Articulo 6.

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Axiomatic
Axiomatic design for lean design
autonomous maintenance
system: an application from
textile industry 555
Yildiz Kose, Suleyman Muftuoglu, Emre Cevikcan and Received 31 January 2022
Revised 2 April 2022
Mehmet Bulent Durmusoglu 7 July 2022
Accepted 11 August 2022
Department of Industrial Engineering, Istanbul Technical University,
Istanbul, Turkey
Abstract
Purpose – Autonomous maintenance (AM), one of the pillars of total productive maintenance (TPM), aims
to achieve performance toward zero defects and zero breakdowns. AM system equipped with comprehensive
lean tools provides continuous improvement during the AM activities. Despite its long duration, establishing
a lean AM system with a robust guideline would provide significant benefits such as high quality and short
lead time. Therefore, AM design approach should be provided in a holistic and detailed manner. This study
aims to develop a framework for AM design, including preliminary, reactive, preventive and proactive steps
using the axiomatic design (AD).
Design/methodology/approach – Requirements and technical parameters of the AM system are
explored with AD. An extensive literature review and a real-life application are presented.
Findings – The proposed design was validated by adapting the proposed roadmap to a textile
manufacturing system in Turkey. The application results justify the established AM system design with an
average downtime improvement of 69.2% and the average elapsed time between two failures improvement of
65.1% for apparel department.
Originality/value – This study has the novelty of establishing an overall AM system design with all of its
stages stepwise. It presents a comprehensive guideline in terms of integration of lean philosophy into AM design by
generating maintenance-related use cases for lean tools. The developed approach facilitates creating and analyzing
complex systems to improve maintenance implementations while reducing nonvalue-added operations.
Keywords Autonomous maintenance, Axiomatic design, Lean production, Textile manufacturing
Paper type Research paper
Introduction
The operation and maintenance of advanced manufacturing technologies have the biggest
part of the operational budget and total labor to satisfy customer requirements (Jain et al.,
2014). Maintenance supports production by increasing the production capacity and
improving the output quality in competitive markets (Sun et al., 2003). Moreover,
maintenance is a crucial part of a company’s continuous improvement program from a more
rational viewpoint (Mostafa et al., 2015).
Lean philosophy is the prerequisite for maintenance systems to harmonize employees
with advanced technology equipment and to reduce unused human minds and skills. Lean International Journal of Lean Six
Sigma
Vol. 14 No. 3, 2023
pp. 555-587
Declarations: Consent to publish: The authors confirm that the final version of the manuscript has © Emerald Publishing Limited
2040-4166
been reviewed, approved and consented for publication by all authors. DOI 10.1108/IJLSS-01-2022-0020
IJLSS production system is the investment made in people for this purpose. Lean manufacturing
14,3 reduces nonvalue-added activities, which are defined as wastes, because they do not directly
contribute to the value of products and services, although they consume resources (Chaple
et al., 2021; Panat et al., 2014). Equipment breakdowns, quality defects and minor stoppages
result in waste and idle time (Robertsone et al., 2021). Such wastes can be eliminated with
lean techniques that fitted within the maintenance processes. Therefore, the integration of
556 maintenance and lean concept has a vital role in organizations (Jain et al., 2014; Mostafa
et al., 2015). Reflecting lean philosophy associated with maintenance to reduce waste and
increase efficiency, total productive maintenance (TPM) addresses improving existing plant
conditions, enhancing the overall equipment effectiveness and boosting the skill and
knowledge of personnel through a platform where maintenance and production integrate
seamlessly (Ahuja and Khamba, 2008). In addition, single minute exchange of die, 5S, poka-
yoke and visual control are considered comprehensive lean tools compatible with TPM to
promote continuous maintenance (Jain et al., 2014).
Autonomous maintenance (AM) is one of the main pillars of TPM (Jain et al., 2014;
Méndez and Rodriguez, 2017). AM has been defined as reactive, preventive and predictive
maintenance activities, alongside simple maintenance tasks of operators (Ahuja and
Khamba, 2008; Prickett, 1999). It depends on human and equipment perspectives. Even if the
plants are equipped with advanced technologies, fostering operator ownership that enables
basic equipment conditions should not be ignored (Tortorella et al., 2021; Yamashina, 1995).
Operators are responsible for basic maintenance activities such as cleaning, lubrication and
tightening within AM (Méndez and Rodriguez, 2017). AM should increase the profitability of
the organizations by focusing on the equipment perspective. This perspective establishes an
orderly shop floor where any deviation from the normal condition may be detected at a
glance. Therefore, lean tools and techniques that fit within the maintenance processes play a
key role in AM implementations for balancing these strategies and the sustainability of the
system.
The advantages of lean techniques may vary according to the application area in terms
of integration with maintenance. For example, textile manufacturing has a limited
automatization level and depends on operators’ skills and working environment (Robertsone
et al., 2021). Also, maintaining the optimum performance of equipment in textile production
requires the principles of TPM (Sahoo, 2019). There exist various challenges requiring lean
and AM implementations such as long breakdown times, quality problems and long change
over durations. Therefore, AM applications that are enriched with lean techniques bring
about superior success to textile companies. However, lean adaptation and TPM
applications are not very common in the textile industry (Ahmad et al., 2018; Robertsone
et al., 2021).
Many organizations encounter difficulties in implementing TPM because of
organizational-specific reasons, such as the diversity of equipment and variability in
operator skill levels (Tortorella et al., 2021). Also, they struggle to implement AM because of
its complex and time-consuming features derived from the nature of TPM (McKone and
Weiss, 2000). At the beginning of an AM system design, functional requirements (FRs) that
exactly reflect customer expectations must be determined. Axiomatic design (AD) is the best
way of representing the complex system structure containing several FRs, which should be
satisfied at the same time (Rauch et al., 2019). Thanks to AD, the zigzagging decomposition
processes among the domains from highest to lowest design level are performed to solve
design problems scientifically (Houshmand and Jamshidnezhad, 2006). Furthermore, AD is
compatible with the lean system and kaizen activities, as it provides a continuous feedback
and improvement mechanism (Kulak et al., 2005).
To the best knowledge of the authors, a holistic design including each step of a Axiomatic
conventional AM system (initial cleaning, countermeasures to the sources of contamination, design
tentative standards, overall inspection, AM standards, process quality assurance and
autonomous supervisor) has not been proposed through the AD approach. Furthermore, it is
emphasized that TPM is grounded on lean principles in some scientific research to analyze
and solve problems (Jain et al., 2014; Méndez and Rodriguez, 2017; Tortorella et al., 2021).
However, such studies have not revealed how lean techniques can be embedded into an AM
system with sequential and systematic demonstrations. In parallel, the literature review 557
revealed the lack of use cases for lean techniques in the AM implementation.
In the light of the information above, it will be meaningful to express the contributions of
this study to the relevant literature. From the methodological perspective, the study has the
originality of proposing a novel roadmap using AD for the overall AM system design. The
proposed roadmap indicates decompositions of fundamental design objectives into
supporting design objectives so that the AD approach can provide convenience for the
design and management of AM activities in the manufacturing system. The literature has
been enriched with the proposed AM system design, which includes the preliminary,
reactive, preventive and proactive stages. Moreover, the proposed study provides a
guideline for researchers and practitioners with an application showing the adaptation of
lean techniques into AM system in a more concrete manner, unlike the previous studies. AM
system design was validated by adapting the guideline roadmap to a textile manufacturing
system in Turkey.
The remainder of this paper is organized as follows: The related literature is
reviewed in the second section. The principles of AD and an AD-oriented model for AM
system design are presented in the third section. The application of the proposed
methodology and results are given in the fourth section. Conclusions are provided in the
fifth section.
Literature review
Because AD was deployed for the design of AM into a manufacturing system within the
context of this study, the related papers were investigated under two categories, namely,
AM implementations within the context of TPM and studies based on AD in the
manufacturing system.
Literature review on autonomous maintenance in total productive maintenance context

