30th November 2016 (Wednesday)

Japan Institute of Plant Maintenance (JIPM)

Managing Director Satoshi Suzuoki

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 I-1. Public Service Corporation Responsible for Development and
Improvement of Maintenance Technology for Manufacturing Plants

Japan Institute of Plant Maintenance

・1961: The Japan Management Association establishes a Plant Maintenance Committee.
・1964: A system of presenting PM awards is established.
・1969: The Plant Maintenance Department is dissolved and the Japan Institute of Plant Engineers is established.
・1971: The concept of plant maintenance with total participation (TPM) is put forward.
Nippon Denso (currently known as Denso) implements TPM and wins a PM award.
・1973: The “National Equipment Management Month” campaign begins.
・1981: The Japan Institute of Plant Maintenance is launched with the approval of the Minister of International Trade
and Industry (current Minister of Economy, Trade and Industry).
・1994: The Chubu chapter hosts the First Karakuri Kaizen Kufu Exhibition.
・2001: The Autonomous Maintenance Engineer license system is launched.
・2008: Mr. Chisei Isogai (advisor at Toyoda Automatic Loom Works) becomes the ninth JIPM Chairman.
・2008: The Planned Maintenance Engineer license system is launched.
・2011: JIPM celebrates the 40th anniversary of its advocacy of TPM and 30th anniversary of its foundation (as a
corporation).
・April 2012: JIPM is reorganized into the Japan Institute of Plant Maintenance as a public service corporation.
・June 2012: Mr. Osamu Nakatani (advisor at Toray) becomes the tenth JIPM Chairman.
・October 2015: The 20th Karakuri Kaizen Kufu Exhibition takes place.
・June 2016: Mr. Soujirou Tsuchiya (advisor at Denso) becomes the eleventh JIPM Chairman.
・September 2016: JIPM hosts the 21st Karakuri Kaizen Kufu Exhibition at Pacifico Yokohama.

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 Ⅰ-１．What is ＴＰＭ®?
ＴＰＭ definition (company-wide TPM)
ＴＰＭ（Ｔｏｔａｌ Ｐｒｏｄｕｃｔｉｖｅ Ｍａｉｎｔｅｎａｎｃｅ) aims at:
１．Establishing a corporate culture that will maximize
production system effectiveness,
２． Organising a practical shop-floor system to prevent
losses before they occur throughout the entire
production system life cycle, with a view to achieving
zero accidents, zero defects and zero breakdowns,
３． Involving all functions of an organization including
production, development, sales and management,

４． Involving every employee, from top management

down to front-line operators, and
５． Achieving zero losses through the activities of
“overlapping small groups.”

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 Ⅰ-２．What TPM aims at
To restructure corporate culture through improvement of human resources
and plant equipment
① Operator: Ability to perform Autonomous maintenance
② Maintenance: Ability to perform high-quality
Improving human
maintenance
resources
③ Production engineer: Ability to execute maintenance-
free equipment plan

① Attain efficiency through revamping of the existing

Improving plant equipment
equipment ② LCC-considered design of new equipment and
minimizing start-up time

Improving the corporate culture

“ pursue maximum production efficiency”

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 Ⅰ-3. 8 pillars of TPM deployment

Improve efficiency through pursuing zero losses, and improve

F o c u s e d i m p r o ve m e n t
technical capabilities and Kaizen skills

Autonomous maintenance
Develop people who are skillful at equipment operation, and can
manage and maintain good condition

Achieve zero equipment breakdown, and create planned

Planned maintenance
maintenance structure to prevent breakdowns from occurring

Establish a structured system to develop human resource that

Training and Education
are skillful with equipment operation, work and management

