Autonomous Maintenance Step 6 and 7 – Standardization and Autonomous Management

AM – Step 6 Activities – Standardization

• Objective
  • Standardize Routine Operation to sustain & prevent Problems.
• Activities
  • Develop Sub-step Activities
    • 6.1 Quality
    • 6.2 Change Over
    • 6.3 Cyclic Operation
    • 6.4 Safety
• Review the Role of Operators, and Efficiency Improvement and Standardization of Related Work
• Maintain an Effective Autonomous Inspection System

AM – Step 7 Activities – Autonomous Management

• Objective
  • Establish Line Management system by First line Team – Autonomous Management
  • Control Cost – develop Annual Budget by Team
  • Use “Policy Deployment – “Hoshin Kanri”
• Maintain Optimal Equipment Condition
• Striving to Meet the Targets of Zero Failures and Zero Defects
• Maintaining a Proactive Attitude To Equipment Maintenance

12 Key Points in A.M. Implementation

1. Collaboration between departments is important
   • Thoroughly educating members during the introductory stage at each department, to ensure their understanding of what AM is;
   • Sharing roles to attain common targets and exerting maximum efforts
2. Leadership of Managers results in practice
   • AM is work in itself;
   • Placing emphasis on hands on experience, unconcerned with theory.
3. The precedent of manager models represents the initiative
   • The Managers initiative and shining example is an essential requirement;
   • Understanding the essence of AM at the workshop through the use of actual equipment.
4. The manner of diagnosis leads to activation
   • Directing the people to the tasks to be done in the future;
   • Evaluation of what has been done.
5. Through education, it is understood that to teach is to learn
   • Adopting new ideas for carrying out education;
   • Understanding the necessary knowledge personally, to ensure subordinates’ understanding.
6. Enhancing understanding through One Point Lessons
   • Basic Knowledge: Info that must be shared;
   • Problem Case: What was lacking and recurrence prevention;
   • Improvement: Cases leading to positive results.
7. The experience of success leads to a challenging mind-set
   • Accumulating many successful cases;
   • Experiencing what has not been carried out help us overcome difficulties.
8. Giving Focused Improvement themes to teams for implementation
   • Themes related to routine work;
   • Minor stoppages, set-up, failure analysis.
9. The TPM Activity Board is a communication tool between the Manager and the team members
   • Showing the participants plans, ways of thinking, status of execution, and achievements in an immediately understandable way;
   • The activity board allows Managers to get a sense of team members efforts.
10. Meetings are a barometer of the activity level of the team
    • Creating good ideas through all members participation and expression of their opinions;
    • Forum of reflection, study, and proposal.
11. Work should be executed promptly
    • Delay in the execution of requested work will impede the activation of circles;
    • Review of the maintenance sector’s response.
12. Implement thoroughly
    • The degree of thoroughness determines the quality of maintenance and management.

Step Diagnosis

This is the important goal-sharing process.

• Each team evaluates the progress of Kaizen/TPM.
  • Control timeline (Deadline)
  • Evaluate Kaizen/TPM activities from the viewpoints of “Need to Improve” – Weakness & Opportunity.
  • Align the direction with the plant-wide master plan.
• Managers evaluate the progress of Kaizen/TPM form the viewpoints – how each team drive the right direction onto the plant-wide target & goals and managers’ target & goals.
  • Plan & Analyze the resource for a team to move on the right direction & the right on time.
• Analyze the connection with AM and other pillars. – Move smoothly such as AM and T&E using F-Tags, … etc.

Step Diagnosis Flow

Step Diagnosis Checklist

AM Step Progress Control

Elements of an Activity Board

TPM Activity Board Requirements (Activity Board for First-line Small Group)

1. Policy & Implementation plan
   • Policy & Target
   • Company / Factory policy & target / Department / Team policy & target (Annual, quarterly) / Action plan; TPM Master plan (Plant-wide and long term) / Team implementation plan (Annual plan and Quarterly)
2. Indicators (Measurables)
   • Tracking data (Daily & Monthly)
     • Productivity (Output per hour person)
     • Quality (# of scrap and type of scrap)
     • Cost (Overall Equipment Efficiency – Bottle neck machine)
     • Delivery & Availability – Zero Breakdown calendar
       • (On-time delivery ratio, # of unscheduled breakdown, downtime, change over time
     • Safety (Lost time injury)
     • Data collection (Daily or Every shift)
       • # of Major stops (Equipment Failures)
       • # of scrap and type of scrap, rework
       • Safety Information (# of Near Miss Report, LTA / MA)
       • * Change over time , Time and Operation Analysis Chart
       • # of minor stoppage
3. AM & FI Activities Process
   • AM Activities at each step – SOCS &HTA, Visual Control
   • One Point Lesson (Basic knowledge / Improvement case / Troubleshooting)
   • Trend chart – # of F-Tag (Blue / Red ) & F-Tag log (Fuguai list)
   • FI Topics Register – 5-why analysis / P-M Analysis
   • Autonomous Maintenance standards
4. Review of action taken
   • # of One-point lesson / # of Tag (Blue / Red)
   • Step Diagnosis comment, score & sticker