Implementing TPM is a difficult process that involves numerous obstacles. However, it is
possible to come across TPM applications in a wide range of industries: in the food industry
(Tsarouhas, 2007), in a ceramics production plant (Ferrari et al., 2002) and in the electronics
industry (Chan et al., 2005). Chan et al. (2005) discussed practical aspects and critical success
factors of TPM for an electronic manufacturing company as well as difficulties in adopting
TPM and problems encountered during its implementation. Méndez and Rodriguez (2017)
introduced TPM application in a machining line for auto parts and emphasized the
importance of empowered operators.
Some scientific research addressed the cooperation between production and maintenance
with the consideration of AM. The effect of AM was addressed on production efficiency in
tile manufacturing industry (Azizi, 2015), machine availability in the automotive sector
(Guariente et al., 2017) and profitability in the fertilizer industry (Jasiulewicz-Kaczmarek,
2014; Mugwindiri and Mbohwa, 2013). Prickett (1999) described an integrated approach for
AM management of flexible manufacturing systems. Min et al. (2011) provided a framework
that showed how AM could be implemented step by step in a semiconductor company.
IJLSS However, the study has the limitation of having a scientific method. Musman and Ahmad
14,3 (2018) underlined that their fuzzy analytical hierarchy process method catered to the
technical side of AM rather than the managerial perspective. The decision framework of this
study is based on two technical decisions, namely, identifying critical components for
maintenance and determining the right AM activities. Muftuoglu et al. (2022) focused only
on the preparation step of AM via AD. However, the study neglected the design of core steps
558 for AM such as initial cleaning, overall inspection, AM standards and autonomous
supervision. In addition, the proposed preparation system is not validated via any
application. In the study, only visual management is mentioned as a design parameter (DP)
among lean techniques without decomposition. AM applications may vary depending on
sectors such as telecommunication (Rosimah et al., 2015), electronics manufacturing (Chan
et al., 2005) and food industry (Tsarouhas, 2007).
It will be meaningful to review TPM-related studies in the textile industry because the
proposed design is validated in a textile company. For example, Sahoo (2019) claimed that
TPM should be one of the primary concerns of many textile companies for efficiency and
sustainability. Wickramasinghe and Perera (2016) reported that TPM implementation in
textile and apparel manufacturing significantly improved cost effectiveness, product
quality, on-time delivery and volume flexibility. Ahmad et al. (2018) focused on the ring
frame of a textile spinning factory through the application of TPM. They used kaizen as a
pillar of TPM to improve the overall equipment efficiency. Robertsone et al. (2021)
implemented lean practices to enhance the efficiency of sewing lines of a textile company via
a performance tracking system and maintenance program for TPM. Consequently, it can be
understood that AM applications will make significant contributions to textile production;
however, the literature on this field is quite limited.
The flow of steps in different AM approaches is given in Table 1. As can be seen from the
table, this study presents a novel flow of AM steps. The proposed AM system design is
initiated with a preliminary phase, including team building, training and preparing suitable
working conditions. Then, the AM design is divided into three main steps; reactive,
preventive and proactive. The reactive step is focused on initial cleaning, countermeasures
to the sources of contamination and tentative standards. The preventive step deals with the
overall inspection and AM standards. The final proactive step monitors AM implementation
continuously with the help of a quality assurance system.
Literature review on axiomatic design

AD was introduced by Suh (1990) to scientifically describe the design process. It is
addressed as one of the most promising approaches based on complex problem-solving for
manufacturing systems. Numerous studies handling the information or independence axiom
of AD exist in the literature. Suh et al. (1998) published the first study using AD for a
manufacturing system design based on the independence axiom. Durmusoglu and Satoglu
(2011) developed a methodology aiming to reduce lead time using AD for cellular
manufacturing system design. Kulak et al. (2005) presented a roadmap based on AD
principles for cellular production system design as well as a feedback mechanism for
continuous improvement. Rauch et al. (2019) optimized the conceptual system design for the
flexible and agile manufacturing and assembly systems for small- or medium-sized
enterprises (SMEs). The proposed model adopts SMEs to changes in design and
market volatility without incurring high costs. Babur et al. (2016) developed a roadmap
that provided a decomposition of broad design objectives into smaller objectives in
occupational health and safety (OHS) systems based on AD principles. In addition,
the authors contributed to the control of OHS activities through lean techniques.
Study Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7
Tajiri and Initial Countermeasures to the Cleaning and lubrication Overall inspection AM standards Process quality Autonomous
Gotoh cleaning sources of contamination standards assurance supervision
(1999)
Nakajima Initial clean Measures against the Formulation of clean-up Overall check-up Autonomous Orderliness and All-out autonomous
(1988) up sources of outbreaks and lubrication check-up tidiness management
standards
Tapping Clean and Eliminate the sources of Lubricate components Train operators in Conduct Establish Perform advanced
(2002) inspect contamination and establish standards general inspection general workplace improvement
equipment inspections management activities
Azizi Cleaning and Countermeasures to the Cleaning and lubrication Training for Autonomous Continuous Checking for
(2015) inspection sources of contamination standards overall inspection inspections improvement abnormities
Guariente Initial Elimination of dirt sources Standardisation of General Overall Systemic AM Autonomous
et al. (2017) cleaning and areas of difficult cleaning and inspection inspection of inspection of management
access equipment the process
Study Step 1 Step 2 Step 3 Step 4

McKone et al. (1999) Reducing the variability of Extending the average lifespan of the Improving product lifespan Improving design
equipment life equipment lifespan
Tsang and Chan Initial cleaning Source of contamination and inaccessible Cleaning and lubricating Overall inspection
(2000) places standards standards
Min et al. (2011) Initial preparation Training and motivation Five-step execution Audit
Proposed study Step 1 Step 2 Step 3 Step 4
Preliminary Reactive Preventive Proactive
Axiomatic
separate the AM
Current studies that
Table 1.
procedure into steps

559
design
IJLSS Delaram and Fatahi Valilai (2018) presented a layered architecture of a computer integrated
14,3 manufacturing system through AD. Physical, functional, managerial, informational and
control aspects are audited through ISO standards. Salonitis (2016) suggested that the
zigzagging decomposition was extended through functional, physical and process domains
in the design of additive manufacturing.
The information axiom has been frequently used in multicriteria decision-making problems,
560 as it allows decision-makers to evaluate complete and incomplete information criteria together
(Kulak et al., 2010). For instance, Aydogan et al. (2020) focused on concept design selection
integrating the Z-number approach with AD. The design of an ink pen is conducted to assess
the impact of information reliability and the decision-makers’ risk attitude with regard to
available design options. Cebi and Kahraman (2019) proposed a novel weighting algorithm for
fuzzy information axiom. Three-dimensional printers are evaluated and a comparative analysis
is conducted to prove the satisfactory performance of the proposed model. AD-based
maintenance systems papers were mostly related to selecting maintenance strategies in the
context of information axiom (Ighravwe and Oke, 2017; Seiti et al., 2018).
Because the present study introduces a holistic AM system design improved with lean tools
through AD, it is important to mention the relationship between the lean philosophy and AD.
Table 2 shows the reviewed studies about AD in manufacturing systems. Cochran et al. (2000)
emphasized that the AD as a systematic design could be combined with lean management
principles, as it would provide a continuous improvement mechanism. In addition, the
underlying concepts and principles of a lean production system are investigated and validated
through the AD approach for manufacturing system design (Durmusoglu and Satoglu, 2011;
Houshmand and Jamshidnezhad, 2006; Babur et al., 2016). However, these studies do not
explain step by step how end users can easily identify, use and edit a lean tool.
Study Application subject Design area Lean tools
Durmusoglu and Cellular manufacturing system System design Available

