BMW TPM Management Training TPM Overview

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BMW TPM Management TrainingTPM Overview

• Pico Rivera January 13, 2005

JMA Consultants
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Management Team Training

1. Presentation After all, what is TPM? (45min)
2. TPM Philosophy
3. TPM Organization and Pillar Structure
4. Actual examples of TPM at BMW
5. Pillar Structure
6. Introduction to Each Pillar (1hr)
7. Concepts and Pillar Steps
8. Each Pillar Concept
9. TPM Mission Statement
10. Workshop TPM Group Problem Solving
11. How can we use TPM to improve BMW and how can
    each of us participate TPM by trying problem
    solving methods of TPM?
12. Sharing and prioritizing current problems and
    opportunities
13. Each person needs to bring a list of 10 problems
    (or opportunities) he/she finds with BMW.
    (2 hours)
14. Root Cause Analysis Countermeasures (1 hour)
15. Action Planning
16. Identify what issues fall under theTPM Pillar and
    classify as such (1 hour)
17. Create TPM Plan for 2005
18. 5S Video and Planning (1hr)

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Philosophy and Organization
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TPM Operating Philosophy
TPM Fundamentals
Seiichi NAKAJIMA
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TPM Teamwork In Gemba
TPM Fundamentals
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TPM Award Its Levels
TPM Fundamentals
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
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TPM Establishing a Corporate Culturethat will
maximize production system effectiveness
TPM Fundamentals
Customer Satisfaction Over Global Competition
CHANGING CULTURE
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The 8 Pillars of TPM
TPM Fundamentals
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
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TPM People Process
TPM Fundamentals

• 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.

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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
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TPM Steering Committee
TPM Fundamentals

• 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

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Program Development Master Plan (Example of The
First 3 Years)
TPM Fundamentals
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Roles of Pillar Champion
TPM Fundamentals

• 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
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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
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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
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Eight Pillars of TPM
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Pillar I OEE (Overall Equipment Efficiency)
Focused Improvement
Pillar I OEE/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
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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
Wasteds
Quality
7. Defect/Rework Loss ? Bad formula, Wrong
ingredients, On hold, etc
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Definition of OEE
Pillar I OEE/Focused Improvement

• 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

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OEE As Performance Evaluation
Pillar I OEE/Focused Improvement
100 miles/hr X 10 hrs 1,000 miles (Should-be
Output)
300 miles
1,000 miles
0 mile
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
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Pareto Analysis
Pillar I OEE/Focused Improvement
Top 20 Causing 80 of Downtime
Period 6 Downtime Line 2
Total Minutes 4945
1400
70
1200
60
1000
50
800
Time(min)
40
600
30
400
20
200
10
0
0
Waiting on
Process
X-Over
Sewing
Palletizer
Break
System
Machine
Categories
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Follow Up Weekly ? Measure Your Progress
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Follow Up Weekly ? Measure Your Success
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Autonomous Maintenance Definition
Pillar II Autonomous Maintenance

• 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

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3 Key Tools for Autonomous Maintenance
Pillar II 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

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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
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Pillar II Autonomous Maintenance
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One Point Lessons
Pillar II Autonomous Maintenance

• 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

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The Five SThe Five Steps of Housekeeping
Pillar II Autonomous Maintenance

1. Sort Separate out all that is unnecessary and
   eliminate it.
2. Store Put essential things in order so they can
   be easily accessed. Everything has a place and
   is in its place. And visual management.
3. Shine Clean everything tools and workplaces
   removing stains, spots, debris and eradicating
   sources of dirt. Bring everything to NEW and
   better than new.
4. Standardize Standardize the previous three steps
   to make the process one that never ends and can
   be improved upon.
5. Sustain Make cleaning and checking routine.

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The 7 steps of Autonomous Maintenance
Pillar II 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

-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) -Devel
op 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
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What to detect during Initial Cleaning?Categorie
s of Abnormality
Pillar II Autonomous Maintenance

• 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

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Pillar II Autonomous Maintenance
After
Before
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Pillar II F-Tagging
Pillar II Autonomous Maintenance
During Initial Cleaning
Afterwards Every Day Process
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Monitoring Tags
Pillar II Autonomous Maintenance

• 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
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Major Impact from Initial Cleaning Activity
Pillar II Autonomous Maintenance

• 10 increase in Machine Time by cleaning and
  adjustment of cylinders and air tubes of Bag
  Former
• (13 cycle/min to 15 cycle/min)

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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
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Pillar II Autonomous Maintenance
WHO DOES WHAT ?
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Planned Maintenance 6 Steps
Pillar III Planned Maintenance

• 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

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Pillar III Planned Maintenance
Implementing Planned Maintenance
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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

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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
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Pillar IV Training and Skills Development
Pillar IV Training Skills
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
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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

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Training and Skills Development Program and
Matrix
Pillar IV Training Skills
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Training and Skills Development Program and
Matrix
Pillar IV Training Skills
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Pillar V Initial Phase Management(Prevention
of Maintenance)
Pillar V Initial Product Equipment
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

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Pillar VI Quality Maintenance
Pillar VI Quality
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
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Quality approach
Pillar VI Quality
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
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Visual
Physical
Organoleptic
Wholesome-ness
HACCP
Packaging
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Pillar VII Administrative Work Improvement
Pillar VII Administative
Objectives 1) Minimize losses 2) Improve
quality of work 3) Clear work allocation
Steps
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Example of Administrative Work Analysis Work
Inventory
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Pillar VIII Safety and Environment
Pillar VIII Safety Morale
Target Maintenance of peace of mind
Safety Management
Environment Management
Zero Accident Zero Injury
Zero Pollution Zero Waste
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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

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Problem Solving Workshop
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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
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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
gtGoal/Plan gtStandard i.e. - Manual
- Job Description

GAP PROBLEM
Current Situation
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Problem Solving Process
-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
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Problem Solving Process
-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 --?
Problem Identification
Countermeasure
Problems
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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

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Problem Solving Process
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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
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Problem Solving Process
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

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Problem Solving Process
Step V Action Planning
gtCreate steps (story) of improvement gtEstimate
necessary time for each step gtClarify responsible
person for each step gtManage progress ( Plan vs
Actual )
Schedule ( Plan vs Actual )
Steps
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TPM A Continuous Improvement Approach,KAIZEN,
to eliminate losses
TPM Fundamentals
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

• MONITOR THE PROGRESS
• IDENTIFY BOTTLENECKS
• DATA GATHERING
• Detecting Problems
• 5W 1H

Implementation Small Group Activity Focused
Improvement Team
DEMINGs PDCA Wheel
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Evolution of Impact
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(No Transcript)
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5 S Video
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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