Cellular Manufacturing

Application of group technology in which dissimilar machines or processes are

aggregated into cells, each of which is dedicated to the production of a part family or
limited group of families

Cell layout

A cell layout. involves grouping together a number of dissimilar machines or

processes according to the design of the product being made or the operations
required for its production.

What are the 4 basic layout types?

There are four basic types of layouts: process, product, hybrid, and fixed
position. Process layouts group resources based on similar processes. Product layouts
arrange resources in straight-line fashion. Hybrid layouts combine elements of both
process and product layouts.

What is manufacturing cell layout?

Cellular manufacturing involves the use of multiple "cells" in an assembly line

fashion. ... Each of these cells is composed of one or multiple different machines which
accomplish a certain task. The product moves from one cell to the next, each station
completing part of the manufacturing process.

Objectives in cellular manufacturing

Typical objectives in cellular manufacturing are similar to those of group technology:

• To shorten manufacturing lead times by reducing setup, work-part handling,

waiting times, and batch sizes.

• To reduce work-in-process inventory. Smaller batch sizes and shorter lead

times reduce work-in-process.

• To improve quality. This is accomplished by allowing each cell to specialize in

producing a smaller number of different parts. This reduces process variability.
 • To simplify production scheduling. The similarity among parts in the family
reduces
the complexity of production scheduling. Instead of scheduling parts through a
sequence
of machines in a process-type shop layout, the system simply schedules the
parts through the cell.

• To reduce setup times. This is accomplished by using group tooling (cutting

tools, jigs, and fixtures) that have been designed to process the part family,
rather than part tooling, which is designed for an individual part. This reduces
the number of individual tools required as well as the time to change tooling
between parts.

Two aspects of cellular manufacturing are considered in this section:

(1) the composite part concept and

(2) machine cell design.

Composite Part Concept

A composite part for a given family is a hypothetical part that includes all of the
design and manufacturing attributes of the family

In general, an individual part in the family will have some of the features of the
f il am y, but not all of them

A production cell for the part f il am y would consists of those machines

required to make the composite part

Such a cell would be able to produce produce any family member, by omitting
operations corresponding to features features not possessed possessed by that part

Composite part concept:

(a) the composite part for a family of machined rotational parts, and
(b) the individual features of the composite part

Part Features and Corresponding Manufacturing Operations

Cellular manufacturing can be implemented in four stages as per the following:

1. Cell formation: Grouping parts into part families and corresponding machines into
machine cells by using the parts production process.
2. Intra-cell layout: Layout of machines within each cell.
3. Inter-cell layout: Layout of cells within the factory or shop floor.
4. Scheduling: Scheduling of jobs in each cell.
 In cellular manufacturing, Objective of machine layout is to minimize the intra-cell
movement of various parts within the cell and it is obtained by properly arranging
machines within the cell. Objective of cell layout is to minimize the inter-cell
movement within the floor space and it is achieved by properly arranging cells within
the factory or shop floor

Machine Cell Designs

1. Single machine

2. Multiple machines with manual handling – Often organized into U‐shaped

layout

3. Multiple machines with semi‐integrated handling

4. Automated cell – automated processing and integrated handling

– Flexible manufacturing cell

– Flexible manufacturing system

Machine Cell with Manual Handling

Cell with Semi‐Integrated Handling

1. In line Layout

2. Loop Layout
 3. Rectangular Layout

Four Types of Part Moves in Mixed Model Production System

Key Machine Concept

In some respects, a GT machine cell operates like a manual assembly line, and it
is desirable to spread the workload as evenly as possible among the machines in the
cell. On the other hand, there is typically a certain machine in a cell (or perhaps more
than one machine in a large cell) that is more expensive to operate than the other
machines or that performs certain critical operations in the plant. This machine is
referred to as the key machine. It is important that the utilization of this key machine be
high, even if it means that the other machines in the cell have relatively low
utilizations. The other machines are referred to as supporting machines, and they should
be organized in the cell to keep the key machine busy. In a sense, the cell is designed
so that the key machine becomes the bottleneck in the system.

The key machine concept is sometimes used to plan the GT machine cell. The
approach is to decide what parts should be processed through the key machine and
then determine what supporting machines are required to complete the processing of
those parts.

There are generally two measures of utilization that are of interest in a GT cell:
the utilization of the key machine and the utilization of the overall cell. The utilization
of the key machine can be measured using the usual definition (see Section 18.4.3). The
utilization of each of the other machines can be evaluated similarly. The cell utilization
is obtained by taking a simple arithmetic average of all the machines in the cell.

JIT (JUST-IN-TIME)
Definition of JIT

 A set of techniques to increase, productivity, improve quality, and reduce cost of

an operations
 A management philosophy to promote elimination of waste and continuous
improvement of productivity
 The production is done as per the customer demand and not as per the projected
demand.

