Table of Contents

Chapter I Outline of TPM

1. Outline ofTPM
2. History ofTPM
3. Features ofTPM
4. 5 Principles in TPM Development
5. Outline of the 12 Steps ofTPM Development Program

Chapter II Loss Structure and Concept of Equipment Efficiency

1. 8 Major Equipment Losses
2. How to Calculate the Overall Equipment Efficiency
3. Case Study for Improvement of Overall Equipment Efficiency
4. 5 Major Manpower Losses
5. 3 Major Material, Die, Jig, Tool and Energy Losses
6. Chronic Loss
7. Basic Concept of Equipment Efficiency
8. Concept of "Zero Failure" and its application

Chapter III Concept of and How to Advance "Kobetsu-Kaizen"

1. How to Advance "Kobetsu-Kaizen"
2. Analytical and KAIZEN Techniques for "Kobetsu-Kaizen"
Implementation and PM Analysis

Chapter IV How to Advance "Jishu-Hozen"

1. "Jishu-Hozen"·
2. Concept of"Jishu-Hozen" Development
3. Role of Operation and Maintenance in "Jishu-Hozen" Activities
4. How to Advance "Jishu-Hozen"
5. 14 Key Points for Success in "Jishu-Hozen" Development

ChapterV Planned Maintenance System

1. Classification of Maintenance Activities
2. Roles of Operation and Maintenance Divisions
3. Responsibility of Maintenance Roles
4. Themes on Management Structure
5. Approach toward Maintenance Planning
6. Establishing the Planned Maintenance Structure
7. "Zero Failure" Activities
8. Standardization of Maintenance Activity
9. Maintenance Plan
10. Organization and Management of Maintenance Budget
© Japan Institute of Plant Maintenance ALL RIGHT RESERVED .
11. Maintenance and Utilizing the Maintenance Record
Fifth Edition : October, 2017. 12. Replacement Parts Management
A roved : A.I.
13. Predictive Maintenance
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Chapter VI Operation and Maintenance Skill Upgrade Training
1. What Do Skills Mean?
2. Ability Most Wanted from Operators
3. Ability Wanted from Maintenance Men
4. Kick Off 6 Steps in Education and Training Activities
5. Operation and Maintenance Skill Upgrade Training
6. Education and Training in Developing Ability to Accomplish Job

Chapter VII Approach to and Implementation of Initial Control

1. Initial Control Activities
2. Approach to LCC
3. Kick Off Initial Control Activities in 4 Steps
4. Product Initial Control Activities
5. Equipment Initial Control Activities
CHAPTERI Outline of TPM
Chapter VIII Hinshitsu-Hozen Concept and Implementation
1. Necessity for Hinshitsu-Hozen
2. What is Hinshitsu-Hozen?
3. Basic Hinshitsu-Hozen Concept
4. Preconditions for Promoting Hinshitsu-Hozen
5. How to Kick OffHinshitsu-Hozen (10 Steps)

Chapter IX Implementation of Office TPM Activities

1. Necessity for Office TPM Contents - - - - - - - - - - 7
2. Roles in Office TPM
3. Approaches to TPM Activities in Office TPM
4. How to Advance "Kobetsu-Kaizen" Activities
1 Outline of TPM

ChapterX Building a System for Managing Safety, 2 History of TPM

Health and the Environment
1. The Importance of Building a System for Managing Safety, Health and the 3 Features of TPM
Environment
2. The Safety Programme - No Company Can Survive and Prosper without 4 s Principles in TPM Development
Health and Safety in the Workplace
3. Developing Worker-Friendly Workplaces 5 outline of the 12 Steps of TPM Development Program
4. Initiatives Demanded by Today's Recycle-Oriented Society
5. Some Management Indicators
6. Reference

Appendix Total Productive Maintenance for Process Industries

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1 Outline of TPM

TPM means productive maintenance (activities in which all workers of a corporation

are required to participate) and stands for total productive maintenance.
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P stands for "Productive" I-

M stands for "Maintenance"

Recently, "P" denotes "Perfect or Production", while "M" includes "Management"

besides maintenance.
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Relationship between "input" and "output" in production activities Relationship between "Input" and "Output" in Production
Total efficiency in the equipment means the improvement of productivity. In other Activities
words, it aims to yield greater output (product) with less input (cost) for achieving the

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optimum cosUeffect ratio. Money Technique

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Customer orders/sales plan

Production planning Manufacturing Produce good'products

quicker and cheapter.
Production
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Fig. 1-2 Relationship of all Elements in Production Activities

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Reliance on equipment increases due to advancement and introduction of Safety &
various equipment and their automatization. Safety Pollution
• Fund (A) < Fund (B) Prevention
[Build in quality with each process] • [Build in quality with the equipment]

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Productivity = 0.P = J!. [Key element to production is equipment] Human
I.P A Mora le

In order to reduce the fund(A), it is necessary to make use of various management

Output
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Relations

Output _ Productivity
techniques, such as improvement of the equipment efficiency (Improvement of Input

overall equipment efficiency), efficient utilization of manpower, materials and energy. Manpower Plant Eng. Inventory
(Losses in dies, tools and jigs cost should be kept to zero), and to eliminate the 16 Management & Control Ultimate Goal
major losses in production as much as possible.
Maintenance of Operation
Method
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1- 3
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(2) Losses in equipment loading time
1.3 Structure of losses encountered in production activities
• Shutdown loss
In order to achieve high production efficiency, TPM is aiming at eliminating the "16
Other scheduled downtime losses due to no loading, no material and labor
major losses" which obstruct production efficiency.
shortage
What are the 16 major losses?
1.3.2 5 major losses obstructing manpower efficiency
1.3.1 8 major losses obstructing equipment efficiency

( 1) 7 major losses obstructing overall equipment efficiency 1) Production manhour loss

• Management loss
Such loss as awaiting instruction or awaiting. material
1) Equipment downtime loss • Operating motions loss
• Equipment failure loss Production manhour loss such as equipment awaiting breakdown
• Set-up & adjustment loss and equipment performance loss
• Cutting blade and jig change loss
• Start-up loss Method/Procedure loss, skill & morale loss

Other downtime: 2) Line organization manhour loss

Management losses and such waiting losses as: awaiting instruction loss, • Line organization loss
awaiting material loss, awaiting personnel distribution loss and quality
confirmation waiting loss (Adjustment of measurement) • Loss due to failure to automate
Automatization failure loss
2) Equipment performance loss
• Minor stoppage and idling losses • Logistics loss
• Speed loss Transportation loss

3) Defect loss 3) Defect quality loss

• Defects and rework loss • Measurement and adjustment loss

1.3.3 3 major losses obstructing efficiency of ma!erial and e~ergy1 utilization

• Material yield loss: Defects quality loss, cutting loss, start-up loss,
losses in weight, losses in overages
• Energy loss: Start-up loss, overload loss, temperature loss
• Die & tool loss

1-5 1-6
Jil1n Jil1n
1.4 Response to production automatization

With the progress of FA (factory automation), the scope of work and technological
level required for the production operator or maintenance man have changed .
Accordingly, the work description of the production operator and maintenance man
should be reviewed, and raising the technical skill level of those people becomes
necessary to meet the rapidly progressing FA.

Strengthen the corporate and Reduced manpower

product competitiveness. Energy saving Productivity improvement
Supply the qalified products
= Stabilised improvement of ====- Reliability improvement
quicker and cheaper k = product accuracy Shortening of lead time
Reduction in lead time
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Modernisation of production
sysdtem and equipment I= u
Automatization of each equipment
Inroduction of FA systems into the plants where mass
Age of intelligent
-Ii" D production of a fewer types of produc ts is made.
Introduction ofFMS into the plants where small-lot equipment which acts for
] Making the production humna beings
6 0, 5 production ofvarioius kinds of products is made.
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equipment and system larger, Integrated control over order receiving, designing and
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Pro gress of electronic control
<= Development of new products
Progress of new processing technologies engineering
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maintenance of various
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:correction (mostly replacement), and/or other necdessary actions
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2 History of TPM
TPM is a unique Japanese system which has been developed from the PM concept
(preventive maintenance or productive maintenance) introduced from the U.S. A.

2.1 Progress of PM

2.1.1 TPM has been developed based on the PM (preventive maintenance or

productive maintenance) concept and methodology introduced from the U. S.
A.
PM origin ated and was developed in the U. S. A and has been introduced into Japan
as explained below.

(1) Preventive Maintenance (PM: 1951 ~) can be said to be a kind of physica l

check-up of equipment and also a kind of preventive medicine for the
eq uipment. Just as the human life expectancy has been expanded by the
i::l progress in preventive medicine to prevent human suffering from disease, the
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trj (2 ) Corrective Maintenance (CM: 1957 ~) is a system in which the concept to
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improvement of equipment so that equipment failure can be eliminated
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equipment and line to be maintenance-free. As the ultimate goal of the
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3 Features of TPM
(3) (2) (1)
3.1 Features of TPM
"Joshu-Hozen" Total Economic
(1) Economic efficiency ("Profitable PM") by operators System efficienty
(2) Total system (MP-PM-CM)
(3) "Jishu-Hozen" by operators (Small group activities)

Since the first feature of economic efficiency is common to TPM, Productive

Maintenance and Preventive Maintenance, and the second feature (total system) is (Small group (MP-PM-CM) ("Profitable
common to TPM and Productive Maintenance, it can be said that the feature of acitvities) PM")
"Jishu-Hozen" by operators is unique to TPM.

Even though the features can be classified in this way, the features of (1) and (2)
have not yet been pursued to their limit in the production activities of each
corporation.

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Fig. 1-8 Relationship between TPM, Productive Maintenance and

Preventive Maintenance

1-13 1-14
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3.2 Defin ition of TPM

TPM is defined as follows:

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Relationship Between Life Cycle of Production System and TPM Activities conducted by the production division alone are inadequate. To pursue the
maximum possible efficiency of the overall production system, TPM must be
developed with all the company departments participating.
Life cycle of production system TPM activity
3.2.4 All employees being involved from the top management to front-line
Plan and design operators.
• Easy-to-produce product design
} • Program to prevent losses The target is to change the people's mind or behavior to pursue "what the equipment
Construction or building up
and the line must be" and to change the corporate culture. For achieving this end, it
Operation and maintenance is indispensable that all employees at each level, especially the top management
• Setting conditions to prevent losses

Scrap } • Controlling ·conditions to eliminate losses

• Improvement of production system
level, must participate in the activities. Unless top management itself is eager to
introduce TPM, the corporate culture change will not be possible. Another important
point is the concept of "all the workers' participation" which means that the
corporation is operated with all workers participating . TPM is an all-worker-
Makin~ t~e loss level zero by "preventing losses" is the philosophy of TPM and participation type management, and priority is given to respecting the human being .
establJshing a system to prevent losses at "genba-genbutsu" is one of the TPM
features.
Table 1-1 Comparison of Dictator Type Management and
All-worker-participation Type Management
3.2.3 In all aspects of development, production, sales and management
Category Characteristics Effect

• High productivity can be

achieved within a short period .
Dictator type Management based on order and control • Lack of reliability
(Autocratic management) • Productivity would decrease
over a long period of operation.

Management based on self-decision and self- • Solid reliability

control • Higher productivity assured
A dminis- All-worker- 1. Operation based on the cooperative over a long period
, , - - ~ ~ - - - ' 1 ~ - - . . 1 ~cc;='-'/ tration
participation type relationship and support principal
(small group 2. Decision making by consensus, problem
activity) solution by the group
3. Setting a higher target of performance to
be achieved

Fig. 1-11 From Production Department TPM to Companywide TPM

1-17
1-18
JiRn
3.2.5 Achieving zero loss level through the activities of overlapping small groups in
an hierarchical system. 3.2.6 "T" of TPM stands for TOTAL:

Total denotes the "total improvement of efficiency" set forth in

( 1)
President the first clause of the definition .
Companywide TPM Total denotes the "total life cycle of production system" set forth in the second
(2)
promotion committee clause of the definition.
Total denotes the "total departments" set forth in the third cl~u~~ and the ''.total
(3)
Plant Manager workers participation" set forth in the fourth clause of the defm1t1on, respectively .

Plant TPM promotion

committee 3.3 What TPM aims at:
Section Chief What TPM is aiming at is "to restructure the corporate culture through improvement
of human resources and plant equipment".
Section TPM
promotion committee
What the improvement of human resources means is educating and foste~ing
3.3.1 the employees who can respond to the new demands of Factory Automation .
Foreman TPM
promotion committee The employees are required to acquire the following abilities.
Supervisor (Leader' s Meeting)
'----"~-___::,....c..__ _::,,.
- Ability to restructure "Jishu-Hozen"
Small group formed ( 1) Operators
at the production site
(PM circle) (2) Maintenance staff - Ability to restructure high-quality
maintenance
Production engineers - Ability to execute the maintenance-free
Fig. 1-12 Overlapping Small Groups in an Hierachial System (3)
equipment plan
TPM should be performed as a job and if small group activities can be conducted at
each level in the company and they can perform their own functions properly at each
TPM is aiming at improving plant equipment through improvement of ~uman
level, "zero-loss" will be successfully achieved. The leader of each small group at 3. 3.2
resources. To restructure the plant equipment performance, the following
each level must be the person in a managerial position of the company.
must be done:
By developing those kinds of activities, the company policy or target would be
Increase total efficiency reforming the existing plant equipment performance.
transmitted to the lower level of small groups, namely the front-line of the company, (1)
by the top-down channel and can be fully understood by them . On the other hand,
Life Cycle Costing-considered design of new equipment and minimizing their
the opinions, suggestions and proposals made by the front-line groups will be (2)
transferred to the top management, resulting in good communication between the top run-up time .
management and the front-line operators.

1-20
1-19
Jiffn Jiffn
3.3.3 As mentioned above, TPM aims at restructuring the corporate culture
through improvement of both human resources and plant equipment. Its
basic concept is as mentioned below.

Basic Concept of TPM

1. Building up a profitable corporate culture.

-- Pursuing economic efficiency and zero-accident, zero-defect,
zero-failure
gi
2. Prevention philosophy -- MP, PM, CM I:!
::I
3. All workers' participation (Participation in management, priority given 0

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1-21 1-22
Jiffn Jiffn
4 5 Principles in TPM Development 4.2 Role should be shared by all the production departments which are
related to the equipment

First of all, in implementing KAIZEN activities to attain equipment operation

(1) Establish the system to achieve production efficiency.
efficiency, such improvement activity staff as managers and supervisors should lead
1) "Kobetsu-Kaizen"
the activities. This activity is called "Kobetsu-Kaizen" or "Hinshitsu-Hozen".
2) "Jishu-Hozen"
3) Planned maintenance The maintenance department shou ld establish a system to perform scheduled
4) Education and training for operation and maintenance so that the production will not be hindered by equipment fai lure. This is
maintenance skill upgrade called "Planned Maintenance". With period ica l inspections and the equipment
diagnostic function, the timing for maintenance can be predicted.
(2) Establish initial production and flow cont~ol system for new
products and equ ipment. In addition, planning departments such as production engineering should make
efforts to promote the "Maintenance Prevention system" completion, which allows
(3) Establish the "Hinshitsu-Hozen" system .
stable production operation from the early stages after the equipment has been
installed, as well as to design the maintenance-free equipment.
(4) Establish the system to realize operation efficiency in
the administration departments.
The sections which plan and promote the company wide TPM shou ld be required to
(5) Establish safety, hygiene and working environment protection launch the "education and training" programs in a timely manner when necessary.
systems.

4.1 Role of each principle in TPM

Even though TPM activities are mostly performed by those who engage in the
equipment, you are wrong if you think that the activities should be implemented by
those who are in the operation department. TPM activities should be implemented by
small groups formed by the people who belong to every related department,
including equipment planning and maintenance.

• It is also important that the cooperative companies which are helpful in achieving
the parent company's production efficiency should be involved in TPM activities.

1-23 1-24
.._
~

§ii
Realization of Improvement Production
Performance Ultimate man/machi_oe ro_nclttion

Establishment of a system to achieve high production efficiency

Establishment of initial flew Establishment of "Hinshitsu-
control management system As TPM in office, establish Establish system to
Hozen" system efficiencyadlievernent
~=u~,~~:~ Establistvnent of "Jishu-- Establislnlent of planned for products and equipment safety/hygiene and working
Hazen" system maintenance system ~lraining program for system environment
- Eliminate 16 ma· r losses ratora and maintenance
men

• Realize the zero loss situation

in such as an equipment
fa~ure and product defect.
• Foster the q:>erators that
have proficient sk~I in
equipment mechanism
• Realize efficiency in the
maintenance department rise1he technical s~I
level of operato,s and 1 • product
Shortentrialperiodlorre,, • Realize "zero-defects" • Realize "zero-fuoctionar • Attain am keep the "zero-

I
to efminate 8 major losses aintenance men lhrough obseiving lhe loss"
• Rearize the ultimate • "Jishu..Hozen" of his own • Shorten new equipment for required equipment acx:idenr 1eve1
development, design and • Organize l"Mgh efficiency
prodl..lCOOn efficiency situaOOn equipment maintenance offices • Create a healthy aoo
manufacturing periods clean working area
• Rearize minimum run-up • Render service and
SUplX)rt functions to the
time and stable launching
of new products and production department
equipment operation
• Staff
• Line leader I I• Operator
• line leader I • Staff' member, leader and
maintenance men of 1 • Operalor • R&Dslaff • QuaHty assurance staff
maintenance department • Maintenance men
I • Production engineering
staff
• Production engineering
staff
• Leader and membefs of
sales and administrative
departments
• Managercommitteeof
safety, hygiene and
working environment
• Maintenance staff • Une teader
• Staff for safety, hygiene
and working environment
management
• Recognition of 16 major

J
• Execution of 7 steps • Daily maintenance
losses 1. Initial dean-up • Basic maintenance steps • Set forth development &
I • Overan equipment efficiency,
material, die, jig, tool and
2. Countenneasures for the
• Time based maintenance
• Predictive maintenance
• T19htening the bolts and
nuls
design target
• Confirm the standard for
quartty characteristics and
• ~ Jishu-Hozen~activities
1. Initial cleafl-4' (around
• Safety measures to
l'v causes of dirty equipment protecttheoperato,s
energy requirement per • Improvement for increasing • Key mating q:>eralion recognize the defect q:>eratot's wooting site) from equipmenl
(J1 and improving aa:ess to the service life expectancy symptom and actual defect
prcxfuct unit calculation, and hard to clean areas • Boring maintenance • manufac
Easy lo ture Tobe
reflected 2. Initial clean-up il the acck:lenls
setting the target for the • Control of replaremenl • Maintenance of reco!d production operation • Make the operation safe
3. Tentative standards parts • Easy quality in • Assure prcxfudquality,
above maintenance transmission gears area • Improve the working
• Analysis of phenomeoon and • Failure analysis and • leakage prevention assurance Maintena investigate the unit 3. Maki,g lheoperalion
4. General inspection environment (noise,
review of the associated prevention of reo..rrrence operation • Easy lo use nee process, material and efficient wiralion and dust)
5. Autonanous mpection energy utilization,
fadrns • Lubricationconlrol • Maintenance of hydraulic • Maintainability Prevent- 4. StandartfizaOOn • Measures lo achieve
6. Standardization equipment oondioons in the
• Execution of PM anal'jsis and pneLmatic pressure • Reliability ion 5. Alklut management by environment prctectioo
7. Alk>ut autonomous equipment production method
• Through pursuit of "What lhe management desion objedives • Pay attention to the
equipment and the • Investigation, analysis and • "Kobetsu--Kaizen~in project health and hygiene of
• Maintenance of electrical KAIZEN of fugusi"
production must be" control systems imp!emenlation (Example) employees
conditions (1) Shorten the acrount • Promotionofcheerful
• Study of LCC • Set forth 3M oonditions and settlement period wor1dng environment
• Design; Completion of inspection reference values (2) Improvement in
design preparation • Standardization of rules to logistics
Prototype: Point out the be cbserved arid trend (3) Make the purctiasing and
areas that need further coolrol fimiing-out procedures simple
adjustment and (4) Innovation of prtxluction
attention during trial run control system
and initial flow control
stages
• Review the de~n

Fig. 1-14

Efficient Production System (Example)

Ultimate man/machine efficient system

(3) "Hinshitsu-Hozen" system

~
Material and energy Equipment conditions Operating conditions 1~
conditions against against defect products against defect products
defect products

1 1
.JJ,. ~ t
(1-1) I
-
Promolionof "Kobetsu-Kaizen· I
·
I I Ij -t-'nase-
· i
~educeservicel1le
1
.1 I Phase-2
Extend designed
J
f
~ Phase-4
red1ct seMce life
I ~::t:~':n;!
.
(2)
r

~=~ ~ I~~=I
ure expectancy regularly mformallon

ShutDown toss
I~----~'.,,;=<
I
..,"==,1,I
:="=
(~1-3) Irregularity
Improve weakne ss in
design
Esllmallon of life
xpectancyand regular
Prediclionofservice
life by equipment
I r
Phase 1

c::::::> ~
J I
restoration diagnosis technology
~
I Management
loss Elimination of
I ~

OperatingmotloJ
adjustment
I mull bl!" '-------'
accidental Improve
mafntalnability
ITechnological analysis
of catastrophic failure
¢=
.iif
I loss l r,.,,u,u,,
.. rnnnluladeand I
11 Elimination of Restore and
Maintainequip'."ent I Maintenance
Phase2 I g'

-
maintain exterior ofdiesfor
I
l'v
m I
Llneorganisation f
loss J
jig change slight defects Horizontal
development
deterioration
Iaccuracy(quahly)
newly
Installed
!.
I
Start-up Adjustment to of KAIZEN equipment

I ft E

rT,jf
control contents
~
Logistics loss
<1-2J I I Step-4 I I Step-5 I
Minor stoppage Classification of ~
Measuremenlan skills General Inspection Autonomous Standardisation
adjustment loss Inspection ll'
PM analysis ~ m
Yieldloss ~
I I • erect and reworil. IE, VE, ac hard-to-clean areas
;;c '
Evaluation of
Phase4 I .E

I I
- -
LCCeconomy
Energy !oss
_ ! Step-3 ! Step-7

Die&Jig loss
Provislonal "Jlshu-Hozen" Autonomous
management
Start-up/QCOSM achievement
-
(1 -4) _!

-
Skills for production maintenance and "Jishu-Hozen"
Improvement skill Education/training of operation and mainter1cu ,......
-~nro I
..____ Required skill Skill lo handle dies for newly installed equipment ____,

(4) I Management efficiency system for administration departments I

(5) Systems to safety, hygiene and working environment

Fig. 1-15

'--
~

§ii
Jiffn Jiffn
5 Outline of the 12 Steps of TPM Development Program
4.3 Operators have responsibility for "Jishu-Hozen"
· Top management people are likely to expedite kicking-off of TPM once they decided
As stated above, operators themselves should perform physical check-ups of the to introduce it to their organization but it is not so easy to develop TPM and
equipment when the equipment is in operation or through a daily check, in parallel implement its 5 major principles in a short period.
with completing the support system of the staff divisions and perform maintenance
on equipment abnormalities by themselves as much as possible. c areful application of the 5 preliminary steps out of "12 steps of TPM Development
Program" which are shown in the next page is indispensable.
Those a?tivities, performed mainly by the operators in the production department, are
called "J1shu-Hozen". Though it may vary depending on the corporate size, 3 through 6 months are usually
required to fully provide all the employees, including the top management people,
The purposes of TPM activities which aim at restructuring the corporate culture are to with the TPM introductory education for success in the TPM implementation.
have al_l the peopl~ w~o are engaged in equipment operation fulfill their own roles by
promoting the 5 principles of TPM and to raise the operators' skill level so they can It can be said that this preliminary and introductory stage of TPM is especially
fulfill their own roles . important, as the planning and designing stages are important to new product .
releases. A successful release of a new product will depend on how well the planning
and designing stages are arranged for the product.

1-27 1- 28
Jil1n Jil1n
12 Steps in TPM Development Programs TPM Development Program
Stage Steps Essentials < Preparatory system for TPM implementation >
Preparations 1. Declaration by top
management to introduce Declared in TPM In-house Meeting and 5. 1 Step 1 : Declaration by top management to introduce TPM
TPM use company bulletin.

2. Introductory education and Managers: Trained in seminar camp at each 5.1.1 Purpose
campaign for TPM working level
General employees: Seminar meeting using Announce ment of TPM introduction to all employees by the top management will
slides surely help to create a situation where all employees ca n understand what the top
3. Establishing TPM promotion Committee management is considering and expecti ng . This results in the employees' readiness
organization and pilot Special subcommittee
for the introduction.
organization model TPM promotion office
Model machine for "Jishu-Hozen" training by
group leaders and up 5.1.2 Items to be implemented (Exa mple of declaration of introduction)
4 . Setting basic policy and target
Benchmark and target Prediction of
forTPM effect (1) Announcement that the introduction was decided by th e top management
5. Creation of master plan for
should be made at such meetings as board of directors meetings and
From preparations for implementation to
implementing TPM application for PM award managerial meetings.
6. TPM Kickoff
Kick-off Invite suppliers, cooperation and (2) Plan to hold TPM lectures for corporate managers and announce the decision of
affiliated companies
TPM introd ucti on made by the top management at such lectures.
Implementation 7. Establishing systems for
improving production Pursuing maximum efficiency of (3) Publicize the top management decision of TPM introduction in the company
efficiency production
bulletin .
7.1 "Kobetsu-Kaizen" Project team activities and small group
activities in the workshop
5.1.3 Notes
7.2 "Jishu-Hozen" Step system, audit, qualification
7.3 Planned maintenance Corrective maintenance Time-based (1) Companywide TPM development should be desirable. However, in the case of
maintenance Predictive maintenance a large corporation which has many plants and busi ness departments, select
7.4 Education and training Leader's operation and maintenance some busi ness offices as models fi rst and then develop horizontally to
for operation and skills upgrading training and provide skill
In transm1ss1on of education to circle
replicate through those model plants and departments.
maintenance skill upgrade
members
(2) Even in a case where TPM introduction was decided by a company business
8.
Initial control system for new Easy-to-manufacture product department or a plant, the president should agree and make a declaration fo r
products and equipment development and easy-to-operate
equipment such introd uction to have all employees informed of how ardent the compa ny
9. Establishing the "Hinshitsu-
is to employ TPM.
Setting conditions to eliminate defective
Hazen" system products and maintain control
10 Establish the system to
Support for production, increasing
5.1.4 Role of top management
realize operation efficiency in efficiency In office and OA equipment
the administrative (1) When the top management of the business departments and plants decide to
department(s) implement TPM , they should present the purpose and prospective effects of
11 Establishing safety, hygiene
Zero-accident, zero-pollution
TPM to the president and make the president an advocater of TPM.
and working environment (2) Declaration of the introducti on should always be made by the top management.
protection systems
Never ask subordinates to declare it.
Steady 12 Total application ofTPM and Application for 1PM award
application raising of its level Challenge of a higher target
(3) Decide to spend money and time in achieving improvement of equipment and
human physical constitution th rough TPM.

1-29 1-30
Jiffn Jiffn
5.2 Step 2 : Introductory education and campaign of TPM

5.2.1 Purpose 5.2.4 Role of top management

TPM aims at restructuring the corporate culture through improvement of human (1 ) Secure the budget needed for introductory education.
resources and plant equipment. The aim of TPM introductory education for each
(2) Take the initiative in receiving the education .
working level of employees is to have all employees fully understand the purpose of
(3) Arrange that the education should be provided by each hierarchy, and
TPM and to provide them with a TPM language to heighten their challenging spirit
towards TPM. evaluate the progress.

5.3 Step 3: Establishing TPM promoting organization and pilot model

5.2.2 Items to be implemented

(1) 5.3.1 Purpose

The following introductory education should be provided to each working level
of employees.
Form a matrix organization which is composed of a horizontal organization like a
1) Top management TPM promotion committee or the project teams and a vertical organization, which is
Participate in • PM Excellent Plant Award Winners lecture the regular company organization combined, and also to form the all-workers-
• TPM lectures for the management participation type of "organization consisting of small overlapping groups".
• TPM Executives Course
2) Section chiefs and sub-section chief
Participate in • PM manager's course 5. 3.2 Items to be implemented
3) Engineers, supervisors, foremen and team leaders ...
Participate in • TPM training courses for the production field (1 ) In cases where the activities are developed with an entire company, the
leaders or in-house training course for leaders company wide TPM committee should be organized to promote TPM
(Instructors should have completed the throughout the entire company.
Instructor Course.)
4) Ordinary employees .. . Educate them using TPM video and slides. (2) TPM promotion committee should be organized by the business department
Education is to be provided by the production field leaders who or by the plants.
completed the training courses
(3) Each TPM committee should have a promotion office and full time personnel
(2) Campaign using posters, slogans, etc. should be assigned .

5.2.3 Notes (4) As the situation requires, sub-committees (public relations , education,
"Kobetsu-Kaizen", "Jishu-Hozen", planned maintenance, initial production
(1) TPM does not work well if it is instantly executed upon the introduction flow control of equipment) should be organized by the theme to be tackled
decision of the top management. Adequate education and training are a and the "Kobetsu-Kaizen" project teams
must prior to TPM implementation.
(5) Autonomous small group activities which can be integrated into the regular
(2) Not only the people in the production department, but also the people in the
company organization is one of the features of TPM . The foremost line
R & D, design, production engineering, sales, procurement, financial,
superintendents, such as supervisors, foremen and team leaders of each
personnel, general affairs, etc. departments should receive the introductory
organization, would usually become the leaders of those small groups.
TPM education and cooperate together in performing the activities.

5.3.3 Notes

( 1) As it takes at least 3 years for TPM to function smoothly, standing

committees, like the TPM promotion department which is only engaged in
TPM promotion, should be organized and full-time personnel who take

1-31 1-32
Jil1n
responsibil ity for promoting TPM activities should be assigned.
Table 1--4 Examples of Roles in the Organization
(2) Chiefs and managers of all departments should be TPM committee members.

(3) As the success of TPM greatly depends on the selection of the TPM
!committee
eompany's
Chairman:
President
Members
. Purpose
Promotion of scheduled
TPM activities
Roles
.. Basic policy and target setting. .
Audit of the promotion progress and the education and
Frequency

TPM Membe rs : cultivation of employees.

committee chai rm an and assigned full-time TPM promoters, pay extra promotion
Directors
Plant managers
Organize the project teams,
Approval of implementation plan.
1/Month

committee
attention to select the right people. Manager of TPM promotion Work out remedial measures against problems

.
encountered during promotion of the activities.

Chainnan : Promotion of scheduled Plant basic policy and target setting.

Plant TPM plant TPM activities
Plant manager Work out the master plan for the plant.
5.3.4 Role of top management promotion
committee
Members:
Ch iefs of each section
Organize the plant project teams. .
Diagnosis of the promotion progress and guidance.
1/Month
Manager of TPM promotion or staff Work out remedial measures against problems
encountered during promotion of the activities.
(1) The most important role is the formation of the TPM promotion organization
and its personnel allocation. Section
promotion
Chairman:
Chief of production section
. Scheduled promotion
activities of "Jishu-Hozen"
Work out the plan to promote "Jishu-Hozen" and
"Kobetsu-Kaizen", and check the progress of promotion
1/Month
Members: and " Kobetsu - Kaizen" activities.
meeting Sub-section chiefs and supervisors, Review problems and give instructions to small
(Leader's Sub-section chiefs of maintenance groups.
meeting)
(2) The managing staffs are supposed to aggressively attend TPM promotion section Organize "Kobetsu-Kaizen" project teams

comm ittee meetings and lead the meetings. Sub-section

promotion
Chairman:
Sub-section chief of production
. Schedu led promotion of
"Jishu-Hozen" and
Work out the plan to promote "Jishu-Hozen" and
"Kobetsu-Kaizen", and check the progress of
Members: "Kobetsu-Kaizen" promotion. 1/Month
meeting
Production team leaders Review problems and give instructions to small circles
(leaders'
meeting) groups.

Sub·
committee
Chairman of sub-committee:
Manager of production engineering
Members:
. Making efficient
production lines by
1. Instruct on how to practice "Kobetsu-Kaizen".
2 . Instruct on how to horizontally replicate TPM.
1/Month
eliminating 16 major 3. Standardization and information exchange
President TPM Promotion Office of "Kobetsu- Ch ief of each production engineering
losses
Kaizen" section or sub-section of production
engineering
Companywide TPM
promotion committee
"Kobetsu- aizen"
Sub-
comm ittee
Chairman:
XX Plant Manager
. Foster operators who
have proficient skill of
Study how to proceed the step development.

Members: 1/Month
equipment mechanism,
ubcommittee of "Jishu- Section chiefs of each plant or
Plant Manager Hazen" representative of the foremen
"Jishu-Hozen"
subcommittee . Challenge to achieve

.
Chairman: 1. Study how to advance the phase development.
Sub- "zero-failure".
Manager of Maintenance 2. Instruct how to advance "Kobetsu-Kaizen".
Plant TPM promotion lanned maintenance comm ittee of
Members: Making the 3. Instruct how to horizontally replicate TPM .
1/Month
planned Chief of Maintenance section of each
committee subcommittee maintenance plant
maintenance operation 4. Standardization of vari ous items and informa tion exchange.
efficient
Section Chief nitial flow control Establishing the system
Chairman: Study cases.
Sub- to launch the production
subcommittee comm ittee Manager of R&D Review existing systems.
Members: with a minimum run-up Standardize various items.
of initial
Section TPM "Hinshitsu-Hozen" Section chief of R&D time I/Month
Sub-section chief of R&D section
promotion committee subcomm ittee now control
Sub-section chief of production
Engineering department
Sub-Section Chief ffice improvement
ubcommittee
Sub-
Chairman:
. Establishment of "zero- Study of "Hinshitsu-Hozen" techniques
Foreman TPM
promotion committee
ducation and training
ommittee
committee of

"Hinshitsu-
Manager of Quality Assurance Div.
Members:
Chief of quality assurance section
. failure" line
Technical strengths in
the line,
Instruct how to advance "Hinshitsu-Hozen".
Instruct how to horizontally replicate TPM.
Standardization of vari ous items and information exchange
Hozen" Sub-section chief of production 1/Month
Supervisor (Leader' s Meeting) Safety and hygiene engineering section
Improvement in
operability of Line
ommittee Representative of sub-section chief of
production engineering
Small group formed department

Front-line Worker
at the production site
(PM circle) Sub-
comm ittee
Chairman:
Manager of Gene ral Affairs
. Making an efficient
working office
1.
2.
Study how to advance the step development.
Instruct how to advance "Kobelsu-Kaizen".
1/Month
Members: 3. Instruct how to horizontally replicate TPM.
of office
improvement Section chief of adm inistration 4. Standardization of various items and information
departments exchange
Section chief representatives

Education and
training
Chairman:
Personnel manager
Members:
. Improvement of
maintenance skill
Work out the training plan,
Check the promotion progress and review problems.
1/Month
committee Representative of each section Improvement of
management skill
Improvement of current
worker skills

TPM
promotion
Chairman:
Chief of TPM promotion office
Members:
. Effective implementation of
TPM activities
Work out the TPM promotion plan.
Plan to bu ild the facility needed to stimulate the
meeting
Chairmen of sub-committees TPM activities. When
promotion staffs Review, study and instruct for problems necessary
encountered during promotion activities conducted by
each sub-committee.

1-33 1-34
Jil1n Jil1n
5.4 Step 4 : Setting basic policies and target for TPM
5.4.4 Role of top management
5.4.1 Purpose
(1) Match and adjust the basic business policy or mid/long term business plan
To promote TPM as a part of policy and objective management by clarifying the or cost management with the TPM activiti es and target.
integration of the basic business policy and mid/long term business plan into TPM (2) Confirm that the TPM basic policy or target has been recogn ized and
and by integrating the TPM target into the corporate business target for the fiscal applied satisfactori ly in the lower level of the organization .
yea r.

5.4.2 Items to be implemented

Ideal condition
External
evirorunent
(1) Clarify the TPM integration into the basic busines·s policy or corporate
Concept to realize
mid/long-term business plan
the ideal condition Master "Jishu-Hozen" plan
(2) Clarify the ideal condition (3 to 5 years ahead) by each working level.
Schedule of "Kobetsu-Kaizen"
It is important to set the major items to be realized (TPM 5 principles) and to Principal items to plan (to be achieved)
obtain consensus throughout the corporation . In-house be implemented
In-house environment of
environment Pilot model chedule for promition plan
(3) Predict the time needed to reach the level needed for PM Excellent Plant one's own
Award screening and decide the TPM target at that time (target items and department Target Horizontal replication schedule
target values, such as failure reduction percentage, target percentage of
overall equipment efficiency).
( 4) In order to decide the above items, investigate the current values for each Fig. 1-16 Department TPM Target and How to Work Out the Promotion Plan
target item and make it the bench mark.
(5) Compare the PM Award screening level with the bench mark to predict the
achievement and estimate cost to effect.

5.4.3 Notes

(1) Once TPM is implemented try to achieve the target level by all means and win
the PM Excellent Award. However, it is important to consider that winning the
award is not a target, but a means to achieve the operation improvement.
(2) As with the TPM target level which might be considered necessary for winning
the PM Award, set and challenge the maximum level for failure reduction,
defect reduction and increase of va lue-added productivity.
(3) It is also important to enhance the workers' morale and to set up and publicize
a clear corporate slogan .

1-35 1-36
Jil1n Jil1n
5.5 Step 5 : Creation of Master Plan fo r Developing TPM
TPM Basic Policy and Example of Target Setting (Example)

5.5.1 Purpose
( To set the master plan, which covers the TPM introductory stage through the Award
Market circumstances In-house circumstances 11------,.
J
screening, and develop TPM according to this master plan to reach the level required
1 Timely and effective start-up of new products 1 Increase in production and quality trouble by frequent to apply for the PM Award by the predetermined year.
2 Flexible response to the demand trend 2 equipment failures
3 Reduction in prices 3 Equipment deterioration due to over-load operation
4 High-level quality assurance 4 Increase in equipment which has design weak points
5 Conservation of resources and energy-saving 5 Lack of awareness and knowledge of equipment control 5.5.2 Items to be implemented
of the operators
Field operators' morale depression due to uncertain
(1 ) Prepare the schedule of the steps in the TPM development program ,

- -
responsibility of. the operation
especially for 5 principles in the implementation stage in wh ich co ncrete mile
stones are indicated during the TPM introductory stage. (The schedule

Basic Policy t (2)

prepared by the company, business departments, or plants are called the
"master plans")
Prepare detailed schedules for each department, section and circle according
to the master plans.
(3) Compare the forecast with the actual performance every year to check the

1.
2.
3.
Key Points

Reduction in equipment failure

Reduction in waiting and set-up time
Effective use of existing equipment
4.
5.
6.
•
Accuracy management of equipment, tools and jigs
Promot_1on of resources conservation and energy-saving
Education and training cultivation of manpower
5. 5.3

( 1)
progress and alter the schedule when necessary.

Notes

In general , 3 to 6 months are necessary for introductory and preparatory

stages for TPM implementation, while 3 to 4 years will be needed for all stages
from introduction to implementation . Since TPM is a system to improve human

Target

1. Reduction in equipment failure

2. Equipment failure rate
938/Month
•
1.03%/hundred hours
Actual
record

•
---- Less than 10/month
(Target)

---- Less than 0.1%/hundred hours

(2)

(3)
resources and plant equipment, it will take time to realize its initial intention
and to attain the achievements. When preparing the master plan, keep this in
mind .
When developing each principle, prepare the manual first, so that all workers
participating in the activities can understand how to develop concrete activities.
Hold regular TPM meetings every month to confirm the progress of activities
3. Occurrence of equipment failure 1.59% ---- Less than 0.2% for proper development.
4. Down time 5,800 hours/month ---- Less than 1200 hours/month Apply for PM
(1 /5) Excellent Award

~
5. Overall equipment efficiency 88.8% ---- More than 95 .0%
in order to have 5.5.4 Role of top management
the results of
6. Improvement of productivity 113% ---- More than 169% TPM activities

7. Reduction of rework and quality

defects from process
0.7%
(50% increase)
---- Less than 0.1% L2/ evaluated
(1) Thoroughly check that the master plan has been properly prepared by the
promotion office.
8. Energy saving 100% ---- Less than 70% (2) Prepare detailed schedules for each department, section and circle according
(Second half of 1983) (Second half of 1985) to the master plan . Check if the development is being advanced as scheduled.
9. Number of Kaizen employees 2.1/year/employee (1983) ---- 60/year/employee
suggestion
10. Labor accidents 11 /year ----0/year

Fig. 1-17

1-38
1-37
Jim. JiRn
< From TPM introduction to Steady application >
Year 86 87 88 89 90
I I I I 5.6 Step 6 : TPM Kick off
Items to be
oromoted
Introduction stage
I Implementation stage T Full development stage
I Steady application stage

:=) Establishment of promotion organization, overlapping small groups in an hierarchical PM Award

system and promotion secretariat screening 5.6.1 Purpose
Outline D Set Policy, Target, Slogan and Achievement goal

LJ Work out master plan The preparation for TPM implementation is through and the announcement of TPM
introduction to all employees is ready, that is, the starting date of challenging the
/'.< Step 1
l Step2 ftep 3 l Step 4
I Steps 5, 6 & 7
achievement to reduce 8 major equipment losses to zero has come . The purpose
"Jishu-Hozen" activities
by production
Step 7 development < Ed~.cat~on to transfer the general inspection
>
~remotion activities (TPM news, contest using Activities status board, Presentation of activities, etc.)
here is to create a situation where every employee agrees with top management
department
policy and to heighten all the employees' morale so that they can challenge the
ultimate end aggressively.
~ Overall equipment efficiency 1.5 times improveinent plan

< Organization of KAIZEN teams ;>

"Kobetsu-Kaizen" Selection of KAIZEN theme
(Elimination of losses) 5.6.2 Items to be implemented
< KAIZEN activities (Prior development of pilot model ~ Horizontal replication)
(1) Plan to launch an event to commemorate the occasion when all the
I< ~:i;.._1:::~~~ x ctassification of maior items. time•based maintenance. Predictive maintenan~ employees agree with the decision of top management and are ready to
Planned maintenance G' >
00
~
< L.ubriallon and spar11 FJ9rls control ayslem (Prior development d pilot model

-+ Horimntal rcplic11.tion
challenge the complete elimination of 16 major losses.
(Zero-failure)
....: K Equipment zero.failure campaign (Prior development of pilot model --+ Horizontal replica tion)
·- (2) Examples of what kind of presentation shou ld be made at the event are shown
Q.
< Product Establ!shlng the Initial producti on and now control system >< Trial Development
below.
Initial production and " <.Accumulation and utilization of information
al
* Repetition of decision-making presentation made by the top management
flow control
Launching the
a
C:

-~:, G Equipment < Establishing the initial production and flow control
Svstem and standardization X Development
* Presentation of TPM promotion organization, TPM basic policy, Target, and
> <
cc
equipment with a
minimum run-up time
.,,
e
~
...:
N
< Trial Collection and application of MP information
TPM development master plan
.S b * Declaration of challenging the PM Excellent Award made by the

"Hinshitsu-Hozen"
"o
C:
"a
""
C:
.<;

~
E
">
C

Ii::
K Matrix
l 3Manalysis
< Prior development of model >

I Countermeasure s against
"fugualchart
I FME, PM
analysis
I Co,•· ~ - - ~ I KAIZEN,
starid91dizalion
> representative of the employees.
* Encouragement speeches by the guests
:, < Horizontal development>
(Zero-defect) C
0

s"
C:

.,,
-"
"
:;;;
::e
Matrix I 3Manatysis I Countermeasures against
"fuguai"chart
I FME, PM
analysis I Countermeasures I KAIZEN
standardlz~tio
Invite the customers, affiliated companies and cooperative companies to the
event.
·5 I=
0.. I< Step1 l Step 2
I Step 3
l Step4
I Steps 5

c:' 5. 6.3 Notes

.9 Development of 5 steps in office Development of 4 steps in warehouse

Office operation .,,"

:, operation Improvement and storage management
Request the labor union's cooperation in advance
g K KAIZEN of production management system
(1)
improvement .s Simplification of accounting-related
procedures
(2 ) Finish the introductory TPM education of all the employees before the kick off
< ··sawayaka" campaign

I day.

< Support for· Jishu-Hozen• activities

> 5. 6.4 Role of top management
Safety management < General safety inspection manual Safety general inspection
I
( 1) Make necessary arrangements in advance concerning the events which will
activities ~ aily safety management activities
(Zero labour accident) be held on the kick off day.
(2) Top management itself should attend the kick off meeting to reconfirm the
declaration of TPM introduction .
Education and training I< Establishlngeducationsystem Individual ability development

Make a round tour of the production floor and try to ask the front line operators
(Fostering the operators who (3)
are proficient in equipment
operations and maintenance) < Maintenance skill training

I directly if the end purpose of TPM introduction has been fully understood by
them.

1-40
1-39
Jiffn Jiffn

Intangible Effect (Example)

Tangible Effect (Example)

Value added Productivity Improvement:

I
P ... ... 1.5 to 2 times
1. All-out autonomous management, that is, "Jishu-
Hozen" of equipment. ·
• Reduction in Sporadic Failures: to 1/250
• Overall Equipment Efficiency
Improvement: 1,5 to 2 times

2. Self-confidence can be built up through "Zero- Q .... .. Reduction in Defects rate in Process: to 1/10
failure" and "Zero-defect" operation . Reduction in Customer Claims: to 1/4

3. Grease, chips and dust will be removed and a C .. .. .. Production costs: Reduced by 30%
delightful working environment can be created.

D ...... Reduction in Product Inventories:

4. Good maintenance impression to visitors leads to Reduced by 50%
successful order receiving.

S•M .. .... Zero labor accidents

Zero pollution

1-41 1-42
Jiffn

CHAPTER II Loss Structure and Concept of

Equipment Efficiency

~ - - - - - - - - Contents

1 8 Major Equipment Losses

2 How to Calculate the Overall Equipment Efficiency

3 Case Study for Improvement of Overall Equipment

Efficiency

4 5 Major Manpower Losses

5 3 Major Material, Die, Jig, Tool and Energy Losses

6 Chronic Loss

7 Basic Concept of Equipment Efficiency

8 Concept of "Zero Failure" and its application

Jilln Jilln
1 8 Major Equipment Losses ( 3) Cutting blade change loss
The cutting blade change loss is caused by the line stoppage for
What the most efficient operation of the equipment means is the utilization of the replacing the grinding wheel, cutter, bit etc. which might be broken or
functions and capacity of the equipment to the fullest. The thorough elimination of worn due to long service.
losses which obstruct the efficiency of equipment will contribute to the increase in
their efficiency.
(4 ) Start-up loss
The 8 major factors which might obstruct efficient utilization of equipment are The start-up loss is the one that occurs until the start-up, running-in and
mentioned below. We refer to these factors as the "8 major losses". machining conditions of the equipment have been stabilized.

( 1) Equipment failure loss. (2) Set-up & adjustment loss. ( 5) M inor stoppage & idling loss
(3) Cutting blade change loss. (4) Start-up loss. The minor stoppage loss differs from failure and is the one in which
(5) Minor stoppage & idling loss. (6) Speed loss. temporary trouble causes the equipment to stop or idle. It might be called
(7) Defect & rework loss. (8) Shutdown (SD) loss a "minor trouble."

Making a desperate effort to improve corporate business performance by complete For example, idling of a line caused by a low supply of work in the chute due
eliminating the 8 major losses and making the most use of equipment efficiency is to clogging, and temporary line stops caused when the sensor detects a non-
indispensable.
conforming product are examp les of minor stoppage loss. These losses can
be eliminated and the lin e returned to normal operati on so long as the
1.1 7 major losses which obstruct overall equipment efficiency clogged wo rk is removed. The losses are quite different from natural
equ ipment failure losses.
( 1) Equipment failure loss
The largest factor which obstructs efficiency is the equipment failure loss. ( 6) Speed loss
The speed loss is the loss caused by the difference between the
The failure can be classified into two types; one is the function-stoppage type designed speed and the actual working speed .
and the other is the function-deterioration type. The function- stoppage type
failure is the one which occurs unexpectedly, while the function-deterioration For example, when the line was operated at the designed speed, it was found
type failure is the one in which the equipment function decreases. that the line caused poor quality or mechanical trouble in the line. In that case,
the li ne had to be run at a slower speed th an the designed one. This loss
( 2) Set-up & adjustment loss from th is situation is called a speed loss.
This loss is usually caused by a stoppage due to set-up change. The set-
up change time is the period during which the production is stopped to
prepare for subsequent production. The factor which spends the most
time is "adjustment".

11-1 11-2
'--
-=i

§ii
Loss Structure During Production Activities (16 Major Losses)
[Manpower Efficiency] <Manpower> < Equipment> [Equipment Efficiency]
+- Manhour -+ Elapsed time
Schedu led downtime

Operating manhours Working hour (8) S hutdown loss

Exc luding manhours (I) Equipment failure

(supported by other loss

Awaiting
departments) Loading manhours Loading time
(2) Set-up and C leaning .I
instruction loss (9) Management
loss
adjustment loss c hecking ~
[ Awaiting
material loss
Production
manhour loss
Net operational
manhours
Operating time
Downtime
loss
(3) C ulling blade and jig
Awaiting
~
.9-
( I 0) Operating change loss
~ Equ ipment motion loss
instruction g.
"' downtime loss
"'on

1
Line (4) S tart-up loss
Effective Net operating Performance
Equ ipment organisation Awaiting
manhours time loss
pcrfonnance manhour loss materials
loss Other downtime loss 0
~
Me thod/ alued manhour Valued
Defects in Awaiting ...,i1l
=I procedures loss
Sk ills & mora le
(11) Line
organisation loss
manhour loss (manhours for
turnout2
operating
time
(5) Minor stoppage &
idling loss personne l
distribution i
~

uJ loss
Line (6) Speed loss
Quality
organisation ( 12) Logistics loss
confirmation
loss <Energy> <Materials> ~ - - - - - _ , ( 7 ) Defects and rework {Adjustment
Automatisation loss of measurement
failure loss ( 13) Measurements
L and adjustment loss
Input energy
Input materials
(Number, we ight)
Start-up loss
No. of qualified
Overload loss - - f - - - - - , ( 15) Energy loss Effective energy 1 4 - - - -- Defects quality loss
products
Temperature loss Start-up loss
Cutting loss -------r-,_(1_±2 Yield Loss
Weight of
qualified products Losses in weight
Losses in overages
1(16) Die, tool &jig loss (Increased commiss ion)

(Effici ency of material, die, jig, tool and energy requirement per product unit] ... 3 Major Losses Obstructing Efficiency of Material, Die, Jig, Tool and Energy Requirement Per Product Unit

Fig. 11-1

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'--
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§ii
Jim, Jilln
'$.
0 r---
2 How to Calculate the Overall Equipment Efficiency >-,
<.l
..,i::
-
0

X
00

0
II

The relationsh ip between 7 major losses and overall equipment efficiency, as well as ·c3
i:..,E
.., -
0

X
how to calculate the equipment loss are explained here. .§
1=:..,
E
l0
.., .!3
ti)

2.1 What the availability is c..

·3
"O ·E E
..,' .s 0 ti)

'°I .sE
bl)
..,0-
The availability is the ratio of loading time (time needed for operating the equipment) .....,
ol ·E "O"'0 ti)
i::
0

to the time actually consumed for operation, and it is expressed by the following > .s
"O
bl)
,-l ·s '°'SI"
0
0
equation. <+-
0 "'0
,-l
'°'SI"
i::
0
-~
"3<.l g
II
,.,0.. g
:E
II

Availability = loading time - downtime ol

u :E
a ~
loading time 'a"'> "' ·a
~

< e <>
Where the loading time means the time obtained by reducing such shutdown time as
that for production plan, planned maintenance, morning meeting of daily
management from the whole day (or month) working hours. ---

The downtime means the period during which the line is stopped due to failure, set-
up, adjustment, cutting blade change and so forth. ..,
ti)

ti)
ti)
~

For example, if the loading time for the day is 460 minutes, and the loss time caused
..9
... -=~
0
·;;, 1:i..,
by the downtime for the day due to failure is 20 minutes, 20 minutes for set-up, 20 a
r--- ac..
minutes for adjustment, totaling 60 minutes, the total operating time is 400 minutes.
In this case, the availability is. &,-._
~ ';::'....

Availability = :~~ X 100 = 87%

I
SSO[
That is to say, the availability is approximately 87%
aUJ)lllMOQ

'7
.., sso1papa
·E bl)
.s
'@..,
c..
0

11-5 11-6
Jif1n Jif1n
2.2 What is the performance rate
The performance rate can be calculated using the following equation.
The performance rate consists of the speed operating rate and the net operating
rate. Performance rate = Speed operating rate X Net operating rate

The speed operating rate means the speed difference. Ratio of inherence equipment = 0.625 X 0.8 X 100 = 50(%)
speed (number of cycle time stroke) and actual speed.

That is, it indicates whether the equipment is operated at the theoretical speed The standard cycle time is any one of the following -values:
(standard cycle time) and identifies the loss amount in case the equipment is ( 1) Design speed
operated at a lower speed. The following equation can be applied to calculate the ( 2) Maximum speed of similar types of equipment
loss amount. · ( 3) Maximum speed within the line
( 4) Speed-up experimental values in the model equipment
( 5) Maximum speed of the theoretical speeds
Standard cycle time 0.5 mins
Speed operating rate = = - - - X 1 0 0 = 62.5(%) ( 6) Maximum speed registered in the past
Actual cycle time 0.8 mins
( 7) Speed calculated from the daily product units processed

The net operating rate is used to identify whether the equipment is operated at the
stabilized speed within the unit time.

It is not used to indicate whether the speed is faster or slower than the standard
speed, but is used to check to see if the equipment is operated at a stable speed
over a long period, regardless of the speed.

Using this equation, the loss due to minor stoppage or other minor losses which
cannot be identified in the log book can be quantitatively calculated.

This can be expressed by the following equation.

Product units processed X actual cycle time

Net operating Rate =
Loading time - downtime

400 units X 0.8 mins

= - - - - - - - - X100 = 80(%)
400 mins

11-7 11-8
--
~

§ii
Relationship between 7 Major Losses of
Overall Equipment Efficiency and Performance Rate

( Equipment) C 7 major losses )

Loading Time •[(!) Equipment failure I

:(2) Set-up & adjustment
I
<1l
( Calculation of overall equipment efficiency
Jl - :(3) Cutting blade change
Operating time
~ "' I
I 00 .8
"'

co :( 4) Start-up Performance rate

<1l
(..)
I Standard X Product units
§ cycle time processed
§ =

n
Net operating time · /(5) Minor stoppage & idling X 100
Operating time
<-§"'
<1l
P-.
"'
.8 (Example)
/(6) Speed
Performance rate

Valuable "'
"'
.8
0 .5 ruins/ X 400
:(7) Defects & rework units units
operating
time
t,
~
<1l
1-J
I =
400 mins
X 100 = 50%
0

Fig.11- 3

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§ii
Jilln Jilln
-
~
00

-
0

>,
0
°'II 2.4 What is overall Equipment Efficiency
<.)
:>< 0

-
i:: 0
Q)
·u 2
As mentioned earlier, various equipment losses can be quantitatively calculated.
f:8 'i: :><
Q) ::s
-0
Q) With the results of those calculations put together, we can calculate the equipment
....i:: t, "'"'Q)
Q) operating state and judge if the equipment is utilized to its fullest. To express the
~ <.)
2
E Q)
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Q)
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> -0 ::s = Availability X
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Efficiency (O.E.E) Rate products rate
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Cl

percent.

Though the very poor rate of 42.6% is indicated for the overall equipment efficiency
-- - -- in the above example, it can be pointed out that the poor speed operating rate and
poor net operating rate are blamed for the total poor evaluation.

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.£ Cl stoppage are necessary in this case .
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Relationship between 7 Major Losses on Equipment and Overall Equipment Efficiency

( Equipment) ( 7 major losses ) Calculation of overall equipment efficiency

Loading time - downtime

Loading Time :(1) Equipment failure ~
Availability=
Loading time
X 100

1-------------. f-

:(2) Set-up & adjustment

~ (Example)
Availability=
460mins - 60mins
X 100=87%
<1.) 460mins

Operating time
.§
j u,
~
:(3) Cutting blade change ~
0 u, Standard X Product units
Cl .Q

--
Performance = cycle time processed

~
:(4) Start-up X 100
rate Operating time
<L> -
u
g (Example) 0.5 mins/ 400
_,_ § :(5) Minor stoppage & idling
~ Performance units X units

l
Net operating time X 100 = 50%
"""' ,g
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u,
rate = 400 mins
~ .Q
:(6) Speed Product units
Quality - defect units
processed
u,
u, products = X 100
Valuable
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µ i(7) Defects & rework
L rate

(Example)
Q uality
Product units processed
-

400 units - 8 units

products = X 100 =98%
rate 400 units

I Overall Equipment Efficiency= Availability x Perf01mance Rate x Quality Products Rate

(Example) 0.87 x 0.50 x 0.98 x 100 = 42.6%

Fig. 11-5

'--
-=i

§ii
Jiffn Jiffn
Since the standard cycle time per unit of product, calculated from the process
amount time of this roll molding line, is 0.3 minutes, the theoretical production
Case study for KAIZEN of Overall Equipment Efficiency of 1.333 units of products per shift per line within the regular operating time
can be obtained by dividing 400 minutes by 0.3 minutes. However, in reality,
P-Company is an enterprise which is engaged in manufacturing automobile parts,
household appliances and other lines of products, with a total of 1,500 employees. the average production records only 640 units per line within the regular
operating time. That is less than half of the theoretical production amount.
M-Pl~nt is the main plant of 3 plants they have, and is performing the roll- molding, Even though it is impossible to produce the amount as theoretically calculated,
welding and assembling of automobile parts. the cost reduction and target production plan could be achieved without
working overtime or holidays if the minimum of 1000 units of product can be
The ~otal employees at the M-Plant is about 800. The increase in the orders they produced per shift. I'm considering TPM introduction in order to achieve this."
receive has been coped with by increasing overtime and holiday work, but it has
been requested by the president that planned production should be finished within Mr. Kato, Chief of Production Engineering Section:
regular working hours in order to achieve cost reduction. "Maintenance of the production equipment is our responsibility. Emphasis is
being put on preventive maintenance but, regrettably, it is hard to eliminate
As a countermeasure, plant manager Aoki is considering TPM introduction so he can
sporadic failure.
make the most use of existing equipment and perform the production within regular
working hours to achieve the cost reduction without sacrificing the required
production turnover, In our plant we make it a rule to record the line stoppage time and production
floor equipment shutdowns of more than 10 minutes due to sporadic failure.
Concerning this issue, the people in M-Plant comment as follows:
When looking into the past record, the sporadic failure in the roll forming line
Mr. Aoki, Plant Manager: averaged about 30 minutes per line per shift within the regular operating time.
"The bottleneck process in our plant is the roll-molding line, where continuous
cutting, roll-molding and welding of hoop steel plate are performed. In order to Besides the sporadic downtime there is the line downtime for set-up &
meet the customer demand for small-lot production of various kinds of adjustment. For details, would you please ask the Chief of the Production
products and Just-In-Time delivery, 3 lines are fully operated with two day and Section.
night shifts. Overtime and holiday work is also going on to avoid delay in the
delivery. Though the standard cycle time for producing one product is 0.3 minutes as
the plant manager mentioned, the actual cycle time measured at the
Working hours are 8 hours per shift and one hour is allocated for lunch time production site was 0.4 minutes. This means that if 400 minutes of loading
leaving 7 actual working hours. About 20 minutes will be spent for a shop ' time would be fully utilized, the production of 1000 units of products per shift
meeting before and after work, cleaning and inspection. Therefore, the actual per line might be possible. Even if 100 minutes of line downtime due to failure
loading time is 400 minutes(= 60" x 7-20"). or set-up & adjustment has to be considered, 750 units of products could be
produced.

We made a field investigation into the causes why the production record
couldn't reach that level, and found that so-called minor line stoppages were
due to such defective line operations as low work supply or work falling from
the chute. The frequency of minor stoppages averaged 20 times per line per
shift."

11-15 11-16
f
Jif1n Jif1n
Mr. Sasaki, Chief of Production Section:
Challenge: (1) Find out what the overall equipment efficiency of this plant's roll-
"It can be said that the major problem in the roll forming line is the long line
downtime due to set-up. forming line is.
(2) Study the possibility to ach ieve the production of more th an 1,000
units per shift per line within the regular operating time that the
In order to meet the production requirement of small-lot production of various manager expects.
kinds of products, about 15 types of products are constantly running on one
line every month. They look so similar in shape that it is hard to identify them. <Work Sheet> (1)
Preferably , a single type of product should be run continuously, but that might
cause piling up of inventory for work-in-progress. Therefore, to avoid such a
situation, it is inevitable to increase the set-up frequency. We are now A. Actual working hou rs of shift =
endeavoring to reduce the average set-up time to a few minutes, but, B. Scheduled downtime of sh ift =
regrettably, the current average set-up time with in regular working hours, is 50 C. Loading time of shift = A - B =
minutes per sh ift per line." D. Downtime loss of shift
E. Operating time of shift = C - D =
Mr. Tamura, Chief of Quality Assurance Section: G. Product units processed by shift
"It is the personal opinion of the Plant Manager that the roll forming line can H. Quality products rate
theoretically produce more than 1,000 product units per shift per line. Of I. Standard cycle time
course, it is out of the question that many defective products are produced, J. Actual cycle time
even if the amount of production is increased .

Hence.
Fortunately, the quality level of the products our plant produces are on a par.
The rate of defective products is around 2%, producing 13 defective products F: Actual processed time = J x G =
out of 640 units which are produced per shift, per roll-forming line, on the
average."
T =Availability= ~ X 100 =

M= Speed operating rate= +x100=

N = Net operating rate = f x 100 =

L = Performance rate = M x N x 100 =

Overall Equipment Efficiency = T x L x H x 100 =

11 - 17 11-18
Jilln Jilln
<Work Sheet> (2)

( 1) Results of Study 4 5 Major Manpower Losses

The possibility of producing more than 1,000 product units per shift per roll- Though the 7 major losses which obstruct equipment efficiency have been discussed
forming line at M-Plant so far, the losses in manpower accompany the 7 major losses in equipment. The
frequency of those losses in manpower depends on the skill of workers, the operating
method, layout of the work site and management level of the production floor.
D Possible
(Put a check mark on the appropriate answer.) As losses which obstruct the efficient operation of the workers there are 5 losses, as
• Impossible stated below. These are called the 5 major manpower losses.

( 2) Reasons (1) Management Loss (4) Logistics loss

(2) Operating motion loss (5) Measurement and adjustment loss
(3) Line organization loss

4.1 Management loss

Management loss is waiting losses, such as awaiting material, awaiting dolly,

awaiting tools, awaiting instructions, and awaiting repair, which are generated
through management problems.

4.2 Operating motion loss

Operating motion loss is the manhour loss which is generated by the skill level
difference in the set-up & adjustment operation, tool and jig change operation and so
forth. The loss which is caused by skill level difference in the loading and unloading
of the work is also included in th is loss category.

4. 3 Line organization loss

( 3 ) Overall Equipment Efficiency when 1,000 product units per shift per line is Line organization loss is the loss resulting from the worker having to work on more
produced. than one piece of equipment at the same time, including loss caused by improper line
organization.

11-19 11-20
Jif1n Jif1n
4.4 Logistics loss
5 3 Major Material, Die, Jig, Tool and Energy Losses
Logistics loss is the manhours spent in doing logistics work (transportation of
There are 3 major losses which prevent efficient use of material, die, jig, tool and
products or raw materials, etc.) by other than logistics workers, or the additional time
energy. They are called the "3 major losses of material, die, jig, tool and energy" and
spent by logistics workers due to equipment failure.
are as shown below.

4.5 Measurement and adjustment loss (1) Energy loss (3) Yield loss
Measurement and adjustment loss is the loss caused by frequent measurement and (2) Die, tool and jig loss
adjustment to prevent the recurrence or discharge of defective materials.
5.1 Energy loss
4.6 Total efficiency
Energy loss is the input energy (electricity, gas, fuel, etc.) which cannot be effectively
As the comprehensive index indicating how efficiently the manpower is utilized for used for processing. Losses such as the start-up loss, temperature loss during
equipment operation, the overall performance can be expressed using the following processing, and idling loss are included in this category.
equation.
5.2 Die, tool and jig loss
Total Efficiency = Standard manhour X product units processed Die, tool and jig loss is the extra expenses needed for replacing the dies, tools and
Loading manhour jigs which are worn over long service or broken, or the expenses spent for regrinding
or re-nitriding. Support materials like cutting oil, grinding oil, etc. are included in this
Loading manhour - production manhour loss type of loss.
=
Loading manhour (working ratio)
5.3 Yield loss
X Standard manhour X product units processed
Loading manhour - production manhour loss Yield loss is the difference in the raw material weight and the weight of the good-
(efficiency) quality products produced. Such losses as defective materials, cutting loss and
losses in weight are included in this category.

11-21 11-22
Jil1n Jil1n
6 Chronic Loss

6.1 Sporadic loss and chronic loss

The types of failure or defect generation can be classified into sporadic and chronic
ones.

As the causes for sporadic failure or defect can usually be traced easily, and the
relationship between cause and effect is rather clear in most cases, it is easy to
establish remedial measures. Therefore, most of the sporadic failures or defects can
be solved so long as the remedial measures, such as restoration of changing
conditions or factors to the original proper status, are taken .
tn
On the other hand, the chronic type of loss cannot be easily disposed of, even if the tn
0
various countermeasure are applied . In order to solve the chronic type of loss, it is .J
necessary to establish innovative measures which are quite different from those 0
conventionally used. Because the chronic type of loss has various causes which are C:
0
difficult to clearly identify and their cause and effect relationship is also unclear, it is "-
quite difficult to work out the countermeasures .c:
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11-23 11-24
Jllln Jilln
6.2 Background of chronic loss

Some background of the situation as to why the chronic losses remained unsolved
are as follows.

(1) Though the countermeasures have been cons idered and implemented, no
satisfactory results can be achieved.

With no cause found, the trial and error type of countermeasures have been
taken but neither satisfactory results nor signs of improvement can be seen,
resulting in giving up.

(2) Unable to take necessary action

Due to production and/or shipment schedules, it is impossible to shut the line

down for drastic implementation of countermeasures and, as only temporary
makeshift measures have been taken in most cases, the trouble cannot be
thoroughly solved, allowing frequent recurrence of losses.

(3) No countermeasures have been taken

The generation of chron ic losses has been noticed, but as the quantitative
measurement of the losses has not been made, it is impossible to be aware
of the magnitude of the loss. Therefore, no countermeasures have been
considered.

(4) Unaware
u
Neither the generation of the loss itself has been known nor has it been
aware of. Without investigating the cond itions or the causes for the chronic
losses, it is considered that the current situation is the optimum operation
condition and small losses are unavoidable. No special countermeasures
have been worked out. This situation can often be seen in losses due to
minor stoppage, speed, rework, etc.

()

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0
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11-25 11-26
Jirln Jirln
6.3 Chronic loss causes structure

In most cases of chronic losses, it is difficult to clearly define the relationship

between cause and effect. The reason is that there are too many factors involved ,-.__
ell
which are thought to be causes or sometimes they are too complicated. Therefore, in ~
(!)
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most cases, it is still impossible to solve the problems even if various possible u"' g
(.)
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11-27 11-28
Jil1n Jil1n
6.4.4 Operation reliability
6.4 Chronic losses and Equipment reliability
Operation reliability is the reliability which might be jeopardized by improper
Chronic losses are generated by the lack of equipment reliability.
operation. If the reliability is disturbed by poor operation, trouble might be caused.
The following are cases.
6.4.1 Design reliability
( 1) Improper operation
Design reliability means the reliability originated in the design. The design itself has
(2 ) Improper set-up and adjustment
defects which cause trouble. These cases are listed below.
(3) Incomplete setting of basic conditions
(1) Jigs which do not match the parts configuration (4 ) Improper usage
(2) Sensor System
Trouble (3) A mechanism itself which has some trouble 6.4.5 Maintenance reliability
Caused by [ (4) Short service life of parts
(5) The wrong selection of parts Maintenance reliability is the reliability which might be disturbed by poor
maintenance. The following are cases,

6.4.2 Manufacturing reliability (1) Wrong parts exchange

(2) Inaccuracy in assembly tolerances
Manufacturing reliability is the reliability which might be lost by improper
manufacturing or poor assembly. Poor manufacturing or assembly will cause trouble,
jeopardizing manufacturing reliability. The following are cases.

Trouble (1) Inaccurate parts dimensions

Caused by (2) Improper parts shape
[
(3) Poor assembly

6.4.3 Installation reliability

Installation reliability is the reliability which might be jeopardized by poor equipment

installation. The following are cases where reliability is jeopardized, causing trouble.

( 1) Vibration caused by improper equipment installation

(2) Poor piping or wiring due to improper installation
(3) Improper horizontality

11-29 11-30
Jilln Jilln !

Reliability 6.5 How to use equipment to enhance reliability

When failure and defective quality products occur, the first thing to do is to
1. Reliability investigate which reliability was disturbed to cause the trouble. Insufficient study on
how to use the equipment can be considered as the cause for poor reliability. The
Relia~ility can be defined as the probability in which the equipment, method to properly operate the equipment means the study of know-how, which
machinery and system can perform their required functions exactly under consists of the skill to master the equipment and the technology to operate the
ce~ain cond!tions within the required service period that is, the probability of
neither causing trouble (failure) nor causing imperfection. equipment.

The optimum technology to use the equipment means to study the conditions which
Reliability = Inherent reliability X Operational reliability
should be provided in order to produce quality products, enhance availability (time,
speed) and facilitate proper operability and maintainability. It also means to study the
Design reliability fundamental conditions for the equipment and the attachments which are necessary
for utilizing it to its fullest extent, giving consideration to the product properties. The
study to master the equipment to its fullest extent means to study to utilize the
Inherent reliability i---;-----11v1anufacturing r'eIi abil it equipment to its fullest extent. It also finding of irregular condition means to study
what role the operators who engage in operation, adjustment, trouble-shooting
should play in order to maintain the equipment in its top condition.
Reliabilit Installation reliability
Even if the operators are equipped with adequate knowledge of how to utilize the
equipment to its fullest extent, the trouble might still be caused unless what must be
Operational reliabilit Operation reliability done is properly performed. The same thing can be said when the skills of the
operator are under the required level. On the contrary, even if a well-trained operator
performs what must be done properly, trouble cannot be avoided unless the
Maintenance reliability equipment is well-maintained. As both situations which might be brought about due
to insufficient studies of operators' roles and equipment conditions would contribute
Design reliability Reliability in such designed factors as structure, to the significant reduction of efficiency, both studies should be made so that they
material and strength can be well-balanced, since they function like the two wheels of a car. This situation
will on ly contribute to the overall efficiency improvement in the man-machine system.
Manufacturing reliability: Reliability in such manufacturing factors as parts
machining accuracy, assembly accuracy, etc. You can buy the equipment, but you cannot buy the know-how to utilize the
equipment. The know-how can only be obtained through in-house education and
Installation reliability Reliability in such performance as equipment training, but it is quite often observed that the equipment and machines are left un-
installation, piping, wiring etc. operated or not fully utilized due to frequent trouble which is caused by insufficient
education or training on how to operate them. Even if state-of-the art or largely
Operation reliability Reliability in the operation of equipment such as
integrated equipment has been introduced, there is a great possibility that the same
usage conditions, maneuverability conditions, etc.
failure would be repeated since sufficient training and education on how to utilize the
Maintenance reliability Reliability in maintenance quality, maintenance machines and equipment to their fullest extent and fundamental operation know-how
accuracy, etc. have not been learned in conventional models.

Fig. 11-11

11-31 11-32
Jiffn
7 Basic Concept of Equipment Efficiency
As basic steps for achieving Equipment Efficiency, it is important to perform the
elimination of slight defects, restoration of equipment deterioration, the pursuit of
"what the equipment must be" conditions, as well as complete understanding of
abnormal equipment conditions. We will touch upon this issue in the subsequent
paragraphs. Achievement of equipment efficiency based on these basic steps can
contribute to the elimination of chronic losses.

7.1 Necessary/Satisfactory conditions and "what the equipment must be"

7. 1.1 Necessary conditions

Necessary conditions are the conditions which will prevent the satisfactory

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implementation of basic equipment functions completely unless they are completely
arranged.

a. 7. 1.2 Satisfactory conditions

:::::i
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w N Satisfactory conditions are the conditions which are required for all the equipment

-
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a.
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.l functions to be properly implemented and maintained over a long period.

(Preferable conditions)
0
-
0

3:
0
(1)

(2)
Necessary conditions are complete, but it cannot be fully understood what the
satisfactory conditions are.
Only the necessary conditions won't help eliminate the chronic losses.
I
7.1 .3 How to find 8 "what the equipment must be"

( 1) External appearance (5) Installation accuracy

(2) Dimensional accuracy (6) Function
(3) Assembly accuracy (7) Usage environment
(4) Usage condition (8) Material strength

(Machining accuracy of machine tool:

Strength of machine vibration • Is it possible to stand a coin on its edge?)

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11-33 11-34
Jil1n Jil1n
7.2 Boundary between Normal and Abnormal

What you have to take note of when considering "what the equipment must be"
conditions is the situation where the boundary between normal and abnormal is not
"'
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"O
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11-35 11-36
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7.3 Slight Defects

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11-38
11-37
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11-39 11-40
'--
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§ii
Importance of Slight Defects

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(1)
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Slight defects grow
I • Law of Heinrich
I
To prevent slight defects

(2) Stop synergy effect of slight defect

1 Induce other effects
. The synergistic effect is the action which
Even if each effect has a
smaller probability
has individual effects when some of the f- Render a greater influence
individual effects are combined • Combined causes - 2 when combined with other
effects

Trigger a mutual chain reaction

=I 3
with other effects
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(3) Find clue to solve Even if the symptom seems

1 simple, there might be a lot of
. It is sure that the trouble is
causes involved to trigger the 0
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svmotom ~
action of certain causes, but
sometime it is difficult to pinpoint the
causes even if all-out efforts have
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Sometimes many factors are
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the symptom
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Fig. 11-16

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7.6 Approach to Solve the Chronic Losses

Though it is true that every trouble might be caused by the results of some kind of
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experience that it is the effective method. The hypothetical verification method does
not take time and is effective, but it doesn't work well when there are many factors to
consider and the probability is small. Though it consumes time, the method to think
of and solve things step-by-step is the best way to effectively reduce chronic losses.

11 - 43 11-44
Jiffn Jiffn
7.7 How to work out countermeasures against chronic loss

In most production fields, the proper countermeasures have not been taken, thereby
-~ the frequency of failure or "fuguai" have never been reduced. The reason for this is
th at the characteristics of chronic losses have not been fully understood . To reduce
the frequency of chronic losses, the study to properly implement the following three
points should be made.
"O -~
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"' -E (1 ) Analyze the symptom completely.

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s" In most production sites, neither close observation of the symptom nor
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are managed instead.
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the factors related to the symptom.

(3) Thoroughly point out all the defects which might be involved in the
factors.
Notwithstanding the existence of defects in the factors, they are often
overlooked and not pointed out as defects. The minor defects especially are
often overlooked. The reason for this is the lack of the ability to identify the
defects properly.

It is very important to completely point out all of the slight defects which are barely
visible.

11-45 11-46
Jilln Jilln
7.8 Considerations needed when picking out slight defects

(1 ) Review the analysis, referring to the principles or rules.

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relationship to equipment. Without sticking to the difficult. theoretical analysis,

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about their contribution rate, which indicates how far the results would be
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the slight defects. Even if the contribution rate is considered to be small, it is
sure that the slight defects occur at a certain probability, and it is too late after
the defects occur. When theoretical consideration is given, it is desirable that
.: even the doubtful phenomena should be picked out, without being influenced
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w It is in the initial stage (when the defect rate is high, or failure frequency is
~ high) that the contribution rate should be taken up. Picking the factors which
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~ more effective. However, it is often difficult to identify what factors contribute to
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the chronic phenomena (results) and to narrow down the contribution. And, in
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how the improvement is made in certain points, the defects could not be

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11-47 11-48
JiRn JiRn
(I) :l= 8 Concept of "Zero Failure" and its application
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JIS defines "Failure" as "the breakdown in operation or required function of the
equipment or components."
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(.) section. Let's look at the origin of work "Failure" (Ko-sho) literarily here. "Failure" (Ko-
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-- . sho) means "obstacle" (Sho) caused "intentionally" (Ko) by a human. Namely, it can
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be said that the "Failure" is caused by a mistake in the human being's judgment or
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we can classify the failure into two types according to the way it loses the function.
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C: Function-stoppage type failure
[Type 1]

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Failure which disturbs the function of equipment, causing the equipment
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Failure which causes producing such losses as defects, minor stoppage,
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brightness is slightly decreased and flickering starts.
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Fig. 11-20

11-50
11-49
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Definition and Word Origin of Failure

What is definition ........ Equipment loses its specified functions

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Word Origin .................. Man causes intentional Failure

Fig. 11- 21

Types of Failure

• Function Stoppage type failure

Equipment stops unintentionally

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• Function deterioration type failure
Although equipment is operating, various losses
such as process defectives occur

Fig. 11- 22

'--
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JiRn JiRn
8.3 Basic concept of "Zero failure"
"'O "'O
C (1)
As mentioned in the previous paragraph, "failure" (Ko-sho) is usually caused ro 0)
intentionally by the human being. Therefore, the failure cannot be minimized unless 0) C
the minds or attitudes of all the equipment operators is changed . The starting point to C ro
..c
reduce the failure to zero is to discard the concept that the equipment failure is .:::t::. (.)
C
unavoidable and recognize that the equipment can be protected from failure, and (1)
then zero failures can be realized in the equipment.
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8.4 Basic principle to reduce failures to zero +-'
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When considering why the failure occurs, it can be said that nobody can be aware of (1) Cl)
the "seeds" for the failure until it occurs. "'O

We call this kind of causes which we cannot be aware of "latent defects." The basic
principle to achieve "zero failure" is to "detect" this "latent defect" (before it occurs). If
0
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the failure can be detected before it occurs, the failure can be rectified and prevented
beforehand.
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0 (1)
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be referred to as "latent defects." Most of them are minor defects or slight defects s..... ::::J
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which we usually ignore or overlook, considering that they won't cause any trouble in (1) "'O u:
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• • •

11-53 11-54
Ji11., Ji11.,
8.5 Two types of "latent defects"

The latent defects can be classified into two types. They are

Cl)
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[Type 1] Physical latent defects
~ The defects which can be left unnoticed since they are not
I
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I- ......
( 1 ) Hidden defects which cannot be disclosed unless the
u
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:..i
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~ (2) Defects which cannot be seen since they are located behind
(\)
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"-- (3) Defects which are hidden under dust or stains
0
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:... >-. The defects which are left ignored by the maintenance men or

·--=
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~ ( 1 ) Operator or maintenance man's indifference
~ ro (2) Operator or maintenance man is not well familiarized with
.-
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--13
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(3) Operator or maintenance man's ignorance based on their
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11-56
11-55
Jilln Jilln
~ Q) 8.6 Five countermeasures to reduce failures to zero
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As the failures can be considered as caused by not performing the following five
measures properly, performing those five measures is requisite to eliminating the
failures.
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Q)
() Cleaning, lubricating and additional tightening are considered as the basic
C
CCI conditions to proper operation of equipment. Failure is often caused by
~

0 deteriorated function (Equipment function is Likely to deteriorate over the

C elapse of service life.) of the equipment, and nonconformance to the three
0)
basic conditions are often considered to contribute to such deterioration in
function.

(2) Keep operating conditions

Each equipment or machine has its designed operating conditions. (Unless the
service conditions are worked out in advance, it is impossible to design the
equipment or machine.) So long as equipment or machines are operated
within these specified operating conditions, they are most unlikely to be
susceptible to failure (rendering a longer service life).
0)
In general , such requirements as current, voltage, rotation, installation, and
i.i: temperature may differ, depending on the equipment.