Satoglu (2011)
Kulak et al. (2005) Cellular production system System design Available
Rauch et al. (2019) Flexible and agile manufacturing and assembly System design Not available
systems for SMEs
Babur et al. (2016) Occupational health and safety systems of a System design Available
shipbuilding industry
Salonitis (2016) Additive manufacturing System design Not available
Kabadurmus and Glass manufacturing System design Available
Durmusoglu (2020)
Cochran et al. (2000) Segmentation of vibration isolation systems System design Available
and optical tables production system
Houshmand and Lean production system System design Available
Jamshidnezhad (2006)
Delaram and Fatahi CIM system for a SME System design Not available
Valilai (2018)
Aydo gan et al. (2020) Ink pen Product design Not available
Cebi and Kahraman 3D printers Product design Not available
(2019)
Table 2.
Qiao and Shang (2013) In-pipe robots Product design Not available
Summary of Gonçalves-Coelho and Steel parts manufacturing Process design Not available
literature review for Mourão (2007)
AD-based Muftuoglu et al. (2022) Preliminary phase of an AM system System design Not available
application studies Proposed study AM application for a textile manufacturing System design Available
Some insights are obtained from the literature review. Considering all steps in detail, a Axiomatic
holistic AM system design requires the use of an AD approach because of its complexity. design
Although there are numerous studies related to the AM application, there is still a need for a
novel flow of AM steps so that continuous improvement can be ensured during AM
activities. Moreover, use cases depending on lean tools are required by practitioners during
AM implementations. Therefore, the present study contributes to the related literature by
addressing the above-mentioned insights through a detailed AM system design equipped 561
with use cases of lean tools for the first time.
Methods
In this study, AD is used to develop an overall AM system design. Using AD’s independence
axiom, each AM step was generated as uncoupled designs for the overall AM system. While
designing AM system, the usual steps (such as initial cleaning, overall inspection and
tentative standards) were compiled into preliminary, reactive, preventive and proactive
stages. Different lean tools and techniques (5S, Poka Yoke, Yokoten and A3) were
considered as DPs to eliminate waste during AM system design. Pareto analysis, PM
analysis (P refers to phenomenon and M refers to mechanism), one-point lessons (OPLs), on-
the-job equipment training program, Oobeya and F-tags were stated as DPs to improve the
efficiency of the AM system by solving problems. Thanks to AD, these tools and techniques
and their FRs were systematically brought together to create a holistic AM system.
Axiomatic design
Design is defined as an interplay between “what we want to achieve” and “how to achieve
what we want to achieve” (Suh, 2001). Converging design solutions to “what needs to be
achieved” is a time-consuming process. The process is required iterations between “what”
and “how,” redefining the “what” in each iteration. AD is a methodology that regularizes the
process of designing and manages complex systems (Delaram and Fatahi Valilai, 2018;
Rauch et al., 2019). There are two axioms that system designers should consider when
implementing AD (Suh, 1990):
Axiom 1 – the independence axiom: The design of a system is regarded as ideal, provided
that all FRs are independent of each other. The independence axiom states that FRs are
mutually exclusive and collectively exhaustive, where FRs are defined as the minimum set
of independent requirements that characterizes DPs. The independence axiom is used in
design problems because it minimizes the repeated trial-and-error activities and reduces
random research processes (Kulak et al., 2010).
Axiom 2 – the information axiom: It aims to minimize the information content of the
system design by selecting DPs with the smallest information content among those
satisfying the first axiom (Rauch et al., 2019; Suh, 2001).
The zigzagging approach (Figure 1) not only decomposes FRs and DPs but also
generates their hierarchy to detail design (Suh, 2001). FRs from the functional domain
represent what needs to be achieved, and DPs from the physical domain specify how FRs
should be satisfied. Designers start from the highest-level FR and address its corresponding
DP at the highest level. It then returns to the functional domain to identify lower-level FRs
that satisfies the highest-level FR. The zigzagging approach continues until the highest-level
FR is completely satisfied (Houshmand and Jamshidnezhad, 2006).
The independence of the FRs must be ensured using the design matrix at each level of
decomposition. The relationship between FRs and DPs can be formulated as follows:
IJLSS f FRg ¼ jAj * f DP g (1)
14,3
where {FR} is the FR vector, {DP} is the DP vector and jAj is the design matrix that
characterizes the design. The nonzero elements aij of the design matrix A highlight the
existence of dependence between an arbitrary FRi and an arbitrary DPj (Farid, 2016). If DPj
affects FRi, cell aij is marked with “X.” If it has no effect, the cell is marked with “0.” To
562 satisfy the independence axiom, the design matrix should be uncoupled or decoupled (Kulak
et al., 2010). If the design matrix is a coupled design (neither diagonal nor triangular), this
situation is undesirable because the independence axiom is not satisfied. Three different
types of design matrix can be obtained based on the values of the i and j elements:
Uncoupled design (the most preferred design): It is formed by the diagonal matrix A,
which provides full independence of FR–DP pairs. Each FR is satisfied only by the
corresponding DP. The uncoupled design has the following form based on equation (2):
2 3 2 3 2 3
FR1 X 0 0 DP1
6 7 6 7 6 7
4 FR2 5 ¼ 4 0 X 0 5 4 DP2 5 (2)
FR3 0 0 X DP3
Decoupled design (acceptable design): It means that more than one DP is satisfied by one
FR. Even if this system design is not ideal, it can be considered as an acceptable design and
be commonly applied commonly in real life. The decoupled design has the following form
based on equation (3):
2 3 2 3 2 3
FR1 X 0 0 DP1
6 7 6 7 6 7
4 FR2 5 ¼ 4 X X 0 5 4 DP2 5 (3)
FR3 X X X DP3
Coupled design (undesirable design): In this case, the FRs cannot be satisfied independently of the
DPs. Because this structure causes coordination effort and the need for iterative feedback loops,
coupled design is unacceptable. The coupled design has the following form based on equation (4):
2 3 2 3 2 3
FR1 X 0 X DP1
6 7 6 7 6 7
4 FR2 5 ¼ 4 X X 0 5 4 DP2 5 (4)
FR3 0 X X DP3
Figure 1.
Zigzagging
decomposition
process
Axiomatic design for autonomous maintenance system Axiomatic
An AD’s independence axiom-based guideline for AM design, including lean concepts is design
introduced. The following top-level FR has been deduced from organizational aspect:
FR0 = integrate operators effectively for maintenance activities.
The DP which expresses how to satisfy the FR is mapped, and the corresponding DP of FR
above is determined as follows:
563
DP0 = AM system design.
To decompose the highest FR into next level requirements, zigzagging process is performed
between domains. FRs are called first-level requirements and defined as follows:
FR1 = enhance operators’ maintenance consciousness;
FR2 = provide a suitable environment for AM;
FR3 = identify hidden abnormalities;
FR4 = eliminate the sources of contamination and difficult work areas;
FR5 = prevent the recession of AM improvements;
FR6 = increase operators’ inspection ability;
FR7 = describe precisely operators’ cleaning, lubricating and inspecting activities under
normal working conditions; and
FR8 = manage AM and quality via continuous improvement.
To satisfy the FRs, the first-level DPs are defined by moving from the functional domain to
the physical domain (Figure 2). The following DPs correspond to the Level 1 FRs:
DP1 = training procedure;
DP2 = preparation plan;
DP3 = initial cleaning procedure for inspection;
DP4 = change program for equipment and its relevant factors;
DP5 = tentative cleaning and lubrication standards;
DP6 = overall inspection procedure;
DP7 = AM standards; and
DP8 = lean autonomous supervision system.
The first level of FRs (FR1–FR8) is grounded on the conventional seven steps of AM. Additionally,
