AUTONOMOUS MAINTENANCE “Jishu-Hozen” Makina ko Aalagaan ko

MANAGING FOR GLOBAL EXCELLENCE:
AUTONOMOUS MAINTENANCE


DURATION: 2 Days (8 hours/Day)

TARGET AUDIENCE: Engineers/ Supervisors / Managers/ Plant Managers

PRE-REQUISITE: 7 QC Tools, Basic SPC, Introduction to TPM

COURSE DESCRIPTION:

Autonomous Maintenance is one of the major pillars of Total Productive Maintenance (TPM). It focuses on transforming machine operators to take care of their equipment raising their competence to perform activities that prevent forced deterioration of equipment and restores equipment to their desirable form. It also focuses on eliminating minor stoppages, and assists. It also addresses the speed of set-ups. Primary interaction on this pillar is between the operators and technicians. It entails changing mindsets of operators and eliminates boundary between operators and technicians. It is done in simple 7 steps through small group activities that also develop discipline, camaraderie, teamwork, high morale and a sense of accomplishment for all the members of Autonomous Teams.

Autonomous Maintenance can bring about higher machine utilization, thus, higher machine and operator productivity. This Autonomous Maintenance has gained momentum latter part of 1960’s in Japan and was introduced to the Philippines in the middle part of 1990’s.

This course is developed to introduce to all engineers/supervisors/managers/ plant managers, how to implement on a step by step the Autonomous Maintenance. In 2 days, the course will detail the 7 Steps of Autonomous Maintenance Implementation.

The course is also with Japanese origin as it is JIPM has been aligned to our Filipino culture based on the actual hands on experience of the course author. It will be highly interactive. Concept presentations, discussions, and group participation are integral part of the course. Hands on exercise will be a major activity.


COURSE OBJECTIVES:

At the end of the course, the participants should be able to:

• Better understand the Autonomous Maintenance (AM) function and purpose

• Learn and apply the preliminary steps for an AM launch

• Develop the initial skills and knowledge in implementing AM in the factory


COURSE OUTLINE:

 Brief Introduction to TPM- JIPM
 History and Origin
 Basic Terminologies and Definitions

 In-depth Understanding of Autonomous Maintenance
 Basic Composition and Functions
 KPI
 7 Steps
 Exercise and Workshops on each Steps

 Common Issues and Pitfalls of AM

 Relation of AM to other TPM Pillars

 Where and how do we begin?

Introduction to TOTAL PRODUCTIVE MAINTENANCE (TPM)

MANAGING FOR GLOBAL EXCELLENCE:
Introduction to TPM



DURATION: 3 Days (8 hours/Day)

TARGET AUDIENCE: Engineers/ Supervisors / Managers/ Plant Managers

PRE-REQUISITE: 7 QC Tools, Basic SPC

COURSE DESCRIPTION:

Total Productive Maintenance (TPM) is a Japanese approach to Overall Factory Effectiveness (OFE) . It encompasses all the Key Performance Indices of the company specifically on Cost, Productivity, Quality, and People Involvement. It is a comprehensive system that cuts across the entire organization. TPM ensures streamlined, focused and coordinated effort in achieving (OFE). It is simple and step by step and can be easily tracked and monitored to guarantee success. It also develops discipline, camaraderie, teamwork, and a sense of accomplishment for all the members of the organization.

There are many systems corporations can opt for, but TPM is a proven, methodical system applied all over the world on different types of industries. It is successfully implemented initially in Japan and has gained worldwide acceptance even in the USA and in European countries. One American company in the Philippines particularly used TPM as their system enabling them to be best in their class.

This course is developed to introduce to all engineers/supervisors/managers/ plant managers, new and experienced, how to implement a systematic and overall approach to factory improvements. The 3-day course will cover the 8 Pillars of TPM, its functions, how it must be organized and the detailed Steps of TPM Implementation

The course though with Japanese origin has been aligned to our Filipino culture based on the actual hands on experience of the course author. It will be highly interactive and will require an on-line assessment of current improvement systems being used by the factory as well as current issues and KPI’s the factory is monitoring. Concept presentations, discussions, and group participation are integral part of the course. Hands on exercise will be a major activity.


COURSE OBJECTIVES:

At the end of the course, the participants should be able to:

• Better understand the Total Productive Maintenance (TPM)

• Learn and apply the preliminary steps for a TPM Launch

• Develop the initial skills and knowledge in implementing TPM in the factory


COURSE OUTLINE:

 Introduction to TPM- JIPM
 History and Origin
 Basic Terminologies and Definitions

 8 Pillars of TPM
 The 8 Pillars
 Basic Composition and Functions
 KPI each Pillar addresses
 Exercise and Workshops on each Pillars

 12 Steps of TPM Implementation

 Common Pitfalls

 Need for TPM Promotion and Incentive Programs

 Transition Plans- Cross Over to TPM from existing System

 Where and how do we begin?

