TPM-Total Productive Maintenance

Continuous improvement (Kaizen) is a basic concept that directs good governance. Over the years, it has developed and used management philosophies, collecting them under a single concept that combines theories and tools. On the basis of continuous improvement; Proseste lies in constant, small improvements, especially carried out by workers. Continuous improvement is a management system that prioritizes process, supporting people’s process-oriented efforts. No process, no flow is perfect enough to make a small improvement. It is the duty of everyone, especially those who work there, to search for improvement opportunities.

Where and when an improvement is made, this will lead to an improvement in quality and efficiency. Quality is everything that can be improved. Today, when the enterprises with high competitive power are examined, it is seen that Total Quality Factor is under their success. As a key element of Total Quality Management, the adoption of the concept of Kaizen (continuous improvement) and its adaptation to the business are gaining importance.

Kaizen is small, but aims to improve the current situation with continuous steps. KAIZEN means “Continuous Improvement”. They are studies to destroy 16 massive losses in order to provide equipment, workmanship, materials and energy efficiency. Apart from this, the scheme also covers work safety and work to improve the environment.

There are two types of Kaizen in business. Kaizens differ according to subject, duration and road conditions:

1. Kaizen (Before-After)
2. Kobets of-Kaizen

Before-After Kaizen

• The individual must work first.
• The number of teams can be maximum 2 people.
• It takes place with experience and common sense.
• It is applied at any moment.
• It is applied in all areas.
• They should be completed shortly.

Kobetsu -Kaizen

• The team must work first.
• The team can consist of no less than 3 people at most.
• It contains 16 major losses.
• Requires data tracking.
• Requires observation and monitoring before and after.
• It can only be applied in relation to their area.
• They should work for a long time (min.3-max.6 months).

8 Major Losses Affecting Equipment

• Fault Losses
• Setup Adjustment Losses
• Team Change
• Startup Losses
• Small Postures
• Speed ​​Losses
• Faulty Production and Repair Losses
• Shutdown Losses

5 Great Losses Affecting Job Power

• Management Losses
• Production Motion Losses
• Line Organizational Losses
• Logistics Losses
• Measurement and Adjustment Losses

Material and Energy Efficiency 3 Big Loss

• Energy Losses
• Jig, Mold and Handpiece Losses
• Product Losses

For this purpose, BİLTAŞ developed the BSOFTtpm Kobetsu Kaizen Transactions, which solves the Kaizen Transactions needs of the institutions by transforming the Kaizen transactions, one of the cornerstones of TPM, into an integrated system in the information processing environment in the institutions that implement Total Productive Management System.

BSOFTtpm Kobetsu Kaizen Transactions is a 100% web-based management module in which Kobetsu Kaizen Transactions, one of the eight basic building blocks of Total Productive Management System, can be followed in detail and visually and analysis reports about the results are created.

Features

• Application Microsoft. It has been fully object oriented with NET technology.
• It has an extremely easy to learn and use user interface.
• The system is designed with a parametric structure.
• Mission-Vision definitions.
• Goals related to Kaizen.
• Committee Member transactions.
• Suggestion Card Processing.
• Kaizen operations.
• Poke Yoke operations.
• First, then kaizen operations.
• You can design an unlimited number of reports, you can get output.

Autonomous Maintenance means that each worker has his / her own equipments for cleaning, checking, lubricating, changing parts (insert, filter element etc.), simple repairs (like tightening the hose clamp), troubleshooting, Activities that aim to maintain its conditions “.

The idea of ​​the employee volunteering to take care of their own machine, or even taking part in the improvements, provided the basis for the TPM’s view to “do its own maintenance on its own equipment”

We need to train and educate Autonomous Care to be able to be carried out at a satisfactory level, and to be able to transfer some maintenance responsibilities to operators, who “understand” their machines. After that, the production staff must act not only as operators but also as maintenance workers. The equipment used in the plants is gradually turning into automatic machines, which do not require supervision. Therefore, operators will have more time to deal with their machines.

Autonomous maintenance is implemented in 7 steps and is a team work.

1. Daily cleansing of the machine and learning of the symptoms
2. Learning the methods to prevent pollution, making it easy to reach difficult places
3. Establishment of initial cleaning, inspection and lubrication standards
4. General training on control procedures
5. Begin to make controls “autonomous”
6. Implementation of standards and visual management
7. Beginning of Full Autonomous Care

BSOFTtpm Autonomous Maintenance Operations is a web-based application developed to provide autonomous maintenance procedures that are one of the cornerstones of TPM, to be followed in a practical, fast and reliable manner and to produce different reports.

