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Copyright 2009 JIPM-Soluti8hs
-Understanding
-Acceptance
-practice
Practice
Employee
Problem
Solution
Problem
Solution
- 1 -
Consultant ~ Advisor
Problem \ Problem
Solution Solution
Coaching
-Understanding
-Acceptanco
-practice
Instructions I Practice
Improveme
Staff
-Understanding
-Acceptance
-practlce
Diagnosis I Policy ( Consuitant \ Diagnosis I Instructions
Problem Problem \
Senior Managers Solution Solution Managers
Problem -Understanding
Solution Problem -Acceptance
r o l ~ m Problem Solution -practice
Solution Solution
JIPmSlpM.
Consultant: A person who diagnoses and cor orc:lte mana ement at .t he re uest of a. any.
Consultation Establishing corporate culture
that does not need any consultants
Study Understanding/acceptance/practice
Consultant: An advisor
------. Making a Continuous Improvement Culture a Reality ------,
inuous
Unerring diagnosis Unerring policy
Unerring: Without missing the mark, correct
Diagnosis: The identification of the future course of a thing by examining whether or not it has any defects.
- 2 - Copyright 2009 JIPM-So/utions
Continuous improvement regime
Level 1111/11I: Developing systems gradually........
....
Establishing systems- ....
Conducting one's job according to the rules
Job responsibility
Diagnosis, instruction, support, consultation
Management responsibility
-Eight pillars: Each work site develops its own
autonomous management regime
-Preparinq manuals: Establishing methodology
-Preparinq tools and systems: Using them in routine
work
Developing human resources
JIPmSlpM.
__ EltaLuation indicators
-- -
I _ ,,,,, - ........
Key Performance = KPI =
Key Action Indicator =KAI=- - -
[
- Profit ratio, output, cost
- Productivity, total efficiency /
KPI -Change in breakdown of losses Failure, yield,
"Management of goodness Management of badriess"
..
[
- F-tagging, number of OPLs, Jishu-Hozel)..rcftio,
KAI maintenance time, observance ratio, sj<m level, fullness
- Number of improvements made, jlC'fivity time, zero case
- Achievement ratio, maintenance ratio
..
Diagnosis system / .: / Practlcal .
. ,,/ education/training
- Top Self seminar
- Section manager cjla'gnosls
Management: Paying attention to and controlling _Self diagnosis .. "" Workshop
the whole group for the purpose of maintaining the .. /" OJT/Off-JT
I function of the group. Mana ement res" onsibilit
p y
Copyright 2009JIPM-Solutions - 3 -
(from TQC terminological dictionary)
All activities that will be carried out by each section in order to
efficiently achieve the goals of its daily duties. These activities
are the basic activities of business management.
All activities that will be carried out in order to realize medium-
long term management plans developed with a view to
achieving the company's business objectives, or in order to
systematically achieve the company's annual policies. In many
cases, it concerns the company's annual management policies.
Management activities that involve taking necessary actions
after the company's developing functional plans for each
management element, such as quality, cost and delivery,
followed by each responsible section's realizing the plans
based on its daily and policy management, followed by its
company-wide assessment.
Daily
Management
Policy
Management
Cross-Functional
Management
J!pms IpM.
Each work site
will carry out
activities to
achieve the
company's
business
objectives.
Copyright 2009 JIPM-Solutions
(4) AbiJity to make
improV'ements
(5) Ability'to establish conditions
Policy Management
(Improvement)
- 4 -
Sectional and Functional
Management
to restore and
abnormalitie
Ability to analyze
:___ (6) AblUtY to
conditions
Daily Management
(Maintenance)
PQCDSM
For common understanding of TPM objectives
A system should be
established and operated to
assess the results of the
above activities both from a
viewpoint of sectional
management as well as from
a viewpoint of functional
management
Strengthening
the regime for
each work
site's stricter
compliance
with rules and
procedures
JIPmSlpM.
The seven abilities Contents
Maintenance (1) Ability to detect - Ability to detect resultant abnormalities as well as
abnormalities causative abnormalities
(2) Ability to restore or - Ability to restore or handle abnormalities detected
handle abnormalities
Improvement (3) Ability to analyze - Ability to investigate matters in a logical way based on
factors understanding of their rules and principles
(4) Ability to improve - Ability to understand the four principles of improvement
and stop trouble at or near the source
(5) Ability to establish - Ability to establish quantitative criteria for maintenance
conditions
Maintenance (6) Ability to improve - Ability to improve difficult-to-observe rules and
conditions procedures so that they will be fewer, conducted at
longer-intervals, and conducted in a shorter time
(7) Ability to manage - Ability to comply with rules and procedures and
conditions establish rules to ensure compliance
JIPmslpM.
- 5 - Copyright 2009 JIPM-Solutions
Copyright 2009 JIPM-Solutions
[Sales Section]
L Proposal-based sales
[Production Control Section]
Business maintenance
[Support Section]
Autonomous maintenance
Maintenance Improvement
regime regime
Establish and 0 rate a system to
continuously i p ve the regimes
.-------.
- 6-
[Maintenance Section]
Planned maintenance
[Manufacturing section]
Autonomous maintenance
[Development Section]
Development management
-Early management
Strengthen the sectional and, functional management regimes
[Planning I Research Section]
Strengthening pillars for TPM implementation
[CMS]
Cost 11055 matrix, Target
[SCM] ----
DBR management, etc.
[Quality maintenance]
[Education and training] I
[Safety and environment]
ISO 14001, OSHAS ass:
the Figure-of-Eight method implementation
JIPmSlpM.
Copyright 2009JIPM-So/utions
* The seven pillars that concern
Focused Improvement should be
regarded as activities to improve
the level of daily management.
[Management and support sections]
Implementation of the seven steps for
autonomous maintenance
[Production control section]
[Sales section]
Implementation of proposal-based sales
steps
[Quality assurance section]
[All sections]
Sectional and functional management
C li.;.;.;.; ;:::;:: :I: :,:,:,: ,:,:,:,: ,: ,:, :, :1, :,: ,:,:,:,:,:,:,:,:::,::1 :::::,::: ::::,:::::::::::1 :::::::::::::;::
[Manufacturing Section] [Maintenance section]
[Administration section]
[All sections]
Reinforcing corporation between different sectors by organizing and establishing the relationships of the eight pillars
[Engineering section]
[Development section]
* As far as the each level implementation is concerned, it is necessary
to coordinate and combine the pillars for continuous improvement.
JIPms IpM. -7 -
1* 10 I t
Ability to establish
conditions
Ability to
analyze factors
/-..
Management t
of good points
' 11
10
Copyright 2009 JIPM-So/utions
Management of bad points
Ensuring visible management of bad
points so that one should know
Immediately what exactly those bad points
are and how they have been changing
[Level III]
Improving cash inflows
Ability to restore
and handle
abnormalities
Autonomous Management
+
-------'.t)
to manage Ability to improve
conditions conditions
II Identirv:;.tasks II
ODerational Section
Ability to detect
abnormalities
Cost 1loss matrix

