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BMWBMWTPM ManagementTPM Management
TrainingTraining
TPM OverviewTPM Overview
BMWBMWTPM ManagementTPM Management
TrainingTraining
TPM OverviewTPM OverviewPico Rivera– January 13, 2005
JMA Consultants JMA Consultants
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© JMA Consultants 2004
TPM Kick Off– Overview
Management Team Training I. Presentation: “After all, what is TPM? “(45min)
I. TPM Philosophy
II. TPM Organization and Pillar Structure
III. Actual examples of TPM at BMW
II. Pillar Structure
I. Introduction to Each Pillar (1hr)I. Concepts and Pillar Steps
II. Each Pillar Concept
II. TPM Mission Statement
III. Workshop “TPM Group Problem Solving”I. How can we use TPM to improve BMW and how can each of us participate TPM by trying
problem solving methods of TPM?
I. Sharing and prioritizing current problems and opportunities
II. Each person needs to bring a list of 10 problems (or opportunities) he/she finds with
BMW. (2 hours)
III. Root Cause Analysis & Countermeasures (1 hour)
IV. Action Planning –
I. Identify what issues fall under theTPM Pillar and classify as such (1 hour)
V. Create TPM Plan for 2005
IV. 5S Video and Planning (1hr)
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TPM Kick Off– Overview
Philosophy and
Organization
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TPM Kick Off– Overview
11 M M aximaximizeize overall overall equipment equipment efficiency efficiency -Zero Accidents, Zero Defects, Zero Breakdowns-Zero Accidents, Zero Defects, Zero Breakdowns 2 2 Philosophy of PreventionPhilosophy of Prevention -Proactive vs. Reactive-Proactive vs. Reactive
33 P P articipation of all articipation of all the associatesthe associates -Autonomous activities, Small Group activities-Autonomous activities, Small Group activities
44 A All management levels from senior ll management levels from senior managers to operatorsmanagers to operators
- - Focused ImprovementFocused Improvement
5 5 Gemba Principle (Shop-Floor Oriented)Gemba Principle (Shop-Floor Oriented) -Seeking “ideal” operation, Visual management-Seeking “ideal” operation, Visual management
Seiichi NAKAJIMASeiichi NAKAJIMA
TPM – Operating Philosophy
TPM Fundamentals
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TPM Kick Off– Overview
TPM Teamwork In Gemba
JMAC
Sanitation Supv
UC Supv.
Main. Mgr.
Seattle Supv.1st Shift Oper
TPM
Coordinator
2st Shift Oper
QA. Mgr.
2st Shift Oper
1st Shift Supv
VP of Mftg.
TPM Fundamentals
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TPM Kick Off– Overview
TPM Award & Its Levels
Level 4: Award For World
Class Achievement
-Volvo, Sony
Level 3: Special Award
-Toyota
Level 2: TPM Consistent
Commitment Award
-Subaru Isuzu
Level 1: TPM Excellence
Award
-Phillips 66, Milliken,
Motorola, Unilever
3 yrs
2 yrs
3 yrs
3 yrs
Each year, The TPM Awards Committee offers TPM Awards to
plants and individuals for exemplary TPM achievement.
TPM Fundamentals
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TPM Kick Off– Overview
TPM: Establishing a Corporate Culture
that will maximize production system effectiveness
CHANGINGCHANGING
CULTURECULTUREMoraleMorale
QualityQualityProductivityProductivity
DDeliveryeliverySafetySafety
CostCost
Customer Satisfaction Over Global Competition
TPM Fundamentals
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TPM Kick Off– Overview
FOCUSED
IMPROVEMENT AUTONOMOUS
MAINTENANCE
PLANNED
MAINTENANCE
TRAINING AND
SKILLS DEVELOPMENT
INITIAL PHASE
MANAGEMENT
ADMINISTRATIVE WORK
IMPROVEMENT
QUALITY IMPROVEMENT
RESET BASE LEVEL, INSPECTION STANDARDS5S, SETTING STANDARDS.
MEASUREMENT OF LOSSES, PROBLEM SOLVING,
RELIABILITY IMPROVEMENT, SMED.
DOWNTIME REDUCTIONINITIALIZATION OF CONDITION BASED MAINTENANCE
TECHNICAL SKILLS REQUIREMENTSKNOW- HOW
CHECK OF SPECIFICATIONSTECHNICAL EVOLUTIONS
5S IN OFFICES5S IN WAREHOUSES
IMPROVE EFFICIENCY OF ADMINISTRATIVE TASKS
MANAGEMENT FOR ZERO ACCIDENTAND ZERO POLLUTION
REDUCTION OF DEFECTS
OPERATING STANDARDS
The 8 Pillars of TPM
SAFETY &
ENVIRONMENT
QUALITY
MAINTENANCE
TPM Fundamentals
E s t a
b l i s h e s E
f f i c
i e n t P r o
d u
c t i o n S
y s t e m
PI
PII
PIII
PIV
PV
PVI
PVII
PVIII
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TPM Kick Off– Overview
TPM: “People Process”
Creating A Learning Organization Organizations that can adapt to meet changes of environment
surrounding them.• Kaizen(=Continuous Improvement)
• Healthy Paranoia (The HP Way)
Maximizing Group Dynamics Sharing Core values and critical information Cross Functional interfaces Group Problem Solving
Communication : Using Common Language to be on thesame page Utilization of data and metrics Production and Maintenance use the same language.
