TPM50 rules 21-30

2022-06-14 0 By

Anyone can use an illustrated job map to understand that a job map is actually a job map that shows where and what it is.When you go to a tourist spot, you will see a map with pictures of famous places and restaurants.In the factory, we also need such a map, so that anyone can see at a glance the failure points, improvement points, checkpoints, etc., can see at a glance the defect points and unsafe points and other important points.Unlike a regular list, a job map lets you see your location at a glance.Let’s make a job map showing the locations and sequence of inspection and refueling points.Whether you are new or experienced, you can do this.It’s not acceptable to say “I’m disappointed” after Poka’s accident.Until then, it is important to establish a mechanism to make people aware of this.This is where the mechanisms and methods called Poka Yoke come into play.When you make an error in the assembly sequence or forget to install a part, these features notify you via a buzzer or indicator light, and you cannot proceed to the next step.To establish Poka Yoke, it is important to consider how to perform the following operations easily, quickly, safely and reliably on site and in physical objects.● Plot the location of defects or faults ● Classify errors according to 4M ● formulate and implement countermeasures for the best method ● confirm the effect and prevent errors by using tools such as job description, job layout, equipment/machine, tooling, etc.Create a “mechanism that doesn’t go wrong” and “a mechanism that does not cause defects to flow to subsequent processes”.Visual management is “a mechanism by which the managed object judges the anomaly by itself, and the anomaly itself acts to make it happen, so that people can take appropriate actions to deal with the anomaly”.It goes without saying that “early detection of anomalies” is important at the production site.But it’s almost impossible to always focus on “What’s wrong?What is an anomaly?”On the other hand, there are a lot of things that have to be managed on site.The solution is “visual management”.Suppose there is a problem with a piece of equipment.Which is easier, for the operator to focus and finally notice the anomaly, or for the device to tell us, “This is abnormal!”?The latter, of course.Visual management can accurately handle exceptions before they happen and focus on preventing them from happening again because it’s easier.This is known as “preventive management”.The practical points of visual management are :(1) keep normal state.If the equipment is dirty or poorly maintained from the start, no abnormality is visible.(2) Create a mechanism to view, understand, and handle exceptions.For example, by making the lid transparent, inspection can be performed without removing it, relocating checkpoints that are difficult to see.(3) Have the ability to reliably repair abnormalities.It is our own “ability” that brings out the true meaning of “visual management”.The improvement of TPM efficiency depends on three important tools: activity board, OPL, and group meeting activities.1, active board “active board” is the core of the activity.TON circles will use this as a tool to discuss what kind of programs and objectives, the background and effects of activities, and on this basis, will be linked to action.To do this, instead of using alphabetical lists, use diagrams and illustrations that are easy to see.That’s important.2. It is difficult to spend a lot of time on on-site education of one class, which requires repeated review. Therefore, it is effective to make effective use of short time such as morning meeting and carry it out in daily work.To this end, we will summarize a project on one piece of paper using the necessary knowledge, work points, improvement cases, etc.By creating these documents and educating them, and then letting the educated take on the role of teacher, understanding can be deepened.3. TPM is carried out in the form of a group, but if members’ opinions are disjointed, it cannot become a powerful force.Have regular meetings with people to synthesize their ideas, not just one.In addition, it can also serve as a platform to solve problems and puzzles in the process of activities.TPM An activity board is a tool or activity that “visualizes” TPM’s activities, problems, and future plans by Posting them on a whiteboard or wall so that all members can share the current status of the activity and the direction of the plan.”Active board” as one of the “TPM three tools”, has been used in various fields.Of the items described in the “activity board”, the least required items are :(1) team members (avatar, name, role), (2) policy and slogan, (3) goals (goals and solutions),(4) the schedule – activity plan (target, who, deadline) – schedule (5) output (results) records – equipment comprehensive efficiency – autonomous maintenance activities – such as improving examples contrast before and after (photo) (6) the next activity theme – individual improvement – independent security (7) reflection points, problem (8) – a little classNumber of proposals, content, time of activity – Defect elimination Results The activity board must be able to display and explain “what must be done now”, “what problems exist” and “how to solve” to ensure that anyone can see the problems, activities and future plans of the circle at a glance.One of the features of TPM is that it is used bit by bit for communication education.The more you learn and teach you what you learn, the deeper your understanding will be.A problem solver or someone with expertise can become an instructor and impart knowledge to members.This is called communication education, OPL-One Point Lesson.The OPL introduces the problem points succinctly and summarizes them.Educate members in a short period of about 5 to 10 minutes.OPL has the following three forms of content.