Cash flow
Product cost
I Loss
Manufac urin cos
IE p n e tem
I
h
I
I

Is 8-
I
I-
.... '"'
...
-

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- 8 -
Identification of loss
QC story
Compiling improvements into manuals
Learning methods to solve problems
Planning Horizontal Deployment
Level II
Implementationof each item
Ensuringthorough implementation of Step 6 and Step 7
Systemfor assessment
Levell
Upto Step 5
Standardizingmain businesstasks
Step Deployment
Level III
Assessing the level of autonomous management
EstablishingStep 7
Establishing a system for continuous cost/profit related activities
(1)
(2)
I I (3)
(4)
(5)
[Levell] [Level II]
Reducing manufacturing costs + Reducing product costs
I Improving cash outflows I
Establishing and operating an
enduring profit improvement regime
Focused
rovem
: IIIHI II
I . ' nt

JIPmSlpM.
5-1. Simplification of Maintenance
anagement
few, long intervals,
short and easy
Copyright 2009 JIPM-So/utions
Step 6
Slep?
< check Sheet>
r--
1--(1) QC Story I
1--(2) Compiling Improvements
into manuals
1--(3) .Learning methods to ) 4-3. Draw up a plan for
Improvement Horizontal Deployment
Planning Horizontal ECRS & A
Development 4-2. Process Improvement and
implement them
3-2. Use of techniques and approaches
+ Tighten up existing rules and
E
procedures
(1) Design of Experiments
(2) Multivariate Analysis
(3) Taguchi Method etc.
- I Igmen up existing rules apd procedures,
anq replace any missing
QC Story
I, ..... s:: I
- 9 -
<Topic List for Kobetsu-Kaizen(Focused Improvement) >
/
De,:
.... \ ,
\ , ' ..
I H+
After 3 years
II ,. II.....--': '.
II--r--r-::r m 0 n I h i ' ,i I

