Yamashina WCM Introduzione PPT Compatibility Mode Repaired
Yamashina WCM Introduzione PPT Compatibility Mode Repaired
Yamashina WCM Introduzione PPT Compatibility Mode Repaired
World Class
Class Manufacturing
Manufacturing
Dr.
Dr.Hajime
HajimeYamashina
Yamashina
Professor,
Professor,Kyoto
KyotoUniversity
University
Member
Memberof ofRoyal
RoyalSwedish
SwedishAcademy
Academyof
of
Engineering
EngineeringSciences
Sciences
1
Part I Introduction
( What is WCM?)
2
Part V Professional Maintenance ( PM)
(PM is needed in case where there are no operators
and/
or in case where five senses or simple means to detect
anomaly cannot be utilized. Assessment of required
maintenance knowledge)
3
Part I : Introduction
4
1. Importance of Continuous Improvement
2. What is WCM and why WCM now?
3. TQC and TQM
4. TPM
5. JIT
6. TIE
7. Major Pillars to Support WCM
5
1. Importance of Continuous Improvement
6
Importance of Continuous Improvement
o u s
t i n u
on e n t
c
b rovem
y
Current level imp
wit
h
imp out c
r ov on ti
em nu o
ent us
7
The Reality of Innovation without Kaizen
Ideal level
Innovation
8
Innovation with Kaizen
Maintain
KAIZEN
Ne w
standard
Innovation
[Without] [With]
Gap
The performance level
6 months later
12 months later
24 months later
11
The need of continuous improvement on the production floor
Problems Countermeasure
Bad design
Development of competent
Maintenance production engineers and able
operators who can cope with
Market change the problems
New technology
12
Two different approaches
fire fighting
improvement
which will just increase production cost.
Unless we are able to highlight these problems visually and
resolve them quickly enough, production becomes weaker
and weaker and will harm the company eventually.
14
Commitment of the organization
15
(-Continued)
Water Cloud
Physical characters of water Completely different behavior from
physical characters of water
17
To improve cash flow, production performance is
very, very important.
But, it varies very much depending on the nation,
the company, the corporate culture, the factory
and the employee even if they use the same
equipment.
18
Unless we in production continuously
find our problems by ourselves and set
our themes to resolve autonomously,
the company will not become competitive
enough to fight in a fierce and highly
competitive market.
19
Daily work
Plant manager Improvement duty
Head of department
Head of section
Assistant manager
Foreman
20
On hierarchic organization, people in the upper rank
must have higher percentage of improvement duties.
21
• Various management tools such as :
1. Lean (or agile) production
2. 6 σway
3. Kaizen (Continuous Improvement)
4. Empowerment of people
5. Concurrent engineering
were developed by Americans.
• These were developed by careful study of Japanese manu-
facturing, especially JIT system.
• They found the strength of it is the one of “process” and the
one of empowered shop floor people.
22
“It is not the strongest of the species that survives,
not the most intelligent,
but the one most responsive to change.”
Charles Darwin / The Origin of the Species
23
2. What is WCM and why WCM now?
2.1 What is WCM and why WCM now?
2.2 WCM
24
What is WCM and why WCM now?
25
WCM
TQM
1 2. 3. 4.
Demand Quality Machine
fluctuation breakdowns Productivity
problems
TQC TPM
JIT TIE
PT Prof. H. Yamashina
26
WCM
27
TQM
SOFTWARE
TQM METHOD
Change intangible
software into hardware TQC
and humanware JIT
HARDWARE
TIE TPM
TPM MACHINE
MATERIAL
HUMANWARE
TIE •MAN
PT
28
3. TQC and TQM
29
The definition of TQC and TQM :
30
• In order to perform quality control effectively,
throughout all phases of the enterprise activities such
as market survey, research and development, planning
of product, design, production readiness, procurement
and subcontract, manufacture, inspection, sales and
after sales servicing as well as finance, personal affairs
and education and training, whole personnel including
from the executives down to the managers, foremen
and workers are required to participate and
collaborate.
• The quality control activities conducted in such way is
called “company-wide quality management” or “total
quality management”, and “TQM” for short.
