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TPM: Quality Maintenance (Hinshitsu Hozen)

TPM: Quality Maintenance (Hinshitsu Hozen) Training Presentation

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TPM: Quality Maintenance (Hinshitsu Hozen)

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  1. C:\Users\Allan BigMac\Documents\000 OEC\Logo\The Logo Company\FINAL\OperationalExD24aR02bP01ZL\TRANSPARENT.png Quality Maintenance (HINSHITSU HOZEN) C:\Users\Allan BigMac\Documents\000 OEC\Logo\The Logo Company\FINAL\OperationalExD24aR02bP01ZL\TRANSPARENT.png © Operational Excellence Consulting. All rights reserved. © Operational Excellence Consulting. All rights reserved.

  2. NOTE: This is a PARTIAL PREVIEW. To download the complete presentation, please visit: https://www.oeconsulting.com.sg NOTE: This is a PARTIAL PREVIEW. To download the complete presentation, please visit: https://www.oeconsulting.com.sg Learning Objectives Understand the key concepts, principles and philosophy of Quality Maintenance Acquire knowledge on the 4M conditions and the prerequisites for promoting Quality Maintenance Describe the 8-step process of Quality Maintenance and the key analytical tools and techniques 2 © Operational Excellence Consulting. All rights reserved.

  3. Contents 1 1 Key Concepts & Philosophy of Quality Maintenance 2 2 4M Conditions – The Determinants of Quality 3 3 The 8 Steps of Quality Maintenance 4 4 Key Tools and Techniques 5 5 Towards Excellence in Quality Maintenance 3 © Operational Excellence Consulting. All rights reserved.

  4. “Quality is not an act, it is a habit.” Aristotle © Operational Excellence Consulting. All rights reserved. 4

  5. The Times Demand Quality The age of technological innovation On the shop floor Shifting production work from human to machines through automation and labor-saving steps. The duty of the producer To ensure quality that will allow the customer to buy and use the product with confidence and satisfaction An increase in equipment-related quality problems The producer’s task To maintain and improve product quality and guarantee consistency Failures due to decreased function exceed failures due to loss of function (defect loss, etc.) Using equipment to build quality into the product Approaching the quality challenge through equipment management 5 © Operational Excellence Consulting. All rights reserved.

  6. Traditional Inspection is a Poor Substitute for Quality Traditional 100% inspection does not provide 100% defect-free products. 6 6 © Operational Excellence Consulting. All rights reserved.

  7. Sporadic Defects and Chronic Defects ▪ Recovering measures are required to reduce the level to the original value Sporadic loss Percentage of Loss 1 ▪ Innovative measures are required to reduce the level to the extreme state Chronic loss Extreme value 2 3 Time (see next slide for the cause- countermeasures matrix) To achieve zero defect, chronic defects have to be eliminated. 7 © Operational Excellence Consulting. All rights reserved.

  8. Steps of Countermeasures to Eliminate Chronic Defects Countermeasures Known Unknown 2 1 Known Establish and perform countermeasures ▪ Apply countermeasures ▪ Causes 3 2 Unknown Perform countermeasures and check results Apply cause and effect analysis ▪ Apply P-M analysis ▪ ▪ 8 © Operational Excellence Consulting. All rights reserved.

  9. Why Chronic Defects Persist Thinking only within the boundaries of one’s specialty or a certain fixed technology Proceeding without analyzing the problem sufficiently Jumping to conclusions about the cause Not addressing other causal factors ▪ ▪ Trying to solve the problem based on experience alone Not recognizing what has changed in the equipment and its operation ▪ ▪ Not making a clear connection between the defect and the equipment ▪ Chronic defects don’t go away 9 © Operational Excellence Consulting. All rights reserved.

