May 2007

Samtel Color Ltd. Plant II

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May 2007

Samtel Color Ltd. Plant II

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Continuation of the company

Living standard improves

= PRICE COST

PROFIT

(Present Principle)

(Past Principle)

Selling Price is decided by Market therefore Cost Reduction is the only

way to secure Profit. That leads to actual movement for reducing cost

= COST + PROFIT

PRICE

How successful companies are

managing such challenges

MIND SET CHANGE

TQM is Top Driven, Customer Focused, System & Process

Oriented, Culture of Continuous Improvement with Total
Employee Involvement Using Statistical Techniques
Extensively & Documentation of Results using QC Story &
Kaizen Sheet Methodology

: Customer Focus
: Process Oriented
: Exactness
: Continuous Improvement
: Total Employee Involvement
: It prevails over the entire organization

Rule 1

Rule 2

Rule 3

Rule 4

Rule 5

Rule 6

How to sustain & increase profit for

continuation of the company

Waste Elimination

Waste is anything other than the

minimum amount of equipment,
materials, parts, space and workers
time which are absolutely essential to
add value to the product.

By Identify & Eliminate 3Ms

: Strain
: Inconsistency / Imbalance
: Waste

MURI

MURA

MUDA

1.
2.
3.
4.
5.
6.
7.

MUDA
MUDA
MUDA
MUDA
MUDA
MUDA
MUDA

of
of
of
of
of
of
of

Overproduction
Over Stock
Conveyance (transport)
Waiting
Operation itself
Movement of Operator
Production of Inferior Quality

 Continuous Improvement

Sustainable Change for Improvement

 Motion Waste

Person sent to find cart searched full factory

 Searching Waste

No one can find the key of tool box

 Waste of Human Energy

Searching the lots customer wise

 Waste of Excess Inventory

Desk drawers are full of papers

 Waste of Defective Products

No fix location for defective products and chances of mixing

 Waste of Unsafe Condition

Boxes of material kept in the walk way causing someone to

get injured

Linkage of 5S & 3M

trip &

- Sort
- Set in Order
- Shine
- Standardise
- Sustain

1S: Seiri

2S: Seiton

3S: Seiso

4S: Seiketsu

5S: Shitsuke

SHOP FLOOR HOSPITAL CLEAN

 Self discipline

 Standardize arrangement

 Inspect while cleaning

 Reduce the searching time of the items

 Remove unnecessary item

Remove all items from the

workplace that are not needed

It sorts between
unwanted and
wanted things in
a selected area,
region or
domain.























PROPER SPACE UTILIZATION

Floor
Walls
Machines
Electric Panels
Material Handling
Furniture
Racks
Almirahas
Office
Above eye level
Etc.

Everywhere

When in doubt, throw it out

If answer is NO - Remove from workplace

 Is this item needed here ?

 Is this item needed for the current production ?

 If it is needed, is it required very frequently ?

 If it is needed, is it needed in this quantity ?

 Is this item needed ?

Touch & Ask

Put Red Tag on un-needed items

Define the Red Tag Holding Area

Remove item from the area to Red Tag Area

Maintain the inventory of items with fixing the Review

Frequency, Review Team, Day & Time

Remove the items from Red Tag Area after decision

Maintain 5S condition in Red Tag Area also

Mention the oldest item in Red Tag Area in review

A place for everything &

everything in place

Arrange needed items so

that they are easy to use &
label them so that anyone
can find them and put
them away at the same
location easily

REDUCING SEARCHING TIME & TRANSPORTATION

3C : Count Free / Contact Free / Clean

Egg Tray Concept

Signboard / Painting / Colour coding / Outlining

Identifying location

5S Map to decide location with principles of storing & motion

Deciding appropriate location

 List out all items needed

Fix the quantity needed (for material based on the
frequency of
replenishment or of removal for empty
boxes/bins & scrap)
Make the present layout with mapping for man, machine & material
movement
Improve the layout considering good industrial engg norms & Removal
the 3Ms
Draw the desired layout & display
Implement the new layout with visual controls so that it is easy
enough for everyone (even outsider) to locate & then
put it back

After 1S

The cleaning operation

should encompass the
entire surroundings and
should not be restricted
to machines,
equipments, tables etc.