 Relies on many lean tools, such as Continuous Flow

Main Elements of JIT

 Elimination of waste
 Quality at the source
  Balanced and flexible work flow
 Respect for people
 Continuous improvement (Kaizen)
 Simplification and visual control
 Focus on customer needs
 Partnerships with key suppliers

JIT Implementation

 Top management commitment

 Steering committee
 Education program
 Pilot project planning
 Employee training
 Pilot implementation
 Pilot post mortem
 Feedback to steering committee
 Expansion to next project

JIT Concept

Zero inventory

Zero lead time

Zero failure

JIT Function

Involves keeping stock levels to a minimum

 Stock arrives just in time to be used in production

Works best where there is a close relationship between manufacturer and

suppliers

Goods not produced unless firm has an order from a customer

Aims to get highest volume of output at the lowest unit cost.

Functioning of JIT

A method of production control.

No demand - no production!

Anticipated/planned consumer demand triggers production

Finished goods assembled just in time to be sold to customer

Component parts assembled just in time to become finished goods

Materials purchased just in time to make component parts

Advantages of JIT

Capital not tied up in stocks

Less space required for stock

Closer relationships with suppliers

Reduced deterioration

Less vulnerability to fashion and technology changes

Reduction in stockholding costs

Increase in cash flow

How does Just In Time Help?

Effective in reducing the Inventory level

As the production is done after receiving the customer order,

inventory storage is not required. Hence, reduces the storage space.

Helps is Improving the cash flow

As less cash is invested in inventory more of liquid cash is available.

Helps in eliminating

Waste of overproduction

Waste of Idle time

Waste of Inventory

Kanban
Kanban is a concept related to lean and just-in-time (JIT) production, where it is
used as a scheduling system that tells you what to produce, when to produce it, and
how much to produce.

Replacing only what has been consumed and only what is immediately deliverable.

It is to have a measured queue of materials (raw materials, work-inprocess,

components, whatever) ready to be “pulled” by the next process step. After the
materials are “pulled” a signal is sent to the preceding process step to replace what
was taken
Benefits of Kanban

 Shorter cycle times can deliver features faster.

 Responsiveness to Change:
 When priorities change very frequently, Kanban is ideal.
 Balancing demand against throughput guarantees that most the customer-centric
features are always being worked.
 Requires fewer organization / room set-up changes to get started
 Reducing waste and removing activities that don€™t add value to the
team/department/organization
 Rapid feedback loops improve the chances of more motivated, empowered and
higher-performing team members

Six Rules for an Effective Kanban System

To ensure a proper setup of Kanban in the workplace, Toyota has provided us with six
rules for an effective Kanban system:
 1. Customer (downstream) processes withdraw items in the precise amounts
specified by the Kanban.
2. Supplier (upstream) produces items in the precise amounts and sequences
specified by the Kanban.
3. No items are made or moved without a Kanban.
4. A Kanban should accompany each item, every time.
5. Defects and incorrect amounts are never sent to the next downstream process.
6. The number of Kanbans is reduced carefully to lower inventories and to reveal
problems.

Kanban cards
In Japanese, kanban literally translates to "visual signal." For kanban teams,
every work item is represented as a separate card on the board.

The main purpose of representing work as a card on the kanban board is to

allow team members to track the progress of work through its workflow in a highly
visual manner. Kanban cards feature critical information about that particular work
item, giving the entire team full visibility into who is responsible for that item of work,
a brief description of the job being done, how long that piece of work is estimated to
take, and so on. Cards on virtual kanban boards will often also feature screenshots and
other technical details that is valuable to the assignee. Allowing team members to see
the state of every work item at any given point in time, as well as all of the associated
details, ensures increased focus, full traceability, and fast identification of blockers and
dependencies

The 4 Core Principles of Kanban

Principle 1: Start With What You Do Now

Kanban’s flexibility allows it to be overlaid on existing workflows, systems, and

processes without disrupting what is already successfully being done; it will, naturally,
highlight issues that need to be addressed and help to assess and plan changes so their
implementation is as non-disruptive as possible.
Kanban’s versatility allows you to introduce it incrementally to all types of
organizations without fear of over-commitment or ‘culture shock’, as there is no need
for you to make sweeping changes right from the start.

Principle 2: Agree to Pursue Incremental, Evolutionary Change

The Kanban methodology is designed to meet minimal resistance. It encourages

continuous small incremental and evolutionary changes to the current process. In
general, sweeping changes are discouraged because they usually encounter resistance
due to fear or uncertainty.