all AM steps were embedded in preliminary, reactive, preventive and proactive phases in the
proposed study (Figure 2). The decision matrix, which is shown in equation (5), generated by the
first-level FR and DPs, has a decoupled design that satisfies the independence axiom:
Figure 2.
Decomposition of the
first level FRs and
DPs in AM design
2 3 2 3 2 3
IJLSS FR1 X : : : : : : : DP1
6 7 6 7 6 7
14,3 6 FR2 7 6 X X : : : : : : 7 6 DP2 7
6 7 6 7 6 7
6 FR3 7 6 : X X : : : : : 7 6 DP3 7
6 7 6 7 6 7
6 7 6 7 6 7
6 FR4 7 6 X X X X : : : : 7 6 DP4 7
6 7 6 76 7
6 FR5 7 ¼ 6 X : : : :7 6 7 (5)
6 7 6 X X X 7 6 DP5 7
564 6 7 6 7 6 7
6 FR6 7 6 X : : : X X : :7 6 7
6 7 6 7 6 DP6 7
6 FR7 7 6 : : : : : : 5 4 DP7 7
7 6
4 5 4 X X 5
FR8 X X : : : : X X DP8
Then, the decompositions are performed separately for each first level FR–DP to have
a better understanding of the AM design process and stated in the following
subsections.
Decomposition of FR1–DP1. One of the AM pillars is based on human perspective.
Maintenance activities are accomplished with operators responsible for the ultimate care of
his/her equipment (Tortorella et al., 2021). In this context, they are key personnel in the
operation, condition and maintenance of the equipment. Thus, enhancing operators’
maintenance consciousness (FR1), which is the first FR for AM system design, is achieved
by establishing training procedures (DP1). FR1 and DP1 are evaluated and decomposed as
follows:
FR11 = determine AM team leader and project community; and
FR12 = increase awareness of AM team members for lean maintenance.
The corresponding DPs should be stated as:
DP11 = competency modeling; and
DP12 = training program.
The design matrix for the above set of FRs and DPs is given in equation (6).
" # " # " #
FR11 X : DP11
¼ (6)
FR12 X X DP12
The AM committee should consist of management and execution level employees with
certain competencies to coordinate and organize AM implementation process throughout
the company (Chan et al., 2005). The team leader should be responsible for
communication between top management and AM project community. The employee
selection process should be based on training planning and competency models
(Shippmann et al., 2000). At the stage of establishing AM committee, personnel are
selected based on institutional, professional, functional and administrative competency
modeling (FR11–DP11). In addition, selected personnel are trained based on training
within industry (TWI) (FR12–DP12). Knowledge and skills for management, establishing
good relations among employees and improving working methods are considered as the
pillars of TWI (Mollo et al., 2019). There are two processes in the scope of TWI: training
with absorption and training by intention.
Decomposition of FR2–DP2. Establishing an orderly environment is a critical process for
both human and equipment perspectives of AM. In this context, an organized environment
for AM (FR2) is provided through a preparation plan (DP2) to indicate abnormalities and
introduce lean production.
FR2 = provide a suitable environment for AM; and Axiomatic
DP2 = preparation plan. design
FR2 and DP2 are evaluated and decomposed as follows:
FR21 = use resources effectively;
FR22 = provide equipment understanding; and
FR23 = provide equipment area visual control.
565
DP21 = pareto analysis for equipment determination;
DP22 = technical improvement program for operators; and
DP23 = 5S.
The design matrix for the above set of FRs and DPs is given in equation (7):
2 3 2 3 2 3
FR21 X : : DP21
6 7 6 7 6 7
4 FR22 5 ¼ 4 X X : 5 4 DP22 5 (7)
FR23 X X X DP23
Pareto analysis (DP21) indicates critical equipment so that maintenance efforts can be
focused on the equipment (FR21). DP22 (technical improvement program for operators)
must also be decomposed because it requires further FRs in a physical domain:
FR221 = explain equipment technical working mechanism;
FR222 = notice equipment potential risks in terms of industrial accidents; and
FR223 = make operators share their equipment learning experiences.
DP221 = on-the-job equipment training;
DP222 = equipment-specific safety training; and
DP223 = OPLs about equipment.
Equipment technical working mechanisms should be explained so that maintenance
activities can be effectively performed by operators. In this regard, one of the tools to be used
is on-the-job equipment training (DP221). In addition, equipment-specific safety training is
used within the scope of DP222 to notice the potential risks in terms of OHS. OPLs (DP223),
which are generally conducted at the workplace with a one-subject/one-sheet training
method and prepared by managers or team leaders, provide operators have accurate
knowledge about the selected topic (Sun et al., 2003). Any topic can be selected as a subject
matter about the equipment structure and function, removal and reinstallation of jigs,
cleaning, lubrication, methods and criteria of inspection and safety.
2 3 2 3 2 3
FR221 X : : DP221
6 7 6 7 6 7
4 FR222 5 ¼ 4 X X : 5 4 DP222 5 (8)
FR223 X X X DP223
As for the last FR of a suitable for AM environment, providing visual control on the
equipment area (FR23) in a clean, orderly and safe manner is handled via 5S method (DP23).
The purpose of 5S implementation is to provide an effective workplace organization,
simplify the working environment, increase quality and safety and reduce waste. Visual
IJLSS control refers to surveillance control, which can reveal the normal or abnormal status of the
14,3 system at a glance. 5S is a systematic and methodological visual control approach that is
one of the most common lean tools to eliminate waste and achieve flow (Cudney and Elrod,
2011). Lower-level FRs and DPs of FR23-DP23 can be defined as follows:
FR231 = distinguish and sort necessary and unnecessary items;
FR232 = reduce nonvalue-added activities;
566 FR233 = generate a working environment that is appropriate for maintenance;
FR234 = maintain 5S performance; and
FR235 = make 5S part of business culture.
DP231 = red tag procedure;
DP232 = address, object and quantity indicators;
DP233 = cleaning responsibility map and cleaning schedule;
DP234 = 5S audits and checklists; and
DP235 = trainings and self-discipline routines for orderliness.
The sorting phase for the AM process needs to direct operators for maintaining necessary
tools or material and removing unnecessary items using red tags (FR231–DP231). Nonvalue-
added activities such as transportation and motion are minimized using suitable place
designs where address, object and quantity indicators are used (FR232–DP232). For the
shine stage, a working environment suitable for maintenance is provided by a cleaning
procedure. The work environment, equipment and tools should be cleaned with periodic
cleaning activities (FR233–DP233). All the three principles mentioned should be
documented precisely using 5S audits and checklists. Findings are shared among operators
and any modification in the procedures is announced officially (FR234–DP234). In the last
stage of 5S, business culture sustains self-discipline with a correct procedure (FR235–
DP235). It is occasionally a challenging issue among the organizations from different
industries because of the resistance to change.
2 3 2 3 2 3
FR231 X : : : : DP231
6 7 6 7 6 7
6 FR232 7 6 X X : : : 7 6 DP232 7
6 7 6 7 6 7
6 FR233 7 ¼ 6 X X X : : 7*6 DP233 7 (9)
6 7 6 7 6 7
6 7 6 7 6 7
4 FR234 5 4 X X X X : 5 4 DP234 5
FR235 X X X X X DP235
Decomposition of FR3–DP3. Initial cleaning refers to efforts to identify dirt, dust, chips, grease,
sludge and scraps that cause hidden abnormalities. Any defects in the equipment are eliminated
before causing negative consequences with initial cleaning. Therefore, “cleaning is inspection”
approach is accepted. Provided that an initial cleaning procedure for inspection (DP3) is established,
hidden abnormalities are identified (FR3). At this stage, lower level FRs and DPs of FR3–DP3 are
obtained as follows:
FR31 = increase knowledge of the operator about the equipment and its cleaning;
FR32 = document cleaning problems for the equipment;
FR33 = prevent defects on the equipment;
FR34 = provide participation and activity tracking for AM; and
FR35 = maintain better communication among shifts.
The corresponding DPs should be stated as: Axiomatic
DP31 = on-the-job cleaning training program; design
DP32 = four lists;
DP33 = F-tag procedure;
DP34 = asakai;
DP35 = activity board.
