) Chairman : Pillar Champion Participants : As needed &TPM Coordinator JMAC: As needed 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

  11. 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

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

  13. Analyze Current Situation Check Do Implementation Identify Problems Action Plan Generate Countermeasures 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

  14. Involvement of Each Department By Pillar (Example)

  15. 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

  16. Eight Pillars of TPM

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

  18. Pillar I : OEE/Focused Improvement Available Time = 100 % OEE 1. Equipment Stop Loss  Pallet Jams, Silo stops, Slide Gate, etc Operating Time 2. Set up/Adjustment Loss  Sensor Dirty / Off, Adjust Former height, etc Downtime 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

  19. 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%

  20. 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%

  21. 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 50 800 40 Time(min) 600 30 400 20 200 10 0 0 Waiting on Process X-Over Sewing Palletizer Break System Machine Categories

  22. Follow Up Weekly Measure Your Progress

  23. Follow Up Weekly  Measure Your Success

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

  25. 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

  26. Safety Hazard Contamination Hard-to-reach Main Failure Actual Tags Pillar II : Autonomous Maintenance Example of A.M. Activity Board Treasures Activity & Findings People • Display actual findings from Initial Cleaning such as trash, unnecessary items, dust and other contamination. Team Team Mission 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 Production Maintenance Tag List One-Point-Lessons Tag Movement

  27. Pillar II : Autonomous Maintenance

  28. 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

  29. Pillar II : Autonomous Maintenance The Five SThe 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.

  30. 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

  31. 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

  32. Pillar II : Autonomous Maintenance After Before

  33. Pillar II : Autonomous Maintenance Pillar II : F-Tagging During Initial Cleaning Afterwards – Every Day Process

  34. Pillar II : Autonomous Maintenance 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

  35. 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)

  36. Pillar III : Planned Maintenance 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

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

  38. 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

  39. PHASE 1 PHASE 2 PHASE 3 PHASE 4 6 -Evaluate & Establish PLANNED MAINTENANCE SYSTEM Improve MTBF INCREASE TIMELIFE SYSTEMATIC REPAIR FAILURE PREDICTION AUTONOMOUS 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 MAINTENANCE 1 –Equipement Audit (Current) 2 –Repair degradations and improve weakness 3 – Information system (Database) 4 –Preventive Maintenance System 5 -Predictive Maintenance System Pillar III : Planned Maintenance Implementing Planned Maintenance

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

  41. SUM OF TIME STOPS FOR FAILURE ( OPENING TIME — STOPS TIME) M T B F = M T T R = STOPS NUMBER FOR FAILURE STOPS NUMBER FOR FAILURE 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 E A N T I M E T O R E P A I R * LAST GOOD PART/FIRST GOOD PART

  42. TPM AUTONOMOUS MAINTENANCE PLANNED MAINTENANCE TRAINING AND SKILLS DEVELOPMENT QUALITY IMPROVEMENT ADMINISTRTIVE WORK IMPROVEMENT SAFETY AND ENVIRONNEMENT OEE INCREASE/ FOCUSED IMPROVEMENT PREVENTION OF MAINTENANCE (Initial Phase Control) POLICIES, OBJECTIVES, PERFORMANCE INDICATORS 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 Consolidation Expansion Implementation Introduction 3) Provide challenge targets for individuals by clarifying the hierarchy of skills

  43. 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

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

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

  46. 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

  47. Pillar VI : Quality 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”

  48. 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 Activities of Auto -Maintenance Results Control 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

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

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