Principle 3: Respect the Current Process, Roles & Responsibilities

Kanban recognizes that existing processes, roles, responsibilities, and titles have
value and are, generally, worth preserving. The Kanban method does not prohibit
change, but neither does it prescribe it as a “panacea”. It is designed to promote and
encourage incremental, logical changes without triggering fear of change itself.

Principle 4: Encourage Acts of Leadership at All Levels

This is the newest Kanban principle. It reminds you that leadership comes from
everyday acts of people on the front line of their teams. Everyone must foster a
mindset of continuous improvement (Kaizen) to reach optimal performance on a
team/department/company level. This can’t be a management level activity.

The 6 Practices of Kanban

1. Visualize the Workflow

To visualize your process with a Kanban system, you will need a board with
cards and columns. Each column on the board represents a step in your workflow.
Each Kanban card represents a work item.
The first and most important thing for you is understanding what it takes to get an
item from a request to a deliverable product. Only after understanding how the flow
of work currently functions can you aspire to improve it by making the necessary
adjustments.
When you start working on item X, you pull it from the “To Do” column, and when it
is completed, you move it to “Done”. This way, you can easily track progress and spot
bottlenecks.

2. Limit Work in Progress

One of Kanban's primary functions is to ensure a manageable number of active

items in progress at any one time. If there are no work-in-progress limits, you are not
doing Kanban. Switching a team’s focus halfway through will generally harm the
process, and multitasking is a sure route to generating waste and inefficiency
Limiting WIP means implementing a pull system on parts or on the complete
workflow. Setting maximum items per stage ensures that a card is only “pulled” into
the next step when there is available capacity. Such constraints will quickly illuminate
problem areas in your flow so you can identify and resolve them.

3. Manage Flow

Managing the flow is about managing the work but not the people. By flow, we
mean the movement of work items through the production process.
One of the main goals when implementing a Kanban system is to create a smooth,
healthy flow. Instead of micro-managing people and trying to keep them busy all the
time, we should focus on managing the work processes and understanding how to get
that work faster through the system. This would mean that our Kanban system is
creating value more quickly.
4. Make Process Policies Explicit

You can’t improve something you don’t understand. This is why your process
should be clearly defined, published, and socialized. People would not associate and
participate in something they do not believe would be useful.
When everyone is familiar with the common goal, they would be able to work and
make decisions regarding a change that will have a positive impact.

5. Feedback Loops

For teams and companies that want to be more agile, implementing feedback
loops is a mandatory step. They ensure that organizations are adequately responding
to potential changes and enable knowledge transfer between stakeholders. An
example of such feedback loop is the daily stand up meeting for team synchronization.
It takes place in front of the Kanban board, and every member tells the others what
they did the previous day and what they will be doing today.
There are also the service delivery review, the operations review, strategy review, and
the risk review meetings. The frequency depends on many factors, but the idea is that
they are regular, at a strictly fixed hour, straight to the point and never unnecessarily
long.
The ideal average length of a stand up should be between 10-15 minutes, and others
may reach up to an hour or more depending on the team size and topics.

6. Improve Collaboratively (using models & the scientific method)

The way to achieve continuous improvement and sustainable change within an

organization is through a shared vision of a better future and a collective
understanding of the issues that need fixing.
Teams with a shared understanding of their goals, workflow, process, and risks are
more likely to build a shared comprehension of a problem and to work together
towards improvement.

Kanban Scrum

Roles and There are no pre-defined roles Each team member has a
Responsibilities for a team. Although there predefined role, where the
may still be a Project Scrum master dictates
Manager, the team is timelines, Product owner
encouraged to collaborate and defines goals and objectives
chip in when any one person and team members execute
becomes overwhelmed. the work.

Due Dates / Products and processes are Deliverables are determined

Delivery delivered continuously on an by sprints, or set periods of
Timelines as-needed basis (with due time in which a set of work
dates determined by the must be completed and
business as needed). ready for review.
 Kanban Scrum

Delegation & Uses a “pull system,” or a Also uses a “pull system”

Prioritization systematic workflow that however an entire batch is
allows team members to only pulled for each iteration.
“pull” new tasks once the
previous task is complete.

Modifications / Allows for changes to be Changes during the sprint

Changes made to a project mid-stream, are strongly discouraged.
allowing for iterations and
continuous improvement
prior to the completion of a
project.

Measurement of Measures production using Measures production using

Productivity “cycle time,” or the amount of velocity through sprints.
time it takes to complete one Each sprint is laid out back-
full piece of a project from to-back and/or concurrently
beginning to end. so that each additional
sprint relies on the success
of the one before it.

Best Best for projects with widely- Best for teams with stable
Applications varying priorities. priorities that may not
change as much over time.
 Total Productive Maintenance (TPM)

What is TPM implementation?