·-..,ca ( 3) Restore the deterioration

Even if the basic and operating conditions are complied with, the equipment
(.) may suffer deterioration over the elapse of time. Therefore, it is essential to
ti=
·-ttnn ---- ----
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detect the deteriorated portion in the equipment and to restore it to the original
state before the equipment gets into trouble. This means that inspection, test
and preventive maintenance which can restore the equipment to the originally

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designed conditions before it gets into trouble should be properly performed.

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11-57 11-58
Jilln Jilln
(4) Improve the weak points in design

Even if the steps mentioned above are taken, things don't go well in some
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cases, or sometimes such steps result in higher cost expenditure. In most of 0..
these cases, the equipment may have been designed, manufactured or :::J

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installed improperly due to lack of technologies or skills, resulting in providing Q) Q)
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equipment with weak points.
Therefore, it is necessary to carefully analyze the causes for failure and
improve the weak point of the equipment.
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the skills necessary for the steps. What is worse is the case when, even if the 0.
necessary steps (1) through (4) have been taken as mentioned above, the I-
equipment suffers damage due to improper operation or repair. "'C
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Major Items in Performing Five Countermeasures to Reduce Failures

[1 l [2] [4]
Establish Basic Keep operating conditions Improve the weak
Conditions [3] points in design [5.1]
• Equipment cleaning • Setting design capability • Countermeasur
Countermeasures to and loading limit Restore the deterioration e to improve the Prevention of human mistakes
eliminate dust source Countermeasures to get strength for
• Retightening over weakness in extending service
Countermeasure to excessive load operation life Mechanism ,
prevent loosening • Standardization of Structure,
• Lubricating equipment operation Materials, Shape
Identifying lubrication methods and dimension
points improving • Setting and improving Detection of prevention of deterioration Establishing repair accuracy, Prevention of operation
lubrications method operating conditions for method Assembly mistake Prevention of improper
• Preparation of units and components strength, Wear reoair
• Inspection of common units thought senses • Standardization of • Analysis of causes for
cleaning and • Setting and improving resistance,
and detection of deteriorated positions disassembly, assembly, improper operation • Analysing causes for
lubrication standards the execution criteria Anticorrosion,
• Inspection of items inherent to the measurement and • Improving control panel improper repair
installation, piping and replacement methods Surface
equipment through senses and detection of design • Improving g the shape
wiring • Common utilization of roughness,
deteriorated positions • Attachment of interlock and installation methods
• Dust preventive and components Capacity .....
• Preparation of daily inspection standards system for spare parts which are
waterproofing measures • Tools and jigs, and • Countermeasur
• MTB analysis for each failure point and • Countermeasure hard to identify
around rotating and sliding making them for special e to ease the
estimation of service life against foolproof • How to store spare
portions repair use stress in
• Setting change-over time limit operation parts
I • Establishing good
• Preparation of inspection, test and change- • Improving the movement
• Study how to visual • Improving tools and jigs
0) working environment structure of equipment • Design to
N over criteria control • Making the
countermeasures to so that it can be easily release excessive
• Study on how to find the sign of • Standardizing troubleshooting into a
prevent dust, high repaired stresses
abnormality operation and adjustment procedure and making
temperature and humidity, • Establishing criteria
• Study parameters for prediction methods application easy (Study
vibration and shock for storing spare parts
deterioration and measuring method the method to conduct
visual control)

[5.3] Operation Skill [5.2] Maintenance Skill

• Operation • Inspection • Lubrication • Setting-up • Inspection/test (measurement) Diagnosis/repair/adjustment

• Adjustment • Detection of sign of abnormality • Troubleshooting • Analysis

Fig. 11-27

'--
~

§ii
'--
~

§ii
Four phases of achieving zero failure
Phase Phase 1 Phase 2 Phase 3 Phase 4

Theme Reduction in irregularity of Extension of product life Time-based restoration of Prediction of service life
failure frequency expectancy deteriorated portion to
original state.

Major Activities • Restoration of • Improving weak points in • Time-based restoration • Prediction of

deterioration left design of deterioration. service life through
unattended for a long • Improving weakness in • Prediction of service equipment
period to the original strength and accuracy. life. diagnosis
state. • Selecting the components • Time-based inspection technique
• Handling the latent meeting the requirements. and testing standards . • Technological
defects • Improving weakness for • Time-based analysis of
• Elimination of forced excessive loading. replacement criteria catastrophic failure.
I
deterioration • Elimination of incidental • Improvement of • Analysis of fracture
0)
• Establish basic failures maintainability . plane.
<,.)
conditions. • Improving operation and • Detection of sign of • Analysis of material
• Defining and keeping maintenance skills. abnormality inside the fatigue
with operating • Countermeasures to equipment through • Analysis of gear
conditions. prevent improper repair senses. teeth etc.
• Restoration of external • One which shows sign • Countermeasure to
deterioration. and one which does not retain a longer
show any sign. service life.
• What kind of sign can • From prediction of
be seen before the service life to time-
abnormality occurs? based restoration
• How can we detect the of deterioration .
sign?

Fig. 11-28

.,""C
<Process industry structure <8 major losses> 0
-- 0
(D

Calendar hours (24 H x 365°)

rl(1) Scheduled shutdown loss
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§ii
'---
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§iJ
Definitions and Examples of 8 Major Losses in Plant

Loss Definition Unit Example

[1] Planned Maintenance Loss Shutdown loss which is caused by the Hour (Day) Shutdown works, periodic
shutdown of the plant for its planned maintenance, legal inspection,
annual maintenance and periodic plant autonomous inspection , general
adjustment repair work and others
[2] Production Adjustment loss Adjusting time loss which is caused by Hour (Day) Shutdown for production
the production plan to adjust the supply adjustments, inventory
and demand balance adjustment and other reasons
[3] Equipment Failure Loss Loss which is caused by sporadic Hour Pump failure , motor seizure,
shutdown of the facility or equipment bearing damage, shaft breakage
due to malfunctions and other reasons
[4] Process Failure Loss Loss which is generated in the process Hour Leak, Spilling clogging , corrosion ,
by plant shutdown due to improper erosion, scattered dust and chips,
I chemical or physical propertied of the operational error
en substances to be handled, some other
I improper equipment operation or
N
external factors
[5] Regular Production Loss Loss which is caused by plant start-up Rate down, Hour Start-up after starting , ending
stopping and switchover before stopping, production rate
down in model change
[6] Irregular Production Loss Performance loss which is caused by Rate down Material and time loss caused by
reducing the production rate due to producing products which are off
plant malfunctions or abnormality quality standard
[7] Process Defect Loss Loss which are generated by production Hour, Ton , Amount Material and time loss caused by
defective products or imperfection. producing products which are off
Loss which is defined as a loss quality standard
deserving 2 rank down-grading
[8] Reprocessed Loss Loss which is caused by reworking Hour, Ton , Amount Defective units in final process
are recycled to upstream
processes for reworking to have
them accepted

< Calculation of overall

<Plant> < 8 maior losses > production efficiency>

Calendar hours (A)

_rl (1) Scheduled
shutdown

(2) Production
r~ Availa-
bility =
Calendar hours- ((1) (2) (3) (4))
Calendar hours
(%)
X 100
0
adjustment f---
<
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Working hours (B) i i • rl (3) Eq_uipment

failure
I- Availa-
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(A)
X 100

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Actual average production
quantity (T/H) (%)
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DJ "U
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Value
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(/) ro'
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_
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loss
I ~ Non-
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R!llta.

(El
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Overall production efficiency = ~

!Availability X Performance rate X Non-defective rate

'---
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,,,,,,
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C CHAPTER Ill Concept of and How to
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11-8-4
Jiffn Jiffn
1 How to Advance "Kobetsu-Kaizen"
--'-~--'---, - -
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(,)
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I As one of the pillars of TPM activities, "Kobetsu-Kaizen" pursues efficient equipment,
I

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I worker, and material and energy utilization, that is, extremes of productivity, and aims
at achieving substantial effects. "Kobetsu-Kaizen" activities try to thoroughly eliminate
'c: ~E
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"'- 16 major losses, The basis of these activities is to enhance and demonstrate the
-+ ~ E"' >,
I "C "' technological, analytical and KAIZEN powers of the worker engaged in them.
:, <I)
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;=;"' a:"' In eliminating losses, the other loss items, excluding administration, line organization
and logistics losses, can be greatly eliminated among the 5 major losses preventing
<I)
the efficiency of workers by reducing the 8 major losses of equipment efficiency to
::,
zero. In the divisions which depend much on manual work such as assembly work,

I
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~

2
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Positioning of other pillars of TPM activities in implementing "Kobetsu-Kaizen"
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co _Q In kicking off these activities, doubts such as "will these activities really be effective
0 with us?" naturally arise if TPM is undertaken, regardless of being shown examples
:::c of other companies in which productivity and quality
~ ~ ~

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have improved, the cost has been lowered, performance has improved and bright
workplaces have been built.

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<I) For this reason, a project team should be formed among those concerned, such as
"'"'
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0 model equipment as a plant in the initial introduction stage, as shown in Fig. 111-1
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E How to Advance "Kobetsu-Kaizen". "Kobetsu-Kaizen" should be made to enhance
co
the production efficiency, and actual results must be shown.

111-2
111-1
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and sub-section, a project team is organized by managers, staff, foremen and other 0)0..0

supervisors, and activities are carried out with the models. Activities of this project -~ ~ 8
6 ~u~
team are also small circle activities. Planned and efficient implementation of these
§c1-Cll_-_rn_~--- --+--+-+--+-+--+-+-+--+-+---+-+---+-+-~~
activities requires a "Kobetsu-Kaizen" schedule to be prepared before kicking off for 0:2 O.cm .... cnm

accomplishment of the goals set in paragraph 1.6.4.

1.1 Preparing "Kobetsu-Kaizen" Plan

"Kobetsu-Kaizen" plans for accomplishing TPM goals are prepared by determining ¢:: ¢:: ¢::
the loss items in equipment, material and energy utilization and workers for each line, Cl) i: i: i:
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process and piece of equipment in each section and subsection before kick-off, and .c:
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If the equipment main plant, by implementing "Kobetsu-Kaizen" pursuing extremes of

overall equipment efficiency, 7 major losses will spontaneously decrease, elements a.> (9 0 n,_
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involving workers will become fewer and productivity will "Cl
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111- 4
111-3
Jiffn Jiffn
1.2 How to Advance "Kobetsu-Kaizen" Activities Table 111-2 "Kobetsu-Kaizen" 10-step Development

"Kobetsu-Kaizen" activities can be implemented efficiently after kicking off by setting

models in departments, sections or sub-sections and by implementing activities in a
planned manner in accordance with "Kobetsu-Kaizen" plans. The step-by-step Step Activity
implementation shown in Table 111-2 is recommended to implement these activities.
The "Kobetsu-Kaizen" subcommittee or promotion office must monitor and control
Step 1
Select model
. Lines , processes and equipment in "Kobetsu-Kaizen" plans that
produce many losses.
the implementation of activities. Tables 111-3 and 111-4 show examples of equipmenUline/process . Possibilities of horizontal replication are large .
implementation control (monthly plan tracing score) and of expansion to other places . Synchronize with lines, processes and equipment in "Jishu-Hozen"
for "Kobetsu-Kaizen" plans. activities and advance Steps 1 to 3.
111 -6 Step 2
Organize project teams
. Manager of department is the leader (e.g., department manager for
department model and section manager for section model)
. Staff from engineering, production engineering , design and
production join and is given responsibility for each loss,
. Project teams are registered with the promotion office and official
assignments are issued .

Step 3 . Grasp and confirm losses.

Grasp present losses . Is sufficient loss data available? If not, gather data .
. Set up KAIZEN themes based on results of present status survey.
Step 4
KAIZEN theme and goal . Set challenging goals and periods by zero loss concept.
setting . Assign staff for each loss type .
. Plan analysis and countermeasures and prepare procedures for
implementing KAIZEN and schedule completion plan.
Step 5
Mapping out KAIZEN plan . Make diagnosis by top executive.
Step 6
Mapping out and evaluation
. Map out KAIZEN plans by fully utilizing techniques and inherent
technologies such as analysis, investigation and experiments for
of analysis and KAIZEN and evaluate plan.
countermeasures . Pursue till goals are accomplished .
. Enhance KAIZEN by top executive diagnosis. {It is also a good idea
to diagnose at a presentation meeting.)
Step 7
Implementation of KAIZEN
. Earmark necessary budget and implement KAIZEN .

Step 8
Confirm effects
. Confirm effects for each loss type after implementing KAIZEN .

Step 9
Taking measures to prevent
. Implement standardization and measures needed for preventing
recurrence , such as production , work, purchasing and maintenance
recurrence standards.
. Prepare a manual for horizontal replication .
. Make diagnosis by top executive .
Step 10 . Horizontally replicate in other lines, processes and equipment of
Horizontal replication same type.
. Kick off next model activities .
(Note] . Project team members demonstrate leadership with other loss items for which they are not
directly responsible, such as technical analysis, as well as support, study and enhancement
to KAIZEN , as a team member.

111-5 111-6
'--
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§ii
Table 111-3 "Kobetsu-Kaizen" Themes

(Equipment) Achiev
Main theme Theme Theme e-
matt
Item Achieve-
BM Result Target
menl
BM Result Target Progress Further
Target plan
Result Plan
Item BM (91/6)
Target
Result
Losses /result
(%) (%) (%) Charge State (%)
A3M Com.
Start
plete
N-LINE (P- Availability 60.1 66.7 79.7 1.11 Set-up loss (min./unil) 30'48 38°46 10.60 91 /9 91/1/ Completed 0
1016,
P-1014) Tool & adjustment loss (min.) 0 70 0 91/8 91 / 11
Model
O.E.E. (%) 220 30.4 76.0 Failure kiss (min. a lime) 1560 58·10 50•2 91/11 In process 0

Logistics loss (min.) 100 55 100 91/8 91/11

Others (min.) 0 158 0 91/9 91/1€
Total CT
(Sec.) 656 2.63 Performance 36.7 45.7 95.3 1.24 2952 2886 147 91/11 In process 0
9.09 Minor stoppage loss (min.)
rate
Reduce cycle time (sec.) 200 2.00 2.00
Quality
.products rate
100.0 99.8 100.0 1.00 Defect. & rework loss (piece) 20 155 0 91/9 91/11

Workers'
Labor saving
Productivity
I (Piece/Perim ' h) 396.0 548.7 1368.0 (person/.
2.0 2.0 1.5 1.00 Renew work feeder 88/4 92/3 In process 0
-.J (person) 0.8 0.8 0.4 shift)
(Piece/month) 51241 72795 90000
N SOOT Availability 80.9 91 .2 9L4 1.13 Set-up loss (min./unit) 21-20 26°20 10.'40 91/3 Completed 0
(P.1014)
Tool & adjustment loss (min.) 0 0 0
O .E.E. (%) 29.1 36.2 60.0 Failure loss (min. •time) 480 90'3 0
Logistics loss (min.) 55 46 0

Total CT others (min .) 0 95 0

(Sec.) 15.46 12.41 7.50 Performance 36.0 39.8 65.7 1.11 Minor stoppage loss (min. ) 2590 5805 1450
rate
Reduce cycle time (see.) 4 .50 4.50 4.50
Quality
products rate
100.0 99.9 100.0 1.00 Defect & rework loss (piece) 6 44 0

Workers'
Productivity
Labor saving
(Piece/person-h) 232.9 290.1 480.0 (person/ shift)
1.0 1.0 1.0 1.00
(person) 0.5 1.1 0.5
(piece/month) 19403 51131 37000

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I
2 Analytical and KAIZEN Techniques for "Kobetsu-Kaizen" Steps for PM Analysis
Implementation and PM Analysis

2.1 PM Analysis
Clarification of phenomenon ~Classify the pattern of the
/1. phenomenon thoroughly.
2.1.1 What is PM Analysis?

The analysis consists of analyzing the "P" phenomena "P" physically to clarify the "M" Analyze phenomena from the
I2.
~
Physical view (Logical reasoning) of physical point of view and
mechanism. So PM stands for Phenomena, Physically and Mechanism, and is phenomenon present them by referring to the
suitable for improving chronic losses.
principle and rules.
When trying to reduce complex chronic losses, the conventional KAIZEN method
used lists the factors which incidentally come up and overlooks the important factors
without carrying on the phenomena analysis thoroughly, and sometime tends to list Pick every case which might
unrelated matters, which results in not achieving a noticeable loss reduction in spite / 3. Contributing conditions for phenomenon t-- contribute to the symptom if the
of the various countermeasures taken. To avoid this kind of situation, the PM conditions are met.
technique is the best solution.

Study the relationship between

equipment, tools/jigs and the
What is PM Analysis ? I 4. Study the relation between equipment, man, ~ creation of conditions which
material and method contribute to the phenomenon.
List every factor which is
considered to have a cause and
effect relationship.
The term PM analysis comes from the following origin:

Phenomena (non) Study each factor to find its

"what the conditions must be",
Physical
/ s. Study of what the conditions must be
~ referring to the mechanism,
actual equipment, drawing and
various other standards.
Mechanism

Relationship

~
Survey the methods which are
(Machine, Man, Material and Method) 16. Study of investigation method useful for investigating the
factors.
These initials are taken for Sthe work. PM analysis consists of the following steps:

List what has deviated from the

17. Point out "fuguai"
~ what the conditions must be
and "fuguai" such as slight
defects.

Working out the KAIZEN plan

/ s. Implementation and plan of KAIZEN
~ for the "fuguai", and
implementation of KAIZEN.

Fig . 111-3

111-9 111-10
JiRn JiRn
2.1.2 8 Steps of PM Analysis
( 4) Step 4: Study the relation between equipment, man, material and Method
( 1) Step 1: Clarification of phenomenon
Regardless of degree of factor influence, list every factor which might be
First of all, in order to understand the phenomenon precisely, study the considered to contribute to the phenomenon creation, thinking of the factors
process of phenomenon appearance, status, location where phenomenon in equipment, material, and man that are considered to have a cause and
can be seen, difference of phenomenon between types of equipment, and effect relation theoretically.
classify the pattern of the phenomenon.
As overlooking the factors has often been reported due to being unfamiliar
(Possible detailed classification of the phenomenon based on "genba with such basic knowledge as the equipment mechanism, working principle,
genbutsu" is quite important.) function of equipment, required accuracy to keep the function and its
adjustment method, it is important to study such basic knowledge. Besides
(2) Step 2: Physical view (Logical reasoning) of phe_nomenon this knowledge, knowing material and product properties and the trend of
machining processes adequately is also important.
Physically view (logical reasoning) the phenomenon to clarify the causes
from various angles. For instance, in case the flaw was found on the product, (5) Step 5: Study of what the conditions must be
try to find out whether the flaw was made on weaker material by the contact
or the impact of other materials. If the chance is set to study what the conditions must be for each factor by
Taking up of the factors analyzed in the cause may differ, depending on the referring to the equipment mechanism, actual equipment, drawings and
method used to analyze them. various standards, a thorough study can often find the "fuguai" and defects
Based on this basic attitude in the phenomenon analysis: and allow the taking of subsequent steps.
1) Taking up the factors analyzed in the phenomenon may differ, Ill -22
depending on how the factors are physically viewed (logical reasoning).
2) By theoretical thinking, systematic thought can be given to the factors (6) Step 6: Study of investigation method
and overlooking of factors can be avoided.
3) Wrong perception, which is often caused by sensory judgment, can be The next step is to survey concrete investigation and measurement methods
avoided. to investigate the "fuguai" causes and to study the scope of the investigation.

(7) Step 7: Point out the "fuguai"

( 3) Step 3: Contributing conditions for phenomenon
Utilizing the investigation method selected in the step mentioned above, pick
Pick every possible case which might be considered to contribute to the the "fuguai" for each factor. When performing this step, you have to take care
phenomenon when such and such conditions are met. so that you will proceed in picking the "fuguai" and incidental defects from the
standpoint of looking for "what the conditions must be", or "slight defects",
Generally speaking, since picking the conditions which contribute to the without sticking to conventional concepts or judgment practices.
phenomenon is insufficient, overlooking some conditions, and the
countermeasures are worked out for a certain phenomenon without giving ( 8) Step 8: Implementation and plan of KAIZEN
any consideration to other factors, the reduction in failure and defects often
can not be achieved, Work out the improvement plan for the items which are pointed out as having
"fuguai".

111-11 111-12
Jiffn Jiffn
2.1.3 Procedures and Considerations of PM Analysis

PM Analysis Case 1. Control of Minor Stoppage of Automatic Assembly Few KAIZEN methods can be effectively applied immediately at the time they are
Machine formed or their case studies have been shown. PM analysis is not an exception. After
fully understanding the challenge prevailing at the work site and having the
Physically view experience to repeat a thorough analysis by ta king the steps one-by-one while
Contributing Relationship with equipment and
Phenomenon (Logical
condition materials referring to th e attached "Procedures and Consideration of PM Anal ysis Application",
reasoning)
you can acquire the ability to satisfactorily analyze.
Stoppage by Low suction force 1. Deformation of 1-1 Work deformation
actuation of workpiece 1-2 Dimensional fluctuations of
detector.
Of cou rse, a wider conception and a related wide range of knowledge and
itself workpieces
2. Faulty 2-1 Low vacuum degree technologies are required as well as thorough knowledge about the products,
Vacuum nozzle operation of 2-2 Vacuum degree dispersions process, raw material, manufacturing method, manufacturing conditions and
adsorption vacuum 2-3 Timing errors equipment.
error 3. system 3-1 · Worn adsorption nozzle
Air suctioned 3-2 Worn workpiece feed jig
from working 3-3 Misalignment of workpieces to
4 surface feed jig
Center 3-4 Contact error
misalignment 4-1 Center misalignment between
adsorption nozzle and feed jig
4-2 Play of adsorption nozzle
4-3 Misalignment by vibration (by
resonance)

PM analysis Case 2. Control of Toppling Batteries

Physically Contributing condition

Relationship with
Phenom- view
Plant equipment, materials, jigs
enon (Logical
and tools
reasoning)
2) Battery Batteries Becomes 1. Conditions causing wear Omitted
plant topple on unbalanced by • Contact surface between
rotary moving of rotary table and
table centroid by workpiece,
external • Causes by workpieces
condition themselves. (Deformed
(shock, wear, bottom surface, foreign
vibration or matter attached)
other reasons) 2. Conditions generating 2-1 Table surface
vibration condition
• Caused by rotary table 2-2 Table flatness
(waving, deflection) 2-3 Table deflection
• Contact between rotary 2-4 Table revolution
table and nearby guide. unevenness
3. Conditions generating 2-5 Guide shape,
shocks. position and angle
2-6 Guide face condition
• Steps between conveyor
2-7 Contact condition
and rotary table.
between table and
guide
- /,
' ' ,·, ., ' h -
. "' /

111 -13 111-14

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Table 111-6
§ii
Procedures and Consideration of PM Analysis
Relation between
Phenomenon Physically view (Logical Contributing conditions equipment, man, material
(Phenomenon means reasoning) (Physically (Conditions mean the and method Relation Study of what the Survey of investigation Implementation and plan
Point out "fuguai"
which can actuas11y be viewing to study the things which limit the means the connections or conditions must be method of KA IZEN
seen) nature of things phenomenon) dealing among many
things)

Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8

I
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(/)
Grasp the pheno-
menon exactly

_l_ Appearance
Present the pheno-
menon in a pysical
view
rr ~
Pick all the possible
causes which might
contribute to the
trouble generation
-
~ ~nvestigate details of
elements which
constitute the
mechanism I
Work out the
investigation plan
~
Judgement of
results of each
rI Standardisation
I
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Status
! Measurement
_ Measurement
conditions
Q)
u
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the Changeover Trace the cause and accuracy
-
I Confirm ation of
a_
pheno- time effect re latio n w hich
constitutes th e - Measurement
method
results I
menon location of
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contributing condition s Comparison Analysis
into trouble with standard -
details as values
Difference in - Schedule
much as the location of
possible trouble by H ~hings which can be ~ Member -
equipment or disclosed by
- etc.
machine Describge the investigation or ~

T
phenomenon with a measurement
Process of
->. generation
01 .,,
generation
mechanism
Things whic h can not
be disclosed b y = 9 Findwhat
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s u~eyof
Observe pheno-menon Ltii, experiment or standard was
carefully at the genba-
genbutusu
analysis applied method
I~ Investigation
Working out
KAIZEN plan I
(1) Oon'tslicktothe (1) Experience, perception, ( 1) Alwaystrytodevelopthe (1) Don't guess, (Judge based ( 1) If there is any currenlly (1) Study which condition is (1) Refer lo the current criteria ( 1) Asmanysolulionsare
conventional way of sensuous judgement should activities wondering if every on thorough study and available criteria or standard better for measurements, available, don't hurry the
expression be avoided definitely element involved is being investigation describe all of them. during operation or decision. Select the best
(2) Describe precisely (2) Whenitlsdifficulttofinda cla rified(sothatnomissing (2) Think of things theoretically For example: shutdown oae
(3) Tracer to the smallest way to see the matter of causes occurs) and pick everything which - Operation standard (2) Studythesimples\ (2) Study which method should
possible unit of the physically, the way to (2) Don't stick much to the rate might have a relationship - Drawing measurement method be employed carefully, the
phenomenon (such observe the phenomenon is of contribution - Process manual (3) Confirm the traceability one to conduct everything at
(/) expressions as flaw, dent, wrong, or there is (J) Rough recognition of - Quality standard one lime or the one lo
C broken or malrunction are insufficient contributing conditiosn - Testing method etc. perform actions one by one
._g not enough underslanding about would fail to proceed to the (2) In case there is no standard
~ (4) Errors can often be equipment, material and nerl steps. In that case, or cri teria, or if any are
Q) observed due lo insufficient method lake doubtful in their descrplion,
"O
.iii classification of (3) Review the phenomenon the conditions as the confirm them by conducting
C phenomenon theoretically phenomenon experiments at the plant.
O (5) Don'tguesslh e (4) The way lo pick the element (4) Experience, perception and (Bel'NE!en the normal and
U phenomenon, confirm them differs, depending on how sensual judgement should abnormal conditions)
visually they are physically analysed definitely be avoided
(5) Understand the physical (5) Ir the important factors are
principle and theory overlooked, the results of
(6) Understand the function and analysis does not have any
mechanism of equipment value
and opeation manuals

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Participation of the production division in maintenance activities is one of the features (2) Operators trained to be proficient in equipment mechanism
of TPM. Of late, the importance of maintenance activities has been recognized anew
for the corporation to survive in the fierce competitive environment. Resultantly, In order to sati sfactorily perform "J ishu-H ozen", the operators should be
review of the operators' role and the maintenance operation becomes necessary. "proficient in equ ipment operations and maintenance". The operators won't be
expected to merely be an operator, and only sometimes be expected to act as a
Under these circumstances, QC circles and ZD campaigns have been gaining wide maintenance man. The more the equipment or operation is automatized or
popularity in every enterprise, and the concept that one's work should be volunta rily robotized , the more the operator should be eq uipped with the ability to perform
maintained by oneself has taken root and developed into the "Jishu-Hozen" concept equipment maintenance.
of "Maintain one's own equipment by oneself'.

1 "Jishu-Hozen" What is most required for an operator is to acquire "the ability to find
abnormality", the ability to sense abnormality of the equipment and/or products
(1) Maintain one's own equipment by oneself by feeli ng "suspicious behavior".

"Jishu-H ozen" is the activities in which each worker performs daily inspections,
lubrication, parts replacement, repair, troubleshooting, accuracy checks and so To acquire the above-mentioned ability, the operator should have the following
forth on his own equipment, aim ing at achieving the goal of "keeping one's own basic abilities.
equipment in good condition by oneself.

With advancement of technologies, equipment has become more sophisticated

and comp lex, and with expansion in the operation scale of enterprises, the 1) Ability to tell normality from abnormality precisely
maintenance functions have been divided into specific areas. The so-called
concept of "I operate, you fix" in which the operation division only engages in (Ability to set the conditions)
production while the maintenance division only takes care of maintenance had
been disseminated throughout the production field . As a result, many people
came to think that the people who were engaged in production should only 2) Accustomed to strictly keeping the rules of cond ition control
handle the work and check their quality, and such activities as the maintenance (Ability to keep the management)
of eq uipment, lubrication and other care of machines and equipment should be
left to the maintenance men.
3) Abi lity to take quick and proper actions against the
Such critical attitudes such as "the poor practice employed by the abnorm ality
maintenance division and improper introduction of equipment by the division
should be blamed for the trouble" and "We don't have any responsibility for the (Ability to take necessary actions and to rectify the
trouble" should be discarded. A little attention to additional tightening, abnormality)
lubrication, and cleaning can often prevent trouble in advance, or a little touch
or care of the machine and equipment would often help to find any abnormality
and prevent the trouble.

IV-1 IV -2
Jiffn Jiffn

In concrete, each operator is required to master the following technologies and 2) If the equipment is changed, the workers will change. If the workers change, the
capability. production field can be changed.

3) Self-fulfillment should be realized through the employment of a step-by-step

1) Knowledge and ability to find equipment "fuguai" and to make system to positively promote the development, with all workers participating in
necessary KAIZEN of them the activities under the organization- led small group.

Development of steps as shown in Fig. IV-1, based on the concept mentioned

2) Knowledge and ability to understand the equipment mechanism and
above, is considered indispensable in the success of "Jishu-Hozen".
functions and to locate the possible causes if trouble occurs

3) Knowledge and ability to understand the correlation between

equipment and quality and to predict abnormal quality of the
product and its causes

4) Knowledge and ability for repair

5) Has ability to perform "Kobetsu-Kaizen" of themes suiting operator

jobs independently or cooperating with other related departments.

Those who have the knowledge and ability mentioned above can be said to be
operators who are really proficient at equipment that can predict the "sign of
defect" and "sign of failure" and take necessary steps to prevent such embryos
from developing into serious problems.

2 Concept of "Jishu-Hozen" Development

With the rapid advancement in equipment enhancement and sophistication, the
maintenance functions had to be divided. The scope of responsibility for production
had been divided into the operation division, which was only expected to produce,
and the maintenance division, which was only expected to perform repairs, which
condition has greatly obstructed equipment efficiency. The "Jishu-Hozen" concept
was originated to change this operation structure. The basic concept is as shown
below.

Basic concept

1) If all the personnel who are engaged in the equipment operation can change
their basic concept and behavior, the stoppage or deterioration of equipment
functions could be prevented and "zero-failures and defects" could be achieved.

IV-4
IV-3
Jilln,----------- Jilln
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c:: -5; -5 3 Role of Operation and Maintenance in "Jishu-Hozen" Activities

3.1 Role of Operation and Maintenance Divisions

The maintenance division should avoid the negative attitude of "performing

maintenance when requested and trying to gain gratitude from the requesting
division". The situation might be that the operation division wants its request done as
soon as possible so that production is not greatly disturbed, while the maintenance
division claims that it cannot handle the rushed repair request. Each division doesn't
try to understand the other division's position . In extreme cases where the divisions
are antagonistic to each other, the purpose of maintenance will not be achieved at
15.. --o
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+-' "O
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(I) Olz fix" can often be seen, but this situation does not create satisfactory results , even if
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the maintenance people give their best effort. It is needless to say that without good
.c operation and maintenance division cooperation, satisfactory production cannot be
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(.) 3.2 How to classify the maintenance activities and responsibilities
C
0 Here the maintenance activities and their classification are ordered, and what the
(.) "J ishu-Hozen" should do is explained. (See Fig. IV-2)

For achieving the maintenance goal, the activities should be widely classified into the
following types.

( 1 ) Maintain activities - Prevention of failure, Rectify the failure

(I)
c
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(2) KAIZEN activities - Extend service life
~NC'"l
a. a. a.
a, a, a, o,
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0.. Shorten maintenance hours
u5 u5 u5 (ti·-
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(.) g Design maintenance-free equipment

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IV - 6
IV-5
JiRn JiRn
Fig. IV-2
These 2 major activities should be performed in parallel.
Classification of Maintenance and Respons ibility
Details of maintenance activities
Implementation Assigned
(1) Normal operation
Classification Prevention I Measurement I Restoration Opera- Maint-
tion enance
(2) Daily maintenance D Time-based maintenance D Predictive maintenance
rl Normal
Operation
Proper Operation I 0
Set-up and Adjustment I 0
Details of KAIZEN activities
Preven-
r7 Cleaning, Address Latent Defects I 0
!alive ,-
(1) Corrective maintenance KAIZEN of reliability
~

Mainte- H Lubrication I 0
KAIZEN of maintainability
nance
H Daily
Maintenance rH Retightening I 0
(2) Maintenance prevention Design of maintenance-free equipment H Operation Condition
Dailv Inspection for Deterioration I 0
: Minor Repair j 0
: Time-based check I 0 0
These activities can be classified into any of the following 3 categories.
-j Time-based
Maintenance : Time-based inspection I 0
(1) Activities to prevent deterioration,
(2) Activities to measure deterioration, Productive : Time-based Overhaul I 0
(3) Activities to restore deterioration. Mainte-
nance
Predictive
: Trend Check I 0
Any of these three activities for preventing deterioration is very important, and the Maintenance
purpose of maintenance cannot be achieved if any of them is lacking, though the
: Unscheduled Overhaul I 0
type and degree of their method may differ.

However, in general, the "activities to prevent deterioration" have often been ignored,
rl Corrective
Maintenance
(Reliability)
r7 Strength KAIZEN
r
H Lightning of Loading
I
I
0
0
concentration on the time-based inspection and accuracy check without paying much
attention to the above-mentioned deterioration prevention activities, which are the
Correc- HAccuracy Improvement I 0
>-- live
t-
most fundamental of all the maintenance activities, may be said as mistaking the Mainte-

means to the end from the standpoint of effective maintenance.

nance
Corrective
: Conditions Monitoring I 0
Maintenance
~

(Maintain- I Improvement of Inspection I 0

ability)
I Improvement of 0
I Maintenance I
-j I Enhancement of
Main-
Others
I Maintenance Quality I 0
- tenance
Preven- 7 MP Activities I 0 0
!ion

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Break-
Planned Breakdown Maintenance 0
~
down
Mainte- I I Earlier discovery of inferior situation and
I 0
Emergency
nance Maintenance I I positive and rapid report/remedy

I : Sporadic Repair I 0 0

IV-7 IV-8
Jifln
3.4.2 Support to "Jishu-Hozen" activities by operating division
3.3 Activities performed by operation division
The importance of "Jishu-Hozen" activities centering on activities to prevent
The operation division should place weight on "activities to prevent deterioration" and
deterioration has been mentioned earlier. This can be accomplished on ly if the
perform the following activities.
maintenance division provides precise guidance and support. The operating division
looks to the maintenance division for the following concerning equipment
3.3.1 Activities to prevent deterioration maintenance:

(1) Prope~ opera~ion (fo~ ~reventing human errors) ( 1) Support contained in Steps 1 to 4 of "Jishu-Hozen".
(2) Es~abl1sh basic ?ond1t1ons _(cleaning, lubrication and 'retightening)
(3) Ad!ustment (mainly operational and set-up adjustments) 1) Training and guidance in equipment structures and functions, names of
( 4) Adjustment and other "fuguai" data recording parts and members that must not be disassembled.
(5) Cooperation with maintenance division in KAIZEN countermeasure Survey 2) Guidance on lubrication, unification of oil types and instruction on
preparation of an oiling standard. (Oiling locations, oil types and oiling
3.3.2 Activities to measure the deterioration periods)
3) Technical support on control of sources, countermeasures for the causes
(1) Daily inspection } (rely mainly on the 5 senses) of dirty equipment and improving access to hard to clean areas, efficient
(2) Part of the time-based inspection operation and other KAIZEN activities.
4) Quick processing of work asked by the operating division on malfunctions
3.3.3 Activities to restore the deterioration such as deterioration, basic conditions and defects.

(2) Support contained in Steps 5 and 6 of "Jishu-Hozen"

(1) Mi~or check (Minor parts repl_acement and emergency remedy)
(2) Qu1?k and ~roper report of failure and other malfunction situation
(3) Assistance in sporadic repair 5) Training and guidance on fastening bolts, nuts and other fasteners.
6) Training and guidance on check skills and guidance on preparing an
Am~ng _the above _activit!es, the establishment of basic conditions ( cleaning, inspection standard (points, inspection periods, etc.)
lub:1~~t1on and retIghtening) and the daily inspection are the most important
a?t!v!t1es, but the scope is too wide to be covered by key persons in the maintenance What is important in this training is an attitude of mutual
d1~1s1on. Th~refore, the persons who are responsible for operation and familiarized operation and learning from others. Other principal activities
with_ the equIp~ent should perform these activities so that the activities can be of the maintenance division are as follows:
achieved effectively.

3.4 Activities of Maintenance Division 3.4.3 Research and development of maintenance technology and setting of
maintenance standards.
3.4.1 Maintenance activities of primary business
3.4.4 Recording of maintenance performance and building of the maintenance
The ~ain _line of t~e mai~tenance division is activities to measure and restore information system and maintenance effect measurement system.
de_tenorat1on and Is requI:ed to focus on areas which require higher technology and
sk1l_ls, such as ~~-~all~d time-based, predictive and corrective maintenance. The 3.4.5 Research of failure analysis techniques and implementation of critical failure
mainte~ance d1v1s1on I~ ~xpected to further enhance maintainability, operability and prevention activities.
safety, instead of remaining a mere repairman for parts replacement.
3.4.6 Cooperation with equipment design and development divisions (MP design
and initial flow control activities)

3.4.7 Control of spares, jigs, tools and technical data.

IV-9 IV-10
Jiffn Jiffn Ii

4 How to Advance "Jishu-Hozen" Table IV-1 Examples of steps for evolving "Jishu-Hozen"

"Jishu-Hozen" development is the autonomous diagnosis of the equipment Step Name Contents of activities
performed by a team under the leadership of supervisors based on the processes I All-around clean-up of dust and dirt, centering on
(refer to Fig. IV-1 ), primarily established in order to increase the Initial clean-up equipment implementation of lubrication and machine
level of equipment and workers' performance efficiency step-by-step and to have the parts adjustment; discovery and repair of "fuguai" in
"Jishu-Hozen" performed positively in the end. equipment
(Cleaning and
How to advance the activities are shown below. inspection)

4.1 How to Advance the "Jishu-Hozen" (Step Method) 2 Countermeasures for Prevent causes of dust and dirt and scattering,
the causes of forced improve places which are difficult to clean and
In order to maintain higher productivity equipment and to cultivate workers who are deterioration and lubricate, and reduce the time required for clean-up
proficient with the equipment and capable of "Jishu-Hozen", the "Jishu-Hozen" step improving hard-to- and lubrication.
development should be implemented with the following preliminary step (0 step) and access areas
7 "Jishu-Hozen" development steps. (See Fig. IV-3)- 3 Preparation of Formulate behavioral standards so that it is possible
tentative "Jishu- to steadily sustain clean-up, lubrication and machine
Preliminary step (0 step)
Hozen" standards parts adjustment in a short period (Necessary to
indicate a time frame-work that can be used daily or
This step is a quite important one in which you can recognize why TPM is periodically) .. .
necessary through understanding the adverse effect of forced
deterioration. In order to have the concept "the source of motivation can 4 General inspection Training in inspection skills through inspection
be found in the process of action" understood, the action is prerequisite. manuals; exposure and restoration of slight
The preliminary preparation is made through considering the reason why equipment defects through general inspections
forced deterioration can be caused and why "Jishu-Hozen" is now needed.
5 Autonomous Formulation and implementation of autonomous
(1) Before getting down to the actual development steps, consideration should be inspection check sheets
given to predicted accidents and safety education should be completed. Listing
of all of the predictable unsafe actions and unsafe conditions and the 6 Standardization Standardize various types of field management items
countermeasures for each predictable accident should be completed through and devise complete
the initial clean-up. • Logistics standards of plant
• Standardization of data records
• Standardization of die management, jigs and
(2) Circle discussion should be held to give thorough consideration to the forced
tools
deterioration conditions and why such conditions are caused. An investigation
should also be made into what kind of possible losses may be generated by • Process quality assurance standard, etc.
such forced deterioration, failure or defect.

(3) Draw a simple illustration of equipment for which you have responsibility, to
identify its mechanism and to understand the types of possible trouble if the 7 All-out autonomous Development of corporate policies and goals, and
equipment is poorly maintained , as well as to remember each component of the management making KAIZEN activities routine: Steadily record
equipment. MTBF analysis, analyze these, and carry out
equipment KAIZEN.

IV-11 IV-12
Jlffn Jlffn
Preparation (Step 0)
4.1 .1 7 steps fo r evolving "Jishu-Hozen"

Basic composition of the 7 "Jishu-Hozen" development steps consists of the

1. Understanding purposes ,, Meetings foll owing 3 stages,
(1) Why "Jishu-Hozen" now? (1) 1st stage:
• Circle members
(2) Why maintenance of basic conditions?
(3) Observation of equipment in operation • Circle leaders
This stage consists of completion of the basic conditions of equipment and
• Managers and supervisors
establishment of the system to maintain the conditions during steps 1 through
2. Plan making step 3, which are mainly equipment cleaning and inspection.

As a process to change the equipment through "J ishu-Hozen" development,

Safety • List prediction items such as injuries and the following are requisites :
( 1)
accidents before initial clean-up (electric
shock, remaining air pressure, skin irritation • Cleaning is inspection
by detergent, dust in eye, dropping article, etc.
• Safety training and countermeasures on • inspection is performed to find "fuguai"
unsafe condition and unsafe condition
• "Fuguai" are to be restored and then improved, and should be
understood . This process is also important to thoroughly
understand the concept "to make efforts, to devise, and to think."
Condition of
(2) • Why is forced deterioration caused?
forced
• What losses will occur if forced deterioration
deterioratio The completion of basic conditions, namely, 3 basic elements of cleaning,
occurs?
n and of lubrication and retightening, is the minimum requisite to prevent deterioration.
• Check conditions in which defects, failures
losses They form the basis for all PM activities.
and minor stoppages occur
(2) 2nd stage:

This stage consists of steps 4 and 5, in which the activities are developed from
(3) Understand- • Sketch equipment structure deterioration prevention to deterioration measurement through the equipment
ing • Know machine function overall inspection skill training and implementation of inspections.
equipment • Think what evil will be caused if stain oil
depletion or a loose bolt occurs ,,----'--------
Loose
bo lt

Needed • Cleaning : Method to clean dirtiness

(4) skills skillfully. Method to find defects
• Oiling : Purpose, type, method, quantity
and period
• Retightening : Purpose, correct fastening
method, usage of tools

Fig. IV-3

IV-13 IV-14
JilJn JilJn
How to Concretely Develop "Jishu-Hozen"

• Restoration and KAIZEN of deterioration is considered to be a The outline is mentioned in the 1st through 3rd stages, but how to concretely develop
success the activities is as per Table IV-2.

• Success is the pleasure of achievement, and can be confirmed. Table IV-2

Daily inspection based on sensory experience and theory can
be made, "operator proficient in equipment" can be fostered
and their aggressive approach to the KAIZEN can be expected. Development of "Jishu-Hozen" (For equipment )
Target Guidance and
IStep Category Activities
Resultantly, the expected goal is achieved and operators' attitudes have been Eouipment Ooerator promotion

changed, leading to the real autonomous management system in which defects Initial • Complete elimination • Prevention of forced • Formation of mind
deterioration caused by attachment to the • Pointing out and
clean-up of dust and dirt, espe-
and failures are considered to be the shame of the production floor. This stage (Cleaning cially on equipment dust or dirt equipment through guidance of the
touching and hand- priority clean-up
is quite important as an initial stage of the autonomous management system. and • Performance of • Discovery and rectifica- areas
inspection) lubrication and lion of latent defects ling the equipment
• Instruction in the
retightening, and through clean-up • Cultivation of the
1st importance of clean-
(3) 3rd stage: discovery and • Discovery of areas ability to identify
equipment "fuguai" up (education)
rectification of slight where clean-up and
equipment defects inspection are difficult • Recognition of the • Preparation of
This stage consists of steps 6 and 7, in which the standardization and • Removal of • Removal of unnecessary importance of diag-nosis sheets
• Responsibilities in
completion of autonomous management are aimed at. unnecessary things, things around equipment clean-up
the operation and
orderliness and • Rationalization of
tidiness of tools and implementation of 2
lubrication CJ
c:: ~
jigs activities ·c ~
• Also aiming at KAIZEN of maintenance technologies,
expansion of "Jishu-Hozen" scope, enhancement of the spirit
. Implementation of
countermeasures
• Making the equipment
cleaning and inspection
. KAIZEN of nearby
items to practice
• Concept and practice
of equipment
2
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Cl
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against such sources easy through improve- and to master the KAIZEN c::
to achieve the goal, cost consciousness for maintenance cost men! of the sources of application of the
-0
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as dust and dirt, and • How to prepare the ti:::,
and others, and mastering such maintenance skill as prevention of splash- dust and dirt, and areas KAIZEN method criteria or standards
""0c:: -0

equipment minor repairs. Counter-

measures
. ing of leaks
Implementation of
countermeasures .
where inspection and
cleaning are difficult
Improvement of
. and concept
Enjoy the KAIZEN
activities (pleasure
• Implementation of
visual control and
instruction on device
~
()
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for the against the areas maintainability of hand-made) development ci <l)
c:: E
Through achieving the above-mentioned stages, operators themselves, as well causes of where cleaning and ·c C.
·s
as the production floor, will change greatly and the environment where forced inspection are difficult "'
<l) CT
<l)
!2nd
deterio-
(Operation Q. .!:
autonomous management dominates can be created. improvement for u,
ration and shortening the time
c::
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improviding needed for cleaning

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hard-to- and service)
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C.
()
access • Ranking the priority () <l)
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areas places for daily
"'
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. inspection
Confirmation of
KAIZEN and its
'a
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~

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effect ~ 0
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• Preparation of action • Keeping the 3 basic • Self-decision of • Preparation of
*
Preparation
criteria to allow
positive clean-up,
lubrication and
retightening
maintenance within
elements of equipment
maintenance: clean-
up, lubrication and
retightening
.
criteria and its strict
observance
Each worker
learns to be .
standards for
technologies and
techniques
Clarification of
procedures to study
*
aware of
3rd of tentative shorter time what the equipment
individual
"Jishu-Hozen"
• KAIZEN of roles. must be
standards
inspection
method and
visual control

IV-16
IV-15
Jifln Jifln
Table IV-2 Table IV-3

Ste Category Target Guidance and

Activities Equipment I Operator promotion I Deployment of "Jishu-Hozen" (Assem bly) I
I
• Mastering inspection . Restoration of • Acquaintance of . Preparation of Step Activity Description Purpose Guidance and

.
skill, utilizing inspection
manuals
Discovery and
deterioration by exterior
general inspection of
equipment and reliabil-
.
inspection skill
Understanding the
equipment functions
training text for
general inspection
• Planning of
• Remove all unnecessary • To think of what
implementation
Guide on decision
articles from work areas the work areas as to which are

.
restoration of general
inspection . ity improvement
KAIZEN of areas where .
and mechanism
Mastering how to
education and
training schedule
and other places.
• Orderliness and tidiness
must be by
tidying and
unnecessary
articles , approach
4th Preparation of remedial action and put together data • Execution of leader "
0
of jigs, tools and parts cleaning work to tidiness and
General autonomous normal inspection are and how to use ii training ·~ Initial clean-up
areas by one's importance of 5S
inspection inspection standards difficult 0 • Clean dust and dirt in
• Activation through • Follow-up of 5l self • Prepare diagnosis
• Making inspection .5 work areas
efficient .
KAIZEN activities
Learning ihe
importance of .
education and
training
~
0

§"
• Recognize
importance of
5S
sheet
• Responsibility
Preparation of sharing and
education on
communication
general inspection
manual and check
.I Implementation of source • Pursuit of ease of
operation
• Arousing
sheets 11
Countermeasure control measures for seeing and doing by consciousness as
"a
. Review clean-up, • Positively keeping the . Maintenance of . Teaching how to -~" 0
for causes of
forced
unnecessary articles orderliness and
tidiness
to problems
• Approach to and
lubrication and general restoration from one 1s own precisely analyze ii deterioration • Think of what implementation of
inspection criteria and deterioration by equipment by the data ~ 2 and improving generation sources, process KAIZEN
integrate them into
comprehensive criteria
to contribute to
means of general
inspection . oneself
Self-decision and
• Effective equipment
management and
0
.§
.c:
"'
hard-to-access
areas
viewed from 5S , are
blocking quality in
assembling products
Implementation
and new ideas on
visual control
• KAIZEN of equipment strict observance maintenance ~

5th Autono- efficiency activities

which has good 11
e
0
Jishu-Hozen 11 is Prepare action standard to • Set standard, taking Guidance of role
• Preparation and ~
•
mous operability
inspection implementation of Learning what the correctly maintain method to maintain consciousness
ideal {! orderliness , tidiness, process provided in resolutely decided
autonomous
inspection check Prepare cleanliness and cleaning Steps 1 and 2 and and strictly
'
. sheets
Improvement of visual
~ V 3
tentative 5S
standard
in a short time
New ideas and KAIZEN in
ease of checking and
thorough observation
of rule into
consideration
followed by ones'
self
Method used to
control and operability
visual control write standards

. Picking the items to be

managed
• KAIZEN of equipment
reliability,
.
Improvement of • Technical guidance
ii
E
C,
·s
g
Prevention of
wrong and
missina oarts
management to promote ' c,

• Standardization of maintainability and technology standardization s ii0 • Understand product • Preparation and
Acquire knowledge and

6th
Standardi-
zation
management items
and systematization of . operability
Review and KAIZEN ol
• Expansion of "Jishu- • Revision of
Hazen" man- man- agement
l 1-al
~
skills by check manual
• Extraction and restoration
structures and
functions
creation of
teaching
maintenance equipment environmenl agement scope ~ materials for
~
standards and of slight defects by Understand
management and layout thoroughness of E general
• Thoroughness of :0 General general inspection quality
visual control management ~ ~ 4 guarantee rules inspection training
. Development of
company policy/goals
. KAIZEN of equipment
reliability,
. Enhancement of
goal consciousness
. Technical
<£
i3"
C,

11
inspection • Preparation of tentative
autonomous check
standard
Define what the
tolls, jigs,
Map out training
schedules
assistance for
-5
-5 meters , and FP • Implement leader
and quantitative
Autono- analysis of KAIZEN
maintainability and
operability through
and thorough cost equipment
"' ~ must be to training
mous activities equipment KAIZEN by
consciousness, KAIZEN "
'i5 ~ secure quality Follow up of

I
~
including • Standardization of u
manage- characteristics training
• Positive implementa- applying various data maintenance cost .5
ment
!ion of MTBF analysis
. analysis • Acquirement of . improved items
Education and " "'
based on
product quality
Prepare check
manuals
-~ "2
and recording Keeping overall skill to perform ·;, reauirements
7th training in repair t,
(Recording failures by equipment efficiency minor repair by
z -s
skills
visual control) and at its best oneself
\.Il
equipment KAIZEN "'
~"
• Acquisition of data N
recording and ~ :E
analyzing technique
{! {!
and KAIZEN
technology

'V
l\ 1

IV-1 7 IV - 18
Jilln
Table IV-3
4.2
Step Activity Description Purpose Guidance and
implementation 4. 2.1 Step 1: Initial Clean-up (Cleaning and Inspection)
• Make overall reexamination • Understand importance • Train on importance of
of tentative 5S standard, of autonomous control autonomous ( 1) Object of activities
tentative autonomous • Understand purpose management.
inspection standard and of daily control items. • Guidance on approach to Cleaning will uncover "fuguai" (leak, looseness, damage, etc.) and will be an
daily} control items to make efficient checks.
important step to actualize "cleaning is inspecti on ."
5 Autonomous
inspection . inspection efficient.
Refine and thoroughly
implement visual control.
• Guidance on deciding
control levels for daily
control items.
The idea is not to merely clean the equipment. By directly touching the
equipment, smearing it and by thoroughly cleaning it, "fuguai" is found.
• Create and implement
autonomous inspection sheet
and autonomous inspection This initial clean-up step is an important step to clean to find "fuguai" such as
calendar.
leaks, looseness and damage, and to experience "cleaning is inspection" by
• Train multi-skill workers who
produce the same quality and
. Define what the standard
work must be based on
• Preparation of multi-skill
worker training plan.
workers' selves. It is important to understand what equipment cleaning is before
quantity even if workers purposes of work. • Guidance on 1E way of kicking off "Jishu-Hozen" activities.
6
Standardization
. change.
Prepare standard work
• Pursue ease of seeing
and working, eliminating
unreasonableness,
looking at things.
• Revision of control
1) Meaning of cleaning
specifications. standards and thorough
waste and unevenness, following of control. Cleaning of equipment is literally cleaning of foreign matter attached to
to definitely maintain .
equipment, dies, jigs and tools, such as dirt, stains, dust, oil stains, chips
and sludge. Thorough cleaning from one corner to other corners of the
equipment is required. Latent defects of equipment are actualized by
• Deploy company policies
and goals and make
. Periodically hold
autonomous work
• Active participation in
process design DRs and
cleaning and this is why it is said "Cleaning is inspection ." There must be
All-out KAIZEN activities daily research meetings to guidance on more to cleaning than to merely make it look nice to see. There is much
7 Autonomous activities . elevate goal suggestions. harm if cleaning is not sufficient. (See Table IV-4)
management consciousness and level.

IV-20
IV-19
Ji11n Jil1n
(2) Implementing 1st step
Table IV-4 Caused by Insufficient Cleaning
Point for Implementation:

( 1) Failure Stains and mixing of foreign matters in rotating 1) Provide basic training needed to implement Step 1
parts, sliding parts, pneumatic and hydraulic Training such as safety and equipment structures and functions,
systems, electrical and control system, lubrication management and retightening must be practical training,
sensors, etc. cause low precision, malfunction emphasizing one-point lessons, and practice in "Genba Genbutsu".
and failures by wear, clogging, resistance and
improper current being supplied. 2) Cleaning plan
Draw a cleaning map. Frame a cleaning plan for which equipment must be
(2) Defect Mixing of foreign matters in products and cleaned first, and priority order must be decided for the equipment
equipment malfunctions cause defects. including 5S, and obtain necessary tools .

3) Remove all unnecessary articles not only around the equipment, but also
(3) Forced Dust and stains make checks and finding of
throughout the line to secure space as a starter for initial clean-up
deterioration looseness, cracks, play and oil depletion
activities.
difficult, to cause forced deterioration and
leaving of deterioration.
4) Initial clean-up
Find equipment "fuguai" and faults through actions such as touching and
(4) Speed loss Stains increase wear resistance and sliding moving the equipment. Find "fuguai" and faults such as play, looseness,
resistance, causing low capability, idling and wear, eccentricity, vibration, abnormal sounds, heat and oil leak by the five
other speed losses. senses. Carefully examine parts and members that are causing
annoyance everyday.

5) Locate sources generating stains

Places are stained soon after they are cleaned. Make the necessity for
2) Cleaning is inspection KA~ZEN felt as to what can be done to correctly grasp sources generating
Based on th~ concept "Cleaning is inspection", cleaning aims at finding stains and to prevent staining.
many defect items. Thorough cleaning of equipment frequently finds 200
to 500 defects. Points for cleaning are given below: Fig. IV-4 shows how to proceed on the step and about details of
implementation shown in Fig. IV-5.
• Safety first
• Operators dirty their hands by themselves and clean as normal duties.
• Thoroughly clean to remove dirt accumulated over many years.
Open covers and lids that have never been seen and thoroughly
clean dirt on equipment.
• Clean dirt not only on the equipment itself, but also on transfer
equipment, electrical boxes, inside working, fluid tanks and other
auxiliary equipment.
• Do not give up even if it gets dirty soon after cleaning. Determine
how soon, from where and how it gets dirty after cleaning.

IV-21 IV-22
Jilln Jilln
Step 1: Initial Clean-up (Cleaning and inspection
Purposes: 4. 2.2 Step 2: Countermeasures for the Causes of Forced Deterioration and
Thorough cleaning of dirt, dust and stains mainly on Improving Hard-to-Access Areas
equipment;
• Prevent forced deterioration (1) Purpose of activities
• Extraction and handling of latent defects through cleaning
This step is intended to eliminate sources that generate dirt and stains and to
Why initial Preparations improve places where it is difficult to prevent splashing and flying or to clean
1------.--,• I
clean-up 1. Understand purposes and oil to allow cleaning and oiling within the allocated goal time. This is an
List require- 2. Understanding concrete work Gant chart Cleaning map important step to bring up buds of KAIZEN through KAIZEN of difficult places.
ments items In this step, KAIZEN are made by operators themselves undergoing hardship,
3. Maooina out detailed work olan and operators grow by sharing joy with fellow members and superiors for the
How to
Coordina process and results. The aim of this step is to provide operators the ability to
-tion improve equipment and to give them the confidence to tackle KAIZEN of a
Implementing tho rough cleaning higher level.
1. Cleaning and inspection for dirt, dust
and stains
Goal, number 1) Eliminate generating sources
of latent 1---r-1• i • Finding and restoration of latent Attach tags Measures to control generating sources are taken by grasping sources
defects defects
2. Establish basic conditions that generate stains and leaks (oil , air and materials) and improving them .
Standard for
• Cleaning, oiling and retightening
orderliness In the 1st step, generating sources are grasped. For example, a leak
and tidiness 3. Countermeasure for the causes of
dirty equipment and improving access through a hydraulic pipe fitting is stopped and oil stains caused by
to hard to clean areas and taking List light equipme t excessive supply of lube oil are stopped by adjusting the oil amount. As in
tentative actions defects these examples, generating sources of leaks and stains themselves are
@ List of slight defects
eliminated.
found - Condition and
Meetings counter-measures, dirt,
(1) dust and stains - where If generating sources themselves cannot be improved, KAIZEN to
• KAIZEN method and what is attaching? minimize splashing and flying are specifically made in cases where chips
Restoration and
• Work sharing for @ List of hard to clean are generated, a cutting fluid is used, or scale is generated as chips are
KAIZEN
KAIZEN (staff included) areas
Items that can be unavoidable generated and a cutting fluid must be used. Splashing and
• Why has this @) List of areas mixed with
accomplished flying are minimized by installing covers locally in places as near as
happened? foreign matters
during cleaning @ List:of unnecessary and possible to the generating sources.
non-urgent items
2) Improving hard-to-access areas
(2) Restoration and
KAIZEN KAIZEN records Measures to control hard-to-access areas are taken by improving places
where cleaning and inspection are difficult and time- consuming so that
Confirmation of results, clean ing and inspection can be performed easily. For example, oiler, air
removal of tags Meetings filter and lubricator are installed near a floor, making draining and oiler
checking difficult. The position of these is changed to make draining and
Matters Writing tentative checking easy. An inspection window is provided for V-belt checks so that
pointed out cleaning standard Application for a V- belt can be checked from the outside, without removing the cover
plant audit
cables and by eliminating wires and cables on floors.

l
Autonomous audit Circle activity report
Explanations of
Plant audit KAIZEN activity
[ Act;,;t;e, Boacd actual situation

. ... ..... ~ ~
Passed • ....... . ~~

Fig. IV-4

IV-23 IV-24
l

Jill, Jill,
(2) Implementing 2nd step

Fig. IV-6 shows how to implement the 2nd step. In this step measures to
control generating sources are important, and the approach to them are
described below.

1) Approach to control generating sources and method for it

Observe line
-- -f------------------------ · and see how fluid or
L------------ [ ch ips fly
Remove the cover l
The following 2 steps are important in implementing control of generating Gather cases
sources: L - - - - - - - - - - ---1---------------
-
Gather ~ases of other]
1) -1 Grow buds of KAIZEN companies
If operators experience much difficulty in cleaning in step 1, Imagi ne [
operators would feel that the equipment cleaned with such
difficulty must not be stained and naturally pay attention to dust
and dirt generating sources by thinking of what should be done to
eliminate generating sources. This timing in feeling must be aptly Make model using
utilized. co rrugated ca rdboard
I 3
I (2
• The point is to repeat by manually fabricating devices without
Improve-Ci
spending much money. Fig. IV-5 shows 1 example of coping with Try f-- I-

KAIZEN.
ment ~

• Start a support system fo r implementing KAIZEN, KAIZEN course,

etc. Guide machining principles, equipment functions, points for
KAIZEN, machining principles and other subjects in accordance Fabricate temporary device
with the operator level. using galvanized steel sheet
• The largest point is for superiors to have interest in the KAIZEN or other material
process, see the lines and encourage operators.

1) -2 Prepare tentative standards for cleaning and oiling based on

Produce final device
KAIZEN cases. The method for this implementation is shown in
figure IV-6.

Suggest as standardization
and MP design information

Fig. IV-5

IV-25 IV -26
Jiffn Jiffn
Step 2: Countermeasure for the Causes of Forced Deterioration
and Improving and Hard-to-Access Areas
Purposes: 4.2.3 Step 3: Preparation of Tentative "Jishu-Hozen" Standards

• Eliminates sources generating dirt, dust and stains, prevent splashing and flying and improve (1) Purpose of activities
places that are hard to access, oil and check to shorten the time needed for cleaning, oiling and Based on the experience gained in activities learnt in Steps 1 and 2, this step
inspection.
• Learn approach to equipment KAIZEN and achieve tangible results
specifica lly aims at continuously maintaining:

® Understand evils • Achieved level in Step 1.

® Find places with dirt, stains, dust ® What are hard-to-access
of dirt, stains, dust
and foreign matter accumulated
• The equipment condition with control implemented in Step 2 for
and foreign matter areas
® Analyze dirt, stains, dust and Time-consuming places
countermeasures for the causes of forced deterioration and improving
foreign matter Places difficult to do hard-to-access areas.
• Material, shape and
composition This step also aims at enhancing equipment reliability and maintainability and at
® What type of work is
preparing standards that can be followed easily by preparing a tentative
performed cleaning standard and by reexam ining the lubricating and lubrication condition,
® Analysis of generating sources • Cleaning, oiling, by identifying and improving "fuguai" and defective places, as well as places
• Do they generate in prior inspection that are hard to lubricate and to check, and by preparing a tentative lubrication
Gather quan- processes? • Which tools are used? standard .
tified data
I • Do they generate in one's own
process?
• Can work be performed in
a visible state?
@ Why do they • Are they generated by machining? • How are results checked? (2) Implementing the 3rd Step
- generate? • Are they generated by equipment • Visual examination,
• Do they come from outside the hand, ...
plant? This is the important step in which "what one's own equipment must be"
is clarified based on what has been achieved in steps 1 and 2, and
action criteria (5W1 H) is independently established and observed to
Devise Present daily
® Learn how to think Devise countermeasures ®
maintain the "what the equipment must be" conditions
® cleaning and
of KAIZEN
Eliminate generating sources countermeasures inspection
Prevent splashing and flying Goal time goal time
Prevent intrusion and attaching Improvement method 1) Key points in the step
Schedule, operators in charge,
plan 1)-1 Think thoroughly of why the criteria has not often been observed
so far .
• Eliminate

• Focus
t The reason is that though there are a lot of work standards and
Restoration and KAIZEN KAIZEN records
inspection criteria, and they do not often match the current
• Prevint
splashing and situation because they are only instruction books prepared by staff
flying
Check results of KAIZEN measures Reexamine tentative who are not giving any consideration to the current production
standard prepared in step
Re examine tentative cleaning circumstances.
1 and tentative standard
standard improved afterward
Matters
Many managers often drive ope rators to obey them without the
Clean in accordance with tentative
pointed out cleaning standard
Check if cleaning can be operators' reasonable understanding of its necessity.
finished accurately within
time specified in tentative
It is necessary to list and clarify all the current standards and
Autonomous audit standard and remove criteria before preparing the provisional criteria for "Jishu-Hozen".
"EFU"
Circle activity report,

l
Plant audit
application for plant

1- Acti,iUes Boa,d

Passed
L········· ~~-
Fig. IV-6

IV-27 IV-28
Jiffn Jiffn
Step 3: Preparation of Tentative "Jishu-Hozen"
1) -2 Completion of conditions which can be observed
Standards
• Clarify what and how it should be observed. Puroose
• Explain to the operators what would happen if it was not • Basic conditions of activities to prevent equipment deterioration -
observed . Let them "know-why". Maintenance and management of clean ing, lubrication and retightening
• Train enough skill for the operators to observe the criteria • Action standard allowing accurate maintenance of basic conditions
quickly is prepared by oneself
• Provide conditions (i.e. time) under which the
• New ideas for visual control
criteria can be observed .

@ Cleaning and inspection @ Lubricating Maintenance

• Clarify places • Lubrication places, lubrication department
Activities should be carried out based on the above conditions.
• Clarify method types, lubrication levels, tools Lubrication
• Clarify standard • Clarify period
manual
1) -3 Conditions to be observed should be voluntarily worked out by the • Clarify troubleshooting • Identify lubrication work trouble
operators • Clarify period and problems
• Set goal time • KAIZEN
• Set goal time
For the conditions to be strictly observed, it is necessary that such
conditions should be voluntarily worked out by the operators
themselves who should then observe them. This is the first step
towards autonomous management.
• Teach the necessities to observe the criteria.
• Give enough knowledge and skill to the operators to Prepare standard @ Study what is
work out the criteria which they should observe by wrong with existing
standards
themselves. Cleaning , lubricating @Study why they
• Let the operators work out the criteria by themselves. and insoection could not be
--==
See Figures IV-7. Difference with goal
time
Guidance
items KAIZEN KAIZEN records

Implement and confirm

Circle activity
Autonomous audit 1------i report and plant
'----...----__J audit application

Plant audit

Passed

Activities Board

I Passed***

~~
Fig . IV-7

IV-29 IV-30
Jiffn Jirm I

4.2.4 Step 4: General Inspection Implementation of General Inspection outlines on how to, implement this
process.
(1) Purpose of Activities
1) Implementation sequence of step 4
Activities to prevent deterioration by placing emphasis on improving basic
conditions were the focus of Steps 1 to 3. In Steps 4 and 5, activities will be Step 4 will be implemented in accordance with the procedures shown in
advanced to measure deterioration, and fostering of operators truly proficient in N-12.
equipment will be aimed at while trying to restore deterioration. The aim of
these steps is to enhance the "Jishu-Hozen" ability by better understanding the 1 )-1 Preparation for education and training in general inspection.
structures and functions of one's own equipment, by learning knowledge and 1 )-2 Implementation of general inspection education and training.
skills in operating equipment, by making daily checks backed up by reason, and 1)-3 Implementation of general inspection.
by rotating the control cycle. This will require deviation from sensory extraction 1)-4 Prevention of irregularities in general inspection items.
of "fuguai" by the five senses performed in the past. 1)-5 Rotate the POCA cycle at a rate of 1 month per subject.

The purpose of general inspection is to understand structures, functions and 2) Identification of general inspection items
principles of equipment and learn their optimal condition to thoroughly check
principal mechanisms and parts of the equipment of with equipment Additiona l general inspection items will be added in accordance with the
consciousness. Latent defects are identified and the equipment is restored and needs of the client in addition to the following basic items:
improved to its proper approach to achieve maximum efficiency of the
equipment. 4-1 Machine elements 4-2 Lubrication
4-3 Hydraulics 4-4 Pneumatics
Steps 1 to 3 centered on activities to prevent deterioration, placing emphasis on
maintaining basic conditions. Step 4 aims at bringing up equipment 4-5 Drive 4-6 Electric I:
consciousness in the process of measuring deterioration and restoring 4-7 Equipment Safety 4-8 Machining Conditions
deterioration .

Stepping one step further from identifying malfunctions and defects by the five 3) Identifying general inspection items (Fig. IV-9)
senses, the "Jishu-Hozen" ability is enhanced by making a daily inspection
backed up by logic and by turning the management cycle (MCA) after 3)-1 Prepare system flowchart Fig. IV-9-1
understanding structures and functions of assigned equipment well and learning 3)-2 Prepare system block diagram Fig. IV-9-2
knowledge and skills concerning the equipment. 3)-3 Set check members Fig. IV-9-3
3)-4 Identify check items Fig. IV-9-4
(2) Implementation of General Inspection

Fundamentals of items and units common to each piece of equipment must be

learnt to become operators proficient in equipment. In Steps 4, fundamentals of
machine elements, lubrication, pneumatics, hydraulics, electric, drive,
equipment safety and machining conditions are trained. Based on this training,
skills to check and find "fuguai" and defects are learnt. Th is can be
accomplished as follows:
• Study of fundamentals (leader class)
• Transmit to operators
• Practice what is learnt and find "fuguai" and defects.
• Implement visual control.

IV-31 IV-32
Jil1n Jil1n
T
T Picking the items for general inspection (bolts, nuts, lubrication, pneumatic system ,
Step 4: General Inspection
"O
C: C: hydraulic system, driving system, electrical Purposes:------------------------------
"'0
§U system, safety equipment and process condition) (!) Understand structures, functions, principles and proper approach of equipment.
~ g- 't • Maintenance staff
g .!: (2) Learn skills to inspect principal functions and parts comprising equipment.
"0-
Q) e! Preparation of text for general inspection (3) Thoroughly inspect principal functional parts comprising equipment and actualize and
.E ~ education and trainin restore
~
§~ t •
Maintenance staff General inspection check sheets

"'·-
~
C:
Cl Schedule planning for general inspection General inspection manual
~.!:
education and training Preparations Training implementation
£ -~ (Flip-flop of cut model, slides etc)
• Cut model
• Inspection
@ Identify subjects @ Instructions
.- • Maintenance staff item list @ Prepare teaching @Leaders
• Flowchart materials @ Each machine element 6
t_g,_ ~-----'l'-----•---'-F.;_;ie:..:.ldc::....:_m:..:.a:..:.:..:.na=e-=-r=-------~
c: Implementation of education for circle • Schematic @ Prepare training subjects+ 2 subjects
]l leaders diagram program
~~ • Maintenance staff
1!"'g
:g, Preparation of education transmission to
o 'iii circle members
:S g • Circle leaders Prepare 1-pomt
+:-] General Inspection Implementation lessons
~ g • Field manager
~ tl Implementation of education transmission (General inspection of model
l g- to circle members equipment) Transmission

~
of education

~
Ef r----,--.,.....~-•...,C_ir_cl_e_l_ea_d_e_r_s_ _ _ _ _
Implementation of general inspection (General inspection of all
~ ~-------,:-----,,-,--,----------~ equipment)
~ • Circle members
! Preparation of "fuguai" list for circle
:5
a
.0
<(
a meeting discussion and planning
19C c
0
countermeasures List of "fuguai"
0
ai
>,
~ :g • Circle members (Deteriorated portion and area s

~i1
~ ~ Improvement of "fuguai" items C
where inspection is difficult) 0
u
Q)
'-------------=--,----~-___J a. Prepare tentative inspection
Restore and
• Circle members "'
i • People responsible for maintenance
.!:
~
Q)
C
Improve standard for each subject
Preparation of temporary criteria for daily Q)
Ol
ins ection
Tentative standard 0
.!:
• Circle members E Autonomous audit for each
,m @ Visual control subject
"'"' Inspection skill check +----~(F~or each inspection item)
-~ E
1: 2 x
"'·-
"S 5 • Circle leaders
Q)
C

g't5
Q)
:5 ====Activities board===
t::: Autonomous audit and application for List of skill check Plant audit for each subject
~
Q)
receivin dia nosis • See data for
i~
C ·- • Circle leaders (Testing, actual practice) each subject
g ~
C Ql
Ql
>
C
Q) Implementation of audit
~ Ol Passed
0..
• Field managers
• • Maintenance staff

l Solution to the items pointed out

• Circle members
People responsible for maintenance
Fig. IV-9

Fig. IV-8 Development Procedures of 4 step

IV-33 IV-34
Jilln Jilln
1) -5 Specific visual-control implementation method
4.2.5 Step 5: Autonomous Inspection
Lubricati on
(1) Purpose of activities
• Color code oiling ports
Equipment deterioration and restoration condition accomplished in Steps 1 to 4 • Indicate oil types and periods
must be maintained and improved to further enhance equipment reliability, • Indicate high- and low-limit levels
maintainability and quality. • Indicate consumptio n per unit time
For th is reason, clean ing, lubrication inspection and equipment quality • Indicate oil type by oil jack
standards prepared so far should be reexamined to accompl ish a higher check
efficiency and eliminate check errors to prepare an "Jishu-Hozen" standard . Machine elements
• Mark for checked articles and match mark
(2) Implementation of activities • Color code bolts to be checked by maintenance
• Color code fasteners that do not need bolt (not used) by
1) These activities aim at clarifying contro l items of equipment and equ ipment yellow color
quality (machin ing conditions) and checking them to perfect activities for
• Mark check route
zero fa ilures and zero defects. As shown in Fig. IV-10. Implementation of
Autonomous Inspection, cleaning , lu brication and inspection standards are • Indicate equipment operation
reexamined from the following 4 viewpoints:
Pneumatics
1) -1 Reexamine from zero failures and zero defects viewpoint • Indicate set pressures
• Indicate oil dripping quantity
Review measures to prevent recurrence of past failures, defects • Indicate oi ler high-and low-lim its
and inspection errors, and reexam ine if any inspection items are
• Put nameplates for solenoid usages
missing as an "Jishu-H ozen" standard .
• Indicate pipe fittings (in and out)
1) -2 Reexamine from check efficiency viewpoint
Hyd raulics
Reexam ine cleaning, lubrication and inspection standards by • Indicate set pressures
trying to fi nd duplication and to reduce inspection items by • Indicate oil level gauges
combining work and checks, such as checking while cleaning and
checking whi le oil ing.
• Indicate oil types
• Thermo-label of hydraulic pump
1) -3 Reexamine from viewpoint of check workload balance • Put nameplates for solenoid usages
• Match marks of relief valve locknuts
Inspections are frequently concentrated in the beg inning of weeks .
The present status of such as inspecti on periods, time and routes Driving systems
is reexamined from the inspection workload balance. • Mark V-belt and chain models

1) -4 Reexamine from viewpoint of visual control

• Mark V-belt and chain rotating directions
• Install inspection windows fo r checking
Reexamine the following and other items :
• Can inspection item places be found easily?
• Can inspection be made easily?
• Can troubles and abnormalities be found easily?

IV-35 IV-36
JiRn JiRn
Step 5: Autonomous Inspection 2) Example of inspection standard reexamination

(1) Reexamine the cleaning, lubrication and inspection standards and Inspection items and inspection hours increase as the steps in "Jishu-
prepare a "Jishu-Hozen" standard. Hozen" activities advance and daily inspections are often neglected wh ile
(2) Make autonomous inspection work efficient to assure correct the importance of making a daily inspection is realized. In this example
maintenance and management of the "Jishu-Hozen" standard and to also, daily inspection could be performed 10 minutes/day in Step 3.
accomplish visual control and prevention of careless errors Immediately before Steps 4 and 5, daily inspection time increased to 137
minutes/day. In this example, stagnation in inspection due to production
operation has been improved in Step 5.
• Cleaning standard • Reexamine cleaning, lubrication @ Measure to pre-vent
and inspection standards recurrence of past
2)-1 Present status
failure, "fuguai" and
• Lubrication standard
defect cases
• Prepare "Jishu-Hozen" standard Cases Inspection item Time Inspection time
• Inspection standard (Cleaning, lubrication and
by general inspect- inspection)
150
lion item 150
• Collate with maintenance check @ Inspection items •
standard • Purposes, methods, •
• Decide work sharing scheme - periods, decision 100
criteria 100
@ Lubrication
management •
@ Primary diagnosis •
• KAIZEN of hard-to-check areas
50
50
•
@ Accomplish inspection
goal time
•
• Reexamine a "Jishu-Hozen"
standard @ Prevention of 0
careless errors 0
2s 3s 4s 5s 6s 2s 3s 4s 5s 6s

• Prepare "Jishu-Hozen" calendar KAIZEN records No. Inspection items Total inspection Inspection
hours
Items pointed out
Work condition management 3 cases 12 min.
2 Machine operation check 62 cases 45 min .
• Implement "Jishu-Hozen" 3 Meter check 6 cases 14 min.
(Cleaning , lubrication,
inspection) 4 Lubricating status check 9 cases 28 min .
Application for plant
audit
5 Pipe and value check 40 cases 23 min .
• Autonomous audit)
6 Lamp and electrical connection 26 cases 13 min .
Circle activity report check
146 cases 137 min.

• Plant audit

Passed

Fig. IV-10

IV-38
IV-37
Jjffn Jiffn
2)-2 Fabricating program 2)-3 Result

@ Set inspection frequency based on maintenance priority NO. Check item Before After
KAIZEN KAIZEN
Work condition
1 12 mins. 1 min.
management
Importance rank Inspection 137 mins .
Items Mach ine operation check 45 mins .
frequency 2 4 min.

A Higher than 16 points Meter check

Daily 3 14 mins. 1 min.
B 7 items
13 to 15 points
3 times/week Oi ling status
2 items 4 28 mins. 1 min,
C 10 to 12 points 44 mins.
Twice/week 8 items Pipe and valve check
D 4 to 9 points 5 23 mins. 1 min.
1 time/week 43 items
E Below 3 points Lamp and electrical 13 mins .
1 min .
6 9 mins.
Monthly 86 items connection check
Failure history, repair hour, quality Activity period:
Total 146 items 137 mins . 9 min.
3 months
--+ -
@ ~evel by leveling inspection load and number of inspection 3) Clarify inspection item sharing with maintenance department
items on days of week
Some of the inspection criteria (inspection with out overhaul), particularly in
Check frequency Sun the annual maintenance calendar and maintenance standards (check,
Mon Tue Wed Thu Fri Sat inspection, replacement and overhaul maintenance implementation
Daily standards) of the maintenance department, are in common with the
7 7 7 7 7 7 7 autonomous inspection standard to be established by the operating sector
3 times/week in objecting means. The operating sector shou ld preferably be in charge of
1 1 1 1 1 1 0 some of the items specific to equipment. Inspection standards prepared by
individual circles are not sufficient in the eyes of maintenance personnel.
Twice/week 3 3 2 3 3 2 Standards of both departments should be collated for each piece of
0
equipment for inspection omission and duplication (there are some items
Weekly 6 6 6 6 6 6 7 that should be inspected in duplication) and responsibility scopes of both
departments. Coordination to select inspection items by combin ing the
Monthly Week 1 3 3 inspection items of both departments is important.
3 3 3 3 3
Week2 3 3 3 4) Inspection period
3 3 3 3
Week3 3 3 3 Appropriate inspection peri ods to be performed by "Jishu-Hozen" will be
3 3 3 3 daily, weekly, every 10 days, monthly and quarterly. Daily inspections are
Week4 3 3 3 of minimum inspection items to prevent large troubles in safety, quality and
3 3 3 3 failures. It will not be practica l to increase inspection items to the point that
Total checks on
20 20 inspecti on cannot be made.
each day of week 19 20 20 19 19
In many cases, peri ods for individual check items are decided empirically.
@
o:er/tems include visual control of valves, inspection route setting Both the operating and maintenance personnel should consult and decide
re uc ,on of places to be inspected and improved lubricating , on adding the constraint of check hours to their satisfaction based on their
method. own experience and conditions of troubles with equipment.

