TPM Expert Systems

Exactly what do I mean by Expert System? How does it relate to Kobetsu Kaizen?

Expert System I refer to are compilation of problem solving documents that have been completed. The source of which is the Kobetsu Kaizen Pillar. We call it as such as the expert solution are documented and therefore perpetuated as anyone who are new in the area can study and learn from what the previous experts had done.

In the recent past before the advent of computer database, the expert system are compilations of the Kobetsu Kaizen documentation. These documentations comes either in the form of format Technical Paper or a pre-formatted OPLs (One Point Lessons) , or OCAPs (Out of Control Plans) which details the problem encountered and solutions or steps to take to resolve the problem. All these resides on hard copy controlled documents.

In the advent of sophisticated computer systems, the compilation are still of the same form but is now compiled into the computer for easy upload and download. It is also made easily accessible to facilitate trouble shooting.

Expert Systems therefore have gone through rigorous confirmation that Kobetsu Kaizen Steps provides.

If you want to install Expert Systems, you need to start first with Kobetsu Kaizen.

Should you need assistance , please feel free to contact me.

God bless!

How to Keep the Expertise Intact...

Most common problem of companies arises from people movement either internally or to outside companies. This phenomenon specially occurs during times when the economy of the world is good and jobs abound, It is simply because movements provides opportunities for better pay and position or level. Good for the people but not for the company specially for companies that requires special skills on a niche type of equipment. So how do we resolve this? How do we make sure we can have seamless transition between incoming new hires and those that leave the company? How do we keep the expertise intact and the production efficiencies on the continuous upward trend?

The solution is simple. Implement the TPM Improvement Pillar- Kobetsu Kaizen to the fullest. This is so because Kobetsu Kaizen is a system that will ensure the following: 1. Expertise is achieved through shared systematic activity, 2. Expert Solutions are tracked and documented, and 3. Expertise is fanned out.

When expertise is shared and is achieved through systematic means, then it can be repeatable, and thus no longer dependent on specific individuals. You can liken that to a "burger house" preparation for their french fries which follows certain parameters and sequence or system which is repeated in all their outlets. In Kobetsu Kaizen, on top of being systematic, an added important ingredient is the fact that the improvements are achieved through collaborative team efforts and not just by one individual which ensures that the expertise lies within the team and not on one singular person.

More importantly, in Kobetsu Kaizen, the Expert System is perpetuated through the systematic documentation of the improvement actions. Proforma sheets that documents the initial formation of the team to final fan out of the actions are used which ensures uniformity and repeatability as well as ease of access through computer based tracking.

The fan out to other equipment is also assured making the fan out of the expertise a given.

So , if your company is challenged with people movement which causes drain in the technical expertise , then you have the solution...Go for TPM-Kobetsu Kaizen....

Why Do I Do What I Do?

Here is my Full Credentials why I what I do...

Ruben VC. Santiago Jr.
Provincial Address: Blk. 19 Lot 1 Sherwood Ave., Sherwood Hills,
Brgy.Cabezas, Trece Martires City, Cavite
Mobile: 0920 902 1217
Email: benj5_santiago@yahoo.com or richbenj.santiago@gmail.com

EDUCATION
Post Graduate: College of St Benilde, DLSU Diploma in Organizational Development (April 2000)
Tertiary: Adamson University B.S. Mechanical Engineering (Graduated October 1978)
Secondary: Manila High School
Elementary: Tambo Elementary School

ACHIEVEMENTS
Consistent Scholar, National State Scholarship Grant
Consistent Top Ten Student in Elementary and High School
Passed Mechanical Engineering Board Examination
JIPM Certified TPM Trainer

WORK-RELATED EXPERIENCE:

Technical and Financial Consultant: January 2009 – Present. Conducts regular Seminars on Financial Literacy and Wealth Management as IMG Marketing Director and do specialized and public seminars on TPM, Problem Solving, Six Sigma, 5S, and Team Building Workshops.

Currently engaged with several companies on 5S TPM Implementation. Have more than 100 clients on financial planning and strategies, including investing and wealth and personal protection plans.

Quality and Reliability Assurance /Technical Training Director : OSE Philippines – May 2006 to Jan 2009. Responsible for Quality and Environmental Management and Technical Training for a Continuous Quality Improvements. Planned, prepared and executed activities that led to ISO14001 Certification of OSE in 2008. Developed and implemented computer based documentation and tracking systems for operational data/records, and On-line Specs and Documentation.