FOCUSED IMPROVEMENTS “Kobetsu-Kaizen” Tutok na Kagalingan

MANAGING FOR GLOBAL EXCELLENCE:
FOCUSED IMPROVEMENT




DURATION: 2 Days (8 hours/Day)

TARGET AUDIENCE: Engineers/ Supervisors / Managers/ Plant Managers

PRE-REQUISITE: 7 QC Tools, Basic SPC, Problem Solving Methodology, Poka Yoke, PM Analysis, Introduction to TPM

COURSE DESCRIPTION:

Focused Improvement (FI) is one of the major pillars of Total Productive Maintenance (TPM). It focuses on implementing improvements to address companies 16 major losses. Model Machines or Model Lines are selected and the improvement steps are undertaken by teams or small work groups . This pillar is composed mainly of managers, and engineers and or small work groups. It is done through 10 steps company-wide activities by teams or small groups. This FI Pillar cuts across the entire organization.

Focused Improvement can bring about higher Overall Factory Effectiveness (OFE) or Overall Equipment Effectiveness (OEE). Focused Improvement is set-up alongside with Autonomous Maintenance for both utilizes teams or small group activities.

This course is developed to introduce to all engineers/supervisors/managers/ plant managers, how to implement on a step by step the Focused Improvement Pillar. In 2 days, the course will detail the 10 Steps Implementation.

The course is also with Japanese origin as it is JIPM has been aligned to our Filipino culture based on the actual hands on experience of the course author. It will be highly interactive. Concept presentations, discussions, and group participation are integral part of the course. Hands on exercise will be a major activity.


COURSE OBJECTIVES:

At the end of the course, the participants should be able to:

• Better understand the Focused Improvement (FI) function and purpose

• Learn and apply the preliminary steps for an FI launch

• Develop the initial skills and knowledge in implementing FI in the factory



COURSE OUTLINE:

 Brief Introduction to TPM- JIPM
 History and Origin
 Basic Terminologies and Definitions

 In-depth Understanding of Focused Improvement
 Basic Composition and Functions
 KPI
 10 Steps
 Exercise and Workshops on each Steps

 Essential Tools required to perform FI

 Relation of FI to Autonomous Maintenance and other TPM Pillars

 Where and how do we begin?

PLANNED MAINTENANCE Planadong Alaga

MANAGING FOR GLOBAL EXCELLENCE:
PLANNED MAINTENANCE




DURATION: 1 Days (8 hours)

TARGET AUDIENCE: Maintenance Technicians /Engineers/ Supervisors / Managers/ Plant Managers

PRE-REQUISITE: 7 QC Tools, Basic SPC, Introduction to TPM

COURSE DESCRIPTION:

Planned Maintenance (PM) is one of the principal features of Total Productive Maintenance (TPM). It focuses on implementing planned maintenance system by maintenance specialists. Corrective, Time Based and Predictive Maintenance are the three main activities to set-up and perform. This pillar is focused mainly on the maintenance group.

Planned Maintenance can bring about higher equipment output, zero defects, and increased machine availability. It also is aimed at improving the quality and capability of maintenance technicians.

This course is developed to introduce to all engineers/supervisors/managers/ plant managers, the different aspects of Planned Maintenance.

The course is based on the actual hands on experience of the course author in the implementation of PM on semicon industry. It will be highly interactive. Concept presentations, discussions, and group participation are integral part of the course. Hands on exercise will be a major activity.


COURSE OBJECTIVES:

At the end of the course, the participants should be able to:

• Better understand the Planned Maintenance (PM) function and purpose

• Learn and apply the different components of PM

• Develop the initial skills and knowledge in implementing PM in the factory





COURSE OUTLINE:

 Brief Introduction to TPM- JIPM
 History and Origin
 Basic Terminologies and Definitions

 Planned Maintenance
 Basic Composition and Functions
 KPI
 Components of PM
 Exercise and Workshops on each Steps

 Related Tools required to perform effective PM

Starter for TPM

I have mentioned in earlier blog that the top management must initiate the conversion of existing system of the company to TPM . And, that benchmarking visit will very beneficial to the management team to have an initial understanding of how TPM works and its visible effects.

The continuation of all the activities will then rely on the people that will assigned to run the system. This group assigned is headed by a senior manager, reporting to the GM or President and is designated as TPM Office Department Manager (or Director depending on company structure). He will then prioritize staffing his team for the different pillars. Each TPM Pillar may have one staff depending on the size of the entire organization.

This group is responsible for the TPM start-up.

If you need more details... you have my email to contact.

Happy starting....

God bless!

Want to See TPM in Action?

I've been trained in JIPM- Atlanta Georgia, USA , and TPM Tokyo, Japan. There are many affiliated companies with JIPM or Japan Institute of Plant Maintenance who has achieved significant improvements and thus were awarded with TPM Excellence Awards. And all of them are very much willing to open their doors for benchmarking and sharing.