Health, Safety and

E n v i r o n m e n t
Create a plant that is safe, secure and filled with energy

Establish zero defect condition to prevent quality defect and

Quality maintenance
establish maintenance and management structure

Shorten development lead time for products and equipment, and

Early management
establish a system that enables vertical start up production

O f f i c e T P M Eliminate losses in the office and establish a supporting system

for suppliers and supply chain

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 Ⅰ-4. ＴＰＭ effects (example)
Ｐ Value added productivity
：1.3 - 2 times
① All-out autonomous management, i.e.
・ Sporadic Failures: 1/5 - 1/290
People are charged to ‘look after
・ Equipment availability: 1.5 - 2 times their own equipment’ without being told

Ｑ Process defect ratio: 1/10 ② Self confidence can be built up

Customer claim: 1/4 - 0 through “Zero breakdown” and
“Zero defect” operation

Ｃ Production cost: 20-50% down ③ Grease, chips and dust will be

removed and a pleasant working
Ｄ Product / WIP inventory: 50% down environment can be created

④ Positive impression for visitors

Ｓ Lost time accident: Zero
leads to success in receiving more orders
Pollution: Zero

Ｍ No of Kaizen proposals: 5 - 10 times

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 I-5. Trend in Overseas Winners of TPM Awards (1991–2015)

(Total)
140
World-class
Advanced Special
120 Special The current categories of
114 awards were introduced in
Consistent Commitment (former Consistent Commitment 1st) FY2008.
(Former Consistent Commitment 2nd)
Category A (former 1st Category) 96 98 98
100
Category B (former 2nd Category) 91 89 91
88
83 83
79
80 76
73 73

60
60 54

41
40

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20 14
9
5 6
2 0 1
0
 III-1. The Present State of Manufacturing (1)

Fourth Industrial Revolution: “IoT” and “Industry 4.0”

—Creating new value to connect people with information—

◆ First Industrial Revolution: In the 18th century, the steam engine was invented, and light
industries developed.
◆ Second Industrial Revolution: In the 19th century, electricity was used effectively, and heavy
industries prospered.
◆ Third Industrial Revolution: In the second half of the 20th century, computers spread, and
automatic production began.

■ Fourth Industrial Revolution:

IoT, Industry 4.0, artificial intelligence (AI), and automation technology such as robotics will be
combined to create new businesses and services. The sophistication of industries will accelerate.

* In April 2016, the Ministry of Economy, Trade and Industry estimated that “if Japan takes no action as
technological innovation progresses, in FY2030 it would lose 7.35 million jobs, approximately 10% of
the country’s total.”

* It is expected that industry and society will undergo rapid changes at a quick pace never experienced
before. It is necessary to prepare for future changes while seeing the next 10 to 20 years as a yardstick
for cycles of change and consider how to make the most of IoT and AI.

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 III-2. The Present State of Manufacturing (2)

* AI will automatically produce schedules to meet all customer orders and delivery
deadlines using data collected in real time and autonomously take necessary
actions.

* AI will use data from sensors installed in each piece of equipment to detect signs of
failure that are difficult for even experienced operators to find.
→ Unless the opinions of workers are heard, there is a risk that equipment will be
covered with sensors.

* It will also become possible for manufacturers to reduce lead time based on the
production department’s instructions to zero and respond to orders through single-
item production without having inventories.

* It could happen that much of previous production control such as manual plan
changes and work instructions will become unnecessary. This will also become a
solution to problems in Japan such as population decrease and lack of engineers.

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 III-3. The Present State of Manufacturing (3)

* Currently, AI requires huge amounts of data, but there is a plan in which, through
joint research between businesses and research institutes, researchers will
develop mission-critical technologies with the specific purpose of generating
optimal solutions that cannot be found by human beings even if data is limited.

* Businesses will not be able to distinguish themselves if they introduce

equipment from manufacturers as is.
Equipment must arise from strong worksite skills.

* Competitiveness should be enhanced by combining a Japanese style of

manufacturing and advanced technologies such as AI.
Japanese-style smart factories: A bottom-up approach in which workers identify
and solve problems is also important in the Fourth Industrial Revolution.

* The time will come in which “he who controls information, controls
industry.”
* Equipment management and TPM are important to realize IoT and 4.0.
 IV-1. What Is Karakuri Kaizen®?

