Focused Improvement Archive
Plant reliability is the key underpinning of an efficient supply chain. Without the ability to produce what is needed, when it is needed and, in the quantity needed, the entire Supply Chain must cover itself by placing inventory at critical areas thus driving up working capital and total costs.
The Key Tool for Executing Focused Improvement 12 Step Kaizen is a Better Defined CAP-Do Check Identify where the losses are Justify the subject selection by stratifying the data Understand the process and equipment Grasp the actual situation (Identify the Phenomenon) Establish the objective Establish a Work Plan Analyze
3. Steps in Implementing TPM-SCM 3-1 12 Steps in Implementing TPM-SCM Implementation of TPM-SCM follows the “12 Steps of TPM Development,” as in TPM-MAKE. In this case, however, the content is based on the premise of company-wide development, and the steps proceed in a different order, as follows: Step
1. The Thinking behind Focused Improvement The effects of much conventional improvement activity used to be transitory, and there was a strong tendency for improvements not to be capable of being sustained or properly established. In TPM, by contrast, activities are organised to ensure that the benefits of Focused
Focused Improvement Vision To eliminate all possible losses in order to improve safety and productivity, and reduce defects and production costs. To create a Continuous Improvement culture utilizing the Focused Improvement (Kaizen) technique to achieve maximum productivity of people, machinery and material utilization, resulting in 0 Accidents, 0 Waste,