Need to keep
everything
clean

MAINTAINING EVERYTHING IN TIP-TOP CONDITION

One is Best

If theres lesser no. of items

there is lesser to clean

Identify source of contamination

Make action plan to eliminate the source of contamination * implement it

Check if the cleaning time has come down

Define standard for each point & display (how will you
define the
area is clean, responsibility, frequency of cleaning, tools to be used, location
of tools)

Clean them in teams & prioritise them

List out points / areas needed to be cleaned (floor, walls,

material
storage, material handling, machines, panels, all horizontal surfaces above
the floor, above eye level)

it aims to systemizing
the practices of 1S, 2S
& 3S by making them
an integral part of the
working system of an
organization.

Create a consistent way of

doing tasks & procedures &
ensuring that the condition
does not deteriorate

READINESS

Visual Control - Transparency

 Prevent unneeded items from accumulating

 Prevent from having to put back things

Prevention

 Decide who is responsible for 3S activities

 Integrate 3S duties into regular work duties
 Check on how well 3S conditions are being maintained

Making it a Habit

Discipline calls for strict adherence to a

system by changing from our present
unsystematic way.

It aims at setting up standards in order to

ensure that 5S becomes a discipline and a
way of life for everyone in an organization.

Need to make a habit of

properly maintaining
correct procedures

HIGHER EMPLOYEE MORALE

Sharing of Satisfaction & Excitement

Rewards & Recognition

Support Acknowledgement

Structure

Time allocated to do the 5S

Awareness

Advantages in Personal life

Results in a positive change in attitude Improves efficiency
Enables better acceptability of others
Helps in time management
Helps in ensuring individual safety
Helps in avoidance of errors
Develops individuals ability to think and analyse
Advantages in day-to-day work
Helps in avoiding unnecessary work like searching for items etc.
Gives more time to do priority work
Enables easy access to important papers/files when they are needed
More work place is available
Results in an improvement in working atmosphere and working culture

Easy access to things positively helps in overall productivity

Enables avoidance of system errors resulting in elimination of unsafe
situation that could come during production process
Enables reduction in inventory and prevents wastage of materials
Makes people conscious about the work place that helps in creating a
good work culture
It helps in achieving good quality in products
Advantages in Safety and cost reduction
Cleanliness, neatness, marking, tagging creates an awareness among the
employees that creates a safe work environment in the work place.

#6. System for audits, further improvements in place

#5. Monitoring through checklist & DWM done

#4. Pokayoke (fool-proofing) for critical variables (defined in #3) &

otherwise Visual controls defined for each

#3. Sub-processes, inputs and mechanisms in machines

responsible for variations in each of above output parameters
identified Standards (as defined above) defined

#2. Critical output parameters identified, standards fixed for each

(measurement, method of measurement, target value)

#1. Has 1S, 2S, 3S been completed for the area, use checklist
given in the structure for 5S

Take up critical processes for exactness & check each one of them
with Y= yes, N=no for each following steps

DO

CHECK

ACT

B.

C.

D.

Select an area to convert it into Model Zone

Create structure for zone
Identify objectives for the zone in terms of PQCDSM
Time bound plan for 1S, 2S & 3S completion
Plan for each activity under 1S, 2S & 3S with resources

: Act based on audits findings & source of variations

: Audits at zone level, company level & external expert level

: Execute the Plan & document improvements (Kaizens)

:
:
:
:
:

Total Employee Involvement (TEI) is the basic approach for 5S & 3M

PLAN
Where
Who
Why
When
How

A.