31
The QC Mindset The QC viewpoint is vital
32
Tab. 3.1 Traditional Way of Thinking (- continued) (-Continued)
33
Development of the Japanese Quality Assurance
Vision, strategy
Satisfactions of stakeholders
Management
R&D
Marketing
Product planning
Design
Production preparation
Business
Manufacturing techniques
Purchasing
Manufacturing
Quality control
Inspection control
Inspection QC
Process QC
Total Quality Control
TQM
34
Tab. 3.3 The QC Mindset
Category The QC Mindset Meaning
T Total (1) Strengthening the Use QC to create a company constitution
company constitution capable of achieving lasting prosperity
(2) Total participative Unite employees’ talents companywide
management and exercise them to the full
(3) Education and Boost human resource development by
dissemination strengthening education and training
(4) QC audits Top management itself must check the
state of progress of QC and champion QC
activities
(5) Respect for humanity Respect people’s dignity and have them
do their best
S Statistical (6) Use of QC tools It’s no good trying to do things by one’s
own devices
(7) Dispersion control Pay attention to dispersion and identify its
causes
35
Tab. 3.3 The QC Mindset (-continued)
C Control (11) The PDCA Wheel Conscientiously follow the Deming Cycle
(12) Management by fact Base decisions and actions on facts
(13) Process control Control the process of work
rather than its results
(14) Standardization Formulate, observe and utilize standards
(15) Source control Control systems at their source,
not downstream
(16) Policy management Use policy management to evolve
consistent company activities
36
Tab. 3.3 The QC Mindset (-continued)
Category The QC Mindset Meaning
C Control (17) Cross-functional Create horizontal links throughout the
management organization and improve systems for
managing quality, cost, delivery, safety
and morale
I Improvement (18) Priority Pounce on priority problems and attack
consciousness them mercilessly
(19) The QC 7-Step Effect improvements by faithfully
Formula following the QC 7-Step Formula
(20) Recurrence Never repeat the same mistake!
prevention, prior Do not neglect recurrence prevention and
prevention prior prevention of trouble
37
The tools developed in TQM philosophy
QC 7 tools, SQC,
New QC 7 tools
Policy management
* Relations diagram
* KJ method (affinity diagram)
. . . Policy deployment
* Systematic diagram QFD
* Matrix diagram Process FMEA
* Matrix data analysis
FTA
* Process decision program chart
(PDPC) DR system
* Arrow diagram Reliability engineering, etc.
7 tools for product planning
7 tools for establishing strategy
Prof. H. Yamashina
38
4. TPM
4.1 Definition of TPM (Company-Wide TPM)
4.2 5 Key Points to Solve the Problems
4.3 What TPM Aims at
4.4 TQM and TPM
4.5 The tools developed in TPM philosophy
39
Definition of TPM (Company-Wide TPM)
40
5 Key Points to Solve the Problems
41
42
What TPM Aims at
・ Educate and foster employees so that they can cope with the
company needs
Improving
human
(1) Operators : Ability to perform " Autonomous maintenance "
resources
(2) Maintenance people : Ability to perform first class professional maintenance
(3) Production engineers : Ability to develop highly effective equipment
43
TQM and TPM
• 5S
• Autonomous Maintenance
• Planned Maintenance
• 5 Why analysis
• 5G Principles
• Step by step approach
• Processing point analysis, etc.
45
5. JIT
5.1 The definition of JIT production:
5.2 Two Performance Measures
5.3 The tools developed in JIT philosophy
5.4 Mixed delivery
5.5 Delivery per item
46
The definition of JIT production :
47
JIT (Lean Production) Conventional Mass Production
Characteristics: Characteristics:
• Leveled production • Large lot production
-One piece flow -Large warehouses, large inventory
-Single set up -Production system for each
• Just-in-time product (concentration)
-Kanban • Job division system
-Quality assurance at the process -Machining division, assembly
-Utilization of manual idle time division
-Multi-purpose operation -Inspection division
-Production control division
49
Two Performance Measures
50
DELIVERY PER ITEM
AAAAA
W. Germany
1/w
B
1/w
C
1/w
D
Warehouse
1/w
Stock
level/ Change scale E
item E E E E E
E
2.5
A B C D days 1/w
51
E
MIXED DELIVERY
Small suppliers
W. Germany
Small trucks
A B
C
5/w=1/day
Warehouse
A B C D E
Stock level/item
1
D
0.5
A B C D E days
52
The tools developed in JIT philosophy
53
6. TIE
6.1 The definition of TIE
6.2 The tools developed in TIE philosophy
6.3 Elimination of the three main enemies of productivity
6.4 Pace monitor (Cont’d)
6.5 Operation Standard (OS)
54
The definition of TIE
55
Elimination of the three main enemies of productivity
56
100
0
50
8:
Out put
10
30: 00
Pace monitor
12 : 00
15 : 00
17 : 15
19 : 00
57
Operation Standard (OS)
60
7. Major Pillars to Support WCM
7.1 Major Pillars to Support WCM
7.2 What does cost deployment mean?
7.3 Major Pillars to Support WCM
7.3 The Major WCM Development Activities
7.4 Seven Steps of Cost Deployment
7.5 Seven Steps of Focused Improvement
7.6 Seven Steps of Autonomous Maintenance
7.7 Seven Steps of Professional Maintenance
7.8 Seven Steps of Quality Control
7.9 Seven Steps of E.E.M
7.10 Seven Steps of Education & Training
7.11 Seven Steps of Safe and Pleasant Environments
7.12 Educational subjects
61
Major Pillars to Support WCM
62
What does cost deployment mean?