Technical Director : OSE Philippines – May 2002 to 2006. Responsible for the Assembly Process Engineering , Test Engineering and Business Development including New Product, Package Qualification and Yield Improvements in Assembly and Test and Technical Training and Development .

Resolved the Package Crack Issue on SOP 8 Mtx, Qualified into production 3 major Taiwan Customers generating additional 30% revenue for the company. Had been able to improve the Overall Assembly Yields by more than 0.2%. Was able to elevate to Supplier #1 OSE rating to one of the major customers. Had been instrumental in achieving more than 250K$/Year of Cost and Productivity Improvements

Developed Operator, Technician, Engineers and Managers, Training and Development Roadmaps. Conducted Technical Training and Team Building sessions for all levels of the organization.

SMT Assembly Process and Equipment Engineering, PDIP EOL Manufacturing, Technical Training, TPM Office Department Manager, and ATP (P1/P2) Process Control: Amkor Technology Philippines- 1992- May 2002 Responsible for the Process Engineering of SOT, PLCC , SIP, SOIC Packages of ATP2.

Launched the Amkor Anam University, and the TPM Office. Responsible for both the Technical Training needs and the OD Interventions including ladderized employee promotion roadmaps and succession planning.

Set-up the SMT Process and Equipment Engineering Start up team. Resolved the issue on Splate Machine strip jamming. Had set-up the Technical Training Section, and the Total Productive Maintenance Systems.

Developed and trained Amkor team members on Poka Yoke, Technical paper Writing, and 16 Steps Problem Solving Methodology.

Trained in the USA and Japan on TPM and certified as JIPM TPM Instructor with certification number 889. Set-up and driven the company towards JIPM TPM Assessment. Major improvements in company’s KPI and 5S Housekeeping had been achieved in both Operation Areas and Offices.

Chaired the Amkor Joint Engineering Council for Excellence and set-up internal Technical Symposium for fan in and fan out of successful projects.
Was recognized in 1996 as Amkor Technical Fellow for his Major Contributions and Promoted to Department Manager Level same year.

Technical Services Manager :Pricon Microelectronics- Bicutan, 1991-92 -Responsible for the Facilities Engineering, Assembly and Test Engineering, and General Services which includes Janitorial and Service Bus.

Qualified into production a major board stuffing product for a Japanese Customer that contributed at least 10% of the revenue. Had instituted Systems improvements in Process Specs generation and implementations. Improved the Facilities Equipment Uptime especially the Power Generator Sets. Improved the Plant 5S and Housekeeping. Improved the revenue on recycled materials and eliminated pilferage. Improved the Bus Service of the company.

Mold Process Engineer to Front of Line Assembly Process & Equipment Engineering Manager: Intel Phil.- Bangkal Makati, 1981-1991. Handled the process and equipment sustenance and improvements from Die Prep to Wirebond. Driven the resolution of Foreign Material problems of EPROMS. Resolved the Mold voids issue from more than 1% to less than 0.2 %. Had been able to improved overall assembly yields by at least 0.5%. Had qualified new mold compound materials for better reliability and yields. Was trained in the USA for Contamination Control and was able to bring down the particle issue on EPROM devices from more than 1% to less than 0.1%. Instituted numerous yield and productivity improvements meriting 3 Divisional Awards. Was named as Intel Key Employee on 1986 for his major contributions.

Instructor : Adamson University- San Marcelino Manila, 1978-81. Handled Mechanical Engineering subjects from basic courses such as Machine Shop Practice to Power Plant design.

EXTRA-CURRICULAR ACTIVITIES:

FOUNDING CHAIRMAN – Semicon Electronics Training Council (1996-1999)
PAST CHAIRMAN- Association of Semicon &Electronics Manufacturing Engineers of the Philippines (1997-1999)
PAST CHAIRMAN- SGS Industry Advisory Board (1999-2001)
PRESIDENT- Collegio de Sta Rosa Parents Teachers Association (2007- 2009)
FOUNDING CHAIRMAN- Gentri Partners Venture Multi-purpose Cooperative (2008- Present)
ASSISTANT BREAKFAST HEAD- Brotherhood of Christian Businessmen and Professionals – TMC (2009-Present)
BCGG HEAD- Magis Deo Community (2008- Present)

TPM Activities...Integral Time ....