Zonal Red Tag Review

Red Tagging

Sub-zones details: to provide for each,

name of the sub zone, leader' name &
members

Facilitator

Coordinator

Zone

Location

DETAILS

Time

Day

Frequency

Team

No. of Red Tags Cleared

Number of Red Tags Generated so far

Size of Red Tag Area

Location of the Area

Inventory Maintained By

Time

Day

Frequency

Sub zone 3

Sub zone 2

Sub zone 1

In training

SUB DETAIL

WPP
(Worst Point Photograph)

FPP
(Fixed Point Photograph)

Scrap Management

Co. Red Tag Review

DETAILS

Number Generated& Number Pending

Frequency

Responsibility

Responsibility

Time

Day

Frequency

Number- how many?

Scrap Collection Route- finalized- yes or no

Number of Process Scrap Generation Points

(number) in the Area

Analysis Responsibility

Frequency of Removal

Responsibility

Location & Area

Time

Day

Frequency

Team

SUB DETAIL

Model Panel

Model Machine

Training

Display Board

DETAILS

End date

Start date

Team

Responsibility

Location

Name

End date

Start date

Team

Responsibility

Location

Name

Number of Suggestions per person per month

%age People Involved in Suggestions/ Kaizens

Number of People Covered

Responsibility

Responsibility

Chart for Audit Scores

Frequency of Updating- decided (Y or No)

Number of Boards

location

SUB DETAIL

2 'S'

Kaizen

DETAILS

What is the time saved through 2 'S' in the zone?

Out of how many computers in the area, for how many

2'S' done?

For how many machines have we done the 2 'S'?

Is there a place for every thing & movement of

material, man, scrap fixed & displayed?

List of all equipments, material handling, material

storage, scrap collection, tables, chairs, almirahs/
racks, computers- needed in the area prepared?

Layout for the entire zone frozen? If not, by when?

Responsibility of developing manual- best examples

on 3M & 5 'S'

Number- how many?

Schedule- frequency, time; if any

Recorder

Coordinator

SUB DETAIL

Visual Controls/ visualization

3 'S'

DETAILS

Above the eye level?

Material handling/ storage equipment

covered?

Electrical panels covered?

Walls covered?

Is the floor marked?

Number of machines covered?

How many eliminated?

Have we identified sources of

contamination for above? How many?

Have we frozen frequency, responsibility,

tools needed for each one of the above
frozen?

Standard frozen for the state of cleaningmachines?

Standard frozen for the state of cleaningareas?

How many machines need cleaning?

How many areas need cleaning?

SUB DETAIL

Zonal Review

Zonal Audit

Energy

Exactness

Safety

DETAILS

Time

Day

Frequency

Responsibility

Time

Day

Frequency

Responsibility

Number of above converted into CFL?

Number of artificial lights in the area?

How many workstations have natural light?

Number covered for exactness

End date for exactness

Start date for exactness

Total number of workstations

What is the impact on number of accidents?

How many eliminated?

How many unsafe conditions identified?

How many eliminated?

How many unsafe activities identified?

SUB DETAIL

Company Level Review

Company Level Audit

Sunrise & Sunset Meetings

DETAILS

Time

Day

Frequency

Responsibility

Time

Day

Frequency

Responsibility

Time

Day

Frequency

Responsibility

SUB DETAIL

Highlights of
Improvements

Date .

Photo
Photo

LOCATION :

Improvements in Steps

Photo

FPP No. :

Photo

Photo

AFTER

Violation or Not Availability of Standards

Date .