The design matrix for the set of FRs and DPs above is given in equation (10): 567
2 3 2 3 2 3
FR31 X : : : : DP31
6 7 6 7 6 7
6 FR32 7 6 X X : : : 7 6 DP32 7
6 7 6 7 6 7
6 FR33 7 ¼ 6 X X X : : 7 6 DP33 7 (10)
6 7 6 7 6 7
6 7 6 7 6 7
4 FR34 5 4 X X X X : 5 4 DP34 5
FR35 X X X X X DP35
All operators have answers and countermeasures to the questions they raise about cleaning
their equipment during the job training program. If they do not resolve the matters by
themselves, they ask for the advice of their managers or the maintenance personnel. In this
way, operators increase their interest and knowledge about the equipment and its cleaning
(FR31–DP31). The four lists are the most important documents for operators to share their
understanding of defective areas, questions, sources of contamination and difficult work
areas (FR32–DP32). Further detail of four-list approach can be found in Tajiri and Gotoh
(1999). Four-list procedure can be decomposed as follows:
FR321 = create opportunities for operators to discover and share more essential problems;
FR322 = notice contamination sources;
FR323 = identify difficult cleaning areas; and
FR324 = detect defective parts in the equipment.
DP321 = question list;
DP322 = sources of contamination list;
DP323 = difficult work area list; and
DP324 = defective area list.
The design matrix for the set of FRs and DPs above is given in equation (11):
2 3 2 3 2 3
FR321 X : : : DP321
6 7 6 7 6 7
6 FR322 7 6 X X : : 7 6 DP322 7
6 7¼6 76 7 (11)
6 FR323 7 6 X X X : 7 6 DP323 7
4 5 4 5 4 5
FR324 X X X X DP324
The F-tags can be defined as the voice of the operator for urgent equipment defects. The F-
tag procedure to prevent defects on the equipment is shown in Figure 3.
In daily AM meetings, group communication and activity tracking are realized in front of
the board (FR34). Such a daily meeting systematic not exceeding 15 min is called asakai
(DP34). Topics to be discussed are related to AM activities such as defects, breakdowns and
their causes, corrective actions and cleaning issues.
To maintain communication among different shifts, an activity board including some
documents, lists and visuals is prepared by operators (Tajiri and Gotoh, 1999). These
IJLSS
14,3
568
Figure 3.
F-tag procedure
documents are the most reliable sources of information, whereby the AM community can
evaluate the problems or the progress for all shifts (FR35–DP35).
Decomposition of FR4–DP4. Countermeasures against the sources of contamination and
difficult work areas not only eliminate the generation of foreign substances but also improve
the quality of products (FR4). Potential defects in the equipment are easily detected and
eliminated before they become major defects, thanks to the change program for the
equipment and its relevant factors (DP4). This program is the opposite of the conventional
reactive approach that takes action after the defect occurs. Further, FRs and DPs of the
successive hierarchical levels from FR4 to DP4 can be defined as follows:
FR41 = visualize the sources of contamination and difficult work areas; and
FR42 = generate appropriate solutions for the contamination and difficult work areas.
DP41 = TPM sources of contamination and difficult work area map; and
DP42 = PM analysis.
" # " # " #
FR41 X : DP41
¼ (12)
FR42 X X DP42
Sources of contamination and difficult work areas can be identified by operators and eliminated
with their experience. The sources of contamination maps illustrate the position of accumulated
dirt, dust, stains and foreign substances on equipment (FR41–DP41). PM analysis is sufficient to
generate appropriate solutions for contamination and difficult work areas (FR42–DP42). PM
analysis consists of classification, physical glance, determination of common points, equipment–
human–material–method relationship, what should be the conditions, determination of the
research method, determination of defects and improvement application steps (Kunio et al., 2012).
Decomposition of FR5–DP5. Tentative cleaning and lubrication standards (DP5) are set
to maintain improvements in AM (FR5). These standards are prepared by the plant
engineering, maintenance or production departments. The following lower level FRs and the
corresponding DPs are defined for decomposing the FR5–DP5:
FR51 = determine cleaning and lubrication needs of equipment;
FR52 = increase effectiveness of cleaning machines and equipment;
FR53 = increase effectiveness of lubrication; and Axiomatic
FR54 = visualize and control lubrication and cleaning subjects. design
DP51 = visually marked cleaning, lubrication and tightening points;
DP52 = preferred cleaning method (tool, operating, frequency and material);
DP53 = preferred oil type and lubrication method; and
DP54 = maps, instructions and checklists. 569
2 3 2 3 2 3
FR51 X : : : DP51
6 7 6 7 6 7
6 FR52 7 6 X X : : 7 6 DP52 7
6 7¼6 76 7 (13)
6 FR53 7 6 X X X : 7 6 DP53 7
4 5 4 5 4 5
FR54 X X X X DP54
Cleaning and lubricating points and surfaces are marked visually on the equipment,
especially in difficult lubricating and cleaning points (FR51–DP51). Cleaning methods
vary according to the points determined on the equipment. Cleaning is performed
according to the cleaning chart, which involves the equipment name, cleaning point,
cleaning method, frequency, cleaning time and charge. The charts exhibit the details of
the points that require cleaning and lubrication (FR52–DP52). Lubrication methods
may be changed according to the lubricant type and location, and these are chased
through a lubrication chart. The lubrication chart involves the asset name, lubrication
point, lubricant, color code, quantity and frequency (FR53–DP53). Moreover, cleaning
and lubrication tags are held to the corresponding equipment. Thereby, an effective and
quickly applicable guide is provided for lubrication and cleaning activities, especially
in difficult areas. Motion and route of operators for cleaning and lubrication are
recorded onto lubricating map, including related visual instructions and checklist
(Tajiri and Gotoh, 1999). If visual control is consistently applied in association with
instructions and checklists, operators will be able to lubricate and inspect without this
chart (FR54–DP54). As the consequence of the tentative standards stage, operators
achieve higher reliability and maintainability of equipment regarding cleaning and
lubricating. In the stage for AM standards (decomposition of FR7–DP7), tentative
standards will be combined into the routine maintenance standards.
Decomposition of FR6–DP6. After operators learn about the structure and inspection
methods of the equipment in each inspection category (such as fastener, electrical, power
transmission, hydraulic and pneumatic), they inspect the equipment and try to fix the
defects they realize. It is essential to establish an overall inspection procedure (DP6) to
increase the inspection ability of the operators (FR6). Overall inspection is a comprehensive
and systematic process for providing education and practice with inspection for operators.
FR6 and DP6 are expressed as follows:
FR61 = increase the knowledge of operators about tentative AM standards;
FR62 = activate overall inspection;
FR63 = sustain the execution of overall inspection; and
FR64 = control the proficiency of inspection skills for operators.
DP61 = on-the-job training plan for lubrication, cleaning and tightening;
DP62 = design for Oobeya meeting;
IJLSS DP63 = tentative overall inspection standards; and
14,3 DP64 = AM Skill matrix for operators.
2 3 2 3 2 3
FR61 X : : : DP61
6 7 6 7 6 7
570 6 FR62 7 6 X X : : 7 6 DP62 7
6 7 6 76 7
6 FR63 7 ¼ 6 X :7 6 7 (14)
4 5 4 X X 5 4 DP63 5
FR64 X X X X DP64
On-the-job training program is carried out on the shop floor (DP61). The instructions for AM
activities are given to the operators directly (Min et al., 2011). Meetings in Oobeya (big
project room) are organized so that the overall inspection can be activated (FR62–DP62).
The most important process of Oobeya is the visualization of value-adding work along with
the time plan and major project targets for the whole organization. Visual output, expected
output, metrics and concurrent schedule are included in the board of Oobeya. Overall
inspection execution is sustained through tentative standards (FR63–DP63). The proficiency
of inspection skills for operators (FR64) is managed via a skill matrix for operators (DP64)
after a certain time.
Decomposition of FR7–DP7. AM standardization (DP7) describes the maintenance and