TPM Fundamentals
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TPM Kick Off– Overview
CSM Global Steering Committee (2/yr)Chairman : Franz Olieman
Participants : All VP Manufacturing of CSM Corporate divisions
JMAC : Holvec & Asano
BSNA Steering Committee (2/yr)Chairman : Leo Rappange
Participants : All the Presidents and VP Operations of TPM companies
JMAC : Asano & Masaaki
Company Steering Committee (Qrtly. / (Monthly))
Chairman : President of each companyParticipants : VP Operations, CFO, Managers, Pillar Champions,
TPM Coordinator , Leo
JMAC : Asano & Masaaki
Satellite Plant Steering Committee(Monthly)
Chairman : Regional Mgmt. or VP
Participants : Plant Mgmt., Pillar Champions,
TPM Coordinator
JMAC : As needed
IC Pillar Meeting(Weekly)
Chairman : Pillar Champion
Participants : As needed &TPM Coordinator
JMAC: As needed
TPM Fundamentals
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TPM Kick Off– Overview
TPM Steering Committee
Roles of SC Guiding Force of Whole Program Removal of Barriers / Issues / Road Blocks Provide Leadership, Support, and Resources Accountable for Overall TPM Progress
Membership and FrequencyMonthly
Core Members – CEO, CFO, VP of Ops, Pillar Champions, TPMCoordinator, JMAC
Pillar Presentation: Results, Plans, and Next Steps
Quarterly BMW Management Team
Leo, JMAC
Next Steering Committee
TPM Fundamentals
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TPM Kick Off– Overview
Program Development Master Plan(Example of The First 3 Years)
Preparation ExpansionImplementation
6 Months 1 Year 6 Months 1 Year
Steps 1-7 Step 7 Steps 8-9 Steps 10-111. Top Management’s
declaration to
introduce TPM
2. Introduction Training
3. TPM Organization
4. Target Setting
5. Master Plan
6. TPM Kick Off
7-(1) OEE/Focused Improvement
7-(2) Autonomous Maintenance
7-(3) Planned Maintenance7-(4) Training and Skills Development
8. (5) Initial Phase Management
9. (6)Quality Improvement
10. (7)Administrative Work
11.(8)Safety & Environment
T P M Aw ar d
12. Total application of TPM
TPM Fundamentals
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TPM Kick Off– Overview
Roles of Pillar Champion
Roles To Lead and Facilitate the TPM Activities for their Pillar
Accountable for Pillar results and progress
Train and Schedule TPM Steps
Form Pillar Committee
Present progress to Steering Committee and to the BMW public
Activity Board – using PDCA cycle
Membership and Frequency
Weekly
Core Members – Pillar Champions,
Committee members
Review results
Plan Next Steps
AnalyzeCurrent Situation
AnalyzeCurrent Situation
IdentifyProblemsIdentify
Problems
GenerateCountermeasures
GenerateCountermeasures
ImplementationImplementation
DoDo Check
Check
ActionActionPlan
Plan
PDCA Cycle
TPM Fundamentals
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TPM Kick Off– Overview
Production Maintenance Quality Engineering ProductionControl
Purchasing Sales Admin.
1 OEE/FocusedImprovement
2 AutonomousMaintenance
3 Planned
Maintenance
4Training & Skills
5 Initial PhaseManagement
6 Quality
Maintenance
7 AdministrativeWork
8 Safety &Environment
Involvement of Each Department By Pillar
(Example)
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TPM Kick Off– Overview
Objectives: 0
TPM Progress Line-2The People
The action plan
The Results
OEE Casting
Updated on XX/XX by NB
Breakdowns/month
Process failures/month
The Schedule
The achievements
The Master Plan
Methodology
F.A.
The team The Chart
The Layout
Involvement Competencies
Activity Management : Example of Activity Board
TPM Fundamentals
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TPM Kick Off– Overview
Eight Pillars of TPM
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TPM Kick Off– Overview
Pillar I : OEE (Overall Equipment Efficiency)Focused Improvement
Improvement Steps
DefineLosses
Quantify Losses
AnalyzeCauses
GenerateCounter- measures
Implementation Follow up
Objectives
Maximizing the performance of equipment by minimizing losses
of equipment Problem Solving by GROUPS
Objectives
Maximizing the performance of equipment by minimizing losses
of equipment Problem Solving by GROUPS
Compare theCompare the ACTUALACTUAL operating time versus theoperating time versus the OPTIMUMOPTIMUM operating timeoperating time
Highlight the causes of Productivity losses :Highlight the causes of Productivity losses :
Availability, Performance and Quality lossesAvailability, Performance and Quality losses
Pillar I : OEE/Focused Improvement