World

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?)

Part II The Basics Knowledge of Production Technology

　　　　　　
Part III The Basics of Maintenance
(Theory of Maintenance)

Part IV Autonomous Maintenance

(Operator’s maintenance. AM is powerful in case
where there are operators and where breakdowns, de-
fectives and minor stoppages take place due to lack of
maintaining the basic condition of equipment.)

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)

Part VI Quality Control

Part VII Policy Deployment

(The roles of managers)

Part VIII Implementation Process of WCM

(The meaning of the 20 criteria on WCM)

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

1.1 Importance of Continuous Improvement

1.2 The Reality of Innovation without Kaizen
1.3 Innovation with Kaizen
1.4 Philosophical Difference
1.5 The need of continuous improvement on the
production floor
1.6 Commitment of the organization

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

•Importance of Continuous Improvement

Ideal level

Innovation

8
 Innovation with Kaizen

Maintain

KAIZEN
Ne w
standard
Innovation

Involvement of shop floor people

9
Two cases without autonomous improvement and with continuous improvement

[Without] [With]

Gap
The performance level

The performance level

1st 2nd 3rd 4th 1st 2nd 3rd 4th

Generation Generation 10
 Philosophical Differences

Failure Driven Prevention Driven

Process is Process is
capable capable

move to the only the

next fire “if it ain’t broke,
starting point
“KAIZEN”
don’t fix it”

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

1) Fire fighting approach

fire fighting
improvement

Due to lack of foundation

and lack of standardization and maintenance, sustaining the achieved result is difficult and
the problem will come back again.

2) Continuous improvements with P.D.C.A cycle

Problem identification analysis countermeasures Implementation

checking results OK standardization Horizontal expansion
further detail analysis
standardization NO 1. true cause identified ?
more sophisticated 2. right method used and
good analysis made?
method 3. right countermeasure
implemented?
standardization
13
In a factory, there normally exist huge amount of waste and
losses such as the following :
(1) Machine breakdowns
(2) Setup operation
(3) Defectives
(4) Minor stoppages
(5) Delay of part delivery from suppliers
(6) Absence of an operator

　
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

The five levels of active organization :

Level 1 : People deny that there are problems or
don’t want to see them.
Level 2 : People admit that there are problems
but find excuses for not being able to
solve them.

15
 (-Continued)

Level 3 : People accept the fact that there are

problems but unable to solve them because
they don’t know how to attack them.
Level 4 : People want to see potential problems and
for this try to visualize them. They will
attack them by learning proper methods.
Level 5 : People know their problems, methods to
solve them and how to involve all the
people to attack them. They are ready to
attack any problem and to change their
organization if needed after solving the
problem.
16
 Level 1 Level 5

A drop of water A collection of drops of water

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

Worker Daily duty

20
 On hierarchic organization, people in the upper rank
must have higher percentage of improvement duties.

Maintaining the present state is a vice that refuses

improvement.

Only changes create improvement.

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?

WCM is a comprehensive system for improving

productivity, reducing breakdowns and improving
quality by involving all employees in the wasted time
and resources caused by sub-standard reliability and
operating performance of the production system.
The power of WCM comes from the employee
involvement teams.

To produce good products, we must have good people

and involve them for continuous improvement.

25
 WCM
TQM

1 2. 3. 4.
Demand Quality Machine
fluctuation breakdowns Productivity
problems

Zero stock Minimal

(short lead Zero Zero
defects breakdowns cost
times with
quick
setup)

TQC TPM
JIT TIE

PT Prof. H. Yamashina
26
WCM

Japanese WCM involving TQC, TPM, TIE and

JIT under the umbrella of TQM 　 is a practical
way of providing sustainable benefits
WCM requires TQM as the brain, JIT as the
nerve system and TPM as the muscles. The core
of WCM is TQM. Without TQM, WCM cannot
be materialized.