Photo

BEFORE

NO DUST/DIRT SHOULD ENTER IN TO THE PANEL

ALL SPARE HOLES (INDICATION, GLAND & METERS) SHOULD BE PLUGGED

PANEL DOOR SHOULD BE WITH RUBBER BIDING/GASKET

DOOR LOCKING SHOULD BE WITH ALL LOCKING KNOBS

INCOMER PHASE SEQUENCE SHOULD BE RYS ONLY

POWER RATING OF CABLE FOR FEEDER INTERNAL WIRING

MEASURING INSTRUMENTS SHOULD BE IN WORKING CONDITION

PANEL DOOR SHOULD BE EARTHED BY FLEXIBLE WIRE

CONNECTORS SHOULD BE USED FOR POWER AND CONTROL CONNECTION

FEEDER TAG SHOULD BE PROVIDED

UPDATED LIST OF FEEDERS DETAILS SHOULD BE DISPLAYED ON MCC PANEL

RELEVENT STARTER DRAWINGS SHOULD BE AVAILABLE AT MCC

OUTGOING CABLES SHOULD BE TAGGED WITH DESTINATION DETAILES

NO 1-PH SUPPLY FROM POWER PANE

ALL SWITCHES I/C LIVE BUSBAR SHOULD COVERED

NO OVERWRITE ON PANEL DOORS

CONTROLWIRING SHOULD BE DRESSED & TIED UP WITH CABLE TIE

RUBBER MATS SHOULD BE AS PER SIZES AND GOOD CONDITION

ALL INDICATION LIGHTS SHOULD BE LED TYPE

NO SPARE CABLES IN CABLE ALLEYS

CAUTION BOARDS SHOULD BE DISPLAYED ON PANEL

MCC BUS BAR & CABLE ALLEY BOLTS SHOULD BE FIXED ON MCC

EXTRA HANGING CABLE LENGTH SHOULD BE REMOVED OR TIED UP

INCOMER LIFE BUS BARS SHOULD BE COVERED

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

11.

12.

13.

14.

15.

16.

17.

18.

19.

20.

21.

22.

23.

24.

STANDARDS FOR MODEL PANEL

19
15

11
8

:59
:49
:10
:11
:02

M a y'0 6

Ap r ' 0 6

Items moved to red tag area

Items cleared from red tag area
Balance items in red tag area
Balance red tag in the zones
Oldest item in red tag area

Ta g P u t
Ta g Re m o v e d

10

20

30

40

50

60

70

80

90

100

39
30

Ju n ' 0 6

10
15

Ju l' 0 6

12
2

Au g ' 0 6

16
11

Se p '0 6

E
L

ID

D
O
C

Over
Production

ID

EL

Transport

D
O
C

I d e n t ific a t io n
E lim in a t io n

10

15

20

25

30

35

40

45

50

14

ID

10

EL

Waiting

10

ID

EL

ID : Identification

10

D
O
C

D
O
C

Movement

EL

D
O
C

EL : Elimination

10

ID

Stock

25
15

12
12
MUDA

M a y'0 6

Ap r ' 0 6

22

EL

22

D
O
C

ID

EL

D
O
C

22
28

ID

28

Ju l' 0 6

Operation
Itself

DOC : Documented

28

ID

Defect

45
35

Ju n e ' 0 6

20

EL

MURA

18

D
O
C

29

ID

24
19

21

EL

MURI

Au g ' 0 6

18

D
O
C

: BMSC

SECTION

No dirt / Phospher

No dirt / Phospher

Panel Stopper Guide

Internal Cylinder & Guides

C3

C4

Pr.Nail LM Guide

L2

Mask centering

Rollers Movement/condition

Air Pressure

V-nail air gap / cond

Panel Guide gap wrt panel

Panel support & Tie rods

Stepper motor cond/

movement

Cylinder movement/leakage

I2

I3

I4

I5

I6

I7

I8

I9

Roller mounting

Spring pusher

Lifting Pad

Sensor

Any other observation

T2

T3

T4

T5

T6

: NORMAL
: ABNORMAL

CHECKED BY :