IV - 39 IV - 40
JiRn JiRn
(3) Clarification of controllable objects
4 .2.6 Step 6: Standardization
• Line distribution criteria
(1) Purposes of activities • Standard work criteria
• Work sta ndard criteria
In the previous steps, activities have been performed with emphasis on
maintaining basic conditions and daily inspection , primarily on equipment.
• Data record standards, etc .
Standardization aims at ensuring maintenance and management of these • Criteria for managing dies, jigs, tools and measuring instruments
activities and at expanding the operator roles to work related to the equipment • Spare parts management criteria
and areas around it. By thoroughly reducing losses, autonomous management • Process quality assurance criteria, etc.
is given a finishing touch.
(4) Points for implementation
(2) Implementing activities
1) What is needed is to expand operator roles to work related to places
KAIZEN are made, records of defects, failures and minor stoppages are taken, around equipment, to analyze what wo rk is being performed for what
and countermeasures and measures to prevent recurrence of them, including purposes, to classify it into regular and non- regu lar work, to check if work
revision of standards, are also made in the maintenance state of autonomous standards are set for regu lar and repetitive work, and to systematize work
inspection . and work standards. In non-regular work, for example, 100% screening is
performed because defects have occurred and parts and products are
Noticing operator working motion, linkage play for each position in operator moved due to shortage of a place to put them because of overproduction.
work is achieved and efforts are made to make work easy and simple to These problems must be improved as sepa rate problems.
perform .
2) When considering the efficiency of manpower and equipment,
Fig. IV-11 outlines implementation of these activities. unreasonableness, waste and unevenness exist in regular work. These
have to be improved. Routine work of the operators themselves should be
The flow of Steps 1 to 6 in "Jishu-Hozen" activities shows a sequential flow of observed and shou ld be studied in the group if this is a proper approach,
dealing with equipment first, followed by quality and working motion. Activities followed by KAIZEN and standardization .
connected to worker motion "to build processes gentle to men ," paying attention
to worker motion, are the foundation of autonomous management in further 3) Integration of KAIZE N
refining it. All operators are looked upon to perform as average operators
anywhere. Autonomous management is considered only after operators can Man-hour KAIZEN made with individual men, such as reducing 0.5 man-
perform like other average operators perform . hour and 0.3 man-hour, must be integrated and KAIZE N must be made to
a manpower saving level to link to company management goals.

4) New ideas for autonomous inspection and maintenance and control state.

Inspection planning must always be made clear to maintain a maintenance

state.
The point is to produce a mechanism to continue plant audits based on
"Jishu-Hozen" criteria . A good example is issuing an acceptance certificate
after plant audit and deciding the next audit date. A long interval before the
next audit is not recommended. About three months would be ideal.

IV-41 IV-42
Jiffn Jil1n I

Step 6: Standardization
4.2.7 Step 7: All out Autonomous Management
Purposes:
( 1) Reexam ine operator roles, efficiency and standardization in (1 ) Purpose of activities
related work.
(2) KAIZEN and building mechanism fo r maintenance and Step 1 to 6 have accomplished results in concentrating all activities, in changing
management of autonomous inspection equipment, in chang ing men and in chang ing workplaces. In Step 7, ones own
I
ability is recognized and the emotion of participation, solidarity, creation and I
emotions is enjoyed by indefinitely challeng ing under the notion "KAIZEN are
( 1) Grasp and reexamine operator work
(purpose, nature, method and
@ Diagnose autonomous inspection
and maintenance management
indefinite."
I
standardization). conditions Step 7 also aims to bui lding men who act like an electri c train with self-energy
(2) Examine and improve @ Reexamine visual control rather then an eclectic locomotive and who can accomplish company policies
uncommenced work of efficiency and challenges.
enhancement and standardization
based on implementation progress /' (2) Implementing activities
( 1) History of defects, failures and
of "Jishu-Hozen" (Steps 1 to 5).
'-. minor stoppages is recorded . The activities much be implemented by approaching them in roughly two
(2) "Fuguai" and defects are
/' '\ aspects, as shown in Fig. IV-12 Implementing Autonomous Management
@ Identify by all paying attention to improved and autonomous
operator motion: inspection standard is revised. 1) Building a management region that does not co llapse.
- Unreasonableness, waste and (3) Condition of equipment cleaning,
uneven wo rk lubrication and inspection is The first aspect is bui lding a management aspect which does not collapse.
- Suffering from difficulty, do not maintained and managed . The "Jishu-Hozen" system of many of the PM Award companies collapses
like (4) New ideas are incorporated in
in 2 to 3 years after they receive the award . Is it reasonable to conclude
- Do not want to do visual control
'- \. ./ that this problem is caused by top personnel and managers. Subordinates
I act by looking at the backs of their managers. Firm determination and
Problem classification and KAIZEN KAIZEN of power of action by managers are very important in continuing autonomous
Concept - matters ,-- management.
pointed out
I
I 2) Training of the subjective action power of the operators themselves
I
• Experimental approach KAIZEN Autonomous audit This power is always taught by practical training and largely by OJT by
• Translation of status to
image
I I I I managers and supervisors. The operators' autonomous management
power is gained by selecting suitable themes from pol icies of there
. -
Circle meeting superiors and by providing support to their activities. Playing catch-bal l
between superiors and their men is the larges point to disseminate policies
Work and motion to operators.
analysis I t- Circle activity
I reoort - 3) Rule fo r job implementation
KAIZEN and
standardization I - Application for One much understand that there are riles for job implementation when a
plant audit full demonstration of manpower capability is considered
I ~
I Plant audit I ~
1. All-out participation
2. Activity history and accomplishments are clearly visible.
I I
3. Enjoy accomplishments.
, I I Matters pointed I
/ Matters pointed out / ~ t I I 4. Set a stage to have them recognized and recognize them.

Passed
I I
Fig. IV-11

IV-43 IV -44
Jil1n Jil1n
4) Set epochal goals
Step 7: All-out Autonomous Management
Epochal goals much be set to continue challeng ing without limits. Try
themes befitting roles and accomplish company policy goals.
Purpose
Continuation of diagnosis by top personnel
(1) Build a program for autonomous management to indefinitely continue
Feel they are participating in company policies and are accomplishing their challeng ing based on activities that have changed equ ipment and
role~ if th~ir acti~ities are diagnosed by top personnel of the company. The people and produced accomplishments.
continuation of diagnosis by top personnel will be important. (2) Thoroughly challenge zero-failures and zero-defects and achieve
positive participation in upstream control.

Building a management region Upgrading role accomplishment

/ that does not collapse ~ capability of operators in I"\
/ production activities

1 Set continuation of "Jishu-Hozen"

in roles of the production divis ion .
(1) Set challenge th emes in the
2 Include "Jishu-Hozen" in implementation of upper
company policy management to policies.
make to clea r that zero-accidents, (2) Clarify why the themes have
zero-defects, zero-failu res and been selected. Map out goal
zero-mino r stoppages should be and implementation
challenged. schedules detailing how the
3 Hold period ical presentations in a cha llenge themes will be
small scale of "Jishu-Hozen"
circles and prop operators up
through communications with top Improve, fully utilizing analytical
personne l. techniques.
4 Hold periodical "Jishu-Hozen"
study meetings including practical
"Kobetsu-Kaizen" cases to Make presentations at KAIZEN case
elevate the KAIZEN capability of presentation meetings
the lines and to build a program
fo r continued enhancement.
Evaluation
• Status of goal accomplishment
process
• Number of suggestions on MP
design information

Inspection and analysis of

~ company pol icy work by top
personnel

Fig. IV-12

IV -45 IV -46
Jilln Jilln
4.3 "Jishu-Hozen" Audit
Audit Flow
The purpose of "Jishu-Hozen" audit is to allow the superior groups, whose positions
are to supeNise a lot of overlapping smaller duplicated groups, to confirm whether Autonomous audit Autonomous audit by section Audit by top management
their "Jishu-Hozen" activities can be understood and to stick to the purpose of each chief
step in achieving their initial goals through diagnosing circle activities and the actual 0
Leader, member 0
Section chief (Staff, 0
Manager of business
production situation, to clarify troubles and problems the circles have and to provide foremen) department, Officials of
appropriate suggestions, guidance and assistance with them. Promotion Office,
Secretariat
Therefore, instead of mere judgment of acceptance or rejection, is it important for the
diagnosing group to clarify the future challenges to not only the circle member, but Each step
also the person who has responsibility for diagnosis should address it through
discussion with the circle members.

Mere pointing out of the trouble points which need further improvement to circle Report of circle
members should be avoided. Instead, it is important to try to discover the excellent activities
points in the circle member to make the most of their characteristics.

Application for audit

YES (Audit sheet)
(1)

Audit sheet • Pointing out the problem points

(2) • Instruction and assistance
• Audit by top management
rejection on application for and
NO judgment of acceptance of audit
Audit meeting

YES
Application for Secretariat of
audit (2 ) Promotion Office

Judgment of
acceptance or
rejection of step
Pointing out the
problem points
Instruction and
suggestion ,---...o.£----,
Audit sheet
(3)

• Orientation and guida ce NO

Audit meeting

YES

Step acceptable
indication seal
8
Fig. IV-13

IV-47 IV-48
Jiffn Jiffn
activit_ies to th_e'.11 wi_thin a li_mited scope, to urge them to voluntarily perform thei r daily
machine servicing, inspection and maintenance, and to promote the KAIZEN
5 14 Key Points for Success in "Jishu-Hozen" Development activities affectively under the leadership of the organization, it can be said from this
that the organization should recognize that these activities are promoted in offer to
For the "Jishu-Hozen" development steps to function smoothly, there are several perform the responsibility the organization has.
essential keys points you much observe. A briefing on such key points is made
below. Therefore the, activated should be organized under the bottom-up and top down
e~vironm~nt_centering on practical activated, learning through a practical operation
without st1ck1ng to form or theory, and voluntarily leading the development.
5.1 Introductory education and cooperation between various divisions.

Before starting the "Jishu-Hozen" steps, it is necessary to provide thorough education 5.4 Pilot model machine
about the TPM development and the roles of "Jishu-Hozen" to all the related
divisions, and from the top management to the forefrqnt supervisors. It is also The corporation in which managerial people are not aggressive cannot be activated
necessary to have managerial level meeting with the maintenance, design, The success of this activity where the leadership of the organization is essential '
production engineering, personnel, general affairs and financial as well as operation depends gre~tly on the ~eadership of the organization is essential depends greatly on
division managers (including section chiefs) to discuss and forma total consensus on the leadership man~genal people. To show leadership, is it necessary to select
how to cooperate with or assist in the operation division. concrete model equipment and to promote concrete "Jishu-Hozen" in the "Genba-
genbutsu" by using the model, so that the essence of "Jishu-Hozen" can be
understood and education of subordinates can be positively promotes.
5.2 Activities led by circles (by working level)
In addition, horizontal replication using the model equipment in the circle is also
The activities should mainly be left by a lot of overlapping small groups with all the effective.
workers participating. It is important that the title of each circle leader should
correspond to those of the organizational title.
5.5 Step system
A lot of overlapping small groups are organised to make up the line system and each
group is operated and promotes under a free and active environment sanctioning at Most organizations have recognized through experience that it is difficult to
the organization level circle as well as in a bottom-up function. accom plish many things simultaneously.

The TPM circle should be organized with the forefront foreman chosen as the leader, That is why priority-oriented activities have been performed with points narrowed
and with the number of circle member is too large, it should be divided into several down.
sub-circle or mini-circles so that such sub or mini-circle becomes the size of 5 or 6
members. The leader of each small group has to act as a pin connecting upper and The same ~hin~ can be said ab?ut "Jishu-Hozen. The perfect operation of this activity
lower level circles. This type of organization is called "the organizations of can be easily aimed at and achieved with the target set not at the long term, but at
overlapping small group with all workers participating. the_s_~ort term range. Therefore, in planning "Jishu-Hozen", the entire range of
act1v1t1es should be divided into 7 steps, and forwarded to the subsequent step after
For this type of organization to be properly run, it is necessary you establish the the ~urrent ~tep ~a_s_ been completed. The other purpose of this system is to obtain
secretariat at the superior promotion committee to smoothly promote organizational co~:1dence in act1v1t1es through the completion of each step and to create a challenge
TPM for assigning an ad-hoc meeting or PM promoter to each small group. spirit for the next step. This system is called the "development step system" for
"Jishu-Hozen"

5.3 Pragmatism promoted by group leaders and up

It is important that the concept all the operation conducted by "Jishu-Hozen" are the
"job itself' by thoroughly recognized . Sometimes we encounter managers who think
that "Jishu-Hozen" is equal to autonomous management activities and should be
separated from the normal job, leaving its management to the independency of the
worker, and the supervisor should not give any advice. This activity is a part of the
operation the organization should perform and it should not be left to the circle
activated under the name of autonomous activities. The purpose of this activity is to
activate the behaviour of circle members through demonstrating autonomous

IV-49 IV-50
Jill, Jill,
5.6 Step Audit 5.8 Experience of success

It is important that, recognizing the audit as an opportunity for circle education, the As the purpose of collecting the success cases is to motivate workers, it is important
activity should be performed with each step audited by the managerial people to see to accumulate as many success examples as possible, in order to accumulate many
if the "Jishu-Hozen" step clears the specifies level through actual achievement, the success cases, it is important to try one's best to participate in the activated as much
point here is to reconfirm the purpose of the step, to check if the necessary practical as possible for discovering defects and rectifying them by oneself. Through repetition
knowledge and skills have been acquired, and to give guidance so that the level of of restoration and KAIZEN activities, you can expect success and enjoy the
management ability can be increased by confirming the process of KAIZEN. Mere achievement.
pointing out of problems should be avoided.
As this process is difficult because the situation experienced is now to the
participants, the new idea or countermeasures will be working out to negotiate the
5.7 Transmission of education
difficulty. The process of the efforts exerted for solving the difficulty is important.
Training is one of the most important "Jishu-Hozen" activities, and all of the member
As it said in the proverb "four eyes see more then two", there is a great possibility that
of circle activities arte requires to acquire knowledge and skills. As the expectancy in
various good ideas can some out of the circle activities. It is said that raising
what should be learned differs from level to level of the worker job classification, a
questions as to the phenomenon is the starting point of scientific creativity. The effort
different way of training should be considered for each level. To cope with the
to get over the difficulty triggers the birth of a group with sample creativity.
situation, the "education transmission system" has been developed, and as its
philosophy is "learning through teaching", it is recommendable that the concept The activate the small circle activities, and to enhance the KAIZEN ability of each
should be employed not only for "Jishu-Hozen" training but for various other training, member for accomplish ing the substantial effect, it is necessary to show the
in "Jishu-Hozen" development, as the leader is given basic training first, which is then members of the "Kobetsu-Kaizen" can be said to be activity to achieve a significant
transferred to the operators, a one-point lesson methods is employed as shown in effect in reducing the losses, it is recommendable that the activity should be started
Fig. IV-14. in order to have the subordinates understand, the leader himself must from step 2 in the "Jishu-Hozen" activity shown in Fig. IV-14 for completing the
study and understand the lesson well.
theme. Selection of theme and decision of type of data to be collected should be
make in the prelimina~ stage and the current situation ~hould be fully _recognize_d
The secret of successful one-point lesson education is to prepare a text which is easy
before entering the 2n step to pinpoint the problems which should be improved in the
to understand, corresponding to the level at which it aims. Preferably the type of one-
2 nd and subsequent steps.
point lesson should be classified into one of the following categories for its effective
comprehension.

(1) Basic knowledge ........ From the standpoint of confirming if the workers really
know what they are expected to know, the basic
Ost Steps 1 to 3 Ste s 4 to 5 Steps 6 to 7
knowledge has been prepared so that it can help fill their
-c Setting basic Inspection Maintain and
lack of knowledge. (]) C
N 0 conditions control
0
(2) Example of trouble ...... Example of trouble is prepared to teach the workers the I ~L...
'
(
~ co
points at which to prevent the recurrence of similar .c Cl..
"fuguai" by showing them which knowledge or skill lack -~
;;,
(])
L... "Kobetsu-Kaizen"
a..
was blamed for the trouble.

(3) Example of KAIZEN .... From the standpoint of establishing a drastic

countermeasure, the KAIZEN example has been prepared Fig. IV-14 "Kobetsu-Kaizen" as one of the circle activities
to show how to implement a similar KAIZEN to the sample
or how to implement horizontal replication of the concept
which actually contributed to the successful KAIZEN

IV-51 IV-52
JiRn JiRn
5.9 How to select the theme for "Kobetsu-Kaizen" as one of the circle
activities

As the scope of "Kobetsu-Kaizen" in the circle activities is limited even when viewed
from the point of proportion of "maintenance and KAIZEN of operations by the Working level Job descr.iption
working level" (fig IV-15), the key point is to provide instruction or guidance on the
selection of a "Kobetsu-Kaizen" theme which is addressed by a circle after carefully Top management
studying its necessity or the growth level of the activation and other factors.
Manager/Section chief
Selecting a big theme which "should be addressed by the organization" and leaving it
to the circle activities under the name of organizational leadership, without any actual Foreman/Group leader Maintain
participation of the organization, should definitely be avoided. In principle, the theme
selected as a shared responsibility for the "Kobetsu-Kaizen" activities (Fig. IV-16) First line operator
should be one which is suitable for the job title. The theme for the circle should be
one which is suitable for the circle.

Fig. IV-15 Proportion of maintenance and KAIZEN activities

by the working level

Theme for circle

"Kobetsu-Kaizen"
Theme for organization
activities
Theme for project team

Fig. IV-16 Responsibility share in "Kobetsu-Kaizen" activities.

5.10 What is observed should be decided by who observes it.

Operators who have responsibility for the equipment should make standards for
cleaning, lubrication, inspection, set-up, operation and orderliness and tidiness, so
that they can acquire the ability to promote autonomous management. The ability to
prepare the standard or criteria should be obtained through education and training.

IV-53 IV-54
JiRn JiRn
5.11 Quick repair work Concrete Implementation in the Process Industry

The repair of the "fuguai" or KAIZEN of the items wh ich have been pointed out in the 1. Step implementation program
"Jishu-Hozen" activities should be done as quickly as possible. Most of the work will
be taken ca re of by the maintenance division. The maintenance division has to
perform a large amount of repai r work requested by the "Jishu- Hozen" activities Step Activity Description of Activity Aim from Equipment Aspect (Point in Line Diagnosis)
besides its own projects, which might be a fairly heavy burden on the division.
However, if the division cannot respond to the request for repa ir work quickly, the 1 Cleaning - Complete elimination of dirt and stains - Eliminate environment stresses by dirt and stains and
Inspection centering on equipment prevent forced deterioration
situation cannot be improved at all. Not only will the "Jishu-Hozen" be suspended, but - Extraction of troubles such as defects, - Clean dirt and stains and upgrade inspection and
the circle activities themselves cannot be activated. generating sources, difficult places and repair quality to shorten the time
sources for quality defects - Maintain basic condition

Therefore, the maintenance division has to make an allaout effort to quickly perform
- Removal of unnecessary and non-urgent - Actualize, extract and take actions on potential defects
articles and simplification of equipment
every kind of repair work by giving consideration to it efficiency, labour reorganization Prevention of dirt- and stain-generating - Eliminate generation and attaching of dirt and stains
2 Countermea-
and shift, or by taking overtime, holiday work and utilization of subcontractors into sures for the sources and splashing and flying and and improve reliability specific to equipment
KAIZEN of places difficult to clean, - Improve maintainability through inspecting
consideration . causes of
inspect, lubricate, retighten and operate to improvement in cleaning, inspecting and lubricating
Forced Dete-
rioration and shorten work time - Build equipment that does not require manual work
Improving
5.12 Activities board Hard-to-
Access Areas
It is not necessary to explain how import it is to proceed with the project according to 3 Prepare Prepare an action standard for correct Maintain three elements (cleaning , lubricating and
maintenance of cleaning, lubricating and retightening), which are basic conditions of equipment
the schedule, but it is also important that the progress status or the current situation Tentative
maintenance, as activities to prevent deterioration
Cleaning retightening in a short time
of the project or the countermeasure and its effect can be clearly grasped at a Inspection - Introduction of visual control to make Inspect correctly by visual control of equipment
checking work efficient names, proper gauge ranges and other items
glance. The schedule which carries all this data and information so that everyone can Standard
grasp the situation at a glance is called the activity chart. The key point is to utilize 4 Equipment - Check skill training by a check manual Make general inspection by training on subjects such
Accomplish "what the equipment must be" as bolts, nuts and transmission equipment to restore
th is activity chart as a communication tool. The minutes of meetings which are General
deterioration and improve reliability
Inspection by general inspection of equipment
indispensable to the activation of small circle activities should be disclosed and - KAIZEN to achieve equipment that allows Perform visual control on such as equipment names,
easy checking and thorough visual control V-belt specification s, oil type and oil level, proper
announced on the activity chart with supervisor's comments, so that the minutes can gauge ranges , valve opening and closing, rotating
be confirmed by each member of the circle, the skill level of each member can be direction and thermo tapes to enable everyone to
inspect correctly
increased or each circle member can enjoy the achievement.
5 Process - Training of process performance, - To improve stability and safety of the entire process
operating and adjusting methods and by operating correctly
General
5.13 Meetings Inspection troubleshooting to grow operators - Expand and incorporate new ideas in visual control of
proficient in process to improve operation such as fluids in pipes and flow directions to improve
reliability the process inspecting accuracy
The meetings are the places where the display of leadership and membership is - Upgrade tentative cleaning check - Improve equipment to one with good operability
standards for individual equipment to a
most expected among the small circle activities. What the circle should now do is periodical check and replacement
discussed in front of the activity chart and review of an activity or study can be made. standard for each process or area to
prevent duplication and omission of
checks
In the meetings, it is also important that all circle members have a chance to express
Clarification of system flows and standards - Clarify the relationship between quality and equipment
their opinion. For all the members to express their opinion, a method to seek 6 Systemati-
to implement "Jishu-Hozen" correctly and to establish a "Hinshitsu-Hozen" system
zation of
personal comments from all the attendees should be employed . "Jishu-Hozen" to secure "Hinshitsu-Hozen" and safety - Reexamine and improve layout of equipment and
KAIZEN of setup and reduction in goods in facilities
(Orderliness
process and inventory Thoroughly standardize maintenance and
and Tidiness)
Establishment of autonomous management of carrying ·equipment, spare parts,
5.14 Thoroughness management system of line logistics, tools, goods in process, products , materials, passages
spare parts, tools, goods in process , and cleaning equipment, and implement visual control
products and materials of everything in the lines
It is very important that all activities required in each step should be "perfectly"
completed. Following steps for the sake of form with incomplete performance in each 7 All out of Constant implementation of activities and Improve equipment by analyzing data to enhance
improvements along company and plant process reliability , safety, maintainability, quality and
step will not help to acquire the expected ability, and nothing remains on the Autonomous
policies and goals and elimination of waste operability
Management
production floor. in lines to accomplish cost reduction Clarify equipment weaknesses based on data and
- Correct recording and analysis of make KAIZEN on a priority basis to lengthen
maintenance, such as MTBF, to further equipment life and checking period
improve equipment

IV-55 IV-S-1
Jiffn Jiffn
2. Step 5 - Implementing Process General Inspection

Step 1 to 4 are taken in accordance with the descriptions given on equipment

Fostering of operators strong in processes is important in Step 5.

Aim from Human Aspect Guidance and Support of Managers, Supervisors and Staff
(Point in Small-circle Activity Diagnosis) (Building Up Will to Do, Skills to Do and Place to
Demonstrate Willingness)

- Cultivate friendliness and affection with equipment by - Teach relationship between dirt and stains on one hand and
C1l "O
"O c:: <I)
c::"' c::
- ~
c::
touching equipment and draw questions and curiosity
with equipment
equipment enforced deterioration and maintainability.
(Training in "what the operator must be")
Lr V3 "E 0: ~"E
""O -
::,

"·-
0"
Q)

- Have leaders learn leadership by implementing in small - Teach priority cleaning places and importance of cleaning,
circle activity scenes lubricating and retightening, which are basic conditions of
-
.,_
~~
> 0
- Teach what are defects and ma/functions such as fine equipment. (Training by bolts, nuts and lubricating manual) l"
defects - Teach the meaning of "cleaning is inspection" Cl.

- Start KAIZEN beginning with things near to the - Utilize KA/ZEN ideas and provide hints for concretization.
operators and teach approach and implementation of (Technical guidance and support)
equipment KAIZEN - Teach problem solution techniques such as "why and why I
Q)
>,J:j C I -
1/)
c::
- Grow buds for KAIZEN measures by small-circle analysis" ii; g::, .Q .Q
activities - Process requested works promptly E a,
IJJ Cll-
e <t:t5 <I)
c::-
"' c::
<I)

- Have sense of accomplishment by KAIZEN cultivated - Guide implementation of visual control, such as match marks
- C. Q)

~~
and sense of joy experienced
Teach importance of observing standards and having - Provide hints how to prepare a cleaning inspection standard Q) "' ,_ -.,_"
c::
>
C1l

~e]
- > , ~ -~ 0
standards observed by creating standards by one's self and on format l"
Cl.
(what is management?) - Provide technical assistance for preparing a lubricating LI.JI-- LL
Teach the importance of each individual acquiring role- standard
consciousness of oneself and of teamwork Teach the relationship between visual control and checking
simplification . Guide on the spot "E
Q)

c:: E
Teach equipment mechanism , functions and decision Prepare a general inspection manual and trouble cases and 0 ~
criteria by check training and have checking skills learnt provide training to leaders on checking <I)
c::
Teach actions to cope with equipment "fuguai " Prepare a checking schedule -
.,-
<I)

Q) "'
.c
c::
Leaders learn leadership through teaching by Teach simple defect and malfunction countermeasures
Q)
~
"'<I)
Q)
.c - Q)

themselves. Members learn membership through Promptly process requested works by extracting defects and C.
l"
"O
c:: ~
learning it malfunctions Cl.
C1l :0
Summarize general inspection data and have data Guide toward enhanced visual control "E .!!!
<I)
Q)
"O
- Guide data gathering and analysis
effectiveness learnt
- Have leaders participate in mapping out maintenance plans ~e c::
=> "E t - - - t - - - - i "'
Uo ~
.l"
- Teach correct operation of processes and
troubleshooting
- Prepare a process general inspection manual and
troubleshooting manual and train leaders for checking
"'"
t, "'
<I)

l" <I)
<I)
- Teach the relationship between physical properties of - Provide OJT on correct adjusting and controlling method 0
materials and parts to be processed and equipment,
and have correct adjusting and regulating method learnt
- Guide points for preparing items, methods and forms for
periodical checks and replacement criteria and provide
u
~
Cl.
- Have role sharing of planned maintenance recognized guidance setting of periods based on actual data
and bud of "Jishu-Hozen" grown by implementing - Clarify responsibility division between planned maintenance
periodical checks and periodical replacement and maintenance to prevent duplication and omission
- Have the necessity of data recoding in time series learnt

- Expand "Jishu-Hozen" by systematizing and - Prepare process system fiow and train standardization
standardizing management items - Prepare and train a "Hinshitsu-Hozen" manual systematizing
- Teach the relationship between equipment and quality the relationship between equipment and quality
and have the importance of "Hinshitsu-Hozen" Provide technical assistance to standardization of line
recognized logistics and other matters and guide completion of visual
- Have the necessity of KAIZEN aimed at improving control
standards learnt by standardizing line management and Train and guide in analytical and improvement techniques
data grasping such as IE, PM and QC
Teach original duties of managers and supervisors c::
.Q
(standard enhancement and have standards observed) 1§
Q)
Accomplish elevation of foal management - Guide importance of goal management 0
C.

consciousness and teach thorough cost-consciousness, - Provide repair skill training t,

including maintenance cost - Provide technical support on equipment KA/ZEN and have c:: l"
Teach power to perform simple repairs and restoration operators participate in KA/ZEN projects to enhance KAIZEN .Q 0
through repair skill training technologies ni u
- Enhance data recording and analytical power and teach - Guide standardization of KAIZEN and participation in MP ID rn
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KAIZEN technologies activities 0 c::
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IV-8-2 IV-S-3
Jll1n Jll1n
[3] Provide Process General Inspection Training
[1 l Operator proficient in Process
1) Transmission train ing
Level 1: 1) Capable of understanding process performance and function.
2) Capable of correctly operating processes As in the equipment general inspection, transm ission training is
provided from producti on staff to leader and members, and those who
Level 2: 1) Capable of well understanding physical properties of good to be teach learn by teaching others.
processed .
2) Capable of co rrectly adjusting and setting conditions. 2) OJT

Level 3: 1) Capable of finding abnormal cond itions (1) Training is on operation, adj ustment and cond ition setting is
2) Capable of taking emergency actions against abnormal provided centering on OJT, using equipment in lines rather then
conditions. classroom study.

Level 4 1) Capable of finding trouble phenomena (2) Training on open checks and parts replacement is provided in join
2) Capable of co rrectly taking actions on abnormal conditions . work with maintenance person nel, centering on OJT. Guidance
3) Capable of correctly perform ing periodical open checks and parts on preparing standards and specifications is also provided.
replacement.
[4] Preventing recurrence of Troubles
[2] Preparations for Process General Inspection Training
1) Skill check
1) Extraction of curricula by category Grasp the skill level by individual tests and tra ining on actions for
abnormal conditions.
Examples:
(1) Rotating machines 2) Preparation of action criteri a
(2) Heat Exchangers Prepare, maintain and enhance criteria for periodical checks and
(3) Reaction columns periodical replacement.
(4) Screens
(5) Conveyors and carrying equipment. 3) Preparation of maintenance plans
Prepare annual maintenance calendar and check sheets and prevent
2) Prepare teaching materials duplication and om ission with the maintenance department.

(1) Process operation manuals 4) System to prevent recurrence

(2) Process adjusting and condition setting manuals Prepare abnormal condition reports and action reports to accumu late
(3) Heal balance and material balance and analyze information for preventing recurrence of accidents.
(4) Basic lesson sheets for chemical industry
(5) Troubleshooting manuals
(6) Periodical open check and parts replacement manuals

IV-S-4 IV-S-5
Jifln
3. Points for Implementing "Jishu-Hozen" in Process Industry
r Jifln
[3] Control of Excessive Equ ipment Proportionate to Operator Work Force
[1 l Control of complexity of physical properties to be processed
1) Evaluate equipment and select important equipment (PM Equipment) to
1) Control operation and actions for abnormal conditions give priority to activities. Examples of evaluation of elements:
Safety, environment, quality, yield, operating condition, stoppage losses,
(1) Correct adjustment and conditions setting of the equipment failure frequency, maintainability
operation is important, parallel with correct operation of it.
2) Develop new ideas for expansion to other blocks and areas based on
(2) Using Step 5 in "Jishu-Hozen" as "process general inspection", Step 7 of "Jishu-Hozen" to make activist efficient and active.
"operators proficient in processes" are trained.

(3) Provide thorough training on actions for abnormal conditions to [4] Control of Large Equipment
prevent disasters.
1) Make safety training and safety activities thorough by introducing
2) Support by the maintenance department is essential with equipment danger prediction training and performing danger prediction activities
""'.hich _handles !luids such as fluids mixed with solids and liquids of high everyday.
vrscosrty and hrgh temperature, as well as inflammable materials.
2) Make safety and protective measures against work in elevated
( 1) Prepare maintenance technical manual positions through the help of experts.
(2) Select equipment types
(3) "Kobetsu-Kaizen" of generating sources, etc. 3) Support is provided through "Kobetsu-Kaizen" on large generating
sources from large equipment that cannot be handled by "Jishu-Hozen"
[2] Control of Large Variety of Equipment

1) Prepare step-by-step implementation manuals by equipment category [5] Control of equipment and piping corrosion
to kick off "Jishu-Hozen" activities most suiting the specific
characteristics of each equipment. Provide guidance in accordance with 1) Support by the maintenance department is reinforced on improvement
the manuals. Ideally, step-by-step implementation manuals by of pump shaft and of equipment and parts materials.
equipment category should be prepared.
2) Prepare anti rust and anti corrosion manuals and provide training.
2) Example by equipment category

(1) rotating machines

(2) Vibration machined
(3) Columns and tanks
(4) Heater exchanger
(5) Pipes

3) Example by equipment category

(1) Pumps
(2) Fans
(3) Separators
(4) Agitators.

IV-S-6 IV-S-7
Jilln Jilln
[6] Control of Large Energy Consumption

1) Implement "Jishu-Hozen" activities whi le always bearing energy-saving

and resource-saving in mind.

2) KAIZEN must be made attacking leaks and overflows of steam, gases,

fuels, air, water and other material from equipment, columns, tanks,
piping and dusts as energy-saving and resource-saving troubles,
instead of attacking them as stain-generating sources.

[7] Control on continuous Operation during Day and Night

1) Implementation of planned activities Chapter V Planned Maintenance System

Activities based on minute plans divided into meetings during operation
to prepare KAIZEN suggestions and into working during periodical
repairs such as cleaning checks and deterioration restoration.

2) New ideas for defect and "fuguai" extraction

Implement activities to extract defects and "fuguai" capturing

"phenomena" during operation.

3) Safety measures for rotating equipment

Take thorough measures on safety protection and danger prediction on

work during operation .
Contents
1 Classification of Maintenance Activities
2 Roles of Operation and Maintenance Divisions
3 Responsibility of Maintenance Roles
4 Themes on Management Structure
5 Approach toward Maintenance Planning
6 Establishing the Planned Maintenance Structure
7 "Zero Failure" Activities
8 Standardization of Maintenance Activity
9 Maintenance Plan
10 Organization and Management of Maintenance Budget
11 Maintenance and Utilizing the Maintenance Record
12 Replacement Parts Management
13 Predictive Maintenance

IV-S -8
Jilln Jilln
1 Classification of Maintenance Activities

1.1 There are mainly the following two classifications of maintenance - - - - - - - - - - - - N o r m a l Operation
measures used to realize maintenance goals, and they should be
implemented simultaneously. (See Fig. V-1)

( 1) Maintain activities: to prevent failures, to fix failures

.Daily Maintenance

( 2) KAI ZEN activities: to extend life span, to shorten maintenance

time, to avoid maintenance.

- Ma intenance Activities Preventative Maintenance --rime-based Maintenance

1.2 As for measures to maintain, there are:

( 1 ) Normal operation

To prevent failures Lpredictive Maintenance

( 2) Preventive maintenance: Daily maintenance, Time-based maintenance,
Predictive maintenance.
To fix failures
1.3 As for KAIZEN activity measures, there are:
L-sreakdown Maintenance
( 1 ) Corrective maintenance: KAIZEN of reliability and maintainability

( 2) Maintenance prevention: Design to be maintenance-free.

These measures are incorporated into three elements; -Corrective Maintenance

(1) activities to prevent deterioration, KAIZEN of reliability and

(2) activities to measure deterioration, and _ Improvement Activities----i maintainability
(3) activities to restore deterioration.

All of these three activities for deterioration are necessary to realize the purpose of
maintenance, although there are differences in the contents and degree of
To extend life span
importance.
'--Maintenance Prevention
To shorten the maintenance
time
Design to be maintenance
free
To avoid maintenance

Fig. V-1 Category of Maintenance Activities

V-1 V-2
Jilln Jilln
2 Roles of Operation and Maintenance Divisions
:i:
The roles of the operation and maintenance divisions in executing the equipment (/)
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maintenance economically and improving the overall equipment efficiency are as >
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First of all, the roles of the operation division are as follows:

(1) Basic conditions (cleaning, oil supply, retightning) should be strictly

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mistake.

(4) Maintenance skill in such as inspection, check and disassembly should be

improved.

The above four items are major points and they are originally assigned to the
maintenance division .

The important thing is how to do these roles thoroughly after reviewing your own
roles

V-3 V-4
Ji11n Jil1n
Classification of Maintenance and Responsibility
Implementation Responsibility 3 Responsibility of Maintenance Roles
Classification
Prevention
Proper Operation I
I Measurement
I Restoration
Opera! i Maintena

u
on nee
Here we would like to explai n how to cla rify the maintenance measures and their
r-iNormal
Opera tion categories and how to allot these measures to the operation division and the
Set-Up and 0
Adj ustment I maintenance division. (See Fig. V-3)
Cleaning, Address Latent Defects 7 0
i - - - l P reventive
Maintenan ce
rHDaily
Maintenance
l-
r7Lub rication

HRetightening I
I 0
0
L-1 0 peration Co nditio n Daily In spection for Deteriora tio n I 0
I Minor Repair (PME)
I 0
Time Based Check I 0 0 The role of maintenance
7 I
HTime-ba sed
Maintenance I I Time Based In spectio n
I 0 Personnel (PM)
Time Based Overhand 0
The role of operator

Predictive
Trend Co ntrol 7 0
Maintenance Fig. V-4 The Evolution of the Maintenance Role
!Productive
Maintenance
I Un sc heduled Overhand 0
Stre ngth Improvem ent I 0 Generally speaking, however, "activities to prevent deterioration" are neglected

7
Co rrective
Maintenance Reduction of Loading I 0 in most cases . As "activities to prevent deterioration" are the most basic activities in

r
(Reliability)
maintenance, if time-based inspection or accuracy inspection are emphasized more,
L-I Accuracy Im prove me nt
I 0
we can say that this fai ls to properly evaluate the importance of effective

H Corrective
Mainten-
ance
H Corrective
Mainten an ce
(Maintainability) 1
1
con dition Mon itoring (Deve lopment)

Kaizen of Check Operation

0
0
maintenance.

From these points, the ope ration divis ion should emphasize acti vities to prevent
- rAIZEN (improve ment) of 0 and measure deterioration. In addition to these, restoration techniques should be
Repair Operatio n I improved and simple restoration should be done by the operation division . On the
IRepair Qua lity Impro vement I 0 other hand , the maintenance division should emphasize inspection and
restoration which requires special technology and/or skill. Especially at present, as
automatization of inspection and automatic restoration are possible , the
___J Others
I
Mainte
maintenance division should emphasize maintenance technology and/or skill for
nance H
<------- Prevent
MP Activities I 0 0 the complete restoration of the equipment.
-
ion

Planned Breakdown I 0 From this view point, it is better that the internal maintenance division should
Break Main tenance
Down emphasize maintenance technology and that the mechanical maintenance should be
Mainte ~ Earlier discovery of inferior situation and positive an d rap id
nan ce
Emergency
Maintenance
report/remedv
0 done by the specialists. (See Fig. V-4)
!Sporadic Repair I 0 0 The maintenance division should become expert to cope with the reduction of
failures and changes of maintenance technology work content.

Fig. V-3 Classification of Maintenance and Responsibility

V-6
V-5
Jilln Jilln

4 Themes on Management Structure 5 Approach toward Maintenance Planning

There are two aspects to the failure becoming chronic problems of the management Even if we are going to execute maintenance as planned and economically, if
structure and technical problems. In this section, we would like to explain the fai lures occur constantly and intervals of failures are scattered, it is impossible to
problems of the management structure. Figure V-5 shows the management structure make a plan. Therefore, measures against failures should be implemented in
weak points and a vicious-circle system based on examples from several companies. accordance with the four phases indicated in Fig. V-5.

From this, we would like to point out the common major problems existing in many 5.1 Phase 1
companies as weak points of the management structure. First of all, in the operation
division, they have a strong consciousness that "I operate, You fix", and no Scattering of time between failures should be decreased. This phase consists of
consciousness toward maintenance. On the other hand, in the maintenance division, the first and second steps of Jishu-Hozen.
they do not have enough education as specialists, they cannot follow the advances in
the equipment and morale is very low. In addition to them, the equipment design 5. 1.1 Restoration of unattended deterioration
division depends on outside subcontractors very much and, as there is no room in
time and money, only equipment with a lot of weak points can be advanced. Restoration of deterioration which is unattended to due to the limitations of man-
hou rs, cost and a low level of consciousness.
As a result, failure occurrence becomes chronic and weak points are accelerated .
It is not too much to say that this kind of weak point and the vicious circle of the PM ( 1) Irresponsible use

l
structure are produced by the lack of recognition for PM importance by the ( 2) Neglect tightening
List - - • Disposition
management level. (3) Allow it to come off
( 4) Always out of order
There are the following two reasons for the low management consciousness toward PM.

First of all, management cannot escape from the idea that equipment can be thrown
away during a period of high economic growth . For proof of this, there are still 5. 1.2 Removal of forced deterioration
many companies where the management has the idea that for the initial expense in
Irregular deterioration due to stress that is greater than the designed stress --+
equipment investment, the cheaper the better, or once performance declines, they
Forced deterioration
cut maintenance expenses to 20 or 30%.

The second reason is that the management did not notice the size of the loss caused (1) Establish basic conditions
by insufficient equipment maintenance (the factor resulting from the management Cleaning, lubrication, retightening
push to reduce maintenance costs).
(2 ) Keep operating conditions
Losses caused by insufficient equipment maintenance are not only sporadic losses but
1) Prevention of outside influences
also are of various kinds, such as increase of set-up & adjustment time, frequent
Destruction, vibration, noise
occurrence of minor stoppage & idling, speed (cycle time) reduction, worsening of 2) Conditions to meet the specifications of unit and parts
quality and yield, and energy loss and man-hour loss. From our experience, in Environmental conditions , proper load, attachment method
many cases the total of these losses reaches 30 to 50% . 3) Load conditions to meet the capacity of the equipment

In this way , it is necessary that the management clarify and fully understand the
various problems of the management structure and a vicious-circle system and
work for failure reduction activities . Without doing this, the effort for the
technical approach are sometimes in vain .

V-7 V-8
"-
~

§ii
Phase 1 Phase 2 Phase 3 I I I Phase 4
The dispersion of reduce or Life span should be extended. Time-based restoration of deteriorated I Predict the failure.
extend the MTBF portion to original state

y y y
------ -------
----------
Failure is resl ricted lo ----1--

<
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Replacement interva l (2)

maintenance
nscheduled setting-up due to service lifo pred ict ion

Restoration of unattended Extend the inherent equipment 1 - - - - + - . i Estimation of service life and time-based
deterioration service life restoration of deterioration equipment diagn osis
(Rectification or revealed defect) • KAIZEN of weakness is design • KAlZEN of maintainability
Eli min ation of fo rced deterioration • KAlZEN of weakness for overloading
• Selection of parts conforming to the Understanding of irregularity for Estimation of service life and its
• Estab lish basic conditions internal deteri oration by the five senses extension through technical analysis
conditions
• Keep operating condition
IEliminati on of accident failure I • Distinction of those whi ch show signs
and th ose that do not
of catastrophic failure

• Improper operation, Improper repair • Analysis of cross section of fracture

• What sign would be considered as • An alys is of gear material fatigue
Restoration of exterior deterioration leading to the fai lure?
• Analysis of gear tooth surface
• Why wasn' t it detected in advance?

Fig . V-5 Outline of Countermeasure Approach against Failure

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5.3 Phase 3 5.4 Phase 4

Time-based restoration of deteriorated portion to original state. Failures should be predicted .

5.3.1 Assumption of life span and time-based restoration of deterioration 5.4.1 Prediction of failure by the equipment diagnosis techn ique

By the measures in the first and second phases, assurance of assumed life span is Failure mode for diagnosis
increased. Therefore, the efficiency of time-based restoration of deterioration is
improved in terms of reliability and cost. ( 1) Leakage

(1) KAIZEN of maintainability (2 ) Crack • Vibration measurement

(3) Corrosion • Ultrasonic measurement
Structural KAIZEN of equipment which is easy to maintain should be added. (4) Irregular sound (AZ method)
1 ) Sharing of parts to be used
(5) Irregular temperature • Magnetism, X-ray detection
2) Block exchange
3) Facil itating of assembly and disassembly (6 ) Irregular vibration • Spectroscopic (SOAP method)
4) KAIZEN and exclusiveness of tools (7) Material deterioration • Insulation measurement
(8 ) Oil deterioration • Infrared spectrometer method
(2) Standardization and execution of time-based maintenance
(9) Looseness
1) Time-based inspection
2) Time-based test (10) Irregularity of electric system
3) Time-based check
4) Standardization of spare parts 5.4.2 Assumption and extension of life span by technical analysis of catastrophic
failures
5.3.2 Understanding of irregularity for internal deterioration by the five senses
( 1) Analysis of broken surface
If assumptions about the life span are difficult or scattering is impossible to avoid, the Concentration of stress
only way is to understand the symptoms.

(2) Analysis of material fatigue

( 1) Were there any irregular symptoms before the failure occurred?
Repeated load
(2) Does the failure have symptoms or not?
Alternate load
(3) What kind of symptoms indicate the failure?
( 4) Why can't the failure be understood in advance from the symptoms?
( 5) What must be done to understand the symptoms of the failure? ( 3) Analysis of gear tooth surface
(6) In order for operators to understand the symptoms of the failure, what kind of
knowledge or skill is necessary?

V-11 V-12
Jilln Jilln

6 Establishing the Planned Maintenance Structure LCP (life cycle profit) MAX
Maintenance
efficiency =
LCC (life cycle cost) MIN
6.1 Purpose of planned maintenance

Fig. V-6 shows the purposes of planned maintenance.

Output enhancement (zero Activities to enhance maintenance
failures, zero defects) X technologies and skills

Functions of equipment can be

demonstrated satisfactorily
whenever equipment needs Accomplish purposes Activities to make maintenance efficient (low input)
them best

Purposes of planned
maintenance = =
Keep means to a
At minimum cost minimum Fig. V-7 Maintenance Efficiency

Fig. V-6 Purposes of Planned Maintenance

6.2 Aims of planned maintenance activities

Planned maintenance activities aim at efficiently accomplishing planned

maintenance purposes by enhancing maintenance efficiency through

(1) Accomplishing zero failures and zero defects by activities to enhance

maintenance technology and skills, to expand equipment MTBFs and to
shorten equipment MTTRs, and

(2) Reducing input by activities to make equipment maintenance efficient as

illustrated in Fig. V-7.

V-14
V-13
Jill, Jill,

Fig. V-8 shows the concept of these activities. 6.3 7-step implementation for establishing the planned maintenance
structure

I Activities to enhance maintenance Step 1: Recognition of necessity of planned maintenance structure

technology and skills.
Activities to expand equipment MTBFs
Activities to shorten equipment MTTRs Identify present problems and tasks from the environment in which the
industry or the enterprise is placed to confirm "This is why a planned
maintenance structure has to be established"
4. Maintenance work planning and
management
>, Step 2: Set planned maintenance purposes, policies and goals
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a. a.
::, 0 C:
'5
functions for a planned maintenance organization, and the position of it
2C:
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(I)
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5. Enhance maintenance ' ' ' ', Step 4: Clarification of implementation items for structure establishing
<( 1/)
0 c..
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(I)
technology and skills ,:
('.) ,..'.. u 0::
N <'"i ---------------------~,,,
' ,
"" To implement planned maintenance in a concrete form, the structure for it is
implemented mainly by the planned maintenance division. Planned
Enhanced output Enhanced planned maintenance will be implemented as follows:
maintenance
structure
Zero failures and defects ( 1) Support and guidance for Jishu-Hozen activities.
(2) Zero failure activities.
(3) Establishment of planned maintenance structure. (maintenance
Fig. V-8 Concept of Planned Maintenance Activities system, maintenance standard, maintenance planning and
maintenance information management)
(4) Lubrication management.
(5) Spare parts management.
(6) Maintenance cost management.
(7) Research of predictive maintenance.
(8) Enhancement of maintenance technology and skills.

V-15 V-16
....
~

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Table V-1 Example of 8-pillar Activities in Planned Maintenance

I
8 Pillars in Maintenance Activities
Ac tivity A im
86 I 87 I 88 I 89
I 90
TPM Introduction Phase I Implementation Phase I Enhancement Phase I Fixation Phase

1. Support and guidance for Early Improvement of fuguai I Jishu-Hozen Step 1 I Step 2 I Step 3 I Step4 I Step 5 I Steps
Jishu-Hozen activities and faulty places of Jishu-
Hazen activities. [ Suppo_rt of line maintenance training yellow tag 1 I Control of generating source J
Support of maintenance skill operation
enhancement of Jishu-
Hazen.
I Support of 4-evil extermination ) I Standard lubrication and clean -up
I
I lmelement visual control, indication of level, oil tyee, etc. I
I I I Train maintenance skill middle class J
I Train maintenance skill I Train s:eneral inseeclion leaders

2. Zero failure activities "Reduce failures of entire

I Breakdown maintenance activities by only
maintenance men
I
I
L____..J Dailv countermeasures recurrence orevenlion measures (deterioration restoration and defects)
plant to less than 1/10. Mornino meetina with Jishu-Hozen deoartment (oatherina of information)
Thoroughly implement Insufficient failure analysis
I Failure analvsis Challenge beginning with worst equipment and implement with other equipment
.......................
measures to prevent
recurrence.
I: Analylical lechniques are weak
Method of gathering failure
statistics is not clear.
I FMEA and PM analysis I I BC eanel ereearation I I Zero failures of concrete weighing
machine, etc. I
3. Establishment of planned Review maintenance
maintenance structure management system. I Lack of plans due lo pressure of failures I I Review of management I
;I
Classify equipment (breakdown maintenance ) system standard
Implement importance classification
l
importance.
Efficient implementation
such as maintenance
I Delay in I
I I Review time-based maintenance -
clarifv maintenance service division I
.... Operate and utilize maintenance calendar
................
planning .
4. Lubrication management
activates
Eliminate failures caused by
lubrication failure.
1 Lubrication management svstem not clear
I - Establish lubrication management standard ~ Svstematize ourchasina svstem I
Consolidate oil types and I Failures by oil shortage, overage or stain I Implement visual control I
reduce consumption and
I
< storage space. I Larae varietv of oil kinds, waste ful use I Uni!Y oil kinds I ~1 Install oil stations I
I
...... 5. Spare parts management
activities
Cost reduction in
dispensing, replenishment I Scare carts manaaement svstem not clear Establish scare carts manaaement standard ~ Svstemalize purchasing system I
co I
~
and management.
Reduce to a necessary
I Dispersions of inventory quantity are large
I
Selection of needed or not needed 1
I Implement visual control
minimum types I Storage olaces are not clear Decide sloraae places and quantities I ············
6. Maintenance cost
management activities Establish system enabling I Maintenance cost classification is not clear Establish maintenance cost manaaement svstem Maintenance cost management
actions for maintenance
I I ············
cost reduction ~
lmolement and graso maintenance cost stratification manaaement r
7. Research of Predictive
Maintenance Improve
Restore equipment
functions and performance I SDM manaqement system is not clear I - Establish SOM manaqement svstem
~
-I Execule SDM managemenl .........
SDM to assure operation till next
time-based maintenance. I TBM and BM insoections are main I I Shorten period by analysis by work
item and bv efficient work I Change inspection of moving
Form (TBM&BM) to equipment to CBM inspection
............
(CBM&TBM) Research of oredictive maintenance
Shorter SDM period
8. Establishment of
maintenance technology
and skills
Predictive maintenance
diagnostic technology and
I Traininq is piecemeal and is not sufficient - TraininQ system I
Obtain facilities management engineer and
skills and analytical
techniques can be handled
Learn analytical techniQues I f::ir.ililiP.s sP.rvir.P.. fAr.hn ir.i::in m1::1lifir.;:ilinns ..............
Attend training courses sponsored by JIPM
....................
.... Participate in training schools sponsored by vendors
..................... ,

....
~

§ii
Jiffn Jiffn
6.4 Maintenance management system Equipment standards ... Equipment handing standards I
,I,
Equipment maintenance
The maintenance management system must implement "daily maintenance", "time- management standards I
based inspection" and "predictive maintenance." They are implemented to early r ,I,
Equ ipment maintenance ' l
discover conditions that cause production failure stoppage or harmful performance Maintenance
classification standards Clclliling. Time-based
inspcction. inspection
Perform-
ancetest
Lubrication Time-bnsed
inspection/ repnir
Construe-
tion
Moinlc·
nancc work
Equipment effic iency oilsupply standards standards exchange standards execution standards
deterioration for adjustment or restoration as preventive maintenance activities . policy management standards standards oil
standards "'"'"""
Equipment maintenance ..___.
It must also implement corrective maintenance activities to enhance equipment budget management standards 1 ....

reliabi lity, maintainability and economy by utilizing technical informatio n obtained

' Lubric:~:nd!~ gement
17
5

from preventive maintenance activities. It also institutionalizes a system suiting m~:~~:~:t;.frtd~:ds ~

Maintenance technology
various companies as in new equipment installation and revamping . Fig. V-9 standards
shows an example of it.
.J.
In the following, the main points in implementing the following principal maintenance
system implementation items are described.
r
- I
Lubrication
supplement plan J~
:\,.__ _ __
'f , '7 Yearly maintenance calendar
Yearly construction
plan

Maintenance Maintenance parts y

(
goal .J.-- supp Iement pIan ,/<I - - - (.
,Monthly maintenance calendar ,
Monthly
construction plan
( 1) Zero failure activities.
( 2) Maintenance activity standardization. L~-',H----'/' ~ ~'- cons~:~~~~ plan
( 3) Maintenance planning. ( --~~ I '
(halfte nn)
( 4) Formation and management of maintenance budget. ,1 :
1
--~---
Daily construction
( 5) Maintenance records logging and utilization.
( 6)
( 7)
( 8)
Spare parts management.
Lubrication management.
Predictive maintenance and diagnostic techniques.
~~;.=.. ~~--~----L-~$
I I
E:~.~~~ itu re

L::~ 1~,
-•~ I I. L:'~d
~
_
_ , I Restoration/
KAIZEN
arrangement

Maintenance budget Equipment

I
' expenditure • efficiency, fai lure
Equipment ledger Construction
effic iency
management statistics, etc. KAIZEN plan management
Trace Maintenance cost Effic iency Standards review Personnel plan
reduction plan · understanding
survey survey
,_ Survey analys is
+ .L J.
Maintenance budget reduction, Equipment efficiency improvement, Mainten~nce and construction ":'~rk
- _i
J
efficiency improvement, Organization structure efficiency improvement, Maintenance standards revi sion,
(
'-......!F:,:e':!
ed:_!:b~ac::!'k:.cto~eq~uc!'iP'.!cm~en~t_!!in~it:!,ia~Im~an~a~g•~m'.:e~nt' - - - - - - - - - - - - - - - - - - - - -

Fig. V-9 An Example of Maintenance Management System

V-19 V-20
Jirln Jirln
Zero Failure Activities
7 "Zero Failure" Activities
Zero Failures by thorough
Zero failures can be accomplished only by thoroughly practicing the approach Daily countermeasures analysis of failure
mentioned in section V. The most important tasks for a maintenance
department from the standpoint of maintenance are to prevent recurrence of Processing
failures that have occurred in routine operation, to discover potential failures of occurred
failure
(fuguai, faults and equipment weaknesses) of priority equipment with frequent
failures and "Loss by failure is large", and preventin g failures by taking corrective
actions.
Identification of
potential fuguai and
Fig. V-10 shows a flow chart example of these activities. failures
(Production,
Maintenance)
FMEA,
PM analysis,
phenomenon
(Maintenance, observation
Design)

Durability measures
incorporated

Implement
KAIZEN

Horizontal Horizontal
replication replication

Review of
maintenance standards
- Standardize checks
and inspections

Fig. V-10 Flow for Zero Failures

V-21 V-22
Jilln Jilln
T I

7.1 Daily countermeasures The initial effective maintenance countermeasu re for fa ilure rate =
1) Cause analysis rate x 2) executable counterme~su re decision rate
The maintenance division must grasp information of equ ipment failures (minor
x 3) implementation rate x 4) recurrence prevention rate
stoppages caused by equipment), analyze true causes for them, study permanent
countermeasures, implement KAIZEN, study maintenance category and thoroughly
43 30 24 4 4
implement up to analysis of preventing recurrence by revising standards. Analysis X x- x- - = 3.2%
of causes is specially important. 126 43 30 24 126

Table V-2 presents an example of the maintenance record format used for this
Th e reason why the values of 1) and 2) are small is mainly because of "not
purpose. Precautions for its use are given below:
proficient in the equipment." Feedback to tra ining and resea rch is necessary.
( 1) Verify failure phenomena at "genba-genbutsu". Causes for · Intermittent or
automatically disappearing failures are difficult tci find, but they have some Th e reason why values 3) and 4) are small is main ly because th e information
disease causes. Analysis taking factors such as equipment and parts transmi ssion system is defective or because responsibility and authority are
structures, characteristics and environmental conditions fully into ambiguous.
consideration is important.
Data supplied by: Shizuo Senju,
(2) Structural research and study of cause structures (single, serial or compound Professor Emeritus,
type) are necessary in analyzing the causes. PM analysis will be effective with Keio University
the compound type.
Professor,
International Management
(3) Study a KAIZEN program for reliability enhancement and frame prevention of Research Institute,
recurrence when studying weakness of equipment structures. International University
(4) The stages up to this step are important steps to prevent recurrence
of failures. Instead of leaving everything to a maintenance man, design
reviews by demonstrating the equipment technological power of subsection
chiefs, section chiefs and department managers and other personnel
including design, are desired.

(5) Management of the rate of effective work on the assembly line is desired
for failure control to implement the fo regoing countermeasures and
permanent measures, to review maintenance standards, and for early and
effective implementation of measures to prevent failure recurrence. A
glance at the initial effective maintenance countermeasure for failure rate
produces many barriers that prevent implementation of TPM.

V-23 V-24
'--
~

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Table V- 2 Types of Maintenance Standards

Major Category Medium Category Contents (Example P ...) indicates the page of TPM development program
1. Maintenance 1. Management standards An organization to implement maintenance management smoothly, an activity structure, the basic items of management, such as evaluation of
management equipment efficiency, etc., maintenance parts management, lubricant management, equipment clarification outline, maintenance budget management,
standards maintenance information management, maintenance administration, disposition outline, etc. which are necessary for the execution of maintenance and
technical information storage activities should be created. How the work suits each company and makes clear the exclusive division of authority should
be set.

2. Maintenance technology Stored common maintenance technology should be totally set.

standards

2. Equipment These are the standards for inspection of equipment, or in other words, inspection manner and measurement method to check the degree of equipment
1 .Equipment inspection .standards
maintenance deterioration. The designated contents are inspection parts, inspection spots, items, cycle, inspection method, measuring apparatus, judgment
standards (For measuring the deterioration of
standards, disposition, etc. Depending on the necessity, charts and pictures should be attached. Depending on the types of inspection, there are daily
equipment)
inspection standards (cycle is within 1 month) and time-based inspection standards (cycle is more than 1 month) by cycle; there are performance
inspection standards and accuracy inspection standards by item; machine equipment inspection standards, electric equipment inspection standards,
piping inspection standards, instrumentation equipment inspection standards. They should be divided into the above categories and established.

<
I
I\.)
CJ)

These are the standards for the conditions and method of daily maintenance such as cleaning, oil and grease supply, inspection adjustment and parts
2. Mechanical check standards
replacement. Depending on the types of mechanical maintenance, cleaning standards, oil and grease supply standards, the cleaning/oil and
(For preventing the
grease supply/inspection standards and adjustment standards should be set.
deterioration of equipment)
As for the oil and grease supply standards, oil and grease supply spot, oil and grease supply method, oil and grease types, oil and grease amount
and cycle should be indicated.

These are the standards for conditions and method of repair concerning specific equipment or equipment parts. The repair standards are often indicated
3. Repair standards as maintenance work standards, including work method and work time.
(For preventing the
deterioration of equipment)

This is created for work which has a high frequency of occurrence. This is useful for the measurement of work group efficiency or estimation of
(For indicating the
maintenance work time and excessive power management, and schedule planning as well as education/training of new employees.
3. Maintenance maintenance work
work standards procedures and liming)

'--
~

§ii
Jilln Jilln
9 Maintenance Plan rl Annual maintenance plan

9.1 Purpose of the Maintenance Plan

. Maintenance budget planning, main!enance parts

Maintenance t - -
. preparation, materials of personnel pl an.
KAIZEN plan items (V-10.1 .2, -10.1.4 and V-
The maintenance plan is necessary in order to adjust the production plan and - 10.1.5
plan
execution capability and implement it economically, smoothly and with certainty.
~ Monthly maintenance plan
I
(1) Items to be executed periodically among the daily maintenance plan (cleaning,
inspection, lubrication, parts replacement, adjustment) (Maintenance
. The monthly plan of annual maintena nee and

responsibility . uncompleted plan from the previous month

-10.1 .1, V-10.1.4 and V-10.1.5
division)
(2) Time-based inspection, time-based repair
~

Maintenance >--
Annual construction plan
(3) Restoration and repair which occurs as a result of inspection/check plan
. Annual maintenance plan + start of business

w
(4) Corrective maintenance items such as Hinshitsu-Kaizen and improvement of construction plan

workability, maintainability, safety and economy

Monthly construction plan

(5) Items for KAIZEN in order to restore and prevent recurrence of failure . Monthly maintenance plan + start of business
construction plan
9.2 Categories of Maintenance Plan

By the maintenance function and period, they are categorized into maintenance plan Construction - Weekly construction plan
L--

and construction plan as indicated in Fig. V-11. plan >--

. Monthly plan + new portion should be added and

type of occupation and internal or ext ernal

(Construction
. construction should be clarified
Holidays such as Saturday and Sund ay work
adjustment deterioration should cond ucted
division)
H Daily construction plan

. Morning meetings etc., internal and external

responsible people should adjust the ir schedule
for the day

- Individual construction plan

• Individual plans should be made as to the start of

business construction and large-scale
construction for periodical repair, shorten the
construction period, the material plan, and part,
including arrangement with the sub-contractors

Fig. V-11 Categories of Maintenance Plan

V-27 V-28
JilJn JilJn
1o.1.3 Category by element
10 Organization and Management of Maintenance Budget (1 ) Maintenance material cost

10.1 Categories of Maintenance Cost These are material costs for such as spare parts, general materials, supplies,
lubricant and too ls which are consumed fo r maintenance. It is important to
Maintenance cost is regarded as an "expense" in terms of accounting, and it is understand this by further dividing them into small categori es.
generally recognized as repair material cost, repair labor cost and repairs
(subcontractor repairs). However, from the standpoint of maintenance cost budget
management, it should be categorized from the following angle to obtain effective (2) Internal labor costs
information for management. (See Fig.V-12)
This includes labor costs not only for maintenance division, but also for
operators participating in Jishu-Hozen activities.
10.1.1 Category by purpose

(1) Daily maintenance costs

(3 ) Costs of contractors
These are labor and material costs which are necessary for daily maintenance
Repair costs paid to outside contractors.
activities such as cleaning, inspection, oil supply and adjustment in order to
prevent equipment deterioration.
10.1.4 Category by size of construction
(2) Equipment inspection costs
Large-size individual construction, small-size miscellaneous constru ction, etc.
These are labor and material costs which are necessary fo r the inspection to
determine irregularities or fitness of equipment. 10.1.5 Category by kinds of work

Machine, electricity, piping, instrumentation , etc.

(3) Repa ir costs

They are labor and material costs which are necessary for the repair to restore
the equipment after deterioration.

10.1.2 Category according to the maintenance measure

( 1) Preventive maintenance cost

( 2) Breakdown maintenance cost
( 3) Corrective maintenance cost

V-29 V-30
Jiffn
Table V-3 Kinds of Maintenance Records and Purpose of Utilization
12 Replacement Parts Management
I
Category of Record Purpose of
function name Contents utilization In charge Remarks 12.1 Purpose of Spare Replacement Management
Daily This is the appearance Line operator
inspection inspection of equipment Disposition of the It is acceptable
Purposes of the replacement parts management are as follows. It is necessary to
check sheet which is necessary for
discovered irregularity that the oil and
operation. Irregularities
grease supply
implement them in accordance with each plant's characteristics.
should be checked for every and a report to the
day maintenance record is
Activities to combined.
prevent division
deterioration ( 1) Standardization, unit, extension of life span and parts reliability KAIZEN
i---
2 of equipment Oil and grease Record of oil and grease Line operator
supply/oil and supply to the places which KAIZEN of oil and
should be promoted by the management of replacement parts.
grease change are necessary for the grease supply method
record table operation and exchange of and management
deteriorated lubrication lubrication consumption
amount (2) Replacement parts, which are .necessary for sporadic failure and planned
maintenance, are always ready to use and all-out shortening of the break
3 Activities to Time-based As a result of the Person in charge Maximum value
measure inspection
To measure and record the
measure, if it reached of the is described in down time should be promoted.
deterioration record the maximum amount, it maintenance the
situation of deterioration and
should be repaired or division inspection
of equipment abrasion
fixed. standards
This should be analyzed
denendina on the necessitv (3) Reduction of total stock, prevention of stock quality decline, and
4 Maintenance To record the contents of Failure statistics should Person in charge reduction of purchasing administration and storage costs should be promoted.
report sporadic failure repair, be recorded and of the
planned fix and corrective emphasizing maintenance This means that replacement parts management can be obtained by "good
maintenance in detail. management equipment division
and items determined technology management" and "good material management."
i---
Corrective Record of plan , execution II is desirable to
To promote the
maintenance and result of corrective
standardization of the Person in charge do this for
5
Activities to record maintenance
new method . or staff of equipment of a
12.2 Categories, Storage and Supplement Methods of Replacement Parts
recover from To correct the cause. To maintenance and similar type
deterioration make educational equipment design
of equipment materials for correction division Categories, storage and supplement methods of replacement parts can be organized
samoles
as indicated in Fig. V-13 in order to realize the purposes described in the previous
7 MTBF analysis
record table
For the KAIZEN to
extend the cycle of
Line, maintenance
division , regular
To record all maintenance maintenance work and subcontractors section .
work such as on sporadic to handle it efficiently.
failures, supplying and
changing oil and grease, As for the supplemental purchase, as indicated in Fig . V-13, it is desirable to
time- based mechanical
maintenance , etc. compress the storage and reduce the purchasing costs as much as possible by
subcontractors' forward supply point, subcontractors' periodical visit supplement,
7 Line-long Equipment Person in charge
record of ledger By the equipment or staff of the ord er from a subcontractor's unit price contract whenever necessary, etc.
Record of contents and
equipment maintenance
amounts of money for major lifetime costs, renewal is
division
failure repair, time-based judged or equipment
mechanical maintenance investment is
and corrective maintenance
determined.

8 Maintenance Maintenance To grasp the maintenance To grasp the important It should be

cost budget cost record labor cost, material cost and points of management of Person in charge understood by
management subcontractor cost. maintenance budget or or staff of the the
To grasp of result by reduction of maintenance, the accounting
equipment. maintenance costs and procurement
division.
to prepare or the purchasing
countermeasures. division

V-34
V-33
--
~

§ii
(Categories ofreplacement parts) (Storage display/Order standards) (Supplement/Purchase method)
Non-reserve

l
replacement
] _ _ (Arrange individually
parts Individual order system
j whenever necessary)
Replacement Individual picture &
equipment or unit mark method
~ Fixed number
order system
( Whenever they
are used, the
amount to be
used are ordered.

ILarge item, j Shelf card method

(Order point system)
'' , I ,I Indi vidual order system
Equipment
unique parts H Small item, l {Packaging method } , '
Double pin method '
, '
'.,-),
Whenever a unit price contract is

m
1 necessary, they are supplemented
Level mark method 1
I
by reporting
I
,, Total order and receipt Quantitative
(bearing, valve, Shelf card method ,',, confirmation at the end of the order system
Large items rMs, etc.) - (Order pomt system) ( month
Common

<
I Reserve
marketing parts

ISmall items l~oamp,1t, etcnut,)sea

.
1
' -
{Packaging method
Double pin method
Level mark method
}-\f-, Unit price
Supplement by subcontractors'
periodical visits
0) replacement
(J1 Total order and receipt
parts
.
I
(steel materials, _
Large items piping & wiring Shelf card method
confirmation at the end of the
month
Common market- - - - - - materials, gas, etc.) (Order point system)
ing Materials I

Subcontractors' Forward Supply

Small items I (welding bar, etc.) Packaging method } /
Double pin method Point
{ Level mark method
', ltl ( Supplement by unit pri ce
',, contract, subcontractor's
)
"- periodical visits
Maintenance Packaging method } Total order and receipt
tools 1-------------- { Double pin method confinnation at the end of the
Level mark method month when the parts are used

Subcontractor open
store system

Fig . V-13 Categories of Replacement Parts and Storage and Supplement Method (Example)

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Jl11n Jil1n
TableV-4 Major Equipment Diagnosis Technologies and
This is to survey the mechanism of failure or deterioration of equipment thoroughly or their Overview Function
to diagnose the running condition, and to conduct the maintenance depending on the
situation.
Categories Diagnosis Simple/ Diagnosis Outline
Precision equipment
Rotary machine Simple Machine checker
Also, as a tool to realize predictive maintenance, equipment diagnosis technique is diagnosis diagnosis
technique Diagnosis of bearings, From the amount of vibration generated by the machin~,
very important. (See Table V-4) gears and rotating diagnosis as good or bad the imbalance of gears, beanngs
and rotors.
mechanisms
!Machine
Today, there is a tendency to orient the predictive maintenance by the research and je~uipm~nt of
ldiagnosrs
Bearing diagnosis Precision Degree, position and cause of deterioration of gear, beari.ngs
technique diagnosis
and rotating mechanisms should be judged by the analysis of
development of equipment diagnosis technique, but which maintenance style is Gear diagnosis
technique Rotating
Rotating machine
diaqnosis ecuioment
vibration waveform or vibration mode.
mechanism Signal of vibration, pressure, etc. should be processed and
adopted should be determined by the balance of investment in maintenance and diagnosis technique
Machine signal
measuring disposed for easy analysis.
Field balance
the profit generated by the production. technique
device

Wide-use signal analysis

device As frequency resolving power is very stro~~· th~ vibrat~on
wavefom, is an analysis for the ultra-prec1s1on d1agnos1s, and
deteriorating place and cause of bearings and gears should be
judged by it.

Crack diagnosis Acoustic emission method Precision Crack monitor

technique diagnosis Degree and level of danger of crack development should be
diagnosed by detecting the sound generated at the
development of the crack

Lubrication Precision Petrography analysis Abrasion of the sliding surface should be judged by the shape
diagnosis device or size of abrasive powder in lubricant.
diagnosis Ferrography Abrasive
technique pawer in oil analysis
method

Rotating electric Insulation diagnosis Simple Super mega (DC high Humidity and pollution should be judged by the changes of
machine technique diagnosis voltage method) insulation resistance during time.
diagnosis

Electric Precision
diagnosis The degree of insulation deterioration should be judged _by the
!equipment
Automatic insulation side, phase, degree of leakage cu~rent chang7 (current m
~iagnosis diagnosis device (AC high ground wire) in the case that AC high voltage JS added.
voltage method)
Coil diagnosis technique Precision Electric coil diagnosis
diagnosis device
Coil loosening by the deterioration of insul~tio~ should be
judged by the side, durali?n, chan~es of v1~rat1on f!equency
when a big current surge 1s added m the coil and vibrated.

Rectification diagnosis Precision Rectification

diagnosis characteristic
measurement device By measuring rectification flux . .
distribution at a neutral point and contact charactenst1c of
brush, the cause of rectification defects should be analyzed by
comparison with the normal situation.

Control system Motion characteristics Precision Frequency characteristics

diagnosis diagnosis diagnosis measurement device A signal which does not affect the product quality is adde? l?
technique the operative control device, and the freque_n~y characteristic,
including electric and mechanical characteristics, should be
measured.

Waveform Precision Thyristor fail tracer

diagnosis The waveform at each part during the thyristor control device
diagnosis (wave
irregularity (mainly gate pulse) should be automatically
memory)
recorded and reused.

Insulation diagnosis Precision High voltage cable

diagnosis insulation diagnosis Deterioration should be judged by the size and changes during
High voltage device the time of leakage current with the addition of a DC current
cable diagnosis
addition.

Precision Analyzer of gas in oi1

Transformer analysis The destruction of insulation or local heating should be judged
Gas in oil analysis (Gas
diagnosis by analyzing flammable gas composition in oil.
chromatograph)
technique

V-37 V-38
Jiffn
Dissemination and expansion require a steady effort. After the education for the
13.2 How to Implement the Equipment Diagnosis Technique diagnosis technique introduction as the first stage, if the technique is utilized
systematically, it would be effective. In order to grasp the effects, the transit of
Equipment diagnosis technique is defined as "a technique to grasp present
maintenance cost, number of sporadic accidents and problems of failure in the
conditions of equipment and to predict and anticipate the cause of future irregularities
individual maintenance division, or in total, should be determined .
or failures."
At present, in order to implement equipment diagnosis effectively, it is frequently
In order to do so, there is a possibility to misjudge if you do not understand the
implemented roughly divided into the simple and precision type.
technical items of manufacturing such as quality, structure, and characteristics of
machine and parts, production technique, quality control, deterioration mechanism
and principles, characteristics, way of use and data of diagnosis machines. 13.3 Predictive diagnosing method

Table V-5 - V-7 shows the predictive diagnosing method, as well as applicable
Then it is necessary to clarify the kinds of diagnosis technique and machines for the
equipment, parts and members that can be used in ordinary plant equipment. It
equipment or parts to diagnose. Generally, a certain standard condition is indicated
appears that the companies should start studying this method.
for performance of diagnosis machinery, so it cannot be applied to all as they are.
Judgment standards should change depending on the use or environment conditions
of the equipment to be diagnosed.

Some equipment cannot do diagnosis by the unit of parts (eg. calculator). For this
kind of equipment, by the introduction of a condition monitoring system or failure
monitoring system for the total original equipment, function check for the equipment
is conducted.

In addition to this, there is a case that no diagnosis technique exists in spite of its
high need, so the development of this diagnosis technique itself should be
necessary.

Development of equipment diagnosis starts from the "discovery of seeds" technique

to meet the needs, through the trial and application test with the support of many
basic tests and theories, then the performance is confirmed by on-line tests.

During the actual use, inspection cost, ease of use at the site, stable condition of
detection signal and adoption of site environment are tested, and the final judgment
standards, handling method, tendency management graph and chart preparation are
set up.

V-40
V-39
Jiffn Jiffn
Table V-5 Execution Structure of Equipment Diagnosis Operation Table V-6 Method and its Contents of Predictive Diagnosis
Diagnosis method Diagnosis contents
11 emperature met oa

Equipment
diagnosis
Equipment
diagnosis staff
Equipment
maintenance ,__
. Deterioration or irregularity is
diagnosed effectively and roughly by ressure method
his is the method to conduct equipment diagnosis by measuring the temperature and to know the irregularities of the equipment from
lues of temperature.

his is the method to conduct equipment diagnosis by measuring the pressure and to know the irregularities of the equipment
operation operation plan/execution
group . machine checker, etc.
By the installation of sample
r,Jibration method
rom clues of pressure loss and extinguished pressure.

diagnosis fix sensor, expansion

machine is promoted.
d~t:~1i~ne0rrh~1~~l;°~~;:,;~~~~~r~~~~:~7e~tr:~~U::3. the vibration and to do equipment diagnosis by the
Oil analysis method
his is the method to conduct diagnosis by analyzing the operation o~ lubricant, insulation, oil, etc. which are used for the
equipment.

iquid penetrant method his is the method to test for material surface opening defects by dying penetrant or fiuorescence penetrant, etc.

Precision Precision diagnosis Request . When irregularity is discovered

u1mens1on measuring metnoo
rrhis is the method to conduct equipment diagnosis by measuring the dimensions of Machinery and to know an irregula rity of the

- diagnosis
operation - execution special
group
~
for
diagnosis
- . by the simple diagnosis
When equipment irregularity is nsu 1at1on measuring metnoa
iequipment by a change of the dimensions.

This is the method to know an irregularity of the machinery by measuring the insulation resistance value for electric equipment or

. grasped accurately
When other equipment
conditions are grasped i=1ectric resistance method
electric wiring.

!This is the method to know an irregularity of the machinery by measuring the electric resistance value for electric equipment.
accurately

Table V-7 Predictive Diagnosis and Diagnosis Method

for Specified Equipment (Example)
~ Designated ~ Special important equipment is
d1agnos1s designated and time-based
Number
diagnosis is implemented . Equipment Parts Diagnosis item Diagnosis method
d iagnosed
Fan blower pump Impelle r Imbalance Vibration method
motor
Couc lin o Core sliccaae Vibration method
Bearing Abrasion Vibration method

FlakinQ Temperature method

Foundation B acklash/looseness Vibration method

Equipment Staff in charge . Introduction, development and actualization of

Reduction
gears
Bearing Abrasion

Flakina
Vibratton method
Vibration method

-
diagnosis staff
operation -
of equipment
diagnosis - . equipment diagnosis technique
Education of equipment diagnosis technique
and guidance of applied machine expansion
Gear Pitching
Oil analvsis method
Vibration method

Couolina Core sliooaae Vibration method

Foundation Backlash/looseness Vibration method
Hydraulic Beari,:ig Abrasion Vibration method
equipment
Flaking
Oil analysis method
Vane Abrasion Vibration method

Plunoer Break Oil analvsis method

Packina Abrasion Pressure method
Extruder Bearing Abrasion Temoerature

Flakina Oil analysis method .

Gear Pitchino Oil anal sis
!Overall Tank Corrosion Dimension measuring method
!mach inery
iequipment Abrasion Dimension measurina method
Crackino Liouid oenetrant method
Abrasion Dimension measu ring method
Abrasion Dimension measuring method
Electric Transformer Insulation deterioration Oil analysis
!equipment
Cable Insulation deterioration Insulation measuring method
Heater Life soan Electric resistance method
rrotal

V-41 V - 42
Jiffn

Concept of Step-by-Step Activities

Concept of implementing Six Maintenance Activity Steps

Phase 1 Phase 2 Phase 3

(/)
Activity Description of Activity
Phase 4 Step
Phase
Reduce dispersions in Extend natural life. Restore deterioration
"O
'"
?' Step1 (1) Prepare (or update) equipment ledger.
Predict life based on equipment
failure intervals. periodically. condition. .,m"' Equipment evaluation
and present status (2) valuate equipment Prepare evaluation criteria, ranking, PM equipment, PM member

Step 1: Initial cleaning

.,C: grasping selection.
Step 4 : General inspection Step 5: General inspection Step 6: Systematization of g (3) Failure rank defining.
Step 2: Countermeasures of equipment of processes.
::,
(4) Grasp present status: Numbers of failures and minor stoppages, frequency
"Jishu-Hozen". Q,
for the causes of Forced ratio, severity rate, MTBF, cost of maintenance , breakdown maintenance
Step 7: Through "O
Deterioration and Improving iif ratio, etc.
Hard-to-Access. implementation of autonomous ::,
c:: management. ::, (5) Set maintenance goals (indices, effect measuring method)
CD
Q)
N
Step 3: Prepare standards. a.
I
0
.,
3 Step 2
Deterioration restoration and
(1) Restore deterioration, maintain basic conditions and eliminate forced deterioration
environment (support "Jishu-Hozen" activities).
:, s· weakness KAIZEN
.,'" Improve weaknesses and individually improve life extension.
.c:: (2)
en ::,
",
::, (3) Control recurrence of serious failures and prevention of similar defects and
troubles.
"
CD
(4) Reduce and improve process failures.

Step 1: Evaluate equipment

l
(/)
'<
Step 3
Building up information
management system
(1)
(2)
Build failure data management system.
Build equipment maintenance management system (equipment history management,
maintenance planning, inspection planning , etc.)
en
and grasp present status.
'"
3
~
(3)
(4)
Build equipment budget management system.
Manage spare parts, drawings and data.
Step 2: Restore deterioration and improve weakness
o· Step 4
"O
Building time-based (1) Perform preparatory work for time-based maintenance (Manage spare equipmen~ spare

)
en (Support "Jushu-Hozen" and prevent recurrence of similar iif
Q) Fixation in work as corrective maintenance. ::, maintenance system parts, measuring instruments, lubrication, drawing and technical data)
defects and troubles). ::,
""
'> CD
a. (2) Prepare time-based maintenance work system flow.
u
<t Step 3; Build information .,3 (3) Select equipment, parts and members and map out maintenance plan.

~)
Q)
s· (4) Prepare and update standards (material, installation, inspection, collating,
(.) management system.
c:: Fixation in work as periodical maintenance. m acceptance and other standards).
"'
c::
Q)
.,
::,
::,
(5) Make periodical repairs and maintenance efficient, and exercise stronger
c
'cij Step 4: Build up time-based "en
CD
management of subcontracted works.
::a maintenance system. '< Step 5
(1) Introduce equipment diagnostic technology (engineer training and diagnostic equipment
Building up predictive

Step 5: Build up predictive

*
3 maintenance system
(2)
installation).
Prepare predictive maintenance work system flow.
(3) Select and expand predictive maintenance equipment, parts and members.
maintenance system.
(4) Develop diagnostic equipment and technology.
Step 6
Evaluation of planned (1) Evaluate planned maintenance system.
maintenance (2) Evaluate reliability KAIZEN.
Numbers of failures and minor stoppages, MTBF, frequency rate, etc.
(3) Evaluate maintainability improvement
Time-based maintenance ratio, predictive maintenance ratio, M1 1R, etc.
(4) Evaluate cost reduction
Low cost of maintenance and improvement in where cost of maintenance is spent.

