Lean Production
Week 3: Stability – 5S
TPM
Tran Van Ly
Industrial and Systems Engineering
International University
Email: [email protected]
04/08/2021 Room: A2-504 1
Recall previous week
Process steps/Equipment/Materials
Product Step 1 Step 2 Step 3 Step 4 Step i Step N Vol
AAA x x x x x 20000
BBB x x x x x 25000
CCC x x x 10000
i x x x 15000
M x x x 17000
2
Recall week 1
3
Learning Objectives
Process stability
5S
Toyota Productive
Maintenance (TPM)
4
What is Stability?
Stability is capability to produce
consistent result over time
Indicator of stability?
Output
Same quantity of products, with the same amount
of resource time (people & equipment), with a high
degree of reliability (>=80%)
Ability to meet customer requirements with quality
products the first time through on time (>=80%)
When a process is instable?
Equipment breaks down regularly
Defects are regularly produced
No standard work, the amount of
time it takes to perform a given
process varies
Indicator of instability
A high degree of variation in performance measures
- either pieces produced or pieces per labor hour
Changing the “plan” often when a problem occurs
It is not possible to observe a consistent pattern or
method to the work
Batches of piles of WIP are random
Sequential operations that operate independently
Be careful of “normally/ usually/..” when abnormal
becomes normal
“we trust the operators to make decisions about
how the work is done..”
Why stability?
Clearing the cloud
To create a basis for consistency so the
“reality” can be seen and random activities
removed, thus establishing a foundation for
true improvement
Stability --> Flow --> Pull
Stability
No operation will ever achieve a
perfect level of stability. So how much
stable do we need?
Enough to move into the next phase of
achieving some degree of flow. Then, a
higher level of stability will be necessary
to meet tighter requirements
Strategy & tools to create stability
Strategy: Identify & eliminate “big” waste
Lean tools:
Standing in the circle exercise
Standardized work
5S
Workplace organization
Quick change over
Preventive maintenance
Problem solving
Level to daily customer requirement (basic
heijunka)
Total Productive Maintenance
The basic condition - technical
standards
Fault development
Loss pyramid
TPM principles
OEE
How to restore the basic condition
Reference:
Steven Borris “Total Productive Maintenance”
Basic condition
The condition the tool would be
expected to be in when it was
manufactured and operating to its
original specification
Capable of producing the maximum
amount of product for which it was
designed (not overrun limitation)
Clean inside and outside, like new
Technical standards
Examples:
Fault development
What types of failure usually occur?
Why does equipment suffer from faults?
How do these faults change from minor
issues to major problems?
Fault development
Total and partial failures
Sporadic faults (Real unpredictable
failures)
Chronic faults (happen regularly or we
choose to live with it)
Deterioration from basic condition
Deterioration from basic
conditions
Natural deterioration
Age or time dependent
Unavoidable
Forced deterioration
Use condition
Misuse of tool
Second-sourced spare part
Neglect, poor skill level
Poor documentation
Operating standard not followed
..
The six big losses
Downtime
1. Equipment breakdown
2. Set-up & adjustment delay
Speed or hidden losses
3. Idling & minor stoppages - the machine is
being run but no product is processed
4. Reduced speed (actual is less than
designed)
Defects
5. Scrap, defects required repair
6. Reduced yield (eg. From machine start up
to stable production)
Speed or hidden losses
Most difficult to track. Example:
Insufficient debugging during startup
A machine downstream is down
There is a jam, no product is coming to
machine
Out of parts (starved)
Machine is out adjustment
Sensor is misaligned
Worn out or dirty equipment
Machine loss pyramid
Example
Breakdown Motor burns out
1
Minor stoppage 10 Motor overheating
Minor failure 30 Vibration causes
bearing
deterioration
Hidden failure Hundreds Loose nuts &
bolts
Total productive maintenance
Key to machine stability & effectiveness
Target of TPM is “zero breakdown”,
maintain/restore machine to basic conditions
TPM assign basic maintenance work such
as inspection, cleaning, lubricating &
tightening to production team
Shift from “I operate, you fix” mindset to “we
are all responsible for our equipment, our
plant, our future”
Total productive maintenance
Autonomous maintenance
Operator driven, clean, inspect duties
Preventive maintenance
More technical team, + responsibility for
resolutions of problems
Maintenance stages:
Stage 1: breakdown maintenance (fire-fighting)
Stage 2: Preventive maintenance (some proactive
training & troubleshooting)
Stage 3: TPM = (Preventive + Predictive maintenance) +
Total involvement
Autonomous maintenance
TPM initial clean: first practical equipment task
Fault finding: 5 senses
Up-skilling all AM team members as trainee
technician
basic process, maintenance, operation, safety
cleaning maps, hazard map, risk assessment, safety check, F-
tags, data recording, clean procedure
Tracking the progress of the initial clean
Drop off of F tags
Preventive Maintenance
Root-cause solutions
Redesigns to overcome failure prone
components
Establishing the standards for the toolset
Creating procedures and risk assessment
Establishing and optimizing a PM interval or
method of self dianosing
Clean and inspect routines
Technical support
Monitor the progress of the PM team
Overall Equipment
Effectiveness (OEE)
The availability of the equipment
Availability (%) = (total time available - down time)/total
time available > 90%
The performance of the equipment
Performance (%) = number of units manufactured/
possible number of units > 95%
The quality of the product
Quality (%) = (number of units produced - number of
defects)/ number of unit produced > 99%
OEE = availability x performance x quality
Average company has an OEE of less than 50% !