Total Productive Maintenance (TPM) is a continuous improvement program

that focuses on improving the equipment in the production process by investing in
maintenance programs, equipment enhancements, and employee training. TPM is a
proactive process.

Why TPM is important?

The importance of Total Productive Maintenance (TPM) cannot be overlooked

because it plays such an important role in the effectiveness of Lean manufacturing.
The main purpose of TPM is to ensure that all equipment required for production is
operating at 100% efficiency at all times

What are the benefits of TPM?

The aims of TPM are high: no breakdowns, no small stops or slow running, no
defects, and no accidents. It emphasises proactive and preventative maintenance to
maximise the lifespan and productivity of equipment. And it does this by
empowering all employees to take responsibility for such equipment.

TQM VS TPM

Category TQM TPM

Equipment ( Input and

Object Quality ( Output and effects )
cause )

Mains of attaining Systematize the management. Employees participation

goal It is software oriented and it is hardware oriented

Elimination of losses and

Target Quality for PPM
wastes.
Pillars of TPM

The pillars of TPM are

Autonomous maintenance.
Kobetsu Kaizen (Focused Improvement)
Planned Maintenance.
Quality maintenance.
Training and Education.
Office TPM.
Safety Health Environment (SHE)
PILLAR 1 - 5S :

TPM starts with 5S. Problems cannot be clearly seen when the work place is
unorganized. Cleaning and organizing the workplace helps the team to uncover
problems. Making problems visible is the first step of improvement.

English Equivalent 'S'

Japanese Term
Translation term

Seiri Organisation Sort

Seiton Tidiness Systematise

Seiso Cleaning Sweep

Seiketsu Standardisation Standardise

Shitsuke Discipline Self - Discipline

SEIRI - Sort out :

This means sorting and organizing the items as critical, important, frequently
used items, useless, or items that are not need as of now. Unwanted items can be
salvaged. Critical items should be kept for use nearby and items that are not be used in
near future, should be stored in some place. For this step, the worth of the item should be
decided based on utility and not cost. As a result of this step, the search time is reduced.

Priority Frequency of Use How to use

Less than once per year, Once Throw away, Store away from
Low
per year< the workplace
At least 2/6 months, Once per
Average Store together but offline
month, Once per week

High Once Per Day Locate at the workplace

SEITON - Organise :

The concept here is that "Each items has a place, and only one place". The items
should be placed back after usage at the same place. To identify items easily, name
plates and colored tags has to be used. Vertical racks can be used for this purpose, and
heavy items occupy the bottom position in the racks.

SEISO - Shine the workplace :

This involves cleaning the work place free of burrs, grease, oil, waste, scrap etc.
No loosely hanging wires or oil leakage from machines.

SEIKETSU - Standardization :

Employees has to discuss together and decide on standards for keeping the
work place / Machines / pathways neat and clean. This standards are implemented
for whole organization and are tested / Inspected randomly.

SHITSUKE - Self discipline :

Considering 5S as a way of life and bring about self-discipline among the

employees of the organization. This includes wearing badges, following work
procedures, punctuality, dedication to the organization etc.

PILLAR 2 - JISHU HOZEN ( Autonomous maintenance ) :

This pillar is geared towards developing operators to be able to take care of

small maintenance tasks, thus freeing up the skilled maintenance people to spend time
on more value added activity and technical repairs. The operators are responsible for
upkeep of their equipment to prevent it from deteriorating.

Policy :

1. Uninterrupted operation of equipments.

2. Flexible operators to operate and maintain other equipments.
3. Eliminating the defects at source through active employee participation.
4. Stepwise implementation of JH activities.

JISHU HOZEN Targets:

 1. Prevent the occurrence of 1A / 1B because of JH.
2. Reduce oil consumption by 50%
3. Reduce process time by 50%
4. Increase use of JH by 50%

Steps in JISHU HOZEN :

1. Preparation of employees.
2. Initial cleanup of machines.
3. Take counter measures
4. Fix tentative JH standards
5. General inspection
6. Autonomous inspection
7. Standardization and
8. Autonomous management.

Each of the above mentioned steps is discussed in detail below.