Features

• Application Microsoft. It has been fully object oriented with NET technology.
• It has an extremely easy to learn and use user interface.
• The system is designed with a parametric structure.
• You can design an unlimited number of reports, you can get output.

Mission & Vision

Autonomous care is defined as to be done and done. These are renewed when necessary.

Target

Goals related to autonomic care are identified. These targets are used in stepping and similar places. (How many proposal cards will be burdened, or how many negativity cards will be burdened, etc.) In the event of reaching the targets, it is necessary to distribute the points and pass to the next steps.

Committee Members

The personnel to be assigned and evaluated for autonomous care are selected. This staff selects the staff to work for various missions. Creates and directs the squadrons. Work done makes final assessments.

Propagation Plan

Determination of the tasks and time periods for the assigned groups to achieve the autonomous care goals. The methods to be followed in order to reach the specified targets are determined, and the out-of-period plans are reviewed again.

Team Members

Selection of personnel to implement the deployment plan and be responsible. Personnel are selected by the members of the Committee according to their education and competencies. When necessary, team members can be changed, added or removed.

Negative Card Entry

• Notification of negative situations where personnel from various locations, machinery and vehicles have identified and points for the award. The negativity card is printed and hanged at the relevant place. These cards can be seen by everyone. The staff informing the negativity will take the piano about it.
• Removing the negativity staff will tell you how to fix the negativity. It tells you when and what you do to resolve the negativity.
• Committee members review and evaluate removed negative cards. If necessary, they cancel the healing and activate the card again.
• Those who make improvements due to approved cards earn the puana

Meeting Decisions

• The meetings made at various times, the determination of the participants and the records taken at the meeting are recorded.
• The meeting time, the topic and the participants will be determined.
• Personnel who do not attend the meeting are removed.
• At the end of the meeting, the records are recorded.

Pollution Sources

• Locations, machinery and vehicles are identified and graded for the cause of the pollution.
• The minimum values ​​required for pollution are determined.
• The existing pollution is determined and the level at which this pollution is reduced is determined
• The value it should have and the time it takes to reach that value.

Step by Step Checking

• Supervision of successful implementation of the emission plan. Assessment of achievement points in the specified conditions is done.
• The items to be evaluated for the diffusion plan are determined. These items can be grouped under various groups.
• Each of these items is awarded a percentage of success in the implementation of the dissemination plan.
• These points are summed up to determine whether stepping has taken place according to the target.
• If the step has been skipped, a new dissemination plan will be prepared or a current one will be given to the team.

Access Control and Maintenance Difficult Areas.

• Locations that are difficult to control and maintain in the facility are identified.
• Documents related to these (Photographs etc.) are collected.
• The reasons for care and control are difficult to determine.
• The specified causes are tried to be eliminated, then checked and documented again

Responsibility Sharing

• Responsible and department assignment processes are performed on the plans for the specified autonomous maintenance operations.
• Responsible and department is selected from the sections related to autonomous care.
• The work to be done and the plan are determined and the time required for the realization of the blanks is reported.

Near Miss

• Determine the situations that can cause work accidents. The designated status is documented in the card where the card is to be hanged.
• A group of work accidents is identified and details of what conditions may lead to the work accidents are explained.
• The staff removes the accident card from the center.
• The removed card is evaluated by the committee members, and the card is reactivated if it is decided that there is no proper solution.
• If the removal of the card is approved by the committee, the reporting staff and the staff who makes improvements to the stakeholder wins the pooh.

The 5S methodology aims to create awareness for employees, to create businesses with a system that is open to achieving the targeted achievements and constantly improving. 5S is a system not only for employees but also for employees who have great contributions to safety, quality, efficiency, machine performance, stock control, employee participation and motivation. 5S provides pleasant and safe working conditions to employees, gives the sense of belonging to the workplace, increases the awareness of saham, makinem and fabrics and improves teamwork.

The 5S methodology, which takes the first five letters of the Japanese initials forming the system, is not a self-managing magic system. Everyone in the company has to apply this system over and over again in order to be effective. In order to achieve desired success and ensure continuity in practice, it is essential that everyone has the methodology belief and support from the senior management to the operator level.

5S Steps:

Step 1 SEIRI(Addition-Sort)

In the separation step the area is checked in detail and the necessary and unnecessary materials, stock materials, fixtures, hand tools etc. Are separated from each other. These materials are often items that are seized or destroyed but do not need to be removed.

These unnecessary materials are gathered in one area and evaluated. The first thing to do is to make sure that all relevant units are aware of these materials and give them to the departments that need them. The rest is scrap, forgiving etc. It is sold as. It is removed from the table by separation methods. This step is like the foundation of the building, it should be applied as tightly as possible.