......
6-2. Evaluation of completion level
6-1. Process Management of
Il1'!.Qrovement
6-3. Following up Horizontal Deployment

Target
M j T
. M' T ' I bei ;: 0 0 0 0 0 0 0 0 0 0 or PICS ,nor op'cs toms to mprovod 0 0 0 0 0 0 0 0 0 0
000
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IEstablishConditionsl
5-3. Revision of Check Sheet
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1-2. Set targets to reduce Loss Cost
,
8M
Establishing and Operating a system for continuous profit improvement
1
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" I DOD Activity Board .
Productivity
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II
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1-3. Find
1-1. Targeting Cost
7-3. Reporting to Management Committee
7-2. Through-put Accounting
7-1. Visual Control by Activity Board
(Develop Profit Management System Tree)
1
-< I .
-- .....
r ' ,
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:: --- --::11
Stratifying --Ill.. Monitoring individual
defect rates"""'" defect rates
JIPms ljiM.
: : : : : :
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1 - - - -: 3... : : :SelngPtio

Copyright 2009 JIPM-Solutions

i
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Labor Cost X Number of people X Time
Abandoned raw material expense results
- 9-1 -
I
---II I I I I 1/ Subcontract payment Actual
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Iwi Set Targets 111-2. Set targets to reduce Loss Cost

1-3. Quantify Total Loss

1-1. Targeting Cost
Productivity ---.
: : : : : :
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I- + + i' ..... !. '; .........! .!
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.... ! l ! :::..::..::':'.. _j..... t ! j .
.. .. .. .. .. ..: .:::.J ..
: : : : : :
JIPmSlpM.
Copyright 2009JIPM-Solutions - 9-2-
Minor Stops
\
El\
\

\ .
\ \
\
\

Y
OEE
Failures Defects
\

\:q
...\
...
... ...
... ... .
'\
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1[[Jl mSetThellles III
<Theme List for Focused Improvement>
2-1. Select items to be improved
2-2. Make improvement plan (action plan)
Major Theme
Medium-scale
Minor Theme Items to be improved
Theme
3:
r Yield Loss - - Design Yield-
Dl
cost ..
CD
..,
iii'
_ Process
Defective_
g> ....
rr- Scratches and
Defects
I appearance dents
III
...... It'lt'.... ..................................... "' .. ,"' ................ ..." ........ ..........,......... ............................................... ...........................
JIPms IpM.
Copyright 2009JIPM-So/utions - 9-3 -

I wi Analyze o ~ s ~ II
(1) Design of Experiments
(2) Multivariate Analysis
(3) Taguchi Method etc.
(1) Why-Why Analysis
(2) PM Analysis
(3) FMEA etc.
3-1. Use of techniques and approaches -+ Replacing any missing ones
3-2. Use of techniques and approaches -+ Tighten up existing rules and procedures
J!pms IpM.
4-3. Make Improvement plan (action plan) and carry out and check results
JIPRIS IpM.
IW1 mmmmlmprovernentm JI
4-1. Use of Improvement Program
(Example) Improvement Program for
Change over Loss
Step 1 Find out what is happening at present
- - - ------- - - - - -- - - --
Step 2 Eliminate Waste
- - - - - - - - - - - - - - - - - - - - ----- -
Step 3 Separate external tasks from internal ones
- -- - - - - -- - --- - -- -- -----
Step 4 Externalizing internal tasks
------ -- - - -- - - - - - - - - --- - -
Step 5 Make internal tasks more efficient
- ---- - -- - ----------- - --- -
* Turn variables into constants
- - - - --- - - -------- --------- -
*
* Improve positioning and dimension setting
- --- - - -- - -- -- - - - - - - ----
* Improve installation/removal workpieces
- - - - -- - --- - - - - -- -- - - -
* Performing Task in parallel
--------- - - - - - - - -- -- -
Step 6 Eliminate the need for adjustment and ensure right-fist-
time startup
- -- ---- ----- - -- - ----
Step 7 Standardization & Training
4-2. Make Roll out Plan
ECRS
- 9-4- Copyright 2009 JIPM-Solutions
5-1. Make it easy to carry out maintenance
few, long intervals, short and easy
Copyright 2009 JIPM-Solutions - 9-5-