1. Train the Employees : Educate the employees about TPM, Its advantages, JH
advantages and Steps in JH. Educate the employees about abnormalities in
equipments.
2. Initial cleanup of machines :
o Supervisor and technician should discuss and set a date for implementing
step1
o Arrange all items needed for cleaning
o On the arranged date, employees should clean the equipment completely
with the help of maintenance department.
o Dust, stains, oils and grease has to be removed.
o Following are the things that has to be taken care while cleaning. They are
Oil leakage, loose wires, unfastened nits and bolts and worn out parts.
o After clean up problems are categorized and suitably tagged. White tags
is place where problems can be solved by operators. Pink tag is placed
where the aid of maintenance department is needed.
o Contents of tag is transferred to a register.
 o Make note of area which were inaccessible.
o Finally close the open parts of the machine and run the machine.
3. Counter Measures :
o Inaccessible regions had to be reached easily. E.g. If there are many screw
to open a fly wheel door, hinge door can be used. Instead of opening a
door for inspecting the machine, acrylic sheets can be used.
o To prevent work out of machine parts necessary action must be taken.
o Machine parts should be modified to prevent accumulation of dirt and
dust.
4. Tentative Standard :
o JH schedule has to be made and followed strictly.
o Schedule should be made regarding cleaning, inspection and lubrication
and it also should include details like when, what and how.
5. General Inspection :
o The employees are trained in disciplines like Pneumatics, electrical,
hydraulics, lubricant and coolant, drives, bolts, nuts and Safety.
o This is necessary to improve the technical skills of employees and to use
inspection manuals correctly.
o After acquiring this new knowledge the employees should share this with
others.
o By acquiring this new technical knowledge, the operators are now well
aware of machine parts.
6. Autonomous Inspection :
o New methods of cleaning and lubricating are used.
o Each employee prepares his own autonomous chart / schedule in
consultation with supervisor.
o Parts which have never given any problem or part which don't need any
inspection are removed from list permanently based on experience.
o Including good quality machine parts. This avoid defects due to poor JH.
o Inspection that is made in preventive maintenance is included in JH.
o The frequency of cleanup and inspection is reduced based on experience.
7. Standardization :
 o Upto the previous stem only the machinery / equipment was the
concentration. However in this step the surroundings of machinery are
organized. Necessary items should be organized, such that there is no
searching and searching time is reduced.
o Work environment is modified such that there is no difficulty in getting
any item.
o Everybody should follow the work instructions strictly.
o Necessary spares for equipments is planned and procured.
8. Autonomous Management :
o OEE and OPE and other TPM targets must be achieved by continuous
improve through Kaizen.
o PDCA ( Plan, Do, Check and Act ) cycle must be implemented for Kaizen.

PILLAR 3 - KAIZEN :

"Kai" means change, and "Zen" means good ( for the better ). Basically kaizen is
for small improvements, but carried out on a continual basis and involve all people in
the organization. Kaizen is opposite to big spectacular innovations. Kaizen requires no
or little investment. The principle behind is that "a very large number of small
improvements are move effective in an organizational environment than a few
improvements of large value. This pillar is aimed at reducing losses in the workplace
that affect our efficiencies. By using a detailed and thorough procedure we eliminate
losses in a systematic method using various Kaizen tools. These activities are not
limited to production areas and can be implemented in administrative areas as well.

Kaizen Policy :

1. Practice concepts of zero losses in every sphere of activity.

2. relentless pursuit to achieve cost reduction targets in all resources
3. Relentless pursuit to improve over all plant equipment effectiveness.
4. Extensive use of PM analysis as a tool for eliminating losses.
5. Focus of easy handling of operators.

Kaizen Target :
Achieve and sustain zero loses with respect to minor stops, measurement and
adjustments, defects and unavoidable downtimes. It also aims to achieve 30%
manufacturing cost reduction.

Tools used in Kaizen :

1. PM analysis
2. Why - Why analysis
3. Summary of losses
4. Kaizen register
5. Kaizen summary sheet.

The objective of TPM is maximization of equipment effectiveness. TPM aims at

maximization of machine utilization and not merely machine availability
maximization. As one of the pillars of TPM activities, Kaizen pursues efficient
equipment, operator and material and energy utilization, that is extremes of
productivity and aims at achieving substantial effects. Kaizen activities try to
thoroughly eliminate 16 major losses.

16 Major losses in a organisation:

Loss Category

1. Failure losses - Breakdown

loss
2. Setup / adjustment losses
3. Cutting blade loss
4. Start up loss
5. Minor stoppage / Idling Losses that impede equipment efficiency
loss.
6. Speed loss - operating at
low speeds.
7. Defect / rework loss
8. Scheduled downtime loss

9. Management loss Loses that impede human work efficiency

 10. Operating motion loss
11. Line organization loss
12. Logistic loss
13. Measurement and
adjustment loss

14. Energy loss

15. Die, jig and tool breakage Loses that impede effective use of
loss production resources
16. Yield loss.

Classification of losses :

Aspect Sporadic Loss Chronic Loss

Causes for this failure can This loss cannot be easily

be easily traced. Cause- identified and solved. Even if
Causation
effect relationship is simple various counter measures are
to trace. applied
This type of losses are
Easy to establish a remedial caused because of hidden
Remedy
measure defects in machine,
equipment and methods.
A single cause is rare - a
Impact / Loss A single loss can be costly combination of causes trends
to be a rule

Frequency of The frequency of occurrence The frequency of loss is

occurrence is low and occasional. more.