  10. Guarantee for 100% Good Parts and the 4 Major Factors of Production (4Ms) MATERIAL MACHINE MEN / WOMEN METHOD ▪ Arrangement of fundamental conditions ▪ Monitoring of operation status ▪ Conformity to specifications ▪ Mounting and removing of workpiece ▪ Replacement of processing tools and jigs ▪ Others Causal abnormalities in the equipment and processing methods Occurrence of human mistakes PRODUCTS Guarantee for 100% Good Parts Quality Maintenance Mistake-proof 10 © Operational Excellence Consulting. All rights reserved.

  11. Overview of TPM Quality Maintenance is One of the Pillars of the TPM Excellence Framework TPM Goals: Zero Defects, Zero Breakdowns, Zero Accidents Safety, Health & Environment Autonomous Maintenance Focused Improvement Education & Training Planned Maintenance Quality Maintenance Early Equipment Management Office TPM 5S & Visual Management The Quality Maintenance pillar focuses on establishing and maintaining zero-defect conditions. 11 © Operational Excellence Consulting. All rights reserved.

  12. Focused Improvement What is Quality Maintenance? Quality Maintenance means figuring out the equipment conditions in which defects won’t occur, setting them up as the standards, monitoring and measuring actual equipment conditions over time, and confirming the actual conditions are within the standards. Source: Focused Equipment Improvement for TPM Teams, JIPM 12 © Operational Excellence Consulting. All rights reserved.

  13. Differences Between Conventional Quality Approach and Quality Maintenance Conventional Quality Approach Quality Maintenance A mindset that zero defect is not possible Sets zero defect as the goal ▪ ▪ Inspect for quality and take action after the products are produced Establish and maintain the conditions to create zero-defect products ▪ ▪ Reactive approach Preventive approach ▪ ▪ 13 © Operational Excellence Consulting. All rights reserved.

  14. Quality Maintenance – Target ▪ Achieve and sustain customer complaints at zero ▪ Reduce in-process defects by 50% ▪ Reduce cost of quality by 50% 14 © Operational Excellence Consulting. All rights reserved.

  15. “Quality is more important than quantity. One home run is much better than two doubles.” Steve Jobs © Operational Excellence Consulting. All rights reserved. 15

  16. Basic Principles of Quality Maintenance Quality Defects Defects due to equipment precision Defects due to processing conditions Defects due to the people involved Creation of equipment that doesn’t produce defects Training operators who know their equipment well Fostering maintenance management ability Setting standard conditions for equipment that doesn’t produce defects (the ability to spot abnormalities that may cause defects and to deal with them quickly and correctly) Management of standard conditions that don’t produce defects Zero defects 16 © Operational Excellence Consulting. All rights reserved.

  17. Prerequisites for Promoting Quality Maintenance 1 1 Eliminating forced deterioration 2 2 Developing an equipment-competent workforce 3 3 Activities for achieving zero equipment failures Maintenance prevention design (‘MP design’) of new products and new machinery 4 4 17 © Operational Excellence Consulting. All rights reserved.

  18. Poor Maintenance Practices and Operating Conditions Create Forced Deterioration Basic Condition Equipment Reliability Forced Deterioration Natural Deterioration ▪ Failing to maintain basic conditions ▪ Failing to operate within specified values ▪ Failure to control deterioration ▪ Lack of skills and knowledge Accelerated Deterioration Time It is essential to eliminate forced deterioration through Autonomous Maintenance, thereby extending and stabilizing component lifetimes. 18 © Operational Excellence Consulting. All rights reserved.

  19. What are the 4Ms? MATERIALS Do the materials meet the required specifications? Do the materials from the previous process meet your input requirements? MACHINES Are the processing equipment, jigs and tools, and measuring equipment capable of safe and reliable output at the desired quality and rate? The 4Ms MEN / WOMEN Do our employees have the skill and motivation to do what is expected of them safely, consistently and effectively? Do they adhere to standards? METHODS Are the processing conditions, work methods and measuring techniques in place to ensure and support consistent, safe production? 19 © Operational Excellence Consulting. All rights reserved.