wi EstablishConditionsl
5-2. Revise of Standards
5-3. Revise of Check List
< Check List>
Oat e
1--
0
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JIPmSlpM.
Copyright 2009 JIPM-Solutions
....
....
....
.....
....
.....
....
. . . . . . .......
.:.:;;i;;' .... ~ ..... ""i;i;;;;.;... . : : : : . : : : : : : .
_ m 0 n t h _ ~
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- 9-6-
6-2. Evaluation of completion level
6-3. Following up roll out
6-1. Progress check of improvement
~ ~
":::) -
_-2-....
3
a' ...;.'.
< I ~
___I 3 .>::'. ',,:.:
;.:.' :::. , CD ~ II
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.....-_CD " " I I I
g d,; 4F, ,1I I I I I I I I
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JIPmSlpM.
Classification of defects" Monitoring each defect
Copyright 2009JIPM-Solutions
Target
8M
1----1

, .
, .
, ..
, .
, .
BJf!1 ........ ",.:-,
Scratc .. ....
dents
{-j;/-.'!'1;;;, .. ,
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.......
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f/l
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- 9-7 -
Target
-
8M
(Develop Profit Management System Tree)
7-3. Reporting to Management Committee
7-2. Through-put Accounting
...

Pro( ess>:: ...... A-

defebts > .. .. I - - -
---.:.
[lJIEvaluation of activity!
7-1. Visual Control by Activity Board
-<
(D"
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JIPmS lp M.
Copyright 2009 JIPM-Solutions
*Look into quick evaluation methods. Fundamentally,
you should recheck the details of the current
conditions at this time.
*Gain understanding of the improvement in the order
of results, effects, and then achievements.
*(After you have successfully confirmed the results, in
parallel by confirming the effects and achievements,
work on the next improvement issue.)
*Taking things into consideration for "a few, long
intervals, in a short and easy manner" is important
for recurrence prevention items.
*Think about which measures, restoration or
improvement, you are going to take regarding
causes that have been identified.
*In studying improvement plans, it is important to see
to it that measures to remove sources of failures will
be taken based on the four improvement principles,
ECRS.
*Implement measures once wherever possible.
Understand the "processing mechanism" based on
processing principles and parameters and equipment
functions and structures.
*Track down the "occurrence mechanism" of defects
to be able to list all possible items without any
omissions.
*Study the factors to figure out what are causing
malfunctions.
*Do not only clarify the remaining issues in the theme,
but also the next improvement theme.
*Go so far as to look into the rolling out of the
concepts, not just the countermeasures plans.
* Rolling out development determines the speed of
improvement activities for culture and structure.
- 10-
Pareto chart
*Clarify the reasons why Y\lu selected those
specific categories in relatlon to the activity
board.
*Divide up serious losses to narrow down
specific rnaltunctions by type.
*Once you have narrowed down the malfunction
types, set the "Zero Target. "
*Aim for completion within two months.
*Pursue parallel improvement of multiple
malfunction types.
*Clarify serious losses from the "adverse effect
control" managed by the activity board.
* Divide serious losses by phenomenon to clarify
improvement categories.
*Examine actual scenes and actual things well
for the phenomena focused upon.
*You must examine them thoroughly from the
viewpoint of "5W1H."
*Organize the examined facts with the "5W1H"
approach.
*The point of ascertaining the current condition
is to clarify the details of solution targets, that
is "clarification of phenomena. "
l rnprovement
target and
schedule
1. Improvement
Theme
2. Reason for
selecting
Theme '
4. .. Find out.whatls
h p p ~ p i n at
present
JIPmSlpM.
.: Defect-related
loss
Copyright 2009 JIPM-Solutions
Maintainability +
- 11 -
Activity
board
PDCA
[eMS] System maintenance status
Building acontinuous improvement system D
Progress of TPM
Managerial Strength + Ability to Improve
JIPmslpM.
_
Team
Activities
Board
[Level III]
Maintenance
perational section
Establish Autonomous
Management
ntinuous assessment of i
Establishing an autonomous management regime
-- -----
Copyright 2009 JIPM-Solutions
Improving
the level of Improvement
(Focused Improvement)
* Taking charge of team themes
* Following up requested themes
- 12-