V-8-1 V-8-2
JiRn

~t::11:
UneeumiNllion fCll' PM A-...rd
-
w
--

-
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- ......
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spaa.iguidance lorPMAwanl

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1

~ ,l ~
m -

-
-
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..il .• • • ••~]~ I l fl" .
-
,.
Operation and Maintenance
m
-
- -- ...
-
..

..l,L\-,
r-~
1
1·1·11··· --
l 1------ r·························· -t ·r · ·
H
i!
CHAPTER VI
Skill Upgrade Training
m -
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m

M
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-
. .T

Contents

1 What Do Skills Mean?

-
0
(l)
a.
2 Ability Most Wanted from Operators

E 3 Ability Wanted from Maintenance Men

ro
X
UJ Kick Off 6 Steps in Education and Training Activities
4

5 Operation and Maintenance Skill Upgrade Training

6 Education and Training in Developing Ability to

Accomplish Job

V-S-3
Jiffn Jiffn
1

1.1
What Do Skills Mean?

What do skills mean?

-"' -
0

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0
<(
Skills are the powers to act rightly and reflexively (without thinking) based on learnt .c:
.c: 1D I-
knowledge in all phenomena, and to sustain it for a long time. Skilled men are 3:: ...
excellent at acting in a reflectively shorter time from finding of a trouble to taking an
action . (See Fig. Vl-1)

C:
1.2 5 phases of skills 0
C::;::; (I)
0 n, C: O
:;::; - 0 C:
Skills can be classified into the following 5 phases: "' ::I :;::; (I)
Level 0: Do not know (not taught) > Lack of knowledge
E E "'·;;::
... ::IO (I)
0 0 ::I C..
Level 1: Know the theory > Lack of Training C'· .... O"C><
Level 2: Can do to some degree > Lack of training C: -= <( w w
Level 3: Can do with confidence > Learnt by doing ta
Level 4: Can teach to others > Perfectly mastered
(1)
:E
,,, D Cl)

c: Gl
(I)
rn E

-
( 1) ~
Do not know .lll::
Cl)
"'-:5
0 (I)"' -
::I ....0
Lack of knowledge without fully understanding principles and rules of work 0 Cl~ g> C:
(I)
0 .c: "C C: ·- C:
.=. g :z
(2)
and equipment as mentioned earlier. Lowest in level.
Know the theory ...
"C
ta
3:
rn >-
oc: ai
rn
E oo
Gl Gl
C:
E
(I)
C)
"C
~
0
(.)
Know principles and rules of work and equipment, but cannot do when it .c: rn ·- o
... 0 C:
a: "'...
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-,
C:
:::,
comes to practice. 3: (I)
C. ...
(I)
.c:
(I) Ill LL
(3) Can do to some degree c.. c..
Can practice, but performance causes large dispersions and has no

l
reproducibility. One mote step is required. Caused by lack of training.
(4) Can do with confidence
The body has perfectly learnt it. A very good phase to accomplish jobs
anytime and anywhere without mistake.
(5) Can teach to others
"C
The skill has been perfectly mastered. Can explain "know-why" and the C:
::I
method to transmit skills has been mastered. ....
0
rn
(I)
C:
0
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rn :;::;
0 C: c..
C: (I)
1.3 Skills Evaluation (I)
E
(I)
en
It)
...
0
(I)
0 C.
When providing training, evaluate the knowledge technology and skill level of each C:
(I)
operator required for the position category and job grade as shown in the Table Vl-1. .c:
C.
Shortages should be improved in a planned manner.

Fig . Vl-1 What do Skills Mean?

Vl-1 Vl-2
Jill, Jill,
.----------'T:...::a::..::b.:..:le:_V..:...;I-1 Skill Assessment and Assessment Concept Example
Skill Assessment Concept
To make clear know(edge an_d_ ski_ll level needed for maintenance men, to assess individuals, to link to training programs 2 Ability Most Wanted from Operators
and to upgrade md1V1dual ability m order to enbance the efficiency of maintenance service.
Assessment Method: The operators are required to have a strong ability to perform the following in
To classify into knowledge and skills and to assess each individual.
Assessment items Major classification IO items operating and adjusting equipment correctly:
Medium classification 29 items '
Minor classification 658 items (493 knowledge and 165 skill items)
Assessment criteria Skill examination grade 2 is used as a reference. 2.1 Ability to find and improve equipment "fuguai".

1 (1)
(2)
Can find equipment "fuguai".
Understand importance of lubrication and know right lubricating method and
Skill Assessment Level I • Know the theory Level 3 •
Can do with confidence
method to check lubrication results .
Level 2 b. Can do to some degree Level 4 0 Can teach to others
C
(3) Understand importance of cleaning (inspection) and know right cleaning
"" 0
Work

Jl
Hydraulic and
Classifi- Basic Skill Assembly
Pneumatic
Other (inspection) method .
cation
..J
(4 ) Understand importance of localizing the spattering of chip and coolant and
No. I 2 3 4 5 6 7 8 9 IO I I I 2 13 14 I 5 I 6 17 I 8 I 9 20 21 22 23 24 25 26 27 28 29 can improve splashing prevention of them.
(5 ) Equipment "fuguai" and erroneous operations found by the operators can be
restored or improved by themselves.

2.2 Understand equipment functions and mechanisms and have the power
to find the cause system of troubles.
(1 ) Understand in accordance with the mechanism.
(2) Can clean and inspect for performance up-keeping .
(3) Know decision criteria for abnormal conditions.
(4 ) Know cause system of abnormal conditions.
(5) Can decide precisely whether or not to stop equipment.
(6) Can diagnose failures to some degree.

2.3 Understand relationsh ip between equipment and product quality and

have the power to predict problems with quality and to find cause
Name 0 0 • • 0 • • • 0 0 t:, • 0 0 0 0 0 0 0 0 t:, e O t:, • • • t:, 0 24 19
systems.
AA 0 0 • t:, 0 0 • • 0 t:, t:, t:, t:, 0 0 0 0 0 0 0 t:, 0 t:, t:, t:, • • t:, O 19 25
BB OO • t:,Ot:,t:,t:,Ot:,t:,t:,t:,t:,t:,t:,t:,t:,t:,Ot:,eot:,•• • t:,0 924
(1) Can physically view (logical reasoning) phenomena.
cc 0 0 t:, • 0 • • • 0 0 t:, t:, 0 0 0 0 0 0 0 0 • e O • • • • t:, O 24 19
(2) Know relationship between qual ity characteristics and equipment.
DD 0 0 • t:, 0 • • • 0 0 • t:, t:, 0 0 0 0 0 0 0 t:, e t:, t:, e • • t:, 0 W W
(3) Understand scope of static and dynamic accuracies of equipment to be
WW O O • t:, 0 e e O • • 0 t:, t:, t:, 0 0 0 t:, t:, 0 t:, e t:, t:, e e e e O 13 19 maintained and can check them.
xx t:, • • t:, • t:,t:, • t : , • • • • • • • • • • • • • • • o
t:,t:,t:, • 2 9 Understand cause system of defects.
YY O O • • 0 e e O t:, • t:, e t:, t:, t:, t:, t:, e e O t:, e t:, e e e e t:, 0 9 16
(4 )
zz O O O t:, 0 0 0 t:, • •
0 t:, t:, t:, t:, t:, t:, t:, t:, 0 t:, 0 0 t:, t:, e O t:, 0 14 26

J?e~- ~~it~~::
2 Medium Item Bolt and Nut Handling and Knowledge
cnption or Function No. Minor Item
J?e~- t~~k~~~ 16 Medium Item Solenoid Valve Handling and Knowledge
cnption or Function No. Minor Item 2.4 Can repair
Svmbo l Knowledoe 1 Know difference between ISO and JIS standards. Svmbol Knowledge 1 Know solenoid svmbols in nneumatic circu it dia,.,....""S.
" 2 Know bolt and nut tyoes. System 2 Know functions and details of solenoid . (1 ) Can replace parts.
" 3 Know difference in usage by bolt and nut type. " 3 Know soool tvoes and uses.
System 4 Know bolt and nut sizes, pitches and leads. 4 Know popoet types and uses. (2) Can judge parts life.
5 Know standard and uses of fine screw threads. 5 ~~fo~.hich functions single so lenoids should be (3) Can estimate failure causes.
6 ~~fo~hich functions doubl e solenoids should be (4 ) Can take emergency actions .
• • • · , , _, ' ' ,···.;: • •- · ..,;-..,., ,,··~---✓ (5) Can assist in overhaul.
Ski ll 19 Can appropriate ly tighten bolts by type and size.
20 Can fabricate and use locknuts to prevent loose nuts.

2 1 Can use wire clips correctly to tie wire.

22
~ag ::._~ correct actions to prevent sticking of bolts

Vl-4
Vl-3
Jiffn Jiffn
2.5 ~an perform KOB_ETSU KAIZ~N of themes matching operator job 3 Ability Wanted from Maintenance Men
independently or m cooperation with related department.
(1) ~oncer_ned wit~ waste in work and can shorten cleaning, lubricating, ( 1) Can instruct the correct operation and daily maintenance of equipment.
inspecting, setting up and adjusting time.
(2) Can lengthen life of equipment and parts. (2 ) Can judge if equipment is operating normal or abnormal.
(3) Can predict and i~prove upon failures and minor stoppages.
( 4) Can improve cutting blade and jig change losses and lengthen life of cutting
blade and jig life. (3 ) Can analyze abnormal condition cause and can select and implement
(5) Can improve upon speed losses. correct restoration method,
(6) Can predict and improve quality defects.
(7) Can improve upon procedure and method losses. (4 ) Can enhance equipment and part reliability, extend life and suppress
(8) Can improve upon equipment and work safety. abnormal condition or failures. (MTBF - Mean time between failures)

(5 ) Can enhance equipment maintainability by such as unit exchange and can

These_ iten:is can be learnt through participation in "Jishu-Hozen," "KobetsuKaizen" shorten repair and restoration time. (MTTR - Mean time to repair)
and H1nsh1tsu-Hozen activities and can be linked to fully use the equipment as part of
one's own brain.
(6 ) Have technolog ical power to diagnose equipment and can utilize and
standardize it.

( 7) Can pursue economy in these activities and optimize them.

Equipment sophistication and wider automation have further widened activity

fields such as safety, pollution and energy-saving . A systematic and planned
approach is necessary, such as utilizing education and training available
outside one's own company and conducting training suiting one's own
company, after identifying needed technologies and skills.

Vl-5 Vl - 6
Jjffn Jilln
Table Vl-2 Basic Training Policy, Activity Aims and
4 Kick Off 6 Steps in Education and Training Activities Example of Priority Activity Measures

Skill upg~ade activities ar~ recommended to be kicked off effectively in a planned

method, rn accordance with the following 6 steps:
[Basic Pol icies]
4.1 Step 1:
The basic training policy of the plant is "Ability enhancement of individuals
Setting_ policies a~~ priority measures by surveying and checking present status of contributes to improved corporate performance and leads to increased values
education and trarnrng in their lives and work." Special skills are developed by positively providing
OffJT support centering on OJT and self- development.
~om_pani~s- P~~~rm _s~me ~ort _of education and training . It is imperative to define
basic ~ol1c1es , activity obJect1ves" and "principal measures of activities" of
education and training suiting one's own company, and to link them to activities in the I [Activity Aims] I
~ubsequent steps so that individual workers become professionals in their respective (1) To foster personnel proficiency in equipment and office work
f1el~s and the company becomes a group of men truly proficient in equipment through T PM activities.
unrivaled by other companies. (See Table Vl-2) ' (2) To foster personnel tailored to workplace needs from a long-range
view.

[Priority Activity Measures]

To review the training system and to engage in activities using the

following items as priority measures to accomplish the activity aims:

(1) Fostering personnel proficiency in equipment

1) To foster mai ntenance men w ith higher skills and analytical
power.
2) To foster operator proficiency in equipment by providing
maintenance skill training.
3) To tra in special ability by sending personnel to external
training courses provided by J IPM and other institutes.
(2) Fostering personnel proficiency in office work
Implement centering on autonomous maintenance step-by-step
implementation and office "Jishu-Hozen."
(3) Finalization of abi lity development program
Implement centering on essential skills to systematically promote
fostering of tru ly proficient personne l in equipment and office wo rk.

Vl-7
Vl-8
.....
~

§ii
Management Company Management
Introduction Basic Ability Training II I Special Ability Training III Abilit Trainin BasicAbili Trainin
Training G u i d e l i n e t - - - - - - - - - - - - - - - - - + - - - - - - - - - - + - - - - - - - - - - + - - - - - - - - - - r ' - - - - -
OJT Training Department Training Department Training Department Training - - Department Training Department Training Department Training

Training video Video training courses Video training courses Video training courses Video training courses Video training courses
tape rental systen Training video Training video Training video Training video Training video
Introduction of training tape rental systen tape rental systen tape rental systen tape rental systen tape rental systen
Self- development books and magazines Introduction of training Introduction of training Introduction of training Introduction of training Introduction of training
Correspondence books and magazines books and magazines books and magazines books and magazines books and magazines
training system Correspondence Correspondence Correspondence Correspondence Correspondence
training system training ~stem training system training system training system

Mainten ABC of equipment

ance maintenance (1)
Training

Line practical training

Technol
Plastic Molding
ogy and
Cable Characteristics (1) Cable Characteristics (2)
Skill
How to read How to read Financial Statement Financial Statement
Training
drawings (1) drawings (1) Training (1) Training (1)
Cost Management Cost Management
KYT training (1)
training (2) training (2)
< Goal Management
I training (2)
c.o Office automation Office automation Office automation
Manage traininQ (A) traininQ (B) classroom (Junior Class)
Off
ment QC circle leader
JT
Training traininQ (junior class) traininQ (middle class) traininQ (senior class)
QC Training (basic) QC Training QC Training
(Middle class) (Senior class)
Training by Training by
president (1) Manager Training Exectutive Training
president (4)

Follow up in training Circle Leader training Circle Leader training Manager training
people meeting and (Introduction) (Introduction) meeting
telephone answering
training (1)
Hierarchi! University resident MTP Training MTP Training MTP Training MTP Training
Training before training (introduction) Gunior class) (middle class) (middle class)
cal
employment
training Management research
People meeting and People meeting and TWI Training circle meeting
New employee
collective traininq telephone answering telephone answering Management research
training (2) training (3) Top Training Meeting
circle meeting

Fig. Vl-2 Example of Training System (Company NK)

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§ii
Jirm Jilln
Q.)
en ....Q.) Maintenance Man Operator 4.3 Step 3 - Operation and maintenance skill upgrade
....
::J >.
0 co
(.)
_J Goal System System Goal Skill
4.4 Step 4 - Establishment and kick off of the system fo r ability development
:- Plant Engineering- and training
Q.) ~ ____ Academy ____
>
0
.0 ---------------- - 4.5 Step 5 - Consolidation of voluntary development environment
en :- Maintenance : Maintenance
en <{
co Can engage in : Foreman Course : Foreman Course
c3.... "O
C equjpment ~--------.--------· ---------------- An environment must be built around such as correspondence training, video
co Senior Course training, introduction of books and magazines and providing financial support. An
.Q C
management
C
Q.)
co activities Equip- Produc- Guid- environment tailored to one's own company must be created for such as goal
Cl) E ment tion ance of
~ Mana- Mainte- Subordi management activities, setting voluntary development themes for individuals every 6
0
~ gement nance -nates month s and acquisition of public qualifications.

t -
4.6 Step 6 - Evaluation of activities and study of future approach
Can understand ( OJT ) ( OJT ) Can guide
maintenance ,I. :-T-;.ke-;kill;d- ... "Jishu-Hozen Past activities must be evaluated and how skills needed for each job category and
,technician
system and can job grade have been fostered for each worker must be evaluated . Technologies,
en
.... engage in
: examination
L------- Can make
en
Q.) equipment and management are advancing every day. Studies should be made and
"O Middle Course Middle Course
co co planned KAIZEN
efforts must be made for skill upgrade training systems, courses and the training
c3 _J
Q.)
maintenance Maint- lnspe- Fault Maint- lnspe- Fault
enance ction Re- KAI- enance ction Re- KAI-
~ Q.) activities System Stand- pair ZEN System Stand- pair ZEN Can make small itself, to catch up with and surpass them.
"O
"O t5
.... ard ard repairs
~ (5 Can repair and
restore

Can make
KAIZEN
( OJT ) ( OJT

Can understand t t
points for checks Can understand

en
and can act Junior Course - points for checks
.... accordingly .
I and can act
en
en
co
-....
0
co
Q.) Can decide
ABC of
Machines
ABC of
Electricity
System and
Maintenance accordingly.

c3.... C.
0 normality and Can decide
.Q Q.) abnormality and normality and
C
::J
--,
-
C

'....en
can take initial
actions. ( OJT
Transmission
of Education
l abnormality and
can take initial
u:::: actions
Can make minor
KAIZEN Can make minor
KAIZEN
en Can work as Basic Course Can work as
Q.)
Q.) instructed. Office Work, Equipment instructed .
>. Product, Handling,
(.) 0 Production, ABC of
'ui 0. Can understand Common Sense, Maintenance Can understand
co E Knowledge
Ill UJ safety standard safety standard
3: and can act and can act
Q.)
z accordingly. accordingly.

Fig. Vl-3 Example of Maintenance Skill Training System (Company NS)

Vl-12
Vl-11
Jiffn Jiffn
Table Vl-3 Example of Maintenance Skill Training Curriculum
5 Operation and Maintenance Skill Upgrade Training (Company SN) (1/4)

5.1 Objective - (1) • Company and (2) • Jobs of first-line (3) • Equipment (4) • Maintenance

To provide the technical and skill training needed to meet the sophistication of . organization
Company
..
managers and
supervisors . management
Position of . management
Position of main-

operation and maintenance caused by equipment automation and employment of

mechatronics, and to foster the workers proficiency in equipment operations and
. objectives
Company and
Line and staff
Self Assesment
.
equipment in
company.
tenance manage-
ment in produc-

maintenance. . organization
Organization and
Equipment
management and . lion activities
Maintenance
management
management functions
functions. Tech-
nical, economical
Senior •
5.2 Kick-off tasks (5) • Relationship (6) • Cost of (7) Implementation (8) • Implementation
Class
between production and methos of Jishu- method of Jishu-
equipment life production and Hazen. Grasping Hazen. Grasping

5.2.1 Training of instructors for maintenance skill training

..
and cost of
processing . . functions.
System and
and analysis of
actual condition .
and analysis of
actual condition .

( 1) To train instructors selected from maintenance men and leaders in the

Life-cycle cost
Themes for
.
function
accomplishment .
• Analyze Problem
Frame and
operation sector as the core, using the JIPM Maintenance Skill Training processing cost PR for line and Implement
Course or in-house training. reduction. staff countermeasures
(9) • Implementation (10) • Implementation (11) • Implementation (12) • Implementation
method of method of method of method of planned
5.2.2 Operation skill upgrade training of operator planned planned planned mainte- maintenance.
maintenance. maintenance. nance. Grasping Grasping and
Grasping and Grasping and and analysis of analysis of actual
( 1) Provide training for skill upgrade to correct operation, as required.
( 2) Provide training for skill upgrade needed for setting up & adjustment and
.
analysis of actual
condition.
analysis of actual
condition . . actual condition.
Frame and operate . condition.
Frame and operate
cutting blade and jig changes. Technical • Analyze maintenance maintenance work

5.2.3 Maintenance skill training of operator

. activities
Economical
actvities
. problems
Frame and
implement
standard.
• Analysze actual
conduition and
. plan.
Evaluate actual
condition and
countermeasures. effectiveness. effectiveness .
(13) • Implementation (14) • Maintenance (15) • Guidance of (16) • Guidance of
( 1) (Provide maintenance skill training to leaders of small circles in the operating
sector by instructors.
16 Units
method of
planned mainte-
.
budget
management . subordinates
lmplementaion . subordinates
Usage of training
( 2) The leaders of small circles receiving training then train the members of small
circles in their workplaces in general inspection training under Step 4 of
nance. Grasping
and analysis of
.
Mechanism and
usage
.
method of in-
house training. . plan.
Progress

( 3)
"Jishu-Hozen."
Create one-point lesson texts and cut models for use as teaching materials
. actual condition.
Linkage between
Concept of
maintenance cost
Deveop ability
of subordinates.
.
management
(Skill inventory)

for transmission education given to operation men.

actual condition
of maintenance
records and failure
. reductions
Grasping and
evaluation of
Skill assessment
method

management and actual condition

5.2.4 Skill upgrade training of maintenance men KAIZEN .

( 1) Provide maintenance skill training to all maintenance men by instructors.

(2) Recommend taking Maintenance Technician national Certification.

Vl-13 Vl-14
JilJn
Table Vl-3 Example of Maintenance Skill Training Curriculum Table Vl-3 Example of Maintenance Skill Training Curriculum
(Company SN) (2/4) (Company SN) (3/4)

• Necessity of (3) • Explanations of (4) • ABC of sealing

• (2) • Maintenance (3) • Stati stics and (4) • Maintenance • Orientation (2)
(1) Equipment main-
tenance system
and operation •
system
Understanding . utilization
Trouble and . Planning
Planning and
(1)
• ABC of bolts and
nuts and points •
appropriate torque .
Practice of •
tasks.
ABC of . equipment
Points for handling

• Maintenance maintenance failure records approach by for handling and

•
appropriate torque.
. lubrication
Points for •
and maintenance
Practice of

. system
Preventative . system
Daily
and utilization
(Implementation
manintenance
calendar •
maintenance.
Screw threading
Environment
check practice handling and checks in lines

. Maintenance
Corrective . maintenance
Inspection
and
management)
by tapping . • One-point
lesson tasks . maintenance .
Practice on
• One point lesson
tasks.

.
deterioration
maintenance
Maintenance . sta ndard
Time-based
• (7) •
decision.
Explanation s of (8) • Points for toothed

. prevention
Breakdown . Inspection
Repair Standard
(5) • Explanations of
tasks
(6) Points for
handling and tasks. wheel handling and

(5) •
mainte nance
Maintenance (6) • Preperation and (7) • Piping fabrication (8) • Composition of Junior
• Reading
Machine
maintenance of
keys, shafts and
•
. ABC of bearings
Points for •
maintenance
Poi nts for belt and
chain maintenance
Middle
Class
•
skill practices
Refresher training
practice of check
and inspection
and assembly
Preparation of .. machatropnics
Data flow
Class
. drawings
Practice •
fittings.
Overhaul and
•
handling and
maintenance
ABC of toothed
• One-point
lesson tasks.
and supple-
renting
standards. steam work
equipment
Equipment
configuration
and
.
• ABC of fitting
Practice
•
assembly
practice
One point
wheels.

maintenance skill
operation lesson tasks
points • Reading
(10) • Practice pf (1 1) • Orientation (12)
(9) • Explanations of
• Electrical sequence
tasks. system teachi ng
equipment and circuit
• • material assembly
(9) •
Failure searching (10) • Trend (11 ) Trouble and failure (12) lnntroduction of • Paper test
symbols • Wiring Practice
and test run .
method. management search method worst • Overhaul
• W iring practice (Part2)
• Deterioration and and MTBF Research of five in one's own practice • W rap-up and
(Motor start and
evaluation of (Part 1)

.
countermeas ures
Deterioration and
• Predictive
maintenance
troubleshooting workplace and
study
of system
teaching already learned
items.
• Test usage stop and fai lure
search)

...
troubles and practice of materi als •
• • ABC of (15) • Explanations of (16) Handling

.
failures
Statistics for
Sound
Vibratio n
countermeasures (13) Wiring practice
(Part3)
(14)

. electricity
Basic circuits
tasks .
• ABC of
..
maintenance of
hyd raulic
failure
reductions and . Temperature
Insulation
(timer. limit
switch, interlock electricity
. hydraulics equipment.
Overhaul practice
utilization of
them.
resistance motor forward
and ba ckward
. safety
Points for
handling and
Preparation of
hydraulic circuit
diagrams. . of hydraulic
system teaching
(13) • Machine checks (14) • Equipment in- (15) • Equipment repair (16) • Injection molding shifts.)
(hydraulics materials
and spections (over
. practices machine stru ctures maintenance
teaching Assembly and test

. ..
Understand and operations • One-point
maintenance haul, washing) run practice
lesson tasks . materials)
• Checks and Prepare equipment Clamp One-point lesson
maintenancy
of parts and . process cha rt
Prepare
structures and
functions.
.
Injection
Equipment
Controller (17) 0 Explanations of (18) • Link between (19) • Failure Search (20) 0
tasks.
Finalize and
members Inspection Practice assess
20 Units hydraulics and (Part2)
• Time-based
checks and
maintenance
. sheet
Dynamic and
stati c
and record repairs
in seq uence of
repair block
tasks
• Hydraulic
system failure
electricity
(Part2)
•
•
Paper test
Overall line in •
check results
Future
section practice. implementation
search and (U nderstand
inspections diagrams. method and goal
electrical circuits
20 • Analyze and practice. management.
and prepare time
Units wash • Link between
(1 7) • Hydraulic
equipment
(18) • Maintenance of
hydraulic
(19) • Machine
main tenance
(20)
.
• Electrical Circuits
How to read
hydraulics and
electricity. •
charts)
Failure Search

.
and hyd rauli c
. equipment
. ski lls explosion (Part 1) (Part 1)

..
circuits Daily and time- Checks and drawing s. (U nderstand
Hyd raulic system
(injection, mold- . based checks
Hydraulic . trial run
Adj ustment and
Sequencers
Troubleshooting
hydraulic
ci rcuits and
prepare cycle
ing machines , Equipment setting of

. presses)
Hyd raulic . maintenance
Troubleshooting
.
parts
and members
Controllers .
diagrams.)

equipment
structures and

. handling
Hyd raulic
equipment
operation and
hydraulic circuits

Vl - 16
Vl-15
JiRn
Table Vl-3 Example of Maintenance Skill Training Curriculum 5.5 Link with "Jishu-Hozen" Step 4
(Company SN) (4/4)
Skill training of operation should preferably be provided matching Step 4 of "Jishu-
(1 ) • Names of princi- (2) • Names of auxil- (3) • Types and names
pal machines iary equipment of dies. Hozen ."
• Types and names • Types and names • Types and names
of injection of auxiliary of injection
Basic molding machines equipment molding machines
3 Units • Explanation of • Explanation of • Types and names
manufacturing auxiliary equip- of metal press
5.6 Roles of managers and supervisors
equipment at ment at lines dies
lines
• Equipment safety 5.6.1 Take necessary budgetary measures needed for skill training.

5. 6.2 Study in-house skill training and emphasize the importance of training people.

6 Education and Training in Developing Ability to Accomplish

Job
The basis of training is OJT and self-development, and a training program taking the
growth of the individuals into consideration must be prepared and implemented.

6.1 Necessary knowledge, skills, qualifications, etc. must be defined for work and
job category. Training programs must be made for each individual,
incorporating individual growth, and must be implemented while assessing the
levels.

6.2 Skills (abilities) necessary for work of individuals must be defined and
assessed as in Fig . Vl-4 Implementation of Training (Example of Company
NK) to implement training such as OJT, self-development and OM after
producing training plans.

Vl-17 Vl-18
Jilln
Trainee Immediate Supervisor

Prepare long-term ability

Prepare development and training
self-declaration plan (Ability development
and training plan)

Direction of CHAPTER VII Approach to and Implementation

long-term training
of Initial Control
Functional
requirements
of workolaces
i
Skill table by
cii Job category
::,
C Ol
C C
<( ·c I
a ·1o Skill assessment
Ci=
.Q "O
+- C
~ ro
c - Prepare annual ability
Q) C Prepare
E Q) Self- development and training Contents
Q) E assessment __. self- plan (Ability development
- Cl.. declaration
Cl.. 0 and training plan)
-
E-Q)
"O > 1 Initial Control Activities
C Q)
ro 0
Prepare skill training plan
O)~
c= 2 Approach to LCC
·c i::i
C <(
ro Training Implementation
3 Kick Off Initial Control Activities in 4 Steps
0::: OJT Self Off
Develop- OJT
men!
4 Product Initial Control Activities
( Assessment )
5 Equipment Initial Control Activities

Fig. Vl-4 Implementation of Training (Example at company NK)

Vl-19
Jilln Jilln

Product 1 Initial Control Activities

Equipment
The economic envi ronment, which is becoming severer, has accelerated
diversificati on of products and shorten ed product life cycle. Important tasks in
• Product can be sold this circumstance are to shorten th e period from product development to start of
• Product is easy to manufacture fu ll production and to accomplish the most effective product development and
equipment investments aimed at accomplishing vertical startup of full production.
• Product is easy to use MP
Initial control activities of products are important to accomplish this.
• Product does not cause defects

• QA+4M Figs. Vll-1 and Vll-2 visualize product initial control vs. equipment initial control , as well
as initial control in TPM. Fig. Vll-3 shows the concept of initial control impacts on
life cycle cost.

Fig. Vll-1 Initial Control of Product and Equipment

I Pursuit of ultimate man-machine system I

I
r L
1 "Hinshitsu-Hozen" I

r
--
"i:::
<l)
N
'@ I Planned Maintenance I Initial control
~I
;:l
J!l r l Equipment
I
I
I
I Product
I
<l) I
.D
0 I "Jishu-Hozen" I
I

~
--

I
r l
I Education & Training I
../

Fig. Vll-2 Initial Production Control in TPM Development

Vll-1 Vll-2
I

Jiffn Jiffn
100%
-
- -95%
- !"'---------.,..-------------- 2 Approach to LCC

,1
~
.....rn 85~.- .- - J Detailed design and development
0 _,,," : f I
u 75% ,__ I 2.1 LCC
-u
; ~ I
OJ 66o/c 1; " - System analrsis, evaluation~ substitute plan
u
:>-. ,I
(trade off), sfstem decision, 'ITid othe,s
I '
The basic approach to LCC is described below using "Life Cycle Costing" compiled
,I by the LCC Committee, Japan Institute of Plant Maintenance, as a reference.
~
. ,....;
50% - ,I

~
'-H
0
$::l 25% _.!
L M, ket analysis, :easibility study, o Jerational require nents,
co cept ofmaintelnance, and others
2.1.1 What is LCC?
0
. ,....; I
......
,....; I LCC is the cost incurred during the whole life of a product or equipment (system) .
rn I
0 The U.S. Federal Budget Bureau defines LCC as follows:
I
s"
0
Q% I
"LCC is the direct, indirect, recurring, non-recurring and other related costs during
u Product Initial Detailed Production Systcm/prnduct ~ the scheduled effective period of a system. LCC is the total of cost generated in the
planning design and construction usage and
and concept J/~em
es1gn development and evaluation logistical process of design, development, production, operation, maintenance and support
design support including cost forecasted to generate ." (Translated from Japanese)

Fig Vll-3 Jobs Affecting Life Cycle Cost Simply expressed for production equipment, LCC is the total cost close to a total of
the cost needed for equipment design and manufacture (initial cost) and of the
cost needed for operation and maintenance (running cost). Fig. Vll-4 shows the
co ncept of it.

Table Vll-1 shows the life cycle cost (LCC) of production equipment in plants.
Optimization Of LCC is to minimize Section A-A. It is also important to minimize the
left half of the mountain for the same investment purpose.

2. 1.2 What is Life Cycle Costing (LCCing)?

Professor Branchard has stated as follows regarding the life cycle costing:

Logistical "Life cycle cost analysis is a systematic analytical method to evaluate various
Support Cost Transport and
Handling Cost alternative schemes to be taken to select a method of responsibility to use poor
(Supplies, Transport)
resources." (Translated from Japanese)

Technical The LCC Committee of JIPM has defined it as follows:

Replacement and
Scrap Cost Information Cost
"Life cycle costing is a systematic decision making method to thoroughly conduct
various trade-offs in the system development stage using the life cycle cost as a
design parameter to economize the life cycle costs of systems (designs) used by
Fig Vll-4 Concept of Life Cycle Cost the user."

Vll-3 Vll-4
JiRn JiRn
The following is the general procedures for life cycle costing:

Step 1: Define the mission of the system to be analyzed.

Step 2: List alternative plans that can accomplish the mission.
~ 3 years ::::::iir:::::= 3 years ~
Step 3: Define system evaluation factors and their quantization method.
Step 4: Evaluate alternative plans. Cost of paint ¥ 1 million ¥ 1 million Cost Comparison of 2
Personnel cost ¥ 4 million ¥ 4 million Types of Paint
Step 5: Put the analytical results and process in documents.
rd
Prof. Shizuo Senju , 3
6 years Terotechnology
Table Vll-1 Comparison of Life Cycle Costs of Equipment ~ic====----------~ [
symposium

--------
Cost of paint ¥ 3 million
Personnel cost ¥ 4 million
A B

Equipment purchase price ¥20 million ¥5 million

Operation and maintenance cost every year ¥3.6 million/year ¥.2 million/year This example of rust-preventive paint easily explains the basic approach to LCC .
Number of years operated 8 years Th is basic approach to LCC does not change, even when it is used with the
manufacture and purchasing of more complex products, systems and equipment.
Calculation ratio 10%

Annual value cost ¥7,348,800 ¥8,137,200 Next, let us consider comparison of equipment LCC. As shown in Table Vll-1,
Present value cost ¥39,206,000 ¥43 ,4 12,000 quotations from Vendors A and B for equipment for the same purpose were ¥20
million and ¥5 million, respectively. In this case, the purchase price from Vendor B is
Calculations of annual cost and of present value are based on economical engineering (EE) cheaper by ¥15 million . Is the equipment offered by Vendor B really advantageous?

What will the results be if the operating labor cost, motive power cost,
2.2 Easy Example of LCCing maintenance cost and other operation and maintenance costs every year are
An easy example is introduced below for understanding the concept in pursuing the ca lculated aside from the equipment purchase cost? Let us assume that the total
LCC economical efficiency. annual operation and maintenance cost including operating labor, motive power and
maintenance costs is ¥3.6 million and ¥7 .2 million for the equipment of Vendors A
Let us suppose that a company is planning to paint rust-preventive paint on and B. Equivalent conversions by economical engineering based on the durable
structures in its plant. Paints manufactured by Companies A and B are selected years of 8 years and calculation interest rate of 10%, the equipment of Vendor A is
as candidates. Paint A costs YI million (life 3 years) and Paint B, ¥3 million (life 6 advantageous in terms of both annual value of total cost of each year and present
years). In both cases, scaffolding and other personnel costs are ¥4 million for one value of total cost as shown in the table.
painting. Is which paint advantageous to this company? (Money interest, price
increase or technological advances not considered.)

The cost of paint seems cheap for Paint A when the total cost for 6 years is
compared as the scope of consideration. However, Paint A has to be repainted in
3 years and Paint B is economical when the total cost including the personnel
cost for the whole period is studied.

Vll-6
Vll-5
Jill, Jill,
3 Kick Off Initial Control Activities in 4 Steps Step 3: Debugging and training of new system
Set models (number of themes enough for all designers to experience and themes
The following procedures are recommended for thorough and effective kick off of suiting designer levels are set) for level up of all and for system enhancement and
product and equipment initial control activities. (Refer to Fig. Vll-5) implement the activities.
Step 1: Survey and analysis of present status
( 1) Kick off activities for each theme and for each stage of initial control.
Survey and analyze the present status (initial control status in the past 1 or 2 years)
by the following procedure and identify problems: (See Fig. Vll-5 for the steps)
(2) Provide training of various standard techniques needed for
( 1) Define present job flow of initial control. implementation in parallel.
(2) Extract problems in the present flow.
(3) Evaluate understanding of new system, techniques and processes
(3) Grasp incorporation of measures to prevent tro'ubles forecasted for each
stage in initial control. through the various steps. (By using debugging as diagnosis)
( 4) Grasp actual condition of troubles and actions taken on them in test (4) Supplementing and revision of the system, standards and documents
manufacture, test run and initial control periods. based on implementation results.
( 5) Grasp process delay status of test manufacture, test run and initial
(5) Summarize system utilization effects.
production periods.
(6) Grasp status of information gathering, accumulation and utilization for design
of products and equipment that are easy to use and manufacture, do not
Step 4: Full utilization and fixation of the new system
generate defects, easy to maintain, high in reliability, safe and corporate
competitive.
(1) Full utilization of the new system. (Expansion of application scope to all
themes)
(2) Further enhance LCC optimization and utilization of information in MP
Step 2: Establish initial control system
design as initial control.
Build a new system pursuing what the initial control must based on the problems
identified in 1st step. (3) Extract problems for each initial control stage for each theme, grasp
numbers of units built and troubles occurred, as well as evaluation and
(1) Study and establish a basic system for initial control and set system numbers of months delayed, summarize every 6 months or one year and
application scope. compile results. Analyze troubles after initial flow control, study meth?ds
to rectify in the initial stage, and carry out standardization to accomplish
(2) Study and establish a system to gather, accumulate and utilize minimizing of run-up time as scheduled.
information needed for initial control.

(3) Establish and revise standards and documents needed for operation of
the system mentioned in (1) and (2).

Vll-7 Vll-8
Jiffn Jiffn
Year
Table Vll-2 "Fug uai" in Initi al Control and Preventive
and
July 1985 1986 1987
Month
1988 Sep
1989
Step Steps 1 and 2 "Fuguai" in Initial Control and Preventive
Step 3 Step 4
Preventive Measure Q
No. Problem Description Stage How was it Why (W ill not let it happen agam) Prevention
Survey, Compehending and (Fuguai) Occurred dealt with? Processed ? Stage
A nalysis of Current Status

Business flow analysis

Work fault-finding
Clarification of design functions

Problem Extraction, Study

Improvement Programme

Root Initial Flow Control

'j/VV'v ~ ~ vvv v vvv IVV'v'VVV'v VV'-..
Building initial Flow Control
System

Prepare block diagram for initial

flow control
Establish initial flow control criteria
Gvstem DebuQ TraininQ
C
Build Trouble
Management System GatherinQ and utilization of MP information

Establish trouble management criteria and

carry out activities Design know-how collection
Prepare trouble management system Review and prepare technical standards
diagrams 2Fuguain extraction information in debugging
Issue trouble sheets (1 ), (2) and 3) Routine corrective maintenance information ould have
Open TM markets (morning, noon and
special markets)
Maintainability and reliability of "Fuguai" b en
information on delivered products and
Standardisation by measures to prevent machines p evented
recurrence "Kaizen~ information in "Jishu-Hozenn and

Establish MP Design
Enhanced Analysis TechnoloQy
I \
FMEA Improvement design technology \
-
Check lists
Design high in reliability and maintainability
PM analvsis Cost redu ction design, VA and VE design
0
....Q)
\
.0
Fig . Vll-5
Implementation Example of Initial Flow Control Activity E
::,
I
(Company NS) z I \
I \.
O cases
I 0 cases

4 cases
Mass Preproduction Mass
Concept Product Prototype Production
Planning Planning Desig n Manufacturing Production
Desi n

Vll-9 V ll - 10
Jjffn Jiffn
Flow of Product lni1ial Control System Check Point Standard/Document

4 Product Initial Control Activities

~ ~
~

·aC
• . Check basic fe asibility

.
problem items on
4.1 Aim of product initial control system
0:
I Feasibility Study 111 DR I market, technology and Deve lopment theme
- cost selection sheet

To extract "fuguai" beforehand by an initial control system to reduce changes after ~

I
.
Decide development priority
I

test manufacture to "zero" in developing new products. £

g
I

I
.
Decide specification

Rough conce pt design

2nd DR

J DR
I Desk study

Stud y basic perfonnance

Fitness study sheet

Concept evaluation

4.2 Basic approach £ s uch as functions and system

"
r
i
Decide Development
I""
Executive meeting

New product
strengths, as well as
manufactur ing method and
process
development FMEAsheet
To correctly implement technical studies and design revi.ews (DRs) in each stage of a
! meeting

product initial control system to eliminate all problems in the initial stage. I---

~
~
,----+f

I
Detailed design (assembly)

+
Detailed design (parts) I.
4 111 DR

} -~--"·'
tro ubles and
[ Assembly
Parts
Processes ]
4.3 Example of implementation ,.;
5lh DR troubleshooting
I Process dcsil!JI I
I----
+ Test manufacture
orde ri ng ledger
r+l Test Manufacture orde r
7
(1 ) Refer to Fig. Vll-6 for an example of the flow for a product initial control system. +
! I Parts inspection
l
]
(2) Study each stage thoroughly using techniques such as FMEA and extract
problems at DRs by all based on the studies. Fig. Vll- 7 shows an example of
:1
~ I
NO
.I YES

! "' test manufacture

I
Functional checks

.;
results achieved by implementing this method. NO
.I YES
Pe rform ance checks

(3) Identification of quality characteristics to be developed in anticipation of user

f--- I
.
rd test man ufacture I

needs and seeds is important in product development. It is also important to

study the concept (development technology) of characteristic values of the new
·g
£.,;
I

I
.
Performance and specifi cation check

Eval uation
I
6 111 DR
I Trouble extraction and
troubleshooting, check
Fitness study result
s heet

Test Report

development product of the compa ny by comparing competitors products of the ~

NO
I YES
implementation of
counte rmeasures that

same development characteristic values to define what the development - .2 + prevent generating defects
Process FMEA

~] I Register fu ll production
l
products must be and the development technology themes. Development \0 it
product characteristic chart that has accomplished results by aiming at this.

Fig. Vll-6 Example of Product Initial Production Control System

Results

Initial Control
Kick Off

Pre-production
Test Manufacture
Fu ll
Production

Fig.Vll-7 Example of Results in Utilizing Prod uct Initial Control System

Vll- 11
Vll- 12
Jjffn Jiffn
4.4 Approach to product design in product development stage that achieves This will require: . . . d t
easy manufacture 1 ) Gathering and utilization of feedback information of existing pro uc s.
2 Extraction of conditions to accomplish easy ma~~~afi~~~:~ process
Before describing overtures from equipment design to product development and ) analysis of existing products and C<?untern:,e;:~rom the product concept
design, product design that assures easy manufacture, which are principal activities in Next, ex_traction of prf blrms a\~~f~~~ ~~~~est stages, and incorporation
TPM in the product development and design fields, is briefly mentioned. Overtures and
of thedesign states to es fmatnheu
countermeasures or problems in the products will be needed.
from equipment design to product development and design will not succeed unless
the product development and design sectors have a system to positively accept them. To accomplish this, the following will be needed: .
Activities to be undertaken by the product development and design sectors for this 3) Finding of method for easy manufacturing by process analysis of the new
purpose are described below, mixing examples. product and countermeasures. "bTf f
4) Finding of con~itiontsDt~at Ontt~:~z:wde;~0c~~~ya~~atz~~fef~!~s~~~~~ o
(1) What is a product which is easy to manufacture? defects occurring a s • f II d tion
5
) ~~~gil~~~f0~~~heo~~~r~;~if:J~~iaac~~rt~~tblv:f]~t~~n~ta~~~r~ndc
A product which is easy to manufacture means to produce it can be procured countermeasures.
easily. It is a product whose cost is low compared with the production means,
This will require:
can be produced by simple work and equipment and can be produced in a safe
• Addition of full-production conditions .
state. For example, in the case of a product (part) produced mainly by cutting, the
• Extraction of potential problems by developing a~ evaluation method
following requirements for easy manufacture can be considered:
DRs by standardized information such as check lists . f
: Utilization of personnel high in skill and technology and orgarnza iona 1
• Easy to take reference response
plane • Difficult to make burrs • Easy to cut chips
• Easy to cut • Easy to assemble A check list to actualize them must be prepare d using MP information of
• Easy to clamp
• Easy to discriminate • Easy to automate existing products.
• Easy to position on jig
• Difficult to misalign center • Easy to measure
• Difficult to inflict scratches • Difficult for chips to enter etc.

(2) 5 measures to ensure easy manufacture

The following 5 measures are needed to develop and design products that are
easy to manufacture as mentioned in (1 ).

1st, problems in easily making the existing product should be grasped

specifically before designing the product and countermeasures for these problems
should be incorporated in products to be designed.

Vll-13
Vll-14
Jilln
Studying and Processing Design Information Design Incorporating Concept
5 Equipment Initial Control Activities
Inqui ry Enhanced inquiry
specification specification
5.1 Equipment Initial Control System in 7 Steps

I Design Manual Design

Standard
As shown in Fig. Vll-9, equipment initial control systems must enhance before
studies (design reviews [DRsl) for each step by dividing from planning to initial
(Reference)

I Know-how
book
control in 7 steps.
Among these 7 steps, the following 3 steps which are before steps are particularly
Drawing check
list DR for each step important:
Design review
(DIR)
• Step 1 Concept planning
Drawing check
information • Step 2 Execution planning
Debugging Debugging
• Step 3 Design
Common part list
These steps should be executed in the sequence of
( 1) Prepare quality assurance (QA) matrix,
Test report Decide drawing
(product)
mortality
Utilize standard
drawings
(2) 4M analysis
(3) Process FMEA.
Improvement
suggestion
Maintenance People of learning and experience are gathered and DRs are enhanced in a before
,nd

MP information
Reliability
Information
stage to reduce "fuguai" after the attendance test run in the after stage to shorten the
initial control period .
TMSheet
The length of the start-up period after installing equipment and before entering stable
FMEA
operation greatly affects LCC. Non-accomplishment of production plans gravely
impacts company management today when technological innovation is rapid .
Claim Inform ation Equipment efficiency losses during start-up and initial control cost are set in the MP
design items. Thus, initial production control is not separate and is regarded as part
Utilize CAD t----1--- Automatic edit
design
of LCC.
Equipment
capabi lity,
processing DRs are activities to eliminate "fuguai" points that have escaped the mesh of MP
technology
design to prevent flowing to initial control, that is, to accomplish minimizing of run-up
Cost reduction
information
time after installation. DRs should be conducted sufficiently before installation,
instead of finding "fuguai" in initial control after installation and adjustment, based on
Market
requirements this approach .
(Common Specifications)
As shown in Fig. Vll-10 the importance of DRs is high in the order of
Accident report ( 1) Design
( 2) Manufacture
Field approval
( 3) Attendance test run
statement ( 4) Installation
The important point is how thoroughly DRs can be accomplished in the design stage.

Fig.Vll-8 Gathering and Utilization of Technical Information for Product Design

Vll-16
Vll-15
Jll1n
Flow
Step Check Points Standards,
RelatedDepts.
I Mfg.Dept.
I Prod. Eng. Section Documents
Initial flow control I Annual equipment plan
I Policies required/not required application
l 2 Equipment plan study sheet

1
Purpose and necessity
I Prepare equ ipment plan I 2,3,4
Investment effects
Priority ranking
3 Equipment specification
setting chart
I Concept Development 4 equipment plan check sheet
Planning deadline
,......................................................................................................... j Study equipment plan
Persons in charge

1
~
Budget and schedule 5 Equipment planning and
Plan Approved I Countermeasures for budge1table
anticipated problems 6 Process QA matrix
Production capacity 7 4M analysis chart
f Equipment budget plan Reliability 8 FMEA sheet {process)
9 Reflection on equipment
Flexibility
~-J-..r:: ::.-----------1 Operability design and action records
3 Equipment specification
2 Execution
Planning ~----1' Request buy Maintainability
Safety
evaluation chart
10 Equipment design and
~"----__,/ Initial cost manufacture specifications
Approval Running cost
Required purchasing
lead time

____,. ,_'-_-_-Eq:u:p;:m
:'":'_'-•:"=-;fi"T,ca_,;_on_,_o_nce_p_,_JI Equipment FMEA 11 Equipment common
Capacity specification
Reliabil ity 12 FMEA sheet (equipment)
I 6,7,8,9,3,10
Flexibility
Operability
13 Basic design check sheet
9 Reflection on equipment

l
(In-house desi1ml (External desien)
I Quotation
Maintainability design and action records

.
fRequest for order placemen~ !
Safety
Economical efficiency

Parts shapes, 14 Detailed design check

processing sheet
'---------------
,. II tolerances, 9 Reflection on equipment
......., BasicDesign materials, surface design and action records
roughness, heat
treatment
Selection of parts
12,9,13
sold on market
3 Design
! 3rd DR

IDetailed Design I
13,14,9 Intermediate check 15 Attendance inspection
4th DR schedule, important check sheet (intermediate)

:;:ngs::;-1--::.:::_1..~
parts(assembly,
processing
,--------~-----,-~
l-;:::M
=1fg[.:dra:w accuracies)
!,
i...
-------=+==:::'.__ JI ~ . "'
Mfg. app,ov,I
drawings
I Equipment capacity, 15 Attendance inspeclion

.
4 Manufacture process capability check sheet (completion)
Function and
Quotation j performance
.,,
!Request for order placement)
I (operation,
main1enance, safety,
reliability)
.§
"
p..
5 Attendance test
I Manufacture I 15
Correction schedule,
drawing revision
0.
:,
"
:J"
t: -;;

- ~---- Layout and 16 Equipment installation

E 0
installation check sheet VJ 0
Piping wiring
Equipment capacity, 17 ln i1ial flow control notice
process capability 18 lnitial flow control chart
I Installation Problem 19 Problem countermeasure
6 lnstallation records

~
counlermeasure
,~-----', Test run, adjustment 7 Designation and
release of initial flow
7 Initial Flow ................ ,, control
Control Operation records
I Designate for initial flow control
I 17
Defect ra1e (Non-
defective rate)
Initial fl ow I Prepare for full production
I 18 Failures, minor
control stoppages
r
I
.
Fu ll production operation

Release initial flow control

I
I
19

20
Safety
Handling instruction
Performance,

I
.
availabilitv
Handling and "Jishu- 20 Operation manual
Hozen" instruction 21 Periodical inspection and
20,2 1,22,23 repair standard
Operation I Delivery 22 "J ishu-Hozen" standard
23 Work standards

Fig. Vll-9 Example of Equipment Initial Control System

Vll-18
Vll-17
Jjffn Jiffn
5.2 Step 1: Planning stage
Production Eng. Sec. Safety and Environment Section Framing Plan
sec.
This step is an important step to prepare and decide annual equipment plans based
Section Subsection Section Subsection Section Subsection
on intermediate-range and annual business plans. However, generally, the notion of Mgr. Chief Staff Mgr. Chief Mgr. Chief Staff

"budget framework" is strong and quotations are made without fully studying details, l yea,- 199_ Individual Plan Fo, Eq,ipm,nt Investment I
requiring corrections in details, budget amount or delivery term after the budget is
decided. To avoid this, the planning accuracy is achieved by giving priority to the Project I Project Equipment for Product X Equipment Requirements Investment Division

following: Jnvesonenl Pumose and Necessity

I Production capacity: Y tons/month
I Development Inves tment
2 Qual ity: By standard
II Expansion investment Plant
3 Cost: 2% pf rough boundary profit rate of product
1 To introduce a new product (Product>:) 10 establis~ in- Ill Reduction in variable cost Priority:
4 Location: North of Plant No. 3
(1) Start rough design of the equipment in an early stage of a product
h~u.se manufacturing technology and business expansmn 5 Operators: Present work force will operate JV Reduction in fixed cost
V Unavoidable investment
2/48
6 Legal regulation: None

development and improvement theme, that is, participating right from concept
design . Investment Effect (Compare Before
and Afte r)
Recommended Plan Substitute Plan A Substitute Plan B

Purchase of material from vendors Purchase of Material A and compound

(2) For this purpose, several plans must be studied after defining investment
Integrated Production system
(draft) (draft) fi-om vendors (draft)

purposes, necessities, economical efficiencies (LCC and LCP) and equipment Install a line to manufacture
Material A, for in-house
Purchase material A from the
outside (Vendors M & N) and
Purchase Material A and
compounded powders fi-om the
requirements. manufacture of it in produce Product X. outside and produce Product X
producing Product X. with one line.
(3) Estimate cost effect for each plan.
Two production lines will
be needed for materials A
Equipment investment fo~ one
line will be needed and w ill be Compounding equipment w il l
and Product X. small. not be needed and investment
(4) Thoroughly study the appropriateness of equipment investments, future Investment is large, but all
wi ll be minimum. However,
variable cost will be largest
materials wi ll be able to be Compounding will be by self
potentiality, technical easiness, necessity, economical efficiency, priority and manufactured in-house to and m ixing will be by vendors.
make quality stability easy.
delivery terms at Design Reviews among people of learning and experience in Production of products
using Material A, as well as
related departments to select the best suited plan. Test manufacture by other products such as
Product B, will become
research equipment must be evaluated and technical information on related possible.

equipment, both in house and external, must be studied thoroughly to I Estimated amount by rough Fixed assets: 210,000 Fixed assets: 180,000 Fixed assets: 150,000
enhance the plan to be executed. design Expense: 2,000 Expense: 2,000 Expense: 2,000

2 Period till completion of initial JO months IO months JO months

flow control
Fig. Vll-11 shows an example of an individual plan for equipment investments
prepared by this step. 3 Technical difficulty (Test verification needed)

Profit Ratio/ 60% 3 1% 36.5%

Investment Return

Pay back period l.6years 2.4 years 2.3 years

Fig. Vll-11 Example of Individual Plan fo r Equipment Investment

Vll-19 Vll-20
---
Jiffn Jiffn
(4) Process FMEA
The danger level of the problems found in 4M analysis is decided by the FMEA
5.3 Step 2: Plan execution stage of this process. The danger level will become powerful informati on for
equipment concept evaluation. Countermeasures must be taken with the
Equipment design and manufacturing specifications are decided based on individual problems that have surpassed the evaluation criteria and must be reevaluated .
plans prepared in the preceding step, after the equipment investment plan is Fig. Vll-15 shows a Process FMEA Example.
approved. Check omissions in equipment design and manufacturing specifications at
a second DR. Reflect omissions in the equipment concept specifications to improve (5) Reflection on equipment design and processing records The problems found in
the plan accuracy. the equipment specification concept evaluation and second DR must be
reflected on equipment design specification for thorough reflection as shown in
Fig. Vll-16.
Reflection on equipment design and processing records

Process Chart

lndividua Equipment specification Equipment Specification

I plan concept
QA matrix concept evaluation

4M analysis

Process FMEA

Fig. Vll-12 Detailed Flow of Execution Plan

The various analysis methods are described below:

(1) Manufacturing process chart Define process sequences and boundaries.

(2) Process QA matrix

I
Define relationship between product quality and process. Fig. Vll-13 shows a
QA matrix example.

(3) 4M analysis
The relationship between the process, strongly related to defects found in the
process QA matrix and 4M, is defined and equipment requirements that prevent
defects from occurring are made clea r. Fig. Vll-14 shows a 4M analysis
example.

Vll-22
Vll-21
Jilln
Process 0A Matrix Chart -g Assembled
~ Vehide During ((1) Specification Concept (2) Basic Design (3) Detailed Design))
j t--P-,,- +----+----, Process
I
Product TPM-6505-A
Product No
>-c=,.=.,m
I
=,~, ~-----<ls1aff
I,
1!~pervis ~:~Ion ~

~ Part/Membe ~ fr 1
e Strongly Related 0 Related 6 May be Related
L - -•- •_"'_";_'"_' _' •
_, _uip eo1_
_ m_ 0 ,_,;_,,_•_
oo_• _~ _'"_"_•oo _ ;,_, _ _~
_ ro ~~ Production Eng. Section ;!=~:t No.

~ D.. ::l v.i

Jili~!1----t"'--"-';t~-t-tiH-+H+H+-H+til-++l-++t--1-+-W--.j
10 11
equ]p,nent
0
11 Slaff Supervisor Section Mgr. j su:rvis Issued By

PartJMember Qualitv Characterisltics Fallure Mode l 1 2 ~ lnfo1TT1alion lmponance Problems & Actions/ Date Action
Actlon(C) Cause (DJ
I
Result Renected on (E)
Nature of
StaffforActlon Remarks
Standard ---- ......._ j
.... No Date Supply (A) (B) Requests Countermeasures Taken Renectlon(F)

A:. Information Supplier B: Importance Classification C: Action Classification D: Cause Classification E: Classification of Refledion F: Classification of Renected Subjects

Productlon(ln Mechanism/Structure Improved process

1 House) 1 Must be reflected 1 1 Plan Deficiency 1 Applicable to equipment in question o~y 1 Improved Safely
Chaoge capabllily
Fig. Vll-13 Process QA Matrix Production
2 (Vendors)
: Operalior\l Function
Change
; Design Deficiency •=~quanlilative I lmprovedOperabMity

J Design (In House) , For reference plJfl)Ose : Control Circuit Change ; Production Deficiency J slm~ar equipment and nexl.-veBion 1 lmprovedReHabilly

Surface/ Heat Treatment

4 Deslgn(Venclors) 4 Specification Change
Change

5 UslngDepartment i Ma1eriaV Shape Change ~ ~n::: Economic

I
LJ I
I Product I
4M Analysis Chart
IProduct No.
IDate Prepared
I
I
I I staff
Supervi Section
so, Mgr
Fig Vll-16 Reflection on Equipment Desig n and Acti on Recording
I I I I
I

: : : - - - - - - - _ : c t or Defect Mode Operators Equipment Method Material

Process ForgeltiJ'IQ
Function Wo 1 2 3 4 Oversight lnltialPrecislon Error Manufacturing Method w,..
Procedure Description of E,ror Wear Handling Management AuxillaryMalerial
Misunderstanding Failure Manufacturing Conditions
Step Wo°" Automation Work Environment
Insufficiency
1
2
3

Fig. Vll-14 4M Analysis

TPM-651 7-A
FMEA Sheet (process) Equipment Important
Important Process Date Date
Product
Prepared
Ordinary
Workpiece Name and Number

5
Product

4
Ordinary Process

3
Staff
I 2
I
1
Generation Sporadically (about Almost does not
Chronically (every lot) Sometimes (about once/3
Frequency once/month) months) occur al all, but No Possibility
A possible.
Purpose

Critical defect (end, Important defect (strength, Cannot be installed on vehicle

dimensions and durability (Different part, different Appearance defect
Importance strength, action,
outside of safety assembly/subassembly, (scratch, colour No Troubles
immersion, durability)
characteristics) defect) protector position etc)
B
Detection Impossible to find in
Depend on 5 senses Inspection by measurement Possible during Possible before
Difficulty appearance
C assembly assembling.

Countermeasures needed if evaluation

is above 25 points. Actions/
Process lmprovem
Process Failure Mode Failure Impacts Counter- Departme Check
Function Failure Cause A X 8 x C = Critical Degree ent
measure nt Initials
!! !! !! !! Schedule
,E :;; ,E w ,E :;; s
w
<D .,"" w
<D :;, w
<D
.'!., ~
<D .,""

Fig. Vll-15 Process FMEA

Vll-23 Vll-24
Jim. Jim.
5.4 Step 3: Design stage They are the activities to study weaknesses of present equipment and to feed
the information back to design to enhance equipment reliability and
This design step spans budget approval and preparations before manufacture. maintainabi lity. They aim at no maintenance as an ultimate goal. Forecasting
product future, equipment is designed to obtai n maximum life cycle profit (LCP)
(1) Conduct basic design based on equipment specifications and obtain an by high functions and ease of use (operability and flexibility).
execution budget.
(2) Aim of MP design
If a failure occurs with the equipment, system, subsystem or part during this It aims at designing equipment which is maintenance-free, high quality, high
Step, execute equipment FMEA to determine impacts on system operation, productivity, safe and maximum in life cycle profit, meeting future needs from
safety and product quality. Problems found are reflected in design. Problems on the sta ndpoint of pursuing an ultimate man-machine system efficiency, instead
equipment installation must be studied in detail such as shipping style of of designing focused on equipment.
materials, storage yard, transport routes, product movement paths, crates,
storage and motive power supply. Activities to incorporate the concepts by MP design in Steps 2 and 3 are
important.
(2) Equipment reliability, maintainability, operability, safety,economical
efficiency, flexibility and omissions in conceptual design requirements (3 ) Basic elements which equ ipment must have
are checked in DR after "basic design" to enhance "basic design." Reliability, maintainability, "Jishu-H ozen" ability, operability, resource saving,
safety and flexibility, which are basic characters which equipment must
(3) Make detailed design based on "basic design ." possess, must be taken up as challenges in MP design . "Reliability" is vague
Conduct FMEA of equipment composite parts at this time to enhance reliability and is not defined clearly. It is interpreted differently depending on each person.
of the parts and study how to easily manufacture. Reflect the study results on Definitions of these terms are presented in Table Vll-3.
the detailed design . Use design standards, know-how books and common
specifications to enhance the design accuracy to prevent omission of MP
information and to eliminate individual differences.
Suppliers and contractors are used in this stage, including design in the scope
of work. Thorough DR under a mutual-trust relationship to provide the
knowledge and experience of both parties are important.

(4) After completing detailed design, persons directly involved are gathered
from maintenance, production, safety and environment and engineering
departments to check omissions in basic design requirements regarding
reliability, maintainability, operability and safety in the 4th DR to
enhance design.

5.5 Outline of MP design in Steps 2nd and 3rd steps

(1) What is MP?

MP (Maintenance Prevention) design is activities to design equipment, which is
highly functional , easy to use, easy to maintain and that does not fail to achieve
maximum life cycle profit (LCP) in the introduction stage of new equipment.

Vll-25 Vl l -26
Jjffn Jiffn
Table Vll-3 Basic Elements Equipment Must Possess
and Definitions of Them

Basic Elements Definition Description Basic Elements Defi nition Description

Elements that does not

• Low frequency of
equipment failures
• Infrequent and
small adjustments
Elements to express high • Low standard . Degree of resource
efficiency of resources material and energy recycling
cause function • Low frequency of minor Material and needed for equipment
Reliability deterioration and • Stable machine
stoppages cycle time energy Saving operation such as energy,
stoppage. • Low frequency of
• Ease in static and cutting blades and jigs,
defects grinding wheels and oil.
dynamic accuracy
measurement
• Quickness in Elements that does not • Minimal exceptional
. Few protrusions
• Quickness in finding finding inflict harm to physical work for taking actions and hooks Good
failed parts deteriorated in failures , minor shelter
bodies directly or
Elements that expresses
Maintainability ease of deterioration • Ease of replacing
parts indirectly. stoppages and quality
defects
. Low frequency in
measurement and
restoration.
parts and quick
function resetting
• Easy oiling and
oil change
Safety
. Minimal in exposure of flow of dangerous
articles and toxic
check time rotating and drive substances and in
• Easy overhaul
parts splashing
• Easy cleaning ;
Elements allowing oiling and • Ease of checking
lube oil terminal
operating department to
"Jishu-Hozen" Ruickly and easily
inspection
• Easy chip
• Ease of performing Elements to express ease . Largeness in tolerances . Short equipment
"Hinshitsu- in equipment change of presently processed improvement
ability accomplish maintenance recovering Hozen" work products and changed period to change
activities such as when product changes by
• Degree of (ease of products tolerance
cleaning, oiling and Flexibility forecasting future product
inspection. localization of measuring
changes. • Low cost in
generating sources and accuracy, etc.)
equipment
splashing
improvement cost to
• Ease of set-up and • Ease of operating change tolerance
Elements allowing right adjustment buttons
Operability operation, quickly and • Ease of changing (height, layout,
accurately, during cutting blades, jigs and number, shape ,
equipment operation and grinding color, etc.)
set-up change. wheels and of • Ease to carry and
adjustments of them install

Vll-27 Vll-28
Jil1n Jil1n
(4) Information gatheri ng and utilization
Systematization to gather information of daily activities and to standardize it as
shown in Fig. Vll-17 is needed for MP design. Design standards particularly are Information Source

not fully utilized in many cases because they are very large in volume and
Common Utilize common
retrieval is difficult, are difficult to understand and are obsolete. Design Maintenance log
specifications specifications

standards are not finished once they are prepared. They must be revised based Failure, defect

on new information and must be used in real design. They must be refined to Morning market Know-how Decide basic
meetin specification
make them easy to use. Matters common to equipment must be standardized in "Kobetsu-
Kaizen",
"common specifications" and standards must be incorporated fully, without "Jishu-Hozen" Mfg. drawings Prior study

om issions in individual equipment design and purchase specifications.

Corrective Improvement sheet
maintenance
Needless to say, a check sheet must be prepared fo r checking in each step. Equipment basic Decide purchas ing

(Refer to Table Vll-4 and Fig. Vll-18) specifications specification

Studying machine Equipment capability

capability and accuracy initial
data Write into drawings
Operation manual

Utilize check s heet

Energy sav ings Implementation
Check sheets
activities report

Accident Report Initial flow control records

Initial flow control

DR DR records Test run records

MTBFdata Technical data, Technical data, catalogs Explain handling

catalogs

Fig. Vll-17 MP Information Gathering and Utilization Flow

Vll-29 Vll-30
Jil1n Jil1n
5.6 Steps 4 to 7 Examples of Manufacture, Vendor Test Run, Installation and
Table Vll-4 Principal Subjects fo r Check in Check Sheet Initial Flow Control Stages

Check Sheet Principal Check

(1) Step 4: Manufacture
Manufacture in accordance with detail ed design . Check principal
Basic Design Check Sheet Capabi lity, reliability, flexibility, operability, maintainability, safety, economic efficiency
Strength, material, precision, to lerance. degree of change, part selection, monolithic structure, processing method dimensions and construction period in intermediate inspection and
loetai led Des ign Check Sheet
assemblability, di sassembiability, etc. •
tfest Run Check Sheet Performance, dimens ions, materials, safety, operability, maintainability, painting, marki ng, etc.
enhance manufacturing rel iabil ity.
Drive unit, operation, contro l, emergency stop, process trouble, marking and other safety countermeasures
Safu!yO,tlSheet(S,n,aures) Load, structure, layout, marking and legally required items (2) Step 5: Vendor-side test run
&ueyO,tlSheet(()pe,3tionEq.tlpment) Cranes, hoists and wagon safety, legally requ ired items for the handling of heavy articles
Test run including loaded test run should be performed in this step to
Safety, operabi lity and legal rest riction on eq uipm ent, piping, etc. Legally required items for marking, etc.
repair problems and to detect "fuguai" points for 4th for correction
Safetya,o,k Sheet(Emmorune,,!) Ventilation, fl yi ng of d ust, powders and chips, noise, vibration, light ing and heat countermeasures
Safu!ya,o,kSheet(W,ste Disposal) Legally required items
before delivery. This will prevent troubles from occurring after
Safety Check Sheet (High-pressure Gas Handling) Lega lly required items
installation at the site.

Check by the check sheet if MP information descri bed in the common

specification is fully incorporated in the equipment. Participation of an operator
Producrion Secrion Equiprnent Secrion and maintenance man at this time will be effective.
lscction
Staff
Equipment Basic Design Check Sheet Staff
(3) Step 6: Installation
Adjust work schedule with the concerned departments beforehand and
properly collate with and check design drawings to enhance the
&ppm,,., Prodocrion
installation reliability.
I Section

bssiication Item Decision

Study test run with the concerned departments and thoroughly check the
I IDocs mechanism pcnnit accomplishment of goal for cycle time or producrioo quaniity?
degree of actualization of design requirements, detect and co rrect "fuguai"
Opa.i.iion dur:aiion, processing duration, transfer, delivering rime, etc, of each unit or process)
points, test manufacture products to check goal quality, and evaluate the results
!Docs meclunism pamit accomplishmeru of goal for avaibbility?
against equipment goal va lues. Study and supplement manufactu rin g conditions
f{runc for prepacing operation, setup change time, adjusting time, etc.}

apability 3 s output SCI b2SCd on data and calculaiions?

and work standardization beforehand.
4 loocs mechanism permit demonstration of set output? (Safety factor~ Theoretical output value/set output value)

5 .\re tcsu and trial runs pcrfoaned sufficiently if equipment contains dcl"dopment danaus?
(4) Step 7: Initial flow control
Check the process capability under the leadership of the production
sector while producing products.

tReliability
1

3
loocs mechanism saiisfy quality reciuiremcnts and pcnnit continuation of thc:m?

kProccssing precision, rdca.sc strength, fuicrurc strength. detrimental scratches and other defects)

~re necessary "Poka Yoke" foolproof and are qwility ,,crificati.on devices installed?

:\.re strength and r:igidiq· of pans sufficient?

By taking necessary actions on "fuguai" points to eliminate them before this
stage, the initial flow control period can be shortened (m inimizing of run-up
time) and 100% of the goal values of the equipment in the basic specifications
can be accomplished .

Fig. Vll-19 shows initial flow control. The 1st cha racteristic of this example is
I
Fig . Vll-18 Example of Check Sheet that the user, maintenance and planning (design) sectors make their roles and
responsibilities clear to conduct initial flow control cooperatively. Initial flow
control is activities that provide a contact among design , operation and
maintenance and will not succeed unless such a system functions.

The 2nd characteristic is that designation and release of initial flow control is
clearly set and that release items such as production capacity, stoppage

Vll-32
Vll-31
Jil1n

CHAPTER VIII Hinshitsu-Hozen Concept and

Implementation

~ - - - - - - - - Contents

1 Necessity for Hinshitsu-Hozen

2 What is Hinshitsu-Hozen?

3 Basic Hinshitsu-Hozen Concept

4 Preconditions for Promoting Hinshitsu-Hozen

5 How to Kick Off Hinshitsu-Hozen (10 Steps)

Jiffn Jiffn
1 Necessity for Hinshitsu-Hozen 3 Basic Hinshitsu-Hozen Concept
Maintenance and enhancement of product quality, as well as assurance of Quality assurance activities and equipment management activities are coupled, and
homogeneity, have become an important task of production activities. Automatization the correlation between quality characteristics on one hand, and material and energy
and energy saving have been actively introduced in production lines, changing the conditions, production method and conditions, and equipment precision on the other
center of production from labor to equipment. The condition of the equipment has hand , is pu rsued to set conditions for equipment that does not generate defects to
been greatly affecting the assurance of quality. prevent defects caused by equipment and processing conditi ons.

Under these circumstances, a quality assurance system must be established by The cond ition setting referred to is to define the defect factor system and to set a
regarding Hinshitsu-Hozen activities aimed at approaching quality problems from region of material and energy conditions, method conditions and equipment precision
plant maintenance as a center pillar of TPM, upholding '"assuring upkeep and that must be maintained to enable the factor system to produce quality products. The
enhancement of a high level of quality by effective equipment maintenance" as the basic concept of Hinshitsu-Hozen is to maintain and manage set conditions and to
basic idea . accomplish zero defects as a result based on Jishu-Hozen activities and on
operators proficient in equipment, trained by skill education and training. (See Fig.
Vlll-1 .)
2 What is Hinshitsu-Hozen?
It is im portant to change to measure check items that affect quality in time series in
Hinshitsu-Hozen is activities to:
setting conditions that do not generate defects and take counte rmeasures before the
values surpass the set reference values, instead of knowing the defects after
inspecting products and then taking countermeasures.
• Set the condition of zero defects and to check and measure this
condition in time series aimed at operating equipment that does This chapter describes improvements, setting and standardization of conditions fo r
not generate quality defects raw materials, equipment and methods that do not generate defects. The human
• Prevent quality defects by verifying that the measured values are conditi ons for early finding of abnormal cond ition, taking actions and recovering, as
within the standard value. well as maintenance and management, will be described in the chapters fo r Jishu-
• Watch the transition of measured values to predict possibilities of Hozen and training.
defects and take countermeasures beforehand.

under the basic philosophy of "maintaining perfect equipment in order to maintain

perfect quality (100% non-defective)." (See Table Vlll-1)

Vlll-1 Vlll-2
'---
~

§ii
(Table Vlll-1)

What is Hinshitsu-Hozen

Hinshitsu-Hozen is activities "to set equipment conditions

that preclude quality defects, based on the basic concept
of maintaining perfect equipment to maintain perfect
< quality of processed goods and products. The conditions
I
<,J
are checked and measured in time-series to verify that
measured values are within standard values to prevent
defects. The transition of measured values is watched to
predict possibilities of defects occurring and to take
countermeasures beforehand."

Quality D_
efect Factors

Caused by raw material conditions Caused by equipment precision Caused by method conditions Caused by conditions of people
involved

+
Producing materials and
energy not to generate
+
Manufacturing equipment
not to generate defects
+
Devising methods not to
generate defects
+
Fostering operators
proficient in equipment and
defects lob

l
Quality Assurance
Search for materials and
energy not to generate
Search for equipment not to
generate defects
Search for methods not to
generate defects
I Jishu-Hozen activities I
defects

+ +
Fostering vendors not to KAIZEN to equipment not to KAlZEN to methods not lo
Equipment management Skill education and training
cause defects generate defects generate defects

Pursue relationship between quality characteristics and material and energy

conditions/equipment precision/method conditions Maintenance and management
ability training

::; t Set of conditions of materials

and energy not to generate
Set of conditions of
equipment not to generate
Set of conditions of methods
not to generate defects

l
(Ability to find cause system
defect defects troubles and to quickly and
I
.i::,.
[[ PM Analysis
I correctly take actions)

Control Points
...... Management of conditions
not to generate defects
Early finding of abnormal
condition

+
Process and recovery

+
Zero quality defects
+
Maintain and control
Follow-up control Prior countermeasures

1)
..
- Countermeasures are delayed
2) Countermeasure time is missed

Fig. Vlll-1 Hinshitsu-Hozen Concept

'---
~

§ii
Jilln Jilln

4M Requirements
3.1 4Ms that decide quality

Cleaning is thorough What wi ll happen if conditions are not observed An important quality-deciding factor for securing line quality (manufacturing
Lubricating is precise If not cleaned , dust will drop of during processing to cause
attaching or mixing of foreign matter to cause defects.
specifi cation) is to make the 4Ms (man, machine, materia l and meth od) into optimal
Bolts and nuts are tight If not oiled properly, machines do not operate smoothly
and cause process defects.
conditions. (See Table Vlll- 2 for 4M conditions that decide quality.)
Equipment parts are tight If loose, machine parts will rattle and cause process
defects
Jig Conditions:
Scratches and press mar1<s cannot be found on jig
If there is rattling, process defects will result Qu ality improvement management is to create 4M optimal conditions, to enhance
mounting parts
Scratches and press mari<s cannot be found on
Any press marks will cause process defects
process quality assurance capability (Cp) till it stabilizes at a high level, and to decide
mounting reference planes of processed articles . Any press marks will cause scratches on products or
Wear and chipping cannot be found on jig parts . process defects. work and inspecti on sta ndards that maintain it. HinshitsuHozen management is to
.
Tool and cutting blade conditions:
Right tools are used
. Any wear will cause process defects follow work and inspection standard s that maintain decided optimal conditions.
Equipment, Jigs, Tools,
Measuring devices Cutting blades are ser correctly (Centering) . If the right tools are not used , bolts cannot be tightened

. Cutting blades and jig do not have chipping or wear. . fully and processing defects will result.
Improper centering will cause process defects.

Measuring device conditions

Probes of meters are free dust.
. Any chipping will cause process defects.

Measuring devices operate smoothly. Dust on probes will cause measurement errors.
Measuring devices are within calibration period
. If not smooth measurement errors will result.
If precession is not accurate, measurement errors will
result.

(1) Is quality of materials that affect process quality good? (2) ts prior-process quality that affects process quality good?
Materials are free of scratches or attached dust. Prior-process machined products are free of scratches and
Materials Material composition and texture are stable. attached dust.
Material hardness is stable .... and others Prior-process dimensions are not dispersed .... and others

(1) Are processing conditions to produce good quality

good?
Are RPM and feed speed settings good? Are decided
.
(3) Are measuring methods right?
Are measurements made without parallax errors?
Are measurements made with right measuring pressure?

Processing
. conditions followed?
Are temperature and density settings good? Are they
followed?
Are measuring specifications prepared for measuring
devices? Are the followed?

Conditions, Work Are pressure and flow settings good? Are they
Methods and Measuring followed? .... and Others
Methods (2) Are the right work methods used?
Are processed good mounted correctly on reference
plans? Are they mounted with dust attached?
Are measurements made with right measuring
pressure?
Are measuring specifications prepared for measuring
devices? Are they followed?

Men (Morale) "Morale• mentioned here is the so-called "will to do: It is the will lo improve qua lity and is a strong problem-consciousness to be
concerned very much with slight defects that obstruct quality and to solve them by all means.
Strong will that always following standards will produce good quality.
Strong problem-consciousness to thoroughly extract 3M FUGUAI points (slight defects) if defects are found
Over concerned with a phenomenon which is strange or is slightly different from the usual in daily work. Report to the boss or
search for the cause by one's self.

Table Vlll-2 4 M Condition to Decide Quality

Vlll - 5 Vlll - 6
JiRn
4 Preconditions for Promoting Hinshitsu-Hozen How to Kick Off Hinshitsu-Hozen (10 Steps)
5
"Build in quality with equipment" can be accomplished by: Table Vlll-3 shows the procedures to kick off Hinshitsu-Hozen . The 3~ conditions
that eliminate defects are set by inspecting defect phenomena, surveying and
4.1 Establishing an equipment state which perfectly eliminates forced analyzing the process that caused defects by 3M co~ditions, survey .
deterioration and in which only natural deterioration progresses. untermeasures for defects in 3M conditions, restoring defects, analyzing and
c~aluating conditions for non-defective units that are not confirmed yet, ~nd by
4.2 Preconditions that managers to operators become proficient in e uality improvement activities to improve 3M conditi_on defects. Accomplish and
equipment. ~ aintain zero quality defects by intensifying inspection m_eth~ds so !hat these 3M
conditions can be managed to be easily followed, by setting inspection r~ference
(1) Elimination of forced deterioration
values, by revising standards for 3M condition management and by quality
If equipment precision is managed while the equipment is experiencing forced maintenance activities leading to trend control.
deterioration, the life of components affecting the precision will be unstable and short,
and checking will be difficult. Jishu-Hozen training of people (1 M) is important to accomplish this.

Therefore, forced deterioration must be thoroughly eliminated through Jishu-Hozen Hinshitsu-Hozen must be kicked off by project teams centeri~g o~ ~~ction mana_gers
activities and the dispersion in the lives of the components must be reduced to if activities are wide and technically high or by team leaders 1f act1v1t1_es are relatively
extend the lives. simple. Set conditions for zero defects and perform autonomous maintenance
(2) To foster the workers' proficiency in equipment operations and activities centering on maintenance management.
maintenance

Strong supervisors, foremen, circle leaders and equipment operators alike must be
proficient in equipment use and must have an ability to maintain and manage it.
Production activities must be performed in a balanced state as a man-machine
system to accomplish zero defects. Operators must be trained to gain the ability to
quickly find troubles of a cause system, to be alert to "defects may be generated",
and to gain an ability to quickly and correctly rectify troubles.

"Jishu-Hozen," "Kobetsu-Kaizen," PM analysis training meetings and skill training are

necessary to train workers in the operating sector to be proficient in equipment.

Furthermore,

(3) Equipment zero failures

Zero failures of equipment function stoppage and deterioration types are most
important in implementing Hinshitsu-Hozen. The development and application of
diagnostic technology to analyze the relationship between quality and equipment
conditions (members and parts) and to diagnose condition deterioration are needed.

(4) MP design of new products and new equipment

It is important to build products and equipment that do not generate defects right from
the stages of product design and equipment design.

Vlll-8
Vlll-7
Jil1n Jil1n
I QA Matrix

Objectives
Step Description
1. Confirm quality characteristics (built-in process or in Precautions

equipment lines). Quality Preparations 1 Confirming present (1) Confirm quality standard and quality characteristics Clarify Quality characteristic values to be maintained .
improvement status
2. Survey and evaluation of defects or claims that do (2) Prepare fl ow chart for each process to incorporate Clarify mechanisms, functions. Machining principles,
sequences, etc. ofequipment systems

,.
quality
not satisfy quality characteristics (3) Survey and stratification of quality defect status and Grasp status of quality defect generation in processes.
3. Survey each process that generated defect modes. phenomenon. Stratify defect phenomena
Clarify each process which caused defect

Survey and analyze ~ Study of defective conditions to

Survey a nd
Analysis
2 Survey process wh ich
generated defects
Prepare QA Matrix based on process survey
Survey each process wh ich caused defect mode
Survey relationship between unit process and failure
mode.
3M conditions '
eliminate defects by each process by Survey 3M conditions by drawings, standards, instructions, etc.
3 Survey and analyze (1) Survey 3M conditions for each process
3M conditions. 3M conditions (2) Survey lines and extract defective points Pursue whst lhe equipment must be by processing principles,
equipment mechanisms and functions, etc.
Survey lines and analyze defects in 3m condition setting and
maintenance.

i i Study "Fuguai" countermeasures.