“The mechanism is simple.”

“No money is spent.”
“Improvements made by eliminating unreasonableness, waste, and
unevenness”
The result is highly creative, happy improvements that set an
example for others.
(as explained by Dr. Toyoharu Tsumura, Professor Emeritus at
Shibaura Institute of Technology)
* In March 1994, the First Karakuri Kaizen Kufu Exhibition was held in
Nagoya.

* The Karakuri Kaizen Kufu Exhibition has also been held in Tokyo since
2000.
* FY2016 marks the 21st exhibition (Sept. 29–30).

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 IV-2. Important Points in Karakuri Kaizen (1)

* The starting point of Karakuri Kaizen is not to achieve greater

efficiency but to make work easy.
→ Workers improve jobs they have difficulty performing.
* Workers use their creativity to solve problems that give them trouble in
daily operations.

(1) Analyze one’s job and movements using videos and other tools effectively and decide what you
want to improve. Close observation and devising systems makes the heretofore invisible world
visible.
(2) Closely examine the shapes of workpieces to be processed and methods of conveyance.
(3) First consider methods that do not use a new form of power.
(4) See if the power currently being used can be employed or not. Make the most of neighbors’
energy too.
(5) Decide on an energy to use.
(6) Try to make a miniature after ideas are developed.

→ It is also important to imitate predecessors’ Karakuri Kaizen.

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 IV-3. Important Points in Karakuri Kaizen (2)

* TPM activities and Karakuri Kaizen

・Interest in equipment and will to improve through autonomous maintenance
activities
・Karakuri Kaizen is important to making well-conceived, well-designed
equipment.
→ The operability and maintainability of equipment is improved.

・Low-cost automation (LCA) and Karakuri Kaizen

→ Karakuri Kaizen enables workers to perform their jobs more easily.

→ Reduce equipment cost: Improvements should not require that much money.

・Environmentally friendly Karakuri Kaizen that do not use new forms of power
Example: Moving workpieces on the conveyor using the upward and downward movement of the press

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 Ⅳ-4. Conclusion
Up to now, Karakuri Kaizen has contributed to resolving the issues listed below.

(1) The need for improved worksite skills through human resource development

(2) The need to improve the reliability, operability, and maintainability of equipment while keeping
investments low and enable overseas factories to share technology
→ In Japan, where goods do not sell, Karakuri Kaizen is important for reducing capital investments.

(3) Reduction of CO2 emissions and energy conservation measures

→ One example of reduction of CO2 emissions is Toyota Motor’s “Toyota Environmental Challenge
2050” in which it cites Karakuri Kaizen—an effort to reduce factories’ CO2 emissions to zero
through daily improvements—as an effective means of achieving the initiative’s goals.

(4) Make well-conceived, well-designed equipment, which brings together the design department’s
technology and worksites’ information and know-how
→ Promotion of Karakuri Kaizen helps make equipment simple and slim, thus realizing low-cost
equipment that is unlikely to break down.

(5) Support diversity by reducing workload (Example: responding to the aging of workers and
making way for women to play an active role)
 V-1. 8 Principles to Lead TPM Activities to Success

1. Implement TPM as an activity to achieve the company’s management policy.

2. Urge senior managers (president, executives, and plant managers) to study
TPM and participate in plants’ activities personally.
⇒ The “T” of TPM also stands for the “T” of top management.
3. Plan the preparation for the introduction of TPM.
4. Train field managers and supervisors.
5. Draw up a budget for activity expenses.
6. Establish a thorough office to promote TPM.
⇒ The plant’s No. 2 or equivalent person, a candidate for future senior
management, is recommended.
7. Study other TPM activities mainly through outside seminars and visits to other
companies.
8. Have TPM activities evaluated by external parties (Try to win TPM awards).
⇒ Without clear goals, TPM activities will stagnate and bring few results.

TPM , TPM logo and KARAKURI KAIZEN are registered trademarks of

Japan Institute of Plant Maintenance in Japan and other countries.