63
(3) by clarifying if the knowhow on waste and loss
reduction is available and by obtaining the
knowhow if needed
(4) by ranking the items for waste and loss
reduction according to priority based on cost and
benefit analysis and then by establishing a cost
reduction program for meaningful cost reduction.
64
Cost deployment
Focused improvement by
TPM, TIE & JIT
Autonomous Maintenance
Professional Maintenance
TQM
PT
WCM
Development of Early
Equipment Management Program
Major Pillars to Support WCM
66
• Our compass is Cost Deployment
67
• But the value lies in our journey
68
Seven Steps of Cost Deployment
Step 7
• Establish
• Identify improvemen
wastes and Step 6 t plan and
losses its
qualitatively • Estimate implementat
• Translate ion
• Identify identified costs for
wastes and wastes and Step 5 improvement • Follow up
• Identify losses into costs and the and to the
losses based • Separate amount of
total factory on the past • Identify next stage
costs by casual possible cost
operating data losses and methods to reduction
financial (if available) resultant Step 4 recover
dept. or on the losses wastes and
measurement losses
• Establish of wastes and
target for looses
cost quantitatively Step 3
reduction
• Separate
total costs
by different Step 2
processes
Step 1
69
Seven Steps of Focused Improvement
Step 7
Theme selecting standard
Those items which can be expected • Follow up
to create higher effects Step 6 and
Those items which require creation horizontal
of new know-how’s expansion
• Cost and
Step 5 benefit
analysis
• Project
Step 4 activities by
identificatio
• Identification n of a proper
•Project team
of 16 major method
• Setting of a Step 3
losses • Line manager
model area (Leader)
• Production
or •Deciding the engineering
equipment Step 2 theme • Design
• Maintenance men
•Promotion • Others
planning and
Step 1 preparation
• Bottleneck process
• Large loss
70
Seven Steps of Autonomous Maintenance
Step 7
Integrated activities among
Fully
autonomous maintenance, implemented
planned maintenance, quality Step 6 autonomous
maintenance and safety control. management
Workplace
Step 5 organization
and
housekeeping
Step 4 Autonomous
inspection
General inspection
Step 3
Tentative standards
Step 2
Countermeasures
Step 1 against sources
Initial cleaning
71
Seven Steps of Professional Maintenance
Phase 4
Step
Step77
Step
Step11 Reverse deterioration
(breakdown analysis)
Elimination of forced deterioration
and prevention of accelerated deterioration
72
Seven Steps of Quality Control
Step 7
Improvement
Step 6 of zero scrap
conditions
Check
Step 5 conditions for
zero scraps
Definition of
Step 4 zero scrap
condition
Attack against the
Step 3 main causes of
chronic defects
Cause-and-
Step 2 effect analysis
of chronic
First restoring defects
Step 1 of the abnormal
conditions
Definition of
current
conditions 73
Seven Steps of E.E.M.
Initial flow
Trial
Production Step 7
DR-1 DR-7
purpose of investment Installation Step 6 Product quality
the necessity
DR-6 operability
equipment function
Profitability checking Manufacture Step 5 debugging maintainability
completion time DR-5 reliability
Detail design Step 4 debugging safety
based on MP equipment
DR-4 information,
Concept function
Step 3 debugging etc.
basic design equipment
confirmation capacity
of machine etc.
Planning Step 2 function and
accuracy
DR-2
DR-3
Step 1 establishment of design goals
LCC or LCP debugging
Equipment function MP design
equipment capacity design for QA based
quality level on 5 conditions
layout flexibility
visuality design for LCC
completion time design for safety 74
Seven Steps of Education & Training
Step 7
Continuous
Step 6 evaluation
Specific &
Step 5 elective skills
Establish system
Step 4 for developing
and nurturing
Establish revised
Step 3 training systems for
skills development
and identify experts.
Daily team
Step 2 maintenance
projects.
Establish initial
Step 1 training system
for skills
development.