  20. The 8 Steps of Quality Maintenance ▪ The 8 steps of Quality Maintenance provide a systematic approach to defect loss elimination Act Plan ▪ It is based on the Plan-Do- Check-Act (PDCA) model ▪ The process can be used to improve OEE and eliminate the 16 big losses Check Do ▪ It is used with analytical tools (e.g. IE tools, QC tools, P-M analysis, etc.) to solve problems 20 © Operational Excellence Consulting. All rights reserved.

  21. The 8 Steps of Quality Maintenance Determine Standard Values for Checks & Revise Standards 8 7 Consolidate Checking Methods Eliminate Flaws in 4M Conditions and Finalize 6 Establish Conditions that Allow Good Products to be Achieved 5 4 Plan Action to Correct Deficiencies 3 Identify & Analyze 4M Conditions Investigate the Processes where Defects Occur 2 1 Verify the Existing Situation 21 © Operational Excellence Consulting. All rights reserved.

  22. “Every defect is a treasure, if the company can uncover its cause and work to prevent it across the corporation.” Kiichiro Toyoda, Founder of Toyota © Operational Excellence Consulting. All rights reserved. 22

  23. Preparing a QM Matrix Preparing a QM Matrix Setting management conditions ▪ Management thresholds ▪ Inspection cycles ▪ Inspection managers Setting management items Use items that contributing factors of P-M analysis or primary 4M items as management items Preparing a QM Matrix Write ◎ , ○ or △ to indicate degree of interaction with quality characteristics that correlate with management items Addition to a Autonomous Maintenance inspection standards documents Preparation of trend management sheets Addition to Planned Maintenance inspection standards documents Addition to quality management process drawings 23 © Operational Excellence Consulting. All rights reserved.

  24. Example of P-M Analysis Table ILLUSTRATIVE Physical Analysis Contributing Conditions 4M Correlations (Primary) Phenomenon 4M Correlations (Secondary) 1.1.1. Play in spring fixing block 1.1.2. Block fixing bolts loose 1.1.3. Springs worn out 1.1.4. Play in shock-absorber plate 1.1. Tension setting varies 1.1.5. Shock-absorber spring worn out The pitch of a copper wire wound about a bobbin shows variation 1.1.6. Shock-absorber spring adjustment bolts loose The coil windings are too thick 1. The required tension varies 1.1.7. Play in tension level fixing 1.1.8. Play in tension arm fixing 1.2.1. Wire not wound correctly onto supply wheel 1.2. Set tension cannot be maintained 1.2.2. Tension rubbers worn 1.2.3. Rubber tension adjusting bolts loose (remainder omitted) 24 © Operational Excellence Consulting. All rights reserved.

  25. 5 Whys Process Funnel The Problem: Tom is injured Because he had a fall Why is Tom injured? Because the floor was wet Why did he fall? Because there was a leaking valve Why was the floor wet? Because there was a seal failure Why was the valve leaking? Because it was not maintained Why did the seal fail? 25 © Operational Excellence Consulting. All rights reserved.

  26. The 8 Steps of P-M Analysis 1 Clarify the Phenomenon 2 Conduct a Physical Analysis 3 Identify Constituent Conditions 4 Study 4Ms for Causal Factors 5 Establish Optimal Conditions (Standard Values) 6 Survey Causal Factors for Abnormalities 7 Determine Abnormalities to be Addressed 8 Propose and Make Improvements Source: Based on Kunio, et al. 26 © Operational Excellence Consulting. All rights reserved.

  27. How to Sustain TPM & Quality Maintenance Activities ▪ Engaging employees ▪ Aim for early success ▪ Providing active leadership ▪ Share success stories ▪ Rewards and recognition ▪ Continuously reduce the 16 big losses ▪ Evolving the TPM initiative over time and integration with Lean 27 © Operational Excellence Consulting. All rights reserved.

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