Kaizen and 4 Study "Fuguai" (1) Prepare "Fuguai" list and study countermeasures Research maintenance status in Jishu-Hozen activities,

1+
Studies countermeasures and (2) Check and restore equipment condition, survey processing conditions and set-up methods and
restore "Fuguai"
Continue "Fuguai "List Fully study methods to implement
restore malfunctions equipment kaizen
Kaizen of eauinment that does not meet eaui men!
present status countermeasures . 5 Analyze conditions for
non-defective
(1) Analyze conditions to build in non-defecti ve
products that are not confirmed. Set what the
Thoroughly pursue relationship between quality
characteristics and machining con ditions/equipment
products that are not non-defective m ust be by experiments precision based on machining principles and rules.
confirmed (2) Evaluate Examine w hich quality characteristics are affected by

i i each member of equipment if several quality

characteristics become problems in the same equipment.
Pursue relationship between defect factors and 3M by PM
Not satisfy 3M Conditions for non-defective analysis, FMEA and design of experiments, and set 3M

I I
conditions for incorporating quality in products and
conditions units not determined.
I processes.
Decide tentative tolerances (tentative standard values) for
equipment precision and machining conditions to confine
quality characteristic values inside the standard.

Kaizen 6 3M condition defect (1) Actualize defects of 3M conditions Check and study 3M based on 3M condition items as a
Kobetsu-Kaizen plan (analysis, kaizen (2) Implement kaizen result of analysis.
(3) Evaluate re sults Extract malfunctions and accomplish restoration and
experiment, evaluation). kaizen.
Check if quality characteristics meet standard values if all
,-h,,,-1, ;1,,mr; ::lfF' ,.,,..,r,.,,,,.r ,.,;+h;., lon+.,.i;. , ,, +,,.i,,,..,,,.,,.,,c-

7 Set 3M conditions Set 3M conditions that prod uce non-defective products

PM analysis
i i Hinshitsu-
Hazen
Sla ndardiu,tion
B Improve checking
method intensification
Survey and improve checking method intensification and
fixation
Classify check items into static precision, dynamic
precision and processing conditions for intensification.
Also improve in parallel so that checks can be made
Equipment Materials and energy quickly and easily.
improvement method improvements Set equipment precision tolerances (standard values) to
9 Decide check (1) Decide check standard values
standard values (2) Prepare Hinshitsu-Hozen matrix confine quality characteristic values inside the standard
I (3) Enhance of inspection reliability, simplify and using substitute characteristics, etc. by vibration

... reduced manpower measurement or other method.

Use check items of the operating department unless
special measurement technology or skill and time are

-
~
Re-examine 3M condition
I
needed for overhaul checks.
Study check reliability enhancement, simplification and
reduced manpower. Improve and implement.
I 10 Revise standards (1) Revise material and energy, inspection and work Supervisors, foreman and circle leaders train circle

l l
standards . members as to why such checks are necessary by
(2) Indicate as Q components so that revision can be explaining eq uipment mechanisms, structures and
adhered to. functions and product machining principles.
(3) Manage trends and check res ults Additions to inspection standards are written by the circle

I
members themselves.
Cannot intensify Intensification, fixation
I I I Implement countermeasures throug h trend management
before values surpass reference values.
I I Reexamine reference values and check items and

... methods if quality defects occur outside of set reference

values.

Determine 3M conditions
I
Table Vlll-3 Steps for Kick OFF of Hinsh itsu-Hozen( 10 Step Kick Off)
- - Inspection standards Management of
Re-examine 3tandacds that ace
standards ollowed and then
o make them to
~ Work standards be followed .

Fig. Vlll-2 Kick Off Hinshitsu-Hozen

Vlll-9 Vlll-10
Jiffn Jiffn
The important points of each step in activity kicking off are described below.
--
process
Flol'I Chart
Equipment
and line
Process Management
No. item
Management
Criterion
Management Method Resoonsibilitv
Opera! Fore
man
lnspe-
ctor
Manage
-ment
Record
5.1 Step 1: Confirming present status N.imP- a nd or
1 SUS piece, None Vi sual examination
~
iron rust 0
The present status is surveyed in this step to set bench marks (BMs) and goal values 2 SUS piece , None Visual examination
Slurry 0

~VG,oo
iron rust
ra nk
for Hinshitsu-Hozen activities to prepare an implementation program and to smoothly 3 Gland Below 50 •c Touch by hand
conduct activities. temperature 0
Slurry 4
2 Storag e 5
6
Confirm standard values of applicable products and extract all quality characteristics
and defect modes that are considered to obstruct the standard values. Prepare a
- 7 Pump ampere 10.5 ± 0.5 Visual examination
0
Mixer 8 Gland Below 30 · c. Touch by hand visual
process flow chart for building in quality, and survey and stratify defect generation temperature, half open examination
0
~
Temperature
injection
status and phenomena. All these defects, claims and inspections caused by defects control value
should be translated into loss costs and should be identified to all. ooenina
9
10

6 r"'•
(1) Quality standards and characteristic values Feed Pump 11 Feed amount, 3T/Hr,23%±1 Visual examination,
Temperature
dehydration
ratio
% measurement 0
Clarify quality characteristic values to be maintained by examining product standards, Slurry 12
Feed 13 Gland Below 30 •c, Touch by hand visual
characteristic values, manufacturing standards and inspection standards. temperature,
melt
examination 0
(2) Flow chart of unit process for building in quality 14 Burnt deposit None Visual examination

Pump
0
Dehydrator 8 15
Gland 16 Filter clogging Differential Differential pressure
Prepare a flow chart for unit process for building in quality and analyze mechanisms,
0
6
pressure gauge
functions, machining principles, sequences, etc. of equipment and systems. Survey below 500maa
17 Air 18000 3/H Measure
control items (standards and methods) to maintain quality in unit process. (Fig. Vlll- 9 Dehydration
temoerature 0
3) 18 Temperature 150°C ± 5°C Monitor meter
Conveyor 0
5o•c ± 1· c

6
19 Cyclone inlet Monitor meter
tempera lure,
~ "- Amount moisture
content

I Crusher
I

Fig . Vlll-3 Example of Process Flowchart and Management Items

Vlll-11 Vlll-12
Jif1n Jif1n
(3) Survey and stratification of quality defect conditions and phenomena Primary Secondary Tertiary Quaternary
stratification stratification stratification Stratification

Grasp how defects have occurred in unit processes, stratify the phenomena and
determine the unit processes that caused the defects. (See Table Vlll-4)

The first step in controlling defects is to thoroughly stratify defect phenomena.

Stratify by minutely surveying defect phenomena. Stratification at least up to the

Fourth level is important. Fig. Vlll-4 exemplifies stratification . t, ,,,,,, t, ai ~ Q) Q) C --"' Q)
;f.
~ ~ 2Q) u
ro C
0,
.,0 0 0,

0
Q)
u
Q)
C
C
u
Q)
5 E :0 ~ ~
Q)
0
;:: C
ro
.c
(.)
:, E <ll ~(.) C.
1:
~E
0
0 0 C.
C
Q)
Cl:'. .E E:, ,,, ,,,
.l!l .3
u :, Q)
E ro 0 Iii
u
Q) Q)
0
ti U)
0
'5 ·c "O "O
'iii
ai :,
0,
C i5 u 'iii ¢:
ro .!: C
Q)
.c
tl. u
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>, E -~ >, C:
0
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:,
t,
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0)
]i (.) 0
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>, .!!! 0,
~ ~ ]i u
Q)
0
_g ·u Q) ro Q)
C
"§
C t5 ii= > ii E 0
0 ::J <( Q) .§
Defect Mode Illustration Physically view Contributing Process ~ ~ Cf) E
Q)
Mode (Logical reasoning) Condition ·;;
Q) 0 E .§
0
1 Dispersed on inner
Carbide 1-1 1-1-1
and outer surfaces and
inside wall Carbonize due to Resins stay,
large heat load . deteriorate carbonize
{Flecks)
and flow
Fig. Vlll-4 Example of Stratification

CE- - (4) Goal setting and preparing activity implementation program

Prepare an activity implementation program using the results of the survey of present
2 Appear hardened status as bench marks (BMs) and setting activity goal values. (Table Vlll-5, Fig. Vlll-
temporarily. Cracked and 1-1-2
Given heat is larger
5) The program shou ld use important products as an advanced model type and must
products are cut
the resin heat load. be horizontally replicated other products.
(Lump)

or
3 Carbides appear as
Defect Occurrence Ratio
(Including Rework)
BM

1.0
Goal Value
0.08
(1 /13)

streaks 1-1-3
(Continuous 0.13
Material with low Loss Amount by Defects 1.0
Lines) (1/8)
thermal stability
flowed

0:: Number of Claims

Product Inspection
Manhours
3.0 claims/mo

1.0
Challenge to zero
claims
0.33
(1/3)

Table Vlll-4 Example of Defect Mode and Mechanism

Table Vlll-5 Example of Hinshitsu-Hozen Activity Goals

Vlll-13 Vlll-14
.....
~

VE I TG
I
Ordinary PVC
I Product
II §ii
Progress I Schedule Progress Schedule Progress Schedule

... ~

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co· I [~ ~~
in"S:
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QA Matrix

Quality
characteristic Defect Mode Criterion Characteristic Past Receiving Storage Slabltized Mixing Transport Feed Extrusion Die Molding Marking Take Cut Conveyance Carry Print Crate Inventory
Rank Granulation
s Record up
Crack None
0 0 0 0 0 0 0 0 0 0 0 0 0
0
* 0 0 0 0 0 0 00 0 00 0
*
Crack from Dropping
"

Blister " 0 L:,,. 0 0 0 0 0 0 0 0 0

Splitting . 0 L:,,. 0 0 0 0 0 0 0 0 0 0
External 8-up . 0 L:,,. 0 0 0 0 0 0 0 0 0 0
View
Must not
0 0 0 0 0 0
Molding Scratch exceed limit
sample *
.. 0 0 0 0 0
Printing Scratch
*
L:,,. 0 0 0 0 0
Deformation

.. L:,,. 0 0 0 0 0 0
::;; Uneven Surface

Sink Mark . L:,,. 0 0 0 0

I
....... B-up Mark . L:,,. 0 0 0 0 0 0 0 0 0 0
O>
Non-uniformity . L:,,. 0 0 0 0 0
Colour unevenness ..
Level to prevent
defect flowing 0 ..... 100%
• ..... 100%

Foolproof devices and automatic insp~clion are

Characteristic Rank

Security
Past Quality Record

Defect generated in
Check of Process causing KFuguaiK

0 provided and are sufficient.

@) Characteristic
* field
© Process
causing defect
Process actually
generated defect 0
Checked and inspected by people, but sufficient.

Important Defect generated in

Important Characteristic
0 0 0

J
Characteristic subsequent process Foolproof devices and

~
automatic Inspection are Not
Ordinary Defect generated provided, but checked and Suffic!enl

~
Characteristic L:,,. inside process Ordinary Characlerislic Inspected by people.

• Almost cannot be expected .

Fig. Vlll-6 Example of QA Matrix

'--
~

§ii
7
JiRn Jiffn I

Process Extrusion Forming Process 5.2 Step 2: Survey processes which generate defects

Equipment Dying Feed Forming

QA matrix (Fig . Vlll-6) to analyze the relationship between the processes and defect
modes analyzed in Step 1 is prepared in this step. Survey and analysis are also
Member Dying machine Feeder FD Shower
made in this step to determine which processes generate defects that obstruct quality
Defect Wa,p
Cun,e
B-UP Warp Warp
Curve
and which unit processes generate defects in case equipment or method conditions
Mode Curve
Stream
of some unit processes fail. At the same time, past records of defect modes and
importance are analyzed.

5.3 Step 3: Survey and analyze of 3M conditions

In th is step, surveys are made as to which materials and energy, equipment,

methods or checks eliminate defect modes for each process in the QA matrix by
examining drawings, standards, lines and products using the 4M conditions for
L:::,,.
Tanker water leak or themes as a clue (Table Vlll-6). These conditions are judged and defective points
Irregular Sound 0 Irregular Sound 0 pipe clogging not

Raw material leak 0 Raw material leak 0 L:::,,. allowed are extracted by judging whether the conditions meet the standards, execution of
Rust, scratches not allowed

Heat generated 0 Heat generated 0 Misalignment with die not allowed

0 standards is ambiguous, standards are followed, and necessary standards are
Equipment
Looseness not RPM accuracy L:::,,. Vacuum leak not allowed
0 prepared. Generally, "conditions or standards are not yet established" or "lines judge
allowed 0
Deposit inside
® Buildup not allowed ® at their discretion in the absence of clear-cut criteria" account for 20 to 40%.
Air leak cylinder
0
Surface gauge breakage not 0
allowed

Surface gauge clogging not ® 5.4 Step 4: Study "Fuguai" countermeasures

allowed

Vacuum hole clogging not allowed

L:::,,. In this step, "Fuguai" points of the 3M conditions in Step 3 are listed for each unit
Clearance difference not allowed L:::,,.
process for study of countermeasures. (See Table Vlll-7.) If
FD polish Water pressure and Counter measures against "Fuguai" can be taken immediately, persons in charge of
Principal raw 0 Revolution N ±0, 0 L:::,,. amount
Method material A+ Sg, • O Ampere B :1:30
0
Seal leak not allowed
0 Valve opening them are selected for implementation of kaizen. Countermeasures for the remaining
Og, blender, color
measure 0 Centering with die L:::,,. "Fuguai" are studied in Step 5.
Cleaning week ®
Between die and FD L:::,,.

Table Vlll-6 3M Condition Check List

Vlll-18
Vlll-17
Jill, Jill,
3M Process Problem Defect Mode Survey method Survey Counter measure In charge Delivery term
5.5 Step 5: Analyze conditions for non-defective products that are not
result
confirmed
Material and GP receiving Bends are not VL insertion Insert VL into 3M Production 2 '89/10
energy checked clogging GP with large (Machining)
bend to grasp In this step, the "Fuguai" points and defects for which countermeasures for
boundary that
allows insertion incorporating concepts to build in quality can not be taken immediately among the
Oil is not
checked
Bond strength Confirm
sticking before
Production 2 (LP) "Fuguai" and defect list prepared in Step 4 are analyzed, using techniques such as
pickling
VL receiving VL dimensional VL insertion Grasp Check large Production 2 '89/10
PM analysis, FMEA and design of experiments.
dispersions are
large
clogging,
deformation, inner
correlation with
defects N=
outside diameter
and streak
(Machining)
(See Fig. VIII-?, Vlll-8, Vlll-9)
protrusion, inner lift 10/day in primer coating
(tentative) process

Equipment VL receiving Dedicated VK VL insertion Survey cause Production 1 '89/9

box dolly is clogging why not used Production 2
sometimes not (Machining)
used
Water washing Feed water of Bond strength, heat Piping change '89/10
water washing resistance
tank is not
drained from
bottom

Hot water 85+5 cannot be Bond strength, heat Float ball on hot Production 2 (LP) '89110
washing obtained in resistance water surface
winter
Method Carrying Poor handling GP protrusion Survey which Handling Production 2 '89/9
of cargo is not carrying precautions put (Machining)
grasped in process is o n lift
each carrying causing G P
process. protrusion

VL receiving Dollies and V L insertion Check items Production 2 '89/9

racks are not clogging shown on dollies (Machining)
checked and racks

Pickling Pickling and Bond strength, heat Analyze work Work method Production 2 (LP) '89/10
drying time is resistance Inner lift change
not adhered to.
PH is not
managed.
Inner surfaces
of steel pipe
are not
checked.
Tanks are not
cleaned.
Dryness is not
checked.

Table VIII-? 3M Fuguai Cou ntermeasures

Vlll -20
Vlll-19
7

Jiffn Jiffn
Illustration of Welding Defect --
----
--
PM A nalytical Sheet

Clarification of Phenomenon
I
Theme

Physically View (Logical Reasoning)

I
Warp Defect Control

Contributing Conditions Relationship Among

I
Prepared By
I >
Non-defectives
Sputter Defect
~
Bead
Width(-) Start Defect
Equipment, Man, Materials
and Method \
88
Principle of CO2 Arc Welding Half-circle plastic Gutters Shrinkage ratio of upper side of (1.1) Cooling of lower FD is Water temperature Inlet water
bend longitudinally and half-circle plastic gutters is weak and the back side cannot is high. temperature
Electrode Wire '§1;-

lliGJ
vertically after the pass larger that that for lower side. be cooled easily. 15.C ±2.C
(Core Wire) - mold ing equ ipment.

-
Welding Current Outlet
D.C. EB temperature

Incomplete i----- Water amount is

Undercut small. ~/'<
Penetration ~
Measuring Method . .
put a gutter in the original
length on a measuring plate, (1.2) Vacuum pressure in lower Vacuum
part is weak and surfaces Vacuum pressure pressure
facing the arc side downward
cannot be cooled. is low. 500mm/cm2
\J , and measure gaps at
both ends.
Vacuum opening
diameter is small.
Vacuum
opening
Vacuum opening diameter 2mm.
In many ~ases, even operators of equipment is clogged
who use 1t do not understand it correctly.
FD clearance is
2 W arm water warping test larae.
immersion condition (1 .3) Wall thickness of ear is
60.c 30 min. thick and is slowly cooled. Cooling zone
Measure warp amount by lengths for top and
above method after cooling bottom are same.
(1.4) Ears are cooled by air
and cooling disperses in
accordance with Cooling speed is
environmental changes . slow by air cooling.

Results of PM Anal:tsis Surve:t

Equipment Part Check Item Standard Value Measurement Result Decision Countermeasure
I

Phenomenon Physically View (Logical Contributing Condition Water Storage Bridge Stored water 15±2.C 15.5-16.5.C 0 General cleaning .
I
Relationship with Equipment, Jigs, Feed temperature Chips found Mount dust collector
Reasoning) X
Tools, Materials and Methods Water
Facilities
1. If core wire supply is slow. 1-1 Stained oil of feed roller. Chiller output None V--Scale deposit Restore by periodically injecting scale
1-2 Wear of feed roller temperature ./2 X remover agent.
1-3 Eccentricity of feed roller Chiller
1-4 Insufficient pushing force of ~ r t.stain None Scale deposit

1-5
feed roller. ~ X
Maloperation on start of print
motor. ::;-- Water Path
Welding Start Defect Clogging None Scale deposit
Normal arc length cannot be 1-6 Stain inside contact tip. X
* Definition of obtained on start and melt 1-7 "Funguai " of core wire
phenomenon . Bead down of core wire is small. straightening.
is not formed as
required during start.
1-8 Core wire coil entangling.
Hose clogging None Not clogged
0 ---
2. If spacing between core
2-1 Amount of ejection of core
wire and base metal is not FD
correct. wire from contact chip is not Vacuum FD vac open ing None Clogged 320/743 Clean and restore.
sufficient. Opening clogging X Clean during setup .
2-2 Position of core wire tip
facing work piece is wrong .
2-3 Play of slide part of the
Vacuum pressure
Universal pressure
550mm/Kg
or more
600mm/Kg
0 ---
vertically moving cylinder.

3. If workpiece revolution 3-1 Overbackup crush of C learance dimension 1.55±0.0Smm 1.66-1 .79 X Update

timing disperses. workpiece revolution gear. Resin

Passing
3-2 Timer accuracy error.
Surface Knock-pin gap None Guide system Restore. Check knock-pin play during
3-3 Workpiece-rotating print
1.2-2 .1mm setup.
motor trouble

Fig.VIII-? Example of Welding Start Defect PM Analysis Fig. Vlll-8 Example of Warp Defect PM Analysis

Vlll-21 Vlll-22
JiRn Jirm I

FD-Tip Water Amount and 5.6 Step 6: Improve 3M condition defect kaizen
Water Temperature Curve
mm In th is step, kaizen by countermeasures studied for "Fuguai" and defects in Step 5
10 are implemented, and results of implementation are evaluated within a certain time if
quality characteristics set by the design sector are satisfied.
Warp
Standard Line
Amount
5.7 Step 7: Set 3M conditions
5
In this step, conditions and standards that preclude 3M defects obtained in Step 3
(Survey and analyze 3M conditions) are reexamined.
IS-C
5.8 Step 8: Improve checking method intensification
2 3 4 5 6 7 8 9
(Liters/min.) All the 3M conditions set in Step 7 must be picked and inspected in this step.
Generally, the number of selected check items that preclude defects is large and all
Fig. Vlll-9 Example of experiment of Warp Amount, Water Amount and these check items cannot be checked in maintenance management. These check
Water Temperature Curve items must be intensified and fixed by the procedure shown in Fig. Vlll-10.

(1) Intensification of static precision check items

Explode a dendritic diagram including quality defect phenomena at the apex down to
basic cause systems. Standardization must be achieved using the primary level side
as the cond ition control point as much as possible and adding equipment structures
and measuring methods that can be used easily at present.
Fixed factors KAIZEN/ Variable factors
Countermeasures

..[J.. (2) Intensification of check items by dynamic precision

Divide into Static precision, dynamic precision and machining conditions
Control by vibration measurement, which enables easy checking and greatly
intensifies check items, is effective for intensifying check items for defects in
I I
I Static precision I I Dynamic precision J I Machining conditions 7 appearance such as poor finishing surface. (See Table Vlll-8, Fig. Vlll-11)
5 0
_~_i:e_~s...:..~in_:i_'- n ;!~:;,~:~racy, n
,..,.,m
-p-rov-ea
L..

- nd.,..,.in~te-nsi~fy
accuracy, etc.
9
Intensify check items
9
Quantify and use
to control points that by substitute constants to make
are easy to check characteristics fixed factors

..[J.. ..[J.. ..[J..

Static condition Set condition by Items that
setting vibration value cannot be
absolutely fixed

~':. -:. .-:. .-_-:_-_-_-_-_-_-_-_-_- ,-,===============-~

u
Intensification

Fig.Vlll-10 Intensification of Check Items

Vlll-24
Vlll-23
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Plan of Cylinder Grinding Lathe Metal Adjustment and Relationship

between Roundness and Vibration Value
Vibration Measurement Point High limit of vibration value
Vibration
was set to 2mm/s. Roundness
Value

I
5.0 µm
:-----..

•
Why does vibration vary greatly 0
::,
from one machine to another? 'o' ~ .
-< 12.1
-;;; 0 !I .
v 00 mm/s
Machines with large vibration ::E §_ I

~
. .
have a large clearance between <8 _,1/
the metal and spindle shaft. "
i:i:i

I 2.7 µm

~
0
Adjust the metal. The vibration ::,

value has decreased and 'o' "'I

-< 0
N I , 1.8 mm/s

:5
Vibration value and roundness
were measured for the same
Correlation between Vibration
Speed and Roundness
roundness has increased.
I §_ \
___,, ,.
~

=I machine.
The metal of machines with ! .

Roun:m:f✓•
I\.) large vibration were adjusted so
• Clearance between metal and spindle shaft
CJ) that vibration value would
ness • become below 2mm/s. I After Adjustment 11 Before Adiustement j
Vibration amount and roundness 4
are correlated and had a (l) - •
c01Telation coefficient of0.87.
2 • : Fre-
Regression line was obtained. • Measure vibration value once quency
every two weeks and perform
O 2 4 6 trend management.

Vibration value must be less

Vibration Speed (mm/s)
• Adjust the metal when the
vibration value approaches
1
than 2mm/s to make roundness 2mm/s.
to be within 3 µm of standard
value from regression line. 2 3
Roundness (µm)

Comparison of Roundness Frequency

Distribution After Metal Adjustment

Fig. Vlll-11 Example of Check Item Intensification by Vibration Measurement

'--
~

§ii
Jilln Jilln
5.9 Step 9: Decide check standard value
A B D E F
Equipment/ Member Grinding Workpiece Table Auxiliary Guide Auxiliary Guide
Spindle
What is important in this step to easily check all check items is to summarize the Wheel
Spindle

relationship between quality characteristics and precision standard values of

equipment members in a Hinshitsu-Hozen matrix. This quality check matrix is very Measurement Item Vibration V ibration
s~ Parallelism Wear Amount Wear Amount

important in having all members understand when, where, who, what and how
checks and management must be conducted and why it is necessary. Needless to
Standard Value Less than Y mm/s Less than Y mm/s
s< Less than A mm Less than B mm Less than C mm

say, reliability enhancement, simplification and reduced manpower KAIZEN of

checking are necessary in this stage.
Measurement Interval

Deviation from
Once/mo Once/mo
s Once/mo During setup During setup

~
circular form
0 0 ~~
(See Table Vlll-9, 10)
I
()

~
Deviation from
cylindrical form
s~ 0 0 0
~
;,
a Scratches
0 0

Table Vlll-9 Example of Quality Check Matrix

Extruder Die FD
Equipment I
Member
RT
><
temperature Barrel Screw Temperature Clearance Cope Drag Clearance Cooling

Check Item Temperature Wear Wear T emperature

-~ 2 Wall
Thickness
Wall
Thickness
VACO Hole
Diameter
Walt
Thickness
Water

Water Temperature

H
Amount Amount Difference Difference Difference Amount

Diameter Diameter Less than

Standard Value 185.C Less than Less than 220.C 1.13mm±0.. 0 Less than Less than 1.0- Less than 15.C
±3.C 0.3mm 0.3mm ±3.C 3 1.0-0.2 0.2 1.55 ±0.03 ±2.C

n
Period Once/day 1/6M During setup Once/day During setup During During setup During Oncelcycie Once/cycle
setup setup

Surface
unevenness
0 0 0 0 0 0
Luster
0
<~
~~ 0 0
Fitting

Wrap
0 0 ><. 0 0 0

Table Vlll-10 Example of Quality Check Matrix

I
Vlll-27 Vlll-28
Jll1n Jil1n
Set conditions to eliminate
defective products Kobetsu-Kaizen 5.1 0 Step 10: Revise standard

This step requires checking whether or not conditions for each factor set to preclude
Replace
Set-up adjustment with defects are maintained in a preset period and by a preset method and to control
Divide check items into
improvement condition -setting fluctuation degrees trends. Personnel in the operating and maintenance divisions are
check items of
maintenance and
operation division trai ned for the necessity and method of checking to establish th is condition control
system . Guidance must then be provided to reflect it in standards and specifications
,---,~----------
~ D in accord ance with the procedure shown in Fig. Vlll-13. (See Fig. Vlll-14, 15)
• Items requiring special Set-up condition
Check items Check items of setting
technology
of operation maintenance
• Items requiring skills and
division division
time for over hall inspection

" ,,.. I~ "

tc~U-r-----E g
II'. 11 1m t.;I ff.S.$fs.i: J;:1 .s ,-A I
Bl :.t 1 l• ",.,:"
11'1. :ff A Bl · Drying and Take-up Equipmenl Standard
I l
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..,, "" ... .... . F.'" .
II
= ~ ~
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"' I~ = ,J:1IQ -. :r:r 119/.,. I1 C
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Time based Time based ="=
11

Fl
" NWN' (il;Dr,•r.,·".fc)-,.~f-
lilltf:
l sf•'
I~ J~:._ts"(
II r. T-71! µ 4±0.2kg/- I
iii (~~o-;_:!"'~'':"" lob>
inspection and inspection and Work Set-up Necessity N 'lQ/'1 ll! .,. 7li .sf•' 9-P i;il',l ;•~-
1000±50G
,%A
repair standard standard and method fl
_;;,..---;, ~~l'l
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;.: AL I 45 %)
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II
D D condition
control
G.

i:, ~lt--1-lt:;
llJIJ •• ••
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1-1.--./ln.,,1C.i::: I ~
-"
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II Time based Jishu-Hozen

system are
trained based
I ltnA , ~11,1n~ , T.11,fill
et
Ii "''
No 2 21: .... 1
?O
?o
±
±
~ 'C
'C )'-__ Bc.Ll£_l'.':::3..1..,2~°!.J'.'.'...1:.--..... -~
maintenance calendar on know why. II il f"o 3 3 lD'"I ?O =- 5 'C

II
calendar
=,r ·~ r-lo .(
tbS
4.
5
to•i

~o.•
J/0
/JS
125
±
±
'C
,:
,:

- (2 'C ____ .,,_,_,_ ,,_, _________ _____ ______

, ., ,

AUTO (L.: l --••,-•-•••-••••--•---"••h- ., .. ,-•-•-• •-•-• -H••-• H• - - • .. ,-..

Trend control "One shot" acceptable quality product

'-
Prior countermeasures for
predicting defects

_c_o_n_d-it-io_n_c_o_nt-ro_l_o_f
does not generate defects ~
D
_eq_u_ip_m_e_n_t_th_a_t_J ~ ~'-----z_e_ro_d_ef_e_ct
_ _ _ _ __ J
Fig . Vlll-13 Example of Work Specification

Fig. Vlll-12 Concept of Standardization

Vlll-29 Vlll-30
Jiffn Jiffn
Zero defects can be accompli shed by picking out components which inevitably cause
quality defects if the criterion deviates from check items and standard values of unit
Lor11lon ..I
Spmfirn,on
Chock
Mclhod
Tool. A,uon.I .I '
Method ,,.;,,e :,,_ equipment. These components are regarded as equipment components and a Q
com ponent list is prepared by maintaining these components on a priority basis. The
Q component list is put on the member of the equipment to perform trend
management correctly.

~::nc'.::' ©
jfEi Q~;,'::""''
,..._r,:_·.:,.,-+---c_1"'_r_"m~p---<
~• ••- Tna,pon P'"'""
l ri .:: o 2 ),1 / r'

I . ,._ Oncc/f.hif!

Fig. Vlll-16 Example of Q

Component Card
Fig. Vlll-14 Example of Jishu-Hozen Standard

Photo Vlll-1 Example of

Jishu-Hozen Calendar

Fig. Vlll-15 Example of Time-based Check

I
Vlll-31 Vlll-32
Jiffn Jiffn
5.11 Results of Activities

There have been many examples where process defects and rework have been Index Index
1.0
reduced to zero by thorough implementation of Hinshitsu-Hozen activities on model 1.0
:~·r::~:::;:::~:::r::;: ---1 : : : : :·

products of model lines (equipment) and by horizontal replication to other sectors.

These activities lead to reductions in inspections and claims. (See Fig. VII I-17) 0.8
I

I
4

I I
I

---!---1----1---~---1---~---+---~-I
I

I
I

l
I

I
I

I
0.8 :::):::r.:tl::r:Tll
____ ____ ,.r ____
1

'
1
1
I
I
I
------··---·--------'"-
I

I
I
!

I
I
I

I
I
I

I
I
I

I
I

0.6 ---+' ·••i----i- --~---+-··i··••:----~- .

:: iJTL'.~THI
Index ' ' ' ' ' ' 1

: : \:::i:::l:--t:::;:::r: )::::f:
I I I I I I I
Index I I I I I I I I

1.0 . . ··7···.-· · ·;·· · ·,· ··-;- ·· · .-·

1.0
: ' : : ; : ; :
-··:··-:- ·:···:··-:··-:···:··-f- 0.4

: __i___ ,____·___ :___ :_

__,___ T_-:[_

J+IIIIII •::i::}:I·••i•;:ffi
0.8
: : ; ; : ; ! : 0.2 0.2
0.6 ---+---~-- --:- --!-----~----:----:----~-
; : : ; : : : ;
··· .· ··.- ---, - -,--- ,- --,---,---,-
! : : : : : : :
0.4 ···: --- :--- : .. ' · -- :--- :--- >--: - 0 L-.L--~~~~ ~--:::::-:-: 0
85 86 87 88 89/First Half
: : : : : :
---: -- - ~----;--- ' --~----;--. -:- - --~ -
! 85 86 87 8 8 89/First Half
89/10 11 12 89/10 11 12
0.2 --: : ; ; : :- :---:-
·--1-··r·--;----;---;---~----t··•r-
o~~~~~~-.co-o- 0
'
· -
~~
' ' ' ' '
·~ ·~ ·~·~·~•___,_,.
'
(3) Total Product Inspection (4) Total Product Loss Amount
ss 86 87 88 89/First Half 85 86 87 88 89/First Half
89/10 11 12 Manhours
89/l O 11 12

(1) Model Product Defective Rate (2) Total Product Defective Rate Index
3.0 •• , •••,•••,
I I I
I
t
I
I
I
I

-- -- ·-- -f---1-••i••·t·--r---t-
I I I I I ! I

, I I I I

:Tt :]A':tft" t
u l···j·--t···t -:--1-·t--(t
Subcontracted
1

Products Not Included

I I I I

- -~- -.,----;----~- --;-

i ~
I I I

::T··r·-~~ ;··T--:----f---i-
---t----:---·t·--1- : --j----t·--t·
0 ' ~ I I

85 86 87 88 89/First Half
89/10 11 12

(5) Claim Cases

Fig. Vlll-17 Examples of Hinshitsu-Hozen Activity Results (Company TS)

Vlll-33 Vlll-34
Jiffn

Chapter IX Implementation of Office TPM Activities

r -- - - - - - - - Contents

1 Necessity for Office TPM

2 Roles in Office TPM

3 Approaches to TPM Activities in Office TPM

4 How to Advance "Kobetsu-Kaizen" Activities

Jjffn Jiffn
1 Necessity for Office TPM
2 Roles in Office TPM
Companies are required to adjust themselves to severe environmental changes such nts such as planning and development technical and administration do not
Depa rtme ' ,
as the trends of the market for a large variety of products and shortening of the produce a direct value like the p~oduction_ depart~ent. !here department ~ must
production lead time, and to advanced informatization. The urgent task for them is s information from a special stand in functional fields of the production
build a structu re that will ensure that the companies survive in competition in and proces t·t·
activities and other departments to reduce cost and to strengthen compe 11ve power.
outside of Japan and to develop them.
These are primary roles.
The companies much make their own management strategies to meet environmental Secondly. The productivity of one's own self must be increased and the cost must be
change trends clear. The most important task in company management is to quickly lowered to help accomplish the strategic evolution demanded _by manageme~t to
deliver new commodities emerging from commodity development to the market and survive the competition, adjusting to rapid changed in the social and economic
to differentiate with competitors in both quality and cost.
environment of today.
Nearly 80% of commodity quality and cost is build in curing the development, design Thirdly. Make a contribution to respond to customer confidence and to enhance the
and production states. Full cooperation and support by the development and design corporate image based on it.
departments and other staff departments are needed so that the production
department will not produce waste. The following two points must be fully taken into consideration as department
missions by the sector when implementing them in office TPM activities.
The production department is required to accomplish a planed constitute to produce
products for the sales department within delivery term , in quality and cost scheduled (1) What should be done to support TPM activities of the production
by the development and engineering departments. This will necessitate TPM And other departments?
activities thought the enterprises that involves not only the production department, (2) What task should be selected and how should they be solved to pursue the
but also the administrative and indirect sector. business efficiency of one's own department?

What should the adm inistrative and indirect sector that does not have production • Sales and marketing ... .. Service to customers and to the production
equipment so in TPM activities? Rather then merely enhancing production and department grasp product standard and specification
administrative work such as reducing waste and losses that are generated as a result informati on
of clerical work and developing clerical system manuals, an approach is needed that Receiving of orders th at can be manufactured easily,
contributes to making the production system efficient through the entire customer development and maintenance
organizational activities. Concrete results must be accomplished to contribute to
• Development and design ... Service and customers and to the
company management. (See table IX-1 )
production department design of products
that can be sold and can be provided with
QA andcan be manufactured easily. Zero
design errors ... Minimizing run-up time.

• Ad ministrative and indirect sector .. . Service to the production department

Production control to visible and flowing
production Visible and flowing office wo rk.
Office automation, paperless office work,
etc.

IX-1 IX-2
'---
~

§ii
Kick Off to Companywide TPM from Production TPM

Division Production Development Logistics Sales Administration

Lateral implementation of • Production equipment • Research and experiment • Storage equipment warehouse, • Buildings and equipment of • Land, buildings, structures
equipment efficiency • Ut ili ty equ ipment equipment tanks) sales offices • Reception rooms, conference
act ivities • Dies, colds, jigs, tools • Measuring instruments • Loading equipment • Show-rooms rooms
• Equi pment - Tangible fi xed • Cutting blade, meters • Analytical equipment • Trucks, tank lorries • Service stations • Office Automation equipment
assets Lan d, Buildings, • Inspection and lubrication • Design equipment • Ships • Service shops • Comm uni cation and
Structures, Machine, apparatus • Test manufacture equ ipment • Harbou r equipment • Service cards broadcasting equipment
Equipment, Veh icles, • Cleaning apparatus • Tools, apparatus, furnis hin gs • Tools, apparatus, furni shings • Office automation equipment • Welfare equipment
Convey ing machines, Ships, • Spare apparatus an d spare • Utensils and furnishings • Utensi ls and furnishings
Tools, Apparatus, Furni shings parts.
• Auxiliary materials,
consumable tool s

Lateral Implementation of • Efficient operation of equipment ("Kobetsu-Kaizen", "J ishu-Hozen", planned maintenance, training, initial flow control, etc.)

x TPM idea
• Building company cu lture that
• 5S Raw materials, auxiliary materials, goods in process, products, equipment, spare parts and materials, tools, apparatus, furnishings, oi l, waste, offices, corridors, build ings.
Documents (standard, specifications, drawings, catalogs, slips, ledgers) and office supplies
I yields profits
w (Pursuit of economical • Efficient production control • Easy-to-produce product • Efficient logistics control • Effic ient sales sector • Efficient administrative system
efficiency zero 6 major losses) system design system management system of administration sector
• Prevention philosophy = • Effective maintenance control • Making of easy-to-use • Effic ient logistics operation • Efficient sales activities • Efficient administrative work
Prevention (mp-pm-cm) system equipment (Personal compute processing (efficient daily visiting (Central filing, paper work
• Participation by all • Efficient maintenance work • Efficient development sector of receiving and shipping acti vities) fl ow, office automation,
(Dupli cated small circle (Automatic lubrication management system service, automated warehouse, • Zero order acknowledgement minimum month ly account
organizations, autonomous cleaning robots) • Efficient development work efficient load in g and unloading errors closing period)
maintenance by operators) • Automatic equipment (Minimum in formation work, zero shipment delays, (Zero correction in product
• "Genba-ge nbutsu" principle diagnosi s retrieval, 5S for laboratories etc.) name, standard, quality, lot,
• Automatization, unmanned (Central mon itoring of and analysis rooms, etc.) unit price, shipping style, etc.)
operation equipment status, precision
diagnosis, automat ic analysis,
diagnosi s expert system, etc.)

Table IX-1

en -i
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If paperwork procedures are considered as equipment, the road to applying "Jishu-
Table IX-2 Objectives of sectors set under basic concepts
Hozen", step-by-step implementation, "Kobetsu-Kaizen" and system design will open
up. Sector Objectives
Technology Development @) Shorter development lead time and
3.4 Draw up what the sector must be and start aiming at accomplishing it. fewer troubles
@) Design that slows lines to produce
Leaks and level differences in function links among the sectors will cause various with ease.
losses in the entire life-cycle of the production system and will greatly impact the Sales and purchasing @ Sales must spend more time with
efficiency of the production system. The individual sectors have their own functions to customers to gather information
be accomplished and levels to be attained. "Vision and mission" define them and to expand business.
@) Issues precise instructions to
clearly.
enable smooth production by
production department.
"Vision" Draws the approach to and image of basic work functions which a sector
@) Smaller inventory for more efficient
must accomplish, based on the "approach to company management." fund utilization.
General Administration @ Efficient clerical work for more
"mission" draws "the approach to work" to "approach and accomplish the vision" and
effective service
sets what should be done or is desired to be done to accomplish the original
objectives of work.
"Vision and mission" are the setting of the "what the sector must be" of each sector.
3.5 Implement on a 3-pillar basis.
TPM activities of the office TPM must be implemented by setting the "vision of
mission" of the sector and by coordinating among the various sectors. TPM activated Basically, office TPM activities must be implemented based on the following 3 pillars:
of a sector, and must be implemented as the activities line of the sector. The "what
(1) "Kobetsu-Kaizen" of work
the sector must be" of the sector functions needed for setting "vision of mission" must
involve studying basic functions of the sector from the following 2 aspects: The effectiveness of the work presently performed is thoroughly pursued from both
the function and system aspect, based on the "vision and mission" setting of the
(1) Present ideal condition (function-maintaining type) sector, to improve chronic losses. Work within a sector rarely functions independently
within one sector, and is deeply connected to other sectors in many cases. One
(2) Ideal status meeting future changes (function-revolution type)
recommendation is to select work which is likely to yield lard KAIZEN effects from
"mission" clarifies what should be done and to what extent to approach work performed in conjunction with other sectors and to implement "Kobetsu-Kaizen"
and accomplish the "what the sector must be" (vision). It is the mission of for loss elimination by forming a project team comprising staff and managers of
the top management of each sector. concerned departments.

It is important to start by defining "what the sector must be" for one's own (2) "Jishu-Hozen" activities of office work
sector.
The Key point for office TPM activities will be to build a "jishu-Hozen" system , which
An example of TPM activity objectives set under these basic concepts is is one characteristic of TPM. "Jishu-Hozen" of clerical work is indispensable to
shown below. (Table IX-2) smoothly and efficiently process work.

This task must be tackles in 2 aspects, namely, office function and office environment
aspects. The former aspect aims at improving office work quality, enhancing
effectiveness and building an economical office culture with work to be performed.
The latter aspect aims to creating an office environment that enhances and maintains
office efficiency by eliminating stresses caused by the office equipment and
environment and by removing psychological and physiological stresses and humans. I
IX-5 IX-6
Jiffn Jiffn
(3) Education and Training

The drift of the times is radica lly changing by informatization Fostering of personnel Step Activity Description Aim
excellent in information processing ability will be very important problem for Step 3 • Problem Kaizen • Study work • Review and study work
companies. Companies will not be able to exist or grow if the approach is to learn measures dispersion and sharing, responsibilities
centrali sation and authority.
work by copying and supplementing it by experience. A training system must be
• Review and • Improve efficiency in
established by job and position, standards for acquiring necessary knowledge and
improve office work (office work)
skill must be set, training curricula just be created and training must be provided. The layout practice.
value of human resources must be expanded. • Enhanced KAIZEN
power.
Step 4 • Standardization • Review and revise • Train people to be
Step Activity Description of Activity Aim work specificati ons proficient in work (office
Step 1 • Initial • General cleaning of • Articles--- • Review filing wo rk) th rough
clean-up documents (desks, • Remove all unnecessary • Translation of work standardization and
shelves, lockers, cabinets, articles. (office wo rk) into office automation (OA)
offices. etc) • Build bright and clean work rules and manuals. • Through implementation
• Clean dirt, dust and stains. places of visual control
• Restore "fuguai" and • Make slips and documents • Fix KAIZEN activities
defects (play, distortion, defined and clear. Step 5 • Promote • Promote KAIZEN • Fix KAIZEN activities.
dents, etc.) • Eliminate personal and autonomous activities by
• How articles should exist duplicated files. manage activities of autonomous
and be put, orderliness and • Reduce storage volumes work. management.
tidiness of documents and • Men----
slips. • Know the importance of Table IX-3
• Create and save file check cleaning. "Jishu-Hozen" by Administrative sector (2/2)
list, classification table, • Train the eyes and awareness
rules, standards, etc. for orderliness and tidiness
• Build awareness to observe
rules.
Step 2 • Fault • Prepare fault-find ing work • Define work of sections and
finding table individuals and identify
work • Analyze work functions problems.
• Prepare work function • Train people who can make a
development table - . functional view. Identification
fault-finding wo rk. of work problems.
• Ana lyze information and • Grasp flow of information and
work flow business of sections and
• Create flowchart individuals and identification
of problems.

Table IX-3 (1/2)

"Jishu-Hozen" By Administrative sector
I

I
IX-7 IX-8
JIIJn JIIJn
Example of "Kobetsu-Kaizen" Theme of Company NK
4 How to Advance "Kobetsu-Kaizen" Activities
There are 2 approach methods for "Kobetsu-Kaizen". One method is an approach to
analyze various losses from analysis of the present statu s of the office and to
- Theme
1.Kaizen •
Objective
Reduce logistics
BM I Goal
Logistics cost to sale •
Activities
Short
Project Members
• Sales,
eliminate them . The other methods draws an idea office and office work processing Product cost and inventory 2.6% 1 2.3% production lead purchasing ,
Logistics for effective Product Inventory time administration,
and tires to accomplish them in a work design approach. With losses in the analytical plant
approach, generally, important companywide and department problems are selected
utilization of fund . 6 days 3 days • More direct
shipment
and KAIZEN are made as KAIZEN activities for office work quality losses, work
losses by organizing a project team . 2. Parts • Reduce number of 24,357 pcs 17,043 • Parts • Technical
standard parts and lower pcs standardization purchasing ,
cost by mass and promotion administration,
The activities must be implemented by identifying lo'sses at present as in "Kobetsu- production effects of incorporation quality control ,
Kaizen" in accomplishing production efficiency, and by effectively utilizing • Link to design of of our research
east-to- standards in the laboratory
technologies and techniq ues to pursue the limits. manufacture design stage.
products .
An example of a these which has accomplished results in "Kobetsu-Kaizen" is shown
on the next page. 3. Short • Grasp business of 9 days 4 days • Efficient • Accounting,
monthly each month accounting administration,
book- quickly and sector purchasing
closing accomplish results • Efficient slip
schedule by taking quick issuing
actions for next
month.
• Efficient
accounting work
throughout
company.

4. mprove • Efficient Work in Inventory • Increased • Sales ,

productio production process 6 3 days information purchasing,
n contro l meeting short lead days transmit-ssion administration,
system time and small-lot speed plant
production . • Improved parts
purchasing
method
5. Pursuit of • Quickly catch Sales/1H 2 • Systematization • Sales, research
ultimate customer 1. of inquiry and technical
sales information and Profit/1 h 2 expansions .
activities accomplish sales 1. • System for
expansions and improved .
profile increases possibilities
by thorough efforts from inquiries to
order booking
and for order
booking
promotion
• Systematization
of services after
delivery

IX-9 IX- 10
JiRn
Example of "Kobetsu-Kaizen" Theme at company SN

-
Theme Objective Implementation Item Project members Principle Results

Product Mechanism to • Shorter plan • Production Production lead time Chapter X Building a System for Managing Safety,
control provide service preparation section • Inventory
KAIZEN by minimizing cycles • System section production items Health and the Environment
inventory • MRP System (Priority
Introduction management
Matching FTS items) 14 to 40
production in • Al Introduction to • Production Sec., days-7 to 13
lines process Systems Sec. days
organization • · Corporate (From day
technical staff. production plan
• Development of • Production Sec., is prepared to
production plan Business Sec. warehousing)
preparation • System Sec. , • Order booking
system Division transaction.
• Introduction of • Production Sec. 20 to 25 days-
CAD • System Sec . 10 to 15 days
(From final
design to
warehouse)
Contents

KAIZEN of Mechanisms to • Parts and • Production Sec . Raw material

1 The Importance of Building a System for Managing
purchasing purchase materials • System Sec procurement lead
needed good in purchasing time (Longest)
Safety, Health and the Environment
needed quantity system by MRP • Inventory
at needed time production items
2 The Safety Programme - No Company ~an Survive
• Personal • Production Sec. , 25 days-3 days
Completer System Sec. ( principal raw
and Prosper without Health and Safety in the
networking with • Subcontractors materials O days) Workplace
subcontractors and vendors
and vendors • Oder booking
transaction
• Introduction of TA • Production Sec. , 10 days-3 days 3 Developing Worker-Friendly Workplaces
system System Sec.
• Subcontractor
Initiatives Demanded by Today's Recycle-Oriented
and vendors, 4
corporate Society
departments

Logistics Mechanisms to • Efficient flow of • Business Sec. , Cargo loading and 5 Some Management Indicators
KAIZEN enhance cargo cargo loading and System Sec. unloading
loading and unloading by • Subcontractors, productivity
unloading wharf system vendors • Inventory 6 Reference
productivity and • Introduction of production 1.6
provide service shelf number time
to customer. management • Order booking
• Bar code shipping transactions 1. 7
system times

IX-11
Jiffn Jiffn
1 The lmporta_nce of Building a System for Managing Safety, Health Table X.1
and the Environment
How Safety Relates to the other TPM Pillars (except Focused Improvement)
P~ople work to p~r~ue happines~, and they must never be allowed to suffer the greatest
(1) Autonomous Maintenance
mrs!ortune of their lr_ves ""'.~1le ?orng so. People live by their work, and workplace
Step l of Autonomous Maintenance is Initial Cleaning. Together with the other problems normally
a_
ccrde~ts affect ther~ families Just as much as those involved. From the humanitarian addressed in Autonomous Maintenance, safety problems, (unsafe situations, unsafe behaviours, and
vrewpornt alone, accidents are simply unacceptable. other hazards, together with people's safety concerns) should be identified during this step. These
problems should then be tackled by restoring and improving during Step 2, and taking action to make
Mor~over, a_ company can only really flourish if it has created a cheerful, hospitable, lively the situation sustainable in Step 3. We must act effectively during these steps to clear up any nagging
wor~rng envrronm~nt without accidents and health problems, and developing such an worries that operators may have about possible behaviour-related accidents, fires, explosions, or other
environment requires a well-run health and safety programme. undesirable incidents. The activities are set at progressively higher levels from Step 4 onwards, aiming
at creating worker-friendly, accident-free workplaces, but this cannot be achieved through Autonomous
But_ as well as the workplace environment, we must also consider the global environment Maintenance alone; it must be done in conjunction with the other TPM pillars.
an issue of paramount imp~rtanc~ that we cannot shirk, because the very survival of the '
human race depends upon rt. Environmental protection is therefore another topic that (2) Planned Maintenance (also applies to Focused Improvements targeted at reducing equipment
must be incorporated into every company's TPM programme. failures)
The goal of Planned Maintenance is to eliminate sporadic breakdowns. This improves safety, because
Z~ro accidents ~ust be achieved by eliminating all possible hazards and concerns that equipment problems often lead to accidents, which are frequently due to operators' inexperience in
mrg~t compromise safety. At the same time, we must uproot all sources of health and dealing with abnormal situations or performing non-routine tasks . Striving for zero breakdowns, minor
env,ro~mental problems i~ order to create pleasant, worker-friendly workplaces while stops and other equipment-related problems reduces the probability of accidents, but maintenance itself
prot_ectrng the natural environment. This is the basic approach to safety, health and necessitates much non-routine work, so tireless efforts must be made to identify unsafe situations or
environmental management in TPM. unsafe behaviours and nip every potential accident in the bud.

:~e d~velopme~t of a TPM programme is founded on eight major activities, called

pillars , each being progressed stepwise to higher and higher levels. Table X.1 describes
(3) Early Management
The goal of this pillar is to create user-friendly, hazard-free equipment that can be operated confidently.
how safety rela~es to each of these eight pillars, while Figure X.1 shows how a Safety, Fail-safe mechanisms and error-proofing systems should be incorporated into machinery and plant from
Health and Environment programme combines with a Training and Development the early design stages, and ways found to simplify operating and maintenance tasks to avoid the need
programme to form the bedrock of effective management. for strenuous physical effort. The purpose of Early Management is to work towards achieving robust,
trouble-free equipment and comfortable work environments, from the development phase onward.
Zero-Loss Management
(4) Quality Maintenance (also applies to Focused Improvements targeted at reducing quality defects)
Quality Maintenance aims at sustaining zero-defect conditions (conditions that guarantee defect-free
product) in each and every production process. Failure to manage these conditions can lead not only to
quality defects but also to accidents or other mishaps. Rigorously setting and sustaining processing
conditions is particularly important when dealing with hazardous materials. If a quality defect occurs,
Zero productivity losses and quality losses non-routine work will be required to sort out the problem, increasing the risk of an accident, which is
why Quality Maintenance is important not only for guaranteeing product quality but also for improving
safety.
Quality
Maintenance

Early (5) Training and Development

TPMin
Management
Adminand
In TPM's Training and Development pillar, skills (the ability to do the job) are divided into five levels,
Zero breakdowns and minor stops Support ranging from level O (no knowledge at all) to level 4 (capable of teaching others), and operators move up
through the levels as they are trained. Accidents can happen if operators do not know how to handle
tools correctly, for example, so this pillar helps to eliminate unsafe behaviour by improving their
Autonomous Focused Planned
Maintenance
oneratirn1: and maintenance skills.
Improvement Maintenance

(6) TPM in Administration and Support

Zero accidents and environmental incidents Safety is also important in administrative and support departments. Development departments, for
example, run pilot plants, test rigs and other apparatus in their laboratories to test new products and
Safety, Health and manufacturing processes, so they must manage safety effectively in order to prevent any accidents from
Training and Development
Environment occurring when using these. Support departments may be in charge of packaging and transporting final
products, so they must also identify and resolve any unsafe situations or behaviours occurring in their
workplaces by developing an Autonomous Maintenance programme step by step as described in (1)
Figure X.1
above.

X-1 X-2
Jiffn Jiffn
2 The Safety Programme - No Company Can Survive and Prosper the rollers clean with a cloth while they are runni ng. If this is done around once an hour, it
Without Health and Safety in the Workplace means that the operator will touch the rollers eight times a day, or 160 times a month, or
around 2,000 times a year. Hence, there is a distinct likelihood of the cloth getting caught
Manufacturing companies employ large numbers of people in production, and it is vitally between the rollers and the operator getting his or her hands nipped. If two or three
important to prevent any of them from becoming ill or getting injured . All companies must serious accidents have occurred at a site, then the Heinrich principle implies that many
operate a health and safety programme designed to avert illnesses, injuries and minor accidents and harmless incidents will also have occurred . Yet, at many sites like
accidents, and minim ise the effect on individuals and the business if something untoward this, fi rst-aid cases and near-misses are not considered to be a major safety concern , and
does happen. Companies must also identify the costs associated with accidents, and management has no clear idea of the hazardous situati on that actuall y exists on the shop
seek to prevent the business losses arising from them. Health and safety activities of this floor. To put it another way, if there have already been 300 near-misses in a workplace,
kind are indispensable for all firms, large or small. Managing health and safety in the then it should be no su rprise if a serious accident happens.
workplace means managing the basic measures requ ired in order to ensure that
employees can always work under safe and hygienic conditions. surprising ly often , our workplaces and working practices give plenty of cause for concern
when closely examined (Figure X.3 shows some typical safety issues for readers to
Companies' health and safety management has to confc;>rm to the standards laid down in consider and see if any apply to their own situation). This happens because we tend to
the laws of the countries where they operate; and, needless to say, such legislation is ig nore near misses and minor accidents. Yet, like more serious accidents, these can ari se
based on respect for humanity.
from the smallest of problems - workers slipping on a patch of wet floor, catching and
injuring themselves on a protruding object, bruising their knuckles when a spanner slips,
2.1 Health and safety and their relationship with productivity and economy
tri pping over through being in too much of a hurry, and so on. It is extremely rare for the
A company's greatest asset is its people, and respect for humanity should form the basis same incident to occur twice in the same place for the same reason, as conditions are
of all its activities. The notion that safety is all-important must be clearly stated as a always changing . What is more, the same type of accident may be produced by a
central part of the corporate philosophy, and it must be actively promoted both inside and different combination of causes each time, making it essential to eliminate every
outside the company. An effective safety management plan can be created based on the conceivable hazard from the shop floor.
following key safety policies:
Unsafe workplaces generally have poorly defined rules and procedures, if they have any
Safety is the bedrock of all business operations at all, and such standards as may exist are usually ignored . Perhaps your workplace has
Safety and higher productivity go together also lapsed into behaviour that is not truly safe. Does any of the following apply to you?
Safety improvements mean more efficient production • Praiseworthy goals, such as 'Safety First' and 'Zero Accidents', have been declared,
Safety improves communication but no specific practical action is being taken to achieve them.
Safety prevents equipment losses • Safety patrols do the rounds, but they do not really know what they are looking for,
and any remedial action suggested is left up to the shop floor and not followed up .
• Acti on is only taken after an accident has already happened .
Companies with a high level of health and safety management usually also have well- • Acti on is only aimed at visible problems, leaving the underlying causes of accidents
defined systems of working and are strictly managed and very productive, as well as untouched.
being extremely cost-effective.
The next section takes a closer look at why this type of situation may arise.
Any production operation is constantly changing, and some of the day-to-day changes
may sow the seeds of potential health problems or accidents. We ourselves are the on ly
ones in a position to spot such problems and deal with them in a timely fashion, and it is
our responsibility to do so. However, the only way we can ensure that everything involved
is properly controlled is to construct an effective health and safety management system.

2.2 Workplace incidents, and problems to be solved in creating a safe workplace

• Workplace problems and the Heinrich principle

The Heinrich principle is a familiar theory relating to accidents. As shown in Figure X.2, it
states that for every serious (lost-time) accident that occurs in a workplace, approximately
29 minor injuries such as pinches, cuts or bruises occur, along with around 300 harmless
incidents or 'near-misses'. For example, imagine a rolling mill, where an operator wipes

X-3 X-4
Jiffn
2.3 Why do people fail to observe rules properly?

As Figure X.4 illustrates, if we want rules to be followed, we must:

I An unsafe, insecure work environment

Equipment cannot be used safely and securely . . . . , .

Jiffn
• Machinery breaks down unexpectedly, makmg 1t 1IDposs1ble to meet the day s product10n targets.
1. Create a working environment that allows the rules to be observed • Changeovers are complex, and are done differently by different people. Adjustments are time-consuming.
2. Ensure that the people who have to observe the rules understand why they • Frequent rework means that constant quality checks are needed. . . .
have to observe them, .and let them work out their own ways of doing so. The equipment keeps stopping, and operators have to keep an eye on 1t all the time and repeatedly restart 1t.

Tasks cannot be carried out with ease and confidence . . .

However, as many case studies attest, knowing this is not in itself enough to build a safe • Many tasks are difficult or complicated, and operators sometimes make mJStakes even when concentratmg.
and secure workplace - it is also necessary to know the right way to proceed . • The workload is not properly balanced, and some people feel that they are working harder than others.
• People feel as though they spend their whole day walking around.
People sometimes get the impression that what they are doing is just a waste of time.

The Heinrich Principle The work environment is not worker-friendly .

• There is oil all over the place, overalls get very dirty, and there are danger spots where people may slip and fall.
, Tools, jigs and other implements are not properly sorted out and arranged, so operators have to stop work and
spend time looking for the right ones.
, Cleaning up after work is time-consuming.
Serious LTA (lost-time accident) } , Near misses occur from time to time in the normal course of work.
accident , The workplace is too hot in summer and too cold in winter; many tasks require great physical effort, and it is
Visible
very noisy.

I 29
Minor accidents
~--=::::--~-~-
~NLTAs (non-lost-time accidents

Figure X.3
300 \
_ Harmless incidents _ Actual near-misses }
/ Hypothetical near-misses Invisible
Concerns

Why Aren't Rules Observed?

Many unsafe situations (hazards) and unsafe
behaviours
Situations not covered by the rules occur
I Rules cannot
be observed The rules are inappropriate
Figure X.2
Cannot carry out the work in !in There is too little time to comply with all the rules
with the rules
Physical load X Load time
Work is non-routine Mental load

Operators do not understand why they should follow

the rules
~ Rwes,
observed
Observing the rules is too much trouble, involves
difficult tasks, means working in dark, dirty areas ,
etc.

Skill levels are too low

Issues for operators themselves t
resolve
I I
Issues for management to resolv Insufficient training I I Inadequate env ironment I

Figure X.4

X-5 X-6
Jil1n Jil1n
2.4 The two basic approaches to safety These two approaches (reactive and proactive) must be implemented alongside
each other to ensure workplace safety and eliminate accidents.
A safety programme should be based on two main approaches. One of these tries to
prevent any incident that has already occurred from recurring, and could therefore be
The reactive approach
called the 'reactive approach', while the other tries to identify potential causes of incidents
(addresses the results)
before they actually happen, and could therefore be called the 'proactive approach'. The
two approaches must be applied in tandem in order to create safe workplaces.
29
( 1) The reactive approach
The proactive approach
This approach starts by analysing something that has already happened. For 300 ( addresses the causes)
example, if there has been an accident, then the conditions under which it occurred
are carefully investigated, and the causes are analysed from various angles, to
ensure that the same incident does not happen again. Action is also taken to The Heinrich Principle
eliminate similar hazards, to ensure that the same type of accident does not occur Figure X.5
elsewhere. Take, for example, a case where someone has got their hand trapped in
some rotating machinery, and it has been deduced that the accident occurred
because the guard rails were too far apart. Appropriate measures are first taken at 2.5 Involving Everyone in Creating Safe Workplaces - Roles at Different Levels
the site of the accident, but the guard rail spacing is also reviewed at other locations
in that workplace. If any rails are found to be inappropriately spaced, they are also The proactive approach is designed to detect problems at the 'suspect' stage, and is used
adjusted to prevent the possibility of a similar accident taking place elsewhere. to identify potential causes while they are still minor issues. With drive units, for example,
Another element of the reactive approach consists of taking steps to eliminate near- this means identifying looseness, abnormal noises, overheating, vibration, and anything
misses in all other workplaces, not just in the one where they actually happened. else that could lead to a failure, while any problems with fastenings, such as bolts that
This is still considered reactive, because it addresses problems that have already have worked loose or fallen off, must also be picked up early on . To do this, the
been detected (that is, known danger points). In Heinrich-principle terms, it is a top- workplace must be cleaned periodically to keep it in a condition that allows small
down approach. Because it eliminates causes directly, it prevents the same kinds of
anomalies like these to be spotted straight away, while equipment must be regularly
accidents from happening twice in the same kinds of situations.
lubricated, and fastenings re-tightened. This means that shop-floor operators are the key
The reactive approach also encompasses systematic action. A safety policy should players in the proactive approach. By formulating their own standards, eliminating
be established and then converted into annual and monthly safety action plans, with contamination sources, and devising ways to make checks easier to perform, the
the results of implementing these plans monitored by monthly consultative operators themselves gradually develop an environment in which problems are
committees and safety patrols. Such a chain of activities is very important in immediately obvious - and, through this process, they acquire the ability to identify small
ensuring safety at work.
abnormalities before they have a chance to become serious ones. Such problems cannot
(2) The proactive approach easily be detected by managers during occasional shop-floor tours - they can only be
found consistently by the people who operate the equipment on a daily basis. Moreover,
This approach tries to eliminate potential causes while they are still relatively corrective action taken at an early stage hardly ever requires advanced skills, and, more
insignificant, before they cause an actual incident. In Heinrich-principle terms, this is often than not, can be done by the same person who discovered the problem .
a bottom-up approach. It is like having a team tasked with fixing potential causes
before they become actual ones (potential causes are like murder suspects, whi le The reactive approach, in contrast, necessitates various kinds of investigation and
actual causes are murderers themselves; if all potential murderers were rounded up analysis; and carefully assessing the results of the proactive approach is an important
before they had a chance to do any harm, then no murders would ever take place). part of it. This process should therefore be led by management, who should analyse any
These potential causes are the sources of accidents or near-misses and must
accidents that have occurred and periodically patrol the workplace to evaluate the safety
therefore be found and eliminated one by one. Standards must then.be devised to
prevent them from re-emerging, and the workplace properly managed to ensure that situation.
the standards are followed (see Figure X.5).
2.6 Creating a companywide safety management structure (see Figure X.6)

A companywide safety management structure should have the following functions :

• Establishing statutory systems: appointing health and safety committee, health and
safety officials, etc.

X-7 X-8
Jiffn • Deciding on and approving safety-related issues : safety decisions should not be left
Jiffn
up to individuals - they must be made on an official company basis and The Safety Chain
Safety policies and plans
communicated to everyone. Resources (finance, technology, personnel)
• Evaluating safety: safety conditions in the workplace must be assessed by managers Training and development
and shop-floor operators working together. One way of doing this is to carry out Diagnostic results
regular safety patrols. The plant's safety results should be presented in a monthly
safety report, so that the safety situation can be continually reviewed. Eradicate potential
problems
Health and Safety Committee Obey work rules and
2.7 Safety activities integrating management with the shop floor Departmental Safety Review operating rules
Groups Do Why-Why Analyses
Safety Patrols of safety issues
As explained above, developing safe workplaces needs joint action by managers and Analyse near misses
Receive training
operators, but this type of co-ordination is often lacking, for various reasons. To begin
with, both sides tend to have their own individual strengths and weaknesses, and the
company may also have problems embedded in its culture and philosophy that hamper a
Near-Miss and Why-Why Analysis sheets ...
co-operative approach. Employees tend to see such problems as impossible, or at best, Management activities Countermeasures for abnormalities Shop-floor act1v1t1es
extremely time-consuming, to resolve. However, the company must get each side to (Address results) Accident reports (Address causes)
understand and accept the other's shortcomings, so that it can go about finding the best Safety activity reports
way to promote its safety programme. The first point to consider is the thinking underlying
Fig. X.6
the assignment of safety responsibilities to managers and operators. Figure X. 7 gives an
overview of the key safety activities and which group they should be assigned to. The
reactive approach tends to be implemented by managers, while the proactive approach is
the province of shop-floor workers. Both approaches contain some common key
Overview of Safety Programme
elements, such as workplace surveys, training and development, and, of course, mutual
- (Typical Activities) I Address Potential Causes I - (Typical Activities)
understanding. All the necessary safety initiatives cannot be completed overnight;
building a safe workplace takes time, and each branch of activity is related to others, so it
-
-
-
Spot and eliminate problems
Do 3 Ss (sort, store, shine)
Undertake j ob training
·~ - Explain legal requirements, give one-
point lessons
- Do Maintenance Prevention
cannot just be developed in isolation . Finally, if we take things to their logical conclusion, - Observe safety standards, and - Incorporate safety points
introduce own improvements - Use industrial engineering techniques
we can see that the potential for accidents exists whenever there is work to be done, and and video analysis
if there were no work, there would be no safety problems. Another key perspective is thus - Create worker-friendly workplaces - Create and implement training plan
to look at every task to see what makes it necessary, and try to improve safety by - Eliminate risks - Eliminate equipment weaknesses
- Create workplaces conducive to making - Prepare standards
eliminating it. work improvements - Research and implement work
- Learn skills needed for making safety improvement methods
Shop-floor I ~ improvements I Management
I activities
I
I activities I - - Prevent recurrence of accidents - Review safety situation and identify
- Carry out workplace assessment weak spots
- Create action plan and monitor its - Carry out workplace assessment
implementation • Create action plan and monitor its
implementation

- (Typical Activities) - (Typical Activities)

- Implement Safety Awareness Training - Analyse past accidents
and near-miss recording - Analyse near-miss statistics
- Analyse causes of accidents - Develop annual action plan
- Work towards eliminating all - H old Health and Safety Committee
~
breakdowns and quality defects meetings
- Cany out workplace patrols I Manage Safety I - Carry out workplace patrols

Figure X.7

X-9 X-10
Jilln Jilln
Table X.2 A Step-by-Step Programme for Eradicating Behaviour-Related Accidents
2.8 Overview of step-by-step programme for achieving zero behavioural
accidents Step Action
(!) Review basic safety policy .
Remarks
Include accident modes specific to your

1) Basic step-by-step development Analyse

(2) Review safety standards
(3) Identify accident modes . own company.
Analyse correlations between tasks and
Uncompromisingly eradicate hazards
The four principal sources of danger in the workplace (apart from men and
Prepare I Current
Situation
(4) Examine and stratify
accident statistics
(5) Create safety matrices
. accident modes.
Identify hazardous operations by
examining what actually happens in the
(6) Identify worst tasks workplace (use videos).
women themselves) are Materials, Machinery, Methods and Environment, often
referred to collectively by the abbreviation 3M1E (or 'the 3Ms and 1E'). It is
(7) Analyse worst tasks
(!) Establish ideal safety
conditions for each task
. Determine ideal 3MIE conditions
(Materials, Machines, Methods and
important to eliminate hazards associated with all of these in order to abolish Perform (2) Create level assessment table Environment), based on statutory and
accidents at work (see Table X.2). Investigate and General for safety conditions company regulations, past experience,

In this step of the safety programme, we seek to make the 3 Ms and 1E

intrinsically safe and establish 3M1 E conditions that will not permit accidents to
analyse
2
Inspection of
hazards
(3) Identify hazards based on
analysis of current situation,
and organise on General
. and existing know-how.
Inspect actual 3MIE conditions, based
on drawings, standards, work

happen. Managers must then train workers comprehensively to ensure that "e:,
Sl
Inspection chart
(I) Create chart of hazards and
consider possible
. instructions, etc.
Employ techniques for identifying true
causes (Why-Why Analysis, P-M
they observe the established conditions, as well as monitoring the working
conditions to check that no dangers arise. Doing this can eliminate accidents ""
~

1:
"'
[;j
improvements
(2) Deal with any hazards that . Analysis, FMECA, FTA, etc.).
Use FMEA analysis to prioritise
due to inappropriate behaviour. ..c
:€
~
can be handled straight away
(3) Analyse hazards where
conditions required for
. proposed improvements.
Reassess improvement plan if ideal
conditions have not yet been achieved.
OD Create hazard creating intrinsic safety are
• Take possible accidents as a starting point .5 3
-; chart not yet known
Behavioural accidents happen when operators come into contact with one of Q" (4) Create improvement plan
(5) Use FMEA analysis to
the external danger sources (3M1 E) in the course of their work. Therefore, in assess proposed
order to eliminate this type of accident, all potential hazards concealed within Identify and improvements
rectify hazards (6) Evaluate level of ideal
the work must be identified and excised. In this step, we look at the tasks conditions achieved by
performed on the shop floor, carefully studying the materials, machinery,
methods and working environment (3M 1E) associated with those tasks, in order
improvement olan
(!) Verify improvement plans
technically and economically
. Make active use of error-proofing to
ensure that measures against mis-
Eliminate
to identify any danger sources. 4
hazards
(2) Implement improvements
(3) Reassess improvement . operation are locked into place.
Reassess work-related hazard levels by

• Work to create ideal safety conditions Establish zero-

results
(I) Confirm 3MIE conditions
for achieving zero accidents
. actual observations on the shoo floor.
Set observable standards.
It is important to keep on trying to achieve the ideal working situation. This 5 accident
(2) Create one-point lesson
conditions
means not being content simply to correct problems with the existing scenario,
but constantly trying to close the gap between the status quo and the ideal. To
sheets for teaching safety
(I) Establish standard inspection
values and create safety
. Create safety inspection matrices by
incorporating safety checkpoints into
do this, we must identify the desirable 3M1 E conditions for each task and
compare them with the actual situation, in order to assess their current levels,
(2)
inspection matrices
Highlight components for . existing equipment checksheets.
Implement improvements designed to

set targets, and institute appropriate improvements. Create

inspection
safety inspection
(3) Implement training
(4) Roll out improvements to
. make safety checks easier to perform.
Managers must do Steps I to 5
themselves, and reach a high enough

"u
""'ii
Standardise 6 standards, and
conduct
training
other relevant areas
. level to be able to teach others.
Mangers must train team members fully
and thoroughly, explaining why the
safety checks are necessary, so that work
.5 can be carried out under safe conditions.
Step 1: Analyse current situation ::E"' This requires a good understanding of the
Remove hazards Step 2: Perform General Inspection for hazards 0
~ equipment, how it is constructed, how it
Step 3: Create hazard chart
Step 4: Eliminate hazards
"'
Cll
(!) Incorporate findings into . works, and the mechanisms involved.
Carry out preliminary safety assessments

Step 5: Establish zero-accident conditions

Sustain and
Perform safety (2)
preliminary safety
assessment standards
Review and revise safety
. on new equipment.
Raise standard of safety activities in an
upward spiral.
improve safety 7
reviews standards
levels

{
(3) Implement top-management
Step 6: Create inspection standards and
Maintain safety safety reviews and
conduct training assessments
Step 7: Perform safety reviews

X-11 X-12
JIil., JIil.,
then do not specu late about what might be involved. Possible analytical
2.9 Using safety tags and maps perspectives include: accident scenario, equ ipment/ part where accident
occurred , relevant time band, age of operator, number of years' experience,
( 1) Safety tags job category, part-time / full-time, etc.

If an on-site safety inspection reveals a hazard, but nothing is done about it, the 3) Record the locations of past accidents and near misses on a map of the
workplace (see Figure X.10).
inspection will have served no purpose. Also, if the hazard is not clearly indicated,
a person doing a safety check at a later date will not know whether he or she is The latter part of this chapter provides reference information on various topics,
discovering it for the first time, or if it has already been noted. A. factory obviously such as protective equipment and how it should be used, safety devices and
needs a way of letting everyone know exactly where and when the safety hazards how they should be checked and repaired, strategies for dealing with various
were identified. It also needs to ensure that anyone can see at a glance which accident modes and problematic areas, safety management systems and
ones remain to be dealt with. emergency response systems, and safety awareness programmes.

A system of safety tags is very useful for achieving this. The tags used are about Tagging/Detagging Procedure

the size of a baggage label, are often coloured yellow, and carry a warning such as Decide where to foc us I Select equipment, area, accident type, etc.
'UNSAFE'. When a hazard is found, the information listed below is written on a tag, Prepare one-point lessons I Verify what 'unsafe' actually means.
which is then attached to the location of the hazard. Observers should go ahead Make maps and boards Decide how to sort out and display information on
hazards.
and tag anything they consider unsafe - the question of how it can be made safe is Affix tags Affix safety tags to all points considered unsafe.
addressed later (see Figure X.8). Sort out tags IArrange the tags on a map and/or board.
Get everyone to check the tags and decide what
Typical information entered on tag: Hold tag review meeting immed iate action should be taken .
If operators can deal with a problem themselves, they
G) Location @ Date found Q) Found by © Description of hazard should do so.

Create a list of tags that still need to be dealt with,

Decide how to deal with
decide how to do so, and ask relevant departments to
(2) Maps and boards outstand ing tags
deal w ith any problems that cannot be handled by
operators themselves.

In reality, it is often impractical to attach tags directly to machines, tools, locations Deal with outstanding tags
Dea l with remaining hazards and remove relevant Figure X.8
tags .
or tasks. In such cases, attaching the tags to a map of the area can make the
situation very visible and easy to understand. A board can also be used to arrange
Falling down Falling down from a tree, building scaffold, platform, ladder, stairway, slope, etc.
the tags in order. Falling over Falling over on a more or less horizontal surface (by tripping, slipping, etc.)
Bumping into a stationary or moving object, (except w hen falling down or falling over), bumping against or jumping down against
Colliding
a suspended load, part of a machine, etc.
(3) Tag lists Being struck (I) Being bit by a falling or fl ying object.
Being struck (2) Being hit or buried as a result of the collapse of accumulated materials (including ash, for example), scaffolding or other structures.
Once tags have been assigned, and the hazards have been organised on a map Being struck (3) Being hit by an object other than one that is falling, flying or collapsing.
and/or board, the information can then be compiled in the form of a list. The tagged Trapping/ Catching Having something crushed, twisted, etc., by being trapped between two objects or caught up in an object.
Cut/abrasion Being cut or scraped by an object.
points are then rectified one by one, following the list. It is important to do this at Spiking Having a foot injured by treading on a nail, shard of metal, etc.
Drowning
each step, until it becomes a matter of routine.
Contact with hot or cold object Touching a very hot or cold object.
Being exposed to a harmful environment, e.g. irradiation, harmful light rays, poisonous material, oxygen-deficient atmosphere,
• Examining past accidents and analysing data Harmful exposure
hi gh/low pressure, etc.
Investigating and analysing past accidents can highlight the particular Electric shock Rece iving an electric shock by touching a live conductor or being subjected to an electrical discharge.
Explosion consisting of a rapid expansion accompanied by an explosive soun~ as a result of the sudden generation or release of
Explosion
characteristics of the accidents that tend to occur at a company, allowing any pressure.
Rupture Rupturing of a tank or other such device as a result of excessive physical pressure.
ingrained features compromising safety to be recognised. The procedure Fire
described below should be followed. Traffic accident (road) Traffic accident in a situati on where road traffic laws apply.

Traffic accident (other) Traffic accident involving a ship, airplane, freight train, passenger train, etc.
1) Categorise accident scenarios and define their titles and contents (see Figure
X.9). Reaction against movement, or Figure X.9
strained movement
Other, unclassifiable incidents
2) Define the perspectives from which accidents will be analysed, and sort the
data into the relevant categories:
Analyse past accidents, but only those that fit into a precise perspective and
cause category. If the analysis process throws up any items that are unclear,

X-13 X-14
Jilln Jilln
machinery that are 'people-friendly' by doing 'humanware management'; that is,
management aimed at satisfying these basic conditions.

D 3.2 Evaluating and improving the working environment

DD 'O' Aspects of the workplace that are unsatisfactory in health or environmental _terms should
be identified and corrected by making all possible improvements. The working
Trapping/ Catching
Falls (all types)
6
'f D environment should be progressively enhanced so that it becomes more and mor~ .
Bruises / Cuts D
Bums e >K >K conducive to the job in hand, and anything harmful to workers' health, such as noise, high
Electric shock >K temperatures, dust, and so on must be drastically reduced through imp:o~e_ments. The
impact of the company's operations on its surroundings must also be d1m1rnshed.
Location

!\I
Mode

Tranninll
t:.~ N umber of accidents (rate) To establish standards for the working environment and create pleasant and hospitable
workplaces, it is necessary to:
2 Catchinll"
3 CD Maintain a pleasant working environment
® Change the work so that workers' movements and operations are rhythmical
@ Provide equipment and facilities to remove stress and fatigue
Fig. X .10
starting by doing whatever can be done in these three areas, standards should be set
Incidence
LJULJ with regard to noise, heat, physical exertion, dust, lighting, etc. , and ongoing
improvements should be made. Places where hazardous substances are used must also
be clearly indicated, together with their control categories.

3 Developing Worker-Friendly Workplaces

TPM is intended to create strong corporate environments that demonstrate high levels of
production efficiency by exposing losses such as waste, unevenness and strain arising
anywhere within the operation, and finding ways to make improvements. It starts by
targeting the equipment on the production floor and is then extended to cover all areas of
the company, including administrative and support functions.

Modern industry now produces a vast variety of very advanced, high-added value
products, a trend that will probably continue. This will require more and more
sophisticated equipment and technology, necessitating ever higher levels of knowledge
and skill, but it will also oblige companies to ensure that their equipment and work areas
really are 'worker-friendly'. This is essential for avoiding problems arising from human
error at the interfaces between operators and equipment/ production systems, as well as
preventing the kinds of psychological stress that make workers lose confidence in their
abilities or become alienated from their work.