TPM as perceived by most is a Japanese Productivity Improvement Program which is done on top of existing jobs or activities. But it is not. TPM is a System. It is something you use to do your responsibilities and activities.

To improve the factory, first, we need to understand what is the Key Performance Indicators of the Company. What are the Goals, What impedes the company to achieve the goals. For each of the known indicators, a team or individual is assigned to address and improve. A well defined 10-Step Kobetsu Kaizen Methodology is utilised. Each of the issues properly registered and monitored by the responsible departments which is integral part of their functions. There is a complete 8-Pillar TPM Implementation to address all the factory concerns.

Thus, TPM is not additional burden, more so, activities that is added to the current tasks. TPM is a Way of Doing Improvement Activities. It is a well defined System of How to Run the Factory Effectively. The task at hand is to transition the company systems to TPM. It's not so difficult as TPM is also aligned to ISO Quality Systems .

Check out how you are implementing your TPM.... If you feel it's a burden then, you are not adapting teh TPM System properly. For guidance and coaching feel free to contact me.

God bless!

Dubai Airport... A 5S Experience

Most companies promoting and embarking on TPM look far and wide searching for a Benchmark to follow. The very first thing to look for is a company that implements to the core 5S. Well, the best place to look for is an Airport. Yes, you read it right...Airport. It is the best place to start as a baseline for world-class 5S (with Visual Controls) Implementation.

I have been to different places the world over. have been all over Asia, Europe, and the USA. Thus, I have seen many different airports. And this I can claim. Nothing beats the immensity and cleanliness of Dubai International Airport. It is build to last and built to have least maintenance and cleaning. That's the real essence of 5S TPM. Cleanliness and Maintainability that is designed in. On top of that, Visual Controls are super. You exactly know where you are , what approximate minutes you can reach your next point, and there is absolutely no hazards, or plainly, the place is very safe.

So, when you think of doing a benchmarking outside the country, do not just benchmark the final destination or company you will visit, but, benchmark what you see in the airport. And if you have a chance, go to Dubai to see for yourself the best 5S Experience....

God bless!

How to Increase Rate of Success in TPM!

Implementing TPM in the factory is a challenge posed on people made responsible to pursue it. To ensure success, there are at least Three things I have seen as most critical and important.

First is the need to have an experienced TPM Consultant.TPM like most systems is made complicated by people who are implementing it the first time around. It is made more simpler and implemented faster with a coach or a consultant.

TPM Consultants who had gone through the same path will make sure that the best ways and strategies to accomplish the steps towards completion of a Pillar is done. Eliminating the wastes in time, money and efforts.

Secondly, the TPM driver in the factory must be identified and should form the TPM Promotion Office which comprises of people across the organization. These group of people must all be trained and believe in the system.

TPM Systems needs to run through cooperation of the entire organization. Thus, participation of all sectors in the organization is harnessed in the TPM Promotion Office which formulates the plans and informs the whole factory about the progress against this plans. However, it must be noted that the TPM Office is not the one responsible for the implementation. It is still in the hands of hte area owners.

Thirdly and most importantly, the need for Promotions and Incentives. TPM is a morale boosting system filled with activities for the associates in the factory. Incentives and Promotions serves as the fuel or energy to continuously fire up the teams in pursuing their activities.

Promotions and Incentives need not be monetary. But it certainly will be very exciting for the associates to take part on the fruits of success of the company through their efforts. Most recommended activity are cross factory /cross country visits for the teams sharing experiences and team building.

There are many other factors and considerations but the above are major, major ones that will surely boost your TPM Success Rate.

God bless!

Food Company and Wood Company...They Both Need TPM to be Good

Only three letters differs between Wood, Food and Good...that is W,F, G and.... TPM.

I am currently engaged with several factories in various fields as TPM Consultant, and the commonality is that the company has dabbled into many other systems to improve the factory and then eventually go back to the basics..that is TPM.

The essence of improvements lies within what can be seen from the workplace condition, to how people behave in the organization. Those who have continuously implemented TPM not only have a spic and span work environment but also empowered associates or team members. If you only see a workplace that is good , but the team members are not empowered to do improvements nor believe that they are part owner of the company, then TPM is not in place. On the other hand, if you see all people seemed to be fired up to do good for the company but yet the workplace is in shambles, TPM is also not truly implemented.

And whether the factory is in Food or Wood business, the same principle holds.

TPM transforms both workplace and people regardless of what business that factory does.

You want to learn more... just post me an email... I will gladly respond...

God bless!