Floating Joint lock nut

T1

TIGHTENING

Panel Centering

I1

INSPECTION

Mask Block Cross Roller

Guide

L1
Grease Gun

Grease Gun

METHOD

Mo loose/flickering

No loose/damage

No loose/damage

No loose

No loose

No sound/ Jerk

Gap wrt panel 0.4

mm
Tie rod distance
equal & no cut/
damage
No abnormal sound/
heat/ stroke

Spanner

Spanner

: HEAR

Daily

Daily

Fortnightly

Fortnightly

Fortnightly

Fortnightly

Fortnightly

Daily

Daily

Daily

Daily

Daily

Air gap & no damage

Fortnightly

No cut/ Jamming

Daily

Daily

Monthly

Quaterly

Monthly

Daily

Daily

Daily

FREQ

Main - 5kg/cm, Mask

block- 2.5 kgcm

Shim

Arm move seq. & No

panel lift at centering
Cent.pin wrt spring
Shim,
& roller wrt frame

No dryness

No dryness

No dirt / Phospher

Panel Conveyor side guide

C2

LUBRICATION

No dirt / Phospher

Panel Conveyor Roller

STANDARD

C1

SNO
ACTIVITY
CLEANING

CHECK SHEET FOR MASK INSERTER / REMOVER

: FRONT END

AREA

: FEEL

10

11

12

13

14

15

17

: SEE

16

SCHEDULE

EQUIPMENT: MASK INSERTER / REMOVER

MONTH

CLIT CHECK SHEET

18

19

20

21

22

23

24

26

27

: SMELL

25

28

29

30

31

RESPONSIBILITY: ....R.LABANA...

REV NO.: .........................

DOC NO.: ........................

At shop floor

Daily Work Management

 Daily review of target vs actual of nos.

 Identify top five defects in daily review
 Daily monitoring of absenteeism
 Daily monitoring of accidents
 Shift wise performance monitoring
 Safety committee meeting once every 15 days
 Jalpan weekly

SECTION CHIEF

AREA MANAGER

 Hourly monitoring of nos. & defects

 Two hourly monitoring of schedules
 Reason of gap in hourly performance
 Shift beginning planning meeting
 Shift end meeting to review plan vs actual
 Shift wise performance plotting
 Advice to next shift in charge

OPERATOR

DWM

 Daily patrol to monitor status of QMS

 Weekly review of 5S & target setting for next week
 Monthly review of safety through safety committee
 Weekly improvement project review
 Monthly quality improvement meeting
 Monthly suggestion review meeting

 Front process yield review, identify top 3 defects daily

 Back process yield review, identify top 3 defects daily
 Customer issue, identify top 3 defects monthly
 Corrective actions on chronic issues weekly meeting
 Modify & control standards specifications every 15 days
 Modify & control vendor processes meeting every month

LINE MANAGER

PROCESS ENGG
HEAD

DWM

Work allocation & attendance completion

Communicate to operators their shift targets, planning & all above issues
Complete data punching of previous shift in SAP system
Check 5S & Safety conditions & feedback to concerned
Plot absenteeism & WIP data on record chart of his shift
Check process & equipment conditions
Hourly monitoring of production & quality parameters, take action accordingly
Listening to the operators & find out the real cause of deviations
Check sheets verifications at work stations, feedback to concerned person
Compilation of shift performance & make report for shift end meeting
Review of shift performance & capture learning of the shift
Explore how we could have server production & reduced rejection
Discuss how we could improve 5S conditions & avoid accidents

Shift change over

meeting with
operators

Patrolling during
shift

Shift End Meeting

with operators

ACTIVITIES

Shift beginning
meeting with
previous shift
section chief

ITEM

Understanding of production plan

Understanding of equipment conditions & action plans
Understanding of material availability & planning
Explore possibility to increase production by flexible working
Understanding of rejections level against target & other quality related issues
Understanding of customer related issues
Understanding of 5S & Safety related issues

SN

DWM FOR S/C

Review of previous day performance : Target Vs Actual, Gap

& Achievements (in terms of PQCDSM)

Find out source of variations or root cause for gaps

Check standards exist or not for Point No.3

If standards exist then find out reason for not adharence

Plan for Pokayoke or modify standards or develop standards

& visualized

Evolve Deming PDCA Cycle for gaps

Plan for the day in terms of 4W & 1H

Approach must be TEI thru SGA

DISCOVER DELIEVER - IMPROVE

Review of MOM of Previous Meeting

Samtel Color Ltd. Plant II

Total Productive Maintenance

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Breakdown Maintenance

1950

1970

Time Based Maintenance

1980

1976

1990

Reliability
Base Maintenance

Condition Based
Maintenance

Condition Based TPM

Total Productive Maintenance

1971

Productive Maintenance

Preventive Maintenance

1960

HISTORY OF MAINTENANCE

THE SUSTAIN ACHIVED PRODUCTIVITY

MAINTENANCE

INCREASE THE O/P OF CRTs AT MINIMUM COST.