Specialists in process
Usually the line personnel
engineering, quality
Corrective action in the production can attend
assurance and maintenance
to this problem.
people are required.

PILLAR 4 - PLANNED MAINTENANCE :

 It is aimed to have trouble free machines and equipments producing defect free
products for total customer satisfaction. This breaks maintenance down into 4
"families" or groups which was defined earlier.

1. Preventive Maintenance
2. Breakdown Maintenance
3. Corrective Maintenance
4. Maintenance Prevention

With Planned Maintenance we evolve our efforts from a reactive to a proactive

method and use trained maintenance staff to help train the operators to better
maintain their equipment.

Policy :

1. Achieve and sustain availability of machines

2. Optimum maintenance cost.
3. Reduces spares inventory.
4. Improve reliability and maintainability of machines.

Target :

1. Zero equipment failure and break down.

2. Improve reliability and maintainability by 50 %
3. Reduce maintenance cost by 20 %
4. Ensure availability of spares all the time.

Six steps in Planned maintenance :

1. Equipment evaluation and recoding present status.

2. Restore deterioration and improve weakness.
3. Building up information management system.
4. Prepare time based information system, select equipment, parts and members
and map out plan.
5. Prepare predictive maintenance system by introducing equipment diagnostic
techniques and
 6. Evaluation of planned maintenance.

PILLAR 5 - QUALITY MAINTENANCE :

It is aimed towards customer delight through highest quality through defect

free manufacturing. Focus is on eliminating non-conformances in a systematic manner,
much like Focused Improvement. We gain understanding of what parts of the
equipment affect product quality and begin to eliminate current quality concerns, then
move to potential quality concerns. Transition is from reactive to proactive (Quality
Control to Quality Assurance).

QM activities is to set equipment conditions that preclude quality defects, based

on the basic concept of maintaining perfect equipment to maintain perfect quality of
products. The condition are checked and measure in time series to very that measure
values are within standard values to prevent defects. The transition of measured
values is watched to predict possibilities of defects occurring and to take counter
measures before hand.

Policy :

1. Defect free conditions and control of equipments.

2. QM activities to support quality assurance.
3. Focus of prevention of defects at source
4. Focus on poka-yoke. ( fool proof system )
5. In-line detection and segregation of defects.
6. Effective implementation of operator quality assurance.

Target :

1. Achieve and sustain customer complaints at zero

2. Reduce in-process defects by 50 %
3. Reduce cost of quality by 50 %.

Data requirements :

Quality defects are classified as customer end defects and in house defects. For customer-
end data, we have to get data on

1. Customer end line rejection

 2. Field complaints.

In-house, data include data related to products and data related to process

Data related to product :

1. Product wise defects

2. Severity of the defect and its contribution - major/minor
3. Location of the defect with reference to the layout
4. Magnitude and frequency of its occurrence at each stage of measurement
5. Occurrence trend in beginning and the end of each
production/process/changes. (Like pattern change, ladle/furnace lining etc.)
6. Occurrence trend with respect to restoration of
breakdown/modifications/periodical replacement of quality components.

Data related to processes:

1. The operating condition for individual sub-process related to men, method,

material and machine.
2. The standard settings/conditions of the sub-process
3. The actual record of the settings/conditions during the defect occurrence.

PILLAR 6 - TRAINING :

It is aimed to have multi-skilled revitalized employees whose morale is high and

who has eager to come to work and perform all required functions effectively and
independently. Education is given to operators to upgrade their skill. It is not
sufficient know only "Know-How" by they should also learn "Know-why". By
experience they gain, "Know-How" to overcome a problem what to be done. This they
do without knowing the root cause of the problem and why they are doing so. Hence
it become necessary to train them on knowing "Know-why". The employees should be
trained to achieve the four phases of skill. The goal is to create a factory full of experts.
The different phase of skills are

Phase 1: Do not know

Phase 2: Know the theory but cannot do
Phase 3: Can do but cannot teach
Phase 4: Can do and also teach
Policy :

1. Focus on improvement of knowledge, skills and techniques.

2. Creating a training environment for self learning based on felt needs.
3. Training curriculum / tools /assessment etc conductive to employee
revitalization
4. Training to remove employee fatigue and make work enjoyable.

Target :

1. Achieve and sustain downtime due to want men at zero on critical machines.
2. Achieve and sustain zero losses due to lack of knowledge / skills / techniques
3. Aim for 100 % participation in suggestion scheme.