3.1 The need for 'humanware management'

American psychologist Abraham Maslow says that human beings have a five-tier
hierarchy of needs: physiological needs, safety needs (including needs relating to our
basic work environment), social needs {the need for affection and a sense of belonging),
the need for self-esteem and recognition, and the need for self-actualisation {which
relates to human relationships and commun ication) (see Figure X.11 ). The conditions
required in order to satisfy these needs are the same as the basic conditions required in
order for people to function efficiently. Companies should try to create factories and

X-15 X-16
Jil1n
4 Initiatives Demanded by Today's Recycle-Oriented Society
A 'recycle-oriented society' has been defined as 'A society in which natural resource
f activities have simply moved beyond the sphere of local pollution to a stage where
they now threaten the entire global environment.
Jil1n
consumption is controlled, and environmental strain minimised, by preventing industrial The greatest problem facing us today is that our living environment is undergoing
products from turning into waste, furthering the appropriate recycling of recyclable massive change , and yet we can no longer establish a simple relationship between
products and materials, and ensuring the appropriate disposal of non-recyclable 'offender' and 'victim' in the same way as when dealing with past problems of
resources'. pollution. Put simply, each one of us is both offender and victim. Th is is the
defining feature of the environmental question : it has to be addressed from a truly
The basic approach required to achieve this is described as follows: 'A recycle-oriented
global standpoint that reaches all the way from individuals through organisations to
society is to be achieved by encouraging self-directed, positive action towards this end in
society as a whole. This is a perspective that we have never had to adopt before
line with economic and technological possibilities, with the aim of achieving a society
(see Figure X.13).
capable of sustainable development, while promoting the growth of a sound economy that
minimally impacts the environment.'
Reflections on the consumer society - from local
Based on this concept, in TPM we do not stop at simply striving to reduce the amount of pollution problems to global environmental issues
waste our factories generate, but go further and attempt to prevent all kinds of
environmental pollution, of which waste is but one. Mass Production Little sense of crisis Destruction of ozone layer
Mass Consumption Po llution Problems
(Seven typical types of pollution)
regarding global
Deforestation
Mass Disposal environment
Increase in CO 2
Illusion that anti-
4.1 Global environmental issues and pollution pollution measures
Increase in waste products

are adequate
Effects of chemicals
(1) Reflections on the consumer society j Effects of radioactive substances I
A nti-poll ution measures
The 20th century was one of material civilisation. Human beings sought a purpose
Stronger legal protection
of some kind in their lives by trying to satisfy their needs through the acquisition of
material goods. In this way, we created an overwhelming trend towards a 'mass-
producing, mass-consuming, mass-disposal' society premised on the assumption
that we have an inexhaustible supply of resources, that contamination can be
controlled by nature and its inherent capacity to clear up our pollution, and that we
can basically throw things away to our hearts' content. GLOBAL ENVIRONMENTAL ISSUES

In Japan , pollution problems started to emerge from the 1950s and continued Environmental problems in
developing countries
through the ?Os. These problems arose as a result of the lack of effective legal
protection for citizens' health and living rights, coupled with the business world 's
overriding obsession with production and profit. What is more, whenever a case of Figure X. 13 Reflections on the Consumer Society - from Local Pollution Problems to
Global Environmental Issues
pollution has occurred somewhere, at home or abroad, there has been an
undeniable sense of complacency, with those who are not directly involved
seeming quite happy to stand by and watch others suffer the consequences. Many (2) The special characteristics of the environmental question
problems of this kind have now been addressed by the introduction of much tighter
legislation, and the anti-pollution measures that have been adopted by industry. As discussed above, the issue of the environment differs from that of pollution in
several key aspects. The principal differences are:
This history highlights a unique characteristic of pollution as an issue, namely, that • The effects are not readily visible, so it is difficult to appreciate the problem as
there is an offender (or polluter) who generates the pollution , and victims who real and tangible.
suffer some sort of physical harm, infringement of their basic living rights, and so • No 'offender-victim' relationship exists.
on, as a consequence of this pollution . The existence of this bipartite relationship • Our responsibility is owed more towards future generations than to the present
one.
has meant that the various measures pursued have always been based on legal
• The environmental question affects the right to survival of other species, apart
standpoints and policies. This may well have given us the idea that we have from humans .
overcome the problem of pollution, but the fact is that the effects of commercial • Contamination and destruction of the natural environment is a problem that
transcends national borders.

X-19 X-20
Jiffn Jiffn
• Everyone, from individuals through to organisations of all kinds, is expected to prompt and accurate information about accidents or emergencies to t~ose_
display the highest morals and standards.
potentially affected, as well as explaining, clearly and frankly, t~e b~s1c phllosophy
The most important of these factors, in terms of its impact on our awareness and underpinning the company's business operations, the current situation as It stands,
behaviour, is the fact that under normal conditions, it is very difficult to gain a real and the future prognosis. The demand for such information is now becoming
sense of how serious the effects on the environment are. We used to tell ourselves stronger than ever.
that these problems were not urgent and could be dealt with later, and there was a
A firm' s attitude to the disclosure of information is likely to become an extremely
certain degree of tacit connivance behind this procrastination. From here on,
important factor when its future prospects are evaluated in the marketplace. Today,
however, this type of thinking will simply not be acceptable. The price for
corporations are coming under ever closer scrutiny with regard to their moral
everything we have achieved in the 20th century has been the destruction of the
stance, and the environmental issue has become one of the key items by which
environment, and it is an issue that we have a duty to resolve for the sake of future
generations. companies are judged. In the future, we can expect this 'environmental rating' to
have a huge impact on corporate affairs, from stock prices, finance, and
recruitment, through to the incentives a company is offered to site its plants in
4.2 The Responsibility of Industrial Producers
particular locations.
Any country that wants to work towards becoming a 'recycle-oriented society' does of
(3) Obeying the law and implementing self-regulation
course require the full and active involvement of producers. As producers, we should
remind ourselves that we have a clear and unavoidable responsibility in helping to In many cases, statutory regulations are determined in light of the possibility of
prevent environmental contamination. Business leaders must therefore bear the following effective response - that is, by the prevailing technical standards. It follows that the
issues clearly in mind when looking to develop their operations in the future. standards stipulated in law are not necessarily the most desirable ones for the
people affected. This means that, from a logical viewpoint, obeying the law is the
(1) Preventing pollution
minimum obligation, and properly speaking, the producer should aim for a higher
level than this. Self-regulation and self-imposed standards will become increasingly
The key to protecting the environment lies in prevention. This requ ires producers to
engage in 'anti-polluting' activities such as: im portant - in other words, companies will be expected to take positive action to
• Designing products that do not end up as waste achieve standards above and beyond those required by law - in areas such as
• Reusing waste products as resources waste water quality, exhaust gas concentration, soot and dust density, noise,
• Recycling waste materials for repeated use vibration, soil contamination, and so on . These obligations are what 'risk
• Reducing the generation of environmental contaminants management' really means for organisations. Indeed, analysis has revealed that
• Reducing the use of harmful chemicals and handling them appropriately many of the recent corporate scandals have been caused in large part by
• Reducing the consumption of resources and energy companies' failures to take their responsibilities in these areas seriously enough .
Ways must be found to work these initiatives into the core 'business process' of
making products, so that they become routine business activities, and they must
be managed from the standpoint of prevention . Management systems must also be
set up to ensure that the necessary steps are indeed taken to protect the
environment. This means that companies are faced with three key requirements : to
set up systems to prevent problems from arising; to manage these systems so that
problems do not arise; and to ensure the feedback of relevant information in the
event of a problem so that the systems can be revised if necessary. By
implementing this approach painstakingly and perseveringly, the goal of preventing
pollution can be achieved and sustained.

(2) Disclosing information

In some cases, isolated incidents have undesirable effects on the environment. In

others, it may emerge that a company is having a cumulative effect over time on
the people living in the surrounding area, as a result not of isolated incidents but of
normal everyday operations. In all such cases, it is vital for the company to provide

X-21 X-22
Jil1n Ji11n
Table X.3 Tackling Environmental Issues within TPM
4.3 Strategies for Achieving a Recycle-Oriented Society
TPM Pillar How Environmental Issues Are Addressed within a TPM Programme
One key phrase frequently heard in the context of environmental discussions, particularly • Improvements to eliminate losses
in relation to manufacturing, is 'zero emissions'. Literally, of course, this means just what (e.g. equipment failure / setup and adjustment/ minor stops / speed
losses / defects / startup and shutdown / energy use / materials and
it says - zero release of industrial waste products - but the phrase is usually employed in Focused
resources)
a far broader sense to indicate an economy, society, community, business activities, etc., Improvement
• Reduction/ replacement of harmful substances
that do not produce any waste. The idea of zero emissions is in fact not limited to the • Measures for dealing with waste products
absence of waste, but rather describes a holistic attitude that gives priority to coexisting in • Compliance with legal requirements, plus self-imposed standards
harmony with the natural world, treating material objects with care, building products that • Tagging and detagging of environmental contamination sources
Autonomous • Correct setup and operation
last, and recycling products when they are no longer usable. Indeed, 'zero emissions' is a Maintenance • Routine inspection of equipment and processes
key phrase for building a new type of civilisation, based on the recognition that the world's • Improvements and suggestions
resources are finite. • Elimination of equipment failures
• Application of maintenance techniques (periodic maintenance / .
One practical development from this is the recent increase in companies aiming to create corrective maintenance / predictive maintenance), plus technologies
'rubbish-free factories'. By eliminating waste products from the factory, these initiatives relating to repair and recycling / anti-wear / anti-erosion I anti-
Planned corrosion / noise prevention / lubrication / thermal insulation / leak
represent a first step towards achieving 'zero emissions' at the company or worksite level. Maintenance prevention / surface treatment / anti-vibration, etc.
• Compliance with statutory requirements
A large number of companies have been able to achieve 'zero-emission factories' as a • Management of utility-related facilities (waste water treatment/
result of introducing and developing TPM. However, this type of proactive approach is still boilers / outdoor or underground tanks I incinerators / hazardous
relatively rare in manufacturing circles, and in many cases, individual companies do not substances / equipment producing or utilising high-pressure gas, etc.)
have sufficient drive or momentum to achieve zero emissions on their own . For the • Study and application of life-cycle assessment
• Study and application of environmentally-friendly products
generator of waste products, the greatest barrier to recycling them into usable resources
Early Management • Development of environmentalJy-friendly processes
is the high cost of processing the waste. Another major problem is lack of information • Reduction of trial manufacture and test runs
about companies ready to accept and treat waste, and about new environment-related • Elimination of fabrication losses in moulds and jigs
technology and equipment. Quality Maintenance • Zero quality defects (establishment of'perfect-product' conditions)
• Awareness training in environmental matters
Training and • Guaranteed capabilities for specific tasks
4.4 Creating a Recycle-Oriented Society through TPM Development • Emergency response training
• Information and training for external contractors
As mentioned above, creating a recycle-oriented society requires a whole range of
• Compliance with statutory requirements
different initiatives, starting with the '3 Rs' of prevention (reduce, reuse, recycle). At the • Establishment of documentation system and management of
same time, companies must work to restrict their use of harmful chemicals and ensure documents
they are handled correctly, reduce their consumption of energy and resources, develop • Tagging and detagging of environmental contamination sources
their emergency response capabilities, give workers environmental training, and ensure TPMin • Appropriate processing of waste products and reduction of discharges
that the relevant legislation is obeyed. Administration and • Improvements and suggestions
Support • Tasks carried out according to established procedure
• Promotion of 'green' purchasing
• Improved interfaces for internal and external communication of
information
• Agreements with external contractors
• Establishment of environmental management system (in cooperation
Safety, Health and
with TPM Office)
Environment
• Environmental improvements on site

X-23 X-24
JiRn Jirm I
Any organisation that has set up and implemented an environment~! man~gement system
The eight pillars of TPM are designed to match the business processes involved in or intends to do so, must therefore position this as a central part of its basic work
manufacturing products, and therefore provide an efficient and effective programme activities. Just as with TPM activities, ways must be found to incorporate everything
suited to the functions of those processes. If environmentally-oriented activities are also stipulated in the environmental management system into everyone's everyday duties,
to form 'part of the job', it would seem logical to adopt a system in which these activities making it just another part of their job.
are incorporated into the existing eight pillars, and developed within the TPM framework.
Table X.3 shows one example of how environmental activities might be deployed in this
way.

TPM encompasses a range of different initiatives, aimed variously at preventing

equipment breakdowns and minor stops, stabilising quality, achieving right-first-time
setup, starting up quickly and stably, operating processes at their design speeds (or
faster), eliminating idling, achieving right-first-time commissioning of new equipment,
compressing design and development times, raising the_yields obtained from tools,
moulds and jigs, preventing air and steam leaks, and so forth. Each of these activities
also serves to improve environmental performance.

What is more, many of the equipment maintenance techniques introduced in order to do

things such as implementing routine checks and periodic inspections; extending machine
and component life; managing lubrication; isolating heat, vibration and noise; and
repairing and renewing equipment, also link directly to protection of the environment. The
same applies of course to any action taken to reduce the consumption of energy and
resources and the generation of waste products.

However, the environmental question throws up a great number of new issues, and ways
must be found of introducing these into the TPM programme and developing them within
it. These new topics include, for example, the creation of an environmental management
system; the training and development required in order to carry out environment-related
tasks; the development of emergency response capabilities; preventive measures; the
appropriate management of harmful chemicals; and measures to ensure legal compliance
and evaluate related performance.

4.5 The importance of building an environmental management system

Setting up an environmental management system has become an essential requirement

for businesses and other organisations. This means promoting systematic and consistent
programmes of activities to ensure that the organisation's operations do not have a
harmful effect on the environment.

A company's environmental management system will be more effective if it is designed in

accordance with the ISO 14001 specifications . Basing the system on ISO ensures third-
party recognition, and allows the company to publicise the fact that its environmental
management system complies with known international standards.

The aim here is not the ISO label for its own sake, but rather the company's commitment
to operate in a way that respects the environment, systematically, throughout the
organisation, starting with the top management and involving all of the employees. The
company pledges to outsiders that it has constructed its system in line with ISO14001.

X-26
X-25
Jiffn Jiffn I
5 Some Management Indicators 6 Reference
All activities must produce a result of some kind, and the SHE (safety, health and Reference 1
environment) field is no exception. Indicators for evaluating safety, health and
environment should be published and used to drive the POCA cycle towards the desired Establishing a safety management organisation and safety committees
goals. Table X.4 gives an overview of some result-based SHE indicators, as well as some
cause-related indicators that translate into improvements in the result indicators, and
It is essential to build a system that delivers practical results throughout the company,
examples of the formulae used to calculate these. These measures form a good starting wh ilst ensuring that relevant information is commun icated properly and that those
point for identifying your own company's shortcomings in this field.
responsible for health and safety in each department pay constant attention to their
health and safety duties. This can be achieved by setting up a safety management 1 1

Table X.4
org anisation divided up into various committees. The entire workforce must work
Health and Safety Formu a Notes together towards eliminating accidents and work-related illnesses (see Table X.5).
Results-based indicators
Accident frequency (No. of fatal and non-fatal injuries Accident rate (per 1,000,000 working hours) Table X.5
/ total working hours) x 1,000,000
Accident severity (No. of working days lost/ total Lost-day rate (per 1,000 working hours)
working hours) x 1,000
Site Health and Safety Department Health Section Health and
Item for Consideration
No. of lost-time accidents Actual figure Committee and Safetv Committee Safety Committee
No. of non-lost-time accidents Actual figure Policy and annual / monthly Create department
Create site plans Create section plans
Accident-free days/ working hours Actual figure clans clans
Number/rate of people diagnosed with medical Health and safety action plans
Sitewide programme Department programme Section programme
croblems Actual figure and crogress monitoring
Health and safety regulations Site regulations Decartrnent regulations Section regulations
Cause-based indicators Governmental and other
No. of actual near-misses Notify and follow up Notify and follow up Notify and follow up
directives
(serious/ minor) Actual figure Accident statistics (including Consider reports and
No. of hypothetical near-misses Consider reports and Consider reports and
near-misses) analyses at department
(no. of concerns) Actual figure analyses at site level analyses at section level
Other information on accidents level
Rate/number of troubleshooting jobs 'Troubleshooting' includes minor interventions Items relating to prevention of
Actual figure ('touches') " " "
traffic accidents
Work hazard rating Actual figure
Safety patrol results and
Number of points raised by safety audit Actual figure
follow-up (including internal " " "
Number of MP points incorporated in new designs
monitoring)
Actual figure
Important discussion points in
Check and report Check and report Check and report
head section leader meetings
Instructions regarding Investigate in relevant Investigate in relevant
Check and report
contractors working on site department section
Environment and Pollution Recognition of zero-accident
Check and report Check and report Check and report
areas
Concerns raised by front-line Investigate at Investigate at section
Standard of working environment Noise, lighting, dust, strenuous work, etc. Investigate at site level
Measure at same point each time erncloyees department level level
Reduction in industrial waste Actual figure Check and notify at Check and notify at
Doctor's report Check
Reduction in chemical waste Actual figure CO2, NOx, SOx, COD, etc. department level section level
No. of external complaints and escapes Actual figure Site accident crevention Reoort and investigate Reoort and investigate Recort and investigate

X-27 X-28
JiRn JiRn
Reference 2
Items to be checked at the preparation stage Table X.6 (*indicates items specified in JIS standards or construction standards, or government-approved items)
Body Type of work for which
Name of protective equ ipment Precautionary notes
Part equipment is required
(The checksheet below shows the general items that should be checked, but in practice For protection
All engineering work
The helmet must not show any signs
against flying of loss of strength, such as cracks or
it is advisable to create a list of specific items for your own particular workplace). (excluding electrical work, or

..
T
or falling other damage to the outer shell,
work in high locations)
objects damage or deterioration of the inner
Have all the laws and regulations that the company must comply with been identified? -0 lining, weakness in the stitching,
~
Helmet Working at heights over 2 m

.
..
Have all the company's internal rules and procedures been listed?
Have safety shortcomings in the company been highlighted by analvsing past accidents?
~
For protection
against falls
Stacking and unstacking
Working on truck beds
etc. The chinstrap and buckle must
also be in good condition.

Have maps been created, enabling accidents to be stratified in terms of mode, location, task, etc.? For protection Electrical engineering work When working at heights, use a
against electric Work in vicinity oflive high- helmet that also protects against

.. Have health and safety check.lists been drawn up?

Have a safety organisation and committees been established?
shock voltage lines
Very dusty work
falls.

~
Have all the tasks that must be done by a qualified operator been listed? Anti-dust (chipping, grinding, air blowing,
etc.)
Investigating and analysing, reviewing hazards, and making improvements Protective
Work producing bright
goggles

~
reflections Must be suited to degree of
Anti-glare
(chipping, grinding, air blowing, brightness
Provision and use of protective equipment etc.)

1) Protective equipment

Certain tasks and processes require the use of protective equipment.

Operators' health and safety must be ensured by providing them with the right
";.,
µJ
Protective mask

w Handling harmful substances,

grinding, etc ..

PPE (personal protective equipment) and getting them to use it. The right type
of equipment must be selected by taking account all of the possible hazards
that might occur during a task, and it must be used and looked after properly.
Anti-glare mask
(;) Arc welding, gas cutting, etc.
Must be suited to degree of
brightness

Work involving noise levels of85

Below are some typical items of protective equipment, with cautionary notes dB or above Must be suited to noise levels
regarding their use. Earplugs ~ (using a pneumatic hammer, air Must be clean
blower, etc.)
~

~
Protective gear must allow the operator wearing it to carry out his or her work Ear muffs
Work involving noise levels of
l 00 dB or above
easily, without impairing efficiency. It should provide adequate protection (hammering inside tanks, etc.)
against the identified hazards, and be made from suitable materials. The Work involving dust and fumes
Prohibited in areas where there is a
equipment should also be well designed and finished, and be stored in a clean

ii
Dust mask (grinding, welding, gas cutting,
lack of oxygen
etc.)
and tidy place when not in use, so that it is in good condition and ready for
0
"
0. Prohibited in areas where there is a
operators whenever they need it. Strict discipline is vital in the daily E . Work involving harmful gases lack of oxygen
Gas mask
management of protective equipment, if items such as uniforms, helmets, ~;., .;;" (painting, glueing, etc.) Take careful note of breakthrough
characteristics of gas masks
safety shoes, eye protectors, safety harnesses, gloves, dust masks, ear "'c
s Prevent disconnection of power
Work involving dust and fumes
protectors, and so on, are to fulfil their functions properly. There is absolutely e supply
-~

'
Piped air system Work involving harmful gases,
Check environment at air intake
no point in having protective gear if it does not serve its purpose when the ~ 0
"0. or lack of oxygen
location
danger actually arises. ;.,

<
0.
0.
a; Independent breathing
apparatus
I Work involving noise levels of
l 00 dB or above
(hammering inside tanks, etc.)
Take careful note of capacity (time
limit)

For protection from cuts

Prohibited when using rotary tools,
(cotton / Kevlar work Work that could cause cuts
etc.
gloves)
For protection from Handling acids, alkalis, solvents, Use synthetic rubber g loves for
chemicals (rubber gloves) <~ etc. solvents
1l For protection from electric Work in the vicinity of high Gloves must have passed periodic
a ,.
{j
0 shock voltages inspection
:r: 6 Handling welding equipment,
For thermal protection

For protection from

vibration
.If) cutting torches, and other hot or
cold objects
Work involving significant
vibrations/ impacts (pneumatic
drills, sanding machines, etc.)

X-29 X-30
Jil1n
Body Type of work for which
Jil1n
Part
Name of protective equipment
equipment is required Precautionary notes 2) Correct use
Wrist protectors

jJ Operators should begin by trying on the protective equipment specified for a

-0

"~ ~" Work that could cause cuts, Prohibited when there is a risk of
particular task. It may feel hot, heavy or painful, or restrict their movement, and
."§ ~ burns, skin irritations, etc hand/arm getting caught up in

m
~
Arm protectors equipment make the job hard to carry out. However, not wearing it can be suicidal. The
"" ' first requirement is to ensure safety, but it is a good idea to improve protective
Handling welding equipment, equipment in various ways as long as safety is not compromised. The most
cutting torches, and other high / urgent improvements are those aimed at making it easier for operators to
Ankle protectors (gaiters) low-temperature work and other
perform their tasks, as well as enhancing the workplace itself to do away with

-LE
hot or cold objects;
work that could cause cuts the need for protective equipment wherever possible. More difficult issues
~ Safety shoes
All engineering work should be developed further in subsequent steps.
(apart from work involving
-0
§ climbing)
..,.., e.g. for working in paint
u.. Anti-static shoes preparation shop or painting Operators must learn to check the following points in order to establish basic safety
booth
Work in the vicinity of high
conditions:
Insulating shoes
voltages CD Clothes
Safety boots
Climbing shoes
Handling acids or alkalis .. Am I wearing the designated work clothes?
Are all my buttons done up properly?
Work involving climbing
.. Are my collar and cuffs done up?

0
~
,9 Safety harness

D Working high up Use when working at a height of 2

m or above
..
Have I got anything in my pockets that is prohibited, or not needed for my work?
Are my clothes tom or split?
Are my clothes clean?
@ Safety helmet
.
. Is the inner adjusting band set to the right size?

..
Are the required certification and approval marks, etc. shown on the helmet?
Am I wearing the designated helmet, or other type of headgear?
Is the chinstrap done up tightly?
® Protective equipment
• Am I using the designated safety glasses or goggles for the tasks and work locations they are
s ecified for?

secure! and comfortabl ?

.. Am I wearing a designated safety harness for the tasks it is specified for?

When cleaning or doing other work at heights, has a curtain been suspended around the work to

.. protect the surrounding area, and have people in the vicinity been warned?
Do not throw tools or other obiects up or down to anvone .
Be careful not to drop any tools or other objects .
@ Other danger areas, etc.

... Are hazard warning signs and 'No Entrv' signs displayed in the correct places?
Operators should not, as a rule, enter designated danger areas .
Operators must not enter prohibited areas .

... Is the work floor area adequately illuminated?

Are passageways and work areas clearly marked by white lines, etc.?
Are there designated storage points for pallets and tools, and are these items stored properly

. according to the established standards?

Are any items left in the passageways or projecting into them?
@ Work requiring qualified operators
. Small-scale heavy machinery, forklifts, shop-floor cranes, etc. must only be operated by qualified
personnel.
.
. Electrical work must only be carried out by qualified personnel.
Any other personnel without the proper qualifications authorised by the company must not do

. this type of work.

Small power tools, etc. must be inspected before use, to check that they are working properly .

X-31 X-32
Ji11n Jil1n
...
(J) Carrying out work
The safety superv!sor must be clearly identified, and that person's instructions must be followed .
or incident from occurring even if the operator makes a mistake. Examples
The safety supervisor must wear the required armband. include an over-winding prevention device on a crane or hoist that stops the
Before_startin~ work, antic_ipate hazards, note all relevant warnings, ensure that the right load from being raised above a certain height, and an optically-triggered

..
protective equIPm_ent 1s bemg worn, and check people's mental and phvsical condition.
Do not smoke whilst working; only smoke in the designated smoking areas .
shutdown system or two-hand start-button control mechanism incorporated
Do not ~s~ fire or flames, e.g. welding, using cutting torches, etc., in areas where naked flames into a mechanical press.

..
are proh1b1ted.
When wor~g as a team, appoint a team leader and follow his or her instructions . ~ Fail-safe design
When wor~g as_a team, decide on the signals to be used for coordinating the work and monitor This type of design ensures that equipment always shuts down safely even
other people s actions as well as vour own. Are my clothes
OK? if something goes wrong . Two examples are an automatic fire extinguisher
(2) Checking and restoring safety devices built into a portable oil stove (which automatically puts out any fire, even if
the stove is tipped over by an earthquake, for instance), and a cord reel
1) Safety devices equipped with a residual current circuit breaker that automatically trips if an
excessive current flows.
The need for safety devices ari~es because, unfortunately, people can be
careless. Human error can easily lead to an accident, or inconvenience a
customer, and safety devices are used to ensure that no harm occurs even if
som~one do~s something wrong. Examples include safety covers, error-
..
Q) Shutt1na d own eau1oment
Are there clear rules on shutting down machinery in a way that guarantees safety?
Is there a clear safety procedure for starting up and shutting down equipment?
pro~f1ng devices, safety colour codes and markings, guard rails, fire-proofing .. Is there a clear safety procedure for turning the power supply on and off?
Is there a clear safety procedure for releasing residual pressure from pneumatic and hydraulic devices?
devices, and systems for preventing electric shocks, transport accidents and
so on. ' Checkina the o peration of safetv devices

..
Ci)
Does each machine have a power shutoff switch? Is it located near the work position and easy to operate?
Are established signalling methods in place, e.g. bells, etc., to indicate when machinery that forms part of a
A sa'.ety cover is a protective cover that prevents operators from getting combined operation is starting up?
clothing or body parts caught in the moving parts of a machine. Safety covers
can a!so be used to stop operators from coming into contact with projecting .. If a machine tends to scatter cuttings and other debris, does it have a suitable guard or cover to contain them?
Have any safety devices been intentionally removed? Have the operators forgotten to put any back after
~ach1ne parts or hazardous substances. All safety devices should be regularly
insp~cted, and any problems corrected so that the devices can fulfil their .. removing them?
Have the safety devices been subjected to periodic operating tests? Have the results been properly recorded?
functions and work correctly and reliably.
. Are the glass windows of optical sensors kept clean?

...
Are temperature sensors installed at the correct positions?
Example of fixed cover Example of movable cover Example of cover with Are the emergency stop buttons clearly visible and easily accessible?
safety interlock Are residual current circuit breakers correctly installed?
Are limit switches placed in the correct positions, and are the switch arms free to move?
Movable guard CTl Check1n safe! 1n nndin machines
• Ensure that a rigid cover is fitted to every machine with a grinding wheel of 50 mm dia. or above, and check
the followin oints:
• a) Is there a gap of at least 3 mm between the workpiece rest and the grinding wheel?
b Is there a a ofat least 10 mm between the cover and the indin wheel?

Drive belt cover Robot enclosure

Cover on boring Switch stops
machine machine when
guard is opened
2) Error-proofing and fail-sating bein used correct! ?

~rror-proofing and fail-sating mean designing equipment and work procedures

in such a way t~at safety can be guaranteed, even if an operator is careless ed clear! and accurately?
~nd makes a mistake. After all, as the saying implies, 'to err is human', and it is
in our nature to n:iake mistakes occasionally, no matter how hard we try not to.
We cannot rely_s1mply on the attentiveness of operators to ensure safety at
work - the key 1s to make our work processes and equipment intrinsically safe
so that they compensate for human lapses. '

CD Error-proof design
This type of design automatically guarantees safety and prevents anccident

X-33 X-34
Jif1n Jif1n
(3) Accident mode countermeasures 3) List of checkpoints (example)
CD Rotary d ev1ces
In this step, the accident scenarios identified so far are re-examined, so that .. Do all rotary parts have safety covers?
Example of rotary parts: couplings between electric motors and reducing gears; chains, belts, shafts, rollers,
corrections can be made and action taken to prevent the same accident modes from
etc.
re-occurring. This step is divided into separate sub-steps for each accident mode.
The best approach is to start with the most common accident modes. Each
company must decide on the order to proceed in, on the basis of its own particular
. Is the direction ofrotation clearly indicated?
Is there an emergency stop device? Is it installed in a position where it can be operated immediately in an
emergency?
circumstances. In each sub-step, the list of checkpoints can be used to review
safety and evaluate the situation before and after action was taken . ..
(V E:qu1pmen area
Are safety blocks used when changing over presses, forging machines, etc.?
Is the operating range clearlv marked for automatic equipment, such as robots?
1) Creating a plan
... Are conveyors fitted with safety rails?
If conveyors pass over passageways, are they fitted with guards to prevent objects from falling off?
Are take-up rollers, coils, etc. fitted with protective covers or cages?
Establish an order fo r the sub-steps, giving priority to accident modes that have
occurred most commonly or had the most serious consequences in the past. At
. Are the blades and teeth of band saws properly protected with covers, cages, etc.?
CTl Work rocedures
the same time, devise countermeasures for those points that have not been • Do o erators touch movin arts in order to c out cleanin , ins ection or ad·ustment?
dealt with properly in previous steps. Problems in the use of protective • Do o erators lace their le s or feet inside sections of the machine containin movin arts?
equipment must be rectified, and the workplace and job content must be • Gloves must not be worn where there is a danger of them getting caught up in a rotating blade or tool (e.g.
improved wherever possible in order to remove the _need fo r operators to wea r when o eratin borin machines, millin machines, etc.
protective gear. By implementing these activities in the same way for all the • When operating centrifuges and similar devices, do operators wait until the machine comes to a complete
halt before reachin in to remove the contents?
sub-steps, it is possible to elim inate these accident modes and the potential fo r • Are the blades on ventilators and coolin fans rotected b a ca e? Are the dama ed in an wa ?
accidents of this kind to occur.
4) Finding countermeas ures
Where radical countermeasures (i.e. hardware modifications) can be taken,
they should be implemented w ithout delay. If this type of action is not possible, Safety countermeasures can be designed from various perspectives :
then clear warning signs and other indicators should be used to ensure that all
employees are aware of the potential hazard. <D The machinery is halted if someone accidentall y (or deliberately) enters a
danger zone .
• Zero trapp ing or catch ing • The mach ine stops if a barrier is opened
• The device is fitted with a safety interlock
1) Definition : A body part getting crushed , twisted, etc. by being trapped between
objects ~ People are kept away from the danger source by barriers, etc.
• Barriers should be designed not to impede inspecti on , clean ing, lubrication,
2) In broad terms, there are two types of trapping incident: etc., and transparent panels should be fitted to aid inspection .
<D Caused by own actions, e.g . operator traps hand when trying to wipe dirt off • The barrier rails should be set at a suitab le distance apart.
a moving roller.
~ Caused by other factors, e.g. getting trapped unexpected ly by an automatic ® Warn ing signs are affixed, or warning devices installed, to alert personnel to
robot, or accidentally trapping someone else standing behind the equipment dangerous situations
without the operator knowing.
Some examples of warning signs are shown below. If the process of
In either of these cases, a trapping accident occurs because a person comes introducing appropriate safety measures is going to take time, then you r
into contact with a danger source. So, the first thing to do is to find all the immediate priorities should be to clea rly indicate all hazard zones, and install
places where trapping may possibly occur in the workplace. Typical examples protective barriers, so that operators do not come into contact with danger
include: sources.
(DOperating ranges of pneumatic and hydraulic machinery
@Exposed parts of rotary equipment
@Operating ranges of robots

The identified points are then marked on a map. Also, if a piece of equipment
has a guard, but it is not really adequate, then that point must go down on the
map as well. A list of checkpoints is indicated below.

X-35 X-36
Jill., Jill.,
• Zero falls (falling over, falling from a height) workers know where the danger points are and understand the correct working
procedures to follow.
1) Definitions: Falling from a height: An operator falls off a machine, ladder, step,
etc.
Tripping: An operator trips over on a virtually level surface

2) The following list of checkpoints relating to falls from a height can be used to
check the safety situation in your workplace:
<D Passaqewavs, stairs
. Are there safe passagewavs?
/
i ~-
,tJ ;
.JI

.. Are these passagewavs fitted with rails?

.. Do the rails comolv with the standards?

Are the floors of the passageways corroded or deformed in any way? • Zero cuts and bruises
Are there steps and stairways that allow high and low areas to be reached safely?
.. Are the stairway steps designed suitablv?
1) Definition: Colliding with a stationary or moving object

.. Are the stairwavs fitted ProPerlv with handrails?

Do people hold the handrails when thev 1rn up or down stairwavs or along elevated walkwavs?
2) Checkpoints (example)

. Are ooenin1ts fitted with 1tuards?

.
<D Passaaewavs
Is there any point where someone might bump their head?
. Are manholes, pits, etc. indicated bv suitable hazard markings?
Are anv fittings loose or damaged? .. Are there any projecting parts that people could strike themselves against?

..
aJ Ladders, stepladders, etc. -,except for enqineerinq work) Are there any doors that could hit someone if opened suddenly?
Are ladders free from corrosion and darna1>ee?
Are ladders firmlv fixed, so that thev do not slip or move in any way?
. Are there any sharp objects?

.. Do anv operators carrv loads UP or down steps, ladders, etc., so they cannot hold onto the handrails?
aJ Storaae of Pallets, etc.
. Have limits been set for the number of pallets that can be stacked on each other?
.. Ladders must not be erected on uneven or soft floors .
. Are these limits being observed?
Never stand on the too steo of a steoladder.
Are the anti-solav restraints on stenladders workin1t orooerlv and undamaged? . Are the pallets being kept to their designated storage positions?
. Ladders and stepladders must onlv be used by one person at a time .
CTl Inspection work at heic:ihts /except for enqineerinq work) Zero burns
. Has it been made obligatory to wear a safety harness whenever working at a height of over 1.8 m above 1) Definition: A burn caused by touching a hot or very cold object
floor level?
. Are rails or ropes provided for cliooin1t the safety harnesses onto?
2) Temperature and burns
..
© WorkPlace
Is the floor even and free of changes in level?
Are there anv slipperv areas or areas where workers have slipped in the past?
There are basically three ways that a person can make contact with a hot
object:
. Are there anv areas that are not sufficiently illuminated? G)Touching a fixed hot object such as a hot part of a machine etc.
@Touching a hot object while handling it, e.g. during welding, working with a
3) When trying to stop operators falling over in the horizontal plane, it is important cutting torch, etc.
to learn from any near misses that the employees may have had, as well as @Coming into contact with the hot contents of a pipe or other vessel if it bursts
checkina the points listed below: when stripping it down to inspect it, etc.
. Is the floor smooth, even and free of chan1tes in level?
. Are there anv areas where oil or water has collected? 3) Fixed high-temperature parts of machinery are usually covered with thermal
. Do the operators have dirt on their shoes? insulating material, but the workplace must be checked to see if it contains any
of t he fo II owma:
.
4) Mark danger points on map .
. Hot spots on motors and drive systems
Hot spots on hydraulic pipes
The dangerous areas identified in step 3) should be drawn on a map of the
workplace.
. Hot spots on reactors
If there is any possibility of an operator coming into contact with points like
these, then the following items must be checked:
5) Create improvement plan
.. Is a suitable safety barrier or safety cover fitted?
Is the safety barrier or safety cover designed so that a person will not come into contact with the heat source,
Determine an order of priority for the points that need to be improved, based
. even ifthev handle it in the wron1t wav?
on the seriousness of the injury that would result if the envisaged accident
. Is the heat source covered with thermal insulating material?
actually occurred, and the frequency with which operators visit the location.
. Is the insulating material broken, damaged or loose?
Improvements to rectify these dangers should then be carried out in a planned
and systematic way. If there are any problems that cannot be resolved straight . Are there suitable 'Caution! HOT!' warning signs?
away, then action must be taken to mark these clearly and boldly, so that

X-37 X-38
JiRn JiRn
If welding or cutting operations using naked flames are carried out in the
3) lnspectinq electrical equipment Carry out the followinq visual checks:
workplace, then it should be confirmed that there are proper work standards in
. Is all arc welding equipment properly fitted with an automatic shock-protection device?
place, and that these standards contain all the necessary precautionary
. Are any cables for power tools, etc. damaged in any way? Are the conductor wires exposed?
information. . Is equipment earthed? Are the earth wires connected correctly?
. Are any cables to power sockets damaged? Are the conductor wires exposed?
4) Examples of countermeasures
. II
• Thermal insulating material is usually placed over hot parts
in order to prevent their temperature from dropping,
-~-
. Are any electric motors or other electrical equipment exposed to water?
Are the lids fitted properly on the distributor boxes?
but any uncovered parts should be protected by guard rails. . Do the switchboards have openable lids, and are they usually kept closed?
. Are electric motors and other electrical devices provided with earth connections, and have any of the earth
wires come loose?
Also, if there is a possibility that an electric motor, etc., may get hot, then a
thermosensitive label should be applied to it, so that any temperature rise can . Is there rubbing or damage to any of the wiring?
be spotted straight away.
(4) Strategies for dealing with points that are difficult to resolve
Zero electric shocks Up to now, we have been considering the points that should be checked in order to
avoid different types of accident, such as trapping or catching, falling, cuts and
1) Definition: When someone receives a shock by touching part of their body bruises, burns, and electric shocks. However, the main aim should always be to
against a live conductor build in intrinsic safety by implementing physical countermeasures wherever
possible. If no immediate countermeasure can be devised, then the potential hazard
2) Electricity is invisible, so it is impossible to tell where and when it is flowing . must be clearly indicated to everyone on the shop floor, by installing signs or
Therefore, although the following points must be inspected with the power indicator boards, etc. stating the work details, the established procedure, and
supply turned off, they must never be touched whilst the equipment is running, precautionary information. The following types of warning can be used:
even if a problem is detected. Particular care must be taken to avoid electric • Operational indicators
shocks caused by inadvertently touching a part through which a leakage This type of indicator shows the operational state of the equipment,
current is passing. such as 'Operating' or 'Standby', as well as marking the position of
emergency stop buttons. These indicators should be readily visible
Electrical work must only be carried out by properly qualified personnel. Always
from any angle, and may consist of lamps, etc. fitted to the equipment.
contact a specialist electrician for this kind of work.
• Indicators marking danger zones, high-voltage parts, harmful substances,
dangerous objects, etc .
• Warning signs
Warning signs, such as 'Caution! Rotating Parts', 'Gloves Prohibited!', 'Mind
Your Head!', and so forth, alert the operator to potential dangers, and state
clearly what he or she must be careful about. This helps to raise safety
awareness in the workplace.

(5) Establishing and consolidating the safety management system

The equipment and personnel in the workplace are always changing, sometimes
gradually, and sometimes very suddenly. Great pains may be taken to implement
improvement proposals and conform to established rules and procedures, but if
these are not monitored continuously, the improvements will soon come unstuck,
and before it knows it, the company will be back where it started . If safe conditions
are to be maintained over the long run, then it is vital that changes of this kind are
detected early on, so that swift action can be taken in response. For this purpose, a
system is needed to keep the safety POCA cycle revolving at the company level.

1) Consolidating the safety organisation

A dedicated organisation must be set up in order to ensure that safety activities

are implemented smoothly, across the board. The main objectives of such an
organisation are:
• Detect problems in the workplace swiftly and accurately, and devise suitable
countermeasures.

X-39 X-40
Jiffn • Formulate annual policy and month-by-month plans, and ensure that the
Jiffn
workforce knows about them. (6) Establishing emergency response systems
• Collect information on the current safety situation in the workplace.
• Investigate possible countermeasures suited to the safety situation, and Although safety management focuses primarily on preventing accidents, emergency
decide on measures to be adopted. response systems must also be established in case an accident does happen. The
To achieve these objectives, a system of regular meetings is set up, and following points, amongst others, must be decided and displayed in prominent
suitable people are selected to attend those meetings and discuss safety positions in the workplace:
issues. • Network of emergency contacts
• Standard procedures for calling out emergency vehicles
(Examples of meetings) • Workplace preservation procedures and first aid for the injured
• Health and Safety Committee I Section Safety Committee / Group Safety
Committee I Safety Planning Committee (7) Preparing for and implementing safety awareness activities

2) Formulating a safety policy and action plan Safety awareness activities should be conducted with the aim of getting shop-floor
As well as setting up a management structure, a clear safety policy and action workers to spot the 'seeds' of potential safety problems, so that they can be dealt
plans should be drawn up, and behavioural guidelines detailed for all personnel, with before any danger actually arises. Near-miss reporting is also used to the same
so that everyone can pull together towards achieving a safe workplace. At the end. As the Heinrich principle tells us, accidents happen when the small seeds of
same time, company slogans and departmental slogans should be devised, danger are overlooked. To prevent accidents from occurring, the safety situation in
along with other ways of ensuring that the activities have a common focus. the workplace must be continually assessed, by analysing near-misses and
constantly seeking to identify anything that might conceivably lead to an accident.
3) Workplace safety assessments by safety patrols The hazards identified must be systematically eliminated, and similar measures
Safety patrol teams visit the actual workplace to observe the state of the applied to other relevant tasks, equipment or locations. These activities help
equipment and the work environment. Their aim is to check how effectively operators develop a much keener awareness of potential hazards. The safety
safety measures are being implemented on the shop floor, and how rigorously reports produced by these initiatives should be studied by managers every six
the established procedures are being followed. Patrol teams may be made up months or so, to confirm how accurately the safety shortcomings have been
of managers only, or a mixed group of managers and shop-floor analysed, and how effective the improvements have been.
representatives, and they should patrol regularly, while operators carry out
their own routine inspections. These patrols are much more than a casual Before developing these activities in the workplace, the managers themselves must
'once-over' of the shop floor. Each patrol team must prepare a comprehensive first learn about safety awareness. Based on what they have learned, they can then
checklist focusing on its own particular angle, and every effort must be made to draw up a format for the safety awareness initiatives, and put them into action on the
ensure that a really effective regime of patrols and self-inspection is achieved shop floor, by giving appropriate instruction to the operators.
and the actual safety situation is identified accurately.
Some other important initiatives that could be introduced in order to
enhance safety awareness are: near-miss reporting systems,
@·
Developing workplace safety inspection standards and implementing and recording
rules and procedures the '4 round method' (a system developed by the Japan Industrial
Safety and Health Association), and 'touch and call' routines (see below).
The procedures and minimum rules of good conduct determined in the activities
described above must be observed scrupulously by everyone. Any areas or particular 'Touch and call' routines
tasks where these rules cannot be strictly adhered to should be identified. If safety is to G)Huddle (7-8 people or more) ~Ring (5-6 people) @Hand on hand (4-5 people or
be maintained, it is important to establish rules (safety inspection standards) stipulating fewer)
how to comply with established procedures. At the same time, a record must be kept of
the safety situation. Some inspection points can be assessed on a basic pass/fail system,
whereas others will need to be measured. It is essential to record the results of
inspections carefully so that the safety situation in the workplace can be closely monitored
and controlled. This archive of information will prove invaluable in determining the causes
of an accident, if one unfortunately occurs. There are also statutory requirements to be
complied with, whereby companies must select the relevant inspection items and create a
safety log, which is updated after each inspection. The 5W1 H approach should be
adopted when creating this inspection log.

X-41 X-42
Jil1n T Jil1n
Reference (3)
HandNoice confirmation signals Reducing fatigue

At each crucial juncture of the task in hand, the operator looks squarely at whatever (1) There are two main types of fatigue: mental and physical
needs to be checked. Extending an arm and pointing a finger in the appropriate
(2) Reducing physical (muscular) fatigue
direction, he or she calls out the checks ("Left OK! Right OK! Front OK!" and so on).
This ensures that the operator's eyes, arm, finger, vo ice and ears are all fully mobilised 1) Reducing strenuous work
in checking that his or her actions are correct and that everything is safe. The procedure
is as follows:
G) Eyes: Look carefully at whatever needs to be checked.
@ Voice: Call out each item to be checked, one by one
cs.' :!) Handling heavy objects places significant physical stress on the operator,
whether when lifting things and loading them onto a truck, for instance, or
when carrying them from place to place.
("Valve open? OK!" and so forth).
2) Improving the working posture
Q) Ears: Listen carefully to your own voice.
• Hard work - handling heavy objects + high-load working posture (no. of
© Arm and fingers: Place the left hand on the waist, and extend the right arm with the
operations, continuous working time)
index finger pointing towards whatever is being checked . Each time you call out the
• Bending at waist, bending at knees and waist, twisting, stretching
question part of a new check, bend your elbow, raising your index finger to ear
• Bending of joints, use of muscles, energy use, awkward positions and loads
height in a salute-like motion, and straighten your arm out again when you call out
• Working postures with high load factor - hard work - poor image
the "OK". Extend your index finger, with the rest of your fingers balled into a loose
fist.
(3) Reducing mental fatigue
Erfcc tivcncss o f hand/voi ce confirm 11ion s ignals
(ruul tio f an c1<p crim cn1on 1n i n d rivi n; 1'd lls
1) When people have to perform monotonous surveillance work or jobs that
co nd uct ed by Y uji liya m a)
require them to concentrate hard and make frequent decisions, they eventually
become mentally tired and end up making mistakes or becoming less
lnci dc n c c n lc
o f misu h , productive. Furthermore, when people get bored, they begin to feel tired as a
reaction to the monotony. This fatigue produces a loss of mental sharpness,
accompanied by a vague feeling of sleepiness and lack of concentration.
O p u • lin 11 p1 oudur c

It is important to eliminate strenuous tasks and strained working postures from

the workplace. This means devising optimal processing conditions that reduce
heavy object handling, and eliminating difficult jobs that require operators to
adopt an awkward posture. This is a key issue that must be positioned as part
p·
omts to be revIewe d In
' creatinq standards and maintaininq and improvinq safetv: of the company's basic philosophy and tackled within its Early Management
. Is there a companywide structureof safety meetings? Are safety activities being properly monitored? programme, so that equipment and products are designed from the start to
. Has a plan been worked out for safety activities? Has each department and section been informed of it? Do
the safetv activities throughout the comoanv have one shared focus?
make assembly and manufacturing processes easier.
. Have suitable slogans been devised?
.. Have patrols been established, and are they being carried out systematically?
Have safety standards been developed, and are they being observed?
. Are safety awareness activities and near-miss identification activities being carried out consistently, on an
ongoing basis?
. Is there a proper contact system in place in the event of an emergency?
It Is essential to monitor the results-based and cause-based indicators described later and
ensure that they are following the right trends. Also, in order to ensure zero accidents, it is
important use the 'Green Cross' symbol to raise everyone's awareness and strive every
day to make the work environment more agreeable, more enjoyable, and more energetic,
so that everyone feels they can work safely and with confidence.

X-43 X-44
Jil1n
Creating a hospitable work environment
Jil1n
Date:
(1) The following two conditions must be satisfied in order to achieve a work No:
environment that allows employees to enjoy their work and stay in high spirits: Column Location Work cate1mrv Local illumination (lux) Overall illumination
• The workplace environment itself must be hospitable Design, Accounts 300-400 +-
1 Offices General 150-300 +-
• The work must not cause fatigue to build up Conference room 100-150 +-
Ultra-hi!!h-orecision 1000-5000 400
(2) Concepts for creating a hospitable work environment High-precision (near machinery, and
300-1000 300
2 Factory measurinf! eauipment)
Standard (near machinery) 100-300 -
Positive factors General area (stockroom) 50-100 -
Hospitable environment Work that does not build up fatigue

Bright For each unit work location, indicate the boundaries, the main pieces of equipment, noise
Calm Easy to understand sources, measurement points, etc.
Soothing Unpressured
Colourful Not tiring Name of factory: Site X Main plant Unit work location: Machining section CH piston line
Clean, tidy and well-organised

Main Plant
Noisy
Hot and humid Uncomfortable working posture 400 400
Dusty Heavy objects •
500 Line 1
Containing harmful gases and vapours Time pressure
Hazardous •
Extensive movement
Frequent breakdowns and minor stops • • I. •
250 500 Line2
Harmful environment Strenuous work •
Negative factors 250 500 Line 3

• • • iii iii 200 •

The first step towards creating a pleasant and agreeable working environment is to 200 350 450 Line4

•
try to minimise the harmful negative factors and maximise the positive ones, by, for 500
example: 250
L 400 Line 5

1) Eliminating noise, high temperatures, dust, and harmful gases and vapours • • • 111 • • - I
Measurement height 75 - 90 cm
2) Creating a well-lit, calm, relaxed environment illumination measurement results for each line in main plant (in lux)
Measurement conditions
3) Ensuring that work tasks do not create a build-up of fatigue 1. Date and time measurement taken
2. Metering equipment used
3. Weather conditions Daytime/Evening Clear ffhundery/Cloudy
In pursuing these initiatives, management must always look to create a workplace 4. Measurements taken by Works Section
that people will actually enjoy working in. If they do this, then the operators Report created on: (date)
themselves are much more likely to join in, helping to keep their work environment
clean, tidy and well-organised and make it pleasant and worker-friendly.

X-45 X-46
I
JiRn JiRn
Measurements For each unit work location , ind icate the boundaries, the main pieces of equipment, noise
Temperature I Humidity Light level Noise level sources, measurement points, etc.
Measuring equipment Standard hygrometer Photocell-type light meter ns standard C 1502 noise Name of factory:
meter
Site X Main plant
Measurement point Specific points in work area Standard work positions
Unit work location: Machining section, CH piston line
Measurement method Two-day average of Stable reading obtained Equivalent noise level after
readings taken at a after leaving photoreceiver measuring for IO minutes at
maximum height of 50 cm in measurement position for a point between 120 cm and
above floor level. approximately one minute. 150 cm above floor level.
Measurement time Around 3 pm. in summer, After sunset Measure during normal
and around IO am. in winter working hours
(note)
Measurement records Keep for three vears

(Supplementary Table 1)
Established Levels for Work Environment Table I) Target: 85 dB
Level I Level II Level III Level IV Level V
or less
Normal
level (1)85 . 7
D
r=-----
(does not Comfortable
Relatively
Uncomfortable uncomfortable
hinder Relatively level Statutory ®85.5
work) comfortable (ultimately regulations
level level (legal @85. 5
standard)
(minimum
standard
level desirable
level)
1
I
CD
0)86 7
set by
comoanv) @86. 5

Air quality Temp.

Summer 40°C or above 30' C- < 40' C
28'C-<
30' C
25°C-<
28' C
< 25°C Health and
Safety Act
I
I
@86. 5
Winter
IO'C - < 20' C - < 25' C or
Article 606
I (i)8 7.6
< 5'C 5°C - < lO'C
20'C 25°C above
Precision 300 -< 400 400 -< 700-<
®88. 4
Visual
environment
Illumination
work
General
< 300 lux

< 150 lux

lux
150- < 250
700 lux
250- <
1000 lux
450 - < 750
;, 1000 lux

;, 750 lux
Health and
Safety Act
Article 604
I ®87 . 5
89.6
work lux 450 lux lux
Health and
Noise Noise level
90 dB or
85 -< 90 dB
80- < 85 75 - < 80
< 75 dB
Safety Act Average: 86.5 dB
above dB dB Article 583 -
02
Occasional
10 -< 15
(>30% of 20 kg or above 15- < 20kg 5-<lOkg < 5 kg Health and
Heavy kg
work time) Safety Act
Work object
Continuous Article 13
methods handling
(>50% of 10 kg or above 7 -< 10kg 4- < 7 kg 1 - <4kg < I kg Para. 1 - 2 E
work time) C

Working posture Established levels fo r work environment (Table II) (To be investigated) lf)

I Measurement

Note : 'Precision work' means any work that requires accuracy, such as inspection.
'General work' means any other type of work.
Open -6.0m- ' height: 1.5 m

[Key to symbols]
Noise Level < 80 dB(A) 80 dB(A)- < 85 dB(A)-< 88 dB(A)-< 90 dB(A)- < > 93 dB(A)
(j)(I)G) : Measurement points A @ : Measurement point B @ : Combined measurement point ~: Noise source
85 dB(A) 88 dB(A) 90 dB(A) 93 dB(A)
Statutory Management Class Statutory Management Class Statutory Management Class
6 :Full-surround hood L. : External hood D :Range of action 0----. : Air flow
EB : Ventilator
1 2 3
:>l::· Always enter the vertical and horizontal dimensions of each unit work location. Refer to guidelines for other requirements
Noise level No need to Use of ear Use of ear Use of ear Use of ear
Protection below 80 dB wear ear protectors at protectors at protectors protectors
Requirement (A) protectors, employer's employer's obligatory obligatory
(particularly but those discretion discretion
at 1 - 4 bothered by
kHz); no the noise
need to wear may prefer
ear to wear them
protectors

X-47 X-48
JiRn Standards for Assessing Improvements in the Work Environment Note) •: ' Difficult working .posture' indicates stooping , stretching , squatting , peering , or twisting.
JiRn
= = =
Assign assessment scores as follows: Rank 1 O pt. ; Rank 2 1 pt. ; Rank 3 2 pt. ; Rank 4 3 pt. =
(Strenuous Work Standards)

Hard Assessment standard

work Assessment item
Rank I Rank2 Rank3 Rank4
categozy
Weight carried manually < 3 kg <5 kg < 7 kg ;o,7ko
Strenuous Distance carried manually < 30 cm <60 cm <90 cm ;o,90 cm
work Height lifted manually <30 cm < 60 cm <90 cm >90 cm
Total fastening torque (per shift) < I T-m <2 T-m <3T-m ;o,3 T-m
Difficult
working No. of occurrences (frequency/ tact time) 0 I 2 "3
posture
No. of comooaents to be assembled <6 7-8 9-10 > II
No. of comooneats to be selected from < 10 tvoes ,; 20 tvoes < 30 tvnes >3 1 tvnes
No. of fasteniogs < IO <15 <20 >2 1
No. of decisions, e.g. taking readings,
aligniog positions, distinguishing front 0 I 2 " 3
Difficult from back
assembly No. ofunsighted work operations 0 I 2 >3
tasks No. ofvezy small or thin comaonents 0 1 2 >3
No. of hose attachment tasks 0 I 2 >3
No. of operations using all-purpose tools 0 I 2 "3
No. of press-fitting/ driving tasks 0 1 2 " 3
No. of multi-directional fastenings 0 I 2 "3
No. ofoil aoplication tasks 0 I 2 >3

Examples of improvement in strenuous task

Assembli ng a cylinder head

Before improvement After improvement

Turning the cylinder head over

Before improvement After improvement

Figure X.14

X-49 X-50
Jiffn
Appendix

Total Productive Maintenance

for Process Industries
JiRn f JiRn
TPM Seminar Material for Process Industries TPM Seminar Material for Process Industries
Contents Chapter 5
Chapter 1 Method of Conducting Planned Maintenance .................................................75
5.1 Basic Concept of Planned Maintenance ....................................................................... 76
Outline of TPM ..................................................................................................... 1
5.1.1 Characteristics of Equipment Management in Process lndustries .. ..... ........ .... .... .. ...... .......... 76
1.1 Special Features of Process lndustries..........................................................................2 5.1.2 Planned Maintenance in Process Industries ... ....... ..... .. ..... ........ ........ .... ......... ... ........... .. .... .... 78
Chapter 2 5. 1.3 Classification of Maintenance Modes ............. .... .. .... ..... ....... ... ... ...... .. ....... ............... ............ 80
5. 1.4 Position of Planned Maintenance in Equipment Management. ... ... ... ......... ........ ..... ........... ...81
Concept of Improving Production Efficiency ................................................... 5
5. 1.5 Concept and Responsibilities of Planned Maintenance .. ......... .... .. ......... ...... ... ... .... ..... .... ...... 82
2.1 Basic Approach to Production Efficiency ...................................................................... 6 5. 1.6 Planned Maintenance System. .. ... ..... ... .... .. .... ........ ... ... .. .. .... ....... .. ..... .............. ... ... .... .. .. ........ 85
2.2 Overall Plant Efficiency .................................................................................................... 8 5.1.7 Raising Maintenance Efficiency ..... ....... ... ... ........ ... .. ........ .. .. .... ... ... ..... ... ...... .............. ...... .... .88
2.2.1 Eight Major Plant Losses .......................... ..... ... ...... ........ .. ......... ............ ... .... .. ...... .. ...... .... ...... 8 5.2 Creation of Planned Maintenance System .................................................................... 89
2.2.2 Structure of Losses and Overall Plant Efficiency .. .. ........... .............. ... .. ............. ... .. .... .. ... .. .. 14 5.2.1 Four Phases of Activities Aiming to Eliminate Failures .. ....................... ...... ... ....... ....... ........ 89
5. 2.2 Specialized Maintenance Step Implementation for Creating Planned Maintenance System. . 92
Chapter 3
5.2.3 Aims and Execution of Step Implementation Diagnosis .. ..... ... .......... ... .............. ... .. .. .... ........ 93
Kobetsu-Kaizen for Enhancing Efficient Production ..................................... 19 5.3 Step Implementation of Planned Maintenance.............................................................94
3.1 Minimizing Losses and Six Major Results................................................................... 20
Chapter 6
3.2 Conducting Kobetsu-Kaizen Activities ........................................................................ .23
3.2.1 Preparation Activities for Kobetsu-Kaizen ...... ....... ......... ......... ... ........... ....... .......... .. .... ...... 23 Method of Conducting Quality Maintenance ...................................................99
3.2.2 Step-by-Step Implementation of Kobetsu-Kaizen ......... ........ ................. .............. ....... ...... .. 27 6.1 Role of Quality Maintenance in TPM ........................................................................... 100
6.1. 1 Necessity of Quality Maintenance ....... .... ...... ........... ....................... ....... ..... ... ... ... ....... ......... 100
Chapter 4
6. 1.2 Quality Maintenance in Process Industries ....... .. ...... ............ ... ... ....... ... ... ... ....... ....... ......... ... I 00
Implementation of Jishu-Hozen Activities ...................................................... 31 6.2 Implementation of Quality Maintenance ..................................................................... 102
4.1 Step-by-Step Implementation of Jishu-Hozen............................................................. 32 6.2.1 Basic Implementation Steps ..... ... .......... ........ .. ... ... ........ ... ....... ... .. ..... .... ............. .... ............ ... 102
4.1.1 Step I: Initial Cleaning.. .... ..... ..... ............. ......... ........... ...... ..... ....... ...... .... ....... ...... ......... .. .... 32 6. 2.2 Flow of Quality Maintenance Implementation ..... ....... ..... ....... .......... .. ... ........ ..... ...... ...... ... .. 106
4. 1.2 Step 2: Prevention of Sources of Contamination and Improvement of Difficult Locations.40
Chapter 7
4.1.3 Step 3: Creation of Cleaning and Inspection Standards.............. ... .. .... ... ... ....... ....... .... ...... ... 44
Establishment of Setups for Zero Accident and Zero Pollution ................. 109
4.1.4 Step 4: Development of Inspection Skills through General Equipment Inspections .. .. ........ 5 I
4.1 .5 Step 5: Teaching Operation Skills through General Process Inspections ... ................ .......... 57 7.1 Concrete measures for Zero Accident and Zero Pollution .........................................110
4.1.6 Step 6: Systemization of Jishu-Hozen .. .... .... ........ ........... .......... ... .. ... ....... .. .. .. ..... ...... ....... .... 63 7. 1. 1 Measures to Prevent Motion Disasters ..... ... ......... ... ............. ... .... .. ..... ........ ... ...... .... ....... ..... 110
4. I.7 Working out a Step Development Approach ......... ....................... ............. .. .... ......... ... .. ....... 64 7 .1.2 Prevention Measures against Equipment Disaster.. .............. ... .... .... .. .... .... .. ... ............ .... .. ... 119
7.2 Plant Zero Accident and Zero Pollution System ...................................... .................. 124

Chapter 8
Measurement of the Effectiveness of TPM .................................................... 127
Jiffn Jiffn
TPM Seminar Material for Process Industries

1.1 Special Features of Process Industries

(1) Diverse production systems

The term "process industry" covers various industries ranging from typical process
industry to semiprocess industry. Moreover, as the result of the trend toward
diversification, both process and fabrication/ assembly production are often found
within the same plant.

(2) Diverse equipment

In process industries, processes consist of a combination of operations such as

1. Outline of TPM pulverization, dissolution, reaction, filtration, adsorption, concentration,
crystallization, separation, molding, drying, cooling, and screening, and the
transportation of various substances. Equipment includes static units such as
columns, tanks, heat exchangers, kettles, and furnaces; rotating machinery such as
pumps, compressors, motors, and turbines; and the piping, electrical, and
instrumentation systems that connect them.

The existence of static units in particular is a special characteristic of process

industries. The special nature of such equipment requires TPM activities that focus
on the relation between process conditions and product quality and include
equipment check techniques for corrosion, cracking, burning, blocks, and leaks, and
so on.

(3) Centralized control

Process industries use centralized control, unlike in fabrication and assembly

industries.

(4) Operators oversee large range of equipment

Process industries employ continuous and integrated production with centralized

control of large equipment complexes, and as a result produ ction is controlled by a
handful of operators.

(5) Diverse equipment-related problems

In addition to blocks, leaks, and other process problems, process industry is often
affected by faults such as cracking, rupture, corrosion, seizure, fatigue, slack, parts
falling off, wear, distortion, burning, short-circuiting, faulty insulation, wire breaks,
misoperation, current leaks, and overheating. The most common problems are
corrosion, leaks, and blocks.

Appendix-1 Appendix-2
Jiffn Jiffn
TPM Seminar Material for Process Industries

(6) High energy consumption

Many processes in process industries, such as dissolution, reaction, crystallization,

baking, and drying, are energy intensive and consume large amounts of electrical
power, fuel, water, and so on.

(7) Standby units and bypasses commonly used

It is a common practice to install standby equipment, bypasses, etc., to reduce losses

from failures .

(8) Accident and pollution risk

Some processes handle hazardous or poisonous substances and use high

temperatures and pressures, presenting the risk of explosion and pollution in and
around the plant. This makes strict plant management essential, as well as
observance of various regulations.

(9) Poor working environment

Substances and products handled in process industries consist of powders, liquids,

or solids. Although it is thought inevitable that the working environment will
become dirty as a result of these substances and products being scattered,
overflowing, leaking, and so on, such conditions frequently cause equipment
problems.

(10) Periodic repairs

Periodic repairs performed m the form of shutdown maintenance (SDM) are a

special characteristic of process industries. Well planned, systematic
implementation of shutdown maintenance is the best way to prevent failures.

Periodic repairs are very costly as they require a long time and the mobilization of a
large number of workers. Therefore, how to minimize losses of production due to
equipment stoppage and perform periodic repairs as efficiently as possible is an
important theme in process industries.

App endix - 3 Appendix - 4

JiRn JiRn
TPM Seminar Material for Process Industries

2.1 Basic Approach to Production Efficiency

In process industries, products are manufactured in plants (equipment complexes)
consisting of units such as columns, tanks, heat exchangers, pumps, compressors,
and furnaces, connected by piping and instrumentation systems. Consequently, it is
more important to raise the efficiency of the whole plant than that of individual
pieces of equipment.

Moreover, plant production efficiency is achieved through the efficient use of the 4
2. Concept of Improving Production M's (Machine, Material, Man, Method) and their integration. Therefore, the first and
foremost condition for raising production efficiency in process industries is the
Efficiency maximization of the 4 M's.

In other words, overall plant efficiency, raw materials and fuel efficiency, work
efficiency, and management efficiency must be raised. This is done by examining all
losses related to the 4 M's, which constitute the inputs to the production process,
and maximizing the production outputs (P, Q C, D, S, M) to achieve the overall
improvement of production efficiency .

Production in process industries usually consists of continuous operation or largely

continuous batch production, and is characterized by the execution of shutdown
maintenance (SOM) once or twice a year during which the entire plant is closed
down. Traditionally, periodic plant shutdowns have been considered inevitable for
maintaining performance and safety, but from the viewpoint of plant production
efficiency maximization, such shutdowns are regarded as losses. Maximizing plant
utilization efficiency and production efficiency requires extending the number of
days of continuous operation, and shortening the duration and improving the
process of periodic maintenance.

Plants are subject to process failures (process problems) as well as failures of

individual pieces of equipment. Plants are affected by external and internal
contamination, leaks, and blocks. Plants often have to be shut down due to the
physical properties of the substances being handled, corrosion, or scattered
powders. Such problems must be classified and handl ed separately from the usual
type of equipment failures.

In equipment complexes such as plants, it is not practical to compare design

performance (standard) and the actual performance of individual pieces of
equipment. It is more practical to use overall process performance (production rate)
as a yardstick. Therefore, production losses resulting from plant startup, shutdown,
and changeover are considered "normal production-related losses", and production
decreases due to plant malfunctions and abnormalities are considered "abnormal

Appendix-5 Appendix-6
Jil1n Jil1n I

TPM Seminar Material for Process Industries TPM Seminar Material for Process Industries
production-related losses". These hvo types of losses must be reduced to raise
2.2 Overall Plant Efficiency
production efficiency.
The fact that maximizing the efficiency of the equipment complexes that form
Defect losses are divided into quality defect losses and reprocessing losses, and form
plants is the priority in process industries has been mentioned previously. To
major obstacles to raising production efficiency.
ensure the fullest possible utilization of plants, overall plant performance and
Quality defect losses include defect, scrap and downgrade losses .Naturally, they functions must be pushed to the highest possible level. Conversely speaking, the
must be remedied to raise production efficiency. complete removal of all losses that impede improvements in efficiency will result in
higher efficiency.
Reprocessing losses occur ·when defectives are recycled through a previous process,
which occurs often in chemical plants. Reprocessing causes large losses including The ultimate goal of raising efficiency is the realization of the highest possible level
time, physical and energy losses, and must therefore must reduced to a minimum. of overall plant performance and functionality, the elimination of losses, which
impede higher efficiency, and once these are achieved, the maintenance of this
The basic approach to raising production efficiency lies in handling the above losses. condition.

In other words, the ultimate goal can be described as the attainment of "zero
failures,", "zero problems," and "zero defects", and the reduction of these to the
lowest possible level.

2.2.1 Eight Major Plant Losses

The major losses that impede plant efficiency number eight as follows. These are
called the "eight major plant losses."

(1) Shutdown losses

(2) Production adjustment losses
(3) Equipment failure losses
(4) Process failure losses
(5) Normal production losses
(6) Abnormal production losses
(7) Quality defect losses
(8) Reprocessing losses

The definitions and contents of the eight major plant losses are described below.

(1) Shutdown losses

Shutdown losses are time losses when production is stopped due to shutdown
maintenance specified by annual maintenance planning, and periodic maintenance.

Process industry types consist mainly of continuous production carried out

throughout the year, and largely continuous batch production. Most such plants
employ periodic maintenance in the form of shutdown maintenance during which
the entire plant is closed down one or twice a year. The periodic inspections

Appendix - ? Appendix - a
Jil1n Jil1n
TPM Seminar Material for Process Industries TPM Seminar Material for Process Industries

conducted d uring shutdown maintenance may be either required by law or Function stop failures are treated as equipment failure losses here, and function
voluntary. In either case, deteriorations are measured and reversed during the decline failures are treated as abnormal production losses as described later.
shutdown period. Thus, shutdown maintenance is essential for maintaining plant
performance and safety. (4) Process failure losses

However, to raise plant production efficiency, shutdown maintenance should be Process failure losses are losses that occur when a plant shuts down due to changes
considered as another type of loss that must be reduced to a minimum. In other in the chemical or physical characteristics of the substances handled in processes,
words, extending the number of days of continuous operation and shortening the operation errors, or disturbances.
duration and improving the process of shutdown maintenance.
In process industries, plants often shut down for reasons other than equipment
Shutdown losses also occur as a result of periodic maintenance other than shutdown failures . They include improper opening and closing due to adhesion of substances
maintenance. They include shutting down part of a plant for repairs called for by a in processing, tripping of safety devices due to blockages, leaks and spills causing
monthly maintenance plan. Such shutdown losses should also be minimized electrical measuring equipment failures, and load variations due to changes in
through ample planning to achieve higher efficiency. physical characteristics, as well as operation errors and raw material defects.

(2) Production adjustment losses These problem s are caused by the physical characteristics of the materials that are
being handled or corrosion, erosion, or powder scattering. Process failures cannot be
Production adjustment losses are time losses occasioned by production plan reduced unless these problems are eliminated.
adjustments in response to supply-demand fluctuations.
These problems are to be treated and handled as a separate category from sudden
Such losses would not occur if all the products manufactured in a plant were sold as equipment failures .
planned. However, fluctuating market needs may cause demand for a product to
decrease, forcing the plant that produces that product to shut down temporarily. Unless process industries sufficiently emphasize handling process failure problems,
Production adjustments are determined according to demand and inventory levels, no progress will be achieved toward the goal of zero failures.
and to a certain extent cannot be avoided by manufacturers. (5) Normal production losses
However, adjustment losses can be minimiz ed by maintaining a lead in quality,
Normal production losses are losses that occur due to plant startup, shutdown, and
cost, and deliveries and expanding demand by continuous improving the product
changeover.
lineup and developing new products.
A plant cannot achieve its standard production rate when it is started up, shut
(3) Equipment failure losses down, or when the products it manufactures are changed. These reductions in
Equipment failure losses are times losses when a plant has to shut down production are considered as losses. Following shutdown maintenance, the time
unexpectedly as a result of its equipment losing its specified functions. Equipment taken by a plant from startup until acceptable products are turned out is lost time,
failures include function stop failures and function decline failures. and systematic full-scale production after startup is desirable. The same applies to
the cooldown time at plant shutdown. Product changeover losses can also be
Function stop failures arise when the plant has to be shut down unexpectedly when reduced by using external setup and minimizing internal setup. Such losses arise
its equipment or machinery loses its specified functions. Function decline failures during normal production, and are thus called normal production losses.
occur when equipment and machinery underperforms the level of its specified
functions, though no operation stoppage is caused. This type of failure results in
physical losses such as defects and lower yields. It occurs when limited defects are
present in equipment and machinery, preventing it from realizing their functions to
the specified level.

Appendix-9 Appendix-10
Jiffn Jiffn
TPM Seminar Material for Process Industries TPM Seminar Material for Process Industries
(6) Abnormal production losses Table 2-1 Definition and Examples of Eight Major Plant Losses

Abnormal production losses are production losses that arise when a plant Loss Definition Unit Example

experiences malfunctions or abnormalities resulting in a decreased production rate. (I ) Shutdown losses Time losl during production stops due to Hours (Days) Shutdown maintenance. periodic
planned annual shutdown maintenance or maintenance. statutory inspeetion.
The overall plant capacity is expressed as the standard production rate (t/ h), which periodic maintenance autonomous inspection. general repair
cannot be achieved if abnormalities or malfunctions exist in a plant, as these pull work , etc .

down the production rate. In this case, the difference between the standard (2) Producti on adjustment losses Time lost during production adjustments Hours (Days) Production-adjustment-related
production rate and the actual production rate is the abnormal production rate. made necessary by supply-demand production stops . inventory-adjustment-
nuctuations related production stops, etc.
(7) Quality defect losses
(3 ) Equipment failure loss Time lost during sudden production stops Hours Brokt:n pump, burnt motor, damaged
occurring when equipment loses its bearings. broken shaft
Quality defect losses include time lost producing defectives, physical losses from specified functions
scrap, and losses from product downgrades.
(4) Process failure losses Time lost during plant shutdown caused Hours Leaks. spi lls , blocks, corrosion, erosion.
Time spent producing defective products is included in quality defect losses. by changes in chemical or physical scaucred powder. operation error
characteristics of materials handled.
operation errors. disturbances, etc.
There are many causes for quality defects. Quality defect losses may arise from
production conditions improperly set due to defective instruments, from (5) Normal production losses Losses occurring at plant startup , Rate decrease, Production rate decreases during warm-
manufacturing conditions improperly set by operators, or from losses arising from production stop, and changeover hours up after stanup. cooldown before
production stop. orchangeover
disturbances.
(6) Abnormal production loss Production losses caused by production Rate decrease Low-load operati on. low-speed
(8) Reprocessing losses rate decreases due to malfunctions or operation and operation below the
ab normalities in plant. standard production rate
Reprocessing losses are recycling losses that arise when a product has to be returned
(7) Qualiry defect losses Losses due to production of defectives Time. tons, Physical and lime losses caused by
again to a previous processing step to make it into a acceptable product. In the past, and physical losses from scrap, losses money producti on of products deviating from
there was a strong tendency to concentrate only on defect correction measures for from product downgrading amount guality standard
completed products, and production rate losses and energy losses caused by
(8) Reprocessing losses Rec ycling losses due to sending Time, tons. Recycling by passing through earlier
recycling were overlooked. defectives through a previous process money processes to make defectives at final
amounl processing stage into acceptable
However, in process industries, it is necessary to reconsider the concept that products
reprocessing can be used to make defectives into acceptable products. It should be
© JlPM, 1990
borne in mind that recycling represents a considerable loss, in terms of time,
materials, and energy .

Table 2-1 shows the 8 major plant losses, and Figure 2-1 the relationship between the
8 major losses and production volume.

Note: In the case of some industries and products, reprocessing and repairing are
not possible. In such plants, reprocessing losses are considered as quality losses, and
thus the major plant losses number seven rather than eight.

Appendix - 11 Appendix-12
JiRn JiRn
TPM Seminar Material for Process Industries TPM Seminar Material for Process Industries

Figure 2-1 Relationship between Eight Major Losses and Production 2.2.2 Structure of Losses and Overall Plant Efficiency

It is necessary to understand the structure of losses in a plant to d etermine the

frequency and location oflosses that reduce efficiency.
Normal production losses (startup)
Defect losses (quality defects)
Figure 2-2 shows the structure of losses and the formulas for calculating overall
t/ day ~:~:ver losses
lOOOn-~---,,,,,.,,,,r,r.t;~----c----._-~-r-------,,'"'"''77T""<""1"-, plant efficiency. The structure of the eight major losses is defined from the
viewpoint of time.

800 (1) Calendar time

Equipment
Capacity failure losses
Calendar time is the total number of hours per calendar period. For example, the

t
(or process
600 failure losses)
calendar time for a year is equal to 24 hours x 365 days, and for a month is equal to
24 hours x 30 days.
400 I (2) Working hours
l
1 •
1 •
200 1 I Working hours is the number of hours that a plant operates during one year or one
11 month. Working hours, which represent the actual number of hours during which a
I I
I I
I I plant operates, are calculated by subtracting from the calendar time the time lost
0 10 20 30 due to plant shutdown, periodic maintenance, and production adjustment.
_ _..,_ Time (days)
©JIPM. 1990
Figure 2-2 Loss Structure and Overall Plant Efficiency

[Plant] [ Eight Major Losses] I Calculation of Overall Plant Efficiency J

(1) Shutd o wn losses Availability
= Calendar time / Cal endar time
(2 ) Produ ction ad1uslment
Calendar time (A) = {(C) / (A ) ) x 100 (%)
(3) Equipment failures
Shul-
Workinis hours (B) d own Performance rate
loss (4) Process failu res
DC1wn- = Average actual producti on rate (t / h)
Operating tim e (C) ""'' / Standard production rate (t/ h )
losse~ (5) Normal produrt111n losses
Pc rfor-
= I (D) / (C) I x 100 (%)
Net opera Ling
tim e (D) (b) Abnonnal produd.ion losses
los5-t"S
Quality products rate
Valued
openti11 g Dt'fcd 1--------~ (7) Quality losses = Producti on (t) / Producti on (t)
lim~ ho urs lo.ssc:s

= I (E) / (D ) Ix 100 (%)

(8) Reprocessing

Overall Plant Efficiency

= Availability x Performance rate x Quality products rate

© JlPM. 1987

App endix-13 Appendix - 14

Jil1n Jil1n
TPM Seminar Material for Process Industries TPM Seminar Material for Process Industries
(3) Operating time (t/ h) or daily production (t/ day) . The actual production rate is an average obtained
by dividing the actual production rate by the operating time.
Operating time is the time during which a plant actually operates. It is obtained by
subtracting from the working hours the stoppage losses due to equipment and
Average actual production rate (t/h)
process failures . Performance rate X 100
Standard production rate (t/h)
(4) Net operating time
(D)
Net operating time is the time out of the operating time during which a plant X 100 (%)
(C)
operates at the standard production rate. It is obtained by subtracting from the
operating time normal production losses incurred at plant startup, stoppage and Actual production rate
changeover, and abnormal production losses incurred resulting from production Average actual production rate= - - - - - - - - - (t/ h)
Operating time
rate decrease due to abnormalities in a plant).

(5) Valued operating time (8) Quality products rate

Valued operating time is the time during which a plant actually produces acceptable The quality products rate expresses the rate of acceptable products to total
products. It is obtained by subtracting from the net operating time the times losses production volume. It is obtained by subtracting from the total production volume
incurred from production and recycling of defectives. defectives, scrapped products and reprocessed products, dividing the result by the
production volume, and multiplying the result by 100%. Thus, the quality products
(6) Availability rate is equivalent to the straight-through rate.

Availability 'is the operating time as a percentage of the calendar time. This
percentage is obtained by subtracting from calendar time shutdown losses arising Production volume (t) - (defectives+
from planned maintenance and production adjustments and stoppage losses from scrapped products+ reprocessed produc.ts (t))
Quality products rate = X JOO
process failures, dividing the result by the calendar time, and multiplying the result Production volume (t)
by 100% .

(9) Example of calculation of overall plant efficiency

Calendar time - (stoppage losses+ shutdown losses)
Availability = X 100
Calendar time Overall plant efficiency is the product of availability, performance rate, and quality
products rate, and expresses the overall condition of a plant with regard to time,
Shutdown losses: Shutdown maintenance loss and production adjustment losses performance, and quality. Overall plant efficiency is used as an index of the degree
Stoppage losses: Equipmen t failure losses and process failure losses to which a plant is used to produce added value.

Figure 2-3 shows the relationship between monthly production and losses in a given
(7) Performance rate plant. The example of calculation of overall plant efficiency below is based on this
figure.
The perfom1.ance rate represents the performance of a plant. It is obtained by
dividing the average actual production rate by the standard production rate and
multiplying the result by 100%.

The standard production rate is equivalent to a plant's design capacity, and is the
inherent capacity of a plant. The performance rate is expressed as hourly production

Appendix-15 Append ix-16

JiRn JiRn
TPM Seminar Material for Process Industries

Figure 2-3 Example of Calculation of Overall Plant Efficiency

- - . - - - - - - - - - - Standard production rate:

1000
1000 t/day
BOO
I
I
I
600 I
@13000t I
I : CD+®=23900t
(t/i3y) (I)l0900t I
, I
T 400 I
I
I
I
200 I
I
I
I

2 4 6 8 10 12 14 16 18 20 22 24 26 28 30 ( B )

Stoppages (24h) • •
(24h) •
(24h) © JIPM, 1990

• Calendar time: 24 hours x 30 days

• Operating time: 24 hours x 27 days

Thus, Availability= (24 x 27) / (24 x 30) x 100 = 90% ......... (1)

• Actual production volume:

500 ti day x 1 day+ 1000 ti day x 6 days+ 800 ti day x 5 days+ 400 ti day x 1 day= 10900 t
500 ti day x 1 day+ 1000 ti day x 12 days+ 500 ti day x 1 day= 13000 t
10900 t + 13000 t = 23900 t
Thus, Actual production rate= 23900/27 = 885 ti day
Performance rate= (885 I 1000) x 100 ... ....... (2)

• Defectives: Assuming that 100 t of defectives are produced,

Quality products rate = (23800 t I 23900 t) x 100 = 99.6% ........... (3)
Overall plant efficiency: (1) x (2) x (3) x 100 = 0.9 x 0.885 x 0.996 x 100 = 79.3% ...... (4)

The overall plant efficiency in this example is 79.3% . As can be seen from this figure,
the performance rate and availability need to be improved.

Appendix-17 Appendix-18
7

Jil1n Jil1n
TPM Seminar Material for Process Industries

3.1 Minimizing Losses and Six Major Results

(1) Tracking losses based on 4 M's

Kobetsu-Kaizen has as its goal the complete elimination of all kinds of losses. The
challenge lies in how to identify and track these losses.