PRODUCTIVE

INVOLVEMENT OF 4Ms i.e. MAN, M/Cs, MATERIAL & METHODS

IN PLANT.

TOTAL

WHAT IS TPM

8. Safety, Health and Environmental Management

7. Admin. & Support Department Activities - Office TPM

6. Quality Maintenance (Hinshistu Hozen)

5. Development Management

4. Education and Training

3. Planned Maintenance (Kikaku Hozen)

2. Autonomous Maintenance (Jishu Hozen)

1. Focused Improvement (Kobetsu Kaizen)

THE EIGHT PILLERS OF TPM

Max. Strength

Min. Sustainable
Strength

Strength Condition
Forced
Deterioration

Natural
Deterioration

BREAKDOWN & DEFECT

List
Life
Change before life end

Corrective Maintenance for life increase

Condition Based Maintenance (Predictive Maintenance)

TBM (Time Based Maintenance) is costly therefore consider-

1.
2.
3.

For Natural Deterioration

PLANNED MAINTENANCE

AUTONOMOUS : Machine Itself & Owner

For Forced Deterioration

AUTONOMOUS MAINTENANCE

Breakdown
Defect
Accident

PURPOSE OF JH

Identify Abnormalities against

Should Be or Must Be (Std) Conditions

Initial Cleaning with Meaning

Restoration

STEP # 1

Material & Strength

Shape & Size
Geometric
Assembly & Fitting
Installation
Environment
Function
Operation

Machine Should be Free From Abnormalities

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

Should Be Conditions

10.
11.

1.
2.
3.
4.
5.
6.
7.
8.
9.

Abnormalities removal
Regularly clean

i. Tag for converting abnormalities in to visual

ii. Tag Matrix
iii. Tag Action Plan

Team / TPM Circle creation

Date fixing
Training
Tools arrangement
Safety
Remove all guards
Clean thoroughly every corner & not reachable points also
Inspect or search for abnormalities
Record abnormalities

How to Initiate Step#1

No. of Abnormalities
=
No. of Breakdown x 300


Unsafe Place

Unnecessary and Non-urgent Items

Quality Defect Sources

Contamination Sources

In accessible Place

Unfulfilled Basic Condition

Minor Flows

ABNORMALITIES

Shaking, falling out, tilting, eccentricity, wear,

distortion, corrosion,
Belts, Chains
Unusual noise, overheating, Vibration, strange
smells, discoloration, incorrect pressure or
current
Blocking, hardening,
peeling, malfunction

Slackness

Abnormal
Phenomenon

Adhesion

accumulation

of debris,

chipping,

Play

deformation,

Cracking,
bending,

Damage

crushing,

Dust, Dirt, powder, oil, grease, rust, paint

Contamination

Minor Flows

Insufficient, Dirty, Unidentified, unsuitable,

Leaking
Dirty, damaged or deformed lubricant inlets,
faulty lubricant pipes
Dirty, Damaged, leaking, No indication of
correct level
Nuts and Bolts slackness, Missing, Crossthreaded, Too long, Crushed, Corroded,
Unsuitable washers, wing nuts on backward

Lubrication

Lubrication Supply

Oil level gauges

Tightening

Unfulfilled Basic Conditions

Machine construction, Covers, Layout, footholds,

Space
Construction, Covers, Layout, footholds, Instrument
position and Orientation, Operating Range display
Position of lubricant inlet, construction, height,
footholds, lubricant outlets, space
Covers, Construction, Layout size, Space
Machine layout, Position of valves, Switches and
leavers, Footholds
Position of pressure gauges, thermometers, flow
meters, moisture gauges, vacuum gauges, etc.