Steps in Educating and training activities :

1. Setting policies and priorities and checking present status of education and
training.
2. Establish of training system for operation and maintenance skill up gradation.
3. Training the employees for upgrading the operation and maintenance skills.
4. Preparation of training calendar.
5. Kick-off of the system for training.
6. Evaluation of activities and study of future approach.

PILLAR 7 - OFFICE TPM :

Office TPM should be started after activating four other pillars of TPM (JH, KK,
QM, PM). Office TPM must be followed to improve productivity, efficiency in the
administrative functions and identify and eliminate losses. This includes analyzing
processes and procedures towards increased office automation. Office TPM addresses
twelve major losses. They are

1. Processing loss
2. Cost loss including in areas such as procurement, accounts, marketing,
sales leading to high inventories
3. Communication loss
4. Idle loss
 5. Set-up loss
6. Accuracy loss
7. Office equipment breakdown
8. Communication channel breakdown, telephone and fax lines
9. Time spent on retrieval of information
10. Non availability of correct on line stock status
11. Customer complaints due to logistics
12. Expenses on emergency dispatches/purchases

How to start office TPM ?

A senior person from one of the support functions e.g. Head of Finance, MIS,
Purchase etc should be heading the sub-committee. Members representing all support
functions and people from Production & Quality should be included in sub committee.
TPM co-ordinate plans and guides the sub committee.

1. Providing awareness about office TPM to all support departments

2. Helping them to identify P, Q, C, D, S, M in each function in relation to plant
performance
3. Identify the scope for improvement in each function
4. Collect relevant data
5. Help them to solve problems in their circles
6. Make up an activity board where progress is monitored on both sides - results
and actions along with Kaizens.
7. Fan out to cover all employees and circles in all functions.

Kobetsu Kaizen topics for Office TPM :

 Inventory reduction
 Lead time reduction of critical processes
 Motion & space losses
 Retrieval time reduction.
 Equalizing the work load
  Improving the office efficiency by eliminating the time loss on retrieval of
information, by achieving zero breakdown of office equipment like telephone
and fax lines.

Office TPM and its Benefits :

1. Involvement of all people in support functions for focusing on better plant

performance
2. Better utilized work area
3. Reduce repetitive work
4. Reduced inventory levels in all parts of the supply chain
5. Reduced administrative costs
6. Reduced inventory carrying cost
7. Reduction in number of files
8. Reduction of overhead costs (to include cost of non-production/non capital
equipment)
9. Productivity of people in support functions
10. Reduction in breakdown of office equipment
11. Reduction of customer complaints due to logistics
12. Reduction in expenses due to emergency dispatches/purchases
13. Reduced manpower
14. Clean and pleasant work environment.

P Q C D S M in Office TPM :

P - Production output lost due to want of material, Manpower productivity,

Production output lost due to want of tools.

Q - Mistakes in preparation of cheques, bills, invoices, payroll, Customer

returns/warranty attributable to BOPs, Rejection/rework in BOP's/job work, Office
area rework.

C - Buying cost/unit produced, Cost of logistics - inbound/outbound, Cost of carrying

inventory, Cost of communication, Demurrage costs.

D - Logistics losses (Delay in loading/unloading)

  Delay in delivery due to any of the support functions
 Delay in payments to suppliers
 Delay in information

S - Safety in material handling/stores/logistics, Safety of soft and hard data.

M - Number of kaizens in office areas.

How office TPM supports plant TPM :

Office TPM supports the plant, initially in doing Jishu Hozen of the machines (after
getting training of Jishu Hozen), as in Jishu Hozen at the

1. Initial stages machines are more and manpower is less, so the help of
commercial departments can be taken, for this
2. Office TPM can eliminate the lodes on line for no material and logistics.

Extension of office TPM to suppliers and distributors :

This is essential, but only after we have done as much as possible internally.
With suppliers it will lead to on-time delivery, improved 'in-coming' quality and cost
reduction. With distributors it will lead to accurate demand generation, improved
secondary distribution and reduction in damages during storage and handling. In any
case we will have to teach them based on our experience and practice and highlight
gaps in the system which affect both sides. In case of some of the larger companies,
they have started to support clusters of suppliers.

PILLAR 8 - SAFETY, HEALTH AND ENVIRONMENT :

Target :

1. Zero accident,
2. Zero health damage
3. Zero fires.

In this area focus is on to create a safe workplace and a surrounding area that is not
damaged by our process or procedures. This pillar will play an active role in each of
the other pillars on a regular basis.
 A committee is constituted for this pillar which comprises representative of officers
as well as workers. The committee is headed by Senior vice President ( Technical ).
Utmost importance to Safety is given in the plant. Manager (Safety) is looking after
functions related to safety. To create awareness among employees various
competitions like safety slogans, Quiz, Drama, Posters, etc. related to safety can be
organized at regular intervals.