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

3.1 The definition of TQC and TQM:

3.2 Development of the Japanese Quality Assurance
3.3 Investigation of process capability

29
 The definition of TQC and TQM :

• A system of means whereby the qualities of

products or services are produced economically to
meet the requirements of the purchaser.
• “Quality control” is sometimes called “QC”for
short. In addition, since modern quality control
adopts statistical techniques, it is sometimes called
“statistical quality control”, and “SQC” for short.

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

Tab. 3.1 Traditional Way of Thinking

Traditional Way of Thinking QC Viewpoints

1. Product out 1. Market - in
* I am always right. * I think from the viewpoint of the
* I decide with my own judgment customer.
even if I may have prejudice. * I am humble enough to accept
* I cannot be frank. other people’s opinions.

2. Dependence of my own knowledge 2. Dependence of the fact

* I depend on my tuition and * I carefully evaluate based on the
experiences. observation of the fact.

3. Procedures are as important as

3. Results oriented results.
* Countermeasures are taken only * The relationships between causes
against phenomena. and effects are pursued.
* Only plan and no doing.
* PDCA cycles are run to get things
done.

32
 Tab. 3.1 Traditional Way of Thinking (- continued) (-Continued)

Traditional Way of Thinking QC Viewpoints

4. Simple thinking 4. Paying attention to dispersion
and identification of its causes
* Differences are ignored.
* Things are regarded as similar. * Differences are appreciated.
* Things are treated in an abstract *The proper procedure based on
way. dispersion is used.
* Things are treated in a concrete
way.

5. Devices to solve the problems

5. Excuses for not being able to do
* Anything cannot be understood
* Without trials, a conclusion is without being tried.
drawn.
* Discussions are made based on * Discussions are made based on the
assumptions. accumulation of the facts.

6. Fire-fighting approach 6. Recurrence prevention approach

7. Sentimental discussions 7. Logical discussions

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)

Category The QC Mindset Meaning

Q Quality (8) Quality first Aim to secure profits by giving top
priority to quality
(9) Customer orientation Make the goods and services that
customers really want
(10) The next process is Never send defectives or mistakes on to
your customer the next process

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)

TPM aims at:

• Pursuing “zero”targets as “zero-accidents”,”zero-defects” and
”zero breakdowns” in the entire production system life by
organizing management system based on 5G principles,
• Involving every member of the organization, from top
management to shop-floor operators,
• Integrating all functions of the organization including production,
development--- and even sales,
• Educating and training every member, and raising his or her
capability, and
• Establishing corporate culture that will meet the society needs.

40
 5 Key Points to Solve the Problems

GEMBA Go to the spot

GEMBUTSU Examine the object
GENGITSU Check facts and figures
GENRI Refer to the theory
GENSOKU Follow the operating standard

41
42
 What TPM Aims at

To restructure the corporate culture through

improvement of human resources and plant equipment

・ 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

Improving (1) Attain effectiveness through correction of the existing equipment

plant (2) LCC-considered design of new equipment and minimizing their
equipment startup time

Improving the corporate culture

43
 TQM and TPM

Category TQM TPM

Improvement of corporate culture
Purpose (Improvement in actual performance,Creating 　 a cheerful working
environment)
Quality Equipment
Object
(Output side, Effect) (Input side,Cause)
Systematize the 　 management Realization of ideal
Means to
(Systematization / production operation
achieve the Standardization)
end -Hardware oriented-
- Software oriented -
Cultivation
and Education focusing mainly on the Education centering on the
education management technique (Equipment / maintenance
of (QC technique) technologies)
employees

Small group Integrating the activities 　 based on

Voluntary circle activities job description 　 and by small group
activities circle
Though elimination of losses and
Target Quality for PPM wastes
order
(Aiming at achievement of zero loss)
44
The tools developed in TPM philosophy

• 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 :

• It means a total production system which e

mphasizes producing exactly what is neede
d and conveying it to where it is needed pre
cisely when required.
• The goal of JIT production is to find practic
al maps to create the effect of an autonomat
ed industry which will come as 　 close as p
ossible to this concept of ideal 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

JIT makes it possible to Based on the theoretical calculation on

the statistical data, conventional mass
-pose problems and promote
production is liable to
improvement
-ignore human nature (man is a part of a
-utilize and foster people, and machine) and
-reduce the amount of man-hours -deteriorate or maintain status quo at
of indirect operation best.
48
Taylor system : maximizes production performance

“Profit is a matter of opinion.