management of operations (cleaning, lubricating and inspecting activities) under normal
conditions and also extends the role of the operator to the equipment and the work to be
done around it (FR7). Tentative cleaning and lubrication standards (DP5) and tentative
overall inspection standards (DP63) are combined with AM standardization to finalize all
equipment-related activities. The related stage for standardization stage is decomposed into
the following FRs and DPs:
FR71 = enhance material and equipment flow for AM;
FR72 = decrease transportation wastes for AM activities; and
FR73 = document AM activities.
DP71 = machine-dedicated AM kit area;
DP72 = appropriate sequence for AM activities; and
DP73 = AM standards.
2 3 2 3 2 3
FR71 X : : DP71
6 7 6 7 6 7
4 FR72 5 ¼ 4 X X : 5 4 DP72 5 (15)
FR73 X X X DP73
In AM, a machine-dedicated AM kit area is used to eliminate redundant efforts and enhance
the synchronization among maintenance tasks (FR71–DP71). Also, determining the
combination of cleaning, lubricating and inspecting tasks enables transportation waste to be
decreased (FR72–DP72). It is necessary to generate a suitable layout with the operator’s
work combination and route. In AM standards, common items such as time frame, Axiomatic
combinations, routes and the names of responsible personnel should be recorded in writing design
via standards (FR73 and DP73).
Decomposition of FR8–DP8. This decomposition is focused on quality assurance and
lean systems to provide the expected performance. The lean autonomous supervision
system (DP8), the last step of AM implementation, aims to reflect lean thinking while
managing AM and quality via continuous improvement (FR8). The FRs and DPs required 571
for the decomposition of FR8 and DP8 are given below:
FR81 = prevent defects at the source;
FR82 = solve problems systematically; and
FR83 = provide horizontal sharing for knowledge of AM within the organizations.
DP81 = Poka Yoke;
DP82 = design for A3 process; and
DP83 = Yokoten.
2 3 2 3 2 3
FR81 X : : DP81
6 7 6 7 6 7
4 FR82 5 ¼ 4 X X : 5*4 DP82 5 (16)
FR83 X X X DP83
Poka yoke (DP81) consists of sensors or other devices that are attached to the equipment or
machine to track errors that operators overlook (Vinod et al., 2015). Preventing outflow of
defective products to downstream processes and preventing the manufacturing of defective
products are the aims of Poka yoke (FR81). Changes in the maintenance process or on the
equipment are proposed and applied with A3 reporting procedure systematically (FR82–
DP82). Then, the results of the application are evaluated and necessary preventive measures
are determined. A3 thinking is a technique to solve problems systematically for continuous
improvement on the shop floor. The A3 report is built into seven parts, namely, background,
current state, goal, root cause analysis, countermeasures, implementation plan, improved
state and follow-up actions. Yokoten refers to horizontal deployment, which is adapting
beneficial results for continuous improvement from one area to other areas in shop floor.
Consequently, the underlying assumptions and background conditions for success are
acquired and deployed into the process (Netland et al., 2020). From AM aspect, Yokoten
provides the dissemination of countermeasures identified to prevent the recurrence of
defects and breakdowns or any abnormalities (FR83–DP83).
In alignment with the decomposition of the overall system, the holistic design of the AM
system is formed (Figure 4). A complete design matrix for the AM system is generated to
assure that leaf-level design decision is consistent. Inconsistent relations do not exist
between leaf-level DPs and FRs in Table 3.
For example, a suitable environment for the AM (FR2) is realized via three FRs (FR21–
FR23). FR22 cannot be satisfied unless FR21 is satisfied. Moreover, ‘‘5S procedure” (DP23) of
FR23 reaches the ultimate level with one level decomposition (DP231–DP235) while DP21 is
a clear and basic DP which does not require any additional FRs.
IJLSS Application
14,3 The proposed holistic roadmap for AM system design was applied to a textile company
located in Turkey. The DPs defined in the previous section are applied in a towel production
system. The firm has an annual towel-production capacity of 5,400 tons. It has a cotton-
importing and cotton-production capacity of 10,000 tons. Production is made at a covered
area facility with 50,000 m2.
572 In the first phase, it is planned to establish an AM training procedure (DP1). The training
procedure has the AM committee, including team members and a senior manager. The
senior manager (factory/department manager), who is also the project team leader, defines
the policies, sets goals and coordinates the entire process. On the other hand, team members
monitor the progress of AM activities. Team members consist of engineers and supervisors
and are selected based on competency modelling (DP11). The competency model created for
team members is given in Table 4.
In TWI procedure of the company, training with absorption and training by intention
approaches are embedded. AM committee members train on some subjects (realizing and
eliminating waste, 5S, visual management, maintenance management and TPM
management) at regular intervals (DP12).
A preparation plan provides a suitable environment for AM (DP2). The preparation plan
is initiated with the identification of critical machine(s). “Based on the Pareto Analysis made
according to the monthly downtime distribution, machines classified as A are considered as
critical (DP21)”. Pareto analysis for the machines in the apparel section is given in Figure 5.
As a result of the pareto analysis, “long cutting,” “cross hemming,” “long hemming,”
“portable bag closer machine” and “marker cutting machine” were identified as A-class
machines.
Once the critical machines were identified to provide a suitable environment for AM, the
next effort was to gain an understanding of the equipment (FR22). The technical
improvement program (DP22) was designed with on-the-job equipment training program
(DP221) and equipment-specific safety training program (DP222). First, the head of the
relevant department and maintenance personnel informed operators about the technical
working mechanism of the equipment with on-the-job training program. On-the-job
equipment training was performed on the shop floor with direct explanations for machines.
Then, equipment-specific safety training program was created for the operators with the
support of occupational safety specialists.
OPLs which are prepared on certain topics to share the experiences with the equipment
among the operators are posted on AM panel next to the machine (DP223). In Figure 6, an
OPL example on lubricating the long hemming needle bar and lubrication of bush is given.
Figure 4.
Decomposition of AM
design
DP1= DP4=Chan DP8=Lean
DP5=Tentative cleaning DP6=Overall inspection DP7=Autonomous
Training DP2=Preparation plan DP3=Initial cleaning procedure for inspection ge autonomous
and lubrication standards procedure maintenance standards
procedure program supervisor system
DP22 DP23=5S DP32=Four list
Design Parameters
Functional Requirements
DP11=Competency modelling
DP12=Training program
DP21=Pareto Analysis for
equipment determination
DP221=On the job equipment
training
DP222=Equipment specific
safety training
DP223=The one-point lessons
about equipment
DP231=Red tag procedure
DP232=Address, object and
quantity indicators
DP233=Cleaning
responsibility map and
cleaning schedule
DP234=5S audits and
checklists
DP235=Trainings and self-
discipline routines for
DP31=On the job cleaning training
program
DP321=Question List
DP322=Sources of
Contamination List
DP323=Difficult Work Area
List
DP324=Defective Area List
DP32=F-tag procedure
DP24=ASAKAI
DP35=Activity board
DP41=TPM sources of
contamination map
DP42=PM analysis
DP51=Visually marked cleaning
and lubrication points
DP52=Preferred cleaning method
DP53=Preferred oil type and
lubrication method
DP54=Maps, instructions and
checklists
DP61=On the job training plan for
lubrication, cleaning and tightening
DP62=Design for OOBEYA
meeting
DP63=Tentative overall inspection
standards
DP64=AM Skill matrix for
operators
DP71=Machine dedicated AM kit
area
DP72=Appropriate sequence for
AM activities
DP73=AM standards
DP81=Poka Yoke
DP82=A3 Procedure
DP83=Yokoten
FR11=Determine AM team leader and project community X