Summary of Pillars of TPM

How Does It
Pillar What Is It? Help?

 Gives
Autonomous Places responsibility for routine maintenance, operators
Maintenance such as cleaning, lubricating, and inspection, in greater
the hands of operators. “ownership
” of their
equipment.
 Increases
operators’
knowledge
of their
equipment.
 Ensures
equipment
is well-
cleaned and
lubricated.
 Identifies
emergent
issues before
they become
failures.
 Frees
 How Does It
Pillar What Is It? Help?

maintenance
personnel
for higher-
level tasks.

Planned Schedules maintenance tasks based on  Significantly

Maintenance predicted and/or measured failure rates. reduces
instances of
unplanned
stop time.
 Enables
most
maintenance
to be
planned for
times when
equipment
is not
scheduled
for
production.
 Reduces
inventory
through
better
control of
wear-prone
and failure-
prone parts.
 How Does It
Pillar What Is It? Help?

Quality Design error detection and prevention into  Specifically

Maintenance production processes. Apply Root Cause targets
Analysis to eliminate recurring sources of quality
quality defects. issues with
improvemen
t projects
focused on
removing
root sources
of defects.
 Reduces
number of
defects.
 Reduces cost
by catching
defects early
(it is
expensive
and
unreliable to
find defects
through
inspection).

Focused Have small groups of employees work together  Recurring

Improvement proactively to achieve regular, incremental problems
improvements in equipment operation. are
identified
and
resolved by
 How Does It
Pillar What Is It? Help?

cross-
functional
teams.
 Combines
the
collective
talents of a
company to
create an
engine for
continuous
improvemen
t.

Early Equipment Directs practical knowledge and understanding  New

Management of manufacturing equipment gained through equipment
TPM towards improving the design of new reaches
equipment. planned
performance
levels much
faster due to
fewer
startup
issues.
 Maintenance
is simpler
and more
robust due
to practical
review and
 How Does It
Pillar What Is It? Help?

employee
involvement
prior to
installation.

Training and Fill in knowledge gaps necessary to achieve  Operators

Education TPM goals. Applies to operators, maintenance develop
personnel and managers. skills to
routinely
maintain
equipment
and identify
emerging
problems.
 Maintenance
personnel
learn
techniques
for proactive
and
preventative
maintenance
.
 Managers
are trained
on TPM
principles as
well as on
employee
coaching
 How Does It
Pillar What Is It? Help?

and
developmen
t.

Safety, Health, Maintain a safe and healthy working  Eliminates

Environment environment. potential
health and
safety risks,
resulting in
a safer
workplace.
 Specifically
targets the
goal of an
accident-free
workplace.

TPM in Apply TPM techniques to administrative  Extends

Administration functions. TPM
benefits
beyond the
plant floor
by
addressing
waste in
administrati
ve functions.
 Supports
production
 How Does It
Pillar What Is It? Help?

through
improved
administrati
ve
operations
(e.g. order
processing,
procuremen
t, and
scheduling).

Implementation of TPM:

Step A - PREPARATORY STAGE :

STEP 1 - Announcement by Management to all about TPM introduction in the

organization :

Proper understanding, commitment and active involvement of the top management in

needed for this step. Senior management should have awareness programmes, after
which announcement is made to all. Publish it in the house magazine and put it in the
notice board. Send a letter to all concerned individuals if required.

STEP 2 - Initial education and propaganda for TPM :

Training is to be done based on the need. Some need intensive training and some just
an awareness. Take people who matters to places where TPM already successfully
implemented.

STEP 3 - Setting up TPM and departmental committees :

TPM includes improvement, autonomous maintenance, quality maintenance etc., as
part of it. When committees are set up it should take care of all those needs.

STEP 4 - Establishing the TPM working system and target :

Now each area is benchmarked and fix up a target for achievement.

STEP 5 - A master plan for institutionalizing :

Next step is implementation leading to institutionalizing wherein TPM becomes an

organizational culture. Achieving PM award is the proof of reaching a satisfactory
level.

STEP B - INTRODUCTION STAGE

This is a ceremony and we should invite all. Suppliers as they should know that we
want quality supply from them. Related companies and affiliated companies who can
be our customers, sisters concerns etc. Some may learn from us and some can help us
and customers will get the communication from us that we care for quality output.

STAGE C - IMPLEMENTATION

In this stage eight activities are carried which are called eight pillars in the
development of TPM activity.
Of these four activities are for establishing the system for production efficiency, one
for initial control system of new products and equipment, one for improving the
efficiency of administration and are for control of safety, sanitation as working
environment.

STAGE D - INSTITUTIONALISING STAGE

By all there activities one would has reached maturity stage. Now is the time for
applying for PM award. Also think of challenging level to which you can take this
movement.