Establish
principles &
priorities. 75
Seven Steps of Safe and Pleasant Environments
Step 7
Fully
implemented
Step 6 safety
management
Step 5 Autonomous
safety
standards
(*Overall
Step 4 Autonomous inspection of
inspection safety levels
General (Predictive *Reevaluation
Analysis of Step 3 inspection countermeas if safety
accidents for safety ures against control)
(Analysis of (Train and safety
causes) Setting grow problems)
Step 2 tentative
standards people in
such a way
Countermeasu for safety
(Listing all that they
Step 1 res and care for
horizontal safety safety)
expansion problems)
(Countermeas
ures at the
similar areas)
76
Seven Steps of Creating Good Environments
Environment
Step 7
Step 6
Step 5
Step 4
Step 3
Step 2
Step 1
77
Step 1 :
• Understand the local laws and regulations on environments and their trends.
• Identify the environmental issues the plant must deal with and rank/priotize them.
• Appoint a responsible person for the environments and form an organization
including finance for them.
• Establish an education system to nurture employees on environments and risk
management.
• Select an area, a block and processes to attack the identified environmental issues.
• Raise projects and programs for major environmental issues and select team
members.
• Set the objective and target.
Step 2 :
• Take action against contamination sources
• Identify proper methods and implement countermeasures against the sources of the
identified environmental problems.
• Investigate environmental risk and take countermeasures against them.
78
Step 3 :
• Prepare provisional standards.
• Horizontally expand in other areas the know-how created in Step 2.
• Establish a self auditing system by the top management.
Step 4 :
• Check input materials such as raw materials and energy, etc. to the plant, area,
block and processes and identify how they will come out as outputs such as
products, scraps, dust, heat, noise, to the processes, block, area and the plant.
• Quantify them and based on their priorities, take countermeasures against the
undemanded outputs step by step.
• Chemical substance control.
• Resource saving.
• Energy saving.
Step 5 :
• Establish an EMS together with supporting systems such as environmental
accounting system, operating system and reporting system.
79
Step 6 :
• Establish systems for environmental load reduction, environmental risk reduction
and environmental load reduction in logistics.
• Pursue green procurement.
Step 7 :
• Use fully implemented EMS toward the creation of a model plant for
environments.
80
Educational subjects
Level
Subject
Basic Intermediate Advanced
*Definitions of waste and *Waste and losses in *Up to the upstream
losses indirect divisions involving business
*Measurement of waste department, design
and losses department, etc.
*Translation of waste and *Profit deployment
losses to costs
*Development of C, D
CD and E matrices
*Raising projects
81
(-Continued)
Level
Subject
Basic Intermediate Advanced
*5S’s *The 4M technique *QC step7
*7QC tools *The 5W1H technique *QFD
*SQC *Process capability *7 tools for product
*PDCA cycle improvement planning
*QC problem solving *5 conditions for zero *7 tools for establishing
approach defect strategy
TQC *Systematic diagram *New 7 QC tools *Process QFD
*Objective *Poka-Yoke *FTA
deployment *QC step5~step6 *QA network
*QC step1~step4 *DR system *Policy management
*DOE
*Taguchi methods
82
(-Continued)
Level
Basic Intermediate Advanced
Subject
*AM step1~step4 *Modified AM *PM step6~step7
** Easy cleaning, ** Assembly
** Inspection *RCM
checking and ** Forklift
*Maintenance
lubricating ** Material handling
** Warehouse information system
*PM step1~step3 *PM step4~step5 *Real time
**5 Why’s analysis
*Processing point management
**Breakdown
analysis *Unmanned operation
analysis
(principle and
TPM *TBM operation standard)
*High speed camera
method
*Spare parts
management
*CBM
*EEM
83
(-Continued)
Level
Basic Intermediate Advanced
Subject
*Production techniques *Material management *Production planning
**Minimal M.H. **Sequential feeding and control system
*Setup time reduction **Supply by kanban *COP
techniques *Internal logistics *SCM
**ECRS *Minimization of transfer *IPS
*Assembly line batches
techniques *External logistics
*Layout techniques ** Mixed delivery
JIT *Lead time reduction *Flow analysis
techniques *Small in-line machines
*Visual management *Inventory management
*SOP *Integrated logistics of
sales, production and
distribution
84
(-Continued)
Level
Basic Intermediate Advanced
Subject
*IE *Separation of labor *IE with IT
(Muri, Mura, from equipment
Muda)
*Video taping *Separation between the
method labor of operation and
*Pace monitor the one of
*N.V.A.A. transportation
*Multi-process *LCA
operation
*Material handling
TIE *The way to teach
*Radar chart
*Skills development
*Career path
programme
*Employee’s
satisfaction
*Safety step1~step4
**Accident
analysis
85