MTBF-MTTR
Mean Time Between Failure (MTBF)
Measure of reliability of the equipment and the
standard of any maintenance and repair work done
Calculated as: Total uptime/Number of failures
Mean Time to Repair (MTTR)
Measure of the support system: the skill of
technical staff, complexities of failures, availability
of spare parts
Calculated as: Total downtime/Number of failures
Exercise
For 8 hours of a shift, Planned maintenance 30’; 2 Breakdowns in
the morning of 20’ each, 1 Breakdown in the afternoon lasted 50’
The line was reset during the afternoon for a change-over in
production. The overall internal change-over time amounted to 20’
Both product A (before change-over) and B (after change-over)
were produced at a rate of 4 pcs per minute, the corresponding
Actual Cycle Time resulting in 0,25’.
The Line was actually designed to produce 5 pcs/min those
products (both A and B).
A total of 950 pcs A were processed, 6 defective pcs were
produced during the A process, all rejects. A total of 410 pcs B
were processed. 4 defective pcs were produced during normal B
process and 8 defective pcs during trial-runs. Reject all defects
Calculate the OEE, MTBF, MTTR of the Processing Line for that
day.
Analyzing and categorizing
data
How efficient/ inefficient the company’s
maintenance is?
Machine history log
Minor stop log sheet
Defect map
Pareto chart
Defect map
Common problems
The user has realized there is a fitting problem but has
not initiated a repair
There might not be a formal fault reporting system
Possibility that the engineer manager or lead hand
follows a different set of priorities
The production system fails to detect the trend that the
tool off-line time is increasing
General causes: no standard procedures, no
competency checks, no opportunities for the operators to
talk to engineers on issues affecting their work
How to restore to the basic
condition?
Repair the failure
Complete Failure Analysis Sheet
Update the maintenance procedure
Monitor for the failure returning to confirm the
solution was the correct one
Identify a Preventive Maintenance frequency
Look for ways of simplifying checks
Train all of the technicians on the new procedure
5S
Clean up “dirt” accumulated in the plants and
offices
Able to use the necessary things at the
necessary time in the necessary quantity
Improve lead time, quality, safety, reduce cost
Improvement activities will progress easily
only if the existence of wastes, abnormalities,
problems (excessive WIP, defective units,
inventories) are perceived by everyone
5S: Muda
Muda must be diminished:
Excessive setup time due to looking for dies,
jigs, tools..
Defective materials/products (point
photography)
Cluttered work areas
Missed delivery times due to lack of
necessary units
Unsafe conditions
5S: Seiri, Seiton, Seiso, Seiketsu, Shisuke
Sort: clear out rarely used items by red tagging
Set in order/Straighten: Organize and label a place for
everything
Shine: Clean it
Standardize: Create procedures to maintain the first 3
S’s
Sustain: Use regular audits to stay disciplined
S1: Seiri – Sort
Ensuring each item in a workplace is in its
proper place or identified as unnecessary
and removed.
Sort items by frequency of use
Get rid of unnecessary stuff
S1. Visual Seiri with red label
1. Establishment of a red label project
Red label at each workplace everyday
Company wide red label year end
2. Determination of objects to be sealed by red labels
Inventories, machinery, space
3. Determination of label criteria
Time? Doubt? Just in case?
4. Preparation of labels
5. Labeling: management staff assess conditions
6. Evaluation of sealed items and recommended actions
Sealed inventories: defects, dead stock, staying items, leftover materials
Results summarized after finishing sealing process
1st Step - SORT
Before After
Sau
04/08/2021
S2:Visual Seiton with Indicator Plate
Distinctly show where, what, and how many materials exist
1. Decide item placement:
frequency? ergonomic?
2. Prepare the container
box, cabinet, shelf, palette..
3. Indicate the position for each item
place plate, spot plate
4. Indicate the item code and its quantity
Item code plate, maximum lot size and minimum reorder
point
5. Make Seiton a habit
S2-Visual Seiton with Indicator Plate
S2-Visual Seiton with Indicator Plate
S2. Practical rules for seiton
FIFO vs LIFO
Setup for easy handling
“30-40% of processing cost and 80-90% of processing
time is spent on _____”
Regard stock space as part of manufacturing line
- Place parts, materials, jigs, tools for easy access
Parts arranged and stored based on similar of
function or production line
Visual control for limit standard
FIFO
Material handling index
Setup for easy handling
Determine best method of conveyance based on
material handling index of liveliness
--> 5 levels of material handling activities
Material handling index
The index of liveliness is calculated by classifying the
number of required tasks into five levels of activity.
