TPM is a typical Japanese culture based activity that is SIMPLE.
If you look at the way they construct their house, they prepare and serve their food, and even their old castles are made so simple. Even the traditional dress is simple. Yet so elegant and functional.
In view of its simplicity, it is is easy to do. Just like TPM, it is so easy to do as it is a STEP by STEP process leading to GREAT results.
However, simple as it is , it requires a lot of DISCIPLINE to accomplish. Collective discipline that is. The whole factory, and the whole population of that factory needs to be INVOLVED and adhere to the steps.
And another key thing is to keep on going till everyone and everything in the factory smell, look, taste like TPM. Back steps will result to degradation and would make the previous efforts not achieve full potentials. Stop and Go activities makes the process longer and confuses the people in the organization.
So keep TPM SIMPLE and Keep on GOING!
If you want to implement TPM in your factory, I would be more than willing to help.
God bless!
Wednesday, January 19, 2011
Sunday, January 2, 2011
Happy New Year! Happy Old TPM...
New year brings new hope , and everyone hope for something new as well.... But when it comes o TPM, real TPM, this is a time tested and proven system that need not change. The basic and fundamental steps must be retained while the documentation process maybe upgraded and automated for ease of data input, tracking and processing.
The basic concepts and steps which creates or enhance teamwork and discipline are the cornerstones of TPM which in the last 50 years has not been and cannot be changed by advancement in technology. After all, while many companies had great success in reducing people in the workplace through Automation and Datamation, the factory still cannot run without people running the systems.
Happy New Year...but still Happy Old TPM!
God bless!
The basic concepts and steps which creates or enhance teamwork and discipline are the cornerstones of TPM which in the last 50 years has not been and cannot be changed by advancement in technology. After all, while many companies had great success in reducing people in the workplace through Automation and Datamation, the factory still cannot run without people running the systems.
Happy New Year...but still Happy Old TPM!
God bless!
Friday, December 17, 2010
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!
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!
Friday, December 10, 2010
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....
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....
Wednesday, November 24, 2010
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)
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)
Friday, November 12, 2010
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!
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!
Friday, November 5, 2010
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!
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!
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