Step 2 SEITON(Order)

Order step, all the materials needed constantly, fixtures, hand tools and so on. The addressing step is MI. The aim is to ensure that all the materials required are as readily available, confiscated and released as soon as possible. In this step, all these materials are arranged, placed, marked, and ergonomics and work safety are taken into account most closely to the field of work and the quantity of order and stock is determined by specifying the minimum and maximum stock levels.

Step 3 SEISO (Cleanness)

The purpose of the cleaning step is to clean all dust and dirt in the work area and keep it in perfect condition. Employees must be responsible for clearing their own areas, but most of the time they are not spending clean. At this stage, the employee who knows the site will detect all sources of pollution and go to healing by making kaizenes.

Each section and area becomes a responsibility. Various cleaning methods have been developed and standardized.

Step 4 SEIKETSU (Standardization)

This step sets standards, improvements and control methods to ensure the continuity of the achievements achieved in the first three stages and to maintain the positive situation reflected in the field. There are three main purposes;

• Zero Confusion
• Zero Unnecessary part
• Zero Pollution
• Starting from the above three headings, the site determines the points to be questioned by the walking system and carries out improvement activities.

Step 5 SHITSUKE (Discipline)

Step 5 is a necessary step in order to provide habit of adherence to rules, to develop events and to ensure continuity. Everyone should always monitor the work area and equipment and provide training for each new team member. The study area should now move on its own.

Benefits of the discipline step;

1. Develop employee awareness of responsibility
2. Employees have increased self-confidence
3. The role of the employee is determined
4. Feel the presence of employees
5. There is no loss of activity because there is no return
6. Employee motivation increases

The BSOFTtpm 5S Process is a web-based application where descriptions of committee members are made, audit questions are generated, entries of 5S cards are made, and audit results are analyzed.

Features

• Application Microsoft. With NET technology, it is completely oriented towards the object.
• It’s easy to learn and use the user interface.
• The system is designed with a parametric structure.
• You can design and print an unlimited number of reports.

OEE (Overall Equipment Effectiveness) is the “best practices” you can observe and improve the effectiveness of your production processes (eg machines, production cells, assembly lines). OEE is simple and practical. The most important and widespread efficiency of production takes loss sources, places them in three main categories and divides them into metrics. These metrics provide the perfect measurement infrastructure to measure where you are and how you will evolve.

OEE is often used as a key metric in TPM (Total Productive Maintenance) and lean manufacturing programs. It provides a consistent path, providing a general framework for measuring the effectiveness of TPM and other initiatives and the efficiency of production for you to measure. OEE really makes complex production problems simple, understandable information. With simple measurements, it enables you to systematically improve your processes.

Six Major Losses

The main objectives of the OEE and TMP programs are to reduce or eliminate the “Six Great Losses” (the most common causes of productivity loss in production). Six Great Losses;

1. Malfunctions
2. Setup and Adjustments
3. Small postures
4. Low Speed
5. Starting Retleri
6. Production Retell

BSOFTtpm Production Details Operations is a web-based application that provides a consistent way to measure production efficiency for the TPM’s success and provides a consistent way to make complex manufacturing problems, simple, understandable information, simple metrics and systematic development of processes.

Features

• Application Microsoft. It has been fully object oriented with NET technology.
• It has an extremely easy to learn and use user interface.
• The system is designed with a parametric structure.
• You can design an unlimited number of reports, you can get output.

OEE Cycle Times

It is determined how long the product is produced on the specified line. The products can be produced in different times in every line,

It is determined how long the product is produced for each line and this value is entered into the system.

Stop Causes

The reasons for stoppage occurring during production are determined. Some of these stopping reasons are included in the OEE, while others are not used in the OEE account.

The reasons for the stoppage here may be machine origination such as breakdown, maintenance, configuration, as well as raw material troubles which may be due to non-handicaps (electricity interruption etc.) or unplanned work.

The missing ratio after all necessary stops can be used to determine the performance.

Production Reports

The products produced during the working period and the dwell times in this period are entered. These inputs determine the percentage of OEE, if desired, and if enough production and stops are entered, real-time OEE can be followed.
At the end of the period, the efficiency of this working period is calculated. This is a rough calculation, calculated by the percentage of downtime excluding excluded.
At the end of the study a detailed production report is issued. From this point of view, how much of this rapord was produced, how wrong it was, how much it was repaired and appeared to be available. This report can be flexibly modified according to different circumstances.
Production Indicators

They are the dials showing the percentage of OEE in various forms according to date, line and shift.
In this way, the manager can visually see the instantaneous efficiency in operating any of the units, as well as the status of the various units in the past.