Then, the sum of the levels is divided by the number
of steps in the process
Index of
Classification Conditions
liveliness
Left in bulk directly on the
In bulk 0
floor or tables
Unified in a Placed in a container or
1
box or batch grouped in a bundle
In box with
2 Raised by pallets or skids
bolsters
On a Set on carriages or
3
carriage something with castors
On the 4 Moving by conveyor, chute,
move or carriages
Example
< 0.5: container, pallet, carts
<1.3: more pallet, carts, forklift
S2: Set In Order
A place for everything & everything in its place!
Objectives:
To ensure that the workplace is well organised and
easy to use
S3: Seiso – shine
Continually maintain tidiness
Repair, clean & shine work area: what who
how
Important for safety
Maintenance problems such as oil leaks can
identified before they cause problems.
Cleaning inspection checklists
Solve root cause of cleanliness problem
S4:Seiketsu – Standardize
Formalize procedures and practices to create consistency
and ensure all steps are performed correctly.
S1 standard: What is needed and not needed? Disposal
procedure..
S2 standard: What signboard looks like, where should it be
posted, meaning of different colors, dangerous area..
S3 standard: what to clean and inspect, how, who , when
S5-Shitsuke – Sustain
Keep the processes going through training,
communication, and organization structures
Allocate time for maintaining
Create awareness of improvements
Management support for maintaining
Training, rewards
Benefits of 5S
Reduce waste hidden in the plant
Improve quality and safety
Reduce lead time and cost
Increase profit
5S & Visual management
5S system is designed to create a visual workplace.
Visual workplace is self-explaining, self-ordering, and
self-improving
Indicators for tools, parts, and production activities
Placed in plain sight of all workers so everyone can understand
status of system at a glance
If a machine goes down, or a part is defective or delayed,
immediate action can be taken
Implementation
Gradually – too fast unsustainable
During slow time
Importance of training, Management
commitment
Before & After photos
Change of mentality, not campaigns and
slogans. Old way no longer OK
MBWA, Patrols
Summary
Which of the following is true about Total Productive
Maintenance?
A. Basic maintenance work is carried out by maintenance team
B. TPM focuses on breakdown maintenance
C. The machine effectiveness should be monitored for preventive
and predictive maintenance
D. All of above
Formulas for MTTR, MTBF, OEE
Summary
Which of the following does not help to create process
stability?
A. Standardized work
B. Quick change over
C. Tight quality control
D. Leveling
What is the correct sequence of the 5S?
A. Sort – Sustain – Shine – Set in order – Standardize
B. Sort – Set in order – Standardize – Sustain – Shine
C. Set in order – Sort – Standardize – Sustain – Shine
D. Sort – Set in order – Shine – Standardize – Sustain
What is material handling index of liveliness?
Summary
Most production loss due to machine problem come from
A. Machine breakdown
B. Minor failure
C. Hidden failure
D. Minor stoppage
Which of the following is not true about standardization
in Lean?
E. It is a means of creating the most consistent performance
possible
F. It helps to create a platform for continuous improvement
G. Once standardized, it is rarely changed
H. Worker can be involved in creating standardized work
Summary
Which of the following is not the element of standardized
work?
A. Instruction manual
B. Line balancing among all processes in terms of
production timing
C. Work sequence
D. In-process stock
Which of the following is not true about standard operation
routine?
E. It shows the order of action each worker must perform
within a cycle time
F. Operation routine can be different from order of process
G. It shows the best work sequence that the operator can
finish the job in the earliest time
H. All of above
Summary
What is not true about material handling index of liveliness?
A. It is used to determine the method of handling the material
B. The lower the index, the more handling tasks are required
C. The lower the index, the less handling tasks are required
D. None of above
A particular material is currently placed in a container which sits
on a pallet. What is its material handling index of liveliness?
0, 1, 2, 3
Which of the following is not true about Total Productive
Maintenance?
A. TPM helps to achieve machine stability and effectiveness/
The machine effectiveness should be monitored for
preventive and predictive maintenance
B. Basic maintenance work is carried out by maintenance team
C. TPM focuses on breakdown maintenance
D. B & C
Summary
Which of following tool is not used to develop the stability
of process? 5S, TPM, JIT, or all of these
Which of the following might be indicator of process instability?
Changing the “plan” often when a problem occurs
A. It is not possible to observe a consistent pattern or method
to the work
B. Batches of piles of WIP are random
C. All of above
Which of the following tool is used to develop the stability of the
process?
D. Standardized work
E. Quick change over
F. Preventive maintenance
G. All of above
Summary & HW
Production cell during the following conditions
Working time: 3 shifts/day, 5 days/week
Shift hours: 6:00 – 14:00, 14:00 – 22:00, 22:00 – 6:00
Planning related stops (no production):
Breaks: 30 minutes each shift
Meetings: Every Thursday 13:30 – 14:00
Preventive maintenance: daily during shift exchange at 6:00-6:15,
14:00 – 14:15, 22:00-22:15
Production: cycle time 9 minutes/item
True outcome during one week:
Breakdowns: Mon: 6:30-10:00; Tue: 9:00 – 10:12, Wed: 20:30
-21:48; Fri: 14:30 – 17:18
There are 553 items produced of which 8 were scrap
Calculate OEE, MTBF, MTTR for that week
Summary & HW