-3. Improvement for easy compliance
= few, long intervals, short and easy
(For each item)
6-2. Restoration and improvem to what the picture should be
Ability to restore and handle abnormalities
1-2. Restoring what can be restored =
4-2. Training to improve maintenance skills
=improving the level of tag detachment
[Level II]
(Step 6) Reaching Step 7
L arting point toward Jishu-Hoz,
Implementation of each task (7-5=6)
Improving the level of
Maintenance
[Levell]
Completion of Step 5
Accomplishment of a task
Example] (1) 5S management Step 7: Thorough implementation of
(2) Management of jigs and tools autonomous management
(3) Spare parts management Unifying maintenance management and
(4) Finish control . orrective management
(5) Management of work In proce
S ep 3: Establishing temporary standards for Jishu-Hozen
Th e who must comply should establish their own rules and procedures
4-3. . ual control
4-4. Re . ing temporary standards in red
Step 5: A nomous inspection
5-1. Responsibif sharing with relevant sections
5-2. Drawing up full- Ie standards
Continuously improving the level of operational section's autonomous management
Ability to manage conditions
(For each item)
6-4. Drawing up or revising standards I check sheets
Overview of step implementation for autonomous maintenance
Step nitial-phase cleaning
1-1 E raction of malfunctions =tagging
Step 4 Overall inspection
=impl mentation of each item
4-1 E cation on what the picture should be( A u t o n o m o u s Maintenance)
=i oroving the level of tagging
JIPmslpM.
Copyright 2009 JIPM-So/utions
anaaement
- 13 -
........... .. IL.'.'. \:..; ;L.. :: A .

SI
. Are the rules
. Are they imp
(1) Workings of autonomous management level evaluation
(2) Clarification of autonomous management level
evaluation items
JIPmSlpM.
Equipment
Development
D
Full-scale
implementation
Copyright 2009 JIPM-So/utions
[ Level III ]
I Business Reform
- - ---
Self-manufacture ratio
Retrofit
Contribution to LCA, etc
Maintenance section
I
Undertaking new tasks
Llntegration with
Early management
I
Maintenance
technologies
* Introducing
in-advance models
[ Level II ]
*fZero Case
elf-manufacture of equipment
I Preventive action
FMEA increasing zero cases
Developing and improving
diagnostic technologies
t Preventing malfunctions and defects
Inspecting equipment functions
I FMEAlLTA
l RCM
Improving efficiency PM
Optimization

Optimizing maintenance methods

Ensuring reliability
Optimizing maintenance costs
- 14-
Maintenance costs

Equipment B
Implementation rate of
countermeasures for failures
Measures to overcome shortcomings
....... Corrective maintenance eM
Utilization of diagnostic technologies
I Functional inspection
i
Up to Step5
Jishu-Hozen rate
Support
Improving the level of maintenance section's autonomous management continuously
Thoroughly conducting
l failure analysis
Recurrence prevention I
LJ - - - - - -- -' - -
1 Reducing EMs J
-Reducinq malfunctions } Distinguishing EMs from BMs
-Reducinq minor stoppages _ _
-Redueinq defects MP Information
Classification of malfunctions Classification of repair
c
o
Equipment A
I
1:
Jishu-Hozen- I+I Specialized
Autonomous maintenance
maintenance
[Levell]
Planed Maintenance Regime
JIPmslpM.
Implementation procedures
t
7-step implementation
10-step implementation
Quality Maintenance
in a narrow sense
design
,
"'\
,
\
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,
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research
continuously improving the quality assurance system by unifying pillars
9 Continuous improvement of the assurance regime
IIntegration II
=========! \
7 \
QFD ln'a broad..sense ..\ ;;;11 II
\. ,
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Implementaf methods
-T gure-of-eight
ethod implementation
-Closing method
. implementation
*Enhancing the quality assurance regime through integration with quality maintenance,
Development-Early management and R&D and other functions
J!pms IpM. -19 - Copyright 2009JIPM-Solutions