(1) Basic knowledge: Summarize the contents that need to be understood in order to carry out daily production activities and TPM;(2) Fault cases: from the perspective of preventing recurrence, summarize the main points of things to be done every day from the actual defects and faults;(3) Improvement cases: summarize the effect of improvement ideas, measures, contents and effects for horizontal expansion.Twenty-seven Group Meetings Activities Meetings are more than just a place for presentations and networking.It is also an activity to clarify the roles of members and what they should do.As one of the “three tools of TPM”, “Hui” also needs efficient operation and utilization.It doesn’t have to be in the form of a meeting.It is important to use your free time, for example, before starting work or during breaks, to discuss issues related to your activities.In addition, it is mandatory to hold 3-4 meetings per month.1. Everyone knows that time is limited, so control it.2. One person and one role, with division of labor;3. Accurately record the main points on the kanban board and confirm while recording;4. Open up and talk;5. Listen carefully;6. Don’t be formal;7. Don’t monopolize the conversation;8. Don’t overdo things;9. Accept opposition;Strike while the iron is hot.In addition, when we have a meeting, we take minutes.Not only to confirm all the members, but also to report the contents, conclusions, and next scheduled date to the boss.By soliciting comments, i.e. submitting minutes of the meeting, showing through the meeting activities what the group is doing and the problems encountered, and getting appropriate instructions and suggestions.Build a relationship of trust and resource support with your boss.Grasp the solution and improvement of real problems from the site and actual products start from the actual situation of the site and products.The problem with workplaces is the gap between what they should be and what they really are.Improvement is to fill the gaps in human, machine, material, method and environment.Getting a handle on reality is the first step to improvement.When trying to solve a problem, if you don’t know the facts and take action with speculation and bias, the results will not be good.Those who have had success, in particular, can fall into the trap of repeating it.2. Don’t Use words you’re judging Also, don’t use words you’re judging as points to correctly communicate the facts you have.For example, if you use the words “bad,” “wrong,” or “can’t do it,” it won’t convey the truth.More likely to demoralize.So be careful and try not to use these judgmental words when you are unsure of the facts.3. Look at facts as they are. When taking data to understand facts, people often think about taking data to fit their own ideas.If you can get rid of stereotypes and observe the facts on the ground as well as in reality, you will find it much easier to improve and get support from your team.To recover is to bring the device “back to its original correct state”.Even if it fails, simply changing parts can cause it to happen again.Let’s restore it first and then improve on it.An equipment failure occurs when the function of a unit or component of a device is impaired.Generally, when a fault occurs, measures are taken to replace the damaged parts or increase the strength of the parts to prevent them from happening again.But is this really the right approach?Won’t it happen again?Simply replacing a part does not mean that the true cause of the failure has been identified and action taken.Routine cleaning, refueling, tightening and other activities are called “equipment basic condition maintenance”.By making sure you do this, you can keep the device in a state where there is little damage.Perhaps the failure was caused by a lack of basic conditions.In the event of a failure, the priority must be to restore the equipment to its original correct state by maintaining these basic conditions, rather than increasing the strength of parts or simply replacing them.This is called recovery.Even if it improves without recovery, the cause of the problem remains and will recur.E/C/R/S is the acronym for Eliminate, Combine, Rearrange, and Simplify. It is the principle of improving every process, job, and operation.Improvement is to investigate the current situation, investigate and analyze the causes of problems, and then formulate and implement countermeasures.E elimination: – Can we eliminate the root cause: – What causes this situation?Is this within company policy?- Can we do a simple automated new process?C Combine: – Can we combine this step with the others?- Can someone else do it?- Can one person do these two steps?R Reengineering: Can we rearrange the process steps?Can we rearrange the process flow?- Can we reschedule the training?- Can we reconsider the point of control?- Is there any other way?S simplification: – Why do we need this information?- What is needed in most cases?- What would a layman think?- Is it all ifs and buts happening?- Do you know the purpose of this process?- How do other people do it?The “5S” should be done before the implementation of the improvement, setting the replacement time including the “find” time and “return” time for the preparation of the fixture and the replacement parts.In order to shorten time, eliminate waste =5S (organization, tidied up, cleaning, cleanliness, discipline) is essential.Improve quickly with the four principles of improving the ECR.By doing so, you can quickly achieve a safe and comfortable workplace.