Cash is a reality.”

JIT system : maximizes capital efficiency

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

• Continuous flow production system

• Multi-process operation
• Setup time reduction
• Minimization of transfer batch sizes
• Visual management
• Fool proof devices
• Separated jobs of operation and transportation, etc.

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

A system of methods whereby the performance

of labor is maximized by reducing Muri
(unnatural operation), Mura (irregular operation)
and Muda (non-value added operation), and then
separating labor from machinery through the use
of sensor techniques.

55
Elimination of the three main enemies of productivity

Cause Solution Comments

Difficult or Without trial, this problem
MURI unnatural operation
Ergonomic study
cannot be understood.

Unless being observed for

MURA Irregular movement Standard operation some time, this problem
cannot be recognized.

Reduction of If observed properly, this

MUDA Waste
N.V.A.A.
problem can easily be
noticed.

56
 100

0
50

8：
Out put

10
30： 00
Pace monitor

12 ： 00

15 ： 00

17 ： 15

19 ： 00
57
 Operation Standard (OS)

Level 1 : There is no OS. It is up to the operator how he does

his operation.
Level 2 : There is OS, but the OS is not good enough to
assure quality.
Level 3 : There is OS which assures quality, but the operator does not
use it.
Level 4 : There is OS which assures quality and the operator follows it.
Level 5 : There is OS which assures quality and the operator follows it.
There is a system to check whether the operator has followed it.
Furthermore, operation standard is considered to be a starting
point of making continuous improvement and innovation.
Note : There seems to be a little difference between levels 4 and 5. But
actually, the results are very different.
58
59
 The tools developed in TIE philosophy

・ IE (Muri, Mura, Muda) ・ Multi-skilled labor

・ Video taping method ・ Skill development
・ Standard operation ・ Separation of the labor
・ Pace monitor from operation and the
・ Separation of labor fro one from transportation,etc.
m
machinery
　

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

One of the major drawbacks of these activities is the

lack of direct relationship between an activity and it
s cost reduction benefit.
• No system is satisfactory without having the capab
ility of evaluating cost.
• The existing accounting system is a very prematur
e tool. It requires a substantial reform for meeting t
he requirement of making profit.
• The solution is to develop cost deployment.

62
 What does cost deployment mean?

Cost deployment is the method that establishes a cost

reduction program, scientifically and systematically
with the cooperation between the financial department
and the production department:

(1) by investigating the relationship among the cost

factors, process generating costs and various kinds of
waste and losses,

(2) by finding connection among waste, loss reduction

and CR

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

Total Quality control

Development of Early
Equipment Management Program
Major Pillars to Support WCM

Education and Training

Safety / Hygiene and

Working Environment
65
 The Major WCM Development Activities

Generally, the successful implementation of

WCM requires as a base :

1. Cost deployment to reduce cost systematically

2. Focused improvement for the elimination of the 16 big losses
to improve equipment effectiveness and labor productivity
3. An autonomous maintenance program
4. A scheduled maintenance program for the professional maintenance
department
5. Elimination of defectives by a quality control program
6. An early equipment management program
7. Increased skills of operations, quality and maintenance personnel
8. A safety, hygiene and working environment protection program

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 Maintenance cost

Phase 3 Step66 management
Establishment of
Build a predic- a planned
Phase 2 Step
Step 55 tive mainte- maintenance
nance system system
(trend management)
Step Build a periodic
Step44 maintenance system
Phase 1
Countermeasures
Step
Step33 against weak points
of the machine and
lengthened equip-
Step
Step22 Establishment of
ment life
maintenance
standards

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

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 (-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

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 (-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

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 (-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

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 (-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

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