FR12=Increase awareness of AM team
FR1=
X X
Enhance
operators
maintenance
consciousness
FR21=Utilize resources effectively X X X
FR221=Explain technical working mechanism X X X X
FR222=Notice equipment potential risks in terms of industrial
accidents X X X X X
FR223=Make operators share their equipment learning experiences
FR22=Provide
X X X X X X
FR231=Distinguish and sort necessary and unnecessary items
X X X X X X X
FR232=Reduce non-value-added activities X X X X X X X X

FR233=Generate a working environment that is appropriate
X X X X X X X X X
FR234=Maintain 5S performance X X X X X X X X X X
FR235=Make 5S part of culture
FR2=Provide a suitable environment for AM

X X X X X X X X X X X
FR23=Provide equipment
FR31=Increase knowledge of operator X X X X X X X X X X
FR321=Create opportunities for operators to discover and share
X X X X X X X X X X X
FR322=Notice contamination sources X X X X X X X X X X X X

FR323=Identify difficult cleaning areas X X X X X X X X X X X X X
FR32=Documen
FR324=Detect defective parts X X X X X X X X X X X X X X
FR3=Identify
FR33=Prevent defects on the equipment X X X X X X X X X X X X X X X
hidden abnormalities
FR34=Provide participation and activity tracking for AM X X X X X X X X X X X X X X X X
FR35=Maintain better communication among shifts X X X X X X X X X X X X X X X X X
FR41=Visualize sources of contamination and difficult work areas
X X X X X X X X X X X X X X X X X X X X
FR42=Generate appropriate solutions for contamination and difficult

work areas X X X X X X X X X X X X X X X X X X X X X
and difficult
FR4=Eliminate
FR51=Determine cleaning and lubrication needs of equipment X X X X X X X X X X X X X
FR52=Increase effectiveness of cleaning machines and equipment X X X X X X X X X X X X X X
FR53=Increase effectiveness of lubrication X X X X X X X X X X X X X X X
of AM
FR54=Visualize and control lubrication and cleaning subjects
X X X X X X X X X X X X X X X X
FR5=Prevent the sources of

the recession contamination
improvements work areas
FR61=Increase knowledge of operators about tentative AM standards
X X X X X X X
FR62=Activate overall inspection X X X X X X X X
ability
FR63=Sustain execution of overall inspection X X X X X X X X X
operators
inspection
FR6=Increase
FR64=Control the proficiency of inspection skills X X X X X X X X X X
X X X X X
d
FR71=Enhance material and equipment flow for AM
an
FR72=Decrease transportation wastes X X X X X X
t ing
FR73=Document AM activities
r ic a
cleaning,
X X X X X X X
inspecting
conditions
ub
FR7=Describe
l
activities under
FR81=Prevent defects at the source X X X X X X X X X X X X X X X
FR82=Solve problems systematically X X X X X X X X X X X X X X X X
FR83=Provide horizontal sharing for knowledge of AM within the
organizations
X X X X X X X X X X X X X X X X X
autonomous
improvement
FR8=Manage
maintenance and
quality via continuous normal working
Complete design
Axiomatic
573
design
matrix for AM
Table 3.
IJLSS
14,3 Focus group Main competence Main attitude traits
Corporate Communication skills Expresses opinions clearly

competencies Team work Works in harmony with teams
Professional Operational skills Takes care of subordinate/superior relations
competencies Project management skills Develops new projects
574 Time management skills Timely analyze the reasons for defects and breakdowns
Functional People management skills Evaluate staff, makes efforts to develop them
competencies OHS skills Knowledgeable safety measures prescribed for a particular
Table 4. work
Competency model Motivation skills Becomes a role model
for AM community Management Resources management Uses resources appropriately and economically
members competencies Management responsibilities Should be responsive of his area of work
Figure 5.
Pareto analysis for
equipment selection
Figure 6.
OPL for “lubricating
the long hemming
needle bar and
lubrication of bush”
Visual control of equipment is an indispensable requirement in making the conditions

suitable for AM. 5S method was a fully adapted method for this need (DP23). A red tag
application was performed to provide classification and orderliness. Address, object and
quantity indicators were used to eliminate the physical stresses on operators so that they
could perform AM activities in an organized environment where nonvalue-added activities Axiomatic
are eliminated. Red tags and indicators were visualized by the operators, and the design
countermeasures were handled under the responsibility of the AM teams. Also, 5S audits
and checklists were placed on the activity board (DP35) near the corresponding equipment.
Applied red tags with solutions, indicators used for reducing nonvalue-added activities and
5S audits are entered into the software system.
Initial cleaning procedure (DP3), one of the basic steps of AM implementation, was
performed to identify hidden abnormalities. On-the-job training cleaning program (DP31) 575
was performed so that related operators enhance their knowledge about the equipment and
its cleaning. On-the-job training practice organized for the wet opening machine in the
dyehouse is shown in Plate 1.
Operators hang F-tag cards of different types on the equipment, depending on defect
(DP33). Red and white F-tags represent defects to be handled by maintenance department
and operator, respectively. Yellow F-tags show OHS issues. F-tag cards are analyzed and
necessary actions are planned according to the F-tag card process specified in Figure 3.
Because there is a target for the number of F-tag cards, operators sometimes hang them in
redundant situations. However, when this target is repealed, the F-tag card hanging
frequency decreases drastically. Therefore, once the operators are told that not everything
should be counted as an error, they are capable of distinguishing between questions,
contamination sources and difficult work areas through the four lists procedure (FR32–
DP32). Determined situations are processed into the related ones from the four list and hung
on the area where problems are detected.
On the other hand, F-tags are used for defects in shop floor and equipment orderliness,
equipment mechanisms and equipment components. Any F-tag associated with AM was
brought up on the next day asakai (DP34), so that task assignments related to the
implementation plans of F-tags could be made with support from other departments. There is
an activity board adjacent to each equipment where the AM is performed. Activity boards for
AM (DP35) were used to maintain communication among shifts. Used boards contain TPM
sources of contamination and difficult work areas map, graphs for the number of F-tags,
cleaning standards, inspection schedules, OPLs and AM implementation plan.
To determine and eliminate the contamination sources and difficult work areas, mapping
and PM analysis were performed on the equipment and their surroundings (DP4). For
instance, contamination sources and difficult work areas (DP41) for cross hemming machine
are mapped in Figure 7.
Plate 1.
On-the-job training
program for wet
opening machine
technical
improvement
program
IJLSS
14,3
576
Figure 7.
TPM contamination
sources and difficult
work areas map for
“cross hemming
machine”
The difficulty in removing the hydraulic hose on the velvet knife sharpening machine was
eliminated via PM analysis (DP42) (Figure 8).
Operators do not proceed with restorative and remedial tentative standards without
necessary preparations. Therefore, the tentative standards (DP5) must be illustrated simply
with suitable aids such as a routine maintenance map, tags or instructive labels displayed
on each spot of the equipment. Code numbers and identification colors for each type of
lubricating and cleaning activities were assigned to the corresponding machine area.
Figure 8.
PM analysis for a
shop floor problem
Lubrication labels that indicate the types and viscosity of lubricants, lubrication intervals Axiomatic
and work allocations simplify operators’ efforts. design
The machine lubrication points were visualized and append next to the machine. The
lubrication points for the apparel department machines are marked with green circles as
shown in Figure 9 (DP51).
The basic cleaning, lubricating and inspection visuals corresponding to different
activities are shown in Figure 10 (DP52).
Tentative cleaning and lubrication standards are given in Tables 5 and 6 (DP52 and 577
DP53), respectively.
Lubrication and cleaning tags were created so that operators could apply tentative
standards more easily and accurately (DP54). The layout of shop floor was marked with
cleaning, lubrication and inspection tags (Figure 12).
Within the overall inspection procedure, 125 training points were determined in a total of
14 machines on the shop floor. A total of 305 h of training was given to 12 employees related
to each point (DP61). Oobeya meetings were held for maintenance and lean training and
Figure 9.
Long hemming
machine lubrication
points
Figure 10.
Cleaning and
inspection types
images
IJLSS Equipment: cross hemming Prepared by: Date issued:
14,3 Checked by: Date expired:
Location
Location code Cleaning standards Cleaning material Frequency
Main body and C1 Cleaning of machine environment Compressed air and Shift
surroundings brush
578 Print and fabric C2 Cleaning the pile and yarn Compressed air Day
producing millers accumulated in the area
Fold zone C3 Cleaning the pile and yarn Compressed air Day
accumulated in the area
Hemming heads C4 Needle and looper area dust and Compressed air Day
thread cleaning
Towel stacking C5 Cleaning the accumulated yarn and Compressed air Day
zone lint between the conveyor belt
Towel stacking C6 Cleaning the peak counter sensor Compressed air Day
zone
Label handlers C7 Cleaning the sensors Compressed air Day
Filter C8 Cleaning the filters Compressed air and wipe Shift
Table 5. clean with damp rags
Cross hemming Absorber motor C9 Engine cleaning – Shift
tentative cleaning Production board C10 Wiping and control Wipe clean with damp Day
standards rags
Equipment: cross hemming Prepared by: Date issued:

Checked by: Date expired:
Lubrication
Location Code Standards Lubricant amount (liter) Frequency
Central lubrication L1 Cutting kit lubrication DTE 26, Ebergol 20 Weekly