Needless to go far, locally, we have companies in the Philippines which have embarked on their TPM Journey and foremost of this is TIPI- Texas Instruments, Phil. Inc. I am fortunate to have several visits to this company and see on a first hand basis their activities and results of their TPM. TIPI has been a recipient of TPM Excellence Award. The first company in the Philippines and I believe in South East Asia to be rendered with said honor.

It will be very good activity for the top management of a company who wishes to pursue TPM to do benchmarking visit. Options I have laid above.

Want to learn more and achieve sucess in your TPM Launch.... contact me for details.

God bless!

Why TPM?

If it's originated in Japan it must be good, right? But, not just because it started in Japan that many companies establish their own TPM System.

Foremost of this reason is the growing need of the manufacturing companies to involve their employees in the quest for excellence. And TPM is the best System that ensures Total People Involvement. By total, it means that the President or CEO of the organization to the janitors are involved and have defined roles to play.

Second reason is the TPM Structure which brings about cohesiveness, and unilateral approach towards Continuous Improvements. TPM as a System defines a well coordinated Structure that simplifies and clarifies the overlaps between traditional organizational set-up and the TPM structures. Thus, the key results are intermingled yet supportive of each other and has no duplications.

Third reason is the Morale Boosting effect of TPM on people as team members exercise autonomy and flexibility. Successful companies in TPM does not only achieve tremendous KPI (Key Performance Indicators) improvements to the tune of 30% but also shows significant reductions in absenteeism, tardiness and sick leave rates.

If youwant to implement this in your company, just contact me for coaching and details...

God bless.

TPM Common Misconception

TPM is by all measure and significance is well known and implemented in Japan where it originated in the 60's.

However, the fan-out so to speak in many other countries were full of maladies and incongruencies to the real intent and purpose of TPM.

One of which is the understanding that TPM is another PROGRAM...

Many companies start with vigor and much funfare, but as soon as the TPM driver moves out or is taken out, the TPM fades away.

Another wrong concept of TPM is that is a rah rah drive for 5S! Short sighted as it is , people claim they implement TPM because they are doing 5S. My goodness. Believe me, there are companies that started TPM with 5S and end with it.

Another misconception is that TPM is only for Maintenance people. And they think TPM means Total Preventive Maintenance. Thus, involvement are limited and is purely driven by Maintenance folks.

If you want to learn more about it, just give me an email and I'll gladly respond to you.

God bless.

How to Start-up a TPM

TPM is not a program but a System, thus, it requires total management support and backing before a company can plunge into it.

That is the first step, management commitment. This must be celebrated and ceremonies must be held. You can call this as "Kick-off" and there are many ways of doing it. It must involve all the people in the organization from the top rank to the lowest level plus contractors, suppliers, business partners and special customers.

You have to have a TPM Champion assigned who must have undergone TPM Training, or a TPM Consultant.

If you want more details just give me a note at : richbenj.santiago@gmail.com or benj5_santiago@yahoo.com.

God bless!

Origin of TPM- How I Got to Know

TPM is made in Japan!

It was originally introduced in Japan for the production shop floor in 1971 but was transformed to cover the entire operation in 1989.

On its re-introduction to cover the overall facets of production, the TPM Pillars put up became 8 from original 5 Pillars that included:

1. Focused Improvement (Kobetsu-Kaizen).
2. Autonomous Maintenance (Jishu-Hozen)
3. Planned Maintenance
4. Training and Education
5. Initial Flow Control (Equipment Focused only)

The 1989 additions are:

6. Quality Maintenance (Hinshitsu-Hozen)
7. Administrative TPM
8. EHS- Environment Health and Safety

Pillar 5 also has been expanded to cover new product or process introductions.

I'm very familiar and would consider myself expert in all the Pillars and how it is implemented as I have taken a Certification Training and completed said TPM Course in Atlanta Georgia and Tokyo Japan.

I have implemented said system holistically and in part in the companies I worked with.

Will tackle the major features of each pillars on the next blog.

If you have comments and or queries, please feel free to email me at : richbenj.santiago@gmail.com

God bless!

Introduction to Simplified TPM

Survival of any business entity depends heavily on the pace of improvements it can institute.

There are many ways and systems companies employ to initiate improvement activities. There are those who venture on Six Sigma Approach, Total Quality Management, and those that try to implement the Japanese Style of TPM.

As a Quality Practitioner and a Qualified TPM Instructor for a couple of decades on Semicon Industry, I have seen , been involved and have driven many Quality and Productivity Improvements sometimes exclusively done on one system and in many cases a combination of many systems depending on how the top executive wants it done.

The intent of this blog is to share with fellow practitioners like me , or those who wish to embark on their company initiated activities the simplest and most comprehensive way of doing overall factory improvements.

By overall, this will cover practically all of the major Key Performance Indices a company can think of.

I will bring to fore , practical tips and actual hands on implementation.

So stay tuned and keep on reading.

For a more comprehensive and company focused consultations, please feel free to email me at richbenj.santiago@gmail.com