There are two methods for tracking losses. The first method is to keep statistics and
3. Kobetsu-Kaizen for Enhancing based on this data, to search back for the source of the loss. The second method is to
base the search for losses on production activity-related causes. A special feature of
Efficient Production TPM is its practical approach based on actual on-site production factors, i.e., the 4
M's made up of machines, materials, men, and methods, viewing them as causes,
and treating any defects in them as losses.

A survey of the features of process industries, including the use of continuous

production, the fact that greater importance is placed on functions encompassing
overall processes rather than separate units of equipment, that the materials that are
processed undergo complex changes using energy-intensive processes, and that a
vast range of operations must be controlled, suggests that, unlike in fabrication and
assembly industries, profitable TPM activities aiming to raise overall equipment
efficiency cannot be achieved through the elimination of the seven major losses.

Process industry companies frequently need to complement or trim the list of major
losses according to their particular characteristics, defining and tracking the losses
that are most meaningful to their particular makeup. Table 3-1 lists the ten major
losses and improvement themes defined for a particular process industry plant.

Appendix-19 Appendix-20
a+
--,

JiRn JiRn
TPM Seminar Material for Process Industries TPM Seminar Material for Process Lndustries

Table 3-2 Example of Evaluation Indexes by Production Output

Table 3-1 Ten Major Losses and Improvement Themes (Example)
Prod uction (P) (1) Labor productivity increase (2) Equipment productivity increase
No Loss Category Improvement Theme
1 Equipment failure losses
--------------------
2 e ro failures through improvement of main-shaft bearing construction in
(3) Va lue-added productivity increase
(5) Equipment utilization rate
(4) Product yield increase
(6) \-\1orker number reduction
product separators
2 Process fa ilure losses
--------------------
Reduction in manual work through improved measures against clogging of Quality (Q) (l) Process defect rate reduction (2) Customer complaint reduction
pH electrodes in decolorizers (3) Scrap rate reduction (4) Quality defect countermeasure cost decrease
3 Minor stoppage losses
--------------------
1n crease production capacity through reduction of malfunctions of (5) Reprocessing cost decrease
separator unloaders
4 Speed losses Improvement in
--------------------
performance rate through improvement of crystallizer
Cost (C) (1) Maintenance labor man-hour reduction (2) Maintenance cost reduction
stirrer attachment (3) Resource reduction (4) Energy saving
(unit requirement decrease) (unit requirement decrease)
5 Process defect losses Prevention of penetration of foreign matter through improvement of
lubrication of intermediate bearings in screw-type conveyors
6
--------+---------
Startup and yield losses
Reduction in normal production losses through improvement of starting
Delivery (D) (1) Zero customer delivery delays (2)Product inventory decrease
(3) Inventory turnover improvement (4) Spare parts inventory decrease
remelting work
7 Energy losses Reduction in steam usage through use of liquid thickener for supply to Safety (S) (1) Shutdown accident number decrease (2) Non-shutdown accident number decrease
crystallization process
8 Quality defect losses
--------------------
EI imin a ti on of customer complaints through prevention of adhesion of
(3) Zero pollution incidents (4) Improvement on environmental statutes

Kraft paper product bags due to moisture Morale (M) (1) Improvement suggestion number increase (2) Small-group activities frequency increase
9
------+---------
Leakage and spillage losses Increase in product yield through improvement oflower bearing take-up in (3) One-point lesson increase (4) Malfunction/ abnormality detection
bucket elevators number increase
1( Manual work losses Reduction m number of workers through automatic acceptance of
© JJPM, 1990
secondary materials
--------------------
© JIPM, 1990
The equipment productivity increase index can be further broken dovm into:
(2) Six Major Results
• Sudden failure reduction
Evaluating the results of Kobetsu-Kaizen activities requires quantifying the six • Process failure reduction
production outputs designated by the acronym PQCDSM as accurately as possible. • Minor stoppage and adjushnent reduction
Table 3-2 shows an example of an intermediate breakdown of the PQCDSM • Startup and cool down time reduction
production outputs into evaluation indexes. • Availability improvement
Most of the sample indexes listed in Table 3-2 are used to evaluate results at the • Performance rate improvement
completion of Kobetsu-Kaizen activities for a given theme, and depending on the
Likewise, all the other indexes can be broken to facilitate the evaluation of Kobetsu-
scale of the theme, they can be broken further to facilitate evaluation. For example, Kaizen activity results.
the labor productivity increase index can be further broken down into:
• Manual work time (man-hours) reduction The purpose of evaluation is to groove in and stimulate Kobetsu-Kaizen activities.
Displaying the achieved results on a time graph for quick understanding and
• Inspection and lubrication time reduction
sharing them by posting them on a Kobetsu-Kaizen announcement board is a very
• Adjushnent time reduction
effective action.
• Preparation time reduction

Appendix-21 Appendix-22
,+,
cy
Jil1n Jil1n
TPM Seminar Material for Process Industries
TPM Seminar Material for Process Industries

3.2 Conducting Kobetsu-Kaizen Activities Figure 3-1 Example of Process Capacity Analysis

3.2.1 Preparation Activities for Kobetsu-Kaizen

l"'ll~a--- 500 tons/ day ----,1>•
(1) Before starting Kobetsu-Kaizen activities ~ 440 tons/ day •
~ 400 tons/ da y ~ 1
I
Developing a particular mental set and making sufficient preparations is required
,1
for conducting Kobetsu-Kaizen activities. The following preparations should be
made:
·• · 1
:_ . ..~.._'. :/I
.I
• Fully understand the basic philosophy of Kobetsu-Kaizen

• Fully understand losses and the philosophy of improving them

• Understand processes and their basic theory

1----------t,---+-----,--,
~,:, 1 , ,:· . •
~y
I·.I
• Research data on failures, problems, and losses, and graph them against time
.' i
• Check the basic conditions for processes, and define the ideal state

• Understand the methods for analyzing and reducing failures and losses I I
• Carefully observe the plant to gain a practical understanding of the plant and its
equipment and materials

(2) Take a macro approach

. ,,, · ·.c, 1
In conducting Kobetsu-Kaizen in process industries, it is important to aim to . I : ·:1
improve overall efficiency based on a grasp of the entire process rather than
focusing on individual pieces of equipment, as noted earlier.
' ;- •·.1·. .: 1·1

For example, to increase the production capacity of a process, it is much more

effective to investigate the entire process at the macro level and to clearly identify
processes and equipment units that create bottlenecks, and then to carry out
improvements accordingly, rather than to attempt to improve equipment with
©JTPM, 1990
frequent failures all at once or to reduce startup time or unreasonably cut down
periodic maintenance time.
Subsequently, demand was further forecast to increase, making it necessary to raise
Figure 3-1 shows an example of process capacity analysis (PCA) in which one seeks
the process production capacity to 500 tons/ day. This time, the filtration and
to increase the standard production rate by 10%, from 400 tons/ day to 440 tons/ day .
separation processes represented the bottleneck.
ln this example, the separation process that represented the bottleneck was first
examined, and improvement themes were set. It was determined that the cycle time The filtration process was handled by improving the precoating to decrease the
could be shortened by 10% by raising the rotational speed by 5% to increase the number of washings, and capacity was increased by the resulting extension of the
centrifugal force. Improvements were performed mainly on the electrical control filtration cycle.
system, resulting in a 10% increase in process capacity.
The separation process was handled by performing an analysis of past failure data

Appendix-23 Appendix-24
Jilln Jilln
TPM Seminar Material for Process Industries TPM Seminar Material for Process Industries

that revealed that stoppage losses and minor stoppage losses due to failures caused (5) Use various methods for Kobetsu-Kaizen
by breakage of the main shaft and malfunction of the unloader resulted in a 10%
reduction in the operating rate. The structure of the bearing was improved and One of the characteristics of TPM is the fact that it is not exclusive. The best way of
contactless sensors were installed. As a result, the targeted production capacity of aiming to achieve zero failures is to be greedy, in the sense of learning about all
500 tons/ day was achieved. existing methods of analysis, acquiring reference materials and attending seminars,
thereby developing a high level of preparedness that will be the basis of the
Aiming to raise the capacity of the overall sequence of processes and from there successful implementation of a Kobetsu-Kaizen program. Knowledge in the
proceeding in the direction of micro analysis in this way leads to major results. following areas should be sought.

(3) Have a "Zero" Orientation • PM analysis (Analysis method approaching phenomena from a physical
viewpoint)
A_ ~ajo~ characteristic of TPM is its zero-orientation which seeks the complete
• Know-how analysis (why-why analysis)
ehmmation of losses. The determining factor for zero-orientation is the pursuit of
• Fault tree analysis (FT A)
the ideal condition of equipment coupled with Jishu-Hozen. The follo½ring actions
are important to take: • Failure mode and effects analysis (FMEA)
• Industrial engineering (IE)
• Thoroughly detect (exposure) minor defects and completely eliminate them • Value analysis (VA)
• Just In Time (JIT, a Toyota production method)
• Put in basic conditions and work to attain ideal condition of equipment
• Seven QC tools and seven new QC tools
• Thoroughly perform improvements regardless of relative rate of contribution
of equipment to total process (6) Raise the Level of Proprietary Technology

(4) Make equipment more simple Kobetsu-Kaizen activities in process industries often require a high level of
proprietary technology. In addition to proprietary teclmologies related to the
Fearing production decreases due to failures or problems, there is a bad habit in particular products of a company, it is also necessary to raise the standards of
process industries of providing an excessive number of standby units, buffer tanks, chemistry, thermodynamics, hydrodynamics, metallurgy, new materials,
and bypass pipes. Moreover, such redundant elements are often left standing instrumentation, control engineering, and engineering economics. Although this
unused for many years. Furthermore, insufficient maintenance prevention (MP) carmot be accomplished overnight, an active approach to Kobetsu-Kai zen activities
activities often result in the installation of excess capacity and duplication. for TPM will contribute to a rising technological level in these technologies. What
matters is to implement Kobetsu-Kaizen.
Most such losses can be eliminated by remedying the above problems through a
positive approach to simplifying equipment. The following results can be expected:

• Reduction of daily inspections and lubrication work through minimization

of monitored equipment

• Reduction of periodic maintenance man-hours and repair costs through

minimization of monitored equipment

• Reduction of unit requirements through reduced use of electricity and steam.

• Reduction of operation errors through rationalization of complex piping

and equipment layout

Appendix-25 Appendix-26
JiRn JiRn
TPM Seminar Material for Process Industries TPM Seminar Material for Process Industries

3.2.2 Step-by-Step Implementation of Kobetsu-Kaizen Table 3-3 Step-by-Step Approach to Kobetsu-Kaizen

(1) Advantages of step-by-step approach Step and acti vity item Description

Step 0 (1) Select and register improvement theme

A step-by-step approach is the most simple and efficient for conducting Kobetsu- Selection of improvement theme (2) Form project team
Kaizen activities. It has the following merits. (3) Form activity plan

• It is easy to share Kobetsu-Kaizen improvement activities with others in a way Step 1 (1) Investigate bottleneck processes
that they can easily understand Survey of current situation (2) Investigate losses such as failures and defects
(3) Set targets based on breakdown maintenance (BM)
• It is easy to plan activities by theme and team
Step 2 (1) Thoroughly detect malfunctions and abnormalities
• It is easy to grasp the current state of progress and to perform schedule control Detection and elimination of (2) Restore deteriorations and minor defects
of activities malfunctions and abnormalities (3) Put in basic equipment conditions
• It is easy to review each step and compile results for presentation, which Step 3 (1) Stratify and analyze losses
energizes activities Anal ysis of causes (2) Apply analysis methods (PM analysis, FJ'A, etc.)
(3) Apply proprietary technologies, create prototype and perform
experiments
(2) Step-by-Step procedure Step 4 (1) Create improvement plan and diagram
Creation of improvement plan (2) Compare cost effectiveness of various plans, and draft budget
Table 3-3 shows the seven step approach, from Step O (Selection of improvement (3) Study harmful effects and disadvantages proposed improvements
theme) to Step 7 (Finalization).
Step 5 (1) Execute work based on improvement plan
Perform improvements (2) Execute initial-phase checks (test operation and inspection)
(3) Give instruction on improved points, operation, etc.
(3) Points to note regarding step-by-step approach
Step 6 (1) Perform evaluation of accomplishments against time line
Check results (evaluation) (2) Check whether targets have been achieved
(a) Step 1: Survey of current situation (3) If not, handle, starting with cause analysis

• The selection of improvement themes should be in the order of decreasing Step 7 (1) Create control standard for maintenance of results
order of magnitude of losses, and follow company and plant policies. Finalization (2) Create work standards and manuals
(3) Provide feedback to maintenance prevention activity personnel
• The most easy-to-understand method of conducting improvements is to start © JIPM, 1990
from the daily production activities that are creating the most problems.
A manager who does not grasp the problem locations of a plant is not
(b) Step 1: Survey of current situation
qualified.
• Identify bottlenecks for the entire process based on PCA data, and expose losses
• For themes presenting a high level of difficulty, form a cross-sectional team
at the macro level first.
consisting of members from various divisions, such as manufacturing,
maintenance, design, manufacturing technology, and quality. • In examining losses, go beyond the eight major losses and include also energy
and other losses specific to particular processes.
• Depending on the theme, also include operators and equipment manufacturers
• Set targets that are ambitious yet realistic.
• Create activity plans covering between three and six months, depending on the
steps employed. Too long a plan presents the danger of falling into a rut and • If malfunctions and abnormalities have been fully identified in Steps 1 to 3 of
may make the attainment of meaningful results difficult. the Jishu-Hozen activities, go to Step 3, Analysis of causes.

App endix-27 Appendix - 28

Jilln Jilln
TPM Seminar Material for Process Industries TPM Seminar Material for Process Industries

(c) Step 2: Detection and elimination of malfunctions and abnormalities (f) Step 5: Perform improvements

• Past experience shows that the majority of losses are caused by deterioration • When performing improvements, it is important to secure the understanding
and the failure to put in basic conditions. Thus, before wrangling with arduous and agreement of the workplace personnel. Imposing Kobetsu-Kaizen activities
analysis methods, it is important to thoroughly restore defects and does not generate cooperation.
deteriorations.
• If equipment redundancies exist, perform test improvement on one unit, then go
• Similarly, basic conditions such as cleaning, lubrication, and tightening should on to the next unit after checking the result.
be fully put in.
• Particularly when procedural improvements are also called for, arrange
• When implementing Step 2, refer to the ideal condition of equipment and sufficient discussions with all workplace personnel whom this concerns and
processes to find clues regarding necessary improvements. provide full guidance.

(d) Step 3: Analysis of causes (g) Step 6: Check results (Evaluation)

• Use all appropriate cause analysis methods. • If the results fall short of the target, it is particularly important to try repeatedly
to achieve the set target, not being tied down by the original plan.
• Regarding proprietary technologies, use also resources such as equipment
manufacturers (but don't become overly dependent on them). • When confirming the results and performing evaluation, grasp the various
stages of improvement against time and clearly establish the causes why given
• For high-speed mechanisms or phenomena requiring observation over a long improvements were not effective.
period, use a high-speed video camera or other adequate devices.
(h) Step 7: Finalization
• Perfonn cause analysis thoroughly on plant facilities and actual objects and
materials. • Despite achievements in restoring deteriorations and putting in basic
conditions, relapses to the previous undesirable condition are likely with the
(e) Step 4: Creation of improvement plan passage of time, and thus it is important to maintain such achievements through
periodic inspections and periodic maintenance.
• When creating the improvement plan, try to draft several plans and don't
dismiss any • Work methods must be standardized in order to ensure their continued
application by personnel.
• When creating improvement plans (through meetings, etc.), do not dismiss any
ideas. (The higher ranked an engineer is, the more likely he/ she is to make
arbitrary decisions and not correct them even after realizing they were a
mistake.)

• Do not rely excessively on manufacturers or specialists, as the Kobetsu-Kaizen

activities will not come to life.

• Be careful not to make improvements that create new problems, such as

measures to raise performance that cause an increased incidence of quality
defects, or excessive improvements to raise quality that result in high energy
consumption.

• When creating improvement plans, pay due consideration to new materials.

Appendix-29 Appendix-30
Jilln Jilln
TPM Seminar Material for Process Industries

4. 1 Step-by-Step Implementation of Jishu-Hozen

4.1 .1 Step 1: Initial Cleaning

The first step of Jishu-Hozen aims to raise equipment reliability by performing the
follm-ving three tasks: eliminating all dust and dirt, exposing malfunctions and
abnormalities, and among these, to correct defects and put in basic conditions.

(1) Implementation of initial cleaning

4. Implementation of Jishu- It is important to make operators touch their equipment down to the least nooks
Hozen Activities and crannies so that they develop a heightened interest toward their equipment and
want to protect it from getting dirty again.

However, many operators may have doubts about why they should perform initial
cleaning, and strong convictions such as "maintaining equipment clean is a
maintenance job," resulting in less than enthusiastic adoption of initial deaning
activities. Moreover, many operators, even when told to do thorough initial
cleaning, will not know how much is thorough and the whole process will be
characterized by trial and error.

What is important is for the managers and the maintenance division to work
together perseveringly providing guidance to operators and to help them answer
the following questions:

• What malfunction or abnormality is caused when this location is dirty?

• What effect is caused on the column or pipe when this location is rusty?

• What effect is caused on the product when a blockage occurs here?

• What is the source of contamination that causes this location to always become
dirty regardless of how many times it is cleaned?

As they keep on doing the above, operators start to understand the various degrees
of dirtiness and realize the importance of cleaning. As a result, they develop the
attitude that they will not allow a location to become dirty twice, and the
foundations of improvement become laid.

Appendix-31 Appendix - 32
Jiffn
TPM Seminar Material for Process Industries TPM Seminar Material for Process Industries

Table 4-1 Sample Manual for Exposing Seven Types of Malfunctions/Abnormalities (2) Expose the seven types of malfunctions/abnormalities
? Items [Malfunction] detail of malfunction
Potential defects are exposed through thorough cleaning, teaching operators through
(1) Minor Defects
[Fouling] dust, dirt, powder, oil, rust, paints practice that "cleaning is inspecting." However, operators participating in Jishu-
[Scratches] crack, crushing, deformation, chipping, bending Hozen activities for the first time do not know what malfunctions and abnormalities
[Chattering] shaking, missing, inclining, eccentricity, wear, distortion, corrosion
[Loosening) belt, chain are.
[Abnormal] abnormal noise, heat built-up, vibration, offensive smell, discoloration, pressure, electric current
[Sticking] clogging, sticking, heaping, exfoliation, motion defect
This makes is necessary to provide training and guidance on the following points,
(2) Basic Conditions
using the equipment as teaching materials:
[Lubrication] short of oil, oil stain, indistinct oil type, inappropriate oil type, oil leakage
[Oiling] fouling of oil supply, oil supply stain, breaking of oil supply, deformation of oil supply, defect of safekeeping
[Oil level gauge] fouling, breaking, leakage, defect of indicator • What malfunctions/ abnormalities are caused by missing or loose bolts and nuts?
!Tightening) bolts and nuts: loosening, dropping, defect of bite, over-long, crushing, corrosion, inappropriate washer,
inverse of W nuts
• What malfunctions/ abnormalities are caused by oil that is dirty or has run out?
(3) Difficulty Points
[Cleaning) structure of machinery and tools, cover, arrangement, scaffolding, space
[Inspection) cover, structure, arrangement, location of gauges, direction, proper indication • What malfunctions/ abnormalities are caused by slack V-belts or chains?
[Oiling) location of oiling supply hole, structure, height, scaffolding, wasting oil, space
[Tightening) cover, structure, arrangement, size, scaffolding, space
[Operation] arrangem ent of machinery and tools, location of valves, switch, and handle etc., scaffolding
It is also recommended to prepare various teaching tools. The first such tool is a
!Adjustment] inappropriate location of pressure gauge, thermometer, flow meter, water meter, and vacuum meter etc. compiled manual on how to recognize malfunctions and abnormalities, used for
(4) Source of fouling efficient practical training on exposing malfunctions and abnormalities.
[Product] leakage, overflowing, blowoff, splashing, overflow (See Table 4-1) .
[Materials) leakage, overflo.-~ng, blowoff, splashing, overflow
[Oil] leakage of lubrication oil, operating oil, and fuel oil, overflowing, blot
[Gas] leakage of air, gas, steam, vapor, and exhaust, splashing The second such tool are one-point lesson sheets that, for example, teach the correct
[Liquid) leakage of water, warm water, semimanufactures, cooling water, and draining, overflowing, blowoff
!Rubbish] burr, cutting rubbish, packing materials, defective products use of bolts and nuts, providing easy-to-understand illustrations of incorrect actions,
[Others] worker or forklift is carrying in, incursion from crevice in the building and to use such one-point lesson sheets for oral training in small-group Jishu-Hozen
(5) Source of quality defect activities to develop skill in detecting malfunctions and abnormalities.
[Foreign materials] mixing, incursion and engulfing of rust, swarf, fillings, and insect etc.,
[Shock) falling, head, collision, vibration
[Water) little, many, incursion, defect of elimination The third teaching tool is to attach efus (tags) including the detection date, the
!Particle) abnormality of screen, centrifugation, and air separation equipment etc. person who detected it, and a description of the malfunction/ abnormality to the
[Concentration] defects of warming, heating, compounding of medicines, mixing, vapori zation, and churning etc.
[Viscosity] defects of warming, heating, compounding of medicines, mixing, vaporization, and churning etc. location of each abnormality/ malfunction, so as to make the state of the activities
(6) Nonessential products
currently conducted known to all. Use white efus to indicate countermeasures and
[Machinery and tools] pump, fun, compressor, fences and towers, others handling implemented by operators themselves through Jishu-Hozen, and use red
[Pipes) pipe arrangement, hose, duct, valves, dumper, others
[Gauges] thermometer, pressure gauge, vacuum meter, ammeter, others efus for p roblems whose handling will be entrusted to specialists.
!Electric apparatus) wiring, piping, code, switch, electric outlet, plate, others
[Jigs and tools] tools, cutting blades, jigs, model, metal mold, frame, others
!Spare parts) spare parts of equipment, reservation, long-term inventory,
Such use of tags expands the sphere of activities and information sharing beyond the
[Provisional measures] auxiliary materials, others tape, string, wire, gummed tape, a small piece of a board, others members of the small-group activities, to include other workplace co-workers,
(7) Dangerous places supervisors, and maintenance department personnel. (See Figure 4-2.)
[Floor] unevenness, difference in level, projection, crack, exfoliation, wear(stripe-screened board)
[Stairs] steep incline, different level, cxfoliation of nonskid, corrosion, handrail As the result of conducting initial cleaning as described above, the exposure of a
[Lighting) insufficiency of illumination, defect of location, fouling of cover, breaking of cover, inappropriate explosion
defense malfunction or abnormality on an equipment unit will be followed by the exposure
[Turning) coming off, dropping, breaking of cover, and emergency stop of safety device
[Raiser) wire of cranes and hoists, hook, brake, others of hundreds of additional ones. The repetition of small-group meetings and activities
[Others) specialization, solvent, poisonous gas, heat insulating material, danger signal, protective device, others and guidance under the leadership of group supervisors and maintenance
© JIPM, 1990 department personnel will develop the skill of operators in detecting malfunctions
and abnormalities, resulting in a rapidly rising detection ability.

Appendix-33 Appendix-34
Jiffn Jiffn
TPM Seminar Material for Process Industries TPM Seminar Material for Process Industries

Figure 4-1 One-Point Lesson Sheet Figure 4-2 Efus Used to Expose Malfunctions and Abnormalities

Creation date: February 18, 1986

Prepared by: _ N
_ a~i:~at_a_ _
I One-point lesson sheet \ TPM TPM
Jishu-Hozen Step No. J 1 I21 3 I4 I 5 I 1 3 4 5
Jishu-Hozen Step No. 1 I 21 1 1 I
Theme: Types of bolts and nuts I Approved by:
_ _ -- -. _ (Manager in charge +@@@I Location of
Malfunction detected
l;§@M Location of
Malfunction detected
Machine: Bolt TAG No.: - - ·--- (Department)
-
I Equipment name: Equipment name:

l l
Control No. : Control No.:
Learn the correct ]IS term. Date of detection:

-j
Date of detection:
Detector: Detector:

[]=711ffi1 ()IJJJl)llJIDlmll!) o,~o~,oo of maffuo=o [ D~opfroo rn maffooc"oo -_

Hexai:ont1I bolt Stud bolt

-

D•nm (@lm\@uro
This sheet should be stuck to equipment This sheet should be stuck to equipment

© JIPM. 1987
Fully-threaded hexagonal
boll F/anJ.:ed lrexaJ.:01wl bolt
- -

(3) Restore defects and put in basic conditions

([)DIJ illJ1IID1IIIID (a) Restore minor defects

Cap screw_ _ _ Set screw
(slotted or .4.1/en-type)
Among the seven types of detected malfunctions/ abnormalities, immediately
restore the following minor defects: damage, play, deformation, and wear. For
----- - -- - - --
Remarks: Use the terms listed on this sheet when ordering, handling and conducting spare malfunctions/ abnormalities such as large cracks and breakage that require work by
parts control ofbolls at Nishi Nilwn Seito11. specialists or the equipment manufacturer, call in the maintenance department.
Department CCR I UTY Pactage I Cube_ I Productif-"") Facilities General \ CI~rcal

:::gh'-.-----
i'T ! --~ ' ' ' / / ']> /
J

taught i (ij) (l~ (-4_) Sugar(_2) l Co ntrul '-~ l (i;1 Affairs (1) (b) Lubricate
/I, ' // Passed
i/ / / / / ,• / /- / /
Lubrication is one of the most important basic conditions for the preservation of
equipment reliability, since it prevents wear and burning, maintains the precision of
Nishi Nihon Seitou Co., Ltd.
pneumatic equipment, and reduces friction, ensuring the efficient operation of
© JIPM, 1990 equipment.

Despite the above, lubrication is often not done systematically. Unfortunately, a

survey of workplaces often reveals the following conditions, which result in forced
equipment deterioration.

Appendix-35 Appendix-36
Jill, Jill,
TPM Seminar Material for Process Industries TPM Seminar Material for Process Industries

• Lack of aw areness of necessity and importance of lubrication, evidenced by (c) Tighten

statements such as "The oil hasn't been changed in five years, but it's still
running." There is no equipment that does not have any bolts, nut, and nuts, as these are
essential construction elements (parts). Equipment functions operate properly only
• Operators are not taught the principles of lubrication and the malfunctions/ when such elements are well tightened. A single lose bolt can cause vibrations and
abnormalities linked to improper lubrication. wear, which in turn cause other bolts to become loose. This will lead to a further
increase in vibrations and play, ultimately causing small and large cracks, and
• There are too many different types of lubricant, and too many locations difficult things will go from bad to worse as cracks develop in breaks and these into major
to lubricate. accidents.
• Operators rely excessively on automatic lubrication tools such as mechanical Another point to remember is that breakdowns and other problems are caused by a
greasers. combination of defects, as shown in Figure 4-3. For example, a photo switch will not
malfunction due to a slightly stained glass panel or light vibration, but if a fixing
Lubrication standards are difficult to follow or inexistent. In this situation, the fist
bolt becomes loose, the extra vibration will increase the overall vibration level and
step of Jishu-Hozen is to expose malfunctions and abnormalities related to
cause more bolt loosening, and then a small misalignment or staining of the light
lubrication, and to perform the following activities for putting in basic conditions
receptor will result in malfunction. What is important here is that the loose bolt
and raising equipment reliability.
acted as the trigger for the malfunction.
• Teach the importance of lubrication using one-point lesson sheets.
Failure analysis done at a plant showed that the majority of failures were caused
• Immediately perform lubrication when detecting situations of no more lubricant either directly or indirectly by insufficient tightening, pointing out the need to
or insufficient lubrication. reconsider the importance of tightening.
• Change spoiled lubricants.
In performing Step 1 of Jishu-Hozen, it is important to expose abnormalities related
• Clean and repair all dirty or damaged lubricators and lubricant level gauges. to bolts and nuts, put in the basic conditions, and clamp down on the causes of
problems by doing the following actions:
• Check if automatic lubricating devices operate normally.
• Securely tighten loose bolts and nuts.
• Remove dirt from revolving parts, sliding parts, drive chains, etc.
• Immediately restore bolts or nuts that have come off.
• Clean lubricating devices and equipment and correct all defects.
• Replace nuts with a damaged thread and bolts that are too long.
• Replace damaged or severely worn bolts and nuts.
Figure 4-3 Compounding of Defects • Replace inadequate W nuts and washers.
• Use locking mechanisms for important nuts that continuously become lose.

It is no exaggeration to say that always maintaining the basic conditions of cleaning,

Malfunction Dirt
----.....____ lubricating, and tightening as described above will prevent failures .

© JIPM, 1990

App endix - 37 App endix-38

Jiffn Jiffn
TPM Seminar Material for Process Industries
TPM Seminar Material for Process Industries
(d) Expose unsafe locations and practice KYK
4.1.2 Step 2: Prevention of Sources of Contamination and Improvement of
Although safety should always be the number one issue, labor accidents still occur Difficult Locations
in the workplace. As shown in Table 4-1, exposing and correcting unsafe locations in
the work environment and equipment is necessary for creating a safe and pleasant In Step 1, operators used their hands and eyes to perform initial _cleaning and detect
work environment with zero accidents. malfunctions and abnormalities. In Step 2, operators use their head to develop
improvement activities.
On the other hand, because the initial cleaning and improvement activities of Jishu-
Hozen differ from routine work (operation) and operators are not used to them, Operators feel motivated to implement improvements when equip~ent they took
special attention must be paid to safety. care to clean becomes dirty again, or the level of initial clearung cannot be
maintained, and this is when they start implementing measures to prevent sources
Develop danger prevention activities (KYK, for kiken yochi katsudou) using of leaks, spills, and other contamination. Although operators may a_ttempt_ to
illustrations. The effectiveness of KYK activities applied to actual equipment during maintain the basic conditions that they put in in Step 1, they realize that this reqmres
Jishu-Hozen has already been demonstrated at various companies, where KYK has too much work and time than they can spare, and that they must come up with a
been successfully used to attain the elimination of labor accidents. different solution.

This is when they start implementing measures to improve location_s that. are
difficult to access. Step 2 aims to reduce the time required for clearung, inspecting,
and lubricating through these h-vo activities.

Figure 4-4 Aims of Measures to Prevent Sources of Contamination and Improve

Difficult Locations

(1) Measures for Sources of Leaks and Spills (2) Measures for Difficult Locations

(a) Prevention of leaks, spills, and scattering of

(a) Improvement of locations difficu lt to clean
products and raw materials
(b) Improvement of locations difficult to inspect
(b) Prevention of leaks, spills and scattering of
(c) Improvement of locations difficult to
lubricant and hydraulic fluid. lubricate
(d) Improvement of locations difficult to tighten
(c) Prevention of leaks, blowout, and scattering (e) improvement of locations difficult to operate
of process powders, vapor, etc. (f) Improvement of locations difficult to adjust

I I

I Aim: Reduction of time required for cleaning, inspecting, and lubricating

I
© JIPM, 1990

Appendix-39 Appendix-40
Jif1n Jif1n
TPM Seminar Material for Process Industries TPM Seminar Material for Process Industries

(1) Identify and fix sources of leaks and spills However, not controlling leaking, spilling, and scattering of powders, vapor, and
corrosive fluids should not be tolerated for the sake of equipment, quality, and
Production plants in process industries contain various sources of leaks and spills, environmental maintenance, and require that thorough improvement measures be
and the resulting contamination adversely affects equipment in numerous ways, taken. The following points should be noted when taking measures against sources
some of which are listed below: of contamination:

• Powder scattering and vapor discharge hamper the maintenance of initial • Accurately determine what is being emitted from where.
cleaning levels.
• Systematically measure leakage and spillage amounts.
• Powder and lubricant contamination hamper inspection of bolts and oil level (Operators will learn the importance of measurement by doing this.)
gauges.
• Encourage operators to perform inspections by going back to the source, for
• Powder contamination causes wear and forced deterioration of in V-belt and drive example blocks in dust-collecting ducts or chutes.
chains.
• Sources of contamination are rarely handled through one-shot improvement
• Contamination of sensor switches such as limit switches and photo switches measures. Start by handling the immediate source of contamination, then
causes malfunctions. persistently implement improvement measures for best results.

• Vapor and liquid leaks and discharge cause corrosion of equipment, chassis, and • In the case of major sources of contamination beyond the scope of Jishu-Hozen, it
buildings. is essential to implement Kobetsu-Kaizen with the participation of managers and
technical staff.
• Powder infiltration in electrical gauges causes drop in product quality.
• Consider the use of new techniques and materials, such as sealing, joints, and
• Contamination causes worsening of workplace environment and adversely affects protective devices.
product quality.

Despite the fact that such major problems are being caused, why are the causes
ignored in so many plants?

• No consideration is given to dust prevention in vibrators and conveying

equipment

This alone is bad enough, but what's more:

• No attempts for full prevention of powder and vapor discharge as this is

considered to be impossible.

• Fixing sources of contamination is considered as prohibitively costly and

impossible for budgetary reasons.

Appendix - 41 Appendix - 42
JiRn JiRn
TPM Seminar Material for Process Industries TPM Seminar Material for Process Industries

(2) Reduce work time by improving difficult locations

4.1.3 Step 3: Creation of Cleaning and Inspection Standards

Even if basic conditions are put in and ideal equipment conditions are realized, Step 3, creation of cleaning and inspection standards, is designed to finalize the
maintaining these conditions requires too much work and time and thus dangerous results obtained in Step 1 and Step 2, i.e. to maintain basic conditions and keep
operations may still remain, raising doubts in the mind of operators about how long equipment in ideal condition by having operators adopt the attitude that they are
they can perform inspection and lubrication work. Optimum equipment conditions personally responsible for protecting their own equipment.
cannot be said to be really in until any operator can simply, accurately, and safely
perform cleaning, inspecting and lubricating.
Figure 4-5 Cleaning Work Chart
• Create and test cleaning work charts (provisional cleaning standard draft),
implement measures for contamination sources, and reduce work time by No. Part Work B.M Improvement 1 Improvement 2 Improvement 3 Improvement 4 Remarks
improving cleaning locations that are difficult to access and cleaning tools. 1 Upper Oean 1 /week Improvement of Improvement of Seal shaft entry Lubrication of
casi ng inspection hole casing flange point drive chain
cover
• Create inspection work charts and perform inspections of bolts, nuts, V-belts,
chains, couplings, etc., then find out whether such inspections can be done in the 25min. 21 min. JS min. JO min. Sm.in.
specified time, and reduce inspection times by improving inspection tools, install 2 Lower Clean ]/week Improvement of Improvement of Seal input port --->
easy-to-release covers, and improve the position and direction of attachments, casing inspection hole casing flange

secure space, provide staging, etc. 3() min. 26min. 20min. 10min. 10min.

3 Takeup Clean 1/week Attachment of Improvement of ---> - >

• Using lubrication work charts, inspect devices such as oil-level gauges and three- section improved dust shaft lubrication
point sets, and replenish or change lubricant, and simplify lubrication work by plate

detecting locations that are difficult to access, changing the position of oil-level 20min. lOmin. 7min. 7min. 7 min .
gauges, three-point sets, and lubricators, reducing the number of lubricant types, 4 Drive Clean I /week Improvement of - > --> ->
improving lubrication tools, and preventing contamination of lubricators. motor lubricant leakage

10 min. Smin. Smin. Smin. 5 min.

• Do the same for locations that are difficult to operate or adjust. In the case of
5
process industries, it is particularly important to create remote, unmanned
operations that eliminate manual labor such as unblocking chutes, cleaning raw min. min. min. min. min.

material and product spills, cleaning measuring sensors, and adjustments by 6

operating valves and dampers.
min . min. n1in . min. min.

Total 85 min. 72min. 47min. 32min. 30min.

©JIPM, 1990
Figure 4-5 shows an example of a cleaning work chart. Clearly defining cleaning
and inspection, and lubrication locations and items when creating such work charts
is an important preliminary action before Step 3, Creation of Standards.

Appendix-43 Appendix - 44
,+
JiRn JiRn
TPM Seminar Material for Process Industries
TPM Seminar Material for Process Industries
(3) Provide guidance on creation of standards
(1) Imposed standards cannot be followed
Provisional standards must be created by incorporating the SWlH so that
Plants often have excellent inspection standards and checksheets, but they are not
inspections can be performed easily, correctly, and without omissions.
used, and each time a failure occurs, maintenance departments frequently complain
that the standards that they distribute to operators are ignored, and managers that • Inspection locations: All small-group activity members should decide together
inspections are never carried, not matter how many times they request them. The where to clean and where to inspect and lubricate, in order to maintain the basic
following comments typify the view of operators: conditions of equipment. Managers should indicate omissions and errors.

• We have received inspection standards, but we don't know what we are supposed • Key points: Key points resulting in slipping away from basic conditions or ideal
to do with them. conditions, such as what happens when contamination or loosening occurs,
should be clearly defined. It is also important that managers provide guidance
• We don't know what we are supposed to inspect and how.
and advice regarding inspection points.
• Trying to do inspections per these standards takes too much time away from work.
• Methods: What methods are most indicated and simplest should be determined.
• Too many high, narrow, and dark locations make it difficult to perform Visual checks that can be simply and correctly performed by all operators should
inspections. be devised.

This reflects the fact that too often standards are created without regard to the • Tools: Determine which cleaning, lubricating, and work tools are to be used, and
operators who will perform the inspections and the locations that will be inspected. label them clearly.
Standards are not followed when set by a coercive type of management whose
• Work time: Detemline work times and use target management, implementing
actions spell out "we decide, and you follow ."
improvements to reduce time requirements and to simplify and minimize work.

• Cycles: Determine cycles and use target management, implementing

(2) Operators follow standards that they have created themselves improvements to makes cycles longer. Some tasks such as the replacement of
lubricants requires the guidance of experts (maintenance manager).
In Step 1 of Jishu-Hozen, operators have performed initial cleaning and defect
recovery and put in basic conditions with great effort, and in • Responsibility: Assign a person for each task to prevent omissions, and clearly
define roles to promote awareness that one equipment is one's responsibility.
Step 2, operators have reduced work time by fixing sources of contamination and
improving locations that were difficult to access.

Through this process, they will have become fully aware of the necessity and (4) Example of provisional standards for cleaning, inspection, and lubrication
importance of maintaining the cleanliness and top condition of their equipment that (See Figure 4-6.)
they have achieved.
The provisional standard in Figure 4-6 is an example of the application of "Cleaning
In Step 3, if they receive proper guidance regarding the creation of standards and is inspecting."
inspection points, operators will develop motivation, skill, and opportunities to
perform daily inspections, and will come up with standards for conducting
deterioration prevention activities.

App endix - 45 App end ix - 46

Jil1n Jil1n
TPM Seminar Material for Process Industries TPM Seminar Material for Process Industries

Figure 4-6 Example of Provisional Standard for Cleaning, Inspection and Lubrication

Revisionl June 10, '85

I
Jishu-Hozcn (cleaning inspection and lubrication) standard Group (Leader) Sprinter (Chris)
Nishi Nihon history I Dec. 3 '85
Seitou *TPM•
Workplace CCR Equipment Crystallizers No. 1 to 4 TAC: No. M A-6810--40
I
I
1

>- Cycle Person

Cleaning and Cleaning and Cleaning

ii
0 Handling of Time _.c; in charge
inspection locations Cleaning and
;;"'
0, inspection inspection -"" 'i::
Illustrations inspection standard method tools abnormalities required ~ 0 :.
u No. Item 3:: ~
<l!
>-
Motor section No dirt or oil spills Wipe 4/.f - 10 min. ✓ Johnson
_1 Electrical
speed re_?_u_ce_r_ _ _ -J
No vibration, abnormal
noise, overheating
l1 ,r, /\V Contact
supervisor ✓ ✓
Johnson
1
$,. - Johnson
CD -2 Oil-level gauge Specified amount
---
Supply oil ') (1) ✓ I

-3 Chainand
sprockets
No abnormal noise,
sufficient lubricant
l1 $,. - Lubricate /
✓ Johnson

2 Outboard shaft No dirt

--
$,. O.f - 10
-
✓ Johnson

C: -1 Gland No leaks ,r, $,. ~ Tighten(Replace) (1) ✓ Johnson

g - - -- l--

u
<l! -2 Bearing
No overheating $,. - Lubricate & (1) ✓ ✓ Johnson
~ or looseness Observe, Tighten
.5
c,; -3 Cooling water box No leaks $,. ~ Tighten(Replace) (OS) ✓ Johnson
§ 1---,c--- --------+-- -------...J
~ _3 ~~~o8:~i~~aft on No dirt Wipe O.f - Weck 12.5
Months ✓ ✓
Worm
cover Johnson
0 -~· . ---~

-1 Gland No leaks $,. (!!}==® Tighten(Replace) (1) ✓ Johnson

-- -

-2 Bearing No overheating, ,r, $,. - Lubricate &

Observe, Tighten
(1) ✓ ✓ Johnson
no looseness - - - --
-3 Gland drip pan No mask.it $,. Recover Scraper Inspect gland 10 ✓ Johnson
-- --
No abnormal noise,
_4 Worm bearing,
Worm wheel overheating, or nut
thread deformation
u1' ,di,. - Contact
supervisor
(3) ✓ Johnson

Time required (minutes)

(Method) (Tool) Person
No. (Lubrication locations) (Lub ricant type) (Oil amount) Time in charge
1-1 - ----1-- - ----'cs #68 12 litters Pour manually lOmin. ../ Hiroko

1-3 Cha.in ditto Oil enti re chain ditto

-
15! 0.5 ../ Hiroko

2-2 _Outboard bearing__ Crease Tum cap 2 to 3 times Turn manually - 3 ../ -
Hiroko
-
3-2 Inboard bearing
- - - - l - - - - --
ditto ditto ditto - ditto ../ Hiroko

2
3-5 Worm case #2205 26 litters Pour manually ~ 10 tim~
Hiroko

©JIPM, 1990

Appendix - 47 Appendix - 48
Jiffn Jiffn
TPM Seminar Material for Process Industries
TPM Seminar Material for Process Industries
Figure 4-7 Indication of Machine Name Figure 4-8 Match Marks on Bolts and Nuts
(5) Make full use of visual checks
(1) (2)
The key to having cleaning and lubrication activities based on provisional standards
continuously used is to ensure that they can be easily performed correctly by any ~ Lines not
operator. A very effective way to achieve this is to indicate operating conditions and ~ aligned

ranges, rotation directions, etc., on the equipment, thereby facilitating visual checks. Match mark
[Tight] [Loose]
Several examples are indicated below, based on which similar measures could be © JIPM, 1990
designed for your own workplace. ©JIPM, 1990

(a) Display the number and name of each machine to make everybody aware of
important equipment. (See Figure 4.7.)

(b) Provide a match mark on each bolt and nut to enable easy detection of looseness. Figure 4-9 Acceptable Range Indication Figure 4-10 Indication of Oil Level and
(See Figure 4-8.) of Pressure Gauge Oil Type

(c) Display the acceptable range on pressure gauges, vacuum gauges,

thermometers, etc., to aid determination of correct operation. (See Figure 4-9.) Acceptable
LubricTaot;
(d) Indicate oil level and oil type and quantity to raise maintainability. Danger
.
(See Figure 4-10.)
. 20 <,D
(e) Display the rotation direction and specifications on the cover of V-belts, chains, Oil level
and couplings to facilitate inspections and raise maintainability.
© JTPM, 1990 ©JlPM, 1990
(See Figure 4-11 .)

(f) Display flow direction and contents on pipes to raise maintainability,

operability, and safety. (See Figure 4-12.)

(g) Display opened/ closed state of valves and switches to raise maintainability, Figure 4-11 Indication of V-Belt Figure 4-12 Labels on Piping and Valves
operability, and safety. (See Figure4-13.)

V- belt
B1 50-4

© JIPM; 1990

© JIPM, 1990

Appendix-49 Appendix-SO
Jiffn Jiffn
TPM Seminar Material for Process Industries TPM Seminar Material for Process Industries

4.1.4 Step 4: Development of Inspection Skills through General Equipment Figure 4-13 Expanded Flowchart of Inspection Training
Inspections
Formulate general inspection items Bolts, nuts,_lubrication, vacuum]

(1) Training of operators expert in equipment Maintenance staff U pressure, oil pressure, motor
section, electrical section, etc.

Operators using equipment to make things should be expert in it. Yet it is widely Preparation of general
ins cction trainin materials
believed that operators should just operate the equipment and do as they are told, Maintenance staff General inspection checksheet
and most companies do not make any efforts to train their operators to become General inspection manual
Preparation of general
experts in their equipment. On the opposite, some companies reduce personnel and
tell remaining operators to "never touch the equipment", preferring to have mere
ins ection trainin schedule
Maintenance staff
Workplace managers
3-dimension models,
[ wall charts, slides, etc.
J
switchmen who flick switches and hammer men who hammer chutes and ducts that
have become blocked.
Maintenance staff
C: 2
E
o--
On the other hand, companies where operators become expert in their equipment
Preparation of small-group-activity oral training
·-
~£
---
0. C
experience revolutions in the management of the workplace and benefit from <I) 0

dramatically improved efficiency. Operators who are expert in their equipment

Small-group-activity leader
\·Vorkplace manager
-= E
_,...,
",_
should be able to do minor repairs, but even more important, they should be able to Execution of oral training for group members rL
General inspection ofl
model equipment J
"C ,_
0
"bC Q.
Q.
X.

detect abnormalities, and be able to feel that "something is strange" when a Small-group-activity leader x--<
.,~
condition is not normal. CE
0,.,
Execution of general inspection rccneral inspection of] 1-:::::
~ - - - - - - - ~ - - - - - - - - - ' Lall equipment
The abnormalities that operators should be able to detect should not be limited to Group members
obvious ones after the fact, such as when equipment has stopped due to a failure, or
Small-group-activity meeting, list of malfunctions and
ones that become evident after a defect has sprung up. abnormalities, establishment of countem,easures List of malfunctions
and abnormalities
Grou leader
Operators should also be able to read causal abnormalities consisting of forerunning List of deterioration]
Improvement of malfunctions and abnormalities [
signs indicating that a failure will happen or that a defect will spring up, that is, local.Ions
Group members
perceive abnormalities at the stage preceding the occurrence of actual failures or Maintenance department staff
defects. Creation of provi sional standard
for dail ins ections
Provisional standard
Group members
Operators who are truly expert in their equipment have the ability to detect such f Created separately]
causal abnormalities at an early stage and are used to handle them promptly. This is Inspection skill check
Lfor each item

the kind of operators that we are trying to develop through Jishu-Hozen activities. Skill check chart
Group members

It is not easy to train such expert operators. However, given the fact that all Self-diagnosis and application for evaluation [ Take test]
operators use equipment to make things, this is a task that must be accomplished.
Group members
Once such operators are trained, large changes will become possible, not limited to
equipment management but extending to all aspects of workplace management. Evaluation
Workplace manager
Maintenance staff
The approach to developing Jishu-Hozen inspection skills described h ere is the first
step toward developing operators who are experts in their equipment and have the Handle specified items
kind of sensitivity that qualifies them as "human sensors." Training operators is very Group members
Maintenance deportment staff © JIPM, 1990
cost and time intensive.

Appendix-51 Appendix-52
,.
Jilln Jilln
TPM Seminar Material for Process Industries
TPM Seminar Material for Process Industries
Even so, such a manual by itself is insufficient material for operators to gain full
Operators must be taught everything about their equipment, starting from their understanding of all the contents, and it is important to complement it by preparing
equipment's functions, structure, and operating principles, and they must also be cutaway models and easy-to-understand wall charts, as well as degraded bearings,
trained in inspection methods on the actual equipment. oil samples, and so on.

Despite the scale of such an enterprise, many companies have demonstrated that Practical training on how to tighten bolts and nuts and the insertion of gland
only by going through the above process can a TPM structure be correctly packing is also highly effective. It is indispensable to provide training workshops,
established and significant results achieved. The training program described here tools, and electrical instrument simulators.
has been assembled based on such experience.
(c) Preparation of general inspection training schedule

(2) Implementation of Training Steps The maintenance staff must prepare a training schedule with production managers
at the same time as the curriculum and training materials. Plan one month for each
Inspection training does not only mean thoroughly teaching inspection skills to each training subject including the general inspection, and thus eight months for the
operator, but must also produce actual results through general inspections of all the entire training in the case of a curriculum consisting of eight subjects.
equipment. This approach to training requires that each of the steps shown in
Figure 4-15 be systematically implemented, mostly through small-group activities. The instruction sequence should be Maintenance staff-> Small-group activity leader
-> Members, and General inspection -> Finalization, done once in this order for each
training subject until all subjects are covered. A sample schedule pattern is shown in
(3) Preparation for general inspection training Figure 4-14.

(a) Selection of general inspection items

The most appropriate general inspection items should be selected following Figure 4-14 Sample Schedule Pattern for General Inspection Training
determination of what operators should be taught to operate their equipment
correctly and what equipment they should inspect, based on an examination of the
equipment's design specifications and the occurrence status of failures and defects CD Training from maintenance staff to leader
l--....w..Ll........,,u'-"'s' - + - - - - - - - ' - - ' " - + - - , - - - - - - - + - ( 2 ) Training from leaders to members
and other problems. (2) <l> General equipment inspection
Lubrication @ Finalization of general inspection subject
Also keep in mind that in addi tion to specific equipment and their basic functional (3)

elements such as bolts, nuts, lubrication systems, drive systems, pneumatic systems, Transmission

hydraulic systems, and the like, general-purpose equipment such as valves, pumps, 4) Pneumatic
sys tem
and fans, are also essential items that must be included.
© JIPM, 1990
(b) Preparation of general inspection training materials

Begin by identifying in detail the items that operators should inspect using all five
senses, and compose a general inspection list.

Next, determine what operators must learn to inspect these items, and prepare a
general inspection manual for small-group activity leaders. This manual should
include the basic functions and structure of the equipment to be inspected, its
components and their names and functions, inspection criteria, inspection methods,
and handling of abnormalities.

Appendix-53 Appendix-54
Jil1n Jil1n
TPM Seminar Material for Process Industries TPM Seminar Material for Process Industries

(4) Implementation of general inspection training (e) Implementation of general equipment inspection

(a) Importance of relay training The foremost aim of general inspection training is to perform general equipment
inspection for all equipment that has passed the three steps to restore deterioration
Relay training is the most efficient training implementation method. In relay and put in basic conditions. By repeatedly handling malfunctions and abnormalities
training, maintenance staff first train small-group-activity leaders, who then train and improving hard-to-access or hard-to-lubricate locations, operators will raise
small-group-activities members. The aims of relay training are to develop leadership their inspection skills and increase equipment reliability.
skills in leaders by having them train members, and to have members develop team
spirit. At this point, the maintenance department will have to prepare the tools required
for inspection and promptly perform improvement work when requested. If, upon
By assuming responsibility for training, leaders experience the exactions and pride of reaching the general inspection stage, the required tools are not available and the
leadership. Moreover, the sense of responsibility they feel regarding the training of malfunctions and abnormalities assiduously uncovered are left unresolved, the
their juniors impels them to try and improve their own abilities as well, while morale of the members will immediately crash and bring the progress of Jishu-
members feel respect and motivation toward their leaders, and do their best to Hozen to a standstill.
follow their lead. This system of giving and receiving training instills great energy
into small-group activities. (f) Finalization following each general inspection

(b) Implementation of small-group-activity leader training Every time a general inspection is completed, the small-activity group must
reevaluate the provisional cleaning inspection standard created in Step 3 and
The role of maintenance staff training leaders should not be limited to making sure finalize results so that the equipment remains in the ideal condition that has been
that leaders have a good understanding of the subject taught; maintenance staff achieved.
should also aim to have leaders become skilled in efficiently relaying their
knowledge to group members and achieve true stature as leaders. The second part of finalization is to evaluate the skills of each operator each time an
inspection subject is completed, and to provide guidance for incompletely mastered
(c) Preparation of relay training
points.
Leaders must not just pass along what they have learned from maintenance staff, The third part of consolidation is to perform a diagnosis for each general inspection
they must also prepare training materials that are closely designed for their own subject and to check the extent to which equipment reliability has improved.
workplace and are suitable for the level of their members.

(d) Implementation of relay training

The thorough implementation of general equipment training and systematic
Relay training should center on practical training handling real objects, not just maintenance inspections will lead to the realization of a workplace with zero
classroom instruction, and therefore must include general equipment inspection. failures.
Moreover, leaders should try to make their training fun to raise its effectiveness. For
example, when teaching tightening torques for bolts and nuts, quizzing members
about the torque required to actually tear off a bolt or organizing a competition in
which members present one-point lessons could be effective ways.

App endix - 55 Appendix-56

Jilln Jilln
TPM Seminar Material for Process Industries TPM Seminar Material for Process Industries

4.1.5 Step 5: Teaching Operation Skills through General Process

Inspections Table 4-2 Conditions for Process-Expert Operators
(1) Development of operators expert in processes
Level 1 (1) Understanding of process performance and functions
Steps 1 to 4 of Jishu-Hozen are designed to make operators expert in equipment and (2) Ability to correctly operate processes
raise equipment reliability. However, these attainments do not suffice to achieve
effective operation and control in process industries.
Level 2 (1) Good understanding of physical characteristics of materials handled

In process-type plants, operators have to operate and monitor an extremely large (2) Ability to make correct adjustments
range of equipment. Moreover, the materials that they handle change often change
states between solid, liquid, and gaseous, during the manufacturing process, and Level 3 (1) Ability to detect abnormalities promptly
their concentration and pressure frequently vary greatly as they are submitted to (2) Ability to take emergency measures for abnormalities
high temperatures and pressures.

Incorrect adjustment of a process or incorrect handling of an abnormality just once Level 4 (1) Ability to recognize abnormal signs
can cause a major disaster, and the nature of process industries is such that errors (2) Ability to correctly handle abnormalities
can result in the production of huge amounts of products with a quality defect.
(3) Ability to correctly perform periodic overhaul inspections and parts replacement

Therefore, it is important that operators fully understand the performance and © JIPM, 1990
functions of the process worked by their equipment, and that based on good
knowledge of the materials they handle, they perform adjustments correctly, be able (2) General process inspection implementation procedure
to accurately recognize abnormalities, and be expert in how to remedy them.
Figure 4-15 shows the implementation of the general process inspection in the
However, actual on-site conditions are quite different from the ideal scene described follm-ving three steps:
above. As mentioned earlier, a large number of operators are merely "switchmen"
and "hammer men" who operate and control equipment without sufficient • Step 5-1, Correct operation and manipulation,
understanding of the functions of the process and the properties of the material, and
• Step 5-2, Correct adjustment, and
thus are unable to predict abnormalities.
• Step 5-3, Correct handling of abnormalities.
As a result, large amounts of quality defects, reprocessing and product downgrade
losses arise, leading to situations in which accidents and disasters occur one after the {a) Step 5-1: Correct operation and manipulation
other. It really is a regrettable thing that in most cases, such situations are brought
about by companies' lack of effort to provide training. The point in this step is to and to avoid a coercive form of training imposing thick
work standards, instead implementing relay training using the lesson sheets created
The aim of Step 5 of Jishu-Hozen is to break out of this vicious cycle and to create with care by managers and staff. Moreover, operators should be made to understand
efficient plants with no losses or waste and free of disasters and accidents . This step how processes that consist of various equipment units create products, rather than
seeks to improve operation reliability and equipment safety through operation skill being taught performance and functions for individual units of equipment.
training and general process inspections that make operators expert in processes.
In teaching correct operation and manipulation, OJT applied to actual equipment
Table 4-2 lists the conditions that operators must fulfill to be expert in processes . and using created manuals is very efficient, and theoretical study based in the
classroom should be avoided.

App endix - 57 Appendix-58

Jirln Jirln
TPM Seminar Material for Process Industries TPM Seminar Material for Process Industries

(b) Step 5-2: Correct adjustment (c) Step 5-3: Correct handling of abnormalities

In this step, start by using relay training to teach chemical engineering basics and This step involves two separate tasks.
train operators in correct adjusbnent based on an understanding of the materials'
physical, chemical properties and how the changes in them affect equipment and The first task is to expose the parts locations where forerunning signs of major
quality. accidents appear, create manuals describing the signs and phenomena indicating
abnormalities and use them as teaching materials to train operators in how to
Improve the reliability of adjustments and seek ways to expand visual checks of prevent disasters before they occur.
pipe contents and flow direction, proper range of measuring instruments, and so on.
It is very important that operators fully understand why appropriate ranges must be The second task is to compile the provisional deaning inspection standards created
set, what happens when proper ranges are deviated from, and what influence this during Steps 1 to 4 to make periodic inspection and periodic parts replacement
has on quality and processes. standards for individual processes and areas in order to clarify the allocation of
responsibilities in planned maintenance, and to coordinate these standards with the
Figure 4-15 General Process Inspection Implementation Procedure planned maintenance activities of the maintenance department, making sure that
there are no inspection omissions and duplications.
Step 5-1 Step 5-2 Step 5-3
As part of these activities, also train operators in simple overhaul inspection
Creation of Selection of basic Estimation and Clarification of
Performance/ Selection of methods and trend monitoring such as the extension of bucket elevator chains.
operation/ chemical exposure of periodic test and
function adjustment
manipulation engineering serious accident parts replacement
lesson sheets items
manuals education subjects locations tasks
I I I I
Creation of (3) Preparation of general process inspection
Creation of overhaul
Creation of
Creation of manuals on inspection and
Relay O)T Relay training adjustment
lesson sheets abnormal signs
Staff Leaders Staff Leaders manuals
and phenomena
parts replacement (a) Selection of training subjects for each equipment category
Members Members manuals
1 1 I I
Select training subjects for each category of equipment used in the process and area
Relay
Relay OfT Relay training Relay OF Staff that operators are responsible for.
training Staff
Staff leaders Staff Leaders Lead ers
Leaders
Members Members Members
Members
Example: Rotating machines, heat exchangers, reactor columns, screens, conveying
I
I I _l_ I :i equipment, and filtration units. It is also important to select chemical engineering
subjects that help operators understand material properties and changes.
"°
C
v
§ ~ C
Finali zation
Finalization ·.o ~ -g i la u-, 0
:..:: e.c
(Test using Finali zation c:- .~ Example: pH, temperature, pressure and viscosity, concentration, purity, and their
actual (individual (Test using Finalization 11 ~ Ji; 0 0 :=
e.or5
.§ -~
equipment) tests) actual (Individual tests) ~
~
E
0
>-,Cl
u
CL
E
:.c;
2 .<:: E
,C- L
"Er:,_!'.:2 relationship to reactions, crystallization, separation, and dissolution.
equipment) P- C Q) 0
:)V 0
v 0.
E .o 00 C
~ .n ~ la _g Cv
E c:
........
0"'
"-, 0 E ..'.: IZ..C:: Cl <fl r:,
(b) Creation of general inspection lists
<.:.lo

I I
I
-i- I T The general process inspection performed in Steps 5-1 to 5-3 requires checklists.
When creating these checklists, items selected and entered by operators should be
I Correct operation
and manipulation I I Correct adjustment
I I Correct handling of
abnormalities
I
I clearly distinguished from items entered by managers and staff. Figure 4-18 shows
various sample lists.
I

I Improved process safety and stabi lity

© 11PM, 1990

Appendix-59 Appendix-60
Jil1n Jil1n
TPM Seminar Material for Process Industries
TPM Seminar Material for Process Industries
(d) Implementation of general inspection training
(c) Preparation of general inspection training materials
• Relay training
Maintenance staff work to train operators v.rho are expert in their equipment,
whereas production managers and production engineers and staff must earnestly Relay training is a method whereby production staff train leaders, who then train
work to create the general process inspection training materials for Step 5, and then small-group-activity members, thereby giving personnel the chance to learn from
implement the training program. teaching others, in the same way as for general equipment inspection.

The main materials that must be developed are as follows . • OJT

• Process operation and manipulation manual
In training personnel in operation, manipulation, adjustment and disaster
• Process adjustment manual
prevention, classroom instruction should be avoided whenever possible, and OJT
• Material balance, heat balance
appli ed to actual machines should be used as much as possible. Training in overhaul
• Basic chemical engineering lesson sheets
inspection and parts replacement should be done by having operators work and
• Troubleshooting sheets
maintenance personnel work together. Maintenance personnel should also provide
• Periodic overhaul inspection manual, etc.
guidance regarding the creation of standards.

(e) Finalization of general inspection training

Figure 4-16 Examples of General Inspection Checklist
• Skill assessment
Assess the skill level operators through individual tests and by having them handle
Step 5-1 Performance and Functions General Inspection List abnormalities, and provide follmv-up training as required.
No. Process Performance Specifications Relation Why necessary? Improvement suggestions
compositi on Functions Role lo quality An y losses? (Simplification) • Creation of action criteria
(equipment) (Capacity increase)
Create periodic inspection and periodic parts replacement standards based on the
provisional cleaning and inspection standards to improve maintenance.
Step 5-2 Adjustment General Inspection List • Create maintenance plans
No. Adjustment Ta sk Changes in Appropriate range / Effect on Handling in case Establish an efficient maintenance system and avoid omissions or duplications with
locations \Nh y What How properties Basis for sctti ng quality of abnormality
maintenance by creating annual maintenance calendars and checksheets.

• Establish a recurrence prevention system

Step 5-3 Problems and Human Error General Inspection List Takes measures to prevent the recurrence of disasters by creating abnormality report
No. Past occurrences Date of occurrence Problem Anal ysis Recurrence prevention forms and handling report forms, and by collecting and analyzing disaster data.
Examples /Locati ons Frequency description (Why occurred ?) prop osal

Step 5-3 Serious Accident Prediction General Inspection List By implementing the above actions in Step 5, operators expert in processes will be
No. Predicted Predicted Possibl e Predicted Correct handling created, the goals of "zero failures" and "zero defects" will be achieved through
equipment/ location accident/ disaster signs/phenomena loss/ damage
correct operation and correct adjustments, and the goal of "zero disasters" will be
achieved through correct handling of abnormalities, realizing the ideal condition for
© JIPM, 1990 process industries plants.

Appendix-61 Appendix-62
Jilln Jilln
TPM Seminar Material for Process Industries TPM Seminar Material for Process Industries

4.1.6 Step 6: Systemization of Jishu-Hozen 4.1.7 Working out a Step Development Approach

(1) Systemization of Jishu-Hozen and quality maintenance In developing Jishu-Hozen activities for process industries, the large obstacle
represented by the heavy equipment load must be overcome. One way to
At the completion of Step 5, Jishu-Hozen activities have established ideal equipment accomplish this is to evaluate equipment and figure out equipment loads in order to
conditions and created a standards-based maintenance system. Operators have also work out a basic development approach based on the seven steps of Jishu-Hozen.
been trained to be expert in equipment and processes, so that they can detect and This section presents cases to illustrate why the step development approach is
prevent abnormalities before they develop into failures through correct inspection required and which development methods are the most effective.
and operation. Step 6 represents the finishing touch to Jishu-Hozen.
(1) Basic pattern of 7-step development
One of the aims of Step 6 is to have operators perform systematically Jishu-Hozen
for the entire process that they are in charge of, and also to build a system that If the equipment load is three units per worker or less, the basic seven-step Jishu-
enables them to expand their activities to quality maintenance. Hozen activity development pattern shown in Table 4-3 is adequate. A master plan
such as the one shown in Figure 4-17 is commonly used.
As each control item is being standardized, system flowcharts and quality
maintenance manuals should be created, and the relationship between equipment Model development consists of selecting one equipment unit among equipment that
and quality be taught. have many failures or sources of contamination, for use as a model, with the aim of
having operators learn what Jishu -Hozen is through repeated and thorough
Operators expose sources of quality defects as they perform general quality activities and assessments.
maintenance inspections, mark these on process flowcharts or simple equipment
structural drawings, and build a system that enables them to promptly detect Operators then using the techniques they have learned and expanding activities to
abnormalities affecting product quality and take appropriate measures to handle encompass all equipment is called horizontal development. General inspections are
them. deployed during the implementation of training to develop operator skills in Step 4.

Figure 4-17 Sample Jishu-Hozen Master Plan

Introduction Implementation Reinforcement

I
Model
developm en t
All equipm ent
Steps 1 to 3

Step 1
* * * J
HorizonlaJ
developme nt Step 2 ,...l
Step 3
Step 4
* ....1...
' J
'
"-
Step 5
"' " " •
S tep 6 "~
* End of diagnosis

© JI.PM, 1990

App end ix -63 Ap pend ix-64

Jilln Jilln
TPM Seminar Material for Process Industries
TPM Seminar Material for Process Industries
As a result, when horizontal development reaches Unit G, Unit B is already dirty,
(2) Problems in case of high equipment load
th erefore requiring that cleaning be repeated time and time again from Unit B and
What type of problems arise if Jishu-Hozen adopts the basic pattern of steps in the keeping members busy with cleaning day in and day out. This case often exists in
case of a plant with an equipment load of five or more units per operator? process industries, which have many sources of dust contamination, and thus
activities cannot move forward, causing members to lose motivation and Jishu-
Let us assume that a six-member group in which each operator oversees five Hozen activities to stall.
equipment units attempts to implement the basic pattern steps. The entire group
manages a total of thirty equipment units, of which one is used for model (3) Block development activities
development. The remaining 29 equipment units are handled starting from Step 1
Applying Jishu-Hozen activities from the model unit to the remaining equipment
through horizontal development, as shown in Figure ·4-18.
while maintaining already done equipment in good condition requires quite a bit of
resourcefulness.

Figure 4-18 Equipment Load Per Group The following introduces an illustrative case of how this was achieved. Figure 4-19
shows a diagram of how Jishu-Hozen activities were deployed in gradually
expanding spheres in a process industry plant. Following model development, block

~0~G00GG000 development was used whereby Steps 1 to 3 were implemented simultaneously to

blocks made up of several equipment units. Next, area development was used,

~~0~0[§]0000~ whereby Steps 1 to 4 were implemen ted simultaneously to areas made up of four
equipment units.

~000GJ~GJ0 30 units/6 members

Figure 4-19 Model-> Block Development-> Area Development

l\fodeJ Block 1 Block 2

© JIPM, 1990

The members select Unit A as the model, then cycle repeatedly through Step 1,
Initial cleaning, Step 2, Handling sources of contamination and difficult-to-access
@ (8H]E3D~~
Step 2 Steps 1 to 3 Steps 1 to 3
Step 3
locations, and Step 3, Creation of cleaning inspection standards, thoroughly
removing dirt and dust, putting in basic conditions, restoring deteriorations, and Block 3 Block 4
handling sources of contamination and difficult-to-access locations. As a result of
these activities based on provisional standards, it becomes possible to some extent to
maintain the equipment in its ideal condition.
Steps 1 to 3 Ste ps 1 to 3
Next begins horizontal development toward the remaining equipment in Step 1.
Area 1 Area 2
First, Unit B undergoes initial cleaning, whereby all dirt and dust are removed, and
then the same process is extended in sequence to Units C, D, E, F, and so on.

However, the group members fail to remove sources of contamination nor do they
improve difficult-to-access locations, which makes it difficult to maintain the
Steps 1 to 4 Steps 1 to 4
cleanJiness level of Step 1.
© JIPM, 1990

Appendix-65 Appendix-66
Jiffn Jiffn
TPM Seminar Material for Process Industries TPM Seminar Material for Process Industries

(a) Point activities-> Model development Figure 4-20 Sample Results of Jishu-Hozen Activities

As shown in Figure 4-19, a single equipment unit was first selected as the model. In
Step 1, it was thoroughly cleaned and overhauled. After passing assessment, the 1984 1985 1986 1987

model entered Step 2, which consisted in eliminating sources of contamination and !\.fay 8 I
improving difficult-to-access locations, restoring the equipment to better than new
condition. Then Step 3 started, during which provisional inspection standards were ~
TPM kickoff

Model
*I '{}' ~ r I~'
,•
I
Intermediate assessment -
I

I
created, and maintenance control was performed through periodic cleaning, Maintenance of cleaning,
"'
::,-
C
development
Steps 1 to 3 Step 2
inspection, and lubrication V Sectional assessment
inspection and lubrication. The entire program took nine month to implement, as ' Step 1
T
0N Unit 12G20 Step 3 • 1~ ¢ ¢ ¢ Top assessment
shmvn in Figure 4-20.

(b) Surface activities -> Block development

·
~
C,
'<
:;
0
Block
development
I
TT ,, V ~r
D
M""""'"" of
Completed

d --
Cl. Steps 1 to 3
1:57 2:63 3:53 4:39 p ~ ~ ¢s
To enable efficient horizontal development of the improvement methods acquired C
units units units units le
8-.
0
through thorough model development activities, several units of the same or similar :,
Cl.
equipment were grouped into blocks. <
tn· Area {!, T T
0
:, development
As shown in Figure 4-19, block 2 was formed of three equipment units to which Steps 1 to 4 C
1:57 2:46 3:37
Steps 1 to 3 were simultaneously applied, and each equipment unit was worked on
C
R
units units units ~Q
Maintenance
so that it attained the same maintainable level as the model. Next, Block 2, which of provisional
' 4-step skill training standards
was made of four equipment units, was worked on in the same way as Block 1, and
8 subjects
each equipment unit was raised to a maintainable level. Steps 1 to 3 were extended I
in the same way to Blocks 3 and 4. Area ,. T T
development u C
The level of improvement for sources of contamination and difficult-to-access
Steps 5 to 6
y
T Steps 4-5 Step 6 C
R
Q
locations was also raised for each successive block, thereby eliminating wasteful
repetition of cleaning. A simultaneous assessment of Steps 1 to 3 was performed © JIPM , 1990
every time a block was completed.

As shown in Figure 4-20, it took 13 months to put blocks 1 to 4 through this program,
but 10 groups consisting of 42 members each successfully completed 212 equipment
units, achieving a significant expansion and acceleration of Jishu-Hozen activities.
The equipment load was 5.05 units per person during block development.

Appendix-67 Appendix-68
•
JiRn JiRn
TPM Seminar Material for Process Indusbies
TPM Seminar Material for Process Indusbies
Figure 4-21 Point ->Surface-> 3-Dimensional Activities
(c) 3-dimensional activities-> Area development
Point activities
Next, area development was carried out. The production process was divided into
areas, with each area the charge of one small-activity group. The aim was to look Step 1 (6 months)
Model Aims ..-
three dimensionally at equipment defects, quality defects, and so on within one's develop- Initial deaning, defect detection,
men! overhauling Period: 9 months
assigned area and to build a base for Jishu-Hozen activities suited for that particular
C- Each group selected I to 3
process industry. equipment units for
~

Steps 2 and 3 (3 months) No. of groups: 10

practice to learn step
development methods. Improvement of contamination No. of equipment
A special feature of the area development conducted in this particular program was '- units: 27
sources and difficult-access locations
that, to prevent activities from falling in a rut and to develop operators expert in Creation of provisional deaning,
inspection, and lubrication standards
their equipment, maintenance skill training covering eight subjects, including bolts
and nuts, transmissions, and bearings, was performed, with Step 4, General
equipment inspection, added, and Steps 1 to 4 performed simultaneously.
I Surface activities I
I I
As shown in Figure 4-24, Area 1 consisted in a seven-unit system that was placed in
an ideal condition through the implementation of Steps 1 to 4, with the same actions
being extended to Area 2. In another case, shown in Figure 4-25, Areas 1 to 3 were
Block
develop-
ment
Aims

(]) Form blocks of same or

- Block 1, Steps 1 to 3

(1) Initial cleaning, defect detection, and

Production Div.

developed over 12 months by 5 small-activity groups combining 35 persons who similar equipment units ...._ basic conditions
~

(2) Improvement of contamination Period: 13 months

handled 140 equipment units. The equipment load during area development was to which to apply the
improvement methods sources and difficult-to access
locations No. of groups: 10
four units per person . acquired during model
development for efficient (3) Creation of provisional deaning,
inspection, and lubrication standards No. of persons: 42
horizontal development.
Simultaneous assessments of Steps 1 to 4 were performed upon their completion for
No. of equipment
each area, and tests checking the level of understanding for each subject were (2) Accelerate Jishu-Hozen
activities by increasing
H Block 2, Steps 1 to 3 units: 212
administered. The aim of point -> surface -> 3-dimensional activities are number of equipment
units handled. ~ Block 3, Steps 1 to 3
summarized in Figure 4-26. In this case, 379 PM equipment units were put through
steps 1 to 4 and each was placed in the ideal condition. As a result, great reduction --l Block 4, Steps 1 to 3
in the incidence of failures and minimization of manual operations were achieved,
~ Note: Packaging Dpt. did development activities
although the Jishu-Hozen equipment load increased considerably, to 9.59 units per --------------- separately for packaf;ing equipment.
person.
I 3-Dimensional activities I
I I

Area Aims Area 1, Steps I to 4 Production Div. CCR

develop-
ment (1) Divide processes from - (1) Initial deaning, defect identification,
basic conditions
raw material dissolution
(2) Improvement of contamination
- to product bins into five
sources and difficult-to-access
Period: 12 months
area.
>-- locations No. of groups: 5
(2) Build foundation for '- (3) Creation of provisional cleaning,
Jishu-Huzen activities in inspection, and lubrication standards Nu. of persons: 5
process industry by (4) Maintenance skill training
taking 3-dimen~ional No. of equ ipment
look at equipment and --j Area 2, Steps 1 to 4 units: 140
quality defects in area.
--j Area 3, Steps I to 4

Note: Production UTY in charf?,e of Steps 5 and 6

© JIPM, 1990

Appendix-69 Append ix- 70

,+,
Jim. Jim.
TPM Seminar Material for Process Industries TPM Seminar Material for Process Industries

Table 4-3 Seven Jishu-Hozen Steps

(4) Review of standards in Step 5 Steps Activit ies Equipment-Related Goals (Work Site Diagn osis Items)

Separate provisional cleaning, inspection, and lubrication standards had been

Step 1 . Eliminate all dust and dirt from main body of . Prevent forced deterioration by diminating environmental
created for each of the 379 equipment units handled up to and including area
development, thus bringing the total number of standards to 1,137. By integrating
lnill al cleaning
. equipment
Expose defects, source of contamination. . stress due to dust and dirt
Raise the quality of inspections and repairs while making
them fas ter by eliminating dusts and dirt.
places difficult to access, sources of 4uality
d~fccts , and other malfunctions and Put in basic equipment conditions
cleaning, inspection and lubricating standards and grouping equipment units by
similarity, the number of standards was reduced to 300. . abnormalities
Eliminate all unnecessary and nonessential
items. and simplify equipment
Detect , expose and handle potential defects.

Although "standards that can be followed" had been aimed for, even this reduced Step 2 . Shorten work time by preve nting sources of Raise equipment reliability by stopping emission and

number of standards exceeded the capabilities of the plant's workforce, which had
Handling of sources
of contamination
dust and dirt and scattering of powders and by
improving places difficult to clean. lubri cate . . adhesion of dust and dirt.
Raise maintainability by improving cleaning, inspections.

been reduced for labor-saving considerations.

and places difficult
lo access
tighten, or operate .
. and lubrication.
Create equipment that does not require manual operation

Thus, the basic standards system was rationalized in Step 5, General process Step3
C reation of
Create work standards that ensure that . Maintain the three basic factors of cleaning , lubricating and
tightening. which are the basic conditions of equipment
cleaning, lubrication, and tightening are
inspection, activities and "standards that can really be followed" were established. cleaning inspection maintenance (activi ties lo prevent deterioration) .
(See Figure 4-22.)
standards
performed with linle time expenditure.
Raise efficiency of in spections by inLroducing . Perform adequate inspections using visual check of iLe ms
vi sual checks. such as machine names and allowed operating range of
gages.

Ste p 4 Provide trai ning in inspection techniques . Raise reliability by performing general inspecti ons by
Ge neral equipment through inspection manual s. category, such as bolts and nuts. and transmission apparatus.

Figure 4-22 Rationalization of Basic Standards System

inspection . Achieve ideal condition for equipment through
. and restoring deteriorations .
general inspections of individual pieces of Make it easy for anybody to perform inspections by

-- Patrol inspection standards

. equipment.
Make improvements lo faci li tate inspections
and make full use of visual checks.
instituting visual checks of equipment name. Y-belt
specifications. lubrication amounts, operating range of
gages. valve opening/closing, rut at ion direction. thermotapc .
Provisional daily cleaning, inspection,
etc.
and lubrication standards

(1) Remove pressure gauges, ammeters,

(1) Creation of inspection standards to be posted
on standards bulletin boards at workplace. Step S
General process
Raise operation reliability by training .. Raise process stability and safety through correct operation
Raise the accuracy of process inspections by expanding and
personnel into operators who arc experts about
overheating, abnormal noises and (2) Establishment of patrol routes and visual inspection processes through education abo ut proces s designing vis ual c hecks such as pipe contents and !low
vibrations from these standards and
transfer to newly created patrol
checking
(3) Visual checking and reduction of equipment
. performance, operation and adjustments .
Prevent inspection duplications and omissions
hy creating comprehensive periodic in spection
. direction.
Make cq ui pmcnt easier to operate.

standards and instruments and replacement standards that combine

provisional cleaning inspection standards fur
(2) Transfer V-belts, chai ns, couplings and eac h individual machine in a given process or
other items that can be checked every area.
few months through periodic ~
Periodic inspection and periodi c
lubrication standards Step 6 Secu re quality maintenance and safety by . Establish quality maintenance system by clearly defining the
inspections and maintenance to newly
created periodic inspection standards. (1) Creation of inspection standards for each 4-step
Systematizati on o f
Jishu-Hoze n
clearly defining system !lows and standards as
a way to ensure the performance of Jishu- .. relationship between quality and equipment.
Review and improve facility. equipment, and other layouts.
Fully implement standardization and visual checks of
Hazen.
(3) Transfer items with a lubrication cycle training subject Improve setup and reduce materials-in process transport equipment, spares. tools, materials in process.
inventories. products. data, passages, cleaning eq uipme nt, etc., al work
of 3 months or more to newl y created (2) Creation of lubrication standards based on 4- place.
Establi sh an autonomous control system for
periodic lubrication standards. step training workplace di stribution, spares, tools , materials
(4) Transfer cleaning to annua l cleaning (3) Imp rovement of efficiency-> Thorough re- in process. products, data, etc.
standards. improvement of difficult-to-access locations Step 7 . Establish and standardize improvement Raise process reliability. safety, maintenance. quality . and
Thorough activities in line with company and plant operability by making equipment improvements based on
implementation of
autonom ous
policies and goals. and pursue cost reductions
through elimination of workplace waste. . analysis of vario us data.
Prolong equipment life and inspection intervals by
~ Annual cleaning calendar management Further refine equipmenl improvements by performing selective improvements after determining
keeping steady maintenance records such as equipment weaknesses.
(1) Creation of calendar based on provisional MTBF and analyzing them .
cleaning standards
(2) Extension of cleaning cycle->Thorough re-
improvement of contamination sources

© JIPM, 1990

Appendix-71
.. Appendix- 72
JIRn
TPM Seminar Material for Process Industries

Human Goals (Small group activities evaluation) Guidance and Help Activities of Managers and Staff(Fostering
motivati on. skills , and opportunities)

• Make operators touch their equipment to make them more fam iliar • Teach the relationship between dust and din and forced
with and attached 10 it, and develop more concern toward it. equipment deterioration (education about ideal conditi on).
• Teach leadership to group leaders by implementing the above • Teach the important locations lo clean and the imponanee of
through small group acti vities. the three basic conditions, i.e. cleaning. lubrication , and
• Teach what malfunctions and abnormalities, such as small defects, tightening (education using bolt & nuts. and lubricati on
arc. manuals).
• Teach the meaning of "Cleaning is inspec ting "

• Teach that improvements mu st start from familiar things. and the • Make the most of improvement ideas and give concrete hints
philosophy and practice of equipment improvement. (technical leadership and suppon).
• Cultivate the seedlings of improvement measures through small • Teach problem solving techniques such as why-why analysis.
group activities . • Promptly perform work requests.
• Have personnel experience the sense of achievement and joy to be • Implement and provide gui dance for vis ual checks. such as
gotte n through improvement acti vities. match marks.

