in a World Class Factory...

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Dominick Day
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1 in a World Class Factory... Maintenance Standards Visual Management of KPI s and Improvement activities Autonomous Maintenance Standards -1-

2 in a World Class Factory... World Class Machine Management -2-

3 in a World Class Factory... we must be proud to show our factory to customers 1.0 Efeso Introduction Efeso

4 achieving a visible WORLD CLASS STATE -4-

5 Energy Pl an. Maint. NVA A B/ D Minor Stops Scra p Other s Sintesi dei contenuti del WCOM Factory Model The Factory Model links KPI s & OPI s to economical values, targets and guidelines are described in the Project Summary Factory Model Loss intelligence Efeso 1999 P.C riferimento file One loss one route: i.e. The Route for defects reduction Loss eradication Improve the quality system to hold the gains Analyse every defect Implement improvement actions Find out root causes for recurring defects Restore basic conditions on critical areas and set standards Identify the origins of defects 1. Organise the defect analysis 2. Define the defect analysis procedure 3. Train all people on machine defect analysis procedure and forms 4. Implement the system & continuously follow up analyses and results 1. Understand the root causes for recurring defect modes: 5 why analysis 2. Attribute root causes to Machine, Method, Man and Material (4M) 3. Produce final QA Matrix from 5 Why 1. Analyse the historical data 2. Rank defect data and produce Pareto graph 3. List and describe defect modes 4. Produce the QA Matrix and set the targets 5. Set-up data collection system 1. Define quality factors that guarantee the desired quality 2. Create Check lists and standards to maintain the defined conditions 3. Improve the reactivity to defects 4. Improve the control systems 5. Set the Machine Board 1. Define action plan from Step 3 2. Standardise countermeasures by mean of OPLsand improved standards 3. Introduce a training system 4. Record and plot results 1. Identify critical areas 2. Perform Initial Cleaning and Tagging 3. Manage the Tags 4. Define and Implement Cleaning, Inspection and Lubrication standards 5. Restore all the Operating Standards T&E Overview. The Activities for World Class Training Loss prevention Improve training efficiency Systematic skill management Build training infrastructures Carry out skill assessment and define the vision Define the skill management system Training projects Define training priorities linked to company targets 1. Define training efficiency performance indicators 2. Assess KPI's & identify improvement areas 3. Training Value adding analysis & Continuous Improvement 1. Build up suitable rooms for short On-thejob Training Sessions 2. Define the standards for Visual Management of Training (e.g. OPL's) 3. Build up a technical training room to support AM and PM 4. Build up points for Interactive Training 5. Build up a Training Database 1. Define the structure of the Skill System (how many levels, scoring system) 2. Define the training items for each of the levels defined 3. Define the Assessment System (who, how, how often) 4. Test the system in a pilot area and refine 5. Formalise the Expansion Plan of the system 6. Build up a Data Support System 1. Link Training to Losses and Factory KPI's 2. Introduce the concept of the Skill Measurement System 3. Understand where the existing training system can be improved 4. Define T&E Pillar mission, Master Plan and link the pillar strategy to KPI's and other W CO M pillars targets. Efeso Define Training Packages for all kinds of skill gaps 2. Training Execution & Follow up (follow the training plan defined at step 4) 3. Manage the training process of PCE's, PKE's and PBE's 4. Periodically reassess the skills to check that the training gaps have been closed 5. Define the training System for new operators/employees and/or new processes 6. Periodically check that the training activities are in line with other pillars and company priorities 1. Define the ideal profile for Operators, Employees, Supervisors, Staff and Management 2. Link to the other Pillars to create Improvement Methodology Experts 3. Plan the introduction of PCE's, PKE's, PBE's & define their skill profile 4. Develop assessment checklists for each skill profile 5. Assess current skill level 6. Define skill targets for each area & measure the gap 7. Define the Training Needs and the Training plan to close the gaps 1. Carry out Training Pilot Projects on the priorities identified 2. Evaluate the results and formalise the Methodology Steps 3. Select the Training Experts & Train them 4. Assess the effectiveness of the Training Experts riferimento file The link from company targets to teams targets 11% Total losses 14% 86% Potential losses 52% 48% 44% 56% Machine A Cost 14,72 $/ton Machine A 14% Problem Potential % AM Train. NVAA Setup CBM Cause/ effect Scrap Machine A Total losses 7,71 $/ton 3,4 3,1 5,8 9,1 23,2 23,1 32,3 Individual Improvement Cost Oriented Teams B/D Planned Gain -Low -Medium -High Objective Planned Gain Plan. Maint. NVAA B/D Energy Others Planned Gain 0,93 $/ton riferimento file Effective teams management riferimento file Standards are defined and visible at the workplace, and they are spread all over the company Names Skills Materials identification Material Op. princ. Operational skills Quality Set- up/ Adjust. AM Skills Safety Step 1-2 St ep 3 Com. Indif. Stock Management Material loadingunloading Machine start- up Machine reset Material quality control at entry PF Quality Control Cycle parameter control Adjustment/ Component Adjustment posit. N.5 Cylinder replacement T ransmi ssion or gan replacement Cleaning experience Small anomaly identification Tagging Cleaning Check list Types of lubricants Lubrication points Filling operations Lubrication standard Danger sources Emergency measures Types of safety bolts and functioning Equipment for individual safety Other 10 machines 86% Assembly Cost 102 $/ton 89% Assembly 11% Others Total Plant Cost 929 $/ton Actions in 1997: Scrap Reduction from 1,6% to 0,9% Breakdown Reduction from 8% to 6% Output machine A +3,5% Absenteeism Reduction from 3,2% to 2,7% -5-

6 How far are your operations from world class level? In which step of industrial progress are you now? 1. REGAIN CONTROL Reduce production costs 2. BECOME COMPETITIVE Reduce the product and service cost 3. BECOME «WORLD CLASS» Create value -6-

TPM OVERVIEW. Manufacturing & Administrative Excellence. www.tpmquality.com 1

TPM OVERVIEW. Manufacturing & Administrative Excellence. www.tpmquality.com 1 TPM OVERVIEW Manufacturing & Administrative Excellence. www.tpmquality.com 1 Background of TPM Main manufacturing excellence approach of Toyota and other excellent Japanese companies since the 70 s. TPM