HLP 68
Pressomat L2 Within ranges DTE 26, Ebergol 1.5 Per
HLP 68 six months
Fold zone L3 Lubrication of shafts Grease 0.5 Weekly
Compressed air L4 Within ranges Grease 1 Weekly
periodic maintenance
unit
Table 6. Hemming heads L5 Within ranges Grease 0.7 Weekly
Cross hemming Deceleration gear L6 Input, brush drive, fold Gear 629 0.5 Monthly
tentative lubrication control
standards Absorber Motor L7 Sufficient oil film Machine oil 0.5 Monthly
inspect manual were created (DP62). After completing on-the-job training plans for
lubrication, cleaning and tightening, operators thoroughly inspected their equipment.
Specific areas of equipment were determined for routine inspection and then tentative
overall inspection standards based on prior overall inspections were set with sequences and
work routes (DP63).
Fastener, electrical, power transmission and hydraulics/pneumatics were selected as overall
inspection categories. Inspection details should be described clearly in the overall inspection
manuals. These manuals specify the basic structure, function, inspections methods, causes of
deterioration and remedies in the corresponding major equipment and inspection category. An Axiomatic
example of inspection manual on category “hydraulic” is illustrated in Figure 11. design
Operators practiced newly acquired skills as a result of training in each inspection
category. According to FR64, AM skill matrix (Figure 13) were used to manage operators’
inspection skills in each category. Operators’ skill ratio was calculated dividing the number
of red quartiles by the total number of quartiles.
With AM standardization (DP7), all AM activities were finalized. The central and local
storage of the lubricant and cleaning tools, containers, inventories, supply and disposal 579
schemes and related places were specified on a layout (Figure 12). Additionally, kit areas were
generated according to the equipment AM activities to enhance the AM material and
equipment flow (DP71). As one of the seven big losses, transportation waste was decreased by
an appropriate sequence for AM activities, which was also stated in the standardized work
chart (DP72). Prepared with method studies, the apparel department AM activities layout is
illustrated in Figure 12 and the standardized work chart created for cross hemming machine,
which includes the combination of activities to minimize transportation, is given in Figure 14.
Tentative lubrication and cleaning standards were detailed in this section. They were
documented with AM standards and integrated into the company’s enterprise resource
planning system (DP73).
Within the scope of DP8, continuous improvement (Kaizen) was established company-wide
basis. As an example of Poka Yoke (DP81), defected fabrics were produced as a result of the
machine that was not working properly because of waste from the velvet machine clogging the
pipes. The use of transparent pipes was used to monitor pipes for preventing defective products.
The problem-solving A3 technique (DP82) is a reaction to problems in daily activities,
while the proposal A3 is future-oriented for improvements. Specifically, proposal A3
example for the focused textile firm is illustrated in Figure 15.
Corrective actions were disseminated throughout the organization with Yokoten (DP83).
A3 forms were stored in the company’s information system so that they can be easily
accessed by every department. Consequently, wrong actions that have already been tested
in another working area and problems are not repeated.
Figure 11.
Inspection guideline
IJLSS
14,3
580
Figure 12.
Apparel department
AM layout plan
Figure 13.
Operators’ overall
inspection skills
matrix
Results
The AM procedure designed within the scope of lean philosophy was proceeded for a year.
All AM activities are audited to check whether operators pursue the causes of breakdowns
and minor stoppages. Each operator must demonstrate their capability for cleaning,
lubricating and inspecting.
Metrics are investigated by AM committee as a “key performance indicators” in weaving,
dyeing and apparel departments. The following key performance indicators are considered:
Axiomatic
design
581
Figure 14.
Cross hemming
standardized work
chart
Figure 15.
A3 proposal example
for AM
IJLSS the ratio of department-based cleaning, periodic maintenance, planned maintenance
14,3 downtime to available time (DT/AT);
the ratio of the number of F-tag cards posted to the number of operators (FTAG/O);
the ratio of red quartiles in skill matrices to total quartiles (RRQ/TQ);
the average downtime (downtime/number of failures) (ADT);
the average elapsed time between two failures [(Operation Time-Downtime)/
582
Number of Failures) (AET); and
the average OPLs training time (training time for all OPLs/the number of OPLs)
(AOPL).
Numerical results for AM key performance indicators are provided in Figure 16. Target
limits are given with respect to before AM implementation plan period and firm policy. The
results are compared with target values so as to clarify whether improvements have been
achieved via the application of the proposed AM system design.
Performance metric ADT has the desired value in each department. Because the apparel
department is the section which pioneered the implementation of the designed system, the
superiority of establishing AM design over before implementation plan with the shortest
ADT (69%) is indicated. According to the performance metric DT/AT, the positive effect of
the AM application is observed in each section except the weaving section. However, in the
apparel section, the performance metric FTAG/O exceeds the upper limit of the desired
range. This result shows that F-tag cards were hung in unnecessary places to reach the
target. Differences between the four list and F-tag cards should be transmitted to the
operators more clearly. The earlier adaptation of AM in apparel department resulted in
higher values for RRQ/TQ and AOPL when compared to the other departments. Moreover,
Figure 16.
AM performance
metrics
the best value for AET was obtained in the apparel department. In weaving, the desired Axiomatic
target for DT/AT was not satisfied. Training sessions should be increased so that operators design
can monitor their equipment more closely and take necessary actions to avoid interruptions.
In other words, because AOPL value was insufficient, downtimes caused by defects could
not be eliminated easily.
Figure 17 represents the number of operator F-tags (white) and maintenance F-tags (red)
that were hung and resolved with the AM implementation. According to this graph, the 583
number of hung white F-tag cards appears to be high in earlier weeks, but the number of
solved ones is low. The same situation is also valid for red F-tags. In the following weeks,
the numbers of hanging and resolved F-tags for both types converge. During AM, there was
a decrease in the number of white F-tags that were hung after the first year. Increasing the
knowledge of the operators on their equipment, redefining maintenance and operators’ roles
and removing the number of F-tag target throughout the factory contributed to this result.
Conclusion
AM is characterized by including the motivation of management and total employee
involvement to improve equipment reliability, maintainability and productivity. In addition
to the aforementioned goals, continuous improvement should be ensured to balance both the
human and equipment perspectives of AM system. Therefore, the AM process should be
supported with lean practices. Integrating the framework of lean manufacturing to AM
Figure 17.
Number of hung and
resolved F-tag cards
IJLSS design solutions requires high expertise and systematic approaches in production processes.
14,3 This study reveals that AD is a suitable methodology for an overall AM system design. The
independence axiom provides a systematic framework and avoids confusion in determining,
understanding and realizing all design goal requirements. Therefore, the roadmap was
established step by step to address AM using AD. In this framework, an extensive literature
review was performed. Previous studies were compiled taking into account different
584 implementation characteristics of AM. As a contribution, our study also introduces a novel
segmentation, including preliminary, reactive, preventive and proactive steps. Moreover, a
new AM design model embedding lean practices was presented to handle the zigzagging
decomposition process in each step of AM. The developed roadmap was implemented in a
textile manufacturing company. The effectiveness of the design was verified through
several performance metrics.
The proposed design provides valuable insights and implications. “Design for
maintainability” plays a critical role in the performance of AM activities because it affects
the convenience for maintenance during the product life cycle. Moreover, neglecting the
preparatory phase in the implementation process affects adversely such a proactive
approach. From capacity management perspective, the proposed AM design is useful to
generate freed-up capacity from reduced downtime. Because human factor is also the focus
of AM, the waste of unused human mind and ability is eliminated via the proposed model.
Last but not least, this study introduces an application-supported guideline for managers
and practitioners trying to increase the involvement of operators to maintenance processes.
For future work, the proposed methodology can be redesigned by adopting digital
transformation technologies such as machine learning, mobile devices and digital twin. The
study can be expanded by performing zigzagging across three main areas (functional,
physical and process). Fuzzy logic may also be used to better explore the relationship
between FRs.
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Corresponding author
Emre Cevikcan can be contacted at: [email protected]
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Literature review on autonomous maintenance in total productive maintenance context

Literature review on axiomatic design

Study Step 1 Step 2 Step 3 Step 4

procedure into steps

Study Application subject Design area Lean tools

Durmusoglu and Cellular manufacturing system System design Available

DP22 DP23=5S DP32=Four list

FR11=Determine AM team leader and project community X

FR223=Make operators share their equipment learning experiences

FR232=Reduce non-value-added activities X X X X X X X X

FR2=Provide a suitable environment for AM

FR322=Notice contamination sources X X X X X X X X X X X X

FR42=Generate appropriate solutions for contamination and difficult

FR5=Prevent the sources of

FR62=Activate overall inspection X X X X X X X X

Corporate Communication skills Expresses opinions clearly

Visual control of equipment is an indispensable requirement in making the conditions

Equipment: cross hemming Prepared by: Date issued:

Central lubrication L1 Cutting kit lubrication DTE 26, Ebergol 20 Weekly

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