Cleaning

Checking

Lubricating

Tightening

Operation

Adjustment

Inaccessible Place

Leaks, Spills, Spurts, Scattering, Overflow

Leaks, Spills, Spurts, Scattering, Overflow
Leaking, Spills, Seeping oils, Hydraulic fluids,
Fuel oils, etc.
Leaking compressed air, gases, steam, vapors,
exhaust fumes, etc.
Leaking water, Hot, Cold, half finished products,
Waste water, Leaking supply lines etc.
Flashes, cuttings, packaging materials, and non
conforming products.
Contaminants by people & Forklifts, Infiltration
through cracked walls, broken windows etc.

Product

Raw materials

Lubricants

Gases

Liquids

Scrap

Others

Contamination Sources

Dropping, Jolting, collision, Vibration etc.

Abnormalities in screens, Compressed

separators, centrifugal separators,

compounding,

compounding,

Too little or Too much, infiltration

Inadequate warming, heating,

mixing, evaporation, stirring etc.
Inadequate warming, heating,
mixing, evaporation, stirring etc.

Shock

Moisture

Gain Size

Concentration

Viscosity

air

Dust, Rust, powder, chips, moisture, wire scraps,

wood pieces, paper pieces, stones etc.

Foreign Matter

Quality Defect Sources

Pumps, fans, compressors, columns, tanks etc.

Pipes, hoses, ducts, valves, dampers etc.
Temperatures, pressure gauges, vacuum
gauges, ammeters etc.
Wiring, piping, power leads, switches, plugs
etc.
General tools, cutting tools, jigs, molds, dies,
frames etc.
Standby equipment, spares, permanent stocks,
auxiliary materials, etc.
Tape. String, wire, metal plates etc.

Machinery

Piping equipment

Measuring
instruments

Electrical
equipment

Jigs & Tools

Spare parts

Makeshift repairs

Unnecessary & Non-Urgent Items

Unevenness, cracked, holes, projections, peeling, wear

of steel chucker plates, slipping.
Too steep, irregular, slipping, missing handrails, etc.
Dim, out of position, dirty or broken covers, no
explosion proofing, etc.
Displaced, fallen oil or broken covers, not safe for
emergency, missing emergency stop devices
Wires, hooks, brakes and other parts of cranes and
hoists etc.
Special substances, solvents, toxic gases, insulating
materials, danger signs, protective clothing etc.

Floors

Steps

Lights

Rotating
machinery

Lifting
Devices

Others

Unsafe Places

Agronomics
Safety

LEAD TO

Cost Increase
Quality Reject
Breakdown
Other
Extra Material
Abnormal Movement
Vibration
Excess Heat
Abnormal Noise

ABNORMALITY

Abnormalities Tag Matrix

Power Increase

Holes/Gaps
Bent
Chipping
Broken
Wear
Missing
Loose
Spillage/Splash
Leak
Dirt
MACHINE

Step#1 : Keep Clean by Cleaning

The Motive of Step#1 is to change the attitude of members. The

Eyes sharpen for abnormalities.
Focus in Step#1 would be on Loose & Leakages

1. No. of Abnormalities & Removal

2. Involvement of Team Members

INDICATORS OF STEP#1

Countermeasure against the source of

contamination & hard to access area

Improvement / Prevention

STEP # 2

Counter Measure & Kaizen for prevent the cause

Low cost Kaizen / creative thinking

Karakuri Kaizen

Remove man intervention

Kaizen

Encounter or permanent action but depend on person

Counter Measure

Immediate action after any breakdown or defect

Action

Any material which should not be there

Contamination

1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.

Equipment Failure Loss.

Setup & Adjustment Loss.
Tool & Jig Change Loss.
Start
Start--up Loss.
Minor Stoppage & Idling Loss.
Speed Loss.
Defect & Rework Loss.
Shutdown Loss.
Management Loss.
Operating Motion Loss.
Line Organization Loss.
Logistics Loss.
Measuring & Adjustment Loss.
Yield Loss.
Energy Loss.
Jig, Tool & Sub Material Loss.