• Teach the importance of enforcing standards by creating own's own. • Give hints about how to write cleaning inspection standards.
(Teach what management is.) • Provide technical support about the creation of lubrication
• Teach the importance of teamwork by making each person aware of standards_
t heir own role. • Teach the relationship between visual checks and the
simplification of inspections .

• Study equipment structures, funCLi ons, and evaluation standards • Create general inspection man uals and case compilations of
throug h prac tical inspection training lo become skilled in problems, and teach inspection techniques to le aders.
inspecting. • Create inspection schedules.
• Learn to handl e equi pment malfunctions and abnormalities through • Teach simple malfunction and abnormality solving techniques.
practice. • Promptly perform wo rk requests through exposure of
• Leaders learn leadersh ip hy teaching. and members learn malfunctions and abnormalities.
membership throu gh being ta ught. • Provide guidance for improvement, in visual checks.
• Compile general inspection data and use it to teach the effectiveness • Provide guidance for data collection and anal ysis.
of data. • Have leaders participate in maintenance planning.

• Teach the correct way to operate processes and handle • Create general process inspection manuals and troubleshooting
abnom1alities. manuals, and perform inspecti on training for group leaders.
• Teach the relationship between the characteristics of processing • Implement OJTteaching correct way to make adj ustments.
materials and equipment, and teach the correct way to make • Provide guidance regarding main points in creating periodic
adjustments . maintenance and replacement standards, such as items,
• Make opera tors aware of their roles in pl anned maintenan ce and methods, and forms. and regarding setting adequate cycles
culti vate the seedlings of self-management by practicing peri odic based on past accomplishments.
inspect ions and periodic replace ment s. • Prevent planned maintenance dupli catio ns and omi ssions hy
• Have operators grasp the importance of collecting time series data. defining the co ntents of specialized maintenances

• Expand the range ofself- managc mcnt by syscemizing and • Create system fl ow charts fur processes to use in teaching
standardi z.ing control items. standardization .
• Make operators aware of quality maintenance by teaching the • Create quality mai ntenance manual s that systemat ize the
relati onship between equipment and quality. rel ationship between equipment and quality to use in training.
• Teach the necessity of improvements aiming ro rai se the level of • Provide tec hnical suppon forstandardiz.ation of workplace
standards by standardi zing workplace management and having distribution fl ows, etc. , and prov ide guidance for the full
good grasp of co ll ected data. implementation of visual checks.
• Have managers and supe rvisors understand their essenrial role • Provide training and education on anal ys is and improvement
(improvemen t and enforcement of standards). techniques such as IE , PM , and QC.

• Promote high awareness of management using targets. and impart • Provide guidance of necessity of manage ment using targets.
strong cost awareness that includes maintenance costs. • Provide education in repair ski ll s and conduct prac tical
• Teach operators simpl e repai r and res torati on techniques that they training.
can use by giving them training in technical skills. • Seek to raise the level of improvement technology by making
• Teach operators techniques to raise t.he level of data collection and operators panicipale in improvement proj ects, while providing
analysis. and improvement techniques. technical suppon for equipment improvement.
• Provide guidance on standardi zati on of improvement contents
and participation in MP acti vities.

© JIPM, 1987

Appendix-73 Append ix- 74

JIRn JIRn
TPM Seminar Material for Process Industries

5.1 Basic Concept of Planned Maintenance

5.1.1 Characteristics of Equipment Management in Process Industries

(1) Equipment characteristics

Production processes in process industries use static equipment such as column

tanks and heat exchangers, and rotating equipment, such as pumps and
compressors, connected by pipes. Process conditions are measured and controlled
continuously or intermittently using measuring instruments and control
5. Method of Conducting instruments, either maintaining specific conditions or changing them according to a
Planned Maintenance program.

Various equipment units are seamlessly interconnected and integrated to put raw
materials through processing during which it undergoes various chemical,· physical,
and biological changes leading to the finished product. Additional equipment used
before and after the production process include equipment for receiving and storing
the raw materials, and equipment for packaging, warehousing, and shipping the
finished products.

Use of the production system can be maximized by placing all this equipment in a
managed state.

Some equipment is giant in scale and stores contents that can sometimes have huge
potential energy. Rotating equipment are increasi ng in speed and capacity, and they
are often used under conditions nearing the performance limit of their structural
materials. This makes it essential to maintain the inherent reliability and use
reliability of such equipment at high levels.

Since most equipment used in process industries is separately designed and

assembled, while most of the piping and posterior construction work is done on site,
it has not undergone a repeated process of corrections and improvements and thus
many points of design and con struction weakness remain as it is used.

Moreover, plant conversion to distributed digital control systems (DCS) has been
occurring at a fast pace in recent years, and program software bugs and erroneous
signals on printed wire boards circuit are causing problems at plants. Thus
maintenance of both the hardware and software of control equipment must be
addressed.

Appendix-75 Appendix-76
Jiffn
• Jirm 1
TPM Seminar Material for Process Industries
TPM Seminar Material for Process Industries
5.1.2 Planned Maintenance in Process Industries
Table 5-1 Characteristics of Equipment in Process Industries
I
Equipment failures and process problems (losses) that arise during the production
Characteristics Weaknesses
process in process industries can be divided into five major categories: (1)
Static equipment • Increase in size 1• Design conditions and operating conditions differ equipment failures and problems causing plant shutdown, (2) quality abnormalities,
• Use of new materials (diversification of raw materials, etc.) (3) unit requirement abnormalities, (4) capacity reductions, and (5) safety and
• Problems often become visible only after they occur. environmental problems.
--
Rotary equipment • Increase in speed and capacity I • High initial failure rate The majority of these problems are caused by equipment disorders and
• No standby equipment • Dispersed MTIR
- - abnormalities, and can and should be eliminated by placing and maintaining the
Measuring and • Increasing digital control 1 • Increasing use of black boxes equipment and processes in their ideal condition.
control equipment
Figure 5-1 lists the main problems, equipment malfunctions and abnormalities, and
© JIPM, 1990
latent defects of process industries.

Table 5-1 lists the characteristics of equipment in process industries. Generally,

Figure 5-1 Representative Problems and Their Causes
stoppage losses due to equipment failure are large, making it important to
systematically improve weaknesses to prevent accidents and disasters, failures, and
Manifest problems and losses
quality defects and ensure highly efficient operation.
1. Equipment failures or process problems
(2) Characteristics of equipment failures and problems causing shutdown
2. Quality abnormalities
3. Unit requirement abnormalities
In addition to equipment failures, process problems such as blocks, contamination, 4. Capacity reductions
and powder scattering, are frequent occurrences in process industries. Therefore, it 5. Safety and environmental problems
is important to implement measures to prevent sudden plant shutdowns caused by
I
process problems.
I Equipment malfunctions and abnormalities and latent defects I
Normally, process problems are chronic in nature and due to a complex
combination of factors such as local nonuniformities in the flow, dispersion,
temperature, or composition of the processed substance due to the shape of the
equipment or its internal structure, leading to physical or chemical changes.
-------
Static equipment

(1) Internal changes in equipment (corrosion,

deformation caused by vibration, looseness,
------- Rotary equipment

(1) Internal and external changes in

equipment
(3) Maintenance staff parts that ha ve come off, etc.) (Corrosion, deformation caused by
Contamination, blocks, corrosion, internal vibration, looseness, parts that have
leaks, material deterioration come off, etc.)
The ratio of full-time maintenance staff to equipment units tends to be low in (2) External changes in equipment Contamination, blockages, leaks,
process industries. The responsibilities of full-time staff are mostly administrative, Leaks, corrosion, material deformation corrosion, material deterioration
such as repair planning and organizing, with the actual maintenance work being (3) Changes in measuring and control equipment
Broken wires, short circuits, contamination,
chiefly performed by subcontractors. As a result, training to raise the ski lls of blockages, material deterioration, program
maintenance staff is insufficient in most cases. errors, circuit bugs
© JIPM, 1990

Append ix- 77 Appendix - 78

Jiffn Jiffn
TPM Seminar Material for Process Industries TPM Seminar Material for Process Industries

Planned maintenance requires the creation of an effective and economical 5.1.3 Classification of Maintenance Modes
maintenance system that places and maintains equipment and processes in their
ideal condition. The term "planned maintenance" as used in TPM consists in creating Table 5-3 shows the classification of maintenance modes. To efficiently implement
a system for implementing systematic maintenance based on activities conducted by planned maintenance, it is important to combine time-based maintenance (TBM),
the production department and maintenance activities conducted by the condition-based maintenance (CBM), and breakdown maintenance (BM) as
rationally as possible.
maintenance department, as well as perpetual improvement activities.

In promoting the planned maintenance system described above, the maintenance TBM consists in periodically inspecting, servmng, and cleaning equipment and
department aims to develop (1) equipment improvement activities and (2) replacing parts to prevent sudden failures and process problems, regardless of
maintenance technology and skill raising activities, in a systematic and integrated w hether it is through or specialized maintenance.
manner. Figure 5-2 shows the relationship between these hvo categories of activities.
CBM is a maintenance mode that consists in on-condition monitoring that monitors
The breakdown of these activities into steps will be described later in section 5-3. and diagnoses the condition of rotating equipment while it is operating either
continuously or intermittently, and on-stream inspection that consists in inspecting
static equipment using nondestructive inspection techniques, checking its condition
and noting signs of change. As its name indicates, it is based on equipment
Figure 5-2 Two Activities of Maintenance Department conditions.

Activities lo improve equipment BM consists in repairing equipment after it fails. It is applied to equipment whose
Specialized maintenance activities Activities to raise technological and skill level failure does not have a large impact on operation and production and does not
entail large economic losses apart from repair costs.
(1) Raising specialized maintenance skill (1) Jishu -Hozen skills

(2) Raising equipment repair skill (2) 6 steps of planned maintenance

(3) Raising inspection and measuring skill (3) CM activities Figure 5-3 Classification of Maintenance Modes

(4) Raising equipment diagnosis skill (4) MP activities

(5) Developing maintenance technology (5) Predictive maintenance activities Maintenance Modes pr,..f
Planned maintenance TBM 1Daily checks
© JIPM, 1990 Periodic checks
Periodic inspection
Periodic servicing

CBM L Rotating e_quipmen_t diagnosis

Stahc equipment diagnosis
BM

CM

Unplanned maintenance
PM: Preventive Maintenance
TilM: Time-Based Maintenance
CBM: Condition-Based Maintenance
BM: Breakdown Maintenance
CM: Corrective Maintenance

©JIPM, 1990

Appendix-79 Appendix-80
Jiffn Jiffn
TPM Seminar Material for Process Industries
TPM Seminar Material for Process Industries
process in dustries change over time, and equipment and process renewal is
Preventive maintenance uses TBM and CBM to (1) maintain functions by managing
necessary to keep up with new needs.
the equipment's parts, components, assemblies and preassemblies, accessories,
attachments, and so on, and (2) maintain the performance of structural materials by When raw materials and processes are changed, unforeseen equipment problems
preventing weakening through corrosion, fatigue, and degradation. and process problems can occur that may lead to major disasters, lost production,
and lower profits. Therefore, planned maintenance fitted to the characteristics of the
Corrective maintenance (CM) improving equipment (parts, components, and so on)
equipment and process is required.
is performed to enable dependable execution of preventive maintenance.
Equipment with design weaknesses (parts, components, etc.) must be redesigned. It is also important to use the experience obtained, particularly through CM, in the
next designs, and it is therefore essential to database achievements and use them as
MP data.
Figure 5-4 Planned Maintenance in Life Cycle

Initial equipment management 5.1.5 Concept and Responsibilities of Planned Maintenance

Figure 5-5 shows in greater detail than was provided in the previous section on
IEquipment management Equipment management
during duration of service Planned maintenance maintenance modes the organization and responsibilities of planned maintenance,
and outlines the maintenance technology, control technology, and control systems
Scrapping
that are required.
© JIPM, 1990
The aims of planned maintenance are to eliminate equipment failures and process
problems, and to minimize losses. TBM is the first step in achieving these aims. As
shown in Figure 5-6, planned maintenance consists in performing maintenance per
set plans.
5.1 .4 Position of Planned Maintenance in Equipment Management

Equipment management consists in ensuring that the expected functions and

performance of equipment are realized throughout the equipment's life cycle, from
design through fabrication to operation and then scrapping.

Figure 5-4 shows the position of planned maintenance within the equipment life
cycle.

The service life of equipment is not clearly set at the design stage, except in the case
of special equipment. As a result, the service life of equipment most often depends
on the relative decrease in the economic performance of the process rather than the
physical life of the equipment. In the case of measuring and control equipment, the
service life is determined by how long replacement parts are available after the
equipment goes out of production .

Planned maintenance fulfills an extremely important role in the life cycle of

equipment. Planned maintenance can make all the difference in whether
commercialization plans fructify or not in the long term . The products produced by

Appendix-81 Appendix-82
Jiffn Jiffn
TPM Seminar Material for Process Industries TPM Seminar Material for Process Industries

Figure 5-5 Concept and Responsibilities of Planned Maintenance Determining what maintenance work to perform on which equipment depends on a
company's policies, medium- and long-range plans, annual planning, and so on. To
Planned maintenance maintain equipment and processes in their ideal condition, cooperation with related
department5 is essential to secure all the maintenance data and technology required
Specialized Planned servicing for effective maintenance.
maintenance
Periodic servicing L Total SD servicing
The second activity of planned maintenance is CBM, which has the following two
Periodic inspection Partial servicing
major aims.
Periodic checks
(a) ON condition monitoring: Consists in monitoring the functions and
Jishu-Hozen Periodic checks
performance of equipment while it is running
Daily checks and servicing
(This is difficult to do when the equipment is idle).
Specialized Chance servicing
maintenance
Continuous Alarms (b) OSI: OSI is performed to raise the level SDM planning by distributing inspection
momtormg

Periodic
1L Trends
Interlocks

OSI (On-stream inspection)

and diagnosis tasks over the entire year. If instead SDM is performed only once a
year with all maintenance activities concentrated during this period, the discovery of
abnormalities/ malfunctions and defects often results in problems such as
diagnosis unforeseen planning changes and extension of the SDM period.
SDI (Shutdown inspection)

Jishu-Hozen Daily checks and diagnosis Maintenance control using TBM and CBM is applied to the various parts and
Detection of abnormal signs components that make up the equipment. It is essential to accurately identify and
Specialized maintenance closely control the components that may cause equipment failure and performance
degradation, quality defects, safety problems or environmental damage.
Jishu-Hozen
The third activity of planned maintenance, BM, consists in replacing parts after
breakdown performing and other repairs. It is important to facilitate the detection
Support systems • Work planning and process control of abnormalities during daily checks and equipment operation monitoring.
Support technologies (WBS, PERT/ CPM, maintenance calendar, SOM planning)
• Equipment and process change control
• Drawing and documentation control
• Repair cost management system
• Maintenance information management system Figure 5.6 Preventive Maintenance Work in TBM
• Work management, work quality management, safety management
• Lubricant control
: • Spares control [Planning and scheduling]
• F1xed assets con tro 1
• Measurement technology Checking and cleaning } Maintenance technology

1
• Non-destructive inspechon technology Inspecting
• Equipment diagnosis technology TB M preventive II
• Materials detenoration control technology Replacement and servicing of parts Maintenance skills
• Corrosion control technology maintenance work
Specialized
technologies • Rust preventive control technology Repair
• Material damage analysis technology Improvement
• Maintenance technology training
• Servicing standards
• Maintenance standards
-0, Maintenance reliability
• Jishu-Hozen standards Implementation - Design reliability
Function and performance evaluation reliability
OSI (On Stream Inspection): Non-destructive inspection during operation
SDI (Shut Down Inspection) : Inspection during operation stoppage © JIPM, 1990 © JIPM, 1990

Appendix-83 Appendix-84
Jill., Jill.,
TPM Seminar Material for Process Industries
TPM Seminar Material for Process Industries
Table 5-2 Maintenance Systems Currently in Use
5.1.6 Planned Maintenance System --- --- - - --
-- -- -- ----
Field Mechanical I Electrical IInstrumentation I Eg_uipme_nt Construction
The most important factor for the efficient implementation of planned maintenance Maintenance syst-;;n, ----- ------ ---- - d1agnos1s
-
is close cooperation between the production and maintenance departments. I

-H -iJ
Centralized maintenance system B A A A
Furthermore, cooperation with a large number of additional departments related in
some way to maintenance is also important. Such departments include production
control, production technology, safety and environmental control, administration,
Dece~tralized maintenance system
Combination maintenance system C
'
C

C I ~~~-=- -
personnel, accounting, development, and sales. A: Used at many locations
B: Used at some locations
C: Used at few locations only
Maintenance systems are combined in various ways depending on a company's ©JIPM, 1990
scale, industry, type of process, personnel distribution, past history and so on. Table
5-2 describes the systems currently in use. These systems can be combined in
various ways to match the characteristics of each plant.
Table 5-3 Advantages and Disadvantages of Maintenance Systems
In the centralized maintenance system, maintenance workers are permanently
assigned to a maintenance center under the maintenance department, and they are '· Characteristics
sent out to the production site as required . This system is frequently used in "~-- Advantages Disadvantages
Maintenance system
medium-sized plants.
Centralized • Smooth lateral diffusion of • Coordination with production
maintenance system techniques and skills department difficult
In the decentralized maintenance system, maintenance workers are permanently • Problems are easily investigated • Operation data more difficult to collect
- - ' - - - - - "-
assigned to each production site. This system is used in large plants. Usually, only • Lateral diffusion of technology
Decentralized • Good coordination with
equipment maintenance workers are decentralized in large plants, and the maintenance system production department and skills is difficult
• Speed maintenance response • Personnel increase
centralized maintenance system is employed for electrical and instrumentation • Personnel rotation is difficult
maintenance workers.
Combination • Good coordination with • Management is somewhat difficult.
maintenance system production department • Job rotation requires resourcefulness
In the combination maintenance system, some of the maintenance workers are • Lateral diffusion and problem
investigation possible
permanently assigned to various work sites, while the other maintenance workers
are based in a single location under the centralized system. In most plants, the mixed © JIPM, 1990
system is used primarily for machine maintenance workers, and the centralized
system is used mainly for electric and instrumentation maintenance.

The centralized, decentralized, and combination maintenance systems each have

their advantages and disadvantages. In particular, it should be noted that in line
maintenance systems, in which maintenance workers are assigned to work in the
production departments, skill and motivation problems may occur leading to a
decline in the quality of maintenance. Such a situation shouJd be prevented by
taking measures that are based on a general evaluation and include personnel
rotation. The relative advantages and disadvantages of each maintenance system are
shown in Table 5-3.

Appendix-85 Appendix-86
"'if 7
Jiffn Jiffn
TPM Seminar Material for Process Industries
TPM Seminar Material for Process Industries
for periodic maintenance. Preventing failures under the conditions described above
5.2 Creation of Planned Maintenance System would require the adoption of an extremely short periodic maintenance cycle and
thus constant work. The same applies regarding preventive maintenance. No matter
5.2.1 Four Phases of Activities Aiming to Eliminate Failures how excellent the diagnostic technology a plant uses, if it experiences frequent
failures due to loose bolts or operator errors, it will be impossible to predict the best
The aim of TPM activities is to strengthen a company's constitution by eliminating
service cycle.
all kinds of losses, including defect losses, failure losses, and disaster losses. The
most important target to achieve is zero failures. The majority of large disasters and Many production sites have demonstrated that dividing the six measures into four
accidents at production sites occur while handling failures and problems, and are phases and conducting both Jishu-Hozen and planned maintenance according to
extremely rare during ordinary monitoring and . checking when the process their respective schedules is highly effective.
functions smoothly.
(3) Four phases toward zero failures for static equipment
In the same way, most process and product defects occur during failure-related
stoppage, repair work, or when a plant is started up, while of course the defect A characteristic of equipment control in process industries is that there is a large
incidence when production operations are going smoothly is very low. In other number of units to control, such as columns, tanks, pipes, heat exchangers, and
words, it is no exaggeration to say that achieving zero failures is the fastest path to furnaces, and that, in most cases, failures are caused by static phenomena such as
eliminating disasters and defects. corrosion, leaks, and blocks. Activities aiming to eliminate failures must take these
factors into consideration and device effective means to handle them.
To prevent disasters and defects, it is essential to create a planned maintenance
system that uses specialized maintenance and is based on a clear understanding of Table 5-4 shows an example of the four-phase approach to eliminate static
potential causes of production lines or entire processes. equipment failures . It should be referred to when creating a development program
suitable for the industry and process that are being addressed.
(1) Six measures to achieve zero failures

Improvement program to reduce failure losses, plants that neglect to perform basic
required daily tasks such as cleaning, lubricating, and tightening, or who fail to
observe proper operation conditions and procedures, expose their equipment to
forced deterioration that causes minor stoppages and minor failures to frequently
occur, although at varying intervals, making periodic maintenance and preventive
maintenance pointless.

The target of zero failures cannot be achieved based only on planned maintenance
performed by the maintenance department, nor based only on planned maintenance
performed by the production department. Only when both departments join forces
and fully implement the 6 zero-failure measures, can significant results be achieved.

(2) Four phases of zero-failure activities

Implementation of the zero-failure measures described above requires an enormous

amount of '"'ork and cannot be accomplished all at once.

Even if it were possible to implement all six measures at the same time, performing
periodic maintenance while the equipment is exposed to forced deterioration due to
dirt, insufficient lubrication, and so on, failures would occur before the date fixed

Appendix -89 Appendix-90

JiRn
TPM Seminar Material for Process Industries
TPM Seminar Material for Process Industries
5.2.2 Specialized Maintenance Step Implementation for Creating Planned
Table 5-4 Four Phases Toward Zero Failures for Static Equipment
Maintenance System
C:., Phase 1 Phase 2 Phase 3 Phase 4
(1) Basic concept of step implementation
E
c..
·3 Establishment of Improvement Periodic deterioration Prediction and
er
W-l
basic conditions of weaknesses and dirt restoration extension of life The question of how to implement planned maintenance activities is crucial. This
[A] Exteriors {Parts [AJ Prediction of material section introduces the concept of step implementation and outlines activities
[A] Exterior (Parts exposed [AJ Exterior {Parts exposed to
to exterior environment) exterior environmen t exposed to exterior deterioration and life evolved through research and practice by companies that implement TPM
(1) Elimination of (1) Prevention and repair of environment) extension
corrosion, drying of wet local corrosion (1) Periodic check of (1) Non-destructive programs.
parts (2) Prevention and exterior material evaluation
(2) Determination of causes improvement of rainwater (2) Periodic (2) Destructive testing by
rustproofing and sampling, Planned maintenance through specialized maintenance activities seeks of course to
of external deterioration infiltration
and discoloring of (3) Prevention and repair of painting microstructure testing eliminate failures, the creation of a step implementation program is based on the six
thermal insulation leaks and seepage (3) Periodic renewal of (3) Research and analysis
materials and (4) Alleviation and insulation and of deterioration zero-failure measures and the four phases described above.
restoration improvement of vibrations supports mechanisms through
(3) Check for corrosion of and shocks destructi ve and non-
destructive testing Table 5-5 illustrates the concept of the six-step implementation of specialized
.,<iiu interior of insulation (5) Improvement of frames and [BJ Interiors (Parts
(4) Development and
material and drying of supports exposed to fluids or maintenance activities, and how they relate with the four phases for zero failures
"'C
I-
wet part utilities) introduction of
and the seven steps of . The aim of this step implementation is to establish a
;:, . (4) Check for and [BJ Interiors (Parts exposed to (1) Periodic overhaul interior corrosion
~.;:1
restoration of leaks and fluids or utilities) inspection monitoring devices
ta:
o,2 seepage (1) Relieve stress concentrations (2) Periodic replacement (technology) for pipes,
systematic planning system through the execution of Steps 1 through 6.
bO C etc.
C <11 (5) Inspection for pipe (static loads, dynamic loads, of intemal parts
(5) Life extension through (2) Outline of activities using step implementation
-5"'E;:, support damage
(6) Check for causes of
thermal stress load)
(2) Alleviation and
(3) Periodic repair and
renewal of development of new
~ t; vibration, shocks (water improvement of thermal deteriorated parts materials and
~c
ro ·- hammer, etc.) fatigue and periodic technologies Step implementation presents the advantages that 1) results are obtained as
"' o.c
-<:c (3) Prevention and (4) Periodic descaling (6) Research on repair
(7) Elimination of corrosion activities progress, and 2) activities can be conducted while checking the results. To
.,vi'"C
;:, on frames and supports improvement of local (5) Drafting and and processing
technology such as
0.<11 and restoration of corrosion implementation of take full advantage of these advantages, the contents of each step must be defined
·-"'
O.a, looseness, etc. (4) Prevention and new medium- and them1al spraying and
.;;E as clearly as possible. Table 5-6 shows a sample activity outline, and Table 5-7
_..:
C:"'
- [BJ Interior (Parts exposed improvement of leaks and
seepage
long-term plans for
piping, tanks, heat
welding
(7) Review and
shows a sample master plan for conducting activities.
"'"'
~>,-;;; to fluids or utilities) (5) Improvement of leak and exchangers, etc. improvement of
c> (1) Check for and scaling prevention {6) Identification of operation conditions
E
;:,
restoration of corrosion, (6) Improvement of blockage relationships These activities must be selectable according to the equipment maintenance level of
deformation, falling off, prevention between [BJ Prediction of process
0 failures and exten.~ion the company where they are conducted, selecting to implement all steps in the case
u and looseness of (7) Improvement of process deterioration rate
of descaling cycles
internal parts problem prevention and process of a plant with a weak maintenance system that experiences many failures, and
(2) Check for and materials (polymerization condition variations (1) Extension of descaling
restoration of corrosion prevention agent, etc.) such as raw material intervals through selecting specific steps to achieve zero failures by reinforcing weaknesses and
and cracks of main body and operation monitoring of dirt and
condition variations adhesion and initial reaching even a higher level in the case of a plant with a solid system already in
(3) Check for and [CJ Common items
restoration of dirt, (1) Research and adopt new inline cleaning
(2) Extension of operation
place.
scaling, and blocks rust-preventive and
(4) Clarification of causes of anticorrosion paints periods through
variation in operation (2) Research and adopt new analysis of changes in
conditions and corrosion-resistant materials raw materials,
equipment conditions (3) Improve gasket paints operation conditions,
(4) Improve repair technologies and equipment
such as thermal spraying conditions, as related
to dirt and adhesion

© JIPM, 1987

Appendix-92
Appendix-91
Jiffn
TPM Seminar Material for Process Industries
TPM Seminar Material for Process Industries

5.2.3 Aims and Execution of Step Implementation Diagnosis 5.3 Step Implementation of Planned Maintenance
Step implementation has the advantages described above. However, it is essential Establishing a planned maintenance system requires an extremely large number of
that each step be individually finalized through diagnosis. In creating diagnostic preparations, and having related departments start them all at the same time is not
sheets, indicate clearly what each step is supposed to accomplish and what kind of effective. Step implementation should be carried out starting with basic steps in
results should be obtained, as shown in the example in Table 5-8. cooperation with the related departments, and proceed thus step by step. The
following steps should be followed.
Compared to diagnosis in Jishu-Hozen, diagnosis of step implementation presents a
number of difficulties in that it requires specialized knowledge. However, it enables Step 1: Evaluation of equipment and knowledge of current conditions
also mutual learning, and it is therefore essential that head managers and above
Step 2: Restoration of deterioration and improvement of weaknesses
regularly perform such diagnoses using fair judgment.
Step 3: Creation of information management system

Step 4: Creation of periodic maintenance system

Table 5-5 Concept of 6-Step Implementation of Maintenance Activities
Step 5: Creation of predictive maintenance system
., Phase 1 Phase 2 Phase 3 Phase 4 IJl
<J)

"' Reduction of variations

'"°
"Cl Step 6: Evaluation of planned maintenance system
.r; Extension of Periodic restoration Prediction of life based ~-
c...
in failure intervals fixed life of deteriorations on equipment condition ITl
<
e,..
C
Step l: Step 4: Step 5: Step 6: ~
Initial cleaning General equipment General process Systemization of Jishu-Hozen 0
.,C inspection inspection
:,
Q.,
N
0
Step 2: Step 7: "Cl
"7 Measures for contamination Thorou gh implementation of
::l
.r;
sources and difficult-access
locations
Jishu-Hozen "5
(i)

~ 0.
3
Step 3:
Creation of standards
5
:,
'"°
,..,~
I
Step 1:
ro
Equipment evaluation and

•
<J)
knowledge of current
CJ
·.r: conditions I
:~u IJl

.,""
Step 2:
Restoration o f deteriorations and improvement
Establishment as corrective maintenance
"\ '<
;C.
ro
3
of weaknesses (Support of Jishu-Hozen and

~
u
C
"'C prevention of recurrences)
I ,..,~
"Cl
;;-
C
Cl
E
"Cl
(l;
Step 3:
Creation of information
management system
Establishment as periodic m aintenance
\ 5
(i)
0.
3
~.

I
::l
-~ Step 4: rt
'""'
·c
0..
Creation of periodic
maintenance system
::l
OJ
:,
,..,
ro
rJl '
I Step 5:
Creation of predictive
maintenance system
) "'
~
;:;-
3

© JIPM, 1987

Appendix-93 Appendix-94
Jilln Jilln
TPM Seminar Material for Process Industries TPM Seminar Material for Process Industries

Table 5-6 Concept of Step Implemented Activities Table 5-7 Sample Planned Maintenance Master Plan

Step Activity and outline

Preparation
Step
Step 1 Evaluation of equipment and knowledge of current conditions Activity 3
I I I r I

(1) Creation and utilization of equipment logs Step 1:

Evaluation of
Creation and utilization of equipment logs ~
{2) Evaluation of equipment: Creation of evaluation standards, ranking of equipment by priority, Creation and implementation of equipment evaluation standards - P~l •
and selection of PM equipment and parts equipment and equipment -

-----
(3) Define failure classes knowledge of Definition of fai lure ranking
- I
current conditions
(4) Knowledge of current conditions: failures, number of minor stoppages, frequency, severity, Knowledge of current conditions (numberof failures, etc.)
l\1TBF, maintenance costs, and breakdown maintenance
(S) Setting of maintenance targets (indexes, efficiency measurement methods) Setting of maintenance targets
- --
Step 2: Restoration of deterioration and establishment of ba~ic conditions
Step2 Restoration of deteriorations and improvement of weaknesses Restoration of
deteriorations and Elimination or improvement of forced deterioration environment
(1) Restoration of deteriorations, establishment of basic conditions, elimination of forced improvement of Activities to prevent recurrence of serious failures
deterioration environment (support of activities) weaknesses
Improvement of weaknesses and life extension
(2) Improvement of weaknesses and individual improvement for extending life
(3) Preventive measures against recurrence of serious failures Improvement of process failures and manual work
(4) Improvements for reduction of process failures Failure data management system
Step 3:
Creation of - -
Step 3 Creation of information management system Equipment maintenance management system
information
management system Equipment budget management system
(1) Creation of failure data management system -
Standby units and spares management system
(2) Creation of equipment maintenance management system (equipment history management,
service planning, inspection planning, etc.)
- --
Periodic maintenance preparation activities
I
Step 4: - -
(3) Creation of equipment budget management system Creation of periodic
(4) Spare management, document management ~reati_l:'1 of periodic m~ten~ce work system
maintenance system - - --
Selection of equipment and parts for maintenance
Step4 Creation of periodic maintenance system - -
Creation of periodic maintenance calendar
- --- - - -
(1) Periodic maintenance preparation activities (standby units, spares, measuring devices, Reinforcement of work management (creation of standards)
lubrication, drawings, technical document management)
(2) Creation of periodic maintenance work flow R~sing ~fficiency of period~ re_pair maintenance
(3) Selection of equipment and parts to undergo maintenance, and creation of maintenance plan R..:,info~c,,ment o! subcontracted work management
(4) Creation and updating of standards (Materials standard, work standards, inspection
- -
Step 5: Introduction of equipment diagnostic technology _ _1 _ _
standards, acceptance standards)
(5) Raising efficiency of periodic repair maintenance and strengthening of subcontracted work Creation of predictive Creation of predictive maintenance work system
maintenance system - -~-
control Selection of equTment and parts for maintenance,
and expansion o maintenance ~ - -
Step 5 Creation of predictive maintenance system
~velopment of diagnostic equipment and technolo~
-- - - -
(1) Introduction of equipment diagnostic technology {training of technicians, introduction of Step 6: ~~aluation of planned ma_intenance system
diagnostic equipment, etc.) Evaluation of
-- -
{2) Creation of predictive maintenance work flow planned
Evaluation of reliabilit.z' and maintainabilit.z' I
(3) Selection of equipment and parts subject to predictive maintenance, and extension of
predictive maintenance
maintenance General evaluation of cost reductions
I
(4) Development of diagnostic tools and technology

Step 6 Evaluation of planned maintenance

(1) Evaluation of planned maintenance system

(2) Evaluation of improvement in reliability:
Number of failures and minor stoppages, MTBF, frequency, etc.
(3) Evaluation of improvement in maintenance:
Periodic maintenance rate, predictive maintenance rate, MTfR, etc.
(4) Evaluation of cost reductions:
Maintenance cost reductions, improvement in distribution of maintenance funds

© JIPM, 1987

Appendix-95 Appendix - 96
Jiffn Jiffn
TPM Seminar Material for Process Industries TPM Seminar Material for Process Industries

Table 5-8 Sample Diagnosis Sheet for Planned Maintenance Step 1

Planned maintenance Step 1 Diagnosis Sheet

Introduction Imp lementation Finalization
6 9 9
2
1 ?I ? 12 3 6

--=~-:=n_-
I I I I I I I I I Self-diagnosis Manager Top management
I diagnosis diagnosis
1- --- - 1 --+-----I---
Equipment
evaluation and
Work location
Date
90 pts or
higher
85 pts or
higher
-
SO points
or higher
-

i:: ... knowledge of

CJ £ current conditions Person
-+- -- 11~ e.o pts pts pts
----+ ___,__ _. <J)
~ I
i:: "O
2 @
Standard
l I ~"O t 3: Activity Diagnosis points points 100% 80% 60% Remarks
1-----,,[email protected]~~~~
-supportof)ishu -H o z e n - @ ?: .G
~ i::<C I -~P-,.1_ (1) Creation of Have Jogs been created for all equipment? 10
- -
-

-
Improvement of frL-quent -
_ _ rnn tamination sourcL-s _ _
Creation o f - lmplem·entation • -.1
_I ]~ OJ ....
_ 8 equipment logs
Has failure history been logged ? 5
sys tem _ _ of activitiC'S 11--,........___ __.____, ct .E
I I l I Corrective Has repair history been logged? 5

,>-
_ __ - -;---- --;~ _2 maintenance work - - - -- -
I 1- ---~ J (2) Equipment Have equipment evaluation criteria and standards 5
evaluation and been created? Are they appropriate?
~DPS J.o.eation -. selection of PM
- - - ---+-- I - - - r Operation
-+------+-_ _PS
-ED __ • ~rcation - - , V--- 4 - - - - - - l-
equipment Has equipment evaluation been done? 5
•EDPS • -Crea~on~ ~ ~-- - Are selected PM equipment and parts appropriate? 5
--
,---- Operation / -- -
~DPS • "Creation I/
0 I
Are PM equipment and parts dearly indicated? 5
- - -1--- - - 1 Lubncation, spares, drawings, etc.
(3) Failure ranking Are equipment failure definitions appropriate? 5
,__ -- -_o_rk_syst~~.::J-.::.::.::.::.::.:•-
- - - - + -W - -
Are minor stoppage definitions appropriate? 5
~~-~~~~--=.~-- ~, ~:~e~ce ~ork>
1
- f--- - - - --
- ---+-__ _ Setting of cydt' ) ~ -----+-
Are process failure definitions appropriate? 5

(4) Knowledge of Are numbers of failures and minor stoppages 10

I
current known and graphed?
- -+---- - conditions and
awareness of Are failure frequenci es and severities known? 10
maintenance -
level Is MTBF known? 10
-- -- ---
Are high- and medium-severity failures recorded 5
in table form?

---
-

Are maintenance costs known and their 5

1-_ -- -~
I
f--_
- - -
~

1
--1-- r ~
Evaluation of
1
I I

1
:f=rcc
Evaluation of ~ eneral

-e~-,--a-l ·u
_•~ti-o
_n~"t_ ~~~~~--: (S)Setting of
benchmarks
and targets
disbibution dear?

Are fai lu re and minor stoppage BM and reduction

targets appropriately set?
-
5

Are BM of MTBF and targets appropriately set? 5

© JIPM, 1987 -
Aie BM of breakdown maintenance and periodic 5
mainte nance rate set?

(6) Acti vity Does an activity plan for step implementation 5

planning exist?

Are preparations for Step 2 and the allocation of 5

responsibilities made clear?

©JIPM, 1987

Appendix-97 Appendix-98
Jilln Jilln
TPM Seminar Material for Process Industries

6.1 Role of Quality Maintenance in TPM

6.1.1 Necessity of Quality Maintenance

In fabrication and assembly industries, production lines have largely become

automated or semi-automated, and the main production factor has shifted from
workers to the machine. As a result, the quality of products is greatly influenced by
the condition of the machines used.

6. Method of Conducting
Under these circumstances, quality maintenance, the basic concept of which is "to
improve and maintain the quality of products by effectively maintaining machine
conditions," has been implemented as the main pillar of the TPM activities.
Quality Maintenance
On the other hand, in process industries, high product quality has been assured
through process technology for a long time. These days, however, the emergence of
various materials and parts has caused the frequency of operation changeovers to
increase, while new products are being developed at increasingly short intervals. In
order to meet these challenges, it has become necessary for production divisions to
review all conventional quality maintenance systems with the aim of addressing
quality issues from the aspect of equipment management.

6.1.2 Quality Maintenance in Process Industries

Production systems in process industries are process driven. Product quality is

assured through processes that furnish the conditions required for chemical
reactions, and separation and refining . To realize this, many plants are composed of
highly integrated equipment and facilities.

Therefore, th e successful production of products having the desired quality calls for
control of the following conditions: (1) the composition, characteristics, and quantity
of the materials, agents, and other substances to be used; (2) the process conditions
such as temperature, pressure, velocity, and/ or catalysis; (3) the conditions of the
equipment making up the plant and their components and parts, so as not to bring
about performance degradation and quality defects.

Appendix-99 Appendix-100
JiRn JiRn
TPM Seminar Material for Process Industries TPM Seminar Material for Process Industries

Although various activities based on this concept have been carried out for a long 6.2 Implementation of Quality Maintenance
time, m os t of them have yielded unsatisfactory results. The reason is that there are
still qu ality d efect losses, one of the 8 Major Plant Losses, requiring reprocessing 6.2.1 Basic Implementation Steps
(recycling) of defective products, or salvaging them by mixing them with acceptable
ones in tanks, etc., or downgrading. That customer complaints and dissatisfaction (1) Causes of quality failures
have not been eliminated is a glaring fact.
There are four quality failure causes: material, machine, method, and man, which
In the case of chemical process plants, losses can be more serious. Failure to are collectively called 4Ms. In some cases, these causes should include
properly control process conditions will not only result in quality defects but may measurement of product characteristics and are then called SMs. First of all, it is
also lead to the occurrence of accidents and disaster. To realize plants that are safe required to clarify the relationship between quality characteristics and the 4Ms as
and produce only quality products, it is necessary to conduct quality maintenance shown in Table 6.2.
activities for both processes and equipment that determine with greater accuracy the
condition preventing defective products and maintain them.
(2) Relationship between product quality and equipment status
Quality defects, which are characteristics that do not meet the set specifications,
occurs in Table 6.1 lists the quality defect forms in process industries. In process industries, a plant is an integration of various equipment. Furthermore,
each equipment is composed of many units, and each unit consists of various parts.
A certain quality parameter may be determined by the performance of a certain unit,
Table 6-1 Quality Defect Modes and Examples and some specific parts may be responsible for a certain parameter. Therefore, to
clarify the relationship between process status and product quality, these
correspondence must be examined as shown in Figure 6-1.
No. Quality defect mode Examples

1 Deviation from component, composition, Chemical components, characteristics such as thermal

physical characteristics, etc. stability, impurities
(3) Management conditions for equipment
2 Inclusion of foreign matter Stain, dust, chip of wood, hair, germ, machine parts
fragments, tools, wrong palettes The next step is to set some equipment management conditions in order to maintain
3 Unevenness, variation Unevenness color, irregular grain size, uneven thickness, the desired quality. For efficient settings, it is recommended to conduct a cause
unequal flatness of plates analysis (why-why analysis, PM analysis are effective.) focusing on the quality
problems that have happened in the part.
4 Visual malfunction Coloration, muddiness, precipitation, gelling,
crystallization, deforming
An assembly part which affects a quality parameter is referred to as quality
5 Packaging malfunction Insufficient quantity, improper sealing, torn package, component, and must be maintained at an ideal level to prevent the occurrence of
quality defects. Table 6-4 shows a sample checksheet for quality maintenance.
© JIPM , 1990

App endix - 101 Appendix - 102

Jilln Jilln
TPM Seminar Material for Process Industries TPM Seminar Material for Process Industries

Table 6-2 Relationship between Quality Characteristics and 4Ms Figure 6-1 shows the mechanism of the seal section of an oil-sealed process gas
compressor. A quality defect in the compressed gas occurred when the pipe going
"-,"'-. Quality Quality characteristics
to the seal oil trap becomes blocked for some reason. This prevented the seal oil

4Ms '""-~
I------

(1) (2) (3) (4)

from being drained as sour oil and cause it to invade the impeller side, resulting in
contamination of the process gas by the oil. In this case, the quality component is
the trap system and the condition to be set is constant-volume drainage of the sour
Man oil. To check this, the sour oil volume must be measured.
I ! i

±~
Machine The quality component management table for this case is shown in Table 6.5.
Needless to say, what basically needed to be done was to find out the cause of the
Material
- pipe blockage and improve the system to enable this component to operate correctly
Method for a long period of time.
I

Note: In this case, what caused the blockage in the pipe was a material created in
© JIPM, 1990
the reaction of the process gas and the additives in the oil.
Figure 6-1 Relationship between Processes and Quality Characteristics

Process Quality characteristics

(plant) Equipment Unit Parts (4) Condition management for process
(1) (2) (3)

In process industries, product quality is greatly influenced by the process conditions

as well as the quality components. At the Ohtake Plant of Diesel Chemical
Corporation, these conditions are managed by using a MPQ matrix as shown in
Table 6-5.

I Figure 6-2 Seal Mechanism of Gas Compressor

© JIPM, 1990

Table 6-3 Quality Maintenance Checksheet (Example)

Quality maintenance checksheet Dri ver ~===--::.._....:........1...1...1....L-_

Management condition side

Quality
component Condition Check method Check rule

rn
@ Pot

<]
G) Sour drain tank [:J Note: Two trap units are
actually used.
© JIPM, 1990 ©JIPM , 1990

Appendix-103 Appendix-104
JiRn JiRn
TPM Seminar Material for Process Industries
TPM Seminar Material for Process Industries
6.2.2 Flow of Quality Maintenance Implementation
Table 6-4 Quality Component Management Table (Example)
The quality maintenance implementation flow when the target is 4Ms is shown in
''------..,
Quality
'·,. component
I- Unit C104 _ _ I_ Figure 6-3. The implementation steps for this are detailed in Table 6-6.
"-, • Component Oil trap
Quality -.._____, -
characteristics ',.' ' , Phenomenon Blockage

- - Figure 6-3 Flow of Quality Maintenance

I
~ is mixed in products. @

- --- QA matrix

f----

- - 4M condition research analysis

f--- ·

Interval 1/M
C
0
·.c
t-----· - As usual Malfunction list
u Inspection View _ Measure
:, - - - -
-0 Method drainage Route 1 Route2
~
...
0
-
Exchange/ Repair Switch
- Uncompleted
.,u Interval 1/M 4M conditions
C , Inspection FMEA analvsis
.,"'C - --
View
--
'E Spares PM anal sis
-~ Alternative one
~
I Repair Method Switch
·- ...,_ PM analysis
- - Improvement of Improvement of
If> XX ppm, equipment material, method
Remark switch to
alternative.

Review of4M
© JIPM, 1990 condition.~

Unable to centralize Centralization. Fixation

Table 6-5 MPQ Matrix

Determination of
Quality Failure Failure occurrence mechanism EMuipment Manafement Management condition 4M conditions
item(Q) mode ( ) point P)
Inspection standards}- Observable and
Sensitivity SmeU Generation of impurity due to Separator (1) Temperature < 100°C Review of standards observed
test heating Operation standards management

Smell Generation of imP.urity due to Reactor (2) TemP.erature Peaks < l >-<2>
reaction speed failure distribution © JIPM, 1990

Smell Residue of unreacted materials ditto ditto Within temperature

du e to reaction failure difference of 20'C

© ITPM, 1990

Appendix-105 Append ix - 106

JiRn JiRn
TPM Seminar Material for Process Industries

Table 6-6 Implementation Procedure of Quality Maintenance

Step lm plementation Proced ure Contents

1 Preparation of QA matri x 1. Confirmation of duality characteristics

(The relationship between product Juali1 and 2. Confirmation of efect modes and unit process
process/ equipment condit10n is ana yze .) concerned
3. Evaluation of defect mode by importance

2 Preparation of4M condition checklist 1. Confirmation of 41v1 per-process conditions

(Defect status of the 4M conditions for each per- 2. Confirmation of the existence and observation
process failure mode are checked.) of standards

3 Preparation of malfunction list 1. Clarification of malfunctions of each process

If measures for some malfunctions can not be for 4M conditions
found for now, seek a solution. 2. Preparation of countermeasures by stratiiinJ
(Pretare the list so that it can be overviewed. The defect modes and defining inspection met o s
mal nctions for which measures are known must
be solved immediately.)

4 Evaluation of malfunction by imbortance 1. Evaluation of influence of malfunction on the

(Preparation of H,1EA method ta le) quality defect mode to determine its
(This step determines the basic improvement importance
policy for the equipment.) 2. Determination of evaluation criteria in advance
5 Seeking of the cause of malfunction 1. Clarification of the above failure phenomena
(PM analysis is effective.) from more important ones
2. Research with Plli1 analysis and proposal of
countermeasures
6 Evaluation when an improvement plan is l. Prior evaluation of the status after
implemented (in the same way as step 4) improvement with FMEA method
Predict and evaluate the status after improvement.

7 Implementation of equipment improvement

B Review of 4M conditions 1. Review of4M conditions in step 2

2. Confirmation of 4M conditions
9 Centralization of check items to determine 4M 1. Summarize check items based on step 8
conditions 2. Preparation of quality check matrix
10 Prefearation of quality component management 1. Standards must be quantifiable, observable,
tab e and systematic implementation of condition and enforceable.
management for quality assurance activities

© JIPM, 1990

Appendix-107 Appendix-108
JiRn JiRn
TPM Seminar Material for Process Industries

7.1 Concrete Measures for Zero Accident and Zero

Pollution
TPM is an activity which looks at maintenance in terms of equipment, while a plant
is operated in human-machine systems. Therefore, in order to achieve zero
accidents and zero pollution, it is necessary to approach this issue in terms of
operators and equipment.

The following summarizes operators' equipment measures to prevent procedural

7. Establishment of Setups for Zero disasters related to personnel and plant disasters related to equipment.

Accident and Zero Pollution

7 .1.1 Measures to Prevent Motion Disasters

(1) Activities to change personnel's way of thinking

(Finding malfunctions and consequent improvements)

In Step 1 of the Jishu-Hozen, a considerable number of malfunctions related to the

operating environments and equipment are found and listed up. At this time,
safety-related malfunctions should also be listed up. An inspection of any
workplace will reveal various safety-related malfunctions left unhand.led.
To conduct it successfully, the small-group members should have consensus about
what are the safety-related malfunctions (definition) .

As operators' training materials, the Shiga Rittoh Plant of Sekisui Chemical

Corporation prepared "Jishu-Hozen Check Points" (Table 7-1) and "Safety Diagnosis
Sheet" (Table 7-2). These can be used as reference.

Any malfunctions that may cause environmental pollution such as vibration, noise,
and odor emission should also be listed up in this stage. Although these
malfunctions included in the list are to be handled in Step 2, these items, ifrelated to
safety, should be corrected here without waiting until Step 2.

With this method, operators' way of thinking about safety and subsequently their
behavior will be improved because they will find and correct unsafe locations in
their workplace on their own accord.

This leads to the reduction of trivial accidents such as slip, stumbling, pinched by
machine arms, rolled into gears, and so on.

Appendix-109 Appendix-110
Jiffn Jiffn
TPM Seminar Material for Process Industries TPM Seminar Material for Process Industries

Table 7-1 Checking Points for Safety Table 7-2 Safety Diagnosis Sheet

No. Item Check points Checking Remarks 1st step - - - -- - - - - -- -, Plant name or Diagnosing classificalion

1. Cover, railing, etc. • Arc covers for preventing the splashing of cut powders, coolant,,
etc., attached?
L Total inspection o f danger sources
( Revolving units, sliding units)
J machine name - - --
Diagnoser _ _ _ _ _ _ __

Date of diagnosis _ _ __ __
- --

D Self-diagnosis
D Diagnosis by group head
• Arc dangerous spots sandwiched by the rotary and sliding units
protected with safety covers, and are they undamaged? No. Judg- Rema rf<s (Matters of
Diagnosis Item and criteria (See Nole below.I
• Arc lifting equipment or scaffolds kept available as required for ment special note, problems)
inspection, adjustment, or oiling?
• Are safety facilities, such as shelves, handrails, stoppers, and
"'
·c 1 Are revolving units exposed?
~
--+- Secure covers, and no need to reach behind the equipment
breakwaters, undamaged ? 0,
2 Are the re any protruding parts (screws, couplings, etc.) on the rotary axis?
• Are monkey _ -:mger than 2 meters equipped "~ th back :§
;;;
"
--+- Sel bolls should be !he buried-head type
bands1 -0
3 Can fingers be pinched between cylinders or dollies?
• Are there handrails around floors or openings? ""'
C, ~ The clearance from a frame, etc., should be 3 cm or more.

2. Dangerous spots • Is inspection lighting installed inside pits, and so on?

"
·;; 4 Does adjustment need to be pertorm ed near equipment during operation?

• Are there slippery places or differences in levels on the work

j --+- AdIuslment by slopping the machine should be possible
a: (th e unit must be in a place where careless touching will never occu r).
floor?
5 Is there any situation in which operators may enter a dangerous area
• Does catching or cloggi ng occur in transport facilities, such a,
without knowing i1?
chutes or conveyors?
......, The areas should be cut off with fences or chains .
• Does the door of the sound insulation room of the structure open
from both sides? 6 Is the cutting side of rolls exposed?

• Is there any danger of dropping object~? --+- The side should be equipped with covers or bars.
• Is there any danger of touching high-temperature parts, such as 7 Are important covers (that may cause serious accidents) in1erlocked?
steam tubes, and suffering burns? --+- If they are removed, !he equi pment should immediately slop.
• Are security lamps for emergency escape use and guide signs in 8 Does the screw s1rongly Involve the operator?
underground rooms and warehouses complete? ....,.. (Example) A screw that can revolve in the reve rse direction or
that is equipped with a rotor must be indicated as such .
3. Workability • Are the locations of the start-up button, opera tion lever, and 9 Is the air inlet or the blower safe?
various operation panels appropriate? ----. The inlet should be covered with a metal net.
• Are there heavy levers or handl es? 10 Are air and oil discharge arrangements appropriate?
• Is the weight of equipment indi cated clearly? ....... Dropping-prevention arrangements should be made.
11 Is the direction of revolutlon easy to determine?
4. Safety equipment • Do fi re-prevention facilities (sprinklers, smoke-i nsulation - . The direc1ion should be indicated.
shutters, hydrants, gas detectors, extingui shers, etc.) work 12 Are dangerous spots clearly recognizable as such?
satisfactorily? ._... Color coding or other indications for danger should be displayed.
• Arc functions of emergency stoppage equipment normal, and are .,
0,
1 Is an emergency stoppage button in a location easy to push?
emergency stoppage buttons located nearby? "
C. ----.. The location should be imm ediate!y noticeable, and in an emergency,
Q
• Can button locati ons and operation circuits possibly ca use !he operator must be able to push ii by himself.
erroneous ope rations? ~
2 Are the color and shape of the emergency button appropriate?
~
• Do alarm buzzers, alarm lamps, various interlocking equipment, --+- Red color, mushroom-type, bar-type, etc.
and limit switches operate normally?
"
a,
e'
a, 3 When the eme rgency stoppage bun on is pushed,
E does the equipment return to the safe condition?
UJ
5. Danger and safety • Are signs of high-pressure gas, dangero us objects, and ---.. The roll , etc., will be opened (force will be released) .
signs pharmaceuticals correctly indicated 1 ec 1 Is the Indication of "finger-pointing and voice-raising" made at Important spots?
• Arc caution signs for hazardous gas, oxygen-deficiency gas, and 0
~ II is indicated.
dangerous objects compl etely in place? 0 2 Are the ext raction and correction cl potential sources of danger executed
• Are limit speed and its indication signs suitably shown? in TBM. elc. (including the worl<ing method)?
• AreDANGER:I-I IGH VOLTAGE signs displayed? ~ Marking is made so that anyone can immediately recognize it.
• Are caution signs such as "do not wear gloves," "watch out for 3 Is education provided in connection with changes in worker positions
revolvini, units," "watch your head," and "watch your step" or work cont ents?
suitabl y placed ? ---.. There should be manuals, and they should be revised trom time to time:
also. educational results must be recorded.
6. Safety of passages • Have temporarily installed objects been formall y permitted, and No tn
do they hinder movement through the passage? Example or criteria:
• Are safety passages and work areas suitably di stinguished from Based on these cnteria, evalua1e the diagnosis items and enter a symbol meaning "1mprovemen1comple!ed" In the "Judgment" column
others? If Improvement 10 this level cannol be achieved for various jus1tliable reasons, however , it is Judged tha1 the mark ol (corrected) can be given i1
• Are the fences or signs complete that separate the storage location /1) me (SW1H) list ot 1he execulion plan to anain this level Is satlsfiecf, or
of oil, and oxygen and acetylene cylinders, from other areas? (2) markings lor color ooding , danger JndlcaUon, or dangerous matter indication are made .
Approval or nonapproval
1. Nanapproval 11 there are more than fou r cases of omission ol ex1ractIon at !ow-danger-level phenomena (below non-work-sloppage aoclden1s).

© JIPM, 1987 2 Nonapprova l even II !here Is one cases of omission of exiraction ol major-danger- lever phenomena (above work-stoppage accidents).
3. Approval if 100% correciion ~ attained.

© 11PM, 1990

Appendix-111 Appendix-112
Jil1n Jil1n
TPM Seminar Material for Process Industries
TPM Seminar Material for Process Industries
Figure 7-1 Heinlich Law
(2) Collecting Nearmiss accident data and predicting danger

(a) Collecting Nearmiss accident

According to the Heinlich law, the ratio 1:29:300 has a special significance. This
number is derived from a statistical research result of 500,000 trouble cases (refer to
Figure 7-1). It tells us that there must have been 300 Nearmiss accident-equivalent
cases behind one accident resulting in serious injuries or death, w here Nearmiss
accident means a small mistake that was settled without causing an accident. 300
(Approx. 500,000)
Figure 7.6 shows a plant's Neanniss accident data classified by blind spot type, and
indicates the cause-effect relationship between accident types and the workers' © 11PM, 1990
blind spots. Therefore, it is indispensable to collect Nearmiss accident data as
important data and then conduct why-why analysis in order to minimize Figure 7-2 Nearmiss Accident Blind-Spot Classification
inadvertent mistakes.
0 5 10 15 20 25 30 Cases
I I I I I I
(b) Danger prediction activities (KYK)
Insufficient forecasting I
As can be inferred from Figure 7-2, it is virtually impossible to prevent what cannot
be forecast. This exactly represents the significance of the danger prediction
Incomplete confirmation
l
activities (KYK for kiken yochi katsudoh).
Did not hvo operations forone thing
I
Omit symptoms
This section omits the explanation for KYK because a training program to conduct
Doing something all the time
KYK was first developed in 1974 by Sumitomo Metal Industry Corporation under It is virtually impossible to prevent
the name of KYT (Kiken Yochi Training), then was improved and authorized by
Central Association of Workers' Accident Prevention as 4-round KYT, w hich has
inspection failure
(incorrect judgment) I what cannot be forecast.

been implemented in many plants and factories.

Ignorance
I
Conducting KYK and realizing "a v.rork environment where danger can be readily
Sticking to past
experience
Few consideration
I
identified" leads to reduction in the number of procedural disasters. for surroundings I
Makeshift
Also important is the implementation of individual KY situations where workers Other includes
Forgetting
have to do an operation manually, because the worker's mental state and workplace incorrect communication,
situation change all the time. Furthermore, if there are some operations which Blinded action misunderstanding,
workers often find dangerous, these operations must be corrected. Indifference to etc.
related processe,

© JTPM , 1990

Appendix-113 Appendix-114
JiRn JiRn
TPM Seminar Material for Process Industries TPM Seminar Ma terial for Process Industries

Figure 7-4 Relationship between Error Occurrence and Finger PointingNoice Raising
(3) Erroneous operation prevention measures

Erroneous operations are caused by insufficient operation skills in operators. Skill Occurrence
3.0
refers to all of the following three items: (1) correct detection of phenomena or
rate of error -
information, (2) correct judgment of right action based on the detected, (3) quick and 2.0
correct action-taking based on the judgment. Erroneous operation occurs if even one
- -
n
of the above three is inadequate. 1.0

A plant example is provided in Figure 7-3. This plant listed up erroneous

operations, analyzed their causes and measures, implemented these measures, and Only linger- Only voice- Finger-pointing
Working method Do nothing and voice-raising
eventually obtained good results. pointing raising

Occurrence rate 2.85% 1.5 1.25 0,8

In Figure 7-3, finger pointing and voice raising in the action phase are to be made to Occurrence rate index 100 53 44 28

evoke the worker's attention during important operations/ actions and prevent © JIPM, 1990
erroneous operations. To make finger pointing and voice raising effective, workers
must have sufficient knowledge and experiences on their job and truly understand
why they should do finger-pointing and voice-raising. (4) Measures against human error sources (Important role of managers)

Figure 7-4 shows experimental data that prove the effectiveness of finger pointing Although workers sometimes make errors by carelessness, carelessness alone does
and voice raising . not necessarily cause an accident. An accident occurs when a careless operation was
done in a dangerous situation . Note that it is virtually impossible to develop
operators who never make mistakes. At the same time, section managers should
Figure 7-3 Concept of Erroneous-Operation Prevention and Causes/Measures bear in mind that a considerable difference in safety degree can be found between
-- --. two workplaces where very similar operations are being done.

~e
--------·-- Detection Phase Judgment Phase Action Phase Result
·-·-
Steps of
correct and ( Correct \
-
...
/ \
Correct J
-- / \
Correct 1
Therefore, the role of a section manager, who is the person in charge of handling
safety issues and improving workers' way of thinking about safety, is very
incorrect
operations
/\. important.
~lncom\t

/\. /\. f According to the late Mr. Kunie Hashimoto (former Nihon University professor),
~lncorre~
~

_/ Lncorr~ -_ / lncomzct the workers' awareness level can be stratified as shown in Table 7-3. For example,
the status of dozing off while one is driving is Phase 0, and drunken driving falls

Major
/\
, Incorrect
'

(1} Insufficient knowledge/ experience

/\
.;..zincorre~ A~
(3) Insufficient forecasting
~
[ Ignorant. ]
under Phase 1. This is supported by the fact that in these states the reliability of
one's actions is very low and accident occurrence. Phase 3 is the preferable status.
However, it is said that this status cannot last long. This is why finger pointing and
Unable to do,
causes (2) Insufficient or incorrect communication (4) Inadvertent motion Will not do voice raising should be performed during important operations in order to
Measures • Know-why education • Visual management • Finger pointing / voi cc • Meeting on prevention minimize errors as explained in the previous sections.
• Fruitful meeting (Labeling, raising of rccu rrence based on
• Review of panel indicators) • Double check (for erroneous operation
room layout, color • Useful check.list important operations) study dorument For most operations, operators are usually working in Phase 2. In this status as well,
coordination • KYK, etc. • Fail -safe design errors may happen. To prevent an error occurrence from causing an accident, fail-
• Simplified
distribution, etc. safe design must be incorporated in all equipment.

© 11PM, 1990

Appendix-115 Appendix-116
Jiffn Jiffn
TPM Seminar Material for Process Industries TPM Seminar Material for Process Industries

Table 7-3 Brain State Levels (c) Importance of maintaining physical/mental health (mental hygiene)

(Courtesy of Safety Engineering Vol. 18 (1979) by Ku nie Hashimoto) Accidents often occur when one is tired, in a hurry, inattentive, angry, etc.
I
Phase Consciousness level Attention I Physiological status Reliability Therefore, schedules must be organized so that workers' operation speed and
0 Unconscious, Faint Zero Sleeping, brain fit 0
sequence are reasonable without including overload or uneven pace. Basically, it is
- - - - --- ~ -·- - -- -
the responsibility of section managers to create a comfortable, efficient working
1 Subnormal, Inattentive Fatigue, monotone, < 0.9
Vague conscious sleepiness, drunken state environment.
- -- - ~ ""1- -- --- -
2 Normal, Passive, Inside mind Calm action, resting, 0.99 to 0.9999
Relaxed usual operation .
- -- - --- - - -

t '""'
3 Normal, Active, Positive Positive, active state (5) Securing safety of construction
Clear
-
4 Hypernormal, Fixed on one thing, Emotional excitement, .9 Maintenance work includes many irregular operations, which may be periodic
Excessive tension ' Unable to judge panic
I repairs, emergency repairs, and sometimes collaboration with contractors.
Note: To maintain safety, Phase 3 is ideal, but this status does not last long . If an attempt to keep Phase 3 Therefore, solidarity among several parties is indispensable for successful
longer, Phase 3 eventually changes to Phase 1 due to fatigue, and operator becomes inattentive. In order operations. Also, unstable conditions and dangerous actions must be minimized.
to change Phase 2 (usual operation) to Phase 3, finger pointing and voice raising should be used.
Table 7--4 shows various operation items and the points to be noted for safety. Zero
© JIPM, 1990
accidents must be challenged by improving the cooperating company's skills,
conducting evaluation and education about safety prior to operations, patrolling the
site under construction by hvo parties, etc.
Phase 4 is an excessive tension state and occurs when unexpected things happen. It
is said that this state causes disturbed judgment and lowers the reliability of one's
actions. The point is, one's mental state greatly influences one's actions and
Table 7-4 Operations Requiring Attention during Repairs and Safety Points
therefore safety activities should be conducted basing the basic concept on the
human characteristics shown in Table 7-3.
Type of operation Points related to safety

For example, the following items can be included in the TPM activities. Fire Check if no residue in tower/ tank/ pipe, Measure against fire remaining
--- - -- - ~

Release of pipe vessel Sampling residue, J\,1 easure / confirmation of remaining pressure (these may
change by time.)
- - -- ~

-
Tower, tank Prevention of deficie ncy of oxygen, Measurement of atmosphere gas,
(a) Improvement of central control room Wearing protection suit
- ----

The amount of information that a person can handle at a time is limited. Therefore, High places Working steps, Safety net, Lifeline, Prevention of tool dropping
--- -
managers should seek a way to reduce the number of things for workers to handle Collaboration Voice raising, Signaling, especially when switching on/ off
- -
at a time and improve the quality of each operation instead. Also, control panels Up and down Meeting behveen processes (mutually), Clear indication of "Keep Off" area
should be checked to see if panels are designed so that operators can use them ~ - ~-
Transfer, hea vy machine Clear indication of working area, Prevention of contact with other machines
efficiently.
© JIPM, 1990
(b) Introduction of simulator and training facilities

A person reduces errors through experiences. However, in actual plant situations,

there are few chances that workers are allowed to make mistakes for learning. This
is why simulations and experiments are increasingly important.

Appendix-117 Appendix-118
JiRn
TPM Seminar Material for Process Industries
TPM Seminar Material for Process Industries
Figure 7-5 Poor Condition to Disaster Phase in Plant
7.1.2 Prevention Measures against Equipment Disaster
(1) Concept of zero accident plant

Ao1eWJou 1euo110un1 10 aa,oao "'::,0 "'

Usually, equipment is designed and manufactured so that a considerably high ~

" "'
"'
a,;;;
,::

technological reliability can be achieved. However, reliability does not imply that ~
0
"'m "E
0 0 .~
I- "CJ CJ)"'
the equipment is perfectly safe. In addition, the equipment can cause malfunctions -gs
.,~ .,- .,"' "CJ
t
due to degradation by time. The reliability of operators is also extremely difficult to "'"'
::, C> .c O "
- c:-
c"'
e _£ c: 0 C:
·-<DC:"'
= .Q "
"CJ
achieve 100%, as explained in earlier sections. "C>.,
C>
c: E ~ a, C
::, >., ~
However, this does not either indicate that accidents will occur for sure. The
0 mm
0-o
~~~
LL a. a,

concept we should share is: a plant has a potential of causing accidents, and .,! I
E -
g ~
-=
\ -+ __
n:1 o a> .!?
improper actions or treatment can cause an accident or disaster. Therefore, cnii, EO ~2'Ul E-£
e.5 ~Ei "'c
measures preventing accidents must be found, and these measures must be 11,·+- -+----+---- --1--+-u._m_ _-+-o_.,_"'_ _+-CJ)-o_ _+ - - - -

I\
implemented properly. "' - C>
~ 0 C:
c"'
-.; .g ·~§
u"
"CJ
E ~vi ·. ;
(2) Poor condition to disaster phase in plant ED
0 C: a..,
" ' C:
u .:i.
- .c 0 ~2
\----j----1-----+----+-.,----+-----+------c..;---1
LL <O
t
If an equipment or plant becomes unstable for some reasons and causes a, ~ CD
"iii
E
~ g- ~
abnonnalities, the system gradually changes to the status that can cause a disaster - CG

~
,~

g~
§ 0
C:
.c
unless proper measures are taken. \ ~i
0~
~~ ~
8-~ g
-~~-§. <

'---- -+- --+o~-+------+--- - - 1 - - - - + - - - - j

The qualitative representation of this transition is shown in Figure 7-5. Note that the
C:

~~
~

-0" "'
c
"iii
E
c::~ 0
.Q cu
time duration between phases is not considered in Figure 7-5, that is, some disasters ~ E
-.; g" C:
.c
<
"'
\ "'0 ::,
C:::,

occur suddenly, and it appears as if intermediate phases were skipped.

0. C:
~
w ..
.c ~i
\--1--- - --+- - + - - - - -+ - - - - - + - - ---l gC:
t
C:0"' '6
~~
CD.~

\r
u~ C:
0
:i5cii
:::::, E E.,
. .,
1l E u

!
-" ' 0
a. C: - 0
Phase 1: Equipment is operating nonnally in stable state. u C:
u .c
0
.:!.u ::,-.; g_
0"' ~~ ~a E
Phase 2: Abnormal symptoms can be seen, which makes operators think that the
equipment operation is abnormal or unstable. tt--+-\ =>i _ ai
"'
:~ -~
o_ oC:
a, 0 (I) Ul

Phase 3: It is difficult to correct the system to normal state. The system enters an E o ~ ~~ - ii,
.~~ ~~:~ g~
.c
extraordinary state. ·- - +-- --+-CJ)-'"---+---g_6-_~_ _+-~-fi_---j g
CJ)E
Phase 4: Due to malfunctions or abnormalities, the workplace becomes dangerous. "
~
Even if leakage or fire occurs or some of equipment are broken, the extension of the "u
C:
ca ·g
C

~
·;;; "
]5
E ~
accident to outside the workplace can still be avoided with proper actions. C:
C:
.Q "'
iii -"
0 a.

Phase 5: Due to improper actions, the accident causes injuries, or due to a certain
.
"
"'
o.-
0. ~
~
"'
:,
;;
.,
u "'
Z 0

~ " C:
C>
g
.
0
0 C C:
;;; E
trigger factor, fire, explosion, and/ or effluence of dangerous gas/ fluid to outside the iii -8 E ·-=
·5 ;:: OU C:
roo c0 E "::,
C7
-.; "8 E
workplace occur(s). In this phase, in-house and / or external disaster prevention -
I- -
0
u
"' u
Q)
0: z
0
t ci5 a. ::,
I
system must be implemented in order to minimize damage and prevent corollary
-§.. ...___ 1a"a1 ssausnoJa6uea ______.. E © JIPM, 1990
disasters from occurring. I 0
'5
Cl)

Phase 6: Measures are taken after the disaster is handled.

Appendix-119 Appendix-120
Jill, Jill,
TPM Seminar Material for Process Industries TPM Seminar Material for Process Industries

As shown in Figure 7-5, the danger level increases gradually, and eventually a (3) Condition Monitoring for early detection of abnormalities
disaster, for example a fire, occurs. Therefore, proper actions must be taken at each
section of the curb line in Figure 7-5 to prevent the danger from extending to the ln a plant, there are various abnormalities and failure modes hidden in various
next level. The following describes typical actions. forms. It is therefore required to detect symptoms as early as possible and carry out
proper actions prevent accidents and disasters. The slogan for this is "the earlier a
(a) Observation of processes and countermeasures against abnormality symptom is found, the more effectively an accident can be prevented."

This is performed by operators, and is effective when the abnormality is still near The follo w ing is an example from a petrochemical plant. This plant succeeded in
the occurrence source and the danger level is relatively low (Phase 2). This action achieving very good results by changing conventional routine observation and
requires of relatively simple operations to restore the normal state. inspection procedures to achieve wider coverage. The improved procedure was
named condition monjtoring (Co Mo). The people in this plant regard observation
(b) Installation and inspection of security system and inspection as the plant's health care.
Taking it into consideration that action (a) cannot solve the accident, various safety The contents of Co Mo fall on the important inspection items to be prepared in Steps
mechanisms (called fail-safe designed facilities) must be installed. Also, it is 3 through 5 of the Jishu-Hozen.
required to check if the reliability of these mechanisms is maintained constantly in
order to prevent abnormalities from developing into disasters. Figure 7-6 shows the Co Mo coverage, and Figure 7-7 introduces a part of the Co Mo
activity system.
(c) Measures to prevent equipment's potential abnormality (failure)

Examination must be made for locations in equipment that make workers feel
anxious as well as assemblies that are supposed to have deteriorated faster than Figure 7-6 Condition Monitoring Coverage
other parts due to exposure to severe conditions.
Conventional routine observation, inspection
These portions are called hidden abnormalities and are by nature difficult to detect
while the equipment is working. Therefore, carefully check the equipment during Those added to conventional routine observation, inspection
periodic inspections or shut-down repairs to detect the hjdden abnormalities.
OSI by special maintenance
An example of level improvement activities for the above three items is discussed
next. M.D. by special technolog-y

© JIPM , 1990

Appendix - 121 Appendix - 122

Jil1n Jil1n
TPM Seminar Material for Process Industries TPM Seminar Material for Process Industries

Figure 7-7 Condition Monitoring Activity System

7.2 Plant Zero Accident and Zero Pollution System
Replacement
• Operation "Safety First" must be realized with the concept of carrying out p roper actions
(1) Security
management, • Inspection of dangerous substance without fail. In that case, the following three pillar items must be observed .
Check diary facility
• Operation Security
- environment t - - - - - - - - - - - - 4 • Inspection of distinguishing facility
observer diary
management • Sprinkler device test (1 ) Daily safety activities by small groups in workplace
MAC daily report, • Inspection of protection tools
management report • Inspection of surface gas
• Operation (2) Environmental
A small group consisting of operators who are expert in their equipment and
management processes must ensure safety. They should consider that their duty is to ensure
diagram (1) Motor management
• Original unit _J I • Vibration management safety as if TPM were their lifework and what they want to reali ze is the safety of the
management 7 Electricity 1 - - - - - - - - - l (2) Other plant. Their daily, concrete, and steady safety activities, which must not be forced
diagram 1 • Diesel trial run
• Operation upon them by others, will create a corporate basis for zero accidents and zero
achievement table (1) Control loop management
• Workplace patrol • PIO setting management
pollution.
J Control lt----------1 • Valve management diagram (output,
I system I
I open degree, positioner)
(2) Management of standalone instrument
• AR zero span
(2) Potential-danger prevention measures by technology staff
(including initial management)
General
(1) Leakage observation
• Gas leak check If there are some safety-technological items that are not cleared due to incomplete
I
~
_J Pipes, (2) Performance management examination, it is virtually impossible to realize zero accidents. This holds true even
Operation _ .._ Equipment ,__ n other
• Trap operation check
• Strainer deaning if the equipment is new.
management management • Filter, separator drain check

(1) Heat exchange The duty of the technology staff to secure the reliability is more and more important,
• Leakage check [E-123, E-124 gas check, in such trend of these days that equipment and facilities are highly integrated,
X102, cooler tower gas check, D-108H2
lJ Machine L J Static Lanalysis, WC pH measurement, Periodic process is computer-controlled, and CRT is adopted for reduced work forces. This is
·I I jmachme1 gas check]
• Surface WC delta P measurement
why safety activities by the staff is the second pillar item.
I (2) Tower
• Cat, tower management diagram (3) Carrying out periodic safety diagnosis by executives
Operation
directions, {]) Lubricating oil management
Trial run plan • Oil, grease check TPM activities are implemented placing emphasis on diagnosis and advi ce from
• Oil mist measurement
managers. This policy should apply to safety activities, and the diagnosis performed
. IRotating I (2) Noise, vibration, temperature
management
lmachine 1 periodically by executives is considered to motivate individual workers and
• Vibration measurement (including GOV)
(deviation, velocity, SPM) organizations, resulting in improvement of the technological level of technology. To
• Noise measurement realize zero accidents, it is indispensable to define diagnosis items related to safety,
(1) Reactor management hygiene, pollution, etc., then clarify the policy and depth of evaluation, and conduct
• Cat, tower management diagram
the executives' workplace diagnosis at intervals of one year maxim um as one of the
J Process (temperature, pressure difference,
composition, etc.) plant's regular activities.
j management • Gas analysis (H2S, Cl in material gas)
(Cl in air)
(Hz, CH 4 , CO, CO2 in process gas) Figure 7-8 shows an example of the 3-pillar safety maintenance system of a plant.

© JIPM, 1990

Appendix-123 Appendix - 124

Jiffn Jiffn
TPM Seminar t\faterial for Process Industries

Figure 7-8 Safety System of Plant (Example)

Objective Participation of all staff

and Achievement of zero
Policy accidents and zero pollution
Prevention philosophy

TPM's8 Establishment
pillars of safety TPM's other
security sys tem 7 pillars

Target Establishment
of plant security
know-how

Activity
items Safety-related Plant, equipment reliability Safety diagnosis
routine activity improvement activities by executives
Sma ll group-oriented Project team-driven Diagnosis of workplace
acti vi hes supported activities such as UNKS as well as documents by
by morning meeting, detection and examination executives accord ing to
monthly safety items at new installation the specified format once
meeting, etc. or remodeling a year or so

(Major diagnosis items)

Concrete 3S (Seiri, Seiton, Seiketsu) FTA Target and planning
items about safety
KYK (rectification of FMEA
dangerous operations) Training plan and

-,
PSE implementation status
Nea rmiss accident data
collection (Operability study) Current status of
routine safety activity
Finger pointing and voice Danger level detail
raising Management status of
Safety assessment by extraordinary operations
Co Mo Labor Ministry
Status of workplace's
Observation and review Study on equipment Jishu-Hozen (JS, etc.)
ofrules diagnosis techniques
Current status of
Safety one-point lessons project theme
Emergency action training Acquisition status of
statutory! qualifications
Safety-related information
collection (disaster case Sporadic failu re occurrence
study) number and nature
Safety traffi c Current status of typical
?-pollution items

Complaints from
external organizations ___J
© JIPM, 1990

Appendix-125 Append ix-126

Jirln Jirln
TPM Seminar Material for Process Industries

Table 8-1 Plant Efficiency Indicating Parameters and Calculation Formulae

Classifi- No Parameters Formula Target lntervaJ Description

cation value

Plant 1 Overall plant Availability x Performance rate 80to 90% Monthl y Macro indicator for overaJI
efficiency efficiency x Quality products rate process efficiency

2 Overall unit ditto 80to90% Monthly Overall efficiency for

efficiency bottleneck process of a unit

3 Overall efficiency of ditto 85to95% Monthly Overall efficiencv for

important machine important machine in a
process
8. Measurement of the Effectiveness 4 A vailabi Ii ty !Calendar time - (Shutdown 90% or Monthly Shutdown loss: periodic
loss+ Stoppage loss)) / higher repair, production
ofTPM Calendar time adjustment
Stoppage loss: equipment
failure, process failure

5 Performance rate Actual average production rate 95% or Monthly Indicator for performance
/ Reference production rate higher of plant

6 Reference production Reference production volume / - Review Reference (designed)

rate (t/ h) Unit time annually performance of plant

7 Actual average Reference production volume / Actual Monthly Actual production volume
production rate(t/h) Operating time value per unit time

8 Quality products rate (Production volume- (Process 99% or Monthly Straight-though production
loss + Rework)! / Production higher rate exduding downgrades
volume and rework products
(recycled)

9 No. of equ lpment Actual value by rank Rank A:0 Monthly Actual value of accidental
(plant) failures (importance of equipment) Rank B: 1/10 failures that cause
Rank C: 1/5 production stops, dassified
by rank

10 No. of process Actual value by phenomenon Minimize Monthly Phenomena that cause
such as leakage, contamination, abnormality in process and
failures
blocka~e quality, also ca ll ed process
trouble

© JIPM , 1990

Appendix-127 Appendix-128
JiRn
TPM Seminar Material for Process Industries

Table 8-2 Indication Parameters for Maintenance Section (1)

Parameters Formula Target Interval Description

Classifi - No
catJ on
value

(No. of stoppage cases/ 0.10% or Monthly Measure failures only each of

Reliability & 1 Failure
breakdown rate Total operation time) x 100 below which lasts 10 min. or more.
Maintenance
ability
2 Breakdown (fotal breakdown stoppage 0.15% or Monthly Total stoppage time must be
durability rate time/ Total operation time) below within one hour per month.
X 100

Emergence {Elvl cases / (PM cases + EM 0.5% or Monthly PM: Preventive maintenance
J
maintenance cases)! x 100 below EM: Emergence maintenance
(EM)rate

4 Failure stoppage Failure stop time x unit time Minimize Monthly Calculate production
loss cost cost reduction, energy cost, and
worker-hours loss,

5 Idle minor Transition of idle minor 0 Total in Measure failures only whose
stoppage cases stoppage cases month duration is less than 10
(Average minutes, i.e., minor
in day) stoppages

6 MTB F Total operating time / No . 2 to 10 Monthly Average failure occurrence

of breakdown stoppage times interval
cases

7 l\·ITTR Total breakdown stoppage l/2tol/5 Monthly Average repair time

time/ No. of breakdown
stoppage cases

Maintenance 1 Reduction of Prev ious SDM (days) -- Annual Annually Extension of conserutive
activity SDM days Present SDM (days) target production days is aimed.
efficiency
2 SOM full-scale Transition of SOM trouble Minimize Annually Prevention ofSDM initial-
produ ction after cases after startup phase failures
startu p

3 PM (implemented PM cases / 9(Yf,, or Monthly Evaluation of maintenance

implementation Planned PM cases) x 100 higher planning level
rate

4 CM case Transition of CM cases 10 /man Annually CM: corrective maintenance

transition per year High techniques in
specialized maintenance

5 Maintenance Transition of reduced Annual Annually

man red uction maintenance men tariset

© 11PM, 1990

Appendix-129