LOSSES

REPEATED

Zero Breakdown between two PMs

NEW

BREAKDOWN

BREAKDOWN

Last Action Analysis & Observations for Root Cause

Counter Measure / Kaizen for Root Cause

1.
2.
3.
4.
5.

JH
PM
Spare
Design
Skill / Knowledge

BREAKDOWN RELATED TO

Immediate Action

New Breakdown





First Target should be

Zero repeated breakdown

In repeated breakdown
CMNT should be zero first

: Counter Measure Not Taken

: Counter Measure Not Maintained
: Counter Measure Not Correct

CMNT
CMNM
CMNC

Repeated Breakdown

1.
2.
3.
4.
5.

Power Quality
Joints Pull Free (straight parallel wire, 90 turn, clamps)
Loose Free (movement, vibration)
Temperature
Dust & Rust

ELECTRICAL BREAKDOWN

All Electrical break downs happens due to

Forced Deterioration

Step#2 : Keep Clean with out Cleaning

How to make easy & without manual intervention

1. No. of Kaizens
2. Machine condition improvement

INDICATORS OF STEP#2

Develop tentative standards

(Habit Building)

Maintain conditions
which we achieved
till Step#2

Maintenance

STEP # 3

Training on Machine

STEP # 4

Training on Process

STEP # 5

Change (Revised) the Standards

STEP # 6

AUTONOMOUS MAINTENANCE

Maintaining by themselves

STEP # 7

: Step#1, 2 & 3
: Step#4 & 5
: Step#6 & 7

Changing Machine

Changing Man

Changing Plant

SUMMARY

JH FORMAT

iii. Observation of equipment in operation.

(Specify areas / components etc. and what
type of abnormalities should be observed).

ii. Why maintenance of basic conditions?

i. Why Jishu-Hozen (Autonomous

Maintenance) now?

Step 0: I Understanding Purpose

Key to Autonomous Maintenance Step 0

List of Areas / Items

where accidents /
Injuries can occur (unsafe
conditions)

Training required to
avoid accidents while
working

Countermeasures to
rectify unsafe conditions
/ (Precautions required
before working)

Step 0: II Plan Making

Item to be cleaned

Tools to be used

Precautions to be taken

Step 0: SKILLS (SKILL REQUIREMENT)

Item

Purpose

Type

Method

Step 0: b. For Oiling

Quantity

Period

Item

Purpose

Correct Fastener
Method

Usage of Tool

Step 0: C. Retightening of Fasteners

Step 0: Indicate effects if any part contains dust, low

oil, loose bolts, etc. (What can go wrong). This is
related to point no. 2 & show items marked from point
no. 2, in the sketch.

Step 0: Indicate the Major Functions

Sketch the Equipment Structure

Understanding Equipment

b. Non Critical Spares

a. Critical Spares

Spares

Breakdown at particular time has one

reason for it
but Defect has four reasons (the 4M reasons)

What is Physics & Chemistry of the Process ?

Are the Standards defined for each ?
Can we check easily of the Standards ?

1.
2.
3.

is the

Check the STANDARDS because defect

outcome of forced deterioration.

DEFECT

Develop Quality Matrix

3.

Defect


Process

Take any defect & ask

can this defect generate on this operation ?
Even one person is saying yes then consider it !

Find out the present condition

2.

Define the Defect

1.

DEFECT ELIMINATION STEPS

4.

Sr.
No.

Parameter

Should be Cond. /
Value

How to
Measure

Red Tag
(Abnormalities)

Analysis 4M (Machine / Method / Material / Man)

conditions for each tick for a particular defect.

DEFECT ELIMINATION STEPS

5.

- Counter Measure

: Provide or Change

- Theme
- Bench Mark
- Problem
* by some sketch & write down few lines
- Analysis
* by observation for cause & abnormalities
* by why-why analysis
- Root Cause Found
* Root cause must be state out in sentence in
such way where we can find out opposite status
- Ideas : Just opposite of cause

KAIZEN

DEFECT ELIMINATION STEPS